Sterlite’s solution was a bold three-pronged attack, shattering the mould of traditional appraisals. Transparency, fairness, and individual growth became the cornerstones of their new system. One of the first things to go was the dreaded bell curve. No more categorising employees against each other in a fight for limited rewards. Instead, Sterlite focused on rewarding absolute performance. “Someone exceeding their goals by 115 per cent gets acknowledged for that achievement, not compared to someone else,” explained Pande. This eliminated the time-consuming debates about rankings and ensured everyone who met or exceeded expectations got rewarded.

But fairness wasn’t just about the present. Sterlite understood the importance of investing in the future. Their ‘Job Worth Model’ meticulously evaluated the market value of each role, ensuring salaries reflected not just current worth but also anticipated future demands. This helped mitigate the risk of losing talent to competitors offering better compensation. It was a future-proof strategy that recognised that a satisfied and valued workforce was the backbone of any successful organisation.

“The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.”

Ruhie Pande,  group CHRO, Sterlite Power

Next came the expertise factor. Sterlite recognised that continuous learning and development were crucial not only for individual growth but also for the company’s continued innovation. Employees were assessed based on their current skill level, from beginner to expert. This not only recognised their contributions but also incentivised them to keep learning. The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.

But potential wasn’t ignored either. Sterlite used a robust ‘talent-assessment process’ to evaluate an employee’s potential, ability, and overall fit. This multi-layered approach ensured consistency and fairness in assessing potential across the organisation. Variable pay, with the possibility of earning up to 150 per cent, was directly tied to this assessment. Here, Sterlite was acknowledging that some individuals possessed the drive and talent to excel beyond their current roles. By identifying these high potentials and rewarding their potential, Sterlite was investing in future leaders who would drive the company forward.

The linchpin of this system was the OKR (objectives and key results ) methodology. OKR ensured everyone, from top to bottom, understood how their individual goals contributed to the company’s overall objectives. There was no cap on variable pay, further motivating employees to strive for excellence. Production goals cascaded down from top-level profitability objectives, ensuring everyone was aligned towards a common purpose. Imagine a well-oiled machine where every part functioned seamlessly to achieve a greater goal. That’s what Sterlite was striving for – a company where individual ambition and purpose were harnessed to drive organisational success.

This new system wasn’t without its challenges. Rewarding potential was a leap of faith, and ensuring accurate talent assessment was crucial. Budgeting also required adjustments, as there was no longer a system of ranking and elimination. Open communication with employees was paramount to ensure a smooth transition. However, Sterlite successfully navigated these hurdles, and the feedback from employees was overwhelmingly positive. They felt valued, heard, and invested in, a stark contrast to the often-negative sentiment associated with traditional performance reviews.

The company’s commitment to continuous improvement didn’t stop there. Regular benchmarking ensured they stayed ahead of market trends in compensation and performance management practices. Variable pay was awarded twice a year to reflect market fluctuations, keeping employees engaged and focused on delivering results throughout the year. Looking ahead, Sterlite planned to digitise the entire appraisal process, catering to the mobile-first preferences of the younger generation. The goal? To streamline discussions and focus on providing valuable developmental feedback, not just debating performance metrics. Performance reviews, once a dreaded formality, were being transformed into meaningful conversations about growth and development.

Sterlite Power’s innovative approach to appraisals proved that performance reviews could be a tool for growth, not just a box-ticking exercise. By focusing on transparency, fairness, and individual development, they created a system that benefited both the company and its employees, ensuring they remained a leader in the ever-evolving energy sector. In a world where the only constant is change, Sterlite had embraced a performance management system that was flexible, adaptable, and future-oriented, positioning them for success in the years to come.

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While external perspectives can fuel innovation, empowering internal talent to match global standards should be the primary focus. Establishing learning academies for talent identification and upskilling, along with building a strong pipeline for future leadership roles, is an effective strategy. Balancing internal and external talent through equal opportunity programmes is vital for cultural and operational readiness, positioning organisations to stay ahead.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

To navigate the ongoing discourse on workplace flexibility, organisations must recognise the diverse needs of their workforce. A holistic strategy is essential for long-term thriving and crucial for preventing employee burnout. An ideal approach should embrace diverse generations and working patterns, offering a range of work arrangements from traditional office-based to remote options, and fostering a feasible hybrid model. This allows employees to strike a balance that suits their individual circumstances. Providing flexibility empowers employees to work in environments aligning with their styles and preferences, leading to increased job satisfaction, engagement and higher productivity.

Balancing internal and external talent through equal opportunity programmes is vital for cultural and operational readiness

Trust tinderbox: Can organisations reignite the employee spark in 2024?

For me, empowering employees to voice opinions and concerns is a cornerstone of building and sustaining trust. At Sterlite Power, we ensure transparency through quarterly leadership connections, keeping the entire organisation informed. Our chatbot allows employees to submit concerns or feedback directly shared with the leadership for timely resolutions. Feedback from the chatbot and regular pulse surveys enable thorough planning. Leadership is committed to actively listening and taking meaningful action, fostering a sense of ownership and trust, signalling that employees’ voices matter in shaping the organisation’s direction.

Payday revolution: Flex, on-demand and commuting costs—2024’s compensation conundrum

For corporate employees, we offer shuttle services to the nearest location, enhancing the commute’s convenience and cost effectiveness. We prioritise security measures, especially for women employees, ensuring a safe commuting experience. At the shop level, efforts are underway to minimise benefit disparities between corporate and shop employees, guaranteeing equitable financial support throughout the organisation. This inclusive approach demonstrates our commitment to addressing the diverse needs of our workforce.

This article is sponsored by Thomas Assessments

43 leaders predict the upcoming trends for 2024. To download the e-copy click here

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“We actively assess evolving skill requirements and tailor our programmes to address them effectively,” explains Ruhie Pande, G-CHRO at Sterlite Power.

“We don’t wait for training requirements to arise; we pre-emptively curate programmes, ensuring our workforce is equipped with the necessary skills.”

Ruhie Pande, G-CHRO, Sterlite Power

 

This proactive approach manifests in initiatives such as Project PD Next, PM Next, and ‘Stakeholder Management Excellence’. These programmes bring industry experts on board to curate specific training, ensuring employees receive comprehensive preparation for their roles and responsibilities. For leadership positions, the company offers sessions focused on emotional intelligence and team leadership, forming part of a broader framework that encompasses both functional capability and leadership development. This allows them to cultivate future leaders from within, fostering a sense of ownership and commitment to the organisation’s success.

Pande highlights the company’s commitment to internal mobility, stating, “We achieve a 25 per cent internal mobility rate, one of the best in the industry.” She further added, “This demonstrates Sterlite Power’s dedication to providing employees with opportunities for growth within the organisation. Newcomers benefit from the ‘Powerpath’ programme, which facilitates smooth assimilation and results in a low early-attrition rate of just 10 per cent. This also reflects Sterlite Power’s commitment to investing in its employees and ensuring they feel valued and supported from day one.”

Beyond its core focus, the ‘Serentica’ upskilling programme facilitates workforce movement within the company by 20 percent. This fosters a culture of shared knowledge, experience and growth within the company, empowering employees to explore new opportunities and fuelling the Group’s overall success.  High-potential talent identified through the ‘nine-boxer framework’ is retained through a combination of incentives, including rewards, ESOPs, and dedicated development support. “Impressively, 96 percent of our Top L talent remains with us,” reveals Pande. These individuals are then strategically placed across various organisational domains, ensuring their skills are utilised to their full potential and contributing to the company’s overall success.

Identifying these potential candidates happen through internal ‘Learning Advisory Councils’, ensuring a proactive approach to training needs. By actively seeking inputs from business units, the company identifies key areas of focus and tailors programmes accordingly. For instance, if the ‘Learning Advisory Council’ in the manufacturing facility identifies a need for TQM and TPM training, along with a notable demand for Six Sigma expertise, the organisation proactively engages with stakeholders to identify individuals who require training and nominates them to participate in relevant programmes.

Acknowledging the distinct needs of different groups within the workforce, Sterlite Power has developed programmes like ‘Empower Her’, which caters specifically to women aspiring for leadership roles. This initiative demonstrates their commitment to diversity, equity, and inclusion, creating a level playing field for all employees to thrive.

Pande emphasises Sterlite Power’s proactive approach to training, stating, “We don’t wait for training requirements to arise; we pre-emptively curate programmes, ensuring our workforce is equipped with the necessary skills.” These programmes typically take six months to a year to complete, with quarterly progress monitoring in place to track their effectiveness. Partnerships with premium B schools such as IIMs and project management institutes ensure that these programmes are executed effectively and deliver tangible benefits to the participants.

Safety is a top priority at Sterlite Power, with mandated training programmes, such as sexual harassment prevention. This commitment to a safe and inclusive work environment further contributes to employee satisfaction and retention. Additionally, annual engagement surveys are conducted to gather valuable feedback and identify areas for improvement. Regular communication channels, including connections with the CHRO, skip sessions with line managers, and frequent town halls by the CEOs, also play a crucial role in fostering transparency and building trust within the organization.

“Looking ahead, our focus is on physical and mental health as a unified initiative,” reveals Pande, indicating a holistic approach to employee well-being. This commitment to employee well-being extends beyond just physical health and encompasses mental health initiatives as well.

Combating monotony is another key focus, with job rotation implemented for select teams to provide diverse experiences and keep employees engaged. Long-term rewards and recognition mechanisms are also offered to select teams, further motivating and incentivising employees. Leaders actively engage with employees at all levels, fostering a sense of connection and purpose while emphasising broader organisational goals.

Finally, Sterlite Power partners with external consultants to gain deeper insights into factors contributing to employee satisfaction and longevity. “We value constant innovation in people practices, strong leadership, and HR partner engagement,” concludes Pande. “This ensures that our employees not only join us but also choose to stay with us for the long term, creating a positive work environment that fosters excellence and fuels our success.”

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Srivastava, who comes with two decades of experience in building and leading high-performing staffing / recruitment teams across India, moves from Vedanta Resources, where she was group talent acquisition head.

An alumna of Savitribai Phule University — from where she completed an MBA in HRM/personnel management — Srivastava was officer – resourcing at Ericsson for over three years, in the initial years of her career. She then moved to Motorola as staffing specialist for two years.

In 2006, she joined Qualcomm as staffing specialist, staff, executive hiring and university relations lead, international staffing. For over three years, she handled recruitment for the Company’s country president’s office and also executive hires for pan India.

Her next stop was United Health Group, where she joined as head of recruitment services India for almost three years.

The year 2012 saw her joining Indus Towers as head – talent acquisition, India.

It was in 2018 that she took up a role as head of global COE- talent acquisition at Sterlite Power. Three years later, she was elevated to talent leader. By the time she moved on from Sterlite in 2021, she was people strategy leader – new businesses and geographies.

Her stint with Vedanta was a short one, lasting nine months before she accepted this new assignment at Azure Power.

The Company’s post on LinkedIn says that Srivastava’s “deep understanding of people and culture”, and her “ability to drive large-scale execution is going to allow all our employees to reach their potential and enable us to create the organisation of the future”.

She “hopes to be a catalyst in driving Azure Power’s work culture towards an inclusive zone”.

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“Customisation of technology offering as per the cultural dynamics and also integration of two different technologies are some challenges which are still there”

Pallavi Poddar, senior HR Leader

The fourth session of Automation.NXT, the conference organised by HRKatha witnessed HR experts discussing, ‘What it takes for HR to lead and drive the automation agenda in organisations’.

The event was powered by Tata Steel Industrial Consulting. Other partners were UKG (workforce management partner), Onsurity (SME healthcare partner), NHRD (community partner) and Open Offers (lanyard partner).

“While the work is ever changing with technology, the workmen are also tech savvy at this point of time. They are very intelligent and aware, and they don’t want to do transactional work”

Dharm Rakshit, head-HR, Hero Motocorp

The panel consisted of HR leaders from across sectors, including Kamaljeet Kaur, CHRO, Sterlite Power; Dharm Rakshit, head-HR, Hero Motocorp; Viekas K Khokha, head – HR, Dhanuka Agritech; Anurag Verma, VP-HR, Uniphore and Pallavi Poddar, senior HR leader. The panel was moderated by Ravi Pandey, head – marketing, UKG India.

Pandey opened the discussion by introducing the topic to the audience and asked the panel to shed some light on some of the challenges the HR leaders have faced while driving automation and digitalisation in their respective organisations.

According to Kaur, since automation and digitalisation do not happen in silos, the first challenge is to make sure that everybody is on the same page. That means, every function in the organisation has to give their buy-in. She shared that at Sterlite, five years ago, they had embarked on automation and digitalisation journey by completely digitising the journey of an employee from the time of hiring to the time of retiring. More recently, the Company has automated its compliance and attendance at the plants. “My first job is to ensure that the HR clearly communicates to the top management about how automation and digitisation will benefit the organisation as a whole and not just the HR,” shares Kaur.

“As the technology evolves and matures, such challenges for HR will drastically reduce”

Ravi Pandey, head – marketing, UKG India

“The HR’s role is not just to come up with problem statements but also come up with solutions,” asserts Kaur.

Like any other process, automation and digitisation will also have a cost attached to it. How can one measure the value that cost has added? Driving collaboration is another challenge Kaur asserts. “It is not the role of HR alone to drive automation. There has to be a cross-functional team, which drives this united objective of achieving the goal,” Kaur said.

When Pandey asked whether the HR still finds the same challenges even after the implementation of technology and automation takes place, Khoka explained that the agritech industry is changing very fast. “Today, we at Dhanuka are talking about using drones to deliver supplies to our farmers, which will change the skills and technology we need in the coming future,” Khoka enumerated.

He stressed upon the fact that, making people adapt to technology is just one challenge. When the technology landscape is changing so fast, being agile as an HR is also a challenge. “So we keep thinking about what is going to be the upcoming technology which will disrupt the environment,” Khoka said. “When my industry is changing so fast, I need partners who can match the speed of my change,” he asserted.

Verma also stressed upon the fact that it is important for the HR to be agile. “The first thing is to ensure that the base is strong, which is the human capital management (HCM) system,” Verma mentioned.

“It is not the role of HR alone to drive automation. There has to be a cross-functional team, which drives this united objective of achieving the goal”

Kamaljeet Kaur, CHRO, Sterlite Power

Sharing her experience working at Ingersol Rand, Poddar described the time when Ingersol was merging with Garden Denver and how both the companies were using applications of SAP Success Factors. Since Poddar was leading different regions at Ingersol, she emphasised on customising the tech offering for each workforce.

“Customisation of technology offering as per the cultural dynamics and also integration of two different technologies are some challenges which are still there,” admitted Poddar.

Verma pointed out that technology does have the ability to customise and fit the needs of each employee, “but these customisations come at a cost and effort”.

Talking about automation from the IR point of view. Rakshit explained that today’s automation process depends upon three things — “work, workman and workmanship”.

“While the work is ever changing with technology, the workmen are also tech savvy at this point of time. They are very intelligent and aware, and they don’t want to do transactional work,” said Rakshit.

On the other hand, Poddar talked about the existence of different generations at the workplace and how it is challenging to make the older generation adapt to new technologies and use it. Adding to this, Rakshit said that sometimes it becomes necessary to force the adaptation of technology — “Leave no other way to carry out the process”.

“When my industry is changing so fast, I need partners who can match the speed of my change”

Viekas K Khokha, head – HR, Dhanuka Agritech

Rakshit also wanted to see technology enhancing itself more to cater to the needs of the employees. He felt it was important to consider “how we can use AI to understand human behaviour and how we can make AI bots more humanised to give seamless employee experience”.

Pandey then summarised the whole discussion saying, “The intent to deliver better employee experience through technology is very much there in HR. However, since the automation and digitalisation journey involves collaboration of the IT team, implementation partners and product partners, practical challenges on ground are bound to exist too”.

“Customisations in technology come at a cost and effort”

Anurag Verma, VP-HR, Uniphore

“As the technology evolves and matures, such challenges for HR will drastically reduce,” Pandey concluded.

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Kaur joined Sterlite Power in 2017 and this is her second promotion at the firm in a period of four years. She joined Sterlite Power as an HRBP leader, but within seven months she was promoted as the head of HR for global infrastructure.

Backed by close to 18 years of experience in the HR domain, Kaur has worked with brands, such as Hero MotoCorp (Earlier Hero Honda Motors), Wrigley India and Jubilant FoodWorks.

After completing her PGDM in HR from Symbiosis Centre for Management and Human Resources Development in 2003, Kaur started her career as an assistant manager with Hero MotoCorp (formerly Hero Honda Motors). After three years, she moved to Wrigley, which has now been acquired by Mars, a consumer goods company, as an L&D specialist, where she handled the L&D function at the firm and recruitment of mid- and senior-level positions.

After working with Wrigley for two years, Kaur moved to HDFC Bank in 2008 as a senior manager HR and completed a successful four-year tenure at the company. She also served a small stint of less than a year at Heidelberg Cement in 2012.

Kaur, who holds a BA Hons. in Economics from the University of Delhi, became the AVP-HR at Jubliant Foodworks in 2013, and spent close to four years with the Company.

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Subramanian steps into the shoes of Anil Norohna, who was the EVP & chief people officer at Fullerton India.

With over 23 years of global experience backing him, Subramanian, or Swami as he is fondly addressed, has held various HR leadership positions working in markets such as Africa and the Middle East, apart from India. He has worked with leading companies across the globe during his career, such as Reliance Capital, JP Morgan, Barclays, Standard Chartered Bank and Accenture. His expertise lies in consulting, mergers and acquisitions and HR governance.

Excited to return to Fullerton, Subramanian shares, “I have always had fond memories of my time here. I am very excited and honored to rejoin the Fullerton India family and aid in the creation of a healthy work environment with the values that have helped this company grow from strength to strength during these challenging times.”

Shantanu Mitra, CEO & MD, Fullerton India, expresses his confidence in Subramanian, saying, “his leadership and people-focused policies will help us grow stronger than before. In his previous stint at Fullerton India, Swami played a key role in implementing end-to-end HR strategies, which echoed the vision and goals of the company across all levels.”

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“I am excited to join Sterlite Power, which has social impact underpinning its strategy, innovation as a way of life and talent shaping its journey”, stated Subramanian to HRKatha. 

Subramanian brings with him more than two decades of experience as an HR generalist. He has donned multiple hats in different organisations including consulting, mergers and acquisitions, HR governance and compensation and benefits.

Prior to joining Sterlite Power, he chaired the office of the chief people officer (CPO) at Reliance Capital which he left in the month of June, 2020. 

After completing his MBA in HR from XLRI Jamshedpur in 1998, he went on to join Andersen Consulting after he was selected into their management trainee program. Over the course of more than four years in the company, he handled the entire gamut of HR functions including recruitment, talent and compensation among others. 

After more than four years in the organisation honing his skills as an HR generalist, he joined Standard Chartered as the head of rewards for South Asia in 2002. 

He moved to Barclays in 2007 as the HR head for consumer banking in India and was based out of Mumbai. Subsequently he rose to the position of HRBP and went on to manage the emerging markets region for consumer banking based out of Dubai.

In 2010, he left Barclays to join J.P. Morgan as the executive director of HR where he served for close to three years. In May 2013, he left Morgan to join Fullerton India as the executive vice president and head of HR for the organisation. He served his longest stint at Fullerton India for close to five years before moving on to Reliance Capital as President and CPO. 

Subramanian is also a university gold medalist and completed his Bachelors in construction engineering technology in 1995 from Jadavpur University. 

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A seasoned HR professional, with over 20 years of experience, Medhekar spent the last 15 years in the telecom, consultancy and pharma sectors, focussing on strategy and system designing and operations.

Medhekar makes the move from Sterlite Power, where she was the head-HR. She has also had successful stints with Bharti Airtel, Avaya Global Connect, AF Ferguson & Co. and JK Drugs and Pharmaceuticals.

Vijender Singh, chief executive officer, Metropolis Healthcare, expressed confidence in Medhekar’s diverse and rich experience. He believes that her in-depth knowledge of HR strategy, processes, design and business partnering, will be an asset to the organisation in its journey forward.

Metropolis Healthcare has widespread presence across 19 states in India. It offers actionable health insights to patients and doctors along with a range of about 3,500 clinical laboratory tests and 530 profiles, including advanced tests in diagnosis of cancer, neurological disorders, infectious diseases and many genetic abnormalities. It is considered amongst the top one per cent of the laboratories across the world, in terms of quality assurance.

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