“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global HR Practices

1. IPL
Boundaryless !!!
Slumdog
Team Google
Nike
“Globalisation - Creating a Boundaryless HR”
Defining & Managing of Global HR Practices
Shilpa Anna Rajan
CONFIDENTIAL
Vidya Ramaswamy
June 15, 2009

2. A Snapshot - Tata Consultancy Services
Diverse Workforce
Hungarian, 5% Chinese, 10%
Chilean, 15%
• Largest IT Employer(126150)
• 140 offices in more than 42 countries across the British, 8%
Ecuadoran, 13%
globe
• 30% women, 54% workforce 3 yrs exp
kf 3+
Mexican, 10%
• 67 nationalities, 773 Non Indian Hires (FY09)
Brazilian, 11%
• Global Solution Unit(Vertical) in TCS
• 3500 employees in India, UK, Europe, US, Uruguayan, 6%
American, 8%
APAC Others, 12% Colombian, 2%
,
• Pioneer in Global HR practices
The Differentiators
• KOSMOS
• iCALMS • Digitization
• ACE • Shared Services
• AE FLI • Global ESS
• Knowmax
As on 31st March 2009
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3. (Re) Defining and Managing of Global HR Practices
‘INSights
Survey
Spiral
Dynamics
Experienced
Dash of Satisfiers
Yellow
Managing Global HR - Case of Sub Operating Unit
(Re)defining - Change management Intervention
called “A Dash of Yellow”
To Understand Perceived Expectations
Managing - Global HR & OD Interventions using
“Spiral Dynamics & PROPEL”
To E bl Movement f
T Enable M t from Current to Desired St t
C t t D i d State
Sustaining - Continual Improvement Focus using
“ESAT”
To Institutionalize and Excel
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4. The Quintessence
The Objectives - Trigger Questions… The Methodology - Exploratory
• What were the employee • Understanding Challenges in Global
perception of Motivational Factors HR(Problem Area in focus)
(Defining)
• Experience Survey and Focus
• How to indentify Interventions to Group Discussions for Gathering
enable transition from current to Info (Data Collection)
desired state? (Managing)
• Case Study and Analysis of
• How to validate Satisfaction Levels (pre & post) Outcomes
• Pre and Post Implementation (Validation of Concepts)
(Empirical Research)
• How to Analyse Effectiveness wrt
Business Outcomes?
(Continual Improvement)
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5. Boundaryless HR - The Saga…
A Dash of Yellow - Interactions to capture perceived expectations using 6 Hats
Key Satisfiers Blueprint - Derived from Focus Group Discussions
Boundaryless Interventions ( HR&OD) on Top 5 Satisfier Categories
Employee Satisfaction Survey Design - To measure Employee Satisfaction along top 5 satisfiers -
Career & Job, Communication, Culture & Pride, Leadership, Supervisor
ESAT Roll Out - To Gauge Effectiveness/Satisfaction and Analysis of Delta
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6. Findings and Recommendations
Appreciating Interdependencies - Holistic Management of the Boundaryless HR Function & the
consequent bearing on business outcomes
OD Interventions in line with the articulated Vision, Mission and Values of the business
Vision
Robust Communication for Shared Cultural identity
Stakeholder Involvement in Interventions - Co creating Cultural Change alongside Structural Change
HR & Leadership as Partners and Change Agents for sustaining the agility of the Boundaryless
Organization
Pre and Post Transformation ASI Change in Satisfaction Score- Pre and Post
76 Category Pre Post Delta
75
74
73
72 Pre Change Career & Job 74.24 75 (+0.76)
AI
S
71 Post Change
70
69 Culture & Pride 70.83 71 (+0.17)
68
67
Communication 70.29 71 (+0.71)
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Leadership 73 73 Same
Le
tu
ar
S
om
C
ul
C
C
Cate gory
Supervisor 70.25 73 (+2.75)
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7. Thank You

8. Appendix 1 - Culture Maps (A Dash of Yellow)
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9. Appendix 2 - Blueprint & Interventions
Key Satisfiers Blueprint
(as bt i d f
( obtained from A D h of Y ll
Dash f Yellow E
Exercise)
i )
Career Opportunities Recognitions
Compensation Good working Conditions
Leadership Practices Excellent working Relations
Good company Policies Participation in Decision Making
Employment Security Role Clarity
Degree of Autonomy & Responsibility Immediate Supervisor
Learning & Competency Development Facilitation from Support Groups
Robust Communication Scope to Innovate
Work Life Balance Collaboration across Geographies
Global Opportunities Culture & Sense of Belonging
S Satisfiers
“Boundaryless” Initiatives Effectiveness Measures Tracked
No Category
Immediate
1 Spiral Dynamics, PROPEL interventions, Soft skills training Qualitative feedback
Supervisor
Mentorship Index and Delayed Feedback
2 Leadership Leadership connects, Leadership Development programmes
Index
Knowledge Portal, Newsletters, Postings, strategy review meets, open Connectivity Index, Knowledge Deployment
3 Communication
houses Index
Mentorship programmes, Induction & Acculturization ,Rewards, Town halls,
Culture and Mentorship Index, Induction Quality Index,
4 Cultural Sensitization programmes, Fostering Innovation (Labs,
Pride No of employees participating
Brainstorming)
Job postings with new roles, updated roles on Competency Management HiPo Satisfaction Index, No of employees
5 Career and J b
C d Job
system, High Potential Programme (HiPo) for role rotation/enhancements rotated in last 3 months
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10. Appendix 3 - Quantitative Benefits
SLA Compliance and Customer Satisfaction Index
120.00%
100.00%
80.00%
80 00%
60.00%
40.00%
20.00%
0.00%
Jul-08 Aug-08 Sep-08 Oct-08 Nov-08
SLA CSI
Employee Turnover Percentage
1.5%
1.25%
1%
%
0.75%
0.5%
0 5%
0.25%
0%
April May June July Aug Sep Oct Nov
(08) (08) (08) (08) (08) (08) (08) (08)
Month
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