SightsIn Plus, Nov 20

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 November 2020 VOL 04 I ISSUE 03 I R 150 Monthly HR Magazine HR BUDGETING FOR BETTER NORMAL Saurabh Govil 14 22 Kaustubh Sonalkar President & Chief Human Resources Group President – Human Resource, Essar Officer, Wipro Limited CEO - Essar Foundation | CEO – ECSLLP



Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents EXPERT VIEW 22 REGULAR COLOMMEN SAURABH GOVIL Editor’s Note 04 Mail Box 05 President & Chief Human Movements 06 Resources O cer, News 08 Wipro Limited Social Media 10 Twitter 26 INSIGHTS 14 INTERVIEW HR Budget-2021: Challenges Post 12 COVID-19/ Dr. Anil Kumar Misra KAUSTUBH SONALKAR 6 Best Practices to L&D Budgeting in the Group President – Human New Normal/ Ratna Joshi 17 Resource, Essar I CEO - Essar Foundation, CEO – ECSLLP Budgeting in The Midst Of Pandemic/ 20 Rattan Chugh 28 INTERVIEW Top 5 HR Priorities of HR Budget 20-2021/ Rohit Hasteer DR. RITU ANAND 30 Chief Diversity O cer Top 5 Critical Things to Consider While HR Tata Consultancy Services Budget Planning/ Harjeet Khanduja 32 SHRM/ India announces one of a kind virtual conference in Dec 2020 37 How to Maintain Organizational Agility through Change Management/ Kumar 38 Mayank CASE STUDY In Conversation with Sheetal Shah 40 34 SUCHISMITA BURMAN Capability Enables but Passion Drives/ 46 Gaurika Tandon Chief Human Resources O cer ITC Infotech Key Components Of HR Budgeting New Year Checklist/ Sushma Bhalkikar 48 Editor - In - Chief | Romesh Kumar Srivastava Published at | D-169/6 ,Sector-50, Noida-201301 Printed at | Eco Media Design & Photo Head | Amar IT & Digital Head | Amit Dutta www.sightsinplus.com C- 340, Sector-10, Noida, 201301 Sales & Circulation Head | Kavita Srivastava [email protected] [email protected] Mob | 9953894881 Mob | 9971404077 3 November 2020 www.sightsinplus.com

Editor’s Note Romesh Srivastava a www.sightsinplus.com Editor- In -Chief f sightsinplus l company/sightsin Greetings! t twitter.com/sightsin1 COVID-19 has rapidly affected our life, businesses, disrupted the HR Practices, 4 SightsIn Plus functions, and so the HR Budget. This edition focuses on HR Budget especially post COVID-19; HR budgeting/ funds allocation to hiring, salaries, benefits, talent management, training, succession planning, workforce engagement, and employee wellness planning etc. We had shortlisted a few renowned Industry Thought Leaders, Business Heads and CHROs for this edition’s Interview Column and Insights. We are proud to share, Saurabh Govil, President Chief Human Resources Officer at Wipro and Kaustubh Sonalkar, President - HR Essar Group | CEO - Essar Foundation | CEO – ECSLLP are part of SightsIn Plus. They are sharing deep thoughts on HR amidst the COVID-19 Pandemic. SightsIn Plus team had an opportunity to have a conversation with Ritu Anand, Chief Leadership & Diversity Officer at Tata Consultancy Services. She shares Diversity & Inclusion Practices at TCS. We are fortunate to have interaction with Sheetal Shah, Chief People Officer - India & South Asia at Schindler India. She is sharing her thoughts on HR Challenges amidst the crisis and HR Budget. SightsIn Plus is being circulated amongst top Indian & Global MNCs, big to medium- sized organizations, and increasing its circulation on the fastest mode. This issue would be reaching approximately 85000 readers/professionals. The edition also shares wonderful insights on: “ITC Infotech HR Budget 2021 All Things Employee Benefits” by Suchismita Burman, “Top 5 HR Priorities of HR Budget 20-2021” by Rohit Hasteer, “Budgeting in The Midst Of Pandemic” by Rattan Chugh, “HR Budget-2021 Challenges Post COVID-19 ” by Dr. Anil Kumar Misra, “Top 5 Critical Things Consider While HR Budget Planning” by Harjeet Khanduja, etc and some interesting notes through social media are part of the SightsIn Plus, November 2020 edition. Like every time, we would be happy to hear your views and suggestions. We hereby cordially invite your feedback, insights, updates, case study-Individual Milestone. Do write to us [email protected] Happy Reading! Romesh Srivastava

October Issue 2020 RENDEZVOUS WITH Mails IN CONVERSATION MAHALAKSHMI R. OF THE WITH AMIT DAS Loved reading and learning... MONTH It is wonderful reading More Power to you Mahalakshmi and and a very insightful article. Emerging Team Mondelez... Inspiring, Insightful a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 October 2020 technology, rising customer expectations, and a Perfect recipe for Success .... Good changing consumer behaviours, shifting Luck!! I have often thought the same VOL 04 I ISSUE 02 I R 150 Monthly HR Magazine business models, COVID 19 pandemic, about a 50-over-50 list. My advice for and other forces are creating remarkable those over 50, like myself, is that we ALTERNATIVE opportunities and challenges in the new must continuously be open to building WORKFORCE era of digital disruption. This technology and acquiring new skills and knowledge. disruption has created ample opportunities Because we didn’t grow up with the tech- for the world and changed the business nology exposure or skillsets of under 30, operating model by bringing everything I find I have to work a little harder to stay digital. Fast-tracking Digital transforma- current and relevant with new technolo- tion at the workplace poses multi-facet gies and capabilities. Anything can be challenges related to psychological safety, learned if we’re self-motivated and willing resistance to change, buy-in from the to invest the time, energy and effort. leaders, capability issue, lack of mindset, and learning agility. @Robert Perkins @Manoj Kumar INTERACTION WITH AMIT LEADERSHIP: SHARMA LEAD. CARE. WIN - DAN PONTEFRACT Very well-articulated Amit Sharma. The new era would bring talents which will be more agile, An interesting book on more human yet would Leadership by Dan Pontefract, marry beautifully with AI This book talks abouts, and ML based technology how to Become a Leader platforms to scale... hybrid Who Matters, contains 9 workforce or gig economy insightful yet super-practical is no more a topic of dis- leadership lessons that will cussion but it’s a need. A help you become a more caring pro-active model for time... and engaging leader, one that a paradigm shift. Again, I will fully (and completely) would say, very specific understand the critical and well written. Great importance of crafting read!!! meaningful, respectful relationships among all @Farkhanda Yasmin your stakeholders. 5 November 2020 @Manisha Varma www.sightsinplus.com

TIMES INTERNET APPOINTS SMRITI AHUJA AS CHIEF PEOPLE OFFICER Times Internet Ltd has appointed Smriti Ahuja as Chief People Officer. Prior to joining Times Internet, Smriti was working as Global Head Organization at Cognizant. She has close to three decades of work experience, 10 years of which have been as an Independent Consultant. Her consulting work was primarily in the areas of HR Strategy, Executive Coaching, and Leadership Development. Her previous corporate experiences include a role as founding HR and Learning Head for Exl Service and the Global Head of Leadership Development for Genpact. One of her designed programs in Genpact was internationally awarded for Best Integration of Learning and Talent Management. Smriti had been also associated with American Express and CMC Ltd. COGNIZANT INDIA APPOINTS RAJESH NAMBIAR AS CHAIRMAN AND MANAGING DIRECTOR Cognizant has announced the appointment of Rajesh Nambiar as the Chairman and Managing Director of India and a member of Cognizant’s Executive Committee. Nambiar, an IT industry veteran joins Cognizant from Ciena India, where he was the Chairman and President. He has held the top position for over a year and a half. Rajesh is a global citizen, having lived and worked in India, Asia Pacific, Europe, and the U.S. His extensive general management, commercial, and delivery experience includes more than a dozen years with IBM and 18 years with Tata Consultancy Services. At IBM, Rajesh was the General Manager and Global Leader for IBM’s Application Services Business, with oversight of an $8 billion global P&L. CADILA PHARMACEUTICALS APPOINTS DR. SANJEEV DIXIT AS GLOBAL PRESIDENT – HUMAN CAPITAL MANAGEMENT Cadila Pharmaceuticals has strengthened its Human Resources function with the addition of Dr. Sanjeev Dixit as the Global President – Human Capital Management. Dr. Dixit is a global HR leader, culture coach, and a published author of ‘Plan C’, a highly acclaimed culture transformation book. Before joining Cadila Pharma, Dr. Dixit worked with The Himalaya Drug Company, managing their International Business HR, covering 70+ locations. Prior to The Himalaya Drug Company, he was the Chief People Officer at Allied Blenders & Distilleries. In a career spanning 24 years, Dr. Dixit has worked with companies such as Hindalco, Philips, PT Indorama – Jakarta, PepsiCo, and Alstom. In his new role, he will report to A. Thiru, Global President- human resources. PEPSICO APPOINTS ALOK KOHLI AS SR. DIRECTOR- FRANCHISE Pepsico has recently appointed Alok Kohli as its senior director. In his current role, he will look after the franchise function for India, Sri Lanka, and Nepal. Most recently, Kohli worked with DSM as a business director for around a year and led the consumer mandate in boosting the nutritional status of people across India. He was responsible for all business aspects, including Strategy, P&L, R&D, Production, Supply Chain, Marketing, and Sales. Prior to that, Alok worked with The Coca-Cola Company as regional director for close to 7 years. Previously, he has also worked with Aviva India as head – marketing and with Marico for around 8 years. Alok has around 20 years of experience in marketing. MATRIMONY.COM APPOINTS RAJESH BALAJI SATHYANARAYANAN  AS NEW CHRO Matrimony.com, flagship brand Bharat Matrimony appoints Rajesh Balaji Sathyanarayanan as Chief Human Resources Officer. In his new role, he will oversee all gamuts of human resources strategy, talent management, building individual and organizational capabilities, organization design, and digitization amongst others. Rajesh is a seasoned HR professional with over two decades of experience in Human Resources ranging from Financial Services to Manufacturing sectors. Prior to joining Matrimony.com, Balaji served in leadership roles with Landmark Group, Standard Chartered Bank, Barclays and Hewitt Associates. His academic credentials include an Executive Leadership Programme from Said Business School, Oxford University, besides post-graduation in Human Resources. 6 SightsIn Plus

KPMG PARTNER & HEAD OF PEOPLE UNMESH PAWAR QUITS www.sightsinplus.com Unmesh Pawar, Partner & Head of People, KPMG steps down to pursue opportunities outside the firm, effective from March 2021. According to media sources, internal communication to the firm, informing of the development, stated that while “he steps down as the Head of People, he will continue to support critical projects till he leaves the firm”. Prior to KPMG, he was working with Accenture India as Managing Director of Human Resources -Products Operating Group (Consulting). The Group serves clients in consumer goods & services, air, freight, travel services; automotive; industrial equipment; infrastructure & transportation services; life sciences; and retail industries. ARVIND FASHIONS APPOINTS SHAILESH CHATURVEDI AS CEO Arvind Fashions Ltd has appointed Shailesh Chaturvedi as the Managing Director and Chief Executive Officer of the company with effect from February 1, 2021. Chaturvedi, previously the Managing Director (MD) and CEO, PVH -Arvind brands — a joint venture that houses eminent brands Tommy Hilfiger and Calvin Klein — and also led the Arrow brand for Arvind Fashions, will take over from J Suresh, the current MD and CEO who will be retiring later this year.Commenting on the change in leadership, AFL Chairman and Non-Executive Director Sanjay Lalbhai said under Suresh’s leadership over the past 15 years, Arvind Fashions has built some of India’s most aspirational brands which are poised to grow rapidly in the years to come. NEELAM SHARMA JOINS CAPCO INDIA AS HEAD HR Capco, the global management and technology consultancy, announces the appointment of Neelam Sharma as Head of Human Resources for its India operations. Neelam is responsible for HR strategy, organization culture, HR governance, HR transformation through digitalization and automation, India capability building, and creating an HR structure and framework that supports growth, scale, and diversity. With almost 15 years’ experience working in the HR space, Neelam joins Capco from global software company Infor, where she was Bangalore Site HR Head. Prior to that role, she has held HR specialist and generalist positions at Infosys and Kingfisher Airlines, where she gained in-depth knowledge and hands-on understanding of the strategies, operating dynamics, and issues impacting human resources within organizations. ADIDAS HAS APPOINTED AMANDA RAJKUMAR AS NEW HEAD- HUMAN RESOURCES Adidas has appointed Amanda Rajkumar, an executive from French bank BNP Paribas, as its new Head of Human Resources after employee complaints about racism at the German sportswear company led to the departure of Karen Parkin in June. Parkin stepped down as HR head after a group of employees called for an investigation over her handling of racism at the company which she had described last year as “noise” only discussed in America. Rajkumar, a 48-year-old British national, was most recently head of human resources for the Americas for BNP Paribas. She previously worked for JP Morgan for almost a decade. She will take up her new job at Adidas in 2021. UBS APPOINTS UDAY ODEDRA AS NEW COUNTRY HEAD FOR INDIA Swiss banking major UBS has announced the elevation of Uday Odedra as the country head of India operations, which employ over 6,700 people. It has created a new post of chairman for India and made Harald Egger, who holds the post at present, as the chairman, as per an official statement. Odedra has been with the bank for two decades and was based in London before joining the founding team of India operations in 2015, it said. UBS-Business Solution Centers employs over 6,700 people in Pune, Mumbai, and Hyderabad, and provides services to UBS businesses globally, the bank’s statement said. 7 November 2020

News November 2020 SAIL BRINGS A NEW ‘WORKING PERIOD SCHEME’ FOR EMPLOYEES Steel Authority of India getting opportunities to enhance “SAIL has always been reckoned as Limited (SAIL) has their knowledge and expertise while a pro-employee organization. The introduced a ‘shorter managing their working hours/time by company always adopts strategies working period scheme’ for making it flexible. and introduces schemes for better helping employees attain a better Commenting on the scheme, Anil employee engagement and motivation. work-life balance, a company statement Kumar Chaudhary, Chairman, SAIL This new scheme is a step towards said said it will give an opportunity to this and it will give a larger canvas to The scheme, which became effective those employees who want to invest several employees wanting to invest from November 1, can be availed their time in other pursuits and or devote time to other pursuits and by all regular employees upto mid- responsibilities, while still being responsibilities, while also being in management levels. employed. employment,” Chaudhary said. Under the Scheme, employees upto E-7 grade can opt for various shorter working hours options like three days a week, working every alternate day, four hours every working day or half of the working days in a month with a variable pay structure without having any bearings on their facilities and benefits including HRA/accommodation, medical benefits, and other perks, as per the scheme. This scheme is aimed at facilitating employees for self-development, UP GOVT TO LAUNCH ‘MISSION ROJGAR’ CAMPAIGN TO GIVE 50 LAKH JOBS The Uttar Pradesh it was decided in the meeting that a nodal officer for keeping track of government to launch a help desk would be set up in every employment opportunities.” he added special campaign aimed at department and organization with The entire Mission Rojgar campaign providing jobs to 50 lakh the task of making youths aware of will be run by the Infrastructure youths by March 2021. The the employment opportunities in that and Industrial Development campaign Mission Rojgar is expected department. Commissioner, while a high-level to be launched by Chief Minister Yogi “Moreover, a database of job committee, headed by Chief Secretary, Adityanath after Diwali. opportunities will be created for which will monitor the campaign on a According to media report, a special mobile application, as well monthly basis. unemployed youths will get a chance as a web portal, will be developed Committees will also be formed at to apply for jobs in the government by the Directorate of Training and the district level which will be headed departments, councils, corporations, Employment. The database will by the respective district magistrates. and private organizations. be updated every fortnight. Also, The Directorate of Training and Finalizing the Mission Rozgar plan, all administrative departments, Employment, in collaboration with UP Additional Chief Secretary directorates, corporations, boards, private industries, will organise (Information) Navneet Sehgal said, commissions among others will employment fairs and resolve all “These would include both direct as nominate one officer as the pending recruitment cases, said an well as indirect employment. These official. jobs would include both governments Meanwhile, the state government as well as government-enabled jobs. has set a target to provide skill Like the government has felicitated development to 7.93 lakh youths. bank loans worth Rs 18,000 crore While about 6 lakh youths and artisans for about 6 lakh new MSME units in will be provided training of prior the state since April 1. Employment learning, about 1.43 lakh will be given will be generated in these (MSME) training under Deen Dayal Upadhyaya units apart from the openings in the Grameen Kaushal Scheme. A total of government departments,” 302 agencies have been identified for Chief Secretary RK Tiwari said that imparting training, said an official. 8 SightsIn Plus

WIPRO TO ADOPT A NEW OPERATING MODEL FROM JANUARY 1 TO DRIVE GROWTH IN NON-US MARKETS Wipro is bringing in a new (APMEA). While Americas 1 and to bring the best of Wipro closer to operating model from next Americas 2 are organised by sectors, customers,” Delaporte said. year under which its Europe and APMEA would be He added that Srini Pallia will lead business will be restructured structured by countries. APMEA will Americas 1, Angan Guha Americas into four strategic market include Australia and New Zealand, 2, and N S Bala APMEA. The leader units (SMUs) and the delivery model India, Middle East, South East Asia, for Europe will be appointed in the will be simplified as the IT giant looks Japan and Africa. coming weeks. Rajan Kohli will lead to drive growth in the non-US The two GBLs include iDEAS iDEAS and Nagendra Bandaru will markets. (Integrated Digital, Engineering and head iCORE. These leaders will share In an email to employees, Wipro CEO Application Services) and iCORE their organisation structures in due Thierry Delaporte said the company’s (Integrated Cloud Infrastructure course, he added. growth has been largely dependent (CIS), Digital Operations (DOP), The SMU and GBL leaders, along on the US market, and noted that it Risk and Enterprise Cyber Security with Functional Heads, will report to is important that the company broad Services (CRS). Delaporte. base its growth. Delaporte, who took charge as Wipro Delaporte said the company has also “Effective January 1, 2021, we will CEO in July this year, said he has held created the new role of Chief Growth replace the current structure of meetings with clients, partners and Officer, which will be announced seven Strategic Business Units, Service employees. soon. Lines, and nine geographies with four “I have no doubt that an operating The chief growth officer will play a Strategic Market Units (SMUs) and model marked by fewer layers, key role in driving large deals and two Global Business Lines (GBLs)… empowered P&L owners, and clearly strengthening relationships with Besides ensuring adequate sector and defined ownership of performance hyper-growth partners, besides domain focus in our go-to-market and metrics, underpinned by a simpler overseeing marketing, advisor/analyst execution, the new operating model and more customer-focused delivery relationships, sales excellence and sales will help drive growth in non-US model will help us meet our desired enablement, he said. markets,” he said. outcomes. I expect the new structure In a regulatory filing, Wipro said it Delaporte said the current complex is bringing in an operating model delivery structure with multiple “marked by simplicity” to bring the delivery units will be replaced by a company closer to its customers. simple delivery model that will yield “The changes are effective from January economies of scale. 1, 2021. We will continue with our The four SMUs identified are current operating model and external Americas 1, Americas 2, Europe reporting for the quarter ended and Asia Pacific Middle East Africa December 31, 2020,” the filing said. GOVT TO ALLOCATE RS 10,000 CR MORE FOR PM GARIB KALYAN ROZGAR YOJANA The Centre will allocate an ‘Atmanirbhar Bharat 1.0’. for creating new employment in the additional amount of Rs As on date, Rs 73,504 crore has been formal sector, Sitharaman said the 10,000 crore for the Prime released under the MGNREGS and government would come up with Minister Garib Kalyan 251 crore person-days of employment ‘Atmanirbhar Bharat Rozgar Yojana’ to Rozgar Yojana in a bid to boost rural have been generated as per the Finance incentivise creation of new employment employment amid the pandemic, Ministry. opportunities during the Covid- The scheme, which includes various Announcing another major scheme recovery phase. employment generating schemes The employment scheme, effective including the MGNREGs, PMGSY from October 1, will be applicable to among others, is in progress in 116 eligible new employees joining the districts and Rs 37,543 crore has been EPFO-registered establishments and spent till date as per government data. for those who exited these concerns The Centre had provided Rs 61,500 during the Covid pandemic (March crore for MGNREGS in the budget 1-September 30, 2020) and were for 2020-21. An amount of Rs 40,000 drawing monthly wages of less than Rs crore was additionally provided in 15,000. 9 November 2020 www.sightsinplus.com

Social Media November 2020 HUMAN RESOURCES BUDGET Authored by@Sagar Jivani Prepare your HR budget only after you v Selection and Placement have clearly understood the business Recruitment advertising, Agency Every organizational function of your organization and its overall and activity needs money to corporate plan. An HR department fees, Temporary help, Employee run smoothly. Availability of should have to align HR budget with referral program, Skills testing, adequate financial allocation is strategic organizational goals within Drug testing, Background checks, needed for development and organizational guidelines and procedures. Recruitment-related travel, College improvement purposes. This is also true recruitment giveaways, Printing of HR. Continuous development and HR Budget Defined costs-applications, recruiting improvement in HR is as important as HR Budgeting involves the systematic brochures, Web development / those in the business activities of your collection of companywide HR maintenance, Applicant tracking organization. related information and data so system costs etc. that the finances needed to support v Training and Development Managing a human resources an organization’s objectives can be External programs, Registration fees, department involves budget planning projected. New organizations have no Travel expenses, Certification exam and execution, just like any other prior budget to use for comparison; costs, internal programs, Consulting company department. Steps to creating therefore, projecting and estimating will fees/trainers salary, Program an HR budget include preparing a be needed for the initial HR budget. materials, Food and beverages forecast, developing your personnel, supplies for attendees, Audiovisual analyzing jobs, and preparing a short Methods for HR Budgeting: rentals etc. and long-term plan to execute your Incremental budgeting - using v Compensation and Benefits vision. By accurately assessing what the current budget, a new budget is Employee salaries, Payroll costs, work needs to be done and who can do developed by making adjustments Overtime, Incentive compensation, it most efficiently, managers can ensure upwards or downwards to each item Group Medical Claim Policy, an organization’s success. based upon expectations. Group Personal Accident Policy, Pension, Provident fund, Gratuity, Your Human Resource budget must Zero-based budgeting - every item Employees state insurance, Cafeteria cover all important expenses, whether included in the budget must be justified plan administration, Telecommuting present or future, and even for before being included; therefore, the expenses, Survey reports etc. seemingly insignificant items. Funds process begins with a clean slate. v Employee and Labor Relations for HR contingencies are also required. Recognition program, Service Adequate funding is vital to make HR Budgeting requires the collection awards, Attitude survey as a strategic partner. HR Budgeting is a of many forms of data. From a administration, Performance powerful financial tool that can estimate human resource perspective, the appraisal software, Attendance the expenditures made by the HR data needed to create a new budget incentives, Employment & labour department. This strengthens and allows include the following: law advisory fees, Outplacement the HR to control the cost rather than expenses, Suggestion program letting the cost control the HR initiative. u Number of employees projected for awards, Labor relations expenses The budget is drawn parallel to the goals next year. (consultants), Diversity management of the organization. program administration etc. u Benefits cost increases or v Health, Safety and Security HR budgeting is subject to many projections. Employee assistance program, factors including corporate policies. Smoking cessation, Fitness facilities, The budgeting format may change u Projected turnover rate. Safety training / promotion, accordingly. You may need to make u Actual costs incurred in the current Workplace violence prevention / provisions for other items of HR costs training, Revenues etc. that may arise from time to time. If you year. v Other consider any of these important enough u New benefits/programs planned. Strategic planning (data/ in contributing toward improving u Other changes in policy, business consultants), charitable donations, people’s efficiency and organizational HRIS administration, Intranet effectiveness, include it in the budget. strategy, law or regulation that may design and maintenance, impact costs. HR databases/subscriptions/ 10 SightsIn Plus memberships/books etc. While there are many items that may or may not be included in an HR department’s budget, below is a list of some of the most common ones to consider.

NEVER PUSH LOYAL EMPLOYEES TO THE POINT WHERE THEY NO LONGER CARE! Authored by@Brigette Hyacinth sycophants were appreciated, while “ Leaders who don’t listen will realists were punished. They built a eventually be surrounded by people who My new boss told me to culture of “yes employees.” I knew I never be afraid to give had so much to offer, yet I couldn’t. It have nothing to say.” -Andy Stanley feedback. The next Monday was time to plan my exit strategy. morning in a meeting, I Your front-line employees know your Employees who have been pushed happily shared my viewpoint on a new customers best; they interact with to the point where they no longer policy. Thereafter, I noticed my boss’s them daily. They have the answers on care, will not go the extra mile. They disposition towards me changed. He how to improve customer service and will not take the initiative to solve stopped talking to me. I was shunned. I your products. They use your internal problems. They will end up treating even felt the effects of this in my tools and systems every day. They customers the same way you treat monthly performance appraisal, where have the solutions on how to improve them. Employees are the heart beat of he noted, I was not supportive of the systems which can save money by the company. And if the heart stops organization, and I needed to be a driving efficiencies. A company that beating...What will happen? better team player. The picture was doesn’t listen to their employees is on a As a leader, your job is to encourage quite clear - truthful feedback was not slow rolling disaster. others around you to be open and appreciated. honest without a negative consequence. If you keep treating employees poorly, When employees offer their ideas Heather, a co-worker approached you will never earn their loyalty. And and differing opinions - be open- me and said, “You are new, honest once employees decide they have had minded. Companies that remain feedback is just lip service, don’t fall enough, they will leave in spite of what strong in this competitive market, for it.” I quickly learned loyalists and you may try to retain them. It would be understand the need to embrace change a little too late. The signs where there and continuous improvement. And it early on but you ignored it. starts with making your employees feel heard, valued and appreciated. CAMPUS PLACEMENT DAIRY - 1 Written@Dr. Srinivas Chunduru  Business head and Executive Director before he ventured out on an adventure of entrepreneurship and A leading company went for campus writing this post after 23 years of the incident! placement. A team of 4 , hurried into pre placement talk and said “we are short of time A lot of colleagues, friends and well wishers have asked for a PPT” and hence, would want to know me the ''secret'' sauce for the campus recruitment. Here from you as to what is that you know about our are the ingredients of the sauce! company? 1) 20 by 200 - Reading 20 page a day for 200 days a A student from the middle row got up and said “your year group consists of X companies, Revenue is Y, Major acquisitions are Z, top management consists of W” 2) Annual reports as a way of life (spoke for 6-7 mins). 3) Summer project is the key pillar especially for the The student was selected by the company and he freshers. worked in that company for about 2 decades and held 4) Know your story key positions like Group CHRO, Chief Strategy officer, 5) Do as many real live projects 6) Research about the company 11 November 2020 The preparation for placements does not start just before interview but from day 1. www.sightsinplus.com

Expert View Dr. Anil Kumar Misra HR Budget-2021 Challenges Post COVID-19 We all come across phrases like “This is the new normal”. I do not believe in the statement as there is nothing called a new normal. What seems new normal today, organizations are going to evolve and make processes and strategies to deal with the situation till another crisis hits us in future. We all come across phrases Dr. Anil Kumar were forced to shut their shop. like “This is the new normal”. Misra I do not believe in the The focus is now on prioritizing the statement as there is nothing Chief Human Resources absolute non-negotiable things and called a new normal. What seems new Officer, Magicbricks spending cautiously after analysis of the normal today, organizations are going cost-benefit in detail. to evolve and make processes and strategies to deal with the situation till The pandemic also taught managers to another crisis hits us in future. separate “Good to do” from absolutely essential “Must to do” activities. Like most organizations, we too had Organizations have started operating prepared our Annual Operating Plan business in the most optimized manner and were waiting eagerly to start the and spending cautiously, keeping the new fiscal year 2020-21. However, long-term objective in mind. when Covid-19 struck in late March it changed the entire paradigm of the Some of key aspects which saw a way organizations functioned. In the change in the operations style – first quarter, it was important for most organizations to stay afloat and focus Talent acquisition activity had on the “most important things to do” slowed down and hiring for the most followed by the “good to do” aspects essential positions is taking place which took a backseat for some time. while optimizing the costs. Focus has shifted on proactively building Organizations with healthy cash reserve a talent pipeline and preparing for found it easier to manage the core the future talent needs. However, as business with less pain in comparison a practitioner, I believe “Talent will to corporates who were playing the always be a winner irrespective of the game of valuation. Most of such times that we go through”. The reason organizations with a poor P&L status for making such a statement is even 12 SightsIn Plus

when all were following lockdown crisis and there is significant rental our homes has been a top priority and business got severely impacted, based saving that organizations can and teams have achieved this hiring of critical talent did not stop and make in this work model. successfully during this period. still, corporates were looking for good talent. l Small budget, big projects are l Digital Adoption of HRIS systems the calling these days.  From and investment in automation Learning & Development has streamlining processes to building have become a newer area of focus completely gone the online route and technology that can cater to client to cater to the majority of the shifted to bite-sized learning majorly requirements from the comfort of workforce which is working from because of the work from home/ home. work from anywhere arrangements. Like most organizations, Technical trainings are being assigned we too had prepared   to employees via online learning our Annual Operating The importance of strong Leadership platforms which they can attend and Plan and were waiting has significantly increased in this time complete during a convenient time. eagerly to start the and plays an even bigger role than new fiscal year 2020- before. Effective communication linked Annual Performance Management 21. However, when with empathy and compassion are had been completed in most Covid-19 struck key to driving results and keeping all organizations, however, decisions in late March employees connected and engaged to pertaining to Appraisals and it changed the the organizations vision during these Increments were put on hold for 1-2 entire paradigm times of test. quarters till business could stabilize. of the way   Now that things are moving in a organizations We all are going through difficult times positive direction, organizations have functioned. and organizations was forced to reboot started to release these budgets and also their ways of working and had to take restore salary cuts, if any. a few hard calls to stay relevant. The organizations and leaders who managed Employee Engagement activities the crisis without compromising on had been under the organisation the company value system and without scanner and focus was laid on aspects demeaning the dignity of labor would of employee well-being – mental, be successful at the end of the day. emotional and physical as everyone was juggling to maintain the balance www.sightsinplus.com of home and work. All initiatives are being carried out on virtual platforms. Celebrations like the Annual Offsites, year-end parties which used to be held at exotic international/national locations have all been moved to 2nd priority. R&R programs, Company Day are being held via social platforms to keep employees motivated and engaged. Employees continue to receive Birthday wishes and their gifts as per original practice.   Organisation are shifting focus towards adapting to a more virtual internet world – l Remote working situation is part of the new way of dealing with the 13 November 2020

Interview Saurabh Govil Rendezvous With Saurabh Govil President & Chief Human Resources Officer Wipro Limited E xclusive HR: Moving To The Next Normal 14 SightsIn Plus

By- Romesh Srivastava Saurabh Govil is the President & Chief Human Resources Officer at Wipro Ltd and is also a member of the Management Team. In this role, he leads all Human Resources functions for Wipro. Despite having over 2 decades of experience Saurabh still considers himself as a newbie who constantly maintains childlike curiosity to learn new things. Before joining Wipro he worked in organizations such as ITC and GE.   An alumnus of XLRI, Jamshedpur he completed his Masters in Human Resources. He is on the advisory board of SHRM India and also a regular speaker at NASSCOM’s HR summit. He also contributes to NHRDN’s journal as an author. Q. How do you see the business delivery of existing and new business Most important is cultural integration expectations from HR with minimal disruption. It sounds of employees in a remote context. especially in the IT industry in the like a normal expectation. However, in   next couple of months? these circumstances when all systems Enabling business in these   for existing and new employees are circumstances is the first and the most remote, it is quite complex. From important expectation that all IT A. If you look at the current hiring new employees to training them, business leaders have today. global scenario, the pandemic to ensuring that they have right system is not showing signs of waning. access and so on requires multiple Q. How many employees are yet Nations are seeing second and third teams to come together and deliver. working from home and what waves. Closer home, while our is your plan to see them in the office? fatality rate has been remarkably low, We see merit in   cases continue to increase and that’s people coming to worrisome. office to experience A. Majority of our workforce (over   the culture and 98%) continues to operate from In these unusual circumstances, build social capital. home as of now. We do see merit in many organizations have taken tough However, in these people coming to office to experience decisions to ensure survival and they circumstances, the culture and build social capital via look to HR to provide the much- our first priority informal interactions. However, in needed stability in these times. if we is employee these circumstances, our first priority is look at the IT industry, it has seen safety. employee safety. We have implemented significant changes in the past few multiple safeguards for employees who quarters. WFH has been enabled on a are required to work from office such large scale, business has been growing as zoning protocols, distant seating, in certain sectors while some sectors isolation rooms, sanitization etc but are stressed. we are enabling employees to WFH as   much as possible.  In IT the biggest expectation business has is to support it in successful We must understand that we are yet to see the new normal. Today a lot 15 November 2020 www.sightsinplus.com

Interview Saurabh Govil of actions are guided by fear/ safety The half-life of skills has been reducing Q. How do you see the future of and motivation for action will change for years. One area of focus has been to jobs in the IT industry? once a cure/vaccine is found. As the scale capabilities in the emerging areas   pandemic subsides we forecast a hybrid of business- be it organically through model coming into existence. Even learning programs or inorganically A. The IT industry has been in a hybrid setup, there will be roles through acquisitions. We have invested going through a phase of that always need to work from the both in building digital skills, design transformation. Old models and office and roles that can work from skills internally, and also actively assumptions are being challenged. wherever. Our plan will depend on learning from entities who have Advances in technology, automation, the model and client requirements. become a part of Wipro. access to global pools via technology We must also consider the employee platforms are some of the factors perspective here.  There is an implicit Skill redundancies challenging current models and making assumption that all employees are fine in IT are very much them obsolete. with working from home and would a reality. What   prefer that. This may not be true in a worked earlier We have already seen that L1 jobs in post-pandemic scenario. won’t work now. the IT services industry are increasingly   Jobs that are getting automated. Skill redundancies currently hot are very much a reality. Hence what Q. What are your hiring plans? may not exist worked earlier won›t work now. Jobs May if you please elaborate on in a decade. that are currently hot may not exist in the numbers of Campus and Lateral a decade. hiring?     Jobs in data are likely to be quite in demand. There are various estimates A. Our focus remains on hiring of how many devices will be connected the optimal talent required for to the internet by 2030 with some sustaining and growing the business. reaching up to 500 billion! Data from We will see a marked move on hiring these devices will needed to be analysed people across the globe in line with and presented in a form to take our commitment towards localization business decisions. and servicing the customer in the   best possible manner.  Diversity in Due to the pandemic and increasing hiring especially at senior levels will be reliance on online consumption of practiced.  We are proud to say that today services, risk of frauds and cyberattacks 100% of our job listings are gender- has increased. So that will be an area neutralized in line with our strong for jobs. Jobs in design will also be in philosophy of equality & inclusivity. demand. There are many more areas.   However, the point to note here is that all these require high-end skills and Q. What are some of the key competencies. challenges Wipro is facing   currently to aligning the talent with Future jobs in IT will be those that are business needs? at the intersection of disciplines such as   technology and design.   A. Providing business with the right talent at the right time is Q. Any concluding remarks? always an area of opportunity. We have A. The pandemic has brought in modernized our infrastructure through a new ATS and leaner processes for many firsts. As IT organizations internal and external hiring to ensure are now settling towards a new way the business has visibility to the most of working, it has offered us a lot suited talent. to introspect about. Technology has shown the power of global The pandemic suddenly mandated new collaboration to surmount seemingly ways of working. Managers/ leaders insuperable obstacles.  It is now for across levels had to suddenly learn to each organization to choose a path manage teams spread across locations. to harness the power of technology. Wipro has found this is a challenge in We strongly believe that with its the trenches and has been leveraging capabilities Wipro is poised to succeed.   online trainings to equip managers with much needed virtual team management  Thank you, Saurabh! capabilities. 16 SightsIn Plus

Insights Ratna Joshi Ratna Joshi 6 Best Practices Head- Learning & Development to L&D Budgeting in Mahindra & Mahindra the New Normal Ratna Joshi heads the L&D The L&D budget, which simply put is an function for AFS, Mahindra amalgamation of all the direct & indirect costs associated with designing, delivering, evaluating & Mahindra and is a gold and sustaining learning & developmental efforts medallist from Nirma Institute of in an organisation, is getting disrupted and we are Management. Her 15 years of HR witnessing a wide range of conversations around career spans across organisations L&D budgets, right from complete suspension like M&M, Tata Group, Reliance to sustaining it need-based to optimisations to group & Shoppers stop across HR maintaining the erstwhile status unchanged. leadership & COE roles. Organisations that fuel a trends, the readiness of organisations to culture of continuous learning pivot nimbly comes from the ability to 17 November 2020 and development are often drive “dual transformation” which is considered more resilient and about ‘managing the core” superbly and responsive from within. In a world equally being adept at “repositioning the driven by paradigm shifts and disruptive present” and “creating the future”. It is www.sightsinplus.com

Insights Ratna Joshi indeed true that organisations make might create. While the numbers might This in a way also enhances the much- choices with respect to focus areas that look better, the long term impact and needed leadership’s commitment to allow them to excel/ differentiate and be the ripple effect it may cause in terms the L&D agenda. The L&D budgets can ahead of their industry peers. This has of driving sales or customer experience, then be deployed only to specific focus been seen to be better for organisations employee engagement, productivity areas. The fact that an adult learner too with a strong foundation of L&D - and level of managerial supervision, also commits to learning agendas with clear process, execution, and allied budgetary need to be factored back in monetary relevance, it’s actually, a sweet spot of allocations. However, with disruptions terms clearly. A balanced view to L&D business linked L&D objectives and as the new normal, the L&D budgets are budgets, might help organisations learner commitment. The challenges getting disrupted too. In the near term, it handle the motivation & business posed by the New Normal can actually is an outcome of the covid related impact outcomes better and not enter a red zone end up benefiting business, L&D as well of work going remote, possible hybrid in the long term, demanding possibly as learners by creating a multiplier effect working in the future, work/life even higher investments. through L&D spends. boundaries getting blurred, severe the covid related strain on businesses/ Challenging Times Partnerships with financials and technological advancements leading to higher Bring in the Best Internal SMEs expectations from leaders w.r.t L&D as a product & service delivered to them. Challenging times provide for In times good or tough, learning rethinking – revisiting many business organisations have successfully created a The L&D budget, which simply put assumptions. It also is a time to pivot to culture wherein internal resources drive is an amalgamation of all the direct & new models, options, and for employees retraining, reskilling, and upskilling indirect costs associated with designing, to shift to new orbits with pace and programs, benefiting both learners delivering, evaluating and sustaining often at scale. Given the need to justify and trainers. This lifts all the boats by learning & developmental efforts in the L&D spends even more in times allowing a better linkage to business an organisation, is getting disrupted like these, the L&D and business can context enhanced transfer of learning and we are witnessing a wide range of actually spend a good time defining and also build trainer’s leadership skills conversations around L&D budgets, tighter & sharper L&D goals with a by responding to difficult questions, right from complete suspension to clear linkage to business objectives. etc. In the New normal, the internal sustaining it need-based to optimisations to maintaining the erstwhile status unchanged. Described below are the Six Mantras or Best practices which most businesses and L&D professionals can adopt for effective & efficient learning delivery in the New Normal. Saving in Short-Term Vs Results in Long-Term Disruptive events, Paradigm shifts, changing trends, intensity of competitive pressure, etc are now not just a part of business lingo but as much a part of what executives have to deal with it. More often than others, when such challenges impact volumes, revenues, shares, contribution margins, etc, organisations tend to cut back sharply on the fixed costs. The axe falls largely on discretionary ones like L&D, which are perceived to have low impact on short to medium term on organisation success. While in a knee-jerk reaction to curtail fixed costs, businesses might end up suspending L&D budgets, organisations and leaders should also bear in mind the long-term and wide-reaching impact it 18 SightsIn Plus

pool of resources – designers, trainers, relationships, explore inter-company, Optimising Learning functional experts, SMEs, coaches, and inter-sector partnerships, and arrive at certificate holders can be strategically formats to deliver right inputs to the Delivery Opportunities and systematically leveraged to blend learners. The resources already invested the external trainers and resources. The upon or content already available can Basis the business-specific needs derived pool of internal resources can be further re-deployed and cross-pollinated for in point 2 above and mapped to delivery invested upon as a clear bucket under higher returns on the L&D spends. The through existing or new resources as the L&D budgets. L&D investments external partners and internal L&D refereed in points 3 & 4 above, the next along with adequate and innovative can work collaboratively to support step is to map it on a time horizon and recognition to the internal SMEs for and complement each other across the organize for groups or cohorts which can contributing to the learning agenda learning value chain – from in-sighting leverage the common topics together as of the organisation is bound to have a to designing to evaluating stages towards far as knowledge/ concept dissemination spiraling effect on their commitment and best-in-class ROI on L&D budgets. is concerned. The cohort-level motivation levels as well. dissemination can be well – supported For New Normal by byte-sized practice elements, Win-Win Collaboration reflection pointers, toolkits which with the External World 01 Saving in Short-Term Vs learners can leverage basis his /her style Results in Long-Term at his or her pace for effective transfer The current Covid period has shown of learning. The relevant collaborative that collaborative possibilities abound 02 BChrianlgleinngtihnegBTeimstes external forums can be leveraged – the proliferation of webinars has 03 IPnatretrnnearlsShMipEsswith effectively with advance planning, group provided an opportunity to test who is 04 Wwiinth-WthineCEoxltlearbnoarlaWtioornld discounts availed without diluting the the best in the business to work with. 05 ODpeltiivmeirsyinOgppLeoartrunninitgies essence of the learning need delivery. With a higher supply of professionals 06 L&eCaormnemr’usnCiocmatmiointment willing to contribute digitally the cost Learner’s Commitment & and possibility to negotiate help foster Communication a win-win collaborative model. There cannot be a better time, to renew Last but not least, there can be organisational specific methods to 19 November 2020 garner commitment and relevant consequence management measure, in place (gelling well with the larger organisational culture and context), if a learner fails to leverage the paid program or certification or the journey which he or she was nominated to. The advance and relevant communication and ways and means of soliciting confirmation from learners is the first critical step to ensure the learner does not miss the opportunity extended. In select situations, learners can also be encouraged to share back the learnings and experience for wider leverage by many more. A continuously learning organisation helps foster a culture of meritocracy and outperformance. Leadership commitment is fundamental to L&D and the need to create a process where business leaders can involve themselves in the progress of top talent in particular. This can provide two-way facilitation for the continuous improvement of the L&D process and the ones who partake. The impact of L&D on TM is another facet that the best in class has successfully delivered. www.sightsinplus.com

C A S E S T U D Y ITC INFOTECH HR Budget 2021 All Things Employee Benefits Our workplace comprises of diverse workforce and individual requirements, aspirations, focus areas are varied. Now, with the COVID-19, stress levels are rising as the compulsions of a distributed workforce lead to a sense of disorientation, disconnection, disempowerment, and isolation. Workplace anxiety is leading to increased attention on well – being and sustained measures. Backdrop Suchismita Employee Centricity and Burman Moments of Truth   Our workplace comprises of Chief Human, Resources Three key pillars of business strategy at diverse workforce and Officer, ITC Infotech ITC Infotech are Customer Centricity, individual requirements, Employee Centricity, and Operational aspirations, focus areas are Excellence. We keep employee experience at the center of any of the varied. Now, with the COVID-19, people initiatives that we implement. stress levels are rising as the This means building an agile workforce, compulsions of a distributed workforce establishing and simplifying processes lead to a sense of disorientation, and leveraging technology across all disconnection, disempowerment, and employee initiatives. Our initiative isolation. Workplace anxiety is leading to build a personalized digital buddy to increased attention on well – being as part of our ongoing automation and sustained measures. program is an example of this. At ITC Infotech, our Employee Value Employee centricity is measured Proposition (EVP) aims to create a through the Moments of truth (MoT). safe work environment and Total The 9 stages that we have defined are Rewards policies founded on Employee the critical incidents or stages in the Centricity that are market aligned, employee life cycle which can build or affordable and which can be sustained impact employee’s perception of the and offered over a period of time. It organization. These 9 MoTs are like the believes in a wholesome Employee Net Promoter Score (NPS) pertaining Wellbeing approach focused on the to employee centricity. Similar to Physical, Financial, and Mental & Emotional aspects. 20 SightsIn Plus

Suchismita Burman NPS, the MoTs can determine if: a) From medical insurance In certain identified geos, Employees have a psychological bond perspective, employees now have a wherein employees were with the organization and b) whether choice to top up on both company managing their own insurance employees choose to be promoters or sponsored medical insurance plan plans and reimbursed, we detractors of the organizational brand. as well as on the voluntary coverage moved them to Company as well. In addition, any benefits provided medical insurance. The 5th and 6th MoT are Total which we believe is industry This is above local regulatory Rewards Decisions and Flexibility unique and we believe they align requirement, but we are making & Predictability | Wellbeing | to our organization principles we these changes to align with Navigating Through Life Situations continue to offer them. An example organization& reward principle is Paternal leave which is provided of commonality in offerings Employee Benefits – in case of untimely death of the globally. Way Forward mother as the primary care giver on maternity. Then the father becomes In order to be successful in this Total Rewards and Employee eligible for leaves in the capacity of journey, we believe in below success Well being are two key MoT’s as the primary care giver capacity in factors and every change in benefit outlined above. We are relooking line with Maternity leave policy. offering or wellbeing initiative into our benefit offerings across all should work on these factors to the 15 countries we operate in and In certain geos,Medical insurance ensure it’s a win-win proposition are ensuring that they align with premium costs were 100% borne for both employee and employer. organization principles and rewards by employer and had no choice in philosophy - Competitiveness, plan offerings. Again, in alignment Gaining leadership mindshare Commonality in the offering and Cost with organizational principles on driving wellness initiatives. optimization. and rewards philosophy, we are Select leaders identified as now offering 3 plan choices for “Change Influencers” partner • Competitiveness employees to enroll into and there with HR in these initiatives Having benefits which are aligned is some amount of premium cost starting from vendor assessment, to market benchmark and ensuring which employees bear, though the seeking employee feedback and ability to attract and retain talent. amount being very minimal. This prioritizing how and where costs change is driven in alignment with should be optimized. • Commonality in the offering organization & rewards principle Ensuring the benefits offered of competitiveness and cost Allocation of Budget at the such as group medical insurance optimization. beginning of each financial year covers all employees in each of for the well-being goal. the countries, we operate under Ensuring the a single company offered a plan benefits offered such Making it integral part of and also align to local government as group medical Performance Management. requirements. insurance covers all Managers taking responsibility employees in each for wellbeing and HR facilitating • Cost Optimization perspective of the countries, we these in structured way and Evaluate multiple offerings operate under a creating an ecosystem for including the perspective of long- single company wellbeing to be mainstream. term sustainability. The key is offered a plan and to leverage internal technology also align to local Incentivization and gamification platforms and ways to build on the government to encourage sustained higher employee experience on benefits requirements. level of participation. and well-being while carefully evaluating the “perceived value” Ensure formal defined policies of external options that have a cost across all benefits are made and implication. easily accessible to employees. Below are few examples of how Exclusive “Wellbeing” intranet we are aligning to a more mature portal providing visibility on employee benefits offerings which monthly calendar of events, are aligned with our organization sessions, webinar and other principles and rewards philosophy. initiatives. 21 November 2020 www.sightsinplus.com

Interview Kaustubh Sonalkar Rendezvous With Kaustubh Sonalkar  Group President – Human Resource, Essar CEO - Essar Foundation CEO – ECSLLP E xclusive HR Budgeting For Better Normal 22 SightsIn Plus

By- Romesh Srivastava Kaustubh Sonalkar is a trailblazer and a disruptive thought designer with strong people skills, versatility, and leadership, Mr Kaustubh Sonalkar was appointed as Group President – Human Resource, Essar, CEO – ECSLLP and CEO - Essar Foundation in January 2018.   In a career spanning over two decades, Kaustubh has held key positions at Future Group India and PwC as Chief People Officer and Partner (Executive Director) respectively. Prior to these stints, he was associated with Essar for about a decade and rose up the ranks to the position of Senior Vice President and Head Human Resource. He has also had a short yet significant stint with the United Nations.   Kaustubh has a keen interest in cricket, cinema, music and art. Recently, he published his own book titled ‘Fetch Your Own Coffee’ through Penguin Random House. Q. How do you see the business the sector, there is still scope for high Right from transitioning the workforce expectations from HR growth and employment opportunities into a more digital-savvy one, especially in the Manufacturing in the months ahead. In the new leveraging digital tools for supporting industry in the next couple of normal, accelerated technological online skill development, e-recruitment months? solutions and optimisation will be to e- employee engagement, the onus   critical in the manufacturing industry, lies on HR to ensure an upgraded and HR is being called upon to workforce. HR is, undoubtedly, bound A. All businesses expect HR to implement digitised solutions for to take centre stage in the months to bring people together for a enhanced productivity and processes. come. common objective. However, the   pandemic has enforced a change in The business the way people get together, changing world today Q. What will be the impact of the very landscape HR functions on. has to focus these business expectations on The pace of HR’s ever-evolving role not just on HR Budget 2020-21? has fastened at an unprecedented rate recovery   due to the pandemic-led disruption. but also on Hence HR functions, especially in the building anti- A. HR’s topmost priority is to manufacturing sector, ensure a work- fragility balance people and business environment transition keeping the and future continuance for ensuring sustained optimum balance of employee safety vs readiness. business services. Hence in the current Physical/Virtual office space vs business circumstances, the HR budget has continuance & efficiency. Technology to take into account investments in becomes a critical factor in such infrastructure that ensures workplace scenarios, and I truly believe that HR’s safety, emergency response, Covid-19 role has never been more crucial as it related care and support to the is today in these times. Talking about employees and their family, and WFH the pandemic’s economic impact on support. The budget must also include the manufacturing sector, in particular, engagement and training initiatives it is a given that the sector has faced a that not just help associates to adjust massive blow. While the government and adapt to the new technology has been quite successful in reviving and processes put in place but also establishes a long term health and 23 November 2020 www.sightsinplus.com

Interview Kaustubh Sonalkar wellness roadmap that reassures, pandemic, our L&D and HR-IT teams time to develop a skill that’s going to motivates and builds trust with the have strived towards making our benefit her/him in the long run. Also, organisation’s workforce. Employee workforce future-ready by providing we understand that mental well-being wellbeing is going to grab the spotlight a plethora of e-learning opportunities. is a function of upskilling - the more in the upcoming HR Budget. The pandemic has ushered in new opportunities for learning you provide business models and new ways of employees, the more valued they are Q. How do you see the top HR working that urge an employee to take bound to feel, and the more productive priorities for HR people in the on tasks that s/he may not specialise they will be. new age work world? in but could do with training. With     cross-functionality being the need of the hour, the mid-senior management Q. What is the hiring strategy at A. Organisational design, change understands that upskilling is an Essar Group? What are your management, and leadership absolute necessity, and is supportive plans to onboard new employees? diversity have always been important, of letting employees allocate training   but have become top HR priorities since the pandemic. As HR operations Organizations need A. Essar believes in attracting transition from a reactive to a proactive to increasingly a talent pool that’s under the new normal, all HRs need to follow the design entrepreneurial, progressive, and address the workforce’s response and thinking approach synergistic of our ethos of ‘Creating adaptability to unprecedented change. by keeping the Value’. The pandemic did impact Resilience building, skill advancement, customer at the business but Essar has quickly adjusted competency development, as well as center of any and adapted to ensure the business talent redeployment will be game- solution that continuance which in turn ensured changers in the corporate world ahead is created by that talent-hiring continued despite of us. developing the constrains. In 2020, Essar has   deep empathy. hired at both leadership levels, mid- management levels, and developed Q. How are you prioritizing talent through its cadre building upskilling for employees programmes like the Executive to help them keep up in a rapidly Leadership Programme, the Business changing environment? Leadership Programme, Management Traineeship, & College Internships. A. Pandemic or no pandemic, Essar   has always taken upskilling In fact, amid the pandemic, we have seriously by providing an enriched renewed our focus on corporate career experience, customised for its governance, compliance, and risk varied talent pools. Even amid the management processes with the appointment of experienced and talented senior leaders. , Essar plans to continue going that extra mile in grooming and onboarding new talent through benchmarked talent practices, gamified L&D workshops, mentoring programmes, and effective employee engagement channels especially focusing on mental wellbeing. Q. Any concluding remarks. A. Every successful company has a set of values that determine the behaviour of its business and people. In such unprecedented times, these values may waver. In my view, the onus lies on HR leaders to steer the organisation such that the very values inherent to the organisation determines its success. Thank you, Kaustubh! 24 SightsIn Plus

Insights Anuraag Srivastav HR Driving Financial Wellness in the Crisis Economy  A capable leader must have one eye in the future and one eye in the present, with an intuitive third eye predicting from past trends. Prediction backed by data is insight and PayReview is one such tool used by top leaders for easy decision making & planning. HR Budgets by PayReview helps HR Planners to track expenses and gives a clear visibility to future financial management. Anuraag Srivastav India has officially entered a m Use Custom-Designed technical recession, which Technology to Aid Accurate Founder & CEO - PayReview experts expect to not end Decision Making: before 2022. In this A tool such as PayReview combines Anuraag has over 15 years of experience genuinely unprecedented situation, it is and simplifies HR processes to in lead positions at Indian and global imperative for leaders to be prepared reduce mistakes and increase with a plan to not just survive but grow efficiency. The result?  Stronger corporations. He specializes in the areas in the crisis economy. The question is budget planning, compensation of business strategy, data analytics, - Is your organisation prepared to drive forecasting and lesser errors in just HR technology and compensation business in the middle of a shrinking a fraction of the time it takes to economy and a global pandemic?   manage typical HR functions.  practices. PayReview is an innovative HR Tech company which helps in A capable leader must have one eye in m Emphasize on Financial Wellness: the future and one eye in the present, To avoid knee-jerk layoffs and cost- better allocation of money to employees with an intuitive third eye predicting cutting, it is important to predict for better talent decisions serves to from past trends. Prediction backed by and plan organisational expenses 1.6 Lakhs employees. PayReview data is insight and PayReview is one such and income targets, keeping the offers 7 products i.e. Hire Review, tool used by top leaders for easy decision industry trends in purview. Using Fair Increments, Incentive Now, making & planning. HR Budgets by HRIS tools such as PayReview’s HR BenchmarkAssist, Deep Analytics, PayReview helps HR Planners to track Budget module, HR leaders can be Workforce Plans and HR Budgets. expenses and gives a clear visibility to alerted about any high consumption future financial management.  to avoid overspending in the 25 November 2020 present and the future.  Here are some effective ways to protect your organisation’s budget and foresee While HR must immediately redesign the future:  processes to make them more efficient and financially resilient, it is far more m Measure The ROI Of All The important to keep the employee at the Employee Benefit Programs center of these processes rather than Now. the function. This pandemic crisis is Identify important company an opportunity to redesign processes initiatives and collect data for - around the most important stakeholder Impact and ROI. This helps in of any business – the employee. identifying and boosting high These strategies will help organisations impact initiatives and toning down survive in the new normal while keeping or dumping low-impact initiatives.  their employees engaged & satisfied.  www.sightsinplus.com

Prabir Jha @PrabirJha “You get paid for doing your job. You reward your passion by doing it with your heart. The best leaders encourage your passion, not merely a task closure” Nathan SV November I @Nathansv “The best of leaders are quick to respond to your requests. They would let you know if something cannot be done and certainly not keep you guessing for sure.” debjani ghosh @debjani_ghosh_ “The future does not get created by any unknown force. It happens based on the actions you & I take today” 26 SightsIn Plus

Monthly HR Magazine Andrea Petrone @ie_andrea “You are more important than your company because you come first. You need to personalize your business and don’t hide behind your company brand or name.” Dave Ulrich @dave_ulrich “Take care of your people. Help them feel emotionally cared for by showing empathy. Caring for them can create a great organization that serves customers.” Issue 2020 Harshvendra Soin 27 November 2020 @Harsh_Soin “There will be no ‘MAGIC’ for organizations to thrive in the Pandemic – the glue has to be culture.” www.sightsinplus.com

Insights Rattan Chugh Budgeting in The Midst Of Pandemic Different industries are impacted differently; some industries such as Technology and OTT are seeing an increase in demand. These companies have the challenge of keeping the employees engaged, motivated, and productive while working remotely and dealing with personal situations. While on the other hand there are industries such as Travel and Hospitality that have seen significant erosion in business and have to preserve capital to survive Rattan Chugh Budgeting has always been emerging out of the pandemic, and a complex and laborious balancing the people's agenda.  They Ex-Chief People Officer annual exercise. It requires would be under constant pressure to Times Internet examining various contribute to the effort of conserving scenarios and going through multiple cash and at the same time negotiate With over 30 years of experience, iterations. There is a bit of a crystal funds for investments in areas that are Rattan Chugh has played an active ball gazing as well. However, this year critical for employees. There is no one role in setting up, scaling and leading it is even more challenging with size fit all formula, however below are a companies across financial services, increased uncertainty and economic few aspects to be looked at as one business advisory, and technology turmoil. It is extremely difficult to prepares this year HR budget: categories. He has played leadership make future projections for the   roles in companies such as American business with so many moving parts. The most important part of the budget Express, Fidelity Investments and Different industries are impacted exercise is workforce planning. Based Standard Chartered. Till recently, differently; some industries such as on the projections of individual he was the Chief People Officer at Technology and OTT are seeing an business units, it is important to assess Times Internet. Rattan is passionate increase in demand. These companies the optimal headcount requirements have the challenge of keeping the and where possible develop a about innovation, technology, employees engaged, motivated, and workforce redeployment strategy to people development and building a productive while working remotely minimize job losses. This would require and dealing with personal situations. provisioning for reskilling efforts. In meritocratic work culture. While on the other hand there are many cases, internal resources can industries such as Travel and be identified to conduct reskilling 28 SightsIn Plus Hospitality that have seen significant programs to save costs on external erosion in business and have to trainers. preserve capital to survive. HR heads   have a tough task at hand of assessing External recruitment is likely to be the financial situation of their subdued this year and limited to junior companies, understanding the risks positions and very specific roles.

Therefore, the budget for recruitment- will continue to be low. Also, benefits plans can be used to keep them engaged related expenses would continue to be such as subsidized food, creche facilities and aligned to the organization’s lower than the pre-covid levels. are not being utilized and can get lower objectives. Salary increment is a   allocations. sensitive topic from the perspective The expenses on travel, employee of employee morale. Therefore open reimbursements, team events, offsites Emphasis on learning and development and transparent communication with should continue. With remote working, employees regarding the company’s The most important informal learning opportunities are business performance and the capital part of the budget reducing. Therefore more structured situation can help them with the exercise is workforce learning opportunities are necessary. context in which decisions are being planning. Based on the Also, training team leaders and taken. projections of individual managers to manage a remote    business units, it is workforce is critical. The delivery Sales incentive programs need to important to assess the mechanism of the programs is now be made effective and sufficiently optimal headcount virtual and through webinars. These budgeted for. Revenue targets should requirements and are generally more cost-effective be set in the context of the current where possible than in-person training. Therefore industry situation. Perhaps incentive develop a workforce while keeping the learning hours cycles should be made shorter and redeployment per employee constant, there is an rolling monthly revenue forecasts can strategy to opportunity to optimize L&D costs. be used to adjust the targets. minimize job     losses. Salary increment budgets are likely Extended work from home is showing to be modest this year with major its toll on the workforce. This is not 29 November 2020 emphasis on junior employees and only a change in way of working but retaining niche skills. The budget also a big social change for many. Not allocated would be less for mid and everyone has a dedicated workplace. senior levels. Here, ESOP and long- Many couples live in joint families and term performance driven incentive have different demands on their time and attention. There is a significant increase in stress and anxiety amongst employees and blurring of work vs personal time is showing signs of burnout. It is important that the HR budgets for programs to promote physical and mental wellbeing. Access to counselors, fitness guides, and regular online programs are necessary to address this important aspect. This is one of the most important areas to be adequately funded.   Lastly, organizations that do not have technology supporting the people function, need to budget for it as a priority. Virtual hiring, onboarding, collaboration, productivity, performance management are all important aspects to be digitized for effective remote working. This requires an investment that should most certainly be prioritized.   These are difficult times and demand difficult decisions to be made with conviction and strong will while at the same time keep communicating with the employees candidly. www.sightsinplus.com

Insights Rohit Hasteer Top 5 HR Priorities of HR Budget 20-2021 If people and organizations are not learning, they risk being obsolete tomorrow. Hence reskilling and upskilling are norm of the future to build critical skills and competencies, even for mere survival. Organizations must start co-owning the learning needs along with the employees if they want to grow in business and achieve operational excellence. Rohit Hasteer I remember reading an article Re-Evaluate the Key sometime back where The Group Chief Human Resources Economist had conducted a Initiatives - Change Officer, Housing.com, study post the Global Recession and analyzed how it impacted Management and PropTiger.com and Makaan.com major roles in the organizations. The biggest loser as per the study was CHRO Organization Design Rohit Hasteer has more than 20 years of rich as HR experienced the greatest budget experience in the domain on Organisation restrictions. With the world reeling As per Gartner, this is one of the top Development and Restructuring, Culture under a pandemic and with the global priorities for 46% of HR leaders today. economy seeing a downturn, year 2020 Change is difficult and a majority Transformation, Talent Acquisition and Talent seems to be like a déjà vu. While many of workforce is not changing ready Management, Training & Development. Often organizations are already looking when required. Hence, most of the towards stabilizing their businesses next change initiatives and the necessary touted as the “start-up” specialist, he has year, the full extent of the economic organizational transformations have been instrumental in helping many organizations contraction due to the pandemic is yet to been progressing at a snail’s pace build HR functions from the scratch and partner pan out completely. Hence, planning as for a long. But now, the effects of a in the journey of culture transformation for them. to how the balance sheet will look like by pandemic have been an eye-opener the end of next financial year is going to to the series of unknown possibilities He has also helped many organisations where be critical. HR needs to remain cautious that lie ahead. To be prepared for he worked feature in the coveted “Great Place and be frugal when it comes to this, organizations need to adopt a to Work”. He has worked with companies like expenditures, but at the same time future-forward work design where SAMSUNG, CITIBANK, MakeMyTrip, Aviva continue to adopt strategies that balance employees can be changed responsive, employee development, motivation, in sync with the customer needs, and Life Insurance and UT WorldWide. experience, engagement, and anticipate changes that come with He is an MBA from IMT, Ghaziabad. performance while protecting their core it.  Rethinking work design will not businesses. So, what should be the top 5 only build organizational resilience priorities for HR while budgeting for but will also help to be in pace with 2021? fast-changing business conditions. And unlocking employee responsiveness means getting them re-skilled to newer competencies and acquainted with to latest technologies which bring to our next priorities. 30 SightsIn Plus

Develop A Learning had to adopt various technological Focus on Holistic Organization options for business continuity while Well-being working remotely. Now that it has Fostering an environment of constant become the new normal, businesses have Employee well-being was already learning has always been the key to a to think about a tech-led business model a part of the overall engagement sustainable business and the pandemic if they want to scale up in the future. For agenda much before the pandemic hit has only reinforced this need. If people e.g. investing in tools like AI chatbots for us. But now, organizations will have and organizations are not learning, they gauging the pulse of the workforce will to refocus on holistic well-being to risk being obsolete tomorrow. Hence give insights into people’s behaviors strengthen the trust of their people. reskilling and upskilling are norm of and preferences to engage with them Hence, physical, mental, and financial the future to build critical skills and proactively. It shall empower people to well-being of people will take the competencies, even for mere survival. connect, communicate, and collaborate center-stage. Rethinking the holistic Organizations must start co-owning with those who are physically scattered aspect may include inclusion of wider the learning needs along with the more than ever now.  Apart from this, coverage of health insurance and health employees if they want to grow in process automation for real-time data checkups, providing fitness program business and achieve operational handling will be critical in creating an subscriptions, counselling sessions, and excellence. Moreover, the pandemic has agile HR, which shall then focus more financial advisory on tax saving and forced to find alternatives to in-person, on meaningful initiatives and business wealth building. Today, people also onsite pieces of training and on-the-job problems without worrying much about wish to work for organizations that learnings. Augmented reality and virtual the mundane tasks. truly care for them. Helping people reality are also being used to disseminate manage uncertainty and ensuring their the training programs. For this, As per the findings of a well-being will likely raise engagement assessing cost-effective online learning recent survey by Willis levels, enhance productivity, and build opportunities needs to be accommodated Towers Watson, half employee loyalty. that suits a remote work environment. of the organizations     have already made changes to their benefits Expand the Bouquet of Adoption of New program while another Benefits Technology for Efficiency 11% are planning to make the changes. Compensation& Benefits is another Technology is pivotal to reimagine and vital area which is all set to get redefine the work structure. When the impacted in the new normal. The pandemic hit us, organizations across talent market has tightened up and there is a talent war to acquire 31 November 2020 the top talent. Great benefits help attract and retain that talent and by reducing the turnover, businesses can save money in the long run. As per the findings of a recent survey by Willis Towers Watson, half of the organizations have already made changes to their benefits program while another 11% are planning to make the changes. Expanding the benefits package to include offerings like comprehensive Employee Assistance Programs, stock options, work-related or lifestyle-related benefits which can be offered to support the workforce.   The focus of organizations has shifted from survival and resilience to recovery and the long-term health of the company and redesigning people experience will be more critical than ever. High-touch and high-care work culture which truly values employees and caters to their learning and growth should drive the HR budget for 2021. www.sightsinplus.com

Insights Harjeet Khanduja Critical Things to Consider While HR Budget Planning HR Budget planning is a critical element of circumstances have impacted most of overall budget planning for any company. HR the organizations in such a manner expenses range from 20% to 35% of revenue that it will not be advisable to adopt depending on the organization. More so, for the practice of incremental budgeting, service organizations, HR expenses account for taking a base of last year, and adding more than 50% of the revenue. incremental costs. I would strongly recommend going for zero-based Harjeet Khanduja My son wanted to budgeting, evaluating the business understand fiscal deficit. I growth and business model of the Vice President- HR, explained that every year, the company. Here are the 5 critical things Reliance Jio. government prepares a to consider while HR Budget planning. budget defining its expenditure and Harjeet is an International speaker, author, income. At the end of the year, if the Business and poet, visionary, influencer, and HR Leader. An government expenditure exceeds its income, that is known as fiscal deficit. 01 HR Model alumnus of IIT Roorkee and INSEAD. He is The Government covers it by printing Economy will be in a currently working with Reliance Jio. He has 2 money. state of recovery next published patents. He has been conferred with year. There will be My son asked, companies must also be more and enough opportunities for HR Leadership Award, Pride of the Nation doing budgeting every year. Do they businesses to gain ground and expand. Award, HR Personality of the Year, Top 100 HR also print money if their expenditure Hence this HR budget planning exceeds their income? I told him will demand an active collaboration Minds, Global Digital Ambassador and Global companies don’t have that luxury. They with each functional and business Learning Award. Harjeet has been a LinkedIn need to be much more diligent in their leader. This year will need more budgeting process. than just linear manpower planning. power profile, Chicken Soup Writer, TEDx HR Budget planning is a critical Strengthening Digital Infrastructure Speaker, Guest Faculty at IIM Ahmedabad, element of overall budget planning for and change in customer behaviour will any company. HR expenses range from also present an opportunity to evaluate Board Member of Federation of World 20% to 35% of revenue depending on jobs, digitize processes, and optimize Academics and Co-Chair of Nasscom Diversity the organization. More so, for service workforce for existing processes. Don’t organizations, HR expenses account for forget to include redeployment and Committee. more than 50% of the revenue. retraining costs in the budget. 32 SightsIn Plus This year is even more special because of the pandemic. Extraordinary

 Another important area will be elements come up. autos). to leverage the work from home One unexpected cost will be cost of  You may also like to provide some model and explore gig contracts. leave accruals. This year, most of the amount for creating positive healthcare This may require sharper focus on existing employees would not have experience which may include physical outcomes which can further optimize gotten the chance to use their paid as well as mental health programs. infrastructure cost, overall manpower leaves due to lockdown. In case you are   cost, and the way of working. concerned about your brand image, you   may like to encash part or all leaves or Digital Tools increase accrual limits. Invisible   04 Cost The Government has also been The change in 02 Costs bringing in multiple reforms. The environment triggers There will be certain new wage code is an indication of the the need for digital invisible costs which same. Some companies might have tools. You may consider tools for were not there in the to revise salary structure for their communication, collaboration, work HR Budget in the preceding years, so frontline workforce to comply with management, and data analytics. Some you can expect a surprise when those the regulations, while at the same time of these tools are available for free but protecting the salary of the employees. they come with limitations. Limitations Don’t miss to provision for these of users, limitation of time, limitation elements in your budget. of functionality. Sooner or later, you   will have to opt for them to enhance   productivity of your employees. In some companies, this might fall under Employee IT budget but this must not be missed.   03 Health and If you are going to hire in large Safety numbers and you are planning to do it yourself, you will experience a steep This year you will need surge in the pricing of digital sourcing to be more careful about employee platforms. Please budget for it or be health and safety. This is not limited to ready to explore some new platforms insurance negotiation where you must and open market techniques. ensure coverage for COVID-19. Do   provide for decent corporate buffer to On the learning side, evaluate digital support employees. learning platforms with pre-configured   content alongside traditional Depending on the nature of your training approach. Even reimbursing business, you may also like to provide subscription charges for digital learning for pandemic expenses like COVID platforms to employees interested in testing, masks and kits, immunity self-development can bring some value booster medicines, vaccination home.  (hopefully), sanitizers, travelling   reimbursements (in separate cabs/ Work from 5 Critical Things to Consider While HR Budget Planning 05 Home Cost In case you have Business and Employee Work from considered hybrid work HR Model Health and Home Cost or work from home Invisible Safety Digital Tools settings, you might want to consider Costs Cost some expenses that will arise out of a home-office. This depends on policy 33 November 2020 decision as well. Whether the employee will be responsible of his device, connectivity, and power, or whether the company will reimburse part of the amount to employee. In case you are planning to manage the whole thing on your own, do account for maintenance expenses as well. www.sightsinplus.com

Interview Dr. Ritu Anand In Conversation With Dr. Ritu Anand Chief Diversity Officer Tata Consultancy Services E xclusive Diversity & Inclusion in the New Normal 34 SightsIn Plus

By- Romesh Srivastava Dr. Ritu Anand is a pioneer in the field of Human Resources with a career spanning 25+ years. She is a Senior Vice President at Tata Consultancy Services and spearheads TCS' Workplace Diversity initiative and is a member of the Group Diversity Council and the HR Steering Committee at the Tata Group. Her various advisory roles include; Member of Worldwide ERC Global Advisory Council and Advisory Board member of the National HRD Network in Mumbai. She is the Governing Board Member of WILL (Forum for Women in Leadership), that aims at bringing together the collective aspirations, talents, and mentoring of women across corporate India. She is on the Board of Directors at two Tata Group companies and has a doctorate in Psychology. Q. What are the HR challenges the OneTCS channel that connected and helping individuals overcome bias. that you see in IT industry in the 450,000 associates across 40- Our aim has always been to ensure that next couple of months? odd countries, it was a way of they have a balanced workforce, where communication and engaging with each all people feel respected. A. The Pandemic should be seen of our associates and connecting them as a new beginning, it’s has virtually. Some of the initiatives we have brought many learnings along with it, initiatives are: for instance, it’s waned the hesitation Q. What initiatives has TCS for the ‘work from anywhere’ culture taken to build a diverse and l Working with Pride’ Campaign: and with that acceptance and shift inclusive workforce culture? Pride Month’s celebrated across in mindset, it brought agility to TCS under the initiative “Working the fore front.  We should evaluate A. With our presence in more with Pride” engaging associates these aspects, and use them to our than 144 nationalities across 46 through global webinars, awareness advantage to become the best versions countries, we look at inclusivity from & sensitization sessions. of ourselves not only as individuals but a behavioural lens hence implemented also as organizations. several initiatives to create awareness l Allies of Diversity Conclave: and shift of mindsets towards inclusion TCSers across the globe come Having said that, the new ways of together encompassing diversity working have induced many changes in Our Health segments like gender, generation, the way we work changing the future Insurance is also culture, age, PWD, LGBTQ+, roles, of work as we know it forever. The aimed at inculcating mindsets, and experiences, genders one facet (I won’t call it a challenge), and supporting and generations at a unique of virtual experience for employees our employees’ event TCS Allies Of Diversity could be the feeling of disconnect Sex/Gender Conclave. The unique initiative because we are so used to our Reassignment brought together professionals, to ambient environments some might Surgery and brainstorm, share experiences and physically miss being in offices.  How same-sex create an actionable roadmap for do we replicate that environment partners as the future. for them? This is where technology dependent. becomes an enabler, and with some l iExcel: is a special programme human intervention, it can do wonders. which grooms high potential I say this from experience to replicate women in middle and senior levels that feeling of oneness we launched to become leaders 35 November 2020 www.sightsinplus.com

Interview Dr. Ritu Anand l Women Discussion Circles for helping women employees reflection of the society but believes in (WDC) & Workplace Parents realize their potential while striking inclusion without exception. Group (WPG):  These are meant a good work-life balance. These to help through major life stages include: discussion circles to help We have a well-defined and progressive by means of mentoring, counseling women through major life stages, Diversity and Inclusion policy that and parenting workshops. re-orientation programs to reconnect not only focuses on gender diversity employees after long leave, interactions (men, women, non-binary gender), l Diversity Awareness: We work with inspirational women leaders, but, persons with disability and towards building allies of diversity and special leadership development neuro diversity, sexual orientation, with the help of tools like Web- programs to address needs and diversity of the mind, and generational based training, a mandatory aspirations of women, learning modules diversity. This stems from our vision training program on Diversity and to equip mid-level managers to work to bridge the divide that is prevalent Inclusion for all TCS employees. with diverse teams, virtual support for PwD. We have +661 permanent groups and parenting workshops. employees with disabilities and these l Di-a-log: Third edition of Targeted initiatives like these have include individuals with visual, speech Diversity newsletter ‘Di-a-log’ has helped TCS make tremendous progress and hearing impairment, locomotor been launched in June 2019 with in fostering diversity, and attract the impairment, cerebral palsy and others. a focus on celebration of inclusion kind of talent we do. Going forward, we aim to continue this and diversity at TCS. momentum across all our functions. Q. Have you also hired disabled l nWin: Which provides TCSers employees too? Do you have We have recently moved into the arena with an opportunity to seek any special internship program to of Neurodiversity and are at the stage guidance from senior leaders train young adults with Autism & of building a supportive ecosystem within the organization Intellectual Disabilities? for inclusion. We have plans to layer in inclusion in a phased manner. Our l Be-Inspired: A program to inspire A. At TCS we pride ourselves with recruitment and induction teamsare and engage the young leaders to being an intrinsically inclusive sensitized in engaging with people on be exposed to TCS’ journey of organization, which is not only a the Autism spectrum. inclusion from the very beginning. This program is meant to motivate At TCS we pride Q. Do you have any special HR and encourage associates to ourselves with being an budget for D&I and disability aspire for leadership positions, intrinsically inclusive employment, what are your by showcasing role models in the organization, which is inclusion practices to engage them? organization not only a reflection of the society, A. TCS believes in celebrating Q. What is Men and Women but believes in diversity within the workforce employment ratio and  how inclusion without by striving for equity over equality. many transgenders are currently exception. Diversity should not be restricted to working at TCS globally? What are the mainstream definition of the term, your plans to scale this up? but it is about recognizing the diversity of the mind. A. Our Diversity and Inclusion policy is all-encompassing, As champions of equity, embracing propagating inclusivity and respect differences, and embedding fairness for all diversity groups. We believe in all our processes, is ingrained in in creating a sensitive environment. our DNA. To foster an inclusive Our Health Insurance is also aimed environment across all our campuses, at inculcating and supporting our one of the key practices is also employees’ Sex/Gender Reassignment providing a platform for skilling and Surgery and same-sex partners as reskilling to PwD and in the last year, dependent. Our intent is to sustain we successfully imparted safety & TCS as an organization in which one skill up-gradation training to 95% of can bring their authentic self to work. employees with disabilities. For us, it At TCS we believe in the is about bringing these employees at concept of diversity, equity, and par with their colleagues and present inclusion.  Strategic interventions opportunities driven by fairness and are what make us one of the largest inclusivity. employers of women in the world, at more than 36% and multiple initiatives Thank you, Ritu! 36 SightsIn Plus

EVENT India announces one of a kind virtual conference in Dec 2020 To celebrate 15 years of SHRM India and APAC Over 35 hours of Unparalleled Learning Bhaduri, Founder, Abhijit Bhaduri & Associates; Hitesh R, Global motivational Speaker, Paralympic Medal Opportunity to earn over 20 PDCs Winner, Author. 75+ Knowledge Sessions Interesting and insightful topics such as, The New World of Work: Shaping Tomorrow’s Workplaces; The Rise of Interactive and Engaging experience the New HR; Planning for the Unexpected; Lessons Learnt and Way Ahead; How Covid-19 made us more inclusive; SHRM HR Excellence Awards 2020 Think Gig: How HR Needs to prepare for Emerging Work Models; The Remote Manager Playbook: Guide New Delhi | SHRM India and APAC is completing fifteen to managing remote workers; Leveraging technology for years of celebrating diversity and promoting inclusivity attracting remote hires will be discussed in the conference. in workplaces. The organisation has also been relentless in helping organisations & individuals see beyond their Ms. Achal Khanna, CEO, SHRM India and Business potential and has partnered organisations develop Head- APAC & MENA, said, “The pandemic has in one revolutionary strategies to grow while standing firm on stroke changed the way we work and put the spotlight on their organisational ethos. The last 15 years has been a HR. How HR as a function evolve and rise to the occasion journey of overcoming challenges and victories that helped will have a crucial impact on the survival and growth strengthen a collective effort towards Creating Better of organisations and of HR itself. Without a doubt, HR Workplaces, to celebrate and reflect on past learnings, has a very important role to play in the current evolving SHRM India has announced a three day virtual conference scenario and we are excited to announce our annual from 9 to11 Dec 2020 clubbing the SHRM annual conference in December where we will provide a platform conference and TECH conference. for eminent HR experts across the globe to come together and deliberate on the new normal in HR.” The theme of this year’s conference will be “Together Towards Tomorrow”. The conference will witness 75+ About SHRM exciting knowledge Sessions which will highlight future The Society for Human Resource Management (SHRM) is trends, best practices etc. the attendees will experience the world’s largest HR professional society, representing Interactive and Engaging learning in the conference. 3,02,000 members in more than 165 countries. For nearly seven decades, the Society has been the leading provider Eminent speakers for this year’s conference includes, of resources serving the needs of HR professionals and Johnny C. Taylor, Jr., SHRM-SCP, President & CEO, advancing the practice of human resource management. SHRM; Ron Kaufman; Customer Experience & Service SHRM has more than 575 affiliated chapters within the Culture Expert and New York Times Bestselling Author; United States and subsidiary offices in India and United Ahmed Mazhari, President, Microsoft Asia; Dr. Sanjiv Arab Emirates. - See more at: https://www.shrm.org/ Goenka, Chairman, RP Sanjiv Goenka Group; Anita . SHRM-India serves the needs of HR practitioners by Bhatia, Asst. Secretary-General, UN & Deputy Exe. Dir. facilitating exchange of knowledge resources & practices, for Resource Management, Sustainability & Partnerships enabling professional development, and enhanced - UN Women; Rohit Thakur, CHRO, Paytm; Abhijit opportunities for engagement & networking within the Global & Indian HR communities. 37 NOocvtoebmebre2r0220020 www.sightsinplus.com

Insights Kumar Mayank How to Maintain to be more flexible and adaptable in the Organizational Agility face of change. through Change   Management How to Obtain Nimble Execution in an Organization? Kumar Mayank Often said and believed, a Nimble execution is to be quick in phrase, ‘ends justify the understanding the problem area and Founder - Zimyo means’. However, in an followed by strategizing a method to organization, if the means are solve it. Different organizations face Kumar Mayank, Ex-AVP Equitas, not structured in a streamlined manner varied challenges, however, obtaining IIM-Lucknow, he specializes in the end can never be achieved. Prima organizational agility is a common product development and team facie a survey suggests that 47% issue that is emerging due to lack of building. His natural sense of employees consider it to be a top understanding among HR executives priority to maintain their organizational regarding technology and evolving innovation and expertise in product agility through change management. culture needs. In order to ensure that the development sets him apart from When we say ‘organizational agility’ we employees are responsive and dedicated mean the manner in which a company towards the workflow, a future-forward most others. His passion and a firm works to cope with changes. layout is the need of the hour. belief in innovation, human rights     and drive to build something unique For instance, the nationwide lockdown For example, take the case of building which was a result of COVID-19 led trust & reinforcing it continuously in led him to create Zimyo. to a transition towards remote work. these behind mask times - The non- The Indian Government, in a recent availability of physical workspace, 38 SightsIn Plus order, announced that all IT company water filter discussions & over the employees can work remotely on a coffee connects can put managers in permanent basis. a fix. There is a very high need to set   up fluid but definite basic principles This suggests that such sectors are that enable these confidence instilling developing and transitioning in order to & trust reinforcing discussions for cope with the ongoing pandemic which employees in a remote setting. In fact, will provide them with stability in the it does not impact productivity directly, long run. Similarly, the Human Resource but also the mental health & well-being management of other companies are also of employees & teams. trying every day, through various means, “At Zimyo, we relentlessly focus on transforming human capital to the most critical asset for organizations powered with the most critical currency of trust, enabled by data, collaboration, open communication, engagement & belongingness. Using our new-age and innovative practices, organizations have not only improved their efficiency & effectiveness, but it has also invigorated their teams & promoted employee well-being in these unprecedented times.”   In present times, Technology has been a major enabler in the past few months. Digital acceleration helped executives, HRs, as well as business leaders adapt with agility and ensure workplace collaboration & zeal. The disruptive yet evolving scenario continues to witness the power of digitization, data- driven decision making in operational processes for an improved alignment,

sustainability of business processes& stability the real problem lies with the experiences. Building an enriching nimble execution. distribution and management of work employee experience that fosters   among the various employee units. creativity, open communication, Problems Leading to an Inflexible Listed down are a few prospective, collaboration and engagement is vital Organizational Structure workable solutions. to drive growth for businesses. It In order to know how to lead an helps businesses and employees reach organization towards obtaining l Re-alignment of the work design their maximum potential. Hence, agility, the problems that give rise to in a way that agility is maintained employers must redesign key human inefficiency must be first identified. through change management. Ways capital practices (employee benefits, Among the various reasons that might and methods should be derived so recognition, Evp) that resonate with be a reason for lack of changeable that organizational agility is sought lifestyle choices of employees. In the workflow in an organization, a few without keeping the tasks and present scenario, offering curated have been mentioned below. targets at stake. experiences is the best way to recognize honest efforts from employees 1) Rumpled work structure - It is l In order to prioritize the motive and incentivize positive workplace imperative that the work design in that efforts of the taskforce are behaviour any organization is revamped with turned into success it is necessary   changing times. The traditional that their work is streamlined and Essentially, it’s a lot more about workflow might be advantageous well communicated. When the task Change management - as even to some, however, not to all. Every force is well aware of their roles with the right skills, technology organization is required to analyze and responsibilities it becomes easy adoption may fail, if employees are the pain points and make necessary for them to individually as well not educated about the change, the arrangements to bring in the change. as collectively derive methods to why of change & its benefits. The maximize their productivity. Why, its resonance with employees 2) Ineffable teams - Until and & the benefits at all levels needs to be unless a team is moved out of their l The main aim of any organization widely communicated & cascaded with comfort zones they will never be is to make their thought and success stories across the entire system. able to realize their potential and product reach the end-user with While the CXO suite plays a major capabilities. Intransigent teams transparency. To achieve this aim role here, by inspiring and enthusing might get overwhelmed with the they are required to shift their employees to embrace technology. work at hand leading to rejection of decisions regarding technology HR leaders& Change Management the work design and organizational and resource mobility. With Champions must be able to leverage values. evolving and advanced technologies Influencers to be digital-leaders, acting emerging around the corner an as role-models of tech-usage. This must 3) Redundant technology and organization should also adapt to be complemented with continuous culture - A mix of technology the change. investment in employees i.e. training and culture are required in every employees and supervisors on how to field of work. Being cohesive, l As aforementioned one of the use and leverage technology to perform understanding every individual’s biggest hurdles in the way of well. culture and pace of adapting helps maintaining organizational agility   an organization to rebuild itself and through change management To summarize the entire topic of excel in their domains. methodology is unbending maintaining organizational agility resources. When the resources are through change management I would 4) Unbending/Unyielding resources not flexible enough at the disposal say ‘Do you know what it is like to - There are certain resources in of the company their use cannot live in a city under sea?’ No, not every organization which turn out be fully optimized. This issue can until you experience this in person. to be rigid after a certain point be solved by redefining roles of Similarly, in the ongoing organizational of time and are at the disposal. permission granting units at an transition if human resources are not Modifications and replacements organization and dismantling the allowed to design, test and fail/pass of such resources are the need of pre-existing redundant hierarchy. a method to bring about agility the the hour in order to cope with the This will lead to flexibility in entire motive behind the process is changing scenarios. Resources are management. lost. An organization cannot function required to be efficiently allocated efficiently without the workforce and flexible.   taking active involvement in reshaping What More Can Be Done Through the workflow.    Change Management? What are Solutions That Lead to With respect to changes in the www.sightsinplus.com Organizational Agility? workplace paradigm, the new-age While any HR aims at acquiring workforce prefers to focus more on 39 November 2020

Interview Sheetal Shah In Conversation with Sheetal Shah Chief People Officer Schindler India & South Asia E xclusive HR Challenges in Coming year 40 SightsIn Plus

By- Romesh Srivastava Sheetal Shah currently serves as the Chief People Officer of Schindler India & South Asia, a wholly-owned subsidiary of Schindler Group - an organisation she has been with since 2011. Prior to her elevation as CPO, she has led the Business HR and HR Strategic Projects function in India interspersed with a 2-year stint in the Middle East as HR Director of Schindler UAE. In the early years of her nearly two-decade-long career in Human Resources, she was associated with companies such as Hindustan Unilever, Reliance Retail, and Avaya GlobalConnect.   Working on challenges of scale in people processes, improving the lives of front-line employees and driving the culture of inclusion & diversity are some topics that Sheetal is deeply passionate about. She was listed among the Top 100 HR Under 40 in 2018 and holds a Masters in Human Resource Management from the University of Leeds. Q. What are the HR challenges (Johns, G., 2010, Presenteeism in the productivity may roll back, talent that you see in the coming workplace: A review and research drain may increase. While leaders year? agenda. Journal of Organizational must be empathetic, they must also Behavior). Employees have showcased subtly enforce the new rules of A. COVID-19 has led and commendable agility and resilience engagement and encourage employees accelerated one of the greatest to adapt to the new ways of working. to take personal onus for making the workplace transformations of our However, the ability to sustain this organization successful, by developing lifetime. In the coming year, amongst momentum poses an immediate newer capabilities, displaying the many unknowns, organizations will challenge to organizations. This customer-centricity, and helping win face several challenges. enthusiasm could be short-lived as incremental business.   job security is a driving force for most   One of the key challenges will be employees in the current situation. Connections: As the world goes virtual to create Employee Experience, As the market sees an improvement, for a prolonged period, HR leaders will that supports employees to manage need to be deliberate about retaining the fear of uncertainty and commit Employees have their people-orientation culture wholeheartedly towards growth displayed commendable - mastering deep and meaningful (personal and professional). Although agility and resilience to connections with customers and part of our capacity to deal with the adapt to the new ways colleagues/employees–challenge will unknown is innate, a larger portion of working. However, be to ensure that the humane touch is learned. Those who develop this the immediate is not compromised due to the high- “uncertainty capability”(HBR) will challenge is the tech environment. Organizations be more creative, more successful, and ability to sustain will have to institutionalize ways for better able to turn uncertainty into this momentum. managers to engage with their teams possibility. regularly; elevate the sense to identify   and support employees’needs; learn to Paradox of Empathy and Tough recognize and address issues related to Love: Data suggests that employees mental, emotional, and social well- are working longer hours and there being; review and redesign policies is likely to be growth in presenteeism to bring about higher workplace i.e., people going to work when ill. flexibility. With plans to stagger the 41 November 2020 www.sightsinplus.com

Interview Sheetal Shah physical presence of employees in Working hours, locations, and even industry, you need to attract and retain offices, fewer people in one confined the work arrangements to become the very best talents. To achieve this, space may not mean fewer human more fluid. Remote working to be an it is crucial that we evolve the way resource issues but it will mean need for integral part of every organization. we communicate with our potential innovative approaches to retain critical The popularity of contractual jobs, candidates and our employees. Under connect within teams as well as with gig assignments, and freelancers will the Schindler People Promise program, the organization at large. grow. The workforce will constantly we brand Schindler as a great place to   upgrade and build capability to remain work, communicate the responsibility competitive and relevant. Focus on we hold for the society, let talents know Q. How will these challenges learning and development will increase why it is exciting to work for Schindler, impact on HR Budget 2021? to make employees future-ready. The and what it is that they will get out and what will HR functions be on retention of high performers and high of their experience working for our the top in budget allocations? potentials will become essential. company.     A. To thrive in the new normal, While we do not foresee any increase Constant Communication, Q. What is the hiring strategy, in overall headcount in the next Compassion and Connection will be can you elaborate on your two quarters, our hiring strategy the key. Top budget allocations will hiring plans for the next two has a three-pronged approach. One be towards communication tools that quarters? is to invest in freshers – we have best suit the employees, providing different cadre programs to build our flexible and remote work options, A. At Schindler, we believe in talent pipeline. We bring in freshers people development with special staying rooted in our values and from Vocational Trade institutes, focus on life skills, creating leaders vision. As an organization, our vision Engineering colleges, and Management at all levels, employee well-being is “Bigger, Faster, Fitter”. Our People Schools and offer career development initiatives, retaining the best talents, Strategy is focused on making our programs. Second, is to hire ‘talents’ and digitization. workforce ‘Fit for Future’.Our hiring for all replacement positions. We hire   strategy is focused on bolstering our to promote. Third, we are proactively For instance, at Schindler, People workforce with diversity, top talents, creating an external pool of diverse Development is a core value. Under the and overcoming leadership succession candidates so that when we can umbrella of JeevanJyot (Light of Life) challenges. onboard them as soon as there is Academy of the Schindler University,   suitable position available. we are working on offering programs The hunt for skilled talent is getting    and wholistic learning journeys that more challenging. Candidates are will enhance life skills such as being more informed and have more choices. Q. What do you see as the mindful, staying agile, becoming When you want to be the best in your skillsets of the future? comfortable with discomfort, learning to be centered, managing stress More than skills, A. More than skills, we should and fear of uncertainty, displaying we should look look at employees with critical compassion, listening, coaching, at employees capabilities such as Empathy, Trust, mentoring, overall fitness, etc. with critical Agility, Multi-dimensional thinking,   capabilities such Growth Mindset, and Resilience. as Empathy, Trust, Q. How the concept of work, Agility, Multi- Q. Any concluding remarks? workplace, and workforce is dimensional A. We may be in this nebulous likely to evolve in the coming years? thinking, Growth situation for the long haul A. Among the many current Mindset, and and the impacts may be enduring - unknowns, we do not yet Resilience. organizations will require long-term know how badly the global economy adjustments to adapt work practices will be affected and how quickly and culture. We will not be able to go it will recover. Notwithstanding back to pre-COVID ways of working. It the unknowns, it is obvious that is crucial for HR to revamp the policies COVID-19 will be recognized and processes in accordance with the for changing the way we work in new normal. fundamental ways. The new way of   work may create a need for some new roles, render some roles redundant, or Thank you, Sheetal! require upskilling of existing resources. 42 SightsIn Plus

Insights Murad Salman Mirza Murad Salman Mirza The ‘STREAM’ Framework for Innovative Thinker and Enabling and Achieving an Astute Practitioner Sustainable HR Agility Murad Salman Mirza is an innovative Consequently, it is becoming increasingly thinker and an astute practitioner of areas critical for the leadership of progressive organizations to enable/facilitate the HR within and associated with the fields Function in responding more quickly and of Organizational Development, Talent effectively to changing employee expectations, Management & Business Transformation. He workplace disruptions and business is globally ranked in 9 areas (HR, Leadership, requirements to stay on par with/ahead of Culture, Management, Agility, Innovation, worthy competitors. Future of Work, Change Management, Customer Experience) by the world's first The HR Function has steps from the leadership are viewed open platform for Thought Leaders (https:// habitually been criticized for with suspicion. www.thinkers360.com/about/) based in the being sluggish and pedantic USA that uses Artificial Intelligence (AI) in terms of its role within the Consequently, it is becoming for ranking to preclude human bias. His organizational realm. Frustrations increasingly critical for the leadership research papers have been read in more than abound among disgruntled/dissatisfied of progressive organizations to employees who see the HR Function as enable/facilitate the HR Function 70 countries around the globe. the ‘enforcer’ of the leadership’s in responding more quickly and mandates while being unable/ effectively to changing employee 43 November 2020 incapable/hapless in alleviating their expectations, workplace disruptions concerns, especially, during precarious and business requirements to stay on economic situations, e.g., due to the par with/ahead of worthy competitors. impact of the COVID-19 pandemic. The following ‘STREAM’ framework The internal discontent/ rumblings are is being presented that can be used to routinely amplified through the illuminate the path for enabling and corporate grapevine and even positives achieving sustainable HR Agility: www.sightsinplus.com

Insights Murad Salman Mirza Study (S) Phase The 'Stream' Framework for Enabling and Achieving Sustainable HR Agility This refers to the deployment of suitable formal and informal means for correctly assessing the issues. For example: Study Formal Techniques Maintain Transcribe • Employee Surveys • Focus Groups 'STRThEeAM' • Exit Interviews Framework • Brainstorming Sessions Achieve Relay • Performance Appraisal Meetings • Management Review Meetings Engage • Union Grievance/Negotiation Meetings • HR Incidence/Disciplinary Reports Created & Developed by: Murad Salman Mirza • Industry/Competitor/Functional Benchmarking • Relevant Academic Research Review It entails careful collection of authentic data and its meaningful • Applicable Law Review conversion/compilation into viable information that can facilitate thorough analysis for astute decision-making. • Workplace Improvement Methodologies, e.g., Kaizen, Quality Circles, 5S, Suggestion Schemes, etc. Transcribe (T) Phase • Individual Counseling Sessions This refers to the prioritization of the highlighted issues and associated findings that have come out of the Study Phase. • Key Stakeholder Formal Feedback (Customers, Suppliers, It entails the formulation of desired goals and objectives Shareholders, Peers, Colleagues, Regulators, etc.) coupled with the structuring of relevant information into a • Psychometric Testing/Employee Profiling HR Agility is an empowerment • Sensitization Trainings manifestation that reflects the • Whistleblower Hotlines confidence of the corporate leadership in the ability of the • Change/Intervention/Transformation Impact Audits/ HR Function to rise above the Studies, e.g., Staff Reduction, Technology Incorporation, ‘noise’ of conventionalism Employment Equity Studies, Organizational Justice and become a recognized Studies, Senior Leadership Changes, Industrial- strategic partner in Organizational (I-O) Psychologist Reports, HR Audits, organizational success. Organizational Restructuring Impact Studies, Merger & Acquisition Studies, etc. Informal Techniques • Mentor-Mentee Engagements • Corporate Social Events • Lunch Chats • Staff Bonding Excursions • Social Media Monitoring • Random Networking • Active Grapevine Monitoring • Employee Engagement Activities • Cyber monitoring • Corporate Activities Volunteering Monitoring • Support Network Informal Feedback (Family, Friends, Acquaintances, etc.) • Open Q&A forums with senior management 44 SightsIn Plus

formal report that has been uniformly the required resources to launch developed during the Engage Phase. It formatted in a clear, error-free and appropriate measures/action plans entails timely review of key milestones/ presentable manner for all the key stemming from desired goals/objectives performance indicators and taking stakeholders to facilitate review and that have been disseminated during appropriate corrective/preventive discussion. the Relay Phase. It entails prudent actions to prevent deviation from the operational planning with appropriate desired course of action. Relay (R) Phase risk assessment/mitigation measures for gauging the efficacy of available Maintain (M) Phase This refers to the communication of options, selection of suitable team the formal report developed during under capable leadership (if needed), This refers to systemizing, sustaining the Transcribe Phase to all the key defining key milestones/performance and refining the whole process with stakeholders. It entails distribution in indicators, close coordination/ key lessons from the previous phases. an open, transparent and constructive collaboration with all the relevant It entails an honest self-reflection and a manner with a cordial invitation for stakeholders and associated monitoring comprehensive review that engenders answering any associated questions to mechanisms. a solid commitment to consistently create a robust ‘buy-in’ and develop improving the ‘client experience’ of consensus for desired goals/objectives. Achieve (A) Phase other functions with the HR Function. It also includes the timely enrichment Engage (E) Phase This refers to assuring, ensuring and of the knowledge bank that is openly confirming the attainment of results accessible to all team members. This refers to the channelization, in congruence with the desired goals/ optimization and utilization of objectives and the operational plans Some of the key drivers for the aforementioned ‘STREAM’ framework 45 November 2020 are as follows: • Robust & unwavering leadership support • Multichannel & clear communication • Collaboration & cooperation • Proactive & meaningful initiatives • Constructive & insightful feedback • Efficient & effective resolution • Consistent & prudent monitoring • Timely & honest reviews • Healthy appetite for fruitful improvement • Innovative mindset for nimbleness, e.g., HR SWAT teams Parting Insights HR Agility is an empowerment manifestation that reflects the confidence of the corporate leadership in the ability of the HR Function to rise above the ‘noise’ of conventionalism and become a recognized strategic partner in organizational success. It does not happen in a vacuum and needs HR professionals to be functioning at a high level of wellbeing and mindfulness as it doesn’t make sense to attach agility expectations to a function that is itself in need of a savior. How agile is your HR? www.sightsinplus.com

Insights Gaurika Tandon Capability Enables but Passion Drives I have always said that if we such as time, effort, money. And, did all the things that we #Effectiveness is defined as the degree are capable of, we would to which something is successful in literally astound ourselves. producing a desired result. But more importantly, I fundamentally believe that if it was passion driven In this world, Resources (time, effort, work then we would not need any money etc.) will always be limited external motivation, as it would and Success will always be a measure. make us feel good. Thus, it is important that we invest   our scarce resources wisely so that out In fact, a lot of research is outcomes are most Effective (read being conducted and written successful). And if you are productively about Productivity & Effectiveness efficient you may have found the key to driven by capability or passion. Happiness. Therefore, it is no surprise that not only organizations, but a significant lot There is a handy tool you could use. I of individuals are trying to romance call it the skill-will matrix. Plot your the concept. #Productivity is defined desire against capability for every task as the ratio between Output & Input. you do. You will essentially plot all In other words, it measures how much tasks in 4 quadrants. Let’s de-code the output has been delivered using inputs quadrants. EAGER Q2 ADVOCATES Q1 Gaurika Tandon • Curious •• IHgsua eipdfpfeiycoitetohnhet reslp and • Wants to learn HR Leader - Learning, Will (Passion) • Will take initiative Engagement & Employer Brand. DOUBTFUL Q3 RESISTORS Q4 Times Group ••• DoTLaerocnerkedsstsnui'tnrtontsemeoreneaskveteaffleuoxerctsaunseds/ •• DETheroornleaddstssimcftoBoinratbihmaeacudvtmeiiovfiue/trniessive • Gaurika Tandon has almost two decades of experience in driving Skill (Capabilities) HR transformation across multiple geographies namely India, US, APAC and MEA. Responsible for driving capability agenda at BCCL, she has led and build organization capability and future ready talent to create significant value for the enterprise. 46 SightsIn Plus

Q1) ADVOCATES come from formal classroom curries and breads were well learning, self-paced courses admired across our families and I have a friend who loves or simply learning on the friends but she hated cooking! animals, she cares for them job. You could also do all 3 She would try every trick in deeply and so she started an simultaneously. the book to avoid going to the animal shelter. In front of kitchen. She could taste a dish the shelter she has started an These are EAGER learners and find faults and suggest quick animal salon & spa. The salon who need to build their skill to fix improvements in a jiffy but provides grooming for pets, be more & more effective. only when she wanted. sells accessories & animal use products. It also allows for day Q3) DOUBTFUL These folks are erratic because & night boarding for pets when they are highly skilled but lack the family goes on vacation. Her This is a dangerous zone. This is the will (desire). passion for animals makes her a when you feel trapped in doing very effective product manager something that you don’t care If you find yourself in this zone, you and pays her bills. She doesn’t for much. What is worse is that should either exit or find small rewards tire while putting in extra hours you make mistakes and don’t for yourself. Find a way to nudge or weekends, she doesn’t mind care enough to practice or learn yourself into quadrant 1. filling in for the team and most so as, not to repeat them. This   importantly, she is the worst is a red flag zone that you must Many of us could be really good at critic of her own product. quit. If you need help, don’t be something that we don’t enjoy. You   afraid to ask for help. Bankers may be exceptionally qualified, but it You are in this space when you will advise you to cut your doesn’t mean that you’re passionate have the required skill and have losses and shut shop. Sooner about it. When your skills don’t match a burning desire to excel. Much the better! our desires, you often feel dissatisfied like the Passion meets Purpose   with your personal and/or professional quadrant. It is important to find lives, lacking meaningful work and this zone for yourself either Q4) RESISTORS sometimes feeling just plain bored. In professionally or personally and order to be productive & efficient and in rare cases both! I remember my granny in the more importantly happy & satisfied, kitchen when (and if) she had to you must use your hours judiciously Such people are likely to LOVE cook a regular meal. She was an and invest in somethings that add life what they DO & DO what excellent chef I remember. Her to your life! they LOVE.   You are in this Q2) EAGER space when you How do you do this? have the required An ex-colleague discovered the skill and have a Make sure you map your tasks on joy of living close to nature. She burning desire to the Skill v/s Will matrix, clearly and uncovered the joy of healthy excel. Much like effectively. For every task, you do, plot eating and the many benefits the Passion meets it on the matrix and evaluate where you yoga had on her. She found Purpose quadrant. are and where you want to be. a “guru”, made small changes It is important to   in her lifestyle and has joined find this zone for n Use the map and consciously and classes. She follows what her yourself either guru suggests willingly and professionally find things to fill in Quadrant 1. with a lot of devotion. I see her or personally n Nudge and find ways of moving wake up at 4 AM to finish her and in rare practices the day she needs to cases both! Quadrant 2 and Quadrant 4 tasks start early for office. She has into Quadrant 1. gladly given up socialising late in n Exit Quadrant 3, sooner the better! the night, since she has to wake   up early in the morning. If you have tipped one way or the   other, you can always identify the You are in this space when problem and start making changes that you have found your calling. realign your skills and your desire. It’s What you need to do is invest important to note, this is not a one-time in skilling yourself. Skilling can activity but a continuum that needs to be updated with context and time! 47 November 2020   Happy Plotting! www.sightsinplus.com

Insights Sushma Bhalkikar Key Components Of HR Budgeting New Year Checklist When it was time to take stock of things for the ongoing financial year and concretize budget for the next, situation changed drastically. After going through prolonged and vigilant process of budgeting at the beginning of this year, most of the plans and actions remained in cold storage. Sushma Bhalkikar There is nothing vigilant process of budgeting at the permanent except change.   beginning of this year, most of the Head- HR, We have heard this plans and actions remained in cold GMR Varalakshmi Foundation umpteen time and storage. experienced it exponentially in the   Sushma Bhalkikar is currently heading past few months.    Even household At present when VUCA world is the HR function for the Community budgets, which seldom go through at its peak, designing a successful major changes, have been topsy-turvy.    HR budget is a phenomenal task.  Services Wing of the GMR Varalakshmi The definition of ‘essential items’ Nevertheless, with experience, Foundation, the CSR arm of GMR Group underwent a sea change and ‘weekend foresight, valid assumptions and of companies. She has been associated with entertainment budget’ remained careful analytics, HR should be able to mostly unutilized.  come up with a budget that supports GMR Group for about 12 years and her   the business to stay relevant during previous assignment was with Nagarjuna When it was time to take stock of such disruptive times.  Some key Fertilizers and Chemicals Limited for 11 things for the ongoing financial components to consider are as follows, years. She was a member of the Internal year and concretize budget for the though the allocation under each next, situation changed drastically.   will depend on how companies are Committee for Policy against Sexual After going through prolonged and impacted and what are its priorities.   Harassment in other companies and now in GMR Group. 48 SightsIn Plus

Co&m Bpeennesfaittsion DeLevaerlonpinmge&nt WBWeelefnallernefeitasssn, d Technology Roencbroauanitrdmdienngt Strategy comboupKfdoeHgnyReetnts Compliances Plan KEY COMPONENTS OF HR hygiene and distancing measures etc. HR professionals have said that digital BUDGET AND PLANNING l Technology – upgrading to improve and virtual interventions had a positive impact. Looking with this new lens, A STRATEGY PLAN speed and productivity, innovation, need to also consider the following: This is one of the main filters R&D for arriving at budget decisions. l Environmental factors affecting the l Recruitment cost –based on hiring Whether talent, compensation, business decisions; employee experience, or any other l Financials – frugality measures technological and operational aspects and other radical changes for cost l Special provision for critical and of HR, business strategy affects all effectiveness senior level hiring other costs.  Mckinsey’s report talks about indicators (depth of disruption, B RECRUITMENT AND l Campus drives, based on volume length of disruption, and shape of ONBOARDING and business requirements recovery) that business leaders should Recruitment is slowly picking consider while framing strategy for up which had declined by about 60% l Advertisement and Recruitment getting ahead of the crisis.  Some more during pandemic. About 90% of the agency/consultant cost business drivers and associated cost to be considered are:  Mckinsey’s report talks l Background verification and about indicators (depth medical examination (enhanced l Growth Prospects – consider long of disruption, length of allocation due to additional tests, term implication rather than short disruption, and shape knowing travel history…) term gains. For instance, opting to of recovery) that continue with critical projects and business leaders l Candidate Assessment and Analysis hiring, despite challenging time, should consider tools looking at future requirements. while framing strategy for l Investing in automation and l People –talent strategy, depending getting ahead of strengthening virtual platforms, for on projected targets, growth plans the crisis. speed and experience or downsizing l Less allocation towards candidate l Policies –review existing ones; travel or relocation expenses framing new to stay relevant in the changing times l Training cost after onboarding l Processes – shift to hybrid models, C COMPENSATION AND BENEFITS 49 November 2020 This is the major component in HR budget. A right compensation strategy gives competitive edge and during pandemic companies www.sightsinplus.com

Insights Sushma Bhalkikar had resorted to 30 to 50% pay cuts consider while designing budget:  l Wellbeing (programs for emotional and other compensation revisions. l Invest in AI and ML wellbeing, online counselling Depending on business scenario, l LMS that can switch between facilities for employee and family) companies should revisit compensation and benefits strategy. A few other personalized and blended learning l Annual Health check-up – if things to consider are: l Enhance budget for online enhancing is required l Total Wage Bill – existing and certifications, tie-up with l Insurance – premium allocation proposed (increase due to new institutions; less for ILTs full or partial; differential cover hires/replacements or decrease due (Instructor-Led Training) depending on the type of job to reduction) l Allocate for developing internal SMEs than hiring external l Retiral and other benefits l Incremental increase (as per Aon consultants l Rewards and Recognition –to suit salary survey 87% of companies l Reduce towards Executive are planning to give salary hike in Education, Overseas Training, virtually platforms than in-person 2021)and ratio of fixed and variable travel &conference space, etc. gathering cost l Encourage subscription of l Education support to employee e-journals, e-magazines children l Possible changes to other l Digital transformation and new components such as insurance,LTA, ways of working warranting F TECHNOLOGY leave, etc. reskilling and upskilling at every The best of technology for level every aspect is available in the l Cost towards benchmarking l Virtual Team Building sessions  market, but organizations need not go compensation surveys, obtaining with the best, but choose based on need. market data E BENEFITS, WELFARE AND WELLNESS l Catering for improved operations l Payroll expenses and other admin The primary focus should be l For advanced data and analytics costs to blend frugality and productivity for enhanced employee experience.  that aid business decisions l Retiral and other mandated All the non-salary items such as l Any equipment, process or tools statutory funds facilities, benefits, incentives, etc., are to be considered under this.  that need to be upgraded l Any other allowances or benefits   emerged during new normal l List of existing employee benefits G COMPLIANCES Mandatory for routine D LEARNING AND with proposed changes, if any expenses and for any DEVELOPMENT l For instance: safety and health unexpected employee/workmen The Pandemic has seen a related contingencies 360-degree turnaround sparking a (24/7 Employee Assistance revolution on how to reframe spending Helpdesk, tie-up with hospitals for l Consider all statutory payments – L&D budget.  About 61% of companies critical treatment); PF, ESI, PT, etc. spent more on learning technologies, online courses, etc.   A few things to l Provision for any likely changes l Impact of new labor codes 50 SightsIn Plus A WELL PLANNED AND THOUGHTFUL HR BUDGET It is one that strikes a balance between employee expectations and organizational needs; comprehensive yet vigilant to accommodate changing scenarios of how the business is impacted.     Pandemic has affected every business in diverse ways.  With the future being in a flux, baselines and benchmarks drifting unimaginably, it may be worthwhile to opt for a zero-based budget than an incremental one, considering various business scenarios with close monitoring and scope to amend.