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Cut throat competition with no Geographical limit

Rapid change in Technology, Product & Services

Ever increasing expectations of Customer, driving from satisfaction to

delightfulness.

Consistent pressure on Cost Reduction & Productivity Improvement.

High expectation of Talent & quick move for growth opportunity.

Economy with High Inflation erosion of profitability & margin.

High regulation of Government agencies in relation to Environment,

Health, Safety & Corporate Governance.

Scenario to get aggravated on ongoing basis throwing complex challenges

to all Business leaders and more to HR Professionals.

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A contemporary leader is one who has responsibility to lead and

consistently deliver results/expectations at respective leadership

roles with Participative style of Management

Professionally competent & thriving to work, lead and deliver on Short

term & Long term basis under uncertain work environment.

Strong envisioning & missioning of the business.

Branding Leadership & adding value to the Business.

Lead from the Front & follow the principal of Walk-the-talk.

Numbers friendly with Financial parameters of Performance.

Friendly with some of the Key HR Processes & able to align them with

the Business Processes for Superior performance.

Good track record of attracting and retaining talent and Good TeamLeader.

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BASIC COMPETENCIES

Planning & Organizing

Problem Solving

Conflict resolution

Team Work

Self Reliance & Confidence

Decision Making

Dependability

Initiative & Drive

Effective Communication

ADVANCED COMPETENCIES

Customer Centric

Managing Performance (Self, Team &

Business)

Interpersonal Relationship

Empowering & Delegation

Achievement Orientation

Networking

Innovation & Creativity

Influencing;

Resilience & Stress Management

Strong in Ethics & Value system

Strategic Thinking

STRONG IN MAJORITY OF 21 SET OF

COMPETENCIES

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Key HR Processes

PRE REQUISITES

Manpower Planning

Recruitment & Selection

Compensation & Reward

Organization Structure

BASIC PROCESSES

PMS

Building competency of

Employee / Business

Advanced HR Processes

Delegation & Empowerment

through Job Description

OB & OD Intervention at

appropriate stage

Integrate & excel the involvement

of Employees as Business

partner/ business leader.

Use of Integrated model for

Business Excellence through -

TQM / TPM / World Class

Manufacturing practices

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LEADERSHIP IS REQUIRED FOR

Group of IndividualsOrganisation/Institution

Community

Society

Nation

Government

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Issues emerging from Leadership Position of theBusiness

Business can be categorised in four stages:

1) Inception Stage

2) Stagnant Stage

3) De-growth Stage

4) Growth Stage

Challenges vary from stage to stage based on the situation in which

the business lies

Challenge for the leader is to understand the requirements and adopt

strategies accordingly

CONTEMPORARY CHALLENGES FOR

A LEADER

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Buy-in of Organisational Vision & Mission and the

Key Objectives with all Business Units- Defining a clear cut Vision & Mission for the Organisation

Identification of elements which are not in alignment with Organisational Vision & Mission

and key objectives and either transform or reject them

Alignment of all business processes with the Core Values and Organisational Goals

Short term and Long Term Business Plans to be aligned, ensuring cohesiveness, and better

bondage with the Organisation

Talent Acquisition- Attracting and deploying leaders wedded to Organisational Philosophy

Understanding the issues and requirements of present generation which has an insatiable

hunger for fast growth and bridging the gap

Talent Retention- Moving towards building an Employee & Business centric Organisation with benchmarked

HR Practices like PMS, Performance linked Compensation & Rewards, Fast track Growth

opportunities for High Potential employees

Creating On and Off the Job Learning opportunities

Open & transparent work culture

CONTEMPORARY CHALLENGES FOR

A LEADER

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Performance Alignment and Monitoring Mechanism- Establishing a sound performance monitoring mechanism to review the

performance at various levels in the Organisation, with support from Top

Management

Performance alignment at Cross functional level, Dept, Function, HOD,Business, Top Management and Board Level

Leaders Transition From Controller to Facilitator- Adopting a Process, Systems & SOP driven culture in the Organisation

Change in Leadership attitude from Diffused to Diffracted State Delegation of Authority

Building Skills of Coaching, Counseling and Mentoring at various levels ofManagement

CONTEMPORARY CHALLENGES FOR

A LEADER

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Institutionalization of Best Work Practices- Internalization of all world class recognized work practices like TQM, TPM, KAIZEN,

5S, Lean Manufacturing

Integrated Management Integrated approach towards decision making, Involvement

of all stakeholders in improving business performance

Brand Building: Conversion of Employees asAmbassadors of the Business

Building Corporate Brand Image through reinforcement of Vision, Mission & Core

Values of the company, Benchmarked HR Practices, Corporate Communication,

Corporate Social Responsibility Initiatives, Industry Academia Interface

Established systems for providing speedy responses to all needs and requirements of

employees including the exit formalities

Physiological needs (transport, health, safety, infrastructure support etc) to be taken

care of on Auto mode

Celebration of formal and informal events

CONTEMPORARY CHALLENGES FOR

A LEADER

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Improvement in Employee Engagement Addressing areas of Employee Engagement like Role Clarity, Availability of

Materials & Equipment, Empathy & Caring Measures, Career Growth

Opportunities, Learning and Development, Mentor or Buddy at Work,

Quality as a Way of Work life, Competency Utilization (Right Person for the

right job), Sense of pride in association with Organisation, Alignment with

Vision, Mission & Values of the Organisation, Rewards & Recognition,Empowerment & participative Decision Making,

Stress Management at all Levels Identification and resolution of Stress causing factors

Stress resolving techniques to be adopted like ensuring Work life Balance,Meditation and Yoga for employees, providing them with Good, Philosophical

Readings, Association with Inspiring people, Working towards buildingSpiritual Quotient in employees, following Ethical Work Practices

CONTEMPORARY CHALLENGES FOR

A LEADER

MASLOWS

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Self Esteem Needs

The organisation improves the systems and establishes people processes andmoves beyond compliance. SOP compliance and systems becomes a practice.The organisation grows better than the market and achieves significant outcomeswhich might yet not be sustainable. Processes and results are benchmarked andpeople attach pride to work with such organisation.Lot of branding effort takes place (Infosys during the early turn of the century)

Self Actualization NeedsThe organisations systems and processes are well grounded and are benchmarked

with the best. The Organisation achieves maturity and plans to move beyond thecompetition. Abundance of talent & leadership, Operational Excellence, contemporary

integrated People Processes to take the organisation to the next level. People takepride in being associated with the organisation

However, the challenges are manifold due to the scale of operations; need to improvethe flexibility of the structure due to the monolithic nature and bureaucracy. Change

management becomes important

Social NeedsOrganisation is still in compliance mode; however attempts are made to improve

the social life. Beginning of teamwork, some interdepartmental cohesion.However the organisation still continues to be in Industrial Organisation modeManagement Practice - Lacks balance between concern for people and concernfor production. Leadership and vision mostly missing

Safety & Physiological NeedsThe organisation focuses on compliance, lacks flexibility. Employee commitment to the job is limited toachieving his personal needs and no organisation specific commitment.HR Practices is limited to developing policies and ensuring compliance. No career orientation

Management - Operational in nature. Leadership and Vision missingIndustrial Organisation - the Businesses to be participated are based on External Environment

MASLOWS MODEL NEED HIERARCHY OF ORGANIZATION/BUSINESS

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MASLOWS MODEL NEED HIERARCHY

OF EMPLOYEESSELF ACTUALIZATION

Excellence In Performance

OE to BE

Benchmarked Processes

ESTEEM NEEDSCompetency Mapping; Building

Competencies; Train the Trainers;Mentoring Scheme; Leadership

Development; Rewards &Recognition; OHS; Cross Functional

Needs; Monthly DOC Meetings

SOCIAL NEEDSCelebrations; Caring Measures;

Communication; Affiliation & network withdifferent Management bodies

SAFETY NEEDSHousing Loan, House Purchase/Renovation Loan; Marriage Loan for Self &

Dependent; Education Loan; Medical Loan; Short Term Loan; Award &Scholarships; Family Relief; Medical Relief; Benchmarked Compensation;

Organization Structure; SOPs; ISO Audit; Insurance; Mediclaim; PMS

PHYSIOLOGICAL NEEDS

Hygiene Factors; Basic Infrastructure; Facility for Transport, Canteen& Recreation; Compensation & Benefits

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BY CORPORATE STRATEGIC HR GROUP

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2007 - 2009

Manpower Planning

Compensation & Benefits

Organization Structure

PMS & Rewards

Job Description

SOP

2010

HR POLICY GUIDELINES

Induction

Competency Mapping & Training

Building Competency of SBUHeads

Organization Health Survey

Mentoring Scheme

Suggestion Scheme

Employee Referral Scheme

Exit Interviews

2011

Competency Mapping across theOrganization

Building Competencies ofEmployees at all Levels

Benchmarking of Compensation &Reward

High Potential Employees

Delegation of Authority

Magnet Award ; Star PerformerAward; Manager of the Year Award

Corrective Measures based OHS

Findings

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HIGH

SPIRITEDEMPLOYEES

TALENT

RETENTION

CADILA

EMPLOYEROF CHOICE

PREFERED

EMPLOYER

(Talent

Attraction)

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It aims to make New Joinees comfortable

Welcome of Employees by HR & other departments by Bouquet &Name on the Board

Employees Inducted on Vision & Mission; Cadila Group & sistercompanies; HR Policies ; SOP; Organization Structure & PMS

Induction Duration Below GM 2days & GM & above 3 days

100% of the employees go through Induction on joining

INDUCTION

Each SBU & division with Profit & Loss accountability is entitled forVariable Pay

Variable Pay linked to budgeted PBT

Corporate & support functions are entitled on over all achievement

Communication at all management level of Employees

HYPERLINK PAY OUT CHART

VARIABLE PAYSCHEME

Build competencies of Leadership Talent in the Organization

Workshop on PMS & Goal Setting conducted on July 15 17 &August 3 by DR. T.V Rao up to the level on DGM & above

A Workshop on Strategic Marketing Mapping will be conducted byProf. Abraham Koshy on December 13 14 2010

BUILDINGLEADERSHIP

COMPETENCIES OF

SBU HEADS

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Proactively create conducive environment for successful induction of newmember

Executive & above category up to GM are eligible. Scheme implemented inBhat from August 1, 2010

2 Day workshop on Building Mentorship Competencies conducted in 2phases & Total 53 Top Executives AGM & above trained

11 New joinees in Bhat are allotted Mentors

(HYPERLINK COMPASS FOR FEEDBACK)

MENTORSHIPSCHEME

Integrated Care of Employees through MBFS - Financial support through increase inamount in various loans. Financial relief in case of major sickness & unfortunateevent as death. Education Awards & Scholarships for Employee Children. Publication& Distribution of Booklet on MBFS

CELEBRATIONSMarriage & Birthday Party Celebrations; Team Success Celebrations;New Joinee Get Together

Alternate Saturdays Off & Flexible Working Hours

Vision, Mission, Values Communication

CARING MEASURES

CADILOGUE distribution at FO level

INTERNAL BRANDING - Initial phase intends to create a platform forstructured but informal communication

VEHICLES Know Your (XYZ) Series; Expressionz; Cultural Cab;Personalization (Proud People); Volunteering

COMMUNICATION

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COMPETENCY MAPPING

Core; Generic; Managerial; Functional & Behavioural Competencies

framework to be finalized

Behavioural Indicators for Top 21 Corporate Competencies defined

Proficiency Level from Basic to Expert Defined

Career Crossroad Model Developed

Mapping of Benchmarked Roles & Competency

Model developed by December 2010

Competency Mapping for Managers & above June 2011

BUILDING COMPETENCIES

Managerial; Generic; Functional & Behavior Training Needs

Identified

Analysis of Level wise & Location wise needs done

Identified Top 10 Training Needs level wise to be delivered in Phase 1

Phase 1 to be covered in January - July 2011

No. Of Employees to be covered:- 795

(LEVEL 1 561; LEVEL 2 162; LEVEL 3 - 72 )

Investment Involved Rs. 4738500/-

LEADERSHIP DEVELOPMENT

360 DEGREE FEEDBACK

A Multi Rater feedback approach involving Self; Boss; Subordinates;

Peers & External Customers

Planned to be implemented on voluntary basis in October 2010

In first phase, 20 Senior members to volunteer

Total Investment Involved Rs. 4,40,000

Rs. 1,00,000/ - for individual assessment

Rs. 3,40,000 for 3 day session for Counselling & Feedback

TRAIN THE TRAINERS

A Scheme (TORQUE) has been developed

Use Internal Talent for Building Competencies In House

Internal Trainers to be Trained in a 2 days workshop by NITIE to build

their competency as Trainers

Cross Functional Committee constituted to assess the efficacy of

Trainers. 17 out of 34 nominations validated

Estimated Annual cost saving for 17 trainers Rs. 10,00,000

Deployment of Trainers from November 15 2010

NURTURING SELFESTEEM

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CORE EMPLOYEE DEVELOPMENT

The scheme for developing High Potential Leaders (Core Employees)

developed.

The objective is to retain the Internal Talent by providing faster Career

growth; Training & Development; Specialized PMS & Reward Process

& Special Incentives along with 2 annual job rotations

Criteria for Talent to be linked with Performance

No. of High Potential Talent will be 20 across group

To be implemented in January 2011

EFFECTIVE PMS

Post PMS workshop, Facilitating & Inhibiting factors identified

Recommendations invited from HODs for increasing

Facilitating Factors

Recommendations collated & will be shared with employees

for their feedback

Action Plan for implementation in 4th Week of October

DELEGATION OF AUTHORITY

Each SBU Head / HOD has nominated one of his

Subordinates as Second Line for Development

Empowerment below SBU Heads done

Employees below the level of HOD up to department

Manager level to be empowered

To be implemented by March 2011

THOMAS PROFILING

RIGHT PERSON AT RIGHT JOB

Thomas Profiling is a psychometric tool based on DISC

(Dominance; Influence; Steadiness; Compliance) Theory

Support to validate the judgment of Management for Selection

Recommended to use this tool for Key Positions

A trained HR Facilitator is available to Initiate

To be implemented in November. Cost per Person Rs. 1500/-

Total Cost 1,50,000/-

CREATINGPOSITIVE

ENVIRONMENT

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FEEDBACK MECHANISMS

Induction

Mentorship Scheme

Performance Review Discussions

Facilitating & Inhibiting Factors

Exit Interviews

EXIT INTERVIEWS

Effective exit interviews conducted 1 day prior tothe leaving

Detailed feedback taken

Quarterly analysis of feedback done

Report to be circulated from 4th week of Octoberwith recommendations from HR for corrective

measures

EMPLOYEE SUGGESTION SCHEME

The Scheme is developed & implemented in Bhat

Encourages Cadilians give suggestions on ProductionMethod improvement; Financial Savings; ProcessEnrichment & Operational Efficiency; Energy Efficiency;Organization resource saving; Health , Safety &Environment Measures & Communication Methods

7 Suggestion boxes displayed across Bhat campus

Suggestions collected & documented by HRF everyfortnight. 21 suggestions received & 1 implemented

(HYPERLINK - FEEDBACK COMPILATION)

ORGANISATION HEALTH

SURVEY

Feedback system for employers that would identify &measure elements of employees engagement

Perception of Internal Employees on Parameters like -HR Processes; Business Processes like BE; Product

Quality; Corporate Responsibility; Corporate Branding& Image; Leadership Style; Communication;

To be conducted across organization in December 2010

LISTEN TOEMPLOYEES

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SELF ACTUALIZATIONExcellence In Performance

OE to BE

Benchmarked Processes

ESTEEM NEEDSCompetency Mapping; Building

Competencies; Train the Trainers; MentoringScheme; Leadership Development; Rewards& Recognition; OHS; Cross Functional Needs;

Monthly DOC Meetings

SOCIAL NEEDS

Celebrations; Caring Measures; Communication

SAFETY NEEDS

Modi Benevolent Fund Scheme; Benchmarked Compensation; Organization Structure;

SOPs; ISO Audit; Insurance; Mediclaim

PHYSIOLOGICAL NEEDS

Hygiene Factors; Basic Infrastructure; Facility for Transport, Canteen & Recreation; Compensation & Benefits

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PREFERED

EMPLOYER

EMPLOYER

BRANDING

TALENT

RETENTION

HAPPY

EMPLOYEES

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JUNE 2011:

Complete implementation of all HR Policies

Corrective & preventive measures based on voice captured of employees

Employees to be partnered in Improvement

Implementation of Business Excellence Model (OE to BE)

DECEMBER 2011: POSSIBLE OUTCOMESConsistently Achieving Budgeted Business Plan & Performance; HighDelivery of Ownership; Better Compliance for Systems, Processes,SOPs & Direction; Increased Satisfaction Level of Employees; Open& Transparent Work Culture, Employee Partnering in Business;Enhanced Performance of Employees

2012 ONWARDS : JOURNEY STARTS

Organization Health study from 2012 in alternate 2 years

Benchmarking of Business processes & HR processes

Branding of Cadila through initiatives on Community Education & Health in the surroundingvillages

Scholarships, Awards, Medals & Trophies for academically bright students in ReputedInstitutions

Participation in various National Level Competitions like Jamnalal Bajaj Quality Awards, RajivGandhi Award to establish the Cadila Brand and become the EMPLOYER OF CHOICE

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