This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are: 1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments. 2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals. 3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.

1. Towards integrated learning and development for improving
bottom line--a practitioner's perspective.
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Integrated Learning and Development
For many, the concept of business excellence has its concurrent
evolution with the quality movement and total quality management. There
is significant number of studies, especially in the last decade and
half, that demonstrate how business excellence models can be effective
milestones to reach incremental excellence. Three business excellence
models, i.e. MBQA in USA, EFQM Model in Europe and Deming in Japan are
considered as successful global models. A part from them, different
scholars and agencies have developed various models, factoring in the
global practices and local situations. However, models invariably
consist of some excellence indicators of which MBQA, EFQM, and Deming
model are illustrative. This Key note focuses on learning and
development interventions adopted by select companies operating in India
to achieve business excellence. It draws, also, upon the data available
with the secretariat of Shri SK Munjal, who operates the only Learning
and Development Award (BM Munjal Award), of its type in India.
The presentation documents the business excellence indicators of
the companies and discusses some of the effective practices adopted by
awardees.
Learning and development is not a new phenomenon. However, learning
and development practices are more often than not perceived to be
integrated with the core of the organizational strategy and business.

2. Mere conceptualization of strategic role of learning and development may
not serve the purpose.
The learning and development professionals should be involved in
the development and the execution of organizational strategy. However,
evidences shows that even the best of the companies have distances to
traverse in this regard. Inadequate opportunity for learning and
development professionals to participate in the core planning process
is, perhaps, because they not considered as key stakeholders in
organisational strategy. Accordingly, most of the organizations fail to
graduate from efforts at training and development to integrated learning
and development. The integrated learning and development interventions
cannot work in ad hoc frameworks but need a more grounded and structured
organization systems. Various illustrations for this are available. The
implication of poor handling of learning and development is more visible
in the execution stage and affects the bottom line of the organization.
Boundary of Bottom Line
The bottom line, for many, is simply the bottom line of a profit
and loss statement. The concept of bottom line is applicable to all
kinds of organization. For example, excellent teaching and research
output is the bottom line for any serious higher education institution.
Launching new products may be the bottom line for an innovation oriented
company. On the other hand, simply maintaining the profit level may also
be the bottom line for an organization. Therefore, the content of bottom
line is not static in nature but depends on the context of the business,
strategy, competitive environment, and overall culture and aspiration of
an organization. Everyone in the organization should be aware of the

3. organizational as well as individual or departmental bottom line. The
organizational leadership is responsible for any upgradation or
degradation in the bottom-line of the organization. Great leaders give
inspiring bottom lines to the individual and help developing systems and
interventions to achieve those bottom lines.
State-of-Art of Knowledge
Looking at the literature it is clear that the war for talent is
getting prominence and is seen in association with other comprehensions
including managing attrition; developing sound career planning and
leadership development plans (Heifetz, 1994; Bossidy and Charan, 2002;
Ashton and Morton, 2005). The concept of talent management is growing
beyond effective HR practices (Frank and Taylor, 2004). The emphasis has
been given to linking employees' performance with strategy and
subsequently developing and nurturing talent within the organization for
long-term success. However, literature clearly shows that many
organizations are still struggling and often have not come out with an
adequate response to packaging and repackaging HR practices (Zuboff,
1988; Cotton, and Turtle, 1986; Michaels, et al, 2001).
Leadership succession planning is emerging as a key strategy to win
the war for talent and coping with the emergent challenges. Different
studies show that leadership can be defined in different ways depending
on the current and future task to be undertaken by a leader (Meindl, et
al., 1985; Drath, 2001; Conger, and Fulmer, 2003). At the same time,
leadership has to be understood at three levels of individual,
relational, and collective level. The existing knowledge base indicates
that leadership development is inherently a multilevel phenomenon

4. (McCarty et al., 2005). Though developing individual leadership could be
fundamental, there is a strong need to develop leadership at collectives
(such as teams) and at the broader organizational level. Therefore,
career planning and leadership development programs have to focus on a
range of attributes ranging from emotional quotient to social quotient
(Bennis, and Thomas, 2002; De Janasz, et al., 2003). Apart from
developing strategic career planning and leadership development, the
flexibility in job design is also emerging as key approach to manage
employees' attrition (Cohen, 1993; Griffeth, et al., 2000). Though
causes and consequences of turnover is, often, contextual in nature,
there are common pattern that need to be captured. Therefore, to improve
the bottom line of any organization, the integrated learning and
development has to be built upon integration of managing attrition and
talent, career planning, leadership development.
Methodology
If not oriented towards the emerging methods of work then
organizations are only capable of fighting tomorrow's battle with
yesterdays' tool. To formulate the study it was thought best to
refer to slices of literature and a segment of data which is not only
verifiable and but can lead to verifiable conclusions.
The annual BML Munjal Awards for 'Business Excellence through
Learning and Development' were taken as a case study. (The author
has been associated with this continuously since its inception, eight
years ago).
BMLA recognize the innovations made by the organizations in the
area of exceptional skill development. They are given to the companies

5. that have consistently used training, learning and development as a
source of competitive advantage and as a business strategy for their
success. These awards were conceived eight year ago to address the
"people gap", and have now emerged as an industry benchmark. A
large number of reputed organizations in the Indian industry, in both
public and private sector, aspire for these awards and assiduously
strive to be recognized.
The awards have traditionally been given to two category of
institutions: Public Sector and Private Sector Firms.
The entire process of awards has incrementally grown robust. It
starts with an 8-page detailed nomination form, which captures details
on the business and financial results of the company (for the preceding
four years).It also seeks to capture the learning and development
initiatives in the organization. These are then mapped into the various
parameters like business process improvement, cost optimization and
customer satisfaction apart from the preparedness of human resources of
the organization to meet the challenges envisaged in future.
The participating organizations were then be subjected to a three
stage filter consisting of :
Stage 1: Evaluation grid--all the participating organizations pass
through this filter and top 10 in each category qualify for the next
level
Stage 2: Expert panel--consisting of CXO level officials from
leading corporates, judge qualifiers from Stage 1 and select top 5
finalists in each category to go into stage 3
Stage 3: Jury (eminent industrialists and intellectuals) then

6. select the winner in both the categories, based on the presentation made
by the respective companies.
The case of eleven awardee companies have been taken spread over
the period of 2009 to 2013 as presented in Table I.
This presentation focuses on integrated learning and development
best practices by Indian firms with reference to the bottom line. The
unit of the study is the firms selected for B.M. Munjal Award for
learning and development. The presentation maps business excellence and
financial performance indicators with the learning and development
intervention. The sources of the data are firm's official websites
and Capitaline database. These have been used as observational evidence
to study the firms. Additionally, content analysis of B.M. Munjal Award
citations has also been conducted. Mapping performance of an
organization and enabling best practices can be useful in deducing
implementable management principles and designing effective practices.

7. Improving Bottom Line through Learning
and Development--Select
Cases
Different companies may focus on different
aspects of business
excellence depending upon the nature of the
industry and business. Table
II provides a comparison of identified
companies on business excellence
parameters they emerged in the BM Munjal
Award process. Apart from BM
Munjal Award citation, this study mapped
selected companies on their
financial performance in preceding five-
years (Table III).
It is clear that companies focus on a
combination of lead and lag
performance factors. However, it is
interesting to observe that moving
beyond conventional wisdom of
performance management some new
indicators
of business excellence are emerging such as commitment for environment,
enhanced employer brand, and sustained performance in turbulent times.
Therefore, business excellence has graduated from financial and
non-financial performance and started concentrating, also, on long-term
building linkages with environmental and society and therefore, the
capability to survive even in turbulent phases.
In the section which follows there is discussion on the learning
and development interventions of the selected companies.

8. The identified eleven cases are a screened sample of learning and
development practices in Indian companies over the last five years. The
experiences can be generalized and extrapolated selectively.
Table II and III presents mapping of business excellence and
financial indicators of the selected companies. Mapping these companies
on their learning and development approach would be useful to observe
how a learning and development intervention can help improving the
bottom line of the organization. Table IV presents the comparative
learning and development approaches of the companies. It is clear that
all companies, which reached the Award stage are using a well thought
through scientific method of training and development.
However, some of them have advanced further to adopt innovative
practices. The attempt to link learning and development interventions
with the talent management, career planning, and developing leadership
pipelines within the organization contributed to achieving their current
bottom lines. It also assisted in preparing employees to work towards
achievement of improved bottom lines.
1. Indian Oil Corporations Limited
India Oil Corporation Limited (IOCL) adopted systematically planned
method of learning and development. The Company evolved an integrated
learning model that includes consultancy and corporate development. A
well thought training vision, mission, and integrated learning model
benchmarked learning practices could be identified. Company made efforts
to tune training ambience with corporate policy and strategy.
Additionally, getting into the detailed operational learning such as
defining criteria for criticality of equipment, shut down management,

9. etc. have been important building blocks. There were regular strategic
and general management training programmes covering all levels of the
company. The practices of measuring training effectiveness and its
impact facilitated linking training with business activities. The result
orientated use of investment in human resources development brought
focus in learning and development interventions.
The IOCL launched Indian Oil Institute of Petroleum Management
(IIPM), corporation's apex learning institute, supported by 18
training Centers spread across India. Effective use of information
technology has made HR functions on line and helped linking them with
corporate strategic plan. The basic HR master record definitions were
created at a divisional level instead of an enterprise-wide standard and
therefore, reduced interdivisional discrepancies leading to accurate
data maintenance, impacting data trustworthiness. The IT infrastructure
consisted of multiple legacy payroll systems and multiple legacy
employee portals. Company creating an employee master file for about
36,000 employees and 20,000 separated employees, while simultaneously
keeping a track from hiring till separation. It also had to undertake a
modification of about 330,000 employee records (both past and present).
Routine activities have been reduced, while areas of strategic
importance have gained prominence. From 5 percent of time, effort and
cost devoted to strategy, IOCL today has been able to raise this to 20
per cent. The SAP data accuracy levels are now at an impressive 99.7
percent. Lead-time for reporting has been slashed from 3-4 days to nil
today. IOCL has also achieved reduction in HR and payroll process cycle
by 70 percent--this translates to huge manpower savings associated with

10. payroll and payments.
2. Oil and Natural Gas Corporation Limited
The key learning and development interventions on ONGC has been
Human Resource audit and employees engagement survey which helped to
gauge emotional connectivity an employee has with his/her job and
organization. The HR audit helped in assessing in a scientific manner
effectiveness of HR strategies, systems, structure, and competencies.
The progressive and innovative Human Resources policies and systems of
the organization facilitates effectively in talent management, building
human capital, and development leadership in the organization. The HR
policies and interventions of the company are based on progressive
adoption of techniques and structures that accord precedence to action
oriented goals and continuous resource development. Company is also
taking initiatives to win the war of talent through various measures
pertaining to compensation and welfare of employees. Company has been
conducting benchmarks studies pertaining to employee satisfaction,
motivation, organizational culture, and climate to introspect and
understand the pulse of the employees, and take corrective measures.
Based on the feedback from different sources. The company has undertaken
organization transformation exercise in which HR has taken a lead role
as a change agent. This has been done by evolving a communication
strategy, also, to ensure involvement and participation among employees
in various work centers.
3. Tata Steel Limited
Tata Steel emphasizes an integrated approach to people development,
i.e. developing a culture where every manager takes ownership of

11. development of his/her subordinate. Organization inculcates a system
where the employees are trained, coached and mentored in a systematic
manner. Company uses multiple channels for creating an environment of
training and development; enhancing the quality and pace of learning and
development through e-learning, leadership development and succession
planning, etc. Additionally, the learning and development interventions
are assessed through employee satisfaction and engagement surveys.
It has been trying to creating a training ambience consistent with
corporate policy and strategy. There has been continuous investment in
improving managerial and technical capabilities through the internal
development of employees across Europe, India, and South East Asia. A
climate conducive to enhancement of knowledge, skills, and capabilities
of employees is considered as an integral part of the training process.
Development in managerial competencies and leadership elements has been
offered through on-the-job assignments, rotations, working in task
forces and committees. The company established Jamshedpur Technical
Institute in 1921, which was later rechristened Shavak Nanavati
Technical Institute (SNTI). The Institute caters not only TATA's
training need but also help other companies in capability development.
4. Punjab National Bank
Mentoring and e-learning is the key intervention of learning and
development adopted by the company. The visits to other service
industries--field orientation takes learning and development efforts
further and higher. To address human resource gaps, 'Leadership
Development Forum' has been created to facilitate identification of
successors for various key responsibility areas/critical positions in

12. the Bank. Mapping availability of existing Executives in each area of
specialization and taking initiatives to equip each Executive with
minimum two areas of specialization in order to have alternate
utilization. The people soft package--'PNB
Parivaar'--containing an exhaustive database of all the employees,
has enabled Bank to effectively utilize technology for implementing all
employee related tasks like staff welfare benefits, various
reimbursements, transfer/postings, leave rules, etc. The training system
of the Bank is functioning effectively for enrichment of knowledge,
skills and attitude of staff at all levels, in line with the
organizational objective to transform the Bank to a customer centric and
technology driven bank. A three-tier training set up--a Central Staff
College (CSC) at Delhi at apex level catering to training needs of Top /
Senior / Middle Management Grade officers on 'all India'
basis. Three Regional Staff Colleges (RSCs) to train Senior / Middle /
Junior Management officers as well as workmen and seven Zonal Training
Centres (ZTCs) to look after the training needs of Middle / Junior
Management Grade officers and Workmen Staff. One IT Training Centre
catering to training needs of officers exclusively in the areas of
Information Technology and an autonomous Institute named PNB Institute
of Information and Technology (PNB IIT), which conducts programmes on
Banking Technology for officials of various banks including Punjab
National Bank. Under "I AM PNB" programme, 24,539 Officers and
34,542 other staff were given training through professional soft skill
trainers. Training Policy of the Bank envisages a training reach of 50
per cent of employees every year.

13. 5. Power Grid Corporation of India Limited
Significant increase in number of man-days trained and an
integrated approach of induction, refreshers, and advances training are
the features of learning in environment in PGCL. The Company also offers
excellent social security in form of Group Insurance, Personal Accident
Insurance, Provident Fund, Pension Death Relief Scheme, etc.
Functional and behavioral training programmes for all levels of
employees are designed on the basis of thorough Training Need
Assessment. HR has not only ensured that a robust acquisition and
development process is in place but it also lays emphasis on creating a
Performance Orientated Culture and improving the Quality of Work Life.
Even the lowest rank of employee is allowed to involve in the highest
decision making process through PNBC (Powergrid National Bipartite
Committee). Open House, Video Conferencing, E-Suggestions, multiple
level meetings and overall transparent approach ensures smooth flow of
information from top to bottom and vice versa. Continuous endeavor to
create a workplace which is full of fun as well as intellectually
challenging has uplifted the HR practices in the organization.
6. Tata Power Company Limited
Aligning human resources with the business is the key HR feature in
Tata Power Company. It also focuses on developing individual competency,
which has been a corner stone for learning and development initiatives.
The individual level learning is linked with team level and finally with
the organization level. The career planning and leadership development
are the key focus of learning interventions. Company gives emphasis on
management and development of gifted employees. Company has taken

14. training and development as strategic initiatives from its inception.
Initially training was imparted from a small outfit called HRDI, but in
2005 to cater to varied and vast training needs for a large and diverse
workforce, CENPEID was instituted as the training institute in 2005. The
CENPEID not only has creates a learning atmosphere in the company but it
also reaches out to the employees of other organizations in the field of
power. In the last 5 years it has catered to over a 1000 participants
from various Indian as well as Overseas utilities.
7. Bharat Petroleum Corporation Limited
The company has not only increased the training cost but training
cost as percentage of salary. One of the examples of innovative idea of
learning and development by the company is 'Mercurix'--The Art
of Story Telling. 'Project Caliber'is an organized approach to
groom and develops leaders in order to build organizational capability.
This has led to better attraction and retention of key people, increased
workforce engagement, employee commitment to bring in excellence in
organizational performance. Employees are given the opportunity to work
in different SBUs based on preference and career needs. With a view to
differentiate performance and reward high performers, company introduced
a 'Performance Related Incentive Scheme' in 2003-04. The
company has set up a 'Development Centre' to assess
competencies and developmental potential of the participants using a
diagnostic process. Bharat Petroleum Learning Centre at Mumbai and the
Regional Training Centres are used for imparting training on new
initiatives and for skill upgradation of employees. In 2007-2008,
company delivered 22736 mandays of learning and development to 9885

15. employees at all levels. Inputs were given both in functional and
managerial areas.
8. HDFCBank Limited
The fundamentals of learning in the company are very clear.
Constructive meetings and discussions among management and staff,
systematic gap analysis, and reviewing the feedbacks are practices
followed regularly in the company. Besides that company also took some
innovative learning, training, and development initiatives such as
e-learning; voice of knowledge; 'Ask-the-trainer' query help
line, etc. The idea of 'Activity based learning' and
'Discovery Learning' made the learning activity joyful and a
way of life. As is the case with other companies too, the effective
leadership development and talent management has been the prime
objectives of learning and development mechanisms. Company adopted a
comprehensive HR approach to respond to changing resource needs. The HR
practices in the organization are consistently helping in eliminating
the inefficiency traditionally associated with resource planning and
management. With substantial increase in the number of employees,
company implemented Oracle Human Resources applications for efficient HR
planning and tracking. The company is focusing on performance based
compensating and targeted career development so as to raise credibility
with employees and ultimately attract performance management and retain top talents. HDFC
Bank
has also implemented Oracle Balanced Scorecard for its HR function, to
evaluate the effectiveness of its HR management. It has also transformed
the HR department from a purely administrative organization to one that

16. has significant input in recruitment, development, and strategic
planning.
9. Hindustan Petroleum Corporation Limited
The company has been developing a number of people-centric projects
aimed at improving qualitative impact in the organization. Therefore,
company has significantly increased size of the training team, training
and development infrastructure, and number of employees going for
training and development programmes. For example, to pursue its
long-term learning objectives company launched HP Management Development
Institute (HPMDI). The "Akshay" project of the company focuses
on building a strong leadership pipeline--mobilizing rank and file of
the employees towards the common corporate aspiration and vision.
Another project "Utkrisht" focuses on participative management
and successes at pilot locations. Additionally, the longitudinal
thinking for reflecting on the progress of the company itself has
emerged as learning intervention. Different programmes such as Samavesh
(Induction Training) facilitated employee to build a sense of
belongingness. The practices of e-learning programs on defined
competencies of project management, supply chain management, etc. is one
of the key features of learning and development interventions adopted by
the company.
10. KEC International Limited
The company performance has been promising e.g., it has seen
earnings for growth even at the cost of slower rise in profitability
figures. Company has continuously been increasing investment in training
and development including infrastructure/capital, operational expenses

17. in learning activities, rise in number of training and development
man-days per employee, etc. Company has taken initiatives to develop
technical training centre, a milestones business readiness programme,
and online/web based training programme, and inculcating a culture of
self- learning. Building on the basics of learning, the best practices
are shared internally that in turn led to a rise in organizational
effectiveness. All these resulted in learning prone environment, where
people like to learn as a process of value addition. Apart from direct
learning and development interventions, company adopted best practices
in different HR functions that also affect learning and organization
performance. For example, company focused on developing and retaining
highly skilled, collaborative, and agile workforce capable of creative
thinking and exceptional performance. Further, company provides
opportunities to employees to explore their strengths and other facets
of their personality. A personalized Development Action Plan (DAP) of
the company comprises both on and off the job, including special
assignments, job rotations etc. The idea of building leadership pipeline
by grooming talent is one of the many approaches of the company for
long-term learning and development and achieving business excellence.
11. Hongkong and Shanghai Banking Corporation Limited, India
The Hongkong and Shanghai Group has developed and maintained
credibility in different sectors of financial services operations. The
sound people strategy of the company facilitated effective execution of
business strategy resulting in sustained performance. The honest two-way
performance feedback along with clear training, learning and development
has been the integral component of business excellence in HSBC. The

18. impact making learning solutions support the business strategy.
Conducting training in an effective structured and integrated manner
with due support of technology emerged as one of the basic strengths of
HSBC. The instructional and content design of its training activities
and its leadership and talent management agenda was supported by robust
systems and processes. Its training needs analysis seems to move
seamlessly into training solutions and delivery. Considerable focus on
learning and development with increase in mandays training significantly
affected, positively, the financial bottom line of the company.
Managerial Implications
Referring to the initial discussion and experiences of select
cases, it is clear that improving bottom line through integrated
learning and development has much to do with talent management, career
planning, developing leadership pipeline, and reducing attrition.
Interestingly, all these thrust areas are linked with each other and an
integrated understating of them facilitates strategic facets of
contribution of human resource management to corporate well being.
Managing Talent
Even a brief literature survey establishes a simple truth: the
field of talent management has been emerging as an important element of
organisational development. Given the variegated and speedy changes of
different components of the organizational environment the effort needs
to be handled with fresh insights. The exponential increase in the
number of search hits on 'talent management' on internet
search engines shows the importance that the professionals are attaching
to it. Significant increase in consulting work, research studies, etc.

19. on talent management also testifies to the criticality of the role it is
playing in managing the bottom line. The case with Indian firms is no
different from what is happening in many other economies. However, there
is still a need for greater clarity on conceptualization of the contents
of talent management and evolving a sound HR application, thereon. There
is also a need to link it with strategic directions and deliverables of
the organisation.
Career Planning and Developing Leadership Pipeline
Succession planning is the integral part of developing leadership
pipeline. Organization develops great leaders by having effective
succession plans. Many top CEOs in India and globally exemplify this.
Effective succession management for developing organization leaders
requires focus on talent. However, to develop leaders par excellence
through effective success planning requires clarity on changing nature
of industry and business, competitive dynamics and set of competencies
that tomorrow's managers need. Therefore, effective career planning
also has to be based on redesigning jobs to be offered to middle
managers to develop them as tomorrow's leaders. Further, fairness
and transparency is critical for effective career planning and
leadership development with conviction.
Reducing Employees Attrition
Employee attrition is, among other things, the outcome of poor
compensation or benefits and lack of opportunities to grow within the
organization. Interestingly, fast growing sectors such as services or
more specifically IT sector observes higher level of attrition.
Obviously if sector is growing, firm is growing then employees also want

20. to grow fast. They are not willing, necessarily for the firm to grow,
for them to have opportunities. That is why the attrition rate at middle
and lower level is significantly higher than the top level. More the
possibility of growth elsewhere, higher would be the chances of
attrition. Though natural attrition cannot be avoided, organization have
to manage induced attrition due to competition dynamics of the market.
Certain internal standards can be developed in each organisation which
would also reflect the sectoral patterns. The prices of attrition can be
high as it increases cost at different levels of advertisement,
recruitment, and training besides compromising the productivity of new
employees in comparison to the old employees.
The concerns of linking learning and development with the
organizational bottom line and in course of time the top line and
everything else, has been much talked about. Hopefully this write up
distills some rigorously screened data to indicate a few possible
courses of action. The journey has begun in the right direction.
(Acknowledgements: Shri Richard Rekhy, CEO, KPMG whose American
Chamber of Commerce in India talk on Dec 5,2013 triggered the line of
investigation; Shri Sunil K Munjal, Chairman Hero Corporate Services,
for permission to use the data with Awards secretariat of the BM Munjal
Awards; The various CEOs and Directors Personnel/HR of some of the
companies referred to above, for their perceptions; Shri Amit K
Srivatsav for research assistance and countless others for their
helpfulness, doubts and interrogations).
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Table - I
Profile of Selected Companies
S.N. Company Category Year

23. 1a Indian Oil Corporations Limited Public 2009
1b Hongkong and Shanghai Banking Private 2009
Corporation Limited, India
2a Oil and Natural Gas Corporation Limited Public 2010
2 b Tata Steel Limited Private 2010
2b Punjab National Bank Public 2010
3a Power Grid Corporation Of India Limited Public 2011
3b Tata Power Company Limited Private 2011
4a Bharat Petroleum Corporation Limited Public 2012
4b HDFC Bank Limited Private 2012
5a Hindustan Petroleum Corporation Limited Public 2013
5b K.F.C International Limited Private 2013
* TATA Steel and PNB are the joint awardees in the year 2009
in the private sector category
Table - II
Mapping Companies on Business Excellence Parameters
Parameters IOC HSBC ONGC TS
Listed in global fortune 500 Y
Competitive leader Y
Capability base in all aspect of a Y Y
business

24. Sales turnover Y Y
Sustained performance in turbulence Y Y Y
time
Employees Productivity Y Y
Reduction in total attrition rate Y
Growth of Profit Y
Increasing customer base
Committed for environment
Enhanced employer brand
Delivering excellence in quality
products and services
Successfully achieving Y
organization's vision
Highly engaged workforce Y
Parameters PNB PGr TPow BPCL
Listed in global fortune 500 Y
Competitive leader Y
Capability base in all aspect of a Y Y
business
Sales turnover Y
Sustained performance in turbulence
time
Employees Productivity Y Y
Reduction in total attrition rate Y Y Y

25. Growth of Profit Y Y
Increasing customer base Y
Committed for environment Y Y
Enhanced employer brand Y
Delivering excellence in quality
products and services
Successfully achieving
organization's vision
Highly engaged workforce
Parameters HDFC HPCL KEC
Listed in global fortune 500
Competitive leader
Capability base in all aspect of a
business
Sales turnover Y Y Y
Sustained performance in turbulence
time
Employees Productivity Y
Reduction in total attrition rate
Growth of Profit Y Y
Increasing customer base
Committed for environment
Enhanced employer brand Y
Delivering excellence in quality Y

26. products and services
Successfully achieving Y
organization's vision
Highly engaged workforce
Y = Yes, company practice the business excellence parameter
Table - III
Comparative Financial Performance of companies
Company Performance 2013 2012
Indicators
IOC Networth 61,124.31 57,876.70
Sales 475,568.47 427,253.33
PBT 5,647.80 3,754.31
HSBC * Total Income 87,573,978 84,633,375
Total Expenditure 68,216,837 64,756,673
|Net Profit 19,357,141 19,876,702
ONGC Networth 124,453.22 1 12,956.73
Sales 83,308.96 76,887.06
PBT 30,544.33 36,642.56
TATA STEEL Networth 55,209.84 52,216.63
Sales 42,317.24 37,005.71
PBT 7,836.60 9,857.35
PNB Networth 31,248.05 26,365.90

27. Sales 41,893.33 36,476.13
PBT 6,521.76 7,037.04
PGCL Networth 26,239.47 23,487.78
Sales 12,757.85 10,164.27
PBT 5,644.86 4,597.60
TATA POWER Networth 12,260.85 11,821.01
Sales 9,626.55 8,578.78
PBT 1,703.38 1,682.87
BPCL Networth 16,634.02 14,913.86
Sales 250,649.26 222,500.47
PBT 4,035.69 1,884.17
HDFCBANK Networth 36,214.14 29,924.68
Sales 35,064.87 27,874.19
PBT 9,750.62 7,513.16
HPCL Networth 13,726.40 13,122.52
Sales 217,218.00 189,504.54
PBT 1,474.56 1,219.24
KEC Networth 976.63 999.26
Sales 5,731.25 4,707.30
PBT 43.74 254.81
Company Performance 2011 2010
Indicators
IOC Networth 55,332.32 50,552.93
Sales 358,035.06 291,201.10
PBT 9,095.86 14,106.09

28. HSBC * Total Income 69,836,074 73,013,651
Total Expenditure 54,560,139 64,914,522
|Net Profit 15,275,935 8,099,129
ONGC Networth 97,504.43 87,282.60
Sales 68,648.80 60,204.82
PBT 27,616.37 24,981.60
TATA STEEL Networth 46,945.24 36,961.94
Sales 31,902.14 26,757.80
PBT 9,776.85 7,214.30
PNB Networth 20,037.80 16,230.93
Sales 26,986.48 21,422.09
PBT 6,563.73 5,904.79
PGCL Networth 21,367.00 16,140.72
Sales 8,388.70 7,127.45
PBT 3,824.73 2,626.32
TATA POWER Networth 11,239.99 10,623.77
Sales 6,985.86 7,150.51
PBT 1,111.82 1,257.75
BPCL Networth 14,057.62 13,086.71
Sales 163,312.60 131,499.72
PBT 2,394.89 2,364.55
HDFCBANK Networth 25,379.27 21,522.49
Sales 19,928.21 16,172.72
PBT 5,818.66 4,289.14
HPCL Networth 12,545.81 1 1,557.97
Sales 143,878.91 1 15,988.35

29. PBT 2,337.73 2,125.03
KEC Networth 865.01 765.5
Sales 4,059.79 3,922.59
PBT 238.79 273.95
Company Performance 2009
Indicators
IOC Networth 43,976.58
Sales 329,792.31
PBT 4,328.59
HSBC * Total Income 90,263,503
Total Expenditure 77,350,691
|Net Profit 12,912,812
ONGC Networth 78,735.42
Sales 63,947.71
PBT 23,978.74
TATA STEEL Networth 24,703.84
Sales 26,843.73
PBT 7,315.61
PNB Networth 13,139.89
Sales 19,326.16
PBT 4,763.42
PGCL Networth 14,848.94
Sales 5,689.99
PBT 2,228.57
TATA POWER Networth 8,692.36

30. Sales 7,282.28
PBT 1,115.27
BPCL Networth 12,128.11
Sales 145,392.07
PBT 1,002.71
HDFCBANK Networth 15,052.74
Sales 16,332.26
PBT 3,299.25
HPCL Networth 10,730.63
Sales 132,537.15
PBT 712.23
KEC Networth 558.56
Sales 3,481.34
PBT 177.84
Source - Capitaline Database, Retrieved on January 10, 2014
HSBC * = Based on the annual reports of the company
Table - IV
Comparative Learning and Development Approaches of the Companies
LD IOCL HSBC ONGC TS
Scientific method of learning and Y Y Y Y
development

31. Benchmarking learning practices Y
Consistency in training ambience and Y Y
culture with corporate strategy
Training for lower level employees Y Y
Strategic and general management Y Y Y Y
training programmes
Measuring training effectiveness and Y Y Y Y
its impact
Result orientated use of investment Y Y Y
in learning and development
Establishing own training institutions Y Y
Use of ICT in learning and development Y Y Y Y
Using IT to develop HR solutions Y Y
Managing modern human resource Y
information systems
Reducing routine HR activity using Y Y
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement Y Y
survey
Career planning and leadership Y Y
development
LD PNB PGr TPow BPCL
Scientific method of learning and Y Y Y Y

32. development
Benchmarking learning practices Y
Consistency in training ambience and Y
culture with corporate strategy
Training for lower level employees Y Y Y Y
Strategic and general management Y Y Y Y
training programmes
Measuring training effectiveness and Y
its impact
Result orientated use of investment Y Y Y Y
in learning and development
Establishing own training institutions Y Y Y
Use of ICT in learning and development Y Y Y Y
Using IT to develop HR solutions
Managing modern human resource Y
information systems
Reducing routine HR activity using Y
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement
survey
Career planning and leadership Y Y Y
development
LD HDFC HPCL KEC

33. Scientific method of learning and Y Y Y
development
Benchmarking learning practices
Consistency in training ambience and
culture with corporate strategy
Training for lower level employees Y Y
Strategic and general management Y Y Y
training programmes
Measuring training effectiveness and Y
its impact
Result orientated use of investment Y Y Y
in learning and development
Establishing own training institutions
Use of ICT in learning and development Y Y Y
Using IT to develop HR solutions Y
Managing modern human resource Y Y
information systems
Reducing routine HR activity using
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement
survey
Career planning and leadership Y Y Y
development
Y = Yes, company practice the learning and development approach

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