Past Winner Case Studies 2023

The Talent Imperative:
Unveiling the Secrets of

Leading Organizations
of India Inc.
Shining the light on HR's finest

MESSAGE FROM THE CEO
The world has evolved and so have we. Technology is
changing at the speed of light.
Generative AI is changing the anatomy of the workplace and

supercharging the capabilities of individual workers.
Work models are getting redefined. Organizations are

discovering newer ways of working and human-centered
design is ruling the roost.
In 2024, SHRM India HR Excellence Awards enters its 13th

year of existence. While SHRM globally celebrated its 75 year
anniversary and India celebrated its 76th year of Achal Khanna
CEO SHRM India, APAC & MENA
Independence last year. We are growing as a nation, as our
economy grows, our organizations are becoming more agile.
The landscape of Talent Management has evolved considerably, and we continue to discover
newer ways of managing and developing talent. India Inc has made significant progress in
how we enhance our focus on People and practices governing them.
We are incredibly grateful to the organizations that come forward and participate in the SHRM
India HR Excellence Awards and lead the way in enhancing their people practices and work
passionately towards raising the bar for the profession through constant innovation.
The SHRM India HR Excellence Awards through its application process gathers tremendous
insights into what Talent Management looks like for India Inc. year on year. The Awards Case
Studies thus, throw light on the Leading People Practices of winning organizations in different
functional areas of HR.
2024 will see a new and revised avatar of the SHRM India HR Excellence Awards as we
continue to redefine our Awards process in the quest of honoring pioneering people practices
that make Better Workplaces and a Better World!
FOREWORD
The war for talent is no longer a metaphor. In today's dynamic
business landscape, attracting, developing, and retaining top
performers is the cornerstone of organizational success. This
case study compilation, "Leading People Practices of SHRM HR
Excellence Award Winners - 2023" dives deep into the strategies
and methodologies employed by pioneering organizations that
are getting it right.
Within these pages, you'll encounter unique approaches to talent

management, these success stories offer actionable insights that
can be adapted to your own organizational context.
This year we have reinvented how we tell the stories of the
Neha Pant winning organizations, giving readers a more fun and engaging
Director - Knowledge and Advisory, reading experience offering practical takeaways.
SHRM India
But this compilation is more than just a collection of best practices extending insights. It's a call to
action. It compels us to move beyond the status quo and embrace a talent-centric mindset. Here's
why:
Generative AI: The excitement over generative AI in the workplace is palpable. As companies
rush to implement generative AI capabilities, understanding the technology’s potential to deliver
value will help shape critical decisions.
The Evolving Workforce: Millennials and Gen Z now dominate the workforce, demanding a
different kind of work environment. Flexibility, purpose, and growth opportunities are no longer
perks, but core expectations.
The Skills Gap: Technological advancements are disrupting industries at an unprecedented pace.
The need for continuous learning and upskilling is paramount to stay ahead of the curve.
The Globalized Marketplace: The best talent no longer resides within geographical boundaries.
Organizations must develop strategies to attract and retain global talent pools.
The case studies in this compilation offer a roadmap to navigate these challenges. You'll discover
how leading organizations are:
Building a Strong Employer Brand: Attracting top talent starts with creating a compelling
narrative that resonates with your ideal candidates.
Developing Agile Learning Ecosystems: Gone are the days of one-size-fits-all learning models.
Successful organizations tailor learning experiences to individual needs and career aspirations.
Unlocking Employee Potential: Empowering employees with the resources and support they
need to thrive is key to unlocking their full potential.
Creating a Culture of Recognition and Rewards: Employees who feel valued and appreciated
are more engaged and productive.
"Leading People Practices of SHRM HR Excellence Award Winners - 2023" is more than just a
collection of success stories; it's an inspiration. By delving into these case studies, you'll gain
valuable insights that can transform your own talent management strategies, propelling your
organization to the forefront of the competitive landscape. The future of work is talent-driven, and
this compilation serves as your guide to navigating this new frontier.
ACKNOWLEDGEMENTS - Final Jury
S.No. Name Designation Organization
1. Bhanu Sharma Global Head HR TEGA Industries

2. Latha Nair Ex – HR Director South Asia Dupont India
3. Rekha Nair Founder Align HR
4. Sanjay Bose Executive Vice President ITC Hotels

HR and l&d
5. Pooja Bansal Chief Human Resource Piaggio Vehicles Pvt. Ltd.
Officer
6. Aarti Mansukhani Head People Experience Volvo Cars India
7. Anil Santhapuri Head of Academy for TVS Motor
Management and
Leadership Excellence
8. Mukta Nakra Head - Human Resources & Marks & Spencer India Ltd.
Sustainability
9. Vidya Munirathnam Sr. Director - Human Lowe's india
Resources
10. Jaya Mittal Managing Director – Asia Alcott Global Pte. Ltd.
11. Radhika Punshi Founder and Managing The Talent Enterprise

Director
12. Raj Tanwar Advantage Club Chief Strategy Officer and
Technologies Inc Head HR
13. Samrat Sarkar Director - Human Resources Boston Scientific
14. Shalini Prasad Director - Human Resources AGS Health

15. Akshay Mathur Head of Talent Acquisition Experian
GIC
16. Saswati Sinha Head of Human Resources Evalueserve India

(India & MEA) Pvt Limited
17. Ramesh Advisor, Consultant Culstran Consulting
Soundararajan and Facilitator
18. Mridul Srivastava Chief People Officer Shyam Spectra Pvt Ltd
19. Upasna Nischal Head of HR Fidelity International
CEO & Founder,

20. Bosco D’mello Conscious Development
Executive Coach
and Strategic Advisor
ACKNOWLEDGEMENTS - Final Jury
S.No. Name Designation Organization
Chairperson-MBA Program
21. Gayathri Sampath Krea University
and Associate Professor
(Strategy)
Professor of Labor XLRI- Xavier School

22. Santanu Sarkar
Relations and HRM of Management
AGM -Talent
23. Nisha Sharma First American India
Transformation and L&D
24. Soarabh Pathak Vice President Maruti Suzuki India Limited

People Operations
25. Dr. Ashok Ex- Director, ONGC,

Kumar Balyan Ex- MD & CEO Petronet LNG
26. Dr. V.K. Singh CEO Power Sector Power Grid

Skill Council, Ex-Director
(Personnel)
Deepak Ex ED (HRD) Gail &
27. GAIL, ECIL
Vijayenrda Shastry Director (Personnel)
Chandra
28. ED & Head IiPM (IOCL)
Kant Tiwari
ACKNOWLEDGEMENTS - Primary Jury
S.No. Primary Jury Designation Organization
1. Manavi Pathak Head - Learning and OD Samsung R&D

2. Tanuja Agarwala Professor (HRM & OB) Faculty of Management Studies,
University of Delhi
3. Surbhi Dewan Vice President HR Ashiana Housing Limited
4. Joshita Tandon Vice President and Head SRF Limited

Corporate HR , Analytics
& OD
5. Bhawna Chawla Director Talent, Learning R1 RCM
& Inclusion
6. Rajpreet Kaur CEO and Founder Fair & Square
(Frenztastic Private Limited)
7. Venkatraman Co-founder and Principal We4oria Business Consulting
Jayaraman Consultant Services
8. Pratima Gupta HR Head India Sequoia
9. Roopali Suri Independent Talent Genpact
Consultant, Ex AVP HR
10. Abanith Viswam Head - Global Strategic Amazon
Sourcing
11. Satadru Chakraborty HR Head Signify Innovations Lab
12. Ranjita Singh Senior HR Business GE Power

Partnership Staff Manager
13. Harsh Israni AVP - Organization Midland Credit Management
Development India Pvt. Ltd.
14. Vivek Balokhra Senior Manager - HR Sunlife
15. Neenu Porus Director - Talent Indigo (Interglobe Aviation Ltd.)
Management
16. Shilpi Tandon Lead - HRBP Astra Zeneca
Biopharmaceutical
Business Unit | Asia Area
Inclusion & Diversity
17. Usha Chandrashekar Coach, Author, Facilitator
and Consultant
18. Vijay Kumar Shrotryia Senior Professor University of Delhi
*Designations mentioned are accurate as of the evaluation date and may have since changed
SHRM AWARDS TEAM 2023
• Nishith Upadhayaya – Executive Director
• Neha Pant - Director and Head of Awards
• M Srividya –Director
• Sadaf Rahman - Associate Director
• Nitya Vijaykumar – Associate Director
• Vaishali Gambhir – Senior Knowledge Advisor
• Aashay Borkar - Knowledge Advisor
• Tanya Bhutani - Knowledge Advisor
Case Study Compilation
Content
• Anika Dhir- Associate Consultant
• Neeti Kalra- Associate Consultant
• Siddharth Gusain- Knowledge Advisor
Design
• Gaurav Bansal – Director– Marketing & Communications
• Animesh Rola – Marketing Manager
• Shruti Mishra – Motion Graphic Designer

CONTENTS
01 Excellence in Talent Acquisition

UKG
TATA AIA Life Insurance
02 Excellence in Learning & Development

Siemens
NTPC
03 Excellence in Developing Leaders of Tomorrow

GIC Re
Cairn
04 Excellence in Managing the Hybrid

Workplace – The HR Lens
Tech Mahindra
Infosys
05 Excellence in DEI
Mondelez
06 Excellence in HR Analytics
Infosys
07 Excellence in Health and Wellness Initiatives

Infosys
08 Excellence in Community Impact

Skoda
Lenovo
Ultimate Kronos Group
3
WINNER
Excellence in
Talent Acquisition
Ultimate Kronos Group
CONGRATULATIONS
Ramit Tyagi
Director – Talent Acquisition
"For any organization, the most valuable asset is its people and
when you hire the right talent with an intentional focus on quality,
diversity, transparency & care, you create belongingness from
day one! After all, the greatest organizations are the ones with
the happiest employees. As expectations and technology
evolve, we continue to create a world-class hiring experience for
our hires, which is also a true reflection of UKG Values, Culture,
and Behaviour. After all, “Our Purpose Is People”.
Nitin Wadhwa
Director - Human Resources
“At UKG, inclusivity matters! Our commitment to creating an

inclusive workplace is unwavering. At UKG, every team member
plays a crucial role in fostering a culture where everyone feels
valued and heard. We’re dedicated to building a diverse
workforce that reflects the richness of ideas and experiences.
From Candidate Experience to Recruitment Technology, we are
committed to pushing the boundaries!”
Sumeet Doshi
Country Manager
UKG’s Talent Acquisition team relentlessly pursues excellence,

has a keen eye for talent, and demonstrates unwavering
commitment. TA team’s ability to identify and onboard
exceptional individuals has transformed our teams. Thank you for
shaping our narrative and making an indelible mark in our
business.
SHRM HR Excellence Awards Case Study 2023

2
Take us on a journey! What's the story behind your
organization?
Born from a landmark merger that created one of the world’s leading HCM and Workforce
Management cloud companies, Ultimate Kronos Group (UKG) helps 80,000+ organizations
across every industry anticipate and adapt to their employees’ needs beyond just work.
UKG is a global provider of human capital management, workforce management, HR service

delivery, and payroll. The company was founded in 2020 as a result of the merger of Ultimate
Software and Kronos Incorporated; both companies announced they agreed to form a new cloud
computing venture specializing in workforce management and human capital management. Over
16,000 employees work for the company, which serves customers in 150 countries.
At UKG, our mission is to inspire every organization to become a great place to work through
technology built for all. We believe that technology should empower people, enhance their work
experiences, and contribute to a positive workplace culture. The recent addition of Great Place
experience that goes much beyond software.
What's the North Star guiding your ship? Tell us about the
vision and mission steering your organization’s goal.
At UKG, our culture starts with people. We inspire each other to greatness, fostering a culture of
care for one another, our families, our communities, and our customers. We take great pride in
our award-winning workplace culture and how it inspires our purpose.

3
What lofty goals are on your
organization’s hit list right
now? Spill the beans on the
key business objectives
you're chasing.
We recognize that our customers rely on our technology to drive success. Our goal is to provide
exceptional value while redefining customer experience. We also aim to go beyond the ordinary,
delivering solutions that not only meet but exceed expectations. We’re committed to being a
strategic partner throughout their journey. At UKG, we believe that our strength lies in our
people. We strive to attract, nurture, and retain the best talent. By fostering a culture of growth,
learning, and collaboration, we empower our employees to bring their best selves to work every
day. Their success directly contributes to our customers’ success. Our mission statement
encapsulates our purpose: inspiring every organization to become a great place to work through
technology built for all.

4
Every hero has their challenges
What dragons is your organization slaying
right now, especially in the daily grind?
Business Challenges
Unprecedented Growth at UKG India: The rapid expansion in India (nearly tripling its employee
strength in 2020) necessitated the development of new functions and teams to meet the
demands of new capabilities and market opportunities.
BDE&I Representation: Despite steady growth, UKG India recognized the need to elevate the
representation of women employees (27%) and strengthen its commitment to Belonging,
Diversity, Equity, and Inclusion (BDE&I).
Organization strategy transforming to drive Innovation & Financial Prudence: Evolving
business strategy required talent who takes ownership for innovation everyday necessitated
new age skills like AI, ML etc. coupled with right behavioral competencies to be hired to achieve
our purpose.
Correcting Pyramid Structure: To ensure a sustainable growth trajectory, UKG India had to
address the challenge of a top-heavy organizational structure. The concentration of talent at
mid-levels led to attrition and hindered proper succession planning and career progression.
Functional Challenges
Strengthening Brand: Post-merger, UKG
prioritized developing a new brand identity,
moving away from the legacy brands of the
merging entities to establish a fresh market
presence.
Uploading UKG Culture while Scaling New
Hire Experience: As UKG welcomed new
employees, it was critical to refine the
onboarding process to preserve the company’s
distinct culture, necessitating improved
communication, tools, and processes.
Tapping Passive Candidates: With 70% of the
global workforce being passive candidates,
UKG recognized the need to attract those not
actively job hunting but open to new opportunities, aiming to significantly alter its recruitment
strategy.
Optimize Time to Fill: Given long notice periods in India, optimizing the hiring process from
costs associated with the vacancies.

Joining Ratio: Faced with high competition for talent in the IT sector and a trend of candidates
preferred candidates amidst fierce market competition

5
Who is the target
audience for these
intiatives? What unique
needs does this
audience have?
UKG in India focuses on attracting high-end Flexible Work Arrangements: Flexibility in

technical talent across various experience work arrangements is increasingly
levels to innovate, implement, and support becoming important for the Indian
new products, while also targeting sales workforce, especially considering factors
professionals to expand its client base. To like commute times and work-life balance.
it's crucial to account for below cultural significant advantage.

nuances, skill sets, preferences, and career
aspirations specific to the Indian market. Social Responsibility/Community Impact:
Newer generations look forward to creating
Belonging, Diversity and Inclusion: India is a an impact on community and environment
diverse country with various cultural, at large, thus ESG strategy with Corporate
social responsibility is increasingly
ensured that our UKG initiatives remain important to organizations to be able to
inclusive and considerate of this diversity. attract and retain workforce Showcase your
organization's commitment to social causes
Purposeful work/Tech-Savvy Workforce: and sustainability.
India has a large pool of tech-savvy
Workplace Culture: Foster a positive
appeal to a workforce that is comfortable workplace culture that values collaboration,
with technology, SaaS applications, and teamwork, and open communication. This
digital platforms. can help in retaining talent and attracting
top professionals.

6
How does The year 2020 presented unique
opportunities alongside challenges,
your HR
marked by rapid growth in India as well
as post-COVID macroeconomic trends
such as uncertainty, inflation, cost
game plan
pressures, and evolving expectations
around workplace culture, remote work,
gig economy, and the Great Resignation.
sync up with
And the journey continues to have
additional complexities with Global
Capability Centers (GCCs) building
the overall
capabilities in India (expected to add
4-5lacs jobs in FY23-24) instead of
outsourcing to IT giants creating more
business
choices for Niche jobs impacting Talent
pool availability and competitiveness for
organizations like UKG.
goals? As UKG grew in India, the Talent

Acquisition (TA) team’s primary focus was
on attracting the right talent at the right
adapting to changing internal and

external environments, while also
emphasizing strong retention strategies
to minimize talent loss.

7
Lay out the epic initiatives UKG unleashed to
conquer the challenges in its path.
concentrated towards Strategy, Culture and Governance and were greatly supported by
progressive initiatives that leveraged technology, culture, community, digital media and above all
experience.
Below are two unique and progressive Pre & Post Hiring initiatives that have significantly
impacted engagement of our new hires driving culture of inclusion, exceptional Experience and
hiring metrics:
PRARAMBH – Pre-Onboarding Engagement

Initiative for Early-Talent
The initiative "Prarambh" (meaning a fresh start) is inspired by the cultural significance
of family where parents always take the first step with their children from Play school to
Formal school and even to the College to give them support and confidence, we invite
both campus hires and their parents to an immersive day with us.
Key highlights of the "Prarambh" event:
•Business and HR presentations, facilitated by our leadership and BDE&I experts.

•Round table discussions, engaging parents in conversations about our culture and
belonging.
•Talent show, where budding stars from both our community and incoming campus hires
shine on stage.

8
“Moments That Matter": Living our EVP with
Candidate Care Role
Maya Angelou’s words, “People forget what
you said and did, but they never forget how
you made them feel,” echo profoundly in
UKG’s unique approach to talent
engagement. At each stage of the hiring
journey, recognizing these pivotal “Moments
That Matter,” UKG has woven a
culture-driven strategy that redefines
candidate and new hire experiences through
our “U to U Krew program” for all LATERAL
(Persona) Hires.
Central to this philosophy is our innovative

“Candidate Care” role. This role was
envisioned to amplify onboarding that
enables candidate experience based on
“Women Talent”, “Boomerang” etc. This

single point of contact works very closely At UKG, the sense of belonging starts before
with Business leaders, Hiring Managers, day one. We emphasize work-life harmony
Talent Acquisition partners and HR Business and appreciation for our employees' families,
partners to ensure seamless integration of sending a thank-you letter and a small gift to
onboarding points, scalable initiatives & a candidate's family and a special gift to all
personalized engagement (answering female candidates to inspire growth. To
queries, guiding candidates through ensure a smooth onboarding, we conduct
verification processes, and providing two monthly pre-onboarding sessions, "Ask
pre-hire support). By creating a tangible Us Anything" and "Pre-onboarding Connect,"
connection, we create a lasting impression introducing new hires to our values,
behaviors, and benefits. The Pre-onboarding
Connect session, featuring speakers from
Our Pre-Hire Newsletter is another avenue
in-depth look at UKG's products, technology,
at UKG, job opportunities, and testimonials and culture, aiding retention and preparing
from new hires. This platform beckons top candidates for their journey with UKG.
talent while allowing our people to
authentically share their UKG experiences. Recognizing the pivotal role of managers, we
conduct the “Hiring Manager Roadshow,”
educating them on onboarding best
practices. This empowers managers to
provide a supportive environment, align
expectations, and foster clear
communication.

9
There were several challenges along the
What way during the implementation:
hurdles did • Getting the buy-in from the

leadership on the partnership and
financial investments
your team • Identifying the right stakeholders and

SPOCs from TA, HR, Finance,
encounter
Workplace, IT and Business to create
the right experience
while
• Amplifying the new branding and
EVP for the merged entity of UKG,
specifically for India as a region of
growth
bringing • Infusing the new branding into the

communication channels and content
these
to come out as an Employer of
Choice, without losing the grip on the
targeted diversity, inclusion, and UKG
initiatives to
culture and values
• Planning and organizing the events in
life?
person after the pandemic for both
internal and external stakeholders

10
How did your company Sherlock Holmes its
way through measuring the impact and
initiatives, it was imperative to look at
initiatives –
Gender Diversity Representation – How we

influence overall gender representation
through our early talent program was a key
aspect based on the business imperative of
BDE&I.
Joining Ratio
join ratio to optimize business growth. It is
the measure of joiners in comparison to the
Internal Referral Rate – plays a pivotal role
Retention Rate of Early Talent – To ensure in supporting growth and upholding culture
that we don’t have a leaky bucket during and camaraderie.
onboarding / initial year of joining.
New Hire Onboarding Experience - There – significantly impacts business outcomes.
are surveys and meetings conducted at Candidate Experience - There is a survey
Week1 and then 30-60-90 days frequency that goes out at every step of the
to check the pulse of the new hires and if recruitment journey through our ATS
they need any support. (Applicant Tracking System) and candidates
Qualitative Feedback - From candidates fill the overall experience rating.
Hiring Manager Experience – Hiring
stages of the hiring cycle to share

feedback about the recruitment process as
well as the quality of hire (a 45-90-day
survey is in place to capture any feedback).
UKX- U-Krew experience survey is
conducted twice in a year, where every U
Krewer provides ratings on several
parameters related to UKG culture, strategy
and alignment, leadership, and direct
manager. These are anonymous surveys,
and an action plan is then devised as per
results by people leaders.
Infant Mortality Rate – We also look at
early attrition trend to ensure we don’t
have a leaky bucket.

11
What were the thrilling results and
outcomes achieved through the
implementation of these initiatives?
The constant growth and expansion journey at UKG India has been immense and
has been influenced by some significant wins.
Prarambh (an initiative focused on Early Talent)

A remarkable 98%
joining ratio, demonstrating the resonance of
our culture with incoming talent.
A significant 48% gender diversity achieved
through this inclusive approach.
90% retention rate for our early talent with
average tenure of more than 3.5 years
Positive feedback from all stakeholders,
strategy.
This is some of the feedback for Prarambh:
Thank you for making us confident about the strong ethical standing of the
company, we are grateful to have lived this event together as a family. It was really
a fulfilling experience.
I have seen this kind of an event for the first time by any company, thoroughly
enjoyed it, the atmosphere was lively, and the infrastructure was amazing as well.
The experience was great, the initiative to have the parents/guardians to get to
know which company their child would be joining and would be working for was a
mesmerizing experience. The motive to empower girls in this area is a great thing
as well.
Prarambh event felt like “Met Gala”. I really loved the Photograph with my son at
his future workplace.
I got the great opportunity to visit UKG and I felt really proud. Your team
collaboration for this event is highly commendable.

12
Candidate Care Role / Persona Based Candidate
Experience
Gender Diversity New Hire Onboarding

Representation Experience
Increased from 27% to 32.5% for Our new hire 0-6 months tenure group
overall India since 2022. engagement score continues to be
Significant role of hiring with strong at 98%
42% women representation in
lateral pool in FY23
U Krew
What were the thrilling results and Experience
outcomes Survey
achieved
through implrementation of the Our
intiative?
new hire 0-6 months tenure group
Candidate Experience engagement score continues to be
strong at 98%
Scores from internal survey
hovers around 99%, UKG
Glassdoor rating on Interview
process strong at 83% Joining Ratio
lateral hires while the industry is

Internal Referral Rate struggling big time with more than 30%
Our internal referral rate continues
to be more than 30% with an
outstanding <1% vendor usage
despite significant growth.
Time to identify talent
Reduced TTF (time to fill) to just

38 days with notice periods
anywhere between 30 to 90 days
(about 3 months), which is fastest
as compared to other regions like
US (avg TTF – 51 days), where we
have just 15 days (about 2 weeks)
of notice periods.
Hiring Manager Experience

Our most recent survey shows 95% positive experience from HM on new hire quality
and 86% on overall recruiting experience
Early Attrition (within 1 year)

reduced from ~10% to ~6% over last 12 months, trend shows consistent improvement
over last couple of years.

13
What were the key ingredients be it
leadership, teamwork, or policy magic that
made your initiatives a hit?
Part of Business
Strategy & EVP
Our EVP - United by
purpose. Inspired by you. –
comes to life with “Moments
that Matter” and boast about
the culture and inclusion
alongside innovation. There
Dedicated team aligned to
bringing EVP to life and
these initiatives forms a big
Formal Operations and Care team
piece of EVP in India.
institutionalized at global level with our
CPO driving the agenda as part of People
Strategy and Candidate Care role is
expanded globally.
Leadership Sponsorship
After the successful execution of Prarambh
first season, Prarambh received
sponsorship from global BEI (Belonging,
Equity and Impact) team and continues to
be our focus for upcoming years.
Separate Budget Allocation

We are continuously working on enhancing
the overall agenda for these initiatives which
calls for a separate budget to be in place for
these unique initiatives.

14
THE WISDOM GAINED!
What were the golden lessons and lightbulb
moments from the implementation of these
initiatives?
In the competitive talent landscape,
creating a positive candidate experience,
both pre- and post-hiring, is crucial for
attracting and retaining top talent.
Successful initiatives must address
long-term business challenges and align
with the organization's Employee Value
Proposition (EVP) and values, requiring
strong support from business leadership.
By prioritizing culture and employee

experience, financial incentives become less pivotal, emphasizing the importance of
fostering a workplace built on care, culture, and community. Ultimately, the impact of any
initiative hinges on creativity and the ability to embed these values into the organizational
fabric.
What's in store for the next chapter of the

initiatives? Any sneak peeks or thrilling plans for
the future?
Apart from our flagship events - “Prarambh” and “Pre-Onboarding Open house” which is
successfully creating an impact for the last 7+ years, these are some more initiatives to
raise the bar for ourselves:
Project #1: Interview Project #2: Training the Hiring

Journey Managers
-We are working on having a
standardized globalized We are working on training our hiring managers
interview journey, common and certifying them to be UKG Interview
across all regions with an aim to Panelists to bring more consistency to the
improve the Candidate and approach and rating. Also, adding a flavor of
Hiring Manager experience and competency-based hiring rather than purely
reduce the time to fill. skill-based hiring.
Our aim is to take experience to the next level and hence we are planning to partner with
external agencies to help us craft them better. The Early careers team and Onboarding
team is committed to designing these events and bringing in a fresh flavor every time.

15
TATA AIA Life
Insurance Company Ltd.
3
Special Recognition
Excellence in Talent Acquisition
TATA AIA Life

Insurance Company Ltd.
CONGRATULATIONS
Kristyl Bhesania
At Tata AIA, one of our cornerstone values is “People - Our Core.”

In our quest for excellence, we strive to be innovative and create
best practices to ensure that the business has the right talent to
deliver excellence at work. We focus on attracting top talent by
providing opportunities to shape the future, career progression,
competitive compensation, and providing a great place to work.
Our structured talent acquisition strategy is intrinsically linked to
our organization’s vision and business objectives aligned with our
robust capability-building plan to meet the organizational
growth needs. This encompasses attracting, sourcing,
onboarding, engaging, and continuously enhancing our talent
pool. We adopt new-age hiring tools such as cloud-based hiring
etc. to ensure that our workforce represents diverse ideas,

cultures, and communities. Initiatives like the RISE MT program,
the Young Pioneers Program (Hire, Train, and Deploy model), and
I-Nest (Global Internship Program) groom and retain millennial
talent in management and sales roles. Adaptability and agility are
ingrained in our ethos, keeping our workforce ahead of the curve
in a rapidly changing environment.

Take us on a journey! What's the
story behind your organization?
Tata AIA Life Insurance Company Limited is a joint venture company, formed by Tata Sons Pvt.
Ltd. and AIA Group Ltd. (AIA). Tata AIA Life Insurance combines Tata’s preeminent leadership
position in India and AIA’s presence as the largest, independent listed pan-Asian life insurance
group in the world spanning 18 markets in the Asia Pacific region. Tata AIA Life Insurance is also
one of the leading insurers in the Indian private sector.
What's the North Star guiding your ship? Tell us about

the vision and mission steering your organization’s goal.
At Tata AIA, our Employee Value Proposition is an ecosystem of unwavering support,

recognition, and shared values that empower employees to realize their full potential during
their professional journey. Our commitment to our employees is rooted in the ethos of the Tata
Group, where our people philosophy is - “doing the right thing the right way with the right
people and the results will come.” Our core value, “People – Our Core” forms the base of our
organization’s vision and mission. We prioritize the well-being and growth of our employees,
aligning their capabilities with the overall organizational strategy. The workforce capability and
capacity needs of Tata are interdependent on its Mission, Vision, Values, and strategic priorities.
The Tata AIA Credo

What lofty goals are on your organization’s hit list right now?
Spill the beans on the key business objectives you're chasing.
individuals, Tata AIA sells protection, savings, and investment products. Individual business is the
key focus area for the Company. The Company also sells credit cover to corporates for loans
business that is uniformly distributed across various channels, Tata AIA is focused on consumer
centricity through leveraging digital technologies.
The landscape of the life insurance industry is undergoing rapid and unexpected transformations.
Remaining adaptable to emerging technologies and regulatory changes is crucial, all while
maintaining a balance between digital progress and traditional interpersonal engagement.
Although this presents a notable challenge, it is imperative for achieving success.
The dynamic nature of the life insurance industry's marketing, regulatory, and technological
frameworks requires constant adaptation. It also poses a considerable challenge for the Talent
Acquisition team with respect to attracting, recruiting, and retaining top-tier talent.
The industry confronts distinctive hiring challenges, including fierce competition for skilled
individuals, the sourcing of candidates in remote locations, high attrition rates, and a scarcity of
access to passive talent. Organizations in this sector must also build a strong employer brand to
substantial volume of hiring, onboarding nearly 600 employees on average each month across
more than 400 locations in India.

What dragons is your
organization slaying
right now, especially in
the daily grind?
Keeping in mind the unique nature of the insurance sector, the volume of hiring, as well as the
organizational priorities of growth and retention, the Talent Acquisition team at Tata AIA studied
the existing recruitment process and identified some of the key issues it currently faced.
Low Visibility on the Candidate Funnel

Multiple steps requiring manual
The applicant details were being fed into
intervention: The current recruitment
process involved multiple steps, which
was little to no visibility on the candidate
funnel and hence no building of a talent
For example, a typical recruitment
pool. The hiring process was reactive rather
process involved posting job ads,
screening resumes, coordinating and
finding and attracting top talent in the long
conducting interviews, performing
term. Additionally, the absence of a talent
background checks, and negotiating job
pool led to a lack of understanding about
where the best candidates are coming from
recruiter’s time and attention, and often
involved manual tasks such as and how to improve the hiring process. This
lack of availability also impacted the
scheduling meetings and communicating
candidate pipeline for future hiring
with candidates, vendors, and hiring
managers. Collecting and reviewing the positions.
candidates’ documents was also a
challenge and was not supported on a
mobile platform. Governance and Audit Trail Challenges
More the manual The absence of a centralized repository for
interventions candidate data as well as the lack of digital
required in the signature solutions led to an increased
process, the
more interventions for crucial processes related
time-consuming and to governance and audits. Data had to be
error-prone it was, tracked manually and cross-checked on a
leading to reduced repeated basis. Storing large amounts of
data was becoming a hurdle. Consequently,
costs. a higher allocation of man-hours was
required for non-recruitment tasks.

Poor candidate experience: Lengthy forms and lack of
compatibility with mobile devices in the candidate journey were
negatively impacting the user experience. This was leading to
frustration, abandonment of the application process, and
potentially deterring qualified candidates from applying for current
as well as future positions.
Better Social Media Presence: Social No Centralized Sourcing System: The

media has evolved into a crucial tool for lack of a centralized sourcing system
companies aiming to broaden their reach capable of automating duplication
and engage with potential candidates. By checks and validating the manual source
not adeptly utilizing social media of hiring credits was not only causing
platforms, Tata AIA was overlooking the
chance to connect with individuals who risk.
might not be actively
seeking Future Capability Building: There was a
employment need to institutionalize programs for
through traditional management trainees and front-line sales
job boards. employees to create a continuous flow of
quality talent in both business support
and sales functions.
No Online Portal for Vendors: In the absence of an

online portal for vendors, the process was more
prone to delays, errors, and the risk of
miscommunication as it was more dependent on
being tracked as well. Recruiter productivity was also

impacted as multiple follow-ups would be required to
get an update on candidate status.
No Insights and Dashboards: Lacking access to

data-driven insights, leaders found themselves
navigating through multiple sets of data sheets to make
informed decisions about their recruitment strategy.
This approach resulted in missed opportunities to
optimize their hiring decisions.

of a central repository for maintaining critical data and live tracking mechanism highlighted a
clear requirement for automation in the talent acquisition process to overcome people as well as
organizational challenges. This meant outlining all stages in the talent acquisition journey from
sourcing to creating a Wow onboarding experience. Keeping these objectives in mind, Tata AIA
talent).
ATS Implementation Roadmap
This was formulated with the intention that a best-in-class candidate and employee experience
for the organization.

22
Lay out the epic initiatives
Tata AIA unleashed to
conquer the challenges in
its path.
As a leading player in the Indian
insurance sector, Tata AIA
recognized the need to
attract top talent by
streamlining
interactions among
various stakeholders.
Embracing a
long-term
sustainability
perspective, the
talent acquisition
team embarked on
a structured journey
to optimize their
hiring process,
revolutionizing the
organization's approach
to talent acquisition.

23
Here are the initiatives undertaken by Tata AIA to
achieve these objectives:
Partnering with RippleHire ATS to set up Focused Campaigns and Employee
E-Hire + Advocacy
Tata AIA integrated RippleHire’s Our focused campaigns targeted key
cloud-based, mobile-friendly end-to-end channels and functions, ensuring recruitment
ATS to govern and simplify the talent for essential positions. Collaborating with
acquisition process. This adoption RippleHire, the talent acquisition team
identified target communities and engaged
them through personalized campaign emails
provided real-time updates for all and intelligent SMSes for various open
stakeholders. Through digitization for positions.
improved productivity, process workflows,
reminders, and document uploads were
automated thereby enhancing recruiter
productivity and expediting process
closures.
Tata AIA implemented a robust candidate

processing engine, enabling quick responses
Implementing Attractive Referral on referrals and dedicated screening by
Campaigns RippleHire's team. It also had the functionality
Through the E-Hire+ portal, Tata AIA
actively encouraged employees to share among applicants. This streamlined approach
job openings on popular platforms like eased the load on hiring managers, ensuring
WhatsApp, Facebook, LinkedIn and better shortlisting, quicker interviews, and
email. To enhance diversity
in the candidate
pool, themed Recognizing Top Contributors
campaigns
Regular publication of contest leaderboards
aligned with
fuelled healthy competition, enhancing
festivals and
employee morale and driving higher
holidays were
participation in the referral program. This
strategically
gamified and incentivized approach resulted in
employed.
a 5% increase in sourcing through employee
referrals within a year of implementation.

24
Tata AIA and RippleHire collaborated to create a visually appealing, mobile-based
organization's culture and values - going beyond the conventional compensation details. This
premium experience.
Best-in-Class Onboarding
Tata AIA’s onboarding practice of
Swagatam/ E-Swagatam - wherein the
supervisor and team welcome the new
joinee with a bouquet on the first day,
set the organization apart, instilling a
sense of belongingness and fostering
talent retention. Seamless execution
across the organization, pre-joining
emails, workstation arrangements,
timely IT asset allocation, and induction
programs enhanced the new joinee's assimilation into the company's culture and mission.
Institutionalization of Capability Building Programs

There was a need to institutionalize programs for management trainees and front-line sales employees to
create a continuous flow of quality talent. Tata AIA thus formulated the following programs to help build a
leadership pipeline across various sales and support functions:
RISE (Rakshakarta in Steering Excellence) RACE (Rise in Agency Career with

Excellence)
RISE is our well-defined Campus Hire Program, aiming
RACE is a well-defined, structured 12-month
to hire and nurture fresh talent from premier
program as part of our frontline capability-building
management institutes. Through a series of
initiative, designed to bring fresh talent from
assessments and panel interviews, the best candidates
campus for the front-line position for the Agency
are handpicked to create the future leadership pipeline
and nurture them to be future leaders in our
for TATA AIA Life. They undergo a yearlong on-the-job
Agency Distribution channel. These trainees work
training (including 4 months of field sales training),
in the Agency branches and thereby enable us to
mentored and guided by the Senior Management and
have ready to deploy talent for new branches as
ManCom members till they graduate from the RISE
well.
program and beyond.
YPP+ (Young Pioneers Program)

YPP+ is a hire-train-deploy model that is aimed at building front-line sales capability. This specialized program
focuses on providing conceptual clarity, skill building, and industry exposure by academic and functional

25
Neev: This is our CA Finance Management Trainee
initiative specifically for our Finance departments. The
objective of this initiative is to ensure that qualified
CA freshers in the finance team can assist
them in ongoing critical projects and will
be groomed to be the pipeline for future
leadership positions.
I-Nest: This Internship Program aims to bring in students from premier universities across the
globe to provide them an insight into the dynamic Indian business landscape. We, in turn,
benefit from the diverse perspectives of young minds who work on short-term strategic
students who can then be part of the Management Trainee Program (RISE).
In addition to the above initiatives, we encourage job movements and

career growth through internal and external mobility programs within
the Tata and AIA groups.
Tata AIA’s GIG workforce initiative has been introduced to attract

niche skills for specific projects for shorter duration (3-9
months). With the increase of the work-from-anywhere
concept, these GIGs are available as independent
freelancers, online platform workers, contract or temporary
workers depending on the business requirements.
Tata AIA’s initiatives in talent acquisition have been

instrumental in transforming the organization's hiring
process. Through a blend of innovation, technology, and
employee engagement, Tata AIA continues to attract
top-quality talent and
uphold its reputation
as an employer of
choice in the
insurance sector.
These endeavors
have not only
optimized talent
acquisition but also
underscored Tata
AIA’s commitment to
nurturing a thriving
and inclusive
workplace.

26
How did your company
Sherlock Holmes its way
through measuring the
these initiatives?
Deployment of the ATS (E-Hire +) in partnership with RippleHire has had a high impact
on recruiter productivity due to the automation of tasks such as interview scheduling,
soliciting feedback, etc. Duplication checks built into the system have enabled the right
source credit. System-driven document collection and validation, automated checks,
and integration with downstream applications have
together facilitated a faster turnaround time for
the end-to-end recruitment process. Process
governance and sanctity are ensured
through source checks within the
application, capturing and documentation of
interview feedback in the system,
maintaining proof of regulatory
compliance, and approval of workflows.
At the same time, we have been able
able to check the number of profiles

proposed and the timeline of
proposals. Real-time status updates
to all stakeholders have ensured
transparency in the process thereby
Overall, simplification of the process

through the adoption of E-Hire+ has
enabled integration of the right
stakeholders at all touchpoints as well
as better communication and closure
timelines.

27
Access to a larger talent pool, referrals, and campus programs have also facilitated a higher
gender diversity ratio, with the % of female hires increasing from 23% to 27% between 2018 and
2023. Tata AIA has one of the lowest voluntary attritions in the industry, which is in part due to
the usage of predictive assessments in recruitment to improve the quality of hires and thereby
curtail attrition at an early stage.
A positive candidate experience score evolved over the years has helped us in building our
EVP which is advantageous for the internal team to attract candidates externally and improve
our overall TAT. Adoption of ATS, a reimagination of the referral program, institutionalizing best
practices such as Swagatam, and capability-building programs have all contributed not only to
the bottom line but also to the organization at large through a growing and high-performing
talent pool.
What were the thrilling results and outcomes achieved through the
implementation of these initiative?
What were the key ingredients, be it leadership, teamwork, or

policy magic that made your initiatives a hit?
Tata AIA has established itself as a leading force in the life insurance sector, achieving
remarkable success in talent acquisition and sustainable growth. Our commitment to
facilitating change, embracing competition, and fostering a positive culture of excellence and
innovation has been the driving force behind our transformative initiatives. To ensure the
continued success and sustainability of these initiatives, we have laid a strong foundation
through well-defined structures, policies, and standard operating procedures (SOPs). These
essential elements have not only guided the implementation of our initiatives but have also
facilitated continuous process improvements in the long run.

28
Building a Robust Framework
HR Recruitment Policy Manual:

Our comprehensive ready reckoner clarifies recruitment policies and
processes at each stage, ensuring that recruitment is driven by a systematic
acquisition practices.
Standard Operating Procedures (SOPs): Employee Referral Policy:

Our well-defined SOPs play a pivotal role With a well-structured referral policy in place,
employees are encouraged to refer suitable
various channels, including placement candidates for open positions. This incentivized
consultants, corporate HR guidelines, new approach fosters a strong sense of belonging
employee confirmation, background and participation within our workforce, driving
verification, and reference checks. higher-quality candidate sourcing.
Job Description Manual:

Each and every unique role has a specified job description that is
vetted by the respective business team and is part of the online JD
Bank for ready reference and standardization of the recruitment
process.

29
Boosting Employee Engagement through Referrals
By promoting employee referrals via the E-Hire+ portal, Tata AIA created a high sense of
belonging and participation among existing employees. The introduction of attractive
campaigns and incentives not only enhanced talent sourcing but also acted as a critical factor in
employee retention and improved brand visibility in the talent market.
Leadership Commitment and Leveraging Technology for Excellence

Technology Adoption Tata AIA has made significant strides in deploying
The commitment of our leadership cutting-edge technologies to enhance talent
and top management in adhering to
policies, guidelines, and SOPs plays TDA (Technology, Digital and Analytics) strategy.
a critical role in the success of our From gamified referrals and ATS to integrated HRIS
talent acquisition initiatives. We and candidate screening engines, we have reduced
invest time and resources in the time-to-hire and improved the quality of our hires.
latest technologies, process
improvements, and people
capabilities, as well as reviewing
periodically – thereby creating a
culture of continuous innovation.
Seamless integration and

Streamlined Processes
Involving stakeholders from the Enhanced Onboarding Experience
implementation stage facilitated The onboarding process of Swagatam/
smooth API integration with other E-Swagatam, left a lasting impact on new
HR systems. The digitization of joiners. From engaging HRBPs as their point
workflows and document uploads of contact to structured orientation programs
through E-Hire+ improved recruiter conducted by the Learning and Development
productivity, reducing turnaround (L&D) team, new employees felt welcomed
time and enhancing the overall and acquainted with Tata AIA's culture and
recruitment experience. values, resulting in higher retention rates.

30
Leadership Pipeline and Future-Ready
Talent
The institutionalization of
capability-building programs like RISE,
Neev, and RACE nurtured a strong
leadership pipeline, ensuring a steady flow
of skilled talent ready to assume
leadership roles. Leveraging various talent
acquisition technologies, including
Data-driven Decision Making
assessments, social media hiring, and
The integration of E-Hire+ with other HR
gamification, further solidified the
applications provided valuable data critical
credibility of the talent acquisition
to downstream processes like employee
processes.
code creation and system access.
Data-driven insights empowered HR
leaders to make informed decisions,
optimizing the talent acquisition strategy.
Holistic Candidate Experience

From sourcing to best-in-class onboarding,
the initiatives taken by Tata AIA
significantly improved the candidate
experience showcasing the company's

culture and values beyond compensation
details garnered positive feedback, Embracing the Future of Talent
leading to enhanced joining ratios and an Acquisition
exceptional candidate journey. We recognize the dynamic nature of talent
acquisition and its ever-evolving
paradigms. Embracing diversity,
automation, technology, capability
building, and innovation remains at the
forefront of our strategy. For instance, we
have started the GIG Workforce Hiring
initiative to attract niche skilled resources
for specific projects for shorter durations.
Our agile and customer-centric approach
enables us to leverage existing
capabilities while adapting to emerging
changes in the talent acquisition
landscape.

31
What's in store for the next chapter of these
initiatives? Any sneak peeks or thrilling plans for
the future?
To ensure the sustainability of our initiatives, we continuously review our Target Operating
Model, align workforce capacity and capability with our business strategy, and focus on trac-
king and attracting the right talent externally and internally. Every member of Tata AIA is an
ambassador of our brand, actively engaging and guiding potential talent to explore fulfilling
careers within our organization.
Tata AIA’s commitment to employee-centric talent acquisition initiatives has created a lasting
impact on major stakeholders within and outside the organization. There has been a substan-
tial enhancement in the hiring process expe-
rience for recruiters, candidates, vendors, and
hiring managers alike. The transformation in
recruitment practices has led to increased
and elevated brand reputation as an employer

-
vative strategies, and data-driven decisions,
Tata AIA has successfully empowered talent
acquisition, reaping substantial rewards.
As we progress on our journey towards becoming

the preeminent protection provider, we remain stead-
fast in our pursuit of talent acquisition excellence. By
fostering a positive and innovative culture and adop-
ting the latest advancements in talent acquisition,
Tata AIA is poised to sustain its remarkable
growth and leadership in the insurance indus-
try. Our commitment to driving positive
change, embracing newer technologies,
staying ahead of competition, and nurturing
future leaders sets us apart as a trailblazer in
talent acquisition excellence.

32
April 2024
Siemens Limited
3
WINNER
Excellence in
Learning & Development
Siemens Limited
CONGRATULATIONS
Shruti Malhotra
(Head, Global Learning & Growth, India)
“Our vision is to make Siemens a place to thrive. In an

ever-changing world, learning & growth are the fuel to
stay resilient, relevant, and ahead of the game. As an
individual and together as a company, we enable our
people and organization to reach their full potential by
shaping an ecosystem of growth opportunities and a
culture inspiring continuous learning and growth.”

34
organization?
Siemens Limited is a technology company focused on industry, infrastructure, digital
transformation, transport as well as transmission and generation of electrical power. It is the
flagship listed company of Siemens AG in India.
As a focused technology company, we combine the real and the digital worlds and help
customers meet the great challenges of our time.
The company’s business structure is well-oriented in meeting the needs of the industry in
market-oriented organization structure, global technology leadership, and strong local

competence, the company is in a good position to partner with the country in sustainable growth.
The business of Siemens Limited (a flagship group company of Siemens in India) is aligned with
Energy, Smart Infrastructure, Digital Industries, and Mobility.
Siemens' long-term commitment in India began in 1867, when the company’s founder Werner von
Siemens personally supervised the setting up of the first telegraph line between London and
Calcutta. Today, Siemens has a strong manufacturing footprint across the country, various
Centres of Competence and R&D centres as well as a nationwide sales and service network. In
2022, with a goal to accelerate digital transformation and value creation for customers of all
sizes, Siemens launched the open digital business platform ‘Siemens Xcelerator’ in India. So far,
it has achieved a significant milestone for the Siemens Xcelerator platform with over 100
India-relevant digital use and reference cases spanning various industries.
We believe that technology is the key to a Siemens promotes a growth mindset and
sustainable future, and it is people who an inclusive, empowering culture to
develop this technology. To successfully support people’s employability and
transform society and the economy, Siemens’ sustainable business success.
future-oriented skills in digitalization, Our strategic priorities are:
technology, and sustainability are • Customer Impact
paramount for addressing this challenge. • Technology with purpose
When it comes to strategic learning, • Empowered People
Siemens invests with a clear focus on • Growth Mindset
digitalization, sustainability, and leadership
education. The company is consistently
enhancing learning opportunities, career
development pathways, and upskilling and
reskilling initiatives to create a positive
impact on its people.

35
How has Siemens, as a leading technology
company, responded to the rapidly changing
digital landscape and evolving employee
expectations?
At Siemens, as a leading technology company, we anticipated the need to adapt to the rapidly
changing digital landscape and the evolving expectations of our employees. Keeping people at
operations:
Relevant knowledge to Digitalization and the

keep were
What pace with
therapid New Hybrid
thrilling results way of
and outcomes
changes working
achieved through implrementation of the
intiative?
The pace of change in the
business environment meant that
The nature of work was
transforming, requiring us to
our employees' skills and adapt to new ways of working
knowledge were quickly and leverage digital technologies.
becoming outdated.
From a set career path Attraction to human-centric

to a highly individual development opportunities
career journey New hires and current employees
Employees were eschewing were drawn to organizations that
traditional job-for-life approach, set prioritized their personal growth
career pathways, favoring and development.
continuous, self-directed, lifelong
learning, personalized learning,
and growth opportunities.
While learning and development has

always been important at Siemens, its
earlier instructor-led, classroom model
had limitations. While this model is very
leadership topics, it had to scale up to
opportunities to a wider range of

employees. We needed to transform
learning and development into a digital,
employee-owned lifelong journey.

36
How does your HR game plan sync up with the overall
business goals?
To address the challenges mentioned above, we implemented a new, holistic learning strategy
centered around MyGrowth. This strategy aimed to foster a growth mindset and a culture of
lifelong learning within our organization. It was more than just providing learning opportunities;
it aimed to bring about a larger cultural shift to help nurture and engrain a growth mindset and a
culture of lifelong learning – a culture of openness to feedback, development opportunities,
and willingness to learn.
Lay out the epic initiatives Siemens unleashed to conquer

the challenges in its path.
MyGrowth is the key enabler for a growth mindset which is essential to remain resilient and
learning and growth to its users and helps them adapt and evolve in their individual growth
journeys by developing them in the required areas of improvement. MyGrowth provides inspiring
learning content, experiences, and development tools to fuel continuous growth.
opportunities to all Siemens employees tailored to:
• Personal & Professional development.

• Career growth
• Continuous learning, including a digital learning platform at the heart of the ecosystem
called My Learning World.
With a conscious aim to put the individual at the centre of this learning experience,
the ecosystem was designed to:
• Promoting individual curiosity and

self-directed learning.
• Foster a growth mindset and facilitate
personal growth at a large scale.
• Nurturing strength-based Leadership
approaches.
• Fostering Coaching based
conversation to enhance learning
and development.

37
Putting employees in the driver’s seat, to steer
their careers, employees are given various
tools and platforms to:
1. Self-Reflect
Self-reflection is an empowering, forward-thinking practice that can help employees look
inwards, and assess their strengths, skills, and ambitions before chalking out a
development plan. It’s the place for people to identify individual strengths in addition to
focusing on their physical, mental, and social health and wellbeing. With Self-Reflection,
employees can create individualized learning plans and steer their own learning and
development.
It consists of the following sections:
My Strengths: My Feedback:
Strengths self-evaluation tool In-house Multi-Source Feedback
provided by Strengthscope® (360 degree) instrument where
users can set up their own
feedback survey of qualitative as
well as quantitative questions.
My Skills:
Focused on personalized skills
development, users can complete
self-assessment of their skills, identify Self-Care:
skill needs, and receive personalized A space to reflect on individual
learning recommendations based on resilience, health, and wellbeing,
skill gaps). This is also beneficial to and to get concrete advice to
the business as it enables the integrate health strategies into
upskilling of the workforce based on everyday life.
a skills gap analysis.
2. Learning (My Learning World)

Because learning new skills and expanding knowledge is so crucial to individuals,
teams, and businesses alike, we provide an extensive selection of tools and learning
resources to help employees feel strong and agile.

38
3. Career & Growth
At Siemens, making a career is more than climbing the traditional careers ladder, it
is all about the individual journey.
This section provides tools and resources to support people in achieving career
progress and shaping their own career development. Features include:
People Profile:
A Siemens-specific LinkedIn-type
profile (that can be imported from
LinkedIn) to facilitate building a strong
business network.
Shadowing
people for a set period to learn
responsibilities.
My Brand Builder Mentoring

Supporting the ability to become
My Brand Builder helps people or find a mentor/mentee, gain
develop their unique brand insights from a distinct
statement (leveraging AI) and perspective, and build trusting
reflect and identify who they are relationships to facilitate a mindset
and what they stand for. shift.

39
Job Tagging
An opportunity to show interest in a
particular department and to learn
more about team roles by ‘tagging’
or marking a specific team, notifying
managers.
Open Job Market

Where all available positions are
posted to attract internal
candidates, with
notifications when desired jobs
become available.
4. Growth Talks
Growth Talks puts the growth mindset culture into action by boosting development,
well-being, and performance through future-oriented and strength-based
conversations – between leaders, employees, and teams. They can happen
between anyone, anywhere, at any time.

40
What hurdles did your
organization encounter
while bringing these
initiatives to life?
Mindset and cultural shifts: The transition of employees from the conventional training
method to a new online platform was a bit of a challenge. However, we encountered minimal
resistance, due to our proactive approach taken right from the beginning to address potential
challenges:
Structural Approach
To help establish a culture of lifelong

learning, digital learning hour targets
were anchored in Long-term Incentives
(LTI), with a direct impact on
compensation and benefits for
leadership.
Stakeholder Support
Empowered people and a growth
mindset were identified as strategic The creation of a central MyGrowth core
priorities within Siemens, helping embed team from across the business, and having
a receptivity to lifelong learning within regular meetings, was instrumental in
organizational culture. ensuring a receptive, engaged, and fully
informed group for the new ecosystem.
Extending this cooperation to global teams
forming specific MyGrowth communities also
sparked organizational integration and
buy-in and mitigated potential resistance.
The visible support for MyGrowth by senior

leaders and Board Members was also crucial
in fostering a supportive organizational
learning culture. MyGrowth was mentioned
quotes. Leaders such as Nathalie Fabre

(Head of Future of Work, Global Business
Services) and Judith Wiese (Chief People
Member of the Managing Board of Siemens

AG) also promoted relevant online learning
features on Yammer.

41
How did your
company Sherlock
Holmes its way
impact and
initiatives?
initiatives is a crucial step
in driving continuous
improvement and
demonstrating the value
they bring to an
organization. At
SIEMENS, we have
taken a comprehensive
and data-driven
approach to evaluate
the impact of our
MyGrowth program.

42
1. High learner 2. Exceeding over all
engagement SIEMENS targets of Digital
MyGrowth has achieved impressive Learning hours (DHL)
levels of learner engagement, • Learning attendance increased globally
highlighting its success in fostering a across all groups, achieving a 96%
lifelong learning culture. The following penetration rate.
statistics demonstrate this high • There was also an exceptional 140%
engagement: increase in digital learning hours since
2021 exceeding expectations
• My Learning World: The learning
platform has experienced a substantial
increase in global visits across all 3. High learner satisfaction
entities, surpassing the initial goal of 90%
penetration with an impressive rate of • Learning content received a high
96%. Moreover, there has been an average learning rating of 4.5/5.
approximate 23.77% increase in active • Positive user comments further
users between September 2022 and demonstrated high learner satisfaction.
June 2023 in the LXP’s daily average
active users. (Active users 20400 as of
Sep 22 and 25270 as of Jun 23). “Here you’ll find something on every
topic that allows you to develop your
• Strengths Assessments taken by India personal development in a very
Employees to date: over 50% of active uncomplicated way.”
“I feel well-equipped about my skills
and abilities for the future.”
• My Skills: A Siemens internal “I have access to appropriate
decentralized Skills architecture learning opportunities to be able to
available in Siemens learning ecosystem: carry out my work professionally”.
- Well-defined Roles with defined skillsets
= close to 1000 well-defined roles and
skillsets.
- Global skills defined and published = MyGrowth learning platform, My
over 2000. Learning World, was designed to serve
- Employees leveraging MySkills = Close as the primary entry point for Siemens'
to 8000 employees. digital learning. Surpassing all
expectations, it has not only fulfilled this
role but has also solidified its position as
a crucial knowledge platform and
information source within Siemen
4. Employee Engagement
Continuously increasing eNPS in our half
yearly engagement surveys (FY20: Q1-
39, Q2- 44, FY21: Q1- 47, Q2-48, FY23:
Q1-51, Q3- 50) indicates a positive trend
in employee satisfaction & engagement.

43
What made your initiatives
successful? Was it strong
leadership, teamwork, or
The key success factors that helped us reach our ambition of building a
strong learning ecosystem in the organisation and scale swiftly:
Best in Class Learning Content We are Leadership Sponsorship

dedicated to equipping our learners Learning is a boardroom agenda at
with the essential skills and Siemens. With “Growth Mindset” as one of
competencies for competitiveness and the four strategic priorities in the
organization, people enablement and
include access to highly relevant and capability building are a key focus for our
high-quality external resources like organization, and the leadership is totally
Harvard Business Review, Coursera committed to it.
and, LinkedIn Learning (available to all
employees without any charges to Communication and Connects MyGrowth
them). Roadshows New joiners are introduced to
Siemens learning platforms used for
Technological Advancement learning and upskilling. This helps them
Embracing a contemporary, understand how to access resources and
captivating, digital-first approach learning courses to support their future
through innovation and technology, our development. MyGrowth Roadshows foster
aim is to bolster businesses with a learning culture, motivate them to invest
data-driven insights that promote a in their growth, and align the organization's
culture of continuous learning. goals with their professional development.
Leveraging cutting-edge technology, The Roadshows are aimed at instilling
we ensure regular updates reach all Growth Mindset among employees,
stakeholders, fostering agile encouraging them to embrace challenges,
communication and facilitating seek opportunities for development, and
view learning as a lifelong journey.

44
Quality Checks and Feedback, Learning Experience Surveys
To understand the needs, mindsets, motivations, and barriers of this diverse audience,
the L&D team conducted a Mindset Survey that clarified the six things essential to
create a culture of learning and development. This concluded that:
• People needed to feel safe to encourage employees to explore and experiment.

• Learning and development had to be easily accessible.
• Managers needed to be enabled and empowered to coach.
• Blended experiences were required to meet the needs of all types of learners.
• The impact of learning and evaluation had to be evaluated.
• The ever-present nature of learning and development had to be
recognized and celebrated.
The survey also made clear that learners would have to be at the center of the new
program/initiative. To optimize this learner-centered proposition and deliver continuous
improvement, learner feedback has been sought on an ongoing basis through other
surveys, enabling MyGrowth to adopt an iterative, agile approach, e.g., the UX/UI Survey
of My Learning World in 2020. Through a mix of user interviews and direct and indirect
competitor analysis, the UX/UI team identified user insights, highlights and lowlights of
the current platform user journey, and levers to improve and track the learning
experience.
Reach - Blue Collar Digi Access Communities of Practice, Social

Providing digital access to the learning Learning: MyGrowth Community
ecosystem at all levels ensures that all Learning is a collaborative and
have equal opportunities to benefit inclusive approach to learning and
from technological advancements and development within Siemens. It
stay relevant at all times. Siemens aims involves creating a learning community
to equip Blue-collar employees in India where employees come together to
with access to digital learning share knowledge, exchange insights,
platforms to make all employees fit for and support each other's growth and
the future and empower them through development. This community
self-learning opportunities. By the end encourages employees to learn from
of FY 2024, digital access will be their peers, subject matter experts
enabled for 100% blue-collar other experienced employees through
employees in India covering over 1300 sharing their knowledge and expertise
blue-collar employees across all cities. with others, fostering a culture of
knowledge-sharing and mentorship.

45
THE WISDOM GAINED!
moments from the implementation of the above
initiatives?
Fostering Growth Mindset and Customer Learning
Lifelong Learning Culture Learning opportunities extended to
external customers and partners.
Identified and realized the need for a cultural
shift towards a growth mindset and a Hyper-personalized Individualized
commitment to lifelong learning.
Career Journeys and Learning
Along with learning opportunities also
Responded to the shift in employee preferences
foster a broader cultural change from a set career path to a highly individual
that values openness to feedback and a career journey. Embraced continuous,
willingness to learn. self-directed, personalized learning and growth
opportunities to align with employees' evolving
Anticipation of Changing Work needs and aspirations.
Dynamics
Human-Centric Development
Acknowledged the rapidly changing digital
landscape and evolving employee Opportunities
expectations. Identified paradigm shifts, Recognized the importance of attracting and
including the decreasing shelf-life of retaining talent through prioritizing personal
knowledge, the impact of digitalization on growth and development. Adapted to the
work, and a transition from set career paths preference of new hires and current employees
to individualized career journeys. for organizations that value and invest in their
individual development.
Addressing Knowledge
Obsolescence Overcoming Limitations of
Realized the challenge of employees' skills
Traditional Learning Models
and knowledge quickly becoming outdated Acknowledged limitations in the scalability and
in the fast-paced business environment. diversity of learning opportunities in the previous
Implemented a strategy to counteract instructor-led, classroom model. Identified the
decreasing knowledge shelf-life through necessity to transform learning and development
continuous learning initiatives. into a digital, scalable, and employee-centric
lifelong journey to address evolving challenges
Adapting to Digital
Transformation
Understood the necessity to adapt to new Building the Learning Eco-system
ways of working and leverage digital beyond Employees
technologies. Recognized the transformation
from a traditional, instructor-led, classroom 'Family Bonding and Learning’ Engaged
model to a digital, employee-owned lifelong employees’ families in meaningful activities that
learning journey. fostered personal growth and connection.

46
initiatives? Any sneak peeks or thrilling plans
for the future?
Utilizing real-time data insights of learning

behavior to initiate and track targeted
activities. For instance, content owners and
curators can utilize statistics on users/views
and apply filters according to business,
region, job families, and devices to adjust
content and optimize their engagement for
specific target groups.
AI-enabled coaching platform – where coaches and coachees are mapped based
on learning aspirations, experience, and other preferences. Learning
recommendations are also aligned accordingly.
Developing concrete actions

to integrate learning into
daily work, supported by
around skills, feedback, and

AI-enabled technologies to
integrate skills and career
opportunities.
Strengthening our learning ecosystem with more external and internal learning
partners.
Redesigning and enhancing promotion of the existing mentoring program as

findings have indicated a distinct lack of knowledge and guidance about this crucial
component of MyGrowth.

47
NTPC Ltd.
3
1st RUNNER UP
Excellence in
NTPC Ltd.
CONGRATULATIONS
Mr. Dillip Kumar Patel
Director (Human Resources)
Grow your
own timber

49
Take us on a journey!
What's the story
behind your
organization?
NTPC stands as a preeminent force within India's energy sector, tracing its inception back to the
year 1975 with the primary objective of significantly enhancing the nation's power landscape.
Since its inception, NTPC has ascended to a position of eminence, emerging as a paramount
entity in power generation, thereby permeating the entire spectrum of energy production.
Transitioning from conventional fossil fuel-based methodologies, NTPC has diversified its
portfolio into hydroelectric, nuclear, and renewable energy sources, thereby demonstrating a
commitment to mitigating carbon emissions and fostering environmental sustainability.
Augmenting its core operations, the corporation has diversified its interests into various sectors,
including but not limited to consultancy services, power trading, capacity-building initiatives for
industry professionals, rural electrification endeavors, ash utilization projects, and coal mining
activities.
What's the North Star guiding your ship? Tell us about the vision and mission steering your
organization’s goal.
NTPC Ltd. aspires to ascend to the pinnacle of global power providers, catalyzing India's
trajectory towards progress. Our focus lies in delivering reliable energy solutions that are
and agility. Central to our vision is the cultivation of a cohesive workforce, wherein employees
are seamlessly integrated into a tightly-knit professional community, thereby transforming NTPC
into an exemplary learning institution. It is imperative to note that our commitment to employee
development is intricately woven into the fabric of our HR strategy.
What lofty goals are on your organization’s hit list right now? What are the key business
objectives you're chasing?
Energy stands as an indispensable foundation, propelling our economy forward with unwavering
sustain the rhythm of progress. Our dedication extends to nurturing our personnel and ensuring
their continual growth and success. The Power Management Institute (PMI) embarks on a quest
exceptional business leaders on a global scale.
At the core of NTPC's ethos lies innovation and continuous learning. We view training as a
catalyst, transforming NTPC into a dynamic hub of knowledge and expertise, poised to thrive in
an ever-evolving landscape.

50
the daily grind?
I. Business Portfolio Growth
Scaling Up Transitioning to a Diversified Generation Mix

Renewable Energy Transitioning the energy generation portfolio to achieve
Capacity 60GW from renewable sources out of a total capacity of
130GW by 2032 requires careful strategizing and
NTPC must rapidly scale up execution. Embracing super-critical and ultra-super-critical
its renewable energy
capacity to achieve the goal balanced mix of clean energy projects alongside traditional
of generating 16GW of sources.
renewable energy within the
next three years. By
strategically investing in
suitable renewable projects
II. Sustaining Performance Leadership
aligned with the company's
strengths, such as solar,
wind, hydro, or geothermal,
NTPC can contribute Innovation and Project Execution
significantly to India's clean
Cost Reduction
energy transformation.
To stay competitive in a
dynamic market, NTPC project delivery is vital for
Information must embrace new seizing opportunities and
technologies and
Technology methodologies. Innovating market demands. NTPC's
Integration
customers will help the execution will drive its
Leveraging Information company maintain its continued success.
leadership position in the
power sector.
system flexibility aligned with
market needs, ensuring
NTPC's responsiveness to Embedding Quality and Safety
changing requirements. Ensuring quality and safety across all systems and
processes is fundamental to NTPC's operational excellence
and stakeholder trust.

51
III. Human Resource Development
Objective and Alignment and Career Development

Open Performance
Identifying and nurturing talent within the organization will
Management develop future business leaders, ensuring NTPC's long-term
Establishing clear success.
performance metrics,
transparent feedback
mechanisms, and a
merit-based culture will
Cultivating a Institutionalizing
motivate employees to Learning Core Values and
achieve excellence and Organization Culture
drive organizational growth.
Continuous learning and Institutionalizing core values
skill development will and promoting a positive and
empower NTPC's motivating work environment
professionals to address centered on team-building,
complex challenges and ownership, empowerment,
IV. CSR and foster a culture of equity, innovation, and
Stakeholder innovation. openness will strengthen
NTPC's organizational culture.
Management
NTPC's commitment to delivering i) Operational Excellence: Enhancing unit performance
business and environmental value and productivity (Technical Programs).
includes promoting eco-friendly
practices, sustainable power ii) Clean Energy Transition: Training for sustainable
development, and contributing to practices (Futuristic Programs).
societal development through
initiatives like the Girl Empowerment iv) Managerial & Leadership Capabilities: Developing
Mission. Demonstrating leadership in
resettlement, rehabilitation,
environment protection, and energy v) Holistic Programs: Meeting varied employee
conservation will set NTPC as a requirements. (Wellness Program).
responsible corporate citizen, earning
trust from stakeholders. NTPC pursues excellence and innovation with a focus on
NTPC's Learning & Development creating a technology-driven growth culture that
Matrix addresses diverse encourages continuous learning within the framework. It
organizational needs addressed strongly believes in investing in tailored opportunities for
through: growth, sustainability, and empowerment of the
workforce with a vision of a brighter future.

52
How does the HR game
plan sync up with the
overall business goals?
To ensure that NTPC lives up to its core values of innovation and
learning, the objective of Learning and Development (L&D) in
NTPC is sustaining the organization as a learning organization,
ensuring leveraging of commitment and expertise at all times
and situations for enabling and driving business success. Our
talent strategy, which is based on the credo of "People before
PLF" evolves continuously and rests on four pillars -
Competence, Commitment, Culture, and Systems. NTPC aims
to provide at least 7 days of training per year per employee,
highlighting the organization's commitment to continuous
learning and development.

53
Lay out the
epic initiatives
NTPC unleashed to
conquer the challenges
in its path.
To fulfill this ambitious

goal, NTPC has embarked
on an array of Learning
and Development (L&D)
voyages, that focus on key
areas critical to its growth
and success.

54
Transitioning to Clean Energy Emotional Well-being
Increasing Renewables Portfolio
To drive the transition to clean energy, Recognizing the significance of emotional

NTPC has implemented comprehensive well-being, NTPC introduced Project
training programs related to engineering, Snehal, an Employee Assistance Program
project feasibility, design, tendering, (EAP), in collaboration with M/s
Operation and Maintenance (O&M) for
renewable energy sources, with a counseling services to employees and
specific focus on solar and wind energy. their dependent family members,
More than 400 employees have providing support on various mental health
participated in specialized programs and emotional well-being aspects,
covering Solar Thermal, Energy including stress management, domestic
Storage, Carbon Capture, Green violence, and coping during the pandemic.
The counseling services were extended
Wind, and other cutting-edge without additional cost to dependents who
technologies. lost their loved ones during the pandemic.
Safety at Workplace Agility
NTPC places the utmost importance on To cultivate an agile workforce, NTPC has
safety and has initiated numerous initiated various programs to enhance
programs to create a safe work employees' skills and capabilities. The
environment. Skill development Samarth program, comprising 20
programs are conducted for contract standardized job-rotation facilitation
labor in various domains. In 2022-23, modules, provides opportunities for
around 439 safety programs were employees to gain exposure to various
delivered, benefitting approximately functions, building versatility and
12,000 participants. Additionally, NTPC adaptability. Coaching programs have been
emphasizes safety certifications, with 61 implemented to foster a culture of coaching
executives awarded the NEBOSH and mentorship, with selected Business
International General Certificate in Unit Heads undergoing personalized
Occupational Safety and Health, and 70 coaching from renowned coaches.
certified as Auditors for NOSA Audits. Targeted Competency Development
NTPC also leverages advanced programs are designed based on CPV
technologies such as Virtual Reality (VR) assessments to facilitate skill
for safety training and has established a enhancement for specific individuals.
Safety Academy to focus on NTPC also invests in the leadership
safety-related L&D needs, research, and development of its top executives through
policy creation. customized Leadership Workshops and
continuous growth and progress.

55
In addition to the above, NTPC has
implemented various Leadership
Development programs, including LEAD,
to nurture the leadership team and identify
potential leaders. Leadership workshops
linked to job rotations and transfers,

ensuring experiential learning and
fostering leadership growth. The Learning
Management System (LMS) for Operation
and Maintenance (O&M) executives
provides technical and safety modules
tailored to their specific work areas,
ensuring comprehensive and targeted
learning paths.
Simulator and Virtual Reality (VR)

training for trainees and operation executives in
emergency handling using VR and simulator
technology, providing a realistic and risk-free
learning experience. In 2022-23, 667 executives
and 3000 Operators received training using
these immersive technologies.
These L&D initiatives reflect NTPC's

determination to excel in clean energy adoption,
operational excellence workplace safety,
emotional well-being, and workforce agility.

56
Our team's approach to learning transcends conventional
What methodologies to elevate the capabilities of our entire
hurdles
workforce. Through a curated blend of pedagogical
approaches including traditional classroom instruction,
experiential learning, online modules, simulator sessions,
did your and virtual conferencing, supplemented by cutting-edge

virtual reality technology, we deliver training that is both
team
innovative and immersive.
Central to our strategy is the recognition that learning
encounter
should not be confined to specific times or locations;
rather, it should seamlessly integrate into the daily
workflow. By prioritizing flexibility and accessibility, we
while ensure that knowledge acquisition remains a continuous

and dynamic process, available round-the-clock to
bringing
accommodate the diverse needs of our personnel.
However, the problems we've seen, particularly in vendor
these
selection, content validation, and rapid implementation
with regular content updates, are key factors to consider
initiatives 1. Vendor Selection: Inadequate providers with a

to life? demonstrated track record of providing excellent learning
solutions. There aren't enough service providers who
organization's goals.
2. Content Validation: Ask Subject Matter Experts (SMEs)

for availability and time early in content creation.
Regularly review and update content depending on
learner input and industry developments.
3. Implementation/Updates: Faster implementation is a
locations and the creation of vernacular languages for

semi-skilled and skilled personnel.

57
How did your
company Sherlock
Holmes its way through
measuring the impact
initiatives?
What exciting results &

outcomes were achieved as a

58
The various initiatives taken by our organization have had a positive impact on its major
stakeholders, including employees and Contract Labours, Society (environment), and Project
stakeholders:
I. Employees:
Capability Building and Empowerment: The L&D initiatives and systems improvement have
facilitated employees to unleash their full potential, resulting in enhanced engagement levels and
motivation. Employees are equipped with improved skills and knowledge, empowering them to
Improved Employee Commitment: The indicators of employee commitment, such as increased

revenue per employee, value added per employee, electricity generation per employee, and a
reduced MAN-MW ratio, demonstrate that employees are more committed and productive. The
organization's consistent performance reflects on Revenue per employee has grown from ₹6.16
crore in 2020-21 to ₹7.90 crore in 2021-22 and further to ₹11.06 crore in 2022-23. Value added
per employee has risen from ₹2.56 crore in 2020-21 to ₹3.07 crore in 2021-22 and further to
₹3.91 crore in 2022-23. Electricity generation per employee has increased from 16.13 MUs in
2020-21 to 19.66 MUs in 2021-22 and further to 22.71 MUs in 2022-23. The MAN-MW ratio has
decreased over the years. The ratio has reduced from 0.32 in 2020-21 to 0.28 in 2021-22 and
further to 0.27 in 2022-23.
Besides the above, the initiatives have contributed to improved morale and engagement levels
among employees. This positive work environment fosters a sense of belongingness, leading to
increased loyalty towards the organization and its goals.
II. VR Module for contract labors: Boosted safety indexes: The VR module
helped boost safety indexes - Frequency Rate (disabling injuries per million hours), Severity Ratio
(working days lost per accident), and Incident Rate (total incidents per hours worked * 200,000).
Continuous monitoring is done, and subsequent improvements are implemented. This has resul-
ted in reducing the number of accidents significantly which in turn has created a safer work
environment. The specific L&D initiative of the VR module has played a crucial role in achieving
these significant improvements in safety parameters. By providing the contract labor with immer-
sive and interactive training experiences, they are better equipped to handle potentially hazar-
dous situations, understand safety protocols, and make informed decisions, leading to a safer
work environment for everyone.
III. Society (Environment): Environmental Sustainability Initiatives: NTPC's

commitment to environmental sustainability through initiatives like Flue Gas Desulphurisation
(FGD), Combustion Modification for NOx control, desalination of seawater, bio-mass co-firing, and
Reduced Emissions: Implementation of FGD and NOx control measures has led to a significant
reduction in emissions, contributing to improved air quality and environmental preservation.
The company has been awarded 4.5 MMT (Million Metric Tons) of biomass pellets and is
developing biomass pellet plants, promoting the use of renewable and sustainable energy
sources.

59
Responsible Corporate Practices: NTPC's focus on renewable energy sources and waste
management exemplifies its role as a responsible corporate citizen, promoting sustainable
practices and contributing positively to society and the environment. NTPC has successfully
demonstrated a Waste to Charcoal plant with a capacity of 600 Tons Per Day (TPD) at Varanasi.
The company is further developing plants in Noida, Bhopal, and Hubli-Dharwad, totaling 1500
TPD capacity, to convert waste into charcoal, contributing to waste management and reducing
environmental pollution.
Subsidized education, skill development, and sports programs have provided opportunities for
the communities to enhance their well-being and livelihood. NTPC's GEM (Girls Empowerment
Mission) program aims to empower girls with various skills and confidence-building activities. By
providing support and opportunities, the program helps girls become self-reliant and fosters a
sense of confidence and empowerment. NTPC has partnered with the National Skill
Development Corporation (NSDC) to skill and train more than 30,000 youths. This collaboration
aims to enhance employability and create job opportunities for young people, including 8,000
youths from Ladakh and Jammu & Kashmir
Overall, NTPC's initiatives have positively impacted its key stakeholders, creating a win-win
situation for employees, contract labor, society, and the communities it serves. The
organization's commitment to sustainable practices and social responsibility reflects its
dedication to creating a positive and lasting footprint on the environment and the lives of its
stakeholders.

60
What were the key ingredients, be it leadership,
teamwork, or policy magic—that made your
initiatives a hit?
The following strategic measures enabled a seamless implementation of the initiatives:
I. Budget Allocation:
development initiatives (funding for infrastructure, maintenance, training aids/resources, faculty
support, external programs, and investment in immersive technologies like Virtual Reality and
Operation Training Simulators).
II. Team Expansion: Strengthening the Learning and Development (L&D) team by expanding its
size and capabilities, to continuously align it with the organization’s growth and evolving learning
III. Employee Involvement Audit: Regular assessment and evaluation of employee involvement
and engagement levels with the learning initiatives, that further help in identifying improvement
areas and ensure that the programs cater to the needs and preferences of the workforce.
IV. Process Audit: Periodic review of the learning and development processes to ensure their
V. Formal Stakeholder Feedback: Obtaining regular feedback from various stakeholders,

including employees, managers, and leaders, regarding their experiences with the learning
programs, to further analyze it to understand the impact of the initiatives and make informed
plans as per survey outcomes.
VI. Formal Policy on Initiatives: Establishment of formal policies and guidelines (outlining the
organization's commitment towards fostering a learning culture, the criteria for participation in
development initiatives.

61
VII. Alignment with Business Objectives: Ensuring that the learning initiatives are closely
aligned with the organization's strategic objectives to demonstrate the relevance and
contribution of the programs towards the company's overall success.
VIII. Continued Innovation: Embracing innovation and staying abreast with the latest learning
technologies and methodologies, as well as continuously seeking ways to enhance the learning
IX. Leadership Support and Participation: Securing consistent support and active involvement
of the leadership team in the learning initiatives by making them participate in training sessions
to further advocate a culture of continuous learning, by motivating employees to actively engage
in the programs.
X. Metrics and Measurement: Implementing a robust system to measure the impact and
performance improvements, and other relevant metrics to assess the success of the programs).
XI. Subordinate Development: Encouraging supervisors and managers to nominate employees

for in-house and external training programs that align with individual development plans (The
CEO's involvement in approving nominations for foreign training showcases the organization's
commitment to employee growth).
XII. Communication:
informed about the progress, developments, plans, and targets related to the learning initiatives.
(Transparent communication builds trust and reinforces the importance of learning and
development.)
XIII. Empowering Stakeholders:

We have a three-tier training delivery Infrastructure starting with the Employee Development
Centres or EDCs (around 25 in number) at the projects/ stations. The next tier comprises the 7
Regional Learning Institutes (RLIs) located at our following 7 projects/ stations – Solapur, Sipat,
Simhadri, Talcher-Kaniha, Farakka, Vindhyachal and Dadri and 1 Safety Academy at Unchhar. At
the apex level, we have our Power Management Institute (PMI) located in Noida.

62
The EDCs cater to the L&D needs at the plant level and design
and deliver plant-specific programs and programs for
non-executives. The RLIs focus on technical programs,
simulator training where available, and functional competency
development programs at the regional level. They along with
EDCs also undertake Safety programs, other skill/ competency
building programs for the outsourced or contract workers, and
the technical component of the Executive Trainee (ET)
on-boarding program. Further, induction training of Diploma
Trainees (DTs) and Artisan Trainees (ITIs) is also undertaken by
the EDCs and RLIs.
NTPC demonstrates exceptional prowess in cultivating a culture

of continuous learning, seamlessly integrating essential
principles into our Training Policy framework. This commitment
transcends mere rhetoric, as evidenced by our substantial
investment in human capital development, coupled with regular
performance evaluations to ensure alignment with
organizational objectives and the sustained momentum of
learning initiatives.
Harnessing stakeholder feedback and transparently articulated

policies, we forge a synergistic relationship between our
educational endeavors and overarching business objectives,
igniting a spark of perpetual innovation. Guided by visionary
leadership, fortified by astute performance metrics, and
facilitated by open lines of communication, NTPC embarks on a
steadfast journey towards becoming the quintessential
powerhouse of learning and professional growth. Together, we
aspire to evolve smarter and stronger, united in our pursuit of
excellence.

63
THE WISDOM GAINED! What were the golden
lessons and lightbulb moments from the
implementation of the above initiatives?
assessments, advice, and resources for stress management, coping strategies, and nutrition,
• Anonymity and Privacy:

treatment without fear of judgment.
• Accessibility: Online counseling provides mental health support to a wider audience,

including people who may encounter geographic or cultural hurdles to traditional counseling.
• Convenient Scheduling: Online counseling allows for flexible scheduling, making it ideal for
employees who have business and personal commitments.
• Stigma Reduction: Normalizing online counseling and integrating it into organizational

culture might lessen the stigma around obtaining mental health care.
B. The additional takeaway from our Talent Development model is the recognition that individual
performance hinges not solely on competencies but also on motivation and job design.
• Through the Delphi (Internal Job Market Portal) implementation, fostering an internal job
organizational requirements.
This strategic approach underscores the importance of building organizational capability through
targeted learning opportunities and harmonizing individual aspirations with collective
performance objectives, thus ensuring a comprehensive talent management strategy.

64
What's in store for the next chapter of the HR
for the future?
The organization employs contemporary pedagogy to deliver the learning programs, which
include a combination of case studies, role-plays, lectures, presentations, and interactive
sessions. The delivery modes encompass various formats such as classroom training,
simulators, online learning through web-based platforms, video conferencing, virtual reality, and
eLearning on both internal learning management systems (LMS). The organization is placing
increasing emphasis on technology-driven platforms.
Here's a breakdown of our approach and the skills we are focusing on:
I. Managerial/Leadership (30%):
•PLANNED INTERVENTIONS: Planned interventions to enhance managerial and leadership

skills at various levels.
•LEAD PROGRAM BY IIMs:
Institutes of Management (IIMs).
•BUH ORIENTATION PROGRAM: Orientation for Business Unit Heads (BUH) to help them
understand their roles and responsibilities.
•BUH COACHING:
leadership.
•WOMEN LEADERSHIP PROGRAM: Focusing on leadership development for women in the
organization.
•COMPETENCY DEVELOPMENT PROGRAM: A program related to development of specific
competency based on assessment undertaken by the employees on CPV Assessment,
emphasizing key performance indicators for future roles.
II. Technical/Functional (40%):
•SAMARTH MODULE: A specific training module or program related to technical and

functional skills for the employees who have undergone Job Rotation.
•GPiLEARN: An internal(customized) / external learning platform for employees to acquire
technical knowledge.
•LMIs: Local Management Instructions- a specific type of training or learning materials for
Operation and Maintenance Executives.
•SIMULATOR: Utilizing simulation technology for technical skill development.
•VIRTUAL REALITY BASED: Using virtual reality technology for training purposes.
•SAFETY & QUALITY RELATED: Focusing on skills related to safety and quality in a technical
context.

65
III. Futuristic (30%):
•ENERGY STORAGE: Preparing employees for developments in energy storage technologies.

•CARBON CAPTURE: Training related to carbon capture technologies and processes.
•WIND ENERGY: Preparing for advancements and skills needed in the wind energy sector.
•CARBON TRANSITION: Related to transitioning to a low-carbon economy.
•GREEN HYDROGEN & GREEN CHEMICALS: Focusing on skills related to green hydrogen
production and sustainable chemicals.
•SUPPLY CHAIN MANAGEMENT: Preparing for advancements and challenges in supply chain
management.
•FUTURE SKILLS PROGRAMS: Covering emerging technologies like AI, IoT, Big Data, and
Cybersecurity.
Our full-spectrum L&D intervention approach is tailored to the organization's needs in terms of
leadership, technical, and futuristic skills development. It also incorporates assessments and

66
GIC Re
3
WINNER
Excellence in Developing
Leaders of Tomorrow
GIC Re
CONGRATULATIONS
GIC R e
Ramaswamy Narayanan
(Chairman and MD, GIC Re)
“At GIC Re, we believe that investing in our

people is investing in our future success.
Together, we are shaping a generation of
leaders who will drive positive change,
navigate challenges with resilience, and
propel GIC Re to new heights of
achievement”.

68
organization?
General Insurance Corporation of India (GIC Re), a stalwart in the global reinsurance
industry, as the 16th largest reinsurer in the world, maintains a diversified risk portfolio
encompassing property, health, motor, agriculture, marine, engineering, aviation, liability,
and life. The general insurance business in India, with a penetration level below 1%, holds
immense potential, and GIC Re's dominance in the Indian market is underpinned by its
longstanding relationships with Indian risk carriers. The organization's strength lies in
geographical and business diversification, sustained relationships, prudent risk selection,
The genesis of GIC Re dates back to the nationalization of the financial sector in the 1950s,
with the consolidation of life insurance under LIC in 1956. The general insurance
nationalization, initially contemplated in the 1950s, was realized in 1971, resulting in the
creation of GIC as a holding company for four nationalized general insurance companies.
GIC Re's role over the next thirty years involved coordination, supervision of subsidiaries,
reinsuring, managing reinsurance programs, administering rates, overseeing market
agreements, and facilitating industry-wide activities. The turn of the century marked a shift
as GIC Re transformed into a pure reinsurance company in 2000, delinking from its
subsidiaries in 2003. The private sector entered the industry, and GIC Re adapted to
market changes, focusing on foreign inward business for portfolio balance.
In essence, GIC Re's journey reflects its adaptability to industry dynamics, maintaining
leadership through strategic shifts, and positioning itself as a key player in the evolving
landscape of the Indian insurance sector.
At the core of General Insurance Corporation of India (GIC Re)’s ethos is a vision to be a
global reinsurance and risk solution provider.
GIC Re's motto is Ãpatkãle Rakshisyãmi, a Sanskrit phrase that translates into,
"I shall protect you in times of distress”.

69
GIC Re’s mission is to achieve the above vision by building a long-term mutually beneficial
relationship with business partners by practicing fair business ethics and values through
applying state-of-the-art technology and processes, including enterprise risk management
and innovative solutions ultimately leading to enhanced profitability and financial strength
befitting the global position.

The journey towards excellence in leadership development at General Insurance
Corporation of India (GIC Re) commenced against the backdrop of the HR Digital
Transformation initiative “Project Parivartan” which was mandated by the Government of
India, Department of Financial Services. Foremost among these was the imperative to
adapt to rapid technological changes, requiring a leadership cadre capable of navigating
the organization through these shifts. There was an evident need to bridge skill gaps,
address the diverse needs of a multi-generational workforce, and create a future-ready
leadership pipeline. Our innovative initiative was born out of a strong need to address a
range of pressing challenges that required us to take a proactive and transformative
long-term plans. The usual methods weren't enough to handle the fast-changing business
world.
Dealing with constant and wide-ranging changes was another big hurdle. Adapting to new
market
the usual. It was clear that a new, innovative approach was the only way to make sure our
organization stayed strong and relevant.
Getting our senior managers fully on board was just as important. We needed everyone
in leadership to work together and lead the way in making changes that would benefit the
whole organization. Our innovative initiative became a crucial way to unite our senior
leaders and drive them toward our shared goals.
Employee accountability was another challenge that pushed us to make changes. Our
traditional system of hierarchy struggled to make employees feel responsible and
committed. Our innovative initiative promised to change the way we see accountability,
making sure every person in our organization felt engaged and purposeful.
In response to all these complex issues, we created our innovative initiative as a

comprehensive solution. Its goals are to promote long-term planning, embrace change
as a chance to grow, unify our senior leaders, and give employees a stronger sense of
responsibility.

70
Who is the audience
you're trying to charm
through the implemented
initiatives? What unique
needs does your target
audience have?
General Insurance Corporation of India
(GIC Re)’s workforce, a mosaic of diverse
backgrounds, encompassed individuals
skill sets. The hiring is done on an

all-India basis exam conducted by the
most professional body in the country to
attract the best talent available in the
market. This diversity, while a strength,
presented unique challenges in terms of
aligning learning and development
initiatives with the varied preferences,
expectations, and leadership styles of the
How does your HR game
workforce. plan sync up with the
Within this diverse workforce, nuanced
demographic cohorts. Younger The genesis of General Insurance

employees, for instance, sought Corporation of India (GIC Re)’s
accelerated career progression and skill transformative journey in leadership
development, while more experienced development lay in a strategic imperative –
individuals looked for mentorship aligning the HR initiative with the
opportunities and continued professional overarching business goals. The initiative
growth. sought not just to address immediate
challenges but to lay the groundwork for a
sustained, future-ready leadership team
capable of steering the organization
through ongoing technological disruptions.

71
Lay out the
epic initiatives
GICRe unleashed to
conquer the
challenges in its
path.
The cornerstone of General Insurance
Corporation of India (GIC Re)’s endeavor was
the implementation of a robust Leadership
Development Program (LDP). This
comprehensive program was meticulously
designed to identify and nurture leadership
potential at all levels within the organization.
Embracing a holistic approach, the program
integrated mentorship and continuous
learning modules. Crucially, stakeholders at
various levels, including senior executives,
mid-level managers, and HR professionals,
played pivotal roles in shaping the program.

72
A collaborative and inclusive approach was adopted to secure employees. Recognizing that
successful transformation relies on collective dedication, we initiated processes that
welcomed input and viewpoints from a diverse range of stakeholders. This approach not only
nurtured a strong sense of ownership but also enhanced the quality of decision-making, thus
reinforcing our strategic pursuits.
To address the uncertainty stemming from change, we revamped our communication

methods. Transparent and frequent communication channels were established to share
initiative aimed to alleviate concerns, enhance clarity, and foster a culture of adaptability
among employees.
Additionally, a significant focus was placed on nurturing leadership capabilities. Through

comprehensive leadership development programs, we aimed to strengthen the skills of our
senior management team in guiding the organization through change. Objectives
encompassed cultivating visionary leadership, fostering strategic flexibility, and promoting
collaboration.
In summary, the initiatives conceived to tackle prevailing challenges reflect our unwavering
commitment to steering a transformative course. With clear objectives centered on values
stride confidently into the future, fortified by the conviction that our endeavors will not only
surmount obstacles but also usher in a new era of remarkable success.
Initiative Details:
Stakeholder Involvement Technology/Delivery

The design phase of the LDP was Platform
marked by active involvement from To ensure flexibility and accessibility,
executives, managers, and HR General Insurance Corporation of
professionals, ensuring a comprehensive India (GIC Re) leveraged a customized
understanding of the diverse needs and online learning platform. This not only
expectations. facilitated learning but also provided a
central hub for collaboration and
resource sharing.
Change Management
Strategy
A phased rollout strategy was
Roll-out Timelines
complemented by a proactive Recognizing the importance of a gradual
change management approach, and thorough implementation, General
emphasizing clear communication, Insurance Corporation of India (GIC Re)
addressing concerns, and initiated an initial pilot phase followed by a
garnering support from key carefully planned company-wide rollout
stakeholders. spanning 18 months.

73
What hurdles The journey towards leadership
excellence was not without its
challenges. Resistance to change,
did your demographic cohorts, and seamlessly

integrating the program into daily work
organisation routines emerged as formidable

hurdles. Recognizing the need for a
robust change management strategy,
encounter General Insurance Corporation of India

(GIC Re) charted a phased rollout,
accompanied by clear communication
while plans to address concerns promptly.
bringing
these
initiatives to
life?

74
How did your
company Sherlock
Holmes its way
impact and
initiatives?
An integral aspect of General Insurance

Corporation of India (GIC Re)’s
leadership development initiative was
the commitment to a rigorous evaluation
process. The organization employed a
multifaceted approach to measure
the impact of the LDP,
encompassing pre- and
post-program assessments,
feedback surveys, and regular
performance reviews aligned with
the program's learning objectives.

75
Some of these include:
Employee Happiness Scores Manager Input
One of the main ways we measure the The thoughts of managers who oversee the
success of our leadership development development of their teams are invaluable
initiatives is by looking at employee in evaluating our leadership initiatives. By
happiness scores. Through regular getting structured feedback from managers,
surveys, we find out how much our we learn about the improved skills and
leadership programs contribute to making knowledge of their team members. This
employees satisfied and content in their kind of assessment helps us see real
jobs. These scores show us how our changes in leadership behaviors and
practices, which ultimately make the whole
professional growth and overall
well-being.
Feedback from Clients & Employees

Gathering feedback from both clients and employees is a
crucial part of our evaluation process. Feedback from clients
gives us insights into how well our leaders are performing
same time, feedback from employees provides a complete
how our development programs impact their day-to-day

experiences. This dual perspective helps us see the overall
impact on our team and those we serve.
Improved Skills & Knowledge Overall Performance Ratings

Keeping track of the improvement in A major indicator of our leadership
leadership skills and knowledge is a key development success is the overall
part of our evaluation process. We improvement in performance ratings across
monitor the development of important
skills like communication, analyzing these ratings, we spot connections
decision-making, strategic thinking, and between leadership development and things
conflict resolution through assessments
before and after our programs. This and achieving important goals. These detailed
measurable approach helps us see the ratings give us a big-picture view of how our
direct impact of our training on the
leadership abilities of our participants. success.

76
leadership development initiatives are. We consider both qualitative and quantitative factors.
Our assessment focuses on key indicators like employee happiness scores, feedback from
clients and employees, input from managers, improved skills and knowledge, and overall
performance ratings. This approach helps us understand the wide-ranging impact of our
work. By continuously using this approach, we refine our strategies and ensure that our
consistently improving leadership skills and driving long-term growth.
What exciting results & outcomes were achieved

What were the thrilling results and outcomes
achieved through implrementation of the
intiative?
Participation/
User Feedback/ Engagement Levels
Satisfaction Ratings
Participation levels were consistently
Post-program surveys reflected high, with a remarkable 90% completion
an impressive satisfaction rate rate indicating the program's resonance
expressing contentment with the among the workforce.
LDP.
Qualitative Success Stories

Beyond quantitative metrics, General
Insurance Corporation of India (GIC Re)
collected a plethora of qualitative success
stories. Participants of the LDP displayed
tangible contributions to their respective
teams, exemplifying the program's impact on
leadership capabilities and innovation.

77
What were the key ingredients—be it leadership, teamwork,
or policy magic—that made your initiatives a hit?
Collaborative Culture
General Insurance
Corporation of India (GIC
Re)’s pre-existing culture of
collaboration and
knowledge-sharing played a
pivotal role in enhancing the
Leadership Commitment leadership development

Levels initiative. This collaborative
ethos permeated through
Perhaps the most crucial success factor was the organization, fostering an
the visible commitment from top leadership. environment conducive to
Their endorsement and active participation continuous learning and
underscored the strategic importance of the growth.
initiative.
Policy Support
Supportive HR policies, crafted with the
specific intent of bolstering the LDP,
ensured a seamless integration into the
organizational framework.
Sustenance Strategies
Recognizing that the journey did not
end with the program's implementation,
General Insurance Corporation of India
(GIC Re) devised sustenance strategies. Regular updates, mentorship programs,
and continuous learning opportunities were introduced to ensure the sustained
impact of the initiative.

78
THE WISDOM GAINED!
What were the golden lessons and
lightbulb moments from
implementing these initiatives?
The transformative journey undertaken by General Insurance
Corporation of India (GIC Re) in developing leaders for tomorrow
yielded invaluable lessons and insights:
Leadership Commitment and Ongoing

Support
We realized early on that unwavering commitment and
active support from top leadership were identified as
non-negotiable elements for the success of such
initiatives. Their involvement set the tone for the entire
organization.
Flexibility in Program Design

Recognizing the diverse needs of a multi-generational
workforce, General Insurance Corporation of India (GIC
Re) emphasized the importance of flexibility in program
learning styles and preferences.
Regular feedback Loops & Continuous

Improvement
The implementation of regular feedback loops allowed
General Insurance Corporation of India (GIC Re) to
continuously refine and enhance the LDP. This
commitment to continuous improvement was integral to
the sustained impact of the initiative.

79
What's in store for the next chapter of the
initiatives? Any sneak peeks or thrilling
plans for the future?
General Insurance Corporation of India (GIC Re) envisions a continued evolution of its
leadership development initiatives, with several potential future directions and areas for
improvement:
Expansion Integration of AI &

of the LDP Data Analytics
The organization To further personalize learning experiences,
contemplates expanding the General Insurance Corporation of India (GIC
LDP to incorporate emerging Re) is exploring the integration of artificial
leadership skills, such as intelligence and data analytics. This could
digital literacy, adaptability, provide tailored recommendations and
and a deep understanding of insights for participants, optimizing the impact
emerging technologies. of the program.
Collaboration with External Partners

Recognizing the value of external perspectives, General Insurance Corporation of
India (GIC Re) is contemplating collaborations with external partners, including
industry experts and academic institutions. This collaborative approach aims to bring
diverse insights and a broader perspective to leadership development.
In conclusion, General Insurance Corporation of India (GIC Re)’s pursuit of excellence in

developing leaders for tomorrow is not merely a case study but a testament to the
organization's commitment to innovation, collaboration, and continuous learning. The
intricate details of the journey provide a blueprint for organizations seeking to build a
resilient leadership pipeline in an ever-evolving business landscape. As the case study
reveals, the intersection of strategic vision, stakeholder engagement, and a commitment to
continuous improvement forms the bedrock of transformative leadership development. In
the ever-evolving landscape of the technology sector, General Insurance Corporation of
India (GIC Re) stands as a beacon, illuminating the path forward for other PSU insurance
organizations aspiring to cultivate leaders capable of navigating the challenges of
tomorrow.

80
Cairn Oil & Gas
Ve d a n t a L td
3
2nd Runner Up
Excellence in Developing
Leaders of Tomorrow
Cairn Oil & Gas,
Vedanta Ltd
CONGRATULATIONS
Prashant Kumar
(CHRO, Cairn Oil & Gas, Vedanta Ltd)
Cairn's unwavering commitment to talent development

is instrumental in propelling our success within the
competitive oil and gas industry. By fostering a culture
of continuous learning and growth, we empower our
workforce to drive innovation and deliver value.

82
Take us on a journey! What's
the story behind your
organization?
Cairn Oil & Gas, a subsidiary of Vedanta Limited,
the global Oil & Gas sector. Amidst a landscape

saturated with technological advancements and
energetic dynamics, Cairn navigates through
intricate operational and strategic challenges with
agility. In a fiercely competitive arena,
characterized by incessant innovation, Cairn
demonstrates prowess and adaptability, poised to
synchronize with the evolving rhythms of the
industry.
What's the North Star guiding

your ship? Tell us about the
vision and mission steering
your organization’s goal.
Cairn is all fired up with a vision to majorly amp up
(we're talking a whopping 50%) India's energy
landscape and keep it sustainable. Its mission is
all about achieving sustainable growth, acing
operational excellence, and tapping into the latest
tech wizardry to emerge as a frontrunner in the
energy sector.
What lofty goals are on your organization’s hit

list right now? Spill the beans on the key business
objectives you're chasing.
The organization's primary objectives are to expand its exploration footprint and enhance
stewardship, and developing a skilled workforce to meet future industry challenges.

83
the daily grind?
Cairn Oil & Gas hit a wild mixtape of challenges in its jam to keep ruling the industry charts and
spark a vibe of non-stop innovation and top-tier excellence:
Rapid Technological Advancements The shift towards

The Oil & Gas industry is characterized by rapid renewable energy
technological changes. Keeping pace with these sources and the
advancements and ensuring that the workforce is demand for
proficient in the latest technologies was a persistent sustainable practices
challenge. presented both
opportunities and
challenges. Cairn had
to realign its
Global workforce's skill sets
Evolving Industry with the global trends.
Dynamics Energy
Transition
The volatile nature of the
Oil & Gas market,
influenced by geopolitical
factors, environmental
concerns, and fluctuating
prices, required a Skill Gap in Emerging Technologies
workforce that was not only
There was a noticeable skill gap, particularly in
technically sound but also
emerging areas like data analytics, automation, and
agile and adaptive to
digital technologies. Bridging this gap was essential
change.
for Cairn to stay competitive.
Cultural Transromation
Shifting from old-school operation beats to a new-age, more innovative approach meant
sparking a major culture remix within the organization.

84
Leadership Pipeline Development Diverse Workforce
The need for a strong leadership pipeline was critical. Needs
Cairn faced the challenge of preparing its next
generation of leaders who could drive innovation and
navigate the company through future challenges. Catering
to the
learning
and
development
Integrating Implementing technology-driven needs of a diverse
learning solutions while workforce, with varying skill
Technology in
levels, generational
Learning engagement was a
considerable challenge, career aspirations, posed a
particularly for a workforce accustomed to traditional significant challenge.
learning methods.
Change Maintaining
Resistance Operational
As with any major
organizational change,
there was a natural Implementing these
resistance to new changes without
processes and systems. disrupting ongoing
Overcoming this operations and
Measuring resistance and garnering maintaining high
Training employee buy-in was
crucial for the success of productivity levels was
the initiative. a balancing act.
Establishing metrics to
measure the
programs and ensuring Budget Constraints

that they delivered Aligning the talent development initiatives with budget
tangible business results constraints, especially in a capital-intensive industry like
was another significant Oil & Gas, required strategic planning and prioritization.
challenge.
Global Compliance & Standards

Adhering to global standards and compliance requirements in training and operations,
especially in a sector with stringent safety and environmental regulations, added another
layer of complexity.

85
These challenges
necessitated a
comprehensive,
Who is
multi-faceted
approach to talent
the target audience for
development and these intiatives?
organizational
change. Cairn’s What unique needs does
response through its
HR initiatives had to this audience have?
be strategic,
inclusive, and Cairn's crew is a vibrant mixtape of talent, loaded
forward-thinking to with technically savvy pros operating in every corner
of the Oil & Gas scene. This diverse spectrum
encompasses individuals of various age groups,
these myriad each contributing their distinct expertise and
challenges. requiring customized strategies to enhance their
capabilities and leadership acumen.
The specific developmental needs

identified included:
How does the HR Advanced Technical

game plan sync up Training
with the overall For the younger demographic to stay
abreast of the latest industry technologies.
business goals
The HR strategies were meticulously
aligned with Cairn's overarching
Leadership Development
objectives, focused on assembling a For mid-level managers to prepare them for
team prepared to excel on the senior roles.
future's global stage. This harmony
was key to making sure the team's
development seamlessly integrated
Digital Literacy
Across all levels to ensure the workforce is
technological advancements, and adept at leveraging modern technologies.
leadership refinement.

86
Lay out the
epic initiatives
Cairn Oil & Gas
unleashed to conquer
the challenges in its
path.
The centrepiece of Cairn's talent
strategy was the 'Building Future
Leaders Today' program. This
initiative was a multi-tiered
approach focusing on developing
both technical competencies and
leadership skills among
employees at various
organizational levels.

87
Leadership Development Across Levels:
Cairn Leadership Initiative for Managerial 360-degree Feedback
and Business Excellence (CLIMB-e) Implements a
comprehensive feedback
Focuses on developing managerial process to provide
and business acumen skills among participants with insights
participants, equipping them to from peers,
excel in their roles as managers and superiors, and
leaders. subordinates,
enabling them to
gain a holistic
understanding of
Cairn Accelerator Program for
their strengths and
Emerging Leaders (CAP-el)
areas for improvement.
Nurtures and grooms emerging leaders,
enhancing their leadership capabilities,
strategic thinking, and decision-making LIFE: Women Leadership Development
skills. Program
Empowers women leaders by enhancing

Fixed Steps their leadership skills, boosting their
A comprehensive learning and confidence, and providing networking and
development program designed for collaboration opportunities.
young independent contributors in the Oil
& Gas PetroTech and operations domain
with 1-4 years of experience. Aims to V-lead: Mentorship for Women
equip participants with the necessary Employees
technical and functional skills to excel in Supports the career growth of women
their roles and accelerate their employees by connecting them with senior
professional growth. leaders for mentoring and guidance.
Barrel of Learning per Day (BOLD)

Emphasizes continuous learning and knowledge sharing
through bite-sized learning modules and resources,
promoting a culture of continuous learning and
development.
Career and Leadership Mentoring Zenith Leadership Coaching:

(CALM)
Provides personalized guidance and selected participants, enhancing their

support to participants in their career leadership competencies and promoting
and leadership journeys through self-awareness.
experienced mentors.

88
CexLP Immersive AR/VR Technology in Training
Initiatives:
Cairn Executive Leadership
Cairn embraces cutting-edge technology like
Program: Collaborates with reputed
Augmented Reality (AR) and Virtual Reality (VR)
institutions (IIMs) to provide
customized residential courses to
immersive experiences, employees can
high-potential employees, developing
simulate real-world scenarios, enhancing
their executive leadership skills.
understanding and application of complex
technical processes. By incorporating AR/VR,
Utilization of Percipio and IHRDC Cairn elevates its training programs, promoting
for E-Learning: experiential learning that resonates with the
Cairn leverages the Percipio platform demands of the modern workforce.
and IHRDC (International Human
Resources Development Corporation)
for e-learning initiatives. Through
Percipio's extensive library, employees
gain access to a diverse range of
online courses, fostering continuous
learning and skill development.
Additionally, the integration of IHRDC's
specialized energy industry content
enhances technical knowledge,
ensuring a well-rounded e-learning
experience tailored to Cairn's needs.
Innovative Hybrid Learning Approach

for Comprehensive Training:
Cairn adopts a dynamic hybrid

learning approach across its training Cutting-Edge Innovation Center for
programs. Combining in-person Experiential Learning:
workshops with virtual components, Cairn's state-of-the-art Innovation
this strategy optimizes learning Center serves as a hub for experiential
outcomes by catering to diverse learning and hands-on exploration.
learning preferences and This dynamic space is harnessed to
accommodating remote participation. bridge theoretical knowledge with
The integration of interactive digital
elements enriches the training employees a unique opportunity to
experience, ensuring engagement and engage with emerging technologies
knowledge retention among and industry trends. The Innovation
participants. Center hosts immersive workshops,
simulations, and collaborative projects,
fostering a culture of innovation and
continuous learning.

89
TALENT MANAGEMENT FRAMEWORK
BAND 1 BAND 2 BAND 3
Campus Individual Emerging Upcoming

Senior Leadership
Recruits Contributors Leaders Leaders
Leadership Curriculum
6 months Development One-on-one dedicated

Development
Early Career Journey for Band 2 Hi-POs coaching program for
Journey for
All Campus technical senior leadership
emerging and
Hires (Exp 1-4 Yrs.) new managers
Hi - POs
360 Feedback
Institutional Programs
Cairn Learning Expedition - CLE Top Management Program - by ISB/IIM-A,B,C
Leadership Development Programs for Hi-Po (specific to bands/career levels)

Behavioral &
Programs
Technical
Engaging People Leading Change Leading Projects Personal Effectiveness Business Acumen
First Time Managers Change Management Process Project Management Communicating better Finance for Non-Finance
Coaching Skills Innovative Problem Solving Team Building Problem solving Know your business
e-Learning Conferences,
Behavorial Technical Functional Internal Expert GIL-LIFE (Technical & Forums,
Training Training Sessions Sessions D&I journey Management) Seminars

90
What platforms did your team
wield to make the initiatives shine?
The program leveraged various technology platforms:
E-Learning Platforms: Utilized for delivering online courses and training modules, enabling
flexible learning.
Virtual Classrooms: For interactive sessions, especially during the pandemic, ensuring
uninterrupted learning.
Learning Management System (LMS): To track participation, progress, and completion of

courses.
What were the key dates and milestones in

the rollout of your HR masterpiece?
The initiative was rolled out in a phased manner:
Pilot Phase: Initially launched as a pilot with a select group of mid-level managers to gauge
Full-Scale Implementation: Based on the pilot's success, the program was gradually rolled
out across the organization over the next 12 months.
Continuous Enrolment: After the initial roll-out, the program was made available for
continuous enrolment, allowing employees to join as per their career progression and
development needs.
Ongoing Evaluation and Refinement: The program was continuously monitored, and
were maintained.

91
What hurdles
did your team Embarking on this
encounter monumental
journey meant
while busting through a
bunch of hurdles:
bringing
these
Engagement Across
Demographics
initiatives to
Ensuring participation and
engagement from a diverse
workforce.
life? Technological Integration
Seamlessly integrating
technology in training and
development methods.
Aligning Indivial &

Organizational Goals
Synchronizing personal career

aspirations with organizational
objectives.

92
How did your
company Sherlock
initiatives?

outcomes were achieved as

93
The 'Building Future Leaders Today' initiative initiated by Cairn Oil & Gas had a profound
resonance, demonstrating its substantial impact on enhancing the team's skills and advancing the
overall business rhythm.
User Feedback/Satisfaction
Ratings:
Post-program surveys revealed high satisfaction
rating among participants, with an average rating of
4.5 out of 5.
Feedback highlighted the program’s relevance, the
instructors, with particular appreciation for the

practical application of skills learned.
Partipcation/ Engagement Levels:

The program saw an impressive participation
rate of over 90%, with consistent engagement
throughout the training modules.
Employee participation in voluntary advanced

courses and workshops increased by 30%,
indicating heightened interest in continuous
learning.
Qualitative Success Stories:

Case Study 1: A mid-level manager, after participating in the program, led a project that improved
skills acquired.
Case Study 2: A team, under a newly trained leader, successfully implemented a cost-saving
initiative in the production process, which was recognized as a best practice and replicated
across other units.
Case Study 3: An employee from the program was fast-tracked to a leadership role, where they
impact on career progression.
Employee Testimonials: Many employees shared stories of enhanced confidence in

decision-making, improved team collaboration, and a better understanding of the industry's
evolving dynamics.
and leadership skills but also indicate a positive shift in the organizational culture towards
continuous learning and development.

94
OVERALL IMPACT ON
THE ORGANIZATION
The program introduced significant enhancements in skill and agility, aligning the workforce to
adapt swiftly to the industry's rapid transformations. It instigated a continuous atmosphere of
growing a solid lineup of next-gen leaders ready to steer Cairn on its fresh journey of growth and
innovation.
The initiative "Building Future Leaders Today" epitomizes Cairn Oil & Gas's strategic foresight and
commitment to integrating talent seamlessly into the rhythm of its enduring business objectives.
This strategic maneuver has established the foundational pathways within the industry, embodying
a comprehensive spectrum of talent and ambiance. It is poised to propel Cairn's ascent to the
pinnacle of the energy charts, ensuring its sustained prominence and leadership
50% 100% 10% 10% 100%
Senior
Women Leadership
Elevated Roles Fast-track Leadership/ManCo Succession Planning
Development
Roles
20+ 100+ 24+ 20+ +34
10% of Participants 10% select top

50% and above women All participants from
will get an opportunity performing participants All participants to be
participants to be Climb(E) and Cap(el)
to fast-track their to get an opportunity part of talent pool
offered senior to be offered elevated
careers through to advance towards at Cairn for future
leadership and CXO roles (in line with
advanced role CXO/Management business-critical roles
roles business objectives)
development committee level roles
What were the key ingredients—be it leadership, teamwork, or policy magic—that made your
initiatives a hit?
• Leadership Commitment: The strong support and visible commitment from top
management were crucial for the program's success.
• Collaborative Culture: The initiative fostered a culture of learning and collaboration,

breaking down silos across the organization.
• Policy Support: Cairn’s policies supported continuous learning and development, which
was integral to the program’s implementation.
• Sustenance Strategies: The program was designed with a long-term perspective,

including ongoing training and development opportunities.

95
THE WISDOM GAINED! What were the
golden lessons and lightbulb moments from
the implementation of the above initiatives?
Key insights from the initiative:
Strategic Alignment
The criticality of aligning HR strategies
with business goals for impactful
outcomes.
Change Management
change management, including clear

communication and What's in store for the
stakeholder engagement.
next chapter of these
Leveraging Technology initiatives? Any sneak
The benefits of integrating
technology in learning and peeks or thrilling
development.
Cairn aims to further expand its talent development strategy by:
Integrating Emerging Technologies

Exploring AI and VR in training programs to enhance the learning experience.
Developing Digital Competencies

Expanding focus on digital skills to prepare the workforce for future technological shifts.
Evolving Talent Strategy

Continuously updating the talent strategy to align with industry trends and organizational
objectives.
Our refined and strategically aligned HR strategies exemplify their profound impact on elevating an
organization's talent dynamics and fostering business success. The initiative "Building Future
Leaders Today" underscores Cairn's unwavering commitment to cultivating a resilient workforce
prepared for the challenges of tomorrow, ready to cruise the organisation to new heights of growth
and fresh innovations in the fast-spinning, ultra-competitive Oil & Gas space.

96
Tech Mahindra Ltd.
3
WINNER
Excellence in Managing the Hybrid
Workplace – The HR Lens
Tech Mahindra Limited
CONGRATULATIONS
Richard Lobo
“At Tech Mahindra, we believe in fostering a flexible

work culture that accommodates the diverse needs of
our employees, while maintaining their productivity.
Keeping this in mind, we have implemented hybrid
work policies that not only allow flexibility for our
employees, but also ensures business continuity and
growth for our customers."

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What's the story behind your organization?
A legend named Tech Mahindra crafts We are also the first Indian company to be
connected experiences in the grand tapestry awarded the Sustainable Markets Initiative’s
of our connected world. Imagine a place Terra Carta Seal, which recognizes global
where innovation and dreams are woven companies actively leading the charge to
together, crafting customer-centric IT create a climate- and nature-positive future.
services and solutions with a fervor that This accolade is a tribute to our relentless
empowers Enterprises, Associates, and spirit of innovation, our pursuit of excellence,
Society to soar to new heights—this is the and our commitment to enriching society.
story of Rise™.
Behold the titan, Tech Mahindra: a USD 6.5

billion stronghold manned by an elite force
of 146,000+ maestros scattered across 90
nations, aiding over 1250 global clientele,
including many from the Fortune 500. Our
arsenal? Innovation platforms and reusable
assets that weave across technologies,
conjuring tangible business outcomes for
stakeholders far and wide.
Amidst this land of technological marvels,

Tech Mahindra glimmers as a crown jewel, So, as
the fastest growing brand globally in ‘brand our tale
value rank’ and among the top 7 IT brands folds into the annals of the digital age,
globally in brand strength with AA+ rating remember: Tech Mahindra stands not just as a
per Brand Finance. beacon in the IT realm but as a guiding light,
leading the charge towards a future where
dreams and reality converge, and aspirations
Rise™.
What lofty goals are on your organization’s

hit list right now? Spill the beans on the key business
When the pandemic hit, it cranked up the tempo of digitization, sending the demand for IT skills
into an electrifying overdrive! The demand-supply gap made "great resignation" and
"quiet-quitting" a harsh reality. With continued momentum and increasing demand for higher
technologies, the IT industry revenues are expected to reach USD 350 billion by 2026. TechM
recognized that the "virus" has broken the cultural and technical barriers to "how, when, and
where" work occurs. This has led to a fundamental shift from physical to hybrid. It also
fundamentally changed people’s perspectives. Employees try to reclaim time, energy, identity,
and passions in this 'new normal'. This meant we had to change the power dynamics from
organizations to people, profit to prosperity and from "me" to "we".

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At TechM, we orchestrate a new melody every day, remixing old people - practices and
spinning it to match the beat of the 'new normal’.
Picture this: IT professionals synchronize with the tune of "Work from Home"
(WFH), albeit restricted solely to the confines delineated by customer
agreements and contractual obligations. Governments do their part as well,
debuting novel compositions infused with regulatory nuances such as
orchestrating minimum occupancy measures, harmonizing symphonies of
employment contracts, and introducing new tax melodies. Not to mention
we had to learn the intricate choreography of navigating new labour laws.
But wait, there's a twist in the tale -

hybrid working cranks up the volume on
the risk of company confidential secrets
slipping out the back door and
beckoning hackers in. So, what's the
move? It's all about decking out the
place security protocols tighter than a
snare drum, safeguarding data like an
impenetrable bank vault. We
supplemented this with the best-in-class
collaboration tools and cloud storage
Meanwhile, employees are setting up
that's as vast as the sky reducing the
their homes with high-speed internet,
need for using external software.
laptop/desktop setups that strike
every chord, and ergonomic
workspaces that are conducive for
remember the business unit-level

crews, tuning in for both in-person and
virtual meetups, laying down tracks to
guarantee those seamless
experiences that keep the business on
the road. It's a new world, and TechM
is leading the charge, ensuring
everyone's in tune and the rhythm
endures.

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What unique needs does your target
audience have?
The organization gracefully moves to a vibrant
rhythm, embracing the fluid dynamics of the
evolving landscape of remote work. Similarly, it
adopts its symphony to the winds of change that
are shifting employee expectations in the ‘new
normal’. It was essential to identify which roles
could operate remotely and which required
structures for smooth functioning. With flexible

work hours and increased blurring between
personal and professional lives, we had to
establish clear expectations and define
boundaries to prevent burnout.
A complex composition does productivity play, Maintaining a coherent organizational ethos

Managers navigating in uncertain ways. Like a or culture is more complex in a hybrid setup.
conductor without a baton to wield, Managers It means transitioning those in-person
may feel a loss, their control over deliverables, connects to virtual connects and reinforcing
a veritable minefield. With no physical behavioral norms. We put systems in place to
presence to guide the ensemble near, a give all employees equal opportunities.
challenge to balance, a tune unclear. They Opportunities to train, learn new skills,
had to strike the right balance, a delicate participate in decision-making, and advance
dance. Monitoring work without leaving a their careers without bias between remote
chance, by giving employees the freedom to
work without the fear of surveillance.

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plan sync up with the
To thrive in the realm of hybrid
work while ensuring business
growth, we found an
approach that helped
both. In the grand
orchestration of our
hybrid work design, a
people-centric approach
was culture redefined. This
strategy aligned with our n=1
philosophy, which considers every individual to be unique,
hyper-personalized experiences and moments that matter.

In this composition of work and human art, our approach
resonated, touching every heart. We put people first by
giving them the ‘freedom to explore’. This Employee Value
Proposition (EVP) created a harmonious rhythm for all to
see. Each note in the symphony of work and play,
connecting us through each and every day. Co-creating
moments, like a duet in time, while celebrating
achievements, a chorus sublime.

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Lay out the epic initiatives
Tech Mahindra unleashed
to conquer the challenges
in its path
To address people and customer
challenges, we aligned people
towards a common purpose through
As illustrated below, we supported their transition to

the ‘new normal’ and used technology to create
moments that matter.

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Prioritize Flexibility Human-Centred Practices
Post-pandemic, the switch was made to We redesigned our people processes

hybrid working to ensure safety. With a to accommodate a hybrid work model.
distributed and location-agnostic For example, induction now includes
workforce comes the need for ‘radical both virtual (metaverse tour) and
flexibility.’ Employees were given flexibility in-person (welcome connects). New
in work hours (minimum five-hour-days policies like Sabbatical leave, Mortality
and 45-hour weeks), work location support, Incentive schemes (for
(role-based WFH and new satellite delivery-led growth), Career
Acceleration (for upskilling), and NXT.
options).
towns) were introduced. Collaboration
tools like MS Teams were procured,
Role Assessment
along with developing in-house
Roles (tasks + activities) determine remote platforms like NAD.Learn (skilling),
work, not the occupation. A rotation UVO Chatbot (workforce actions),
system was implemented for roles that Help.NXT (support tickets) etc.
required physical presence (e.g., IT server
maintenance, shared services, HR
onboarding, etc.). Managers are given
flexibility to decide WFO/WFH based on
the job role and employee’s personal
preferences.
Hybrid Engagement
Created virtual ‘water-cooler’ moments

through social connects like All Hands
Meets, Team Tea Meetings, Thematic
are made to keep employees informed on Protecting Privacy

business updates using emailers,
newsletters, and screensavers. Apart from TechM remains a ‘values-first’
virtual connects, learning sessions, public company, echoing the ideas the
recognitions, wellness at home, PrimeTime Mahindra Group founders espoused in
(Thought-leadership talk-show), their first advertisement in 1945. No
TechMighTea (random connects between 2 systems were in place to monitor
colleagues), and engagement sessions, employee activity. Employees filled out
including family, etc., were also organized. self-declarations on ethical conduct.
Few programs, like organizational awards, There is a zero-tolerance policy for
career fairs, Founder’s Day celebrations, violations of the “Code of Conduct” or
etc., were in-person engagements. harassment. Strong daily work
management practices like regular
check-ins, cadence calls, on-cloud
backups & data security protocols
support this.

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‘Wellness First’ approach
New programs like People Care Managers (training managers for hybrid), Wellness
Quotient (identify pain points in employee lifecycle), Virtual wellness sessions, 24*7
EAP counselling support over Chat/Call/Video, etc.
Career Growth
Strengthen Culture
Strong career management practices for
The pandemic gave us a chance to
equitable opportunities for growth without
redesign experiences. Through this, TechM
bias. Prioritize upskilling with customized
has built mechanisms that help people
career paths, world-class content
take ownership of their deliverables,
certifications, and personalized learning
cherish those decisions, take pride in
journeys. It is supplemented by platforms
them, and tell the world. For example,
like Career Turbo (gamification of career
'celebration' is central to our culture,
paths), Career Counselling, Reverse
expressed through recognizing good work
Mentoring, Talex (gamified job rotation), etc.
through organizational awards (ACE, STAR)
and engagement programs through JOSH
(employee-led location teams that
organize fun activities).
Helping Managers
Managers trained to measure outcomes

Tools across Lifecycle instead of output for performance reviews
& promotion decisions. Ownership of
Platforms for HR like Kudos (rewards), achieving results is given to individual
MyBeat+ (social), Ide@s (performance), employees. Technological tools like BeMe
NAD-Learn (upskilling), WoW (wellness) Coach (check email tone & frequency),
etc., Mobile apps like DOVE (induction), BeMe Simulation (practice conversations),
mEASY (self-service), NeMO (business BeMe Feedforward (feedback from trusted
updates), JOSH (engagement activities), people), and Wheel of Life (self-coaching
Wheel of Life(self-improvement) & tool for well-being) help improve
iVolunteer (CSR).

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What hurdles did the
organization encounter while
bringing these initiatives to
life?
TechM’s transition to hybrid working was
simply smooth because “work from home” was
not a new concept. Taking the rhythms of the
past, TechM hit the remix button with force,
unveiling fresh directives and elegant
protocols, seamlessly gliding into the future of
work. Top of the charts was ensuring
customers felt reassured, with employees
educated in the latest data protection and
security techniques. Devices received a
security upgrade, resonating with two-factor
authentication and VPN to maintain a robust
defense.
Then, a revelation! An AI Command Center hit the scene, keeping tabs on customer
projects with a sophisticated points system, timely alerts, and replication of best practices
to share the winning tune. TechM endeavors didn't halt there; they fully embraced the
ethos of remote work, dispatching desktops/ laptops to their distributed team members
and equipping them with premier collaboration tools. Crucial measures like remote
workstations, laptop rentals, WFH allowance, and broadband instilled a sense of
belongingness amongst employees.
Managers turned into trust-building maestros, orchestrating the delicate dance of guiding
dispersed team members with grace while ensuring positive business outcomes. TechM
even got in tune with local authorities, helping them craft melodic laws on hybrid working
like harmonies, SEZ space symphonies, and additional perks for those working from
resource profiles to optimize costs. Hybrid work designed with a rhythm so sweet, putting
human experiences in the front seat.

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How did your company Sherlock Holmes its
way through measuring the impact and
What were
the thrilling results and outcomes achieved
as a result of the same?
The rhythm of TechM's hybrid work culture is making waves, and here's a breakdown of
some key metrics that illustrate how we're revolutionizing the workplace:
Attracting talent Developing talent

An intentionally diverse Helping employees
grow both
people to create a beautiful professionally and
composition. A culture that personally, like a gentle
promotes positivity, akin to a lullaby guiding them
joyful crescendo, lifting spirits towards self-discovery
and inspiring harmony. An and growth through
employer brand that provides technical skilling and
employees the freedom to behavioral coaching programs. Providing
explore makes TechM an avenues to learn in-demand skills grants
employer of choice. Metric - The TechM the melodic advantage to bid for
lowest drop-out percentage is significant projects and lessen reliance on
29% against an industry average external hiring. Metric - Increase internal
fulfillment rate (employees who move into new
acceptance. roles) to 71% in Q4 FY22-23 from 48% in Q1
FY22-23.
Engaging talent
Staying connected with remotely working
employees is like a soothing harmony weaving
through distant melodies to create psychological
safety. Engaging talent motivates employees, like a
rhythmic beat propelling them forward, inspiring
excellence in their performance which helps TechM
increase resource utilization. Metric - Productivity
has increased by 15%, and resource utilization
improved to 86% in FY’23.

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Retaining talent
Meeting the expectations of the
new generation of ‘deskless
workers’, like a vibrant melody
adapting to changing rhythms,
while preserving the soulful
essence that resonates with every
employee has helped TechM
retain talent. Metric - The attrition
rate moved from an all-time high of
26.5% in Q2 FY’22 to 10.6% in Q4
FY’23 (QAT). TechM had the lowest
attrition among IT peers trending
down for 9 consecutive quarters
and is currently at 14.8% LTM.
Here’s what some of our employees had to say:
“Three E’s of TechM are enjoying each other’s company, energy in everything
we do, and empathy for doing what is right.” – Vikas Gupta, SBU D-APJ
“Love the company culture. There is a lot of transparency and freedom to

approach any leader if you have questions or new ideas you want to discuss.” –
Satya Namburi, EMEA
“I worked with many companies, but honestly nowhere I found such a culture
which is found in Tech M. Indeed, I am proud to be a TechMighty!” – Hina
Kashan, SBU S-SAEV

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What were the key
ingredients—be it leadership,
teamwork, or policy
magic—that made your
initiatives a hit?
TechM understands that the grand
symphony of corporate evolution requires
timely resolutions that pave the way for a
brighter day. It did so by putting people
first, creating a hybrid working blueprint
for nurturing careers, well-being, and
happiness intertwined. Each note played
with precision and care, creating a
workplace melody beyond compare. The
leadership took to the stage with frequent
connects, tuning in with care. Weaving
positive messages with wisdom so pure,
they build trust with transparency so open
and sure. Here, transparency isn’t just a
buzzword—it’s the real deal, from
goal-setting to clear
deliverables/outcomes.
TechM is spinning the success of hybrid working on the productivity turntable. With a
crescendo of rigorous training, the workplace transforms, collaboration tools harmonize,
creating symphonic norms. Daily work management, a rhythm steady and true, interactivity
adding layers to the productive brew. Productivity, once a melody seeking its peak, now soars
to heights beyond what words can speak. Work is about the ownership for results now, with
In the grand orchestration of TechM's vision bright, a symphony of inclusion takes flight. Like a
conductor guiding a diverse ensemble, it seeks to avoid biases that may strike a discordant
note in the workplace song. Diving deep into improving its rhythm divine, TechM invested in
next-gen technology like 5G, Generative AI, and VoLTE, improving the quality of work
experiences. In this musical tapestry of unity and grace, TechM weaves a melody where all
TechMighties find their place. Creating a connected world so clear, everyone lines up to hear.

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THE WISDOM GAINED! What were the
golden lessons and lightbulb moments from
the implementation of the above initiatives?
Celebrating moments, big and small, in-kind In the intricate composition of data and trust,
is how TechM’s culture is defined. A melody TechM conducts a melody both bold and
of joy, a chorus of cheer, resonating through just. With privacy concerns and data as a
the workplace atmosphere. We’re tuning commodity, we built a symphony of trust in
into what our employees need, especially technology. All initiatives are strictly opt-in
those who rode the rollercoaster through with consent for usage, and the data is
the pandemic’s shadowy loops. We deleted on employee exit. TechM has also
amplified the power of technology to reduce
managing a hybrid workforce. From
creating moments that matter. Celebrating Managers to Leaders, a transformation
triumphs and overcoming strife, we created unfolds, adopting no-filter communication to
a workplace symphony that breathes new promote openness that breaks the gossip
life. strongholds. We trained managers to show
empathy, kindness, and trust thereby
inspiring their team to be robust. Thus, we
What's in store for the crafted a workplace that meets every need,
supporting the professional and personal
next chapter of these lives of employees where they take the lead.
initiatives? Any sneak
peeks or thrilling plans for
the future?
When it comes to hybrid working, we are orchestrating a long symphony. We believe
experiences. By building people-first systems that prioritize employees’ careers, well-being,

and happiness we’re playing a symphony of trust. The melody lingers on that the
harmonies of musicians are ever-changing, and the arrival of new rhythms is continuously
pushing the boundaries of tradition. So as employee needs are ever-evolving, and modern
technologies are constantly challenging the status quo, TechM should always be
problem-solving. We endeavor to stay ahead of the curve by ‘sensing and anticipating’ the
future of work and what skills are needed to support organizational revenue growth. TechM
will continue to orchestrate and harmonize its hybrid ensemble to ensure seamless
business operations.

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Infosys Ltd.
3
Runner Up
Excellence in Managing the
Hybrid Workplace - The HR Lens
Infosys Ltd.
CONGRATULATIONS
Shaji Mathew
EVP - Group Head - Human Resources
“Hybrid Workplace for employees has directed greater focus

on the need for digital transformation for businesses. Infosys
interventions across areas of collaboration, ideation, care,

inclusion, and learning to deliver best-in-class outcomes for
clients across the globe.”

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Take us on a journey! What's the story
behind your organization?
As a global leader in the IT service industry over the last 40 years, at Infosys, we have
provider to a trusted global partner in digital transformation for organizations across the world. We
enable clients in more than 56 countries to navigate their transformation journeys in an ever
evolving and dynamic digital landscape.
Established in the year 1981, Infosys was built with zeal and passion towards innovation by 7
engineers in Pune, India, with just USD $250. Over this duration, our values of Client-Value,
Leadership by Example, Integrity and Transparency, Fairness and Excellence (C-LIFE), have always
been close to our core to drive innovation and success in domains known and unknown. We steer
our clients, leveraging our unique innovation ecosystem, towards empowering them with digital
agility at scale.
Through our continued endeavor to provide high quality & high value products and services we
have evolved into a technology enterprise with 3,00,000 employees and a market capitalization
of USD $76.29 Billion. We have been able to pioneer the Global Delivery Model and are the first
Indian IT company to be listed on NASDAQ. We take pride that we have played a role in
catalyzing India’s emergence as a global destination for software services talent.

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At Infosys, our mission is to navigate our clients to their aspired destinations. We do it by enabling
the enterprise with an AI powered core that helps prioritize the execution of change. Together, we
have navigated the rapidly evolving global business environment as they ideate, plan, and
execute the journey towards a digital future.
Our endeavor has always been to keep a close ear to the ground, to look within and outside, keen
to assimilate new ideas to reinvent and become digital native; our key business objectives at the
moment focus on our broad organizational agenda of always-on-learning through our Global
Education System and in-house learning platform – Lex. Our goal is to also drive continuous
improvement for business through building, honing, and transferring digital skills, expertise and
ideas for our innovation ecosystem.
Secondly, our digital first strategy has been able to empower clients and prospective clients with
best-in-class and future ready digital solutions as they are faced with transformative business
opportunities.
Finally, we aim to continue to uplift and imbibe cultural transformation through the Infosys Way of
Life as we continue to operate successfully in the hybrid model of work.

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Multiple challenges emerged across the employee lifecycle with the implementation of the hybrid
model of work. In the last one year, as restrictions on movements were relaxed, employees have
diverse work models in play, culture assimilation, collaboration, and learning endeavors represent
new-age challenges.
How does your HR game plan sync up with the overall business goals?
At Infosys, HR co-exists with business in close harmony in the hybrid model of work, both
supporting the other through the business cycle by enabling two-way communication. Insights
gained from business allow HR to shape each program and platform enhancing our business
outcomes through people development.

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Today, intelligent automation and digitization exist at the center of how business and HR work
together. We have embraced it through the development of our “High-Touch and High-Tech”
digital personalized experience for our employees, across major lifecycle events. Through this
We set up an Employee Experience Centre of Excellence with the mission to create workplace
experiences that employees cherish and thrive in by creating a human-centric work design,
improving employee needs, enabling the organization to be responsive to customer demand and
resilient to disruptions.
Strategy & Values

At Infosys, we promote a culture of client-centricity, inclusivity, innovation, and curiosity, that is
fueled by an ecosystem of encouragement. Our value system (C-LIFE) has evolved over the years
keeping the employee, client, and societal needs at the core, building a build a culture of
collaboration, learning, care, advocacy, innovation, and excellence in delivery. Our corporate
governance framework is guided by our core values, which are driven by HR at the ground-level,
highlighting a beautiful symphony between business and HR goals.

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Education, Training and Assessment
Equipping our employees with digital skills has been critical over the last few years. As a part of
sourced from partners - for enterprise consumption and to niche communities with specific
requirements.
Fostering a Culture of Appreciation and Gratitude
successes of all its people. Several rewards and recognition programs and platforms have been
created, such as ‘RISE’ - an exclusive recognition platform – that is integrated with our digital
marketplaces- ‘InfyGold’ and ‘InfyAdvantage’. Within the same scope, we have ‘iRISE- Real. Instant.
Specific. Excite’ – a single platform that recognizes infoscions across the globe.
Our ‘Gracias’ has badges and stickers to enable our culture of gratitude. The largest rewards and
recognition program for our employees across geographical locations in over 20 categories is
‘Awards for Excellence’, a much-revered annual event.
5C Engagement Model
Our 5C engagement model is the foundation of our people and culture-driven organization. It
ensures business continuity by providing our employees with a holistic experience, providing
ample opportunities to build Culture, Care, Connect, Collaborate, and Celebrate. As we continue
building a future-ready work culture.

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Diversity, Equity, and Inclusion
• IamtheFuture - An integrated program in collaboration with Stanford University, designed to

realize our ESG Vision 2030 of developing and empowering female leaders.
• Orbit Next - A year-long program for high-performing women at the middle management level.
• Women in Management (WIM) - An exclusive two-day program to enable female managers to

understand the challenges which may be hampering their career growth and development.
• Tech Cohere – Reaches out to 7000+ engineers and aims at building a vibrant tech
community.
• Restart with Infosys – Focuses on hiring professionals who were on career breaks.
• Employee Resource Groups – Committed to giving employees a voice via Employee

Resource Groups (ERGs).
• Employees with Disabilities – Aims at giving employees an opportunity to gain an in-depth

understanding of the accessibility needs of people with disability.
• LGBTIQA+: As a signatory to the UN Free & Equal, we are committed to strengthening and
supporting an inclusive workplace for members of the LGBTIQA+ community.
Focus on Wellbeing
• HEAR: Infosys has a robust grievance redressal forum called HEAR (Hearing Employees and
a platform "to be heard" and building the "speak-up culture."
• ASHI (Anti-Sexual Harassment Initiative): Internal Committees (IC) are present across India
for the redressal of sexual harassment matters reported by women employees, in accordance
with the POSH Act. We also have a strong governance mechanism in the form of a Grievance
Redressal Body (GRB). GRB helps define, interpret, and implement ASHI and is accountable for
administering the policy centrally.
• HALE (Health Assessment and Lifestyle Enrichment): Our HALE program is a non-monetary
employee benefit plan within which our wellness philosophy stands on the four pillars of
physical, emotional, and social well-being, and safety. !

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How did your
company Sherlock Holmes
its way through measuring
of these initiatives?
What were the thrilling results and outcomes achieved
through the implementation of these initiatives?
Through our “High-Tech and High-Touch” Model, several

touchpoints have been built throughout Infosys that allow
us to gather a multitude of data to empower and help
us make data-driven decisions. Through regular
surveys, reverse feedback, and data collection
of the initiatives and programs

undertaken and continually evolve
the hybrid model of work.
The Hybrid model was

introduced in the year 2020
empowering them to focus

better on work with comfort. We
observed at an enterprise level,
project Productivity
Improvement across service
improved by ~4% in FY23 over a year.

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We have seen significant improvements in our new joiner experience
Further down the employee life cycle, maximizing human potential remains an integral
component in building a community of people that is resilient and equipped to handle
changes. We accomplished this through internal job mobility; wherein internal fulfillment
increased from 40% in Q1 FY23 to 67% in Q4 FY23. We built on our employee well-being
models – making them more robust and accessible to almost 1,50,000 Infoscions. Our
engagement initiatives through Power Teams, Synergy Meets, and Rewards and Recognition
programs have also shown fantastic results, evident from our Employee Satisfaction (ESAT)
score of - 83%.
We have seen incredible growth in employees’ voluntary RTO journey globally, thereby
exhibiting a positive trend in balancing in-person and online interactions.

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Organization
East, and North America and ranked among Top Employers in Europe for Best-in-Class People Practices; Ranked #1 in India again
Manager Awards conducted by People Business & Economic Times”.
Business Leaders Managers Employees
• We have successfully reduced • Total aspirations captured in AIM is at • To date, we have had 1,038,035
project allocation lead time from 69.15% (current) out of which 57.97% of sign-ups and 84,219 projects posted
42 days to 19 days. captured aspirations are closed. on accelerate, and at any given time
there are 1000 projects available for
• Engaging Returning Mothers • Infosys Manager code is the guiding gig work.
through meaningful projects: principle on how to become a good
in-time allocation to production manager! A flipbook with enablement • A strong return to work
went up from 36% in 2020 to 86% kits, leader blogs, manager post-maternity program has ensured
in 2021. enablement sessions, inspiring stories 87% of women returning to work and
of ‘Awesome Bosses’, communication 75% continuing in their professional
• Return to Work Program (R2W) journeys with us after 12 months of
where we saw a percentage tool-kits to manage the pandemic
were some of our stand-out resuming work in fiscal 2022.
increase from 78% in 2020 to 91%
in 2021. interventions. • Infosys Wingspan known as Lex
• We had 15,835 employees given internally- offers over 13,700 courses.
• Strengthened overall security Over 2,99,000 of our employees use
through cloud-delivered security INSTA awards and 139424 Gracias
appreciations in the last quarter. We Lex and are spending approximately
controls and capabilities. Infosys 2.3 million training days.
innovation in policy introduced new Gracias Manager
standardization enforces controls Code Badges affording our employees • We saw 3000 wellness badges sent
at the access level and an opportunity to express their across locations.
accelerates the rollout of service gratitude to their managers and Work • Digital well-being: This platform
thereby reducing or eliminating from Office badges giving our entails a host of offerings like wellness
legacy tools allowing our employees and managers the content, expert talks by professionals
customers to reduce overall costs opportunity to welcome back their around the country, self-help tools,
while enhancing end-user. team members. and the availability of HALE counselors
24*7.
Community
• VISHWAS and Infosys Foundation have collaborated to provide elementary education for 300 children, including those with
disabilities. The partnership offers support under community initiatives in areas such as education, health, and early childhood care.
• Techzooka is an annual event at Infosys that celebrates technology and touches the lives of Infoscions, clients, students, and the
community at large.
• HackWithInfy is a coding competition for engineering students graduating in the years 2023, 2024, and 2025 with a record-breaking
2.7 lakh students registering from all over India. The program is specially designed to inculcate a culture of rapid problem-solving
and innovative thinking early in academic life.
• Conceptualized and rolled out in partnership with NASSCOM to skill 10000 women in the new and emerging technologies for India
(aligned to the National Skills Mission).
• Infosys D&I team trained 300 mentors from the industry to scale the program. 5000 women across India and across industry are
part of this program. 120 mentors and 12 industry experts contributing over 500 hours are supporting this national skilling initiative
that positions Infosys as the place for Women in Technology.
• CII Partnerships: We partnered with the Confederation of Indian Industry (CII) to enable women at Infosys to leverage learning and
build networks across the industry. They also get an opportunity to participate in industry-led mentoring programs, workshops, and
seminars.
• Infosys-Springboard In alignment with the Infosys ESG Vision 2030 to enable digital skills at scale, Infosys Springboard has been
identified as a flagship digital learning platform to empower people, communities, and society with skills to be successful in the 21st
Century.
Our employee well-being rates reached an all-time high of 91% among employees across
locations. HALE successfully touched the lives of 150,000 employees through 431 initiatives,
where we witnessed a three-fold increase in employee participation virtually. The key focus
was mental health, where we conducted 150 interventions last year.

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Our employee well-being rates reached an all-time high of 91% among employees across
locations. HALE successfully touched the lives of 150,000 employees through 431 initiatives,
where we witnessed a three-fold increase in employee participation virtually. The key focus
was mental health, where we conducted 150 interventions last year.
Hybrid Working Talent Anywhere Model
• A constant increase in unique employee footfall with 40% • Introduction of 8 new Development Centers in Tier 1 and Tier
employees attending office in hybrid mode in India. 2 cities to help employees transition to a Hybrid work model.
• Average daily footfall of more than 60,000, with more New DCs opened – Hubli, Indore, Navi Mumbai, Nagpur,
than 1,00,000 employees attending office once a week. Kolkata, Noida, Vishakhapatnam, and Coimbatore.
• Close to 100% Leaders now WFO at least twice a week. • We see a rise in Women in the workforce with the present
representation at 40%. Our group’s non-executive directorship
• 82% Managers WFO at least twice a week
is 25% female.
• 18% Increase in employees moving to base location.
• We have seen a promising 89% Return to work
• 97.6% Infosys employees have been vaccinated to ensure post-maternity.
safety for everyone on campus.
• Focus on Gig Work through the Accelerate portal - 2100+ job
postings and 1 million + sign-ups for Accelerate projects to
date.
Amplifying Human Potential Infosys as a Nation Builder

• Total career aspirations captured for FY23 is 1,38,658 and • More than 25,000 employees have received Skill Tags in niche
closure stands at 83,761. and premium skills through certification and on-project
• Increase in Internal job fulfillment from 40% in Q1FY23 to 67% learning.
in Q4FY23 • Almost 80,000 employees have increased their Digital
• 53,000 + Role Change movements done in FY23. Quotients.
• 2000+ members onboarded to the Niche Platinum Club in • Infosys Springboard has provided learning opportunities to
FY23, giving them accelerated career growth opportunities. 3.5 million learners in India.
• Lex, our in-house developed, anytime-anywhere-learning
platform, offers over 14,800 courses curated for easy
consumption on mobile devices with advanced telemetry,
gamification, and certification features.
• Over 3,25,000 of our employees use Lex and are spending
approximately 3.3 million training days compared to 2.3
million in the last fiscal
Global Education Center

Employee Satisfaction
(GEC) in Infosys Mysore
• GEC pioneered the transformation journey for 175K • Employee Satisfaction Score is currently at an all-time
youngsters over the last 14 years. high of 83%, a 7% increase from last year.
• It has the capacity to educate 14K trainees at any given • Employee satisfaction for wellbeing and support
point in time. initiatives has increased to 89%.
• We evacuated 11K trainees when the pandemic started. • Employees feel a stronger sense of connection with a
satisfaction score of 90%
• 38K trainees have been onboarded since the pandemic.
• For new employees, the overall onboarding experience
has a satisfaction score of 93%
What were the key ingredients—be it

leadership, teamwork, or policy magic—that
made your initiatives a hit?
Our aspiration of being a learning organization was the foundation upon which we
redeveloped the Employee Value Proposition. Its sole focus has been to inspire employees
and enable them to find purpose in making an indelible impact through meaningful work.
In the hybrid world, it has become increasingly important to strengthen and reinforce our
delivering a better employee experience has positively changed how they perceive the
organizational culture. The 5C model for engagement helps us to create best-in-class
employee experiences and helps our people stay motivated and deliver their best every day.

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Reinforced commitment to digital transformation through Tech
Cohere, Techzooka, and Digital Quotient, are fulfilling the aim of
empowering employees to be proficient and equipped with skills
needed to keep pace with the rapid digitization that continues to
define the global economy.
The principles of Agile and Lean Methodology flourish across

workspaces in Infosys DCs. More so, our continued focus on
well-being has paved the way for ensuring meaningful conversations
around work-life balance, productivity, and satisfaction, especially
within the context of a dynamic work model.
Our ESG Vision 2030 encompasses all the initiatives and programs
that have been launched in the last three years. A symbiotic
relationship exists between our endeavor to provide best-in-class
opportunities to our employees and to ensure that our DCs globally
have environmentally sustainable practices and exist by creating
minimum impact on our environment. All our initiatives, as a result,
will continue to thrive and be the pulse of the Infosys Way of Life.
Sustained innovation is part of our strategy where we focus on the

workplace of tomorrow that promotes a collaborative, transparent
and participative organizational culture. It rewards merit and
sustained high performance, helping us with our people-first
initiatives. This is evident in the rapid digitization and automation of
tools needed to make the employee experience better – these are
functioning in an ecosystem unique to Infosys.

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for the future?
As we delve into the hybrid model of work further and support the same through our RTO
initiatives, we aim to continue maximizing the potential of people, businesses, and communities
through our “High-touch and High-tech initiatives”, while driving equity and contributing
towards nation-building. We aim to continue strengthening our human-centric work design.
As digital transformation across the globe continues to grow from strength to strength as a
technology pioneer, we look forward to enabling our processes and systems with the power of
Artificial Intelligence (AI). We aim to keep evolving a proactive system that creates an empowe-
red and enjoyable environment for our employees to thrive in, while upholding the vision,
mission, and values of Infosys.
This is the Infosys story. We don’t just look within, we look around us and hold our environment,
society, and government to a very high regard; cognizant of the fact that our accomplishments
and accolades are meaningless without their support. We realize that the hybrid model of
working is the future and to embrace this new reality, we are investing in the evolution of
organizational culture through improved employee experiences, and wellness, making our
talent future-ready. We will continue to strive for a better workplace that helps infoscions move
forward and take the world with them.

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Mondelez India
Foods Pvt. Ltd.
3
WINNER
Excellence in DEI
Mondelez India
Foods Pvt. Ltd.
CONGRATULATIONS
Nagina Singh
Senior Director - HR
“At Mondelez India, we’re embracing inclusion to

reflect the diversity of our colleagues and community.
DEI is part of our DNA, and we are committed to
are valued, and everyone feels safe to bring their

authentic selves to work. We are consciously
embedding DEI in all core people processes where we
empower our colleagues and community. All these
and equitable world.”

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Mondelez India Foods Private Limited (formerly

Cadbury India Ltd.) has been a legendary brand with a
presence in India for 75 years. The company
introduced Cadbury Dairy Milk and Bournvita in 1948
and since then has been a leader in the chocolate
category in the country. Part of Mondelēz International,
the company has iconic brands like Cadbury Dairy
Milk, Cadbury Dairy Milk Silk, Cadbury Celebrations,
Cadbury Bournville, Cadbury 5Star, Cadbury Perk,
Cadbury Fuse, Cadbury Gems, Cadbury Bournvita,
Tang, OREO, among several others under its umbrella.
Headquartered in Mumbai, the Chocolate Empire
vast number of consultants and contractual colleagues
Delhi, Mumbai, Kolkata, and Chennai and our own

manufacturing facilities in Maharashtra, Madhya
Pradesh, Himachal Pradesh, and Andhra Pradesh, in
addition to a global Research & Development
Technical Centre and Global Business Hub in
Maharashtra and a vast distribution network across the
country. India is one of the top priority markets for
Mondelēz International and has been at the helm of
driving the company’s success story worldwide. We
have committed substantial investments to support the
"Make in India" initiative, covering areas such as our
manufacturing and sales footprint, R&D, technology
importantly, our workforce.
Today, most organizations are focusing on building a

diverse talent pool. There is a clear business case for
promoting diversity, equity, and inclusion in the
workplace. Guided by our Purpose and Values, we
strive to champion diversity, inclusion, and economic
empowerment for our colleagues, culture, and
communities.

127
Pillars: At Mondelez International, our Purpose to empower people to snack right is 'why' we exist.
the right way describes 'what' we do; and our Leadership Framework made up of our values and
commitments guide 'how' we behave.
Post-pandemic, significant trends have converged to create an unprecedented situation. The Great
Resignation, the exit of baby boomers from the workforce, and increasing focus on hiring diverse
and underrepresented talent alongside other trends are revamping the entire talent landscape
across the globe. This has posed a specific challenge for companies to retain and engage talent.
Internally, our diversity is a strength that drives innovation and growth. As a consumer-centric
business catering to diverse communities across the globe; inclusion, equity, and diversity are part
of our DNA.
Our global DEI manifesto has been focusing on increasing equal opportunities to build a diverse
workforce, with immense emphasis on inclusion and equity.

128
the daily grind?
Some focus areas identified as part of our
listening exercises and surveys are as
follows:
Representation
With women’s participation in the workforce at 22-25% in India, under-representation
was a challenge for Mondelez also, this was especially pronounced in certain functions.
Thus, to bring a balance in our representation there is a need to focus on increasing
diversity starting with gender.
Awareness
around inclusion
and equity
There was a need to build
awareness across levels
around key concepts such
as unconscious bias, equity Engagement scores
vs equality,micro-inequities,
inclusive behaviors,
and DEI indicators
psychological safety, etc. While Mondelez India engagement scores often
This could equip individuals tank in the top quartile within the industry and
and people managers to
consciously create more engagement scores across our male and female
inclusive teams and colleagues. There was also some variability on
environments. certain DEI indicators which prompted us to
prioritize building a culture of belongingness and
inclusivity.

129
How does the HR game plan sync up with the
overall business goals ?
Apart from the global DEI manifesto, there is also a well-defined DEI framework – 3Cs
(Colleagues, Culture, Community) and the India business unit defines goals and publishes
commitments against each pillar every year. Thus, all diagnostic interventions to identify core
issues on the ground are tightly aligned to this agenda.

130
Lay out the
epic initiatives
Mondelez unleashed to
conquer the challenges in
its path.
Everyone has a role to play in building an

inclusive culture. Thus, our stakeholder
group was the entire organization. We
cohorts/concern areas for

people managers, Country
Leadership Team,
women, members of
the pride community,
and allies.

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Leaders as DEI Nurturing an
Champions Inclusive Culture
In the India BU, we now have 50% Zero gender pay gap: We have been doing
representation of women colleagues in the global pay gap audits in partnership with an
Country Leadership Team. As champions external agency for 4-5 years. We recognized
of the DEI agenda in India and globally, our that women often start at lower salaries than
leaders play a crucial role in not just men. So, we transitioned away from the
achieving the set goals but also leading traditional approach of using the last salary as
capability building, mentoring talent, the reference, to decide the salary to be
making decisions on progressive policies,
being sponsors of flagship interventions
and truly building the key pillar of growth right compensation for the right role. This has
through culture. helped us to correct pay gaps that exist in the
industry and may otherwise only increase as
We also established a purposeful India DEI women progress in their careers.
Council 4 years ago including senior
leaders from all functions. The Council Inclusive Policies - progressive policies
meets once a quarter and has an annual launched ahead of the market: Our policies are
scorecard which flows into the global DEI progressive, gender neutral, and take into
charter. The Chairperson for the Council is consideration the diverse needs of our
the India BU President and Co-chairperson colleagues. In 2015, Mondelez India launched a
is the CHRO. There are three sponsors parenting policy that went beyond six months of
leading three key pillars- Colleagues, maternity leave for new mothers and flexi-work
Culture, and Community. All other timings. We also updated our parental leave
members are mapped to one of the pillars policy to cover alternative forms of parenthood
to maintain a continuous focus on the (adoption, surrogacy) and in 2021, extended
actions required. coverage of our employee insurance benefits to
same-sex partners and children of live-in
partners. These changes have been made in
DEI Objectives in recognition and support of the diverse family
Performance Management arrangements that exist in our country today. We
were one of the first few companies in India to
Process introduce paternity leave for new fathers. It was
Our leaders and colleagues live the and encouraging men to play an equal role in
values, demonstrate visible commitment, parenting.
hire and develop diverse talent but also In addition to these, there are other policies and
create an inclusive culture. In summary, benefits such as miscarriage leave, childcare
mandatory DEI objectives have helped us support through a nanny policy, insurance
to set accountability and ownership for coverage for same-sex partners, adopted
the agenda across the organization. children, and in-laws. Our Prevention of Sexual
Harassment policy is also applicable to all
genders over and beyond the statutory
requirements.

132
Flexible work arrangements: We stopped Generating opportunities
tracking attendance and
punch-in/punch-out time more than a and building higher
decade ago. This started with a position of engagement for women
trust and recognized that colleagues may
colleagues
responsibilities, and preferences. While the
norms are changing, it is important to Sri City Plant:
recognize imbalances in society and
create equitable environments for • The Sri City plant was set up with a
individuals with caring responsibilities to clear intention and target of hiring 50%
succeed. This was years before hybrid, women. We defied the norm that
flexible work arrangements were a norm in women cannot work on shop floors
India. because of night shifts and took
special permissions from the
Inclusive Leadership and Unconscious Government.
Bias Sessions:
Our flagship program, Inclusive Leaders • Designed factory infrastructure and
was launched with a clear objective to equipment with a specific focus on
build a mutual understanding of DEI and ergonomics to ensure physical
equip people managers with knowledge strength was not a barrier.
that could enable them to build inclusive
teams. • Engaged with families and established
a living community to ensure safety
Themes: and comfort.
Understanding and mitigating bias,
microinequities, equity vs equality, Employee Resource Groups: Over the
psychological safety, and allyship. last couple of years, we have successfully
established and seen engagement for six
Methodology: resource groups. This includes four
Facilitated discussions, activities, and functional women ERGs involving
discourse as the means to address real women colleagues from sales,
workplace scenarios and critical issues. All commercial, R&D, Mdlz Digital services,
sessions were delivered internally by one one PRIDE ERG, and one consolidated
business leader and one HR leader from a India BU women community with the
pool of internal facilitators who went purpose of building a larger network.
through an external train-the-trainer
module. Women of Mondelez (WoM) community:
This resource group is a safe space for
Coverage: women colleagues in India. The platform
160+ people leaders across functions enhances a sense of belongingness,
trained by internal leaders provides networking opportunities, and
facilitates continuous growth through
learning sessions (internal/external),
mentoring programs, leader connects,
peer learning, etc.

133
Mentoring programs
Mentoring programs: There has been a focus on increasing the diversity ratio and retaining
women colleagues in sales and commercials functions. Last year, we launched 2 mentoring
programs in these functions with the objective to provide guidance to women managers. The
format includes one-on-one connects and open sessions with leaders.
Additionally, there are 94 live mentoring partnerships for the WoM community. The
mentor-mentee match is basis the requirement shared by the mentees. Some common
mentoring themes are- navigating careers, functional/leadership capability, support and
guidance for new mothers/individuals back from a career break, navigating through stressful life
stage change, elevating personal brand and confidence, etc.
Women of Mondelez: Illustrative participant journey

134
Pride agenda: Over the last few years, we have consciously engaged in conversations
around pride, gender, allyship, and the role of leaders in building a safe and inclusive
environment for all. We also have an employee resource group in India which includes
colleagues from the Pride community and allies.
awareness levels of colleagues across levels. Some popular topics include- Gender
pronounces, Allyship, Understanding common terminologies, and LGBTQIA+ glossary.
Glimpses of our Pride agenda in 2023
Pride ERG: Illustrative construct

135
What hurdles
did your
Bringing about
team mindset shifts
encounter
With an increasing focus on gender
diversity, there was some inhibition about
hiring women in certain roles. We needed
while
successful case studies and most
importantly had to bring about a total
mindset reboot. While we had some big
bringing
wins such as the percentage of women in
our R&D function and setting up of the Sri
City plant with a clear objective of hiring
these
50% women on the shopfloor; the
experience was inconsistent across
functions and there was a need to
initiatives to
engage in more real conversations. We
invested time in having discussions
around the business case for diversity &
life?
inclusion and truly understanding
concepts like equality, equity, power,
privilege, and allyship. This enabled us to
equip people managers involved in hiring
decisions to handle tough conversations
internally while also enhancing their own
awareness levels. In addition to this, the
DEI Council and leadership team hold the
annual India BU goals and review them
regularly.

136
Need for building
JOINT OWNERSHIP
There was a need to position DEI as a
business agenda and emphasize that
everyone has a role to play in building an
inclusive workplace. Additionally, it was
across functions with customized scenarios

and examples.
To overcome this challenge, we tweaked our

communication strategy and partnered with
internal leaders. All sensitization and learning
programs were co-facilitated by a business
leader and an HR leader internally. The
objective was to make these sessions more
practical and conversation-based with real Need for more
examples relevant for the audience. This
ensured regular conversations and much CONSISTENT
higher engagement of participants. COMMUNICATION
We observed a gender gap in
engagement scores and DEI
indicators year on year. There was a
need to deep dive and diagnose
the root cause(s). Our approach to
dealing with this challenge was
two-fold. On one hand, we started
listening to our colleagues on a
regular basis through pulse checks,
leader-led focus group discussions,
surveys, Ask Me Anything (AMA)
sessions, and on the other hand we
started communicating a lot more
to enhance awareness of existing
policies and actions taken basis
employee feedback.

137
How did your
company Sherlock
these initiatives?
At Mondelez, we advocate for everyone’s voice to
be heard. There are multiple ways in which we
interventions.

138
Quarterly review by DEI External ranking and
Council surveys
The Council meets every quarter to review Every year we participate in external
the progress of the annual scorecard and surveys and rankings (such as Avtar Best
discuss key initiatives and/or challenges Places for Women survey, Aon-Nasscom,
that require focus. SHRM HR Excellence Awards) to
benchmark ourselves against running
industry standards.
CLT led focus group

discussions
Throughout the year, we track gaps in
engagement and inclusion scores
across genders, functions, and levels
which help us tweak our plans. Last
financial year, ~40-50 FGDs were
facilitated by Business and HR
leadership teams across functions to
get feedback on actions taken and
Pulse check Engagement surveys

Once a year, we launch a comprehensive
Once a quarter, we roll out an
engagement survey to capture feedback
organization-wide (India BU) survey to
and gain insights for action areas in the
capture feedback on 25 key areas
next year.
including careers, 6 DEI indicators,
collaboration, barriers to execution,
strategy, action taking, and well-being.
Program Feedback
and changes required.
What were the thrilling results and

outcomes achieved through the
implementation of the initiatives?

139
The DEI scorecard has 3 pillars:
The DEI scorecard has 3 pillars - Colleagues, Culture, & Community. KPIs are set at the
beginning of each year.
Colleagues
• Women in leadership: Country leadership team and extended
leadership team
• Manager & above women hiring and attrition
• ·Hiring Slate Diversity
• Early career hiring: Women in management trainee pool
Culture
• Inclusion-focused KPIs (all people leads)
• Learning & Mentoring Programs: Coverage & Feedback
• Employee Resource Groups for Women and Pride: Recall rate, active employees, average
participation in sessions
• Inclusion metrics: Engagement DEI Indicators & Gender gap in engagement scores
Community
• Employer Branding and external disclosure
• Economic Inclusion & Supplier Diversity (EISD): Recruitment &
training of women farmers/ farm workers & EISD spend
• BU community partnerships: Promotion of healthy/ active life by
educating mothers and children in local communities, wellness
centres, sports for girls
External recognition:

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THE WISDOM GAINED!
What were the golden lessons
and lightbulb moments from the
implementation of these
initiatives?
Strategic Alignment
There were other challenges along the way, and there are several more to be experienced.
However, our journey has helped us gain immense learning, and below are some critical
lessons we learned.
Lesson 1
Remember the KISS principle (Keep it
simple, stupid) especially when designing
new interventions or articulating goals.
Lesson 2
Do what’s required and not what’s
trending. Every organization has its own
journey and while it’s good to be inspired,
adapting ideas to align with the overall
vision and priorities is critical. Lesson 4
Fail fast and learn faster! DEI is an ongoing
Lesson 3
journey, and it doesn’t get easier. It’s
DEI is truly a business agenda and
important to quickly change course if
leadership commitment is crucial to
something is not working.
independently is a recipe for disaster.
Lesson 5
Answer tough questions and keep it real!
The value of open communication and
ongoing listening never fades and it’s
crucial to build transparency around
equitable measures/ policies to truly build
an inclusive workplace with strong allies.

141
What's in store for the next chapter of
the initiatives? Any sneak peeks or
thrilling plans for the future?
Aligned with our bold 2030 vision, Mondelez India has created a 3-year roadmap. The objective is
to make significant progress each year with clear goals, success metrics, and accountabilities. Key
factors critical to sustaining initiatives are as follows:
Annual DEI maturity audit

We have internally created a maturity model for DEI and ran an assessment on the current vs
desired level (on a proficiency of 4). It will be important to conduct a maturity assessment and an
overall audit including policies to keep the momentum going.
People investment
A large part of the DEI agenda is delivered by our leadership team. Continued investment in
people’s growth, experience sharing as role models, and creating a safe space for
sharing/reflection will continue to be our core strength.
Focus on other aspects of diversity

In India, our focus has been gender diversity for the last few years. Going forward, we will focus
on other aspects to bring about a balance in our representation and create space for diverse
perspectives and talent pool.

142
Infosys Ltd.
3
2nd Runner Up
Excellence in HR Analytics
Infosys Ltd.
CONGRATULATIONS
GIC R e
Shaji Mathew
By embracing people analytics, building a data

driven culture and focusing on continuous
improvement, Infosys aims to solidify its position as a
leader in data-driven HR practices, to ultimately
foster a more engaged, productive, and future-ready
workforce.

144
Overview
Background of the organization and the industry
As a global leader in next-generation digital services
and consulting we at Infosys enable clients in more
than 56 countries to navigate their digital
transformation. Powered by cloud and AI, and over
four decades of experience in managing systems and
working with organizations across the globe, we
expertly steer clients as they navigate through their
digital transformation through this ever-changing
world. As we evolve with an AI-powered core, we
empower our clients with the same and lean on agile
digital at scale to deliver unprecedented levels of
performance and customer delight. What is consistent
across the journey is our consistent drive towards
continuous improvement through learning, growth,
and transfer of digital skills, expertise, and ideas from
across our innovation ecosystem.
We are deeply committed to being a well-governed,

environmentally sustainable organization where
diverse talent thrives in an inclusive workplace. In our
journey of over 40 years, since our establishment in
1981, we have successfully catalyzed India’s
transformation into a global destination for software
services talent. We pioneered the Global Delivery
Model and became the first Indian IT company to get
listed on NASDAQ.
Key Business Objectives

The journey to a digital future requires not just
an understanding of new technologies and
new ways of working, but a deep appreciation
of existing technology landscapes, business
processes and practices. As organizations are
trying to reinvent themselves and digitally
enable themselves, our objective is to be a
navigator for them as they ideate, plan, and
execute their journey to a digital future.
Vision/Mission of the organization

At Infosys, everything we do has its roots deep in our
purpose – To amplify human potential and create the
next opportunity for people, businesses and
communities. We do this through innovative and
reflects our true purpose of driving human impact.

145
Background
At Infosys, we have long recognized the critical role data plays in optimizing our operations and
empowering our people. This commitment has fueled an ongoing journey towards integrating HR
analytics into every facet of the employee life cycle. This year, we took a significant step forward,
aiming to comprehensively address all stages of the employee experience, from onboarding and
engagement, to upskilling and career development.
Our decision to deepen our focus on HR analytics stems from a confluence of recent events that
have reframed the world. The global pandemic and subsequent economic fluctuations have
heightened the need for cost optimization without jeopardizing the high-performance culture we
have cultivated over the years. The rapid advancements in AI and ML necessitate upskilling and
reskilling of our workforce to remain competitive. Additionally, the recent wave of employee
turnover necessitated a renewed attention to retain and engage our tenured employees, who
embody our unique culture. As we embrace a flexible hybrid work model, data analytics
business requirements.
Business Challenges
By implementing comprehensive HR analytics, we aim to address these crucial business
and people challenges head-on. We believe that leveraging data will allow us to:
Predict and address talent attrition by

identifying high-risk groups and
implementing targeted retention
strategies.
understanding engagement trends across
customized engagement initiatives.
Drive career growth and upskilling by

creating an internal talent marketplace,
identifying key performance influencers,
and recommending personalized learning
paths.
Enhance HR analytics capability by Democratize data by equipping managers

upskilling our HR teams in utilizing with interactive dashboards and insights to
advanced data models and tools. facilitate data-driven decision-making.

146
Addressing Challenges using People Analytics
Infosys implemented various data-driven HR initiatives to address key challenges. To tackle
attrition and retention, predictive models were built using historical data and multiple ML
hiring were obtained through external platforms, aiding in informed hiring decisions. Recruitment
analytics were improved using Robotic Process Automation (RPA) and Machine Learning (ML)
helped identify fair and optimal reward suggestions for diverse employee groups.
Furthermore, Infosys focused on enhancing employee development and engagement. The

Automated Learning Management System personalized learning recommendations and provided
insights into user learning modes. A structured aspiration management framework identified
employee aspirations for targeted interventions.
By leveraging these comprehensive HR initiatives and data analytics, Infosys strives to create a
more engaged and future-proof workforce.
Our decision to deepen our focus on HR analytics stems from a confluence of recent events that
have reframed the world. The global pandemic and subsequent economic fluctuations have
heightened the need for cost optimization without jeopardizing the high-performance culture we
have cultivated over the years. The rapid advancements in AI and ML necessitate upskilling and
reskilling of our workforce to remain competitive. Additionally, the recent wave of employee
turnover necessitated a renewed attention to retain and engage our tenured employees, who
embody our unique culture. As we embrace a flexible hybrid work model, data analytics
business requirements.
Analytics for Attrition & Retention Management
HR & Business leaders wanted to understand the triggers for separation of the critical employees,
high risk employee groups and possible retention levers for the high performers, skill tagged
employees or tenured employees. We revamped our existing mechanisms completely, working
with data science experts both internally and externally to build new models to identify key
Predicting the attrition percentage of the current

and next quarter has been important, which we
have done by using data over the last 5 years and
trends observed with past HR interventions.
We conduct exploratory analysis to identify

reasons for exit with the help of Natural
Language Processing (NLP) and sentiment
analysis. We also created a Power BI dashboard
to track this in real time at an organizational
level as well as more granular levels.

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Analytics for Talent Acquisition & Recruitment
We have used multiple external platforms to

analyze global talent data. These platforms collect
data from various job postings of multiple job
sites, and applicant tracking systems, and analyze

it to provide global talent insights on skill gaps,
location and industry competitive intelligence.
decisions based on skills and role fitment and

workforce planning.
Using Robotic process automation (RPA) we have

emulated human interactions with digital systems
and software to automate multiple reports for
multiple systems, extracting data and performing a

wide range of defined actions.
Machine Learning (ML) models and

other advanced analytics were also
leveraged to track and predict various
key recruitment metrics.

148
Employee Development &
Engagement
Automated Learning Management System
We designed an automated learning platform using models like

concept graphs, neighborhood based collaborative filter algorithm,
semantic search, AI enabled transcribing and authoring. It contains
extensive telemetry captures as a tenet that enables the Education,
Training and Assessment (ETA) team to analyze usage patterns of its
various features and the content hosted on the platform. The data is
used for improving recommendations and search relevance.
Learning analytics data was also democratized to the appropriate
role holders to visualize learning progress, user reports, and
learning hours through graphical representation on an interactive
live dashboard.
Targeted Talent Management
We designed a structured aspiration management framework to

proactively capture and address the aspirations of critical
employees. This has helped create a repository of data around
employee aspiration, that can be plugged into multiple people
direction to proactive retention interventions.
Reimagining Career Growth Framework
Managers and HR are enabled to make data-based decisions

across the employee life cycle. Analytics considers various factors
that show an employee's potential, such as their past performance,
skills, and experience. It then uses this information to make it easier
for managers to determine which employees would be the best fit
for open positions. This also helps managers make career
progression decisions based on objective data rather than just
personal opinion.
Targeted Employee Engagement initiatives
We conduct a regular comprehensive analysis of employee

engagement, including surveys, text analysis of comments, and
segmentation by location, unit, and work mode. This analysis
identified key factors influencing overall satisfaction and
engagement, which vary based on employee needs and
preferences. Additionally, the analysis of work-from-home, hybrid,
in real-time dashboards accessible to leadership, HR, and

managers, allowing for data-driven decision-making and targeted
interventions to improve employee engagement across the entire
diverse workforce.

149
Results and Impact
Drop in Attrition – both overall and for critical employee segments

• Overall attrition showed a marked decrease in the financial year and attrition of high Potential
employees and tenured employees, which are key areas, both dropped substantially as well.
Improvement in Recruitment metrics
created to the date of joining) decreased by 4 days in FY23.
Improve Overall Employee Engagement for both WFH and WFO employees
• It helped demystify the common perception that compensation drives employee

engagement because Leadership, Performance Management, Recognition emerged as
stronger drivers of employee engagement.
• Attrition due to personal and family related reasons dropped in FY23.
Saving Operational Time and Cost by Utilization of RPA in Hiring Analytics

• The use of RPA helped reduce costs by 75 percent and operational time by 80 percent of
some analytics processes.
with 0 percent errors as compared to taking several days previously.
Enhance Learning Infrastructure for employees.

• Employee satisfaction on learning and career growth increased by 2.3% and 3% respectively
from FY 22.
We saw positive outcomes across the board stemming from the quick interventions rolled
out because of analytics and data, especially in the spaces of recruitment, careers,
engagement and rewards.

150
Way Forward
Infosys is consistently refining and expanding its HR analytics initiatives with a focus on
achieving deeper and broader impact, leveraging advanced technologies, building a unified
data platform, understanding collaboration and culture, and investing in people.
To achieve a deeper and broader impact, we aim to expand the scope and adoption of HR
analytics, ensuring it delivers actionable insights relevant to business leaders and managers,
enabling data-driven decision-making across the organization. We are partnering with various
implemented solutions. Additionally, we plan to make predictive analytics more granular and
accessible in the coming fiscal year, allowing for more focused interventions.
Furthermore, we are exploring the integration of Generative AI into our
dashboards to provide predictive suggestions and action plans to
managers and HR regarding areas of concern and potential
interventions. We also aim to extend the use of Generative AI in
predictive models to identify risk segments and create customized
engagement strategies.
Finally, recognizing the importance of

enhancing HR and manager
capabilities in utilizing people
internal and external training

programs, certifications, and
masterclasses. We envision
using more advanced
models to empower HR
towards a more strategic
business partnering role,
including providing
strategic insights aligned
with business goals.
By embracing these
advancements and focusing on continuous improvement, Infosys
aims to solidify its position as a leader in data-driven HR practices, ultimately fostering a more
engaged, productive, and future-ready workforce.

151
Infosys Ltd.
3
WINNER
Excellence in Health &
Wellness Initiatives
Infosys Ltd.
CONGRATULATIONS
Shaji Mathew
“Within the heart of Infosys beats the pulse of wellness,

for we believe that nurturing the well-being of our
people isn't just a priority—it's our responsibility. In the
symphony of success and with our in-house HALE
(Health Assessment & Life Enrichment) program , each
note resonates with the harmony of mind, body, and
soul. At Infosys, we don't just build futures; we
empower them, recognizing that true greatness thrives
in the sanctuary of wellness."

153
In today’s environment of consistent change empowered and influenced by a digital revolution,

Infosys is leading the next generation of digital services and consulting. With over 40 years of
experience, and presence in over 56 countries, we take immense pride in supporting
organizations across the globe on their digital transformation journey.
At Infosys, cloud and AI aren't just buzzwords, but are at the heart of our work. We have an
AI-powered core that not only empowers us as an organization but also empowers our clients to
be agile and digital at scale. Imagine unleashing performance and customer happiness like never
before - that is the Infosys promise. What is even more amazing is a constantly evolving culture of
continuous learning and upgrading digital skillsets. All this while keeping our purpose at the
center of everything we do and ensuring that we amplify human potential and create the next
opportunity for people, businesses, and communities.
Our commitment? A planet-friendly, governance-savvy ecosystem where diversity isn't just

welcomed, it is celebrated. We pride ourselves in maintaining a workplace where talent, no
today, we have morphed into a technology maven with a market capitalization of US$72.35
billion. That's not growth; that's metamorphosis! Over these 40+ years of consistent growth and
evolution, we've not only witnessed but spearheaded India's rise as the global hotspot for
technology services. Today we excel at the Global Delivery Model and have claimed the spot as
the first Indian IT company to be listed on NASDAQ.
Our digital dreams are aligned with every partner we work with, and we navigate and journey
ahead into the digital future together with our 345,000+ talented employees at Infosys, one
digital innovation at a time.

organization’s hit list right now?
Spill the beans on the key business
Infosys first turned carbon neutral in 2020 – 30 years ahead of the 2050 timeline set by the
Paris Agreement. We articulated our ESG Vision 2030, stating our objective to shape and share
long-standing commitments across several areas, including climate change, technology for
good, diversity and inclusion, energizing local communities, and ensuring tenets such as ethics,
transparency, and data privacy are at the center. The reflection of our objectives towards
employee well-being is expressed clearly in the Infosys ESG Report 2022-2023, with a focus
on consistently improving through numerous employee-centric hybrid wellness interventions,
which have already shown significant positive changes.

154
What dragons is
Every hero has their challenges.
your organization slaying right now,
especially in the daily grind?
In a world that is evolving on the other side of the global pandemic, health and wellness have
become critical aspects for organizations across the globe, and at Infosys. We’re ensuring that
the essence of well-being is not just a passing trend but is an integral part of our lives. The
emergence of the hybrid work model has led to a significant paradigm shift, leaving individuals
grappling with changes while striving to find order amidst this transformative environment.
Organizations also recognize that employees who are content and satisfied with their work
contribute to increased productivity and success, leading to happier and more fulfilling lives. At
Infosys, one of the central themes in this new work environment is a heightened emphasis on
both individual and collective well-being.
Whether it is leading from the front and being carbon neutral for the fourth consecutive year,
our journey to net zero, or driving digital reskilling to impact 8.5 million lives, we have been
navigating our next in terms of creating a hopeful, progressive, and shared future. Infosys has
been delivering excellence with an extensive workforce of over 345,000 individuals across
120+ locations on four continents. Our values and purpose of amplifying human potential are at
the heart of what we do at Infosys. The realization of this purpose hinges on the well-being of
its workforce. Only when employees function at their best, creating and developing
opportunities, can the organization overcome the challenges and opportunities posed by the
industry, clients, and society, propelling everyone forward. This was the riddle to crack and the
mountain to climb - our ultimate mission to master.

155
How does your HR
game plan sync up
with the overall
business goals ?
At Infosys, employee well-being has taken precedence and
has developed into a more substantial model. Our health and
wellness programs are grounded in our three-tier wellness
engagement framework and are tailored to be
business-aligned and cater to critical employee moments.
Our focus over the last few years has also been to provide a
High-touch and High-tech employee experience.
Lay out the

epic initiatives
Infosys unleashed to
conquer the
challenges in its path.
To address challenges and unlock the key to success, we
divided them into smaller, manageable pieces. This approach
helps, especially while doing complex tasks. Through this
holistic framework, our shared purpose guides us on the
journey of caring for our employees' well-being, ensuring they
thrive both personally and professionally.

156
Work-life Integration Policies
Policy on Sabbatical for Community Service in India: This policy supports employees
sabbatical. The objective is to help employees engage in community development initiatives.

The policy applies to all employees based in India with a minimum tenure of two consecutive
years at the company.
Health Insurance Policy: The Health Insurance Plan (HIP) at Infosys aims to minimize the
financial risk due to sickness or injuries for employees and their immediate dependents,
securing the good health and well-being of our employees.
Here are some of the salient features:
i) Egg Freezing or Oocyte Cryopreservation is an Assisted Reproductive Technology (ART) that

allows the harvesting and preservation of eggs of women of childbearing age.
ii) IPD Delivery expenses of the surrogate mother would be treated at par with the delivery
expense to cover the eligibility of the employee or spouse.
iii) The medical expenses for treatment of mental health, such as Depression, Bipolar Disorder,
Schizophrenia, Autism, etc., under IPD/OPD as per limits specified in the policy schedule.
iv) Hormonal, Psychological Therapy and Surgical Procedures for Sex/Gender Confirmation are
covered. (Includes inclusion of partners: "Partner" means same-sex or opposite-sex partners who
are both of legal age, unmarried, in a close personal and sexual relationship, and are voluntarily
cohabitating together.)
Resolution Hubs to Solve Employee Grievances: Infosys is committed to providing a safe and
positive work environment. In keeping with this philosophy, the organization envisages an
open-door policy. Employees also have access to several forums to highlight matters or
concerns faced at the workplace, and for this, we have a well-established and robust grievance
resolution mechanism comprising resolution hubs that adhere to the principles of natural justice,
confidentiality, sensitivity, non-retaliation, and fairness while addressing concerns.
HEAR: Infosys has a robust grievance redressal forum called HEAR (Hearing Employees and
Resolving) to foster healthy employee relations and a positive work environment by giving
employees a neutral platform "to be heard" and building the "speak up culture."
ASHI (Anti-Sexual Harassment Initiative): We have Internal Committees (ICs) in all the
development centers in India for the redressal of sexual harassment matters reported by women
employees, in accordance with the POSH Act. We also have a strong governance mechanism in
the form of GRB (Grievance Redressal Body). GRB helps define, interpret, and implement the
ASHI initiative and is accountable for administering the policy centrally.

157
Building Well-being Micro-Ecosystems
• Mcode:
on empowering our managers in this crucial skill through our program Infosys Managers
Code.
• Infosys RISE (Real. Instant. Specific. Excite): RISE, a rewards platform, allows managers to
tailor incentives aligned with their team members' unique skills and personal circumstances.
Accolades are recorded over time to provide a comprehensive view of rewards while
showcasing genuinely transformational progress in recognition and value.
• HALE: Our wellness philosophy stands on the four pillars, i.e., physical, emotional, social
well-being and safety. The Health Assessment and Lifestyle Enrichment (HALE) program is a
non-monetary employee benefit and has been recognized as the best internal brand with
great recall and participation
Emotional Well-being and Resource Group System

• Samaritans Network: We have a peer-to-peer counseling network of Infoscions trained in
barefoot counseling. These trained employees provide counseling to other employees and
help them cope with personal and professional issues.
• HALE Hotline: We provide 24/7 free professional counseling services for all employees at
their specific locations, wherein our Employee Assistance Program (EAP) providers are
professional counselors.
• Employee Resource Groups (ERGs): We focus extensively on employees' experience and
inclusion in their everyday workplace through ERGs such as InfyAbility, iPride, iWin, and
Family Matters, among several others, that act as huge enablers in fostering interactions
between colleagues and immediate teams.
• Hybrid Flexibility: We adopted a multi-pronged approach to enable the transformational
hybrid work model under three pillars - work, workspace, and workforce.
• Lex: We have an in-house self-learning and enabling platform with courses on coding,
leadership, client interaction, communication, and much more, to help employees reskill
and upskill at their convenience.

158
What hurdles In addressing the critical
issues related to instituting
did your well-being initiatives, Infosys

faced several formidable
organization
obstacles:
encounter
while
bringing
these
initiatives to
life?

159
Return to Work, Hybrid Model, and Work-Life Integration: : The transition to a hybrid work
model brought with it uncertainties and challenges in managing a balance between remote and
challenges of employees, navigating this new model became crucial areas of focus.
Boosting Employee Engagement and Morale Amidst Challenging Macro Factors: The broader
economic outlook was uncertain, making it essential to keep employees engaged and motivated,
and navigating these macro factors and maintaining a positive business outlook posed significant
challenges.
Retaining Critical Talent and Specialist Employees: While overall attrition rates remained low,
of the organization to perform at its highest capability. Mental and Physical Health Challenges:
Life hasn’t been the same post the pandemic. The entire ecosystem has changed and adapting
to the newer ways of hybrid work is still something with which many are still struggling. Ensuring
the well-being of our workforce meant addressing these physical and mental concerns to
promote a healthy and comfortable work environment.
To tackle these multifaceted challenges, Infosys continues to evolve its employee value
well-being, encompassing various initiatives, interventions, and policies for a fragmented

workforce.
How did your company Sherlock Holmes its way

through measuring the impact and effectiveness of
these initiatives? What were the thrilling results and
outcomes achieved through the implementation of
these efforts?
Our goal at Infosys has always been to ensure
co-create with our employees and gather and

implement their feedback on everything we do. In the
hybrid world, it has become increasingly important to
strengthen and reinforce our culture so that it is
experienced uniformly and positively by employees –
Throughout the year, our interventions have looked at balancing the hybrid workforce. However,
even in a hybrid model.

160
Here are a few highlights from FY22-23 of the impact
created through the various initiatives:
• Digital Well-Being: We have created a

dedicated HALE portal that helps employees
engage and know about various well-being
campaigns. Our curated wellness content on
our microsite has seen a 56% increase in
overall site visits over the last year. Our
interactive campaigns and contests have
helped us increase our Yammer Membership
by 25% QnQ. We have digital handbooks on the
HALE portal, with comprehensive information
on subjects such as hybrid return to work,
managers' well-being, and mental health. • Restart with Infosys: This
unique program, launched in
• Happiness Meter: Our latest self-evaluation tool 2018, focuses on hiring women
helps employees measure their happiness professionals who return after
levels and suggests ways to create sustainable career breaks. We hired 365
happiness. Over 7100+ employees have used women through Restart with
the tool so far. Infosys in 2023.
• Social media engagements have seen a • Launch of persons with

114.87% increase due to our creative disabilities internship
campaigns from Q1FY23 to Q4FY23. program: The program focuses
on strengthening the talent
• Self-help tools like the Happiness Tool, Stress pool of disabled professionals.
Audit, Resilience Self-Assessment, and 1,357 employees have
Emotional Self-Assessment are available for all voluntarily disclosed their
our employees. Over 15,000+ employees have disabilities.
used the tools so far.
• Gracias has recorded the
• The return-to-work post-maternity program highest numbers in any given
ensured 99% of women returned to work, and quarter with 1.39+ lakh
68% are continuing in their professional appreciations. We have
journeys with us after 12 months of resuming surpassed the number of
work. appreciations sent in every
quarter compared to FY22. The
overall appreciation sent in
FY23 is 80% higher than the
appreciation received in FY22.
• Insta Awards has seen a spike

of 24% in the overall awards
given in FY23 over FY22. The
average quarterly utilization
during FY23 was 90%, while it
was 85% in FY22.

161
THE WISDOM GAINED!
initiatives?
During the transition to a hybrid work

model, we realized the importance of
putting a stronger focus on individual
and collective well-being at Infosys.
Despite the challenges and
triggers, the company has
always been committed to
instituting well-being initiatives
that empower its workforce.
We have also learned the
importance of being proactive
and striking the right balance
between flexibility and
accountability, fostering
inclusivity, and addressing
employee well-being, to
amplify human potential, driving
everyone forward on the path of
success and fulfilment.
In a nutshell, at Infosys, we are

emphatically and consistently working
towards ensuring an ecosystem for the
collective growth of people, businesses,
and communities at the center by
empowering each and every infoscion.

162
What's in store for the next
chapter of the initiatives? Any
sneak peeks or thrilling plans
for the future?
There are a few areas that we would like to focus on in the future:
• Leadership Sponsorship: Our focus is a top-down approach, enabling and empowering the
towards employee wellness, lead by example, and act as wellness champions.
• Technology and Well-being:

and AI wellness assistants and making them available on our in-house apps like InfyMe. We
continue to create and curate holistic platforms for segmented audiences like EMPs,
through hyper-personalization.
• Partnerships (Alliances and Vendors):
and thus increase our reach. InfyGold+ is one of our partnerships that has enabled
• Employee Voice and User Focus: Employee voice is at the heart of everything we do, and
we aim to ensure we take employee Pulse surveys at each step across various stages, from
is to be consistent with on-ground feedback from employees. We collect employee Pulse

survey data every quarter, which we will continue to do in the future.
• Research, Benchmarking, and Thought Leadership: As part of our research and resources,
process, by tracking and finding correlations to the organization’s productivity, creating best
practices, organizing external wellness conclaves, and enhancing our thought leadership.
• Budget Planning:
high-tech solutions to our users, thereby keeping the organizational context in mind as well.

163
Škoda Auto
Volkswagen India
3
WINNER
Excellence in Community Impact
Škoda Auto
Volkswagen India
CONGRATULATIONS
Piyush Arora
MD & CEO
“At Škoda Auto Volkswagen India, our vision for a sustainable

future drives us to tackle two of India's most pressing
concerns: environmental resilience and road safety. By
launching initiatives like the Integrated Natural Resources
Management and Vision Zero Fatality Corridor Project, we're
not just addressing immediate needs but laying the
groundwork for a future where sustainable living and safety
coexist seamlessly.”
Sarma Chillara,
Head of HR and Administration
“Through our CSR initiatives, we strive not only to

advance environmental resilience and road safety but
also to lay a foundation for the future by investing in
education and skill development. As an HR leader, I
see this as an integral part of nurturing a workforce
and community that is both robust and adaptive, ready
to meet the challenges of tomorrow with confidence
and skill.”

165
Škoda Auto Volkswagen India Private Limited (SAVWIPL) represents the Volkswagen Group
in India. Established in 2001, Škoda was the first brand introduced, followed by Volkswagen
over 40 models to our customers through a network of over 550 touchpoints across India.
What's the North Star

guiding your ship?
Tell us about the vision and
mission steering your
organization’s goal.
Our vision is to be a customer-centric
solutions for India. Our mission is to drive

innovation, redefine mobility, and actively
contribute to the empowerment of local communities – this ensures we leave a positive
impact on stakeholders and Indian society as a whole.

organization’s hit list right now?
Spill the beans on the key
business objectives you're
chasing.
Our focus is on sustainability and corporate citizenship. Key objectives include:
Significantly reducing our carbon footprint

Implementing responsible water conservation practices
Achieving zero waste in our operations.
Empowering and supporting the communities we operate within
Protecting biodiversity and the natural environment
Upholding the highest standards of ethical and transparent business practices

166
Every hero has their
challenges
organization slaying right
now, especially in the daily
grind?
India faces significant challenges
related to resource depletion and
road safety. Specific concerns
include:
• Agrarian distress due to scarcity

of water and soil degradation
• A high incidence of road

accidents, resulting in significant
loss of life
As a responsible member of the Indian

community, Škoda Auto Volkswagen
India’s CSR initiatives directly address
these critical issues. Our initial
interventions, focused on individual
activities, had minimal sustained impact.
Recognizing that, we've shifted to a
more comprehensive, long-term
approach.

167
plan sync up with the overall
business goals?
In 2018, SAVWIPL implemented a revised HR strategy aligned with our renewed CSR
focus.
Key initiatives include

Vision Zero Fatality Corridor Project: Integrated Natural Resources
Management Project:
This project was launched on the
Mumbai-Pune corridor of NH-48, a route
known for its high accident rate. This
project addresses road engineering,
enforcement, education, and emergency
care with the objective of significantly
reducing road fatalities. Interventions such
as median closures, tactical urbanism, and
strengthening emergency response have
contributed to a 61% reduction in fatalities
since 2018.
This was launched in drought-prone

areas, this project is designed to address
water scarcity, soil degradation, and
promote sustainable agriculture. The
program incorporates water conservation
structures, social and agroforestry,
sustainable farming training, and model
farm development. The interventions
Fig 1: Introduction of Rumble Strips Fig 2: Safety Markers
support improved water availability in the

short term, and a more robust agricultural
model for the future, while also
increasing the viability of the local Deoni
cow breed.
Fig 3: Road Interventions

168
Lay out the epic initiatives Skoda Auto unleashed to
conquer the challenges in its path.
Initiative 1: Vision Zero Fatality Corridor Project
In response to the high number of casualties along the Mumbai-Pune stretch of NH-48,
SAVWIPL implemented a multi-faceted project focusing on:
Coalition Building: Partnering with Solutions Deployment: Addressing
stakeholders including Save Life engineering flaws, improving enforcement,
Foundation, the Home Department, the and strengthening emergency response.
Health Department, and the Using tactical urbanism trials to test quick,
Maharashtra State Road Development
Corporation (MSRDC).
Community Outreach: Engaging with
communities along the corridor through
interactive performances to raise awareness
and drive behavior change.
Data Collection: Conducting scientific

crash investigations and in-depth road
surveys to identify risk factors.
Initiative 2: Integrated Natural Resources Management Project
To address the challenges faced by agrarian communities in Maharashtra, particularly in the

Latur district, SAVWIPL initiated a long-term watershed management plan in partnership with
the International Association for Human Values (IAHV). Key objectives include:
Increase Groundwater Levels: This community-led project adopts a

Improving water availability for irrigation holistic 'ridge-to-valley' approach,
and domestic use. addressing water resources, vegetation
cover, land management, community
Expand Green Cover: Using social and engagement, and livestock integration.
agroforestry to improve water retention
and soil health.
Promote Sustainable Farming: Training

farmers on sustainable agricultural
techniques and natural farming
methods.

169
What hurdles did your
organisation encounter
while bringing these
initiatives to life?
Implementing these complex projects came with its
share of challenges
Integrated Natural Resources

Management
Unpredictable Weather: Dependence on seasonal
conditions for certain interventions.
Building Trust: Initial reluctance from some farmers to
Vision Zero Fatality Corridor

Pandemic Disruptions: COVID-19 pandemic caused delays in training
activities for enforcement personnel.
Funding Limitations: Road engineering modifications were capital

intensive. Tactical urbanism solutions were used for rapid,

170
How did your company Sherlock Holmes its way through
What exciting results & outcomes were achieved as a result
Vision Zero Fatality Corridor

Project
Outcome
A 61% reduction in fatalities from the
2018 baseline.
Impact
Identified and corrected over 4,000
engineering flaws, trained 1,000+
personnel in emergency response,
and strengthened enforcement
protocols.
Recognition
Integrated Natural Resources
Ministry of Road Transport &
Highways partnership to expand the
Management Project
project to 16 states.
Pending
for 2025-26 after 5 rain cycles.
Early Results
Year-round water availability compared
to pre-project 8 months, increase in
agricultural activity with many farmers
growing two crops annually, adoption
of sustainable farming methods,
improved crop yields, and enhanced
dairy activity which supports the local
Deoni cow breed.

171
What were the key ingredients be it leadership,
teamwork, or policy magic—that made your
initiatives a hit?
Some of the building blocks that were ensured for sustainability and scalability were:
Collaboration: Building coalitions with Demonstrated Success: Creation of

stakeholders to leverage resources and model farms as tangible proof of
expertise. sustainable agriculture benefits.
Capacity Building: Investing in training Asset Creation: Focusing on physical

and skill development for all involved. infrastructure changes (water conservation,
road design) for lasting impact.
Contextual Solutions: Using locally
available materials and methods for
long-term success.
Data-Driven Approach: Rigorous data

collection to inform decision-making.
THE WISDOM GAINED!

initiatives?
These initiatives underscored the importance of:
Systems Thinking Community Engagement

Addressing complex challenges Success is dependent on collaborating with
requires tackling interconnected factors communities on solutions and ensuring they
in a holistic manner. drive the changes for true sustainability

172
What's in store for the next
chapter of these initiatives?
Any sneak peeks or thrilling
SAVWIPL is committed to scaling these projects and expanding our CSR engagement
on several fronts:
Strategic Framework
A well-defined plan for wider geographic
reach and exploration of new thematic areas.
Expanding Footprint
Reaching other regions of India,
including the North-East.
Focus on Innovation
Facilitating the development of
cutting-edge solutions in energy
conservation and mobility.

173
Lenovo
India Pvt. Ltd
3
Runner Up
Excellence in
Community Impact
Lenovo India Pvt. Ltd
CONGRATULATIONS
Lenovo
India Pvt. Ltd
Pratima Harite
(Head, APAC Corporate Citizenship)
“Lenovo empowers youth in STEM by skilling, re-skilling,

and upskilling them in industry-relevant skills, enabling an
agile talent workforce. As an organization that strives to
provide Smarter Technology for All, we strongly believe in
incorporating technology and innovation in our youth
development initiatives.”

175
organization?
Lenovo
Picture this: a leviathan with a treasure chest boasting a revenue of US$62 billion, Lenovo doesn't
just walk into the room—it owns it. Ranked #217 in the Fortune Global 500, this entity isn't merely a
In d idedicated
a Pto the v singular
t . mission
L t ofdrevolutionizing one’s digital experience.
company; it's a realm unto itself. Here, 77,000 visionary minds from every corner of the globe
converge,
Lenovo's saga isn't confined to mere numbers. It's a journey of innovation, stretching across 180
markets, touching the lives of millions every day with the magic of technology. At the heart of this
odyssey is a daring vision: to weave Smarter Technology into the fabric of all our lives. But Lenovo
isn't content to rest on its laurels as the world’s largest PC juggernaut. No, it's on a relentless quest,
pushing the boundaries into the uncharted territories of 'New IT'—where client, edge, cloud,
network, and intelligence converge in a dazzling alchemy of server, storage, mobile, software,
solutions, and services.
This isn't just transformation; it's a revolution, spearheaded by Lenovo's trailblazing innovations.
Here, technology isn't just built; it's crafted with the dream of a more inclusive, trustworthy, and
intelligent future. Lenovo stands not just as a company but as a technology powerhouse towards
Beneath the innovative prowess and technological marvels of Lenovo, lies a heart that beats for
change—the Lenovo Foundation, a charitable and philanthropic arm that drives the strategy and
helps to centralize giving across the business. The global strategy is to empower
under-represented populations with access to technology and STEM education, sharing the
business’s greatest strengths with our communities. The impact is closely monitored and
measured, and we are on track to meet our KPI of impacting 15 million people by 2025. This isn't
just philanthropy; it's a testament to Lenovo's commitment to sharing its technological bounty with
the world.

176
the daily grind?
As we stand on the cusp of a technological renaissance, the World Economic Forum casts a
fascinating prophecy: by the year 2025, the digital landscape will be teeming with 97 million new
roles, born from the intricate dance between humans, machines, and the enigmatic algorithms that
weave the fabric of our future. Currently, the global workforce is not prepared to meet this
opportunity and harness the potential of emerging technologies. Compounding this challenge, the
specter of Covid-19 has swept across the globe, leaving in its wake not just a health crisis, but a
disruption of unprecedented scale in the workforce. The pandemic has not only paused careers
and aspirations but has prised open a skills gap that threatens to swallow the potential of
countless individuals, making the journey towards harnessing the power of emerging technologies
even more daunting. Yet, within this upheaval, there lies a clarion call—a call to action for
educators, policymakers, and industry leaders to bridge this chasm, to equip the workforce of
today for the jobs of tomorrow.
Brimming with youthful vigor, India stands at the threshold of a monumental opportunity. With half
its population under the age of 26 and about five million bright minds graduating annually, the
nation is poised to unleash the world's largest workforce in the coming years. Yet, a formidable
challenge looms. Despite their academic achievements, these young aspirants find themselves at
a crossroads, as the traditional education system falls short of equipping them with the crucial
21st-century skills—especially in STEM—demanded by today's corporate arenas.
training and job opportunities, a staggering 93% of the youth remain untouched by formal or
informal training, signaling an urgent call to action. The time is ripe for India to harness its
demographic dividend, to not only dream of a future of prosperity but to actively shape it.
In stark reality, educated unemployment triples the national average, with only 45% of degree
holders deemed employable—a crisis magnified within underrepresented communities, and key
players in the burgeoning workforce. Despite their potential, youth from second and mid-tier
colleges are often hindered by a critical lack of skills training, placement support, and career
integration, deep-seated cultural biases against formal employment—especially for young

women—and a dire scarcity of professional networks and role models. The COVID-19 pandemic
has only deepened these divides, with economic slowdowns adding financial burdens and
education and training systems struggling to adapt to remote models. Now, more than ever,
innovative solutions are crucial to pave the way for these young talents to reclaim their futures
from the crisis.

177
Among the contentious points of discussion surrounding Industry 4.0 is its impact on the
employment of emerging technologies such as Cloud Infrastructure, Robotic Process Automation,
and Data Analytics. There is a dire need to prepare students for Industry 4.0 and bridge the gap
between academic knowledge and industry-relevant skills.
Another challenge is the gap between females in STEM careers. If we want to achieve the target
of becoming the 3rd largest economy by 2030, we need to work towards greater inclusion of
women who constitute 48% of the population into the workforce. Women in STEM careers is low -
It has been reported that while India has the highest percentage of female STEM graduates
globally (43%) a mere 14% of them step into the world of employment in STEM fields creating a
Lenovo
huge gender disparity. In the pulsating heart of India's economic landscape, where the service and
manufacturing sectors beat with potential, a critical mission emerges—closing the chasm between
skills and employment, with the spotlight shining brightly on gender inclusion. It's not just a gap; it's
India Pvt. Ltd
a leap of faith waiting to be made, where every stride towards bridging this divide promises a
future more vibrant, equitable, and thriving. This isn't just about filling positions; it's about crafting a
tapestry of talent that reflects the true diversity of India, inviting women to not just participate but
to lead and redefine the narrative of progress.
How does the HR game plan sync up with the overall

business goals?
In a world where the work landscape shifts like sand under our feet, Lenovo's philanthropy takes a
bold step forward with the launch of the TransforME grant round. This initiative seeks out
partnerships with organizations dedicated to empowering adults from under-resourced or
underrepresented communities. The goal? To arm them with the tech industry's most coveted
skills, ensuring they're not left behind in the digital dust. By unlocking access to critical training,
TransforME aims to halt the spread of inequities in their tracks, sparking transformational change
for individuals and fuelling the talent engine for tomorrow's innovations.

178
To address the issue of youth employability, Lenovo and TNS India Foundation have co-created an
innovative skills platform- Future Skills Platform- and curriculum that leverages Lenovo’s
technological expertise and TNS India Foundation’s best practices in youth employability. The
Lenovo Future Skills Program incorporates the most transformative and impactful approaches
from TNS India Foundation’s flagship employability program- Campus to Corporate Careers (C2C)
model- scaling up these approaches through cloud technology, and through a training of trainers
(ToT) delivery strategy also enabling it as Software as a Services (SaaS). Similarly, to encourage
gender diversity in STEM careers, and to increase the participation of females in the manufacturing
sector, specifically in the assembly lines, Lenovo curated an employability skills program with TNS
India Foundation to engage female students from ITI and vocational colleges in Puducherry and
Lenovo
Cuddalore. Bearing in mind, that several female students who train in engineering roles, tend to
drop out due to a lack of hands-on experience, coaching, and counseling, the Campus to
Industrial Careers (C2IC) program was developed with the scope to provide on-the-job training
India Pvt. Ltd
to female students in Lenovo manufacturing plant in Puducherry. As India rides the wave towards
Industry 4.0, snagging skilled talent is set to become the ultimate quest.

179
Lay out the
epic initiatives Lenovo
unleashed to conquer
the challenges in its path.
Strap in, because Lenovo is cranking up the volume on the future with a dynamite partnership
with ICT Academy, all in the name of catapulting students straight into the heart of the Industry
4.0 revolution. We are talking about smashing that old-school divide between dusty textbook
theories and the electric, no-holds-barred skills of tomorrow's tech scene. Enter the Student
Empowerment Program – a high-octane, no-nonsense initiative where female and youth
prodigies from higher ed are getting schooled in the art of Advanced IT and Soft Skills. Over
the last couple of years, the program has been leveraged with upgrades. The curriculum is
undergoing next-level enhancements that are set to catapult our students not just into the job
market, but into the stratosphere of innovation and tech prowess. So, buckle up and get
ready to ride the lightning with Lenovo and ICT Academy as we forge the pathfinders of
tomorrow, today. This isn't just education; it's a revolution.

180
Develop a Skills Platform and create curriculum for Future Skills Program:TalentLMS, a leading,
international cloud-based Learning Management System was identified to host the platform, which
can be accessed from any web-enabled device. Community experience with disadvantaged urban
youth has shown that they generally have access to smartphones, tablets, or laptops that are either
individually owned or shared with family members. Considering the scarcity of good quality and
reliable bandwidth for students from low-income backgrounds, the Future Skills Platform allows
asynchronous learning – with features like download-to-device, local interactions, and
upload-to-cloud of relevant data – by providing locally identified hotspots supporting
course-specific wi-fi data access for students (SaaS). Our program's curriculum is the high-octane
ride for delivering our cutting-edge Data Analysis and Logical Thinking syllabus, turbocharged in
Lenovo
collaboration with TNS India Foundation. It's a blueprint crafted to arm college crusaders with the
ultimate toolkit for the 21st century: STEM prowess, digital savvy, financial fluency, and job battle
readiness, catapulting them into the corporate stratosphere. In the Student Empowerment Program
India Pvt. Ltd

students underwent a 100-hour curriculum in Cloud Architecture & Infrastructure Services, Data
Analytics, and Robotic Process Automation along with soft skills in the ratio of 70:30 hours.
Between January and March 2023, the Student Empowerment Program was initiated in eight
colleges across Chennai, Mumbai, Delhi, Namakkal, Pune, and Meerut, reaching out to over 400
students, of which 68% were male and 32% were female. A total of 386 students were engineering
and technology graduates, while 18 had a science background, and 6 were pursuing Master's
degrees. Data Analytics emerged as the most popular course, followed by Robotic Process
Automation and Cloud Architecture & Infrastructure Services.
• The Future Skills Platform is a pedagogical playbook that's anything but vanilla, designed to roll
out the curriculum, with college faculty harnessed into the ultimate Training of Trainers (ToT)
experience. We're talking a full-on, no-holds-barred, educational remix that's going to arm the
college faculty with the tools to not just teach but to ignite minds and fuel futures. The
pedagogy covers the key approaches to be used by trainers for instruction and assessment
through the Future Skills Platform. It will be a readily accessible resource that helps trainers to
60 hours of curriculum delivery is provided through 1-hour sessions over 2.5 months, covering
the below modules along with 1-1 counseling.
• Partner with and build capacity of colleges and skilling partners: Our Future Skills Program is
a skilling model for employability skills that are anything but ordinary. We're aiming to embed
employability skills directly into the college experience, but not just any college. We're diving
deep into the underdog territories, teaming up with those low-tier colleges to spark a
revolution. It's all about forging unstoppable alliances and creating a sustainable powerhouse of
skills and opportunities. This is where grit meets wit, and education gets a punk rock remix! In
years 1 and 2, the program partnered with over 30 colleges in Bangalore, and has a built
capacity of over 50 faculty members through Training of Trainers (ToT) workshops to implement
the Data Analysis and Logical Thinking curriculum and pedagogy under the program. This
program and curriculum were also rolled out to students who are trained under the Campus to
Industrial Corporate Careers (C2IC) through other donor partners, thus being able to extend
and scale the program to as many youths as possible.

181
The C2IC program hit the scene with one mission: boosting up participation of women in STEM
careers in the manufacturing sector. In the Puducherry production site, we decided to design
on-the-job training for the female students undergoing the C2IC, enabling us with a natural
opportunity to consider gender diversity in our manufacturing line. This helped us design the
program with the mission to bridge the skills-employment gap within the Indian service and
manufacturing sector with a focus on gender inclusion. This truly sparks real change with a blast
of innovation. Female students from vocational training institutes were trained in relevant skills
and put in formal placements in the IT/ITes and manufacturing sectors. The working conditions
and company norms were transformed for women to sustain rather than thrive in their careers in
the manufacturing sector. At the heart of our mission, we're not just placing students in gigs;
we're catapulting them into formal sector jobs with the mojo to boost their family income to the
Lenovo
next level, year after year. Picture this: families breaking free from the chains of poverty in a
5-year mic drop moment.
I nPlace
dyouthi ain formal
P sector
v tjobs: . Ltd
In India, the National Skill Development Corporation (NSDC) estimates the need for an additional
1.6 million skilled workers in the banking, financial services, and insurance (BFSI) sector soon.
These roles generally require 21st-century skills, including digital skills, but do not require highly
technical or specialized skill sets. The 60% of Indian youth and 70% of youth in APAC who have
taken up non-technical academic streams are ideally positioned for BFSI, IT, ITES, and other
corporate positions, but they often lack the skills or networks to enter the workforce.
TNS India Foundation has a strong base of over 70 corporate placement partners in the youth
empowerment scene, while teaming up with partner colleges across India to mobilize students,
the network of over seventy corporates hires the next generation talent from this program. TNS
India Foundation conducts Career Fests and bespoke placement drives: a battleground where
students gear up to throw down with their top five dream employers, displaying their skills and
vibing for that golden ticket. It is the ultimate match-making session where futures are forged,
and dreams start to take flight.
Once these students get picked by their champion employer, TNS India Foundation steps back
into the spotlight, ensuring the transition from selection to desk.

182
How did your
company Sherlock
Holmes its way
through measuring
the impact and
these initiatives?

outcomes were achieved as a

183
Buckle up as we are diving into the fast lane with employability
programs that don't just watch from the sidelines – they're in the driver's
seat, tracking students' every move like a high-octane race. From the
starting line of orientation to the finish line of job landings, we are
keeping tabs on all the action: enrolment thrills, training missions
score battles, and the ultimate prize – placement status and those
But hey, the ride doesn't hit the brakes there. Once the dust settles on training and placements,
we are shifting gears into the future. The mission? To turbocharge 21st-century skills – be it soft
Lenovo
skills that smooth out the ride or tech skills that put the pedal to the metal. We are not just about
handing over a diploma and waving goodbye; we're opening doors to the big leagues of the
India Pvt. Ltd

corporate world and formal sector in India, ensuring our graduates aren't just ready to play the
game – they're ready to dominate. Welcome to the next level of employability programs, where
we are all about fuelling futures and accelerating careers.
For Bangalore For Puducherry

• An LMS (Learning Management System) • Achievement of 100% of the training target
Platform has been created, tested, and
rolled out for students and faculty. 18 • Significant improvement in student learning
digital modules in the 21st-century skills
have been hosted on the platform to • Increased confidence among students in
enable digital learning. applying for formal sector jobs
• TNSIF onboarded 42 tier II (and beyond) • On the job training at the Lenovo plant
colleges with a formal agreement in
Bangalore. 75 selected faculty trainers • Placements at Lenovo and other
from the partner colleges have been manufacturing units in Puducherry and
trained in LMS and content delivery. around
• A total of 4,051 students have enrolled in • In 2022/23, we trained 155 beneficiaries,

the LMS. provided internship to 76% of them, and
placed 72% of them.
• 2358 students have completed the
training on the LMS platform with an 80% For Student Enhancement
or more completion rate. The remaining
students will complete the training along Program
with placement by June 2023.
• The 410 graduate students have been
• 1007 students are placed in the formal job placed in jobs, earning an average salary
sector. ranging from less than 1 lakh to 3.5 lakhs
with most of them securing employment in
• TNSIF has established partnerships with Delhi, Maharashtra, and Tamil Nadu.
100 corporate organisations from various
sectors, that are willing to employ these
students in their companies
• 7 career fests have been organized to

place trained students in the formal sector
184
Improvement in
Soft Skills
We witnessed a boost in the soft skills of our students, catapulting them straight into the arms of
formal sector gigs. Their learning curves? Skyrocketed. Confidence levels? Through the roof,
making them bold contenders for those coveted formal sector slots. Rave reviews from the
Lenovo
Student Empowerment Program crew shout aloud - the curriculum, the concepts, and the
training? Pure gold.
In d i a P v t . theL
mix.tTogether,
d
And what happened next? This success saga caught the eye of other cool cats and
change-makers, pulling them into they cranked up the volume and spread this
revolution across the states, making waves and turning heads. Let's just say, we're not just on
the map; we're reshaping the landscape.

185
for the future?
Lenovo
India Pvt. Ltd
Employee Engagement in Advocacy & Policy Integration
Existing Programs While there is a focus currently on the
Employee engagement in mentoring, coaching National Education Policy and its
students who do not have English as their first implementation as well as domestic
language. Interactions with Lenovo employee production, there is a need to have a formal
participation is a powerplay to help build the advocated policy on building experiential
confidence of these youth as they aim to be learning for students from ITI and vocational
mainstreamed into their roles. colleges.
Future Talent Pool Collaborative Approaches

While Lenovo is creating a talent pool from There is scope to build collaborative
peri-urban and rural communities, we need approaches to skilling programs for
more like-minded corporates who are willing companies to pull in funds and resources to
to hire these youth into the job training or build strong skilling programs. Today there
provide placement to make the program are several ICT and IT service companies
sustainable. that are working on similar models but in
silos. A collaborative approach will help us

186
Lenovo
I nLearning,
d i aUn-learning
P v t and. LRe-learning
td
As new technologies come into play, skilling, upskilling, and reskilling of students will be
required in ICT and IT services to fuse the divide between academic knowledge and
industry-relevant skills with hands-on learning.
1. Future Skills Program 2. Student at the Career Fair

Graduate Cer ca on having received a placement
3. C2IC class in session 4. Launch of the C2IC Program in Puducherry

187
An Initiative by SHRM Advisory
ADVIS RY
[email protected] +91 9810503727 www.shrm.org

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The Talent Imperative:

Unveiling the Secrets of

Shining the light on HR's finest

Generative AI is changing the anatomy of the workplace and

Work models are getting redefined. Organizations are

In 2024, SHRM India HR Excellence Awards enters its 13th

Within these pages, you'll encounter unique approaches to talent

S.No. Name Designation Organization

1. Bhanu Sharma Global Head HR TEGA Industries

3. Rekha Nair Founder Align HR

4. Sanjay Bose Executive Vice President ITC Hotels

11. Radhika Punshi Founder and Managing The Talent Enterprise

14. Shalini Prasad Director - Human Resources AGS Health

16. Saswati Sinha Head of Human Resources Evalueserve India

19. Upasna Nischal Head of HR Fidelity International

CEO & Founder,

S.No. Name Designation Organization

Professor of Labor XLRI- Xavier School

24. Soarabh Pathak Vice President Maruti Suzuki India Limited

25. Dr. Ashok Ex- Director, ONGC,

26. Dr. V.K. Singh CEO Power Sector Power Grid

S.No. Primary Jury Designation Organization

1. Manavi Pathak Head - Learning and OD Samsung R&D

4. Joshita Tandon Vice President and Head SRF Limited

12. Ranjita Singh Senior HR Business GE Power

• Neha Pant - Director and Head of Awards

• Sadaf Rahman - Associate Director

• Nitya Vijaykumar – Associate Director

• Vaishali Gambhir – Senior Knowledge Advisor

• Aashay Borkar - Knowledge Advisor

• Tanya Bhutani - Knowledge Advisor

Case Study Compilation

• Anika Dhir- Associate Consultant

• Neeti Kalra- Associate Consultant

• Siddharth Gusain- Knowledge Advisor

• Gaurav Bansal – Director– Marketing & Communications

• Animesh Rola – Marketing Manager

• Shruti Mishra – Motion Graphic Designer

01 Excellence in Talent Acquisition

02 Excellence in Learning & Development

03 Excellence in Developing Leaders of Tomorrow

04 Excellence in Managing the Hybrid

07 Excellence in Health and Wellness Initiatives

08 Excellence in Community Impact

“At UKG, inclusivity matters! Our commitment to creating an

UKG’s Talent Acquisition team relentlessly pursues excellence,

SHRM HR Excellence Awards Case Study 2023

UKG is a global provider of human capital management, workforce management, HR service

experience that goes much beyond software.

SHRM HR Excellence Awards Case Study 2023

SHRM HR Excellence Awards Case Study 2023

costs associated with the vacancies.

preferred candidates amidst fierce market competition

SHRM HR Excellence Awards Case Study 2023

UKG in India focuses on attracting high-end Flexible Work Arrangements: Flexibility in

it's crucial to account for below cultural significant advantage.

SHRM HR Excellence Awards Case Study 2023

goals? As UKG grew in India, the Talent

adapting to changing internal and

SHRM HR Excellence Awards Case Study 2023