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Mahindra

Mahindra regularly provides training and skills development programs to its employees to keep them engaged and ensure their career growth. Some of these programs include employee satisfaction surveys, the Young Mahindra Program for millennials, the Rise i4 Ideation Program to encourage ideas from employees, and recognition programs like Man of the Month and Mahindra Skill Competitions. The implementation of a transformation strategy in 2012 resulted in some job losses but Mahindra worked to boost morale and retain remaining employees through new initiatives.

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Vane Lemai
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86 views

Mahindra

Mahindra regularly provides training and skills development programs to its employees to keep them engaged and ensure their career growth. Some of these programs include employee satisfaction surveys, the Young Mahindra Program for millennials, the Rise i4 Ideation Program to encourage ideas from employees, and recognition programs like Man of the Month and Mahindra Skill Competitions. The implementation of a transformation strategy in 2012 resulted in some job losses but Mahindra worked to boost morale and retain remaining employees through new initiatives.

Uploaded by

Vane Lemai
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Mahindra: Grooming its

Employees
Mahindra regularly upgrades the skill of its employees to make them
stand out in the crowd
Business no longer has an infinite life. To keep large companies running, with a high numbers
of employees, involvement of the employees (both blue and white collar) and their ownership
is necessary. We have seen a number of examples where companies cease to exist as they are
unable to take this crucial step into consideration for their growth. We need to train our
employees and make sure they have the right skills for the job. Every employer needs to
ensure the safety and security of their employees and does not necessarily need government
or union interventions for the same. As an organization, taking into account the thoughts and
ideas of employees is as important as their technical skills. We need to develop an
environment where the employee not just focuses on his work but also contributes to the
growth of the company and hones his/her own skills. To this end, engagement of the
workforce is of prime importance and we run a number of programs to bring it to life. Few of
them are enumerated hereunder:
Employee Satisfaction Survey
We conduct employee engagement surveys at the management level as well as the workmen
level, to assess the employee morale and to bring to light any issue that he/she might be
facing. For work-men the frequency of survey is once in two years. These surveys are
conducted on an online system, set up by corporate team, where all levels of employees input
their preferences on a 70 question long survey. The results not only help us gauge the
satisfaction level of the employees, but also work as a performance report for leadership
effectiveness. Over the last few years, we have managed to get a consistent 4 star rating (on a
5 pointer scale) which translates into almost 80 percent employee satisfaction. Not only this,
we wish to work on improving this number year-on-year, with an action plan being made
every quarter based on the feedback received.
Young Mahindra Program
Our workforce consists of 50 to 60 percent of Gen X and Y. Hence, keeping the Millennials
engaged is of prime importance. Young Mahindra Program is the forum where youngsters
participate to form a parallel governing council. Here, they debate on company issues and
come up with solutions, while also participating in cultural programs and conduct initiatives.
Their recommendations are communicated through various programs that we run and are
duly noted by senior management.

Rise i4 Ideation Program


Mahindra has a Rise i4 ideation program where teams and workmen are encouraged to give
ideas on improvement under the parameters of PQDSM (P-Productivity, Q-Quality, DDelivery, S-Safety and M-Moral). Every week, two hours are especially allotted for ideation
for all teams where they can brainstorm and discuss about how to bring about better
productivity, reduce cost, increase safety at their stage and sustainable operations. Points are
given on the basis of these parameters and there is a central competition for the best ideas
given. There is a visible projection of the participants in front of the entire sector which
serves as a great recognition platform. There is also an encouraging rewards and recognition
program for the workmen inside Mahindra Group, where they are awarded on the basis of
their ideas by Sr. Management.
Man of the Month & Man of the year
On a monthly, quarterly, 6-monthly and yearly basis, each product unit has a Man of the
Month which is an employee that stands out. The achievements of this individual are
highlighted with the team and his/her family is invited to join in the celebration. This
recognition is not just limited at plant level but also at the sector level where we ensure to
felicitate his/her spouse too for their success. Hence this doubles up not only as a recognition
platform but also as a family engagement opportunity for Mahindra.
Mahindra Skill Competition
Every year, across the world there is a World Skill Competition wherein Mahindra has been
participating regularly. Last year one of our employees got selected and he travelled to
Germany to participate at the international level and this year too we have another who would
be participating at the competition being held at Brazil. We as a company have also started
the Mahindra Skill Excellence Program. We have identified the five core skills for our
business and hold competitions at 2 stages every year.

The implementation of the transformation strategy has impacted employees with 350
compulsory redundancies in our manufacturing operation in April 2012. The decision to
adjust our workforce was a very difficult but necessary, resulting from challenging business
conditions including reduced production volume and profitability. There were also 20
compulsory redundancies in our security function as a result of it being outsourced.
Following the redundancies, a key challenge for the company was to connect with and retain
the remaining workforce. A number of milestones achieved during the year helped us to do
this including the opening of the new engine manufacturing facility. Employee confidence in
the company was reflected in 2012s improved employee satisfaction index.
Workplace productivity will continue to be an issue for the business and is a key component
of the transformation strategy.

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