Nandita Gurjar Group Head, HR Infosys

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Nandita GurjarGroup Head, HR Infosys
HR LeadershipParadigm shift from process
recruiters to business leaders
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Safe Harbor

• Certain statements made in this Meet concerning
  our future growth prospects are forward-looking
  statements, which involve a number of risks and
  uncertainties that could cause actual results to
  differ materially from those in such
  forward-looking statements. The risks and
  uncertainties relating to these statements
  include, but are not limited to, risks and
  uncertainties regarding fluctuations in
  earnings, our ability to manage growth, intense
  competition in the industry including those
  factors which may affect our cost advantage, wage
  increases in India, our ability to attract and
  retain highly skilled professionals, time and
  cost overruns on fixed-price, fixed-time frame
  contracts, client concentration, restrictions on
  immigration, industry segment concentration, our
  ability to manage our international operations,
  reduced demand for technology in our key focus
  areas, disruptions in telecommunication networks
  or system failures, our ability to successfully
  complete and integrate potential acquisitions,
  liability for damages on our service contracts,
  the success of the companies in which Infosys
  has made strategic investments, withdrawal of
  governmental fiscal incentives, political
  instability and regional conflicts, legal
  restrictions on raising capital or acquiring
  companies outside India, and unauthorized use of
  our intellectual property and general economic
  conditions affecting our industry.
• All the statements made in this presentation are
  the views and opinions of the speaker and is in
  no way a representation of the views of the
  organization.

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Fortune's Most Admired Companies highlight
People as one of the differentiating factors
between average and world-class organizations
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People at the top say People are at the top
People are our most important assets
Average employee performance is expensive and can
hurt business
Talent is the new oil and just like oil, demand
far outstrips supply
Talent follows where money leads
People HR
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And, let us hear our employees
So, are leaders just talking the talk?
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Business Leaders are facing tough people questions

• Do you have an employee value proposition to
  attract, retain and engage the very best?
• Have you effectively aligned your EVP to your
  Customer Value Proposition?
• Have you created a high performance culture that
  aligns people to execute your strategy?
• How aligned is your total reward strategy to
  business outcomes?

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Business leaders are facing tough people questions

• Do you have an employee value proposition to
  attract, retain and engage the very best talent?
• Have you effectively aligned your EVP to your
  Customer Value Proposition?
• Have you created a high performance culture that
  aligns people to execute our strategy?
• How aligned is your total reward strategy to
  business outcomes?

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Say, where do you think pay appears on the top 10
reasons to work?
Levers of Employee Value Proposition
Towers Perrin 2007 Research says-
A. 1
B. 2
C. It Doesnt
D. 10
And guess how this is at Great places to work?
E. 4
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Differentiators _at_ Great places to work

• Getting Started Recruiting is a serious
  undertaking
• Once you are in, whats next - tremendous
  opportunities to learn and grow
• Innovation and Creativity - take 20 of their
  time to develop new product or service
• Appreciation is the best motivation - We love our
  employees, and we want them to know it.
• Work and play are not mutually exclusive. There
  is such a thing as a free lunch after all.

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EVP is not about just having one , it is about .

• Can you define your deal for your workforce?
• Is your organization bold enough to debunk some
  safe approaches?
• Can you create a sense of paranoia within your
  team to deliver the deal on time very time?
• Can you be honest with your EVP promises?

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Business leaders are facing tough people questions

• Do you have an employee value proposition to
  attract, retain and engage the very best?
• Have you effectively aligned your EVP to your
  Customer Value Proposition?
• Have you created a high performance culture that
  aligns people to execute our strategy?
• How aligned is your total reward strategy to
  business outcomes?

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When you treat your employees right, then they
will treat your outside customers right.

• Great Service brands know that People are key to
  delivering the experience
• Source Brand Ambassador Study MCA, 1999
• How staff represent their company/brand directly
  affects consumer loyalty.
• 2. How customers are treated by staff is the
  number one reason why people are put off from
  purchasing.
• 3. Yet only 1 in 10 consumers say staff show
  pride in their products and services.
• 4. Moreover, staff is one of the top three
  reasons why customers repeat purchase.

Thereby, Customer Experience is the mirror image
of Employee Experience
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The four top expectations / needs as expressed by
Disney employees and guests

• Disney Guests
• Make me feel special
• Treat me as an individual
• Respect my children
• Knowledgeable cast members

• Disney Employees
• Make me feel special
• Treat me as an individual
• Respect me
• Develop me

The Employee Factor Disney Aligned Employee/
Customer Experience
For Disney, Employees are as good as their
Customers Customers are as good as their
Employees
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Business leaders are facing tough people questions

• Do you have an employee value proposition to
  attract, retain and engage the very best talent-
  and how does this differ by segment?
• Have you effectively aligned your EVP to your
  Customer Value Proposition?
• Have you created a high performance culture that
  aligns people to execute your strategy?
• How aligned is your total reward strategy to
  business outcomes?

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What could be the possible ways?

• Creating supportive, healthy culture
• Taking and managing accountability for their
  contribution to business success and their own
  career
• Adopting a coaching style of leadership

There is no one "Right Model" for a high
performance culture - there are many, depending
on an organization's strategic priorities
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The famous Up-or-Out approach
Contention being Identifying employees as
second-class citizens means damaging their careers
But, Why did it work? Up-or-out is as great
benefit to the individuals as it is to the firm.
While you are there, employees appreciate the
"thorough" investement they receive as well as
the camaraderie of their colleagues, who are
"bright, interesting, and fun to be around.
Make successful leaders of those who work with
you!
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Business leaders are facing tough people questions

• Do you have an employee value proposition to
  attract, retain and engage the very best talent-
  and how does this differ by segment?
• Have you effectively aligned your EVP to your
  Customer Value Proposition?
• Have you created a high performance culture that
  aligns people to execute our strategy?

How aligned is your total reward strategy to
business outcomes?
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What drives effective Reward strategies?
Companies are unanimous in placing Key Talent
Retention as the top most priority while
designing Reward strategies?
But, how effective have we been in using Rewards
as a tool to drive desired employee behaviors and
be a strategic business advantage?
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For Rewards to be a competitive tool

• Make your rewards program flexible enough for
  customization, esp those of Key talent and
  business enabling functions
• Recruiters reward program could be designed along
  Sales incentive model
• Business Partner HR rewards program like
  Engagement managers
• Dont dilute to power of Variable pay by making
  it broad based
• Upside for performance, innovation, risk should
  be far higher than average high performance
• Force Managers to make and communicate tough
  decisions during Performance management
  processes, lest it remains at a high-tech, not
  high-touch, activity
• Drive ROI measures for all levels move away
  from the culture of effort and/or qualitative
  metrics through investment in tools like
  Scorecards, Analytics etc

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Emerging people paradigm employee as an investor
People are not just Assets, but Investors too HR
is not just about People, but Organization too
Managers is not just about Operations, but people
management too Leadership is not just about
business fundamentals, but culture building too
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THANK YOU