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8/3/2019 Maruti Suzuki_Eklavya

1/24

DrivingBusiness Excellence through

P e o p l e


2/24

Agenda

Vendor Conference

Commercial Finalization

One on One Consulting


3/24

Vendor Conference

Mail to Vendor CEOs by MDs id

Draft Mail

Panel Discussion amongst CEOs in Vendor Conference

Draft Guidelines

Present the Contract Labor Guidelines

Circulation of Booklet


4/24

Commercial Finalization

Meetings done with all consultants

EY Quote from EY is the Benchmark Quote

Hewitt Quote brought down to EY Level

Tools Negotiation in Process

Mercer Once Hewitt gives final quote, they will be asked for

same rate

Hay Group Rates are high, have been asked to reduce

CEO Partial Quote for diagnostic received


5/24

One on One Consulting

Finalization of tools

List of vendors and prioritization

List of consultants and allocation of vendors

Scheduling of the consulting process

Roll Out Steps Diagnostic

Action planning

Implementation

Audit to review progress


6/24

Agenda

- Follow up on Mail by MEO(SC) & MEO(Admn)

- One on One Implementation

- Template

- Financials from Consultants

- Allocation of Companies to Consultants

- Mail from MD


7/24

Follow up

on Mail by MEO(SC) & MEO(Admn)

Joint mail sent on 7th March 2010

Approx 20 responses have comeFollow up mail also sent in April 1st week

Responses being compiled by SC


8/24

One on One Implementation Phase


9/24

The Process Steps

Template Design

Diagnostics

Implementation of Action Plan

Same templates to be used by all consultants

Ideas for standard templates / tools being aligned

Meeting of average 4-5 hours with each consultant

Audit to evaluate Impact


10/24

The Mapping Process & Tools Used Earlier

Meeting with CEO

To gain insight into companys

vision, values, practices &

future roadmap

Detailed questionnaire for

understanding the HR Systems

and Processes & audit of

relevant documentation

HRAudit

Focused Group Discussions

CEO Role,Vision,Values,

Strategy

Design,Deployment &HRProcessMaturity

INPUT ANALYSIS TOOLS

Discussions with employee

groups to know their

perceptions & on ground

implementation of HR Processes

PeoplesPerceptions,Engagement,Work Culture

Discussions with the CEO

Detailed questionnaire for

understanding the HR

Systems and Processes +

audit of relevant

documentation

Discussions with employee

groups to know their

perceptions & on ground

implementation of HR

Processes


11/24

Proposed Design of the New Template

Diagnostics Tool Matrix

TOOL Leadership Work CulturePeople

Practices

Meeting with the CEO/ MD

Meeting with the Senior Management

HR Process Audit Study

Focus Group Discussions /Enablers-

Disablers / In others shoes

HR Questionnaire

60%

30%

10%

15%

15%

10%

60% 30%

70%


12/24

Tool Design

Progress Status

TOOL OBJECTIVE

Meeting with the CEO/ MD Structured tool benchmarking MSIL Practices on

Leadership and Work Culture has been prepared

Elements, descriptors, scaling listed

Feedback from Consultants to finalize toolsMeeting with the Senior Management

Focus Group Discussions / Enablers-

Disablers / In others shoes

To be conducted by respective consultants in line with

Work Culture parameters

HR Questionnaire (Climate Study) To be prepared

HR Process Audit Study Feedback from Consultants to finalize tools


13/24

Some ideas to be considered

Some business parameters to be part of diagnostics as elements which can be

compared for improvements during audit phase. Suggested parameters:

New people development initiatives implemented in last six months Nos., reach, cost

People Involvement attendance & attrition levels

Suggestion Scheme - No. of suggestions given, Nos. implemented, cost savings

Quality Circles & Kaizens Nos., Cost savings, system improvements

Manpower cost & mix

Manpower productivity (Man hours per product)

Profit per employee

Quality trends like Direct Pass Rate, defect rate, delivery schedules

Plans drawn with timelines to be implemented by a cross functional group within

each company (Consultant & MSIL to monitor)

Structured induction for Consultants & MSIL representatives

Responsibility to be allocated for monitoring


14/24

Company Allocation to Consultants

Out of 57, 10 Companies already engaging following consultants :

Hays(1), E&Y(2)

Smile(1), ABC (1), Avalon(1), Deloitte(2), R&M(1), Cerebrus(1)

Mixed group proposed to be allocated to consultants

Proposed Allocation :

CEO 15

Hewitt 12

Mercer - 10

Hays 10

E&Y 10


15/24

CEO proposal highlights

Will go for diagnostics broadly on the parameters set by MSIL

Has suggested some changes in our template

One dedicated resource for a company

Self Managed Teams for blue collar workers a basic approach

Implementation may take 6 months to an year

Yet to firm up detailed costs for implementation

Already began one-on-one at RICO


16/24

Hay Group proposal highlightsFor the diagnostic study the following tools have been recommended -:


17/24

Mercer proposal highlights

Will broadly go by our tool design & implementation

method

Suggests business parameters to be used as progress

parameters


18/24

EnY proposal highlights

Already working with Vendor Company, endorses our

method

Will broadly go by our tool design & implementation

method


19/24

Financials

Approx 5 hours spent with each consultant over 2-3 meetings to

orient & explain

Tools, process, financials discussed for each phase

Most consultants seek clarity on implementation phase

Financials being finalised


20/24

Thank You !


21/24

One to one working with Vendor Companies

MSIL HR & Knowledge partner to facilitate / execute

Knowledge partners & executors

Hewitt, E&Y, Hay, Mercer, CEO (Center for Excellence in

Organizations)

This transition may take 9 ~ 12 months

Road Map for the Future .

Driving Business Excellence through People


22/24

Buy in of the Initiative with a Select Groupof CEOs

Diagnostic Study - HR Process Mapping in

12 Companies

CEO Sensitization Workshops

Senior Management SensitizationWorkshops

One on One Support to Vendor Companiesin enhancing their HR Capability

Key Stages of the Project


23/24

Vision & Growth Plans

Business Strategy

People Leadership

Decision Making/ Delegation

Change Management

TOP LEADERSHIP ROLE

HRPolicies

Design and Implementation ofHRsystems and processes

- Managerial Workforce- Blue Collar Employees and

-

Outsourced Employees(Contract Manpower)

HRFUNCTION MATURITY

Fairness and Firmness

Participative & Collaborative

Open two way communication

Equal Opportunity

Continuous Improvement & Learning

High Performance

Listening Culture

Appreciation Culture

Sense of Belongingness

Respect for Individual

WORKCULTURE

Mapping Parameters


24/24

The Categorization

Scale Score Ranges

NASCENT Score: Below15

BASELINE Score: 15 to 30

EVOLVING Score: 30+ to 60

MATURE Score: 60+ to 80

Scale Score Ranges

NEGATIVE Score: Below 6

INDIFFERENT Score: 6 to 12

POSITIVE Score: 12+ to 18

HIGHLY

POSITIVE

Score: 18+ to 24

Scores given on -:

HR Function Maturity

Work Culture

HRPROCESS MATURITY WORKCULTURE

SCORING LEGEND

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