CORPORATE IMAGE BUILDING ASSIGNMENT

Building a Favourable Corporate Image

by Branding HR Practices

G-20 Bhakti Bhardwaj

G-26 Col. Rishi Raj Charan
G-46 Ayush Manchanda
G-51 Prabal Garg
Introduction

Time and again various bodies, agencies and media companies conduct surveys to find the Best
Places to Work overall, as well as in particular categories based on geographical location, sector etc.
Randstad India, for example, a placement consultancy and recruitment agency, conducted The Most
Attractive Employer in India Survey placing Google on the top whereas Glassdoor’s similar survey
ranked Facebook on the top. Each survey has its own set panel, standards, guidelines and criteria
based on which the results are revealed.

For the past 10 years, The Great Place to Work Institute has been conducting such a survey. In 2017,
the 10th edition of this series of surveys revealed four aspects that stood out as the key ones which
in today’s time impact perception of employees towards their employers and differentiated the best
places to work for from the rest. These were a. Career Growth, b. Family/Team like treatment, c.
Fairness and d. Benefits. Reporting the conclusion of the survey Prasenjit Bhattacharya (CEO, Great
Place to Work Institute) and Isha Singh (Senior Consultant) emphasized that these four factors have
remained prominent from 2012 to 2017. Thus companies looking to leverage this knowledge in
today’s dynamic environment can be sure of the credibility of these identified factors.

The image on the left is from the report

and it points out the multi-fold effect the
factors have on the probability of a
company making it to, or retaining its
position in the top 100 workplaces in India.

Keeping the Indian context in mind for this

assignment, and the fact that companies
move up and down the ranking of the same
survey conducted year over year, we
decided to take the top four companies
ranked by the Great Place to Work
Institute Survey 2017 to understand what
made them move up or down the ladder.
These companies in decreasing order of
their ranks as per the survey are - Intuit
India - American Express India - Google
1
India - Lemon Tree Hotels. These
companies are also listed as one of the best places for employees to work in articles on business
news and HR portals such as Business World and People Matters.
Intuit India
A LOOK AT CONTENTS OF INTUIT INC’S WEBSITE THAT ATTEMPTS TO SHOWCASE THE COMPANY
ABOUT INTUIT INDIA

Intuit India is a fully owned subsidiary of Intuit Inc. USA - a business and financial software company
that develops and sells financial, accounting, and tax preparation software and related services for
small businesses, accountants, and individuals. It is located in Bangalore and was set up in India in
2005. Intuit Inc. is headquartered in Mountain View, California. More than 95% of its revenues and
earnings come from its activities within the United States. The company has offices in eight other
countries around the world: UK, Australia, France, Singapore, India, Brazil, Canada, and Israel.

INTUIT INDIA CLIMBED TO THE 1ST RANK IN 2017 FROM THE 10TH RANK IN 2016

HR Initiatives and Practices at Intuit India

In an effort to be better prepared for the future, in 2016, the company had been focusing on - a
people-led transformation, - an increase in employee engagement scores, - relocation of their go-to
market team from Gurgaon to Bangalore. To facilitate this, the company asked for volunteers within
ready to take up the challenge. The willing ones were spread across the company, and were asked to
collect and share innovations coming up at the team level, as well as the best practices to act as a
learning for the rest of the team members, so as to increase an understanding of how the company
has to be equipped to push itself to greater heights. The magnitude of the effort put the company’s
belief in “small company culture works best” at risk. To combat this situation from arising, it
introduced the idea of “Trees of Appreciation” which was implemented on every floor allowing
employees to write small thank you notes for colleagues. This weaved the teams together and the
initiative as Somnath Baishya, Director and Head of Human Resources, Intuit India, says, was met
with widespread enthusiasm.

Talking of retention, the company devised an innovative way to retain talent. An informal alumni
program called “Intuit Always” was built, which allowed former Intuit employees to spend time with
the current employees. Since for many of the employees, Intuit was their first organisation, they
were unaware of the greatness of the company’s policies since they had nothing to compare with.
The company banked on this alumni program to let former employees discuss and express as to
what all they miss about working at Intuit and how the work life is different at their present
workplaces.

Intuit turns out to be one of the very few companies in India to accept LGBT (Lesbian, Gay, Bisexual,
Transgender) rights and inclusivity at work place. Not only have they build in spaces for employees
seeking such rights to be counselled and advised by counsellors from outside, there is an
organization wide effort to build awareness on LGBT inclusion at the workplace.

Employees at Intuit India are allowed to use about 10% of their time which they call “unstructured
time” to innovate new solutions or simply brainstorm on client’s issues. New employees are
encouraged to visit clients at their end to get a real feel of the problem and its pain points at hand.
This in turn induces a cycle of constant learning and improvisation.

Two buildings of their Bangalore Campus, Building 8 and 6A, are LEED (Leadership in Energy and
Environmental Design) platinum certified buildings. A part of the campus is integrated with a Light
Management System, which controls the intensity of lights on each floor by using the real time data
from motion sensors monitoring real time occupancy.

The campus does not permit use of plastic or paper cups at any of the shops or pantries in the
campus. The company has partnered with Pro Enviro Recycling and ITC-PSPD (Paperboards and
Specialty Papers Division) for the Wealth out of Waste Initiative.

Exhibiting the acceptance of the importance of parenthood, and to support employees in such
critical times, the company revamped its policies in January 2016 and called the changes a part of
the “GotYouCovered” program which allows employees to celebrate parenthood with time off and
to carry out responsibilities in case of a child birth by allowing a maternity leave of up to 26 calendar
weeks against the statutory norm of just 12 calendar weeks. The paternity leave is up to 15 working
days.

For those willing to adopt a child, Intuit offers adoption assistance helping new parents with the
legal work and fees that comes with adoption, along with a paid leave of 26 weeks. The company
does not differentiate between the adopter’s genders when offering the assistance or permitting
leave as long as the adopter is the primary caregiver to the adopted child.

A medical insurance of up to Rs 5 lakh for families of employees at no cost to the employee is also
provided.

For mental wellbeing of employees, the company’s initiative called Optum, offers counselling and
resources to its employees. A confidential counselling session with trained professionals gives stress
employees a chance to de-stress. Six free confidential counselling sessions, in person or over the
phone, from an expert are available under the Employee Assistance Program. The fitness centre
witnesses Zumba and Yoga classes as well as occasional visits from physiotherapists.

Not only are there massage chairs and sports like Table Tennis, Snooker, there exists an X Box lounge
as well as various board games for employees to indulge in. Meals at the cafés or tuck shops are all
free for the employees and are available in pantries at all times.

Intuit Leap grooms young minds in the company to become potential business leaders for the future
by giving them a collaborative environment to allow them to give their best each day. High potential
players across different business units are brought together and put under action learning and
coaching to develop their talent. These employees are then subject to real life related challenges to
retentions, commuting, branding in which they are required to rack their heads together to
brainstorm solutions.

Intuit Again launched in June 2016, is a programme that allows women technologists to return in
the workforce after a career break. These women are absorbed as interns for a six month period
wherein they are mentored and guided to come at par with on-going employees.

Tech Women @ Intuit is a program that revolves around making the company a comfortable
workplace for the women of the company by the women themselves.
American Express India

A LOOK AT CONTENTS OF AMERICAN EXPRESS’S WEBSITE THAT ATTEMPTS TO SHOWCASE THE

COMPANY
ABOUT AMERICAN EXPRESS

American Express is a global services and payments company that has built its business success on a
reputation for trust, reliability and service excellence. It has more than 62,000 employees in 130 locations
worldwide. In the broader Asia region, it operates in Australia, Mainland China, Hong Kong, India,
Indonesia, Japan, Korea, Malaysia, New Zealand, Singapore, Taiwan, Thailand and the Philippines. Across
these geographies, the 164-year old company has garnered recognition for being an employer of choice,
including being named an Aon Hewitt Best Employer four times in a row.
AMERICAN EXPRESS INDIA RETAINS 2ND RANK IN 2017 FROM 2016

HR Initiatives and Practices at American Express India

The idea behind all HR practices at American Express India is to make the employees feel special and
make them have a favourable mental association with the company.

American Express’s work flexibility program is based on the nature of each employee’s work. When
an internal survey conducted revealed that many employees were spending 50% or more of their
time outside the office, the idea of introducing flexible working arrangements was born. The Blue
Work program identifies four types of workspace: Hub, Club, Roam and Home. Hub-based
employees have jobs that require face-to-face time in one of the company’s office locations. Club
employees go into a hub office no more than three times a week, either because they work part-
time or because they work some days from another location, such as home or another American
Express work site. When Club employees check into a hub office, they are allocated a space to use
that day. Roam is on-the-go and Home is work-from-home.

The latest effort in this direction is a tool devised for leaders to use for promoting healthy living
amongst team members. This is in the form of what the company calls a “Playbook” which contains
things like best health practices across the region, simple quick actions to exercise and a collection of
health related facts, keeping physical activity, appetite control and stress reduction as the three
pillars for the contents. This is available across the online resources for its employees and is designed
in a manner that can teach leaders how to promote and encourage healthy living among team
members.

An American Express internal research findings revealed that healthy employees were the most
engaged. Thus American Express launched its “Healthy Living” program in 2009 to promote good
health and healthy lifestyles for all employees and their families, improve productivity and control
long-term health costs. The program is followed in many markets AmEx operates in, and in each, the
program’s design is finalized after conducting analysis of national health data while partnering with
local health experts. The programs primary focus areas are nutrition, preventative health care and
mental well-being. For example - For those obsessed with sitting at a stretch to finish work,
American Express India has brought the opportunity to work out right at the employees’ desks by
implementing weekly chair cardio sessions. Trainers are approachable all over the floors, who are
usually seen guiding a group of closely seated employees through shorts duration of exercises to
prevent the body from cervical or vulnerability to sores. In 2017, American Express India carried out
a company-wide biometric health screening drive that was to act as a check for signs that could
hinder employees from maintaining their spirit of “Bringing Your Whole Self to the Workplace”.

Street Theatre is AmEx India’s initiative to spread out important societal moral values and bring
about situational awareness and induce sensitivity among employees through drama. In 2017, AmEx
tried to reinforce a culture of openness and transparency within the organization itself with the help
of a street play by the name “Do It Right”.

From an entrepreneurial perspective, AmEx India’s recently started “Leadership Community”

initiative bridges the various lines of business in the company by bringing together various directors
for a 6 month program where in they would groups of 10 to 12 leaders who are to work on new
business opportunities.

Keeping promotion of talent and growth as the centre of focus, the “People Leader Learning Path” is
one of their valued programs that provides a guide to a staged career development for both new
hires and existing employees. This entails strengthening core and foundational essentials of
knowledge through a sequential modular pattern of learning. Regular sessions on “Employee
Relations Fundamentals” in order to maintain positive employee relations at all times, are also
carried out.

American Express’s rewards and recognition program is designed to engage, motivate and recognize
on three aspects: praising employees for good work, rewarding great results and celebrating loyalty.
Praise is carried out through nonmonetary, personalized e-cards and e-buttons that are designed
and sent to and by colleagues via the company’s online portal. Employees may nominate colleagues
for Blue Awards, and awarded colleagues can redeem a gift of their choice from a gift catalogue
according to the Blue Awards they have collected. Recently the company took steps to change these
Blue Awards into local currency that can be paid out to award-winning employees.

In 2014, AmEx India started a unique initiative to acknowledge and include gender diversity at
workplace, by the name “Reach Out”. It aims at providing the women leaders to connect and share
with, as well as learn from – other leaders and peers across the organization as well as outside
(Reach Out is an initiative in which American Express collaborate with Pricewater Coopers, PepsiCo
and Tata Sons.)

In an effort to improve overall financial wellness of employees, the “Smart Savings” program
educates and updates employees on their earnings and long term savings. It simply compiles and
articulates expense and earning data of employees and makes them accessible for viewing at any
point of time. It has been known for successfully saving employees time to assess their financial
position in contrast to any short or long term financial needs.

Various “Fun” initiatives are carried out time and again to foster culture of gratitude and
appreciation for one another. During the Ice Bucket Challenge Frenzy, AmEx India rolled a similar fun
activity for all its employees.

When it comes to Talent Acquisition, a series of videos showing the interviews of present
employees containing inspiring real life stories are uploaded time and again on their social media
sites. These videos are tagged under the theme - What will you do #foraliving? - American Express
Careers.

The Parental Care Work-Life Programme – branded as ‘Dil Se’ was instated in 2011 and provides
access to health, personal and financial services for employees’ parents. It includes access to
personalised concierge services, a 24/7 health helpline for emergency, primary and consultative
medical advice including fixing doctor’s appointments and drug delivery at discounted rates.

American Express India empowers employees to support the company in their hiring requirement
through the Employee Referral Program.
Google India
A LOOK AT CONTENTS OF GOOGLE’S WEBSITE THAT ATTEMPTS TO SHOWCASE THE COMPANY
GOOGLE INDIA RANKS 3RD THIS TIME AS OPPOSED TO ITS 1ST POSITION IN THE 2016 SURVEY.

HR Initiatives and Practices at Google India

GoogleServe is an annual week initiative where in employees are encouraged to volunteer for
investing their time in helping NGOs overcome their challenges and meet their goals. This is done to
foster a sense of community service amongst the employees. There are weekly meetings called TGIF
meetings throughout the company wherein employees can socialize and mingle with one another or
share ideas with the top management, ask the top management any questions freely and give the
top management various kinds of feedback on processes and people.

In 2013, Google India launched the “Career Program” that gives an opportunity to women with
professional background or experience, who have been out of the employee force for more than a
year, to join into the digital advertising team of the company.

As holds true for any Google office, Google employees at Google India are permitted to spend 20%
of their work time innovating or working on anything that drives their passion. Google Map Maker,
born in 2008, was a result of the Indian Engineering Team exploiting this freedom.

Google’s Peer Bonus Program allows employees to recognise fellow employees for having gone
above and beyond their call of duty, thus preventing the effort from going un-noticed.

Know your Noogler Wall is where amusing and insightful information or pictures about new hires
(referred to as Nooglers within the organisation) to let them be known better. Nooglers also wear a
multi-coloured cap for a certain time so as to be identified as a fresh hire. The idea is to allow
existing employees to identify new hires so as to help them set in and get comfortable with the
environment and other people around.

Googlegiest is an annual survey of all employees asking them to rate their experience at Google as
well as their managers.

Perf, short for performance review is an annual public review that indicates to Google employees
whether their current performance standards indicate to expected rise or decline in performance in
the coming year.

In June 2013, amidst the Pride month, Google India highlighted two of its LGBT (Lesbian Gay Bisexual
Transgender) employees (one of them being a Gaygler – Google’s term for a Gay Employee at
Google) by putting up their interviews on the Google Plus Page Life at Google. This was a first in the
Indian corporate scenario, and was done to show that Google’s Gayglers India group consisting of
only three members by then, realized the importance of making spaces for such people to make
them feel comfortable being themselves. Back in 2011 and 2012, Google India played a key role as a
part of the core team that was to organise the Pride Parade in Bangalore and Hyderabad. Google's
Gayglers India network is now one of their most active and engaged employee resource groups and
is aimed at creating an inclusive work environment by sensitising staff and increasing awareness on
LGBT issues.

Google hosts its annual 'bring your children to work' day. On this day, the company organises
engagement activities for children. Additionally, new employees at Google can even bring their
parents to work on a designated day. Employees enjoy both maternity and paternity leaves. In the
event of a demise of an employee, the next of kin receives half the salary for a period of about 10
years.

Google India’s Hyderabad office has an indoor cricket pitch, basketball court, massage centre,
billiards table, foosball tables, table tennis and a gym. There is a huge slide for descending down
floors till the ground level. There are two cafeterias where chefs prepare cuisines from all the 28
Indian states. Employees are allowed to consume meals that are offered thrice a day. One of the
items from the Hyderabad cuisine is even showcased as a must try at Google’s employment section
on their webpage. Google’s Bengaluru office has a nap room. The company’s Gurgaon office has
micro kitchens spread across all the floors of the building. These are meant to invoke a sense of
“inclusion and family” giving employees spaces to enjoy and share the lighter moments during the
day.

Celebrating Christmas at Google Offices around the world is a different style altogether. Not only are
the Google office spaces decorated for the festive season, the kitchens prepare Christmas menus
from all over the world. Most importantly Christmas makes Google the Big Santa for the employees.
Each and every employee gets a gift from Google. The gift usually contained one of Google’s latest
devices or an Android powered OEM device. In 2016, On Christmas, Google’s United States offices
decided to donated Chromebooks and Tablets to the underprivileged kids instead and did away
with pampering the employees with such expensive gifts.

Google India runs a program called WOW – which strives to help women entrepreneurs grow their
online presence and give a boost to their self-grown business. This covers women both who are and
are not the employees of Google.

Google Offices’ IT departments are known as Tech Stop. Here any Google employee can bring in
their device for repair, troubleshooting or service at any time. Google offices throughout the world
have abundance of what they call “Micro Efficiencies” which are nothing but all sorts of accessories,
docks, connecters and cables that employees may require in case they don’t have one or forgot to
bring their own. These are installed or kept in almost every possible room in the office buildings.
Almost all buildings also have what they call a “Hardware Depot” which stocks stuff like
Headphones, Mouse, Battery Banks etc. that an employee can pick up just by the swipe of his card,
without having to stand in a line or give an explanation or fill a form.

In an article to Business Insider dated Feb 18, 2016, Laszlo Bock, the Senior Vice President of People
Operations at Google, shares his idea of the four rules about hiring the best employees. The 4th one
says “Provide the Candidate with a Reason to Join”. He exclaims that not only is it important to
show what kind of an environment one would have at the office but it is also important to highlight
the kind of employees that one would get to work with. An article for tlnt.com by John Sullivan
dated Feb 26, 2013 had reported that Google had decided to reinvent the approach to the People
Operations (used instead of Human Resource at Google) department’s functions. Google has chosen
to go on the path of “People Analytics” which means that all people decisions would be data based.
The team’s idea behind this is to bring the same level of rigor that other departments have during
decision making, to people related decisions.
Lemon Tree Hotels
A LOOK AT CONTENTS OF GOOGLE’S WEBSITE THAT ATTEMPTS TO SHOWCASE THE COMPANY
ABOUT LEMON TREE HOTELS
INDIA

Lemon Tree Hotels is a hotel

chain company based in India.
It is India’s largest hotel chain in
the mid-priced hotel sector,
The company owns and
operates 43 hotels with over
4500 rooms in 27 cities of India
till date. Lemon Tree Hotels was
founded by Patanjali Keswani.
The company operates under 3
brands: Lemon Tree Premier
(upper midscale), Lemon Tree
Hotels (midscale) & Red Fox by
Lemon Tree Hotels (economy).
LEMON TREE HOTELS JUMPED TO THE 4TH POSITION IN 2017 FROM 9TH IN 2016

HR Initiatives and Practices at Google India

Lemon Tree Hotels have been widely known for their efforts to recruit and train people with special
abilities as well as help them grow in their career while being in the company. Initially the company
would only induct such people in back office or back of the house roles such as the Laundry
department or the Housekeeping, where interaction with guests is minimum or not there at all. This
was although a practice that other hotels like those under Taj and Oberoi did follow, but none of
them recruited them in substantial numbers like Lemon Tree did. Also they were merely inducted in
such hotels to stay at the position they were absorbed in with no formal procedures to help them
grow in their career. As of July 2017, about 525 people in the organisation were those with physical
or intellectual disability and about 310 people from socially, economically and educationally
disadvantaged backgrounds. This has various implications such as the fact that all employees in the
hotels have to undergo mandatory training sessions (called “Expressions”) to learn sign language.
Assessing proficiency in this skill is a part of the performance reviews at Lemon Tree Hotels. It is
compulsory for every employee to score at least 85 per cent in this area. The employees have been
reported to show improvement in their overall confidence and in some cases successful
achievement of some personal life goals such as marriage, acceptability amongst relatives, as a
result of the company’s grooming efforts.

Not only the specially-abled employees, but also the managers leading them have expressed that
handling such teams have made them grow overall in terms of being a more patient, sensitive and
tolerant person as well as better managers when it comes to improvising on communication
techniques to ensure efficiency and clarity while conducting briefings, discussing achievements etc.
Rajeev Kumar, the Vice President-Human Resources has expressed clearly that things like gender,
disability and socio-economic background don’t matter during recruitment because each
incumbent is trained to acquire skills as per the set performance standards.

In various interviews conducted by media houses for articles covering this aspect of the company’s
practice, the employees in concern have repeatedly directly or indirectly expressed their belief that
there career’s future lies with this company only. This automatic reinforcement in a way helps the
HR team ensure a higher degree of retention of employees which is one of the challenges that the
hotel industry has had to face time and again because of the nature of working conditions in Indian
hotels. The MD and Chairman ,Patu Keswani, in an interview post the 2016 Rankings (Lemon Tree
Hotels ranked 9th in 2016) expressed that in an industry notorious for exhausting responsibilities, the
company has been able to keep spirits high through camaraderie, collaboration and teamwork. The
effect of all this on retention is proved by the Vice President of HR, Rajesh Kumar’s statement in the
same interview that out of every ten hires at Lemon Tree, one is a re-hire. Those who had left the
organisation to implement a similar culture elsewhere or expected to find a similar culture
elsewhere, failed and came back only with a stronger commitment to stay for long.

The organisation now wishes to extend their approach to a wider potential talent resource and thus
in 2017, it carried out trials with those having Down Syndrome and Autism. The hotel has a
department called “Sustainability Initiatives”, the Vice President (Aradhana Lal) of which has
expressed that the Lemon Tree Hotels clearly standard for something more than just profits. She
explains that the inclusion of such people is merely not a social experiment but a core HR strategy.
For example, the regular housekeeping employees may usually clean up-to 16 rooms per shift,
whereas those who have speech or hearing impairment can usually end up cleaning 19 rooms per
shift making such people add about 15 % more productivity which is great for the operations. Patu
Keswani says that one of the biggest advantages we get from hiring such people is the appreciation
and buy-in we get form our guests who see such examples during their stay and feel delighted to see
that someone is putting efforts to help special people out and that coming back to the hotel is
indirectly another way of their contribution to this cause.

For sourcing the specially abled and those from the Economically Weak Sections community, the
company has partnered with various NGOs, such as the Noida Deaf Society and the Sai Swayam
Society that deal with people with speech and hearing inabilities; Efficor that works with the
orthopaedic handicaps; Sarthak Educational Trust that works with people with different kinds of
disabilities; Muskaan that deals with people with Down Syndrome; Tamanna, The Delhi Society for
the Welfare of Special Children, Youth for Jobs, Dialogue in the Dark, Blind People’s Association and
many more. It also works with Dr Reddy’s Foundation, Pallavanjali and Vidya for sourcing people
from the economically and socially weak sections. The Lemon Tree Group Company, now the group
is also working with the Skill Council for Persons with Disability and the National Skill Development
Corporation, under the ‘Skill India’ initiative to develop training material to train people with
disabilities for various jobs.

In 2015-16 did away with categorising leaves into different categories and also doubled the
insurance packages for all its employees. These were actions that resulted from employee feedback.
The company has a sense of “anyone can be approached by anyone for anything” in their culture
and they take escalation of matters that revolve around issues faced by employees very seriously so
much so that at times issues are resolved within an hour with solutions that may be coming from the
top most level. The culture does not let hierarchy interfere approachability and communication
thus making those on the lower end much more comfortable and feel valued as employees. They call
the senior management “family elders” to invoke a sense of approachability both for sharing and for
guidance.

Vikramjit Singh, the President of Lemon Tree Hotels has emphasised that ensuring a speedy career
progression is one of the biggest priorities for the group. The hotel industry is infamous for long gaps
between successions and this is true especially for the big and the best names in the hotel industry.
Management trainees at Lemon Tree Hotels have seen a faster growth to the Managerial positions
than in other hotels. Accelerated career development processes are the reason why management
trainees are usually taken in from hotel management institutes and are guaranteed to be assistant
managers after 18 months of training in almost all big hotels in the industry. However, at Lemon
Tree they have extended this opportunity the in-house staff as well. The succession is planned
accordingly with the future plans of the company. For instance, in mid-2017, the company had about
68 employees who were potentially fit for becoming General Managers within a span of four years,
the same duration in which the company planned to open up 40 more hotels.
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