HR Initatives
Initiatives for a performance-driven work culture
To ensure a robust performance-driven work culture, the HR team at Onida undertook the following initiatives:
1. A role clarity exercise was carried out for the entire Mirc team through one-to-one sessions. Competencies required for each position were identified and linked to performance and training. Based on performance, individuals were either retained or redeployed.
2. Through a senior management workshop, the company revisited its vision, mission and values statements and the result was re-articulated.
3. To link values and performance, employees were required to explain how they planned to align their performance with the corporate value system.
4. The company engaged Gallup to identify engaged (take the organisation ahead), disengaged (seize the first alternative job opportunity) and highly disengaged (no point in staying on) individuals.
5. Talent management programmes and capability development studies were conducted to convert the ‘disengaged’ into ‘engaged’ individuals.
6. A nationwide MIS transmitted recruitment-attrition data with speed and helped individuals vocalise problems.
7. An online induction programme shrank the absorption process, resulting in a shorter learning curve. A week-long flagship MDP programme for middle-management executives was conducted by the IIM Ahmedabad faculty to focus on strategic thinking, people skills and finance.
8. A ‘lateral thinking’ workshop conducted by trainers certified by Edward de Bono helped encourage a culture of thinking ‘out of the box’ among the strategic planning cell, R&D and production teams.
9. An NLP programme for factory, corporate office and branch employees helped energise and maximise peak performance.
10. Attitude-building programmes were conducted for all factory workmen. A four-day, holistic personal growth lab for the top management by Dr. Girish Shankar focused on the ‘self’ balancing the professional and personal life. Workshops in skills, project, stress and negotiation management were also conducted.
11. Quantifiable KRAs, relating salaries to the multiplication of KRA scores helped the company migrate to a performance-oriented culture.
12. Star performers were identified and their competencies were reinforced through relevant responsibility-enhancing programmes.
The company recruited 15 management trainees from the IIMs for its marketing and strategic planning cells and 15 MTechs from the IITs for its R&D and production departments.