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About

The SHRM India Annual Conference & Exposition is your biggest platform to gain a competitive edge and engage with winners across the globe. While providing an opportunity to interact with business community at large, the sixth #SHRMiAC ensures that you stay abreast with the driving factors of all business units. Being the most premium HR event in the subcontinent, the conference ensures your presence amongst the top thought leaders from across the globe who share key insights, best practices and equip you with tools that will propel you to become a winner.

The 'SHRM India HR Excellence Awards', hosted on the first evening, recognizes organisations across categories of HR Excellence to celebrate organisations that put their employee’s interests first! Soak in the city’s history and experience the pulse of India's capital - New Delhi.

Reasons to Attend

Highlights of SHRMiAC’16

  • 1250

    Delegates

  • 80

    Global Speakers

  • 550

    Companies

  • 65

    Partners

  • 25

    Knowledge Sessions

Journals

Speakers

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Rajesh Sud
Exe. Vice Chairman & MD - Max Life Insurance

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Sean McGrath
WBG HR Vice-President - World Bank Group

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Dr. Brad Shuck
Associate Prof. Organizational Leadership & Learning - University of Louisville, and Strategic & Academic Partner, BI WORLDWIDE

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Ajeet Bajaj
MD, Snow Leopard Adventures & Director, Adventure Nation

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Pramit Pal Chaudhuri
Senior Editor - Hindustan Times

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Raghavendra K
Senior VP and Global Head - HRD, Infosys BPO

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Prarrthona Chowdhury
Country Manager - Indian Sub-Continent, Remy - Cointreau.

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Ashish Vidyarthi
National Award winning Actor

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Srikanth Balachandran
Global CHRO - Airtel

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Sanjay Dutt
Head - Global Capability Development & India HR, EXL

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Gayatri Taragi
Head, Talent Acquisition - Airtel

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Virender Aggarwal
CEO - Ramco Systems

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S. Venkatesh
Mgmt. Board Member & President, Group HR - RPG Enterprises

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Yashwant Mahadik
EVP & Global CHRO - Sun Pharma

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Pankaj Bansal
Co-Founder & CEO - PeopleStrong

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Cynthia J. Lange
Partner - Fragomen

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Vijay Sharma
Co-founder & CEO - Belong

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Clarissa Shen
VP International & MD, Asia - Udacity

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Sashi Kumar
Country Head - Indeed India

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Arjun Khanna
Senior Head - Human Resources

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Dilip Chenoy
Former MD & CEO, National Skills Development Corporation

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Abhijit Bhaduri
Founder - Abhijit Bhaduri & Associates

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Peter Hamilton
VP & Regional Director APAC, Kelly Outsourcing & Consulting Group

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Subrat Chakravarty
Senior VP, HR - HCL Technologioes Limited

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Achal Khanna
Chief Executive Officer - SHRM India

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Puja Kapoor
Vice President, HR - Evalueserve

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Aditya Malik
CEO & MD - Talentedge

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Priyanka Bhatnagar
VP, HR - Accenture Solutions Private Limited

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Ishan Dantanarayana
Chief People Officer - Brandix Group

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Gurucharan Singh Gandhi
Head - L&D, Aditya Birla Financial Services

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Maria Bourke
Brand Director - Asia Pacific - Steelcase

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Dr. Andrew Mitchell
CEO - Rewardian

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Smriti Ahuja
HR & Learning Head, - Cognizant Technology Solutions

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Mark E. Benjamin
CHRO - American Express India

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Ravi Shankar B
Partner - HR & Wellness Community - Roundglass

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Niveditha Viswanathan
VP, BD & Strategic Alliances - HealthifyMe

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Papiya Banerjee
CLO & Global Head, Talent - Bharti Airtel Ltd.

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Harlina Sodhi
SEVP - Head, Culture & Capability, IDFC Bank

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Jonathan Alles
MD, CEO - Hatton National Bank PLC

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Sanjay Lakhotia
Co-founder - Aamoksh One Eighty

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Biplob Banerjee
EVP HR, Admin and CSR, Jubilant Foodworks

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Sanjay Virmani
Chief HRM(OMQ) - Tata Steel

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Vishpala Reddy
Vishpala Reddy, CPO - Uber

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Vinay Pradhan
Country Manager, India - Skillsoft

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Sunil Puri
Director, Asia Pacific, Research, Innovation & Product Development - Center for Creative Leadership

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Smriti Krishna Singh
CHRO - Sony Pictures Networks India

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Anil Prem D’Souza
Chief Executive Officer - Simpliance

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Swarnima
Counsel at Trilegal

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Sanjay Behl
CEO - Raymond Limited

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Dr. P.V Ramana Murthy
Sr. VP & Global Head, HR - Taj Hotels Resorts & Palaces

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Ketan Dewan
Co-Founder & CEO - Talocity

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Kathleen Mullaney
VP, Careers & People - Udacity

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Priyanshu Singh
Country Manager & MD - Adecco Group India

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Dhiresh Sharma
Chief Business Officer - Yatra.com

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Naiyya Saggi
CEO & Founder - BabyChakra

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Leena Sahijwani
Global Head HR - Quality, R&D and Talent Management - Sun Pharma

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Sukhjit S Pasricha
CHRO - Indigo

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Amogh Deshmukh
MD - DDI

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Dr. Aquil Busrai
CEO - Aquil Busrai Consulting.

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Madhulika Verma
Founder - I am Limitless

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Madhura Das Gupta
Head - Employee Experience, IDFC Bank

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Debi Prasad Das
Growth Founder & Chief Mentor - Talocity

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Preeti Das
Global head- IT & Digital Services - Sutherland Global Services

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Pavitra Singh
Director- Head Talent Acquisition & Global Campus - PepsiCo India

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Amit Munjal
Founder and CEO - Doctor Insta

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Ishan Gupta
Managing Director - Udacity India

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Lynette Nazareth
Program Director - Chesnut Global Partners India

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Mamta Wasan
Senior VP of Human Resources at FIS

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Muniinder K Anand
MD, India & South Asia - Center for Creative Leadership

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Rajeev Sharma
CHRO - Eicher Motors

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Madhu Damodaran
Business Head - Coachieve Solutions

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Mandira Kapoor
GM Talent & Capability Development - Coca-Cola

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Prasad Rajappan
Founder & MD - ZingHR

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Dhanya Rajeswaran
Director, Talent Strategy, Human Capital & Diversity - Accenture

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Bhim Kaul
Global Product Evangelist for Learning & Core Technologies - Adobe

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Shatrunjay Krishna
Senior Principal, Kon Ferry Hay Group

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Suvodeep Das
Vice-President, Marketing - Sodexo BRS India

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Rishi Jha
Lead Strategic Accounts for Cloud Deployment Solution and HR Transformation at Alight for APAC

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Kannika Sagar
Chief People Officer - HCL Infosystems

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Jaspreet Bakshi
Director & Regional Head of HR People Services - RBS, India

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Dr. D. Prasanth Nair
Managing Partner & Country Head - Helm Leadership Solutions

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Arjun Naik
Head HR, Credit Arigole Corporate & Investment Bank

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Rajan Kalia
Co-Founder, Salto Dee Fe Consulting

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Gaurav Ahluwalia
Managing Director, HR - JP Morgan

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Suchitra Rajendra
VP, Human Resources, India Region – Pepsico India

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Avinash Saurabh
CEO & Co-Founder - Zoojoo.be

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Francis Padamadan
Country Director - KellyOCG India

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Dinesh R
Chief Human Resources Officer - OYO

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Vineet Gupta
Founder and Trustee - Ashoka University

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Vivek Paranjape
Senior Advisor & Facilitator - SHRM India.

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Prithvi Shergill
Ex- CHRO, HCL

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Pritesh Malde
Head of Product - Obino

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Vikramjit Singh
Stand-Up Comedian

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Ketan Kapoor
Co-founder and CEO - Mettl

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Amit Narain
HR Head - Nestlé South Asia Region

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Vikas Singh
Chief of Staff, AP Globale

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Gajendra Chandel
CHRO - Tata Motors

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Yuvraj Bagwala
VP HR, Genpact

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Anand Talwar
CHRO, ITC Infotech India Ltd

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Shelly Singh
Co-Founder & Chief Business Officer - PeopleStrong

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Dr. Anurag Apte
IMEA Medical Lead Team Member - Procter & Gamble India

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Udayan Dutt
Regional HR Director - RB, South Asia

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Preemita Singh
Group HR Head, ICRA

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Aparna Sardar
Global Leadership Coach, 3M

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Neeraj Deginal
Head - Technology, SHRM India

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Geethaa Ghaneckar
CHRO, Raheja Universal Limited

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Andy Young
Mixologist

SHRM India HR Excellence Awards 2017



The SHRM India HR Awards have been instituted as an exemplary platform to recognize organizations that put people first, deliver future focused excellence in the field of People Management and understand the importance of human capital as a key contributor to business outcomes.

14th September, 2017 | 7.00 PM onwards

SHRM India Conference APP


Download the SHRM India Conference App to stay abreast with all latest information related to the Conference.

Partners

SHRMIAC 2017 Partners
SHRMIAC 2016 Partners

Agenda

09:45 - 09:55

Conference Inauguration

A spellbinding Contemporary Dance performance by the Sutra  Studios Dance Troupe - a group of underprivileged children from Faridabad based NGO Karam Marg.  The Dance Troupe brings to you a short contemporary dance piece that is an encapsulation of this loving and resilient spirit of India. Like a ‘Sone ki Chidiya’ or a Golden Phoenix that always rises even through the... Read More

10:05 - 10:35
Shah Jahan

Key Note Address - Winning in Today's World

Track - FIRE
The Flames of passion are a driving force within, giving direction.

What does it take to make promote winning as second nature in your organization?

Join this session to explore, and believe how you can make bold and transformational leadership commitments to move towards a future that redefines and restores our relationship with... Read More

Concurrent 1B - Experience, Productivity & Business Impact: Empowering Employees through Digital | Partner: PeopleStrong

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning

The power of digital is not unknown. But in today's world of SaaS, Mobile, AI and what not, it is important to understand how and when these elements can be used to create the maximum impact for the organizations. We bring in two such interesting case studies, where businesses leveraged the power of digital to take their employee experience to the next level and experience business benefits.

Concurrent 1C - Always on HR: The New Mantra for Transformation | Partner: Alight

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

In this session, we will deep dive into the 2016–2017 HR Transformation Study conducted by Alight. The study throws up insightful findings on the state of HR transformation, specifically in the context of the ever increasingly technology age that we live in. The panel of... Read More

Concurrent 1E - Augmented HR : Leveraging Artficial Intelligence for Talent Decisions! | Partner: Talocity

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning.

The session kickstarts by Ketan Dewan on "No Gas Recruiting" showcasing how videos and AI are an antacid for recruiters. This is followed by a panel discussion on augmented HR. As organizations leverage new age technologies for bottom line gains - from higher productivity, to faster turnaround and improved Customer Experiences…so is HR in a position to leverage the benefits of these new-age technologies. In this session, we delve into how tools... Read More

Concurrent 2A - Transformational Talent: Understanding the Traits and Behaviours of Top Talent | Partner : Indeed

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

 What is it that TA leaders should look for when they are looking to hire truly transformational talent?Join this panel discussion to hear from our speakers on what they feel is the impact of these great leaders that exist within each company and how companies can attract, retain and inspire them!

Concurrent 2B - Mindful Leadership - Transformation from Great to Extraordinary | Partner : DDI

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning

Resilience, Focused and Open to development are three meta capacities which help leaders transform themselves from Great to Extraordinary. Many of our leaders aren’t as good as they need to be—and you’ve probably read about the commonly held... Read More

Concurrent 2C - Employee Wellness: Benefit or Mandate | Partner : CGP

Track - FIRST-MOVER
Leaders are people who take risks and continuously push boundaries.

 Workplace wellness promotes workplace health (physical, mental & emotional), resulting in a happier and healthier employee with higher productivity.
Recognizing the positive correlation between a healthy workforce and healthy business, is it time for... Read More

Concurrent 2D - Personal Innovation: Igniting Dreams, Passions, Careers and Social impact

Track - FIRE
The Flames of passion are a driving force within, giving direction.

Personal innovation is the buzz word of business today. But how can you take the principles of innovation and apply them to your personal and professional life? Join this session to explore ways of constantly innovating yourself and leveraging on your own sphere of influence to succeed. Personal innovation is not a replacement strategy, it's the way of life!

Concurrent 2E- Going Beyond the Perfect Resume: Are we Really Hiring the Best Talent? | Partner: Ashoka University

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning.

Critical Thinking, Creativity and Complex Problem Solving - Key skills needed at the modern workplace! Business success is about working with people and communicating effectively, and not just about narrowly defined skills.

While the Indian higher education system produces large numbers of technically skilled people, it has rarely addressed these vital aspects. Organizations recruiting even from eminent institutions find that they have to impart... Read More

Special Session - Dramatic Conversations

Track - FIRST-MOVER
Leaders are people who take risks and continuously push boundaries.

 Truth is often stranger than fiction. Truth has many shades. It is only through conversations that we can understand its nuances.

Dramatic Conversations brings out nuances of the truth we see around. It travels through all the human emotions of joy, laughter,... Read More

17:30 - 18:15

Closing Keynote - Pushing the Boundaries

Track - RESILIENCE
Overcoming challenges is the best form of learning, leading to inevitable victory.

 "If there are limits to man's capabilities, Ajeet Bajaj finds a way to cross them!" To carry forward the strength and attain larger 'wins' hear directly from Adventurer and Explorer and Padma Shri awardee, Ajeet Bajaj; the first Indian to have skied to both... Read More

Special Session: Artificial Intelligence in HR: Myth or Reality | Partner: ZingHR

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

AI in HR has become a buzz word with extreme views being expressed by many experts. Right from fear factor as to how machines will replace Human Touch & Empathy to strong advocates of AI predicting that it will be the only viable option and citing large scale benefits, have become the talking point in many of the forums.
The panel will attempt to bring out different facets of AI especially in the Indian context.

18:15 - 19:00

Happy Hour | Conference Community Meet Up @Expo Area

Don't miss the masterclass on High end Cocktails by adept mixologist Andy Young – Reserve Brand Ambassador for Diageo North India.
Sprinkled with some sophistication and fantastic cocktail creation, with unforgettable memories.

19:00 - 22:00

HR Excellence Awards Presentation & Gala evening

An evening filled with Glamour, Fun and Celebration, where we honour excellence in HR Practices across multiple categories at the most prestigious and coveted Awards in HR. We also have a great lineup of evening entertainment, with an opening act by Tatva dance Troupe, from Amity University.
Perfomances by 'HR's Got Talent' finalists
Hold on to your... Read More

09:45 - 09:55
Shah Jahan

Day 2: Grand Opening | Partner: HOD.life

Winning is about conquering the mind, body and soul. We start the second day of the conference, with food to fuel your Body & Soul, with the first live virtual Yoga Masterclass by Celebrity Yoga Master Vidya Malvade.

09:55 - 10:40
Shah Jahan

Key Note Address - The HR Evolution: From Transactional to Interactive

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning.

 We've all heard that HR is typically looked towards as the stewards or custodians of the culture, but if you don't have those capabilities to bring the culture to a new place, specifically around innovation and driving not just customer demand but also... Read More

Panel Discussion: The Gender Bias: Old News or Modern Reality

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

Even as workplaces are becoming more and more equitable, are we completely done away with The Gender Bias?
With the unique set of cultural, social and religious challenges that are rooted in our country, join this session to hear different perspectives from the corporate world on the existence of gender bias and what is the collective action that we need to take to ensure better inclusive workplaces.

11:55 - 12:10
Shah Jahan

Special Talk - The Future of the International Employee During Times of Political Nationalism | Partner: Fragomen

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

This informative session will a proactive look at the future of business immigration and mobility in a time of political nationalism. Gain insight into global business immigration trends especially with regards to movement from India into the United States, Australia and the... Read More

Concurrent 3A - Who's at the CENTRE of you’re your recognition program? | Partner: Rewardian

Track - FIRE
The Flames of passion are a driving force within, giving direction

Employee recognition facts:
- 87% of recognition programs focus on tenure (Bersin & Associates)
*The #1 type of recognition is for recognizing years of service (Worldatwork)
- 41% of companies that use peer-to-peer recognition have seen positive increases in customer satisfaction (GloboForce).

Time to stop. And Re-think. Is the "one-way street" of recognizing our employees working. Or is it time to make recognition strategies truly value-based - for our... Read More

Concurrent 3B - Skills Imperative: Leveraging Technology for Future Ready Talent | Partner: Adecco

Track - RESILIENCE
Overcoming challenges is the best form of learning, leading to inevitable victory.

With technological innovations on the rise, what can companies do to attract and retain the best? Join this session to hear the panelists discuss on the various future skills that HR professionals need to possess and how technology can be leveraged for the same.

Concurrent 3C - New Age Employee Benefits | Partner: Sodexo

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning

In this rapidly changing marketplace, it has become imperative for organizations to constantly understand their workforce and provide a robust and scalable benefits solution that delivers savings, satisfaction and synergy with employee needs. Join this session to hear from organizational leaders on what are some of the new age benefits, best practices and tracking mechanisms.

13:35 - 14:20
Shah Jahan

Concurrent 3D - HR in Action

Track - FIRST-MOVER
Leaders are people who take risks and continuously push boundaries.

In this session HR leaders share best practices and case studies on HR transformation

 

Concurrent 3E - Well-Being Technology in the Workplace: Through Machine Learning, Analytics and AI | Partner: Roundglass

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning

The last five years have seen rapid advancements in application of artificial intelligence, automation and chatbots to core organizational functions like sales, marketing etc. The onus is now on HR to leverage on these technologies to transition from people process management to enable meaningful and personalized employee engagement. Join this session to know how new age startups are using these technologies to enable HR functions across companies to improve employee... Read More

Concurrent 4A - Talent Centricity: Driving People Decisions | Partner: KellyOCG

Track - COLLABORATE
Success is a journey of people coming together, never an individual.

People decisions are long lasting in their consequences and difficult to unmake. Managers making people decisions will never be perfect, of course, but are organizations making constant progress in their people strategies? How often are companies willing to relook at their strategies?

Concurrent 4B - Why You May Become Irrelevant in 2030! And, What Can you Do About it…. Partner: Center for Creative Leadership

Track - RESILIENCE
Overcoming challenges is the best form of learning, leading to inevitable victory.

 "Owing to changing technology, workforce models, business complexities, and CEO expectations, the HR function and the role of CHROs is undergoing a paradigm shift. While exemplar CHROs see this imminent shift in the role of the function, majority of the heads of HR are unfortunately in a denial mode. CCL research points that HR functions at 4 out of 5 organizations in Asia are not ready for the future. In this, rather grim scenario, the incumbent HR... Read More

14:25 - 15:10

Concurrent 4C -The Power of Effective Collaboration | Partner: 3M

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning

 "Did you know that one of the most overlooked cost in an organization is the cost of ineffective meetings? If 5 people attend an ineffective meeting that lasts 1 hour, the loss is not of 1 hour, but of 5 man hours, which, if you calculate, is actually... Read More

Concurrent 4D - Re-Strategizing HR: To meet Digital Labour Compliance Challenges | Partner Simpliance

Track - EVOLVE
A continuous process of growing and rising beyond expectations. Extend your endless learning.

2017 as of today:
- Central employment laws being amalgamated into 4 simplified codes
- Changes in the labour code on Social Security & its effects on compensation and benefits ecosystem
- Formation of new age unions in the IT sector – is the HR community ready?
- Revolution our country is undergoing with the current government digitizating major processed like Social Security Benefit Administration, ESIC, PF etc.
- Online filing,... Read More

Special Session - The Confluence on “The Business of HR”

Track - FIRST-MOVER Leaders are people who take risks and continuously push boundaries

The HR industry has seen a boom with more and more players entering the fray. HR Services Industry is seeing exponential growth. While there are no official figures the size of the industry is unofficially pegged at over 30,000 Cr rupees! There’s room for start-ups, Multinationals, Indian corporates offering solutions and services across the spectrum of size, scale and price. The Business of HR is coming of age in India and it’s time we take stock. Presenting the confluence of HR and Entrepreneurship, as CHROs and HR Entrepreneurs share their perspectives on the Business of HR and its future.

17:00 - 17:30

Closing Session - Secrets of a Super Achiever

Track - FIRE The Flames of passion are a driving force within, giving direction.

"His Story is what legends are made of; born to a very humble background in a small village with no electricity, barely any infrastructure and a small scale - farming economy. Thanks to his mother, Vikas was one of the few people in his village to complete his education. To help... Read More

Registrations

INR22,400 SHRM Member
  • Cancellation Policy: All cancellation/modification/substitution requests must be received before 31st August 2017. Refund, if any, will be made after deducting 20% net of taxes and will be processed after the Conference.
    Any modification/substitutions must be from the same organization informed to shrmindia@shrm.org in writing.
    Refunds or credit will not be given for late arrival, unattended events, or early departure.

    Invoices raised after 31st August 2017 are non-cancellable and payable to SHRM India. Non-attendance to the event in such cases will be treated as Noshow.
INR23,900 Non Member
  • Cancellation Policy: All cancellation/modification/substitution requests must be received before 31st August 2017. Refund, if any, will be made after deducting 20% net of taxes and will be processed after the Conference.
    Any modification/substitutions must be from the same organization informed to shrmindia@shrm.org in writing.
    Refunds or credit will not be given for late arrival, unattended events, or early departure.

    Invoices raised after 31st August 2017 are non-cancellable and payable to SHRM India. Non-attendance to the event in such cases will be treated as Noshow.
INR27,125 Become a Member
  • Cancellation Policy: All cancellation/modification/substitution requests must be received before 31st August 2017. Refund, if any, will be made after deducting 20% net of taxes and will be processed after the Conference.
    Any modification/substitutions must be from the same organization informed to shrmindia@shrm.org in writing.
    Refunds or credit will not be given for late arrival, unattended events, or early departure.

    Invoices raised after 31st August 2017 are non-cancellable and payable to SHRM India. Non-attendance to the event in such cases will be treated as Noshow.
INR15,000 Student
  • Cancellation Policy: All cancellation/modification/substitution requests must be received before 31st August 2017. Refund, if any, will be made after deducting 20% net of taxes and will be processed after the Conference.
    Any modification/substitutions must be from the same organization informed to shrmindia@shrm.org in writing.
    Refunds or credit will not be given for late arrival, unattended events, or early departure.

    Invoices raised after 31st August 2017 are non-cancellable and payable to SHRM India. Non-attendance to the event in such cases will be treated as Noshow.
USD395 International Member
  • Full Access to 2 days of the Conference
* Till 15th September, 2017
USD470 International Non Member
  • Full Access to 2 days of the Conference
* Till 15th September, 2017
USD545 International Become a Member
  • Conference Registration + SHRM Membership
    Full Access to 2 days of the Conference
* Till 15th September, 2017
Special Group Discount for 2+ and 5+ Delegates
Contact 1800 103 2198 (Toll Free) to avail!
Cancellation Policy

Networking

Contact Us

SHRM India
1800-103-2198 (Toll Free)
shrmindia@shrm.org

Fill details to download brochure

faq

Partnered by - Fragomen

Definition:


Human Capital Analytics is the process by which the value of the organization's people is measured and improved for the purpose of enhancing overall organizational performance. The key elements that are important for Human Capital Analytics in the organization are those that add value to your organization which include the tools and technology being adopted, integrating analytics with organizational financials, educating stakeholders and the competency of an individual in this area. The HR Analytics Award recognizes the ability of the organization in incorporating all these key elements in their Human Capital Analytics approach.

Overall Measures:


  1. Robust Human Capital Model which ensures that the HR function is involved in developing, implementing and measuring the organizational strategy
  2. HR Dashboard used to track progress on HR Strategy and the measurements used to detail performance
  3. HR Technology and Tools used for capturing accurate data for business needs and utilization of this data for decision making.
  4. Process of measuring contribution at primarily 3 levels – organizational (in terms of human capital cost efficiency and ROI), functional / business unit level (contribution of human capital to the unit’s productivity) and human capital management (in terms of effectiveness of the HR department, employee turnover and other related metrics)
  5. Competency of the HR Professional in Human Capital Analytics (e.g. use of Human Capital Analytics by the HR Professional in their daily working, HR people with HR Analytics skills)
  6. Trainings undertaken for business management in HR Analytics and its usage
  7. Initiatives undertaken to educate stakeholders in Human Capital Analytics
  8. Usage of HR Analytics by the top management
  9. Usage of HR Analytics by business managers
Definition:
Diversity & Inclusion is the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences and behaviors.  It has three primary dimensions:Internal dimensions of diversity, such as age, sexual orientation, race and gender. External dimensions of diversity, such as religion, marital status, income and educational background Organizational dimensions of diversity, such as work location, function, seniority and management status
This Award therefore recognizes companies that have adopted and implemented policies and practices to build in and promote diversity and inclusion. It seeks to reward the thought process that the "culture of inclusion" has become a business imperative. 

Overall Measures:
  • Effective implementation of a proactive strategy in Diversity (for Gender, Generation, Culture, Physical Disabilities and so on)
  • Financial and resource investments for diversity initiatives
  • Process of measuring Diversity ROI, either through impact on the bottom line or the top line
  • Employee perception Audits and Surveys conducted
  • Diversity ratio and workforce composition at senior leadership levels and at the time of promotions
  • Diversity ratio and workforce composition at senior leadership levels and at the time of promotions
  • Performance metrics defined for managers, for diverse teams
  • Focus on resolving perception based differences in performance ratings for different employee groups (e.g. women and men) undergoing similar talent development trainings
  • Availability of infrastructure that is suitable for all employee groups
  • Regular employee survey to assess employee perception of inclusion in the organization
  • Diversity initiatives covering different areas of HR – Hiring, Training, Employee Communication, Engagement, Grievance Redressal, Flexible Policies
  • Focus on increasing diversity in the Supplier base (e.g. empaneling high quality minority suppliers as a business practice)
  • Demonstrate formal or informal leadership by embracing inclusion through positive interactions
Definition:

The use of Social Media for People Practices by an organization refers to the effective use of social media channels, tools and applications for driving key people processes for high impact. The Award seeks to recognize companies that have a well-rounded approach towards integrating social media across talent sourcing, employee engagement, learning, employer branding and so on.
It also recognizes initiatives that the organization is implementing, through which Social Media is being used to foster a higher degree of collaboration between cross-functional teams, leveraging the content created by employees, developing Knowledge Management processes, connecting employees in remote locations to a common platform which allows for knowledge sharing for business value.

Overall Measures:
  • Clear articulation of a proactive strategy for using Social media in HR processes for people and business impact (of different types - Facebook, Twitter, LinkedIn and so on)
  • Financial and resource investments for HR-Social Media initiatives
  • Integrated approach for implementing Social media usage in key initiatives such as Hiring, Training, Employee Communication, Engagement, Employer Branding and so on
  • Creative and appropriate use of different kinds of Web tools and technologies by the organization for employee related activities
  • Regular tracking of both lead and lag indicators to assess whether these initiatives have impacted the organization culture and business, in a positive manner
  • Adapting to the changing manner in which employees connect with each other (for example, having a social media platform internally) and implementing such new initiatives
Definition:

The Community Impact award showcases organizations which have created a significant impact on community through their sustainable social initiatives, particularly in the people realm. It seeks to recognize the commitment of these firms in creating a balanced approach between economic growth and profits on one hand, and community development related initiatives aimed at creating higher societal value on the other.
The areas of impact can range at the micro level, from improving the quality of life for communities that their businesses are operating in, to driving financial empowerment and enterprise development at the macro level. The sectors can vary from Education, Healthcare, Agriculture, Energy, Environment, Livelihood-related training and so on.
The essence of the Award is to recognize the spirit of being responsible as a corporate entity, towards contributing to solutions for identified social concerns by utilizing the organization’s own financial and people resources.

Overall Measures:
  • Metrics used to measure the Community Impact (and Societal Value) of the initiatives, over a predefined timeframe
  • New initiatives added in the past 3-5 years, to which budgeted funds have been allocated
  • Financial and people investments made in this area
  • Process used to track accountability of funded programs through regular measurement and reporting of outcomes
  • Initiatives undertaken to increase Employee Involvement in the Community programs supported by the organization
  • Initiatives to develop community networks, facilitated/led by the organizations that are self-sustaining
Definition:

Developing the Leaders of Tomorrow requires a different kind of approach as compared to the leadership development frameworks that organizations typically have. The need of the market is to have a holistic LEADER development approach, which focuses on elements such as sustainability, a global mindset, value system based on ethics, accountability and so on.
This award therefore seeks to recognize organizations which have been implementing best/next practices/programs in this area in order to develop their potential leaders (3 to 5 years) or emerging leaders (roles which are a level below the CXO roles), for roles which are new and far more challenging than those in the past, due to the rapid market changes.

Overall Measures:
  • Growth in the number/percentage of potential and emerging leaders identified in-house for future roles
  • Quality and diversity of developmental projects/initiatives provided to potential leaders
  • Parameters used to measure business and strategic impact of these programs
  • Evaluation approach identified to assess the performance of the identified future leaders in roles which require them to demonstrate the requisite attributes
  • Financial and people related investments made in programs and practices in this area
  • Retention of high potential leadership talent that has been identified through this process
Definition:

Talent Acquisition is a critical component of any organizations HR strategy. These practices determine the manpower that enters and eventually runs the organization machinery and have an important impact on the employer brand and perceived employee value proposition.
First impressions are often lasting impressions; and thus, the talent sourcing and staffing practice is critical in creating that undying impact on prospective and new hires. This practice also has an immense impact on the organizations’ topline and bottom line as both are ultimately driven by the employees.
This award, therefore, recognizes organizations that have instituted excellent practices in the field of talent sourcing and staffing and have elevated the talent acquisition lifecycle (sourcing, hiring, and onboarding) to a highly productive level.

Overall Measures:
  • Presence of a comprehensive and proactive sourcing strategy aligned to business needs
  • Variety of approaches used to source talent
  • Use of effective performance metrics to track success of the talent sourcing and staffing process- time to hire, cost per hire, hire yield ratio etc
  • Financial and people related investments made in this area
  • Routine and consistency in the talent sourcing through established norms and detailed guidelines
  • Efforts to reduce overall hiring costs through well-crafted and automated processes
  • Favorable Employee feedback, through employee satisfaction scores
  • Building the Employer brand and the ability to position itself as the "employer of choice"
Definition:

Leveraging HR Technology is the extent to which organizations are able to effectively use technology to drive and deliver organizational / HR goals in order to gain competitive advantage. It seeks to transform the role of HR from merely administrative and operational to a more consultative and strategic one.
The key elements that are important for Leveraging HR Technology in an organization are those that facilitate the digitization of HR processes which include the scale and depth of technology implementation, the ease with which HR data can be accessed and analyzed, whether automation has facilitated alignment of HR goals with business goals, and ensuring that it is a process of continuous improvement rather than a one-time intervention.
This award therefore recognizes the ability of the organization in incorporating all these key elements to make their internal HR processes more efficient and also better align their HR goals to business goals.

Overall Measures:
  • Number of HR processes automated and number of business units/ locations covered
  • HR Dashboard used to track progress on effectiveness of HR automation and the measurements used to detail performance
  • Technology and Tools used for automation of HR processes and effectively using them to achieve organizational objectives
  • Process of measuring contribution at primarily 3 levels –
  • Organizational Level (extent to which use of technology helped align HR goals with business goals)
  • Functional / Business Unit Level (extent to which digitization of HR processes led to improvement in the unit’s productivity)
  • Individual Employee Level (in terms of increased employee/manager self-service)
  • Transitioning HR roles from mainly administrative to consultative and strategic – as perceived both by HR and business
  • Financial & people related investments made
  • Initiatives undertaken to educate stakeholders and ensure smooth transition from manual to automated HR processes
  • Usage of HR technology by senior leaders
  • Usage of HR technology by business managers
  • Usage of HR technology by employees
Definition:

A learning organization is one which promotes and enhances continuous learning of its employees in order to remain competitive. Learning and knowledge acquisition encourage critical thinking and experimentation resulting in improved employee contributions over time.
This award therefore seeks to recognize organizations with demonstrated success in learning initiatives that include training, development and knowledge management. Learning includes acquisition of knowledge (tacit & explicit), skills, behaviors or competencies which are critical for organizational success.

Overall Measures:
  • Opportunities provided to employees for development – in-house and external training programs conducted, sponsoring employee higher education, etc.
  • Quality and diversity of training available to employees
  • Parameters used to measure business and strategic impact of the training programs
  • Use of technology either alone as a supplement to other learning methods or to facilitate learning and transfer of training
  • Evaluation approach used to assess the improvement in performance of the employees who have undergone training (Lead and the Lag measures)
  • Evaluating the extent to which such initiatives have benefitted the organization in terms of better productivity, attracting better talent, retention, etc.
  • Extent to which learning and development is used in change management and OD.
  • Financial and people related investments made in L&D initiatives
  • Partnerships with academic institutions to provide basic skills training, develop customized programs etc.
Definition:

This award seeks to recognize organizations that understand the linkage of employee health to business productivity. These have proactively identified or designed specific health and wellness programs which can support the needs of their employee segments.
The initiatives that can be covered under these go beyond insurance plans. These can be onsite healthcare facilities or online health assessment tools, programs and information providers for healthy lifestyles, regular medical employee health screening camps, wellness and nutrition coaching/ counseling, tie-ups with any hospitals, club or gym memberships, women’s health, stress management counseling. The programs for senior leadership can also be included in this category.
Within the gamut of this award, will also be healthcare support provided to disabled employees or those who have been injured while at work, assistance provided to those who have a dependency on tobacco or alcohol, suffering from obesity. In inclusive and forward thinking organization, this could also involve counseling related to raising awareness in HIV/AIDS.

Overall Measures:
  • Number and frequency of the health and wellness employee initiatives
  • Range (wide/diverse) of initiatives provided from the list shared above (and any others) and provisions made under each of these
  • Investment made (financial and people) in employee health and wellness related programs
  • Parameters used to measure the satisfaction, usage and value of these programs to the employees and percentage of employees covered by these programs
  • External partnerships and tie-ups for the programs
  • Any process used to track the positive business impact of these programs
Definition:

Excellence in Human Resource requires organizations to think laterally and design and implement people management practices and/or systems that are exceptional as opposed to the traditional processes that organizations typically have. An ever-evolving external environment, where knowledge workers are the differentiators for successful organizations, it is essential for organizations to come up with practices that not only differentiate them but also support in achievement of their people and overall business strategy.

The key dimensions of such a people management practice or system are:
  • Uniqueness of the practice/system. This implies that while the practice/system would be grounded in the traditional Human Resource disciplines, it would still be innovative and unique to the organization
  • Integration of the practice/system with the overall human resource strategy of the organization. This also implies that the practice/system supports the organization in achieving its targets (bottom line and/or top line)

This award, therefore, seeks to recognize organizations, which have successfully designed and implemented such "excellent" people management practice(s) or system(s). This could be a single/multiple innovative practice(s) or system(s) that the organization has implemented across any area in Human Resource and has been running successfully in the organization for some time.

Note:
Each organization may submit an Application Form which includes one or more (maximum 3) initiatives' of people management/HR practice or system
The said practice/system must have completed a minimum run of two years in the organization

The entry can include details of a single practice or an entire system. For example:
HR Practice: An organization may submit details of how they have introduced the concept of a 'Career Manager' where each individual in the company is assigned a career manager who focuses on the individual’s long-term growth through frequent mentoring and developmental inputs provided by the Career Manager
OR
HR System: An organization may submit details of their ‘Career Management System’, which has various sub-sets like individuals identifying their current competencies, career aspirations and competency gaps based on the needed competencies/skills for the next role in the organization. These individuals would then create a plan for covering the competency gap; be assisted in the same by their career counselors and work on the same. The entire system is online and automated with career opportunities in the organization also posted on the online portal in a regular manner.

Within the gamut of this award, will be practices or systems under any HR discipline. The following are indicative disciplines that the practice/system could fall under:

1. Strategic HRM
2. Talent Acquisition and People Flows
3. Performance Management
4. Learning and Development (including Knowledge Management)
5. Compensation, Reward and Recognition
6. Talent Development, Engagement and Retention
7. Employee Advocacy and Relations (includes Employee Engagement)
8. Industrial Relations
9. HR and Social Media
10. Diversity & Workplace Flexibility
11. Executive Coaching and Leadership
12. Human Capital Standards and Analytics

Overall Measures:
  • Innovativeness of the practice/system. Its' uniqueness to the organization and difference from practices followed in the industry or parallel industries.
  • Adequate balance between human touch (exceptions, personal connect) of the practice/system and its routine and consistency (through established norms, detailed guidelines)
  • Integration of the practice/system with the HR strategy and overall Business strategy
  • Financial and people related investment made for the system/practice (can also include details of organizational culture and infrastructural changes made to incorporate the practice/system and leadership buy-in for the system/practice)
  • Parameters used to measure business and strategic impact of the practice/system (Qualitative and quantitative data both will be accepted here. This specially tracks the business impact of the program)
  • Parameters used to measure the satisfaction, usage and value of the practice/system to the target employees and percentage of employees (from the targeted population) covered by the program (this specifically tracks the people impact of the program)
  • Variety of methods used in the practice/system (example: a leadership development program could use a variety of methods like coaching, classroom training and live projects)
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