Level 2 Staffing: 1. How does Staffing take place? 2.

How does recruitment take place / explain the Recruitment process …. Online / advertisement / referral programs/ social networking sites 3. When you join the organization how do you get oriented into the new position? Induction & buddy program. 4. What all topics are taken up during Induction? How many days does it last .. Knowledge of People and Quality Processes and support department awareness 5. How are you made aware of open positions within the organization? Emails & Intranet 6. What are the different types of Separation? .. Self / ATG 7. How does Separation take place / Can you explain the Separation policyprocess..? ..HR Intimation / Notice period / feedback while leaving / In parallel MRF to HR / RMG

Communication & Coordination 1. How are you made aware of any organizational initiatives and new policy being introduced? Open Houses, emails from HR& BU Head. 2. How do you raise your opinion about the working condition in the Organization ? ESS & Open Houses. 3. Are you aware how conflict and problems are handled in the organization? “Guidelines to Resolve Conflicts & Disputes” doc exists at org level / grievance cell of RSI 4. What is the mode of communication in your team? Emails & Weekly Team meetings, Skip-levels, Team Huddles etc. 5. How you communicate team appreciation, if any? .. Team meet with CTO and HR appreciation Work Environment 1. How do you raise your concerns regarding inadequate working condition? ESS & Emails to Admin 2. When you make a request, are you aware of any timelines within which you can expect your problem to be resolved or responded to ..? where is it documented ? Department SLAs , also uploaded on intranet Performance Management 1. How are you made aware of the task you need to perform in the team? –KRAs are set in the beginning of the performance cycle.

Spot Awards. Level 3 Competency Analysis 1. Individuals can nominate themselves. Feedback forms – Immediate and Post two months 3. Are you aware of the Organization’s goals / your project/process goals ? How are they tracked ? 4.2. mgr of the yr. Are you aware of an existing process by which compensation of an employee is fixed? Compensation management doc exists at org level in which Role-based Comp. Are you aware of process that is used when a person is not performing? PIP. how? … PIP form or request to HR . 2. Matrix is defined for the salary fitment of an individual. How does the organisation help you improve your performance to achieve your performance objectives? Training Calendar is prepared and published every month. How do you give your input regarding the training that was provided. Are you aware of an existing document that talks about functional/technical/behavioral competencies for every role identified within the organisation? Competency-Framework—consists of criticality& desired level for each competency for all roles. performance improvement form Compensation 1. 6. 5. . Through letters—restructure and/or increment. How are you made aware of any compensation change. Counselling sessions. Have you ever raised a training request for a PIP case in your team? If yes... 2. Monthly at proj level & biannually at org. How often is Performance Appraisal done? Annual process but performance and feedback are tracked continuously 7. How are those objectives tracked and at what frequency. level. Training Request sent to HR keeping reporting officer in cc 4. Constructive feedback Training and Development 1. How you communicate the requirement for any specific training for self / team?. Are you aware how good performer are rewarded? What are the different performance awards that we have in RSI? Empl of the year. 3. What actions you take if your team member gets a PIP? Training / mentoring request. Best Achiever of the month.

2. 2. Self Study. Are you aware of an existing document that contains the competency levels of all employees in the org? How often is it updated? Comp Matrix updated every quarter or on event driven basis. Biannual mailers from HR for Competency Updation / Updation at the time of performance appraisal Competency Development 1. Give instance There is a well defined career path at org level. Improvements & training needs are suggested/recommended. certifications. During every performance review cycle.. career goals are documented by the individuals and discussed with the IO & RO. What are the different methods of competency development? T & D. 4. How are you made aware of any development needs required for your role? Role-based Training Matrix defined at org level : Individuals are made aware through online training module T&D System where trainings are defined as Optional & Mandatory.2. Have you or your team member recently undergone any competency development exercise? Career Development 1. Intermediate. LDP/MDP/EME. How does the organization keeps a track on employees current competency ? . • Availability of suitable position • Growth in responsibility & job complexity • Consistent performer • There should be trained and developed successor Participatory Culture 1. mentoring. Career enhancements program like LDP/MDP/EME etc. Give an instance where you haven been involved in decision making . 3. How many proficiency levels we have for each competency? What are those? 4 – Beginner. 3. Expert & Master. 3. How does the organization help you in achieving your career aspiration . What do you understand by Succession Planning? SP is done at org level where successors for critical roles are identified & developed for business continuity. Are you aware of Promotion Guidelines? • At least 1 yr of service in the same designation.

. shared repository & recently launched RKX (RSI Knowledge exchange). 2. Have you participated in any knowledge exchange exercise in RSI ? .. quality. HR – competent in their domains & process knowledge – were utilized to do internal audits. Also. Mentoring 1. What are EWG? Do you have any EWG in your organization? Ans: EWG are the workgroups which are assigned with certain responsibilities & authorities to carryout their business activities more effectively. Do you have any CBA available in your organization? Ans: We have Library. RKX. Can you give an instance of Competency Integration? Ans: People from different processes with excellent process knowledge were picked up to form BEG – a group of QAs & Trainers. not fixed / depends on problem area and mentee’s pre competency Competency Integration 1. Team meetings. People from operations. internal trainings Level 4 Competency Based Assests 1. quest. .2. Are you aware of any structured mentoring programs at RSI? (Mentoring Relationship form  Mentor’s Evaluation Report& Mentee’s Feedback forms. They did not audit their own processes/functions but assisted each other in auditing different processes/functions. Empowered WorkGroups Q1. we use VSS at project levels where process related information is kept for reference. Are their any R&R conducted recently? 3. 1 2. How is the mentoring duration finalized for any mentoring relationship established for you / team member? .

2. Performance Management.PPIG. We use the Model to predict if the current data will violate the control limits in the future – using dependent and independent variables and take necessary action. 3. when analyzed. Are you aware of anything called Process Stability & Capability ? Yes . So. CSG. indicates how the process behaved in the past as also the expected range of the process performance. Process Stability is indicated through Control Charts where it is expected that all points lie between UCL & LCL We calculate Process Capability through Cp & Cpk – process capability index. BEG are at org. It is . Are you aware of anything called Process Performance and Prediction Models being used ? Who uses it ? How does it help ? Historical process data. . Can you name some of the PPMs ? HR : PPMs for T&D. Mentoring. For Individuals there is a quantitative rating system depending on performance .. For Projects/ Process / SBU and at the organization level there is BSC which carry quantitative targets and baseline values.. SEPG. Competency Growth RMG : Recruitment SEPG : Defect Prediction 4. At project level one is C-BOT in collections process. Quantitative Performance Management : 1. This models are used by Quality/BEG Teams . we arrive at a Model Equation which helps us to predict the performance of the process.. Q2 Are you aware of any Process prediction models being used for people practices? Ans: Process Performance & Prediction models are used at org & project level. Performing a regression test. IGCC. The purpose of Prediction Model: To be able to predict the future trend of performance based on past data. that in case of any major deviation. corrective action can be taken well in advance. Is the Performance Management Systems Quantitative at RSI ? How ? Yes . level. HR Team and Process/Project managers.

T&D. Does your organization support you to improve you activities /task.. . Do you have any instance of PWP which was developed by you or your colleague which benefited you in increasing your performance? Any instances of Innovation at org level 3. How you ensure your team to improve their capability continuously ? T&D. project level that you are aware of? Automation—reporting on quest. Open nomination for trainings… 2. Best PWP Awards… (Best pratices Sharing). Mentoring etc. Are you aware of any such process that exists? Frequent Emails from People Practices Team – PCMM Quiz etc. training & Dev system. Knowledge exchange.Cpk value of 1 indicates a good process. RKX which take place for processes/projects ? Is there any formal target setting and rating system in place in the company? Continuous Workforce Innovation 1. Important Employee Referral Scheme Scope of coverage: . How does the organization help you improve performance of your work? Are you aware of any such process that exists? Competency Dev --. Certification programs. Are you aware of any such reviews 1. recruitment mgmt sys. Level 5 Continuous Capability Improvement 1. etc Organization Performance alignment How does your performance contribute to the organization goals ? BSC Approach Your Performance is appraised through the Performance Appraisal cycles. 2. Any recent drive / event at RSI which promoted Innovation @ Work? Innovate and Accelerate .

expert. Procedure: An employee offering candidature for referral should forward the candidate’s CV to Resourcing Department along with the Referral Form (Annexure A-5) duly filled In case of any duplication / dispute. This idea/innovation must lend itself to real time execution resulting in financial gains to the company. . ©R Systems International Limited Restricted HR Manual Version 16.7 Page 37 of 84 Release Date: 15-Dec11 Competency Groups . design. HR and RMG. quality. – Self rating – evidence – io rating – evidence – self kra wgt – io kra – ro Any idea to HRD (separate mail ID) Grievance handling Immediate superior – PAM – evp (not resolved in 2 weeks)STAGES: Stage 1 – Warning Stage 2 – Warning Stage 3 – dismissal Resignation Writing(date of resignation and proposed date of release) Resignation . service. or customer acquisition. intermediate. NA KRA Kra group – task name – task wgt. domain… Desired level – criticality – self rating – io rating – gap – last used Beginner.clearance and relieving form – Exit interview Innovate and Accelerate” drive in which every one is invited to participate. behaviour. decision of Resourcing Department / Management will be final and binding. All that is required is an original idea/business innovation for a product.All R Systems employees except the senior management staff (GMs & above). (Application packages. master.

standards. records etc)  Establishing and monitoring process performance goals. guidelines. and training for service Effective automation offerings Economies of scale Build disciplined work unit management to stabilize work and control commitments Reduced rework Repeatable practices Satisfied schedules Mistakes. The People Capability Maturity Model (People CMM) is a framework that guides organizations successfully address their critical people issues such as—  Develop workforce required to execute business strategy  Characterize maturity of workforce practices  Set priorities for improving workforce capability  Integrate improvements in process and workforce How the People CMM Works Level 3 Defined Develop competency based processes. Productivity growth measures.People Process Improvement Group Responsibilities and Operations Development. review. bottlenecks Ad-hoc methods Hero worship Level 2 Managed Level 1 Initial Motivate people to overcome problems and just “get the job done” . and release of People CMM elements (procedures. both short-term and long-term  Training on People CMM  Metrics collection and analysis  Causal analysis Of defects  Review of effectiveness of defect prevention activities at the organization level leading to process improvement and/or introduction of tools  Co-ordination of technology change management activities at the organization level  Maintenance of People Process Data Base and Improvements Log.

The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. skills. This People Capability Maturity Model (short names:People CMM. disciplined. establish a program of continuous workforce development. Through this report SEPG and other concerned groups have been provided with opportunities to look into the processes in a quantified manner. technology forecasting and adaptation activities at R Systems.etrics Schedule variance – target – USL – LSL Software Engineering Process Group : This Group responsible and empowered for coordinating the process improvement. data variation patterns and statistically calculated control limits (UCL and LCL). knowledge management. at the organizational level and to establish the process performance baseline for some critical sub processes. Referral bonus amount received by an employee will be added to the income of that employee for that particular year and the same will come under the purview GOALS 2012 Target for measures/m. Based on the best current practices in fields such as human resources. integrate workforce development with . It describes an evolutionary improvement path from ad hoc. DPC. the People CMM guides organizations in improving their processes for managing and developing their workforces. and motivation of the workforce that enhances strategic business performance. to a mature.After interview the concerned employee will be updated on status of the candidate(s). defect prevention. Metrics council. SEPG comprises of senior people from projects and support groups Quality groups : SEPG. This process performance baseline establishes mean performance values. TCMG. The People CMM helps organizations characterize the maturity of their workforce practices.P-CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. and organizational development. PCMM. SCCB. inconsistently performed practices. estimation council MBR: The purpose of this document is to provide an in-depth view of the metrics data collected from the projects. and continuously improving development of the knowledge. This report also helps in bringing out some of the best practices prevailing locally in a particular group in the organization. set priorities for improvement actions.

develop. and retain the talent needed to steadily improve their software development capability.e. The strategic objectives of the P-CMM are to q improve the capability of software organizations by increasing the capability of their workforce q ensure that software development capability is an attribute of the organization rather than of a few individuals q align the motivation of individuals with that of the organization q retain human assets (i. small and large. Since its release in 1995. disciplined.process improvement. and establish a culture of excellence. people with critical knowledge and skills) within the organization The P-CMM describes an evolutionary improvement path from ad hoc. skills.[1] The P-CMM provides guidance on how to continuously improve the ability of software organizations to attract. inconsistently performed practices. and continuously improving development of the knowledge. thousands of copies of the People CMM have been distributed. that focuses on continuously improving the management and development of the human assets of a software or information systems organization . First published in book form in 2001. motivate. and motivation of the workforce. and it is used worldwide by organizations. and a second edition was published in July 2009. The P-CMM helps software organizations q characterize the maturity of their workforce practices q guide a program of continuous workforce development q set priorities for immediate actions q integrate workforce development with process improvement q establish a culture of software engineering excellence The P-CMM is a maturity framework. patterned after the structure of the CMM. organize. to a mature. it is in print in several editions worldwide..


PPIG and other concerned groups will be provided with opportunities to look into the processes in quantified manner. Open House : 18 Nov the People Process Improvement Group (PPIG) has fixed the upper control limit and lower control limit. Organization-level goals have also been set.To set the business objectives for the year 2012. technology wise / domain wise / complexity wise) • Defect slippage rate will be reduced by 3 .Business Goals Engineering Goals • Productivity will be enhanced by 3 -5% (Productivity measured in terms of FP per person. day. thereby protecting its investment in information technology and its ability to maintain business operations Components Security Confidentiality: Integrity: of Information . This will help in bringing up some of the best practices prevailing locally in a particular group at the organization level. Causal Analysis is conducted and recorded for selected outliers or the data points with high variability due to known/assignable causes based on the extent to which they deviate from the organizational process limits/mean Information Security Management System Information security is the method by which an organization ensures that it has control over its systems and data. By tracking current process’ data points against these limits.3 % Business Goals Revenue IT: Profit: Revenue BPO Profit Strategies 28 million 10% 12 milli Objective: .5% • Rework effort will be reduced by 2 .

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