HR Best Practices

EWS Workflow

Post manager submits the form, severity could only be changed by SDO EMAIL notifications are fired to HR No need to enter values every week Severity could be updated by SDO as and when necessary

Manager+ERM

AVP

ERM draws EBD report and pastes on EWS sheet

Sends to manager for scoring

Sends back to ERM for collation at COE level

ERM sets time with all managers and AVP for EWS discussion

Discusses the key concerns

Fills in reasons why risk cant be reduced & mark for further discussion

Risk could be reduced

Put down action items , timelines, send MOM

Review next fortnight

Ops leader

Yes

No

Discusses the key concerns

Risk could be reduced

Put down action items , timelines, send MOM

Fills in reasons why risk cant be reduced

No

Yes

Review next fortnight

HR & Executive Team Reviews

Instructions

Manager Early Warning System

-The EWS tracker aims at providing you with a ready list of probes while assessing the retainibility of your employee

-The tool's effectiveness depends completely on your connect with your employee and your ability to judge the situation

-Many probes in the template may project the employee as vulnerable, but not strong enough to lead to an attrition

-Your assessment on each probe needs to be based on the following

- "Critical" - If the factor is critical or serious enough to lead to an attrition

- "Not critical" - If the factor is not serious enough to lead to an attrition

-The review frequency needs to be at least monthly

-Levels of review

- Level 1: AVP fills the template in conjugation with the ERM.

- Level 2: Discussion with the SDL to look at possible solutions to retain employees

- Minutes of meeting, action tracker to be sent out once every fortnight, enumerating progress

The tool is as good as the user. The success of the tool lies in how well you know your people and their situations

&C&"Trebuchet MS,Bold"&10 Classification: Genpact Confidential

Probes

CategoriesIndicatorsProbesEmployee 1Employee 2Employee 3Employee 4Employee 5Employee 6Employee 7Employee 8Employee 9Employee 10Employee 11Employee 12Employee 13Employee 14Employee 15Employee 16Employee 17Employee 18Employee 19Employee 20Employee 21Employee 22Employee 23Employee 24Employee 25Employee 26Employee 27Employee 28Employee 29Employee 30Employee 31Employee 32Employee 33Employee 34Employee 35Employee 36Employee 37Employee 38Employee 39Employee 40Employee 41Employee 42

Growth/ MovementPotential to GrowEmployee has hit "Glass Ceiling" OR he/she perceives so?Critical

Age in Current RoleEmployee about to complete 2 years in the current role with same designation AND no definite communicated plans for movement/ promotion in next 3 months ?

Interest to MoveEmployee has asked for a lateral movement/ promotion in the last 1 yrs (not suited, looking for it)

Internal EffortsEmployee has been interviewed internally (at least 2) times unsuccessfully?

External EffortsIs the Employee getting interviewed outside Genpact ?

PerformanceLast Session CWas the last rating NI?

0 - 3 monthsEmployee has a clarity on his / her role and goals in the current job?

Recent PerformanceIs there a perceptible downward trend in performance?

Functional FitIs there a misfit between Qualifications / Exp and Current Role (overqualified/underqualified)?

Expressed DissatisfactionJob ContentHas the employee expressed any unhappiness with his/ her current work / work content?

Session C RatingsHas the employee been rated as" Needs Improvement" or is dissatisfied with his / her session C / EMS rating?

SalaryHas the employee expressed dissatisfaction with his /her salary?

Physical EnvHas the employee raised issues on physical working conditions (shift, location, health issues etc)

Issues with peersDoes the employee seem dissatisfied with his/her peer group?

Open to FeedbackDoes the employee seem dissatisfied with his/her supervisor?

Job ContentQuantity of WorkIs the employee under utilized OR stretched?

Certifications / trainingsIs the emploee facing any challenges in completing relevant/mandatory certifications and trainings identified for him/her ? Eg : BB Training,Certification, Exams

Career pathDoes your employee have clarity on his/ her career path?

Exposure to LeadershipDoes the employee seem dissatisfied with his/her job profile/ responsibilities assigned ?

Feedback1-1 FeedbackLess than 1 feedback / 1-1 session been done with the employee in last 6 months

OthersR&RAwarded with Less than 1 reward in last 1 year ?

Attrition in TeamHave 2 or more employees quit you in the last 6 months?

IntegrationIs the employee well-integrated with the team? With peer group?

IntegrityIs there a pending PCRB / CAP against the employee?

PersonalIs the employee getting married / relocated which would force the employee to quit?

100000000000000000000000000000000000000000

Template ratingRedGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreenGreen


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Confidential. All trademarks appearing herein belong to their respective owners.

EWS ideal process map

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EWS Associate - parameters

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EWS Manager - parameters

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DAT Daily attrition tracker

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Program Objectives and MethodologyWhat is the Daily attrition tracker?This is an attrition tracker that is sent out daily to all relevant stake holders. The tool enumerates the following:Resignations the day before.Attrition % at CoE level.Attrition % at supervisor level.Action taken with regards to attrition.How does it help us?This is a visual management tool. It ensures that all relevant stake holders see the status on this important metric and are focused on retention efforts. This helps identify any concerning trends on the various parameters captured on the trackerMethodology?An HR resource is responsible for collating the data and send the tracker daily to all stakeholders.Visual - DAT

Sheet1

1/1/06

Daily attrition tracker - dated:5/22/06

COE Head count766COE attrition count70

COE attrition %20.2%Attrition yesterday5

165

Employee NameDesignationManagerAVPEWS statusLength of Service (Years, Months)Retention effort made byDetailed reasons of attritionAlternatives offered to retainRelieving dateExit Login delay ( days)

xxxPAYYYZZZRed2YRS 3 MTHSRRRHigher Education - joining a course not available on Genpact university-6-Apr0

AVPYTD Attrition countYTD avg weekly HCYTD attrition %Attrition (MTD count)Attrition projected for remaining of this month

aaa52153%0

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

Total for COE50%00

303004781:YTD Weekly average headcount

303004781:YTD total attrition count

303004781:YTD annualized attrition %

303004781:Senior person who met

303004781:Further insight into vague reasons like career opportunity etc

Sheet2

Sheet3

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1 on 1 with Supervisor

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Program Objectives and MethodologyWhat is a 1-on-1 with supervisor ?The 1-on-1 is a formal feedback/ coaching session with employees that is documented on a standard template.

How does it help us?It drives the tracking of performance and personal development metrics for an employee. This in turn ensures that the employee Is aware of own performance Vs expectations Understands improvements needed and designs action plans to support the sameHas a forum to share challenges and ask for help.Methodology?Associates Supervisor fills the template, sets up meeting and gives feedbackManagers - Employee fills up the template as a self assessmentEmployee sets up meeting with supervisor (Quarterly)Supervisor fills in his/her assessment During the meeting supervisor gives feedback on strengths and developmental needs with special focus on parameters where scores are low or there is a gap between employee self-assessment and supervisor assessmentEmployee develops action plan for improvement (as needed)Visual - 1-on-1 with supervisor: Associate

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Genpact

MONTHLY 1-2-1

Name:Job Title/Function

Period of ReviewDate of Review:

PREVIOUS 6 MONTH PERFORMANCE

MONTHJune-06May-06April-06March-06February-06January-06June-060

AES RATINGMEOSOSME1ME1OSJune-061

May-063

April-063

March-062

February-062

January-063

June-06

CTQ'sTeam TargetAchievedAES RATING FOR THE MONTHReasons for Missing CTQ's If Any

PRODUCTIVITY

ACCURACY

To be filled by Agent

POINTS TO BE DISCUSSEDYES / NODESCRIPTION

A. CAUM ISSUESit does not pulls out the actual data.

1. LOGIN LOGOUTYES

2. TOS REPORTYES

B. TRANSPORT ISSUEPlease Report any if you answer "YES" to any point below

1. PICKUP CANCELLED

2. PICKUP PROBLEM

3. DROP PROBLEM

C. ELEAVE DATA

1. TOTAL LEAVES AS PER ELEAVE WEBSITE29

2. TOTAL LEAVES AS PER EXCEL SHEET

D. ERRORSPlease report the "CTQ" field of your error and steps taken to avoid the same (as discussed with your Manager or RE)

1. FIRST PASS ERRORS

2. SECOND PASS ERRORS

E. EXCEPTIONS TRACKEDIf "Yes", Please attach printout from Exception Tracker"

1. Did you track any exception for the month?

F. TEST SCOREMAXIMUM MARKSSCOREPlease report the marks secured. If your score is less than 90% pl. give a reason for same.

1. FIRST TEST SCORE

2. SECOND TEST SCORE

G. BEST PRACTICE SHARED / INITIATIVE FOR THE MONTH

H. TRAININGSPl. state training name

1. E LEARNING'S COMPLETED

2. CLS TRAINING'S ATTENDED

I. FUN ACTIVITIES

1. Did you participate in any Fun activity? If "Yes", pl. give your feedback on same

2. Would you like to organize a Fun Activity? If Yes, pl. give a outline of same.

J. ISSUES / CONCERNS

To be filled by Manager

Performance Summary - Accomplishment Vs Goals

Development NeedsAction Plan

Goals for Next Month

Managers SignatureAppraise Signature


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AGENT PERFORMANCE CHART

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Program Objectives and MethodologyVisual - 1-on-1 with supervisor:Manager

Feedback Template

OHR -9Outstanding - Significantly and consistently exceeds performance requirements/expectations. Behavior is very visibly evident to supervisor, team members and others in the organization and is a proactive behaviorlow

Employee Name -5Meets Expectations- ProficientFully satisfactory performance which meets process requirements/expectations. Behavior is evident but needs to be induced with direction and needs to be actively worked upon to be internalizedmed

AVP Name:1Needs Improvement - Clearly fails to meet requirements. Behavior is seldom evidenthigh

Month

Year - 2005 - 2006

SDU -

Session C Rating

Highest process possibleBusiness EvaluationSelf EvaluationGaps in self and supv ratingImprovement AreasComments SelfComments Manager

PERFORMANCE4545no gap

Customer Management999no gaplow

People Management999no gaplow

Functional Excellence999no gaplow

Compliance/ Controllership999no gaplow

Process Improvement999no gaplow

POTENTIAL454559negative gap

Commercially Savvy & Executive Presence999no gaplow

Speed and Decisiveness999no gaplow

Communication,Influencing Skills & People Management999no gaplow

Strategic thinking959negative gapmed

Customer Management915negative gaphigh

Operating Excellence999no gaplow

Conceptual & analytical Skills999no gaplow

Performance450450450no gap

Potential630510590negative gap

Grand Total10809601040negative gap


Performance Matrix


Performance Indicators

Potential metrics

Definitions - Personal Traits

Commercially Savvy & Executive Presence

Displays ability to deal with an external enviornment

Visualizes the bigger picture from an operations as well as from a business standpoint

Gains perspective through varied experiences and build-up of skills

Displays Self Confidence

Ability to express views and opinions in large forums

Takes on extremely challenging and possibly risky responsibilities with confidence

Speed and Decisiveness

Decisive . . . Able to make decisions with speed & accuracy based on information

Sets and meets aggressive stretch goals for self and team

Has strategic capacity to sift through complex information & focus on critical few

Communication & Influencing Skills and People Management

Recognizes and responds to how people deal with & respond to conflict based upon personal & cultural differences

Provides and works within a framework which allows multiple inputs to be respectfully discussed, evaluated and followed-up/acted upon

Provides leadership in matrix relationships that are in need of clarification or intervention

Actively mentors employees and networks to Know potential talent

Creates environment in which people from all backgrounds and abilities reach their highest potential

Energizes and inspires people by leading by action & translating vision across boundaries, Is a Role Model

Strategic thinking

Generates new and unique ideas. An original thinker

Creates an environment in which people can take risks and experiment

Able to translate strategy into clear business objectives

Customer Management

Creates the environment in which understanding customer needs, known and anticipated, are primary focus

Creates and drives a customer centric vision

Has great buy in from customer

Operating Excellence

CTQ Delivery

Managing internal processes - driving improvements

Use of Six Sigma, lean, digitization

Conceptal & Analytical Skills

Soundness of Mind


MBD0003DD87.xls

Performance Grid

OperationsQualityTrainingHR

Customer Management1) Change Agent at customer site 2) Articulate business vision and goal setting for the team1) Managing the relationship with all stakeholders 2) Driving process improvements based on customer VOC1) New Hire ownership 2) Managing relationship with all stakeholders 3) Roling out of refresher trainings in time1) Building mediums to address issues 2) Increase visbility, building credibilty to HR policies and functioning

People ManagementGEOS, Leadership depth, EMS closures, Feedback, R&R, Communication1) Spreading quality rigor on the shop floor 2) Mentoring GB projects and driving certifications1) Managing training team 2) Initiate team synergy exercisesEMS, Session C, People issues, IJPs, Payroll issues

Functional excellence1) Role/Process/ Business knowledge 2) Operational excellence1) Ability to train on Six sigma/ DMAIC rigor/ BQC / Process monitoring/ Quality audits 2) Building expertise in domain/ business they work in1) "Train the Trainer" level certifications 2) Business/Domain knowledgeHiring, TAT for handling CAP issues, Escalation issues, EMS

Controllership & Compliance1) Implementing process level controls 2) PSA awareness1) Greenhouse, Tollgate reviews 2) Documentation & standardization1) Toll gate review during trainings 2) TAT for a RGFTE to hit the floorEDB accuracy, E-exit reports

Process Improvements1) Minimum person dependency 2) Automation for repeatable processes1) Identify & Exceute short term hits/ Lean opportunities 2) Drive long term process improvementsROI on new hires, reduce class-room training time, Introduce web-enabled modules, allow for more time on the shopImprove stakeholder VOC

Sheet1

Customer ManagementPeople ManagementFunctional excellenceControllership & ComplianceProcess Improvements

Operations1) ECVOC scores of "Agree" 2) Integration wih business unit 3) Infulence customer decision makingAttriton, GEOS, EMS/PMS closures, Feedback, R&R, Communication, Organisational Planning, Career Pathing1) Role/Process/ Business knowledge 2) CTQ delivery 3) Meet Financial Goals - Revenue, Contribution, SU, Discretionary Budgets1) Implementing process level controls - Gage R&R, FMEA etc 2) PSA awareness 3)Timely Invoicing 4) BCP/DRP compliance 5) MFR/DC/Dashboards1) Digitization 2) Six Sigma/EnerGE 3) Productivity

Quality1) Leveraging the relationship with all stakeholders to drive improvements 2) Driving process improvements based on customer VOC1) Mentoring GB projects2) Ability to drive across GEF India initiatives across peers1) Six sigma/ DMAIC rigor - displayed in projects/ Process monitoring/ Quality audits incl. Project Management2) Building expertise in domain/ business of work3) Moving the index for shortlisted processes towards entitlement1) Greenhouse, Tollgate reviews 2) Documentation & standardization3) Measurement Systems / Data display in the areas of influence1) Identify & Exceute short term hits/ Lean opportunities 2) Drive long term process improvements3) Moving the needle on processes shortlisted for entitlement

Training1) New Hire ownership 2) Managing relationship with all stakeholders 3) Weekly calls and integration with US site1) Managing training team 2) Interface with all New Hires 3) Ownership of Associates' performance on the Floor 4) Process expertise1) "Train the Trainer" level certifications 2) Business/Domain knowledge 3) Training Delivery 4) Multi-Skilling Initiatives 5) Knowledge Management for Shop1)SLA AdherenceROI on new hires, reduce class-room training time, Usage of LEAN with tangible benefits

HR1) Understand customer expectation and build robust interventions. 2) Proactive approach to employee issues 3) Assist Ops drive change and productivity 4) Mirroring/sensing on team issues and play a balancing role1) Robust employee grievance adressal system 2) Play a champion role on employee morale 3) Approachable , easy access 4) Provide carrer paths and counseling 5) Building competencies and provide lateral growth to vintage workforce 6) R&R management1) Robust backend on HC, Exit, EDB , Hiring, Redep and Payroll management 2) HR scorecard 3) Performance management thru EMS, VIC, Ses C , PIP , Feedback etc 4) Retention tools , and analytics on attrition 5) Employee communication plan, 6) Manpower planning nd organisational restruture 7) GEOS scores1) CAP policy management and tracking 2) Discipline management 3) Salary budgeting and control 4) Service agreement management 5) F&F for exited employees 6) HC reconciliation wrt Billing 7) Policy management eg Leave etc1) Leveraging lean in HR proceses esp backend 2) Process Standardisation 3) HR audits 4) VOE and action plan; GEOS scores 5) HR scorecard

Finance1) Building and managing relation with the Central Finance 2) Stakeholder updatesManaging finance teams1) Train Operations on financial terms and nuances 2) Proficient in financial analysis 3) Comprehend financial statements and offer business perspectiveBuilding appropriate alerts in system, Tracking revenue leakages1) Increase automation. Reduce rework 2) Efficinet integration with the EDB/ OHR

Compliance1) Develop strong linkages with the customer 2) Identify and validate metricsBuilding and managing compliance teams1) Understand internal and external compliance requirements 2) Articulate in compliance requirements/ relevant trainings1) Ensure on-time completion of compliance trainings 2) Oragnization-wide compliance updates and communication3) PSA/MOA in placeOperationalize Compliance

Performance

Functional excellence:

Role knowledge -Understanding of Industry/ Organization

Business/ Organization/ Operating environment (Transaction/ phones processes) understanding

Role clarity/expectations/goals and deliverables

Ability to describe how day-to-day activities impact the customer

Measure: Hands on work experience/ process issues/ technology

Business knowledge -Understanding of the business model/product/organization

Measure: Same as a person on customer site/ Knowledge Trainee

Operational excellence -Sets and accepts stretch goals and business plans

Follow-through with commitments; doesn't make false promises

Team meetings/huddles

Process improvements/ EnerGe intitatives

Induces work management, reducing person dependency - leading to positive effects on the business in terms of QNI, productivity roll-backs

Work prioritization

Customer Management:

Focus on customer success -Passion for customer service and responding to customer needs

Translates customer needs into actionable plans

Considers Voice of Customer, identifies and validates customer CTQs

Seeks opportunities to continuously improve processes and services

Proactive communication -Initiates on-going communication with customers/clients, building long-term relationships

Effectively articulates business vision and goals with customers and team members

Seeks ideas, sets goals and monitors progress mutually with team members and customers

Gives the teams face time with the customer

Change Agent -Identifies and improves activities that have a negative impact on the customer

Initiates changes rather than reacting to external pressures for change

Keeps abreast of the changes in industry/ operating environment

Seeks and introduces new perspectives and information to the stimulate change/improvements

People Management:

Performance Management -Understanding of appraisal system/ Session C/ internal hirings

Timely completion of EMS/ Leave management

Regular feedback and actionable development plans

Recognizes, rewards and celebrates achievements

Mentors lead performers in the team

Drives relevant certifications (eg. Green Belt)/ Induces self and professional development

Team synergy -Runs team activities and games to keep the motivation of the team high

Treats everyone with dignity, trust and respect

Team Communication -Communicates in an open, candid and consistent manner

Helps provide a clear sense of direction for the team to support customer-oriented business vision

Training Management -Utilizing training initiatives to energize teams/ career development

Compliance:

Completion of trainingsCompletes compliance trainings and annual S&L refresher

Ensures team understands compliance issues and adequate penetration of trainings

Follow compliance protocolPSA awareness

StandardizationInvoices raised correctly and proper documentation maintained

Proactively creates system and processes to address compliance issues

Improvement Initiatives

DigitizationDrives and implements automation for repeatable processes

Incorporates best practices in automation

LeanProficiency in the usage of the Lean toolkit (5S, Waste identificationand reduction, Value stream Mapping)

Drives NVA reduction in the process

AwarenessIs abreast of the new intiatives/ changes in the GE organization

Can relate how the chnages translate into process specifics

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Connect Family Day Program

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Program Objectives and MethodologyWhat is connect?The program is to invite the family members of employees to the company premises. This gives an opportunity to the family members toSee the work environment and Facilities providedInteract with the leadership

How does it help us?The program seeks to inspire a feeling of security and pride in the family members. This in turn helps leverage employee family members as Genpacts brand ambassadors.

Methodology? A connect program has the following activitiesWalk around assisted by program coordinator,Leadership addressExperience sharing by tenured employees Refreshments and informal chat with leadershipGifts / souvenirs to family membersFrequency MonthlyWalk aroundWhere to they work.Facilities: cafeteria, transport, gym etcLeadership addressShare business prospects.Make them aware of growth opportunities.Share people specific initiatives eg: Gym, education @ workAnswer any queries from the family members Experience sharing:How working with Genpact has changes their lives.Why they love working here.What Genpact does to make it the Employer of choice. Below is a brief about what can be shared on the various interactions that happen during the connect program.

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Buddy Program

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Program Objectives and MethodologyWhat is Buddy Program?

Is an integral part of the New Employee Integration Program aimed at providing a single touch point for all the new joinees in order to help them get acquainted to the Genpact environment & processes

Methodology?

Each Manager to create a pool of buddies vetted by Operations leader. For Managers, each Ops Leader will nominate couple of experienced managers as Buddys for New Managers. Buddy list along with their roles to be sent out to entire Business.All the new joinees will be assigned to the buddies for two months from their date of joining.Provide docket for FAQs.People nominated as Buddies should ideally stay in the role for at least a yearHow does it help us ?

Better employee engagement - reduces the feeling of being lost In the organization.Assigns a dedicated resource to help new joinees get acquainted to the processes and systems.Motivation to the BuddiesOpportunity to mentor & help new joinees.Certificate of recognitionSpecial leadership Face time SessionsTraining on Coaching Skills

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All Employee Meeting

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Program Objectives and MethodologyWhat is All Employee Meeting?

Is held every month by the Service Delivery Leader along with his/her Direct Report Team members to communicate progress in their respective businesses and Genpact on various aspects of operations and people.

How does it help us ?

This meeting is conducted so that all employees are communicated leadership vision and strategic priorities to drive active engagement.Methodology?Recommended Agenda-Update on the Business Communicate on New Projects, Processes, Org Structures, business goals, initiatives etc.Training New Trainings/Calendar, People coverage on training.People Update Update on Growth Opportunities (No of Promotions, Movements, Assignments Abroad) No of people enrolled in the Genpact Education@ Work, Update on New Courses and their benefits. Retention Update Share the Attrition target and Current Status also any specific retention initiatives.Rewards & Recognition Award cheers or certificate of recognition to best performers.Open House Forum to ask questions by all employees to the Service Delivery leader and his team.Frequency - Monthly

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HITP High Impact Touch Points

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Program Objectives and MethodologyWhat is HITP (High Impact Touch Points )?These are specific events in an employee life cycle that are critical for the employees and have a great impact on morale. These HITPs can act as drivers for employee retention if reinforced positively.How does it help us ? Provides opportunity to reach out & connect with the employee in moments of celebration/ distress Provides support system to the employee in workplace

How often do we do it?

Frequency Depends on occurrence of the event

Sheet2

High Impact Touch pointsWhenWhat Needs to be done?

Employee ConfirmationDate of ConfirmationEmployee Appraisal to be discussed by the manager. Confirmation letter to be given by the Ops leader or AVP

Poor PerformanceWhen the employee's performance is poor consequently for 2 MonthsPerformance track record to me maintained by Managers for all team members employee and have a one to one discussion to understand the issues, help required and to set the expectations clear

Negative leaveBalance,Unpaid leaveAs and WhenAll cases where employees exhausts leave balance or go into negative leave balance to be monitored and met up by the Ops leader and HR Manager to understand the reason and how to help the employee

Annual AppraisalOne Month Before Completion of One yearManager should encourage the employee to complete the appraisal form before the due date and have the discussion with the employee on his / her goals, achievements, strengths and development needs

Ops leader to have a one to one discussion with the employee completing one year on the appraisal and also to check on how he sees himself progressing in the organization

Manager to give the Increment letter on or before the due date to the employee and congratulate for his tenure and good job done

Completion of 1st year & 2nd YearAnniversary dateHR to Send a communication to the entire business congratulating all the employees who have successfully completed one year or two years at the end of each month

PromotionsAs and WhenLetter to be given by the Service Delivery / Ops leader. Congratulate and Appreciate the employee in front of the entire leadership and send the communication to the entire business of all the people who got promoted once a month.

Birth Day / Marriage AnniversaryAs and WhenOps Manager / Ops leader to wish the employee personally, give him / her a card along with the special gift

MilestonesQuarterlyPeople completing milestones , 36 and Above in the organization, have a meeting with the entire leadership on their experience, thank them for their contribution and facilitate them. Send a communication to the entire business once a quarter with the list of people who have reached these mile stones.

Goal Setting & ReviewAt the beginning of the yearCommunicate the business Goals & Have each employee set the goals and set up a review mechanism with the manager and Ops / Service Delivery leader. Set the expectations clear and help the employee achieve their goals.

People Movement Discussion18 Months from Date of JoiningHave a proactive discussion with the employees who complete 18 months in the organization, understand their career interests and aspirations and have an open conversation to help them take up jobs, roles of their interests. Do not over commit and set the expectations

Session CTwice in a yearPost the closure of Session C, Discuss the rating and give the feedback to the concerned employee. Identify exactly clear development needs and have a concrete plan of action with measurable goals

Bonus LetterMarch EndCongratulate the Employee, talk about his critical contribution to the business, emphasize to keep up the good work and if required. Write a positive note on the bonus letter. Give the letter before the bonus amount is credited in the account

Family DayOnce a MonthInvite the family members of the select employees every month and show them the facility and explain them the kind of work our people do and let them take pride in the kind

Rewards & RecognitionMonthlyRecognize all the employees who have done a great job, by way of congratulating them in front of large group, reading the citation and also award thing them

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Monthly All Managers Meet

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Program Objectives and MethodologyWhat is Monthly All Manager Meet?The All Manager Meet is a formal monthly meeting held by the Service Delivery Leader with all the managers of the business to discuss the status on various aspects of operations and people. The forum is also used by the SDL to communicate any new CoE / Business update.

How does it help us?To know the status, issues, suggestions and help required directly from the front line managers. Ensures that the managers are in sync with critical business updates which impact them

Methodology?Agenda:Give an over view how the business is performing What are the challenges that the business is facing Take feedback on the challenges faced by the managers and mitigants. Understand the support requiredGive and take update on various projects.Understand common people related problems that managers face and guide them with the ways to deal the sameTips to the managers on managing their teams better. Give the managers larger picture of need for change. Update on new initiatives and assign responsibilities to be carried across the business.How often do we do this?Frequency Monthly

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Straight Talk - CoE Leader Employee Chat

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Program Objectives and MethodologyWhat is CoE Leader Employee Chat?The tool intends to help CoE Leader interact with the employees on a web chat or SametimeTM chat. The chat could be anonymous.

How does it help us?The interaction of employees with the CoE leader providesOpportunity for the employees to raise their concerns anonymously or otherwisePlatform for sharing important announcements/ concernsEmployees visibility to their CoE LeaderMethodology?Communicate purpose and timing of the session to the employeesDocument all questions, their answers and in case of issues, their expected date to closure and owners

What does the leader interaction/ chat cover?Genpact level business informationCoE level business informationAsk how the employees are feelingWhat are their issues

Frequency of the chat ?Quarterly

Actionables from the session?IssuesExpected closure dateOwnersCompletion status - Red/ Yellow/ Green

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HAWK Pre Hire Orientation

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Program Objectives and MethodologyWhat is HAWK (PHO)?The program is intended to provide a reality check - help potential employee get a feel of the organization, process they are going to join and consequently decide to join or not join Genpact

How does it help us?HAWK helps the organization in multiple waysKeep early attrition in check with the potential employees getting preview/ sneak peek of their process and time to rethink their decisionExpectation setting for new employees Reality check of life in a BPOMethodology?An experienced AVP or Senior Operations Manager (of the business the candidate is being hired for) conducts the session:The session needs to be done at least 3-4 days before the joining dateThe session needs to mirror the process timingClub batches across CoE for group size less than 10What does HAWK cover?Introduction to Genpact, CoE, nature of work and work reality (e.g., impact of night shifts, leaves, salary, weekends, growth, travel time, transport & other facilities, food etc)How to check success of HAWK?Track the attrition of candidates within the first six months of joiningDrop out rate post HAWK

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HAWK Process Steps

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Constant call MonitoringMonthly evaluationHighly Performance Based Bottom 10% dont get monthly incentive3 breaks in 8 hours, Total of 60 minutesWork profile : Calling, TransactionsYour seat is your officeWorking nights may be a new concept - Effect on social life Need to consciously work on Creating work-life balance24 months before you think of a change in roleEvening / Night / Early Morning Shifts- Discretion of shift allocation strictly with the companyEight Hour shift (4/5 hrs for Part Timers) + travel timeTravel time could be as high as 4 hours depending on distanceJoin us if serious about working. Dont join to test watersBody clock takes time to adjustSample list of things that are discussed in a HAWK Session(Please modify to suit regional/cultural/business needs)A Reality Check of life in an Outsourcing CompanyHAWK System

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Next Steps

ActivityOwnerParticipantsTimelinesStandardized top 10 best practices familiarization sessionsHR OpsHR Leaders, ERMs23rd JuneDisseminations of Best Practices within businesses.HR LeadersOperating Leaders, FLMs30th JuneImplementation Dashboard HR OPsBusiness Leaders, HR Leaders 8th August

HR Best Practices

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