THE BACKGROUND
The MNC was setting up shop in India and was seeking to establish the entire organisational setup based on clear values and beliefs. The MD was looking to begin, by identifying the top-level Management Team that could then work together in setting up the rest of the organisation and the work systems. The MD had recruited Senthil as Director: Human Resources and looked to his developing the HR strategy.
The MNC was setting up shop in India and was seeking to establish the entire organisational setup based on clear values and beliefs. The MD was looking to begin, by identifying the top-level Management Team that could then work together in setting up the rest of the organisation and the work systems. The MD had recruited Senthil as Director: Human Resources and looked to his developing the HR strategy.
SENTHIL'S APPROACH
Senthil had, in his previous experience, successfully contributed to the start-up of an
Indo-American Joint Venture. Equipped with new ideas on profiling the frontline staff and
creative thoughts on developing a unique culture, Senthil worked closely with the MD and the
other Directors in designing the people systems, processes and policies.
Senthil had, in his previous experience, successfully contributed to the start-up of an
Indo-American Joint Venture. Equipped with new ideas on profiling the frontline staff and
creative thoughts on developing a unique culture, Senthil worked closely with the MD and the
other Directors in designing the people systems, processes and policies.
IMPACT
The company had raised the bar in terms of the profile of the shop
floor employees who were carefully chosen through the process of
'attitude sieving'. The self regulating systems, obviating the need for
a Time Office, were a 'first' in terms of a Factory setup. The
organisation was proud of its young yet mature employees, and their
sense of ownership and commitment.
The company had raised the bar in terms of the profile of the shop
floor employees who were carefully chosen through the process of
'attitude sieving'. The self regulating systems, obviating the need for
a Time Office, were a 'first' in terms of a Factory setup. The
organisation was proud of its young yet mature employees, and their
sense of ownership and commitment.
THE BACKGROUND
The organisation, being in the Energy sector was grappling with high attrition of its key professionals. Although the organisation seemed to have very good employee friendly policies and was also seen in the market as rewarding in terms of remuneration, the attrition of the employees was paradoxical. Senthil, being Director: Human Resources, was tasked with finding a lasting solution to this issue.
The organisation, being in the Energy sector was grappling with high attrition of its key professionals. Although the organisation seemed to have very good employee friendly policies and was also seen in the market as rewarding in terms of remuneration, the attrition of the employees was paradoxical. Senthil, being Director: Human Resources, was tasked with finding a lasting solution to this issue.
SENTHIL'S APPROACH
Senthil did not look at the issue as a linear one, as he believed that an employee
is bound to an organisation by the total value proposition that he experiences.
Hence it was important to get the sense of all the organisational touch points
that add value to an employee. The solution lay in a multi-pronged approach to
employee retention. Senthil looked at a stratified approach to employee
retention based on the value of the employee.
Senthil did not look at the issue as a linear one, as he believed that an employee
is bound to an organisation by the total value proposition that he experiences.
Hence it was important to get the sense of all the organisational touch points
that add value to an employee. The solution lay in a multi-pronged approach to
employee retention. Senthil looked at a stratified approach to employee
retention based on the value of the employee.
IMPACT
The attrition of the key employees was brought down by 80% in the second year, and over the next eight quarters the retention was 100%. The organisation also went on to win the Best Employer Brand Award in the Category of 'Energy' Companies.
The attrition of the key employees was brought down by 80% in the second year, and over the next eight quarters the retention was 100%. The organisation also went on to win the Best Employer Brand Award in the Category of 'Energy' Companies.
THE BACKGROUND
This company was in the Hospitality Sector .The company had been in existence for close to a decade and had to compete against well known brands that were several decades old. The CEO wanted to build the company brand in the quickest possible time. He was seeking ideas from his Management Team. Senthil had just returned from a National Quality Summit and brought the idea of certifying the company on PCMM (People Capability Maturity Model). This would establish the company’s strong brand value. Senthil got the 'Go ahead' from the MD almost instantaneously.
This company was in the Hospitality Sector .The company had been in existence for close to a decade and had to compete against well known brands that were several decades old. The CEO wanted to build the company brand in the quickest possible time. He was seeking ideas from his Management Team. Senthil had just returned from a National Quality Summit and brought the idea of certifying the company on PCMM (People Capability Maturity Model). This would establish the company’s strong brand value. Senthil got the 'Go ahead' from the MD almost instantaneously.
SENTHIL'S APPROACH
Senthil piloted the idea in one of the key resorts of the chain. He strategized on
the entire intervention based on the complete involvement from the bellboy up
to the General Manager. The challenge was to train, motivate, challenge and
inspire each and every one in the company right through the preparatory,
implementation and inspection stages.
Senthil piloted the idea in one of the key resorts of the chain. He strategized on
the entire intervention based on the complete involvement from the bellboy up
to the General Manager. The challenge was to train, motivate, challenge and
inspire each and every one in the company right through the preparatory,
implementation and inspection stages.
IMPACT
The company emerged as the Global first in the Hospitality sector to
achieve the PCMM certification. This catapulted the company to a unique brand image in the industry. The productivity levels and the customer satisfaction index rose over the next six quarters significantly.
The company emerged as the Global first in the Hospitality sector to
achieve the PCMM certification. This catapulted the company to a unique brand image in the industry. The productivity levels and the customer satisfaction index rose over the next six quarters significantly.