High rate of employees’ attrition damages growth of business. For safeguarding business interest, it’s important to attract, train and retain talent.
Human Resources is serious business. Companies need to rely heavily on efficient management of their workforce to be successful. It’s all about people and how they remain motivated to work towards company’s growth, efficient operations and generation of profits, on sustained basis. A motivated workforce can take its company to the next level of existence, whereas a demotivated workforce can cause for the company to go down and never rise again.
Workforce management is a specialist’s job with its own unique challenges. Most SMEs cannot afford to build a wholesome HR team inhouse to cater to all the inherent challenges. Hence, they find a lot of value in hiring our services that offer wholesome HR solutions at an optimum cost.
We have helped clients attract, train and retain talent.
Are you able to retain talent within your organisation?
We help companies build an environment that encourages retention of talent through the culture of learning & development, growth opportunities, rewarding merit and dealing with poor performance, ultimately causing for happy employees. Additionally, we strive to ascertain reasons for attrition and work towards fixing them for good.
Are your employees fully aligned to company goals, mission and vision?
We help companies build individual goals for each employee that align into department goals, which in turn align into the company goals. This way we ensure each employee is working towards achievement of company goals.
Do you have an optimum organisation structure and reporting structure in place?
We help organizations design the organization structure that needs to be firmly in place not just to meet the current business needs but also to drive its long term vision. We help define clearly the reporting lines and ensure a healthy ratio between individual contributors versus team leaders.
Are your people rewarded adequately for their contribution to the organisation?
We help design a rewards structure that takes into account each employee’s (i) individual performance (ii) individual potential (iii) performance as a team leader (iv) current salary against market benchmark (v) longevity within the organization, and (vi) its criticality
Are your people trained well for their jobs?
We help define the skill-set matrix for each position within the organization, based on which the organization should be able to assess relevant fitment of new joiners and also evaluate the training needs for each employee.
Do you evaluate the performance of your employees at pre-defined intervals?
We help design and implement the procedure for performance evaluation for each employee on periodic basis (quarterly or half yearly). The evaluation is undertaken over a rating mechanism on scales of performance and potential.
Case Study 1
For a client in warehousing business, Outgrow worked with its department heads to define their annual targets (based on company’s goals for the year) and hence their performance based incentives matrix. The goals were largely classified between (i) financial (ii) people related (iii) customer related, and (iv) operational, with each classification being assigned a certain weightage.
At the end of the exercise, each department, and its members, knew fully well what they were working towards through the year.
Case Study 2
Annual Rewards Calculator
For an American client (a trader of luxury products), Outgrow designed the annual rewards calculator, that would automatically throw up the annual increment percentage for each employee based on its unique combination of (i) actual performance for the year (ii) potential for growth over longer term (iii) current CTC penetration as against the market (iv) longevity with the organisation, and (v) criticality for the organisation.
Case Study 3
For a client manufacturing rugs, we implemented the “people’s charter accountability chart”, a consummate process for employee engagement through periodic 1-to-1 meetings with line manager, team meetings, town-halls, strategy workshops, performance appraisals, 360-degree feedback and training programs
Case Study 4
For a large client in the space of power generation, we conducted a talent assessment exercise, through the 9-box rating mechanism. The purpose was to identify future leaders, those that the company could rely upon for driving the next phase of growth and also for succession planning. The exercise helped identify key resources that must be retained and developed further.
Case Study 5
For a client manufacturing auto components, we put in place all the employee related policies, almost 20 of them, like that for code of conduct, leaves, travel, overtime, local conveyance, statutory benefits, health & safety, information security, disciplinary action, safety of company assets etc.
Case Study 6
For a client in the hospitality space, we conducted the extensive staff grading exercise. This involved putting in place a grid that allowed for comparison between levels across various departments. As a result of this exercise, each employee knew how it was stacked against others, department notwithstanding.
A Closer Look – Case Study 2
Annual Rewards Calculator
The client had no scientific method for arriving at the % of annual increment for each of its employees.
We designed an annual rewards calculator that would automatically calculate the annual increment separately for each employee.
Approach was to measure up each employee on the year’s actual performance, overall potential, current salary compared to peers, complexity of the current role, longevity with the company and the employee’s criticality for the company.
Each employee received annual increment based on its unique combination of the parameters used for calculating it.
It is important that each employee be treated for its merit, performance and potential and gets rewarded accordingly.
A Closer Look – Case Study 6
Employees’ Grading Structure
A client with 800 employees did not have a grading structure within the organization and hence no levels’ parity across various departments. This caused a whole deal of confusion amongst employees, being unable to fathom where they stood in the organization compared to other employees within the same department and those in other departments.
We defined a grading structure with 4 large categories of (i) executors (ii) thinkers (iii) motivators, and (iv) leaders. Each level within each department was then mapped with the grading structure to bring about a hierarchical structure for the departments and also levels’ parity across departments.
It was to design an organization structure with clear hierarchy, reporting lines, with each employee becoming aware of its position within the organization, department and reporting line. This was also intended to enable movement of employees across departments and roles.
A robust hierarchy, clearly defined reporting lines and span of reporting for each manager.
Well defined grading structure and clear reporting lines help definitive positioning of employees, bring about pay parity across departments and facilitate promotion of deserving employees.