Introduction
The Aditya Birla Group, headquartered in Mumbai, India, is a multinational corporation with operations in 25 countries. These countries include Thailand, Dubai, Singapore, Myanmar, Laos, Indonesia, Philippines,
Egypt,
Canada,
Australia,
China,
USA,
UK,
Germany,
Hungary,
Brazil,
Italy,
France,
Luxembourg,
Switzerland,
Bangladesh,
Malaysia,
Vietnam,
and Korea.
With a market capitalization of US$ 31.5 billion and over half of its revenue coming from global operations,
The Group has received recognition as the best employer in India and one of the top 20 employers in Asia, as per the Hewitt-Economic Times and Wall Street Journal Study of 2007. Its roots can be traced back to Mr. Ghanshyam Das Birla’s conglomerate, a well-known Indian industrialist. Many of these companies were inherited by Mr. Aditya Vikram Birla, his grandson, who is also the father of the current Chairman of the group, Mr. Kumar Mangalam Birla. In addition, Mr. Kumar Mangalam Birla is the grandson of Mr. Basant Kumar Birla, who heads his own independent business conglomerate.
HUMAN CAPITAL
Within the FY 2007-08, several Human Resources initiatives were implemented to retain and develop talent. These initiatives include:
- Created new channels of communication.
- Geography wise HR partners to aid employee interaction.
- PSI Buddies for all new hires on their date of joining the organization.
- Initiated Speak your Mind : projects interface with HR.
- Various spot awards and informal rewards recognizing deserving PSIans.
- Training boot camp for freshers.
- Strengthen the Training and Competency function, introducing the Monthly training calendars.
- Employee integration activities to foster fun at workplace.
- Routine medical check ups of project team members.
HUMAN RESOURCE DEVELOPMENT
The future success of any organization depends on its capacity to effectively manage a diverse workforce. Having a diverse workforce brings in new ideas, perspectives, and viewpoints that can be transformed into a valuable strategic asset. To accomplish this objective, an organization must make use of the talents available and consistently strive to capitalize on this potential.
As of March 31, 2007, the number of employees has increased to 684 from 573 in the previous year. The attrition rate for the Company has decreased to 18% compared to last year’s rate of 24%. In FY 07-08, your Company plans to prioritize human resource development with a focus on ‘Peoplecentricity’ worldwide. Your Company has implemented several initiatives to retain and develop talent at all levels of the organization.
PURPOSE OF HR POLICIES
The implementation of policies can assist an organization in showcasing its compliance with diversity, ethics, and training regulations. To terminate an employee, it might be essential to prove cause according to employment contracts and collective bargaining agreements. It has become common practice to establish HR Policies that outline the various steps involved in procedures, such as disciplinary procedures.
HR Policies of Aditya Birla Group
The possession, use or sale of illegal drugs (including drug paraphernalia) is strictly prohibited by Company ABC. Additionally, the misuse of any legal drugs and/or the consumption of alcohol during work hours, breaks or meals is also strictly forbidden. If an employee is found to be under the influence of alcohol or drugs that may impact their judgment, performance or safety, whether on Company property, conducting business or during work hours, disciplinary action including termination may be taken.
Employees must promptly inform Company ABC if they are using any medication that could impact their judgment, performance, or behavior. According to Misra, the Group’s aggressive growth strategy, combined with structured people processes that promote individual creativity, has been successful.
The strength of the organisation lies in its talented workforce and solid financials. This enables them to enhance their leadership positions and provides employees with the opportunity to choose their own career paths across businesses in 20 countries and six continents where Aditya Birla Group operates.
Development assessment centres, also known as DACs, have been specifically created to assist managers in evaluating and enhancing their abilities. Since 2003, over 1,200 managers at various levels of management have taken part in these DACs. Following the completion of a DAC, individuals are able to identify their developmental goals by prioritizing their learning and development opportunities through an individual development plan (IDP).
These activities are constantly monitored on the Peoplesoft platform to track their implementation. Talent reviews are conducted annually at the unit, business, and group levels to ensure a strategic approach to implementing individual development plans (IDPs). These review discussions contribute valuable insights to the career and succession planning process. Business heads lead initiatives to engage and develop leadership potential and actively participate in designing specific courses.
Additionally, the Chairman’s Challenge and Ideas Unlimited are other initiatives that offer extensive engagement opportunities for high-potential individuals. In terms of career advancement and future plans, a three-tier succession planning approach guarantees the availability of capable leaders for all vital positions. Notably, more than 300 managers have successfully transitioned into essential roles within the senior and middle management levels due to their individual development plans. Moreover, most critical positions within the organization have established succession plans.
