People Practices
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The cornerstone
of our people management philosophy rests on our unshakeable
belief "Customers and Employees are both our Top and Bottom
Lines". From this belief we derive all our People Management
Practices. The broad principle derived is: Job Satisfaction
is the Key to Employee Satisfaction. We sincerely attempt to
provide this via the following:
- Ensuring that Birlasoftians understand the significance
of their individual contribution to the achievement of overall
objectives of the organization.
- Trying our best to give each Birlasoftian the kind of
role that she/he identifies with.
- Providing variety in work through job rotations and giving
opportunities to contribute to organization-building efforts
above and beyond the regular work.
- Providing constant and timely feedback on performance
and organization membership as well as creating avenues
by which Birlasoftians give feedback to the organization.
- Enabling requisite levels of freedom and independence
in work delivery and staying away from undesirable monitoring
and controls.
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To enable all this, the organization is being
built brick by brick by adopting the framework of the People
Capability Maturity Model (PCMM) - a global system that guides
our people management practices into a coherent whole. Some
of the key people processes that we are working on are:
Communication
Focusing on establishing effective communication throughout
the organization and to ensure that Birlasoftians have the skills
and avenues to share information and coordinate activities effectively.
Performance Management
Driving the organization's and its members' progress by establishing
objectives related to committed work against which performance
can be measured, ascertain capability development assistance
required to continuously enhance performance.
Competency Development
This starts with identification of requisite competencies at
the organization level which are ultimately dependent on competencies
that are needed to be identified, built or enhanced in the individual
Birlasoftian. Enhancing constantly the capability of Birlasoftians
to perform assigned tasks and responsibility in turn uplinks
to the organization capability building.
Training and Development
To ensure that the identified competency requirements are built
through a systematic and focused approach.
Compensation
To provide all individuals with remuneration and benefits based
on their contribution and value to the organization in a fair
and transparent manner. Competitiveness of the compensation
offered in comparison with the prevailing markets' reality is
the driving force.
Career Development
To ensure that individuals are provided opportunities to develop
their competencies that enable them to achieve professional
and personal career objectives within the organization's goals.
Participatory Culture
A myopic outlook of utilizing talents of people only in the
delivery of assigned duties has two broad undesirable effects:
It prevents people from developing as well rounded professionals;
and it denies the organization the readily available multi-talented
internal resource pool that could potentially contribute to
most of the challenges and opportunities facing the organization.
Building a participatory culture enables availability of avenues
to harness/give exposure to employees' full capability by involvement
in making decisions and solving problems that affect the performance
of business activities.
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Careers
