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Issue 5 | October 2015

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CONTENTS

In From the MD's Desk.........................................2

HR Best Practices ............................................3
Global Insights: Innovative HR...........................4
Quality of Life...................................................5
Work Matters ...................................................6
The Executive Life ............................................7
Success Story ...................................................8
FROM
THE MD’S
DESK

Dear Reader,

Warm Wishes for the Festive Season!

We are happy to share with you that our first four editions of Sodexo Engage were received well
by the HR fraternity. I strongly believe that Sodexo 'Engage', our humble initiative for the HR
community, is a step in the right direction towards unleashing insights on people practices and views
of HR experts on emerging trends. It gives me great pleasure to share with you the fifth edition of
'Engage'. We look forward to your continued support and patronage.
We thank all of you who have come forward to contribute to the newsletter. It is through our collective
effort that we will be able to make the newsletter an interesting platform for sharing our experiences and
learning.
This fifth Issue of Sodexo Engage covers the following sections:
HR Best Practices features an interaction with Mr. Shriram Darbha, Head - Human Resources,
BSE Ltd on the HR practices in the company
Global Insights - Innovative HR features innovative people practices at Sporting Goods
company, Adidas.
Quality of Life discusses how a company should reward employees in the 21st century
Work Matters brings you face to face with Dr. Gayatri Puranik, Director - Human Resources,
JM Financial Services Ltd
The Executive Life gives the readers a peek into the life and career journey of Mr. Augustine Justin,
Vice President - HR (India) & Global HR Change Leader - IT, WABCO INDIA Ltd.
Success Story presents a case study which discusses the story of how one of the largest cement
manufacturing companies benefitted from the Customized Gift solutions from Sodexo.
I hope that you find this newsletter insightful and informative. I would also urge you to contribute
in the coming issues of this newsletter to make it a truly participative effort and a shared platform
for the business community.
Please write to [email protected] to show your interest in sharing your experiences and learnings
through Sodexo Engage.

Best Regards,

Rajiv Warrier
MD
Sodexo SVC India Pvt. Ltd.

2
HR BEST
PRACTICES
competencies. The PMS system is devised in such a manner where
the managers set Quantitative and Qualitative KRAs for their
subordinates at the beginning of the year. At the year end, during the
performance appraisal, the employee does a self-appraisal and
thereafter the Manager (Immediate Reporting Manager) and the
Reviewer (HOD/Second Level Reporting Manager) appraise him.
Please tell us about your key initiatives towards L&D.
The outcome of the PMS helps employees to discover & develop
Mr. Shriram Darbha,
Head – Human Resources their talents and shows a road map for career & personal growth.
BSE Ltd. Inputs drawn from the annual appraisal form part of the development
plan and annual training plan.
BSE's training programmes are outcome of Performance
Please tell us about the organizational culture at BSE Ltd.
Management Process derived after discussion between employees
What are your top priority HR initiatives?
and their Immediate Manager. We have chalked out Annual Training
The strong Brand of BSE will continue to be a source of inspiration and Calendar which was derived from approx. 350 Training Needs
a sense of pride for all our employees involved through the journey of Identified and received from all verticals. The focus areas of training
growth over 140 years. Our Vision "Emerge as the premier are product updates, technology updates and interpersonal
Indian stock exchange with best-in-class global practice in developmental skills etc.
technology, products innovation and customer service." is
What are BSE's best practices to boost employee
shared strongly amongst employees in not only the assigned jobs they
do but the commitment and loyalty expressed in feeling and behavior motivation & engagement?
towards the three components of the vision statement i.e. world class Some of the key activities towards effective employee engagement
technology, product innovation and customer service. include Diwali Celebration; Cricket - Inter Company Rolling Shield;
Take a Break Policy: Teams across organization can go for paid lunches
Some of our top priority HR initiatives include: Streamline the HR
once in six months; Job Rotation/transfers; Long Service Awards;
function / Set up and strengthen standard Systems & Processes;
Sensex scholarship scheme to promote higher education; BSE Star
Uniform System of Organization Structure/Charts/Levels/
kids for meritorious employee kids; Holiday home facility where
Grades/Standard Designations/Titles/ for each dept. OBS & WBS;
officers can take a free vacation for 4 nights at pan India locations; Free
Performance Management System: Set KRAs, review with
Annual health check-up, etc.
appropriate metrics for all functions/Depts./Positions, Training on
PMS/Performance Assessment; Important HR policies: Policy
Manual/ Employee Handbook; Compensation & Benefits:
Uniform pay scales/BANDS benchmarked to comparable market. Would you like to share insights on any other HR
Error Free Payroll Administration; Training & Development: practices followed at BSE?
TNI/TNA, Training plan with Technical/Soft skills/communication;
Organization Communication System: Schedule of team "THE THOUGHT EXCHANGE" where interested
meetings/formation of committees/task forces/Departmental/Cross employees meet on 'A Sharing Platform' to voluntarily
functional team/HR SPOCs/Employee Newsletter/ 'THOUGHT exchange ideas/suggestions/solutions to work related
EXCHANGE' etc; and Employee Engagement: Annual issues/concerns every month on a chosen day at a common
day/Sports/Lunch meetings/ Employee focus groups/Town hall meets place. This basically serves the purpose of interactive
etc. learning much better than any classroom training by a
faculty for more practical learning and continuous
What are your key leadership development initiatives to
improvement at work.
nurture future leaders from within the organization?
This platform is introduced basically to sustain a habit and
In the last 10 years post demutualization and corporatization of BSE,
culture for open communication, continuous improvement
lot of young professional talent has been brought in at all levels. Top
performers and high potential talent has been moved up the of work life at BSE with complete commitment and
management ladder. Senior management team is encouraged to voluntary involvement of open minded/progressive
attend various world class conferences/training programmes for Officers and Managers. It was in a sense an official gossip
continuous learning, sharing best practices and for employer branding. platform. It has significantly helped in reducing grapevine
and gossip that otherwise happens anyway anywhere. It
Please share some of your best practices in Performance fostered Team Building and Interdepartmental
Management. coordination for smoother work flow and improved
We have adopted a mechanism of Online Performance Appraisal effectiveness at work.
System which helps employees to discover & understand their
3
GLOBAL INSIGHTS:
INNOVATIVE HR
adidas Group:
Empowering Employees
Germany-based adidas Group is a global leader concerns and post questions to the top
in the sporting goods industry, with a broad management. Besides, employee committees
portfolio of footwear, apparel and hardware for regularly meet with the management to review
sport and lifestyle. Thanks to its employee- staff issues to ensure maximum employee
centric policies, adidas has been recognized as involvement at all levels. The Group offers a
the 'Employer of Choice' in Germany and comprehensive range of learning and
China, for a second consecutive time by the development tools for improving both individual
German magazine, Focus. In addition, the Top and team performance. Be it professional
Employers Institute in China has ranked adidas as one of the training or personal development, the company endeavours towards one
country's leading employers for the third time in a row. goal: to train and develop all its employees to be ‘Fit for Today’.
Nurturing Diversity Creating Workplace of the Future
With nearly 55,000 employees worldwide, adidas places Committed to build the next-generation workplaces that stimulate flexibility,
diversity at the heart of its core values. The company strongly collaboration and engagement, the adidas Group recently launched
believes that individuals with different ideas, strengths and 'PITCH', a project to design and test different workplace concepts in order to
cultural backgrounds are a prerequisite to its success. As such, create optimal workplace solutions through user feedback. According to
various in-house initiatives are actively undertaken to drive Herbet Hainer, CEO of the Group, “Our ambition is to create the best
forward development in areas of gender, nationality and age. working environment, also in order to attract talent from all over the world
With employee-interests being paramount, the Group to our Group.”
conducts regular surveys to establish and analyse latest trends Based on an open-design concept, the workplace offers various flexible
and concerns among employees. Each year 'Diversity Day' is areas to meet different employee needs/activities. With no designated
celebrated to highlight the importance of diversity and desks, individuals are free to choose what best suits their current tasks.
integrity, as both these factors are important features of an There are areas dedicated to concentrated working while others are meant
'employer of choice', and hold the key to corporate success. to promote creativity and teamwork. There are
retreat and relax zones designed to eliminate
hierarchies and foster informal get-togethers. Once
concluded, the concept will be rolled out at all its
global offices.
Redefining the Learning Curve
Fun, engaging and sustainable is what learning is meant
to be at adidas, which launched its 'New Way of
Learning' program last year. Stemming from the belief
that “learning does not only take place in the
classroom” and that “most of the learning takes place
informally through on-job experiences or when an
individual works with a mentor or coach”, the new
system revamped the way its leaders and employees
Innovative Workplaces: Inspiring Creativity share, teach and learn.
Moving out of the confines of a classroom, adidas took
learning to a different wavelength through social
Engaging Employees media and interactive online learning modules that employees can have
For a company that attaches great importance to employee access to anytime, anywhere. These modules are delivered in the form of
empowerment, effective employee-employer videos, PDFs, quizzes etc through blogs, YouTube and TED resources, and
communication is crucial. The Group has established various are rated as 'most popular' or 'highly recommended' based on user
work councils, whose members are elected by the feedback.
workforce, in Germany and other EU countries for managing adidas' work-integrated learning vision gives employees full control of their
employee relations. adidas' Internet-based 'Ask the L&D, and also inspires leaders to take active participation and to embed
Management' forum gives employees an opportunity to raise learning, teaching and sharing in all of their interactions with team members.
4
QUALITY
OF LIFE
Rewarding Employees
in the 21st Century
Appreciation is a basic human need. At workplace, employee
appreciation through rewards and recognition can do wonders – a
little pat on the back or a simple 'thank you' can go a long way in
making employees feel valued and motivate them to excel. In fact,
rewards and recognition has become a key tool of employee
retention program, helping employers to form a culture of
appreciation that drives performance, productivity, gains and pride.
The millennials, particularly, crave recognition and expect regular
affirmation in the workplace. Hence it is imperative that a company's
reward system is aligned to make its employees happy and more
productive. Get Innovative! Think out of the box
Building an Effective Employee Reward Strategy From being a mere year-end ritual, R&R programs have evolved
Rewards can be a great way to achieve company goals by showcasing dramatically to reflect a company's unique culture and creativity, with
desired behaviours to employees. Through strategic reward innovative ideas ruling the roost. Companies, today, are waking up to
management, you can build equitable reward systems in line with the fact that they need to integrate reward practices into their core
your company's strategic objectives. As a first step, you may want to functions if they wish to stay ahead of competition.
set up your employee value propositions, to keep employees Peer-to-Peer Rewards - Zappos.com lets co-workers award
motivated and to evolve the workplace into something that each other extra bonus each month. It has also created a reward
employees love coming to each day. currency called 'Zollars', which employees can use to purchase
How to create an effective Rewards & Recognition merchandise from the company store.
strategy? Social Recognition - Steria's R&R package includes Leader
Understand the difference: Rewards & recognition are powerful tools Board & Hall of Fame – snapshot of most recognised, rewarded
to encourage your employees. While verbal/written praises can be and appreciated employees; Employee Spotlight – entire
incredibly effective and boost morale, you should also introduce history of social conversation amongst employees; and eCard
some sort of monetary reward for keeping your workforce Centre- personalized greetings to fellow colleagues.
motivated. Virtual Gratification - 'Idea Street' is an online game
Keep everyone in the loop: Involve all your that employees of the UK's Department for
employees, perhaps through a survey, Work and Pensions play to post ideas,
asking them how they would like to be suggestions and feedback to gain points.
rewarded. This will ensure They earn more if the ideas are
transparency between you and your implemented.
“Treat Employees Like They Make a Difference,
employees while you develop, Celebrating Failures - Intuit Inc.
And They Will” - James Goodnight, Co-founder SAS Institute
implement and revise the reward hosts a company-wide award
programs. ceremony, the 'Failure Award', which
Reward specific performance/behaviour: You know your employee is awarded to the team whose idea failed, but resulted in valuable
needs to be rewarded for the remarkable role he/she played to solve learning.
a particular problem. Let everyone know what he/she is being Exotic Rewards - Some organisations like Westin gift exotic five-
rewarded for, and you would be creating a culture of doing the right day holiday trip to the employee with best idea. Others like DDB
thing! Worldwide reward outstanding performers with premium
Attach rewards and recognition to your company's objectives/values: champagne.
Create a connection between a particular core value of your End note
company and the award. So, instead of saying “Great Job on
demonstrating Customer Service”, illustrate how the employee For an employee rewards program to be successful, it is important
demonstrated exemplary customer service by going out of his way. that all stakeholders work together in forming, implementing and
Rewarding a particular behaviour lets your employee know exactly reviewing the existing programs. With a balanced approach, you can
what attribute is being appreciated. Moreover, it also demonstrates ensure you have all the right 'carrots' available to keep your
the actions that are tied to your company's core values. workforce motivated and coming back for more.
5
WORK
MATTERS
Please tell us about the organisational culture at JM Financial.
How has HRM evolved in your organisation over the years? “People management is
At JM Financial Services, the values of integrity, teamwork, innovation, of utmost importance to
performance and partnership shape the corporate vision and drive it to its us; as you can have the
purpose. In addition to our core values, our unique organisation culture is best strategy in the
driven by Transparency, Self-Awareness and Team Focus. Today, the HR
function is no longer an administrative function and has evolved and world, but if you don't
integrated with the primary business functions and manages human capital have the hearts and
for the firm. minds of the people who
The HRM landscape in India is undergoing a paradigm shift and work with you, none of it
necessitates HR Leaders to think out of the box to attract and comes to life.”
retain talent. Please share your thoughts on this. Dr. Gayatri Puranik
The HR landscape is registering a slow but a steady change. Trends unknown Director – Human Resources
till date, are surfacing in the Indian business scape and we are gearing to meet JM Financial Services Ltd.
the challenge.

We believe that retaining top performers begins with hiring the right talent in
What are your HR team's top three effective practices
the first place. Employees who are hired keeping in mind that they are
perfect fit for the position tend to stay with the organization for a longer
to boost employee motivation and engagement?
term. For JM Financial, recognition and rewards not only come by way
of promotions, bonuses and awards but manifests in more ways
We invest in their development on a continual basis and encourage them to than one. We have an annual R&R Program which appreciates
make a difference. They are also rewarded on the basis of meritocracy. and recognises talent.
Employees are nurtured to work on the projects on the basis of their skill and
passion which ultimately fosters Intrapreneurship. We also have an online platform for celebrating co workers by
recognising their contribution to customer service and
What are the key people related challenges faced by the industry collaboration called as iCheer. Employees are also
in which you operate? What strategies have you adopted to encouraged to take time off and spend quality time with their
bridge the demand-supply gap in skills? family.They are also given mutiple avenues to look after their
The scope of services provided by domestic broking/advisory houses has health and overall well being.
moved up the value chain from mere execution & settlement to cover the Important days like Birthdays, long service anniversary,
full range of financial products to meet the diverse needs of customers, who womens day, festivals are celebrated all year around. All in all,
are better educated and better aware about Personal Financial Planning. We there is never a dull moment.
groom our talent pool to balance client expectations even in challenging
economic conditions. What according to you, would be the 3 key trends to
transform people management in India in the coming
Developing intellectual capital is a key challenge in the current dynamic
broking environment. Hiring and training adequate resources will be a game
years? What forces will drive this change?
changer for the serious long term players. The world is going to be run by 20 somethings in the next
decade, driven by quick results and lesser turnaround time.
We encourage Job rotation wherein people get more opportunities and gain They would expect the organisation to invest in them and their
job enrichment. We also strive to achieve and create work/life balance careers.
initiatives.
Taking home a good package will become secondary as they
JM Financial prides itself on its culture of a stable employee base, long would take into account other 'X' factors, before joining a firm.
average tenure of senior management, and near zero forced attrition over In future, employees will “expect” the companies to understand
the past decade. their need for taking time off.

In India, we will also see a disconnect between academic

learning and insight/skill required to perform. Companies will
need to bridge this gap with on-the-go Learning &
Development programs.
6
THE
EXECUTIVE
LIFE

Awards & Accolades

¨ Strong Commitment to HR Excellence - CII (2011)
M/s. Tube Investments
¨ Strong Commitment to HR Excellence - CII (2013)M/s. WABCO INDIA
¨ “40 Most Influencing HR Leaders” - World HRD Congress (2014)
¨ “Life Time Achievement Award” towards outstanding contribution
to Industrial Peace - INTUC (2015)

Mr Augustine P Justin
Vice President - HR (India) & Global HR Change Leader - IT, WABCO INDIA Ltd.

Please take us through your professional journey. Managing Stress at Work

¨ M/s.Raptakos Brett & Co (Pharmaceutical) - ¨ Emotional Intelligence helps you to be more agile
Sr. Personnel Executive ¨ De-stress by taking a short stroll around the corner
¨ Rane (Madras) Limited (Automotive) - ¨ I listen to my favourite ghazhals during breaks and while I
Dy. Manager - HR drive back home
¨ BGR Energy Limited (Power and Infrastructure) - Fitness Mantra
Sr. Manager - HR
I hit the health club regularly every morning for an hour and
¨ Tube Investments Diamond Chains (Automotive) - that is the best time for your body and mind to re-coup to
General Manager - HR prepare you for the rest of the day. During weekends given an
¨ WABCO INDIA Ltd (Commercial Vehicle) - Vice opportunity, I go for swimming which keeps you really fit.
President - HR (India) & Global HR Change Leader - IT Favourite Holiday Destination
Leadership Style There are two destinations that I really love to go again and
My leadership style is more of a collaborative approach with an again; Penang (Malaysia) and Las Vegas (USA). I love travelling
ability to anticipate and see through the smoke ahead of me. As and always wished if I can get an opportunity like Anthony
one of my top key strengths is Empathy, as a HR leader I'm able Bourdon to go places and taste the ethnic cuisines.
to accomplish my objectives and work through any given Favourite Book
situation. At the end of the day I practice “walk the talks”.
“Who will cry when you die?” by Robin Sharma. After reading
An Important Leadership Lesson Learnt this book, I began to reflect about myself and have consciously
made efforts to transform myself. The thought of leaving
Have a personal “Obsession” and plan your strategies/ actions
behind a good legacy was adopted from this book.
towards accomplishing that.
Favourite Gadget
On Time Management
My iPad and iPhone
In today's context, managing your time professionally and
personally is one of the key elements. I believe that if you plan Most Admired Leader
your day well in advance, though in reality there could be some Mahatma Gandhi - People followed his belief and not him as a
exigencies that you might have to attend to, largely you will be person.
better off in managing your schedules.
Favourite Inspirational Quote
On Work-Life Balance
“Open your eye & close your I factor”
On work-life balance, I adhere to it strictly. Weekends and
vacations are personal time for me and my family. I normally Advice to Young Leaders
plan my vacations in periodic intervals that help me to have a Have one “Obsession” and work with passion to achieve that;
good break from the routine and I encourage the same for my of course ethically! Do not forget to be humane in your
team. approach and be sensitive to people around you.
7
SUCCESS
STORY
The Client is a leading cement As an industry practice, the Client was gifting

Delivering Customised manufacturing company, which has

been operating in a highly competitive
gold coins to its dealers as an incentive.
The Company's objective was to offer a
market environment and carrying out its
& Value Added sales activities by using the same dealer
more lucrative reward than its competitors
in order to enhance sales, and wanted a
network as its competitor companies.
Gifting Solutions Given the highly competitive nature
better gifting alternative than gold coins.
At the same time, it wanted to ensure that

for Enhancing Dealer of the cement business in India, the

Client was looking to increase its share
there are no logistics hassles, budget is under
control, and most importantly, there is better
of wallet by motivating its dealers to value proposition for its dealers. The target
Performance promote their brand more aggressively included 1,200 dealers across 50 locations
as compared to its competitors. in Tamil Nadu & Kerala.

Solution by Sodexo The Results

Sodexo offered Customized Gift Vouchers with gold scheme The Solution resulted in tremendous value creation for the Client,
branding & communication, facilitated by a vast network of 1,500 by enabling faster turnaround time of sending the reward vouchers
jewellery outlets for redemption and 8,500 outlets in other within 5 days of announcing the results. It also made it possible for
categories. To make it even more convenient for its dealers, Sodexo the Client to save on costs – by way of lower logistics costs and
also provided communication on how to use the voucher along fewer hassles, and taking care of fluctuations in gold price.
with a customized jacket in regional language. For the dealers, it was happiness delivered, as they now have the
To cater to the Client’s needs of a customized program and value freedom to choose their rewards.
addition towards its dealers, meal vouchers were presented with The success of the Channel Incentive solution offered by Sodexo
special envelopes for low value incentive winners in remote areas. A can be measured from the fact that over `18 million of target
suitable meal voucher network was also ensured in those small incentives were won by the Dealers and distributed through Gift
towns. and Meal Vouchers. The incentives offered spurred the Dealers to
maximize the Client’s objectives.

Disclaimer: The content for this newsletter has been provided by Dun & Bradstreet Information Services India Pvt. Ltd. (Dun & Bradstreet) in collaboration with 
Sodexo SVC India Pvt. Ltd. (Sodexo SVC India) and the intellectual property rights rest with both Dun & Bradstreet and Sodexo SVC India. The information in this 
newsletter is compiled from various sources including company websites, company announcements, media articles and other secondary sources. While Dun & 
Bradstreet and Sodexo SVC India endeavor to ensure accuracy of information contained in this publication, they do not accept any responsibility for any loss or damage 
to any person resulting from reliance on it.

Sodexo SVC India Pvt. Ltd.
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