Samwad Path to Excellence , . \, HOWTO BE A GREAT PEOPLE MANAGER . ee | | aeChairman’s Message SAMWAD means: Conversation, Interlocution, News Information, Message and Dialogue In order to achleve excellence across our Group companies, ive need to change the way we think, react and decide; the way we take care of ourassets (material, human, intellect). This requires a peracigm shift in ourapproech tollfe. SAMWAD provides a platform to a at a shared vision towards managing ourselves. hope over a period of time the required change will form a part of our DNA. We all want our companies to perform well and while doing this, we all want that work environment should become stress-free and thet all individuals also should prosper as the company prospers. In most companies the conventional wisdom remains deeply entrenched and even when many of us disagree with some of them, we are still not able to breakaway from the same. Hence, there is a need to re-engineer our way of working. SAMWAD is nothing but a facilitating agent to achieve this. This organisational development intervention will be unfolded over next few months. We have already begun this initiative across the enterprise. I would be eager to have your feedback and suggestions on a regular basis. | am sure together we can achieve this and there by make Essel Group a better place to work. - Dr. Subhash ChandraTable of Contents SAMWAD PHILOSOPHY ..... 4 KEYS OF A GREAT MANAGER THREE ELEMENTS OF PERFORMANCE KEY 1: SELECT FOR TALEN A. Talent Acquisition Proces: Step 1: PRE SELECTION. Step 2: SELECTION Step 3: POST SELECTION B. Onboarding ... KEY 2: DEFINE OUTCOMES... Performance Management System KEY 3: FOCUS ON STRENGTHS KEY 4: FIND THE RIGHT FIT .... Employee Engagement ..... Path to Excellence Contact Us... AG GROUP — verdon:10Waa in English means “EFFECTIVE CONVERSATION” Samwad Philosophy fosters:- % Creating of a Great Workplace. Creating Great Managers to drive excellence.‘The SAMWAD philosophy has 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement. Comparisons of engagement scores reveal that those Managers with high Q12 scores exhibit lower employee turnover, higher employee sales growth, better employee productivity, better customer loyalty and other manifestations of superior performance. ‘Throughout the book various references have been made of the practice which supports various aspects of SAMWAD, a summary of which is es follows: Ref SAMWAD Questions Concept/ Application to Reference Qsne. HAProcesses Page No. 1 Dotksownhatserpestedot me aon? tention and KPOioniry 2 Pint 30.0090 3 _AtWoA.Dothivetheeppertuntytodowhstt do best everyday? ——_Sdector len. 10 ‘sing good werk? deaemployee of te month 5 Doesmy superisoxorsomeoneat work seem tocareabout Zee Cae and Fun tork 39.40 7 Atwork do my opinions seem to count? Town ta SugsestionSoxdea sont 2223 dra Employes ie Gye Toeh fait G>6090) 8 Dees he mission Purpose of my compary makeme cl my ob LUnkage ofa so Cemmitment 3” 10 Dethve abet fend at Wack? Hr spcs and Buddy Sten 8 11 tnthe UstSixmomts has smcone t work wkd tome about sah Peters Reiew Ha 2 12 tnlostoneortwoyershave hid an opportunity a workto Learning &Oerelopment » ‘Through various practices of Human Resources we ensure that People Manager's support satisfaction of each of these expectations in their respective domains. AG GROUP — verdon:10Great Managers Know © People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw what was left in. That is hard enough.? ¢A great deal of the value of a company lies between the ears of its employees. The key to success is growing that value by listening to and understanding what lies in their hearts. 9 ¢A Manager has got to remember that he is on stage everyday. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So, never forget that you are on stage. 9wr x 4 KEYS OF A GREAT MANAGER Select for TALENT not just Sa Defnethe RIGHT OUTCOME, intelligence right steps Selection process Setexpectations Find the RIGHTFIT, notjust the Focus on STRENGTHS next rung on the ladder not on weaknesses Develop the employee Motivate the employee AG) croupé 4 ys THE THREE ELEMENTS OF PERFORMANCE ‘There are three distinct elements of an employee's performance. They are: the minimum outlay of time, energy or both. + Can be taught by breaking total performance into steps. jow to do" of arole + Transferable SEE « cnowiedge is famtiaty with someone or something, which can include information, facts, descriptions or skills acquired through experience or education. + Can be taught and Is transferable + Factual Knowledge is what you know + Experiential Knowledge is what you pick upalong the way ites + Talent is a naturally recurring pattern of thought, feeling or behaviour that can be productively applied. + Cannot be taught * 4lane highway of a person’s mind SKILLS can be acquired, KNOWLEDGE can be transferred, hence, hire keeping in mind the TALENT required for the job. Talents are of four kinds: 1. RelatingTalents ; How they relate with people. 2. Impacting Talents - How they move others. 3. StrivingTalents _ : Internal Motivation. 4 Thinking Talents: How they think.pe aaie Types of Talents: RELATING IMPACTING STRIVING ‘THINKING a a a Pe a Rann Te aeeaTT soe hee * estenectet Tange eeieaee gaa aden ootmeaae Stole Pgyimeaan eae onejeaiomauteseoeans frre yeni gatsctecn pene pase uc wane td red ed pros onitiongheoconpiden Stearn te slo eo resect et Only the presence of talents can explain why, all other factors being equal, some people excelin the role and some struggle. Everyone can Change and Everyone can learn. But the language helps the manager to identify where radical change is possible and whereit is not.+ Itis part skill, part knowledge & part talentlumped together haphazardly, where some characteristics can be taught & some cannot. + Not second but your first nature, they are enduring + They are your talents, they are tough to change + Managers select for positive, team-building or service ~oriented attitude + They are part of mental filter...they are Talents | + Is partof mental filter ...they are STRIVING talents ee aa) + Talents are rare and special. + Some roles areso easy, they don’t require talent. + Relating + Impacting + striving + ThinkingTalent Acquisition Process Samwad Ref-Qs Our robust talent acquisition process selects people for talent to match career aspirations of individual employees with their potential. Select them for roles which would give them opportunities to challenge themselves and do their best every single day. KEY 1; SELECT FOR TALENT Step 1: PRE SELECTION ‘At work, dol have the opportunity to do what | do best every day? feretranetncny + Requisition to be raised by the Department Manager + Manpower Requisition goes through the epproval process. + The approval is sent to the Tolent Acquisition Team, + Talent Acquisition Team initistes Talent search. Manager to ensure that a proper Job Description for the position is prepared as per the format detailing the Talent required for the role. Talent Identification: Manager to identify the talents which are most Talent Map Maps the required talents, skills & knowledge in the JD Shortlisting and Talent Interview: + Talent Acquisition Selection of evoural $B Team sources and Candidates Methodology screens profiles Salary Negotiation Joining of Talent Reference check Imp S#laryNegetiation ga Joining Ce eee eeAnnexure -1 Ea ee eae Qusiteation "perince yesooupaoncei god lg eorzton ela a thjob le Domain Keowdedge Tisch oan oan cpa dnote teres aero Seer, ers eeQO O Oo QO QO QO oO = QO a oO Qa oOAnnexure - 2 Company & Besination of dee: Conaet dette Reeve 1L.what isthe context in which you've known the ea idate? (Company, Role and Org Swucture) 2.What was the reason for the candidate leaving the organization? 2.0id the candidate deliver result as per the expectations from the role? based on KPIS ) 4,What were the key strengths displayed by the candidate at work? ‘5.Wvhat were the areas of development that you would recommend for the candidate? 6.How would you rate/ describethe candidate’ interpersonal sil? (with superiors, team and peers) 7. How would you describe him/her asa person? 8. How would you dos his/her value systome (honesty integrity) 9.f given an opportunity would youwant to rehire the candidate? 10. We ae inthe process of considering him/her for XYZ ole, Would you like to give any inputthat will help us inthe decision-making process? 11-Follow the ref process of party ref check on all positions critical tothe business. ERE Ye Names Signa:Onboarding: Samwad Ref-Qs 2: Do | have the materials & equipment I need to do my work right? Empower: At Zee we care and value our employees, new joinees are given adequate support at the time of on boarding that includes workstations, laptop / desktop and any other equipment they may require to conduct the role better. Employee Life cycle Touch Point: To know more about the employee's well being in the orga- nization, HR conducts one to one interaction with every new joiner on 30-60-90 days in order to track their overall satisfaction level and to keep a check on basic hygiene and facilities over a span of 3 months from the date of joining, Inthe event there are certain issues with the above then their concerns and suggestions are shared with the respective stakeholders for an immediate resolution. Samwad Ref-Qs 1: Do! know what is expected of meat work? kore * On the employee’ day of joining, the onboarding team to spend atleast half a day with the employee orienting them to the organization -its culture, key people, the ‘Samwad philosophy and setting expectations. + Objective is to help the employee in associating with the big picture and find a cultural ft. Tee uk UST uo + The Human Resources team enables the orientation of the new employees with all the other functions and channels in the organization at the end of every month. + During the monthly Induction Program, functional head/Team leader orients the new joiners to the specifics of their business - its functioning, strengths, challenges, best practices and any other detailed information that is necessary for the employee to know. EROUP — vesors@ Weres ereCURR Un etie)) (On the day of Joining The employee is given a KPI dict anda signoff istaken. nary of their role and function Within one week of the employee's joining, the Immediate Reporting Manager enables a discussion with Employee on the KPI's assigned and clearly spells out the expectation. from the Individual Confirmation (Annexure 4) + On completion of the probation period, immediate Manager to have a conversation with the employee about performance, expectations, competence and fill remarks in the confirmation appraisal form. + Give employee feedback form of twelve questions (for the first time), at this stage and after the employee has filled in the same, the great managers will have to discuss the same with the employee. + Send duly filled form along with the feedback to Onboarding team for the necessary formalities. Samwad Ref-Qs 7: At work, do my opinions seem to count? Town Hall - To enable an open feedback culture, the essence of SAMWAD. We conduct town hall sessions once in month to enable employees to have @ candid discussion with the senior management and raise their concerns It also aligns individuals with the Organization’ vision and plans going forward, It gives everyone a chance to contribute towards the development of the organization. Suggestion Boxes :- To enable employees to give suggestions on how to make Zee Media a Great Place to Work, suggestion boxes have been placed at all locations (Pan India) where employees can drop their ideas, views, suggestions or feedback on improving the existing interventions. Idea Bank :- Itis a unique online space where any employee can post their ideas and view other's Idea also. At the end of the month, top 3 ideas are felicitated with a gift voucher. Weres ereKey Performance Indicators (KPI) KEY DELIVERABLESJ |. Report on Performance in present postion (Functional) a ‘vey co00 1 Nolume of Wok Votemeot acceptable work produced Consistencyandtegelaiy aout. ‘valabeesorces nd nation of ‘waste Geneatirg money making eos. GROUP — veron:n0 ior 2 "ating Sote:kinay hep the tingsete | ECELLENT ‘xpines loose inming when ing ‘heopprasceon De atubitesgiven |B.(Contd.) 1 Gostiy his teensy ocontrbut pct owe 3) Keeping Companyseces bystengiofctacer potesionl/ Imetectial one Seer, ers ee2Mention the areas where he would need to be trained and developed so as to prepare him forthe next grade. Signature: Review by Business / Functional Head 'A) Comments of the reviewer / recommendation : |vw C. Analysis of performance ~ Analyze the elements of performance appraisal in Step “A and “B” and record significant finding: 1. Suengths- Evidences by specific example: of wusall good | 2. Weakness-Lstseasin whichis performance anand shoul be performance orthe ingot workhe does best. improved (be speife) D. Kdentty Improvement and Development Needs: 1. Specie workaresy ated experience rottoralacignmant ee. | 2 Tainng needs indiate ent of waning. Approvals Iniating Manag esd OFDeparement: HediKEY 2: DEFINE THE RIGHT OUTCOMES Talent is only potential . This talent cannot be turned into performance in’a vacuum, Great talents need great managers if they are to be turned into performance. Therefore, great managers focus, recognise and develop the talents they have so carefully selected. Samwad Ref-Qs 1: Dol know what is expected of meat work? Performance Management System Great Managers know that their challenge is not to perfect people, but to capitalize on each person's uniqueness. Getting focused on outcomes is one thing. Figuring out which outcomes are rights something else entirely. Every outcome has an inbuilt: 1. Customer — If a customer thinks that a particular outcome isn’t valuable, it isn't. 2. Company ~ Outcomes must be in line with the company strategy. It should be flexible and change according to the changing business climate, 3. Individual ~ Identify a person’s strength and define outcomes that play to those strengths, setting the Setting Goa foreach Cascade ove functional emerpiecon NP Spetrentnice SP “soastc anemone arager conduct Monty . anager conducts Half Review = ange rating of India Enployoe ts Yearly Appratsal -scoring Joven performance. He may QQ ja xprs andinionnes tn ‘ofKPrsdonein ide 20 ato note observations in ee ‘alogueboxin HR Petal Manager conducs Annual Managor conde Apprasal-scoring ofS TBD potent appraisalin one in ride 20 ide 20 The Company uses Balanced Scorecard as the tool for Performance Management. M0) cic gy a GROUP Remon 12 [YormeiemenStep 1: Enterprise Goal Setting Balanced Score card is set for the organization goals at the enterprise level Step 2: Cascade of overalll enterprise score card to functional / departmental scorecard 1. On the basis of the enterprise level score card, the HR Team alongwith the respective HOD's to prepare the scorecards for individual departments. 2. The Department Heads to fil their KPI's in Pride 2.0 keeping the departmental scorecard as the reference point. Step 3: Cascade overall functional goals to all employees 1. Functional goals are cascaded down to each employee to keep the deliverable aligned in a scorecard format in the Pride system. 2. The Individual tofill their KPI's in Pride 2.0 keeping their scorecard as the reference point. ‘Step 4: Goal Setting for individual employees in Pride 2.0 1. Be sure that the KPI's are SMART (S - Specific; M - Measurable; A - Action Oriented; R - Realistic, T- Time Bound}. 2. Their achievement would havea direct positive bearing on ZMCL your department and your performance 3. KPI's to be assigned by objectives/perspectives, weightage, unit of measurement and target to beachieved by the year end. 4, Employee to discuss these KPI's in detail with his appraiser and obtains approval. 5. Employee to enter the approved KPI's in PRIDE 20. The employee to also fill the Initiative column in the goal sheet in Pride 20. The Initiatives are the meansthat the employee is going touse to achieve the outcomes. ‘Samwad Ref-Qs 8: Does the mission/purpose of my company make me feel my job is important? Allthe KPI'sin the organisation are linked to the organisations goals. which are as follows: + Increase the revenue / Bottomline Performance + Achieve a Brand rankand Viewership share + Be ranked among the ‘Best Places to work’ through institutionalising ‘SAMWAD’ + Increase the global reach through local content creation GROUP — versen:1.0 on 42. Weres ere