Forbes Marshall has been on a journey to become a great place to work since 1925. They focus on employee development through competency mapping and training, maintain open communication through various forums and tools, and empower the community through CSR initiatives in health, education, and women's programs. Though challenges remain in fully engaging all generations of employees and overcoming issues in CSR work, Forbes Marshall continues their journey towards being a role model organization.

1. A Journey of Forbes Marshall
towards being one of the BPTW
(Great Place to Work)
8th July 2011 Mr. Bobby Kuriakose
Ms. Meghana Marathe

2. Forbes Marshall Overview
Started by J. N. Marshall in 1925 as a Trading company
Focused on Process Efficiency, Environmental Monitoring, Energy
Efficiency and Utilities Management for diverse sectors
Expanded by Mr. Darius Forbes into a leading Corporate group,
manufacturing advanced engineering products
•Over 1000 Trained Professionals
•More than 1000 Products and Service packages
•Present Turnover of 750 Crores INR (150 Million US $)
•3 State-of-the-art manufacturing facilities
•21 Regional Sales & Service Centers in India
•11 International Sales & Marketing units

3. Vision and Values
• To be a developed company in a developing
country, pursuing market leadership in our
chosen fields of Steam Engineering, Process
Control and Utilities Management.
• Dedicated to growth and an increasing
international presence, committed to being a
role model organization for our customers, Innovation &
suppliers, society and members Entreprene -
urship
FM Family
Spirit
Vision - Value Delivery
to our
Customers,
Values Members &
Society
Integrity

4. Some Facts about our
Organization
Value Added per Employee = (Sales – Material Cost ) / Number Of People
Year 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Achievement 16.91 18.57 19.36 22.02 25.92 29.36
Figures in lakhs

5. HR Philosophy
Any Organization is as good as its people.
People would like to be involved in what they do and
this leads to engagement.
For a World Class Organization, we need People with
World Class Thoughts.
An individuals dignity is as important as that of the
Organization.

6. Why is our Organization a Great Place to Work ?
Time tested Employee Friendly culture and Heritage.
Living Core Philosophy of Family Spirit.
High integration of HR & CSR processes.
Focus by Senior Leadership on HR strategies.
HR being a facilitator to the Line Managers who are real HR
Champions – HR Associate
Nurture transparency and team culture.

7. 3 Key Pillars of E. Engagement
• Performance Management System
Employee
• Learning & Development Initiatives
Development
• Competency @FM
• Communication Forums
Communication • Communication Tools
• Channels of Feedback
• Women and Children
CSR Initiatives • Education & Health
• Adolescents & Youth

8. 1st Pillar Employee Development –
Competency @FM
Forbes Competency
Marshall Core Based
Competencies Recruitment
Technical
Competencies 6 - Behavioral Career Competency
Competencies Based Job Rotation
Planning Approach
Role Specific Communication
Decision Making
Planning & Organizing
Problem Solving
Team Orientation
People Development
Learning &
Development

9. What’s unique in Competency @ FM?
Developed In- House
Competency Mapping for all levels
Themes developed for Behavioral Competencies
Qualifiers developed for Objective Competency Evaluations
Development of Recruitment Manual for Competency Based
Recruitment.
Varied Learning and Development Options designed In-House.

10. Performance Management System
Goal
Setting What’s Unique in PMS @ FM?
Vision and Value Analysis
Administering
Helping and Hindering Analysis
Mid Year the Annual
Reviews
PMS Review
Cycle Process Personal Development Plan
Focus on Future development of
Members
Analysis done
post the Quality of Review Analysis
Annual Review
Process

11. Learning & Development Initiatives
Pre Training Execution of Post Training
L&D options Effectiveness
Competency Mapping L&D Intervention Co- Copy of form given to
ordination manager
Skill Gaps identified
Delivery of L&D Options Forms Analyzed
Learning & Development
Calendar Prepared Knowledge Transfer Review by manager for
measured change in behavior
Candidates Nominated for
various L&D options and Effectiveness Of L&D options
interventions is measured through
effectiveness form
What’s unique in L&D Initiatives @ FM?
Post Training Evaluation using Kirk Patrick Model
Vendor Development Initiatives
Content Development and Training Design by ID certified members
Calculation of Trainer Score for every Training.
Designing of Various L&D methodologies

12. 2nd Pillar - Communication
Communication Communication Feedback
Forums Channels & Channels
Tools
Induction and Orientation  Intranet – I @ FM  Employee
Vision and Value Engagement Survey
FM Insight – Video
Workshops Employee Satisfaction
Magazine
PMS, Competency and Survey
Post Training Discussions FM Topics – Quarterly Vision and Value
Monthly Managers Magazine Analysis
Meetings  Helping and Hindering
 Monthly Meetings  HR Associate activity Factors Analysis
 VA Review Meetings  Internal newsletters HR Associate Survey
 Departmental Meetings 360 Degree Feedback
Divisional Reviews # Inside info Exit Analysis
Value Council Meetings Customer Satisfaction
# Intouch
 Various Conferences Survey
GPTW Feedback

13. Unique Practices and Processes @ FM
ELT – Leadership Development
Role Transition Program
Vision and Value workshops for every new member
Course fees reimbursement for members
Value Digression Committee
Committee on Sexual Harassment/ HIV AIDS / CSR
Our Retirees Program
Family members awareness programs
FM Blue Wave
Meljol
FM Alumni Data Base
Educational Trip for members children
FM Appreciation award

14. 3rd Pillar – Corporate Social
Responsibility – FM Initiatives

15. Our Neighbourhood

16. What we do differently…
• Need Based Programmes
• Participatory approach
• Women and children as key
beneficiaries
• Networking and partnership with
government bodies.

17. Objectives….
• Study Hall
Objective 1 – To • Prerna Kendra
enhance skills of •Akanksha
school going •School Libraries in municipal schools
children •Gammatwadi
•Bal Bhavan
Objective 2 – To • LABS – Employability training for youth
impart • Tarang – Imparting HIV/Aids awareness and sex
vocational and education in schools
life skills to • Phulora – Life skills program for adolescent girls
adolescents and •ECF – Program to sensitize young males to reduce
youth. violence against women.

18. • Establishing and supporting SHGs,
federations and credit society
Objective 3 – To • Umang
empower Women • Vocational skill training for women
• Awareness and exposure on socio legal
issues.
Objective 4 – To • HIV/ AIDS awareness and counseling and rehabilitation
enhance health to substance abusers, their families and the community.
awareness and • Child Guidance centre
• Health workers training and awareness in the
provide
community.
services. •Health Check – up services in the neighbourhood

19. Social Audit Accounting
We are the first company in India to complete
the social Audit through the Social Audit
Network UK in October 2009.

20. Employee Involvement
CSR Awards –
 Mother Teresa Award,
 FICCI award,
 Project Management Inst. India
award,
 B.D.Deshmukh award etc…

21. Everything isn’t rosy…..
HR Challenges:
 Limitations of a manufacturing organization in HR focused initiatives
 Major group of senior members and the challenges in their engagement.
 Management of change and learning , especially the ‘Baby Boomers’
 Engagement of ‘Gen X’ and ‘Gen Y’
CSR Challenges:
 Political pressure
 Delay from Government agencies
 Attitudes

22. Still the Journey
Continues…….