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- MANPOWER PLANNING
A structured manpower planning is done whenever there is any major expansion of manpower through value stream mapping, benchmarking and application of Markov's Chain Analysis etc.
- RECRUITMENT AND SELECTION
Varroc Group believes in quality over quantity, merit over contact. Hence, employees across the vertical are initially screened through a unique copyrighted Curriculum Vitae Assessment System (CVAS). Those who meet the minimum criteria of CVAS are then asked to take the customized 16-Step Assessment Centre (AC) wherein ‘technical’ as well as ‘behavioral/ managerial’ competencies are assessed. The Group has designed and developed a comprehensive competency model which changes as per roles and levels. Equal focus is given to a candidate who is organization fit as well as job fit. People who are then selected integrate very quickly into the Group and their ramp up process is usually very smooth and short. We strongly believe that good quality control in this process leads to not only higher HR capital, but more engaged and happy people. Higher productivity or lower attrition is mere corollaries of this strategy. This adds to the competitive edge of the Varroc Group.
- INDUCTION & PLACEMENT
Once on board, the employee is greatly involved in designing his own induction plan. All clarity is provided via JDs, company policies and training on Goal Setting process so that he can make his own KRAs. The basic idea is to ensure that the new inductee gets an opportunity to be integrated professionally, socially and culturally. Through this process the ramp up time is substantially reduced. Submission of Induction Report is also mandatory so that there is a pool of explicit knowledge readily available for the next inductee to build upon. Empowering employee in totality from day one is the aim as we strongly believe that we are not hiring two hands but the entire human being. Deep respect for fellow human being is our mantra.
- PERFORMANCE MANAGEMENT SYSTEM (PMS)
We have a very 'structured' and 'scientific' PMS – where maximum stress is to reduce the subjectivity of human assessment. The Corporate Goals are shared extensively so that individual's goals are well designed while taking care of their 'local concerns and aspirations'. Each goal statement is complemented with corresponding strategies and actions plans besides individual goals, mid-term and long-term plans. This ensures that Varroc fulfills its Vision, Mission and Corporate Values as per the guidelines.
Moreover, ratings of employees follow bell shaped distribution curve. During PMS we take care of ‘efforts’ and ‘results’ as both are complementary. A rigorous review of performance on a half yearly basis takes place so that employees get an opportunity to take mid-course corrective actions. Thus, PMS does not only take care of administrative issues but also developmental issues. Balanced Score Card approach is built into the process. The process always starts with MBO so as to take care of an employee’s initiatives and dreams.
- LEARNING & DEVELOPMENT
Varroc has a well-designed system of addressing the Learning & Development needs of its employees. Apart from on line and off line trainings, cross-functional teams are formed to accelerate training efficacy. Training Need Identification (TNI) is done right from the interview stage (through Assessment Centers) till retirement. The developmental needs are also identified through the Competency Model and employees’ potential is improved through Personal Development Plans (PDPs). As a result, Peter’s principle i.e. the chance of anyone rising to his level of incompetence does not arise. We strongly believe that an individual has unlimited potential and we just have to tap it through catalytic actions of training and development. Our T&D team acts as a facilitator while the employee puts in his efforts to reach his full potential.
- KNOWLEDGE MANAGEMENT
It is the knowledge of the employees – implicit and explicit – which provides Varroc an edge over its competitors. Varroc goes an extra mile to capture implicit knowledge and to make it available to all. Varroc has a comprehensive Knowledge Portal which captures the best practices within the Group ranging from PFMEAs to VA/VE initiatives to SOPs and makes them available to the employees. Thousands of kaizens can be searched through the portal for horizontal and vertical deployment.
- CORPORATE COMMUNICATION
The role of corporate communication in Varroc is that of an integrator. The quarterly magazine – Varroc Pulse - of the Group builds the bridge between the various Plants which are spread across a wide geographical area. Not only is it used as vehicle to update the employees about the latest happenings within the Group, but also acts as a catalyst to build a culture based on our Corporate Values – Sincerity, Humility, Integrity, Passion and Self-discipline. The focus is not only on recognising success stories but also on fostering and seeding innovations.
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October-December, 2009
Vol.2 No. IV |
January-March, 2010
Vol. 3 No. I |
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FUN@WORK
Employees playing volleyball at the Pant Nagar Plant
The philosophy of funatwork@varroc is a part of the organization’s culture. As part of team building exercise, Varroc regularly organizes interplant sports competitions like volleyball and badminton. Moreover, trips, events, performances by eminent artists and adventure excursions are also held frequently. After-all, work life balance is extremely important. The ‘Varroc District Cricket Tournament’ in Aurangabad is conducted by us. As a part of this initiative, we also organize an annual industrial cricket tournament where teams across industries come together to play. A similar tournament is organized for school children. We also support the Aurangabad sports council. The great part is that this is a totally an employee driven activity where organization is a mere facilitator.
To paraphrase Mother Teresa’s quote, “People, who play together, stay together”.
We think that having fun at work is good HR & builds better work – life balance.
- LEADERSHIP DEVELOPMENT
Leadership Development is a critical initiative for maintaining a steady talent pool to ensure business sustainability. Potential leaders are identified through Development Centers (DCs) and are subsequently groomed through Personal Development Plans (PDPs). Progress of the potential candidates in terms of PDPs is reviewed every six months. Moreover, intra- departmental transfers, in select cases, are also encouraged so that people can get an all round exposure and become more knowledgeable and valuable.
Peter Senge (Through The Eye Of The Needle, 2001) - “few traditional organizations ever go through the eye of this needle….We are out of control, driving down a dark road with little or no light, and most technological progress amounts to speeding up.” And Learning Organizations means “Developing specific learning capabilities not present in traditional organizations.”……..”To be a real learner is to be ignorant & incompetent. Not many top executives may be up for that.” |
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