TCS Policies

Recruitment

Employee referral

Bring Your Buddy,

Provide cash bonus according to referred job position

Gift Declaration Form

Employee Development Policies

Employee Assistance Program

It is a professional counselling service. In important life matters such as personal, relationships, work and parenting concerns that an employee voluntarily seeks.

Education assistance

This policy is to encourage, facilitate and support a culture of continuous learning of an employee.

Education scheme- MBA

TCS provides its all employees a discount of about 60% on a fee structure of selected Institute to persuade MBA and develop themselves.

Performance Appraisal Policies

Earned Vacation

The purpose of earned vacation policy is to grant the employee with a fixed numbers of days off from work as a benefit he/she has earned on an account of working for a specific number of days in a particular period. The earned leave may be availed for personal reason, but it should be planned sufficiently in advance.

Gift Declaration

Provide monetary gift to employee for his/her extraordinary performance.

Employee Welfare Policies

Company Transport

TCS provides its employees a traveling convenience by pic and drop facility.

Health Insurance Scheme

TCS provides medical insurance for employees and family members and monthly check-ups.

Food coupons

Food coupons are provided to employees to provide quality food and increase interaction among the employees.

Holiday Homes

Provide homes located across India to allow employee to spend quality time with family.

Home Rental Allowances

HRA is a financial help provided by TCS to its employees in order to meet accommodation costs for rent payments.

Recreation

Activities like Friday Funday, Quiz competition, Picnics etc. are few recreational initiatives of TCS.

Talent Acquisition

The Company continues to attract high quality talent and has been able to successfully scale up the talent acquisition process. The global workforce plan is structured in alignment with the short, medium and long term business plans. The consolidated requirements are part-fulfilled by re-skilling / up-skilling existing unallocated associates and the balance fulfilled through focused drives by the Talent Acquisition Group. Experienced professionals are

recruited through online jobsites, head-hunters, recruitment agencies and through employee reference schemes. Other sources of experienced talent include strategic initiatives like M&A and in-sourcing. The Company's talent acquisition strategy is strongly focused on Campus Recruitment of engineering graduates and has invested in building relationships with universities across the world, as well as improving the quality of academic training at engineering colleges. In FY 2015, TCS (at the consolidated level) recruited 67,123 employees, on a gross basis (FY 2014: 61,200). Of this, 23,875 i.e. 36% of the hires on a gross basis were fresh graduates.

The Academic Interface Program (AIP)

It helps build a robust high-quality, long-term relationship between the Company and Academic Institutions

Faculty Development Programmes: TCS’ senior associates conduct training programs for faculty, to keep them abreast with technology developments and an industry perspective.

Student Workshops: Sessions for students on technical, managerial or soft-skills topics to enhance competitiveness and workplace-readiness.

Membership in Boards of Studies (BOS) / Curriculum Committees: TCS helps 37 Boards of institutes across India in revamping curriculum as per current industry trends.

Project Support and Internships: TCS provides internship opportunities for students from Indian and overseas institutions.

Student Awards: Sponsors the Best Student and the Best Student Project awards. Sponsorship of Academic Technical Events in closed partner institutes.

TCS also plays a role in mentoring and guiding students to explore career opportunities within the Company by way of experience sharing, discussions, awareness building on relevant industry trends, engaging through debates, polls and other engagement practices and pertinent topics of interest.

CodeVita was launched in 2012 to provide a platform for Coding Enthusiasts in technical colleges to showcase their programming skills. Code Vita has also been an opportunity for TCS to spot the brightest programming talent in the academia and attract them into TCS.

ASPIRE, a mandatory online interactive programme for technical graduates, aims to prepare students offered jobs at TCS for the ILP, ensure that they learn the basic concepts of IT, learn about the Company and sharpen their communication skills. The Aspire modules are deployed online in an interactive and gamified manner, reaching more than 20,000 students.

Ignite, from Science to Software the Ignite programme is a pioneering initiative to induct science graduates to TCS. Ignite has trained 1229 associates during FY 2015. The technology-enabled, project based learning approach at Ignite evolves continuously leading to the development of innovative digital assets

Learning & Development

TCS' Integrated Competency and Management System enables systematic tracking of the training roadmap of the Company's large workforce, while integrating skill assessment and individual development and providing employees an end-to-end view of their learning and competency development needs, as well as their progress against the plan.

At the start of the year, every employee in consultation with her/his supervisor, works out a learning and development plan for the year, based on their interests and aspirations as well as the needs of the specific project / Business Unit. Thereafter, the employee goes through various training sessions and workshops as outlined in the plan. These could be through e-learning sessions on in-house Learning Management System, external certifications, classroom sessions conducted by various technical centres of excellence within TCS or Management Development Programmes (MDPs). Each associate is assessed biannually on the progress made against this plan.

The newly launched Virtual ILP uses learning technologies to enhance the learning experience of trainees, with sessions delivered digitally and each trainee undergoing a customized learning path based on their baseline assessment. Trainees are also part of the various dedicated ILP and Technology related communities – that help them interact with senior leaders, Subject Matter Experts, technologist, scientists and architects.

Average per capita training hours in FY 2015Category Male FemaleSenior management 17.8 17.9Middle management 26.2 28.8Junior management 73.7 82.4Others/N/A 17.8 23.3

Talent Retention

TCS views talent retention as another critical success factor – as important as talent acquisition – and has invested heavily in building an employee-friendly culture and developing mature people-processes towards improving it. The Company has been assessed enterprise wide at P-CMM Level 5 and retention programmes are considered best-in-class in the industry. Employee retention has been enhanced through a wide range of competency enhancement and career growth options, role mobility, challenging assignments,

competitive and differential compensation, flexible working hours, a collaborative work environment, rewards, recognition and benefits. The outcomes of these retention programmes have also been best in class. The return to work and retention rates after parental leave are at 71%. Most parental leave is taken by female associates. In FY15, 5 out of the 13 employees who opted for adoption leave were men. In FY 2015, attrition in IT Services was 13.77% (on a LTM basis) while overall attrition, including BPO, stood at 14.8%. Of this, attrition caused by departures of new hires within the same year was 3.2%. Of total attrition, female employee attrition was 34 %. Attrition levels are higher at junior levels – at 16.4%.

Career Development

The Career Management Process operates with the philosophy of facilitating employee's Career Growth in TCS. Career Hub provides a framework to help employees learn and grow. It operates in a dynamic manner to provide timely updates to fuel and fast pace employees' career in the organization. Career development though the Career Hub is divided into two processes- Inspire: The TCS Hi Potential Programme (HiPo) and the iConnect process. The 'Inspire Programme' aims at identification, engagement and building of a robust leadership pipeline, keeping in line with the organizational growth objectives. Under this programme special initiatives are taken for hi potential employees (in senior and middle grades) at the ISU and organizational level to bring about more visibility to the high potential employee in terms of positioning, allocations, projects and learning. HiPo's undergo exclusive focused leadership programmes to help them move into higher roles. The iConnect process is for all other employees in junior to middle and equivalent grades. It focuses on one on one discussions in areas ranging from career development to personal development .This process also allows a mentee to directly reach out to a mentor of his/her choice. In both these processes mentees have a career discussion with their chosen mentor and customized Individual Development Plan is created by mentor post discussion. A guide to the career paths in TCS as well as mentoring success stories are published on the Career Hub. At TCS, career processes are online and transparent, with a holistic view of aspirations, mentoring, and developmental interventions, as well as an opportunity to share their feedback online. My Career Eureka is a social media platform for associates to connect for insights and plan their careers in TCS. In this community, associates have a common ground to blog, discuss, clarify and develop a better understanding about their careers as well as to connect with domain experts. Employees can voice their views and inputs on the career processes through the Career Eureka community on the internal social networking platform. This community launched in late 2013, has been successful in responding to associates' queries in real time, sharing inspirational success stories of mid-level and senior associates, and also for receiving guidance through a one-to-many mentoring opportunity. The community is also used to crowd-source ideas and use this platform to constantly develop and improvise on the Company's career planning tools.

Competitive Compensation Model

TCS has to attract and retain talent in a highly competitive labour market. The workforce consists of mainly software engineers who hold engineering graduate and post-graduate degrees and even entry-level wages of engineers in any country tend to be several times higher than the minimum wage in that country. TCS' employee cost over the last three years is given below:

FY 2013 FY 2014 FY 2015

Employee Costs in USD Mn

6,549 7,544 8,940.4

To ensure competitiveness in the pursuit of talent, TCS regularly benchmarks its compensation plans and benefits¹⁷ with those offered by peers. There is also a skill-based allowance for employees possessing niche skills, designed to motivate employees to acquire marketable skills thereby benefiting themselves as well as the company. Compensation structures are driven by prevailing practices in the different countries TCS operates in. But across the enterprise, remuneration is the same for men and women working at the same location and in the same grade.¹⁸ In India, in addition to a fixed component of the salary, there is a variable component linked to the Economic Value Added (EVA). Pay-out of that component depends on organizational performance as well as individual performance. This alignment of the Company's interests and the individual's interests has the effect of strengthening team spirit and improving collaboration amongst teams.

Reward and Recognition

Subscribing to a performance based culture, TCS has several schemes for recognizing and rewarding employees. TCS Gems is the formal, global online employee recognition platform for managing all the rewarding mechanisms at TCS. Some of the popular awards are Star of the Month and Quarter Awards, On the Spot Award, Best Programme and Project Manager Awards, Star Team Award, Beyond Performance Award, Service Awards, appreciation certificates. Associates can choose their reward from a variety of redemption options ranging from electronic items, utility products, gift vouchers, travel accessories, charity and more. Other forms of rewarding outstanding performance include fast-track promotions, sponsorship of external training and certification programmes, assignment to key positions, membership to professional bodies, sponsorship to international conferences, public announcements of individual/team achievements on the intranet, internal magazines, town hall meetings and so on.

Challenging Assignments

The importance of work content and an individual's quest for self-actualization can never be overstated. By virtue of its broad footprint across geographies, across industries and appetite for executing large complex projects, TCS offers plenty of opportunities for ambitious individuals who seek challenging assignments and exposure to different kinds of

roles, technologies and geographies. This has been an important aspect of TCS' best-in-class ability to retain high performers.

Employee engagement and motivation

Communication within TCS has moved to the next level thanks to Knome, TCS's internal social networking portal. From the traditional one-dimensional mode of communicating to multi-dimensional engagement, the organization caters to its largely young audience through this social network. TCS associates across the globe can now post their views, suggestions and questions at one place, and also expect to get feedback through comments and answers from other associates. TCS' senior leadership engage regularly with associates through blogs and live chat sessions, which has ensured that that the voice of a regular associate is not just heard, but 'actioned' upon by the top management. Besides, the simplification journey within TCS will usher in an era where employees will get their work done faster, in a more efficient way through effective and easier processes. Employee retention and motivation are greatly facilitated through closer engagement with employees and by fostering a spirit of community, through shared activities outside of work. TCS sponsors picnics and social gatherings at every location so employees and their families get together under informal settings. Another forum for employees and their families to participate in and develop sense of camaraderie is TCS Maitree, which harnesses their energy and enthusiasm to undertake activities for the betterment of the local communities and the environment. TCS takes an active interest in the wellbeing of employees and has actively supported athletic and sporting events at the national, regional and local level. The company encourages employees to participate in these activities on a regular basis and stay fit.

Wipro Policies

Recruitment

Get your buddies to join Wipro family

Trainings

Entry-level program (ELP) The program covers the junior management employees with the objective of developing managerial qualities in the employee. The target group is campus hires and lateral hires at junior level.

New Leaders’ Program (NLP) It is popularly known as NLP and aims at developing potential people managers, who have taken such roles or are likely to get into those roles in the near future.

Wipro Leaders’ Program (WLP) This program is for middle level leader with people, process, and business development and project management responsibilities. These leaders are like the flag bearers of Wipro values and Wipro way of doing business.

Business Leaders’ Program (BLP)This is for senior leaders with business responsibility. At this level, people are trained up for revenue generation; and Profit & Loss responsibilities. The program covers commercial orientation, client relationship development, and team building and performance management responsibilities among other things.

Strategic Leaders’ Program (SLP) This program covers top management employees. The focus is on Vision, Values, Strategy, Global Thinking and Acting, Customer Focus and Building Star Performers. Wipro ties up with leading business schools of international repute to conduct this program for Wipro leaders.

Custom Content Development (CCD)As a part of the Custom Content Development Service, Wipro provides innovative and affordable learning content solutions. This service is customized specially to meet your requirements and help you get a competitive edge. Wipro’s Custom Content Development Service goes through a rigorous development cycle to ensure Quality and Timely Delivery of the solution. Custom Content Development Service includes: · Application Training · Process Training · Compliance and Regulatory Training · Product Training · Rapid Training Solutions

Performance Appraisal

Template of performance review

Employee Welfare

Welfare Activities:Education Wipro has its own institute, where the education is given to the employees’ children absolutely free. The school has classes from JR. kg to class-XII In English medium. Free transportation facility is also provided to them. Medical Company’s philosophy is “Nobody should die without fund”. Company believes its responsibility towards health services to provide to the employees go beyond the statutory provision. Being the petrochemical industry and some of their process are considered

“Hazardous”. Company recognizes the importance of good occupational health services. Therefore, at the manufacturing sites, they have well equipped, full-fledged medical centre, which are manned round the clock. Housing Company has its own township at different location in Bangalore. If house is available, the new employees are allotted the house otherwise the company can also hire house. All the maintenance in houses provided to employees by company is done by the company. Canteen The company gives canteen facility under which food is provided to the employees but it is not compulsory for them. They get the allowance in their salary. The Contract Cell at Wipro invites tenders and the Contract cell signs detailed agreement with the contractor. The operation of the canteen is given on the contract. Sports To motivate the employees of the company organizes different sports tournaments i.e. Cricket, Volleyball, Table Tennis, Badminton Etc. Recreation activities For the recreation of the employee, company organized gets to gather once in a year with their family and also arranged short distance picnic. For picnic they get Rs. 100/- and free transportation once in a year. Club membership The purpose of the club membership is to meet the other members of the industrial community and interact with them for relation personnel leisure. Insurance Policy Wipro provides personal accident insurance policy of Rs 100000 for employees. Premium of the company is half pay by employee and other will pay by Wipro.

BENEFITS GIVEN TO THE EMPLOYEE IN WIPRO

Wings Within You also have access to various job opportunities within Wipro itself. This would enable you to pursue careers of your choice in the Organization. Your career at Wipro is what you make of it. It is a tool that gives you flexibility to apply for the job of your choice and map your own career. Very few organisations can match Wipro's capability to offer the kind of flexibility and opportunity to pursue multiple careers and unhindered growth, while you continue to work in the same organisation. Wipro Leaders Program The program is designed to identify the specific actions and attitudes that constitute the Wipro leader's qualities. It examines how each manager rates against these qualities, provide an understanding of how the required skills and competencies can be developed and plan what each individual can do to strengthen his or her leadership qualities. Long Services Award Recognize contribution of employees through a comprehensive reward programme - Schemes include holiday packages with special facilities. Other Benefits Reimbursement scheme provides tax shelter on quasi-official expensesOffer stock options to deserving employees (Wipro Employee Stock Option Plan (WESOP)) Credit cards for all our employees as per the policy

IBM Policies

Recruitment

Thus, IBM recruits employees who are daring, hard-working and have an urge to learn and excel. They look forward to employees who can add value to themselves as well to the organization at large.

Annual intake-

It varies according to the business needs. The approximate figures are around 67 freshers recruited every year and 7-8 laterals. As far as the recruitment for consulting position is concerned, IBM has a list about 20 B-Schools which suit the company requirements and are contacted for recruitment. IBM also has its recruitment Process Outsourcing (RPO) service which provides outsourcing solutions to identify the best talent available. They help to improve the workforce productivity, make the internal processes visibly clearer and streamline recruitment services delivery.

Selection

The selection process for consulting jobs is carried out by partners and not the HR department. They test for the subject matter, assess behaviour and check the basic technical skills of candidates. Only if all the required criteria are met, the job will be offered to the candidate. Selection process generally remains same over the years.

Job Level MethodsLateral hires Interview and Interaction SessionCampus placements Group discussions and interview

Talent Management

Talent engagement and transformation are top priorities for C-suite leaders. The practice gives clients access to organizational change management methods, tools and expertise gained from our external clients and IBM’s own transformation initiatives.

Key areas:

Change Management: It is responsible for every client's transformation and enables them to prepare for and successfully implement change. It is a core component of all IBM's solutions, helping to accelerate results and drive sustained business impact.

Talent Analytics: Talent is one the top three CEO priorities. As organizations shift from buying new talent to building existing talent, CHROs depend on real-time insight and immediate access to the right resources at the right time. Our solutions integrate leading analytics with talent management expertise to provide a holistic view.

Employee Experience: Engaged employees drive business results. The C-Suite understands that the ability to engage, develop, recognize and support employees will be critical in the battle for customer loyalty The focus is on employee engagement and collaboration, and improve workforce productivity and retention through a blended approach of behavioural sciences, technology and organizational consulting.

HR Transformation (Cloud): They support organizations as they consider moving their HR systems to the cloud. They provide strategy support, vendor selection, and implementation of HR Cloud systems. Their solution also supports the culture and organizational changes that stems as a result of moving to cloud.

IBM Kenexa Predictive Retention helps organizations boost employee retention and employee satisfaction rates by providing the ability to identify and act upon the specific factors that can contribute to talent attrition and turnover. This includes profiling employees who are more likely to leave voluntarily, as well as the specific risk factors that can be used to prevent future attrition.

It helps organizations in: Increase employee retention rates by identifying and acting upon key attrition factors. Leverage employee feedback to optimize your work environment in near real-time and

boost employee satisfaction. Improve productivity and decrease costs associated with attrition by proactively

addressing attrition risk factors

IBM is one organization as a whole. It does not differentiate between its business divisions. The selection depends on position which is to be filled. The particular position is first tried to be filled internally. Applications are invited for the position from interested candidates which are then interviewed for it. If the position still remains vacant, it is filled by inviting applications from outside the organization.

Employer branding- IBM is lagging in this feature and it is working upon it.

Employee Engagement

No proper on-boarding process is there, only orientation program to know about company which does not include the wider aspects

No proper networking within the company

Does not take care of employers aspirations

Freshers are paid lower than their peers at the time of joining but given a hike within a year

New joiners do not immediately get great projects

Very good organization for top management

Work from home facility is provided and work pressure is low

As it is shown the efforts for employee engagement is low, this has resulted in low level of

employee retention. People are leaving frequently. They leave in 3-4 years majorly. As a

result it has led to a gap in middle management.

Training and Development

Think 40 program: It is an IBM exclusive program where every employee is required to

complete 40 hours of training within a week. This program can be undertaken any time

within a year of joining. It affects the rating of an employee if missed.

The essence of this training program is “Restlessly Reinvent Yourself”. The program aims at

upgrading and diversifying the employee skills as per the market conditions and to stay

ahead of competition. It is mutually beneficial for both the employee as well as the

organization. THINK-40 adds on to the CV of an employee and helps the organization to stay

competitive.

Career planning:

Self-goal setting-

• Employees visit the portal and see what is required to reach to the next level

• He updates the manager of his aspirations and expectations and the manager in

turn ensures he stretch himself to achieve his targets

An optional webinar and conference is held three days a week

Internal restrictions are there on classroom training

Diversity

IBM conducts all its activities without discrimination based on race, colour, genetics,

religion, gender, gender identity or expression, sexual orientation, national origin, disability,

age or status. Its inclination to promote diversity can be seen in its past practices as well.

IBM hired its 1st disabled employee in 1914 and its 1st black employee in 1946. The

company is regularly listed as best places to work for employees, employees of colour, and

women to work. Currently, IBM is one of the top 10 companies in 2014 NAFE top 50

companies for Executive Women.

Differently Abled- IBM has special offices for differently abled employees.

Gender- There is no active gender bias although there are more than 50% women.

Work Life Balance

IBM is an organization well known for its employee friendly practices. The work life balance

at IBM is paid a lot of importance.

IBM – GBS puts trust in its employees and gives them the liberty to work from where ever

possible and doesn’t push them to be available in office for specific number of hours as long

as the employees keep high productivity and perform better. But to keep a track of their

employee’s time and on what project he/she has carried out their work so it can be charge

to the client. IBM expects its employees to log the number of hours worked on each project

in their Time Management System ILC – Intranet Labour Claiming.

In case you miss to clock in the required hours for a week, escalation goes too your manager

which is not a favourable case.

Employees are required to complete 40 hours of service in a week with no fixed number of

hours for a day.

In IBM, there are two sets of managers. One is the personal manager who is responsible for

your leaves, ratings and related things. The other is a project manager whose roles are very

different from the personal manager. He allows leave only if it is possible from the project

point of view. In case the project requirements do not allow, the project manager will not

grant a leave.

The number of leaves as per the policies is listed below.

Privilege leave

22 days in a year

12 days can be carried forward to next year

Sick leave

Maximum 14 days of consecutive sick / casual leave

Paternity leave

Maximum 5 days within 120 days of birth / adoption

Maternity leave

90 days with pay

Post maternity – Leave of absence

Additional leave of maximum 6 months without pay

Compensation and benefits

Pay-

• A major part of the salary is fixed(90-92%) with very less variable which is also

dependent on company’s performance

• No concept of retention bonus

• IBM stock option is very rare, only for top level management

Promotion- No fixed promotion cycle

Performance Appraisal System

• It is done yearly and is target driven .33

•

• An excel is floated with weighted parameters called the ‘Career Framework’ which is

first filled by the employee himself, then reviewed by the supervisor followed by the

project manager

• Employees at same career level in the organization are compared against each other

at the project level and then the business unit level and the performance of each

employee is then plotted on a Bell curve

• Then the employees are segregated into different rating scale based on the

competencies they have developed since the last evaluation.

• Performance Rating Scale

1 : Among the Top Contributors2+ : Above Average Contributors2 : Solid Contributors 3 : Need to improve 4 : Unsatisfactory

Work Culture

Values followed at IBM:

The value system that IBM follows is broadly divided in three categories.

1. Dedication to every client’s success

Put the client first

Listen for need, Envision the future

Share expertise

2. Innovation that matters, for our company and for the world

Restlessly reinvent our company and ourselves

Dare to create original ideas

Treasure wild ducks

3. Trust and personal responsibilities in all our relationships

Think, prepare, rehearse

Unite to get it done now

Show personal interest

Working hours:

Working hours are not that stringent as in consulting job employee has to work according to

the need of client.

Peer Interaction:

As the consulting job requires employees to work on client sites, most of the interaction

with immediate superior is through formal channel of e-mails.

Same is true for the interaction with colleagues. Employees tend to maintain informal and

friendly relations with juniors

Health and safety policy of IBM:

“Advancing the health, safety and well-being of our global workforce is an absolute priority;

it's a commitment that encompasses the environments in which employees work and the

communities in which they live."— Martín J. Sepúlveda, M.D. FACP, IBM Fellow, Vice

President Integrated Health Services

IBM's proud heritage of excellence and long history of leadership and commitment to

employee health, well-being and workplace safety date back to the very beginnings of the

company.

IBM is known for its best healthcare policies for employees, which are listed below

Regular health checks

Quarterly psychiatrist sessions

Awareness drives

Ergonomic chair design

Induction program for newly joined employees:

Every new IBMer would be a part of the Royal Blue Ambassador Program (RBA). This is a 30

days program which connects every new IBMer to an experienced employee who acts as an

advisor or buddy helping new joiners adapt quickly within IBM. This includes everything

from finding accommodation to getting help in understand the work culture of IBM.

Benchmarking with competitors

Ernst & Young

The major HR strategies and structure at EY are as described below:-

Structure of the People Department:

EY has a dedicated and a very active HR department. The company lists the HR department as Human Capital Services in its organizational structure diagram.

Broadly the human resource department is divided into three categories: The people

strategy department, the performance and reward department, and the HR

consulting department.

The people strategy department looks into HR strategy articulation, organization design, and job evaluation and grading.

The performance and reward department looks into compensation and reward,

performance management and appraisal, competency and assessment centres,

training development plans, and HR policies and procedures.

The HR consulting department gives consultancy services to the clients regarding people issues.

The People department lays a lot of emphasis on changes going on in the

contemporary business environment and actively gets involved to become the

champion of change to achieve all targets which help the firm realize its vision and

mission.

The average age of the workforce is 26-27 years making the workforce fairly young?

There are 65% women in the organization which makes EY extremely gender diverse.

People policies:

The leaves policy of the firm is just as any other company in the industry but the HR department is particularly concerned about the work-life balance of the employees.

The usual working schedule of the company is from 9:30 am to 7 pm but almost all the employees have to stretch an hour or two extra every day.

There is restricted provision to work from home as the work at EY is usually team

oriented wherein the dependency of the team mates on each other is quite high so it

becomes difficult to co-ordinate with a co-worker who is sitting at home.

The People department sponsors team parties to rejuvenate the employees and also

organizes team outings.

Performance Management:

The performance management system of EY is quite mature and all employees have

2 discussions with their line managers in one year. This gives the employees ample

time and opportunities to reflect upon their scope of improvement.

The HR department conducts regular employee satisfaction surveys to keep track of any bubbling grievances.

The firm uses 360 degree evaluation and balanced score card approach to do performance appraisal.

The firm values its human capital a lot and takes every step to retain it and tries to reduce early employee turnover.

Hiring and Talent Management:

The department tries to keep the process as simple and transparent as possible. The firm uses an Enterprise Resource Planning enabled hiring system.

The firm hires both freshers and laterals.

The freshers are usually hired from campus and the number of freshers hired depends on the attrition rate of the current employees.

While the freshers are hired on a regular basis the laterals are hired on a need basis only, that is, when there are vacancies.

The average life cycle of an EY employee is two to two-and-a-half years.

As of now the firm has an approximate composition of 70% freshers and 30% laterals.

The training program of the freshers lasts for five days after which the employees are expected to continue learning on-the-job. For laterals it is 1.5 days.

The HR department also has a provision to provide career development and counselling to employees of all positions. This is done only to maintain harmony in teams and increase team cohesion. Such sessions also reduce interpersonal differences and

motivate the employees to work with enthusiasm.

Compensation Policies:

The compensation system at EY is also structured in such a way that it facilitates

innovation and motivates the employees to that extra mile to prove themselves and

do something extra, something which is out-of-the-box. For example the HR

consulting department has a starting annual salary of about 11-12 lacs INR, which is

the fixed component of the salary. The variable component forms approximately

30% of the fixed component and varies as per the performance of the employee.

The firm also gives recruiting incentive to the employees who refer valuable workforce to the firm if that workforce gets selected.

Recent HR Practices:-

Rank harmonization:

1. EY has 5 career ranks for client service employees and these ranks are

primary career milestones.

2. There are subdivisions of ranks that represent the way the skills and

experience of the employees is measured.

3. This provides a greater clarity on the employee career path and the

employees get a fair and equitable basis to be promoted. Employees get to

know what is required of them to get promoted.

4. EY also encourages employees to take advantage of the learning and

development programs in the firm.

5. Promotion is a movement from one rank to another. A change in rank means

a change in responsibility, competency level, and authority.

6. There is a “grow or go” principle at each rank. This practice ensures that the

right people are present at the right time and in the right role which better

defines the core business services of the firm.

7. Greater clarity around career models helps to retain talent for a longer time.

8. The benefits of rank harmonization are: a. Provides seamless, consistent, high quality client service, worldwide

b. Mobilizes employees globally

c. Meets increasingly regulatory demands

Competency :

1. In EY, Competency comprises skill, behaviour and knowledge.

2. Skills: includes the consulting and technical skills that are needed to effectively

deliver the Business Advisory Services (BAS) value proposition to clients and to

sustain the BAS business.

3. Behaviours: the way EY delivers to clients and the employees of EY work

together. It is the way clients immediately recognize, and EY demonstrates that it

provides the best BAS consultants.

Accelerated Leadership Plan:

1. The ALP is a firm wide 3 year exclusive program for the development of

leadership.

2. It aims at increasing the diversity and power of the leadership strength.

3. It is a sum total of aspiration, ability, and engagement of the employees

4. It has 2 parts – skills workshops which form a part of formal learning and on-

the-job-experiences which form a part of informal learning