Group HR Initiatives Mohankumar

Industrial Relations
IR Still an area of concern Defrayal from Transactional aspects of IR into Strategic IR Various interventions were rolled out to break the conventional approach towards IR
Recent Policy on Promotion from Staff to Officer cadre created a Positive impact on Performance amongst the staff Through this, we have been able to reduce the unionized workforce in the system Hiring Strategy: Lateral / Fresh Hiring is also consciously inducted at JO Cadre Pro-active measures are being taken for all IR Issues to foster out-of-the-court settlements (win-win solution at both the ends) Proactive measure has enabled us to channelize the energy productively

Recruitment
Attraction of talent / Talent Acquisition still continues to be a challenge on account of the following factors (Perception Employee Branding: Penetration / Visibility (Because of the medias cascade about the financial condition) Salary & Perks we are far below the market percentile in terms of CTC- Lateral Hiring fitment of grade vis--vis CTC fixation often a challenge on account of internal parity Growth / Career Path Thrust on new-product development / R & D (as the candidates often come up with the query of new product / R & D initiatives

Performance Management Systems

To nurture the performance driven culture and to differentiate the normal performance from the superior performance Differentiating Performance of the individuals will enable us to create a model of career planning and identify fast-trackers. PMS will also create path for Succession Planning PMS will also create avenue to identify the Training Needs and Promotability aspects Revamping of existing systems in order to bring more objectivity on qualitative as well as quantitative aspects Rollout of Business Planning exercise to enable the charter of Goal Setting at Department levels and Individual levels through KRAs & Evaluation of KRAs

OD Interventions- A Snapshot

Career Development
Absence / non-existence of IDP (Individual Development Plans Linkage of PMS into IDP Potential Performance mapping Higher Education Opportunities for the existing set-up Cross-functional movement and development across the functions / cadres Fostering of internal competence through structured career development interventionsKRA/KPI deployment

Employee Engagement
Focus on Employee Engagement Initiatives (Both on-the- job related and off-the-job) Interventions to foster the culture of Total Employment Involvement

Learning & Development

Absence / non-existence of IDP (Individual Development Plans Linkage of PMS into IDP Capability Development across the Group through the rollout of Training Calendar (Deployment of training on Functional / Behavioral / Technical)

Performance Management Systems

To nurture the performance driven culture and to differentiate the normal performance from the superior performance Differentiating Performance of the individuals will enable us to create a model of career planning and identify fast-trackers. PMS will also create path for Succession Planning PMS will also create avenue to identify the Training Needs and Promotability aspects Revamping of existing systems in order to bring more objectivity on qualitative as well as quantitative aspects Rollout of Business Planning exercise to enable the charter of Goal Setting at Department levels and Individual levels through KRAs & Evaluation of KRAs To nurture the performance driven culture and to differentiate the normal performance from the superior performance

Succession Planning
Identification of high potential talent and putting them through a fast-tracking mechanism Second-in-line development (thro intra and inter developmental measures)

HRIS / HRMS
Automation of all HR Processes from Hire to Retire