HR Overview - 25th May 13 (1)

7/28/2019 HR Overview - 25th May 13 (1)

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VISION STATEMENT

TO BE AMONG THE TOP 3 MOST ADMIRED

REAL ESTATE COMPANIES

We will achieve this by:

Having the most engaged and empowered workforce

Attaining the highest degree of customer trust

Incessant innovation

Championing GREEN developments


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HEAD COUNT TREND (APRIL 12 TO APRIL 13)

Current Headcount is considerably lower than planned figures as per AOP.

Reason for Gap: Projects Planned vs Projects Executed

Apr' 12 May' 12 Jun' 12 Jul' 12 Aug' 12 Sept' 12 Oct,12 Nov'12 Dec'12 Jan'13 Feb'13 Mar'13 Apr '13

AOP 128 131 139 141 143 148 151 151 151 151 151 151 119Actuals 118 118 127 129 129 123 119 120 120 117 117 117 116

151 151 151

119

117 117 117 116

0

20

40

60

80

100

120

140

160

No.

ofEmployees

Note: AOP 13-14 Head Count Figure are notapproved as yet


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Headcount as on 30th April, 2013: 116

Average Age: 32.34 years

Approximately 63% of employee base is below the average age.

Lower avg age mainly due to large intake of campus recruits, starting 2010.

Objective: To keep average age of organization at approximately 32 years.

16

48

23

10

19

0

10

20

30

40

50

60

< 25 yrs 25 - 30 yrs 30 - 35 yrs 35 - 40 yrs > 40 yrs

Avg Age as on 30th April'13: 32.34 yrs

No. of Employees


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Attrition Analysis (April 12 to April 13)

Increase in August & September, due to forced attrition after the PMS ratings

Apr' 12 May' 12 Jun' 12 Jul' 12 Aug' 12 Sept' 12 Oct'12 Nov'12 Dec'12 Jan'13 Feb'13 Mar'13 Apr ' 13

Attrition % 2.54 1.69 0.79 2.33 4.65 7.32 3.36 0.00 0.83 2.56 0.85 0.85 2.59

No. of Leavers 3 2 1 3 6 9 4 0 1 3 1 1 3

3

1 1

3

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

No.

ofExits


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Attrition Analysis (April 12 to April 13)

Function Wise Attrition Tenure Wise Attrition

Performance Level

Wise Attrition

18

7

5

21 1 1 1 1

0 0 0 0 00

2

4

6

8

1012

14

16

18

20

Projects

M&S

Legal

MallMgt

FM

Finance

GO

BD

CEO'sOffice

SCM

HR

MD'sOffice IT

WMOps

Function -wise Attrition (Apr-Mar 2013)

No. of Leavers

30%

35%30%

5%

0 - 1 year

1 - 2 years

2 - 4 years

> 4 years

33%

5%

8%

19%

35%

Not Assessed PL 1 PL 2 PL 3 PL 4


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Revenue and Personnel Costs Analysis

Personnel Cost forAug & Sept 12, slightly higher than planned. LTIP payment of 20 mn made to an EC member, paid out in Aug12

Billing erroneously done twice rectified in Aug 12

Personnel Cost forDec12 & Feb13, higher than planned.

LTIP Provision for 14 mn made (P/L hit in Dec12 by 6.5 mn)

15 mn to impact P/L instead of earlier estimates

139.5

8

141.2

1

140.5

9

145.5

5

145.3

1

144.3

8

216.1

5231.4

7

233.4

2

231.1

4

235.3

234.4

1

145.8

2

150.7

1

153.8

4

151.0

6

155.6

4

161.2

7

157.4

0

164.9

6

160.4

8

150.3

6

153.8

154.8

1

13.9

4

13.7

9

15.3

4

15.9

2

16.2

0

15.4

4

15.5

9

15.7

7

16.0

4

16.4

2

16.7

2

16.1

2

12.6

4

11.7

1

15.7

1

15.2

922.6

8

17.6

2

13.6

3

13.8

421.7

7

16.0

8

21.7

2

1.2

1

April' 12 May' 12 June' 12 July' 12 Aug' 12 Sept' 12 Oct'12 Nov'12 Dec'12 Jan'13 Feb'13 Mar'13

Revenue AOP Revenue Actuals Personnel Cost AOP Personnel Cost Actuals


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Productivity Trends

Personnel Cost/Gross Revenue

Personnel Cost/Opex

Total Revenue per employee

1.09 1.081.01 1.03 1.02

0.98

1.43

1.53 1.55 1.53 1.56 1.55

1.241.28

1.211.17

1.21

1.31 1.321.37

1.341.29

1.31 1.32


Planned Actual

9.99% 9.76%

10.91% 10.94%11.15%

10.70%

7.21%6.81%

6.87% 7.10% 7.11% 6.88%

8.67%7.77%

10.21% 10.12%

14.57%

10.93%

8.66% 8.39%

13.57%

10.70%

14.12%

0.78%


Planned Actual

41.67%48.46%

49.46%

43.54%

52.72%

42.15%

14.85%16.01%

17.03%

18.72%

19.67%19.33%

72.46%66.25%

72.23%75.75% 74.04%

59.93%

57.93%

65.45%

80.93%

71.46%

81.25%

5.91%


Planned Actual


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Learning & Development Key Highlights

Identified Key Organizational Capabilities, both functional and behavioural

Functional

Marketing

Projects

Leasing/ Sales

Behavioural Coaching

360 degrees Feedback

People Management Skills for better performance

Leading Successful Change

Organization Talent Review conducted for participants at a Manager & above level, having undergone at least one appraisal

cycle with a minimum rating of A3L3.

Development Needs Identified:Role Competencies

Setting & Delivering Stretch Targets

Business Understanding

Leadership Competencies

Developing Leadership Capabilities in Self & Others

Innovating

Development Centre, in association with SHL, conducted for all participants at a Band 2 and Band 3 level, excluding the

Executive Committee.

3 day, Company wide Team Outbound Programme to Shimla conducted in association with Cinque & Potentia to enhance the

skill of setting & delivering stretch targets.

TalentView of Leadership Transitions (TLT), in association with PDI Ninth House, conducted for all 5 EC Members.

Focus Areas:

Stress on Internal Knowledge Sharing Programs

Creating a Customer Centric Culture Ensuing a strong connect with the Organization Vision

through Vision Workshops.

Project Planning & Management


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Talent Acquisition & On-boarding - Key Highlights

On-boarding & Orientation:

Implementation ofOn-boarding Success Program, an interactive video presentation forming the core of the

induction process.

Average Induction Feedback stands at a healthy 4.48 out of 5.

Talent Acquisitions (Open Positions: as on date)

SeniorManager Facility Management (Worldmark)

To ramp up the rest of the Worldmark Operations Team

Marketing (1+1)

Accounts

SCM


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Employee Engagement - Key Highlights


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ORGANIZATION CHARTS*

(TILL SECOND LEVEL)

* As on 31st March, 2013


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IT OFFICES GROUP

15

CEO

Group Head IT Offices

Atrium TowersProjec t in charge

Manager -Office Leasing Sr. Manager Legal


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ASSETS GROUP

16

CEO

Group Head Assets

Top mark Operations Mall Management Facility Management


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CORPORATE OFFICES & MALLS GROUP

17

CEO

Group Head COMG

Legal

Manager -Legal

Top MarkProject

ProjectHead

G M RetailLeasing

PrestigeProject

ProjectHead

GM RetailLeasing

Ops HeadEldrich

ProjectHead


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COMMERCIAL COMPLEXES GROUP

18

CEO

Group Head - CCG

DGM Projects -Apex Towers

Sr. ManagerProjects

GM -CommercialSales

Sr. ManagerSales


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PROJECT TASK GROUP

19

CEO

Project TaskGroup

ModeratorProject

Planning

ElectricalExpert

MechanicalExpert

QuantitySurveying

Coordinator

M.

ConstructionManagement


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SUPPLY CHAIN MANAGEMENT

20

CEO

GM SCM

Sr. Manager Manager SCM Manager SCM Manager SCM


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FINANCE

21

CEO

COO & CFO

G M - Finance & Accounts

Corporate Planning & Business

Review

Corporate Finance/ BD


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BRAND MANAGEMENT

22

CEO

Sr. Manager Brand

AM Brand


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SECRETARIAL

23

CEO

DGMCS

AMCS


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HUMAN RESOURCES

25

CEO

Head HR

YL - HR Manager HR AM - HR

Business Partner for:

IT Offices Group

Assets Group SCM

Legal (Secretarial)

M&S (Brand Mgt)

HR

SPOC for:

L&D

Induction

HR Operations

PMS

Talent Management

Business Partner for:

Projects (incl Group Ops)

Finance COMG

CCG

CEOs Office

IT

SPOC for:

Events

Admin


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HITS & MISSES (FY 2012-13)

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HITS:

Employee Engagement: KENEXA (People Pulse)Achieving an engagement score of over 90 percentile.

Organizational Talent Review: Review of 36 participants (as per pre-determined criteria) by RM and Talent Review Committee,

leading to successful identification of development needs.

Successfully conducted a Development Centre for all employees, B2 and above, excluding EC

Vision Workshops: Very well received organization wide

Successful completion ofTLT Assessment & Feedback for all EC Members

Mid year KRA Assessment by October, 2012

CII HR ExcellenceAwards 2012-13

Team Outbound Programme to Shimla in Sept 2012

Participation in Great Place to Work Survey

Successful completion of first cycle of360 degree feedback for effective participation in Hubs & CFTs.

MISSES:

Closure of open positions within stated SLAs

Clyde Britton for Sales Training as per Organizational Capabilities identified.


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L&D

Building OrganizationalCapabilities

AddressingDevelopment needsidentified through OTRvia relevant

interventions Implementation ofSDPs

Functional Trainings

TalentManagement

Action Plan &Implementation basisfindings ofDevelopment Centre

Building Bench

Strength for criticalpositions Creating a Gen-Yready organization

EmployeeEngagement

Greater Connect/Communication withInternal Customers espat Sites

Enhancing Employee

Touch pointsLunch with CEO ECF

Monthly interactionwith Hubs & CFTs

Revamping InductionProcess

HR Operations

Streamlining ERPProcesses

Focus on Adminrelated activities

Talent Acquisition

Closing open positionswith SLAs agreed.

Adherence to existingTalent Strategy

Tapping wider applicantpool through website,

LinkedIn and employeereferrals.

Common ApplicantPool on ERP

Rewards

Encourage a culture ofInstant Rewards &Recognition, as perR&R Framework

Differentiate between

Reward & Recognition. Have a culture ofreinforcing positivebehaviours throughright & timelyinterventions.

FOCUS AREAS 2012-13: AT A GLANCE

31


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The way forward: HR Action Plan & Focus Areas

FY 2013-14


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PENTIUM REALTY LTD

STRAP 2013-14

Create a culture of Innovation: where human capital strives for continuous improvement

Key Element Objective Measure Target Initiative Data Source Data Owner

Idea GenerationTo create an Idea

Bank

Ratio of IdeasGenerated to

No. of

Employees

1 is to 1Periodic campaigns andidea generation

workshops to encourage

employees to ideate

Idea Tracker Srinath

Idea

Operationalization

To convert Ideation

to Operations

Conversion

Ratio10 is to 1

Creation of a task force

for idea

operationalization

Feedback report

from Task ForcePriyanka

Review of

Operationalized

Ideas (ROI)

To assess if theideas

operationalized

have met the

conceptualisedobjective

Gap Analysis

Reduction in

gap by

continuous

innovation

Continuous improvement

programs & workshops

Workshop

Feedback ReportPriyanka

Feedback of

operationalized

Ideas

To better

understand the

benefits of ideas

operationalized

% of positive

response to the

operationalized

idea from one

or more key

stakeholders in

the vision

statement

Top 2 box

scores on 5-

point scale

Survey Methodology Survey ResultsTrisha &

Tanvi

PENTIUM REALTY LTD


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PENTIUM REALTY LTDSTRAP 2013-14

Create a culture of performance: where human capital prides in delivering what it commits

Key Element Objective Measure Target InitiativeData Source and

SharingData Owner

PMS awareness

To understand

consequences ofperformance

Score on the measure

"consequences of performingwell"

80% or

higher

Create periodic pms awareness

workshops

Quarterly reports on

PMS workshopfeedback

Tanvi

Enhancing Quality of

the Performance

Criteria

Articulating the KRAs

and key deliverables

that funnel into

delivering the key

business objectives

Quality audit score to begiven by the Core Committee

to be formed for Business

Performance Review

90% or

higher

1.Institute a core committee forbusiness performance review

2. Facilitate quarterly review of

KRA scroes

Quarterly audit scores of

KRA review.Trisha

Accurate

PerformanceFeedback

Enhancing the

accuracy of

performance feedback

such that it matcheswith the performance

scores

score on the measure on

"Accuracy of performancefeedback"

top 2 box

score

Have quarterly feedback

reviews

Documenting Quarterly

MIS from WGLs and

reportees and HR spoc

on the performancefeedback given to

employees

Priyanka

Using PMS process

as a strategic tool

Ensuring that the

Performance Review

Process stimulates

employees to deliver

high quality of

performance

% score on the parameter

"Performance process

stimulates me to perform my

best"

75% or

higher

Cover employees over a year

for meeting with CEO on the

quality and ability of the

performance review to stimulate

the employees to perform, to

high standards

Qualitative feedback

scores from CEO's

meeting

Srinath

Implementing actions

arising out of

feedback

To facilitate R&R and

Development actions

arising ot of

Performance Feedback

% implementation of key

actions arising out of

recommendations of the

"Core Committee for

Business Performance

Review"

85% or

higher

Facilitate "Core Committee for

Business Performance Review"

deliberations that can highlight

timely corrective actions for

performance shortfalls .

Quarterly Review and

Record notes of "Core

Committee for Business

Performance Review"

deliberations

Srinath


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Strategic Program 2013-14 HR - 3+3

Srinath V, Head HR

Objective & Goals - Create a culture of performance & continuous innovation

Vision : To be among the Top 3 Most Valuable Real Estate Companies

Running ProjectsProjects: Quarter 1

1 Enhance Ideation & Operationalization through continuous support

2

Setting the Performance Context:

a. Alignment of KRAs with the Business KRA

b. Institute a core committee to audit & assess relevance of KRAs w.r.t. the business context

c. Quarterly Feedback to be shared with WGLs

3

Enhancing Performance Delivery & Evaluation:

a. Conceptualization of a detailed L&D Plan to enhance recognition of Leadership Performance; Effective

Performance feedback etc.

b. Streamlining a Mentoring & Role Modeling Initiative to optimize the leadership pipeline

Projects in Pipeline

1 Inter-Functional Collaboration: Facilitate inter functional team lunches striving towards increased internalcustomer satisfaction

2 Innovation & Safety Portal

3 Facilitate R&R and Development Actions arising from Performance Feedback

4 Improve the Innovation Quotient of the Organization: Facilitate Learning & Knowledge Sharing Sessions


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Other Focus Areas Deliverable Initiative

Leadership Focus

T2T Leadership (Development

of Transactional Leaders into Transformational Leaders)Organizational Talent Review (OTR)

Optimizing the Leadership Pipeline (Mentoring/ Role Modeling)

1. Survey (to help identify target population of mentees)

2. Identification of Mentors (within the organization)3. Incase of unavailability, external resources to be identified

(through mentees)

Connect with the Vision Vision Workshops

HR Operations

Inter Functional Collaboration Index

1. Periodic surveys to measure employee feedback on Key HR

Processes 2. Feedback to be

instrumental in improving HR Processes

Recruitment & Selection Creating a Recruitment Panel for improved quality of intake

Induction & On-boarding Revamping induction process

Employee Relations 1.

Structured Grievance Re-dressal Mechanism2. Improvement in Work Environment & Support Climate

1. Half Yearly review through self administered questionnaires

2. Formulation of a 3 member committee to review & address

grievances

WGL Meetings/ Surveys

Culture of Performance (Increased PMS

Awareness)Awareness Plan (As per 3+3)


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HR Activity Calendar for 2013-14
http://e/HR%20IMPORTANT%20FILES/HR%20Activity%20Calendar/HR's%20Activity%20Calendar%20-%202013-14%20V%201.0.xls

Documents

HR Overview - 25th May 13 (1)