SHRM India HR Awards 2014/15

SHRM INDIA
HR AWARDS 2014
CASE STUDIES OF
AWARD WINNERS
CONNECT
INSPIRE
GROW

Dear Readers,
THE SHRM India HR Awards were instituted in 2012 for the first time, as an exemplary platform
to recognize organizations that put people first, deliver future focused excellence in the field of
People Management and understand the importance of human capital as a key contributor to
business outcomes.
The awards have been planned to create a platform for organizations to bring in the NEXT
practices and empower HR to become a strategic business partner. With tremendous increase
in the number of nominations in 2014, and for the first time launching an international category
award for Excellence in HR – South Asia (excluding India) & Middle East along with 8 other
categories, we believe this recognition energized and transformed the identity of Human
Resources Management positively.
SHRM India has been a pioneer in enhancing HR capabilities in SAARC countries like Sri Lanka
and Bangladesh and we have been invited by the Association in Sri Lanka as their knowledge
partner and advisor to manage HRM Awards 2014.
We appreciate each one of the participating organizations for all the support that has been
extended towards this awards process and we take this opportunity to congratulate all the
winners!
All in all, we believe it was an enriching experience for participating organizations. We look
forward to your participation at the SHRM HR Awards 2015 along with SHRM India Annual
Conference on Sep 24-25, 2015 at New Delhi.
Warm Regards
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Achal Khanna
ACHAL KHANNA
CEO, SHRM India

Acknowledgements
About SHRM India Annual Conference & Exposition – 2014
a. SHRM India HR Awards 2014
b. Awards Jury Members
Executive Summary
Award Winners Summary
Diversity at Aegis – ‘Together We Make a Difference’
Excellence in Diversity and Inclusion
Building Corporate Culture of Collaboration through Social Media Campaign at
OSS Cube Solutions
Excellence in Social Media People Campaign
We Make Leaders: Unveiling the Model of Leadership Development at Citigroup
Excellence in Developing Leaders of Tomorrow
P&G ‘VIBRANT LIVING’: Making Every Day a Healthy Day
Excellence in Employee Health and Wellness Initiatives
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INDEX

Genpact HR Analytics – Breathing More Power: Utilizing Process. Analytics. Technology.
Excellence in HR Analytics
CMC Ltd. HR Analytics – The Number Game
School of Business Management, NMIMS, Mumbai: A Case Study Showcasing the
Entrepreneurial Stance Taken by the Institute for Excellence in HR
Academic Institute of the Year (for contribution in the ﬁeld of HR)
Employer Brand & Building Capability Initiatives at Unilever, Sri Lanka
Excellence in Human Resource – South Asia (excluding India) & Middle East
Employee Engagement in a Millennial Centric Social Enterprise at Virtusa, Sri Lanka
Excellence in Human Resource – South Asia (excluding India) & Middle East
About SHRM India
SHRM India Knowledge Center
Upcoming SHRM Events
Picture Gallery
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We would like to thank the
following organizations for their
participation in the Case Studies:

ABOUT SHRM INDIA
ANNUAL CONFERENCE
& EXPOSITION, 2014

The SHRM India Annual Conference 2014, held at Gurgaon titled “Connect. Inspire. Grow.” witnessed
around 650+ delegates from 300+ organizations and 39 organizations associating with us as Partners.
The conference also saw a large number of exhibitors offering an unmatched networking and
engagement platform for CEOs and HR Executives. Among the participants we had 65%+ Senior HR
Managers, 35%+ HR Directors, 20%+ CEOs/Business Heads. Several internationally renowned experts
such as Ron Kaufman (Founder, UP Your Service and NY Time Bestselling Author), Sudhakar Kesavan
(Chairman and CEO, ICF International) and Ashok Alexander (Director at Antara, Lead at Bill & Melinda
Gates Foundation in India) spoke at the conference. The conference also included a number of panel
discussions and concurrent sessions all targeted towards helping the participants to connect, inspire
and grow within the HR fraternity along with the SHRM India HR Awards 2014, for organisations doing
exemplary work in HR.
SHRM INDIA HR AWARDS 2014
The SHRM India HR Awards were instituted as an exemplary platform to recognize organizations that put
people first, deliver future focused excellence in the field of People Management and understand the
importance of human capital as a key contributor to business outcomes.
For 66 years, the Society for Human Resource Management has followed its core ideology of supporting the
professional to advance their profession. It recognizes the pioneering and innovative people management
practices that impact not just organizations but also business, society and the profession as a whole.
SHRM India HR Awards focused primarily on HR practices that would impact the enterprise of tomorrow.
The aim was to recognize organizations that have excelled in bringing NEXT into their people practices and
empowered the HR fraternity to become a strategic business partner. In essence, these Awards celebrated
and acknowledged organizations that work passionately towards raising the bar for the profession through
constant innovation. For the first time, along with India specific awards, an international category award for
Excellence in HR – South Asia (excluding India) & Middle East, has been instituted in this year’s awards.
A brief description of the various Award categories is as follows:
EXCELLENCE IN DIVERSITY AND INCLUSION
To recognize organizations that focus on internal, external and organizational dimensions of diversity to
create a “culture of inclusion”, by adopting policies and practices, such as non-discrimination on the
grounds of gender, religion and so on.
EXCELLENCE IN SOCIAL MEDIA PEOPLE CAMPAIGN
To recognize organizations that have effectively used social media channels, tools and applications for –
1) driving key people processes such as: talent sourcing, employee engagement & learning, employer
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branding and 2) fostering a high degree of collaboration between cross-functional teams, knowledge
sharing and so on.
EXCELLENCE IN COMMUNITY IMPACT
To recognize organizations that have leveraged their financial as well as human resources to undertake
sustainable social initiatives, reflecting the spirit of being responsible as a corporate entity.
EXCELLENCE IN DEVELOPING LEADERS OF TOMORROW
To recognize organizations that conduct programs and/or follow best practices to develop the leaders of
tomorrow, who can take on the new and challenging organizational roles that they will play in the future.
EXCELLENCE IN EMPLOYEE HEALTH AND WELLNESS INITIATIVES
To recognize organizations that understand the linkage of employee health to business productivity and
have, therefore, proactively identified or designed specific health and wellness programs, which can
support the needs of their employee segments.
ACADEMIC INSTITUTE OF THE YEAR (FOR CONTRIBUTION IN THE FIELD OF HR)
To recognize academic institutions that have played a prominent role in contributing to the field of HR ,
through a market focused HR curriculum, path-breaking research, committed HR faculty and initiatives
that enable the students to become more employable for ready absorption into the corporate
environment.
EXCELLENCE IN HR ANALYTICS
To recognize organizations that have effectively measured the value of its people, by using HR analytics,
such as technology tools, HR metrics and so on, to measure and improve the overall performance of
their organization
EXCELLENCE IN HUMAN RESOURCE – SOUTH ASIA (EXCLUDING INDIA) & MIDDLE EAST
To recognize organizations, which have successfully designed and implemented excellent people
management practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s)
that the organization has implemented across any area in Human Resource and has been running
successfully in the organization for some time.
EXCELLENCE IN WORKPLACE FLEXIBILITY
To recognize organizations that have created a more effective and productive workplace by providing
employees the option of flexible work arrangements, such as work from home, flexible timings and so
on, thereby, encouraging them to achieve their potential.
Out of the total nine award categories described above, no awards were given for the category –
Excellence in Workplace Flexibility due to inadequate participation.

SPECIAL
ACKNOWLEDGEMENTS
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Arunav Banerjee, Program Chair, HR Leadership Program, SOIL
Milind Kelkar, Co-Founder and Managing Partner, Green Thumb Consulting
Sarab Preet Singh, Head Recruitment, Learning, Talent and Organisational Development, Citi India
Soumitra Das, Owner and Principal Consultant, People Performance Practitioners
Aman Lal, Director Human Resources, Yum! Brands, India Division
Puneet Rathi, Head Advisory and Knowledge, SHRM India
Premarajan R K, Professor- OB & HR, XLRI Jamshedpur
Anil Tandon, Managing Director, Tex Zippers
Smita Anand, MD, Leadership and Talent Consulting, India, Head, Board / CEO Succession, Asia
Anuranjita Kumar, Managing Director and Chief Human Resources Officer, Citi South Asia
Ruvina Singh, Managing Principal, Korn Ferry
Sarthak Raychaudhuri, Vice-President - Human Resources - Asia South , Whirlpool Corporation
Sunita Cherian, Vice President - Human Resources and Global Head - Diversity and Inclusion, Wipro Ltd.
Puneet Rathi, Head of Advisory and Knowledge
Perzine Dadyburjor, Knowledge Consultant
Sreemayee Chand, Senior Knowledge Advisor
Dedeepya Ajith John, Knowledge and Research Consultant
As a part of this rigorous awards selection process, the following eminent industry experts, academicians
and consultants constituted our Jury:
SHRM AWARDS TEAM
PROJECT LEAD FOR
CASE STUDY PUBLICATION
SCREENING JURY
FINAL JURY

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The SHRM India Knowledge Center is committed to develop in-depth case studies to share the best and next HR practices
of organizations, and promote learning amongst Human Resource professionals.
Towards this effort, SHRM India has compiled the case studies on the best practices of the six winners, one runners up and
two merit-holders of the SHRM India HR Annual Awards 2014.
The case studies of the winning organizations showcase best practices that have had a demonstrated impact on the strategic
outcomes of the organization. The HR practices and unique initiatives highlighted through the case studies on the runners up
and merit-holders, demonstrate their progress on the journey towards excellence.
These case studies, in the order of the award category, are summarized below:
DIVERSITY AT AEGIS – ‘TOGETHER WE MAKE A DIFFERENCE’
Going beyond the traditional diversity, tag names of age & gender diversity and robust tracking mechanism with specific
targets in place, surely makes Aegis stand out from other Indian organizations. The investment made in these initiatives
and deployment of a dedicated team to make this entire six-dimensional framework work to its fullest capacity has
helped them achieve their mission of “Happy People, Happy Customers and Happy Shareholders”.
EXCELLENCE IN DIVERSITY AND INCLUSION
Award Winner:
BUILDING CORPORATE CULTURE OF COLLABORATION THROUGH SOCIAL MEDIA CAMPAIGN AT
OSS CUBE SOLUTIONS
As concluded by GPTW survey, the push for a social platform that entertains and engages the OSSCube community
has led to increased member satisfaction. A perfect CEO approval rating of 100% reflected on Glassdoor, a top-tier
employer & leadership trustworthiness feedback score, a talent acquisition pipeline based heavily on community
participation, and thought leadership efforts with more than 10 roles filled in 2014. The internal efforts, in partnership
with a skilled and invested management team have churned out successes that has shaped and grown OSSCube into
a global force to be reckoned with. With a unique outlook on doing business in an open source world and a
member-base that is equally dedicated as the upper management, OSSCube has solidified itself as a thought leader
and top provider of solutions for businesses around the globe.
EXCELLENCE IN SOCIAL MEDIA PEOPLE CAMPAIGN
Award Winner:

P&G ‘VIBRANT LIVING’: MAKING EVERY DAY A HEALTHY DAY
P&G is living its credo of touching and improving lives by focusing on its employees and helping them
live ‘a healthy life, every day’. Significant investment (monetary & leadership involvement) has been done
around these interventions. Other organizations, large and small, can learn and re-vamp their health and
wellness programs by internalizing the right data - conducting health assessment of employees and
being persistent with their health and wellness strategy.
EXCELLENCE IN EMPLOYEE HEALTH AND
WELLNESS INITIATIVES
Award Winner:
WE MAKE LEADERS: UNVEILING THE MODEL OF LEADERSHIP DEVELOPMENT AT CITIGROUP
A robust development platform by a culture of early empowerment through the 3 ‘E’s- Education,
Experience & Exposure and a strong focus on ‘leaders teaching leaders’ have helped Citi create an
enviable slate of leaders over the last 200 years. Talent in Citigroup is a business imperative and not just
a HR goal. This leadership model has helped the brand stay true to its other three principles of common
purpose, responsible finance and ingenuity and deliver on our mission overall. A rich heritage of home
grown leaders at the helm demonstrates the success of this model. After all, filling 92% of leadership
positions internally with negligible attrition at the top is no small feat. It’s rigorous and meticulous effort
has helped Citi identify promising talent at the very beginning and groom them through the model’s
segmented development approach.
EXCELLENCE IN DEVELOPING LEADERS OF TOMORROW
Award Winner:

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CMC LTD. HR ANALYTICS – THE NUMBER GAME
HR Analytics has helped CMC multifold starting from hiring till exit. CMC is now able to recognize the
strengths and vulnerabilities of the workforce and take manpower decisions accordingly. Instead of
using descriptive analysis, CMC is focusing on predictive modeling for understanding how risk is
distributed throughout the organization. Measuring and monitoring has taken a new direction which is
in line with CMC’s business objectives and is helping its business leaders in making effective strategic
decisions.
Runner Up Award:
GENPACT HR ANALYTICS – BREATHING MORE POWER: UTILIZING PROCESS. ANALYTICS.
TECHNOLOGY.
Genpact believes that the real value comes when you ask the right question and then apply the right
business judgment to it. The effectiveness of data goes up several times when one marries intuition with
logical process. This is being followed by Genpact though the building of new mechanisms to capture
data and then adding human intelligence and experience to make them more intuitive.
Award Winner:

EXCELLENCE IN HUMAN RESOURCE
South Asia (excluding India) & Middle East
Special Recognition:
EMPLOYER BRAND & BUILDING CAPABILITY INITIATIVES AT UNILEVER SRI LANKA
Unilever, Sri Lanka is a pioneer in the pillars of employer branding and capability building. The awards
won by the organization are a testimony to this statement. The various initiatives that Unilever has
launched under the pillars of employer branding and capability building are unique and have resulted
in great publicity to the company. The robust capability building plans that are being driven across the
organization have resulted in producing efficient leaders. The novel employer branding initiatives have
attracted the Sri Lankan youth to Unilever. Therefore, Unilever is geared with a strong talent pipeline
to face the future business challenges.
SCHOOL OF BUSINESS MANAGEMENT, NMIMS, MUMBAI: A CASE STUDY SHOWCASING
THE ENTREPRENEURIAL STANCE TAKEN BY THE INSTITUTE FOR EXCELLENCE IN HR
In an effort to respond to industry requirements for HR professionals, NMIMS has been able to
leverage existing faculty and system based strengths. A small but sure beginning has been made to
grow the size and scope of the MBA HR program. Review mechanisms continue to provide feedback
for improvement. Stakeholders of the program within and outside the system have become partners
to enable the program to grow.
ACADEMIC INSTITUTE OF THE YEAR
(for contribution in the ﬁeld of HR)
Runner Up Award:

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South Asia (excluding India) & Middle East
Special Recognition:
EMPLOYEE ENGAGEMENT IN A MILLENNIAL CENTRIC SOCIAL ENTERPRISE AT VIRTUSA,
SRI LANKA
As a Company whose workforce is 86% Millennial, Virtusa has made it a top priority to create an
environment that not only retains Millennial employees, but also engages and empowers them to do
their best work. Over the past few years, Virtusa has been recognized all over the world with numerous
HR-related awards particularly for its innovative use of technology for Millennial Employee engagement
and employee relations. Some of these recognitions include the Stevie International Business Award,
Britain’s Top Employer, the Golden Peacock HR Excellence Award, Asia’s Best Employer Brand, Best
Places to Work by The Albany Business Review, and Achiever’s Top 50 Most Engaged Work Places
Award.

Aegis Limited
A W A R D W I N N E R
EXCELLENCE IN
DIVERSITY
AND INCLUSION
OSS Cube Solutions Ltd.
EXCELLENCE IN
SOCIAL MEDIA
PEOPLE CAMPAIGN
PeopleLead
A W A R D P A R T N E R
Monster
Spire
Cornerstone On Demand
BI Worldwide
Chestnut Global Partners
Citigroup
EXCELLENCE IN
DEVELOPING
LEADERS OF
TOMORROW
Proctor & Gamble.
EXCELLENCE IN
EMPLOYEE HEALTH
AND WELLNESS
INITIATIVES
EXCELLENCE IN
HR ANALYTICS
A W A R D
W I N N E R
Genpact CMC Ltd.
R U N N E R ’ S U P
A W A R D A W A R D W I N N E R
ACADEMIC INSTITUTE
OF THE YEAR
(For Contribution in the ﬁeld of HR)
Narsee Monjee Institute
of Management Studies
– SOUTH ASIA (EXCLUDING INDIA) & MIDDLE EAST
Unilever, Sri Lanka
S P E C I A L
R E C O G N I T I O N
Virtusa, Sri Lanka
S P E C I A L
R E C O G N I T I O N
SHRM India
HR AWARDS 2014
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By SM Gupta
Diversity at Aegis –
‘Together We Make a
Difference’
Excellence in
Diversity and Inclusion
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OVERVIEW
Company Proﬁle
Aegis is a global outsourcing and technology services company committed to impacting clients’
business outcomes by focusing on enhancing customer experience across all touch points and
channels. Aegis was founded 30 years ago in the US and now has operations in 37 locations across 9
countries with more than 40000 employees. Aegis services over 150 clients from verticals such as
Banking and Financial Services, Insurance, Technology, Telecom, Healthcare, Travel & Hospitality,
Consumer Goods, Retail, and Energy & Utilities. The company is wholly owned by Essar, a USD 39
billion conglomerate.
CHALLENGE / NEED
From nice-to-have to must-have!
Shrinking world, demographic transformation, constant renovation of the global markets, increased
compassion than ever before, need for channelizing the differences, government mandates, and laws
are the prime attributes leading to a global outsourcing and technology service player like Aegis to
broaden and diversify its global workforce, without compromising its talent skills, business
performance and quality measures.
The idea was to engage with diverse societal sections to establish partnership and involve in its
eco-system for impact sourcing and catering to their developmental requirements.
Furthermore, due to its nature of business built on both organic and inorganic strategies, Aegis had
grown in a multi-fold way with footprints in 9 geographies. This brought along people with diverse set
of nationalities, culture, languages, customs and traditions in the system. Building a holistic framework
to drive Diversity & Inclusion initiatives was necessary to transform this combination of people into a
systematic work environment. It was imperative to further the accomplishment of Aegis’ mission of
‘Happy People, Happy Customers, Happy Shareholders’.
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SOLUTION
A Holistic Approach: Six-dimensional Diversity Framework
In 2010, Aegis recognised that there existed a large population of disadvantage sections of the
society, which if well trained could be transformed into a high-potential, possibly cost-effective
workforce. The objective was also to include and leverage on different streams of society into the
organization which would lead to increased levels of engagement, innovation, loyalty and support
from clients, a responsive business culture and corporate resilience in a global economy.
Four years into the institutionalizing of Diversity and Inclusion framework, Aegis has experienced
great success in the form of brand building, lower attrition, higher motivation and overall increase
in business topline and bottom line. The company came up with a six-dimensional diversity
framework as shown in the figure below, which identifies six different facets of diversity (Persons
with disabilities; Gender inclusivity; Socially and economically disadvantaged; Culturally and
linguistically diverse people; Mature age people and Inclusion of indigenous people) and has
specific objectives for each one of them.

Philosophy and Commitments
The idea for Aegis was to go-beyond adhering to traditional corporate social responsibility norms and
ensuring a thorough focus on driving a value proposition journey towards achieving an engaged
diverse workforce against each of the facets of diversity. This also required collaborating with
specialised agencies, government institutions, trade bodies and aligning a quantitative methodology
keeping in view the feasibility, affordability and alignment to business needs.
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Persons with
Disabilities (PwDs)
Aegis is committed to provide equal opportunity in all
areas of employment, including but not limited to
recruitment, hiring, training and promotion of individuals
with disabilities.
To employ PwDs equal to
1.5% of global workforce
Gender
Inclusivity
At Aegis, gender inclusivity is a long-term commitment
so as to develop initiatives that lay a strong foundation
for employment & career success of less dominant
gender at all levels.
Gender mix to be in accordance
with the available employable
population
Socially & Economi-
cally Disadvantaged
People
Aegis is committed to provide gainful employment to
socially & economically disadvantaged people in all
geographies and businesses
Mix of socially & economically
disadvantaged people to be in
accordance with the available
employable population
Culturally & Linguisti-
cally Diverse People
To understand, embrace and operate in a multi-cultural
world both in the market place and in the workplace.
Mix of culturally & linguistically
diverse people to be in
accordance with the available
employable population
Mature Age
People
To develop a workplace that provides the tools and support
to develop people of mature age and to transition them
successfully leaving a legacy of tribal knowledge within the
organization.
To employ mature age people
equal to 1.5% of global workforce
Indigenous
People
Aegis advocates employing‘People of the Soil’across all
geographies of its operations, while keeping in mind
the Equal Employment Opportunity.
More than 95% of Aegis workforce
in each geography should be
indigenous
DIVERSITY
FACET
PHILOSOPHY COMMITMENT

Enablers of diversity
While this business model offers unique proposition to traditional BPO hiring and framework
anchored on attractive cost, comparable performance, access to enhanced section of workforce
and the social impact, there are numerous challenges towards an ideal diversity mix. The most
primitive one, which Aegis managed to address at its formative stage was the concept
development and clarity for the term “diversity”. Failure to address inclusion as “change”, failure to
address systematic issues; wherein organization policies and practices are not addressed by the
diversity initiatives are hindrances for effective implementation of D&I practices. The most
important hindrance is the failure to address the cultural incompetence and workplace
discrimination, which can come in many forms, ranging from subtle preferential treatment to an
overtly hostile workplace environment.
Aegis designed and implemented specific programs which acted as enablers and catalysts towards
building a diverse and inclusive workplace.
This primarily included making Diversity & Inclusion a ‘Strategic Agenda’, facilitating creation of an
organization structure wherein the Chief People Officer (CPO) plays the role of organization change
leader while Global CEO & MD is the executive sponsor. Diversity champions are identified both at
corporate level as well as at business/ country level, who play the leading role of a change-agent
mobilising people and co-ordinating interventions on this front.
Aegis introduced policies on Equal Employment Opportunity and Human Rights which provided a
framework for unbiased and impartial treatment to people irrespective of gender, religion, ethnicity,
physical ability, caste, nationality, color and sexual orientation.
Policy Framework
ENABLERS
Engagement
Initiatives
Sensitization
Programs
• Board Agenda
• Organization Structure enabling Diversity

Tracking system
Effective evaluation and tracking of diversity performance provides opportunities for ongoing
improvement, ability to measure and report on successes as well as provide appropriate direction.
Following are some ways of measuring the success of diversity initiative that Aegis implemented:
• Diversity DNA scan – This scan helps Aegis view all its initiatives as part of one global picture,
identify its current position and gauge people perception on D&I initiatives
• Diversity tracker – Each of the six diversity facets are measured against the commitments and
monthly progress is reported by respective groups to Corporate HR, which is further presented to
Executive Management team. Average diversity score 2013 -14 was recorded at 72%
• Employee and client feedback - Regular and constant formal and informal feedback is sought
from employees and clients and the initiatives are improvised based on their suggestions
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Diversity initiatives
Aegis believes that policies and processes alone won't bring in the desired change. Driving numerous
initiatives impacting daily work life are the way to make progress in the field of diversity.
Celebration of World Disability Day, Screening of Motivational movies for PwDs, Facilitation of
Women’s Week covering health and wellness topics, Cultural programs and many such initiatives are
driven with an intent to enhance engagement, motivation and retention of diverse groups.
Facilitation of 300+ Affirmative Action workshops helped the management team understand the law
and organizational commitment to undertake appropriate outreach and recruitment efforts to include
diverse workforce.
Project ‘2nd Innings’ is a new series designed to reintegrate women employees when they
come back from maternity leave or the ones who join Aegis after a career break. In the last
fiscal, Aegis had 400+ women reintegrated after their career break.
In line with its commitment to inclusion of PwDs, there was a greater need to provide them a workplace
facility that enhances their capability to work. Building ramps, wide hallways, disabled-friendly
restrooms, grab handles in elevators and accessible training modules aided 500+ PwDs in effectively
performing the assigned tasks.

RESULT
The following indicators showcase the impact of diversity initiatives at Aegis:
COMPANY
• Significant increase in Revenue and Profit growth across the last 3 years encompassing global
presence and diverse customer engagement models
• Average tenure of top 15 customers at 7 years with 50% increase in share of wallet from top
customers
• Positioned Aegis as an ‘Equal Employment Opportunity Provider’ and an ‘Employer of Choice’
• 37 HR Awards from reputed industry bodies, NGOs and Government which includes 17 awards
on Diversity & Inclusion practices
EMPLOYEES
• The overall Global Employee Engagement score for Aegis has significantly improved from 65%
in 2011 to 78% in 2014
• New and diverse ideas brought forth increased creativity and innovation
• Zero man-days lost on account of Industrial Relation (IR) issues in countries having highly
unionized workforce, such as Australia and Argentina
• Mature workforce brought along great mentoring skills and immense knowledge base
CUSTOMERS
• Increase in Customer Satisfaction (CS) and Net Promoter Scores (NPS)
• Enhanced capability of serving a wide range of clientele
• Indigenous workforce helped serve local customers better

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Way Forward
Living and Sustaining the Momentum
Aegis has done remarkably well in bringing together people with different skills & ideologies and
seamlessly incorporating them as part of the family. While it has substantively succeeded in this
endeavour, it believes there is much more to do. The way forward for Aegis is to continue design and
implementation of innovative practices to attract, hire, train, promote and retain the diverse workforce.
CONCLUSION
Aegis believes, any effort in this direction will be like a small drop in the ocean, but will make a huge
difference to the people who would be a part of the workplace inclusivity.
After all, the joy of giving back is significantly more delightful than the joy of receiving.
ABOUT THE AUTHOR
SM Gupta steers the Human Resource function at Aegis as the Global Chief People Officer. A true
believer in inclusion and diversity, Mr. Gupta has enabled and inspired innovative people strategies,
policies and programs for 40,000 Aegisites across 9 countries.
Hi, I am Prakash Chandra Dubey working as an Executive–Operations. It’s been 7 months since I joined
Aegis. I have learnt a lot about dealing with people and solving their problems. It gives me happiness
when customers thank me for solving their concerns. My Team Leader and other supervisors are very
supportive of me, so I wish to continue working at Aegis.
PRAKASH CHANDRA DUBEY
Executive Operations

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By Sachin Khurana
Building Corporate Culture
of Collaboration through
Social Media Campaign
at OSS Cube Solutions
Excellence in
Social Media People Campaign

EXECUTIVE SUMMARY
OSSCube is a global solution provider. The company, established in 2006, has a global headquarters
in Austin, Texas (USA) and several ofﬁces across the UK and India; the largest in Noida, IN. Since its
inception, OSSCube has worked hard to bring open source into the light as a viable solution for
businesses.
In 2014 alone, OSSCube was named an honoree on the 2014 Top 100 Great Place to Work® (India) list,
within the top 18% of the Inc. 5000 fastest growing companies in the U.S., and was appraised at CMMI
Level III.
With great success as a business came the challenge of adapting internally to rapid growth.
OSSCube’s Noida location grew quickly from 50, to more than 300 team members, and it was decided
that “excellence” would be positioned as a way of life, rather than a measurement tool. From the
adoption of this mindset, a collaborative space was born. This open culture keeps offices buzzing,
while fueling transparency and thought leadership.
This study will touch upon the issues that undoubtedly arise when creating a corporate culture, and
how OSSCube tackled these obstacles, eventually leading to their 2014 SHRM Social Media People
Campaign Awards.
BUSINESS CONTEXT
A rapidly changing business environment, OSSCube team strength has seen growth rates of 10.75%,
16.3%, and 18.2% in 2012, 2013, and 2014 (as of March, 2014) respectively with revenues tripled
during the same period. Additionally, OSSCube carried attrition rates of 8% (2012), 12% (2013), and
15% (2014). With this high rate of growth, internal priorities became:
1. Establishing structures that promote corporate culture of openness and transparency.
2. Attracting like-minded open source experts to join the organization.
3. Facilitating assimilation of new hires into corporate culture.
4. Maintaining thought leadership in the open source space.
CHALLENGES AND RESOLUTION
With a fresh perspective comes the challenge of helping everyone share the vision. OSSCube had a
very specific approach laid out to help bring everyone up to speed.
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OSS Connect
CommunicationCo-Creation
Knowledge
Sharing
Transparency Ideation
Celebration
The first priority was creating a dialogue between teams and management. Transparency across all
levels is a key factor of the collaborative environment, and communication is the fuel for that.
However, this was no small task. It was immediately clear that this would be one of the largest
issues to tackle, as many team members would have to be “re-oriented” for openness. For this
OSSCube Connect was born.
OSSCube Connect is a platform created entirely by the OSSCube community, for the OSSCube
community. The platform gives each and every team member—at all levels, on any continent—the
ability to express their opinions and ideas on any issue (internal or external). The scope of Connect
posts includes, but is not limited to: team member challenges, surveys, quizzes, competitions,
polls, updates, and celebrations. Often, member success stories and acknowledgements are
shared by management as well. All senior managers are active on Connect in a multitude of ways,
and team members are encouraged to engage with all of these posts, as well as creating their own
conversations.
What came second, was forward action to reach out to passive job seekers, the open source
experts and business leaders. OSSCube HCM management began the practice of talent
acquisition through social media outreach. Encompassed in this was the creation of an individual
campaign across all corporate channels for each job opening. After this first touch-point, applicants
are encouraged to follow and engage with OSSCube corporate accounts to keep up with open
source news and gain a wider knowledge of the company’s activities and values. In addition to

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traditional accounts, an alumni group on LinkedIn is facilitated by the OSSCube social media team, and
allows HCM members to reach out to an existing network for recommendations and potential rehires.
Members of this group know the company well, and have a firm grasp of its needs; resulting in a higher
overall quality of the applicant pool.
The third challenge faced by the OSSCube team revolved around the launch of a thought leadership
platform. Stiff competition and a shrinking talent pool combine to make acquiring the best IT
professionals a difficult task. This was combated by positioning OSSCube as a brand that prospective
job seekers want to work for.
An overall content-based strategy applies to the thought leadership campaign through contributions in
forums, LinkedIn groups, external blogs, hosting technology-driven camps (open source, Talend,
Drupal, Big Data, CRM), organizing and participating in open source-themed meet-ups and webinars,
and reaching out to the best professionals through coding events, contests, and more. OSSCube also
records and posts video tutorials from webinars, meetups, and tutorials to a YouTube page.
Additionally, OSSCube will post discussions and seminars presented by CEO Lavanya Rastogi both
alone, and with appearances by partner company executives.
SPECIFIC PEOPLE PRACTICES
To solidify a sense of community, OSSCube gives their members the chance to be seen as heroes.
Through the promotion of thought leadership, and the ingrained sense of open source evangelism,
those who work at OSSCube are given a unique opportunity at every level; to be a hero. The members
are encouraged to represent themselves at various knowledge sharing platforms and social media
through leading webinars and meet-up, speaking and contributing in community events etc. Whether
they bring a fresh idea to a project, code an original product update, or present a client with a new
concept; every Cubian has the opportunity to do something important, and this is made clear to them
from the beginning.
Member Hero Personal Brand Employer Brand

SUCCESS MEASURES/ACHIEVEMENTS
When it comes to measuring the success of workplace initiatives, OSSCube has it easy. In 2014
alone, the company was recognized for a list of awards, including:
1. Recognized as an Inc. 5000 fastest growing privately held companies in America, getting
ranked at #875 in the 2014 listing done by the Inc. Magazine.
2. “Great Places to Work®” by Top 100 Companies to Work for in India & Top 10 Companies from
IT- Software Services Industry.
3. Best Employee Orientation Award – DMA & Thomas International.
4. Best Workplace Practices Award – Asia Pacific HRM Congress.
5. Open Source Company of the Year – SiliconIndia Magazine.
To take measurement one step further, OSSCube conducted an internal survey—and took into
consideration reviews posted on glassdoor.com as well as the Great Place to Work® survey
results—and formed a numerical recollection of their member feelings toward company culture.
Most important to the SHRM award consideration was the improvement of transparency and
communications scores of 77 out of 100.
More exciting for management was the 100% Glassdoor approval rating of CEO Lavanya Rastogi
in addition to the overall Glassdoor rating of 3.7 out of 5, with a recognition as OpenCompany
Badge by Glassdoor.
OSSCube’s third measure of success is engagement analysis. With OSSCube Connect, knowledge
sharing by members increased to an average of 30 posts per month, many of these written by
senior management. Participation has increased noticeably through comments, shares, and
contribution to community events (recreational sports, open source contribution, flood relief drive,
blood donation, feedback participation, new suggestions, other charitable work, etc.). In fact,
Collaboration and co-creating has led to more than 15 new HCM initiatives this year including: an
E-learning platform that promotes self-paced learning and flexi work plan, new recognition plan,
leave policy review and others.
Outside of the internal network, the member audience has shown its capability for spreading the
message about OSSCube. At the time of submission, website click-through had seen a 139%

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Year-over-year (YoY) increase, significant growth in Twitter followers on YOY basis, and by the end of
2014 the LinkedIn followers saw more than 150% YoY increase.
Additionally, OSSCube promoted social outreach through camps, webinars, and Meetups, increasing
activity to seven webinars/meet ups and three coding camps/events in the last year. This social
evangelism and activity directly influenced the acquisition of four major new accounts.
Enthusiastic community engagement has led to a significant increase in unsolicited job applications
across all roles, but has been particularly successful in filling leadership and senior management
positions. This influx of participation has led to the discovery of previously untapped talent pipelines
which continue to grow, and expand into a larger piece of the overall corporate hiring process. In fact,
OSSCube experienced a 700% increase in job applications though LinkedIn, and received 1500 virtual
job applications through the OSSCube.com career page (osscube.com/careers). In total, more than
35% of senior-middle level positions have been filled as a result of social media promotion.
WHAT’S NEXT
For OSSCube, there’s a lot in store for the future. Still growing and expanding rapidly, HCM must find
ways to connect the internal community. As of now, there are four main points to their plan:
1. Launching a Gamiﬁcation and new ideation platform on OSSCube Connect, complete with
participating member leaderboard, In addition to this, the organization is collaborating with Duke
University, Duke will develop and maintain the eddicacy of the IVY – Harvard Case Study on
OSSCube’s social media approach to HCM practices.
linkedin.com/company/osscube Twitter @OSSCube
facebook.com/OSSCubeIndia facebook.com/OSSCube
youtube.com/OSSCubeLLC OSSCube.com/blog
plus.google.com/+OSSCubeIndia
OSSCube Social Media Accounts

2. Increasing new member-driven content generation on Connect with the launch of the
“Bring Your Idea” program, and the “Life@OSSCube” program, which promote community
sharing through Prezi, YouTube, and Vimeo, amongst others.
3. Encouraging open source advocacy. OSSCube will increase the availability of social
trainings for all community members through the use of: Meet ups, webinars, video tutorials,
and various other mediums.
4. Harnessing a member-driven employer brand through social media. Data-driven social
media campaigns with scalable KPIs will lead the way for the social media department.
CONCLUSION
While many companies struggle to keep up with internal HCM practices, OSSCube has made their
internal systems a top priority. With the implementation of a full-time creative lead/ internal reporter,
Cubians are kept up-to-date and engaged with corporate happenings.
This push for a social platform that entertains and engages the OSSCube community has led to
increased member satisfaction as concluded by GPTW survey, a perfect CEO approval rating with
100% reflected on Glassdoor, a top-tier employer & leadership trustworthiness feedback score,
and a talent acquisition pipeline based heavily on community participation and thought leadership
efforts; with more than 10 roles filled in 2014. In addition, OSSCube has used its strong internal
network to collaborate and form successful outward-facing educational and thought-leadership
promotional efforts. These activities range from event participation and sponsorship across the
world, to in-house webinars, videos, trainings, and meet ups. With more than ten internal events as
of March 2014, and a growing audience, thought leadership community promotions are moving
towards becoming one of the company’s largest talent and client acquisition tools.
These internal efforts, in partnership with a skilled and invested management team, have churned
out successes that have shaped and grown OSSCube into a global force to be reckoned with. With
a unique outlook on doing business in an open source world, and member-base that is equally
dedicated as the upper management, OSSCube has solidified itself as a thought leader, and top
provider of solutions for businesses around the globe.
The well-defined strategy, and support of the internal community has been the most instrumental
factor to the success of OSSCube as a whole, and will continue to push the company forward
towards more accomplishments.

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ABOUT THE AUTHOR
Sachin Khurana, AVP – HCM, OSSCube Solutions
He is leading the people function at OSSCube and is responsible for the complete employee life cycle,
Talent Acquisition, Alumni Engagement and Employer Brand initiatives. He has done his MBA (HRD)
from Faculty of Commerce & Business, DSE, and has around 8 yrs. of experience in HR. Prior to joining
OSSCube, he was associated with Lodha Group & Citigroup Global Services.

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We Make Leaders:
Unveiling the Model of
Leadership Development
at Citigroup
Excellence in
Developing Leaders of Tomorrow
By Bhanu Singhal

“Picture this: a little boy from a small town of Bihar (present day Jharkhand) studying in vernacular and
knitting dreams of ﬂying. Next, he is cracking multi-million dollar deals with global CEOs. While this
may sound like a leaf drawn out of an inspirational fiction book, whose protagonist can inspire anyone,
this motivational story is really the true tale of Rahul Shukla, Head of Corporate Bank, Citi India. Now,
meet one of his colleagues, a young Turkish lady who once worked as a brand manager for a giant cola
company in the small market of Turkey, who then redefines her space by moving on to the mature US
market for a financial services firm, and then moves ahead as Head of Personal Loans and Cards
business in India – Muge Yuzuak.
This is a mere peek into the world of Citi, which stands out for its ability to spot talent wherever it
comes from, groom it, and then give these individuals the wings to fly. One factor that never fails to
evade one’s eye is – it is a bedrock of talent, even as many identify this world as a mini UN, a little
universe or a round-the-clock financial service provider with one of the largest global networks.
With a mission statement of “Citi works tirelessly to
serve individuals, communities, institutions and
nations. With 200 years of experience, meeting the
world's toughest challenges and seizing its greatest
opportunities, we strive to create the best outcomes
for our clients and customers with financial solutions
that are simple, creative and responsible. An
institution connecting over 1,000 cities, 160
countries and millions of people, we are your global
bank; we are Citi,” focus on leadership is of utmost
importance along with the three other core
principles: Common Purpose, Ingenuity and
Responsible Finance.
This unmatched lineage that has gone through
some historic crests and troughs is anchored to the
creation of leaders both in India and worldwide. Citi
is in fact referred to as the ‘University of Banking’.
This case study aims at elucidating the model Citi
continues to successfully use to churn ‘Leaders’
who serve Citi and the global banking industry. A leading global bank, Citi has approximately 200
million customer accounts and does business in more than 160 countries with an annual turnover of
USD 72 bn.
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“They say culture is everything. Imagine
what the complexity that present in 160
countries can offer. But Citi lets you make
this unequalled reach, your advantage.
Here, the richness in diversity of thought
and talent is celebrated each day. An open
door culture that believes in throwing you at
the deep end and encouraging you to
question the status-quo, polishes you
beyond imagination. In addition, set-ups
like the Innovation Council, which promotes
ingenuity along with a variety of leadership
programs such the Business Leadership
Program, puts you in touch with people
across the world and receive the expanse
of perspectives to you. You then have no
choice but to excel.”
Muge Yuzuak
Head of Cards and Personal Loans,
Citibank India”

Committed to India for more than 110 years, Citi's presence spans over 44 Citibank branches
across 28 cities and an employee base of around 11,300 employees to offer consumers and
institutions a range of financial products and services.
THE CULTURAL GLUE!
“Leadership Development is built on the foundation of talent and is not just a one-time activity, but
‘the way we do business,’ ensuring it is in the very DNA of Citi”
Since leadership is one of the four core principles at Citi, it is not just an HR agenda but a business
imperative. Every Leader is responsible for nurturing leadership and ensuring its posterity. There is
a strong focus on ‘Leaders teaching Leaders’ and ‘Leaders building Leaders’. At Citi, the first goal
of every people manager is common across the globe. This is further strengthened by the culture at
Citi. Citi believes in providing early exposure and responsibility, to allow employees to experiment
and learn. Simply put, every employee, no matter how new, is given a real job he or she can draw
direct linkages to the organizational goals. This allows an employee to charter his or her own path
as he travels through the challenges. This, however, does not mean Citi lets them go unharnessed.
Leaders are the culture carriers who help these young minds get the required guidance. Various
development initiatives also, as described in the ‘Leadership Model’ (further below), support them.
THE LEADERSHIP STANDARDS
The Leadership Standards create a common language for what great leadership looks like across
Citi’s global network that aligns with Citi’s business strategy.
While the Core Principles guide them and are the foundation of the bank, the Leadership Standards
are the pillars, outlining the leadership behaviors that illustrate success. Together – the Core
Principles and the Leadership Standards - enable them to deliver on their execution priorities.
These six leadership standards are shown below:
CITI LEADERSHIP STANDARDS: DEFINITIONS
DRIVES CLIENT VALUE DELIVERS RESULTS
LEADS CHANGE ACTS AS AN OWNER
WORKS AS A PARTNER BUILDS GREAT TEAMS
Leaders create unique value for internal and
external clients based on expertise and in-depth
knowledge of the stakeholder environment
Leaders raise the bar and create a clear path
toward sustainable results
Leaders pioneer and accelerate productive and
innovative changes that support Citi’s vision and
global strategy
Leaders take responsibility for addressing
problems, finding solutions and making prudent
decisions
Leaders collaborate and partner to break down
silos and create One Citi
Leaders create a competitive advantage by
emphasizing talent, learning and apprenticeship

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THE LEADERSHIP DEVELOPMENT MODEL
There is no ‘one-size-fits-all’ philosophy towards the development of leaders to best suit and prepare
them for the right job. Instead, it is viewed as a pipeline with learning and development interventions.
The Leadership Pipeline is represented in the form of a pyramid, which is a developmental framework
designed to illustrate the significant roles and paths available to employees as leaders at Citi and
broadly identifies four leadership/management levels with corresponding profiles.
These are namely, Managers of Self (individual contributors), Manager of Others, Manager of Managers
and Executive Leaders. The profiles also highlight skills, behaviors and values that someone at that
level would need to be highly successful and even the common pitfalls that need to be avoided. The
model defines the important passages or turns that occur from one level to another and presents a
unique window of opportunity for development to the next level.
All the talent and leadership interventions that are anchored to this pipeline ensures a ‘Segmented
Approach to Development,’ which goes beyond the complexities of business and geography, and
focus on the stage of leadership, the type of intervention and the approach to intervention (i.e.
customized to individual/customized to group). Talent at all levels of Citi need to have minimum
leadership skills defined by the Citi Leadership Standards, targeting all levels of leaders throughout the
leadership pipeline.
Broadly speaking, guided by this segmented approach, Citi’s leadership development model has two
key steps:
The Leadership Pipeline with anchored learning and development interventions
PROGRAM
DRIVEN
INDIVIDUALDEVELOPEMENT
DRIVEN
CCO
Participants Leadership Curriculum Development Actions
for Identified Talent
• CCO DR’s
• One down Critical
Roles at CCC level
• CCO Two Downs
• One down Critical
roles at business level
• Mid-Level
identified Talent
• Leading at Citi 3
• MO/Dir Forums
• Coaching for Success
• Managing at Citi
• Career Connect
• IDP Focus
• Regional/Country Hi-potential programs
including stretch (13 offerings)
• Function specific exposure
• Mentoring
• Individual Leadership
• 3 Wk Orientation program
for MAs – AMAX
• CWLA
• Structured Rotations/Early Responsibility
• Senior Management Exposure
• Regional Connect
• Defined Engagement Plans
• MA’s
• IDP Focus
• Mobility/Global and Regional Exposure
• Coaching
• Executive Education
• Chief Executive Forum
• Business Leadership Program
• Women Leading Citi
• IDP Focus
• Global Exposure
• Executive Coaching
Talent Identification process
Segmented Approach to
Development
Core principles and leadership standards
Learning interventions
EXECUTIVE LEADER
MANAGER OF OTHERS
MANAGER OF MANAGERS
MANAGER OF SELF

1. Talent Identification
2. Learning/ Development Interventions
These steps are deeply entrenched in both business and HR strategies and aim at fulfilling the
vision of Citi’s Talent Management process i.e.:
• Have the right people in the right roles
• Have top talent in the most critical jobs
• Build a strong pipeline of future leaders
Although attracting talent and development might be aspects that all organizations face and focus
on, what differentiates Citi is the equal ownership and partnership by business on talent needs of
the growing leaders.
Step 1: Talent Identiﬁcation:
1. The Management Associate (MA) program: At entry level, talent identification is hugely
supported by a robust talent hiring process at Campuses, which is the foundational pipeline to
Leadership at Citi. For e.g., many of Citi’s Chief Country Officers (CCO) have been hired as
Management Associates directly from campus including the present CCO of India, Pramit
Jhaveri and even Citigroup CEO Mike Corbat. To cater to the requirements at various levels and
in line with different business complexities, the MA program has different variations such as the
Graduate MA program, which hires talented students from graduate campuses. On the other
hand, the experienced MA program looks at post graduates with prior relevant experience for
mid-level talent requirements. Similarly, while the development framework is the same, some
MAs are also hired for specific businesses and undergo respective technical training. Besides,
engagement at early stages is key to the huge success of the Management Associate program
at Citi.
2. Talent book and Succession Planning: Citi’s
talent cycle begins with setting business
strategy, identifying key roles and then
identifying talent. This is then followed by a
development and training agenda. The annual
talent review process called the ‘Talent Book’
exercise is well established and rigorously run. It
involves identification of talent, identification of
critical roles and positions that are imperative
for the fulfillment of business strategy, mapping
of right talent to the right role and the identification of successors for all key roles.
“The bank offers a wide spectrum of
opportunities for one’s age, which may seem
very ambitious to the outsiders. Given Citi’s
unmatched legacy and globality, if you have
the dedication, drive and that spark, the
breadth of learning opportunities at Citi is
unrivalled. Citi tests your limits every day,”
Anand Selvakesari
Head Consumer Banking, ASEAN and India

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Talent is identified across three categories called Talent Designations, each with a different purpose.
These are assessed on the parameters of Potential, Performance and Aspiration. These are known as
the Hi-Potentials (the broad and versatile, high performing leaders with potential and aspiration to
move into considerable complex leadership positions - HiPOs), the Promotables (high performer who
can move in current or related field but may not have the same career projection as a high potential )
and the Expert Resources (a high performing specialist with expertise that is hard to replace and not
likely to move to more senior leadership position outside of their business or function).
As these identified individuals act as key drivers of organizational success, following Citi’s principle of
segmented approach, individual development plans are worked out, which further feed into the
development actions/ learning actions.
Step 2: Learning Interventions:
Citi follows three ‘E’s as a strategy to develop people i.e. a proper mix of Education, Exposure and
Experience. Each of these are further developed keeping the segmented approach for development
into consideration.
So, while Education involves technical, behavioral and all skills enhancement training in line with the
individual development plans, the Citi Leadership series ensures the building of minimum leadership
standards defined by the leadership pipeline, and the core curriculum of all training which is common
across the region and globe. So, all Management Associates go through the AMAX induction program
and the other identified talent from the ‘Manager of Self’ level to the ‘executive’ level, go through a
defined curriculum (see the Leadership Development Model).
Exposure involves networking and leaders guiding leaders. So, at entry level, MAs get group
opportunities to meet and learn from leaders across levels and as one moves up the pyramid, the
elements of mentoring and coaching take precedence.
Experience involves on-the-job learning and is catered to by rotations, stretch assignments and
regional/global exposure.
While all the above is provided to employees at various stages of their career to accelerate growth and
provide targeted development, Citi offers several Cross Functional Leadership Programs that aim at
creating future leaders with the breadth of franchise experience. Participants undergo rigorous
selection processes, including panel and one-on-one interviews, psychometric tests and assessments
to get selected for these programs. Models of these programs may vary from 12-month
rotational/global stints across businesses or action learning projects. Each model along with elements
of all three completes the development purpose.

Executive Development (ED): At the Executive level, the development curriculum is globally
aligned in keeping with the philosophy of senior talent being globally owned. The model is one of
Leaders teaching Leaders. It also aims at development of the executive through his/her
contributions as Citi leadership culture carriers and business strategy definer. So, the ED programs
focus on creating alignment and ownership around Citi’s top priorities, strategy and management
philosophy while building culture, sharpening leadership skills and strengthening the participant’s
internal network. The intent of programs such as Business Leadership Program and Chief
Executive Forum are to accelerate development of senior executives, provide an opportunity to
offer input on emerging strategy and to generate ideas and proposals to advance key organization
challenges. 360 degree feedback and one-on-one coaching are used extensively. The Citi
Coaching model is internally driven with several of the senior leaders worldwide being certified
coaches. Learnings here happen more through executives leading the programs as a mentor, coach
and through participation in external boards as thought leaders and professional experts. This
time-tested model has evolved over the decades and plays an important role in aligning leaders to
the common language of leadership at Citi. At the same time, the model caters to their personalized
development agenda. Given that this involves an individualized approach, seniors, leaders and HR
are keenly involved and provide support to incumbents throughout the process.
LEVERAGING TECHNOLOGY – Monitoring and Measuring Effectiveness
A variety of sophisticated systems, ‘talent management’ and ‘learning management’, amongst
others, are used to track and monitor the processes and ensure effectiveness. For training
interventions, the Kirk Patrick model is generally used. Some metrics used to measure the
effectiveness of leadership development process are: diversity in the leadership pipeline, number of
positions with ‘ready now’ candidates, job openings filled from the succession pool, completion of
individual development plans (IDPs), retention of HIPOs or critical talent, promotion rate of HIPOs,
percentage of HIPOs placed in senior management positions, employee satisfaction levels for
development opportunities/managerial effectiveness, etc.
Where Citigroup stands:
Besides the unmatched history of Leaders associated with Citi, the following measures highlight
the recent impact of the leadership development initiatives at Citi India:
• Negligible voluntary turnover at top management level
• In the last year, over 92 percent of leadership positions have been ﬁlled internally
• Last year, over 2,500 employees experienced career growth opportunities by moving across
different businesses/geographies, thereby leveraging the inherent diversity of the organization
• Approximately 500 potential leaders identiﬁed across mid-to-senior management level

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For Posterity:
The success of this model for last 2 centuries gives Citigroup immense confidence in its robustness.
What will continue to hold them leading in the race is:
1. Organizational agility to keep up with the changing landscape and adapt suitably. This has kept
them future ready so far and mitigate various risks.
2. Alignment of HR agenda across the globe and its linkages to their business strategy i.e.
institutionalization of the Leadership Culture to continue to pass on the legacy of seriousness
around talent and the role of leadership in it.
3. Leadership at all levels to cover all employees for the minimum leadership requirements achieved
through empowerment of managers across all levels.
CONCLUSION
A robust development platform through the 3 E’s’ – Education, Experience and Exposure – supported
by a culture of early empowerment and strong focus on ‘leaders teaching leaders’ has helped create
an enviable slate of leaders over Citi’s 200-year history. Talent at Citi is a business imperative, not just
an HR goal. This leadership model has helped the brand stay true to its other three principles of
common purpose, responsible finance and ingenuity, and deliver on our mission overall. A rich heritage
of home grown leaders at the helm demonstrates the success of this model. After all, 92 percent of
leadership positions filled internally with negligible attrition at the top is no small feat. The organization’s
rigorous and meticulous efforts has helped Citi identify promising talent at the very beginning and
groom them through the model’s segmented development approach.
Having churned out a number of brilliant sparks not just for itself but for the industry too, it is only
obvious why Citibank is referred to as ‘The University of Banking’.
ABOUT THE AUTHOR
Bhanu Singhal is Vice President with Citi India HR team and manages the Talent and Organization
Development function. She lives in Mumbai.

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By Nida Shahid
P&G ‘VIBRANT LIVING’:
Making Every Day a
Healthy Day
Excellence in Employee Health
and Wellness Initiatives

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OVERVIEW OF P&G INDIA
P&G serves nearly five billion people around the world with operations in approximately 70 countries
worldwide. P&G is one of the largest and amongst the fastest growing consumer products companies
in India. Its presence spans across the Beauty & Grooming segment, the Household Care segment as
well as the Health & Well Being segment, with trusted brands that are household names across India.
These include Vicks ®, Ariel®, Tide®, Whisper®, Olay®, Gillette®, AmbiPur®, Pampers®, Pantene®,
Oral-B®, Head&Shoulders®, Old Spice®, Wella® and Duracell®. P&G India’s flagship corporate
sustainability program ‘P&G Shiksha’ commenced in 2005 and has till date built and supported over
330 schools across the country that will impact the lives of over 600,000 underprivileged children by
providing them access to education.
To bring P&G’s purpose to life, the HR team leads and partners with each P&G employee to make every
day, an extraordinary day. Thus, the VIBRANT LIVING intervention – an integrated employee health and
wellness program, focuses on making P&G employees “The Healthiest, Most Engaged People in the
World”.
P&G INDIA WELLNESS STRATEGY
The Vibrant Living intervention for P&G (globally and in India) falls under the aegis of the P&G HR team
& Global Medical Organization. Along with the HR team, the Global Medical team work to create a
culture of health across all sites.
P&G India, over 2011-2014 focused on capability building of its medical organization and sustaining it.
The detailing of the Wellness Strategy for P&G India emerged after collaborative discussion with
leaders, employees, external benchmarking, etc.
Today, the wellness strategy for P&G India is designed in consultation with all partners and
stakeholders. A major factor that ensures sustainability of the intervention is also the effort and
commitment by the India Leadership Team. P&G has a ‘Build from within’ strategy with a strong focus
on hiring young leaders and grooming them for long term careers with P&G. The health and well-being
of the employees is a key enabler for them to build the business and have a productive and fulfilling
career with P&G. Hence, all the Vibrant Living initiatives are in line with P&G’s ‘Build from within’
strategy and have a positive impact on the business.
“VIBRANT LIVING” STRUCTURE
The Vibrant Living Program operates with the goal to create an environment that encourages and
enables P&G employees to make healthy choices with its strategy focused around three areas –
Culture of Health, Health Education & Training and Consumer Engaged Healthcare.

• Fitness
• Nutrition
• Environment
• Health Care Plan
• Focus on Stress & Cardiovascular Health
• Corporate Athlete
• Comprehensive
Health Services
Culture of
Health
Consumer
Engaged
Healthcare
Health
Education
& Training
Key Differentiators:
• Each employee in the organization is offered relevant health & wellness program basis his/her
health risk/need
• Beyond leadership alignment & commitment, there is 100% engagement and involvement from
leadership in driving wellness programs. For example: Corporate Athlete is a unique P&G
program demonstrating leadership engagement. The program is one full day training focusing
on energy management in Physical, Mental, Social & Spiritual dimensions. P&G leaders – at
least 2 functional heads are lead trainers for this program. They conduct this training at least 3
to 4 times in a year
• The program is not just activity driven but is also strategically linked to overall health
• It is a data driven program that tracks and monitors participation, satisfaction and impact very
closely
• Vibrant Living Health Centers have been established at various sites with infrastructure strong
enough to have focus on disease prevention & health promotion programs, medical staff
qualified as Vibrant Living Health Coaches [internal qualification process] and availability of
health education materials. These centers are also encouraged to conduct once a year (on-site)
wellness assessment for all employees.

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“VIBRANT LIVING”: INITIATIVES AND SUCCESSES
P&G’s Vibrant Living Program has a rich portfolio of initiatives that include:
1. On-Site Physical Fitness, Nutrition, Weight Loss and Tobacco Free Initiatives:
Today, P&G India runs 7 Health Centers across various locations, with some sites running more than
one Wellness Program per month. All sites/locations run on-site fitness events like yoga, zoomba,
dancing etc. Events like Annual Sports, Cricket Tournaments and TT matches have been organized
and have received great response. There is increased presence and emphasis of healthy snacks/meals
at the cafeteria and vending machines. Sites have programs encouraging employees for weight
management. Each site has year on year programs on quit tobacco/quit smoking campaigns. This is
organized under a holistic approach of creating a supportive environment, providing health education,
motivation and guidance.
2. Work Life Coaching Program:
This is a unique Employee Assistance Program which supports employee wellness by helping them
balance daily demands and challenges of life/work and supports the management by helping resolve
performance or behavioral issues at work. This counseling support is available 24x7 to all employees
and their family members. The program is 100% confidential and provides unlimited email support to
employees along with face-to-face consultations. All family members are also covered under this
program. The organization is provided with a quarterly analytical report indicating different issues &
help in prioritizing focus areas. Awareness rates of this initiative are high, with 95% of the employee
base having been touched through this intervention.
3. Corporate Athlete Programs:
P&G offers Corporate Athlete program to all its employees, focusing & helping individuals for managing
their energy better. It focuses on Physical; Mental; Social & Spiritual energy thus focusing on “Health”
holistically. Each site is encouraged to organize this 1-day training. P&G India also provides Web Based
Training on Corporate Athletes. Over and above these programs, site-specific health & wellness
programs are designed based on need. The site medical team along with HR, does Health Need
Analysis. Health Need Analysis is done on the basis of the analytics generated on wellness programs;
work life coaching; hospitalization; sick leave pattern etc. Basis this, the planning for whole year’s
health & wellness programs are done.

Success of Vibrant Living Program:
P&G India’s Vibrant Living Program enables employees with the right tools and information on
health and well-being in order to have a sustained long-term impact on their lives.
• Employee participation has improved considerably as now wellness data of around 80% of the
employees is available versus only 10-15% previously when the program started
• There has been a signiﬁcant improvement in Personal Wellbeing Score and Work Life
Effectiveness Score for the employees
• The Vibrant Living Program has resulted in 20% reduction of Tobacco consumption risk, 50%
reduction of Physical Activity Risk, 5% reduction of Nutrition related risk among P&G India
employees
WHAT’S NEXT FOR VIBRANT LIVING: Ensuring Sustainability
To ensure Vibrant Living is a sustainable program that continues to bring value to P&G, the Vibrant
Living Site Certification has been launched globally by P&G. Requirements of the certification
include having a calendar of events with planned activities, providing health promotion services
locally and grooming champions to drive the initiatives of the program.
P&G will undertake the following steps to further strengthen and ensure sustainability of the Vibrant
Living Program:
• Revision of the wellness strategy on a continuous basis
• Right partnership with all key stakeholders
• Continuous support and role-modeling by leaders
• Continuous effective communication – ensuring employees are consistently educated of the
program and its benefits.
• Leveraging technology appropriately to create cost effective and interactive wellness programs

44
CONCLUSION
P&G is living its credo of touching and improving lives by focusing on its employees and helping them
live ‘a healthy life, every day’. Significant investment (monetary, leadership involvement) has been done
around these interventions. Other organizations (both large and small) can learn and re-vamp their
health and wellness programs by internalizing the right data, conducting health assessment of
employees and being persistent with their health and wellness strategy.
ABOUT THE AUTHOR
Nida Shahid works as the Project Delivery partner for SHRM India

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By Gayatri Babbar
Genpact HR Analytics –
Breathing More Power:
Utilizing Process.
Analytics. Technology.

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“In God we trust, all others bring data” – said W. Edwards Deming, a renowned American
statistician, professor and author. Such is the power of data that businesses can’t afford to overlook
the benefits it brings on board. The intent of this case study is to give an overview of the HR analytics
practice in Genpact, its evolution, and future.
People are at the center of Genpact’s core delivery model, which is why they drive their people
practices with maniacal rigor. In fact, –the effectiveness of the people practices has a direct
impact on their Net Promoter Score.
To keep pace with the scale and the pace at which the organization is growing, it is imperative that
Genpact have a strong data-backed decision making system in place so that intuition gives way to
actionable insights. Thus, setting the stage to leverage internal expertise in HR, Six Sigma and
Analytical tools and techniques to create a robust framework where data backed decision system is a
reality.
AT THE HELM OF DRIVING SMARTER DECISIONS
A comprehensive HR framework comprising of a multitude of work streams like workforce planning,
recruitment, on-boarding, learning & development, performance management and separation are
center stage to support all people initiatives. The HR Analytics framework cuts across all these streams
to give each HR & Business manager a holistic view of the inter-linkages within the People Function (as
the combination of HR, Hiring and Training is known in Genpact.
What sets Genpact apart?
• An institutionalized uniﬁed measurement system – Genpact’ People Scorecard links strategic
business priorities to People Function goals with one version of the “truth” globally
• An assimilation of knowledge, the Retention Study to continually empower front-end HR and
business teams with key drivers and actionable insights through people analytics
• A unique collaborative ‘Retention playbook’ deﬁnes a structured approach and enables data
backed decisions to retain talent
Genpact leverages HR Expertise in all the above forms to constitute a Comprehensive Retention
Landscape, as shown in the next page:

1. People Scorecard
The internal People Scorecard provides a holistic view of strategic imperatives linked to business
goals. It is the single performance measurement system used to benchmark businesses with
respect to performance on functional goals on a monthly basis – identifying pockets of excellence
and areas of opportunity. The Scorecard was institutionalized to measure effectiveness and
engagement for the People Function and it was developed through a series of brainstorming
sessions with stakeholders.
An amalgamation of 24 metrics, the scorecard is divided into lead and lag indicators. The Lead
indicators determine performance at a business and overall Genpact level against targets while the
lag indicators are used to deep dive and action plan.
The metrics mirror the broader goals that the organization has set and hence the outcome of the
scorecard is an indication of how the People function is performing against them. To steer the
change, it was deployed over a three month period globally, with rigorous training imparted to every
HR Manager.
The scorecard assumes great significance for business and HR stakeholders by identifying pockets
of excellence and areas of opportunity at the grass root level. It acts as a guide to deep-dive and
focuses to improve performance, since it carries the capability to drill down performance at a
granular level.
The Retention Landscape

48
2. Retention Study
The Retention study provides a pro-active view on the effectiveness of people practices across
businesses. It is used as a mechanism to identify differentiating factors utilized by trailblazing accounts
(those with low attrition).
The study applies Six Sigma expertise along with advanced analytics techniques and varied statistical
tests to identify the significant parameters that differentiate best performing accounts on retention. The
information is then compiled into a single master database from disparate data sources - across all
active and inactive employees for over 2 years, spanning across 18+ parameters including age, tenure,
vintage, performance, trainings, etc.
The analysis strengthened the delivery on Genpact’s Employee Value Proposition.
A sample of the retention study report out is shown in next page:
A representative view of the People Scorecard is below:
Genpact xx% Median, x Metrics Meeting Target
HighMediumLow
Headcount
Business Health Check GreenRed
Above Median Below Median At Median
Bench Mark Performance
L 1: Overall Retention XX
L 2: Education @ Work
L 2: Rewards & Recognition
L 1: Net Promoter Score: XX
L 2: First Time Right VOC
1 Overall Retention
2 Compensation & Benefits
3 Net Promoter Score
4 Controllership
B 1
13.1
B 3
60.1
B 4
78.3 B 5
132.4
B 2
-14.1 B 6
124.4
B 16
10.4
B 14
41.2
B 12
62.1
B 7
120.4
B 13
41.2
B 15
41.2
B 10
67.1
B 9
95.3
B 8
105.3
B 11
66.2
Business: (B 8, B 4)
Metric : Controllership
Critical Metrics
Overall Score derived
from Performance on L1

3. Retention Playbook
Genpact prides itself in “learning from the best and teaching the rest”. With that premise, it became
imperative to build the Best Practices Compendium, which enlists how the best accounts continue
to retain talent.
A self-help tool kit with a structured - scientific approach to diagnose root-cause, apply best
practices to sustain higher or turn around low retention has been developed with the aim to equip
HR managers with tools and techniques to diagnose problems, implement solutions to eventually
improve or sustain retention.
The diagnostic involves using process door and data door approaches to identify the real root
cause of factors impacting retention. The various techniques used – Daily Trackers, Account level
summary, cause and effective analysis on the efficacy of Top 10 HR practices, etc. A detailed
implementation plan utilizing the prioritization matrix for issues created and tracked at regular
intervals ensures employee retention to achieve business outcomes.
70% of the HR Team has been trained, over multiple training sessions globally. To qualify the
training, an online knowledge assessment for the Retention Playbook is a must. Certification is
awarded to those managers who apply concepts of the playbook on the floor and thus, turn the
metric around and sustain it. This training is an integral part of the HR Manager’s toolkit.

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AT THE CUSP OF TECHNOLOGICAL REVOLUTION
Big Data is ubiquitous. Genpact believes that the real value comes when you ask the right question and
then apply the right business judgment to it. The effectiveness of data goes up several times when one
marries intuition with logical process. This is being followed by Genpact though the building of new
mechanisms to capture data and then adding human intelligence and experience to make them more
intuitive, therefore bringing science and art together.
In delivering Big Data analytics, organizations are establishing the cause-and-effect relationship
between what HR does and business outcomes. It then creates strategies based on that information.
Genpact has considered how it will provide better data to enable higher levels of utilization and faster
synthesis of key insights.
Consequently, ensuring the analytics is Relevant, Valid, Compelling and Transformative.
• Relevant – Avoids using unnecessary number of resources for bottom-up data mining, it applies
data to the business issue.
A sample of Retention Playbook tools is illustrated below:

• Valid – The quality of data is important, along with the way leaders are educated about the cred-
ibility of talent metrics.
• Compelling – The goal of analytics is to tell a better story with data. HR teams can’t just present
raw numbers and expect the recipient to identify the correct message. Analysts need to
understand their audience, create a plot of related storylines, and deliver conclusions that tie
together the principal facts.
• Transformative – Ultimately, actionable analytics need to drive change, make better, faster
decisions as a result of talent data.
Genpact is at the cusp of a technological revolution, the investment in best-of-breed technology
will empower users with strong business metric inter linkages, metadata driven ad-hoc analysis
capability and the availability of drill down capabilities. This will further enable data backed
predictive models to strengthen employee engagement programs.
Armed with actionable analytics, leaders and managers, Genpact has immense opportunities to
use talent data in reducing workforce costs, identifying revenue streams, mitigating retention risks
and executing business strategy.
With the availability of cutting edge technological systems, not only will the insights from data be
increasingly more incisive, but they will empower managers to run the analytics… raising the bar…
and breathing more power… utilizing process, analytics and technology.
Verbatim
“The core differentiator in running a people program is about delivering the Employee Value Proposition at
its very core. What sets this ecosystem apart is the fact that we constantly analyze changing people
dynamics and use that to build specialized engagement programs. We ensure complete partnership with
business with strong DNA in Lean Six Sigma and analytics to execute and sustain the change”
Rajnish Sinha
Senior Vice President – Human Resources

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ABOUT THE AUTHOR
Gayatri Babbar, AVP – People Function, leads the Retention team at Genpact where her
responsibilities include tracking and analyzing retention trends and activating relevant engagement
levers. She also spearheaded the institutionalization of the retention landscape at Genpact and played
a pivotal role in developing Genpact’s Employee Value Proposition.

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By Mansi Pandey
CMC Ltd. HR Analytics –
The Number Game
Excellence in
HR Analytics

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BUSINESS CONTEXT
CMC is a leading Systems Engineering and Integration Company recognized for its ability to engineer
complex solutions, integrate these with external systems / solutions, and value-added services to
provide end-to-end services across the information technology space. CMC was formed as a 100%
Government owned company in 1975. In 1993 government divested part of its stake to the public and
CMC was listed on Stock Exchange. In 2001, Government divested its 51% stake to Tata Sons and
CMC became a Tata Enterprise and a subsidiary of Tata Consultancy Services in 2004. The journey
began with a commitment to make CMC a PCMM level 5 organization and is now continued towards
sustaining the process areas in order to make the best of HR analytics.
CHALLENGE – SHORT TERM VIEW
HR fraternity today very well understands the importance of HR Analytics yet we all continue to make
use of generic and transactional measurements metrics. We continue to fall prey to these operational
metrics which provides only a hint of insight in to the future of “People Number Game”. As per the PWC
Annual Global CEO Survey – 2012, CEO’s listed Talent Management as one of the key area and on the
same hand they revealed that they are not well equipped to have high level of insight into key HR
statistics viz reasons for high turnover, effectiveness of grievance redressal mechanism etc.
Where does CMC stand today – Status Quo? - Owing to the above mentioned short sightedness,
traditionally CMC’s approach towards HR Analytics revolved around conducting postmortem of the
processes, initiatives and business results in order to analyze what had happened and what is
happening. CMC paid less attention to immediate priorities rather than concentrating on the future
business context and provided high level of business intelligence to the leadership team. Like any
other organization, CMC too treated attrition/turnover data as a key HR Metric. As a result, the action
% CEOs who believe the relevant information is important or very important
100
80
60
40
20
0
Cost of
employee
Turnover
ROI on
Human
Capital
Assessments
of Inernal
Advancements
Labour Costs Employee
Views and
Needs
Employee
productivity
Base- All respondents (1,258)
Source - PWC 15th Annual Global CEO Survey 2012
PercentageofCEOs
Do not receive information
Not adequate
Adequate but would like more
Information received is comprehensive
Information
Gap: CEOs
believe
information
is important
but don’t
receive
relevant
reports

planning revolved around addressing the reasons of attrition only when the turnover rate was up.
The consequence was that business was not being supported with relevant and adequate data
points. Hence the need was to set the target and conduct predictive analysis regularly of the
turnover rate in order to battle the employee churn out well in advance.
HR is asking the wrong questions: While CMC was looking forward for the benefits of HR
departments, investing in stronger analytics; it was high time they paid adequate attention to some
misconceptions about HR analytics.
• Connecting the Efﬁciency Metrics: Earlier HR professionals here were tracking a host of
efficiency metrics but were not able to show the connection between them. For Example CMC
was tracking ESS but it could not give meaningful inputs as the ESS levels were not related with
the advocacy scores.
• Correlations: Correlating HR data with business results did take CMC a level up in connecting
the results but HR needed to be careful that these correlations were not mere coincidences in
the relationships.
• Benchmarking: CMC was particular with benchmarking its HR Metrics with other
organizations however didn’t focus on trends, level and importance of the comparisons.
Time for Change – Long Term View: Given to the business needs and growing importance of HR
Analytics it was the right time for CMC to start linking HR activity with the bottom line.
• Start with the problem and not the data: Owing to these shortcomings there was growing
realization that starting an analytics project by collecting all the data would be a never ending
process for CMC. Hence the focus would be the PROBLEM and not the data pool available.
At CMC bigger questions were: “What big decisions are to be taken? What future prospects are
to be taken care off?” One common problem for all the business units at CMC was attrition hence
the obvious question was “What factors were contributing to a predictable high-Attrition level?”
Once this question is addressed the next step would be to know how can CMC retain and rehire
adequately. CMC’s answer to this question was a predictive analytical model for proactively
assessing and addressing turnover issues.
• Right questions, right insight: With the right information available at hand, it then became
necessary for CMC to start asking the right questions rather than just connecting the data
points. e.g. “Which roles are the most critical ones and what are we sure of having staffed as
per the requirement or not.

56
HR ANALYTICS- THE CMC WAY
The inevitable shift to HR and Talent Analytics
CMC HR core functions have been enhanced by applying processes in analytics. These are acquisition,
optimization, paying and developing the workforce of the organization. HR analytics has helped CMC
to dig problems and issues surrounding these requirements and using analytical workflow will guide the
managers to answer questions and gain insights from information at hand, then make relevant
decisions and take appropriate actions. With data becoming widely available and more easily
accessible, CMC has been quick to realize the value of insights that analytics can uncover. In HR, with
the automation of many HR transactions, from recruitment to exit along with the need to perform
strategically, analytics of the workforce has become important more than ever. HR analytics for CMC is
a lot more than head counting–it's about the total amount and the quality of talent, knowledge, and
• Objective hiring
model based on role
competency
framework
• Reduce dependency
on consultant/exter-
nal modes of hire
• Launched Competency Dictionary, Capability
& Capacity based HR plan & online skill
assessment
• Launched Resume Management System in
line with CMC’s role & competency model;
Video Resume for key profiles
• Improvement in Quality of
hire - 96% good hire
• Reduction in TAT from
requisition approval to
offer release by 13 days
• Oﬀer to joining ratio up by
9%
• Identifying the threshold &
Differentiating competencies
• Developing Internal assessor
capabilities & Creating
individual competency map
• Institutionalizing the process
across units
• Open platform for inte-
racting with Sr. Mgmt.
–thus improving ASI
• Improving Associate
Engagement Index
• ReduceTAT of grieva-
nce redressal process
• Launched ASK CEO & ASK HR call, CMC Ki
Adalat for reinforcing open culture, improving
overall ASI.
• Launched engagement initiatives under Mait-
ree, improving participation & advocacy levels
• Launched eConnect for addressing employee
queries
• Improvement in
Leadership ASI Score
• Improvement in %
participation in ESS by 5%
• Increase in overall AEI &
Advocacy Score
• Controlled Attrition levels
• Reaching diverse audiences
• Getting the message
through, and past line
managers
• Leaders engagement with
employees
• Ensure alignment of
individual goals with
organizational goals.
• Improve BSC
approach
• Introduce Instant
Recognition
programs
• Launched Standard Goal Sheets for goal
alignment across the organisation; 360 degree
feedback for key positions
• Launched Pat on Back (PoB), WAVE Cards, Star
of Month (SoM) & Appreciation Awards
• Goal Setting Compliance
index for aligned goals
improved from 79% -88%
• Improvement in overall
PMS compliance by 20%
• Improvement in PMS
• Mapping roles and
competencies
• Ensure on-time
training feedback to
conduct quantitative
analysis
• Systematically closing
the capability gap
• Promote innovation &
knowledge sharing
• Launched LEARN to manage end-to-end
learning process.
• Launched on line skill assessment–SHL, SVAR
• Launched IdeaX, Request reply, Knowledge
Hub, Toast Masters Club
• L&D compliance index
improved from 83%-92%
• Increase in number of
employees certified / year
• Increase in Instructor Led
trainings and MDP’s
• Competency assessments
• Align HR
performance goals
to organisation per-
formance objectives
• Integrate
performance results
across workgroups.
• Developed HR PPM’s using statistical tools
• Developed QOPM (Quantitative Organizational
Performance Management) Model.
• Better alignment of HR
processes with BO
• Institutionalizing the process
across units
KEY AREASCAT
TA
OD
PMS
L&D
OPA
INITIATIVES TAKEN MEASURES/IMPACT CHALLENGES

expertise to move your organization forward and stay ahead of competition. It's about measuring
the return on human capital investment, measuring the impact and how HR is driving performance,
productivity, and profitability.
MAXIMIZING THE IMPACT & EFFECTIVENESS –
A COMPREHENSIVE ROAD MAP
Identifying Key HR Metrics and Alignment with Business
All the HR process areas, practices and sub-practices are aimed at improving organizational HR
practices, capabilities, process centricity and results; thereby leading to overall improvement in HR
effectiveness; and towards organizational sustainability. CMC began its journey of workforce
analytics by aligning the key HR metrics with business strategy. Corporate HR monitors several key
indicators that directly/indirectly impact business results and operations. Corporate HR and L&D
use process performance models to determine correlation of HR results with business results. The
Goal decomposition matrix for HR and L&D are established along with some early predictive
models that support action planning (HR initiatives towards identified opportunities for
improvement). HR scorecard of operational activities is maintained and SLAs of transactional HR
work is reviewed to assess overall performance of HR function in support of business goals. HR
BSC is derived from the corporate BSC and therefore correlates directly with business goals.
HR RESULTS BUSINESS RESULTS
% SLA Compliance for Allocation Cycle-time reduction
Job Rotation %
% SLA Compliance for TAG SBU-wise profitability
Basic / Advanced certifications Capacity & competency development towards CM 3.0
% Roles defined in ASPIRE
% Competencies in ASPIRE
Oﬀer to Joining Ratio Productivity
Training Days coverage
Int vs. Ext Instructor Led Training Customer productivity losses
Tech vs. Non-technical training
Course Reaction Feedback vs. Delayed Feedback Customer satisfaction
Delivery excellence
Workforce utilization

58
THE PCMM FRAMEWORK,
4CS DATA ANALYTICS MATURITY MODEL
People CMM helped CMC successfully address the critical people issues, characterize the maturity of
the workforce practices, establish a program of continuous workforce development, set priorities for
improvement actions, integrate workforce development with process improvement, and establish a
culture of excellence. PCMM’s 5 maturity levels enabled CMC in monitoring the key HR metrics in a
systematic fashion keeping in mind the important role these metrics would play in achieving business
results.
COLLECTING CONNECTING CONTROLLINGCORRECTING
• TAT between requisition approval & offer rollout
• % candidates joined out of total offered
• ASI on Leadership and Employee Advocacy
• Overall % participation in ESS and overall AEI
• % employees completing goal setting on target
date
• % employees with annual review done within SLA
• ASI on Performance Management System
• % participants submitting training feedback
• Annual number of employees certified every year
• % staff with defined roles & competencies
• Improvement in process performance baselines
PPM, PPB,
GDM
Measures & Metrics,
Practice
Implementation
Indicator Description,
PCCM Checkpoint
Review, Internal quality
audits
Improvement &
Innovation,
Empowered work
groups, Workgroup
development,
Organizational
Capability
Management,
Competency-based
processes & assets

BEST PRACTICES
Regression/multivariate predictive techniques – PPM/PPB: CMC adopted this process of
collecting, analyzing and/or reporting information regarding the performance of processes,
organization, system or component. It involved studying processes/strategies within organizations,
or studying processes/parameters to see whether output are in line with what was intended or
should have been achieved.
CMC - Linkage of Business Objectives with PPMs and PPBs
• Overall Attrition: Another factor that impacts on-time delivery is Attrition; hence it had been
selected for prediction, usage and control
• Retention of 4 and 5 raters: CMC is targeted for 30-40% YOY operating revenue growth. This
demanded retention of high performers so that they can be groomed to take higher positions
while the business was expanding. Hence, Retention of 4 & 5 raters have been selected as one
of the PPMs
• Cost of Hire: Improving EBITDA also demanded reduction in non-operating expenses. One of
the major expenses in HR that could be controlled without compromising on L&D and employee
engagement initiatives was Cost of Hire
• TAT for hiring: CMC has a business objective of improving profitability. CMC is targeting to
increase its profitability (EBITDA) from 15.2% in FY12 to 20% by FY15. This would require
on-time realization of revenue through on-time delivery which would demand on-time
availability of required workforce. Hence TAT for hiring team is an important HR objective
• Customer Satisfaction Index: One of the key business objectives of CMC is to build long term
relationships with customers such that 50-55% revenue comes from the strategic customers by
cross-SBU selling. Thus, it is important to understand the voice of customers, hence CMC is
targeting for >90% Customer Satisfaction Index by FY15 from current 80-85%
Maintaining PPM Monitoring Sheet
1. Variable factors (X) and Constant Factors (Y) are defined as per the requirement of the PPM.
2. Target Values, Performance Range (LSL, USL) and Measurement Frequency is established.
3. Actual value-X is collected on the 1st of every month. Average is taken of the previous month’s
predicted value & month end actual value to come up with the prediction value for the next
month.

60
4. This data has to be sent to the quality team to calculate Prediction interval (Mini Tab) and Fit value.
5. Month end actual values are entered in PPM sheets and are then compared with Actual and Fit
value.
PPM Analysis
1. Mid-Course Action Plan: If Prediction Interval falls outside the limits of (USL, LSL); a Mid-Course
Action Plan is chalked with the help of the process owners. Depending on the steps taken the value
of variable (controllable) factor(X) is changed to check if the fit value falls within (USL, LSL).
2. Stability and Capability Tracker: If the difference between target and actual value is substantial or
if actual value of X or Y falls outside (USL, LSL) explanation is given for the same.
3. 5 Why Analysis: Root Cause Analysis and removal of outliers.
4. Detecting Outliers: All outliers for both X & Y are analyzed month wise and appropriate
explanation is given for the same.
PPB: CMC used PPB as a documented characterization of the actual results achieved by following a
process, which were then used as a benchmark for comparing actual process performance against
expected process performance. The performance results were collected and determined for any
particular combinations or grouping that may or may not need to occur. The appropriate process
performance baselines were then used as inputs to the process performance model for a new project,
and this information was used for planning purposes. If the process performance model required data
that is not available as a process performance baseline, then statistical method were used to
interpolate those values, with an idea of the confidence level or level of risk associated with that
interpolation.

ORGANIZATIONAL PERFORMANCE ALIGNMENT–
GOAL DECOMPOSITION MATRIX (GDM)
Decision of adopting PCMM framework for CMC and driving high maturity practices came with a
pre-requisite of having a robust mechanism of setting Business Goals (BG) and Function Objectives
(FO) supporting PCMM High Maturity. To accomplish this task it was critical for CMC to first identify
the barriers to its Vision Statement and then formulating the BGs. These BGs were then linked with
the FOs. For establishing this linkage CMC came up with a Goal Decomposition Matrix at
organization as well as at functional level.
Steps for setting up a GDM
Step 1: What are the key business and organizational goals?
Step 2: What are the key processes and sub processes in the organization?
Step 3: What are the key processes that most contribute to each goal?
Vision Statement
Barriers to Vision
Function Objectives
GOAL DECOMPOSITION
MATRIX
Drive Baselines & Models
Business Goals
Processes/Sub
processes
Measures
Y
x1 =
x2 =
x3 =
x5 =
x6 =
x7 =
x11 =
x12 =
x13 =
x14 =
x15 =
x16 =
x17 =
x18 =
x19 =
x20 =
x21 =
x8 =
x9 =
x10 =
x4 =
x1, x2 x2
x4
x7
x13
x18, x19
x10
x16
x17
x20, x21
x5
x18
x9, x10
x14,x15,x13
x5, x6
x8, x9, x10
x11, x12, x14, x15
x4
X
x18
ESS (Pulse ASI)
Score Attrition %
Recruitment
TAT
Manpower Cost
ROI
Performance
Management
Project Planning
& Tracking
Training and
Development
Compensation &
Benefits
Career Development
Staffing
Workforce Planning
Role and Competency
Managment
Business Planning &
Tracking Procedure
Step 1
Step 2
Step 4
Step 5
Step 3
Sample HR GDM

SHRM India HR Awards 2014/15

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