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A JOURNEY OF NURTURING CULTURE OF CHANGE
Dhruv Dubey I GM-HR l Spencer’s Retail Ltd.
THE WORLD CHANGED
The Agile Mind
‘It Is An Opportunity, Not A Threat’.
C O N T E N T S N o .
B U S I N E S S D I R E C T I O N 0 3
H R S T R A T E G I C S H I F T 0 4 - 0 5
C A S E S T U D Y 1 : C O V I D M A N A G E M E N T 0 7 - 1 5
C A S E S T U D Y 2 : T R A N S F O R M I N G L E A R N I N G 1 7 - 2 1
C A S E S T U D Y 3 : O U T O F S T O R E 2 2 - 2 6
C A S E S T U D Y 4 : N E W H R M S 2 7 - 3 0
A G I L E U S A G E 3 1 - 3 6
T E A M 3 8 - 4 0
AXES OF CHANGE
Sales In Cr 547 552
EBIDTA -4 30
Out of Store Business OMNI GMV 38 118
Sales Revenue/
Manpower Cost
Non Food
Mix
Out of
Store
Private
Brand
Employee
Cost/Sq. Ft.
MULTIPLE BUSINESS DEMANDS
Q1 FY2021 Q1 FY2021
WALKING AGAINST THE TIDE
95%
17%
30%
42%
63%
71% 76%
68%
45%
64%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
16th Mar 25th Mar 27th Mar 29th Mar 04th Apr 08th Apr 11th Apr 10th Apr 28th Apr 4th May 9th May
95% 17% 79%
MANPOWER FILL RATE
Change Employees from “Retail Employees”
to “Essential Services Warriors”
Everyday calling all employees and
convincing them over call to join back duty
Connecting with Employee’s Parents & family
and convincing them too
Changing
The
Mindset
Convincing
Them
Influencing
Guardians
EMPLOYEE UNWILLING TO COME OUT
Cab & Bus for Pick & Drop
48% commuting through company arranged vehicles
Managing the logistic plan – time & route of pick, daily
coordination
Transportation/Hardship Allowance
Picking up employees from other districts
Accommodation with Food arranged at IMI/Hotels for 80 heads
Pick &
Drop
Allowance
Stay
Outstation
Planning
COMMUTING CHALLENGE
Liaisoning with Local administrative bodies to keep Store
Open
Authorization Letters & Passes for Staff
Authorization Docs to Staff Vehicle for Out of Store
channels
Liasoning
Emp.
Documents
Authorizati
on Letter
MANAGING AUTHORITIES
Employee Referral & Own References
Creating TPL Partners likes 2Coms, TeamLease..
Walk-in through Local Consultants & Freelancers
Generating leads through NGO
Hiring Ads through Social Media
Bringing in alliance partners like BRIL, Restaurant Association
Referral
NGO
Alliance
Social
Media
TPL
Local
Sourcing
HIRING 300 STAFF in 10 DAYS
Manual Attendance through registers for 5000 employees
Creating buckets for different employee groups based on
working days
Separation & Re-hiring of 600+ employees from
Apprentice to TM within 24 hrs.
Again Re-hiring of 473 employees from TM to Apprentice
within next 24 hrs.
Cost Saving of Rs.1.02 Cr P.A (Rs.1801 per conversion X 473
employees X 12 months)
Manual
Intervention
Separation
Saving
Rehire
Group
MANUAL PAYROLL FOR 5000 STAFF
Measuring Body Temperature Through
No Touch Thermometer
Social Distancing Awareness- Staff
Monitor
COVID-19 Awareness Daily Staff Briefing
Employee on Duty Wearing Mask &
Gloves
Biometric Device Stopped and
attendance through manual register
only
Self Declaration from Employee at Staff
Entry
COVID COMPLIANCE AT 180 OFFICES
Arogya Setu App Download COVID-19 Helpline on Notice Board
Customer Entry with Trolley to maintain
6 feet Social Distancing
Sanitizer Offered to Customers at
Entry
Social Distancing Maintained at Cash
POS
Store Sanitization Done at
Contaminated Zones
COVID COMPLINACE AT 180 OFFICES
LEAP OVER OBSTACLES
The Agile Mind
PRE COVID POST COVID
• TRAIN THE TRAINER MODEL
• Class Room Based
• Localised Store based Trainers
• Charts and PPT heavy content
• Sessions length 3-4 hours
• Focus on Instructor led learning
• SUBJECT MATTER EXPERT MODEL
• Online sessions leveraging tools
• National level trainers
• Video Based Content.
• Byte sized learning
• Focus on Self learning
LEARNING & DEVELOPMENT TRANSFORMATION
learn from the
master class
EDUCATE . ENGAGE . ENTERTAIN
DIFFUSE THE LEARNING GAP
Previous Content Evolved Content ( a continuous journey)
Word Documents Video Based
Objective Unclear Well Defined Learning Objective
Text Intensive Light Text 5 words *5 line in One slide
Long Content Duration Modular Content
One way communication Interactive and usage of Engagement tools
Design Sensitivity less Based on principles of Interaction Design
Level 1 Learning
Evaluation
Level 2 & Level 3 ( Kirkpatrick Learning Evaluation)
REDESIGN THE LEARNING CONTENT
CORPORATE INDUCTION PROGRAM
Company’s Vision & Values
RPSG Overview
Spencer’s History
Spencer’s Leadership Team
Spencer’s & Nature Basket –Strategic Pillars
Growth and Optimal Mix Summary
Spencer’s & Nature Basket – Key
Differentiator
OMNI channel
HR Team @ Spencer’s
Response to Covid
People & Culture
FOUNDATION TRAINING PROGRAM
L i v e V i r t u a l I n d u c t i o n S e s s i o n
M I C R O L E A R N I N G M O D U L E S
Module 1: Introduction to RP- Sanjiv Goenka Group & Spencers’s Retail Ltd.
Module 2: Formats, Channels, Categories & our PRIVATE BRANDS
Module 3: Workplace Guidelines and Ethics
Module 4: Life, Learning and Growth @ Spencer’s
VIRTUAL INDUCTION
39%
36%
25%
L&D DASHBOARD Aug 2021
TRA I N I NG
S UMMA RY
Total No. Of Trainings – 28
Total No. Of Sessions – 47
Total Training Hours – 882 hrs
Total Training Participants –
1071
RTM Training Hours – 66
SME Training Hours – 38
R E G I O N - W I S E T R A I N I N G P R O G R A M S B Y R E G I O N A L T R A I N E R S
N
o
.
O
f
P
a
r
t
i
c
i
p
a
n
t
s
OVERALL TRAINING
N O R T H S O U T H
E A S T
T r a i n i n g P r o g r a m s
N
o
.
O
f
P
a
r
t
i
c
i
p
a
n
t
s
21
15
57
0
10
20
30
40
50
60
EAST NORTH SOUTH
E&E
NON FOOD
Refrigerator
28
21 24
0
10
20
30
40
50
60
EAST NORTH SOUTH
FASHION
NON FOOD
Ladies Ethnic wear
10
51
21
0
10
20
30
40
50
60
EAST NORTH SOUTH
Footwear/Accessories
FASHION
NON FOOD
22 22
32
0
10
20
30
40
50
60
EAST NORTH SOUTH
Awareness Session
KAMAI KI AZADI
NON FOOD
D i s p l a y G u i d e l i n e s A W ’ 2 1
S T R A T E G I C T R A I N I N G P R O G R A M S
Training
Type
No. Of
Training
No. Of
Participant
s
Functional 11 268
Sales & Service 10 599
Operational
Excellence
7 204
28 1071
19
57
17
4
22 21 22
28
10
0
20
40
60
80
Non
Food
NF-…
NPS…
Phone…
Customer…
E&E-…
Kamai
Ki…
Ethenic
(L)…
Footwear…
250
21
51
15
38 22 18
68
1
0
20
40
60
80
100
120
140
160
180
200
220
240
260
26
15
32
57
65
10
65
72
24 21
0
20
40
60
80
PRE COVID POST COVID
• INSTORE CUSTOMER SERVICE
• Competition only modern
retailers
• Out of store business was 3% of
overall Sales
• OUT OF STORE BECAME
SIGNIFICANT ELEMENT
• Competition E commerce and
Home Delivery and kirana
stores
• Out of store business became
30% of overall Sales
SALES & SERVICE CULTURE – OUT of STORE FOCUS
SAFETY & SERVICE STANDARDS - DELIVERY
Incorporated Safety
Hygiene and extra
sensitivity towards
the customer
DESIGNATION CHANGE
SR No ERSTWHILE NEW
1 Team Member Sales Associate ( SA)
2 Team Leader Team Sales Leader (TSL)
3 Department Manager Department Sales Manager ( DBM)
4 Store Manager Store Sales Manager (SSM)
5 Area Manager Area Sales Manager (ABM)
6 Business HR Sales HR
OPERATIONS HEAD --------------------- CHIEF SALES OFFICER
INVERT, ALWAYS INVERT
The Agile Mind
PPI ON NEW PRODUCTS- TO CREATE
CUSTOMER AWARENESS
PPI ON INTERNAL PRODUCTS(PRIVATE
BRAND)
PPI ON EXISTING PRODUCTS- BASED ON
SEASON,FESTIVALS.
PPI FOR LIQUIDATION- TO CLEAR AGEING
STOCKS
INCENTIVISATION AND CONTESTS
No. Schemes No. Category
AMOUNT (Rs.) STORE (Coverage)
East North South Total East North South Total
1
PPI
1 PPI ON PRIVATE BRAND AUGUST 0 0
2 PPI ON 2K PE 2K AUGUST 35,400 2,900 1,200 39,500 11 1 1 13
5 PPI ON GILLETE CARTRIDGE(POTENTIAL EARNING) 36,700 22,300 31,100 90,100 52 44 55 151
6 PPI ON SOULFULL RAGGI BITES 20,900 14,100 12,700 47,700 52 44 46 142
7 PPI ON TREAUSRES OF INDIA 19,700 19,700 47 47
3 PPI ON SOR BRANDS(DATA PENDING) 0 0
4 PPI ON LADIES ETHNIC WEAR(DATA PENDING) 0 0
8 PPI ON HAR BILL PE PPI, FOR SOUTH(DATA PENDING) - - - 0 0
9 PPI ON HAR BILL PE HANKY(DATA PENDING) - - - 0 0
PPI Total - "A" 1,12,700 39,300 45,000 1,97,000 162 89 102 353
2 SIP (PLRP – EBIDTA ) - "B"
3
Contest
1 ANNIVERSSARY SALES AND PD CONTEST 57,700 74,800 88,800 2,21,300 14 11 12 37
2
INDEPENDENCE DAY SALES AND PD NOB
CONTEST 91,100 66,600 92,300 2,50,000 18 9 23 50
3
CHHALAANG 3 SALES,PD NOB AND FAST
DELIVERY 65,300 79,800 47,800 1,92,900 19 14 31 64
4 PB KA SIKANDER 43,000 11,000 42,000 96,000 7 4 8 19
Contest Total - "C" 2,57,1002,32,200 2,70,900 7,60,200 58 38 74 170
4 Kar Ke Dikhana Hai (NF Incentive) – 4 weeks of July’21 - "D"
Total - A + B + C + D 3,69,8002,71,500 3,15,900 9,57,200 220 127 176 523
MULTIPLE INNOVATIVE SCHEMES
UMANG-MAY’21
THE MONTHLY ONLINE AWARD
CELEBRATION
ONLINE RECOGNITION PROGRAMS
IT’S TIME TO JUMP
The Agile Mind
• Moved away from biometric based payroll
• Touch less and safe attendance
• GPS based tracking of staff
• Focus on Hybrid working at workplace
MOVE TO GPS BASED HRMS
Agile Kolkata 2021 | A Journey of Nurturing Culture of Change - by Dhruv Dubey
Agile Kolkata 2021 | A Journey of Nurturing Culture of Change - by Dhruv Dubey
What
?????
AGILE
AGILE TO AGILITY
THEN NOW
Defined by Hierarchy Defined by SKILL
Input focused
Management Style
Output focused
Management Style
Accountability – Diffused Accountability – Definite FRIST POINT OF CONTACT
FPC
Review – Sporadic Review – Prompt
Department Focused
Business Aligned
Meeting Objective – Broad Meeting Objective – Specific
The CHARACTERISTICS OF CHANGE
User
User Story
WHO.WHAT.WHY
go to the customer often
build premises
for relevance
BUILD RELEVANCE
with Customer
Time
Box
BECOME SPECIFIC
Monthly
Reviews
Fortnight
Reviews
Fortnight
Reviews
Weekly/
Twice-a-Week
Reviews
Velocity
Work
Done
considered
completed only
when the
customer/end user
validates
CREATE IMPACT
LIVING AND BREATHING AGILE
Sprints
Move Away From Long Mails
Pick Up Phones And Talk
Come Together For Huddles
Connect Through Virtual Mediums
Don’t Drop the Ball
Don’t fall between the Walls
7 Days
1 Month
15 Days
3 Days
SPRINT AND FASTER
Create
Value
Faster
Going Closer To The
Customer
Welcome Change
From The Customer
Take a hard stop only
when the customer
says it is done
WELCOME CHANGE
Minimum
Viable
Product
Level 1 – GM
Level 2 – DGM
Level 3 – AGM
Level 4 – CM
Level 5 – SM
Level 6 – M
Level 7 – AM
Level 8 – Sr. Exc
Level 9 – Exc
Expertise
Role
based
Regional
Level
Geography
C O M P O S I T I O N O F T E A M
HIERARCHY SKILL BASED
Role Based
4-8 in a Project Team
DEVELOPMENT TEAM
ACCELERATION STRENGTH SWIFT to TURN PUNCH BALANCE
deliver
value
faster
core
strength
jump
over
the
obstacles
walk
over the
edge
strike
the
balance
reduced
time to
act and
execute
Being AGILE??
RELEVANT
SPECIFIC
IMPACT
THR HR STRATEGIC SHIFT
RELEVANT
SPECIFIC IMPACT
STRATEGY
LEADING THE CHANGE
CATCHING UP WITH THE
BUSINESS
RUNNING ALONG LEAD THE CHANGE
BELONG TO THE TRIBE
The Agile Mind
STARS AND LEADERS
THE BEST TEAM IN SALES HR
YOUNG TALENT CAME OUT IN THE SUN
MATURE LEADERS GOT REFRESHED AND CHALLENGED
VELOCITY OF WORK MULTIPLIED
PRODUCT BACKLOG VOLUME REDUCED
MANY PROMOTIONS IN THE TEAM
ENJOY THE NEW WORLD

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Agile Kolkata 2021 | A Journey of Nurturing Culture of Change - by Dhruv Dubey

  • 1. A JOURNEY OF NURTURING CULTURE OF CHANGE Dhruv Dubey I GM-HR l Spencer’s Retail Ltd.
  • 2. THE WORLD CHANGED The Agile Mind ‘It Is An Opportunity, Not A Threat’.
  • 3. C O N T E N T S N o . B U S I N E S S D I R E C T I O N 0 3 H R S T R A T E G I C S H I F T 0 4 - 0 5 C A S E S T U D Y 1 : C O V I D M A N A G E M E N T 0 7 - 1 5 C A S E S T U D Y 2 : T R A N S F O R M I N G L E A R N I N G 1 7 - 2 1 C A S E S T U D Y 3 : O U T O F S T O R E 2 2 - 2 6 C A S E S T U D Y 4 : N E W H R M S 2 7 - 3 0 A G I L E U S A G E 3 1 - 3 6 T E A M 3 8 - 4 0
  • 4. AXES OF CHANGE Sales In Cr 547 552 EBIDTA -4 30 Out of Store Business OMNI GMV 38 118 Sales Revenue/ Manpower Cost Non Food Mix Out of Store Private Brand Employee Cost/Sq. Ft. MULTIPLE BUSINESS DEMANDS Q1 FY2021 Q1 FY2021
  • 6. 95% 17% 30% 42% 63% 71% 76% 68% 45% 64% 79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 16th Mar 25th Mar 27th Mar 29th Mar 04th Apr 08th Apr 11th Apr 10th Apr 28th Apr 4th May 9th May 95% 17% 79% MANPOWER FILL RATE
  • 7. Change Employees from “Retail Employees” to “Essential Services Warriors” Everyday calling all employees and convincing them over call to join back duty Connecting with Employee’s Parents & family and convincing them too Changing The Mindset Convincing Them Influencing Guardians EMPLOYEE UNWILLING TO COME OUT
  • 8. Cab & Bus for Pick & Drop 48% commuting through company arranged vehicles Managing the logistic plan – time & route of pick, daily coordination Transportation/Hardship Allowance Picking up employees from other districts Accommodation with Food arranged at IMI/Hotels for 80 heads Pick & Drop Allowance Stay Outstation Planning COMMUTING CHALLENGE
  • 9. Liaisoning with Local administrative bodies to keep Store Open Authorization Letters & Passes for Staff Authorization Docs to Staff Vehicle for Out of Store channels Liasoning Emp. Documents Authorizati on Letter MANAGING AUTHORITIES
  • 10. Employee Referral & Own References Creating TPL Partners likes 2Coms, TeamLease.. Walk-in through Local Consultants & Freelancers Generating leads through NGO Hiring Ads through Social Media Bringing in alliance partners like BRIL, Restaurant Association Referral NGO Alliance Social Media TPL Local Sourcing HIRING 300 STAFF in 10 DAYS
  • 11. Manual Attendance through registers for 5000 employees Creating buckets for different employee groups based on working days Separation & Re-hiring of 600+ employees from Apprentice to TM within 24 hrs. Again Re-hiring of 473 employees from TM to Apprentice within next 24 hrs. Cost Saving of Rs.1.02 Cr P.A (Rs.1801 per conversion X 473 employees X 12 months) Manual Intervention Separation Saving Rehire Group MANUAL PAYROLL FOR 5000 STAFF
  • 12. Measuring Body Temperature Through No Touch Thermometer Social Distancing Awareness- Staff Monitor COVID-19 Awareness Daily Staff Briefing Employee on Duty Wearing Mask & Gloves Biometric Device Stopped and attendance through manual register only Self Declaration from Employee at Staff Entry COVID COMPLIANCE AT 180 OFFICES
  • 13. Arogya Setu App Download COVID-19 Helpline on Notice Board Customer Entry with Trolley to maintain 6 feet Social Distancing Sanitizer Offered to Customers at Entry Social Distancing Maintained at Cash POS Store Sanitization Done at Contaminated Zones COVID COMPLINACE AT 180 OFFICES
  • 15. PRE COVID POST COVID • TRAIN THE TRAINER MODEL • Class Room Based • Localised Store based Trainers • Charts and PPT heavy content • Sessions length 3-4 hours • Focus on Instructor led learning • SUBJECT MATTER EXPERT MODEL • Online sessions leveraging tools • National level trainers • Video Based Content. • Byte sized learning • Focus on Self learning LEARNING & DEVELOPMENT TRANSFORMATION
  • 16. learn from the master class EDUCATE . ENGAGE . ENTERTAIN DIFFUSE THE LEARNING GAP
  • 17. Previous Content Evolved Content ( a continuous journey) Word Documents Video Based Objective Unclear Well Defined Learning Objective Text Intensive Light Text 5 words *5 line in One slide Long Content Duration Modular Content One way communication Interactive and usage of Engagement tools Design Sensitivity less Based on principles of Interaction Design Level 1 Learning Evaluation Level 2 & Level 3 ( Kirkpatrick Learning Evaluation) REDESIGN THE LEARNING CONTENT
  • 18. CORPORATE INDUCTION PROGRAM Company’s Vision & Values RPSG Overview Spencer’s History Spencer’s Leadership Team Spencer’s & Nature Basket –Strategic Pillars Growth and Optimal Mix Summary Spencer’s & Nature Basket – Key Differentiator OMNI channel HR Team @ Spencer’s Response to Covid People & Culture FOUNDATION TRAINING PROGRAM L i v e V i r t u a l I n d u c t i o n S e s s i o n M I C R O L E A R N I N G M O D U L E S Module 1: Introduction to RP- Sanjiv Goenka Group & Spencers’s Retail Ltd. Module 2: Formats, Channels, Categories & our PRIVATE BRANDS Module 3: Workplace Guidelines and Ethics Module 4: Life, Learning and Growth @ Spencer’s VIRTUAL INDUCTION
  • 19. 39% 36% 25% L&D DASHBOARD Aug 2021 TRA I N I NG S UMMA RY Total No. Of Trainings – 28 Total No. Of Sessions – 47 Total Training Hours – 882 hrs Total Training Participants – 1071 RTM Training Hours – 66 SME Training Hours – 38 R E G I O N - W I S E T R A I N I N G P R O G R A M S B Y R E G I O N A L T R A I N E R S N o . O f P a r t i c i p a n t s OVERALL TRAINING N O R T H S O U T H E A S T T r a i n i n g P r o g r a m s N o . O f P a r t i c i p a n t s 21 15 57 0 10 20 30 40 50 60 EAST NORTH SOUTH E&E NON FOOD Refrigerator 28 21 24 0 10 20 30 40 50 60 EAST NORTH SOUTH FASHION NON FOOD Ladies Ethnic wear 10 51 21 0 10 20 30 40 50 60 EAST NORTH SOUTH Footwear/Accessories FASHION NON FOOD 22 22 32 0 10 20 30 40 50 60 EAST NORTH SOUTH Awareness Session KAMAI KI AZADI NON FOOD D i s p l a y G u i d e l i n e s A W ’ 2 1 S T R A T E G I C T R A I N I N G P R O G R A M S Training Type No. Of Training No. Of Participant s Functional 11 268 Sales & Service 10 599 Operational Excellence 7 204 28 1071 19 57 17 4 22 21 22 28 10 0 20 40 60 80 Non Food NF-… NPS… Phone… Customer… E&E-… Kamai Ki… Ethenic (L)… Footwear… 250 21 51 15 38 22 18 68 1 0 20 40 60 80 100 120 140 160 180 200 220 240 260 26 15 32 57 65 10 65 72 24 21 0 20 40 60 80
  • 20. PRE COVID POST COVID • INSTORE CUSTOMER SERVICE • Competition only modern retailers • Out of store business was 3% of overall Sales • OUT OF STORE BECAME SIGNIFICANT ELEMENT • Competition E commerce and Home Delivery and kirana stores • Out of store business became 30% of overall Sales SALES & SERVICE CULTURE – OUT of STORE FOCUS
  • 21. SAFETY & SERVICE STANDARDS - DELIVERY
  • 22. Incorporated Safety Hygiene and extra sensitivity towards the customer
  • 23. DESIGNATION CHANGE SR No ERSTWHILE NEW 1 Team Member Sales Associate ( SA) 2 Team Leader Team Sales Leader (TSL) 3 Department Manager Department Sales Manager ( DBM) 4 Store Manager Store Sales Manager (SSM) 5 Area Manager Area Sales Manager (ABM) 6 Business HR Sales HR OPERATIONS HEAD --------------------- CHIEF SALES OFFICER
  • 25. PPI ON NEW PRODUCTS- TO CREATE CUSTOMER AWARENESS PPI ON INTERNAL PRODUCTS(PRIVATE BRAND) PPI ON EXISTING PRODUCTS- BASED ON SEASON,FESTIVALS. PPI FOR LIQUIDATION- TO CLEAR AGEING STOCKS INCENTIVISATION AND CONTESTS
  • 26. No. Schemes No. Category AMOUNT (Rs.) STORE (Coverage) East North South Total East North South Total 1 PPI 1 PPI ON PRIVATE BRAND AUGUST 0 0 2 PPI ON 2K PE 2K AUGUST 35,400 2,900 1,200 39,500 11 1 1 13 5 PPI ON GILLETE CARTRIDGE(POTENTIAL EARNING) 36,700 22,300 31,100 90,100 52 44 55 151 6 PPI ON SOULFULL RAGGI BITES 20,900 14,100 12,700 47,700 52 44 46 142 7 PPI ON TREAUSRES OF INDIA 19,700 19,700 47 47 3 PPI ON SOR BRANDS(DATA PENDING) 0 0 4 PPI ON LADIES ETHNIC WEAR(DATA PENDING) 0 0 8 PPI ON HAR BILL PE PPI, FOR SOUTH(DATA PENDING) - - - 0 0 9 PPI ON HAR BILL PE HANKY(DATA PENDING) - - - 0 0 PPI Total - "A" 1,12,700 39,300 45,000 1,97,000 162 89 102 353 2 SIP (PLRP – EBIDTA ) - "B" 3 Contest 1 ANNIVERSSARY SALES AND PD CONTEST 57,700 74,800 88,800 2,21,300 14 11 12 37 2 INDEPENDENCE DAY SALES AND PD NOB CONTEST 91,100 66,600 92,300 2,50,000 18 9 23 50 3 CHHALAANG 3 SALES,PD NOB AND FAST DELIVERY 65,300 79,800 47,800 1,92,900 19 14 31 64 4 PB KA SIKANDER 43,000 11,000 42,000 96,000 7 4 8 19 Contest Total - "C" 2,57,1002,32,200 2,70,900 7,60,200 58 38 74 170 4 Kar Ke Dikhana Hai (NF Incentive) – 4 weeks of July’21 - "D" Total - A + B + C + D 3,69,8002,71,500 3,15,900 9,57,200 220 127 176 523 MULTIPLE INNOVATIVE SCHEMES
  • 27. UMANG-MAY’21 THE MONTHLY ONLINE AWARD CELEBRATION ONLINE RECOGNITION PROGRAMS
  • 28. IT’S TIME TO JUMP The Agile Mind
  • 29. • Moved away from biometric based payroll • Touch less and safe attendance • GPS based tracking of staff • Focus on Hybrid working at workplace MOVE TO GPS BASED HRMS
  • 33. THEN NOW Defined by Hierarchy Defined by SKILL Input focused Management Style Output focused Management Style Accountability – Diffused Accountability – Definite FRIST POINT OF CONTACT FPC Review – Sporadic Review – Prompt Department Focused Business Aligned Meeting Objective – Broad Meeting Objective – Specific The CHARACTERISTICS OF CHANGE
  • 34. User User Story WHO.WHAT.WHY go to the customer often build premises for relevance BUILD RELEVANCE with Customer Time Box BECOME SPECIFIC Monthly Reviews Fortnight Reviews Fortnight Reviews Weekly/ Twice-a-Week Reviews Velocity Work Done considered completed only when the customer/end user validates CREATE IMPACT LIVING AND BREATHING AGILE
  • 35. Sprints Move Away From Long Mails Pick Up Phones And Talk Come Together For Huddles Connect Through Virtual Mediums Don’t Drop the Ball Don’t fall between the Walls 7 Days 1 Month 15 Days 3 Days SPRINT AND FASTER
  • 36. Create Value Faster Going Closer To The Customer Welcome Change From The Customer Take a hard stop only when the customer says it is done WELCOME CHANGE Minimum Viable Product
  • 37. Level 1 – GM Level 2 – DGM Level 3 – AGM Level 4 – CM Level 5 – SM Level 6 – M Level 7 – AM Level 8 – Sr. Exc Level 9 – Exc Expertise Role based Regional Level Geography C O M P O S I T I O N O F T E A M HIERARCHY SKILL BASED Role Based 4-8 in a Project Team DEVELOPMENT TEAM
  • 38. ACCELERATION STRENGTH SWIFT to TURN PUNCH BALANCE deliver value faster core strength jump over the obstacles walk over the edge strike the balance reduced time to act and execute Being AGILE??
  • 39. RELEVANT SPECIFIC IMPACT THR HR STRATEGIC SHIFT RELEVANT SPECIFIC IMPACT STRATEGY
  • 40. LEADING THE CHANGE CATCHING UP WITH THE BUSINESS RUNNING ALONG LEAD THE CHANGE
  • 41. BELONG TO THE TRIBE The Agile Mind
  • 42. STARS AND LEADERS THE BEST TEAM IN SALES HR YOUNG TALENT CAME OUT IN THE SUN MATURE LEADERS GOT REFRESHED AND CHALLENGED VELOCITY OF WORK MULTIPLIED PRODUCT BACKLOG VOLUME REDUCED MANY PROMOTIONS IN THE TEAM
  • 43. ENJOY THE NEW WORLD