1. PROJECT-
STRATEGIC HRM AND HR METRICS
Group Members-
Ananya Mahalik (UM19146)
Aneek Mandal (UM19147)
Biswadeep Ghosh Hazra (UM19148)
Deepshikha Mohanty (UM19149)
Dev Rungta (UM19150)
Devansh Jajodia (UM19151)

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INDEX
Introduction ------------------------------------------------------------------ Page 2
Mahindra Finance ----------------------------------------------------------- Page 3
Infosys ------------------------------------------------------------------------ Page 8
Tata Motors ------------------------------------------------------------------ Page 12
Future Retail ----------------------------------------------------------------- Page 15
Conclusion ------------------------------------------------------------------- Page 18

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INTRODUCTION-
Strategic HRM
Strategic HRM refers to Human Resources Practice that is co-ordinated and consistent with
the overall business objectives in order to improve business performance. Strategic HRM
emphasises the importance of Human Resources – and the people in the business – to the
success of an organisation. Businesses with an emphasis on strategic HRM may have an HR
representative in the boardroom or advising/feeding back to senior executives, and may also
make use of HR business partners.
Critics of strategic human resource management say that it is a good idea in theory but often
hard to implement at the organisational level. Translating the organisation’s objectives and
values into tangible initiatives that can be driven by the HR department is a complex problem
underlying strategic HRM. Almost all the big companies of the world are following Strategic
HRM practices to improve their organizational efficiency to the fullest.
HR Metrics
Human resources metrics are different measurements that are used to show the value that the
human resources function provides to the organization. These measurements demonstrate
how effective the efforts of the human resources department are to the overall success of the
organization.
There are three types of human resources metrics:
• Metrics that measure the effectiveness of the human resources function
• Metrics that measure the efficiency of the human resources department
• Metrics that measure the effectiveness of the employees within the organization
There is a special tool for HR to measure the human capital and it is called Key Performance
Indicators (KPIs). It helps measure human capital outcomes, such as talent
management, employee engagement and high performance, illustrates the firm's business,
financial and strategic goals, and promotes partnership with senior
management for organizational success.

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MAHINDRA FINANCE-
Employees-
(Promoting a performance driven culture) Growing in strength to make the aspirations of
customers come true. From a single product to a multi-product company, from limited focus
to a diversified exposure, from very few customers to a nation-wide and growing customer
fraternity– this has been the natural progression of Mahindra Finance since inception.
Employee strength increased from five employees to 21,789 employees in 2018-19
2014-2015 14,197
2015-2016 15,821
2016-2017 17,856
2017-2018 18,733
2018-2019 21,789
70,603 person-hours Contribution of employees in various CSR programmes
Awards, Accolades and Recognitions-
Ranked 11th amongst 25 Best Large Workplaces in the Asia’s Best Workplaces 2019 list by
The Great Place to Work Institute®
1. Listed in Top 100 Best Companies for Women – 2018 by Working Mother and Avtar
2. Won three awards from Great Place to Work® Institute India:
• Ranked 14th in India’s Best Companies to Work for 2018
• Special Category Award in Career Management
• Ranked among India’s 15 Best Workplaces in BFSI-2018
3. Listed in Top 100 Best Companies for Women – 2018 by Working Mother and Avtar
4. Won two awards at the TISS Leapvault CLO Summit 2018 in the following
categories:
• Gold Award for the Best Coaching/ Mentoring intervention for “GURU-Mentoring
Program”
• Silver Award for Best Mobile Learning Intervention for “Manthan – Training
Module”
Percentage of employees covered as a part of different safety & skill up-gradation training in
the last three years-
2019 2018 2017
81.12% 85% 78.32 %
The Learning and Development team conducts programmes each year to nurture talent
amongst the employees. The average training hours accounted to 2.24 man-days per person in
F.Y. 2018-19

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The Company’s talent management team conducts various learning and development
programmes each year to nurture talent amongst the employees. The average training hours
accounted to 6.34 man-days per person in F.Y. 2017-18.
The average training hours accounted to 7.22 mandays per person in FY 2016-17 for
employees
Employee benefits expense (in crores)
2019 2018 2017 2016 2015
1,090.12 832.17 680.90 558.81 459.08
Total revenue (in crores)
2019 2018 2017 2016 2015
8,809.81 6,685.20 6237.53 5905.10 5584.70
Percentage of employees covered as a part of different safety & skill up-gradation training in
the last year are given below: Permanent Employees 78.32 % were covered as a part of
training programs Permanent Women Employees 53.11% were covered as a part of training
programs
Our focus is to develop talent and identify future leaders who will help our business succeed
in a constantly evolving scenario. Our brand traction and progressive HR policies enable us
to attract and retain the best industry talent.

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Salary increase is given to eligible employees based on position, performance and market
dynamics as decided from time to time. In case the performance of the Company exceeds the
budgeted performance, the Company declares an additional ex-gratia bonus or a reward to its
employees, at its discretion
Provision for employee (Total in lakhs)
2019 2018 2017
20,652.70 13,588.92 8,476.56
Total revenue/Number of employees:
2015 2016 2017 2018 2019
0.393371839 0.373244422 0.349324 0.356868 0.404324
Total Turnover (INR) : 8,80,981.17 Lakhs

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Enhance functional, managerial and
leadership skills
Financials
To help Mahindra
Financial Services
accelerate profitable
growth…
Focus on employee
retention through loyalty
bonuses for long-term
benefits
Customer
Consumer Education
Utilize trusted brand and face
to face business model when
most are moving towards
online platforms
Acquisition
Business Process
Learning and
Growth
Inculcate customer
management skills through
proper training
Software for payment and
Mobile banking platform
Provide knowledge of services
Provide knowledge of products
Strategy map of Mahindra Fiance
Expand customer base by expanding to rural areas
Advertise in stores where
customers purchase supplies
Focus on understanding the fears
and uncertainties of the rural
customer
Focus on TRUST and
EDUCATION
Work with communities to provide
jobs for the young and ambitious

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INFOSYS-
• The Company’s global internship program, InStep, was ranked No.1 in the Best Overall
Internship category by Vault.com’s survey on Top Internships for 2019
• Recognized by the Top Employers Institute as a top employer of 2019 for excellence in
employment practices. Also ranked among the top three employers in Europe and
the Middle East
• Our performance management system – iCount – bagged the Association of Talent
Development’s Excellence in Practice award for talent management
At Infosys, focus on the workplace of tomorrow that promotes a collaborative, transparent
and participative organization culture, encourages innovation, and rewards individual
contribution. The focus of human resources management at Infosys is to ensure that we
enable each and every employee to navigate the next, not just for clients, but also for
themselves. They have reimagined our employee value proposition, to make it more
meaningful to our employees
The three key strategic pillars under this are:
• Inspiring them to build what’s next
• Making sure their career never stands still
• Navigating further, together
The Company had 1,80,457 employees (on a standalone basis) as of March 31, 2019. The
percentage increase in remuneration, ratio of remuneration of each director and key
managerial personnel (KMP) (as required under the Companies Act, 2013) to the median of
employees’ remuneration, and the list of top 10 employees in terms of remuneration drawn,
Total
Revenue
/Value of
Human
resources
2011-0.38
2012-0.41
2013-0.27
2014-0.34
2015-0.23
2016-0.26
2017-0.21
2018-0.24
Total
revenue/Nu
mber of
Employees
2011-0.17
2012-0.19
2013-0.24
2014-0.24
2015-0.19
2016-0.19
2017-0.18
2018-0.19
Value added/
human
resource
value
2011-0.32
2012-0.32
2013-0.23
2014-0.28
2015-0.19
2016-0.21
2017-0.17
2018-0.20
Human
resource/Empl
oyee
2011-0.41
2012-0.52
2013-0.88
2014-0.67
2015-0.82
2016-0.77
2017-0.84
2018-1.87
Return on
Human
resource value
2011-12.00
2012-12.17
2013-8.47
2014-8.88
2015-5.88
2016-6.51
2017-6.08
2018-6.72

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as required under Section 197(12) of the Companies Act, 2013, read with Rule 5 of the
Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, form
part of Annexure 3 to this Board’s report.
India’s second largest information technology services firm Infosys spends about Rs 14 lakh
on the training of each student, after which it takes them 12 weeks to become productive,
Ravi Kumar, President and Deputy COO, told CNBC TV18. Infosys, which hires students
from schools and colleges, has picked some 3,000 students and is focussing on training,
skilling and building talent locally, Ravi Kumar added. The bellwether for the IT industry in
India, Infosys attracts a large number of software engineers every year. Ravi Kumar also said
that the company has got the magic formula of training students from schools and creating a
talent pool which doesn’t exist in the market. The company hired more than 24,000
professionals in the financial year ending March 2019, according to reports
HR Policies
• RECRUITMENT AND SELECTION
• TRAINING AND DEVELOPMENT
• COMPENSATION AND BENEFITS
• HEALTH AND SAFETY
• EMPLOYEE RELATIONS
• SEXUAL HARASSMENT POLICY
Recruitment process
• Identify vacancy
• Prepare job description and person specification
• Advertising the vacancy
• Managing the response
• Short listing
• Arrange Interviews
• Conducting interview and decision making
Sources of Recruitment
• Engineering Institutes
160 classrooms
380 instructors
15000 trainees at a time
The company hired more than 24,000 professionals in the financial year ending March 2019.

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• Management Institutes
• Off Campus
• Lateral entry
Reasons for Rejection in the Interview
1. Poor attitude
2. Appearance
3. Lack of research
4. Not having questions to ask. Asking questions shows your interest in the company and the
position.
5. Not readily knowing the answers to interviewers’ questions.
6. Lack of career direction.
.

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Create a culture of
high strategy and
team-based activity
Increase market
share and
profitability
Spend on employee
retention
Financial
Customer
Acquire customer
through new offerings
and reach
Acquire customer
through best price
Retain profitable customers
Improve customer
satisfaction
Business Process
Estimate
revenue/employee
Acquire/enhance capacity
Increase loyalty through
customer relationship
management
Learning and Growth
Enhance strategic skills
Enhance employee
satisfaction Knowledge Management
Leadership development
HR Strategic Map of INFOSYS

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TATA MOTORS-
The Tata Motors Group employed 82,797 permanent employees as of FY 2018-19 (FY
2017-18: 81,090 employees). The Company employed 27,572 permanent employees as of
FY 2018-19 (FY 2017-18: 24,989 employees). The company has labour unions for
operative / worker grade employees at all its plants across India, except the Dharwad
Plant. The Company has generally enjoyed cordial relations with its employees and
unions at its factories and offices and have received unions’ support in the Company’s
implementation of reforms that impact safety, quality, cost and productivity
improvements across locations. Employee wages are being paid in accordance with wage
agreements that have varying terms (typically three to four years) at different locations. In
line with the Company’s philosophy of continuously harnessing employee potential and
developing them to become more capable professionals and future leaders, in FY 2018-19
we have partnered with Symbiosis International (Deemed University) and launched a 2
year Management Program ('EPGDBM') with curriculum around operations, finance,
people management, supply chain & marketing and 90 employees joined in the 1st batch.
To enable comprehensive development of white-collar workforce, the Company has
created 4 Learning Academies – Commercial Excellence, Management Development,
Operations Excellence, and Product Leadership. During FY 2018-19, 8443 permanent
white-collar employees were trained under these academies on various functional and
managerial aspects. To develop its blue-collar workforce, the Company trained 11,721
employees in technician’s skill development, quality management and productivity
improvement.
Inclusion and Diversity
It believes that with diversity and inclusion at workplace, it can leverage the multiplicity
of skillsets in all its operations. The Company has established policies and a supportive
work environment, especially for its women employees and for employees from different
backgrounds, age-groups and ethnicities as well.
The Company also endorses the initiative from Tata Group – Second Career Initiative
Program ('SCIP') to offer an opportunity to returning mothers who would like to restart
their professional careers. ‘GearUp’ initiative for mid-level women managers is designed
to provide management development inputs focussed on leadership skills to make them
ready as future leaders. Company’s Human Resource ('HR') policy framework, including
maternity leave policy, sabbatical and half-day-half-pay policy and flexible timings, helps
employees to establish a work-life balance. The company employed 3.5% permanent
women employees as of FY 2018-19. (FY 2017-18: 3.3%).
Prevention of Sexual Harassment
Tata Motors has zero tolerance for sexual harassment at workplace and has adopted a
Policy on Prevention, Prohibition and Redressal of sexual harassment at workplace in line

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with the provisions of the Sexual Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act, 2013 and the Rules thereunder. Internal Complaints
Committee ('ICC') is in place for all works and offices of the Company to redress
complaints received regarding sexual harassment. All women associate (permanent,
temporary, contractual and trainees) as well as any women visiting the Company’s office
premises or women service providers are covered under this Policy. During FY 2018-19,
the Company had received 11 complaints on sexual harassments, 10 of which have been
substantiated and appropriate actions taken. The remaining 1 complaint was received
during mid-March and is being investigated. There were no complaints pending for more
than 90 days. The Company organized 103 workshops or awareness programs against
sexual harassment.
Tata Motors Limited Employees Stock Option Scheme
In order to ring fence and incentivize key talent, for driving long term objectives of the
Company and ensuring that employee payoffs
2019 2018 2017 2016 2015
HR-to-Employee Ratio 0.104992 0.103675 0.101133 0.102653 0.103491
HR Expenses
HR Expense to Operating Expense Ratio 0.136949 0.150598 0.174163 0.166179 0.205016
Training Hours 195083 587137 - - -
Annual Salary Increase (in %) 7.72349 11.47134 17.56901 -2.09319 7.428528
2019 2018 2017 2016 2015 2014
Total HR staff 8693 8407 8130 7863 7605
Employee 82797 81090 80389 76598 73485
Operating expense (in crores) 63476.23 55824.11 46680.41 47316.51 37094.75
Training cost (in crores) 200.74 200.74 165.78 169.29 169.29
Annual Salary 4273.1 3,966.73 3,558.52 3,026.75 3,091.46 2,877.69

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Enhance functional,
managerial and leadership
skills
Increase market share,
profitability and
employee retention
Focus on performance
based compensation
Financial
Customer
Retain existing customers
through enhacements
and after service
Acquire customers through best
price, innovation and
continuous customer
enagagement
Cutsomer Centricity Integration of Customer
Relationship management and
Dealer Management System
Business Process
Learning and Growth
educational institutions of
repute to foster academia
based research
Skill development of all Blue
collared workforce
Knowledge Management
Training and development
HR Strategic Map of TATA MOTORS
ESG aspects in supply chain
Opportunities for expansion
globally and innovation
Product labelling, innovation and
competitiveness
Focus on design, manufacture,
distribution and service
Sustainability mobility

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FUTURE RETAIL
Future Group’s business practices are aligned towards the larger objective of inspiring
positive socio-economic changes in communities. To the Future Group, serving their
employees and ensuring their “Khushali” or wellbeing is key to bringing about this
change. The Future Group is exploring opportunities to develop a mutually beneficial
relationship with various organisations and forge partnerships to aid this growth. Through
the program of “Khushali”, the Group will be providing their employees and their
families various kinds of support to help them get a step closer to their life goals.
• Educational support with special rates, discounts, career counselling for tutorials,
professional courses and midyear admissions
• Special preference for Future Group employees at our partner schools.
• Special Rates and discounts, health check-ups etc. at our partner hospitals.
• Early access, dedicated customer relationship manager, special rates and discounts
at partner real estate builders and developers.
Life Security Plan
The Future Group has a comprehensive financial and life security plan for their
employees and their dependents under the insurance policy. Available for all eligible
employees, the coverage under this plan will be equivalent to their last drawn salary
for the number of years of service left.
Mediclaim
The Group has ensured that that their Mediclaim policy takes care of the medical
expenses employees and their immediate family members in the best possible manner.
The coverage includes a host of facilities.
• Medical expenses incurred during the period of up to 30 days prior to
hospitalization and 60 days post.
• Immediate coverage of medical expenses during maternity.
• Covers employee’s new born baby from birth.
• Coverage of pre-existing diseases.
Maternity Leave
Under the government’s 2008 Maternity Benefit Act, Future Group women
employees can avail a maximum of 26 weeks as pre-natal or post-natal leave, as per
the country’s law. During this period, the employee will be paid the same salary
drawn immediately before proceeding on maternity leave.
Paternity Leave
Along with a beneficial maternity leave, the Future Group believes that enabling the
male employees of the organization in supporting their spouse through the period of
pregnancy is absolutely essential. They can avail 15 day paid paternity leave within
10 days of the child’s birth.

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Special Privilege Scheme
Various offers and products from the gamut of brands under Future Group are extended
towards all the employees in lieu of promoting our own products and increasing awareness
about them.
Values and Culture
The organization has been built on the principle of “Rewrite Rules, Retain Values”.
Understanding the Indian consumer and infusing those learnings in each and every function is
key to us. The knowledge and insights help build our business practices towards the goal of
leading India into becoming a consumption led growth story.
2019 2018 2017 2016 2015
Revenue (in crs) 5728 4498 3877 3300 3134
No. of training man hours (per
employee) 8.102452 74.672 - - -
Total Man Hours of training
conducted 102099 815044.9 - - -
Employee benefit expense (in crores) 296.01 243.07 204.88 188.56 169.19
Number of employees 12601 10915 9,221 8300 6828
Revenue per employee 0.454567 0.412093 0.420453 0.39759 0.458992

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Enhance functional, managerial and
leadership skills
Financials
Increase the market
share through better
use of technology
Focus on employee
retention through loyalty
bonuses for long-term
benefits
Customer
Customer retention
through improved after
sales
Expand customer base by
expanding to rural areas and
increasing retail outlets
Personalization of the
products for best results
Business Process
Learning and Growth
Inculcate customer
management skills through
proper training
Provide knowledge of
products
Development through training
Strategy map of Future Group
Improved overall customer experience through retail 3.0
Use social media for promotion
Product labelling, innovation and
competitiveness
Visual elements in content
marketing strategy
Using cloud power and AI for
more personalized experience

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CONCLUSION
Therefore, through the above data we can easily understand the importance of the HR
metrics of a company. The fact that all of these companies have been successful so far is
proof enough that their HR metrics and strategy related to HR has worked wonderfully
for them. Irrespective of the industry the companies belong to and the type of products or
services they manufacture and provide, HR metrics and Strategic HRM is the key to
retaining competitive employees and to check that the organization is well on its way to
achieving its goal and in the process creating shared value for its stakeholders as well as
the society at large.