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Top 10 HR Best Practices

Implementation Handbook

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Index
Early Warning System
Daily attrition tracker
1-on-1 with supervisor
Connect Family Day Program
Buddy Program
Monthly All Employee Meeting
Monthly All Managers Meeting
HITP High Impact Touch Points
Straight Talk CoE Leader Employee Chat
HAWK Pre Hire Orientation

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EWS Early Warning System

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Program Objectives and Methodology


What is Early Warning System?
The tool helps us identify potential attrition cases and
prioritize mitigation efforts. This ensures action is taken
proactively and not after a resignation
How does it help us?
The tool helps us identify the potential attrition by
assessing the employee on:
High impact factors (e.g. Performance
assessment, Leaves, External interviews etc.)
Independent Managers assessment

As s ociate EWS

Manager EWS

Methodology
Associates get rated as:
Red (attrition anticipated in the next 1 month,
immediate attrition), we know the person has
gone for an interview, told someone that he is
going to leave etc.
Yellow (attrition anticipated in the next quarter).
We can identify factors which can lead to
the person leaving the job in near future but dont
expect it to be immediate
Green (attrition not anticipated).
At what levels does the discussion happen?
EWS tracking / discussion needs to happen at the
following three levels
Level 1 - Each supervisor fills EWS for his
process: fortnightly
Level 2 - Operations AVP discussion: fortnightly
Level 3 COE leader: monthly
How often do we assess our employees?
Frequency fortnightly
Guidelines on how to make the tool effective are included
in the embedded excel file.
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EWS ideal process map

Fill in reasons why


risk cant be
reduced

No

Review Fortnightly

AVP

Manager
+
ERM

HR & Executive Team Reviews

Ops
leader

Discusses
the key
concerns

Risk can
be
reduced

No
Discusses
the key
concerns

Yes

Document Action
Items with
timelines

Fill in reasons why


risk cant be
reduced & mark for
further discussion

Risk can
be
reduced

Yes

ERM draws
Headcount report
and pastes on
EWS sheet

Sends to manager
for scoring

Manager Fills the


template and
sends back to
ERM for collation
at COE level

Review fortnightly

Document Action
Items with
timelines

ERM sets time with


all managers and
AVP for EWS
discussion

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EWS Associate - parameters


Factor
Redeployment
Marriage in offing
Night shift
Family problem
Salary
Higher education
Performance
VIC
Skill set
Leave
External Interviews
Behavior/ Motivation
Rewards
Duration in current role
Training performance
DIP payment
Growth
Medical problems
Discipline / CAP / PCRB
Bench without work?
Onsite job/ Travel

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Has talked about redeployment though not pursuing
Actively seeking redeployment / difficulty in redeploying actively
Definite that would leave
might leave
Has health problems due to night shiftsasked
Has mentioned about moving to day shiftnot
persistently for a day shift
persistent
We know these are causing problems at
jobperformance, late, etc
Seems to be able to cope
Extremely dissatisfied
Dissatisfied
Studying for entrance, not wanting to pursue through
Mentioned interest in higher educationmight be
edu@Genpact
applying for the same
NI for more than 3 months
Inconsistent
Not received VIC in the last 3 months
Inconsistent
Completely out of sync with current job profile
Somewhat out of sync
Frequently on leave, unscheduled
Frequent leave due to known reasons
Has been sighted, confirmed to be taking interviews
Word of mouthmay be taking interviews
Low on motivation, indisciplinedisinterested with the
job
low motivationbut trying to cope
Not rewarded / appreciated for the last 1 year
Not rewarded / appreciated for the last 6 months
More than 2 yrs
More than 18 months
Not clearing tollgates
Difficulty / barely clearing tollgates
Getting DIP payment next month
Getting DIP next quarter
Failed to clear growth opportunity more than once
Failed to clear clear growth opportunity once
Severe problems interfering with work
problemsable to cope with difficulty
Pending PCRB, Given more than one CAP
Pending PCRB, Given one CAP
On bench without work for more than 3 months
On bench without work more than 1 month
Mentioned wanting onsite jobchallenge with high
Wants onsite job / challenge with high travel
travel

5
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues
Right fit
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues
No issues

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EWS Manager - parameters


Categories

Indicators

Interest to Move
Internal Efforts
External Efforts
Last Session C
0 - 3 months
Recent Performance

Has the person been interviewed internally (at least 2) times unsuccessfully?
Any inputs on the Employee getting interviewed outside?
Was the last rating NI?
Did the person have a clarity on his / her role and goals in the current job?
Is there a perceptible downward trend in performance?

Potential to Grow

Age in Current Role

Growth/ Movement

Performance

Functional Fit
Job Content

Expressed Dissatisfaction

Job Content
Feedback
Others

Probes
According to your assessment, has the person hit "Glass Ceiling" OR he/she
perceives so?
Is the person about to complete 2 years in the current role with same
designation AND no definite communicated plans for movement/ promotion in
next 3 months ?
Has the person asked for a lateral movement/ promotion in the last 1 yrs (not
suited, looking for it)

Is there a misfit between Qualifications / Exp and Current Role (overqualified)?


Has the person expressed any unhappiness with his/ her current work / work
environment?

Has the person communicated dissatisfaction with his / her session C ratings?
Has the person expressed strong dissatisfaction with his /her salary?
Has your employee raised issues on physical working conditions (shift
Has the person expressed dissatisfaction with supervisor?
Is the person under utilized OR stretched?
Has the person completed relevant certifications and trainings important to take
Certifications / trainings the role further?
Does your employee has clarity on his/ her career path?
Career path
Is he/she involved in any Non-Core Job Projects / COE wide initiatives with
Exposure to Leadership exposure to SDLs/COE Leader?
Session C Ratings
Salary
Physical Env
Team Issues
Quantity of Work

1-1 Feedback
Open to Feedback
R&R

Less than 1 feedback / 1-1 session been done with the person in last 6 months
Has the person acted on feedback from the last 1-1/ 1 over 1 discussion?
Awarded with Less than 1 reward in last 1 year ?

Perceived Salary

Has the person asked for a salary raise ?

Attrition in Team

Have 2 or more employees quit you in the last 6 months?

Integration

Is the employee well-integrated with the team? With peer group/

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DAT Daily attrition tracker

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Program Objectives and Methodology


What is the Daily attrition tracker?
This is an attrition tracker that is sent out daily to all
relevant stake holders. The tool enumerates the following:
Resignations the day before.
Attrition % at CoE level.
Attrition % at supervisor level.
Action taken with regards to attrition.

How does it help us?


This is a visual management tool. It ensures that all
relevant stake holders see the status on this important
metric and are focused on retention efforts. This helps
identify any concerning trends on the various parameters
captured on the tracker
Methodology?
An HR resource is responsible for collating the data and
send the tracker daily to all stakeholders.

Visual - DAT

Daily attrition tracker - dated:5/22/06


COE Head count
COE attrition %

Employee Name

xxx

766 COE attrition count


21.9% Attrition yesterday

Designation

PA

70
5

Manager

YYY

AVP

ZZZ

EWS status

Red

Length of Service
(Years, Months)

2YRS 3 MTHS

Retention effort
made by

RRR

Detailed reasons of attrition


Higher Education - joining a course
not available on Genpact university

Daily attrition
tracker

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1 on 1 with Supervisor

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Program Objectives and Methodology


Name:

J ob Title/Function

Period of Review

Date of Review:

PREVIOUS 6 MONTH PERFORMANCE


MONTH

June-06

May-06

April-06

March-06

February-06

January-06

AESRATING

ME

OS

OS

ME1

ME1

OS

AGENT PERFORMANCE CHART

6/4/2006

5/28/2006

5/21/2006

5/7/2006

5/14/2006

4/30/2006

4/23/2006

4/9/2006

4/16/2006

4/2/2006

3/26/2006

3/19/2006

3/5/2006

3/12/2006

2/26/2006

2/19/2006

2/5/2006

2/12/2006

1/29/2006

1/22/2006

1/8/2006

3.5
3
2.5
2
1.5
1
0.5
0
1/15/2006

How does it help us?


It drives the tracking of performance and personal
development metrics for an employee. This in turn ensures
that the employee
Is aware of own performance Vs expectations
Understands improvements needed and designs
action plans to support the same
Has a forum to share challenges and ask for help.
Methodology?
Associates
Supervisor fills the template, sets up meeting and gives
feedback
Managers Employee fills up the template as a self assessment
Employee sets up meeting with supervisor (Quarterly)
Supervisor fills in his/her assessment
During the meeting supervisor gives feedback on strengths
and developmental needs with special focus on parameters
where scores are low or there is a gap between employee
self-assessment and supervisor assessment
Employee develops action plan for improvement (as
needed)

Visual - 1-on-1 with supervisor: Associate

1/1/2006

What is a 1-on-1 with supervisor ?


The 1-on-1 is a formal feedback/ coaching session with
employees that is documented on a standard template.

June-06
CTQ's

TeamTarget

Achieved

AESRATING FOR
THE MONTH

Reasons for Missing CTQ's If Any

PRODUCTIVITY
ACCURACY
To be filled by Agent
POINTSTO BE DISCUSSED

YES / NO

A. CAUMISSUES

DESCRIPTION
it does not pulls out the actual data.

1. LOGIN LOGOUT

YES

2. TOSREPORT

YES

B. TRANSPORT ISSUE

Please Report any if you answer "YES" to any point below

1. PICKUP CANCELLED
2. PICKUP PROBLEM
3. DROP PROBLEM

As s ociate 1-on-1
template

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Program Objectives and Methodology


manager 1-on-1
template
Visual - 1-on-1 with supervisor:Manager
9
5
1

OHR Employee Name AVP Name:


Month
Year - 2005 - 2006
SDU Session C Rating

H
i Business
gEvaluation

PERFORMANCE
Customer Management
People Management
Functional Excellence
Compliance/ Controllership
Process Improvement
POTENTIAL
Commercially Savvy & Executive Presence
Speed and Decisiveness
Communication,Influencing Skills & People Management
Strategic thinking
Customer Management
Operating Excellence
Conceptual & analytical Skills
Performance
Potential
Grand Total

45
9
9
9
9
9
45
9
9
9
5
1
9
9
450
510
960

Self
Evaluation
45
9
9
9
9
9
59
9
9
9
9
5
9
9
450
590
1040

Outstanding - Significantly and consistently exceeds performance


Meets Expectations- ProficientFully satisfactory performance which meets
Needs Improvement - Clearly fails to meet requirements. Behavior is seldom ev

Gaps in self
and supv
rating
no gap
no gap
no gap
no gap
no gap
no gap
negative gap
no gap
no gap
no gap
negative gap
negative gap
no gap
no gap
no gap
negative gap
negative gap

Improvement Comments Self


Areas

Comments Manager

low
low
low
low
low
low
low
low
med
high
low
low

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Connect Family Day Program

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Program Objectives and Methodology


What is connect?
The program is to invite the family members of employees
to the company premises. This gives an opportunity to the
family members to
See the work environment and Facilities
provided
Interact with the leadership
How does it help us?
The program seeks to inspire a feeling of security and
pride in the family members. This in turn helps leverage
employee family members as Genpacts brand
ambassadors.
Methodology?
A connect program has the following activities
Walk around assisted by program coordinator,
Leadership address
Experience sharing by tenured employees
Refreshments and informal chat with leadership
Gifts / souvenirs to family members
Frequency Monthly

Below is a brief about what can be shared on the various


interactions that happen during the connect program.

Walk around

Where to they work.


Facilities: cafeteria, transport,
gym etc

Leadership address Share business prospects.


Make them aware of growth
opportunities.
Share people specific initiatives
eg: Gym, education @ work
Answer any queries from the
family members
Experience sharing: How working with Genpact has
changes their lives.
Why they love working here.
What Genpact does to make it
the Employer of choice.

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Buddy Program

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Program Objectives and Methodology


What is Buddy Program?

How does it help us ?

Is an integral part of the New Employee


Integration Program aimed at providing a single
touch point for all the new joinees in order to help
them get acquainted to the Genpact environment
& processes
Methodology?
Each Manager to create a pool of buddies vetted
by Operations leader.
For Managers, each Ops Leader will nominate
couple of experienced managers as Buddys for
New Managers.
Buddy list along with their roles to be sent out to
entire Business.
All the new joinees will be assigned to the buddies
for two months from their date of joining.
Provide docket for FAQs.
People nominated as Buddies should ideally stay
in the role for at least a year

Better employee engagement - reduces the feeling of


being lost In the organization.
Assigns a dedicated resource to help new joinees get
acquainted to the processes and systems.
Motivation to the Buddies
Opportunity to mentor & help new joinees.
Certificate of recognition
Special leadership Face time Sessions
Training on Coaching Skills

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All Employee Meeting

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Program Objectives and Methodology


What is All Employee Meeting?

Methodology?

Is held every month by the Service Delivery Leader


along with his/her Direct Report Team members to
communicate progress in their respective businesses
and Genpact on various aspects of operations and
people.

Recommended Agenda Update on the Business Communicate on New


Projects, Processes, Org Structures, business goals,
initiatives etc.
Training New Trainings/Calendar, People coverage on
training.
People Update Update on Growth Opportunities (No of

How does it help us ?


This meeting is conducted so that all employees are
communicated leadership vision and strategic priorities to
drive active engagement.

Promotions, Movements, Assignments Abroad) No of


people enrolled in the Genpact Education@ Work, Update
on New Courses and their benefits.
Retention Update Share the Attrition target and Current
Status also any specific retention initiatives.
Rewards & Recognition Award cheers or certificate of
recognition to best performers.
Open House Forum to ask questions by all employees to
the Service Delivery leader and his team.
Frequency - Monthly

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HITP High Impact Touch Points

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Program Objectives and Methodology


What is HITP (High Impact Touch Points )?
These are specific events in an employee life cycle that are
critical for the employees and have a great impact on
morale. These HITPs can act as drivers for employee
retention if reinforced positively.

How does it help us ?


Provides opportunity to reach out & connect with the
employee in moments of celebration/ distress
Provides support system to the employee in workplace
How often do we do it?
Frequency Depends on occurrence of the event

Micros oft Excel


Works heet
High Impact Touch points
Employee Confirmation

Poor Performance

Negative leaveBalance,Unpaid leave

Annual Appraisal

Completion of 1st year & 2nd Year

Promotions
Birth Day / Marriage Anniversary

When

What Needs to be done?


Employee Appraisal to be discussed by the manager. Confirmation letter to be
Date of Confirmation
given by the Ops leader or AVP
Performance track record to me maintained by Managers for all team members
When the employee's performance is employee and have a one to one discussion to understand the issues, help
poor consequently for 2 Months
required and to set the expectations clear
All cases where employees exhausts leave balance or go into negative leave
balance to be monitored and met up by the Ops leader and HR Manager to
As and When
understand the reason and how to help the employee
Manager should encourage the employee to complete the appraisal form before
One Month Before Completion of One the due date and have the discussion with the employee on his / her goals,
year
achievements, strengths and development needs
Ops leader to have a one to one discussion with the employee completing one
year on the appraisal and also to check on how he sees himself progressing in the
organization
Manager to give the Increment letter on or before the due date to the employee
and congratulate for his tenure and good job done
HR to Send a communication to the entire business congratulating all the
employees who have successfully completed one year or two years at the end of
Anniversary date
each month
Letter to be given by the Service Delivery / Ops leader. Congratulate and
Appreciate the employee in front of the entire leadership and send the
communication to the entire business of all the people who got promoted once a
As and When
month.
Ops Manager / Ops leader to wish the employee personally, give him / her a card
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As and When
along with the special gift

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Monthly All Managers Meet

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Program Objectives and Methodology


What is Monthly All Manager Meet?
The All Manager Meet is a formal monthly meeting held
by the Service Delivery Leader with all the managers of
the business to discuss the status on various aspects of
operations and people. The forum is also used by the
SDL to communicate any new CoE / Business update.
How does it help us?
To know the status, issues, suggestions and help required
directly from the front line managers. Ensures that the
managers are in sync with critical business updates which
impact them

Methodology?
Agenda:
Give an over view how the business is
performing
What are the challenges that the business is
facing
Take feedback on the challenges faced by the
managers and mitigants. Understand the
support required
Give and take update on various projects.
Understand common people related problems
that managers face and guide them with the
ways to deal the same
Tips to the managers on managing their teams
better.
Give the managers larger picture of need for
change.
Update on new initiatives and assign
responsibilities to be carried across the
business.
How often do we do this?
Frequency Monthly

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Straight Talk - CoE Leader Employee Chat

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Program Objectives and Methodology


What is CoE Leader Employee Chat?
The tool intends to help CoE Leader interact with the
employees on a web chat or Sametime TM chat. The chat
could be anonymous.
How does it help us?
The interaction of employees with the CoE leader
provides
Opportunity for the employees to raise their
concerns anonymously or otherwise
Platform for sharing important announcements/
concerns
Employees visibility to their CoE Leader

Methodology?
Communicate purpose and timing of the session
to the employees
Document all questions, their answers and in
case of issues, their expected date to closure
and owners
What does the leader interaction/ chat cover?
Genpact level business information
CoE level business information
Ask how the employees are feeling
What are their issues
Frequency of the chat ?
Quarterly
Actionables from the session?
Issues
Expected closure date
Owners
Completion status - Red/ Yellow/ Green

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HAWK Pre Hire Orientation

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Program Objectives and Methodology


What is HAWK (PHO)?
The program is intended to provide a reality check - help
potential employee get a feel of the organization, process
they are going to join and consequently decide to join or
not join Genpact
How does it help us?
HAWK helps the organization in multiple ways
Keep early attrition in check with the potential
employees getting preview/ sneak peek of their
process and time to rethink their decision
Expectation setting for new employees Reality
check of life in a BPO

Methodology?
An experienced AVP or Senior Operations Manager (of
the business the candidate is being hired for)
conducts the session:
The session needs to be done at least 3-4 days
before the joining date
The session needs to mirror the process timing
Club batches across CoE for group size less
than 10
What does HAWK cover?
Introduction to Genpact, CoE, nature of work
and work reality (e.g., impact of night shifts,
leaves, salary, weekends, growth, travel time,
transport & other facilities, food etc)
How to check success of HAWK?
Track the attrition of candidates within the first
six months of joining
Drop out rate post HAWK
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HAWK Process Steps

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HAWK System
Sample list of things that are discussed in a HAWK Session
(Please modify to suit regional/cultural/business needs)

Constant call Monitoring

Monthly evaluation

Highly Performance Based

Bottom 10% dont get monthly incentive

Discretion of shift allocation strictly with the

3 breaks in 8 hours, Total of 60 minutes

company

Work profile : Calling, Transactions

Your seat is your office

Working nights may be a new concept -

role

Evening / Night / Early Morning Shifts-

Eight Hour shift (4/5 hrs for Part Timers) +


travel time

Effect on social life

24 months before you think of a change in

Travel time could be as high as 4 hours


depending on distance

Need to consciously work on Creating

work-life balance

Join us if serious about working. Dont join


to test waters

Body clock takes time to adjust

A Reality Check of life in an Outsourcing Company


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Next Steps
Activity

Owner

Participants

Timelines

Standardized top 10 best practices


familiarization sessions

HR Ops

HR Leaders,
ERMs

23rd June

Disseminations of Best Practices


within businesses.

HR Leaders

Operating
Leaders, FLMs

30th June

Implementation Dashboard

HR OPs

Business
Leaders, HR
Leaders

8th August

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