Hr best practices_2017

HR Best Practices 2017
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ISBN 978-93-86214-14-0

Introduction ..................................................................................................I
Preface ........................................................................................................III
Foreword......................................................................................................V
Executive Summary ...................................................................................VII
Methodology ..............................................................................................XI
Survey Findings..........................................................................................XV
Experts’ View.....................................................................................E1 - E15
Listings..................................................................................................L1 - L3
HR Best Practices
Best HR Case Studies...........................................................................2-25
Recruiting...........................................................................................27-37
Living..................................................................................................39-62
Growing.............................................................................................65-97
Rewarding........................................................................................99-110
Others............................................................................................113-118
Abbreviations....................................................................................120-123
Index .................................................................................................124-128
Contents

I
Introduction
Beitmanaginghumancapital,buildingpartnerships,
or improving competitiveness, organizations
globally are experiencing transformation in business
activities. More employers have begun to realize
that their overall success is directly proportional
to hiring good qualified employees. The changing
global business dynamics have changed the way
organizationssettheirgoals.Thishighlightstheneed
for ‘Human Resource Planning’ and ‘Management’
at different stages of an employee’s corporate life
cycle. Proficient recruitment and retention practices
become the key drivers for employee growth and
satisfaction.
India’s workforce today is highly diverse, robust,
and tech-savvy. Job satisfaction of such a dynamic
work force becomes imperative since it has a
direct impact on productivity and organization’s
success. Historically, satisfied employees are more
likely to produce good quality work and optimized
performance while demonstrating more creativity.
Thus, organizations globally need to emphasize
on creating a highly conducive work environment
to improve employee engagement, employee
satisfaction, and profit maximization. This has
led to greater emphasis on talent management,
strengthening of performance improvement
tools, and managing work-life balance. Thus, the
HR function has transformed from an operational
function to a business enabler. Organizations
that have embraced this change have seen lower
employee turnover, higher customer satisfaction,
and stronger employee commitment.
In a highly-diversified country such as India,
adopting globally successful HR practices might be
challenging. It is encouraging to observe that Indian
Inc has realized that it needs to transition from
conventional HR practices to innovative modern
HR strategies for improving employee engagement.
To gain the all-important global competitive edge,
it is crucial to highlight the achievements of Indian
organizationsthathaveembraced‘HRBestPractices’
successfully.
Given this background, ‘HR Best Practices 2017’
provides India Inc with a good platform to share
the HR best practices, which can help transform
the thinking of all the key stakeholders. This
publication is a knowledge bank comprising case
studies pertaining to key HR areas such as employee
retention, employee engagement, talent acquisition
& management, rewards & benefits, and training &
development. This publication will help bridge the
employee-employer gap, leading to transformation
of the internal workplace.
Traditional as well as new-age enterprises have
shared their experiences in this publication. Each
organization featured in this publication has its
unique culture and set of challenges and solutions.
Each organization’s initiatives should be seen as
scientific learning tools for improving current HR
policies while overcoming different challenges.
These shared perspectives will help organizations
largely in comprehending the need for transforming
in terms of HR practices since it is an important step
for accomplishing business goals.
The ‘HR Best Practices 2017’ publication would
serve as a ready reckoner for facilitating the smooth
evolution process of human resource policies of
India Inc for building a better and stronger future.

III
Dun & Bradstreet India, in association with Sodexo
India, is pleased to announce the launch of the
second edition of ‘HR Best Practices’, a first-of-its-
kind initiative. This publication features some of the
country’s finest HR best practices implemented in
core areas of human resource management such
as recruitment, employee engagement, talent
management, and performance improvement
among others.
Over the past two decades, human resources have
emerged as the most vital element for all industries.
Moreover, owing to a high demographic dividend,
India has emerged as a human resource power
house. Prudent management of human resources
becomes pivotal in a country such as India for
smooth and efficient progress of the nation. Diverse
cultures, young working age population, and
growing businesses just add to the significance of
HR management in India.
Human resource management in India has evolved
over the years from a supporting function to a
strategic function. India Inc acknowledges the fact
that a strong human resources base holds the key to
long-term sustainability. The theme ‘Transforming
the Thinking’ is a perfect representation of the
changing conditions and the increasing significance
of HR management. The theme highlights the fact
that today’s companies frame policies in key HR
areas such as retention, performance, employee
engagement, talent management, and training
& development based on long-term business
objectives.
Maximizing individual and organizational efficiency
is a major objective of any organization. Sharing of
HRBestPracticesisoneofthemostprominentareas,
which organizations could implement, especially
in developing countries. Moreover, organization
must adopt new and innovative techniques of
HR management to keep pace with the changing
business and employment dynamics of an economy
while increasing global competency. This would play
a significant role in helping the Indian government
achieve its vision of equipping 500 million youth
with the requisite skills by 2020.
This publication is a ready reckoner for India Inc
on HR Best Practices. Companies can use this
publication as an effective platform to share their
Best Practices. This would enable India Inc to revisit
existing policies or adopt innovative tools to manage
human resources. I hope you enjoy reading this
issue of ‘HR Best Practices 2017’ and look forward
to receive your valuable feedback and suggestions.
Kaushal Sampat
President & Managing Director - India
Dun & Bradstreet
Preface

IV
Santa Fe India
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V
Foreword
The global business environment has seen a major
transformation over the past couple of decades.
Rapidly changing global business dynamics have
led to a major shift in the way the human resources
function works, especially in organizations in
developing economies. From a major support
function to a strategic business partner, the role of
humanresourcesinanorganizationhasseenasteady
evolution. In the current business environment,
sharing of HR best practices is fast emerging as a
core element of the corporate HR ecosystem. Given
the consistently evolving role of the HR function
and the growing importance of sharing HR best
practices, Sodexo India and Dun & Bradstreet India
have collaborated to launch the second edition of
‘HR Best Practices’.
Today’s organizations of all sizes acknowledge
the significance of developing a human capital
base. They adopt various HR strategies to create
inclusive policies, which help inculcate a culture
that encourages cohesiveness between all the
key stakeholders. Organizations are more open
to adopt different trends pertaining to employee
engagement, talent management, and performance
improvement to face up to challenges posed by
a dynamic business environment. Over the past
two decades, increasing use of technology has
transformed the way employees collaborate,
organize, and learn. Moreover, organizations are
increasingly adopting technology on a large scale
to leverage their value-added activities for the HR
function.
The theme ‘Transforming the Thinking’ perfectly
describes the modern role of the HR function
in complementing the organizational business
strategy.Moreover,thethemeveryclearlyhighlights
the growing need to share knowledge in terms
of various trends pertaining to human resources
management.
InIndia,Sodexohasbeenpartneringwiththehuman
resource community for past 18 years. Our close
association with them has helped us to understand
that it is time for India Inc. to look beyond the
conventional HR approaches. This is the right time
to adopt innovative HR approaches for achieving
individual development coupled with organizational
goal accomplishment. Sharing of HR best practices
can directly improve organizational performance
and sustainability, leading to long-term benefits.
With demographic dividend on its side, India is set
to regain its robust growth trajectory. Thus, sharing
of universal HR best practices becomes more
significant than ever before.
Given this background, we have created the Indi a
CHRO forum; a first of its kind curated community
in India for senior HR professionals focusing on
strategic themes and topics of current relevance
and with the aim of fostering peer discussion and
mentoring.ThiswouldserveasabenchmarkforIndia
Inc. for setting high standards in terms of human
resource management. We are confident that ‘HR
Best Practices 2017’ will become a trendsetter,
helping India Inc become more competitive by
strengthening human capital through sharing of HR
best practices. We look forward to your comments
and suggestions.
Rajiv Warrier
Managing Director
Sodexo SVC India

VII
Executive Summary
The publication, ‘HR Best Practices 2017’, a joint
initiative of Dun and Bradstreet and Sodexo India,
captures and showcases some of the excellent and
impactful human resource initiatives and programs
adopted and implemented by organisations across
India Inc. Organisations are often faced with a
plethora of talent-related challenges ranging from
engaging employees, optimizing performance,
identifying and nurturing of future leaders,
retention and many more. In the modern age, an
organisation’sabilitytocomeupwithandimplement
new-age and innovative human capital strategies
can help it successfully deal with its talent-related
issues. This publication represents interesting and
effective human resource initiatives undertaken by
Indian corporates pertaining to multiple aspects
including recruitment, retention, talent acquisition,
leadership&talentmanagement,employeewelfare,
performance improvement and managing diversity
among others.
Dun & Bradstreet conducted a primary study which
covered77organisationscomprisinghumanresource
senior personnel to analyzed key human resource
trends pertaining to challenges, skill shortage,
talent management, employee engagement and
managing diversity, among others. Some of the key
findings of this survey are as follows:–
• AlthoughtheroleofHRhasexpandedtogobeyond
merely hiring employees, talent acquisition
continues to remain a major challenge. About
60% of the respondent companies cited talent
acquisition to be a very significant challenge.
Identification and nurturing of future leaders
andtalentmanagementforlongtermsprospects
emerged as other major challenges, with about
61% and 56% of the respondents, respectively,
stating these challenges to be very significant.
Maximizing productivity with limited human
capital and managing costs while retaining
top performers also emerged as other major
challenges.
• Approximately 93% of the respondents agreed
that shortage of skill was an area of concern
in India. The major reasons cited for shortage
of skills were difficulty in attracting candidates
withsuitableskillsetsandthedearthofeffective
models to track, measure and manage skills in
the existing employee base.
• Organisations across India have recognised
the fact that a diverse and inclusive workforce
fosters innovation, creativity and out-of-the-
box thinking, and can help attract top talent and
capture new clients. Our survey findings reveal
thatmorethan60%oftherespondentcompanies
havemadeuseofprogramstopromotediversity
at the workplace. These include professional
development programs, mentoring programs
focusing on diversity, employee networking
programs and other internal communications
focussing on diversity.
The publication has also captured the views of
experts on the existing role of HR functions for an
organisation’s growth. These experts have dwelt on
theessenceoftheconstantlyevolvingorganisational
needs and shared their views on how they
expect the role of HR to evolve. Dun & Bradstreet
reiterates its commitment to continue tracking
the rapidly changing organisational objectives and
the constantly evolving role of Human Resource
functions aimed at helping align individual goals to
those of the organisation.
Naina R Acharya
Deputy Leader - Operations
Learning & Economic Insights Group
Dun & Bradstreet India

XI
Methodology
Background
‘HR Best Practices 2017’ is a compendium of
selected notable human resource initiatives.
Companies with annual turnover of more than
` 1,000 mn in FY16 were eligible for participation.
Research Design
Best practices in various critical areas of human
resource management were collated through a
detailed nomination form.
The key areas were identified after discussions with
the following industry experts:
Recruitment Retention
Performance Improvement Training & Development
Compensation & Benefits Career Prospects
Industrial Relations Managing Diversity
Talent Acquisition Talent Management
Team Management &
Leadership
Employee Engagement
Records Management Information Dissemination
CSR & Employee Welfare Future Workplace Trends
Inviting Nominations
Questionnaires were sent as mailers to a large
universe of companies for inviting nominations.
Multiple communication channels were used to
ensurehigherresponseratetothequestionnairesby
companies. A self-nomination process was followed
where companies sent nominations in a particular
HR segment/s providing case studies pertaining to
their HR Best Practices. Moreover, companies could
send nominations in multiple segments by simply
sending a Best Practice case study for each of the
chosen segment.
Three Stage Approach
The best HR case studies, which have been featured
prominently in the this publication, were selected
using a three-stage approach. In the first stage, an
internal team of analysts, with more than five years’
experience of shortlisting nominations, scrutinized
eachcasestudythoroughly.Variousparameters,such
as challenges and objectives, solutions available,
strategy adopted, stakeholder involvement and
outcomes were used to shortlist nominations. In the
second stage, an Advisory Committee, consisting of
experts with vast experience in HR management
assigned scores to the shortlisted nominations on
thebasisofparameterslikeinnovation,sustainability
and application in terms of size and scale. In the
third and last stage, all the scores assigned were
collated and used to determine the Best HR Case
Studies.
Representation of HR Best Practices
Based on various lifecycle stages, HR Best Practices
can be broadly classified into the following five
broad segments, as follows:–
Recruiting
Talent Acquisition•
Hiring and On-Boarding•
Career Prospects•
Welcoming Knowledge Sharing•
Induction and•
Orientation
Living
Employee•
Engagement
Diversity and Inclusion•
Retention•
Industrial Relations•
Change Management•
Growing
Performance•
Management System
Compensation and•
Benefits
Talent Management•
Team Management•
and LeadershipLearning and•
Development
Rewarding
Performance Linked•
Incentive
Rewards and•
Recognition Program
Long Term Incentive•
Plan Future Workplace•
TrendsCSR and Employee•
Welfare
The best HR case studies as determined by
the Advisory Committee have been featured
prominently in an exclusive section named ‘Best HR
Case Studies’. The rest of the case studies have been
featured under separate sections thereafter, based
on the broad segments mentioned above. Details
related to all HR Best Practices/case studies have
been obtained from the information provided by
respondents to Dun & Bradstreet in the nomination
forms.
Survey Findings
Dun & Bradstreet also attempted to identify the
prominenttrendsinvariousareasofhumanresource
management by analyzing quantitative information
included in the nomination form.
Experts’ Views
Dun & Bradstreet conducted interviews of HR
professionals to gain deeper insights into key trends
of human resource management based on their
experience and expertise.

XII
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XIII
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Survey Findings
HR Best Practices 2017 XVI
Conventionally speaking, Human Resource Management
(HRM) is a function within an organisation that deals
with the recruitment, management, retention and
with providing direction to the people who work
within that organisation. The HR team facilitates the
flow of knowledge, tools, training, coaching, legal and
management advice, administrative services and talent
management that members of an organisation require
for the seamless conduct of operations.
ModernHRandtheevolutionofnewpeoplemanagement
practices started with the Industrial Revolution in Britain
in the 18th century, when many large factories were
set up. As a result there was increasing demand for
workers. Over the course of time, entrepreneurs who
hired thousands of workers for up to 16 hours a day
realised that the performance and productivity of workers
hinged heavily on their satisfaction levels. Consequently,
many factories began introducing voluntary programs to
improve employees’ wellbeing and satisfaction levels, and
the government also began to intervene by introducing
fundamental human rights and work safety legislations.
Other HR concepts developed from this foundation.
In most organisations, largely all HRM functions are
performed by line managers who are directly responsible
fortheengagement,contributionandproductivityoftheir
reporting staff members. However, these days, certain
HRM functions and components such as payroll functions,
background checks and certain training modules that
take time and energy away from HR activities that are
of more strategic importance are being outsourced to
external vendors.
Traditionally, the HR function acted on directions received
from an organisation’s executive team. The role of the
HRM function has evolved significantly over the years.
From a unit whose role was previously deemed to be
restricted to sourcing of talent, it is now considered
as a strategic partner contributing not just in terms of
development in the value of employees, but also in crucial
business decisions and advice on critical transitions and
transformations. HR is now expected to recommend
processes, approaches and business solutions that would
improve the ability of the organisation’s employees to
contribute effectively. The role of the HR function now
encompasses diverse objectives and tasks, including
engagement and retention of employees, identification
and nurturing of high-potential employees and future
leaders, talent management, training & development,
and others. HR is now expected to deliver services that
meet the needs of both employees and employers and
to actively contribute to organisational success. The new
role of HRM pertains to strategic direction and HRM
metrics and measurements to demonstrate their value.
The HR team is now expected to play a balancing act
to serve all of an organization’s stakeholders, namely
customers, executives, owners, managers, employees,
and stockholders. In a nutshell, HRM has adopted a more
holistic approach.
New roles of HR
One of the best thinkers and authors in the field of HR,
Dr. Dave Ulrich, discussed and recommended the new
roles of HR in his book, Human Resources Champions.
The three New HR Roles as discussed in his book are
those of a Strategic Partner, an Employee Advocate and
a Change Mentor.
As a Strategic Partner, HR is expected to contribute to the
development and the accomplishment of organisational
plans and objectives. To be successful business partners,
HR is required to think like business people, know finance
and accounting and be accountable and responsible for
matters like cost reduction and the measurement of HR
programs and processes.
As an Employee Advocate, HR needs to have expertise
on how to create a work environment in which people
feel motivated, contributing and happy. This role
involves fostering effective methods of goal setting,
communication and empowerment, and establishing an
organisational culture and climate in which employees
have the competency, concern and commitment to serve
customerswell.Inthisrole,HRprovidestalentmanagement
strategies, employee development opportunities,

Survey Findings
HR Best Practices 2017 XVII
employee assistance programs, profit-sharing strategies,
organisation development interventions, addresses
employee complaints and facilitates problem solving,
and regularly provides opportunities and forums for
communication and feedback.
As a Change Champion, HR needs to have the knowledge
and the ability to execute change strategies. It requires
linkingchangewith thestrategicneedsoftheorganisation
so as to minimise employee dissatisfaction and resistance
to change. It involves helping to create the right
organisation culture, monitoring employee satisfaction
and measuring the results of programs and initiatives.
The role involves constantly assessing the effectiveness
of the HR function, while also effecting a change in other
departments and work practices. Identification of the
organisational mission, vision, values, goals and action
plans goes a long way in promoting the overall success
of the organisation. Determining the measures that will
help the organisation how to improve and succeed is also
a crucial aspect of this role.
As in 2015, Dun & Bradstreet and Sodexo India have once
again come together to compile ‘HR Best Practices 2017’
from companies across India. Companies were invited
to share their HR practices and case studies related to
HR initiatives and programs which have made a positive
impact on their business, and which could serve as a
good example for other organisations. We managed to
receive an overwhelming response of more than 170
nominations. These case studies have been summarised
in this publication. These case studies revolve around
an array of HR functions such as recruitment, retention,
talent acquisition and management, employee welfare,
performance management, training & development,
industrial relations, employee engagement, identification
and nurturing of leaders and managing diversity, among
many others. The Best HR case studies among these have
been elaborately profiled in this publication as ‘Best HR
Practices’.
We adopted a two stage approach to select the Best HR
case studies. The first stage involved intense scrutiny
by an internal team of HR professionals with over five
years of experience. This team shortlisted nominations
based on a set of parameters, which were Challenges,
Objectives, Available Solutions, Strategy Chosen, Action
Taken, Stakeholder Involvement, Results/Outcomes

Survey Findings
HR Best Practices 2017 XVIII
(both measurable as well as non-measurable), Time
Frame (period needed for the entire activity) and the
Way Forward. The second stage involved evaluation and
assessmentoftheshortlistednominationsbyanesteemed
panel of experts with years of experience in the field of
HR. Some of the parameters used in evaluating these case
studies were innovation, impact of the initiative/program,
sustainability of the initiative, its replicability, and its
application in terms of scale and size resulting in tangible
business growth. The Best HR Practices as adjudicated by
the esteemed Jury have been elaborately profiled in the
publication. It is worth noting that although the Best HR
Practices have been featured as two page write-ups, the
rest of them have also been featured, albeit as half page
summaries.
Insights from survey on HR policies and initiatives
Dun & Bradstreet conducted a surveyof companies across
India with respect to their HR policies and initiatives. The
survey was designed to capture information on aspects
like areas requiring immediate attention in terms of
adoption of HR best practices, challenges faced by HR
leaders, reasons for shortage of skill in the organisation,
effectiveness of various HR initiatives, managing diversity
at the workplace, etc.
Some of the key findings from our survey are as
follows:-
1) Talent management requires immediate attention
in current volatile economic environment
Thesurveyrevealedthatabout53%ofthecompanies
viewed Talent Management as an HR best practice
area requiring immediate attention. Organisation
recognise the fact that their ability to recruit,
retain and develop the most talented and superior
employees available in the job market is crucial
to achieving their business objectives. The survey
asked companies to list the benefits of Talent
Management.
Accordingly, the points that emerged included
retention of skilled manpower, keeping up with the
changing business environment and meeting long
term business priorities.
Likewise, 31% of the companies stated employee
engagement as a focus area. A highly engaged
workforce gives its best each day and is committed to
the organisation’s goals and values. Research shows
that a whopping two-thirds of employees worldwide
are not engaged at work. Also, although many
companies are experiencing a crisis of engagement,
they are not aware of it. Another 31% companies
recognised training & development as a focus area.
Indeed, investment in training & development (T&D)
helps companies maintain a competitive edge in the
marketplace. T&D focuses on training employees
for their current jobs and developing their skills for
futurerolesandresponsibilities.Otherareasrequiring
attention that emerged from the survey include
Future Workplace Trends (eg. greater flexibility at
work, flatter, open and transparent workplaces, Bring
Your Own Devices, etc.) as stated by about 29% of
the respondent companies and talent retention (27%
respondents).
2) Talent acquisition, talent management and leaders
of the future are major challenges
Although the role of HR has expanded to go beyond
merelyhiringemployees,talentacquisitioncontinues
to remain a major challenge.

Survey Findings
HR Best Practices 2017 XIX
About 60% of the respondent companies cited
talent acquisition to be a very significant challenge.
Identification and nurturing of future leaders and
talentmanagementforlongtermsprospectsemerged
as other major challenges, with about 61% and 56%
oftherespondents,respectively,statingthechallenge
to be very significant. Maximising productivity with
limited human capital and managing costs while
retaining top performers also emerged as major
challenges.
3) About 93% of respondents recognise skill shortage
to be an issue in India
About 93% of the respondents agreed that shortage
of skill was an area of concern in India. The major
reasons cited for shortage of skills were difficulty in
attracting candidates with suitable skill sets and the
dearth of effective models to track, measure and
manage the skills in the existing employee base.
4) Diversity and inclusive workforce is critical for
success
In today’s age, a business can only succeed if it is
able to continually come up with new products and
services. A diverse and inclusive workforce is the
best way to ensure development of new ideas and
innovations. Diversity fosters innovation, creativity
and out-of-the-box thinking. Organisations have
realised that a diverse workforce can help attract top
talent and capture new clients.
Our survey findings reveal that more than 60% of the
respondent companies have made use of programs
to promote diversity at the workplace. These include
professional development programs, mentoring
programsfocusingondiversity,employeenetworking
programs and other internal communications
focussing on diversity.
The evolution of management theory and technology has
positively impacted HR policy formulations. As a result,
an increasing number of organisations are realigning the
roles of HR to enable better management of business
operations and in order to foster growth in a cost effective
manner.

Survey Findings
HR Best Practices 2017 XX

Survey Findings
HR Best Practices 2017 XXI

Survey Findings
HR Best Practices 2017 XXII
2 1
32 1
3

Has the role of HR within an
organisation evolved from that of
a business function to that of a
business partner?
Yes. Over the past few years, the role
of HR has shifted from the executional
level to a strategic business partner
creating value and alignment in the
dynamic business environment.
With respect to employee
engagement and retention, what
are employees’ expectations in the
current business environment?
Fulfilment of the career aspirations
and want to be a partner of long term
business strategy. Stake in the decision
making process which influences the
key objectives of the organization.
Effective reward and recognition
process.
Which aspects of training are
companies currently investing in?
What core aspects of Learning &
Development do companies need to
focus on?
Primarily mentoring and coaching are
the key tools which are being used for
the development purpose. Building in-
depth technical / functional capabilities
is default need. Leadership and
proper succession planning through
assessment center MDPs of high
potential for future development.
What are the major people-related
challenges faced by your industry
today? How do you plan to respond
to these challenges?
Breaking down the silos and building
team work is the key challenge for any
industry. This is being dealt by aligning
the priorities, creating the culture of
transparent communication between
the departments, Involvement of
employees in decision making process.
Well defined and focused career
development plan for high performers.
What do you see to be the future of
the focus of People Management
teams moving forward?
People Management teams will
have more focus on skill/knowledge
upgradation which could match to state
of art level and respond to the fast
changing business environment.
Sandeep Pandey
Vice President, Human Resources
EPCOS India Private Limited
Experts’ View

Experts’ View
HR Best Practices 2017 E - 3

Experts’ View
How would you describe the work culture at Uflex?
The work culture of Uflex is aptly described by our values
i.e. Trust & Respect, Customer Value creation, Innovation,
Global Perspective, Speed in all Directions and Socio–
Environmental Sustainability. These are the values which
have brought us till here and are embedded in our DNA.
We live, breathe and have our being in these values.
Our CMD, who founded this company in 1983, embodies
these values; his conviction on Trust & Respect for his
employees has contributed to the fact that at his direct
reportee’s level we have not seen any attrition. I will
view our organization as a unique organization in terms
of complete empowerment of our business leaders, and
this has not come as a result of professional CEO trend of
the last few years; it has always been like that. The value
percolates down in the organization and is instrumental
in creating an engaged organization where people work
with passion and commitment, one indicator of this is our
negligible attrition rate.
Our value of Customer Centricity and Innovation has
resulted in creating pioneering concepts to provide unique
flexible packaging solutions to our customers. In fact, as a
part of our work culture, all our key leaders believe in one
thing only, that’s creating new products to fulfill unique
customer requirements, though we do have structured
innovation cells working across businesses but this
passion for product development comes naturally to our
employees and is in fact part of life at Uflex.
Our quest for Global footprints has resulted in the creation
of 10 state-of-the-art manufacturing facilities across seven
countries in the last 10 years, with our products getting
sold across the globe. We have always encouraged our
employees to travel across the globe to meet customers,
seek business avenues, attend conferences and exhibitions
and look for newer pastures. Another value which has
deep impact on our work culture is the speed at which
we move. Our leaders believe in keeping things simple and
going for it in the first instance.
How has the role of HR within an organisation evolved
from that of a business function to that of a business
partner?
The HR function at Uflex as it exists today is truly aligned
to business and is partnering the business units in an
effective way to achieve its vision. This evolution of
human resources is the result of our sustained efforts put
in the past 5 years to constantly position HR as a business
partner. All the HR processes have been conceptualized
and are being deployed fully attuned with core business
objectives. To achieve this, HRM team ensures that it has
regularindepthandmeaningfulmeetingswiththebusiness
teams on a regular basis. As a part of our HR capability
building initiative we have done many interventions to
train each of our HR member to understand and be aligned
to the organizations’ vision and mission. The HR teams
have been actively involved and infact driven the business
processes like Operational Excellence, S&M interventions,
CRM interventions, Data Analytics, Visioning Workshops
and various Leadership Development programs.
How are organisations ensuring rapid and effective on-
boarding of new talent?
It was around 5-6 years back that the organization
recognized that succession planning needs to be a core
focus area if the organization has to grow as envisioned.
As a result, in addition to the normal hiring, we have been
doing a lot of strategic hiring at the leadership level. This
has effectively led to inclusion of new talent as a focus
area. We have made it a point to hire Hi-Pro leaders
from global companies. These new leaders have been
seamlessly inducted into the system through a structured
induction process and the focus has been not only
functional & organizational onboarding but also a cultural
fitment within the organization. The induction process
comprises of an orientation to all businesses & functions,
visit to various manufacturing sites and also ensuring that
the new incumbent gets a structured handover, a clear job
description and the KRAs within the first fortnight.
How are you introducing innovation in the field of
learning and development of employees?
Learning needs to evolve continuously to meet the rapidly
changing business needs and as such we necessarily need
to innovate newer ways of learning interventions.
Our Learning vision is to establish ‘a Learning Culture
throughimpactingeveryindividualbyhelpingthemandthe
organization in the journey of their growth’ and to ensure
Chandan Chattaraj
President – HR (India & Global)
Uflex Limited

Experts’ View
the same we have identified focus areas for all category of
employees right from Associates to Top leadership.
We at Uflex put great emphasis on the process i.e clearly
laying down the objective, ensuring actions are directed
on the desired objective followed by flawless execution
and then a special emphasis is laid on evaluation
effectiveness of evolution. This emphasis on evaluation
gives us constructive feedback to do innovation. Many of
our programs are undergoing lot of creative change based
upon this feedback.
We have further clustered them under 4 categories i.e.
Flagship programs, TNI based, Business Specific and
through external nominations.
Some of our Flagship programs includes: Next Gen
Manager, Super-wise, Personal Effectiveness, Train the
Trainer etc.
What are the challenges and solutions to dealing with
Generation Y employees?
In an organization like Uflex, the main challenge to deal
with Gen Y is how to align them with existing leaders to
create a win-win situation for the organization.
Talking about millennials, organizations these days
are putting a lot of focus on Gen Y which is changing
dramatically the workforce composition and the way
work gets done. Looking after the trend, we at Uflex have
launched a program called ‘Takshila’ to hire trainees (ITI,
GET, MT, ST etc.) across the spectrum.
While hiring Hi-Pot millennials we are pitched against
moderneraservicesectorcompanies, start-ups,consulting
companies etc. which offer higher compensation and
a glamourous lifestyle but still through our structured
campus hiring we have been able to attract good talent.
Can you elaborate on the kind of initiatives, which Uflex
has taken to initiate change in the organization?
The moment we embarked on the journey of HR
transformation, we were fully conscious of the fact that
we have to focus on the classical way of putting HR tools
and techniques in place in a sequential manner. We knew
that we have to be bespoke & work as per requirements
and acceptance of our business leader. We have 7 different
businesses and each business has its own vision which is
linkedtotheoverallvisionoftheorganization.TheHRteam
based out at different businesses are independent enough
to run certain people initiatives based on the HR vision of
the particular business and the overall HR strategy which in
turn is linked to the business strategy. We started off with
the way performance was being managed and then went
on to introduce a slew of initiatives across job analytics,
talent acquisition, employee engagement, training &
development, designing of competency framework and
reward & recognition areas across businesses. All along we
put a specific focus on constantly aligning our work with
businesses and showcasing the impact on businesses.
What are the most significant trends you see on the HR
front, across sectors and in your sector, in particular?
Three key factors which are going to impact HR in the
coming times are – globalization, digitization and storming
of talent market by millennials. With regard to our industry
sector, in addition to all the above mentioned factors we
needtohavesharpfocusonproductivity,skilldevelopment,
automation and manpower cost optimization.
We are developing HR operating models that are flexible
enough to allow for local implementation and agile enough
to adapt to global business needs. The ultimate goal is to
combine scale and agility to optimize talent management
in every sphere where the company does business.
How do you enhance teamwork in the organization?
Effective teamwork is developed through shared
experiences and practice. We execute some programs
such as Team Outbound, Employee Engagement, Effective
Collaboration, Visioning Exercise etc that addresses
teamwork and collaboration.
At Uflex Team-building exercises are targeted to
improve particular aspects of team performance such
as communication, problem-solving or creativity. We
ensure employees goes through games and drills as
they are an effective way to bring people together to
build relationships, boost morale and promote mutual
understanding of interests, personalities, strengths and
weaknesses.

Experts’ View
Has the role of HR within an organisation evolved from
that of a business function to that of a business partner?
At InterGlobe, HR has always occupied a role that goes
beyond business partnering and is involved in decisions
pertaining to the future of the organization and driving
business results. This is manifested by our presence in
the Executive Council for the Group Companies and other
critical decision making bodies. We have contributed
towards making informed decisions about people and
the organization, while maintaining a balance between
business decisions and employee needs.
How are organisations ensuring rapid and effective
on-boarding of new talent? What are the new and
innovative methods/tools being used to determine ideal
candidates?
The onboarding in an organization is the most ideal means
tocreatealastingpositiveimpressiononanewhireandalso
helps to attract the right talent. At InterGlobe, onboarding
is viewed from a strategic standpoint that directly impacts
business. It is no longer an HR initiative, but a business
imperative. Our business leaders play an important role in
giving a sense of belongingness and ownership to our new
employees. By using a participatory hiring approach and
involving employees in selecting their team members, we
not only have a transparent system for selection, but also
get a 3600
view of candidates. This, along with time tested
tools like Hogan and similar psychometric assessments
ensures we get the right hire for the right role. We have
leveraged technology to a great extent by introducing
gamification and e-induction modules that are in line with
thebusinessrequirementsanddeliverthegoalsofreduced
time to productivity, increased job knowledge and faster
and higher levels of engagement for new hires.
With respect to employee engagement and retention,
what are employees’ expectations from the
organizations in the current business environment? How
are the organisations responding to the employees’
expectations?
When we hire an employee to do a particular job, there is
already a level of trust that is stated in their ability to get
the job done. As an organization, what we need to ensure
is that our employees have all the tools that they require
to be productive. We provide emotional stability and
cross functional learning for our employees. By providing
them with a wide exposure of experiences and enriched
learning, we are able to increase their employability and
retain the right talent.
What are the major people-related challenges faced by
your industry today? How do you plan to respond to
these challenges?
We operate in an extremely volatile service driven industry
that is impacted directly by global head winds. Attracting
the best talent, giving them the same varied experiences at
pace with the current organizational technical disruptions,
and satiating their large appetite for learning is the biggest
challenge that not just ours, but all industries face today.
Having said that, enriching employee skills and helping
them to stay employable by raising the bar with respect
to organizational offerings and expectations, according
to me is the most effective means to respond to these
challenges.
What do you see to be the future of the focus of People
Management teams moving forward?
Technology, demographics and diversity are all factors
that will impact the future of people management teams.
Employees must be engaged by keeping them productive
whilst appealing to their emotional and intellectual
sensibilities. A sense of entrepreneurship, ownership and
accountability at all levels must be created, by permitting
employees to proactively explore opportunities and
challenges beyond their domains and seek appropriate
solutions to be prepared for the future.
Harish K Gandhi
Group Head HR,
InterGlobe Enterprises Limited

Experts’ View
How has the role of HR changed over the last 5 years?
HR has moved from focusing on administrative functions
to creating value in the talent arena. In Santa Fe’s own
research (2016 Global Mobility Survey), we asked C-Suite
leadership their views on the mobility/HR function
and their expectations from their teams. The results
showed that 60% CEOs want their HR teams to align with
business strategies and also to help maximise revenue
and profitability. HR has followed a path of segmentation:
specialists in Centres of Excellence, HR Business Partners
– driving strategic business engagement and process
excellence from Shared Service Centres or specialist
outsourcing partners with global scale and scope to create
a stable HR operating platform. Technology has changed
the way HR delivers value; the self-service aspect of HR
has increased employee empowerment. Employees can
now tailor their work/lifestyles to suit their needs. The key
focus of HR moving forward will be on Talent Management
from the perspective of engagement and employee
branding.
what are employees’ expectations in the current business
environment?
Employees seek a relationship with their organisation
that enables them to: 1) feel empowered 2) own their
own careers, and 3) feel connected. Millennials are having
an enormous impact on Talent Management, and they
want the freedom to contribute in their own unique
way. Accordingly, a large number of companies are now
allowing employees to spend more time working outside
of the traditional office structure. The best organisations
understandandembracedifferencesanddiversityamongst
employees, while ensuring alignment with core values.
Such an approach fosters innovation and creativity.
Which aspects of training are companies currently
investing in? What core aspects of L&D do companies
need to focus on?
Organisations are using virtual training to optimise their
return from learning interventions. Companies also want
to ensure that their employees are trained in areas of
governance and compliance. Organisations, especially in
financial and professional services sector, recognise the
importance of mitigating risks and costs associated with
non-compliance. With the millennial workforce wanting
more global experience, many companies are using
6-month global ‘seat’ rotations for cultural integration
and intercultural development. Smart organisations build
talent ladder programmes combining technical and global
working/learning experiences.
What are the challenges and solutions with respect to
dealing with a multi-generational workforce?
There are wide differences in expectations between
generations. The level of impact of technology has
influenced behaviours and expectations. For example, the
younger workforce largely prefers official communication
via non-human interventions like chat spaces and apps,
whiletheolderworkerspreferonetoonecommunications.
Thefundamentalchallengeisstillacquiringtherighttalent.
Hence, the adoption over the past ten years of talent
systems, sometimes referred to as ‘nine box grid talent
systems’. HR is also thinking more in terms of engagement
through policies, work practices and career opportunities
to align and reflect multigenerational expectations. The
complications are higher between differing professional
functions due to varying cultural traits – look at how
lawyers and IT professionals differ in their interests and
expectations. It’s a matter of Projects versus Strategies.
The matrices of academic, age and professional laddering
have to be managed with workforce practices that create
virtuous, not vicious places to work.
How do you see the focus of People Management teams
moving forward in the near future?
ThefocuswillbearoundTalentManagementandhiringinto
an organization on the basis of behaviour, not only skill, in
ordertoreflecttheculturedesiredbythatorganisation.The
focus of people teams will be to become more embedded
as business thought leaders in how to maximize employee
contribution to organizational growth. Of course, having
a seat at the top table should be a meritocratic process
and not just power-based through organisation structure.
In addition, to demonstrate such innovation, HR leaders
need to be analytically driven. It is imperative for them
to have the ability to not only collect data but to provide
predictive analyses that translate into fresh ideas and
initiatives to catalyse organisational development. The
uncertainties and volatility in today’s global economies
are forcing leaderships to re-think the future. As industries
continue to evolve, HR and People Management teams
must be the weathervanes of change.
Vishal Agarwal
Director - Sales & Marketing
Santa Fe Moving Services Pvt Ltd Email: vishal.agarwal@santaferelo.com

Experts’ View
How has the role of HR changed in the organisations over
the last 5 years?
Starting from a lowly function of managing labour welfare,
HR has travelled a long way to come to its present critical
role in the organization. Though, some organizations are
still stuck with the basic functions of establishment and
IR, progressive organizations have moved on to play the
roles of employee champions and strategic partners.
Whatever may be the position the fact remains that HR has
become a force to reckon, with whether it is recruitment
or separation depending on the situation or nurturing of
talent through appraisals and development. Even, IR has
by and large assumed a constructive role from the earlier
role of fire- fighting function from an adversary position.
The focus is much more on the developmental role of HR.
According to you, what should be the core objectives of
the People Management team in an organisation?
The core objective of the People Management team in an
organization (another name for HR team) may be set forth
as follows;
• To develop a culture of commitment and identification
with the organization
• To monitor the pulse of the organization and suggest
the right remedies if things appear to go awry
• To suggest measures by which the right amount of
talent is inducted, rewarded and retained .
• To provide measures of collaboration and space
management to promote employee happiness, well-
being and maximization of productive work.
• To give employees a feeling that the organization is
sensitive enough to their basic needs like health and
well-being and relationship with the family
• To make work a pleasant and worthwhile experience
leading towards self actualization and not just a load
tied to the pay packet
In the current scenario, which aspects of HR should
organisations focus on investing in?
The aspects of HR which deserve greater attention
and investment of time and effort relate to employers
brand building to sub-serve organization growth. A
strong employee orientation favoring high productivity
and morale should be the focus of employers’ efforts.
Investment in employee bonding measures and well-
designed workplace which creates a sense of pride and
also the opportunities to associate with each other and
refresh themselves.
Conditions of working including, flexibility of hours and
more liberal benefits for high performers should also get
the attention.
What are the challenges and solutions for dealing with
Generation X and Generation Y employees within the
same organisation?
Given the time scale over which the organizations have
been functioning there is bound to be a mix of Gen –Y and
Gen X staff including millennials. The management has to
recognize that the so called externally enforced discipline
and sense of traditional values by which Gen-X swears
will no longer attract Gen-Y. The management style has
to change from direct management to more participant
centered open style management. When the two
generations come together it does give rise to divergence
in perception and values creating conflicts. Given the fact
thattheyoungergeneration(Gen-Y)believethatobedience
with minimum questioning and enforcement of discipline
with the direction and control may be met by indifferent
or even hostile responses from Gen-Y. The Gen-Y including
millennials believe in being much more open and expect
more inclusive and participative styles of management.
Gen-X will need to be reoriented to new management
styles through learning and development programs which
focus on theory Y as against theory X.
HR will have a definite role in deepening the reorientation
and creating change through meeting of minds.
Y.K.Bhushan
Senior Advisor & Head
IBS Business School, Mumbai

Experts’ View
How has the role of HR in an organisation evolved?
HR, over a period of time moved from a pure transactional
and industrial relations role to act as one of a “Business
Enabler”. Though HR function is still expected to deliver
seamless services in payroll and other administrative
processes, business leaders demand HR to act as a
strategic business partner enabling business to achieve
the set goals. HR business partners are expected to
master the language of business and help business
leaders make talent decisions based on data and metrics.
The biggest challenge of HR function today is moving the
“HR competency to the Leaders/Managers”. Managers
are the face of the organization to the employees and
thus CHROs today are investing on developing the people
management capabilities of their business leaders and
line managers. HR must act as a facilitator and develop
processes and tools that would support Managers to
ensure better engagement, development, retention and
high performance of their employees with minimum
intervention from the HR function.
How are organizations ensuring rapid and effective on-
boarding of new talent?
Attracting and retaining the right talent is a challenge and
thus it has become very crucial to ensure smooth transition
of the new employee in a workplace. These days, many
organizations start the onboarding process even before
the employee joins the organization and provide support
in relocation, frequently interact with them to understand
and address their needs/ challenges, help hassle free
joining formalities. Engaging them before the joining
creates a positive image and makes them feel valued.
To orient them towards businesses, culture, processes
and policies, use of technology and interactive gamified
solutions have come to play a key role. While handholding,
mentoring and formal training are provided to the new
talents to make them productive quickly at work, frequent
one-on-one meetings are practiced to proactively address
the issues that may arise during the initial days of their
tenure.
environment?
The new multigenerational workforce demands
meaningful work and wants to contribute towards
the “Purpose” of the organization. Employees seek
constant communication from top business leaders and
their managers. Organizations should build a strong
communication strategy that eliminates the grape-wine
and keeps the workforce updated with the information
about the latest happening in the business and in the
organization. Leadership Communication across levels is
also very important. Managers should conduct frequent
one-on-one meetings with employees to share and receive
information, provide continuous feedback and should
work on building strong relationships and trust with their
direct reports to keep them motivated, inspired and
engaged. Appreciation and recognition of achievements
make employees feel valued and encourages them to
contribute and go extra mile to achieve results. To keep the
top talent engaged, a strong focus on career development
and continuous feedback is required.
these challenges?
Attracting and retaining talent especially in sales function is
amajorchallengefaced.Tothisend,weshouldcontinuously
strive to build an employer brand by clearly articulating
and living the Employee Value Proposition (EVP), focus
on developing competitive compensation and reward
strategy, provide monetary and non-monetary benefits
and also develop and sustain an environment that provide
challenging assignments to foster accelerated learning
besides fast track career development opportunities.
What do you see to be the future of the focus of People
Management teams moving forward?
HR has already moved far away from a transitional role to
act as strategic partner. HR would now need to collaborate
with leaders and facilitate data driven key talent decisions.
We also need to focus on developing the people / talent
management skills of managers across the organization
helping them manage their teams effectively.
Naresh Kumar Pinisetti
President – Human Resources
Deepak Fertilisers and Petrochemicals Corporation Limited

Experts’ View
What are Dun & Bradstreet’s driving principles during
times of uncertainties, complexities?
Dun & Bradstreet is committed to creating a forward-
leaning culture to accelerate its transformation and
growth. We deeply value our employees and support
them through:
1. Commitment to our Values: Core among our
philosophy to navigating uncertainties and
complexities is to live our company values being:
a. Data Inspired
b. Relentlessly Curious
c. Inherently Generous
2. Sustainable High Performance: In a demanding world,
high performance is a must - however, sustaining
that high performance is a competitive advantage.
We have partnered with Tignum, a leading world
expert in sustainable high performance (SHP). We
are transforming our global workforce to live the
SHP principles - being their best selves during peak
performances. We live into the SHP pillars of Mindset,
Movement, Nutrition and Recovery. Mindset
encompassesaspectsofvisualizingoutcomes,building
resilience, and reframing situations. Movement
builds upon the neuroscience of how functional
movement can activate the brain, create possibilities,
and strengthen our physical life vehicle. Nutrition is
centered on how to strategically fuel our bodies in
preparation for peak performances. And recovery is
viewed as a critical element in boosting productivity
and effectiveness.
3. Employees First: We are dedicated to communicating
with our employees first – consistently and
transparently. We use Chatter, a global platform
that enables our employees to connect, share and
comment on topics on their minds. Our hope is to
share with our employees, hear their thoughts and
views, and continuously adapt our approaches and
programs to best support and advance their impact.
According to you, how does future workplace trends
likely impact different areas of human resource?
• Talent Acquisition: Attracting high quality talent and
ensuring the hiring experience is memorable to both
the leader and the candidate will be the biggest need
of the future. Social media based hiring will take the
center stage.
• Work Culture: Organizations are already looking at
redefining their company culture and values to reflect
the future work force. Organizations need to focus
their energies in creating a forward leaning and High
trust culture. Human Resources function will play
a key role in driving the company’s culture through
its leadership team. The changing demands and
complexities in business, customer needs and team
expectations will force the organizations to build a
strong foundation of a value based culture that binds
everyone together.
• Employee Engagement: Organizations need to make
engagement pervasive and a part of BAU (Business As
Usual). Having an engaged workforce is core to the
success of any business. We have enough research
and data to support how the two are interlinked.
Employee engagement will become a priority for
all business leaders and they would look at human
resources function to create tools and platform that
will help build employee employment.
• Performance Management: Performance ratings, bell
curve, annual performance reviews and annual goal
setting based performance management system will
no more be a reality. The need will be to create a work
environment that fosters the right mindset for the
employees to leverage their strengths with the help
of tools and resources to enable employees to own
their personal and professional development. Leaders
need to be seen as coaches and enabling performance
by removing road blocks & simplifying processes.
• Rewards & Recognition: More than the rewards
what will be more important is creating a culture of
recognition. Rewards will have to be a mix of monetary
and experiential offerings. Growth based awards will
be more preferred than a onetime gain. Rewarding
high performance will be a continuum. Creating a
menu based approach to incorporate flexibility and
individual preferences rather than one size fit all
approach.
Pallavi Dhawan Gupte
Director – People Team
Dun & Bradstreet India

Experts’ View
How has the role of HR changed in the organizations over
the last 5 years?
HR has moved from being just an enabler to becoming
a key driver of organizational outcomes. Moving from
looking at HR as a resource manager, organizations are
opening up the fact that the function of HR is to create
a ‘Human Operating System’ that actually propels the
organization towards its goals. Erstwhile roles included the
typical functional HR roles, but across the last five years, HR
has become a key differentiator and enabler of mindsets,
unleashing potential for performance by embedding and
strengthening values-based leadership.
investing in? What core aspects of Learning &
Development do companies need to focus on?
Companies are investing in training on behaviors,
values, mindsets and cultures. No change is going to be
permanent if we do not attempt a change in mindset
first. The incorporation of newer ideas will be possible
when we enable the environment to encourage dialogue,
collaboration and the pursuit of shared goals. Learning
and Development needs to largely focus on unearthing
passion in individuals by surfacing purpose, articulating
that purpose and finding the right platform for a match of
the purpose and organizations vision.
environment?
Employeesareseeingalargerpicture.Theyareparticipating
in organization building, connecting with the vision and
mission of the organization. Employees see themselves as
enablers of outcomes and desire organizational cultures
which support the surfacing of their passion in the context
of their work. They are looking at being inspired, over and
above being engaged, through Human operating systems
whichrecognizeandrewardempoweredbehaviors,seizing
of opportunity, collaboration, driving significance and
impacting innovative solutions. Gone are the mandated
forms of engagement and reward/ recognition patterns.
Today, employees are appreciating the connect through
purpose and values, and looking for engagement drivers
which allow them to thrive as passionate employees.
Surfacing purpose and connecting with the mission and
vision of the organization, is both at individual as well
as the collective level. A balanced approach to this can
actually work in itself as a sustainable retainer.
How can HR leverage Data Analytics & IT to determine
ideal candidates for a given project/team?
Data Analytics and IT have a big role to play in hiring. Not
only can behaviors be mapped, but attitudes, leadership
behaviors,conflictmanagementstyles,teamdynamicsand
emotional intelligence can all be measured and assessed.
These are important traits to determine ideal candidates
for given projects and teams. HR can utilize these as key
indicators for team formations. Data can indicate the
direction of group dynamics as a result of certain types
of people coming together for projects. IT can facilitate
remote work groups and the seamless exchange of ideas
over virtual networks.
these challenges?
The most important people related challenges include
fostering of cultures of values based behaviors and the
unleashing of human potential in the face of ambiguity. As
more and more employees are clear about what it is that
they wish to pursue, they seek the right triggers to offer
them the freedom to innovate and create and become
‘ intrapreneurs’. The blind obedience hierarchy driven
structures are giving way to more open, learning systems
which foster self-governance. In order to get employees to
feel ownership and demonstrate differentiating behaviors,
the culture of the organization must provide the right
enablers through transparent sharing of information, ways
of leading, inspiring, directing and pursuing.
Dr Shibani Belwalkar
Organisational Behavioural Consultant

Experts’ View
How has the role of HR changed in the organisations over
the last 5 years?
Though there has been buzz around HR being a strategic
partner/businesspartnerforoveradecadenow,manynew
age/progressive/MNC organisations seem to be relying
more now on HR analytics/Predictive analytics to plan HR
imperatives and deliverables in the areas of manpower
planning/recruitment/deployment/engagement/
assessment and development.
TraditionaladministrativetasksofHRareincreasinglybeing
outsourced/automated/digitized with more and more self-
help kiosks being set up for employees to do their own
thing at their own pace rather than depending on HR Dept.
for clearance of several erstwhile administrative employee
services. The Industrial Relations (IR) function has also
undergone a lot of change, where neither employees nor
management have time or the energy to enter into long
drawn disputes and legal tangles.
HR now needs to be a proactive service function than a
reactive quick fix for issues ranging from daily grievances
to longer term disputes. New age HR functional leaders
are expected to be strategic business partners with a
comprehensive understanding of business and effective
interpersonal skills to work in a highly collaborative mode
with all the business leaders and operational peers in the
organisation. Some business leaders are also employing
professional coaches to work closely with them, while
many organisations have added new positions like Chief
Beliefs Officer/Chief Ethics/Values Officer/Chief Culture
Officer, etc. Increased sensitivity, crisp communication
and prompt service delivery on all HR related service
matters and sustained initiatives on effective employee
engagement and longer term enthused culture building
based on organisational vision and values are some of the
imperatives for new age HR professionals now and going
forward.
Many companies seem to be focusing on competency
based skills training that is directly in line with the business
objectives, which could be in terms of operational/
technical/business acumen, sales, customer service and
employee delight. Quick employee readiness to be able
to meet business challenges, volatility and rapid changes
in the business environment seem to be the focus areas
aimed at equipping talented employees further with
training inputs and exposure to deliver quality service and
to resolve issues faster than ever.
Traditional pedagogy and class room training via talk
therapyseemtohavegivenwaytomoreofon-linetraining,
self-paced learning based on complete understanding
of business imperatives and one’s own operational and
developmental needs based on self-assessment as well as
feedback. There has been an increased focus on succession
planning and creating a talent pool to quickly move into
next level/leadership positions, and also to effectively
engage and retain talent as a developmental initiative.
environment?
While a lot of literature and research data is available on
the concept of employee engagement, most of it relates to
whattheemployerneedstodoratherthanwhatemployees
expect with respect to their effective engagement and
retention. That way, this is a good question that you are
asking here. Most of the organisations typically seek
feedback and inputs from employees in a survey mode
and incorporate those inputs in developing engagement
and retention strategies.
My experience of social interaction with a cross section of
employees across various industries has been that many
employees seem to expect more flexibility in time and
place of work, work-life balance, respect for an individual,
scope and freedom to use their talents and recognition for
their contribution. Organisations that are working towards
such ‘mindful engagement’ by providing more meaning
and purpose at work and for employees seem to keep
employees happy and happy employees.
Shriram Darbha
Head-Human Resources
BSE Limited

Experts’ View
How can HR leverage Data Analytics & IT to determine
ideal candidates for a given project/team?
As I said above, this has emerged as the most important
aspect of the HR function - to take stock of the available
talent and also to plan the required talent. Managers can
take informed decisions with the data and information
available through these analytics for strategic HR-related
decisions for effective recruitment, deployment and
development. The details could vary from company to
company, ranging from quantitative data analytics to
qualitative data analytics sought from the resources/
infrastructure/strategic intent and business plans. HR
professionals need to quickly hone up their skills and
becomedata-friendlyratherthanjustbeingpeople-friendly
to provide timely information to the management and to
be able to play the role of a strategic business partner.
these challenges?
BSE being a 140 year old organisation, but in the most
happening financial services space, has a challenge
of managing multi-generational work force. The HR
policies/practices had to be relooked to suit the changing
expectations of the Gen-Y and the millennials fast entering
the organisations going forward.
We have invested heavily and adopted technological
advancements in a big way, and today we are the world’s
fastest exchange with the speed of 6 micro seconds
wherein millions of trading transactions can be carried out
on-line in a jiffy.

Experts’ View
Has the role of HR within an organization evolved from
that of a business function to that of a business partner?
Tomanagetheinnumerablechallengesintoday’scorporate
world, HR needs to enhance its real and perceived value
by being strategic oriented. At Aditya Birla Finance Ltd, HR
strives to partner in BRIM: Building Knowledge, Reducing
Attrition, Improving Productivity and Managing Talent. In
the course of delivering BRIM, HR at ABFL strives each day,
to align to the business strategy (Mission Q360). Our state
of the art Talent Management, On-Boarding processes etc.
facilitate the same.
Some steps mentioned below, have facilitated the
transition of ABFL into being a strategic business partner:
• Strong Leadership
• Acute future orientation: Regular monitoring of Q12
scores, and DISOVER – an attrition risk management
program aimed at reducing attrition by identifying
and managing the employees who are identified as
attrition risk by leveraging predictive analytics on
multiple data points
• Alignment:Propelanin-housecompetencyassessment
tool helps us keep aligned to developmental needs
periodically and build a work environment that
encourages success.
• Delivering Value: Leadership Talent Development
Program under our Talent Management process
enables us to develop Talent and assign key projects of
Organizational importance to be driven by the Talent
Pool and mentored by Talent Council Members.
• Consulting Model: HR is encouraged to view internal
customers as clients, learn consulting skills, and take
their client satisfaction as a measure of their success.
Sooner than not, we have moved from the 58th position
as per NBFC ranking to the 8th position. This has been
possible with linear extrapolation as well as building
capabilities for sustaining success at the same time.
How are organizations ensuring rapid and effective
on-boarding of new talent? What are the new and
innovative methods / tools being used to determine
ideal candidates?
Accelerate is the ABFL’s on-boarding program which spans
across 6 months to ensure a thorough and seamless
internalization, controlling infant mortality and enabling
productivity. Some of the key focuses of this program are:
• Providing clarity of role
• Ensuring seamless transition into the culture
• Aligning training needs identified in the 120th day
feedback from Manager
• Highlighting critical cases and controlling early
attrition
• In an 80-day feedback collected from among 207
employees, 51% rated their experience with the
company as 5 star while 42% rated it as 4 star.
• ABFL wherein the overall attrition reduced from 25%
to 19.5% in 2015 – 16 (the activity was started a year
in advance).
• Sorting Hygiene issues
ABFL encourages and enables employees to own their
learning through an array of structured tools and
processes.
• Leadership Talent Development Program: About 25%
of the population being part of the Talent Pool
• Talent Council - The Leadership Board / Governance
Body for talent management decisions, provides
opportunities for Inter and Intra Business Unit
movements in the group.
• Fast Tracker – Being high on performance and
potential, 67% of the Talent Pool has experienced
Job enhancements / Job Enrichments within the
organization
• Succession Plans – 100% Leadership Bench strength
identified for the CXO positions and critical positions
across the organization
• Propel is a reflection of the present skill sets and
gaps, with future growth, thus enabling employees to
Sujatha Sudheendra
Head – Human Resource
Aditya Birla Finance Limited

Experts’ View
know their learning needs by mapping competencies.
ABFL is the only NBFC to have conceptualized and
effectively implemented an extensive Functional
Competency Framework.
What are some key factors that are impacting the way
people are managed in organizations today?
At Aditya Birla, we are governed by the 10X Idea laid down
by the Business Director, Aditya Birla Financial Services
Group,Mr.AjaySrinivasan.10Xisanattitudethatrecognizes
the importance of thinking and doing bigger than what has
ever been done in the past, or ever conceived. It may lead
us to disruptive results in a very short span of time. But
this is our Mantra, strategy and weapon, to challenge the
status quo, differentiate and succeed.
Aditya Birla Finance has recently incubated a 10X idea
into the lending business. For the first time in India, we
introduce digital lending to apply loans online, to be
assessed online, disbursed online and also serviced online.
This will help us cut down the time lag of decision making
by almost 90% of industry average. Our business model
is a paradigm shift in the experience of borrowing in the
MSME segment.
We are introducing initiatives focused on achieving a
better work- life balance for employees through Flexi
Timing, Mandatory / Compensatory Leaves, Week leave
before Std X and XII exams of kids, Concierge service to
manage your home tasks efficiently, Group wide hobby
clubs, development of women talent through a program
called IRA, enabling opportunities for women within the
network in case of spouse transfers, sabbaticals upto a
year etc.

Listings
L - 2
Alphabetical Listings
Sr No Company Name City State
1 A.T.E. Enterprises Private Limited Mumbai Maharashtra
2 Accelya Kale Solutions Limited Pune Maharashtra
3 Aculife Healthcare Private Limited Ahmedabad Gujarat
4 Aditya Birla Finance Limited Mumbai Maharashtra
5 Ador Welding Limited Mumbai Maharashtra
6 Ajuba Solutions India Private Limited Chennai Tamil Nadu
7 Apeejay Surrendra Park Hotels Limited Kolkata West Bengal
8 ARKRAY Healthcare Private Limited Surat Gujarat
9 Asahi India Glass Limited Gurugram Haryana
10 AT&T Global Business Services India Private Limited Bengaluru Karnataka
11 Atria Convergence Technologies Private Limited Bengaluru Karnataka
12 Atul Limited Valsad Gujarat
13 Bajaj Allianz Life Insurance Company Limited Pune Maharashtra
14 Bajaj Corp Limited Mumbai Maharashtra
15 Bajaj Energy Limited Noida Uttarpradesh
16 Benetton India Private Limited Gurugram Haryana
17 Bharat Bijlee Limited Navi Mumbai Maharashtra
18 BVC Logistics Private Limited Mumbai Maharashtra
19 Cigna TTK Health Insurance Company Limited Mumbai Maharashtra
20 DBS Bank Limited Mumbai Maharashtra
21 Deepak Fertilisers and Petrochemicals Corporation Limited Pune Maharashtra
22 DHL Express India Private Limited Mumbai Maharashtra
23 Drive India Enterprise Solutions Limited Mumbai Maharashtra
24 Edelweiss Financial Services Limited Mumbai Maharashtra
25 Encore Capital Group Gurugram Haryana
26 EPAM Systems India Private Limited Hyderabad Telangana
27 Exdion Solutions Private Limited Bengaluru Karnataka
28 Fortis Escorts Heart Institute New Delhi Delhi
29 Future Generali India Insurance Company Limited Mumbai Maharashtra
30 Go Go International Private Limited Bengaluru Karnataka
31 Gujarat Fluorochemicals Limited Noida Uttarpradesh
32 HDFC Standard Life Insurance Company Limited Mumbai Maharashtra
33 Hindustan Petroleum Corporation Limited Mumbai Maharashtra
34 Idea Cellular Limited Mumbai Maharashtra
35 IIC Technologies Limited Hyderabad Telangana
36 Infiniti Retail Limited Mumbai Maharashtra
37 Infosys BPO Limited Bengaluru Karnataka
38 Inox Wind Limited Noida Uttarpradesh
39 InterGlobe Enterprises Limited Gurugram Haryana

Listings
L - 3
Sr No Company Name City State
40 JK Paper Limited New Delhi Delhi
41 JK Tyre & Industries Limited New Delhi Delhi
42 JM Financial Limited Mumbai Maharashtra
43 Kirloskar Pneumatic Company Limited Pune Maharashtra
44 L’oreal India Private Limited Mumbai Maharashtra
45 Liberty Videocon General Insurance Company Limited Mumbai Maharashtra
46 Lokmat Media Private Limited Aurangabad Maharashtra
47 Mafatlal Industries Limited Mumbai Maharashtra
48 Mahindra Insurance Brokers Limited Mumbai Maharashtra
49 Manipal Global Education Services Private Limited Bengaluru Karnataka
50 Manipal Health Enterprises Private Limited Bengaluru Karnataka
51 Motilal Oswal Financial Services Limited Mumbai Maharashtra
52 National Commodity & Derivative Exchange Limited Mumbai Maharashtra
53 NCC Limited Hyderabad Telangana
54 Netafim Irrigation India Private Limited Vadodara Gujarat
55 Nous Infosystems Private Limited Bengaluru Karnataka
56 Omega Healthcare Management Services Private Limited Bengaluru Karnataka
57 Paayas Milk Producer Company Limited Jaipur Rajasthan
58 Piramal Glass Limited Mumbai Maharashtra
59 Prabhat Dairy Limited Navi Mumbai Maharashtra
60 Religare Finvest Limited New Delhi Delhi
61 Signode India Limited Hyderabad Telangana
62 SMC Global Securities Limited New Delhi Delhi
63 Sodexo Food Solutions India Private Limited Mumbai Maharashtra
64 Somany Ceramics Limited Noida Uttarpradesh
65 SREI Equipment Finance Limited Kolkata West Bengal
66 Steel Authority of India Limited New Delhi Delhi
67 Synthite Industries Limited Kolenchery Kerala
68 Tata Chemicals Limited Mumbai Maharashtra
69 The Indian Hotels Company Limited - Taj Lands End Mumbai Maharashtra
70 The Tata Power Company Limited - Startegic Engineering Division Mumbai Maharashtra
71 TRL Krosaki Refractories Limited Jharsuguda Odisha
72 Uflex Limited Noida Uttarpradesh
73 United Breweries Limited Bengaluru Karnataka
74 Universal Sompo General Insurance Company Limited Mumbai Maharashtra
75 Videocon d2h Limited Mumbai Maharashtra
76 Videocon Telecommunications Limited Gurugram Haryana
77 WNS Global Services Private Limited Mumbai Maharashtra

Best HR Case Studies
HR Best Practices 2017 2
Case study details as provided by the company; Tabular details as provided by the company and from its website
Company Details Management Details
HR Segment CSR & Employee Welfare Managing Director Sundeep Chugh
Industry Textiles Head - HR Vivek Mukherjee
Benetton India Private Limited
B-25, Sector 34, Infocity, Gurugram - 122002, Haryana
Tel: 91-124-4323333
Email: hr@benetton.co.in; Website: www.benetton.com
Dun & Bradstreet D-U-N-S® No 65-039-8308
Benetton’s CSR and Employee Welfare Policy - #BenettonCares
Objective
Benetton India Private Limited (Benetton India) wanted to create and develop a sustainable CSR model for the organization that
would help take communities forward. Accordingly, the company supported various programs and partnerships that were aimed at
making the communities better, stronger, and increasingly vibrant places to live, work and do business. The organisation encouraged
its employees, whenever opportunities arose, to invest their time and skills towards such philanthropic initiatives. The company was
keen on making known its commitment to community and on deepening employee loyalty through the various welfare programs.
Overall, it sought to uphold the Benetton brand equity, both internally as well as externally.
Available Solutions
For setting up an effective CSR and employee welfare policy, the company had the following options:-
• Creating a CSR model relevant for our communities
• Developing a value proposition for the welfare of internal employees
• Creating a brand connect for the external employees through campaigns
Strategy chosen
The company chose to create a separate CSR department, in order to streamline its CSR initiatives. It also decided to launch multiple
campaigns in order to make its activities known to the general public and to design it in such a way that lets them know about the
uniqueness of the brand.
Employee Welfare Actions
• Employee Benefit Policies - The company introduced multiple employee benefit schemes, some among the best in the
industry
• Health and Wellness Program - A preventive health check-up program was organized at Max Hospital, Gurgaon, which has
helped employees learn more about their current health status and help them work towards improving their health. It was a
completely company sponsored exhaustive coverage with full body check-ups, preventive tests and doctors consultations.
• Health Camps for Employees - Benetton organizes dental checkups, eye checkups, bone mass density tests, heart and diabetes
tests all the year round for its employees.
• Distribution of Anti-Pollution Mask - As a part of its Benetton Cares philosophy, the company distributed PMO.3 Nano Fiber
anti-pollution mask to all of its employees based out of Delhi / NCR in order to be safe and protected from the hazardous
smog.
CSR Action Taken
Some of the CSR activities conducted by the company were as follows:-
• Drought Relief – The company raised ` 3.75 lakh as support for drought-affected regions
• Food Drive – Through a drive, the company was able to secure 422 kg of food and donate it to the food bank
• The company marked Blood Donors Day by organizing a blood donation camp
• The company also organised Diwali Celebrations with Underprivileged children
SAKHI: A “WE” Program
Benetton Group’s single largest objective under Sustainability is Women Empowerment (WE). Under that umbrella, Benetton India
runs a program SAKHI to provide women a Sustainable Livelihood by learning new skills and educate them on issues of Health and

Hygiene.
The program aims at engaging with its women workforce at the factory with the sole intent of caring for them. Although an emphasis
is on providing those hard skills for a sustainable livelihood, many initiatives on building their life skills are also run. Programs
addressing basic financial acumen like banking, personal savings, managing loans are also conducted.
Benetton India Campaigns
United Colors of Benetton came up with strong campaigns which defied the ordinary. In their campaigns, it talked about the issues
that people don’t really want to talk about or deal with like HIV, wars and even hunger. This is done with the objective that it wants
to see the world be united someday regardless of your race, caste, creed, gender, color or background.
- #UnitedByDonts: The first ever campaign of Benetton INDIA picked up a burning issue in the country – Women Empowerment.
The campaign connects back to the WE campaign launched by global team which highlights five areas to be worked upon for
women empowerment. They decided to pick one of the causes, which are the biggest issue in India - Non-discrimination and
equal opportunities.
- #UnitedByPlay: Products are made in the Factory but Brands are created in the Minds!
BENETTON vocally stood up against communal stereotypes and celebrated ONE FAITH this Independence Day!
- #United By Her: #UnitedbyHer was launched under the umbrella of Women Empowerment (WE) Campaign. With this, it tried
to explore the brand pillar of being SOCIAL with the strength of WE program. It gave a different dimension to Women’s Health-
talk about it & act for it.
Results Achieved
Benetton is well-known to break stereotypes through its Campaigns; one such notable campaign was #United By Donts.United By
Donts was recognized & awarded by National Awards for Marketing Excellence (under CMO Asia) in two categories-
- Best Digital Integrated Campaign
- Best Use of Social Media in Cause Marketing
Company Background
The Benetton Group is one of the best-known fashion companies in the world. It has a presence in the most important markets
in the world, through a network of about 5,000 stores. It aims to be a responsible group that plans for the future and lives in the
present, with focus on the environment, human dignity, and on transforming society. United Colors of Benetton is a clothing brand
renowned worldwide for its colors, knitwear expertise and social commitment. A blend of Italian style and global research, UCB
collections present on trend, quality outfits, in the respect of the environment and with the goal of creating a brighter future for all
humans.

HR Segment Employee Engagement Managing Director Sundeep Chugh
Industry Textiles Head - HR Vivek Mukherjee
B-25, Sector 34, Infocity, Gurugram - 122002, Haryana
Tel: 91-124-4323333
Email: hr@benetton.co.in; Website: www.benetton.com
Benetton’s Employee Value Proposition
Challenge
One of the biggest challenges last year for Benetton India Private Limited (Benetton India) was the exit of its Managing Director,
who had spent more than a decade with the organization. He had been instrumental in building the business brick by brick including
creating a strong core team. With his exit, the company anticipated that it would not only be a huge setback for the organization
internally as well as externally, but could also potentially impact the speed of decision making and the execution of business
strategies. Therefore, the company needed time to reflect back on their strategies, to strengthen and develop their internal
workforce and sustain the winning model in developing a stronger vision for the future.
Objective
The company now needed to make the transition smooth and seamless. This would help keep the morale of the employees high
and sustain the winning culture by deploying the right people engagement strategy, while adopting new measures to increase the
speed of execution.
Available Solutions
To deal with this challenge, the company had to consider revising its people initiatives, which in turn would have provided a sense
of security to the employees and further lead to boosting their morale. With the increase in stiff competition in the industry, it was
also important for the company to sustain its focus on developing multiple channels for sales and innovative styles, designs and
trends in its fashion range which would help create a positive impact in customers’ minds.
Strategy Chosen
#Connect #Co-create #Cascade #Collaborate #Communicate
The leadership team at Benetton India decided to follow a 5-pronged strategy of Connect - Co Create – Cascade – Collaborate
– Communicate, with the belief that it would help the organization thrive if they were able to Connect together as a team, Co-
create plans to ward off challenges that posed risks for them, Cascade working plans by drilling it further to the last man standing,
Collaborating through cross functional engagement to achieve the set objectives and Communicating the outcomes of initiatives.
Action Taken – Creation of Benetton EVP (Employee Value Proposition)
The Employee Value proposition was based out of 5C’s – Cost, Connect, capacity, Compliance & Capability.
Valuing employees and their contributions is at the heart of the Benetton culture. Accordingly, the company presented the following
practices and beliefs that defined its culture and the way they work:-
Benetton Unlimited:
- Smile Unlimited - stands for the recognition and appreciation that we provide for the special contributions of Benetton-ians
who have gone beyond the call of their duty to achieve important organizational goals while living our Core Values.
- Love Unlimited - signifies the care and love we offer to our employees as an employer.
- Play Unlimited - In short, it’s the less serious side to working at Benetton, a time for fun and celebration.
- Heart Unlimited - signifies living with a purpose of life beyond just professional goals.
- Reach Unlimited - stands for the freedom to reach out
- Shine Unlimited - signifies development of our employees, enabling them to grow in their careers at Benetton India

Results
- Employee Satisfaction Survey – Benetton rolled out an employee satisfaction survey to gauge the Employee Engagement
Levels; they were able to secure about 91.5% participation from all their employees. The overall Employee Satisfaction Score
stood at 4.02 (out of 5) i.e. 80.4% across all stores/counters.
- In their constant endeavor to create opportunities / platforms for people development and to sustain its culture of fair practices,
honesty and open communication, they launched a 360-degree feedback called Insight@Benetton. The overall organization
average score stood at around 8.0, which gave an indication that Benetton’s leadership was trusted and the company was seen
to be in safe hands.
Way forward
Benetton considers its mission to be to place its people before profits and community before company, and all their future initiatives
revolve around the same philosophy. Accordingly, the company strives to continue to launch and drive all its initiatives to continue
being among the top employers in the country.
Company Background
The Benetton Group is one of the best-known fashion companies in the world. It has a presence in the most important markets
in the world, through a network of about 5,000 stores. It aims to be a responsible group that plans for the future and lives in the
present, with focus on the environment, human dignity, and on transforming society. United Colors of Benetton is a clothing brand
renowned worldwide for its colors, knitwear expertise and social commitment. A blend of Italian style and global research, UCB
collections present on trend, quality outfits, in the respect of the environment and with the goal of creating a brighter future for all
humans.

HR Segment Team Mgmt & Leadership CMD Sailesh Mehta
Industry Chemicals President - HR Naresh Pinisetti
Sai Hira, Survey No. 93, Mundhwa, Pune - 411036, Maharashtra
Tel: 91-20-66458000; Fax: 91-20-26683727
Email: naresh.pinisetti@dfpcl.com; Website: www.dfpcl.com
Team Management and Leadership Practices at DFPCL
Challenge
DFPCL sought to triple its revenues over a 5-year period. However, the senior leadership in the organization was aware of the fact
that no business strategy could be executed without the right set of people who would strive to achieve the strategic business goals.
It understood that expedition of growth plans necessitated the creation of a work environment where every employee felt aligned
to the business vision, was engaged and was inspired to achieve results. Organization diagnostic studies carried out revealed that
the company needed to focus on following key aspects of culture to achieve success:
1. Creating ownership among all sections of employees
2. Clear focus on results rather on activities
3. Develop a sense of urgency
4. Moving from a commodity business to value added holistic services
5. Shift from customer focus to consumer focus
Leaders are responsible and play a significant role in steering people through challenging environment and times. With millennials
joining the workforce, it is crucial to redefine the leadership style and build a work culture that inspires all sections of employees. As
these set of people look for purpose and meaningful work, positive relationships and culture, more communication and feedback
from their managers, it is important for leaders to cultivate new leadership behaviors that would help them manage their people
effectively. As the organisation braces itself for an exponential leap, managers and leaders are required to play a key role in
developing the required mind-set and build a positive culture in the organization to help achieve the desired goals. The company
needed to work around such a challenge.
Action Taken
To build an engaged workforce and work environment that drives rapid growth, it is imperative to develop leaders through a
systematic leadership development approach. Accordingly, the company followed the following approach:-
1. Manager-ledDevelopment(LeadingourTeams):Withthepurpose
of shaping the work environment with the help of managers, the
company initiated a Manager Led Development Intervention
called “Leading our Teams”. This intervention focused on providing
tools and techniques to managers to identify and understand the
people management challenges and to adopt a leadership style
that would help them improve team effectiveness.
The company has developed and rolled out 5 modules under
Manager Led Development.
a. Accentuate the Positive: This module aimed to the leverage
the ability of leaders to influence people through day-to-day
interactions. This module focused on creating awareness
among managers on building trust based relationships with
their team members by focusing on “catching people doing
right” and redirect when mistakes occur through a systematic approach of giving feedback. This module focused on creating
a culture of appreciation in the organisation.
b. Situational Leadership: Based on the model by Paul Hersey and Ken Blanchard, this module is all about four different
leadership style and four development levels. This tool enables managers to flex the leadership style depending upon the
situation and development level of the employee.
Figure: Manager-Led Development

c. Manager as Coach: Coaching has proven to be a highly effective tool to improve individual performance by unlocking
capabilities and modify behaviors that deliver results. At DFPCL, coaching is used as a key leadership development tool that
helps managers improve performance, boost employee engagement and build high performing teams.
d. Engaging your Employees: Based upon the finding of the employee engagement survey conducted with the support from
AonHewitt, the company has adopted another module on employee engagement known as SCARF (Status, Certainty,
Autonomy, relatedness and Fairness) Model developed by David Rock.
e. Coffee with Candor: It is a fundamental rule of leadership that to lead others you need to practice frequent and open
communication. For managers, this can be best accomplished through holding regular one-on-one meetings with directs
reports. As one of the employee engagement initiatives, the company has introduced one-on-one meeting at DFPCL. Coffee
with Candor focused on frequent and dedicated interactions between the Manager-Employee to strengthen working
relationships, support performance and improve engagement.
2. Udaan, the Leadership Development Initiative: While the Manager Led Development initiatives would help build a high
performing and engaged teams, Udaan is a leadership development initiative aimed at senior levels focusing on developing the
leadership capabilities for ensuring business continuity and sustaining the growth of the organization. The initiative involves
helping senior leaders arrive at an Individual Development Plan for the year and then using a variety of methodologies –
coaching, mentoring, counselling, follow-up, tracking, etc., to ensure implementation of the same.
Sources of Inputs for crafting Individual Development Plan:
a. PRAISE (the performance management process):
b. Talent Talk (the talent management process): T
c. 360 Degree feedback:
d. Hogan Assessments:
e. Organisation Needs:
Role of the Executive Coach: An external coach is assigned to all the 45 senior leaders to support them in implementation of the
Individual Development Plan.
Process of Leadership Development Initiative: The ownership of implementation lies on the leaders whereas Manager, Coach and
HR acts as a facilitator. Based on the inputs from the above sources, each manager would arrive at his IDP and finalise the same
with his Manager and Coach.
Outcome
The company continuously introduces new modules under our Manager Led Development Intervention. The time to execute
each module is normally 2- 3 months to design and deliver the workshops across all the levels. On the other hand, Leadership
Development Intervention is a continuous learning cycle, the time frame to achieve development goals may vary depending upon
the nature of the goals but is usually between 6 – 12 months.
Company Background
Deepak Fertilisers and Petrochemicals Corporation Ltd (DFPCL) was incorporated in 1979 as an ammonia manufacturer. DFPCL has
wide range of products portfolio ranging from industrial chemicals, bulk and specialty fertilisers, farming diagnostics and solutions,
technical ammonium nitrate etc.

DHL Express India Private Limited
801, Silver Utopia, Chakala, Andheri (East), Mumbai - 400047, Maharashtra
Tel: 91-22-66789000
Email: Saurabh.dalvi@dhl.com; Website: www.dhl.com
Initiatives taken by DHL to develop people managers
DHL believes that developing people managers as 21st century leaders is the key to achieving their strategic ambitions of being an
Employer of Choice, Provider of Choice and Investment of Choice.
The company adopted a well-defined framework: the 70-20-10 which states that 10% of their people development comes through
formal training; 20% through line manager coaching and feedback and 70% through challenging assignments back at work. This
ensures a holistic approach to developing their people managers.
DHL has various development programs such as “The CIM (Certified International Program)” which is their flagship program for
developing people managers.
The objective of CIM is to develop their people managers across the business to have both the commercial acumen and understand
and embrace the ‘softer’ skills to drive their FOCUS Strategy forward; developing a culture of RESPECT and RESULT
DHL developed this CIM program for all its people managers. Currently there are 3 such programs as follows
• CIM 1 : THE SUCCESSFUL 21st CENTURY MANAGER –
This 3 day module explores 21st Century Leadership and how this approach in DHL contributes to the delivery of the FOCUS
strategy. Using the guiding principle of Respect & Results the module focuses on what 21st Century DHL Managers need to do
think, feel, say & do through motivational & developmental feedback.
• CIM 2: LIVING FOCUS
CIM 2 which is also 3 days consists of 3 sessions designed to ensure that DHL management and their teams have the skills,
knowledge and motivation to deliver on:
A. Being Insanely Customer Centric.
B. Having the Best Day Every day.
C. Driving Great Results.
Post completion of CIM 1 & CIM 2 all managers go through CIM 3
• CIM 3 - COACHING FOR SUCCESS, a Journey from Good to GREAT
This is also a 3 day module which helps its managers to understand their responsibilities as a performance Coach and create
a more enabling organization. It also helps managers to explore different styles of performance coaching aiming to make
the most of their personal coaching styles. Techniques that is focused upon include sharing motivation and developmental
performance feedback and embracing challenging conversations
CIM SUPERVISORY EXCELLENCE PROGRAM
DHL also has CIM Supervisory program which focus only on supervisors for an 18-24 month development program that consist of a
number of classroom, on-job and near job learning activities. After completion of these activities and meeting assessment criteria
participants graduate as a Certified International Supervisor.
The program consists of 2 levels:
- CIM SUPERVISORY FUNDAMENTALS
- CIM SUPERVISORY ADVANCED (LEADERSHIP EXCELLENCE)
HR Segment Training & Development SVP Express India R S Subramanian
Industry Logistics and Supply Chain Vice President - HR Sunjoy Dhaawan

Key Initiatives under 70% learning framework are
a) RAPID - Role Advancing Program through Internal Development
RAPID is a development opportunity for an employee to receive exposure outside one’s comfort zone. It involves stretch
assignments arising out of vacancies or leave replacements. The programme duration spans 3 to 12 weeks is done on-the-job
without guarantee of promotion, automatic selection to the job, and change in grade, increment or bonus.
b) The International Exchange Programme (IE)
It provides next generation leaders with the opportunity to expand their skillset and gain international management experience.
As part of this programme, participants are given stretch assignments to meet the stated objectives. Eligible employees work
either on a short-term project or in a non-permanent position for durations between 3 to 6 months in another country.
c) First Choice: 6 Sigma Approach
It enables employees to work with cross-functional teams or to manage teams of people with diverse backgrounds working
together to achieve common goals. The First Choice programme is based on the DHL philosophy of building customer loyalty
through process excellence.
Key Initiatives under 20% learning from people are
a) 360 PROFILOR: It provides individuals with insight on a variety of perceptions regarding his/her capabilities within the context
of the DPDHL Core Competency model. It collects and consolidates feedback from a variety of sources (self, managers, peers,
direct reports, internal customers and others), in the form of a questionnaire that is based on the ‘fully meets behaviours’
component of the DPDHL Core Competencies for executives.
b) Employee Opinion Survey Action Planning: The Employee Opinion Survey (EOS) action planning initiative aims to gauge the
employee perceptions of their people managers. This provides the managers with inputs to formulate their own developmental
plans.
Key initiatives under ‘10%’: learning through training
a) E-learning (my Talent World): The classroom training sessions are complemented with e-learning modules. DHL has a robust
e-learning platform called my Talent World, which contains over 1,000 modules covering a vast spectrum of functional, business
and self-development skills.
b) Initiatives for future people managers: The DHL philosophy is to groom and develop employees from within the organisation
and to help them successfully transition into leadership roles.
SUSTAINING THE EFFORTS
DHL follows the two guiding principles of ‘Respect’ and ‘Results’, which focus on delivering great results without compromising on
respect (for people, the environment and regulations).
All the managers maintain a People Managers Goals sheet and are evaluated on parameters such as employee engagement, active
leadership, strategy and learning and development. Results are also measured using DHL’s core competency framework for people
managers.
EFFECTIVENESS
DHL uses different performance metrics to measure the effectiveness of each of the initiatives/programmes implemented such as:
1. Pre- and post-assessments of the leadership programmes:
2. Facility Scorecard:
3. People metrics to help assess the effectiveness of the people development initiatives:
OUTCOME
As a result of these initiatives, DHL has seen tremendous growth in all areas of the business. Revenues have gone up and market
share has increased. One of the major challenges that most of organizations face is attrition. But DHL has successfully beaten this
problem. Between 2012 and 2015, the attrition rate reached at an all-time low of 6 % as compared to the industry rate of 17–18%.
There have also been clear changes in the way managers are communicating with the employees. Employees have even become
more open to feedback and discuss it willingly; conversations are not emotionally driven or biased.
Company Background
DHL Express India Private Limited (DHL) was incorporated in 1979 to provide solutions for logistics needs such as Air Freight, Project
Cargo, Sea Freight, Contract Logistics etc. DHL is present in over 220 countries across the globe with a workforce exceeding 340,000
employees. DHL is part of the world’s leading postal and logistics company Deutsche Post DHL Group.

Encore Capital Group
Plot no. 28P, Sector 44, Gurugram - 122003, Haryana
Tel: 91-8774454581
Email: siddharth.nagpal@mcmcg.com; Website: www.encorecapital.com
Encore Talent Management Framework
Encore follows an ‘Inside-Out’ approach to leadership development philosophy for holistic development of people. The company
has created unique practices for leader development which include Executive coaching, Internal mentoring programs, cognitive
workshops, and 360 degree feedback; in addition to skill based trainings.
An outcome of this philosophy is a unique program called Management Development Program (MDP). It is a series of cognitive
workshops that enable people to realize their true potential while helping them to be authentic and vulnerable with their feeling
while interacting with each other.
The program has three dimensions - Personal Excellence, Interpersonal Excellence and Leadership Excellence. It focuses on the
softer elements of human psyche – Emotions, and manifests in many ways:
• Personal – Personal experiences shared by people; decrease in anger levels, able to work on their fears – fear of public speaking,
fear of authority figures, etc.
• Professional – People have shared how the workshop helped them increase their managerial courage, their ability to call out
issues with colleagues and peers, challenge seniors and supervisors in large meetings/ forums.
• Spiritual – During the course of follow-up sessions, people have shared how they have started practicing meditation and
breathing techniques to stay calm, composed, ‘centered’. Also running, swimming, talking a walk - helped them in their quest
to become spiritually better
• Social – People have been able to resolve long standing issues with friends, relatives and have shed past baggage to move on.
• Gift of Feedback – It encourage the gift of feedback. In a Hot Seat session, an employee as the recipient, while his/her peers,
colleagues, seniors and juniors give him candid and authentic feedback in a non-threatening environment.
Encore Talent Management Framework
Talent Management Framework centers around nine leadership competencies that it believes are critical to its success in the
changing business environment. The 4 key pillars of Encore Talent Management Framework are:
Encore Leadership Competency Framework
Encore Leadership Competency Framework is the foundation of entire Talent management framework and it establishes a common
understanding about excellence and expected leadership standards among people. The 9 Encore Leadership competencies are:
HR Segment Talent Management CEO Manu Rikhye
Industry Financial Services Vice President - HR Ajit Singh

Connect with consumer• Strategic agility• Leading change•
Innovation• Global business perspective• Developing others•
Drive for results• Winning with inclusion• Influencing others•
Encore Talent Development Architecture: Encore strongly believes in empowering people to discover their true potential to help
them develop in their current roles and to meet emerging and existing organizational needs.
Portfolio Approach to Development: Encore believes in 70:20:10 principles for talent development, wherein 70% of development
happensthroughexperienceandexposure,while20%happensthroughlearningfromothersthroughfeedbackandrelationshipsand
while10%happensthroughformalclassroomeducation.In2016,ithasmadesignificantprogressonanumberofTalentDevelopment
initiatives under the campaign “Plan > Learn > Succeed”, created in support of broadening our leadership capabilities.
Learning Through Experience and Exposure: The company has introduced two programs viz., Encore Emerging Managers Program
(EEM) and Project Horizon. EEM helps people effectively progress on their career path. This is a significant program that focuses
on developing the tenured workforce in operations for various leadership roles in the organization. The participants get exposure
to various functions of the organization - L&D, HR, Quality, MIS, etc. to gain deeper insights of the working of these departments.
The Horizon program provides a platform for talent to move laterally across functions in secondment roles ranging from 9 months
to 18 months. The employee on secondment also brings in diverse perspective to the host function and contributes with ideas for
improvement and innovation. People who successfully complete their Horizon roadmap are typically given growth opportunities in
higher level roles.
Learning Through Feedback and Relationships: This consists of Global Mentoring Program, The Global Women Mentoring Program,
and Executive Coaching. The Global Mentoring Program is to establish a mentoring relationship that will provide one with an
opportunity to realize both professional and personal development goals, as well as enable our organization as a whole to internally
develop successors for critical risk roles. The Global Women Mentoring Program is designed to provide women managers a platform
to reach out to women leaders globally for guidance and rich mentoring conversations. Executive Coaching is an intense high touch
program where the mentee receives regular developmental feedback and seeks counsel on professional as well as personal issues
that may be causing challenges to him/her.
Learning through Education: In 2016, Encore offered Global Leadership Development programs on leadership and managerial skills
to its employees through in-classroom sessions, webinars and online learning modules.
1. Leadership Development
• Principles of Leading Performance (PLP): It is a foundational leadership course at Encore for all people managers and is
based on Situational Leadership. It enables managers to maneuver through various situations at work to groom their team
members as per their competencies and skills.
• Continuous Improvement Plan (CIP): Under this program, it periodically assesses and certifies its frontline managers on
their technical and functional knowledge along with their coaching skills.
• Synergy People Manager Workshops: Synergy is an annual event that places 350+ people, including all frontline managers
and the leadership team, under one roof to reflect on the year gone by and discuss the organizational prioritizes for the
upcoming year.
Personal Development
Encore offer variety of trainings on personal development such as:
• Self-Motivation: The program focuses on exploring and identifying your inner power and makes it work for you in every sphere
of life
• Elements of SOUND: It provides training on voice modulations. It had a score of 90% on post training implementation on
calls.
• Business English Classes: It focuses on professionals who need the linguistic tools to interact effectively in a business
environment.
• Back to School - Education Assistance Program: Encore supports people who wish to pursue further education. The program
offers reimbursement of tuition fees up to 50% or ` 100,000/-
Company Background
Encore Capital Group (Encore) was incorporated in 2005 in India to provide debt management and recovery solutions for consumers
across a broad range of assets. It purchases portfolios of consumer receivables from major banks, credit unions, and utility providers
and work toward financial recovery.

HR Segment Talent Management Managing Director & CEO Amitabh Chaudhry
Industry Insurance Sr. EVP & Chief HRO Rajendra Ghag
HDFC Standard Life Insurance Company Limited
12th & 13th Floor, Lodha Excelus, N .M. Joshi Road, Mahalaxmi, Mumbai - 400011, Maharashtra
Tel: 91-22-67516666/9930115924
Email: gargin@hdfclife.com; Website: www.hdfclife.com
HDFC Standard Life leaning forward to the future through talent management
Challenge
Since the opening up of the insurance sector in 2001, the industry has become a competitive market from a monopolistic one. There
is enhanced penetration, increased coverage of lives/property, more customer–friendly products, and rapid growth of multiple
channels (agency, bancassurance, broking, direct, corporate agency, etc.), broader reach and continuous entry of new players.
The massive boom in the insurance sector, coupled with cut-throat competition and ample opportunities made it tough to attract
talented individuals leading to erratic attrition trends. It is therefore, imperative to have a well-defined talent management strategy
focused on keeping critical people engaged and prepared to evolve the size, composition, deployment, and focus of the workforce
quickly and effectively.
On the leadership development front, the key challenges being faced by the company are include identifying future leaders,
preparing identified leaders for the future and lack of competency based leadership development.
Assessing the talent for future leadership
To develop an understanding of talent requirement to support future growth while still engaging existing talent today, the Talent
Management team collected insights through in-depth interviews with the executive committee to determine the current state of
affairs and future talent requirements. The team also studied best practices for high potential development and retention across
industries.
The results revealed the following:-
• Business direction and requirements for HDFC Life.
• Desired future state and talent requirements.
• Create a long-term plan to help create a talent pipeline.
• Identification of monetary and non-monetary rewards and programs to develop, engage and retain talent.
Adopting the most robust approach
HDFC Life adopted a 2 step approach for identifying, reviewing & developing senior leaders:
• Talent Identification & Review
• Talent Development
It focused on aligning leadership development with organizational strategy and growth plans by identifying behaviors needed to
execute the strategy. In order to identify the behaviors, data was gathered through various sources like interviews with leadership
at various levels like MD, Head HR, Senior Management, VPs and AVPs.
It adopted a formal high potential identification process where 200 senior leaders are reviewed and categorized into different talent
segments with a differentiated reward and retention strategy for each talent segment.
It launched Potential Review Program as an approach to succession planning for AVP & above levels where individual assessment
and feedback process is done by Managing Director and CEO. It involves around 15 Man-days of our Managing Director and Executive
committee.
High potentials identified through the process undergo a holistic development programme which involves education through
leadership development programmes at world class management institute, exposure through a mentor mentee programme and
experience through stretched goals.
The retention strategy of high potential employees includes a combination of monetary and non-monetary rewards like ESOPs,
vertical growth, cross functional exposure and active interaction with senior management.

Illustration of how senior leadership is placed in the 9 box Performance and Potential Grid:
Talent Category What do the categories mean?
Step Up High potential, significant contributors, higher role consideration, structured intervention for career development
Broaden Laterally Extremely valuable in current role, new and challenging opportunities will be offered
Continue Consolidation Employees in this talent category can be provided larger roles over a period of 12 to 24 months. In the meanwhile they are expected to
further consolidate / strengthen themselves in their existing roles (which may have been recently broadened)
Stay in the Job Relevant contributor, key performers and are expected to further augment their performance
Too Soon to be Rated Not enough time spent in the role for them to be rated and will be observed for potential and performance in future
Review Fit Action plan for bridging performance issues, demonstration of performance improvement necessary
Actions Taken
Talent Identification and Review
The leadership development programme in HDFC Life was developed through a continuum of steps which include:
• Identifying critical leadership competencies.
• Identify current and potential leaders within the company.
• Developmental interventions for different talent segments.
• Evaluation of effectiveness of interventions through reviews.
HDFC Life uses the Potential Review Process (PRP) to assess and develop the current leadership bench strength in alignment of the
business needs of the organization. It has identified high potential leaders within the band of VPs and AVPs.
Under this process, each employee is reviewed by a Panel consisting of members of the executive committee. The review outcomes
are in the form of a Talent Rating and individual developmental feedback for the employee. Since July 2011, HDFC Life has completed
5 cycles of PRP process.
The key steps involved in the potential review process are as follows:
• Self – Evaluation
• Superior Review
• HOD Signoff
• CXO Forum
• Creation of individual feedback report
• Communication of potential rating
Talent Development
Subsequent to the Potential Review Process, a selected group of senior leaders are sent for Leadership Development program
–Zenith. The programme is customized to address individual development need and also covers business context. The design of
these workshops is in alignment with best in class learning practices and key principles of Andragogy. Principle of 70:20:10 are
adhered to provide a perfect blend of Experience, Exposure and Education.
Post the workshop; the leaders are encouraged to translate their learning to performance through action learning projects or
stretched goals / assignments.
PRP and Zenith is a year long process with the action learning process/stretched goals in place.
Outcome
In the FY 2015-16, 200 employees were evaluated
• Out of which 17 i.e. (8.5% of the total Senior Leadership population) were categorized as step-ups who were promoted and
were given higher roles and responsibilities.
• In last 24 months there has been 0% attrition of senior leaders who were identified as high potentials through Zenith.
Company Background
HDFC Standard Life Insurance Company Limited (HDFC Life), incorporated in 2000, offers a range of individual and group insurance
solutions. It is a joint venture between Housing Development Finance Corporation Limited (HDFC) and Standard Life PLC.
Its product portfolio comprises solutions, which meet various customer needs such as Protection, Pension, Savings, Investment and
Health. The company currently has 37 retail and 8 group products in its portfolio, along with 9 optional riders catering to the savings,
investment, protection and retirement needs of customers.

HR Segment Training & Development CEO Avjit Mitra
Industry Retail Chief – HR & Org Learning Shalini Vohra
Infiniti Retail Limited
701 & 702, 7th Floor, Kaledonia, Sahar Road, Andheri (East), Mumbai – 400069, Maharashtra
Tel: 91-22-67613600
Email: rukhshana.balsara@infiniiretail.com; Website: www.croma.com
Infiniti’s strategy towards Training & Development
Challenge
Infiniti faced the issue of competent sales workforce to cater to the growing requirements of personalized services to the customer.
It was found that the customers expected the sales personnel to know the technical details about the product, comparison of the
product with its competitors, products in best quality at best price, market update about the products among various other things.
In order to convert the potential customer into a winning proposition, it was essential for the sales personnel to have sound and
updated knowledge on the products and categories augmented with flawless service to enrich customer experience. To meet with
the changing dimensions to become a ‘service’ retailer, it was critical to bridge the existing competency gaps.
Strategy adopted
Infiniti held meetings with various stakeholders to come up with a strategy of developing a comprehensive program to equip the
sales associate with all the required skills to have an impact on overall sales experience.
The comprehensive program design which includes enhancing the selling skills like need identification, suggesting relevant solutions,
closing techniques, etc. which would impact not only customer experience but also conversations i.e. higher sales, was crucial in
creating a stronger buy in from the stakeholders.
The program designed is immersive three day sales process training - SALES STAR - around Croma’s ‘GUEST’ philosophy. This is
developed and deployed covering more than 3200 (till date) of the front line staff across zones.
The program is designed in close coordination with the Operations team to ensure that the key stakeholder inputs were catered
too.
Actions Taken
The entire initiative had a three pronged approach –
• Development and dissemination of new Sales Process Training
• On the Job Training and Monitoring
• Ongoing Review and Feedback
The objectives of sales training was defined according to the role of the executives:
• Customer Service Specialist (CSS) and Assistant Department Manager (ADM):
o Define the Sales Process at CROMA
o Demonstrate the complete sales cycle by using the Sales Process
o Customer profiling basis types defined on the sales process
o Suggest relevant products to customers basis identified customer types
o Suggest appropriate accessories to provide a complete solution
o Effectively close sales
• Store Manager (SM) and Assistant Store Manager (ASM):
o Define the Sales Process at CROMA
o Support the CSS by using the Sales Process as required
o Supervise the sales process-cycle and evaluate effectiveness of the CSS / ADM

o Proved remedial feedback to employees faltering on the sales process
o Conduct training sessions to refresh the Sales Process for their store staff
The training was imparted to the personnel through:
• Scenarios – Video based learning (reflective)
• Role Plays
• Narratives
• Case Study
• Learner Hand outs
• Written assessment on the sales process
The program ended with a mandatory certification assessment (after 1 month for existing staff and 2 months for new hires). It gave
60% weightage on Product Knowledge and 40% on service attitude. The company contracted with the vendor to conduct a 5 day
training for its Learning & Development team so as to up-skill them to deliver the program to the company staff.
Till date the L&D team has trained and completed certifications for more than 3000 staff from the stores. This is an ongoing process
as new hires keep joining as per business need. However, the program ensures the new hires are able to deliver consistent in store
experience to its customers.
Outcome
The impact of the intervention was clearly evident in its Net Promoter Score (NPS), which moved from a score of 20% at the
beginning of the year to 42% in March for FY 15-16.
Anotherindicatoroftheinterventionhavinganimpactwasthemysteryauditscoreson‘Welcome’and‘ProductSelectionExperience’
which moved from 47% to 68% in FY 15-16.
Apart from these, the company received several e-mails from the customers as positive feedback appreciating the in-store
experience.
Even the stakeholders appreciated the impact as it proved the conversions of potential customers in FY 15-16 even in the face of
stiff competition from the digital channels and credited this to the enhanced in store experience.
Company Background
Infiniti Retail Limited (Infiniti) was incorporated as a 100% subsidiary of Tata Sons in 2005. It is a chain of electronic retail megastores
that deals in categories like Digital Gadgets, Entertainment Solutions, Cameras & Accessories, Home Appliances, Cooking & Kitchen
Appliances, etc.

HR Segment Performance Management Managing Director Jaideep Devare
Industry Insurance Head - People Development Nikhil Save
Mahindra Insurance Brokers Limited
Ground Floor, Sadhana House, 570 – PB Marg, Worli, Mumbai – 400018, Maharashtra
Tel: 91-22-66423800; Fax: 91-22-24915894
Email: kumar.ashwini2@mahindra.com; Website: www.mahindrainsurance.com
Mahindra Insurance Brokers’ ‘Magnificent Comeback’ Initiative
Challenge
MIBL firmly believes that employees are its most valuable assets. The consistent high performance of its employees plays a vital
part in helping the company achieve its ambitious growth targets. The employees of the company are constantly met with stretched
targets in a challenging business environment. In recent years, however, the company observed a small dip in the performance of its
newly hired employees and witnessed an increase in variation of performance levels of all employees in general. This was a cause
of concern which demanded immediate and significant attention.
Objective
The company needed to come up with an initiative which would improve the performance and productivity level of underperformers
by providing them with the resources, guidance and incentives that could motivate them to make a good comeback. Also, it was
important for the company to let its employees know that it had faith and stood by its employees, even in times of failure.
Available Solutions & Strategy Chosen
The management brainstormed and deliberated on various possible solutions. It decided to adopt a multi-pronged approach which
involved a performance improvement plan (PIP) and that encouraged performance feedback and dialogue on a regular basis. There
also needed to be a rewards & recognition In order to address this issue, the company developed the ‘Magnificent Comeback’
initiative. This initiative aimed to improve the performance and productivity levels of the selected under-performers by providing
them the necessary resources and guidance. In addition, the company incentivized them by rewarding these employees.
Action Taken
Given the general view of the society to focus only on the survival of the fittest, the company decided to adopt a contrarian
stance. They believed that the underperformers too can be transformed into high performing employees. The company believed
in their employees and continued to stand by them in times of their failures. In this manner, the company displayed their faith and
confidence in their employees. The company embedded a culture of providing second chances to its underperformers, in order to
enable them to perform better.
In order to enable underperformers to transform themselves, the company developed a multi –prong approach i.e. Implement
Performance Improvement Plan (PIP) and encourage Performance Feedback & Dialogue on quarterly basis. This was implemented
in addition to the reward and recognition strategy. The development of these programs developed and implemented a unique
practice focused on improving performance, and the initiative was recognized as ‘The Magnificent Comeback’.

The company formally published the Standard Operating Procedure for this initiative to MIBL world in order to institutionalize
the initiative. During quarterly performance reviews, team leaders were responsible for identifying employees who were unable
to perform at their expected levels. Post a series of reviews, the team leaders identified the three factors that directly influenced
an individual’s performance. They were people, processes, and technological support. The employees scoring below 30% in their
defined key responsibility areas were put on a Performance Improvement Programme (PIP). This program was spread across
3-months aimed to arm employees with resources and management support, as per the need of the hour. Through this, the teams
and the organization as a whole are able to ensure that employees that are unable to perform during a particular quarter did not
feel left out or overlooked. The programme consisted of rewards that played as performance improvement incentives.
Outcomes
This process saw the involvement of internal stakeholders committed for employees’ performance improvement, the respective
reporting manager, team leader and HR process owner played a critical role to create a supportive environment to enable the
selected employees.
The practice of giving the underperforming employees a second chance and helping them was rewarding for both, the employees
and the organization. Mahindra Insurance Brokers employs more than 800 employees. The company has supported 24 employees
through the programme out of which 15 of employees were reported to have made comeback and improved their performance and
recorded a spike in productivity by up to 125%.
Company Background
Mahindra Insurance Brokers Limited (MIBL) is an 85% subsidiary company of Mahindra & Mahindra Financial Services Ltd. The
company provides direct insurance broking for Corporate and Retail customers and offers a range of products for the Non-Life and
Life segments. In addition, MIBL also offers value-added services like Risk Management / Audit which include risk inspection and
gap analysis, and portfolio management which includes claims handling. Its Life Insurance retail products cover Children’s Plans,
Endowment, Money Back, Retirement Plans, Term, Unit Linked Plans and Whole-Life Plans. The Group Policies include Credit Cover,
Employees Term Cover, Gratuity and Superannuation. Under the Non-life Insurance category, Personal, Industrial, Commercial,
Social and Liability products are available.

HR Segment CSR & Employee Welfare Director Vijay Shah
Industry Glass & Ceramics President Corporate HR & Group IR S K Raijada
Piramal Glass Limited
Piramal Tower Annexe, 6th Floor, Peninsula Corporate Park, Off Worli Naka, Lower Parel (West),
Mumbai - 400013, Maharashtra
Tel: 91-22-30466980; Fax: 91-22-24908824
Email: meenu.bhatia@piramal.com; Website: www.piramalglass.com
Piramal Glass’ Key CSR Initiatives
Challenge
Piramal Glass believes in contributing to and working with the society in devising ways to create sustainable opportunities for
growth and employment. Accordingly, the company gives a lot of importance to its CSR initiatives. However, the company began to
observe several challenges when it came to monitoring and executing its CSR initiatives, such as:-
• Inadequate clarity on government schemes and projects, resulting in duplication of initiatives
• Apprehension and resistance of communities towards company’s initiatives
• Over-expectation of communities
• Lack of participation of youth and women community members in employment programs
• Dearth of good and suitable NGOs with accredition
• Dearth of skilled volunteers to work at grassroot levels for project implementation
• Delays in securing NOCs from competent authorities
• Lack of effective and transparent monitoring mechanisms
• Inadequate engagement and skill development of women groups
• Lack of availability of trainers and resources in remote villages, etc.
Action Taken
Piramal Glass has first assessed the requirements of the community residing around the Jambusar plant. The company then
considered multiple options to support local communities, underprivileged, workmen and their families. The options considered
include construction of roads, farming, providing employment and providing of quality food. Broadly, following steps were followed
for undertaking CSR initiatives:
• Regular interactions and detailed discussions with community and village panchayats were held to understand specific needs
and the concerns of the community
• The company engaged professional consultancy firm to conduct need assessment survey
• CSR initiatives were identified with the help of NGOs and local government authorities. CSR Projects were identified and
undertaken taking into accounts their impact, sustainability and scalability
Government Course for Empowering Women
The company started a 6 months government certified stitching course in collaboration with MS University of Baroda for women in
nearby villages of the plant. The objective of this was to empower women as an individual wage earner and improve standard of
living in general. Piramal Glass, in addition to arranging for the venue of classes in the village, also provided drinking water facilities,
machine facilities, notebooks, etc. to women who have enrolled for this program. Through this initiative, the company has trained
230 women of different villages from Below the Poverty Line (BPL) level with a 6 months government certified course. The initiative
resulted in 75% of these women buying sewing machines on loan and taking orders for garment making, 5% have got jobs in Small
Scale Industry and 2% have got employment in tailoring units. The company also organized exhibition after the completion of course
in the Jambusar plant where many employees of the company bought self-made handcrafted products made by these women.
Skill development program for ‘school drop outs’
Piramal Glass also initiated a skill development program for ‘school drop outs’ in collaboration with the M.S. University of Baroda,
scheme of MHRD- Government of India, New Delhi. The team of employees participated in this initiative to provide employment

to local youth and satisfy manpower needs of the organization for the next 2 years. Various experts from the glass industry have
trained 143 school drop-outs in 4 batches. Employees who participated in the initiative were rewarded with the appreciation
certificate by the M.S.University of Baroda.
Besides several other initiatives, the company also assists differently-abled children by providing primary education to them. Piramal
Glass also supported these children to participate in the ‘Khel Mela’ organized by the Gujarat Government.
Education
• Government certification
course for stitching
• Skill development program for
'School drop outs'
•Computer literacy, Donating
Computers to the local schools
Women Empowerment
•Tailoring/ embroidery classes,
Khattawork ,Zardosi work
•Diya & Candle Making &
Decoration
•Rakhi Making, Jewelry Making
•Pickle making and Sharbat
Making
•Parlor Classes, Hair Style
classes, Mahendi Training
•Fabric painting, Sand Painting
Special Projects
•Adoption of 3 anganwadis
• Adoption of differently abled
childern
•Project for Specially abled
children
•Joy of Giving Celebration
Outcome
The company associated with different NGOs and involved many employees for participating in various CSR initiatives for ensuring
sustainability of these activities. This has helped company reaching out to far more villages for its community supporting activities.
Total number of beneficiaries through CSR initiatives of company has increased from 290 in 24 projects in 2009 to 1850 beneficiaries
in more than 40 projects in 2015-16.
Company Background
Piramal Glass Ltd (Piramal Glass), formerly known as Gujarat Glass Pvt Ltd, was formed in 1984 when Piramal Group acquired the
company. In 1990, it became a division of the Nicholas Piramal India Ltd. In 2008, Gujarat Glass Ltd was re-listed and during the same
period it acquired its present name. Presently, the company is a part of the diversified Piramal Group and is engaged in delivering
glass packaging solutions for the pharmaceuticals, specialty foods & beverages (F&B) and cosmetics & perfumery (C&P) industries
& services. The company operates manufacturing plants across India, US and Sri Lanka.

The Tata Power Company Limited - Strategic Engineering Division
No: 42, Off Saki - Vihar Road, Andheri (East), Mumbai - 400072, Maharashtra
Tel: 91-22-67513600; Fax: 91-22-67513638
Website: www.TataPowerSED.in
Tata Power SED’s DISHA program
Challenge
Tata Power SED has traditionally focused on turnkey solutions by organically building defense sub-systems products in-house and
then integrating all such subsystems to provided integrated systems to Indian defense. However, the recent developments by the
Government of India’s reforms such as over 50% foreign direct investment (FDI) in defense meant that foreign competitors such as
Raytheon, SAAB, Lockheed Martin and other defense players are keen in entering the Indian market. In addition, the government’s
push to increase manufacturing in India through its ‘Make in India’ campaign, coupled with the increasing drive to open up the
defense sector to private investments has witnessed array of Indian power houses such as Reliance Defense, Mahindra Defense
Systems, and Bharat Forge among others are all in the race to set up defense design centres in India and address India’s defense
needs. These developments pose a threat to Tata Power SED as their skilled manpower could be poached with ease by these
competitors and lead to potential brain drain in the company.
The defense products and systems life cycle extends over fifteen years which include the product development life cycle of three
years, followed by two years of field testing, warranty support for another five years and then technology refresh of seven years to
protect the system from going obsolete. These products involve the applications of multi-disciplinary competencies such as power
system, embedded applications, hardware design, mechanical packaging etc. which are all integrated into one system.
An estimated 69% of Tata Power SED’s employee strength (total Employee Strength for SED is 874 officers) are GEN-Y and 63% of
this population have recorded a tenure of 0-5 years at Tata Power SED.
The results of these employee engagement surveys brought to light that GEN-Y engineers desired purpose in the work that is
allocated to them and also wished to have quick deployment of their designs through products. They further indicated that the
decision making process in the organization was slow and the eight year cycle time from design to manufacturing to deployment
was demotivating for them.
The discontentment among the employees was evident two-fold. The attrition rate of employees in the critical department such
telecom products, electronic hardware, software, mechanical design etc. which in excess of 25% and the retention of HI-POTS (high
potential employees) had dropped to 90%. This was an alarming cause of concern. The failure to address this pressing concern was
estimated to have catastrophic impact on the growth of the company.
Strategy Adopted
The company developed DISHA to address the pressing challenges faced by them. DISHA is a Human Process Lab where in simu-
real activities are conducted to help employees reflect and realize that strong will and not just skill is more important to arouse
the emotional motivation and to seek actions to align activities considering the achievement imagery, thereby performing effective
execution of functional activities aligned to the business strategy. It is also linked to action item aimed to bring about mind-set
change as perceived in the business strategy workshop to drive the cultural transformation at Tata Power SED.
Objectives of the DISHA program are:
1. To enable the participants to internalize the concept and process of achievement motivation and there by adapt to varying
audience and ambiguous situation.
2. To internalize the concept of achievement syndrome and its application with performance.
3. To raise the ability for motivational intervention for growth.
The company aims to enable its employees achieve internal success by harnessing DISHA and create a culture of excellence in the
company. Achievement motivating training has been one of the most important inputs in developing individuals as an enterprising
person. The experience delivered through conducting a human process lab to drive culture of achievement motivation, besides
HR Segment Cultural Transformation CEO Rahul Chaudhry
Industry Defence Head – HR Shyam V Iyer

increasing need for achievement in execution also helped them develops coping ability, tolerance to ambiguity and influencing
capability.
The positive factors which are critical for demonstration of achievement motivation drive are:
• The Achievement Theme is to help employees perform an activity and then reflect on their individual goal setting in that
activity.
• Assess if they have considered moderate risks in defining the measures where the hope of success is more than fear of failure
and the results can be attributed to skilled efforts that is actually demonstrated in the activity.
• Reflect on whether the goal setting considered the following:-
o The skill level of the individuals
o The strengths of teams
o Dominant need for seeking stretched targets considering past data points of both self and the competitor’s with suitable
assumptions, risks and constraints.
The mindset change was most vital requirement for Tata Power SED. The changing competitive landscape and changes in polices
have demanded a need to evolve. The company would evolve from a turnkey one stop solution provider (earlier practiced in
Tata Power SED) for over a decade with focus on specialized system and products, to deploying a platform strategy where by the
company and other innovators co-create products leveraging on competencies of multiple service providers as well as partners
to build the business eco-system at large. The proposed internal development would enable the company to diversify into new
markets like railways, solar and renewable energy solution by leveraging its multi-use competencies and using platform as strategy,
co-developed with its innovators.
The pilot batch of DISHA was conducted with fourteen employees which included senior leaders and cross functional groups of
employees. Since then, the company has conducted three batches of DISHA in Mumbai and the company has chalked out plans to
introduce DISHA to its other locations as well.
Outcomes
The DISHA program helped the company achieve the following outcomes:-
• Decline in attrition rate from 17% in FY15 to 8% in FY16.
• Retention of HI-POTS improved from 90% to 96%.
• Improvement in the satisfaction scores in employee engagement surveys.
• Improvement in execution of project delivery.
• Patents filed increased from 5 to 12 over the last 12 months.
Tata Power SED has ambitions plans to retain its position in the increasingly competitive Indian defense space and foray into new
industries. The company aspires to transform itself into a 15,000 crore company by 2022. Therefore, it is vital for the company to
retain its diverse talent in order to drive growth. The introduction of DISHA is expected to enable the company to achieve its goals
and continue to be an exemplary institution.
Company Background
The Tata Power Company Limited - Strategic Engineering Division (Tata Power SED) is engaged in the design, development,
production, integration, supply and life-cycle support of mission critical defense systems of strategic importance. The company has
a dedicated R&D center in Mumbai and a production center in Bengaluru.

HR Segment Managing Diversity CEO Rahul Chaudhry
Industry Defence Head – HR Shyam V Iyer
Tel: 91-22-67513600; Fax: 91-22-67513638
Tata Power SED Women Employees Empowerment Program
Challenge
Tata Power SED has traditionally focused on turnkey solutions by organically building defense sub-systems products in-house and
then integrating all such subsystems to provided integrated systems to Indian defense. However, the recent developments by the
Government of India’s reforms such as over 50% Foreign Direct Investment in Defense meant that foreign competitors such as
Raytheon, SAAB, Lockheed Martin and other defense players are keen in entering the Indian market. In addition, the government’s
push to increase manufacturing in India through its ‘Make in India’ campaign, coupled with the increasing drive to open up the
defense sector to private investments has witnessed array of Indian power houses such as Reliance Defense, Mahindra Defense
Systems, and Bharat Forge among others are all in the race to set up defense design centres in India and address India’s defense
needs.
Additionally, employee engagement surveys at Tata Power SED brought to light the fact that women employees wanted to see
purpose in the work being allocated to them and desired to have quick deployment of their designs through products. They felt that
decision making process in the organization was slow and the eight year cycle time from design to manufacturing to deployment
demotivated them. The high attrition rate was a cause of concern for the organization critical department such telecom products,
electronic hardware, software, mechanical design, etc.
Options Available & Strategy Adopted
The senior management at Tata Power SED expressed their desire to groom 17% of the women work force to play a significant role
in driving business results by being change agents. They wanted the women in the organization to move out of their comfort zone
and embrace the change to drive the business imperatives.
Women are emotionally well balanced, have high drive of achievement, and motivation to handle uncertainty with ease were
attributed as some of the strengths by the company. The desire to watch women excel was also aligned with the objectives set forth
by the Chairman of Tata Group.
Tata Power SED’s has a head count of over 800 employees. Around 17% of the total workforce of the company comprises women.
Therefore, it is critical for the company to manage this significant portion of talent. Reducing the attrition and increasing the
retention of critical talent is a major challenge faced by the HR team of Tata Power SED. The failure to arrest attrition and improve
retention would result in reduce organic growth, operational delays, and brain drain in the company. Thus, the company devised
plans to enable the women in the company realize their full potential and not be discriminated.
The company has undertaken several measures to empower its women employees. The company introduced Peak Performance
Leadership Program designed especially for their women employees. The company envisions an increased women participation in
its new leadership batches. The company has arranged training sessions for women employees using Neuro-Linguistic Programming
Techniques. The company has introduced special recruitment drives organized for specifically hiring women candidates. The
company supports employee efforts to become an entrepreneur. The company has in-house programs aimed at developing
entrepreneurship amongst women. The selected women employees in the company were given training on NABL certification
to leverage on competency required for setting up EMI/EMC Lab. Furthermore, a list of high potential employees were identified
during the annual appraisal and were given training in the Advance Development Centre to prepare them for taking up challenging
roles. In order to increase the human capital of the company and build leadership competency, the company also sponsors select
women employees to pursue Executive MBA from prestigious business schools.
In addition, to having programs aimed for women development, the company also provided intangibles aimed to empower the
women in the organization and enable them to have a work life balance. The company brought professional counselors on board

to aid women employees with their professional and personal issues. The company has a Placement Recommendation Policy to
support women grows on their job. The company has flexible work hours and work from home policies in place. Personalized notes
of appreciation are sent to women employee recognizing their outstanding performance.
TATA POWER SED
Diversity & Inclusion
Best Practices
Outcome
The successful implementation of programs catered for women has paid high dividends for the company. The strength of women
workforce has increased from 17% to 20% now in FY16-17. The retention of high potential women employees dropped to 90% in
FY16 and is steadily improving towards 100% in FY17. Furthermore, the number of women employees promoted to managerial
work level was 6% of the total women workforce population.
Tata Power SED has ambitions to transform itself into a 15,000 crore company by 2022 and retain its position in the increasingly
competitive Indian defense space whilst foraying into new industries. Retention of talent is critical for a company with such huge
aspirations. The introduction of programs aimed at educating, empowering, and strengthening its women workfare will prove as an
asset for the company in the way forward.
Company Background

HR Segment Talent Management CEO Anil Khera
Industry Media Head HR Ajaya Kumar
Videocon d2h Limited
1st Floor, Tech Web Centre, New Link Road, Oshiwara, Mumbai - 400102, Maharashtra
Tel: 91-22-44555000
Email: siddharth.sawant@d2h.com; Website: www.videocond2h.com
Videocon d2h’s Talent Management Program
Challenge
Many of the company’s employees have been with them since inception. With business achievements, there were many personal
achievements for employees. They have grown professionally and personally at a fast pace, however, with the stabilization of the
business and the industry the growth rate has also slowed down. This has made Talent Management a major challenge.
The company needed to create an employee customer connect to keep a tab on the pulse of their customer’s needs. As the business
is driven through sales channels, keeping and maintaining this connect became increasingly critical and difficult. The company places
a lot of emphasis on engaging employees, making their work fun, trying to create interesting elements, and adding motivational
dimensions to day-to-day activities.
As the company continued its journey of sustainable growth, it sought to hire, retain and develop its leadership bench and a highly
skilled and diverse workforce.
The company’s talent base is spread across the following:-
1. Corporate Function
2. Technical and R&D Functions
3. Manufacturing Facilities
4. Sales & Distribution Function
5. Customer Service Function
As the company expanded, it sought the need to create and maintain an inclusive environment and to facilitate career growth of its
employees. The objective was to build a pool of employees that could take the organisation towards a brighter future.
Objective
Videocon d2h follows a six stage HR framework, with each supporting a distinct business objective with suitable interventions having
a direct correlation with organisational outcomes. The HR framework is based on an underlying philosophy that the most important
aspect of engaging employees is work satisfaction and in order to do this, the job in itself should be both interesting and challenging,
while at the same time giving an opportunity to employees to develop themselves professionally as well as personally.
Step 1: Acquiring
Since it puts a lot of emphasis on talent acquisition, Videocon d2h follows a very stringent hiring process right from manpower
planning to recruitment. Talent Acquisition is conducted in a way that meets the following objectives:-
Manpower Planning and Recruitment• Involvement of functional teams for the right fit•
Comprehensive manpower planning to ensure proper planning of roles• Employee referral for cultural fit•
Competency-based selection for the right role fit• Regular trainee hiring for custom-trained manpower•
Step 2: Directing & Connecting
The company believes in a smooth transitioning for new joiners, who arrive with lot of enthusiasm and positivity. The endeavour is
to ensure that the positive vibes are sustained throughout the employee’s journey in the organisation. Accordingly, the following
initiatives were rolled out:-
a. HR Operational Excellence: The “HR Operational Excellence” initiative covers two aspects, on-time completion of all operational
activities as per pre-defined schedule and fulfilment of all HR services as per certain set standards defined as “Excellence

Quotient” (EQ).
b. HR Induction and Orientation: When a new employee joins an organisation, he comes with a lot of excitement, enthusiasm,
energy and ideas. Through the orientation program, the company works at helping the employee maintain his level of
excitement, enthusiasm and energy. The company also sought to provide a platform for new employees to share new ideas and
suggestions in their areas of expertise. Based on the feasibility and business impact of such ideas, best ideas are implemented
post business validation.
Step 3: Engaging
A lot of credit for the company’s talent retention goes to its employee engagement and development initiatives. The company
follows a very unique engagement philosophy in which the endeavour is to make day-to-day work interesting and exciting by
understanding and tapping the following aspects.
• What makes employees tick?
• What are the factors/elements that get them going?
The following initiatives were implemented to engage employees at the psychological level:-
1. HR MITR: “HR MITR” endeavours to make work interesting and challenging for the employees by helping them identify
interesting dimensions of work. It aims to promote more involvement in work, identifying opportunities for experimentation
and creating & implementing innovative ideas.
2. HR SAMPARK: The company rolled out an innovative initiative called HR SAMPARK, which is a combination of acclimatisation,
training and engagement of frontline employees towards achieving customer delight and improving NPS scores.
Step 4: Developing
Learning & Development identifies areas where employees can be engaged through interesting, engaging and exciting knowledge
sharing, enhancement and interactive initiatives that cater to the functional, attitudinal and behavioural aspects of employees’
work areas.
L&D Goals: Innovation, Elevation and Improving Net Promoter Score (NPS)
L&D Strategy: Innovatively using work content for Engaging and developing employee, helping employees to implement element
of experimentation.
Step 5: Enhancing
Ever-increasing competition and market pressures made it critical for the company to address the requirement of leadership
talent to take the organisation towards a brighter future. As a result, the company introduced initiatives to create and maintain an
inclusive environment and to facilitate career growth of its employees. The objective was to build a pool of employees that could
take the organisation towards a brighter future. One of the key initiatives to address this was called “Next Up”, which was designed
to facilitate succession planning. It is a key leadership development initiative to help identify key talent/potential employees in the
organisation who could be trained, groomed and monitored for future leadership roles.
Results
The company’s programs and initiatives yielded favourable results. It was able to reduce non-productive gestation period in
processes. An atmosphere of new idea generation was promoted. Higher goal achievements began to be seen. The employee
turnover level was also seen to have improved. SLAs were reduced.
Way forward
Through these employee engagement initiatives, different insights were gathered that led to keen interest being taken by the
management as is evident from the following
• Investment of ` 45 lakh in the e-learning platform; development of LMS (Learning Management System) and e-learning
modules
• Training for sales and service capability building across all the four zones covering 23 circles in India in order to improve the
employee –customer connect and thus customer referrals (Net Promoter Score); taking the per day cost to ` 8,000.
Company Background
Videocon d2h Limited (Videocon d2h) is one of the fastest growing DTH service providers in India. It offers over 570 channels and
services, including 45 HD channels and services. It has also launched India’s first 4K Ultra HD DTH channel. Other offerings include
wireless DTH headphones, radio frequency DTH remote and a 1,000 GB HD DVR, constantly redefining the TV viewing experience.

Recruiting
HR Segment
Industry
HR Segment
Industry
Somany Ceramics Limited
F-36, Sector-6, Noida - 201301, Uttar Pradesh
Tel: 91-120-4627900
Website: www.somanyceramics.com; Email: hr@somanytiles.co.in
Career Development through IJPs
Career development and overall progress are amongst the key targets for any employee and modern day organisations make sure
that they offer growth prospects to its employees. Somany Ceramics too undertakes such initiatives through Internal Job Posting
(IJP). Under this initiative, the required vacancies are analysed and talent from within the organisation is given preference. The HR
invites internal applications on open job positions from growth seeking employees of Somany, who are aspiring for a challenging
role to prove their potential and passion.
Company Background
Somany Ceramics Ltd (Somany Ceramics) was incorporated in the year 1969. The company is engaged in the manufacturing and
marketing of tiles. It’s a complete solutions provider in the home interior segment offering wide selection of tiles including; ceramic
wall and floor, polished vitrified tiles, glazed vitrified tiles, digital tiles & sanitary ware and bath fittings as well as tile laying solution.
The company operates two manufacturing units in Kadi, Gujarat and Kassar, Haryana. Additionally, it also operates six units of
associates/subsidiary companies and some more contract manufacturing units. These units have are generating a production
capacity of 41 mn sq. mtrs annually. It markets its products under the brand Somany, and also exports to countries across Europe,
Middle East, Asia and Africa.
Career Prospects Executive Director GG Trivedi
Glass & Ceramics Vice President - HR B Sebastian
One Indiabulls Center, Jupiter Mill Compound, 841, Senapati Bapat Marg, Elphinstone Road, Mumbai - 400013
Tel: 91-22-43567000
Email: shweta.honagudi@adityabirla.com; Website: www.abfl.com
Accelerating the Newbies
On-Boarding program is the key for employee engagement, attraction and retention, which in turn leads to enhanced productivity
and efficiency. Aditya Birla Finance has an extended hand-holding program for the new comers in a program called ‘Accelerate’,
which is a detailed and documented program with specific action triggers from 0-180 days of the employees joining. Instead of
a three-month long induction program, the company observes it for a total of six months to ensure the employee’s seamless
transition into his job role. Periodic feedback from the new recruit and the immediate line manager is also taken during the period
so that any issues being faced by them can be discussed and ironed out. Results on key milestones achieved by the new recruits are
collated, which helps the HR to set right any process lapses / inefficiencies.
Company Background
Aditya Birla Finance Ltd. (ABFL) is a non banking financial company, which provides specialized solutions in the fields of capital
market, corporate finance, mortgages, and infrastructure finance in India. Capital market solutions include finance for investments
in primary and secondary markets, and for liquidity requirements. Corporate solutions offered include finance for working capital
needs of SMEs, and mid-corporate and large corporate clients. Other than this, the company offers mortgage solutions, and project
and structured finance solutions to infrastructure, core, and emerging sectors.
On-boarding process CEO Rakesh Singh
Financial Services Head - HR Sujatha Sudheendra

Recruiting
HR Segment
Industry
HR Segment
Industry
InterGlobe Enterprises, Block 2B, Ground Floor, DLF Corporate Park, Phase III, Gurugram - 122002, Haryana
Tel: 91-124-4352200
Email: sanjeev.vaid@interglobe.com; Website: www.interglobe.com
InterGlobe’s innovative recruitment process empowers employees
InterGlobe is a well-established and fast growing Indian conglomerate with a strong focus on the travel industry. The company
has been in operation for close to three decades and has a strong culture. It is vital for the company to have new employees who
are well assimilated with the culture. The lack of acceptability of new hires in the company was a challenge faced by InterGlobe.
Therefore, InterGlobe developed a system wherein the inputs of the employees are considered in recruitment process for external
hires. In this process, the candidate would be interviewed by his potential reporting manager, reportees, and team members, in
addition to the HR team. The candidates selected through this process are reported to receive quicker and higher acceptance. In
addition, this process has translated to employees feeling empowered as they have a say in the recruitment process. The company
has experienced increased productivity and improved work environment post the implementation of this new process.
Company Background
Established in 1989 and headquartered in Gurugram, InterGlobe Enterprises Ltd (InterGlobe) is a conglomerate with 126 offices
across 59 cities globally. The company has over 20,000 professionals across businesses. The company has presence in the civil
aviation, airline management, travel commerce solutions, IT and BPM services, hospitality, advanced pilot training and aircraft
maintenance engineering.
Recruitment Managing Director Rahul Bhatia
Travel & Tourism Head – HR Harish Gandhi
Liberty Videocon General Insurance Company Limited
10th Floor, Tower A, Peninsula Business Park, Lower Parel, Mumbai - 400013, Maharashtra
Tel: 91-22-67001313
Email: prasun.aachharyya@libertyvideocon.com; Website: www.libertyvideocon.com
Liberty Videocon has a special focus to ensure they recruit only the right candidate
Liberty Videocon firmly believes that the strength of an organization lies in its employees. In addition to the necessary qualifications
andexperiences,thecompanyplacesimportanceontheattitudeandvalueofcandidatewhilerecruiting.Othercompetenciesthatare
sought in an ideal candidate are leadership, commitment, solution orientedness, and enthusiasm. The company can be competitive
and maintain a lean and flat organization provided they are selective in their recruitment. To demonstrate unadulterated passion,
being technology oriented, willing to voice their opinion, willing to take ownership of their role, are collaborative, performance
driven, and process oriented are the factors which form the recruitment philosophy of Liberty Videocon General Insurance. The
recruiters of the company are focused in evaluating job fitment i.e. to evaluate whether the intersection between an employee’s
strengths, experience and the requirements of the particular job and work environment - match or not. In addition to job fitment,
importance is placed on assessing whether the candidate will fit well within the culture of the organization. Personality assessment
tests are conducted to evaluate the candidate and their fitment.
Company Background
Liberty Videocon General Insurance Co Ltd (Liberty Videocon) is a joint venture between the Videocon Industries Ltd and Liberty
City-State Holdings PTE Ltd, a group Company of US headquartered Liberty Mutual Insurance Group. The company started its
operations in India in 2013.
Recruitment CEO Roopam Asthana
Insurance Country Head - HR & Operations Jayesh Sampat

Recruiting
HR Segment
Industry
HR Segment
Industry
NCC Limited
NCC House, Survey No. 64, Near Durgam Cheruvu, Madhapur, Hyderabad – 500089, Telangana
Tel: 91-40-23268888; Fax: 91-40-23125555
Email: mukesh.senapati@nccltd.in; Website: www.nccltd.com
NCC’s multi pronged approach focusing on team leadership, special recruitment drives and converting sub-staff into regular
rolls
Recruitment is a major challenge for any organization especially in the infrastructure industry as it directly impacts the successful
execution of projects. NCC also faced a similar issue when it was awarded with Defense Projects of Government of India in Arunachal
Pradesh and it was difficult to mobilize the right manpower for such remote projects as these places lack connectivity in terms of
transportation, communication, market area etc. To fight this challenge, NCC adopted a multi pronged approach under which it
chose project managers with proven track record of excellent people management skills to lead such projects and also converted
some sub-staff with desired qualifications & experience into regular rolls. Further, NCC also conducted recruitment drives at various
locations of north & north eastern parts of India to select candidates with desired qualifications, experience & capabilities especially
for these projects. Other initiatives taken by the company were employee referral, special allowances to employees, special project
leaves and flight tickets for employees amongst others. By adopting the multi pronged approach of recruiting the right talent, NCC
was able to timely complete the prestigious defense projects of Government of India.
Company Background
NCC Ltd (NCC) is engaged in the infrastructure sector and undertakes turnkey EPC contracts along with BOT projects on PPP basis.
The company undertakes these projects in the areas of building & housing, roads, water & environment, electrical, irrigation, power,
metal and mining.
Recruitment Managing Director AAV Ranga Raju
Construction Executive Director AGK Raju
Motilal Oswal Financial Services Limited
Motilal Oswal Tower, Junction Of Gokhale & Sayani Road, Prabhadevi, Mumbai - 400025, Maharashtra
Tel: 91-8879670895
Website: www.motilaloswalgroup.com
Competency based hiring
With a view to hire the right employees for the right role, MotilalOswal introduced a competency framework for the organization,
which defines competency required for every role in the organization. The candidates are assessed based on these competencies.
The company has defined behavioural competency for individual contributors, managers and manager of managers at different
levels. Both the behavioural and technical competency of a candidate is assessed during the interview on the basis of which they
are hired. To enable the assessment of competency the company has introduced various tools like online interview assessment and
Behavioral interviewing (BEI) training.
Company Background
Motilal Oswal Financial Services Ltd (Motilal Oswal) was incorporated as a stock broking company but has evolved into well
diversified firm offering a range of financial products and services. The group comprises of companies providing services such
as Private Wealth Management, Retail Broking and Distribution, Institutional Broking, Asset Management, Investment Banking,
Private Equity, Commodity Broking, Currency Broking, Principal Strategies and Home Finance. The company’s diversified client base
includes retail customers (including High Net worth Individuals), mutual funds, foreign institutional investors, financial institutions
and corporate clients.
Recruitment Chairman & MD Motilal Oswal
Financial Services CHRO Sudhir Dhar

Recruiting
HR Segment
Industry
HR Segment
Industry
Omega Healthcare Management Services Private Limited
No; 33, NAL Wind Tunnel Road, Murugeshpalya, Bengaluru – 560017, Karnataka
Tel: 91-80-41557333
Email: Guruvayurappan.V@omegahms.com; Website: www.Omegahms.com
Omega’s ‘Bring In Buddy’ Initiative for recruitment
Employees are the foundation of a successful business, but identifying them is challenging in the current competitive business
environment. An employee referral program will always help the cause with a higher strike rate. An employee referral program (ERP),
whereby employees recommend qualified friends, relatives or colleagues, can be an excellent source of candidates. Thus Omega
used the initiative “Bring in Buddy” offering access to passive job seekers — qualified talents who have not signaled willingness to
move. The company has seen and maintained a healthy strike rate in hiring through ‘Bring in Buddy’, ERP of Omega. There has been
consistent increase in the hiring through ERP for the company.
Company Background
Omega Healthcare Management Services Pvt Ltd (Omega), an offshore provider of healthcare outsourcing services, was incorporated
in 2004. They specialize in medical billing, coding, accounts receivable management, and other healthcare related services.
Recruitment CEO & Co-Founder Gopi Natarajan
IT / ITeS Vice President - HR Guruvayurappan P V
Paayas Milk Producer Company Limited
4th Floor, Atlantis Tower, Near Amrapali Circle, Vaishali Nagar, Jaipur – 302021, Rajasthan
Tel: 91-141-4202101
Email: jayendrachaturvedi@paayasmilk.com; Website: www.paayasmilk.com
Paayas’ recruitment initiatives helped in closing 145 open positions within 3 months with healthy source mix of 90 % non cost
hiring and 10% cost hiring
The biggest challenge faced by a farmer owned start up especially dairy sector is attracting right talent. Paayas also faced the
similar issue and tried to create effective rural sourcing channel for massive field hiring as initially the company required 3,000
people to commence operations with a massive procurement target of collecting 5 lakh litres per day. To deal with the recruitment
issue, Paayas considered solutions like walk-in advertisements, social sites, professional sites, consultancy recruitments, pamphlet
distributions,posters,banners,roadshows,employeemapping,andcampusplacementsamongstothers.Paayasimplementedthese
solutions by dividing positions in three categories viz. regular employment, contractual employment and advisory role. Further, 85%
hiring was performed through non cost sources, 5% of technically qualified candidates through consultant recruitment and naukri
sourcing and 10% hiring of fixed term candidates through consultants and posting of job on Naukri portal. These recruitment and
talent acquisition initiatives helped in closing 145 open positions within 3 months with healthy source mix of 90 % non cost hiring
and 10% cost hiring.
Company Background
Established in 2012, Paayas Milk Producer Co Ltd (Paayas) is producer owned, professionally managed enterprise which provides
its members round-the-year access to the marketplace. The company procures milk only from its members, process it and then
provide animal nutrition products and milk & milk products. Presently, the company has its operations in 8 districts of Rajasthan.
Recruitment Chief Executive Officer Ratan Kumar Singh
Dairy Products Head - HR Jayendra Chaturvedi

Recruiting
HR Segment
Industry
HR Segment
Industry
Atria Convergence Technologies Private Limited
# 1, 2nd Floor, Indian Express Building, Queens Road, Bengaluru – 560001, Karnataka
Tel: 91-80-42884288; Fax: 91-80-42884200
Email: shefali.mohapatra@actcorp.in; Website: www.acttv.in
ACT’s Train, Develop and Build a Pool of Manpower Strategy
Being an Internet Service Provider, ACT is required to provide high quality services in quick time. Hence, there was a need for highly
skilled network engineers, which was a challenge due to non-availability of technically trained manpower with high customer focus
and right behavioral skills, and high turnaround time for hiring. ACT, therefore, adopted a strategy of “Train, Develop and Build a
Pool of Manpower”, for which a Skill development Center was set up in FY15. Course content was developed with help of functional
managers and functional trainers were hired. Trainable candidates were identified at colleges, training institutes, etc., assessed for
their communication, technical and certain behavioral skills and sent for on-the-job training along with existing network engineers.
Candidates meeting certain criteria were finally on-boarded. Through the program, the number of network engineers on-boarded
stood at 216 in FY16 and at 181 in a span of 7 months in FY17.
Company Background
Atria Convergence Technologies Pvt Ltd (ACT) was incorporated in 2000 and deals with in-home entertainment, education, and
interactive services provider in India. Based in Bengaluru, the company has a presence in Karnataka, Andhra Pradesh, Telangana,
Tamil Nadu and Delhi. The company provides Triple Play Service catering to nearly 1.9 million homes, which includes Fibernet
(internet over fiber optics) Digital TV and HDTV. ACT also offers broadband on optic fiber and Fiber-To-The-Home technology that
can carry vast amount of information at speeds of up to 1 Gbps.
Talent Acquisition Managing Director Sundar Raju
Telecommunication Chief People Officer (Head – HR) Shefali Mohapatra
Asahi India Glass Limited
5th Floor, Tower B, Global Business Park, Gurugram – 122002, Haryana
Tel: 91-124-4062212; Fax: 91-124-4062244
Email: naveen.yadav@aisglass.com; Website: www.aisglass.com
Asahi India focus on campus hiring in Talent Acquisition Process
The biggest challenge for a company is hiring appropriate skilled manpower on time for a particular job profile. Asahi India faced
a similar issue of hiring right talents within a stipulated timeframe. The company also faced challenges of meeting the critical
requirements within a short span of time with exclusion of the companies present in the No Poaching list. To deal with the issue,
the company focused on campus hiring to fill up the junior and mid positions which may arise in the near future. Further, Asahi
India also took great care in properly defining KPIs and KRAs and following a systematic process of hiring to improve the outcome
of the process. To increase the quality of hire index, several levels of screening like aptitude test, psychometric analysis, and
personal interaction with heads were being conducted. To make this process effective, weekly discussions were held with every
hiring manager for ongoing positions to bridge the communication gap. Further, Asahi India adopted recruitment methods like
headhunting, mapping, etc to hire best talent. With the help of this talent acquisition process, the company is able to close the
positions in the required time without risking critical positions.
Company Background
Established in 1984, Asahi India Glass Ltd (Asahi India) is amongst the leading integrated glass solutions company with a significant
presence in automotive glass and architectural glass segments. AIS provide end to end solutions right from manufacturing of glass,
processing, fabrication and installation services.
Talent Acquisition CHRO Devarshi Deb
Glass & Ceramics

Recruiting
HR Segment
Industry
HR Segment
Industry
Bajaj Corp Limited
221 Solitaire Corporate Park, 151 M Vasanji Road, Chakala Andheri (East), Mumbai – 400093, Maharashtra
Tel: 91-22-66919477; Fax: 91-22-66919476
Email:Rahul.jhingan@bajajcorp.com; Website: www.bajajcorp.com
Acquiring the Right Talent
Bajaj Corp expends a lot of effort to ensure the right candidate is hired for the right job, for which it implements a meticulous and
systematic process. The potential candidate is assessed on a number of parameters to ensure fitment and smooth integration in
the job role and responsibilities. Apart from core competencies and skills, the company also looks for traits of commitment and
longevity in potential candidates. The company also seeks to provide career progression and job enrichment opportunities to its
top and valued employees. Bajaj Corp Ltd. is dedicated to assisting employees to achieve their professional goals through internal
promotions and cross business opportunities, in a fair and transparent manner. Through internal job postings, employees can apply
for any open job across the organization. The employee referral scheme also helps in sourcing suitable talent through references.
In addition to this, the company undertakes a management trainee program intended to enrich the pool of middle managers who
have the potential to become future leaders. The company also conducts campus recruitment from premier colleges.
Company Background
Bajaj Corp Ltd (Bajaj Corp) is in the manufacture and sale of hair care, skin care and other personal care products in India. Its product
portfolio includes hair oils, soaps, creams, face wash, face scrubs, face packs and tooth powder.
Talent Acquisition Managing Director Sumit Malhotra
FMCG Vice President – HR Subhamay Chatterjee
Tel: 91-8774454581
Encore’s Single Touch Hiring Process in acquiring talent
Like every organisation, Encore also believes that talent is the key factor to drive business results and creates an inclusive & diverse
culture across the organization. For talent acquisition, the company follows single-touch hiring process at entry-level driven by the
cross-functional experts. Further, to make the process effective, periodic calibration between Talent Acquisition team and Operations
takes place which helps the team to update themselves on the changing business needs and adapt to the new environment.
This helps the company to reduce the hiring cycle time and improves recruiter efficiency. Encore also encourages referral culture
which result in additional earning potential for Encore Capital and 25% contribution to lateral hiring through referral channel.
The company follows various pre-joining and post-joining practices for integrating new hires in the organization which includes
pre-hire orientation, leadership speak, site tour, engagement plan, buddy program and culture & engagement session. All these
talent acquisition measures and process helps the recruiters to deliver better business results and hire twice as much as other
organizations with similar talent needs.
Company Background
Talent Acquisition Chief Executive Officer Manu Rikhye
Financial Services Chief Operating Officer Anupam Arun

Recruiting
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L’oreal India Private Limited
A – Wing, 8th Floor, Marathon Futurex, N.M Joshi Marg, Lower Parel, Mumbai - 400013, Maharashtra
Tel: 91-22-67003000; Fax: 91-22-67003160
Website: www.loreal.co.in
Talent Acquisition Strategies at L’Oreal
Scouting talent for marketing profiles has increasingly become difficult and required a game changing approach. How can the
company attract and engage young talent who are digitally savvy and seek new experiences? L’Oreal’s mission was to be the most
attractive employer in India for young talent and hire the best millennial minds in marketing from our partner business schools.
The company used gamification and leveraged digital mediums for attracting, engaging and spotting talent. It introduced
BRANDSTORM in India which is an innovative and strategic real time global marketing case study competition and falls as part of the
employer branding and recruitment strategy of the L’Oreal Group. Each year it reaches out to over 6000 students from top business
schools and globally around 15000 students register for the competition. India has had a stunning track record at this competition
globally. The company has hired a total of 22 young marketing talent since year 2009 with a retention of more than 90%.
Company Background
L’oreal India Pvt Ltd (L’Oréal), has been present in India as a wholly owned subsidiary of L’Oréal S.A. since 1994. L’Oréal has presence
in all distribution channels with 15 brands, available in mass market channels, hair and beauty salons, selective distribution and
pharmacies. L’Oréal India employs over 1,600 people across four regional offices, including at its two manufacturing facilities in
Pune (Maharashtra) and in Baddi (Himachal Pradesh), its Research and Innovation facilities in Mumbai.
Talent Acquisition Managing Director Jean-Christophe Letellier
Cosmetics Head Human Resources Mohit James
Tel: 91-22-67613600
Enhancing the customer experience by re-structuring the people strategy.
Infiniti faced the challenge of converting the potential customer into a winning proposition because of lack of knowledge of the
product by the front staff. Thus, it became imperative for the organization to hire competent staff at front-line to understand
the needs and requirements of the customer. To meet this challenge, entire People Strategy was re-looked to revise the existing
competency metrics and introduce a new competency structure which incorporated the service attributes, skills and experience
required for all store staff. It formed talent acquisition team to revisit all the processes to make it more robust and effective.
This resulted in introduction of new processes like Competency Based Interview, Selection Process, Interview Assessment Sheets,
Compensation based on role and city, Hiring Validation process, Tracking & Monitoring hiring numbers on weekly basis, etc. It also
introduced online tests and behavioral interview to identify the right candidate for the job. It associated with Skill Development
Institutes to impart training in Retail Skills and Customer Service. This resulted in improvements in terms of increase in the Induction
Batch scores, Decrease in Attrition % and Increase in “Voice of Customer’’ and ‘’Mystery Audit”.
Company Background
Appliances, etc.
Talent Acquisition CEO Avjit Mitra
Retail Chief – HR & OL Shalini Vohra

Recruiting
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NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC’s focus on team’s capacity building, internal references and head hunting to build talent pipeline
Building the talent pipeline both internally & externally is very challenging in the Infrastructure Industry and NCC also faced a similar
challenge of hiring and building a talent pipeline especially at the senior management level. To tackle this problem the company
planned to hire the new talent in critical positions and make the successor ready for any unforeseen challenges. NCC conducted
various Capacity Building Programs for different functional teams to develop the capacity of team members in terms of functional,
technical, analytical skills etc which prepares the company with the next level of high performing employees who can man the
position if any senior level position is vacant due to resignation, retirement or any other reason for separation. The company also
focused on Internal References which reduced the cost of hiring as well as enhanced performance of the employees. For senior
level hiring, NCC has a dedicated team which focuses on the head haunting from the same or related industry. By adopting these
above approaches, NCC achieved a minimum percentage of attrition at top level and also saved in terms of hiring cost of new talent
at that level.
Company Background
metal and mining.
Talent Acquisition Managing Director AAV Ranga Raju
Prabhat Dairy Limited
D-37/4, TTC Industrial Area, Turbhe, MIDC Thane Belapur Road, Navi Mumbai - 400705, Maharashtra
Tel: 91-22-41287700
Email: tanmay.parikh@prabhatdairy.in; Website: www.prabhatdairy.in
Unique synergy model involving business partners for acquiring right talent
An effective supply chain system, with adequate skilled manpower is amongst the key growth drivers for any food processing
company. Prabhat Dairy was looking forward to hire frontline staff with combination of skills set of ready stock & order booking sales
channel. The company observed certain specific limitations of acquiring the right talent under options of poaching, approaching
consultants and newspaper advertisement. Hence the company designed a 3 point strategy that involved; approaching E-Commerce
delivery boys & courier company boys with 2-wheeler license, seeking references from key customers and retailers; and setting
internal benchmark. An internal team involving Sales Officers + ASMs + HR Business Partner (HRBP) were made, in addition to
pitching loyal customers and training 2 existing salesman and a few other people. The HRBP drove the repo through real time minor
successes with larger group and encourage others to have confidence for potential success. The synergy model was run for a period
of four months and as a result the company was able to build up the team of 50+ people with on ground actions.
Company Background
Prabhat Dairy Ltd (Prabhat Dairy) was incorporated in 1998 by the Nirmal family. The company is an integrated milk and dairy
products company engaged in producing fresh, dry, frozen, cultured and fermented dairy products, including pasteurized milk,
flavoured milk, sweetened condensed milk, ultra-pasteurised or ultra-high temperature (UHT) milk, yoghurt, dairy whitener,
clarified butter (ghee), milk powder, ingredients for baby foods, lassi and chaas. The company operates two manufacturing units at
Shrirampur and Turbhe, Navi Mumbai. It caters to both institutional as well as retail customers.
Talent Acquisition Joint MD V Nirmal
Dairy Products GM-Group HR I Singh

Recruiting
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Religare Finvest Limited
D3, P3B, District Centre, Saket, New Delhi - 110017, Delhi
Tel: 91-124-6180326
Website: www.religarefinvest.com
RFL’s renewed recruitment drive enabled it to achieve its growth targets
The company primarily operated via indirect channel sales partners. This was a cause of concern for the company as it led to higher
dependency on third party contractors and higher new business acquisition costs. Furthermore, the continued use of indirect
channel sales partners resulted in weaker brand awareness and limited opportunities to understand customer needs. Therefore,
the company focused on driving growth by intensifying direct sales channels. The challenge presented by the new focus of the
company resulted in hiring new direct sales personnels within six months in order to avoid hampering the business targets of the
organization. The company perused a balanced mix of sourcing recruits from industry academia, campus hiring, employee referrals,
and placement agencies. The company achieved its target of recruiting the planned personnel within the stipulated timeframe and
within budget. All these efforts enabled the company achieve its volume acquisition targets.
Company Background
Religare Finvest Limited (RFL), a subsidiary of Religare Enterprises Limited (REL), is a NBFC focused on financing SMEs. With a wide
network of branches, RFL is committed to providing capital to power the growth of the SMEs. The diversified suite of lending
solutions include: - SME Mortgage Loans, SME Working Capital Loans, and Short Term Trade Finance.
Talent Acquisition Managing Director & CEO Kavi Arora
Financial Services Director & Head – HR Ashish Anand
Tel: 91-120-4627900
Attaining new joiners interest through INFOBITES
Talent acquisition and retention are crucial for an organisations growth and success. It is equally important for any organisation to
understand the learning anxieties of any new joiner and to make them comfortable and familiar with the organization culture and
practices. Keeping this in mind, Somany Ceramics has a pre-joining learning treat called INFOBITES. INFOBITES is a unique learning
experience which starts even before an employee joins the company, and provides an opportunity for new hires to learn as much
as they want before formal new hire orientation starts. A copy of INFOBITES is sent to all new recruits which mainly involves, self-
learning modules and reflects upon the essential information and facts. This new initiative has helped the new joiners start off with
a positive state of mind, and has helped retain their interest and address any related concerns.
Company Background
Talent Acquisition Executive Director GG Trivedi

Recruiting
HR Segment
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HR Segment
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Tel: 91-22-67513600; Fax: 91-22-67513638
Sourcing Talent through Referrals
Given the nature of the industry the company operates in, procuring talent with the right skill-set is a huge challenge. The company
introduced an incentive-based referral system wherein employees refer highly skilled potential candidates, who otherwise would
not apply through traditional channels. As a result of this scheme, the company was able to cut down recruitment costs by nearly
six times besides cycle time for closure of recruitment positions also declined. Additionally, by sourcing technically competent
candidates, the cycle time for advance development projects also improved, which in turn brought about other efficiencies in the
operations process.
Company Background
Talent Acquisition CEO Rahul Chaudhry
Defence Head – HR Shyam V Iyer
WNS Global Services Private Limited
Gate no-2, Plant 5, Godrej & Boyce Complex, LBS Marg, Vikhroli (W), Mumbai – 400079, Maharashtra
Tel: 91-22-40473101
Email: ajay.sharma3@wns.com; Website: www.wns.com
Re-engineering the recruitment process at WNS via RAFT (Recruitment Aided by Fresh Technology)
WNS reported hiring numbers as high as 12,000+ employees every year. The company was facing several issues in the existing
recruitment process such as time consuming follow up & administrative activities, database management on MS excel tracker
and manual intervention, conversion of hard copy resume to soft copy by manual data entry, lack of standard assessment
procedure without any feedback capturing mechanism. Thus, it became essential for the company to revisit and re-engineer the
entire recruitment process. WNS adopted a 3-tier approach viz., Establishing a Sourcing Center of Excellence (CoE), Revisiting and
improving processes / Implementing Technology-based hiring, Leveraging Technology. WNS focused on hiring through cost effective
channel and hence technology was leveraged to integrate the recruitment solution with social media platforms like Facebook &
LinkedIn helped to contact and hire passive candidates. WNS launched E-Recruit and Tablet hiring app tool. The company also
launched Co Cubes Online Assessment test to assess a candidate’s aptitude, grammar, analytical skills, openness, emotional stability,
conscientiousness, agreeableness and extraversion. This process re-engineering helped the company to improve on its central
candidate database, source mix, candidate satisfaction, online assessment, candidate experience, and recruiter efficiency.
Company Background
WNS Global Service Pvt Ltd (WNS) was established in India in 1996 as a subsidiary of WNS (Holdings) Limited. WNS offers BPM
services catering to travel, BFSI, manufacturing, healthcare and other industries.
Talent Acquisition Group CEO Keshav Murugesh
IT / ITeS Chief People Officer R Swaminathan

Santa Fe India
T: +91 99 606 028 90
E: vishal.agarwal@santaferelo.com
www.santaferelo.com
IMMIGRATION
SERVICES
MANAGEMENT
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SUPPLIER
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PROJECTIONS
TENANCY
MANAGEMENT
VISA
ASSESSMENTS
AND
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DESTINATION
SERVICES
MOVING
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ASSIGNMENT
MANAGEMENT

Living
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Accelya Kale Solutions Limited
1st Floor, Sharda Arcade, Pune - Satara Road, Pune – 4110377, Maharashtra
Tel: 91-22-67693700; Fax: 91-22-66793717
Email: vardayini.sharma@accelya.com; Website: www.accelyakale.com
Making the Most of 4Es
Accelya endeavors to make work interesting and exciting for its employees. As a result, the company initiated employee-engagement
programs with a view to create a dynamic work environment that provides professional and competitive opportunities with the
right mix of play and work. Initially these programs were implemented as a pilot program for a smaller batch of employees and
based on the feedback received, changes are made to improvise the program every year. The company adopts an employee-centric,
E4 approach of Enroll, E-Process, Engage and Enhance. The first step is to enroll or induct a new candidate into the organization;
next is to provide efficient support services and online resources and tools to the employee through E-processes. The next step
is to Engage through communication, collaboration and rewards & recognition programs. Finally, the employee needs to be given
opportunities to learn and develop his skills through various training modules, coaching and mentoring activities. The company
conducts a host of fitness and wellness programs as well as sports activities for its employees and their families.
Company Background
Accelya Kale Solutions Limited (Accelya) is part of the Accelya Group, a leading solutions provider to the airlines and travel industry.
Formerly known as Kale Consultants Limited, the company became part of the Accelya Group in 2011. The company provides
the following financial services – revenue accounting, audit & revenue recovery, card management, miscellaneous billing, F&A
processing and decision support. The company has more than 200 airline customers and has presence in 8 countries worldwide.
Employee Engagement Managing Director Neela Bhattacherjee
IT / ITeS Head, Human Resources Rahul Kulkarni
Ajuba Solutions India Private Limited
12-02, Tidel Park, 4 Canal Bank Road, Chennai – 600113, Tamil Nadu
Tel: 91-44-30640410; Fax: 91-44-30680430
Website: www.ajubanet.net
Ambuja Solutions’ C-Strategy in Employee Engagement
Ajuba Solutions believe that employee engagement is a two way commitment and communication between the employee
and management. Ajuba Solutions begins employee engagement by carving out a clear job description which helps in actively
engaging a potential hire and help converting them into an enthusiastic joiner and then engaged employee. The company follows
the C-strategy for engaging the employees. Under First C-Connect, it engages employees in forums such as Svasth, CSR, Shakti,
ICONS, ERT, Wonders and Bhojan. Under Second C-Communication, Ajuba Solutions encourages its employees to directly meet
the top management to have a chat with them and to share their views. Under Third C-Cheer, the company organizes rewards and
recognition programs such as annual day, team outing, team kitty, wall of fame and intranet portal, for recognition of employees.
Under Fourth C-Career, the company organises various training and programs for employees such as LEAP, Leadership Development
Program, Managers Development Program, Workshops and Seminars. And lastly under Fifth C- Control & Care, it provides work and
life balance to employees by providing flexi work hours, extended maternity/ paternity leaves, health insurance etc. All these helped
employees of the Ajuba Solutions in believing that they can make a difference in the organization and increased their confidence.
Company Background
Established in 2001, Ajuba Solutions India Pvt Ltd (Ajuba Solutions) is amongst the leading provider of revenue cycle outsourcing
servicestohealthcaresystems,hospitals,academicmedicalcenters,durablemedicalequipmentsuppliers,andbillingandreceivables
management companies.
Employee Engagement Founder & Group CEO Tony Mira
IT / ITeS Director – HR & Administration Hema Parikh

Living
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Apeejay Surrendra Park Hotels Limited
17 Park Street, Kolkata - 700016, West Bengal
Tel: 91-33-40049000; Fax: 91-33-22494000
Email: sguin@theparkhotels.com; Website: www.theparkhotels.com
Celebrating Employees
The Park Hotels launched an exclusive program that dedicates one week of the year to all its team members across all the hotel
locations. The program, which was celebrated in October 2016 for the first time, is meant to express gratitude to the hotel employees
for their continuous support and contribution, and to cheer them and instill in them a sense of happiness. Named as the ‘Get-Set-Go
Week’, it gives an opportunity to celebrate, appreciate and recognize teams through various fun activities such as quiz competitions,
talent shows, selfie/groupie competitions, food festivals, sports and athletics, wellness events like eye camps, health check-ups, etc,
and community services. Social media tools like Facebook, Instagram were actively used to publicize the program and create further
awareness. The fun-filled week helped employees shed some of their work-related stress, and bond with other team members.
It also helped in bolstering the organization culture and boosted team engagement, apart from creating awareness and elevating
employer branding.
Company Background
Apeejay Surendra Park Hotels Ltd (The Park Hotels), a subsidiary of the Apeejay Group, operates a chain of luxury boutique hotels,
the Park Group of Hotels. Established in 1967, the hotels are located at prime downtown locations across most metropolitan cities
with easy access to commercial and entertainment hubs around town. The Park Hotels has presence in New Delhi, Kolkata, Goa,
Bengaluru, Chennai, Navi Mumbai, Vishakhapatnam, Hyderabad and Kerala. New properties are proposed to open soon in the
Eastern Metropolitan Bypass in Kolkata, Kochi, Pune as well as in Jaipur.
Employee Engagement Managing Director Mr. Vijay Dewan
Hotels Corporate Director & AVP, HR Ms, Sujata Guin
Tel: 91-80-42884288; Fax: 91-80-42884200
ACT’s Kid’s Carnival
Over the past few years, significant growth in ACT’s employee strength as well as its customer base resulted in a bigger responsibility
of catering to over a million customers. Recognising employee engagement as the driving force behind its customer satisfaction and
business results, the company sought a highly satisfied and committed workforce and to build a highly sustainable and productive
organisation. ACT strongly believes in engaging the family members of its employees because they have a huge influence on how
a person feels about his job or company. Accordingly, the company organised a Kid’s Carnival, which helped generate a positive
response from employees’ families. The major aspect of this event is that all employees along with their families are invited for a
day out where various games and activities are planned for employees’ children, all managed by the employees.
Company Background
Employee Engagement Managing Director Sundar Raju

Living
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Bajaj Energy Limited
Bajaj Bhawan, Jamanalal Bajaj Marg, B-10, Sector -3, Noida - 201301, Uttar Pradesh
Tel: 91-120-4045100/555
Email: ajaybhardwaj@bajajenergy.com; Website: www.bajajenergy.com
Making Work More Enjoyable
Bajaj Energy realized its work environment was very ho-hum as employees did not participate in any activity other than their
daily job responsibilities. The management intended to build a more healthy and competitive work environment with more scope
for productive and development activities. After much thought, the idea was conceptualize along two main areas of employee
engagement – development activities and welfare activities. For training and development of skills, the company introduced
extensive Quality Circle, Six Sigma and IMS programs for its employees. On the welfare side, activities including sports, cultural
events, family get-togethers, outings, festival celebrations, health clubs and other recreational activities like dance, yoga, zumba and
aerobics etc. were introduced. Since the time these programs were launched around three years back, the happiness index of the
company’s employees has ticked up across its all five units and corporate office. This clearly reflects in the rankings of Aon Hewitt
Survey for Best Employer as well as in the Great Place to Work survey – Bajaj Energy’s ranking in both these surveys has consistently
improved over a period of three years.
Company Background
Bajaj Energy Ltd (Bajaj Energy), a subsidiary of Bajaj Hindusthan, is engaged in thermal power generation and operates coal-based
power generation plants at Barkhera (Pilibhit), Maqsoodapur (Shahjahanpur), Khambarkhera (Lakhimpur), Kundarkhi (Gonda),
Utraula (Balrampur) in Uttar Pradesh. The company’s corporate office is situated at Noida.
Employee Engagement Managing Director R S Sharma
Power President, Operations V K S Bankoti
BVC Logistics Private Limited
1102, Bldg 11, Solitaire Corporate Park, Chakala, Andheri (E), Mumbai – 400093, Maharashtra
Email: mandar.salkade@bvcvnentures.com; Website: www.bvclogistics.com
BVC’s employee engagement is aimed at building a fun work environment
BVC has introduced a series of events aimed at increasing employee engagement among its employees. In March the company
celebrated World Happiness Day in its office premises. During the day, the HR team distributed gifts, stress balls, and introduced
laughter sessions. On interntation Yoga Day, the company has a session on the importance of yoga followed by an hour of yoga
practice. This event has motivated many of the employees to take up yoga on a long term basis and improve their health and
wellbeing. Independence day is grand celebration at BVC. The company encourages its employees to wear their tricolors and parade
around the office. Photo day is one of the most popular events amongst the employees. This event enables the employees to view
the lighter side of their colleagues as they all accessories and use props to jazz their outfits for a special group picture.The company
organized its inaugural chess championship in 2015. The event received wide participation and is has been repeated since then.
Similarly the company has in all 26 dedicated days for celebration in a fiscal year aimed at bring out the fun side of its employees
and increasing the bonding among them.
Company Background
BVC Logistics Pvt Ltd (BVC) provides integrated solutions within express logistics, contract logistics, project logistics, ocean and air
cargo. Over the past five decades, BVC has pioneered critical offerings in niche sectors. BVC’s network of 45 agents globally enables
it to offer services to over 100 countries. Within India, the BVC’s domestic network extends to over 3000 pin codes.
Employee Engagement CMD Uday Chinai
Logistics National Manager – HR Mandar Salkade

Living
HR Segment
Industry
HR Segment
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Drive India Enterprise Solutions Limited
7, Kamla Executive Park, off Andheri Kurla Road, Andheri East, Mumbai - 400059, Maharashtra
Tel: 91-22-67779000
Email: Sarita.jha@driveindia.co.in; Website: www.diesl.in
DIESL’s Employee Engagement Initiatives
DIESL has a presence in all 29 states in India, with almost 210 warehouses covering even remote locations like Leh, Kargil, Baramullah,
Pondicherry, Nagaland, Tripura, etc. Therefore, it is a challenge to keep employees engaged at all levels and to meet people’s
expectations. Employee engagement goes a long way in ensuring employee retention, employee satisfaction, and enhancement in
productivity. Accordingly, DIESL implemented the Employee Contact Programme (ECP), Monthly Birthday Friday Meet, ‘Prastaav’
Suggestion Scheme, Health & Wellness Plan and Pat-on-the-Back initiatives to improve employee engagement. As a result of these
measures, the overall employee satisfaction survey (ESS) score improved to 81% in 2015-16 from 76% in 2014-15. Also, the ESS on
the question on whether the Employee Contact Program was a good initiative amassed a score of 82%.
Company background
Drive India Enterprise Solutions Ltd (DIESL), subsidiary of TVS Logistics Services Ltd, is a logistics service provider, caters to a wide
rangeofindustriesliketelecom,lubes,consumerdurables,FMCG,Hi-tech,engineering,retail,DTH,projectlogisticsandautomobiles.
One of the leading third party logistics (3PL) companies in India, it offers a complete suite of logistics services to enable supply chain.
The company provides services that enable operations to run with fewer resources in terms of people, inventory levels, time and
costs.
Employee Engagement Head – 3PLS Vikram Mansukhani
Logistics Head – HR & Admin Mayank Garg
Future Generali India Insurance Company Limited
6th Floor, Tower 3, Indiabulls Finance Centre, Elphinstone Road (West), Mumbai - 400013, Maharashtra
Tel: 91-22-40976666
Email: akshaya.kashyap@futuregenerali.in; Website: www.futuregenerali.in
Engaging Employees through Head, Heart and Hands
At Future Generali India Insurance, employee engagement essentially encompasses the head (intellectual), heart (emotional) and
hands (physical). The program begins from day one when a newcomer is welcomed onboard. A successful on-boarding experience
accelerates job performance, enhances affiliation with the company, and positively influences longer term engagement and
retention. An organizational authority and responsibility matrix is developed to encourage employee empowerment and effective
delegation, which results in lesser transactions and rapid course of action. Besides, Qlikview, a tool to digitize MIS, has been able to
empower the company’s sales force as employee performance and productivity is available on a real-time basis within a few clicks.
The company also actively encourages its employees to connect with the HR to resolve issues and sort problems. Moreover, a host
of rewards & recognition initiatives felicitate employee performance at defined intervals and motivate them to set new standards
in service delivery.
Company Background
Future Generali India Insurance Co Ltd (Future Generali India Insurance) was incorporated in 2006 and is based in Mumbai. Under
life insurance, its products include protection, savings, child, retirement and group insurance plans. In the general category, the
company offers health insurance, motor insurance, travel insurance, personal accident cover, home insurance, accident and health,
fire, loss of profits policy, industrial all risk, engineering insurance, marine cargo insurance, and liability plans. It also provides micro-
insurance products for rural customers.
Employee Engagement MD & CEO K.G. Krishnamoorthy Rao
Insurance Chief Human Resources Officer Sunil Wariar

Living
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Go Go International Private Limited
Site No. 6, KHB Industrial Area, Yelahanka, Bengaluru – 560064, Karnataka
Email: jitendradugar@gogoindia.com; Website: www.gogoindia.com
Go Go International chose Health Program as the major employee engagement strategy
Employee engagement is one of the critical tools in employee retention and maintaining productivity of the employees. Go Go
International believes that the engagement activity should be created from top to bottom and not a mere HR facilitating program.
The best strategy followed by Go Go International for engaging employees is making their life healthy by choosing Health program
as the major engagement strategy. In 2016, the company conducted Free Health checkup programs for all its 5,000 employees by
tying up with the best hospital. Further, employees identified with major health issues were given special attention and were even
allowed to change their work profile to help them recover faster.
Other employee engagement initiatives taken by Go Go International include employee birthday celebrations, wedding greetings,
surprise gift to the workers at their home, quarterly awards, senior staff retreat program, and recreational activities like chess,
carom etc. Further, Go Go International also publishes half yearly magazine Mudita which gives employees inside information of the
company along with achievements of various employees. All of these employee engagement initiatives have helped the company
in making itself as the best place to work in the garment industry.
Company Background
Established in 2008, Go Go International Pvt Ltd (Go Go International) is engaged in designing, manufacturing, embroiding, and
shipping of men, women, and children garments. The company exports its products to Europe, America, Australia and Asia.
Employee Engagement Chairperson Shyam Sundar Goenka
Textiles Managing Director Rajeev Goenka
Gujarat Fluorochemicals Limited
Inox Towers, 17, Sector 16-A, Noida – 201301, Uttar Pradesh
Tel: 91-120-6149600; Fax: 91-120-6149610
Website: www.gfl.co.in
GFL’s emphasis on employee engagement helped in reduction in employee attrition rate
GFL faced with serious employee attrition in recent past along with availability of talent from the market which resulted in hampering
the operations of new plants which were being commissioned. To address this problem, the company identified measures to
increase the employee engagement & employee enablement. These include clarity of vision & organizational connect, performance
management, trustworthy leadership, reward & recognition and quality & customer orientation. GFL implemented these measures
by making the Performance Management system more transparent and process oriented followed by the development of Individual
Development plans for all Managers and conducting regular training and development sessions. Further, GFL created Executive
coaching platform and leaders were encouraged to recognize their team- members spontaneously. GFL also formed Small projects
teams and all successful Project teams were being recognized by the Top Management Team regularly. Further to address the
grievances of employee, GFL launched an e- mailed based grievance handling system, called HR Buddy. All of these employee
engagement initiatives have helped the company in bringing down attrition rate from 1.77 in Sep 2015 to 0.97 in Sep 2016.
Company Background
Established in 1987, Gujarat Fluorochemicals Ltd (GFL) is a part of Inox Group. GFL commenced commercial operations in 1989 by
setting up refrigerant plant in Ranjitnagar, Gujarat. Later in 2007, GFL forward integrated into PTFE (Poly Tetra Fluoro Ethylene) by
commissioning PTFE facility in Dahej, Gujarat with a total capacity of 16,200 MTPA.
Employee Engagement Managing Director Vivek Kumar Jain
Chemicals Chief Executive Officer Satish Kakade

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Idea Cellular Limited
5th Floor, Windsor Building, Kalina, Santacruz – East, Mumbai - 400098, Maharashtra
Tel: 91-9494004000; Fax: 91-9594004999
Email: vinay.razdan@idea.adityabirla.com; Website: www.ideacellular.com
“Idea Participation Day” to improve employee engagement
To match the pace of development in the telecommunication industry, it was imperative to have right engagement practices for
creating a more motivated and high-performing workforce. With rapid expansion, maintaining high engagement scores year on year
was crucial to drive business results. The company introduced “Idea Participation Day” to give employees a venue for open feedback
- an opportunity to establish two-way communication and involve employees in the development process. By involving employees
in the action planning process, it makes them realize that they have a stake in the company and that their opinions are valued. This
indeed helps to measure and enhance employee engagement at Idea. It formulated three pronged approach to action planning –
Business Level+ Unit level+ Function level to implement this concept. Each Unit /Function works towards fixing a time slot during
the day for completing the survey. The result of the program was sustained high participation of 99.63 % and engagement score of
89% in FY16 in comparison to 99.3% and 85% respectively in FY15.
Company Background
Idea Cellular Ltd (Idea Cellular), is an Aditya Birla Group Company, founded in 1995. Idea Cellular is a pan-India integrated GSM
operator offering 2G and 3G services, and has its own NLD and ILD operations, and ISP license. Idea Cellular’s robust pan-India
coverage is built on a network of over 100,000 2G and 3G cell sites, spread across over 55,000 towns in India.
Employee Engagement CEO Himanshu Kapania
Telecommunication Chief Human Resource Officer Vinay Razdan
Tel: 91-22-67613600
CHEERing the employee morale to improve employee engagement
Infiniti lacked a platform on a broader level to recognize and reward the staff to motivate the good performers and develop the
staff engagement. This resulted in to low motivational levels, dis-engagement and attrition. It introduced a strategy to improve
employee motivation, engagement and performance by introducing a standard process of recognizing and rewarding employees on
pre-defined performance and behavioral parameters. The HR team launched the “Cheers” (Croma Happy Employees Engagement
& Recognition System) program which recognized and rewarded employees who were good performers and those demonstrating
positive behaviors. The employees are awarded based on certain pre-defined performance parameters and they are given
certificates & cheers points which can be redeemed against various products. Recognition & Rewards for Positive Behavior is driven
by using specific cards – IRISE (Integrity, Respect, Pride, Social Responsibility and Excellence), YMMLE (You Made My Life Easier)
and ACE (Ace performers delivering exceptional service). The Cheers Program witnessed an overwhelming response and improved
employee engagement. It has proved to be a source of motivation and inspiration for many who strive to keep up to the company’s
expectations and live by its values resulting into a healthy work environment.
Company Background
Appliances, etc.
Employee Engagement CEO Avjit Mitra
Retail Chief – HR & OL Shalini Vohra

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Tel: 91-124-4352200
InterGlobe leveraged technology and reward strategy to improve employee engagement
InterGlobe has an employee headcount of over 20,000 employees located in 59 cities spread across the globe. This environment
resulted in issues concerned with communication, catering to the diverse emotional and functional needs, and disharmony amongst
others. The company aimed to overcome this challenge by providing a seamless mechanism of communication and recognition. For
achieving this objective the company developed MyGlobe, Wehr, and Mobilegeddon. These applications connected businesses and
employees across regions enabling them to share information in real time. The result of all the applications introduced translated
to an increase in employee engagement sores from 58% in 2014 to 73% in 2015. The need to attract and retain the right talent is
vital for the company to eliminate knowledge erosion, sustain productivity, and have an engaged workforce. In order to address
these concerns, a holistic model comprising of five components – competitive compensation, employee well-being, collaboration
and inclusivity, recognition for performance, and creating challenging opportunities was created. The successful implementation of
these programs resulted in high employee satisfaction scores and increased market share. The development of the model witnessed
participation from members in the HR team, business managers, and leaders.
Company Background
across 59 cities globally. The company has presence in the civil aviation, airline management, travel commerce solutions, IT and
BPM services, hospitality, advanced pilot training and aircraft maintenance engineering.
Employee Engagement Managing Director Rahul Bhatia
JK Tyre & Industries Limited
Patriot House, 3, Bahadurshah Zafar Marg, New Delhi – 110002, Delhi
Tel: 91-11-30179194
Email: vijaydeshpande@jkmail.com; Website : www.jktyre.com
Employee Engagement initiative at JK Tyre
Human resources is the key differentiator for the success of any organization. Highly engaged people deliver the best business
results. JK Tyre was facing the problem of low employee morale, enthusiasm and passion, especially in “Field Sales Team “. This
resulted in low scores in company’s “Employee Engagement Survey“. The management wanted to improve Employee Engagement
Level in the organization and Increase employee commitment and ownership at workplace. The company chose the “ACT” strategy
which implies; Action – Changes – Things. The management took three actions to overcome this problem which were:
- Best in class communication channels were launched
- Training Intervention –A series of Motivational training program on “Stop- Look-Go” were designed and conducted across
locations.
- UDAAN – Celebrating Employee Innovation – The objective is to unleash Creativity & Innovation, foster Cross Functional Team
Working and High Level Employee Engagement.  
Company Background
JK Tyre & Industries Ltd (JK Tyre) is is a part of the century-old JK Organisation, one of India’s leading private sector conglomerates.
The company’s manufacturing operations comprise 12 modern plants strategically located across the country – Mysuru, Banmore,
Kankroli, Chennai and Haridwar. The company has 141 JK Tyre selling points Pan-India which services the growing needs of more
than 4000 dealers.
Employee Engagement Chief Managing Director Raghupati Singhania
Tyres Vice President & Head – HR Vijay Deshpande

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Kirloskar Pneumatic Company Limited
Hadapsar Industrial Estate, Hadapsar, Pune - 411103, Maharashtra
Tel: 91-20-26727000; Fax: 91-20-26870634/26870297
Website: www.kirloskarkpcl.com
Motivating the employees by recognition
Kirloskar suffered a very low satisfaction score in the Employee Engagement Survey and on interviewing a cross section of employees
it found that employees did not feel recognized to their contributions. Hence, it decided to improve the existing recognition programs
and introduce new ones to increase satisfaction on recognition parameter in the Employee Engagement Survey and HR Process
Survey. It already had four recognition schemes such as Star of the Month, team Reward, Spontaneous reward, and Kaizen reward.
It followed 3 step strategy – Design the reward scheme with feedback from employees, Communicate to create awareness about
reward schemes, Implement reward function/ felicitate winners and promote winnners names/ photos. It gives monetary as well
as non-monetary benefits such as cash prize, certificates, trophies, gifts, etc. Some of the initiatives are such as it introduced a non-
monetary ‘Thank You’ card to appreciate their colleagues and peers, it created awareness on different recognition schemes among
the employees by sending emails every month, trainees were made eligible for rewards, name of all rewardees sent on email every
month by HR. This helped Kirloskar to motivate the employees as they look forward to be rewarded and recognized.
Company Background
Kirloskar Pneumatic Company Ltd (Kirloskar) is one of the core Kirloskar Group companies and was founded in 1958. The company
started its operations with the manufacture of Air Compressors and Pneumatic Tools. The company is also known for its Systems
Engineering and Turnkey Project expertise.
Employee Engagement Managing Director Aditya Kowshik
Engineering Vice President – HR & IT Sadashib Padhee
Lokmat Media Private Limited
Lokmat Bhavan, Jalna Road, Aurangabad - 431003, Maharashtra
Tel: 91-240-2485301; Fax: 91-240-2485130
Email: balaji.mulay@lokmat.com; Website: www.lokmat.net
Lokmat’s employee engagement initiatives has increased productivity and morale of employees
Lokmat considers it vital to understand the issues faced by their employees. Measuring employee satisfaction, understanding their
experiences with the management, mapping their strengths and weakness are some of the areas where the company would like
to get the views from its employees. In order to get the views from its employees, the company conducted surveys and interviews.
The feedback received was used to devise improvements in the company. The company believes in recognizing the achievements
of its employees. The company introduced the Lokmat Achiever’s Awards aimed at honoring the exceptional performcee delivered
by its employees. Best Team, Best Head, Best Unit of the year, and Lifetime Achiever’s Award are some of the awards given out
by the company. This initiative of the company has resulted in increased morale amongst employees and has been proposed to
be continued annually. Lokmat has a strong learning culture and believe that learning never halts. The company needed to find
ways to improve the productivity of its editorial employees and reduce errors in their operations. In order to address this issue, the
company organized training programs. These programs enhanced the skills of the employees and enhanced their productivity and
efficiency.
Company Background
Lokmat Media Pvt Ltd (Lokmat) is a leading multi-platform media company with interests in a diversified portfolio of publishing,
broadcast, digital, entertainment, community and sports verticals. It has an employee strength of more than 3,000 and has a pan-
India network of offices.
Employee Engagement Managing Director Rishi Darda
Media Assistant VP – HR Balaji Muley

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Mafatlal Industries Limited
Office No 3, 6th Floor, Kaledonia, Sahar Road, Andheri (E), Mumbai - 400069, Maharashtra
Tel: 91-22-67713800/3871; Fax: 91-22-67713924/25
Email: suresh.kumar@mafatlals.com; Website: www.mafatlals.com
Engagement on Air!
With a view to connect all its employeesthrough a single media and to be able to communicate various information about its business
and other activities, Mafatlal Industries launched its own in-house radio service, Radio Mafatlal, in April 2016. All information –
business, achievements, accolades, local information, family matters etc., are broadcasted on pan India basis, irrespective of where
the employees are located. It is ensured that the broadcasting material is such that employees even from the lower rung of the
organization get an opportunity to come forward and voice their experiences and ideas. Sales heads, branch heads and unit heads
generate a broadcasting plan each month, which is approved by the Corporate HR for final clearance. Radio Mafatlal was an instant
hit with employees, and has added to employee engagement and motivation. Through various broadcast programs, employees get
firsthand knowledge of all the activities of the company and are able to contribute better. Besides, songs and other recreational
programs aired in between as per employee choice are a great stress buster. The popularity of the radio service can be gauged from
the fact that employees have put in a request to extend the broadcasting hour from the current one hour.
Company Background
Mafatlal Industries Ltd (Mafatlal) manufactures and sells textiles in India. Its product portfolio comprises a complete range of
products consisting of yarn dyed shirtings, suitings, voiles, prints, linens, bleached white fabrics, rubia, value added and fashion
denims, corduroys, school uniforms, corporate/ institutional uniforms, bed & bath linen and readymades in cotton, linen, polyester/
cotton, polyester/viscose, cotton/lycra, pv/lycra, terry rayon and polyester wool blends.
Employee Engagement Managing Director Anirudda Deshmukh
Textiles Senior Vice President, HR Suresh Kumar
Tel: 91-8879670895
Engaging employees through innovative initiatives
With the firm belief that the needs of employees are different at different levels, Motilal Oswal has different engagement initiatives
designed for employees at different levels in the organization.To ensure overall business buy-in and maximum involvement of
employees, various initiatives were identified such as building communication channels (through the in-house channel ‘Radio
Masti’,internal newsletter, HR App), employee development (through situational leadership tool, creation of a talent framework that
gives a clear growth path to the employees, counseling, workshops and classes) and promoting a work life balance (through leave
policies, which include paternity leave, family mediclaim, etc). Tofurther ensure the implementation of the strategy the company
aligned its situational leadership tool toits PMS and employee participation was encouraged by nominating spocs (single points of
contact) in differentbusinesses and creating clubs.
Company Background
Motilal Oswal Financial Services Ltd (Motilal Oswal) was incorporated as a stock broking company but has evolved into well
diversified firm offering a range of financial products and services. The group comprises of companies providing services such
as Private Wealth Management, Retail Broking and Distribution, Institutional Broking, Asset Management, Investment Banking,
Private Equity, Commodity Broking, Currency Broking, Principal Strategies and Home Finance. The company’s diversified client base
includes retail customers (including High Net worth Individuals), mutual funds, foreign institutional investors, financial institutions
and corporate clients.
Employee Engagement Chairman & MD Motilal Oswal

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NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC’s emphasis on employee engagement helped in reduction in employee attrition rate
Employee engagement is one of the critical tool in employee retention and maintaining productivity of the employees. NCC has
faced with serious employee attrition in recent past. To address this problem, the company has taken various initiatives to increase
employee engagement. The company followed five pillared approach to better engage with employees. One of the pillar was
providing better environment and infrastructure at workplace. The company also provides various recreational facilities such
as gymnasium, indoor sports etc along with employee accommodation. It also organizes annual sports meet to promote cross
functional interaction and collaboration. The company encourages employee to take higher and cross functional responsibilities to
move up the ladder. The senior management of the company connects with employee through town hall/open house meetings.
The company also connects with the employee through quarterly in-house magazine ‘Samashti’ and has intranet portal to share
knowledge / happenings. Induction program from new employees help them to align with the company’s value. The company also
provides comprehensive medical insurance for employees and their family. These employee engagement initiatives have helped the
company in bringing down attrition rate substantially within a period of three years.
Company Background
metal and mining.
Employee Engagement Managing Director AAV Ranga Raju
Nous Infosystems Private Limited
No. 1, I Main, I Block, Koramangala, Bengaluru – 560034, Karnataka
Tel: 91-80-41939400; Fax: 91-80-25539149
Website: www.nousinfosystems.com
‘Celebrate Life at Nous’ initiative to drive employee engagement
Nous Infosystems was facing the challenge wherein the company lacked an employee engagement focus and internal branding
under a single umbrella. The company launched ‘Celebrate Life at Nous’ in Apr 2016 as an initiative to drive employee engagement
initiatives across Nous. The objective was to build a sense of common bonding, pride and purpose amongst people while servicing
our customers across the globe. The idea was to share and spread the smallest of successes and joy amongst people and their
lives and build camaraderie in order to continuously reinforce positivity in the workplace. This has also led to creating forums for
employees to showcase their hidden talents and meet their creative pursuits.
Company Background
Nous Infosystems Pvt Ltd (Nous Infosystems), one of the leading global IT services providers, is a front runner among global IT
services companies delivering quality technology solutions to customers across varied industry domains. With nearly two decades in
the technology business, the company has grown into a mature mid-sized IT solutions provider, serving multiple SMEs and Fortune
500 companies. It enables customers to stay ahead of the competition and technology trends with industry-specific solutions.
Nous operates in the USA, UK, Germany, Canada, UAE, Australia, South Africa & Nigeria regions. The company has its development
centres in USA (New Jersey) and India (Bengaluru and Coimbatore).
Employee Engagement Founder & CEO Ajith J Pillai
IT / ITeS AVP Head - HCM and HR Aji John Joseph

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Signode India Limited
3rd Floor, Jyothi Majestic;8-2-120/84, Road No. 2, Banjara Hills; Hyderabad - 500034, Telangana
Tel: 91-40-67468900; Fax: 91-40-23353781
Email: info@signodeindia.com; Website: www.signodeindia.com
Signode India’s employee engagement programs have create a positive and friendly work environment
Signode India considers employee engagement a vital prerequisite for its growth and development. They define employee
engagement as the emotional commitment of employee towards the organization and its goals. They believe that an engaged
employee is aware about the business context, and works with colleagues to improve job performance for the benefit of the
organization. The company strives to create a workplace where employees trust the people they work for and have pride in what
they do. In order to achieve these objectives and create excitement for its employees, the company introduced programs such as
Healthy Signode India, Employee connect, Let’s Appreciate, and Bringing Energy. Under Healthy Signode India, yoga, safety week,
health checkups, marathons etc. were conducted. Under Employee connect, annual sales conferences, and monthly meetings were
organized. Under Let’s Appreciate, Direct Dil Se and spot recognitions were provided. Under Bringing Energy, family day, sports day,
and festival celebrations were observed. The active participation of the employees in these programs has enabled Signode India
create a positive and friendly work environment.
Company Background
Signode India Ltd (Signode India) is a leading global manufacturer of strap, stretch, and protective packaging consumables, tools and
equipment. The company’s products protect goods during manufacturing, transport and warehousing. The company sells products
under a broad group of well-known brands and businesses, including Acme Packaging, Angleboard, Fleetwood, Haloila, Kiwiplan,
Mima, Muller, Multi-Wall, Orgapack, Shippers Products, Signode and Strapex.
Employee Engagement Chief Operating Officer N L N Raju
Packaging & Allied Products Head, Human Resources Ajit Jain
Steel Authority of India Limited
Ispat Bhawan, Lodi Road, New Delhi - 110003, Delhi
Tel: 91-11-24367481; Fax: 91-11-24367015
Email: ashok.aharwal@sailex.com; Website: www.sail.co.in
Setting New Standards
The company implements many rewards & recognition schemes like the Daksh Award Scheme with a view to recognize and reward
exemplary performance of an employee to reinforce such behavior among others. It is also an attempt towards building a positive
work culture in the organization. Other programs aimed at addressing employee problems and concerns are Project Kiran and
Samanjasya, wherein experts from various domains like medical, finance, HR, etc provide assistance and guidance to desirous or
needy employees to help them resolve problems. These problems could be work-related, financial, health issues or family matters.
Prayas is a unique initiative to educate contract laborers of their rights, benefits and responsibilities. They are also made aware
of the various statutory provisions, namely child labor, forced labor, safety issues, discrimination etc. Another unique initiative,
Veerangana, where women employees are encouraged to undertake traditionally male-dominated jobs; and Karyasthal Par Karmik,
a shop floor communication program has been much appreciated.
Company Background
Steel Authority of India Ltd (SAIL) is the largest steel-making company in India and one of the seven Maharatna’s of the country’s
central public sector enterprises. SAIL manufactures and sells a broad range of steel products that include hold and cold rolled
sheets and coils, electrical sheets, galvanized sheets, railway products, structural products, plates, bars and rods, stainless steel and
other alloy steel. The company produces iron and steel at its five integrated plants and three special steel plants, located principally
in the eastern and central regions of India.
Employee Engagement Chairman P K Singh
Steel Director, Personnel N Mohapatra

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The Indian Hotels Company Limited - Taj Lands End
Bandstand, Bandra (West), Mumbai - 400050, Maharashtra
Tel: 91-22-66681234/66767161; Fax: 91-22-66994488
Email: marshal.dias@tajhotels.com; Website: www.tajhotels.com
Building a Highly Engaged Workforce
Taj Land Ends understands the importance of employee engagement, which is a key factor to ensure all associates are motivated
to do their best. The company realized that there was vast scope for improvement as there were no major recreational events
conducted for the staff. In order to build employee engagement, a strategy was formulated to initiate such events and to build team
motivation through interdepartmental activities. All employees were informed of the company’s intent and innovative ideas were
invited. A host of events were launched – open air events including cricket and football tournaments, singing contests, painting
competition, women day celebration, festivals, theme farewells etc. Employees were encouraged to promote the events through
creative posters, emails, word-of-mouth, etc. All this enhanced staff participation and engagement at all levels and fostered as sense
of belonging towards the organization.
Company Background
The Indian Hotels Company Limited - Taj Lands End (Taj Land Ends) was incorporated in 1984. It is one of Asia’s largest and finest
group of hotels, comprising 100 hotels in 62 locations across the globe, including presence in India, North America, United Kingdom,
Africa, Middle East, Malaysia, Sri Lanka, Maldives and Bhutan.
Employee Engagement Director, Human Resources Marshal Thomas Dias
Hotels Director, Finance Nitin Sushil Bengani
Tel: 91-22-67513600; Fax: 91-22-67513638
Engaging Employees to Create Better Workplaces
Tata Power SED conducts its employee engagement program through a tool called VOICES, which stands for Voice of Internal
Customer for Engagement & Satisfaction. This program is held once each year through third party operators such as Hewitt, Gallup,
etc. The company has built strong in-house VOICES champions, who are well trained in the facilitation process and other tools.
Through these workshops, the champions deal with deeper issues of employee dissatisfaction and other issues in communication,
collaboration, facilities and leadership. Once the root cause is known, the champions suggest remedial measures and follow it up.
This eventually helps in weeding out employee dissatisfaction, improves productivity and aligns functional activities in line with
the company’s business strategy. The company also conducts a gamut of collaborative and recreational activities - Chai Time with
Seniors, Manager Assimilation Program (MAP, Fun@Work and SED Mela to name a few.
Company Background
Employee Engagement CEO Rahul Chaudhry

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Uflex Limited
A - 107 - 108, Sector - IV, Noida - 201301, Uttar Pradesh
Tel: 91-120-4012345; Fax: 91-120-2556040
Email ID: enquiry@uflexltd.com; Website: www.uflexltd.com
Uflex’s Employee Engagement activities
Uflex is a 3-decade old group with a group business size of $ 2 billion and manufacturing facilities across the globe. Significant
investment in making Uflex a market leader in flexible packaging has put the focus on human capital and skills development as never
before. To realize our potential at a global level, an engaged and productive workforce is essential. This has triggered the need to
find out whether our hi-potential employees are committed and how can the organization retain them. To address this business
challenge, the company decided to conduct employee engagement survey across businesses. The survey was conducted to identify
the ‘Key Focus Areas’ and develop an action plan to address the same. As a result, on an average there are around 8-10 activities
conducted across businesses per month. The programs are designed as per the business needs and have a significant impact on
areas such as working environment, performance and growth, wellbeing etc.
Company Background
Uflex Ltd (Uflex) was incorporated in 1983. Headquartered in Noida, it has state-of the-art manufacturing facilities in India, UAE,
Mexico, Poland, Egypt and USA. Uflex serves as one stop shop flexible packaging solution provider cutting across varied sectors
spanning USA, Canada, South America, UK, Europe, Russia, CIS countries, South Africa and other African countries, Middle East and
the South Asian Countries.
Employee Engagement CMD Ashok Chaturvedi
Packaging & Allied Products CFO R K Jain
Tel: 91-22-44555000
Introducing HR Mitr, HR Sampark for better employee engagment
Videocon d2h was the last entrant in the DTH industry and to establish itself in a difficult, price sensitive and fiercely competitive
market, it focused on high quality service delivery. Due to intense competition and high churn rates, it took a toll on the time &
quality of service offered and cost of recruitment. It launched programs like HR Sampark which is a combination of acclimatization,
training and engagement of the frontline employees and “HR MITR” which engages employees through more involvement in work,
identifying opportunities for experimentation and creation & implementation of innovative ideas. It has HR orientation program
which provide platform for new employees to share new ideas and suggestion in their area of expertise. It also has “HR Operational
Excellence” which covers two aspects of on time completion of all operational activity and fulfilling all HR services with a certain set
standard. HR Mitr contributed towards motivating employees to push their limits and thus achieving Market Leadership position. HR
Sampark contributed towards customer service orientation. The ideas generated through orientation program contributed towards
cost saving, improvement of customer service and reduction in the service level agreements.
Company Background
Employee Engagement CEO Anil Khera
Media Head HR Ajaya Kumar

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Videocon Telecommunications Limited
2nd Floor, 296, Phase II, Udyog Vihar, Gurugram, Haryana.
Tel: 91-9653018500
Website: www.videocon.com
Raising the bar and embracing the employees through attractive retention practices
Videocon Telecom believes in mobilizing its resources to engage them in multitude of disciplines either to make them feel involved
or utilize their time and effort in serving the community better. Its engagement programs aim at larger involvement of employees
vis-à-vis support its developmental initiatives that help employees extend the balance between work and life. Videocon Telecom
has witnessed a good number of participation from the employees in its varied activities organized for them. Videocon Telecom
celebrates important events, hold celebrations, mark specific festival/International days such as Holi, Diwali, Christmas, Eid, Guru
Purab, Karwa Chauth, Gandhi Jayanti, and Children’s Day, Mother’s Day, Women’s Day etc. Videocon Telecom also undertakes social
initiatives like Blood Donation Camps, Langar (free meals) Seva, Seedlings Plantation, etc. where it generate opportunities and/or
benefits to the community at large. The company has internal training sessions where an active list of employees provides essential
trainings on behavioral, functional, developmental, and technical scale. Besides these, Videocon Telecom also holds Developmental
Self & Awareness camps, Sports Competitions and Health Camps.
Company Background
Videocon Telecommunications Ltd (Videocon Telecom), incorporated in 2008, is a Videocon group company that offers GSM mobile
services under the brand name Videocon. The services are already up and running in Punjab, Gujarat, Haryana, Madhya Pradesh
(includes Chhattisgarh) and are soon going to be operational in Bihar, Jharkhand, and Uttar Pradesh.
Employee Engagement CEO Arvind Bali
Telecommunication Head HR Rajesh Soni
Aculife Healthcare Private Limited
Commerce House –V, A Wing, Corporate Road, Prahlad Nagar, Ahmedabad - 380051, Gujarat
Tel: 91-79-26839100; Fax: 91-79-26839108
Email: corporate@aculife.co.in; Website: www.aculife.co.in
Managing Industrial Relations Effectively
Industrialrelationshasadeeprelationshipwithsocialjusticethroughfairemploymentpractices.Itcoversissuessuchasmanagement
strategy, employee representation, union-management co-operation, skill development etc. A good human resource strategy
facilitates smoothing functioning of the business not only at the senior level but also helps in strategic decision making for better
employee-employer relationship. At Aculife Healthcare Pvt Ltd, labour unions among workers/contractual workers were a cause of
concern. As a strategic step, the company decided to source and recruit workers from the nearby villages only on pay roll and not
on contract. This is beneficial as being on payroll of the company, the company’s HR department has a better opportunity to interact
directly with the individual employees and resolve their grievances and performance issues. As a result, employees have a sense of
satisfaction as well as a sense of belonging with the company to the effect that no major strike or union intervention has occurred
in the company’s unit since the adoption of this policy.
Company Background
Aculife Healthcare Pvt Ltd. manufactures healthcare products that include hospital care products, medical devices, critical care
medicines like anesthesia products, plasma volume expander, total parenteral nutrition, advanced antibiotics, blood related
products, pharmaceutical formulations like pain management products, gastric preparations, gynecological preparations, hormones,
anti-rheumatoids, anti-allergy, anti-asthamatics, anti-malarials, antivirals, neutraceuticals, growth preparations, vasodilators,
diagnostics, steroids and branded Over The Counter (OTC) products.
Industrial Relations Head, Accounts & Cost Vandana Patel
Healthcare Head - HR Ajoy Mohan Dyundi

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Atul Limited
Atul Limited, Atul 396020, District Valsad, Gujarat
Tel: 91-2632-230398
Website: www.atul.co.in
Resolving the industrial unrest through awareness and communication
The expansion plan of Atul required the company to employ the workforce on a large scale. This impacted the reserves and surplus
of the organization resulting into higher manufacturing costs and trimmed contributions. The paying capacity of the organization
depleted year by year and led to formation of union demanding higher pay and more welfare facilities for the workmen group. Atul
limited faced industrial unrest 8 times through its journey from 1947 till date. It faced several challenges in wage settlement backed
by Down trend of the chemical industry and lowered contribution, Cultural backlogs, Concerns - Ageing Workforce, Contract Labour
& Disciplinary Issues, and Disagreement between unions across 03 sites among many others. To resolve the issues, the company
introduced several successful initiatives such as self-awareness, rapport building, transparency, communication, capitalizing the
power of influencers, phase implementation, leading by example, and de-bottlenecking the loopholes. A study on effectiveness of
implementation of Wage Settlement revealed Improvement in availability of Workmen, Positive change in the attitude of Workmen,
Improvement in productivity of Workmen and Improvement in discipline of Workmen.
Company Background
Atul Ltd (Atul), incorporated in 1947, manufactures chemical complexes of its kind in the world. It operates through seven sub-
segments (interchangeably called Businesses), namely Aromatics, Bulk Chemicals and Intermediates, Colors, Crop Protection,
Floras, Pharmaceuticals and Polymers. The Company has offices in the USA, the UK, China, Brazil and the UAE to better service its
international customers.
Industrial Relations Chairman & MD Sunil Lalbhai
Chemicals President - HR Sharat Tripathi
Tel: 91-22-66681234/66767161; Fax: 91-22-66994488
Boosting Productivity through Incentives
In order to improve productivity among workmen, Taj Lands End started an innovative productivity-linked bonus and introduced a
four-year settlement period instead of the existing three-year one. All financial, customer, process and employee linked measures
having a direct impact on the business results were identified. After inputs from the General Manager, departmental heads and
the Union and after taking into account the budgets, the targets were arrived at and so was the weightage. After trying out various
permutations and combinations the company calculated as to what a person would tentatively take home as productivity linked
incentive. The idea was to built around the objective that based on one’s performance, an individual could take home 125% of his
salary as the productivity-linked bonus. The company ensured the parameters chosen for assessment are easy to track and the
targets are weren’t too steep in the first year. It was also ensured that the variable productivity linked incentive amount is processed
every month. Additionally to facilitate some yearly disbursements, the company laid out some parameters so that the worker could
take a lump sum amount towards the year-end.
Company Background
Industrial Relations Director, Human Resources Marshal Thomas Dias

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1st Floor, Sharda Arcade, Pune - Satara Road, Pune – 4110377, Maharashtra
Tel: 91-22-67693700; Fax: 91-22-66793717
Email: vardayini.sharma@accelya.com; Website: www.accelyakale.com
Celebrating Womanhood
Accelya launched a gender inclusivity movement in 2010, which apart from increasing women participation in the company’s
recruitment activities, raises awareness of the capabilities, skills and strengths personified by female employees; and highlights
the key issues that hold women back. The company’s dedicated women portal raises awareness of gender inclusivity issues and to
keep women employees up to date on network/movement issues and provides an opportunity to discuss and provide inputs on
the issues and pipeline activities. Accelya organizes open mentoring forums for its women employees to help them excel in their
fields. The company is committed to building women leaders and to create a culture where women employees are supported and
encouraged to seek/achieve their fullest potential. A gender sensitization program is also conducted for all employees to promote
workplace equality and to eliminate gender-based prejudice. Through proper training and awareness, the company seeks to change
stereotyped working cultures as regards to the roles and abilities of employees, including attitude towards women leaders. The
company also holds various programs to acknowledge and recognize exceptional work done by its women employees.
Company Background
Accelya Kale Solutions Limited (Accelya) is part of the Accelya Group, a leading solutions provider to the airlines and travel industry.
Formerly known as Kale Consultants Limited, the company became part of the Accelya Group in 2011. The company provides
the following financial services – revenue accounting, audit & revenue recovery, card management, miscellaneous billing, F&A
processing and decision support. The company has more than 200 airline customers and has presence in 8 countries worldwide.
Managing Diversity Managing Director Neela Bhattacherjee
IT / ITeS Head, Human Resources Rahul Kulkarni
Tel: 91-79-26839100; Fax: 91-79-26839108
Making Workplaces More Diverse
Aculife Healthcare Pvt Ltd understands that the most universal quality is diversity. The company proactively seeks ways to diversify
its workforce and strives endlessly to improve its people management. However, the location of its manufacturing plant was a major
challenge inhibiting its goal to become an equal opportunity employer. Being located in villages distant from the manufacturing
unit, women employees were reluctant to join the company. The only options available were to either reduce the intake of female
employees or to offer higher pay to lure more women from these distant villages. As a strategic move, the company decided to
recruit more women from the near vicinity and place them in the first shift. This move helped the company to not only recruit more
women workers at lower cost but also helped it provide employment to deserving candidates in the non- and semi-skilled category.
The company now has a 35% women workforce at its manufacturing unit, and it intends to take this figure further up by opening up
more roles for them in sales and marketing.
Company Background
Managing Diversity Head, Accounts & Cost Vandana Patel

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Tel: 91-8774454581
FBRIC (Fairness, Breakthrough Results, Respect, Integrity and Collaboration) for Diversity & Inclusion
Encore believes that diversity in the workplace is absolutely crucial for an enhanced ability to reach strategic goals and create better
organizational outcomes. Its core value is called FBRIC (Fairness, Breakthrough Results, Respect, Integrity and Collaboration). Encore
launched Women Leadership Development Program (WLDP) in which workshops were conducted by Harvard faculty for women
employees across the globe. Every quarter, the CEO invites a woman leader for a lunch meeting and engages in discussion on topics
ranging from their own career path to resolving critical business problems. Encore also launched Global Women Mentoring Network
(GWMN) that provides global visibility to women managers and serves as a platform for them to learn from other women role
models. It has Women@Encore forum provides a platform for women employees to develop connects across the organization. It
has Inclusive Holiday Calendar which recognizes festivals from various regions. Festival celebrations are planned keeping in mind the
diverse workforce. Some of the initiative include, setting up additional prayer rooms and arranging special snacks in the holy month
of Ramzan, Special Ramzan dinner is organized for all employees, Separate food counters for employees observing the Navratri fast,
etc.
Company Background
Managing Diversity CEO Manu Rikhye
Financial Services Vice Presiden - HR Ajit Singh
Tel: 91-22-67003000; Fax: 91-22-67003160
Managing Diversity strategy at L’Oreal
Loreal’s ambition is to become the recognized world leader in the management of diversities. The global diversity strategy focuses
on three areas: gender, disabilities and, social and ethnic background. Today the company’s gender diversity percentage is 28%
women on statutory headcount and overall, 85% women are employed on statutory and non-statutory head count, which are
higher than market benchmark. The company took a 360-degree approach for attracting women and people with disabilities (PWD).
Its recruitment strategy focuses on Direct and Digital medium to attract and hire women talent. The company is leveraging digital
sourcing channels such as LinkedIn, Job ability, Enable India etc. and also internal employee referral program ‘BRING Your Own
Buddy’ to attract women and PWD talent and are offering higher rewards to referring employees. As a result, L’Oréal India is the first
and the only company in India to receive the prestigious Economic Dividends for Gender Equality certification (EDGE). EDGE is the
only business certification for gender equality at work place that is universally applicable across industries and countries.
Company Background
Managing Diversity Managing Director Jean-Christophe Letellier

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Tel: 91-124-4352200
InterGlobe’s i-Value program helps employee’s focus on the company’s values
InterGlobe felt the need to create a reward and recognition program that honors positive behaviors associated with our company
values of Integrity, Customer Orientation and Future Mindedness. The creation of the program was aimed at reinforcing the positive
behaviors of the company’s values. In order to achieve this objective the company developed i-Value program. The company
leveraged technology and collaborative tools to create and run the recognition program. The program was based on InterGlobe’s
people philosophy of Co-Creation, Consensus and Common Sense (3Cs). The program received more than 5000 unique nominations
for the total employee strength of 6500 in the organisation. Adopting technology ensured the seamless execution of the program.
The program allowed employees to share their experiences, memories, and aspirations . The received nominations were screened
and vetted by a team of internal judges. The program also resulted in the development of value meter. This value meter will be
used to evaluate the company’s value on a meter by quantifying it. The location offices in Manila, China and India locally ran the
program.
Company Background
Organisational Values Managing Director Rahul Bhatia
AT&T Global Business Services India Private Limited
Salarpuria Softzone, Bellandur, Bengaluru - 560103, Karnataka
Tel: 91-80-41318286
Email: sb2572@att.com
Stay and Skip to Retain Talent
AT&T India regularly conducts stay interviews and skip meetings with its employees in order to spot disgruntled employee before
they decide to move on. Stay interviews and skip meetings reveal grievances before the employee is disengaged and several of these
cases can be turned around, helping in talent retention. These interactions also provide an opportunity to understand employee
concerns, undertake counseling, identify attrition signs early and take proactive action, and resolve conflicts. Employees are also
briefed about HR policies, processes and initiatives through these meetings. The company conducts the process as a routine, random
HR activity for all teams, and confidentiality is maintained. Specifically for gender-specific issues, women employees are interviewed
by women representatives only. Through these initiatives, the company enjoys a low attrition trend, far below the industry average.
It has helped in retaining key talent as attrition trends were spotted early on followed by timely restorative measures. Other benefits
include improved communication and collaboration between teams and/or their overseas managers, better understanding of
cultural issues, enhanced training and development focus, and smoother conflict resolution.
Company Background
AT&T Global Business Services India Pvt Ltd (AT&T) is a subsidiary of AT&T Inc. and provides diverse telecom and technology services
in India. The company operates high technology service nodes in New Delhi, Bengaluru, Chennai, Mumbai and Hyderabad.
Retention Head, Human Resources Srinivas Bikkina
Telecommunication

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Tel: 91-22-67779000
DIESL’s Strategy for Employee Retention
DIESL faced difficulties in acquiring and retaining talent, and in meeting employees’ expectations. Since job contractors were initially
hired for lower level roles, DIESL found it difficult to meet customers’ requirements, especially on jobs like data entry or LOB in-
charge. Moreover, the competency structure was adopted from Tata Tele Services Ltd, which was grade-based and not linked
with roles and responsibilities. As a remedy, DIESL introduced a concept of Fixed Term Contractual (FTC) Associates, which bound
employees for a specific period. The minimum qualification required for an FTC Associate was set as graduation, so as to have
suitable candidates to fall back on in case of internal vacancies by way of transfers/promotions. A role based competency matrix
was introduced for clarity and transparency. Initiatives like rewards & recognition and flexible working hours were introduced. As
a result, the overall retention rate of ‘must-keep’ employees has been maintained at a healthy rate of 83% in the year 2015-16 and
the attrition rate for the year stood at 19%, well within the industry norms.
Company background
costs.
Retention Head – 3PLS Vikram Mansukhani
Bajaj Bhawan, Jamanalal Bajaj Marg, B-10, Sector -3, Noida - 201301, Uttar Pradesh
Tel: 91-120-4045100/555
Email: ajaybhardwaj@bajajenergy.com; Website: www.bajajenergy.com
Better Work Environment for Talent Retention
Owing to high attrition levels, the company devised ways to ensure employees stayed with the company for longer terms. To chalk
out an effective strategy, a host of measures were undertaken; for instance, employee survey, interaction with employees and open
communication with employees to get a better understanding of the underlying factors of higher attrition in the company. The next
step was to analyze the data so gathered to get a clear picture of the existing gaps and employee expectations. The company worked
on these results and brought about major changes in the organization – the PMS process was revamped, a rewards & recognition
program was launched, and certified training programs were introduced for the employees. With the help of these initiatives, the
company as able to bring down attrition level from 22% to a meager 5.1% over a period of three years.
Company Background
Bajaj Energy Ltd (Bajaj Energy), a subsidiary of Bajaj Hindusthan, is engaged in thermal power generation and operates coal-based
power generation plants at Barkhera (Pilibhit), Maqsoodapur (Shahjahanpur), Khambarkhera (Lakhimpur), Kundarkhi (Gonda),
Utraula (Balrampur) in Uttar Pradesh. The company’s corporate office is situated at Noida.
Retention Managing Director R S Sharma
Power President, Operations V K S Bankoti

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Fortis Escorts Heart Institute
Okhla Road,Opp Holy Family Hospital, Okhla, New Delhi - 110025, Delhi
Tel: 91-11-4713000; Fax: 91-11-26825013
Email: balkishan.sharma@fortishealthcare.com; Website: www.fortisescorts.in
Handholding the Novice
Employee attrition is a major challenge in the healthcare industry. Fortis Escorts Heart Institute noted that attrition is the highest
among new recruits owing to work-related stress and lack of proper mentoring. Facing the problem head-on, the company worked
towards developing a robust strategy to curb entry-level attrition. A mentoring and peer help program was conceptualized, wherein
buddy mentors were assigned to new joinees to guide them during their first three months of employment. Other than providing
valuable advice and guidance to the new recruit, the buddy would also help young workers deal with job related stress. As a
result, attrition among new recruits declined considerably. The program also helped in reducing work-related inaccuracies, boosted
confidence and reduced stress levels among new recruits, and enhanced co-ordination with other employees.
Company Background
Fortis Escorts Heart Institute is a New Delhi-based cardiac care hospital, offering a range of services in cardiac bypass surgery,
interventional cardiology, non-invasive cardiology, paediatric cardiology and paediatric cardiac surgery. The hospital also provides
services in the domain of general and laparoscopic surgery, ENT, clinical psychology, dentistry diabetology, physiotherapy and plastic
and reconstructive surgery. The hospital is backed by the most advanced laboratories performing complete range of investigative
tests in the field of nuclear medicine, radiology, biochemistry, haematology, transfusion medicine and microbiology. The institution
was established in 1988 as Escorts Heart Institute and Research Centre Ltd. Later in 2005, the hospital was acquired by the Fortis
Healthcare Group.
Retention Zonal Director Somesh Kumar Mittal
Healthcare Zonal Head, HR Balkishan Sharma
NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC’s various initiatives for employee retention helped in improving productivity and reducing attrition
Forcompaniesoperatingininfrastructuredevelopmentspace,retentionofemployeesisabiggerchallenge.NCCalsofacedchallenges
of employee retention and saw a high attrition rate. The company implemented various schemes to overcome this challenge. The
company started various employee recognition measures such as encouraging employees to refer their blood relatives to work in
NCC, payment of various annual benefits at interval of 3-4 months, opportunity to work in cross functional area, incentives in the
form of project completion bonus, long service appreciation award etc. The company has also started giving financial assistance
to its employees in need such as giving loans to employees in emergency, arranging donation to support the treatment of critical
illness of employee, one month basic salary as marriage gift, loan to purchase vehicle etc. It also started leave encashment policy,
and various amenities on work site to improve the convenience of employees. The company has provided various facilities such as
in-house ATMs for employees, gymnasium, recreation room, and cafeteria. The company also provides family accommodation to
employees. All the above initiatives helped in increasing employee’s productivity and also helped the company is reducing attrition
rate.
Company Background
metal and mining.
Retention Managing Director AAV Ranga Raju

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Tel: 91-141-4202101
Paayas’ initiative of establishing productivity centric culture in the organization helped in reducing attrition
The biggest challenge faced by a farmer owned start up especially dairy sector is motivating and engaging talent. Paayas also
faced the similar issue and tried to create an environment in all aspects for producing engaged and motivated manpower, so that
retention rate could be increased and attrition rate could be controlled. To deal with the retention issue, Paayas considered solutions
like adopting compensation & benefits policies higher than the existing industry bench marking, creating effective learning and
development, giving faster growth prospects, practicing competency based recruitment, utilizing regular reward and recognition
programs, establishing productivity centric culture in the organization and concentrating on employee engagement activities. Paayas
implemented these solutions by giving more thrust into learning & development exercises such as creating goof up corners in the
organization, creating simulation platforms, communicating career prospects and benchmarking of vertical growth, creating talent
pool to reward performing employees and establishing communication network in transparent manner. These initiatives helped in
reducing the attrition rate to 9% in 2015-16.
Company Background
Established in 2012, Paayas Milk Producer Company Ltd (Paayas) is producer owned, professionally managed enterprise which
provides its members round-the-year access to the marketplace. The company procures milk only from its members, process it
and then provide animal nutrition products and milk & milk products. Presently, the company has its operations in eight districts of
Rajasthan.
Retention Chief Executive Officer Ratan Kumar Singh
Tel: 91-22-41287700
Targeted retention strategy resulting in lower attrition levels
Prabhat Dairy was facing a crucial challenge of rampant attrition in its B2C sales team. The company intended to retain right
individuals & have momentum resulting in better productivity. Some of the solutions contemplated involved; increasing salary
levels, introducing lucrative or legitimate incentive schemes; and better alignment of people in line with business numbers plans
and expected deliverables. The HRBP lead this agenda with the help and support of key stakeholders, and built up action plans for
targeted pilot areas/geographies. The HRBP ensured that the right people are hired for frontline sales, selected after a mandatory
HR interview followed by line manager interview. A reference check was made mandatory through market references for across
team members. The HRBP also conduced counselling sessions for line managers who witnessed highest attrition rates through a
dip stick survey. Moreover, transparency was enhanced by tweaking of few C&B policies & actual implementation on ground. These
host of measures carried out for a period of six months reduced voluntary attrition rate by almost 18%.
Company Background
Retention Joint MD V Nirmal

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Tel: 91-120-4627900
Stay Interviews; an important tool for employee retention
The most crucial aspect of successful HR practices in any organisation is employee retention. It basically shows the ability of the
company to retain its employees. Somany Ceramics believes in understanding factors that influence employee retention in its
organization, which ultimately is considered as the major driver in employee performance. Last year, Somany Ceramics adopted
the Stay Interview practice, which assists in understanding employees’ key motivators and concerns during their stay with the
organization. This not only helps in knowing the positive factors which motivate employee to stay with the organisation, but also,
gives an idea about steps that can make them more productive and engaged with the organization.
Company Background
Retention Executive Director G G Trivedi
Universal Sompo General Insurance Company Limited
Unit No 401, 4th Floor, Sangam Complex, 127, Andheri Kurla Road, Andheri (E), Mumbai - 400059, Maharashtra
Tel: 91-22-29211800; Fax: 91-22-29211844
Website: www.universalsompo.com
Loyalty Grows With Happiness
Universal Sompo General Insurance understands that happy employees are more likely to remain loyal to the company for a longer
term. Whether it is the job profile or company policies, if an employee is unable to relate to the work environment, frustration
is likely to creep in, ultimately leading to unproductively and attrition. The company undertakes a host of measures to ensure
employee welfare at all times. The company has a well-defined recruitment process to ensure that the right candidate fills the
right post, and that all employees have a cordial work relationship with other teammates. Other than this, it adopts an open door
policy, fair performance appraisals and a slew of employee reward and recognition programs and benefits to boost team morale
and satisfaction.
Company Background
Universal Sompo General Insurance Company Ltd (Universal Sompo General Insurance) is a JV between Allahabad Bank, Indian
Overseas Bank, Karnataka Bank Ltd, Dabur Investment and Sompo Japan Insurance Inc. The company received the licence from IRDA
in Nov 2007. Universal Sompo primarily deals in retail, commercial and micro insurance segment.
Retention MD & CEO Rajiv Kumar
Insurance Head, Human Resources Tanmaya Kumar Panda

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2nd Floor, 296, Phase II, Udyog Vihar, Gurugram, Haryana.
Tel: 91-9653018500
Raising the bar and embracing the employees through attractive retention practices
Videocon Telecom has put its best effort to introduce various HR practices for retention of human resources. This is evident from
the drop in the attrition rate from 12% in FY15 to 10% in FY16. The company arranged for an to an overseas destination trip for
rewards & recognition for its employees from various departments such as Sales, Customer Service Delivery & Marketing, Technical
& Business Support etc. The company has Employee Discount Scheme where it offers a catalogue of products such as Consumer
Durables, Home Appliances, Smart Phones, etc. at a discounted price over the MRP to its employees. Besides this, it also has
retention policies such as Employee Annual Appraisals & Increments, Special Bonus for Retention, Diverse Career Opportunities for
internal transfers in the Videocon Group and Videocon Assessment Center which looks through the succession planning for middle
and senior level management. The company also provides Interim Incentives which is basically performance linked incentive.
Altogether, it becomes a key retention tool in a manner that employees work with extra zeal and show their loyalty towards the
work and the organization.
Company Background
Retention CEO Arvind Bali
Telecommunication Head HR Rajesh Soni

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Bajaj Corp Limited
Tel: 91-22-66919477; Fax: 91-22-66919476
Compensating Excellence
In addition to providing competitive compensation to its employees, Bajaj Corp undertakes many initiatives to make its employees
feel valued and to recognize and reward his contribution towards the company’s success. The Mentor recognition program gives the
management and sales trainees an opportunity to express gratitude to their mentors who have influenced and guided their learning
and career roadmap. Apart from this, the company also felicitates top performers in the sales and support functions to motivate
them to excel and continue setting higher standards. It also creates a positive influence on others and drives overall performance.
Additionally, the company acknowledges the children of its employees, who have excelled in academic performance.
Company Background
Compensation & Benefits Managing Director Sumit Malhotra
NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC’s effective compensation & benefits structure provide an edge over competitor
Compensation & benefits played a major role in retaining and attracting employees especially at mid to senior level in any
organization. Every organization faces a challenge of rewarding its employees handsomely while maintaining its profitability. NCC
has developed an employee friendly compensation structure to attract and retain employees. Even during the difficult time of
infrastructure industry, NCC has revamped compensation structure to reward its employees in such a way wherein employees were
given long term benefits at regular intervals. With the perfect balance of compensation structure and employee engagement, NCC
was able to maintain its employee cost / turnover better than its competitors. In a manpower driven industry, controlling employee
cost / turnover is very important to maintain the profitability of the Company. With the efficient compensation structure, the
company was able to achieve high turnover per employee.
Company Background
metal and mining.
Compensation & Benefits Managing Director AAV Ranga Raju

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D3, P3B, District Centre, Saket, New Delhi -110017, Delhi
Tel: 91-124-6180326
RFL’s effective compensation strategy
Compensation is the foundation for driving behavior in any organization. So, the compensation system of an organization plays a
major role in efforts to manage employees in a better way. To formulate a comprehensive compensation system that is: Performance
linked Differential and Competitive in the market. The company, therefore, chose the strategy to go ahead with Competitive Fixed
pay, competitive incentive scheme for frontline sales employees, target bonus based on grade & role and reward employees for
retention and performance and link it with the long term results of organization. This helps attract the best of the talent in the
organization and also helps in keeping the employees engaged.
Company Background
Compensation & Benefits Managing Director & CEO Kavi Arora
Ador Welding Limited
Ador House, 6, K. Dubash Marg, Mumbai - 400001, Maharashtra
Tel: 91-22-66239300/36
Email: manojpandey@adorians.com; Website: www.adorwelding.com
Measuring performance in a SMART (Specific, Measurable, Achievable, Relevant, Time Bound) way
Ador faced the issue of evaluating performance of the employees to match with the business objectives in order to increase the
efficiency and cost effectiveness. Accordingly, it developed the strategies to simplify and align the Performance Management System
with the business objectives across the organization. The HOD of human resources developed a step by step model to implement
the strategy to introduce new system called “My Performance, My Responsibility”. The system was launched in August 2012 and
the annual reviews till communication of Performance Results take approximately 2 months. It includes Top to Bottom approach
for Goal / KRA Setting process to ensure alignment which is based on Balanced Score Card method and regular feedback process.
The newly implemented Performance Management System involves Goal Setting, KRA Evaluation & Feedback, and Rewards &
Recognition. The KRA’s are set based on a SMART (Specific, Measurable, Achievable, Relevant, Time Bound) model. This resulted in
85% of the employee performance in “Excellent” and “Good” category since last two years. Ador also achieved a score of 4.2 out
5.0 in the employee engagement assessment.
Company Background
Ador Welding Ltd (Ador) was incorporated in 1951 to manufacture Welding Consumables and Equipment. It offers Welding
Electrodes, Wires & Fluxes, Welding Automation and Cutting Equipment’s, Project Engineering Business, CNC Cutting Machines,
Gas cutting products, and Personal Protective Accessories. It also has Welding Academy for skill development.
Performance Management Managing Director Satish Bhat
Industrial Goods Head – Human Resource Manoj Pandey

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Tel: 91-80-42884288; Fax: 91-80-42884200
ACT’s Career Management System
Being one of the fastest growing Internet Service Providers in India, rapid growth for ACT led to higher employee expectations.
Accordingly, there arose a need to manage employee career growth aspirations and to identify, nurture and manage the talent pool
to build the organisation into a consistently high performing unit. The ACT way focuses not just on being a high performer, but also
on team work, ethics, and value system and customer centricity. Thus, identifying employees with the correct balance of both was
a tough task. The company chose to design and implement a comprehensive performance management system drawing inspiration
from Maslow’s hierarchy of needs theory. The model aimed at empowering the individual during his stay in the organisation. A
number of employees were happy about the process improving each year. More than 85% employees rated the entire process as
fair, transparent and as meeting their aspirations.
Company Background
Performance Management Managing Director Sundar Raju
Cigna TTK Health Insurance Company Limited
401 / 402 Titanium, Western Express Highway, Goregaon (East), Mumbai - 400063, Maharashtra
Tel: 91-22-61703600 Fax: 91-22-61703689
Email: customercare@cignattk.in; Website: www.cignattkiinsurance.in
Connecting for Better Performance
At Cigna TTK Health Insurance Company, the performance management system is that of ‘Connect for Growth’. The core philosophy
of ‘Connect for Growth’ is to make connections, energize employees and help each one grow. To improve everyday interaction, the
philosophy follows the SCARF@ Model by David Rock. It operates on the growth mindset, with the key focus of the activity being on
the “Towards State”. It helps maintain an informal environment and facilitates quick and better conversation between the Manager
and the subordinate. The company follows a culture of rewarding performance. The objective is threefold – to improve individual
performance, to improve organizational performance and to continue to differentiate rewards
Company Background
CignaTTK Health Insurance Company Ltd (CignaTTK Health Insurance Company) is a joint venture between U.S. based global health
services leader, Cigna Corporation and Indian conglomerate, TTK Group. It is a stand-alone health insurance company, headquartered
in Mumbai having a pan India presence spread across 15 cities of the country.Cigna offers health, dental, supplemental insurance
and Medicare plans to individuals, families and businesses.
Performance Management Managing Director & CEO Sandeep Patel
Insurance Deputy CEO Jyoti Punja

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Tel: 91-22-67779000
DIESL’s Role Based Competency & CTC Matrix
DIESL’s competency structure, adopted from Tata Tele Services Ltd (TTSL), was based on grades but not on roles. Key Result Areas
(KRAs) were neither standard nor aligned with the company’s goals. The compensation structure did not factor in roles and
educational qualifications, but was based on the last CTC drawn instead. There was a 6-point rating scale, yet poor performers could
not be identified. The PMS was not linked to any career progression plan. Also, high potential employees could not be identified.
Hence, DIESL revamped its PMS to address the aforementioned concerns, by incorporating a role-based competency matrix and
CTC matrix. Consequently, there was more clarity for the hiring process, and also for functional/zonal heads to recommend role
changes for team members. Role-based competencies were included in the Career Planning exercise, served as inputs for training
needs and for designing a training calendar; the rating process became more stringent and there was uniformity in measuring the
performance of those in similar roles.
Company background
costs.
Performance Management Head – 3PLS Vikram Mansukhani
EPAM Systems India Private Limited
3rd & 4th Floor, JVP Building, Plot No. 5, Software Units Layout, Madhapur, Hyderabad – 500081, Telangana
Tel: 91-40-39111700; Fax: 91-40-39111777
Email: Dileep_Narayan@epam.com; Website: www.epam.com
EPAM’s Unified Global Performance Management System
With EPAM expanding rapidly, it needed a more consistent performance management system (PMS). The change in business context
and movement towards Agile processes in software engineering demanded a change in its engagement paradigm. Moreover, the
existing Traditional Rating Based culture and Bell Curve methodology did not help in recognizing individual performance. Accordingly,
EPAM needed to move away from a PMS that was manager-driven to one that was self-driven, that enabled continuous reviews
and that captured feedback from teammates, managers and customers. The system also needed to accord individuals more control
over their careers. EPAM chose to create a unified global PMS based on a global competency framework that built standardised
capabilities, offered a 360 degree view on individual performance, and introduced a career planning portal named Grow. EPAM also
introduced a record management system (Talk) to capture communication on feedback, performance review and career planning,
and a Unified Assessment system to record all assessment for career progression. Consequently, the new PMS was more transparent
and unbiased, was not force-fitted with the Bell Curve model, enabled measurement of absolute rather than relative performance
and resulted in a more engaged and satisfied workforce.

Company Background
EPAM Systems India Pvt Ltd (EPAM) is the Indian subsidiary of the US-based EPAM Systems Inc., a leading global provider of product
development and software engineering solutions. EPAM has a presence in 25 countries with workforce strength of more than
19,000 associates globally. In India, the company has bases in Hyderabad and Pune.
Performance Management CEO & President Arkadiy Dobkin
Software India HR Head Shashikanth Reddy Bondugula

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Exdion Solutions Private Limited
STC Trade Centre, Nandini Layout, Bengaluru - 560096, Karnataka
Tel: 91-80-46585000,
Email: Jeevesha_k@exdion.com; Website www.exdion.com
Exdion’s Competency Assessment Framework Traits (CAFT) Methodology
The performance of an employee is generally assessed based on Technical / operational parameters. However, the behavioural
aspects of an employee play a very vital role in the employee executing the assigned goals. There is a general sense among the
working population that the behavioural aspects tend to be relegated to the background. There is a need to measure and assess
the behaviour of employees. This will ensure a well-rounded assessment of an individual. Exdion wanted to clearly communicate
organization’s expectation from various roles and to provide clarity on competencies required for career progression. To serve all
these measures, the management decided to devise a Competency Assessment Framework Traits (CAFT) methodology to assess
and grade the impact of the behavioural aspect of an employee. Competency based assessment gives a more objective way of
assessing an individual. As a result, Competencies & fundamental traits formed the basis for career progression of employees apart
from production & quality; Employees perceived the approach as fair & transparent and improvised the Training Need Analysis &
enabled the holistic development of the employees.
Company Background
Established in 2000, Exdion Solutions Pvt Ltd (Exdion) is an insurance & healthcare business process management services company
based in Bengaluru. It caters to the healthcare billing industry in North America, European insurance companies, brokers and TPAs.
It has expertise in demographic solutions, ICD and CPT coding, charge entry solutions, pre-submission claim verification, payment
posting solutions, reconciliation and secondary payer billing, accounts receivable management and denial posting solutions.
Performance Management CEO L S Ram
IT / ITeS HR Manager Jeevesha Koppam
Tel: 91-124-4352200
InterGlobe’s performance management initiatives resulted in improved employee and organizational performance
Growth is good and inevitable, however unpreparedness for growth could spell disaster for individuals and organisations.
InterGlobe had an absence of a structured change management, which lead to chaos across organisation. To address the issue,
the company developed an Organization Performance Enhancement process. This process provided a methodology for individuals
and for workgroups to elevate organization performance whilst achieving business objectives. The stakeholder involvement in the
process witnessed the involvement of the top management and the lower ranked employees. The process improvements were
implemented at both at unit level and functional level. The experiences and ideas of the employees were solicited during this
process. The development of the process was highly sensitive to a wide array of aspects of the company. Client needs, business
needs, functional priorities of departments, and company’s strategic plans are some of the major aspects taken into consideration
in the development of the process. The successful implementation of the process has resulted in enhanced collaboration amongst
leadership teams, development of leadership readiness programs, and skills development program.
Company Background
Performance Management Managing Director Rahul Bhatia

Growing
HR Segment
Industry
HR Segment
Industry
Netafim Irrigation India Private Limited
268-270 & 271B, GIDC, Manjusar, Taluka- Savli, Vadodara - 391775, Gujarat
Tel: 91-2667-264601-4
Website: www.netafimindia.com
Using Technology to Manage Performance
At Netafim Irrigation India, performance management system is known as performance, review and reward process, and takes
care of the performance review of the current year, objective setting for the subsequent year, training needs identification for the
employee, developmental objectives for the employee for the next three years and manager’s feedback. In the previous year, the
company switched to the online version of the system and has included value-based parameters for the purpose of performance
evaluation in addition to functional parameters. The company partnered with top leadership team through sensitization exercises
that involves extensive data sharing on past practices, current challenges, possible solutions and expected outcome. In-house
performance management portal was developed, which resulted in operational efficiency, transparency, confidentiality and
multi-location accessibility and continuous monitoring. Train the trainer approach was adopted to create more facilitators to help
employees navigate through online global and local portals, while multi-layered workshops across strategic business units helped
create awareness of the online module. A step-by-step guide was prepared and telephonic helpdesks activated to resolve queries
of employees.
Company Background
Netafim Irrigation India Private Limited (Netafim Irrigation India) is a wholly-owned subsidiary of Netafim Israel, established in 1997.
It offers a wide range of micro-irrigation, greenhouse and field automation solutions. With three manufacturing plants and more
than 1500 dealers, Netafim India’s operations span throughout the subcontinent.
Performance Management Managing Director Randhir Chauhan
Irrigation Systems General Manager, HR Amit Karandikar
Piramal Tower Annexe, 6th Floor, Peninsula Corporate Park, Lower Parel (W), Mumbai - 400013, Maharashtra
Tel: 91-22-30466980
Website: www.piramalglass.com
Reinforcing Values through Competencies
Tomonitorandencouragetalentandcreateacultureofcoachingandmentoringacrosstheglassbusiness,PriamalGlassinitiatedmass
communication across the organization so that each employee clearly understood the performance parameters and conversations to
expect during each phase of the performance cycle. It also re-aligned the performance parameters from an EBITDA-based approach
to a Total Value Added approach. Further, there was a shift in focus from tangible current year’s performance to developing people,
designing meaningful careers for them and having conversations around talent performance and development around the Piramal
Success Factors – The leadership behaviors. And last but not the least, behavioral strands were linked with tangible outcomes and
there was a renewed focus on top talent through multiple talent identification and development processes.
Company Background
Performance Management Director Vijay Shah
Glass & Ceramics President Corp. HR & Group IR S K Raijada

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-124-6180326
Performance Management System at Religare Finvest
The Performance Management System of today mostly doesn’t have “Single Digit” or a “Single letter” Performance Rating system
that used to define employees’ effort in the past. The objective of any Performance Management System should be to provide
employees and managers a platform to not only communicate but also to connect. Therefore, Religare used the strategy of Balanced
Scorecard (to make sure the organization’s goals are in line with the goals of each employee), Continuous Feedback mechanism (to
ensure that timely feedback at various checkpoints during an appraisal cycle gives an employee to do a course correction), Promote
for potential (to ensure that meritocracy is upheld and deserving employees get better roles ahead of time), 360 degree feedback
(to make an employee at a team handling role aware of the views of his subordinated, superiors and peers on how he/she is shaping
up in his/her current role) to overcome the issue of performance management. The system has become the backbone of various
other processes which have performance inputs.
Company Background
Performance Management Managing Director & CEO Kavi Arora
SMC Global Securities Limited
11/6 B Shanti Chamber, Pusa Road, New Delhi - 110005, Delhi
Tel: 91-11-30111000
Website: www.smcindiaonline.com
Optimizing Performance Management with Technology
SMC Global Securities adopted the Human Resource Information System (HRIS) for performance evaluation in order to have a
consistent and organized review process and to help employees in their goal-setting objectives. HRIS helped in optimizing the
company’s performance tracking and management processes. The new system also eliminated any bias and brought about a
consistency in the process. Additionally, standardized parameters for performance evaluation based on sales and support roles
helped employees better understand their job expectations and key functionalities. Based on the data stored on the system, it
became possible to give employee feedback on a regular basis, thereby improving productivity and quality of work. It has also
helped in bringing about employee satisfaction.
Company Background
Established in 1994, SMC Global Securities Limited (SMC Global Securities) is a well-diversified financial services company in India.
It provides equity, commodity and currency broking services, investment banking, wealth management, distribution of third party
financial products, research, financing, depository services, insurance broking and clearing services and real estate advisory services
to corporate, institutional, high net worth individuals and other retail clients.
Performance Management CMD Subhash Chand Aggarwal
Financial Services Vice CMD Mahesh Chand Aggarwal

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-120-4627900
Email: hr@somanytiles.co.in; Website: www.somanyceramics.com
P Clinix; a crucial platform for performance management
Post recruitment, managing employee performance is the next crucial step for any growing organisation. Somany Ceramics
considers human resource as the most vital resource of the organization and utilising them with their best potential drives overall
performance. Hence, it believes in understanding the hindrances and treating/curing the gaps that get sensed well on time. Hence,
it devised a tool known as Performance Clinix, a specialized employee service platform where performance concerns of employees
are given utmost concentration and efforts are made to help employee overcome the performance related obstacles. This gets
accomplished by realizing their career aspirations, and providing expert guidance and mentoring support for maximizing their
performance and utilizing their potential well.
Company Background
Performance Management Executive Director GG Trivedi
Gate no-2, Plant 5, Godrej & Boyce Complex, LBS Marg, Vikhroli (W), Mumbai – 400079, Maharashtra
Tel: 91-22-40473101
WNS’s revised appraisal process has resulted in improved employee satisfaction
WNS’s ‘WiNS’, is a talent management program created with an aim to enable employees outperform. It is an end-to-end
comprehensive automated talent management framework. It operates on the tenets of recognizing performance, understanding
potential, creating more structured career paths, and establishing systematic succession planning initiatives. The program is
primarily developed for associate employees and front line managers. Since the launch of the program in 2011, it has evolved. The
changing environment inside and outside the company demanded an adaptive WiNS program. This led to the introduction of the
360 degree approach to rethinking the process involving stakeholders with employee at the core. The development of the new
WiNS program was developed based on surveys and focus groups conducted. The alignment of performance management system
to the compensation cycle of employees. The new WiNS has the appraisal process is staggered across 4 quarterly cycles, making
performance management real time, engaging seniors in the development journey of their employees, and availability of apps
to manage them are some of the revisions on the new WiNS. These developments have improved WNS’s employee satisfaction
scores.
Company Background
Performance Management CEO Keshav Murugesh
IT / ITeS VP & Head – HR R. Swaminathan

Growing
HR Segment
Industry
HR Segment
Industry
Hindustan Petroleum Corporation Limited
Petroleum House, 17 Jamshedji Tata Road, Mumbai - 400020, Maharashtra
Tel: 91-22-22632495
Email: www.mktghqo@hpcl.in; Website: www.hindustanpetroleum.com
HPCL’s Project Utkarsh for improving productivity through increased engagement of employees
The Oil & Gas industry in India is institutionalized in such a way that for some petroleum products like LPG the prices are controlled
by the government. Therefore, the companies operating in this industry have to focus on leveraging cost effectiveness, operational
efficiency and productivity improvement. HPCL also faced the similar challenge of reorientation of employees to the new technology
and their re-alignment on the basis of their competence. To address this problem, it launched Project-Utkarsh, a joint initiative of
LPG SBU and HR (Marketing) to enable HPCL’s LPG Plant Operating staff and floor officers to jointly enhance productivity levels of
the Plant. The project aimed to utilize the power of team work and employee engagement through deployment of scientifically
proven methods like ‘Kaizen’, ‘5-S’, ‘TPM’, Six Sigma, etc., at every level of hierarchy in achieving excellence at the shop floor
level. Team HR (Marketing) designed the initiative such that its multiple levels involved all the employees. Various programs and
workshops conducted under Project-Utkarsh include Competency Development Workshop, Engagement Workshop, Awareness
Programs, Technical Training, and Quality Circle teams. Project-Utkarsh impacted over 2,500 employees and over 4,800 contract
workmen and developed strong bonding and a very sound relationship between management and non-management workforce.
HPCL saw tremendous improvement in its productivity, production rate and Safety Index through these initiatives.
Company Background
Hindustan Petroleum Corporation Limited (HPCL) is a Navaratna PSU under Ministry of Petroleum & Natural Gas, GoI. HPCL is
engaged in refining and marketing various petroleum products.
Productivity Enhancement Chairmen & Managing Director MK Surana
Oil - Refining & Marketing Director - HR Pushp Kumar Joshi
Tel: 91-22-66239300/36
Talent Well Nurtured
With a view to ensure a robust pipeline of skilled manpower, Ador decided to develop a customized talent management framework
that would not only address the requirement of skilled talent at senior levels in the immediate run but also build a talent bank for
the company’s long-term business requirements. At the onset, a talent pool was formed based on the identification of critical roles
and a competency framework within the organization. Employees were then assessed based on these competencies and classified
as critical talent. These employees were then provided a host of incentives to keep them motivated and boost loyalty; while other
employees were put on a development plan to build the requisite skill sets. With these initiatives, Ador was able to arrest the
attrition of critical talent, even as performance of these employees also enhanced consistently over a period of time. Furthermore,
the company’s talent management initiatives resulted into highly engaged employees.
Company Background
Talent Management Managing Director Satish M Bhat
Industrial Goods Head - Human Resources Manoj Pandey

Growing
HR Segment
Industry
HR Segment
Industry
5th Floor, Tower B, Global Business Park, Gurugram – 122002, Haryana
Tel: 91-124-4062212; Fax: 91-124-4062244
Email: naveen.yadav@aisglass.com; Website: www.aisglass.com
Asahi India focus on talent acquisition and development interventions as a part of risk mitigation strategy
Asahi India has the objective of ensuring talent availability for current and future critical positions arising out of future expansion
plan without de-risking business. However, Asahi India faced the challenges of delay in coaching and reviewing talent along with
delay in committed timelines and slow improvement in the critical readiness index. To overcome these challenges, the company
took appropriate steps to retain and grow critical personnel to the position in a structured way. Asahi India focused on talent
acquisition and development interventions as a part of risk mitigation strategy. Further, Asahi India also started to organize one
to one meeting on a monthly basis with the stakeholders to track their development plan and have a plan B successor for critical
technical positions. For managing talent, the company set up development centers, cross functional trainings, leadership training,
executive coaching, performance vs potential matrix, 360 degree feedback and stays interviews. Further, Asahi India used external
resources to be involved for functional assessment, executive coaching, leadership training and higher education while the rest
programs conducted internally. With the help of these talent management initiatives, the company is able to make talent pipeline
with internal movement and promotions without risking critical positions.
Company Background
Established in 1984, Asahi India Glass Ltd (Asahi India) is amongst the leading integrated glass solutions company with a significant
presence in automotive glass and architectural glass segments. AIS provide end to end solutions right from manufacturing of glass,
processing, fabrication and installation services.
Talent Management CHRO Devarshi Deb
Glass & Ceramics
Tel: 91-80-42884288; Fax: 91-80-42884200
With the growing market and fast paced environment, talent Shortage and lack of qualified staff emerged to be the biggest worry
for the lateral & critical positions. Businesses fretted about the capabilities of talent pool available in the market. It was thus
important for Atria Convergence Technologies Private Ltd to design a more engaging and productive workplace to attract and retain
employees in the new always-on, hyper-connected world of work. The management at Atria designed an approach to identify
potential talent within the organisation for Team Leader positions. ACT’s Development Centre laid down a detailed research plan
and structured model of Talent Management. As a result, the magnitude of gap between existing and desired workforce was
reviewed and studied and performance gap, competence gap and size gap was identified. The final step resulted in the creation of
a robust talent management strategy with primacies and strategies owned by the business.
Company Background
Talent Management Managing Director Sundar Raju

Growing
HR Segment
Industry
HR Segment
Industry
Bajaj Corp Limited
Tel: 91-22-66919477; Fax: 91-22-66919476
Managing Talent for Success
Bajaj Corp runs a host of initiatives aimed at equipping its employees with right skillset and also to ensure a steady and robust
pipeline of talent for the longer term. These initiatives begin right from the employee’s first day in office. Each new joinee is assigned
a buddy/mentor for a period of three to six months, during which the buddy provides valuable assistance, mentoring and guidance
to the new joinee. The buddy is also responsible for educating and equipping the new joinees for smooth transition of the on-
boarding process. Apart from this, the company provides a platform to all its employees to provide suggestions or ideas for new
projects in their line of work or organization. This motivates employees to think out of the box and implement projects and practices
for continuous improvement. The company conducts a gamut of training and development programs to put employees on a higher
career path and to ensure a strong pipeline of talented leaders to take up senior roles in the future. Besides, through rewards &
recognition, the company has been able to attract, retain and motivate high performers.
Company Background
Talent Management Managing Director Sumit Malhotra
Bharat Bijlee Limited
No.2, MIDC, Thane-Belapur Road, Airoli, Navi Mumbai - 400708, Maharashtra
Tel: 91-22-27637500
Email: aarti.madhankar@bharatbijlee.com; Website: www.bharatbijlee.com
Making Way for Longer Stay
In a highly competitive market scenario, retention of critical talent, prevention of poaching of high performers by competition
and prevention of attrition was a challenge faced by Bharat Bijlee. Especially, attrition of employees within one to four years
of employment was a cause of concern. The company realized employee feedback on positive points was important and their
reinforcement could impact engagement levels, thereby reducing attrition. As such, a multi-pronged strategy comprising of reward
and recognition, open house sessions, salary corrections, succession planning and stay interviews etc was implemented. Stay
interviews were conducted for all confirmed employees who had completed 6 - 24 months. An extensive analysis of the interview
outcomes and feedback given by employees helped the organization to understand its strengths and weakness, where it is doing
well and aspects that need improvement, what employees like most and what they want seen changed. Stay interviews have helped
the company to understand employee’s thoughts on job and role clarity, resource availability, equation with reporting manager,
cultural fit/mismatch, teamwork, pay and benefits, concerns on accommodation, cost of living, life away from home town etc, and
life goals.
Company Background
Bharat Bijlee Ltd (Bharat Bijlee) is one of the leading electrical engineering company in India. Established in 1946, the company
is a multi-product, multi-divisional organization, its main business segments are transformers, projects, electric motors, elevator
systems and drives & automation.
Talent Management Executive Director Shome Danani
Engineering Vice President, HR Pravin Gharlute

Growing
HR Segment
Industry
HR Segment
Industry
DBS Bank Limited
Fort House, 221 DN Road, Fort, Mumbai - 400001, Maharashtra
Tel: 1800209455
Website: www.dbs.co.in
Nurturing Talent In-House
With a view to build robust leadership capability within the organization, DBS Bank has established a multi-layered talent
management framework. The talent identification process is aligned to the AAE model – Ability, Aspiration and Engagement.
Employees are assessed based on their talent and how well they demonstrate the bank’s corporate values. Not more than 5% of
the eligible employees are taken on board for a talent program initiative, which is based on the EEE model of Education, Experience
and Exposure. Employees thus selected are imparted training to boost their skill set or knowledge base. They are then offered
opportunities to work on projects to enhance their work-experience and instill leadership qualities. They also get a chance to
network with senior leaders from within the organization as well as outside. As a result of these initiatives, the bank is able to
nurture leaders from within the organization and also save costs of procuring talent externally,
Company Background
DBS Bank Ltd (DBS Bank) started its operations in India in 1994, in the same year DBS opened its representative office in Mumbai,
which was upgraded to full-fledged branch in 1995. In 2005, DBS bank was granted license to open its second branch in New
Delhi. The banks product portfolio include; personal banking, wealth management and business banking services. Accounts such
as savings plus, savings power plus; deposits like fixed, recurring, flexi fixed and basic savings bank deposits are offered by the bank
under personal banking. Under business banking, it caters to SMEs and corporate clients.
Talent Management GM & Head, DBS India Surojit Shome
Banks Head, Human Resources Kishore Podure
Tel: 91-22-67779000
DIESL’s Career Plan for High Potential Employees
DIESL faced problems in terms of meeting its employees’ career aspirations, controlling attrition, and identifying and grooming its
high potential employees for higher level roles. As a result it was not able to create a sense of job satisfaction. Talent retention, Job
satisfaction, and enhancement in productivity are the motives behind having a strong talent management strategy. The company
thus chose to implement strategies like career planning, succession planning and training & development to overcome to problem
of talent management. The Career Planning program helped the company with a systematic mechanism to identify high potential
employees. Succession Planning gave it a strategy to come up with a pool of successors ready to meet contingencies. Also, they
introduced a Training & Development program. Through Career Planning, about 10% of total employees were identified as A Rank
holders. Succession Planning discussion helped identify 38 critical positions and through the Individual Development Plan, 33 IDPs
were made.
Company background
costs.
Talent Management Head – 3PLS Vikram Mansukhani

Growing
HR Segment
Industry
HR Segment
Industry
Edelweiss Financial Services Limited
Edelweiss House, Off. C.S.T. Road, Kalina, Mumbai - 400098, Maharashtra
Tel: 91-22-40635445
Website: www.edelweissfin.com
“iLEAP”
Edelweiss group operates across almost the entire gamut of financial services. Factors such as the nature of business, the industry
and the organization’s aspiration to be known as an industry leader ensure that the organization remains dynamic in its business
operations. In this context, the challenge was the absence of a structured, aspirational leadership intervention for developing high
potentialemployeesandtheneedtohavealeadershippipelineforsuccessionplanning.Theobjectivewastocreateleadershippipeline
and enable succession planning by developing high potential employees in the areas of identified enterprise wide competencies.
Thus the company chose to use comprehensive, long-term intervention that focused on a two pronged approach – group learning
(from experts, peers and key stakeholders) and individual learning (self-paced learning and reflection). The intervention was named
as ‘iLEAP’, signifying the quantum leap that the participants were expected to achieve after undergoing this intervention. As a result,
the participants felt that the program adds value to their professional and personal life. There is lot of knowledge sharing during the
classroom sessions and online lessons. The iLEAP program has given the participants an exposure to leadership tenets. Mentoring,
interaction of the participants with senior leaders of Edelweiss is also aiding their holistic development.
Company Background
Edelweiss Financial Services Ltd (Edelweiss) was founded in 1995 as Edelweiss Capital Ltd. In Aug 2011, the company acquired its
present name. The company’s business verticals are broadly divided into credit including retail finance, financial markets including
asset management, commodities and life insurance.
Talent Management Managing Director & CEO Rashesh Shah
Financial Services Executive Director Rujan Panjwani
Tel: 91-22-40976666
Building a robust talent pipeline
At Future Generali India Insurance, talent management processes encompass recruiting, developing and retaining people with the
required skills and aptitude to help the company meet current and future needs. The company’s talent philosophy revolves around
five factors – performance, behavior, differentiation, transparency and accountability. As a first step towards building a strong talent
pipeline, the company identifies key and critical talent, which is followed by an assessment of the potential of these employees to
identify high potential employees. All high potential employees are given training and their progress is regularly reviewed. Leadership
excellence workshops are conducted to develop a robust leadership pipeline. High performers are also assigned live projects, which
is beneficial to both the organization and the employee as well. The company invests in the development of its employees and as
such finds it easier to source talent from within the organization in case of a vacancy.
Company Background
Talent Management MD & CEO K.G. Krishnamoorthy Rao

Growing
HR Segment
Industry
HR Segment
Industry
5th Floor, Windsor Building, Kalina, Santacruz – East, Mumbai - 400098, Maharashtra
Tel: 91-9494004000; Fax: 91-9594004999
Email: vinay.razdan@idea.adityabirla.com ; Website: www.ideacellular.com
Preparing leaders of the future through learning & development
Idea Cellular’s sales force comprises of 48% of the total employee base. With 30 Sales Function Heads and 184 Zonal Business
Managers operating in a performance intensive environment, it was imperative to grow leaders internally to fuel business growth
while maintaining the employee friendly work culture. The company developed the strategy to build assessment capability internally
and have a robust mechanism to assess talent and grow them to cater to future leadership requirement of Business. In a phased
manner, few leaders were trained and certified on “Designing and Implementing Development and Assessment Centers” through
T.V. Rao Learning Systems. The company identified functional Heads across Functions and trained internally as Assessors for the
DAC process. It also developed Competency Tool Matrix, based on the competency matrix a basket of in-house assessment tools
identified and developed internally. It rolled out !Aspire process for career movements in other functions like Marketing, Service
Delivery, Commercial, Finance, Network Services & HR. This resulted in success profiles ( movement to higher roles) : in Sales 30%
of Function Heads, 37% of Zonal Business Managers and 18% of Area Sales Managers have grown through !Aspire
Company Background
Idea Cellular Ltd (Idea Cellular), is an Aditya Birla Group Company, founded in 1995. Idea Cellular is a pan-India integrated GSM
operator offering 2G and 3G services, and has its own NLD and ILD operations, and ISP license. Idea Cellular’s robust pan-India
coverage is built on a network of over 100,000 2G and 3G cell sites, spread across over 55,000 towns in India.
Talent Management CEO Himanshu Kapania
Telecommunication Chief Human Resource Officer Vinay Razdan
Tel: 91-124-4352200
InterGlobe inculcates “Innovation” as a tool to drive business excellence.
In 2013, InterGlobe witnessed the departure of key leadership personnel including their CEO. This development fueled chaos and
uncertainties across the organization. The prevalence of a leadership vacuum gave birth to a culture of silo mentality, turf protection,
lack of clarity on organization’s goals and a huge trust deficit in the hierarchy. The impact of this development resulted in decline in
employee engagement scores, decline in productivity, surge in cost of construction and unbound delays to complete the projects.
In order to improve the situation and prevent loss of talent in the organization, InterGlobe resorted to implementing a cultural
change driven through innovation. The idea developed was - Innovation as a catalyst for Culture Change. The company embarked on
this journey by building models, introducing innovation caricatures, developing new channels of communication, improving work
processes, and adoption of new technology in hotel construction amongst others. The Innovation Intervention had multiple phases
and was spread across eighteen months. This process also involved various department’s communicating and coordinating with one
another. The innovation program resulted in an improvement in the employee engagement scores, better productivity, lower build
cost, faster delivery schedules, and restored the faith of employees in the organization.
Company Background
across 59 cities globally. The company has presence in the civil aviation, airline management, travel commerce solutions, IT and
BPM services, hospitality, advanced pilot training and aircraft maintenance engineering.
Talent Management Managing Director Rahul Bhatia

Growing
HR Segment
Industry
HR Segment
Industry
JK Paper Limited
Nehru House 3rd Floor, 4 Bahadur Shah Zafar Marg, New Delhi - 110002, Delhi
Tel: 91-11-30179495; Fax: 91-11-23712680
Email: Akriti.singh@jkmail.com; Website: www. jkpaper.com
Efficient Practices for Successful Performance
To boost efficiency, JK Paper focuses on right talent management practices – a) Identifying Right Talent for Right Job i.e. Talent
Assessment, b) Building leadership bench strength, c) engagement and sustaining morale of the employees. JK Paper follows a system
of investing in identifying top performers in objective way, and moving them to new positions and enhanced roles. The company
adopts a differentiated workforce strategy, encompassing work design, selection and staffing, performance management, rewards
and compensation, and development. Through a unique initiative called the Krishna Arjuna Initiative, the company recognizes
talented junior employees and motivates them to develop further. The direct boss of a junior employee plays the role of Krishna,
being the mentor or teacher. Under the Krishna-Arjuna scheme, individual high performers formulate individual development plan
under the guidance of their superior (Arjuna) and support from HR facilitators. The company invests in skill development of its
employees through various talent development programs. It also has dedicated programs to develop leadership pipeline called
‘LIFE’ (Leadership development Initiative through Fire of Experience). The company also undertakes a host of engagement events
that stimulate the working environment and enthuse employees to deliver their best for the Organization.
Company Background
JK Paper Ltd (JK Paper) is one of the leading paper manufacturing company in India, offering a wide array of paper products and
premium packaging board. It has a wide product portfolio of office papers, packaging boards, printing & writing papers and speciality
papers.
Talent Management President A S Mehta
Paper & Paper Products Vice President T K Mandal
JM Financial Limited
7th Floor, Cnergy, Appasaheb Marathe Marg, Prabhadevi, Mumbai - 400025, Maharashtra
Tel: 91-22-66303030
Email: samantha.santiago@jmfl.com Website: www.jmfl.com
JM Financial’s Rewards and Recognition program continues to motivate employees
JM Financial is one of the prominent players in the financial services industry. The highly competitive nature of this industry demands
the need for strong leadership at the helm at all times whilst allowing no margin for errors. Therefore, it is vital for JM Financial to
build and develop strong leaders who can drive the growth of the company. The company addresses the need to develop leadership
through its Management Analyst Program. The nine month program provides chosen candidates the opportunity to be a part
of business verticals such as Investment Banking, Institutional Equities, Retail Broking, Asset Management, Asset Reconstruction,
Fixed Income, Real Estate Fund and Private Equity Fund. The duration and sequence of each program is predefined. The candidates
are provided mentors and project guides who play a vital role in nurturing the talent of the candidates. Feedback and in depth
performance evaluation process are considered to rate candidate performance. This structured approach has enabled the company
to identify and groom future leaders.
Company Background
JM Financial Ltd (JM Financial) specializes in providing a spectrum of businesses to corporations, financial institutions, high net-
worth individuals and retail investors. The diverse businesses areas of the company comprises of Investment Banking, Equity,
Debt, Commodity Sales and Trading, Wealth Management, Portfolio Management Services, Asset Management, Alternative Asset
Management, Financing and Lending and Distressed Asset Management.
Talent Management Managing Director Vishal Kampani
Financial Services Head – HR Anil Salvi

Growing
HR Segment
Industry
HR Segment
Industry
Ground Floor, Sadhana House, 570 – PB Marg, Worli, Mumbai - 400018, Maharashtra
Tel: 91-22-66423800; Fax: 91-22-24915894
Email: kumar.ashwini2@mahindra.com; Website: www.mahindrainsurance.com
Developing through Self Help
Being committed to employee development, MIBL develops various training programs to boost employee capabilities and help
them achieve their career aspirations. Talent management strategies were designed with the aim of enhancing organizational
competency and also to ensure inclusivity of all employees, empowering them to grow and excel. To achieve this, the company
decided to mandate self development for all employees. Thus, besides business goals, employees are bound to focus on self-
development goals too. As a first step, goals are set based on the competency gaps and career aspirations of each individual. The
respective team leaders act as career guides and help in the preparation of individual skill development plan and also keeps track of
the performance. Based on these goals, the company provides training interventions and also sponsors higher education through
education assistance policy. As a result, while the organization’s competency profile enhanced considerably, employee satisfaction
also improved. Moreover, employees are well motivated to implement the acquired skills on the job. This has helped in curbing
attrition issues and also to create a strong talent bank for the future.
Company Background
Mahindra Insurance Brokers Limited (MIBL) is an 85% subsidiary company of Mahindra & Mahindra Financial Services Ltd. The
company provides direct insurance broking for Corporate and Retail customers and offers a range of products for the Non-Life and
Life segments. In addition, MIBL also offers value-added services like Risk Management / Audit which include risk inspection and
gap analysis, and portfolio management which includes claims handling.
Talent Management Managing Director Jaideep Devare
Insurance Head, People Development Nikhil Save
Manipal Global Education Services Private Limited
14, Manipal Towers, HAL Airport Road, Bengaluru - 560008, Karnataka
Tel: 91-80-40789100; Fax 91-80-40789434
Email: contactus@manipalglobal.com; Website www.manipalglobal.com
Talent Management Program at Manipal Global Education
Different organisations have different resourcing challenges and operate on different timeframes. Therefore they may well need
different types of focus for their talent management efforts. Manipal Global Education is in a niche market and has employees from
diverse backgrounds. It is therefore difficult to set up a precise road-map for developing and retaining talent. Keeping this challenge
in mind, the company has come up with its in-house ‘Talent Management Program-Game Changers’. The program aims to farm the
in-house talent already present in the organization rather than hunting talent from outside. The program was a huge success and
had a significant impact on the incumbent and on the business as a whole. For employees, there were behavioural changes and for
organization, there were a ready pool of global leaders for retention at high designation.
Company Background
Manipal Global Education Services Private Limited (Manipal Global Education), also known as Manipal Education, helps young minds
across the world dare to dream and achieve their true potential. Drawing from its expertise and experience of owning and managing
several high class institutions, Manipal Global Education offers a host of tested and proven education services to enable Universities
and Educational Institutions across the world to focus on their core competencies. Their partners include industry leaders like IBM,
Deloitte, Aditya Birla Group, Tata Group, Mahindra Group, Federal Bank, BPCL, BHEL, among others.
Talent Management Managing Director & CEO Vaitheeswaran S
Education Global HR Head and CHRO Nishith K Mohanty

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-8879670895
Framework for Talent Management
Towards creating a ready pipeline of human resources for all key roles, Motilal Oswal initiated a talent management strategy. The
first step entailsidentifying Hi-Potential (Hi-Po) and Hi-Performer (Hi-Per) employees, based on feedback from managers. These
Hi-Pos and Hi-Pers are then bucketed as per roles which could be either ‘individual contributor (IC)’, ‘manager (M)’ or ‘manager of
managers (MOM)’. The Hi-Pos are categorized as ‘to develop’ resources and are put through the MOLD (Motilal Oswal Leadership
development) program, PACE (Professional and career enhancement), talent development program and managerial trainings,
based on their role, i.e. IC, M or MOM. Similarly, the Hi-Pers are categorized as ‘to maintain’ and undergo leadership development
trainings, managerial capability, projects and self-development programs based on their role. The progress/ development of these
talents are tracked through monthly, quarterly and annual reviews. This framework has helped in identifying talent that is scalable
over 0-2 years and 3-5 years and serves as a pipeline of resources.
Company Background
Motilal Oswal Financial ServicesLtd (Motilal Oswal) was incorporatedas a stockbroking companybut has evolvedinto well diversified
firm offering a range of financial products and services. The group comprises of companies providing services such as Private
Wealth Management, Retail Broking and Distribution, Institutional Broking, Asset Management, Investment Banking, Private Equity,
Commodity Broking, Currency Broking, Principal Strategies and Home Finance. The company’s diversified client base includes retail
customers (including HNI), mutual funds, foreign institutional investors, financial institutions and corporate clients.
Talent Management Chairman & MD Motilal Oswal
Tel: 91-80-41557333
“Parivathan & Roshini” – Talent Management Initiatives at Omega Healthcare
Employees often face difficulties to open up with their problems especially if it’s personal problem. If they don’t open up with
anyone, it may cause distress which ultimately leads to imbalance in their life. This imbalance has impact on professional as well
as personal life and it also spreads negative energy around them. To tackle this problem, Omega Healthcare Pvt. Ltd started a
very unique program “Parivarthan – Transform your life” to help employees come out of stressful situation so that positivity is
intact within the employees as well as organization. “Parivarthan” – Transform your life, is one of the unique employee welfare
programs launched by company a year ago, for free counseling and wellness in partnership with professional service provider. This
program is also extended to immediate family members of the company’s employees. Omega also launched another programme,
“Roshni” which is the Omega Women’s forum dedicated to all women employees across the organization to showcase talent and
focuses to conduct Women oriented workshop and sessions and talks from experts on health, career, finance, work life balance and
many more. This initiative helped the company to gain more employee referrals from the women employees and enhanced the
confidence of women employees to speak up / participate actively, thus enhancing productivity.
Company Background
Talent Management CEO & Co-Founder Gopi Natarajan

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-124-4352200
InterGlobe’s Espirit de Corps program engaged employees in fun non-work related activities
Being an Indian conglomerate with wide geographic presence and being part of the ever competitive travel industry, takes a toll on
the company. Increased work pressure have been correlated with fall in camaraderie and team spirit at the workplace. The company
was unhappy to observe camaraderie and team spirit take a back seat. This development also witnessed lower engagements and
higher attrition among employees. In order to address this issue the company introduced Espirit de Corps. Espirit de Corps was
aimed at developing and sustaining cohesion amongst its employees. The company organized non- work related activities. These
activities were developed based on inputs from the employees. This event had 360 degree involvement, it included employees,
leaders from group companies, and the support staff. In addition to the activities, the Espirit de Corps also had a platform for
employees to share their talents. The success of Espirit de Corps was measured by improvement in survey scores and post event
interviews conducted by the HR team.
Company Background
Team Management & Leadership Managing Director Rahul Bhatia
Piramal Tower Annexe, 6th Floor, Peninsula Corporate Park, Lower Parel (W), Mumbai - 400013, Maharashtra
Tel: 91-22-30466980
Website: www.piramalglass.com
Supervisory Development Program and MYLES Program
Through an analysis of year-end performance reviews and feedback, as well as a pre-program assessment of participants by
reporting managers, competencies – such as entrepreneurship spirit, faster decision making, and innovation capability - and areas
where employees needed more support were identified. Business leaders and the HR together designed the content of a module
for a re-training initiative, along with a trainer, and a 6-day long program was finalized, which would be delivered in two phases. The
participants were encouraged to take up improvement projects on personal and professional fronts. Feedback was continuously
taken from both the participants and their managers during and after the program to gauge the program’s effectiveness. Another
initiative, Mentoring Young Leaders (MYLES), is a unique program launched at Piramal Glass, wherein all mentees are allocated
a dedicated Mentor. The program is intended to provide learning and growth opportunities through individual and focused
intervention.
Company Background
Team Management & Leadership Director Vijay Shah
Glass & Ceramics President Corp. HR & Group IR S K Raijada

Growing
HR Segment
Industry
HR Segment
Industry
D3, P3B, District Centre, Saket, New Delhi -110017, Delhi
Tel: 91-124-6180326
Team Management and Learning at Religare Finvest
The key challenges that Religare Finvest Limited (Religare) faced were to make team more collaborative, more effective; to ensure
effective leadership and to identify next layer of leadership.
The company therefore chose the path of Experiential Learning (to make the employees understand, through live situations &
activities, the effects of a change and how to effectively embrace the change) and Individual Development Plans (to let the employee
himself/ herself identify the areas he/she wants to improve upon basis the assessment report) to solve these challenges. As a
result, all the High Potential employees of the organization have a development coach assigned to them. The development coach
is fully committed to the development of employees tagged to him/her; the High Potential Employees went through Management
Development Programs on areas that were identified as areas of development for the group/ their Individual Development Plan.
Now this set of employees has a different perspective when talked about the different areas of the organization.
Company Background
Team Management & Leadership Managing Director & CEO Kavi Arora
Tel: 91-22-67513600; Fax: 91-22-67513638
Leading the way through facilitation
With time to competence being crucial for new employees, Tata Power Company devised innovative ways of learning using process
facilitation, helping new joinees not only in identifying the challenges but also think of ways of overcome them and drive business
excellence.Varioussimu-realactivitiesforthefacilitativeprocessesweredesignedin-houseundertheaegisoftheHeadoftheHuman
Resources Department, Shyam Iyer, and the Head of Learning & Development, Amith Pai. A pilot batch of one set of employees
underwent the program, and subsequently small cross functional groups of these employees were made. These employees would
then coordinate the facilitative process for subsequent batches. With the help of this initiative, the company was able to reduce
relationship-based conflicts and improve cross functional collaborations. Consequently, project delivery and re-work efforts in the
projects also showed stark improvement.
Company Background
Team Management & Leadership CEO Rahul Chaudhry

Growing
HR Segment
Industry
HR Segment
Industry
2nd Floor, 296, Phase II, Udyog Vihar, Gurugram, Haryana
Tel: 91-9653018500
Employing the Best for Team Management
Videocon Telecom follows proven best practices to embrace the operational and strategic challenges of modern business. Team
management at Videocon Telecom refers to various activities that bind team members by bringing them closer to achieve set
targets. Team members come together to accomplish the task with priority and focus to achieve the desired goal. The team leader
acts like a mentor to his team members rather than just being a manager / boss. Therefore, understanding the team members is
very important Deliberations and debates are conducted; suggestions are invited from all instead of private discussions between
individuals. The leader ensures that everyone participates in an open forum and formulates strategies keeping in mind these inputs.
Team objectives are clearly set and circulated amongst all the team members. Communication among team members being of
prime importance, Videocon Telecom ensures every team member has access to information and is able to communicate freely
with the seniors to ensure smooth interaction and exchange of thoughts.
Company Background
Team Management & Leadership CEO Arvind Bali
Telecommunication Head, HR-Training-Admin Rajesh Soni
Gate no-2, Plant 5, Godrej & Boyce Complex, LBS Marg, Vikhroli (W), Mumbai - 400079, Maharashtra
Tel: 91-22-40473101
The Capability Building Program of WNS has resulted in increased retention amongst its front line managers
For the companies like WNS, Front line managers were considered as an asset as they are entrusted with the responsibilities to
make decisions, anticipate problems and coach their direct reportees amongst others. Empowering these front line managers
would result in higher productivity. The failure in retaining the talent (front managers) would hinder the growth prospects of the
company. In addition, the process of getting an external hire results in higher costs and is time consuming. To address the attrition
of front line managers, WNS initiated the Front Line Manager (FLM) – Capability Building Program in 2013. This program is designed
for building competencies required for the front line leaders. The competencies were decided through focus group discussions
and structured interview of their seniors. The program comprised of a series of coaching sessions made available for the front line
mangers and interactive discussions with senior leaders for experience sharing sessions. In addition to these, this will also help to
improve their operational expertise. Till date, 1800 out of 2700 front line managers have participated in the program. This resulted
in reducing the attrition from 45% in FY13 to 34.5% of overall employees in FY16 and for front line managers from 24% in FY15 to
21.2% in FY16.
Company Background
Team Management & Leadership CEO Keshav Murugesh
IT / ITeS VP & Head – HR R. Swaminathan

Growing
HR Segment
Industry
HR Segment
Industry
ARKRAY Healthcare Private Limited
Plot 336, 338, 340, Road No 3, GIDC, Sachin, Surat - 394230, Gujarat
Tel: 91-261-2397712 to 15 Fax: 91-261-2397719
Email: hr.training@arkray.co.in; Website: arkray.co.in
Training to Boost Efficiency
ARKRAY Healthcare considers training and development as an essential tool that not only boosts productivity and quality but also
helps in identifying training needs to meet future job expectations. The company focused on improving the existing training and
development processes, and correlated the same with the performance management system, skill mapping and job expectations.
Skill mapping helped in identifying gaps between the desired and actual performance, which was fixed with appropriate training
and development. The company also revamped its training methodology and also introduced continuous mentoring and coaching
for its employees. As a result of these initiatives, within a period of 5 months, ARKRAY Healthcare was able to ring in a host of
efficiencies – there were lesser batch failures and accidents, product quality improved, production time reduced and optimum
utilization of resources.
Company Background
ARKRAY Healthcare Pvt Ltd (ARKRAY Healthcare) is a wholly-owned subsidiary of Japan-based ARKRAY Inc, which started its sales and
marketing office in Mumbai in 2007. The Japanese company had then collaborated with Indian healthcare giant Piramal Healthcare
to form ARKRAY PIRAMAL Medical Pvt. Ltd., which was renamed as ARKRAY Healthcare Pvt. Ltd in 2010. The company manufactures
and sells medical devices, namely blood glucose monitors, blood pressure monitors, laboratory products and other point of care
products like urine test strips, electrolyte analysis systems; and caters to healthcare professionals, hospitals and other customers
across India.
Training & Development CFO Paras Desai
Healthcare General Manager, HR Hemant Patel
Tel: 91-80-42884288; Fax: 91-80-42884200
ACT’s Certification Program for Training & Development
ACT focuses heavily on the training & development of employees so as to groom and nurture talent. However, it was facing a
challenge in terms of linking and tracking training effectiveness to improvement in business efficiency. ACT implemented a program
to certify all customer facing employees on certain parameters which are key to their deliverables. All the field operations,
collections, sales and call center team members were trained and certified after detailed training conducted over a course of 1–3
days depending upon the role, and rigorous written and practical assessments. The content of training program was developed
in-house by the training & development team. Functional subject matter experts played an instrumental role in providing inputs.
The program included functional, behavioral and application training. The immediate outcome of the initiative was in the form of
appreciation from functions, considerable improvement in customer satisfaction scores and positive upward trend in employees’
efficiency levels.
Company Background
Training & Development Managing Director Sundar Raju

Growing
HR Segment
Industry
HR Segment
Industry
Bajaj Allianz Life Insurance Company Limited
GE Plaza, Airport Road, Yerawada, Pune - 411006, Maharashtra
Tel: 91-22-66089773; Fax: 91-20-30587237
Email: customercare@bajajallianz.co.in ; Website: www.bajajallianz.com
Ensuring Wholesome Employee Development
At Bajaj Allianz Life Insurance, learning and development strategy and initiatives were aligned with the overall objectives of the
organization as it helped establish a win-win in terms of overcoming inefficiencies and to achieve a long term direction in the
way the company wished to develop its talent pipeline. The company’s strategy was built along the belief that real learning takes
place when a learner is able to develop a new skill/competency/behavior and is able to internalize and apply consistently to
relevant work-life situations. The company divided its learning & development interventions into two categories – instructor-led
training and web-based learning. The instructor led training programs encapsulate a wide range of training modules including
culture building, competency building, professional development and leadership development. Each of these focuses on different
aspects of employee skill development and engagement. Web-based training, on the other hand, is aimed at providing learning
and development path (IDP) that suits employees’ job titles, wherein a comprehensive library of courses, books, articles and tools
is provided for self-paced learning.
Company Background
Bajaj Allianz Life Insurance Co Ltd (Bajaj Allianz Life Insurance) provides life insurance products to customers in India. The company,
based in Pune, Maharashtra, was incorporated in 2001 and is a subsidiary of Bajaj Finserve Limited.
Learning & Development MD & CEO Anuj Agarwal
Insurance Head, HR Rajneesh Mishra
Bajaj Corp Limited
Tel: 91-22-66919477; Fax: 91-22-66919476
Email: Rahul.jhingan@bajajcorp.com; Website: www.bajajcorp.com
Training to Succeed
Bajaj Corp’s learning and development strategy is meant to empower its employees with the requisite skills and expertise to facilitate
the company’s strategic objectives. The company regularly conducts training programs for its sales and marketing personnel as well
as other departments. The company’s development center forms part of its structured activities used individually or in combination
by the members to improve their social or task performance. It uses assessment techniques like simulation, psychometrics,
experiential exercises and questionnaires etc to assess potential, identify strengths and development needs and the end result is
a well-documented individual development plan for each participant. The company’s management trainee program is designed to
enrich the pool of middle managers who have the potential to become future leaders. The company has also built a competency
framework for the sales organization based on critical success factor in order to ensure stability of performance platforms for
evaluation and further development.
Company Background
Training & Development Managing Director Sumit Malhotra

Growing
HR Segment
Industry
HR Segment
Industry
DBS Bank Limited
Fort House, 221 DN Road, Fort, Mumbai - 400001, Maharashtra
Tel: 1800209455
Website: www.dbs.co.in
Learning Through Innovative Ways
DBS Bank provides opportunities to its employees to develop themselves through a number of initiatives. The bank has set up a
learning council that includes senior members of each department to boost collaboration and foster better learning. In addition
to it, the bank has leveraged modern technology to improvise the learning experiences. It introduced a slew of mobile learning
and gamificiation techniques to help employees learn anytime, anywhere, at their own pace and leisure. Several key training
interventions have been captured in the form of succinct e-modules readily accessible through hand-held devices such as mobiles
and tablets. The bank hosted a ‘Learning Premier League’, an online learning based game, which saw overwhelming participation by
its employees and has won many accolades. Besides, ‘Leaders as Teachers’ is another program where leaders within DBS as well as
other companies share their wide expanse of knowledge with DBS employees.
Company Background
DBS Bank Ltd (DBS Bank) started its operations in India in 1994, in the same year DBS opened its representative office in Mumbai,
which was upgraded to full-fledged branch in 1995. In 2005, DBS bank was granted license to open its second branch in New
Delhi. The banks product portfolio include; personal banking, wealth management and business banking services. Accounts such
as savings plus, savings power plus; deposits like fixed, recurring, flexi fixed and basic savings bank deposits are offered by the bank
under personal banking. Under business banking, it caters to SMEs and corporate clients.
Training & Development GM & Head, DBS India Surojit Shome
Banks Head, Human Resources Kishore Podure
7, Kamla Executive Park, off Andheri Kurla Road, Andheri (East), Mumbai - 400059, Maharashtra
Tel: 91-22-67779000
DIESL’s Improved Training & Development Program
Today’s market and intense competition demands skilled practitioners to support the management of complex supply chains.
However, DIESL found it hard to attract highly qualified professionals, largely due to a cost mismatch in the industry. In order
to sustain growth and earn greater market share within the organized sector, it was vital to have meticulously designed training
programs. Accordingly, the training process was revamped and designed in a more structured manner, involving the identification
of training needs through a systematic process, imparting training through internal trainers, tracking of training effectiveness scores
and also having a minimum recommended level of training man days. As a result, the score earned by the company for Training &
Development in the Internal Customer Satisfaction Survey in the year 2015-16 was 79%, which is healthy; the training Feedback
score in 2015-16 was 4.2 on a 5 point scale, as against 3.49 in the last year and the score for training coverage stood at 80% as
against 40% last year.
Company background
costs.
Training & Development Head – 3PLS Vikram Mansukhani

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-22-40976666
Investing and Growing Talent In-House
To deal with the dearth of skilled manpower in the industry, Future Generali India Insurance developed a learning and development
strategy to train its employees. With this, the company aimed at creating a continual learning culture and to motivate employees
to enhance their skills and capabilities as they move up the corporate ladder. Level-based behaviors across the organization were
created, and employee behaviors were mapped against the desired levels. Based on these results, a training plan was developed.
A differential learning plan was devised for different levels and identified talent. Zonal trainers were appointed at each zone to
ensure product knowledge, operational excellence and technical knowhow is cascaded to the last mile while subject matter experts
contributed efficiently as in-house Trainers. A central talent management and learning development team manages the overall
functioning. The company also introduced online and gaming modules to provide learning-on-the-go experience. As a result of
these initiatives, the company was able to increase productivity by 5%.
Company Background
Training & Development MD & CEO K.G. Krishnamoorthy Rao
Site No. 6, KHB Industrial Area, Yelahanka, Bengaluru – 560064, Karnataka
Go Go International focuses on early stage high potentials rather than investing heavily in late-stage high potentials
In every organization, there exists the wide gap between the demand and supply of skilled workforce. The shrinking pool of workforce
necessitates availability of highly effective and efficient manpower, which in turn demands highly comprehensive, end-to-end,
sustainable training solutions. Go Go International focuses on early stage high potential managers as they are at the beginning of
their career and are identified more by their talent and record. After identifying the need of trainings for high potential employees,
the company performs at least two soft skill trainings sessions on weekly basis, which includes leadership skills, managerial skills,
communication skills, creativity, influencing skills etc. Go Go International also organize monthly scheduled calendared training
focusing the problem existing in each and every department like Co-ordination, Co-operation, product understanding, Time
management, etc. The company also gives opportunities to the existing employees to leap forward to the next position through
the vigorous training program. Go Go International is also a part of Integrated Skill Development Scheme initiated by Ministry of
Textiles, GoI, for Skill Development in the Apparel Industry. It has partnered with the Ministry of Textiles as an Implementing Agency
to provide training and enhance the skill among people of India.
Company Background
Established in 2008, Go Go International Pvt Ltd (Go Go International ) is engaged in designing, manufacturing, embroiding, and
Training & Development Chairperson Shyam Sundar Goenka
Textiles Managing Director Rajeev Goenka

Growing
HR Segment
Industry
HR Segment
Industry
IIC Technologies Limited
8-2-350/5/B-22, Road Number 3, Banjara Hills, Hyderabad - 500034, Telangana
Tel: 91 40 39144494
Email: shekar.murthy@ iictechnologies.com; Website: www.iictechnologies.com
IIC Technologies revises its training methodology to make its fresh recruits job ready
The employability of graduating students from universities was considered to be poor. Only 10-30% of the graduating class was
considered employable. Lack of ownership of work and lack of collaboration in the team were the major shortcomings observed
amongst graduating students. These factors contributed to lack of motivation, increased project costs, and hampered the quality
of delivery. It was vital for the company to improve the skills of its fresh recruits and get them job ready. To address this issue,
the company introduced the concept of ‘Academagogy’. Academagogy offers a new approach to learning and development.
The company through the ICC Academy conducts industry focused programs related to geospatial sciences (land and marine),
professional management, and behavioral skills program. Over 5000 participants have received training from the program in the
past six years. A two month photogrammetry course specific for graduating students from Indian universities is one of the major
programs offered by the company. The implementation of the training programs embedded in the concept of Academagogy has
resulted in significant performance improvements and employee delight.
About the company
IICTechnologiesLtd(IICTechnologies)providessolutionsandservicesfortheacquisition,management,integrationanddissemination
of geospatial data. The company provides end-to-end geospatial solutions to the Aeronautics, Defense, Government, Infrastructure,
Marine, Oil & Gas, Transportation and Utility sectors.
Training and Development CMD Rajesh Alla
IT / ITeS VP & Head, HR ANV Radhakrishnan
Infosys BPO Limited
Plot No. 44, Hosur Road, Elctricity City, Bengaluru – 560100, Karnataka
Website: www.infosysbpo.com
Infosys BPO’s iLEAP Academia lead to reduction in attrition rate and improve productivity of employees
Imparting regular training and development is essential for any organization to keep the employees’ morale and productivity
boosted. Infosys BPO also dealt with the challenge of retaining & building capability of the internal talent pool and realized that
due to lack of trainings to enhance skill/subject knowledge, employees were de-motivated which resulted in attrition. To tackle this
problem, Infosys BPO designed iLEAP (Infosys Learn Excel Aspire and Perform) Academia, an online learning platform to enhance
scalability, create a collaborative learning community and to facilitate autonomous learning. This program spanned over a period
of 6 months and aims to enhance continuous employee learning and engagement consequently increase retention. The training
program has a well-rounded curriculum including behavioral, domain, quality and risk management modules to ensure holistic
development. iLEAP led to change in learning culture of the organization along with cost saving and reduction in attrition rate. The
attrition percentage for the employees who completed the program was between 18- 20% which is 20% lesser than the organization
wide attrition of entry level employees of the same tenure. iLEAP also saved cost of replacement – including hiring cost and training
cost valued at US$ 1.66 mn.
Company Background
Established in 2002, Infosys BPO Ltd (Infosys BPO) is the business process outsourcing subsidiary of Infosys Ltd. Infosys BPO provides
integrated end-to-end outsourcing and delivers transformational benefits to its clients through reduced costs, ongoing productivity
improvements, and process reengineering.
Training & Development Senior Vice President & Head HR Raghvendra K
IT / ITeS

Growing
HR Segment
Industry
HR Segment
Industry
NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC adopted diverse training programs to improve productivity of employees
Impartingregulartraininganddevelopmentisessentialforanyorganizationtokeeptheemployees’moraleandproductivityboosted.
NCC realized that due to lack of trainings to enhance skill / subject knowledge, employees of the Company were de-motivated which
resulted in attrition. To tackle this problem, NCC designed various training programs for its employees to provide trainings in various
areas such as technical, functional, softer skills, managerial etc. It has separate training programs for technical and functional staff.
For softer skills such as communication, time management, leadership, emotional intelligence, motivation etc, NCC has designed
behavioral training program. There is special training program for project managers with focus on imparting skills in managing team
and maximize output within tight time schedule. To develop in-house trainers, NCC has “Train The Trainer” program which trains
staff of NCC to provide further training to other employees of NCC. NCC also takes help of external faculty / industry experts in
providing training to its employees. Above various approaches adopted by NCC has helped in improved productivity and interests
of employees. This also helped in improving quality of execution and customer satisfaction.
Company Background
metal and mining.
Training & Development Managing Director AAV Ranga Raju
Tel: 91-80-41557333
“First Time Leaders” and “Parivarthan” to transform and enhance the workforce
Omega encourages the workforce for internal growth opportunities; it has promoted a good number of its frontline leaders from
within the ranks. The company launched “First Time Leader” program to help the first time leaders transition in to their new role.
The “First Time Leader” program is run over a period of 13 weeks; it is facilitated in three phases: Connect Phase, Lead Phase
and Transform Phase. In Connect phase, it deals with the “Emotional Change” (The Mind-Set) that the leader undergoes while
transitioning from being an individual contributor to leading the team. In Lead phase, it focuses on how to manage and lead the
team (Tool-Set) towards growth. In Transform phase, the focus is on developing a team (Skill-Set) where a high-performance culture
is the norm and on developing a pipeline of potential successors. The program has successfully completed 313 transformations. First
Time Leader” program has had a positive impact on areas like taking ownership, client expectation management, etc. The company
also has counseling & wellness program called “Parivarthan – Transform your life” by providing counseling, self-assessment tests,
wellness program, legal assistance etc. This program is also extended to immediate family members of our employees. This helped
employees to enhance their personal and professional life.
Company Background
Training & Development CEO & Co-founder Gopi Natarajan

Growing
HR Segment
Industry
HR Segment
Industry
Tel: 91-141-4202101
Paayas’ training & development programs targeting the rural audience helped in increasing company’s turnover
Training & development is necessary to bridge the cultural and skill gap of the employees. Paayas faced the challenge of creating
the environment of learning & development in the target audience which in the company’s case belongs to rural background and
are not accustomed to technology or learning & development aids. To deal with the challenge, Paayas considered solutions like
traditional class room trainings, creating goof up corners in the organization, creating simulation platforms, training through visual
aids, online trainings, training through social media platforms, external trainings and on job trainings. Paayas implemented these
solutions by covering and educating rural mass regarding producer company concept; covering and educating producers regarding
clean milk production and MRG and VCG concept; educating and training local resource persons regarding RBP and AI operations;
creating a learning platform for employees which can cater the diversified group within the company at minimum cost and linking
the entire training and development exercise with employee productivity. All the trainings irrespective of large numbers and cost
limitation together led to an increase in the company’s turnover by 20% per annum in 2015-2016.
Company Background
Established in 2012, Paayas Milk Producer Company Ltd (Paayas) is producer owned, professionally managed enterprise which
provides its members round-the-year access to the marketplace. The company procures milk only from its members, process it
and then provide animal nutrition products and milk & milk products. Presently, the company has its operations in eight districts of
Rajasthan.
Training & Development Chief Executive Officer Ratan Kumar Singh
Sodexo Food Solutions India Private Limited
1st Floor, Gemstar Commercial Complex, Ramchandra Lane Extn., Kanchpada, Malad (W), Mumbai – 400064
Tel: 91-22-44214421
Email: mallika.dsouza@sodexo.com; Website: www.sodexo.com
Developing Skills for Competitive Edge
Given the dearth of trained manpower, Sodexo Food Solutions is compelled to hire employees with low skill sets or with little or
no work-experience. As a result, the company spends a lot of effort on skilling employees through pre-deployment and on-the-
job training; but its attrition rate was quite high. To counter this, the company decided to develop in-house strategic training of
employees. The company partnered with the Indian government in its initiative of imparting skill-based training to the country’s
youth. A curriculum accredited with NSDC (National Skill Development Council) for industry best content was developed. After the
idea was conceptualized, a project plan with clear objectives and ways to achieve the objectives was drawn. Role-specific curriculum
was designed with multiple training interventions to be delivered over a period of one year. After successful completion of the
pilot project at 16 sites, the program was launched at the company’s other sites. As a direct impact of this initiative, the company
reported improved client feedback and improvement in health of services at its sites. It also helped build internal talent pipeline of
certified trainers and improved the quality of trained frontline employees.
Company Background
Founded in 2005, Sodexo Food Solutions India Pvt Ltd (Sodexo Food Solutions) provides a wide range of integrated on-site Services,
and benefits and rewards services in India. The company is a subsidiary of Sodexo S.A. and was formed in 1966. Earlier known as
Radhakrishna Hospitality Services Pvt. Ltd, the company was renamed in April 2009.
Training & Development Country President Rishi Gour
Hospitality services CFO Rohit Bahety

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Tel: 91-120-4627900
Imparts training through certifications and learning platforms assisting the overall ceramic industry
The ceramic industry has been facing the challenge of availability of skilled manpower resources on account of lack of awareness
amongjobseekersaboutopportunitiesinthisindustry.SomanyCeramicsunderstandsitsresponsibilitytowardscreatingemployment
opportunities and imparting skill based vocational trainings that can bridge the talent requirement gap in this industry. Hence,
the company institutionalized Somany Learning Industry and trained unemployed fresh graduates in ceramic operations through
certified vocational courses of 6 months, all free of cost. This whole initiative was planned and run by Somany Learning University
(SLU). These courses focus on learning based on practical exposure supported by theory, where in experienced ceramic professionals
train participants in different ceramic operational areas. In addition to this, the company also launched Somany E-Campus under the
SLU umbrella. This offers an online e-learning platform, trainings and assessments to address skill requirements of organization and
employees. This e learning initiative has provided ease and speed of learning to employees, irrespective of their job locations.
Company Background
The company operates two manufacturing units in Kadi, Gujarat and Kassar, Haryana. It markets its products under the brand
Somany, and also exports to countries across Europe, Middle East, Asia and Africa.
Training & Development Executive Director GG Trivedi
SREI Equipment Finance Limited
Vishwakarma, 86c Topsia Road (South), Kolkata - 700046, West Bengal
Website: www.srei.com
Joining Hands with Experts to Nurture Talent
With advances in modern technology having a cascading effect on how businesses are conducted, SREI Equipment Finance was
quick to realize that learning & development tools need to be revamped too in order to weed out operational inefficiencies. The
company decided to install an internet-based learning portal for its employees, and entrusted the task to the experts. With the help
of the external provider, the company put in place a learning platform for all of its employees. The course curriculum, designed
in-house, is role-based, learner-friendly and is reflective of the company’s best practices. These modules are available virtually
anytime, anywhere being accessible on hand-held devices such as mobiles and tablets. With the help of the online learning portal,
the company successfully improved its productivity and compliance besides other benefits like reduction in time to onboard new
employees and to upgrade skill-set of existing teams. The company has also realized exponential gains in terms of knowledge
management. Besides a larger pool of people who have extensive domain knowledge are now available for the company’s leadership
pipeline.
Company Background
SREI Equipment Finance Ltd (SREI Equipment Finance) is one of the major equipment financiers in India. The company enjoys a Pan-
India presence with offices in 89 locations.
Training & Development CEO D.K. Vyas
Financial Services Head, HR Rajesh Jain

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Synthite Industries Limited
Synthite Valley, Corporate House, Kadayiruppu, Kolenchery - 682311, Kerala
Tel: 91-484-2889041; Fax: 91-484-2889050
Website: www.synthite.com
Engaging for Better Learning
With a view to facilitate structured learning and to customize learning to individual needs, Synthite Industries conceptualized the
Synthite Centre for Learning and Development. In the early stages, employees who were willing to share and support peers in
learning were identified and were imparted training to build competence. Training is provided to employees based on his/her
individual learning needs and skills. The entire training process is managed by a online program called ‘NGAGE’, which helps the
company to identify, schedule and track the employees training programs. Additionally, a dedicated training centre is available to
meet the needs of employees in the manufacturing department. The technical training centre is equipped with a simulation lab,
training hall, technical library and a discussion room. The company has also introduced collaborative training methods instead of
the traditional modes. So small groups of employees work as teams and discuss issues in real time to resolve problems. Employees
can also access learning modules anytime, anywhere.
Company Background
Synthite Industries Ltd (Synthite Industries) is a manufacturer and exporter of spice oleoresins and essential oils. The company was
incorporated in 1972 and is based in Kerala. Its portfolio includes a wide range of spice products, essential oils, oleoresins, food
colors, herb extracts, organic extracts, floral concretes, etc.
Training & Development Chairman C V Jacob
Food Products MD Viju Jacob
Tata Chemicals Limited
Bombay House, 24, Homi Mody Street, Fort, Mumbai - 400001, Maharashtra
Tel: 91-22-66657833; Fax: 91-22-66658143
Website: www. tatachemicals.com
TCL’s initiatives for training and development
In response to competitive challenges of the business environment in 2002, TCL crafted a strategy for its sustainability and growth
thatinvolvedamajororganizationaltransformationexercise.Thismeantthatemployeesshiftfromworkingintraditionalhierarchical,
production oriented, siloed inward- looking environment with inefficient processes to an open, market –oriented, collaborative and
achievement orientated mindset. Developing a competent team of leaders equipped with managerial competencies has been a
crucial element to meet their business aspirations in VUCA world. Management Development Programme (MDP) is designed to
develop junior and middle management employees to managers who can take on greater cross-functional responsibilities. So far
TCL has conducted ten editions of its MDP Programme. This program has helped Tata Chemicals in developing and deploying a
pool of 300 trained managers as the company entered new segments and expanded geographically. Today around 70 % of critical
positions in the company are manned by MDP graduates.
Company background
Tata Chemicals Ltd (TCL) was incorporated in the year 1939. In 1943, Tata Chemicals commenced production of caustic soda, liquid
chlorine, bleaching powder & other chemicals and the following year commenced production of soda ash. Tata Chemicals classifies
its products under three divisions viz. living essentials, industry essentials and farm essentials.
Training & Development CHRO R Nanda
Chemicals

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Tel: 91-22-66681234/66767161; Fax: 91-22-66994488
Training the New
Taj Land Ends implements a buddy mentor system for its new joinees, wherein the seniors handhold the new comers, guiding and
assisting them into their new roles and to help them better understand their roles and responsibilities. Senior level executives are
asked to nominate themselves for the program well in advance. Whenever a new recruit joins, a mentor is assigned to he/him. A
welcome kit that includes a welcome letter signed by the buddy name and the department head is provided to the employee. The
buddy is assigned with the task of providing regular guidance and helping the new joinee deal with the stress and other issues
relating to her/his job. The buddy is also required to post regular feedback about the employee’s progress. The program continues
for a period of six month, which facilitates the new joinee’s smooth transition into the company.
Company Background
Training & Development Director, Human Resources Marshal Thomas Dias
TRL Krosaki Refractories Limited
Belpahar - 768218, Dist. Jharsuguda, Odisha
Tel: 91-6645-258310; Fax: 91-6645-250243
Email: hr@trlkrosaki.com ; Website: www.trlkrosaki.com
Developing Skills through Training
TRL Krosaki conducts a unique skill development program for its employees in the workmen category to equip them with multi-skills
at its learning centre, J. Irani Centre of Learning. The program covers both theoretical as well as practical aspects of the curriculum,
where the employees get enough hands-on experience in simulation and real-life environment. It also includes activities that
explore and activate leadership qualities in the participants, leading to a holistic development of the employee. Training is provided
by the company’s own pool of experts and experienced personnel, to ensure there is a comfort level between both the learner and
the tutor. This also ensures that the knowledge and skills possessed by seniors are passed on to the next level. To reinforce learning
positively, promotion, personal growth and recognition is attached with this unique program. After completion of the training, the
company promotes the employees to a higher rank, where they get an opportunity to utilize their new skills and knowledge; and it
also evokes interest in others and motivates them to take up the learning program.
Company Background
Established in 1958, TRL Krosaki Refractories Ltd (TRL Krosaki) operates in the field of refractory production in India. The company
was formerly known as Tata Refractories Ltd. It offers a wide range of products like basic, dolomite, high alumina, monolithic, silica,
flow control and tap hole clay refractories. Its key customers are the steel, cement, glass, copper and aluminium industries. Its main
unit is located at Belpahar in the district of Jharsuguda in the State of Odisha, India.
Training & Development Managing Director Priyabrata Panda
Refractories Vice President (HR, S&E) Tarapada Dash

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Uflex Limited
A - 107 - 108, Sector - IV, Noida - 201301, Uttar Pradesh
Tel: 91-120-4012345; Fax: 91-120-2556040
Email ID: enquiry@uflexltd.com; Website: www.uflexltd.com
Training & Development Initiatives at Uflex
Uflex is a 3-decade old group with a group business size of $ 2 billion and manufacturing facilities across the globe. The group
identified the business challenge of training and developing its employees in a structured way without which the group would not
be able to meet its vision of a truly global organization. The company consciously developed a multi- pronged strategy to meet their
end objective of creating a learning organization. It started with a 5 cross divisional flagship programs based upon the diagnosis of
the organizational training need. The company did a structured individual training need identification of all their ‘Officer & Above’
employees and unleashed a number of TNI (Training Need Identification) based programs. Uflex also initiated a series of programs
under ‘Sales & Marketing Excellence’, ‘Operation Excellence’, ‘Business Visioning’, ‘Team Bonding’, ‘CRM’ etc. Uflex has till date
conducted 447 programs covering 5851 employees across levels, businesses and locations.
Company Background
Uflex Ltd (Uflex) was incorporated in 1983. Headquartered in Noida, it has state-of the-art manufacturing facilities in India, UAE,
Mexico, Poland, Egypt and USA. Uflex serves as one stop shop flexible packaging solution provider cutting across varied sectors
spanning USA, Canada, South America, UK, Europe, Russia, CIS countries, South Africa and other African countries, Middle East and
the South Asian Countries.
Training & Development Founder & CEO Ashok Chaturvedi
Packaging & Allied Products CHRO R K Jain
United Breweries Limited
UB Towers, Level 3-5, #24 Vittal Mallya Road, Bengaluru - 560001, Karnataka
Tel: 91-80-39866020
Website: www.unitedbreweries.com
Revamping Learning Tools
United Breweries realized that learning and development was a key area of improvement as its learning initiatives under the UBL-
University brand were not being utilized efficiently. With a view to create a uniform training platform for its widely-distributed
employee population to meet the identified training needs and to evolve as a learning organization, the company launched an
e-learning platform and an app-based learning tool. The company also simultaneously utilized combined training through the UBL
University to drive results. Initially, one-course training was assigned to employees based on their training needs. Later, this was
extended to role-based catalogue where learners need to complete one asset by each month-end. Lessons were enriched with
videos and animated graphics to enhance learner experience and assimilation. The module also has a playlist of the various courses
available that the learners can go through. A newsletter updates employees about the various online courses available, while a
learning app facilitates learning on-the-go, anytime, anywhere.
Company Background
United Breweries Ltd (United Breweries) is part of the United Breweries Holdings Ltd. or UB Group and engages in the production
of alcoholic beverages in India. It is the country’s largest beer making company with 79 distilleries and bottling units across the
world.
Training & Development Managing Director Shekhar Ramamurthy
Liquor EVP, HR Manmohan S Kalsy

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Tel: 91-22-29211800; Fax: 91-22-29211844
Leveraging Training to Boost Growth
Universal Sompo General Insurance employs the Kirkpatrick four-level training evaluation model to measure the effectiveness of
its training modules and to ensure a consistent and equitable way of meeting the training and professional development needs of
its employees. On the basis of the results, the company would be able to formulate better training and development opportunities
to facilitate continual development of its employees. The process also helps the company foster stronger relationship with its
insurance agents and to identify the reasons for their inactivity. The company hopes to increase agent engagement in the future by
incorporating more training variants in the domain of soft skills and cross selling skills.
Company Background
Training & Development MD & CEO Rajiv Kumar

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A.T.E. Enterprises Private Limited
43, Dr. VB Gandhi Marg, Fort, Mumbai 400023, Maharashtra
Tel: 91-22-22872245; Fax: 91-22-22041690
Email: v_pasur@ateindia.com, Website: www.ateindia.com
Initiatives of the company have resulted in improving their employees’ welfare
A.T.E. Enterprises considers its employees the biggest asset for the organization. The modern day hectic life style and work pressures
have contributes to health issues and distortment in work life balance of employees. In order to address these concerns, the
company introduced a series of programs and policies. Flexi-reporting time policy, early leaving or late coming, mandatory availing
of privilege leave, facility of working from home, and employee health check-ups are some of the policies and programs to improve
the welfare of its employees.
The company believes in contributing to the society and being a responsible citizen. The CSR policy encourages each employee
to invest 5 working days or 40 working hours in a given financial year to undertake any CSR activity. Through Give India Payroll
program, the employees of the company have supported over 10 NGOs across 5 states. The causes supported range from welfare
of the children, disabled, elderly, education and women. In addition, employees have volunteered their time to teach at under
privileged schools as well.
Company Background
Established in 1939, A.T.E. Enterprises Pvt Ltd (A.T.E. Enterprises) is a multifaceted engineering group offering world-class products
and solutions spanning several segments. A.T.E.’s businesses encompass manufacturing, industrial sales, distribution, service and
projects.
CSR & Employee Welfare Managing Director Anuj Bhagwati
Engineering Senior VP & Head, HR Vinod Parur
Tel: 91-79-26839100; Fax: 91-79-26839108
More Benefits Moneywise
Aculife Healthcare Pvt Ltd. understands that compensation and benefits can go a long way in motivating employees and help them
retain in your organization. With a view to provide additional benefits to its employees over and above the salary and other perks,
the company decided to introduce some form of monetary benefit. The employees were given an option to encash their pending
leaves instead of carrying it forward to the next year. The plan was successfully implemented across teams, and added to the various
benefits available to the employees.
Company Background
CSR & Employee Welfare Head, Accounts & Cost Vandana Patel

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Bajaj Corp Limited
Tel: 91-22-66919477; Fax: 91-22-66919476
Ensuring Employee Welfare
At Bajaj Corp, employee welfare is a comprehensive term including various services, benefits and facilities offered to its employees.
These initiatives help the company in keeping up morale and motivation of the employees, and include non-monetary benefits like
monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance
against disease, accident and unemployment for the workers and their families. The company provides financial assistance other
than salary/perks to meet basic needs like child’s education, higher education, medical assistance, vehicle or home loan repayments
etc. Other benefits include different managerial skill development programs, post-graduate diploma programs. The company also
rewards retiring employees and those who have stayed with it for long tenures.
Company Background
CSR & Employee Welfare Managing Director Sumit Malhotra
Tel: 91-8774454581
Encore’s CSR programs along with Payroll giving program for employee and society welfare
Inthecurrentbusinessscenario,CSRandemployeewelfarearebecomingahighlysignificantandintegralpartofvariousorganisations.
Encore created CSR program with the objective of creating a path to self-sufficiency and dignity for the underprivileged sections
in the society. The company works in association with CSR partner Literacy India through which it has supported education of 400
children and empowered nearly 600 women by providing support for their livelihood projects. Some of the SCR projects undertaken
by Encore include Project Paathshala under which the company sponsored education for 400 children with 70% girls; and Project
Gurukul under which it sponsored higher education to nearly 250 students across Delhi NCR, Rajasthan and West Bengal. The
company also has Payroll giving program under which it matches the employees’ contribution. It also encourages participation from
employees along with appreciating them with maximum contributions. Encore also organizes employee volunteering activities
including Tree Plantation under which nearly 100 volunteers and children together planted 150 saplings in the Literacy India school
campus.
Company Background
CSR & Employee Welfare Chief Executive Officer Manu Rikhye
Financial Services Chief Operating Officer Anupam Arun

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#6, KHB Industrial Area, Yelahanka, Bengaluru, Karnataka
Tel: 91-80-28562478
Sustainable development and upholding social justice through CSR and welfare activities
Go Go International not only strives for statutory welfare but also non-statutory welfare like Stress Management, Peace, Work-
lIfe balance & healthy life. The company got an exclusive Sewage Treatment Plant (SWP) for recycling the water for non-drinking
purpose. It converts the sludge/ waste to the manure/ compost and reuse it for its garden to reduce waste pollution. The company
arranged for a free meditation class at its office on 22nd International Yoga Day to help relieve day-to-day pressures. The company
provides interest free loan facility to sponsor education of kids of poor employees. The company has its own NGO called “Kamala
Goenka Foundation (KGF)” through which the company donated land to construct high schools “Shaskiya Gopiram Goenka Senior
Secondary School” for Rajasthan Government where thousands of students are getting educated today. In addition to above, Go
Go International is also involved in Integrated Skill Development Program (“ISDP”) to empower women by providing them free
vocational training in tailoring, stitching, ironing, packing related to apparel industry and enhance their skill set through experts who
shall be appointed by the company as a part of its CSR initiative.
Company Background
Established in 2008, Go Go International Pvt Ltd (Go Go International ) is engaged in designing, manufacturing, embroiding, and
CSR & Employee Welfare Managing Director Rajeev Goenka
Textiles Executive Director & CEO Jitendra Dugar
Inox Wind Limited
Inox Towers, 17, Sector 16-A, Noida - 201301, Uttar Pradesh
Tel: 91-120-6149600; Fax: 91-120-6149610
Website: www.inoxwind.com
Inox Wind joins hands with Government of Gujarat for i-KVK
The manufacturing of rotor blade which requires highly skilled manpower. No training program / certification course were
easily available in Gujarat. The Government of Gujarat (GoG)has launched Industrial Kaushalya Vardhan Kendra (i-KVK) through
department of Employment and Training where government and industries are partnered together for developing industry specific
skills. Inox Wind signed MoU with the GoG for i-KVK initiative for industry specific courses. Expert members from the company and
members from ITI / department of employment and training jointly developed the syllabus for ‘’Rotor Blade Technician’’ which was
approved by GCVT, Gandhinagar. The duration of the course was of 90 days (3 months). The company developed training center
with Air Conditioner, multimedia projector, course material with pictorial presentation, mock-up moulds for blade manufacturing
and experienced trainer having engineering background with 5 years experience. Successful candidates may be absorbed by the
company as “Junior Technician”. The company also provide the transport service, daily refreshment / meal, uniform, safety shoes
and stipend of ` 1500 per month to i-KVK candidates to manage their daily expenses. The first batch of 40 candidates was launched
formally on Oct 1, 2014. Till now 7 batches have been completed and 8th batch is in progress.
Company Background
Inox Wind Ltd (Inox Wind) is a fully integrated company in the wind energy market with state-of-the-art manufacturing plants near
Ahmedabad (Gujarat) and near Indore (Madhya Pradesh) for blades & tubular towers and at Una (Himachal Pradesh) for hubs &
nacelles.
CSR & Employee Welfare CEO Kailash Lal Tarachandani
Energy Head - Group Corporate HR Kallol Chakraborty

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Hadapsar Industrial Estate, Hadapsar, Pune – 411103, Maharashtra
Tel: 91-20-26727000; Fax: 91-20-26870634/26870297
Website: www.kirloskarkpcl.com
Kirloskars approach towards giving back to the society
Kirloskar has always been commmited to be a ‘Responsible Citizen’ since its inception in 1958. Kirloskar has planned and budgeted
initiatives with focus on Education, Environment and Health. It drives its CSR initiatives by collaborating with iVolunteers (employee
volunteers) and NGO partners. The company also contributes by way of donation to corpus fund of Kirloskar Institute of Advanced
Management Studies to create facilities for education. It serves the community health by organizing health camp for employees and
their family. It provides preventive healt care to 15000 school children from nearby schools by offering them annual health checkup.
It organizes HIV awareness campaign for its awareness and prevention reaching out to about 3000 people. It started Kirloskar Wash
initiative to create awareness about water, sanitation and hygiene among school children from nearby schools. Kirloskar collects
employee feedback from various sources to understand the welfare schemes to be introduced or revise. It has introduced policies
like Flexi working hours, mediclaim and accident insurance policy, annual cricket carnival, annual get together with families. This
resulted to increase in satisfaction level from 65% in FY15 to 71% in FY16.
Company Background
Kirloskar Pneumatic Company Ltd (Kirloskar) is one of the core Kirloskar Group companies and was founded in 1958. The company
started its operations with the manufacture of Air Compressors and Pneumatic Tools. The company is also known for its Systems
Engineering and Turnkey Project expertise.
CSR & Employee Welfare Managing Director Aditya Kowshik
Engineering Vice President – HR & IT Sadashib Padhee
Lokmat Bhavan, Jalna Road, Aurangabad - 431003, Maharashtra
Tel: 91-240-2485301; Fax: 91-240-2485130
Email: balaji.mulay@lokmat.com; Website: www.lokmat.net
Lokmat has a strong focus on its employees’ health and well being
The company considers the health of its employees as a vital asset. It considers it a responsibility to aid its employees in having a
proactive approach to healthcare. Therefore, the company has promoted preventive care amongst its employees. The company has
tied up with primer hospitals in the city for offering periodic health checkups for its employees. The efforts of the company resulted
in early diagnosis of diseases such as cancer, heart disease, hernia etc among its employees. These diagnosed employees have
immensely benefitted due to the early detection. The financial burden of healthcare costs can be overwhelming for employees. The
company desired to reduce this burden on its employees. To address this issue the company has a mediclaim policy in place. The
company has tied with prominent insurance company. The company conducts sessions on insurance to educate its employees on
the various schemes offered by their providers and their benefits. The presence of mediclaim has enabled its employees sudden
and high healthcare costs and receive quality treatment from prominent hospitals.
Company Background
Lokmat Media Pvt Ltd (Lokmat) is a leading multi-platform media company with interests in a diversified portfolio of publishing,
broadcast, digital, entertainment, community and sports verticals. It has an employee strength of more than 3,000 and has a pan-
India network of offices.
CSR & Employee Welfare Managing Director Rishi Darda
Media Assistant VP – HR Balaji Muley

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NCC Limited
Tel: 91-40-23268888; Fax: 91-40-23125555
NCC runs two important programs under its CSR initiative
Giving back to community is very important. NCC has also undertaken two projects as a part of its CSR activities – Building toilets for
village under swachh bharat initiative and providing hostel facility for under privileged children. NCC undertook to construct toilet
cum bathroom for villagers of Antarvedi Pallepalem in East Godavari District of Andhra Pradesh State. Initially the project has faced
resistance from local residents as they were not used to have toilets in their homes. The company through various small meetings
and showcasing the benefits of toilet by building sample toilets was able to convince the villagers. The company has built 277
toilets cum bathrooms for the village and entire cost was born by the company. With these toilets the village has observed decline
in instances of malaria and other viral fevers. Under Sirisha Memorial Charitable Trust, the company runs a residential hostel in a
village near Hyderabad. The hostel can accommodate 72 students. The hostel provides all the facilities to students such as books,
computer, stationery etc. It also has facilities for various sports. It also has provision to grow paddy, fruits, vegetables in the hostel
compound to supply healthy diet to students. Trust also provides for tuition fees and uniform of the students. The students are
encouraged to pursue courses in civil engineering so that they can be employed in NCC after completion of their course.
Company Background
metal and mining.
CSR & Employee Welfare Managing Director AAV Ranga Raju
Tel: 91-22-67003000; Fax: 91-22-67003160
Vocational Training and Science Scholarship at L’Oreal
In India, providing people with access to employment is of particular importance. India lags far behind in imparting skill training as
compared to other countries, specifically for women. L’Oréal India has therefore decided to focus on the education and up skilling of
women as a focus area for its CSR activities. Beautiful Beginnings: L’Oréal India has been providing beauty and hair care training in
association with our training partner Labournet, an organization that specializes in vocational training. For Young Women in Science
scholarships: The scholarship is a pan India initiative and encourages Standard 12 girls to pursue their graduation in a scientific field.
They are interviewed by a jury of eminent scientists, academicians & journalists who also mentor and advice the students on their
course of study. As a result, 4000 under privileged women have been enabled to find employment by being trained in beauty skills.
Over 60% of them have found employment in salons or by setting up their own salons and 300 young women have been awarded
the scholarship to date.
Company Background
CSR & Employee Welfare Managing Director Jean-Christophe Letellier

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Tel: 91-120-4627900
Financial Assistance to employees through Suraksha Fund
Corporate Social Responsibility (CSR) & employee welfare are taken up actively by most of the organisations. These initiatives not
only act as key differentiators but also help built reputation in the long run. One such initiative introduced by Somany Ceramics
include; the Suraksha Employee Fund. This is a contributory employee fund, designed to provide limited financial assistance to
employees who are experiencing economic hardships due to certain emergency situations
Company Background
CSR & Employee Welfare Executive Director GG Trivedi
Tel: 91-22-66681234/66767161; Fax: 91-22-66994488
Initiatives for Social and Employee Welfare
As part of its corporate social responsibility, the company has set up a skill certification centre at the hotel premises in association
with Tata Strive, with the aim of ‘creating sustainable livelihoods’. The initiative helps build bridges between the organized job market
and rural, less educated youth seeking long-term livelihood options .The Hotel also provided voluntary services to impart training to
differently abled and other less privileged individuals, in spoken English, healthy nutrition, cooking hygiene, personality traits, and
impart training on laundry skills, etiquettes and grooming. The Hotel sends across food on a daily basis to 250 relatives of cancer
patients at Tata Memorial & Borges Home. It has adopted a municipal corporation garden and maintains it. Initiatives undertaken
towards employee welfare include the Shop-n-Shop initiative, which pass on the benefits of subsidized essential items procured
in bulk by the Hotel. Besides, all surplus buffet items that remain fresh for over 5 hours are distributed among the employees. The
hotel has a helpdesk to report their grievances to the General Manager. There is a daycare centre for children of mployees can leave
their children aged 2-5 years.
Company Background
CSR & Employee Welfare Director, Human Resources Marshal Thomas Dias

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Tel: 91-22-29211800; Fax: 91-22-29211844
Maintaining a Healthy Work-Life Balance
Universal Sompo General Insurance implements a host of employee-centric activities to ensure a healthy, motivated, satisfied and
loyal workforce. The company has developed a culture that lets employees look beyond work to create perfect work-life balance.
It follows a participative model by actively involving employees, soliciting new ideas and encouraging employee involvement at all
levels. Some of the employee welfare incentives include health check-up camps, discounts at diagnostic centers and pharmacy;
picnics and sports activities; birthday, anniversary, festival, farewell promotions celebrations etc. The company also takes due care
that all the workplaces are safe and secure, with employee safety and health being of paramount importance. With respect to
corporate social responsibility, the company takes proactive steps to safeguard the environment for future generations.
Company Background
CSR & Employee Welfare MD & CEO Rajiv Kumar
Belpahar - 768218, Dist. Jharsuguda, Odisha
Tel: 91-6645-258310; Fax: 91-6645-250243
Email: hr@trlkrosaki.com ; Website: www.trlkrosaki.com
Youth Empowerment for a Better Tomorrow
In line with its commitment to corporate social responsibility (CSR), TRL Krosaki Refractories has been undertaking various
community development and social welfare activities. With a view to undertake a long-term and sustainable CSR project, the
company established a self-employment training centre in the Lakhanpur Block of Jharsuguda District. A full-fledged training centre
with class rooms, workshop sheds, boarding and lodging facilities was started in 2009 in collaboration with the State Bank of
India. The training centre serves as a free, unique and intensive short-term residential self-employment training program with free
food and accommodation, designed specifically for rural youth. Through this initiative, the company has been able to transform
unemployed youth to become self-reliant through skill development and entrepreneurship. The training centre is also tied up with
different agencies viz., NABARD, DRDA, etc. for financial assistance and for organizing either wage or self-employment to the passed
out trainees. It also partners with District Agriculture Department, Employment Exchange, OREDA and other Govt. Agencies for
technical support. This initiative has been successfully building the morale of the youth and has empowered them to set up self-
employment ventures in their own places.
Company Background
Established in 1958, TRL Krosaki Refractories Ltd (TRL Krosaki) operates in the field of refractory production in India. The company
was formerly known as Tata Refractories Ltd. It offers a wide range of products like basic, dolomite, high alumina, monolithic, silica,
flow control and tap hole clay refractories. Its key customers are the steel, cement, glass, copper and aluminium industries.
CSR & Employee Welfare Managing Director Priyabrata Panda
Refractories Vice President (HR, S&E) Tarapada Dash

Rewarding
HR Segment
Industry
HR Segment
Industry
Tel: 91-22-44555000
Uplifting skills through rural youth entrepreneurship and social welfare activities.
Videocon d2h started an initiative called Entrepreneur Development Program to contribute towards Community development by
way of providing opportunities to the rural communities in India. To address to these communities, it developed unemployed
educated rural youth as Entrepreneurs by providing them with technical and soft skills training and thus creating a platform for
them to earn livelihood and become self-sufficient. Currently, the program has helped more than 5000 rural youths across various
states of the country and its planning to add 1000 more every month. It puts a lot of emphasis on the holistic welfare activities right
from health & fitness, sports & recreation, medicine & healthcare, festival celebrations & gifting, success parties & seminars to team
bonding picnics and out bounds. To facilitate and encourage employees to be more active & fit, it set up a training facility where
employees get trained on fitness activities like Yoga, kickboxing, aerobics, free body exercises etc. through professional trainers. It
provides its employees with sports facilities that include basketball court, badminton court, and complete cricket gear kit along with
ground arrangements for practice. It provides its employees with annual health check-up initiatives and other medical check-ups
like dental, eye and blood etc.
Company Background
CSR & Employee Welfare CEO Anil Khera
Media Head HR Ajaya Kumar
Bajaj Corp Limited
Tel: 91-22-66919477; Fax: 91-22-66919476
Gearing up for the Future
As workplaces turn into multi-cultural, multi-generational workstations and with advancement in technology changing the way
people work and play, it will have a cascading effect on how businesses will be conducted in the future. It is only imperative that
companies take note of this megatrend and align their activities accordingly to remain afloat. Bajaj Corp understands that the future
workplaces will be dominated by members of Generation-Y and Millennials, and understanding their aspirations, attitudes about
work, and knowledge of technology is essential to keep them motivated and interested as employees. Future workplace policies
may have to be made keeping in mind the millennials and their choice of work – workplace flexibility, work-life balance, strong
learning & development modules, quick feedback systems, freelancers or other forms of short-term contractual employees, flat
office structures, social networking, acceptance of boomerang employees etc. are some of the key factors where companies need
to focus in the future.
Company Background
Future Workplace Trends Managing Director Sumit Malhotra

Rewarding
HR Segment
Industry
HR Segment
Industry
Tel: 91-120-4627900
Bringing about behavioural changes through leave donation scheme and PACE Dashboard
Somany Ceramics undertakes a host of forward looking initiatives. Some of these include; the Leave Donation Scheme and PACE
dashboard. Under the leave donation scheme, employees can voluntarily donate leaves to any employee whose leave pool is finished
and he/she is in serious need of more leaves. This not only supports fellow colleagues but also build a culture of togetherness.
Under the PACE initiative, Somany Ceramics focuses on encouraging employees to speed up their responses to internal and external
customers’ requirements. In order to develop quick response behaviour in the organization and teams, the company publishes
monthly Pace dashboards which highlight critical delays in the organization, which have impacted team or functional productivity.
The dashboard highlights key delays or late responses on monthly basis, and grabs quick attention of respective departments and
employees towards these delays and related losses, thereby instilling a behavioural change in their response styles.
Company Background
The company operates two manufacturing units in Kadi, Gujarat and Kassar, Haryana. It markets its products under the brand
Somany, and also exports to countries across Europe, Middle East, Asia and Africa.
Future Workplace Trends Executive Director GG Trivedi
Tel: 91-22-67003000; Fax: 91-22-67003160
‘Youth Voice’ Initiative at L’Oreal
Every year L’Oreal sends a contingent of its brightest young talent to a youth conference called, “One Young World”. The conference
was founded in 2009. ‘One Young World’ gathers together the brightest young leaders from around the world, empowering them
to make lasting connections to create positive change. In 2014, one employee from India office attended the conference and came
back with the idea of creating a Youth Board and this formed the foundation of what then became “Youth Voice”. Youth Voice is
an initiative to identify bright young minds from across the organization that will inspire, act and contribute to a more sustainable,
digital and purpose driven L’Oreal. Loreal thus selected people from the age group of 30 & below through a democratic & rigorous
selection process as it was important that the selection of Youth Voice ambassadors was carried out in a transparent and fair
manner. Each YV ambassador is working on their individual projects along with the support of their mentor. These projects are
conceived by each YV ambassador with a lot of conviction and passion to make them a success.
Company Background
Future Workplace Trends Managing Director Jean-Christophe Letellier

Rewarding
HR Segment
Industry
HR Segment
Industry
Tel: 91-22-66239300/36
Paying Back Hard Work
Ador aimed to develop a work environment that only reinforces good performance but also appreciates and recognizes employees’
contribution and motivates them to do better. The company’s rewards & recognition policy was built along these lines and the
reward criteria was communicated to all its employees beforehand so as to give fair opportunity to all. It would also instill healthy
competition within teams. Based on the performances, several awards along various categories are awarded – the most prominent
of which are the ‘Adorable Employee of the Quarter/Year’, the ’Long Service Award’ and the ‘Meritorious Marquee’, which is the
highest honor in the rewards & recognition program. The names of all awardees in the marquee are listed at all its office locations. It
was observed that employee performance and engagement increased considerably, while there was a steady decline in the overall
attrition rate as a result of these initiatives.
Company Background
Rewards & Recognition Managing Director Satish M Bhat
Industrial Goods Head - Human Resources Manoj Pandey
Tel: 91-22-66303030
JM Financial’s Rewards and Recognition program continues to motivate employees
JM Financial takes immense pride in themselves and their achievements and considers it vital to motivate, recognize & reward
talent. This process is also expected to facilitate retention and enhance performance. The company identifies the need to go beyond
the traditional promotions and bonuses. In order to encourage and recognize employees, the company conducts its Reward and
Recognition Program annually. The reward and recognition policy of the company is classified into various categories. The Long
Service Awards acknowledges and rewards employees who have served for a long tenure. Service Excellence Awards recognize
individuals with outstanding contributions in their work area. Champions League recognizes the top performers from all regions are
felicitated in a companywide email. The efforts Support functions such as Admin, IT, Finance, HR, and Compliance are recognized
in a 2 days offsite. JM Financial Awards Nite recognizes employees with awards such as Individual Business Excellence Award,
Outstanding Wealth Manager Award, and Outstanding IFD Manager Award. The implementation of the Rewards & Recognition
program has enhanced the performances of employees and positively impacted retention and motivation.
Company Background
Rewards & Recognition Managing Director Vishal Kampani

Rewarding
HR Segment
Industry
HR Segment
Industry
Tel: 91-11-24367481; Fax: 91-11-24367015
A new renaissance of women empowerment in the steel industry
SAIL started a project called “Veerangana” at its Rourkela Steel Plant during September 2015. The initiative was started to overcome
all psychological barriers, prejudices and social beliefs and undertake traditionally male-dominated jobs like Crane operation on
the shop floor. The first and most challenging step in this direction was to identify the willing women employees who wanted to
take up the challenge and simultaneously mould the mindsets of those who were actually willing, but feared external cynicism.
However, the challenges were out rightly addressed by the lady personnel officer of Rolling Mills who counseled them to explain
the difference between home and the workplace. Overcoming all the challenges, the most important factor was the safety of these
women employees while operating cranes. This was however resolved by providing specific inputs related to safety on the shop
floor with special emphasis on crane–related safety aspects. With these developments, the women employees are now confidently
operating cranes in tough conditions, voluntarily opting to take up challenging roles, earn the money and respect, while redefining
the traditional mindsets.
Company Background
Steel Authority of India (SAIL), incorporated on 24th January 1973, is the largest steel maker PSU of Central Govt. of India. SAIL is a
fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway,
automotive and defense industries and for sale in export markets.
Women Empowerment Chairman P K Singh
Steel Director (Personnel) N Mohapatra
Tel: 91-124-6180326
Market updated compensation & benefits to attract best of talents.
Compensation is the foundation for driving behavior of the workforce in an organization, behaviors directed towards the Business
strategy of the organization. A comprehensive compensation system is Performance linked, Differential i.e. based on achievements
against set goals for each individual, Competitive in the market, In line with the Business Strategy of the Organization, and Drives
High Performance Culture. Religare has always operated on the philosophy of building a high-performance culture. Fixed pay and
Variable pay form the pillars of the organization’s compensation philosophy. The variable pay includes bonus plan, short term
incentive plan for sales employees, and long term incentive plan in terms of ESOP for middle to senior management employees. The
company also provides car lease, relocation benefits, health insurance, accident insurance, life insurance, communication benefits
and emergency loans and salary advance facilities. The compensation and benefits for employees are regularly visited and updated
according to the market conditions. This has helped the organization to attract the best of the talent from the industry.
Company Background
Religare Finvest Limited (RFL), incorporated in 2006, is a subsidiary of Religare Enterprises Limited, a non-deposit taking systemically
importantNon-BankingFinanceCompany.ItssolutionsincludeSMEMortgageLoan,SMEWorkingCapitalLoan,andShortTermTrade
Finance. The company also runs a retail capital markets financing business which includes Loan against Marketable Securities.
Rewards & Recognition Managing Director & CEO Kavi Arora

Rewarding
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HR Segment
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Others
HR Segment
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HR Segment
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Tel: 91-80-42884288; Fax: 91-80-42884200
ACT’s initiative on information dissemination
In any organization, there is a huge need for the employees to be aware of all the organizational aspects – information ranging from
safe work practices to significant milestone achievements. Atria Convergence Technologies Private Limited had to choose from
the most effective means to reach out to the employees. The company thus chose to use the Digital Signage: A unique mode of
communication where huge TV screens were deployed in every single location (main offices, branch offices, and the remotest of the
locations), Insights: The Annual Employee Opinion Survey and Video Conferencing to reach out to the employees to discuss each
and every detail of business in an effective and efficient manner. As a result of the above initiatives the overall Trust Quotient of the
employees went up significantly. There is more pride and increased connect built with every single employee of the workforce at
the company. The company have also started a series of communication under “Proud ACTian” series which highlights the culture
of the organization that they stand for.
Company Background
Information Dissemination Managing Director Sundar Raju
Tel: 91-22-41287700
Efficient planning and execution of corporate plan through balanced communication
A growing organisation puts forward certain operational challenges. For achieving required level of efficiency in operations,
Prabhat Diary decided to merge two of its divisions, resulting in synergy with right people at right places. In order to ensure chaos-
free transition of employees, the company decided to build up a detailed communication plan and achieve confidence of key
stakeholders & also chart out the customized plan considering the cultural point of view. In Phase 1, the company did not make it
a formal management change and decided to take this process as - Business Need of Hour call for 1st line of Managers from HRBP
side. In Phase 2, the plan was cascaded across the targeted employees through informal discussions with detailed future action
plans. It also involved Remapping exercise with calibration based on skill sets; cross selling & range selling training interventions;
OJT certification by HRBP with right fitment of people; and resizing of team members with logical co-relation with performance. The
HRBP played a key role in smooth execution of the merger process which took close to three months.
Company Background
Information Dissemination Joint MD V Nirmal

Others
HR Segment
Industry
HR Segment
Industry
Tel: 91-11-24367481; Fax: 91-11-24367015
Creating an Informed Workforce
Proper communication of workplace policies and processes is essential for efficient performance of employees. SAIL regularly
conducts communication and information dissemination programs for its workers and employees. Prayas is one such exercise,
which the company conducts for its contract laborers to make them aware of the various statutory provisions, namely provident
fund, pension, ESI benefits, medical facilities, etc. They are also informed about their wage structure, bank payment system, payslips
etc. Other topics include safety at work, child labour, forced labour, discrimination at workplace, etc. The presentations are followed
by interactive sessions where doubts are cleared. Exclusive sessions for female employees are held on gender-sensitive issues.
‘Karyasthal par Karmik’, is a shop floor communication conducted by shop personnel executives. Through this program, personnel
policies and procedures are communicated to the employees at the shop floor, covering various aspects like leave rules, pension,
workmen’s compensation etc. It also acts as informal platform to address employee grievances.
Company Background
Steel Authority of India Ltd (SAIL) is the largest steel-making company in India and one of the seven Maharatna’s of the country’s
central public sector enterprises. SAIL manufactures and sells a broad range of steel products that include hold and cold rolled
sheets and coils, electrical sheets, galvanized sheets, railway products, structural products, plates, bars and rods, stainless steel and
other alloy steel. The company produces iron and steel at its five integrated plants and three special steel plants, located principally
in the eastern and central regions of India.
Information Dissemination Chairman P K Singh
Steel Director, Personnel N Mohapatra
Tel: 91-22-66303030
JM Financial’s medical assistance efforts have proven beneficial for their employees
JM Financial considers its employees the most valuable asset and the health of its employees as a priceless commodity. In order
to address the health concerns of its employees, the company designed a comprehensive medical policy aimed to aptly address
the medical needs of their employees. The medical benefits offered by the company provide employees and their families valuable
protection during employment. Medical insurance offered cover the employee, their spouse, and children for any hospitalization
expenses. JM Financial’s responsibility towards employee’s health concern goes beyond providing insurance. The JM Financial Trust
established by the company aids employees, support staff (off payroll), and their families during medical emergencies. The admitted
and ill employees are paid a visit by the company’s top management, team members, and the HR team. The company also conducts
annual health check-ups for their employees and offers the same for the families of employees at a discounted rate. These measures
undertaken have proven beneficial for the employees and established JM Financial as an employer of choice.
Company Background
Others Managing Director Vishal Kampani

Others
HR Segment
Industry
HR Segment
Industry
Manipal Health Enterprises Private Limited
The Annexe, 2ndFloor, Rustam Bagh Road, Bengaluru - 560008, Karnataka
Tel: 91-80-30501800; Fax: 91-80-30501860
Email: ganesh.s@manipalhospitals.com; Website: www.manipalhospitals.com
A Healthy Start to Ensure Retention
With a view to retain employees and boost their productivity along with facilitating improved clinical outcomes and greater internal
and external customer satisfaction, a certified formal induction and orientation process, called MANIP, for all new staff across
MANIPAL units was initiated. MANIP was a result of through brainstorming, tremendous innovation, in-depth and methodical
planning and intense forecasting and analyzing. As per the program, induction is carried out at a centralized location for all new
recruits by trained preceptors. These preceptors provide mentoring to the new joinees and assist, guide and support them in their
initial days of employment. The employees are provided with continuous nursing education and on-job trainings to bridge the gap
between theory and practices and also to update them on current advancements in healthcare. They are also briefed about safe
intravenous (IV) infusion practices. Training modules are made interesting through the use of gamification and simulations for better
assimilation and understanding. As a result of these efforts, the company was able to reduce attrition levels among fresh employees
and also significantly increased their knowledge levels.
Company Background
Manipal Health Enterprise Pvt Ltd (Manipal Health Enterprise) is a part of the Manipal Education and Medical Group (MEMG), which
pioneers in the field of education and healthcare delivery. It was incorporated in 1990 and is based in Benagaluru. The hospitals are
present in Bengaluru,Goa, Jaipur, Mangalore, Salem, Vijayawada as well as overseas in Klang, Malaysia.
Others Chairman Sudarshan Ballal
Healthcare CEO & MD Ajay Bakshi
3rd and 4th Floor, JVP Building, Plot No. 5, Software Units Layout, Madhapur, Hyderabad – 500081, Telangana
Tel: 91-40-39111700; Fax: 91-40-39111777
Email: Dileep_Narayan@epam.com; Website: www.epam.com
EPAM’s Unified Intelligent Record Management System
EPAM witnessed rapid growth over a span of four years, with 11 acquisitions taking place since 2012. With presence in several
countries, the number of laws and severity of punishment governing records management has increased. Accordingly, EPAM
needed to have the best practices of records management in place. The challenge was that data was being stored at various
delivery offices in separate formats and there was no unified system in place. The company rectified the situation by creating
a Unified Intelligent Record Management System (UIRMS). The new system provided for onboarding & resource management,
record management for associates’ learnings and courses being conducted, records for performance management and assessment,
records of career development program, knowledge and information sharing, details of events, records of employees, repository
of reports, communication on feedback, performance reviews, etc., information and records on rewards & recognition, records on
compensation, vacation tracking and expense tracking, among others. As a result of this, all locations eventually gained access to an
effective records management system.
Company Background
EPAM Systems India Pvt Ltd (EPAM) is the Indian subsidiary of the US-based EPAM Systems Inc., a leading global provider of product
development and software engineering solutions. EPAM has a presence in 25 countries with workforce strength of more than
19,000 associates globally. In India, the company has bases in Hyderabad and Pune.
Records Management CEO & President Arkadiy Dobkin
Software India HR Head Shashikanth Reddy Bondugula

Others
HR Segment
Industry
HR Segment
Industry
Tel: 91-22-66681234/66767161; Fax: 91-22-66994488
Data recording and maintenance to ensure smooth operations and tight financial control
Taj hires vendors on the contract basis frequently and in the context of its operating environment, it becomes a challenge to track
detailed data of contracted vendors on account of high attrition. Considering the operation of business in a hotel industry, financial
control is of utmost importance. Data recording and maintenance had become a challenge in order to generate various reports to be
presented to the corporate office. Taj implemented a lot of processes to ensure all the data related to contract vendors is recorded
and maintained to control cost and maintain sustainability in hotel operations. Taj maintains manual registers such as daily trackers,
grievance register, disciplinary register, joining & separation register to ensure the processes are followed and data is recorded
properly. This enables the company to generate various reports like headcount, weekly off/ average time, attrition, payroll cost,
recruitment tracker, etc. to cross check for any exceptional deviation and take correct measures accordingly. This has resulted into
maintaining streamlined process, accurate data for external audit and necessary financial control.
Company Background
Records Management Director of Human Resource Marshal Dias
Hotels Director of Public Relations Rajveer Panglia
Tel: 91-22-40976666
Tech’s the Way to Optimize HR
With advancements in technology, the old methods of working seem obsolete. The need to provide quick and reliable access to
data and the desire to have a presence on social media made it imperative to digitize all HR and employer branding activities at
Future Generali India Insurance. All business processes including sales, operations and finance are linked to the company’s core
HR information system. Within a few clicks, one can gain access to employee performance data in real-time. The company also
leveraged technology to build online learning modules for easy, fast access whenever, wherever required. Gaming modules have
made the learning process easy and interesting. Health apps have been extended to employee families. The use of technology in HR
has streamlined processes, thereby increasing the efficiency of HR management.
Company Background
Technology & Analytics in HR MD & CEO K G Krishnamoorthy Rao

Others
HR Segment
Industry
HR Segment
Industry
National Commodity & Derivative Exchange Limited
1st Ackruti Corporate Park, LBS Marg, Kanjurmarg (West), Mumbai - 400078, Maharashtra
Tel: 91-22-66406789; Fax: 91-22-66406899
Email: askus@ncdex.com; Website: www.ncdex.com
Introduction of a new HRMS has enabled NCDEX improve organizational productivity
The company aimed to significantly reduce the manual intervention in the HR processes, enhance accuracy and mitigate the
cumbersome manual process being followed in the company. Therefore, the company transformed from its existing manual process
to an automated process aimed to increase and enhance the productivity and employee experience. However, the change from
traditional to on-line process was faced by significant headwinds. The employees faced challenges in adopting and following the
new system. To address these concerns, the HR team conducted training and workshops for its employees.
The introduction of Human Resource Information Systems - SAATHI has improved the HR services delivered and managed by the
company. The HR functions have become more efficient. Furthermore, the introduction of the new system has enabled the HR
professionals to focus on organizational effectiveness and one-on-one coaching with managers whilst undertaking other high
level organizational development initiatives. The continued use of the system is expected to aid in improving organisational
productivity.
Company Background
National Commodity & Derivatives Exchange Limited (NCDEX) is a professionally managed on-line multi commodity exchange.
As of March 31, 2015, the exchange offered trading in 26 commodities, which included 21 agricultural commodities, 2 bullion
commodities, 2 metals and 1 commodity in energy & polymer sector.
Technology & Analytics in HR MD & CEO Samir Shah
Stock Exchange VP – Human Resources Abhishek Rai

Others
HR Segment
Industry
HR Segment
Industry

Abbreviations
120
Product & Non Product Abbreviations
Product & Non Product Abbreviation
Three-Dimensional Conformal Radiation Therapy 3D-CRT
4 Disciplines of Execution 4DX
Accounts Receivable Management A/R Management
Anil Dhirubhai Ambani Group ADAG
Asset Management Company AMC
Automated Teller Machine ATM
Average Assets Under Management AUM
Banking, Financial services and Institutions BFSI
Business intelligence BI
Billion bn
Built-Own-Operate and Transfer BOOT
Build, Operate and Transfer BOT
Business Process Management BPM
Business Process Outsourcing BPO
Branch Recruitment and Development Manager BRDMs
Bombay Stock Exchange Limited BSE
Cosmetics & Perfumery C&P
Connect, Authenticate, Recongnize and Engage CARE
Central Depository Services of India Limited CDSL
Chief Executive Officer CEO
Carbon Dioxide CO2
Center of Excellence COE
Center of Excellence - Domain Excellence COE - DE
Center of Excellence - Leadership Excellence COE - LE
Communities of Practice CoP
Community Outreach Programs COPS
Continuing Professional Education CPE
Corporate Social Responsibility CSR
Design-Build-Finance-Operate-Transfer DBFOT
Department dept
Divisional Managers DMs
Exploration and Production E&P
Engineering, Procurement, Construction EPC
Employee’s State Insurance ESI
Employee Stock Ownership Plan ESOP
Empathy, Speed & Quality ESQ
Executive Support System ESS
Foods & Beverages F&B

Abbreviations
121
Federation of Indian Export Organisations FIEO
Flame Retardant Low Smoke Low Halogen FR-LSH
Financial Year FY
Giga Byte GB
Get Ready for Opportunity Within GROW
Head of Department HOD
High Performing Organisation HPO
Human Resource HR
Human Resource Development HRD
Human Resource Information System HRIS
Information and Communications Technology ICT
Identity Document ID
Individual Development Plan IDP
Intelligence Gathering by Netting Information to Transform Environment IGNITE
Image-Guided Radiation Therapy IGRT
Indian Institute of Management IIM
Intensity-Modulated Radiation Therapy IMRT
Information Technology IT
Information Technology Enabled Service ITeS
Industrial Training Institutes ITI
Joint Venture JV
Key Result Area KRA
Learning & Development L&D
Larsen & Toubro Limited L&T
Leadership Excellence and Advancement Program LEAP
Labor & Employment Law Advanced Practices LEAP
Leadership, Integrity, Flexibility, Efficiency LIFE
Linear Accelerator LINAC
Lump Sum Turn Key LSTK
Manager Assimilation Process MAP
Master of Business Administration MBA
Multi Commodity Exchange of India Limited MCX
Managing Director MD
Management Information Systems MIS
Million Metric Tonne Per Annum MMTPA
Micro, Small and Medium Enterprises MSME
Must Win Battles MWBs
National Commodity & Derivatives Exchange Limited NCDEX

Abbreviations
122
Non Governmental Organization NGO
National Institute of Securities Markets NISM
National Pension Scheme NPS
Non-Resident Indian NRI
National Security Depository Limited NSDL
National Stock Exchange Limited NSE
Organization Development OD
Original Equipment Manufacturer OEM
Performance Accelerator & Capability Enhancement PACE
Provident Fund PF
Practice Incentives Program PIP
Performance Management System PMS
Public Private Partnership PPP
Questions and Answers Q&A
Quality Control Circle QCC
Research and Development R&D
Reliance Capital Limited RCAP
Reliance Mutual Fund RMF
System Application Products SAP
Scheduled Commercial Bank SCB
Sundaram-Clayton Ltd SCL
Strategic Engineering Division SED
Small and Medium Enterprises SME
Standard Operating Procedure SOP
Summer Program to Acquire and Redefine Knowledge SPARK
Training & Development T&D
Turn Around Time TAT
Total Employee Involvement TEI
Training Needs Identification TNI
Total Quality Management TQM
US Polo Association USPA
Volatile Organic Compound VOC
Voice of Internal Customer Engagement & Satisfaction VOICES
Variable Pay Policy VPP
World Health Organisation WHO
Xavier Labor Relations Institute XLRI
Year to Date YTD

Abbreviations
123
Region / State / Country Abbreviations
Regions / States / Countries Abbreviation
Andhra Pradesh AP
Europe, Middle East and Africa EMEA
Himachal Pradesh HP
Jammu & Kashmir J&K
Saudi Arabia KSA
Middle East ME
Michigan MI
Madhya Pradesh MP
North America NA
National Capital Region NCR
North East NE
Reunion Islands RI
South Asian Association for Regional Cooperation SAARC
Sri Lanka SL
Tamil Nadu TN
United Arab Emirates UAE
United Kingdom UK
Uttar Pradesh UP
United States US
Union Territories UT
West Bengal WB
West Indies WI
Month Abbreviation
January Jan
February Feb
March Mar
April Apr
May May
June Jun
July Jul
August Aug
September Sep
October Oct
November Nov
December Dec

Index
124
Index
Index
A
A.T.E. Enterprises Private Limited
CSR & Employee Welfare....................................................100
Employee Engagement.........................................................40
Managing Diversity...............................................................55
Industrial Relations...............................................................53
On-boarding process.............................................................28
Performance Management...................................................67
Rewards & Recognition.......................................................109
Talent Management..............................................................74
Ajuba Solutions India Private Limited
Apeejay Surrendra Park Hotels Limited
ARKRAY Healthcare Private Limited
Training & Development.......................................................86
Talent Acquisition..................................................................32
AT&T Global Business Services India Private Limited
Retention..............................................................................57
Information Dissemination.................................................114
Atul Limited
B
Bajaj Allianz Life Insurance Company Limited
Learning & Development......................................................87
Bajaj Corp Limited
Compensation & Benefits.....................................................66
Future Workplace Trends....................................................107
Retention..............................................................................58
CSR & Employee Welfare.................................................... 2-3

Index
125
Index
Employee Engagement....................................................... 4-5
Bharat Bijlee Limited
BVC Logistics Private Limited
C
Cigna TTK Health Insurance Company Limited
D
DBS Bank Limited
Team Mgmt & Leadership................................................... 6-7
DHL Express India Private Limited
Training & Development..................................................... 8-9
Retention..............................................................................58
E
Edelweiss Financial Services Limited
Talent Management........................................................ 10-11
Records Management.........................................................116
Exdion Solutions Private Limited
F
Fortis Escorts Heart Institute
Retention..............................................................................59
Technology & Analytics in HR..............................................117
G
Gujarat Fluorochemicals Limited

Index
126
H
HDFC Standard Life Insurance Company Limited
Hindustan Petroleum Corporation Limited
Productivity Enhancement....................................................74
I
IIC Technologies Limited
Training and Development....................................................90
Training & Development................................................. 14-15
Infosys BPO Limited
Inox Wind Limited
Organisational Values............................................................57
Recruitment..........................................................................29
Team Management & Leadership.........................................83
J
JK Paper Limited
JK Tyre & Industries Limited
Others.................................................................................115
K
L
Liberty Videocon General Insurance Company Limited
Recruitment..........................................................................29
M
Mafatlal Industries Limited
Performance Management............................................. 16-17
Manipal Global Education Services Private Limited
Index

Index
127
Manipal Health Enterprises Private Limited
Others.................................................................................116
Recruitment..........................................................................30
N
National Commodity & Derivative Exchange Limited
Technology & Analytics in HR..............................................118
NCC Limited
Recruitment..........................................................................30
Retention..............................................................................59
Netafim Irrigation India Private Limited
Nous Infosystems Private Limited
O
Recruitment..........................................................................31
P
Recruitment..........................................................................31
Index
Retention..............................................................................60
CSR & Employee Welfare................................................ 18-19
Retention..............................................................................60
R
S
Signode India Limited
SMC Global Securities Limited
Sodexo Food Solutions India Private Limited
Career Prospects...................................................................28
Retention..............................................................................61

Index
128
SREI Equipment Finance Limited
Women Empowerment.......................................................110
Synthite Industries Limited
T
Tata Chemicals Limited
Records Management.........................................................117
Cultural Transformation.................................................. 20-21
Managing Diversity......................................................... 22-23
U
Uflex Limited
United Breweries Limited
Retention..............................................................................61
V
Retention..............................................................................62
W
Index

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