HR case solution

1.Talent Management
Roadmap

2. PGET GET campus

program

3. R&D Engagement plan

By: Aditya Chaurasia

MBA(HRD)
DSE
Workforce Planning

Questions like, 'what capabilities will we need in future?' or 'How will we get them?' are crucial from R&D perspective, especially when we
are planning to scale up extremely fast in the next 2 years. Hence, Workforce planning becomes an important step  to ensure, the
organization has the right people – with the right technical capabilities – at the right time.

The following 4 analysis would be done:​ KPI's Identified

1. Supply Analysis: ​
•
• % head count for strategic
Prepare hiring forecast as per the hiring and attrition projections​
• Analysing existing demographics within organization like age, gender, tenures, teams etc.​ roles < required
​
• % head count for strategic
2. Demand Analysis:​
• Forecasting workforce composition as per business issues, expansion plans, new product
roles > required
lines etc.​
• Determining all internal & external factors that may affect demand.​ • % Demographics
• Analysing future composition of R&D department as per the business requirements.​ maintained
​
3. Gap Analysis:​ • % identified gaps,
• Comparing the analysed supply and demand models to identify gaps.​ eliminated
​
4. Solution Analysis:​ • Successor gap rate
• Developing the strategies for the way forward in attracting, hiring, retaining, investing,
training and developing talent in R&D
Talent attraction and hiring

• Effective employer branding targeted to communicate company's Culture,

Achievements and Growth.
KPI's Identified
• Proposing strong Employee Value Proposition at par with competitive benchmarks.
• Offer acceptance rate
• Employee Value Proposition effectively communicated through engaging career site,
social campaigns, testimonials. • Application rate per job
role opened
• Conducting campus engagement activities like webinars, workshops, internships,
placements and case/innovation competitions to enhance brand reach and • Recruitment funnel
recognition among youth. effectiveness

• Maintaining/Improving employer ratings on social forums like Glassdoor, Indeed etc. • New hiring vs. attrition
and getting Great Place to work certified. rate.

• Launching attractive employee referral scheme. • Quality of hire

• Rewarding final round rejected candidates with vouchers, discount coupons etc. as a • Brand reach
token of gratitude for showing the interest and the time invested to become a part of
Atomberg.

3
Onboarding
KPI's Identified
A research by Gartner says that a successful Onboarding can increase an employee's discretionary effort by more than
• Time to productivity
20% and drive employee performance by up to 15% and furthermore, makes committed employees work 57% harder and
nine times less likely to leave. • Training completion rate
• New hire turnover
Hence, Preboarding and Onboarding are to be effectively utilized to reinforce the Employee value Proposition promised. • New hire satisfaction

Pre boarding Day 1 Week 1 First 3 months

• Getting feedback on hiring process • Sharing a customized welcome mail • Taking regular follow ups from • Assess performance and progress
with new employee, CC'ed to all. employee of new hire.
• Sharing newsletters, articles and • Assigning  buddy to provide an in-
recent happenings/developments office tour. • Informing about their assigned • Completing the required training
at Atomberg. • A brief meeting with a senior projects and communicating the needs.
manager of the assigned department. performance assessment methods.
• Communicating the timelines and • Ppt by HR team on company's history, • Delegating responsibilities and
scheduling onboarding values, mission, vision, growth story • Discussing and assessing the projects based on performance and
and future plans. immediate and future training expertise.
• Brief telephonic calls with senior • Providing employee handbook, id requirements
partners to congratulate the new card and a briefing on workplace • Assessing the assimilation into work
employee to be, taking direct policies on discrimination, • Providing the access to culture.
feedback on hiring experience, harassment, code of conduct etc. customized training modules through
their expectations from the role • At the day end, a meeting with an organized LMS, as per the • Communicating clearly defined
and company and sharing back the accounts team member to provide requirements analyzed training short- & long-term goals.
company's vision with them. briefings on banking solutions, requirements.
compensation structure and solutions
to avail benefits/tax rebates for
future.
4
Assessments and Promotion
process
DYFUNCTIO HIGH STARS
NAL POTENTIAL
GENIUSES

UP or OUT CORE HIGH

Potential
Method for assessment – Management by Objective (Half Yearly) DILEMMAS
 Manager and employee would together identify, plan, organize and communicate objectives, based PLAYERS PERFORMERS

on which, performance assessment parameters would be identified for the defined objectives
through following three perspectives. BAD UP or OUT WORK
HIRES GRINDERS HORSES
 1. Internal business:
 Agreed milestone/objective met Performance
 No of projects completed Appropriate weightage to be given to each
 Speed decided performance indicators, hence
 Efficiency/keeping within budget
developing the overall performance sorecard
 Quality of output/work
 to be mesured and graded accodingly and the
Behaviour involved in R&D activities KPI's Identified
 Planning accuracy performance scores to be updated regularly
 2. Innovation & Learning: and assessed on the 9-box grid.
• % employees satisfied with
 No. of patents/useful findings
The future plan of actions and promotions are performance assessment method
 No. of ideas
 Creativity/Innovation level
• % employees satisfied post
then to be decided as per the grid, the
employee falls in to. promotions
 3. Financial:

• % change in performance rate post
 Expected or realized IRR/ROI
 %sales of new products promotion
 Profit due to R&D • % change in attrition post promotion
 Market share gained due to R&D
5
Proper grade structure and designations

Head R&D
Grade Structure: Multi Graded Structure
R6: Head (R&D)
Manager Manager
R5: Manager (Quality & Compliance), Manager(Research & Innovation) (Quality & (Research &
Compliance) Innovation)
R4: R&D Coordinators, Research Project Lead

R3: Research Engineers (Researchers), PGET(Tier 1)

Research Research
R2: Research Technicians (Testers), PGET(Tier 2,3), GET(Tier 1) Coordinator Project Lead

R1: GET (Tier 2,3)

Research
Engineers
KPI's Identified

• Comparison with industry benchmarks

• Growth opportunity Research
• % employees satisfied with designation Technicians
6
Training & Development

• Training modules provided as per the identified skills gap, through

an organized LMS during first 3 months of Onboarding.

• Continuation of training on LMS and on the job training through KPI's Identified
coaching, mentoring, job rotaton etc. as per the employee
• Training fulfillment %
performance in the initially assigned tasks/projects.
• Time to proficiency
• Continuing off the job training in the form of webinars,
conferences, knowledge sessions on recent technical • Initial vs. Final scores
developments in the field or technical skills sessions mapped as
on competency matrix. • Knowledge and skill retention

• Developing a competency matrix to map the skills needed vs. • Impact on performance
skills available for every role and customizing training sessions • Cost of training
accordingly to fill in the gaps.

• Providing individual training objectives to each  individual as per

the performance evaluated on the 9-box grid.
7
PGET & GET Campus Program

GET campus program PGET Campus Program Onboarding for PGET & GET
• Organizing an annual Innovation Idea • Conducting summer and final • Day 1: Orientation, briefing about company
competition for 3rd and 4th year B.Tech./B.E./B.Sc. placement at selected institutes. history, values, mission, vision, achievements
students themed "Why not?" where students will and growth plans. Introduction with different
be submitting, out of the box theoretically possible • Providing an internship opportunity department heads.
ideas. Best ideas to be selected for final round in a phase of 6 months post • Day 2: Documentation, bank account
where students would be presenting and M.Tech./M.Sc., which would be opening and other joining formalities. Team
defending their innovation idea.  convertible to full time opportunity. bonding sessions.
• Day 3: Introduction to the training modules
• Campus winners to get PPI(Pre-Placement • Position targeted: Research as per the targeted field/department/project
Interview) for final placement and summer Engineers for the joinee.
internship and winners to be awarded with cash
prize along with final placement PPO offer at • 1st month: Training as planned.
Atomberg.
• 2nd month: To prepare a project from
• After business projections, visiting 5-10 scratch using the training and learnings from
engineering colleges as per NIRF rankings, for final 1st month.
placements. • Best project to be selected and awarded
with gift cards/cash/vouchers/coupons.
• Positions targeted: Research technicians.
• 3rd month: Projects allotted, and
• Conducting webinars, workshop sessions and responsibilities delegated.
inviting students for industrial visits. 8
Engagement plan for R&D

• Building a culture of employee empowerment and backing it up by creating a path for anyone to submit ideas for innovation or
bringing in improvements in the existing products.

• Encouraging R&D employees to take risks at work that could lead to innovative new products.

• Providing opportunities to express views, ideas and feelings, either individually or collectively in 1:1 discussions and group
meetings.

• Providing opportunities to represent Atomberg in national and international forums for innovations and ideas.

• Keeping a robust recognition and reward program to acknowledge  and reward meritorious individual and team
accomplishments.

• Leadership focused training and development opportunities for employees who score high on performance assessments.

• Annual performance recognition awards, to recognize and reward employees assessed on parameters like, number of projects
completed, number of ideas submitted, most efficient etc.

• Celebrating work anniversary and long service awards for tenured employee.

9
Thank You!

10