John F Welch Technology is a unique center where we have Corporate RnD team (Global Research center), Engineering centers for various technology businesses like Energy, OnG, Rail, Aviation, Healthcare and CnI. It is a kind of a mini GE site. HR process & policies at GE’s John F Welch Technology Centre (JFWTC) are focused towards creating a culture of innovation, learning and growth for some of the best brains in the country. The Centre has more than 4000 technologist & scientists from varied background. Our unique HR practices helped the centre to bag the award for ‘most exciting workplace’ last year.

We would like to showcase a few unique initiatives focused on career management and advancement of our employees. This will involve an overview of worldwide benchmark processes like Session C, Technical Career Path, and Edison Engineering Development Program and so on.

We would also like to highlight our initiatives towards gender diversity and specifically on innovative practices to provide exciting career opportunities for female employees.

Finally we would like to share our practices in creating healthy and fun filled atmosphere at workplace.

Fellow HR colleagues will surely benefits by understanding these People Practices that have been recognized globally as some of the best HR practices and have helped to make GE as one of the most admired Companies in the world.

Finally we also hope that the visitors to our stall would like to understand, comment, and give suggestions on our practices that would help us in many ways.

Britannia Industries, with its legacy of over 90 years, believes in unleashing the potential of its employees to create new vales, realize possibilities and enrich lives of its employees and the society we live in.

As a company we firmly believe in empowering people by allowing decisions to be taken at the point of work, in a way decentralizing responsibility and authority. This we believe, will make people responsive and align with business objectives and agenda. Our leadership behaviors have been drawn out in line with the same.

The Challenge and our approach for resolution:

With a legacy as rich as ours and as a company with an extremely successful past, we had our own values and culture. Britannia had traditionally worked as regional centers of power (North, South, East and West), each working almost autonomously. Then, about 6 years ago, we made a conscious shift from the regional structure to a centralized one. This move was business critical, but had a significant impact on the culture & people development style of the company. Thus, we were then faced with a different set of challenges altogether. With this shift, we lost a bit of the close mentoring that the regional structure offered. To regain it, we needed to carry out a series of initiatives that provided for autonomy and encourage entrepreneurial thinking in a centralized structure.

To achieve our people objectives, we adopted a three-pronged approach comprising of:

  • Creating an Organizational Framework supporting Entrepreneurial thought and action
  • Creating cross-functional & pan location teams
  • Building people capability

This we thought was the most important as without this, the individual action would die due to inertia.

In BIL (Britannia Industries Limited) business decisions were primarily taken in the HQ which was resulting in delays, reduction in ingenuity and coordinated execution at Regions. Hence we created a support structure called Regional Mancom’s which will ideally decentralize decision making process and allowed department heads in the region to come up with faster and creative solutions for business problems or issues. The teams were authorized to demand from the head office - in a way, inverting the pyramid that they were used to. It took time for people to adapt to demanding from 'seniors', but mechanisms were put in place to support and mentor them.

As an outcome of the regional Mancom’s our initiative of "Commercialization of Geographies” has taken a new dimension where state wise profitability is discussed and analyzed. Different functions come together and align towards shared business goals.

As a matter of fact this strengthens and empowers people to take decisions locally and drive organization agenda through structured process. Today, the Regional teams take action locally on business imperatives and functional objectives. The aim is to produce, sell and maximize returns. These teams manage a virtual P&L. This reminds of the famous statement made by Jack Welch – “Bring every brain into the game".

We at Britannia viewed the initiative as one that would maximize the realization of the commercial potential of each geography.

Cross functional and pan location teams were created to encourage localized ownership. These included some nationwide initiatives including the CEP (Cost Effectiveness Program) and MWs (Must Wins) which were enormously successful.

Through these special teams, we could focus on cost initiative drives through ‘Cost Effectiveness Program’. These cross functional teams converge to determine, assess and provide solutions to organizational imperative issues termed as “Must Wins”. Project Management skills have been introduced which enable people to operating from a functional to team perspective. Dramatic shifts have been brought in areas of Logistics, direct dispatch, technological initiatives, concept to commercialization etc.

Following the success of this program, we now have CEP targets every year for the company which has resulted in better cost efficiencies for the company.

Besides the real-time exposure through the above two programs, employees are encouraged to learn more. We believe in investing in our people through an extensive training program. A worthy testimony to our commitment of investing in our people is the fact that in the last financial year, which was deemed to be a difficult one by the industry, we increased the no. of training man-hours for our company by almost 4 times (4X) – a fact that we are proud of!

The objective behind taking this daunting step was to get a more systematic and sustainable solution to problems – equipping people with skills & getting people to be confident of their own solutions and also to increase transparency. This further gave way to programs like TQM and the Officer Development Program called “Gyanodaya”. Practices like making the policies more transparent, Gallup survey participation and publishing/communicating the company score card/metrics for all employees to see has instilled confidence and a feeling that "My opinion counts".

We have executed several projects using the TQM methodology. These have been in the areas of workflow management, factory operations and sales / logistics operations. In this time, we have come to realize that the methodology has contributed to solving complex problems in a systematic manner and has delivered enduring solutions.

We acted quite effectively to the feedback we received from our employees. Receiving relevant training to do my job better, was one of the concerns voiced by employees in the Gallup – Britannia Speaks Survey ‘09. In order to address this and also build capability in the company we have set up a training curriculum that aims to address skill gaps and develop competencies. Taking a step further, we initiated a Management Development Program named “Gyanodaya” partnered with XLRI for identified potential officers who has the capability to become future managers.

The 3 key steams of the program were:

  • Developing the right Leadership Behavior
  • Building an appreciation of the business value chain
  • Deeper understanding of one’s core function

Building a culture of inclusion & a diverse workforce is & has been an organization wide priority for IBM since time immemorial. The business case for diversity is clear – there are distinct organizational, financial & pipeline development benefits to including diverse constituents in the workforce. Additionally, as a technology giant, IBM recognizes that technical breakthroughs also require diverse perspectives: the greater the diversity of team members, the more likely innovation is to occur. Indeed, IBM has experienced time & time again that diversity acts as an extraordinarily accurate predictive tool, solves complex problems, and feeds the intellectual exploration required to generate new products and services. IBM India, therefore, will showcase workforce diversity as one of their best people practices.

Also, how does IBM drive & measure the impact of workforce diversity programs? Typically, diversity, a fairly esoteric concept in growth markets such as India or China, is often driven as initiatives owned by HR professionals solely ‘beating the drum’; diversity activities are largely reliant on a subset of a small group of passionate committed senior leaders (mostly assignees exposed to the western experience on inclusion as an organizational mandate). In large & complex organizations such as IBM, in order for diversity to be IMPACTFUL & truly experienced as a business imperative at the ground level, it needs to penetrate all levels of the business and engage very large populations of managers & employees; business leaders at multiple levels should be held accountable for diversity results; it needs to be driven through an effective cadence mechanism with clearly articulated measures of success. How is IBM poised to accomplish this critical challenge?

In addition to the plethora of people initiatives under the IBM workforce diversity banner, this showcase will highlight 2 key management systems IBM India has pioneered which address the challenge of driving the diversity agenda for maximum impact at the grassroots & business unit level: (a) the founding of an Indian Women’s Leadership Council (IWLC) across IBM India, and (b) the evolution of a cross business unit governing council led by the country General Manager to drive accountable gender diversity practices in the organization.

Unique Innovative People Practice : Competency Development through Assessment Centre

HAL is poised for rapid growth, with an ambitious plan of doubling revenues to USD 4 bn by 2012, with order books in excess of USD 16 bn and aggressive expansion into new markets. The dynamic environment in which HAL is placed in had necessiciated revisiting of its business priorities For going forward, it became necessary for HAL to develop the People Capabilities that are aligned with the Business Requirements.

To motivate the Officers, an accelerated Promotion Policy was introduced to promote the highfliers with Assessment Centre score as one of the Criteria for promotion to the post of Dy. General Manager and above.

The Assessment Centre Technique is a universally accepted methodology, which attempts to create simulated work environment to observe behavioural competencies of participants. The Centre is typically a two-day intervention where each participant goes through a number of exercises and be observed by a number of trained Assessors. The exhibited levels of competencies are matched with the desired levels. The exercise enables mapping of areas of strength and also gaps, if any. Each participant receives individual feedback.

The Assessment Centre Technique is a universally accepted methodology, which attempts to create simulated work environment to observe behavioural competencies of participants. The Centre is typically a two-day intervention where each participant goes through a number of exercises and be observed by a number of trained Assessors. The exhibited levels of competencies are matched with the desired levels. The exercise enables mapping of areas of strength and also gaps, if any. Each participant receives individual feedback.

The activities connected with the Assessment Center are:
Identification & Profiling of Unique Roles : Identification of unique roles in the designated grades, role profiling, identification of role responsibilities and Key Result Areas (KRAs). Competency Modelling and Design of Assessment Centre: The Competency Model of HAL consisting of 11 Behavioural Competencies, under 3 clusters forms the basis of the Assessment centre activity at HAL:

Building Business Getting Results Organisation and Individual Development
Strategic Orientation Managing Critical Partnerships Customer Orientation Change Management Execution Excellence Achievement Orientation Planning & Decision Making Nurturing Teams Personal Effectiveness Impact and Influence Capability Building

Competency Modeling was developed based on technique of Behavioural Event Interview (BEIs) followed by design of Assessment Centres (ACs) including identification and design of tools. Assessment Centres were conducted. Feedback and Individual Development Inputs were provided. An opportunity was provided to Officers to validate the reports by bringing out the differences noted in the Assessment Centre reports and Individuals strengths which were further validated by the immediate superiors of the Officer.

The benefits of the intervention, are in terms of Development of best-in-class system for identifying potential leaders, Scientific and systematic identification of development needs of individuals (Leaders) and the Organization, thereby bridging competency gaps, provision of critical inputs for Succession Planning, creation of Competency Directory & Leadership Framework outlining Behavioural Competencies, provide for analysis of Competencies, function-wise, level-wise, Division-wise & at Company-level, which would be used to enable ‘Role-Matching’ in the Company.

Till date, 881 Officers in Grades VI & above have been Assessed.

A tailor made Competency Development Programmes (CDPs) have been developed in collaboration with IIM Ahmedabad for Business Excellence; IIM Bangalore for Operational Excellence, and IIM Calcutta for Leadership Excellence, to bridge the Competency gaps identified by way of Assessment Centres. Till date, 616 Officers have successfully undergone these training modules.

HAL is also cascading down the competency frame work to Officers in Grade I-V covering over 6000 Executives in which both Behavioral and Technical Competencies are mapped thereby bringing in Role clarity.

Learning and development at Symphony Services is not just a process but is an experience. Symphony University – the learning and development arm of the organization that focuses on transformational learning through the above 3T model.

All the learning programs are aligned to the competency matrix. One of the key aspects of this process is that Symphony University partners with the businesses that require any learning intervention to be conducted and help them to identify the results that they would like to achieve. The 3T model happens at the time of intersection of transmissional, transactional and transformational learning.

Transmissional learning: This aspect of learning focus on information and knowledge. This is the basic foundation for the whole model as this provides employees with the basic tools for transformation. The basic elements related to the subject are understood through reading, listening, recalling from past, discussions etc.

Transactional learning: This aspect of learning deals with building of skills of the individual or team. It requires application of the information or knowledge that has been acquired through experimentation in the existing or new environment, observation of the changes and practice the same.

Transformational learning: Changing the game and altering the context that you operate from is the focus of this learning.The process for this to be achieved is one through action and reflection, deep dive projects, Inquiry and engaging in conversations on any of the above subjects.

Shell would like to showcase two of their HR areas-Diversity and inclusion (D&I) and Talent Management.

We belive that D&I contributes in the business in the following ways:

The world’s workforce is more diverse than ever before, due to global business operations. The average age of workers is rising, and the number of women in the workforce continues to increase. As employee value propositions and societal expectations continue to change, the Shell,s success depends on our ability to attract, motivate, and retain this increasingly diverse pool of talent.

Studies show that employees who feel respected, valued, and engaged develop stronger relationships and become more involved in their work. This leads to more effective teamwork, enhanced decision-making, incteased creativity and innovation, lower absenteeism and staff turnover, and reduced costs.

A diverse workforce and inclusive employment practices ensure that we better understand our increasingly varied customer base, as well as building stronger relationships with them. D&I also helps create a workforce that mirrors the communities in which Shell operates, enabling us to better understand and build relationships within the communities, optimizing the positive economic and social impact of Shell’s presence. Shell, as an established world leader, sees a diverse staff and an inclusive work environment as vital to building relationships and trust-key ingredients to our continued success.

Talent Management in Shell is about resourcing the business, developing individuals and identifying and growing leaders. This is represented by our Talent Management system also known as ‘the Cogs’. Processes range from world class on boarding leaders. There is a lot of industry best practice fine tuned over the years that would be worth sharing with other HR colleagues.

An Initiative to realign our culture and achieve strategic, organizational objectives

Organizations are more than just places where we work. They are places that help in shaping our sense of identity as professionals. While achievement of the organization’s goals depends on factors such as strategy, structure, systems and processes, a lot depends on its culture and values. At IVB, culture is “the way we do things out here.”

The Journey …

The need for building a unique IVB culture took a focused direction in 2006 when the new MD took charge. Small yet significant changes came to fore in the form of open communication channels and people friendly initiatives. Employees started sensing the transition from chaos, confusion and dilemmas to a leadership that promised a progressive and successful organization. The culture initiative was identified as a key project within HR. The mandate for this project was to build and organization on the pillars of a unique culture, recognizable externally as well as internally.

When we started, we had the end in mind but the journey unraveled interesting insights as we went along. From a concept to a defined structure, it has been a challenging yet enjoyable experience for everyone who has been associated with the IVB Way of life.

The first step of this initiative was to assess the prevailing culture. Through the employee engagement survey – EMPULSE, employees were approached to share their views, insights and inputs about how they perceived the organization. Through focused group discussions, employees were asked to represent the organization in the form of a picture. The depictions provided critical insights in setting the direction.

The underlying message was that IVB represented an organization with a loyal workforce that was emotionally committed to the organization. While people had an orientation towards achieving results, they had to deal with conflicting priorities, bureaucracy, fear of consequences and conflicting sub cultures.

In essence, the prevailing culture represented the existence of multiple sub cultures and people working in silos, without being connected to the common goal of the organization.

Having understood this message, our next step was to understand the culture that we, as employees, wanted to promote in order to achieve our ambitious growth plans.

The values which were defined were actionable and tangible behaviors which people could see and review.

Having defined the values, a big challenge facing us was how to propagate these values in a simple yet impactful way by the people, for the people.

Culture cannot be built through classroom trainings or formal learning methods. It has to be lived by people. We believed that employees would appreciate, understand and accept the message only when it is simple, fun filled and experiential. And this conviction took the form of the IVB positive game – a 45-minute game that helps employees understand the six IVB values and relate to them in their day-to-day life.

Culture is a way of life. And life must be simple.
Culture cannot be forced.
Culture is about people : by the people, for the people.

The approach towards the IVB Positive game has been to promote it by word of mouth, on the networking model. Employees are free to train their colleagues within the team or across business units, in their place of location or go across various cities to different branches at their personal time and cost. Employees, who trained 20 or more of their colleagues, came to be called as the IVB + Achievers, ambassadors to the “Spirit of Positivity”.

Our focus now is to make these values an integral part of our work life. Towards this end, we have embedded the core values and their associated behaviors into some of our key processes. Some processes that have been integrated with values:

  • Our induction process introduces new employees to the IVB Way of life through the IVB +ve game.
  • Rewards and recognitions to highlight people who have lived the values
  • During the performance evaluations, employees get assessed on values. This means that employees get assessed not only on achieving goals but also on ‘how’ they achieve them
  • Some of our training programs emphasize and focus on how living some of the values, for instance Passion to deliver on results, leads us towards achievement of goals

The Acceleration Development Program (LeAP) for business and emerging leaders of Bharti is a unique practice developed for creating a strong NextGen Leadership pipeline for Bharti in line with the strategic shifts underlying the telecom sector and Bharti growth and expansion strategy.

As part of our overall Talent Development & Management Strategy, the LeAP program emphasizes on the following objectives:-

  • To formulate and execute specific development plans for identified Top Talent of the organization having identified long term potential to assume First Level Operations /Business Leadership roles
  • To accelerate development/ readiness of identified Top Talent through structured Emerging Leader & Business Leaders Accelerated Development Programs (Classroom & on-the-job learning)
  • To facilitate leadership transition of identified emerging/future business leaders through Unit/Business/Management Board led coaching/ mentoring & perspective sharing forums
  • To invest in the Development of our Top Talent not covered in the Acceleration pool and thereby enhance their retention/ engagement.
  • The LeAP is uniquely designed for building leadership capabilities and a strong pipeline of groomed leaders within Bharti in sync with the changing business requirements of our hyper-competitive Telecom Sector as well as keeping in view the ambitious growth plans of Bharti Airtel (which include our foray in Sri Lanka – 2 years ago, Bangaladesh- less than 1 year back and most recently in Africa through acquisition of ZAIN Telecom)
The LeAP methodology is uniquely devised by both business and HR professional experts within the organization and encompasses the following aspects which identified leaders go through in rigour:-
  • Psychometric Assessment & Managerial Aptitude Assessment
  • Competency Gap Identification through customized assessment center process
  • Dedicated/ Focussed Leadership Mentoring and Coaching Program
  • Strategic National/Regional Project Management Experiential Learning
  • Cross Functional Experiences through Job Rotation
  • Structured Classroom Learning Modules (i.e “Crucible” approach)
  • Industry visits/ exposures
  • Functional skill assessment and development program
  • Unique LEADERS TEACH mechanism for learning acceleration
  • Break Through Action Learning Projects

The LeAP program has been initiated in 2009-10 and the first year has shown remarkable progress in terms of building scalability and readiness building of identified leadership talent pool for them to in turn assume challenging business leadership assignments any time.

For any further queries feel free to contact : OR

We at Logica live by our values of being Committed, Innovative and Open, which we think we demonstrate in all areas. As a part of the HR Showcase at NHRD, we would like to present our Talent Development practices.

A key feature of this is the participation of employees at every step. In fact, these practices are a result of what we believe – the “involve and evolve” mantra.

A few years back, training was seen as a support function with low interest to turn up for a program and not much conviction in the learning derived from it. The employee feedback on Training services was low and the business faith too was not very high. Employees were also not clear on their career path. Sure they knew the organisational plan, but the course that they could chart to progress in their career was not clear. Sounds familiar?

We went to the root. Basically, we sought the core reason for this. We asked our employees to partner with us on the journey where we help them understand the career path they are on and the possibilities that open up before them. We also laid out the map of the support that they can get from us as they navigate this path.

During this process we realised the strong need for branding and transparency. As a part of this journey we launched a brand “guruCOOL” and a career tree. Under these, we rolled out various initiatives such as IM learning/Inspirational Movies Learning, Eagles, Compass, Strength finder, Passion, Elixir, Pal, Coaching, CoolGURU, GuruLIB, GuruLAB, BOOTcamp, Learning Months, Toastmaster, ITIL, PMP, Graduated learning, eLearning, LDP, PCMM….

Were these enough? The proof of the pudding lay in how our employees evaluated us. The final result was an increase in the score given by our employees for our service……an increase of a whopping 39 %.

An innovative practice to recognise outstanding nursing talent. A process to identify the “crème de la crème” by leveraging on healthy competition, yet keeping alive the feeling of “Oneness”.


  • Create a platform to identify & reward the best Nursing talent in the system through: – recognising performance excellence. – awarding the National Best in Class selected on specific criteria: technical skills, customer service delivery & team spirit.
  • Build bonds within the organisation’s Nursing fraternity, providing them with an opportunity to Compete, Collaborate & Celebrate with an element of fun’.

Nursing is a dynamic profession, subject to continuous change as the field of medicine is constantly being upgraded.

We as an organization use this opportunity to reiterate our belief that nurses are the backbone of clinical care.

The “WINNURSE” awards provide the platform to celebrate and pay tribute to the most conspicuous part of our hospitals.

The process entails nurses across our hospitals ‘fighting it’ out for the “Best Nurse” and “Best Nursing Supervisor”.

It is an intensive process spanning 6 months with multiple methods of assessment -starts with the rating at the Annual Performance Review , the eligible nurses then are administered written tests, practicals , vivas , in basket exercises ( for supervisors ) & a personal Interview at Unit level.

The finalists from the various units are then pitted for the grand title. The final day is a culmination of the various talents – professional & personal – reiterating the belief that our nurses are indeed multi faceted & the Best! The evening commences with the Formal Awards Night culminating in a thematic talent show from all locations!

In an effort to enhancing employment opportunities for the student fraternity through strategic partnerships that are in line with our business, the Infosys Affirmative Action group launched its flagship program Project Genesis.

The objective of this program is to enhance the skills of graduate students in B and C towns and increase employability in the ITeS industry through rigorous training, support and guidance.

The above is achieved through partnering with professors from various universities and colleges and equip them to help the students acquire the necessary skill sets through training programs, thus making them more employable.

Our program has reached:

The Infosys – Junior Management Leadership Program (JMLP) is a unique corporate education program, by Welingkar, which is specially designed for INFOSYS BPO members.

  • To provide a broad based management education to the employees so as to equip them to move into the next layer of management and also provide a broader view of the business. The programme ensures exposure in the areas of Management and business related subjects with special focus in the industry
  • To build a strong Junior management team capable of handling the multiple projects and manage the large work force at the Associate level
  • In specific, to provide rigorous training and higher education to the JL2/JL3 stream executives to prepare them for taking up the responsibilities when they move to the Cx, Cy positions.
  • 15 month program customized to the specific organization (Infosys BPO)
  • Program specifically designed to help employees move up their careers & prepare them proactively for their next role
  • A special focus on ITES/BPO
  • Participants will be awarded a “Diploma in Management” by Welingkar
  • Flexible class schedules conducted at INFOSYS Campus
  • Enriched inputs from reputed academicians from all over the country
  • Involvement of the top-management of Infosys BPO to relate classroom theory to application – especially inside Infosys.
  • The program is spread across 15 months
  • Classes every alternate Saturdays & Mondays at Infosys Campus itself.
  • 12 modules (subjects) covering all major areas of business including “ Operations, Finance, Marketing, HR, and general management.
  • Methodology of teaching – SKILL GAP building; Continuous learning through various business cases, assignments, presentations, group discussions etc.