iGate Global Solutions
Gate's key HR initiatives were implemented with the intention of checking employee attrition. The HR department identified retention as the key focus area and all initiatives were planned and developed around this. Stock options, salary incentives, awards, overseas trips for special projects, and other such incentives that are directly linked to the performance parameter were made more aggressive.

Besides this, the department also worked toward creating a "cool" workplace with an emphasis on the "fun" element. Incentives for employee referrals were also revised. Handsome cash rewards based on the grades and levels were initiated under the scheme.

A top down communication matrix that was initiated in 2004 also helped HR gauge the requirements of the employees better in the last fiscal. This led to initiate measures to address employee needs.

Online suggestion schemes on HR process, automation of the HR process and self-defense and personal safety related programs for the women employees were some of the other initiatives that were launched.

l Head, HR: UVG Sekar l Key challenges: l Attrition at entry level employees l Expectation of best in the market salary l Onsite assignments

Keane India
The impact of the company's efforts to undergo a transformation into a single global entity reflected in its HR initiatives that Keane India undertook last year. The company took greater care in making employees a part of the real time global decision-making process.

Keane also initiated newer ideas. The 'Pay for Performance' was a significant scheme, where the employees' demonstrative skills were given greater importance than experience. It also drafted a framework defining the criteria for judging performance-based incentives. Under this, the Keane Leadership Awards recognizes management leaders from their global offices.

For enhancing transparency at workplace, the company started skips level meetings for employees, where the seniors got to interact with the subordinates to get a feel of the employee satisfaction.

To retain talent, various steps were taken, last year. These included productivity bonus for employees working onsite post return, onsite job rotation, critical skill bonus (retention of rare skilled talent), sponsoring higher education, incentives for referrals, team-building initiatives at all levels, among others.

l VP, HR: Ramesh Rathi l Key Challenges: l Retention of critical resources and skills l Attracting talent at competitive price l Development of employees across levels to handle higher responsibilities

L&T Infotech
Last year saw L&T Infotech focus on internalizing quality processes. The company got successfully assessed at PCMM Level 5. This was an initiative directed towards improving, integrating and optimizing personnel processes. The PCMM initiative also helped in mentoring, gain succession planning, achieve competency based HR best practices and performance management system.

L&T also went ahead with extensive orientation-cum-technical training programs for software engineering trainees in addition to focused management development programs. There was continuous skill up-gradation on new emerging technologies for employees.

The company continued to foster a transparent work culture that enables employees to succeed on and off the job. Special day off on birthdays, gym, meditation and recreational facilities, special interest groups, a day at work with family, picnics and project get-togethers were encouraged.

l Chief, HR: Henry Karkada l Key challenges: l Managing career aspirations in light of reduced onsite opportunities l Developing competency on continuous basis to manage accelerated technology change l Developing young managers into future leaders

MindTree Consulting
Most of the key HR initiatives introduced by MindTree in fiscal 2005-06 were aimed at containing attrition. This Bangalore-based company commenced a unique program 'Arboretum', which was meant to assist new recruits adapt to the company's work culture and value system. Family engagements were also increased through cookery classes, book reading sessions and movie shows for children. A special magazine was also launched to update the families of the employees with the latest developments of the company and in areas of technology. Leadership development is integral to MindTree's organizational culture. The company conducted Leading Performance Program, a program that imparts leadership skills to budding leaders.

A 360-degree feedback mechanism for appraisals allows HR department to get improvement inputs from peers and managers addressing employee development needs. Based on changing business needs and drivers, the Reward and Recognition program was also reengineered last year. As a result, a highly effective award called Shining Star was launched to provide instant recognition to star performers.

l VP and head, People Function: Puneet Jetli l Key Challenges: l Scalability of practices l Talent crunch l Balancing business growth and aspirations of individuals

Moser Baer
Moser Baer identified the development needs of its employees and incorporated the balanced scorecard approach in the performance management system, one of the key HR initiatives of the company during the last fiscal. In order to counter the looming threat of talent crunch in the future, Moser Baer commenced a talent management program that entailed building up a talent pipeline through key resource process by identifying differentiated career growth and development opportunities for employees.

Communication between employees is encouraged through regular "town hall" meetings, an address by the executive director every quarter, and open house sessions. Apart from various training programs conducted in-house, Moser Baer has also tied up with IMT Ghaziabad for management development programs for its middle and senior level executives. Remuneration is one area that Moser Baer keeps working on regularly. Work-life balance and effective stress management is achieved through yoga classes and Art of Living sessions.

l Head, HR: Rajya Ghei l Key Challenges: l Hiring and retaining talent l Employee engagement l Continuing with the people development initiatives

Patni Computer Systems
Patni's HR initiatives were focused on testing innovative hiring techniques. It did so to check the quality of people it takes on board and initiated measures to motivate its young leaders. The company also initiated an "India to US Offer pool" program to attract talent from overseas. People were recruited from Singapore and West Asian countries. The "Non-IT to IT" program was also beefed up to impart extensive training to graduates from non-technical backgrounds and groom them into software professionals.

The company also launched a Young Leaders@Patni (YLP) program aimed at identifying and grooming high potential employees in the organization for lead positions. Another initiative that the company undertook was that of "Upward Appraisal", where juniors had the opportunity to rate their seniors. Some of its offices have started serving its employees by offering to pay their telephone bills, electricity bills, booking of travels and movie tickets etc at a subsidized rates. This saves their time, which they can utilize better for the company.

l Sr VP and head, HR: Milind Jadhav l Key Challenges: l Retention of talent l To provide good growth opportunities while remaining a flat organization l Effectively communicate company's growth strategies and policies across all levels on a regular basis

Polaris Software Lab
Rejuvenating its brand image was the biggest focus area for Polaris. Employer brand attributes were identified and large-scale interactive programs and study missions were organized to identify best practices across all its offices. Most of the other company initiatives were rolled in order to take a fresh look at strategies to retain and train talent. A program called Creating Commandos was carried out for the leaders in the organization with an aim to drive result-oriented performance. Based on the positive outcome of the activity, Polaris plans to roll out the same program for the senior management up to the level of project directors.

A campaign called 'Future Leaders' was set off to recruit domain and technology experts for the BFSI vertical.Polaris also initiated practices to focus on building second line leadership for enhancing internal capacity. Special attention was given to groom star performers through a program called 'Konarks'.

l Executive VP and global head (Talent & Change): Arvind Mishra l Key challenges: l To hire candidate having higher caliber in the niche skills at optimal price l Leveraging fullest potential of every single associate l Understanding the stated and unstated training needs of employees and design the right developmental programs

Rolta India
This Mumbai based CAD, CAM and GIS solutions provider made an impressive debut in 2002 and saw a spectacular rise in rankings over the years. Employees looking for exposure and an opportunity to work on state-of-art technology preferred the 24-year-old company as it gave opportunities to work on overseas projects. Some of the key HR initiatives last year was based on a satisfaction survey conducted earlier. Based on the feedback, Rolta hiked salaries by 15 to 20% across board with a higher remuneration for the high performers.

Unlike annual reviews done by most IT firms, Rolta conducted a mid-term performance review and awarded promotions to the 50 high performers. To give a feeling of ownership and involvement toward the organization, employee stock option was extended to all level of executives below the managerial level. Highly talented employees with long span of service in the organization are identified and given training for development and growth. The company also saw its employees count going down from 3,350 in FY 2004-05 to 3,000 in fiscal 2005-06. High attrition is a big challenge for the organization.

l Ex-director HRD: T V Holay l Key Challenges: l Retention of employees l Upgrading technical skills l Competitive salary

Siemens Information Systems
Siemens focused on revamping to create a high performing organization. It launched a new system under performance management initiative called the 'Employee Dialogue for Growth and Entrepreneurship' with the aim of improving talent management on a global scale.

The performance management system was revamped as well. Apart from the standard features that deal with performance discussion, performance evaluation, training and development needs, two new features were added. A personnel day forum, where employees' assessment was done in the presence of peer managers, was included. Decisions were finalized with respect to increments, promotions, talent identification and career path and conveyed immediately after the forum. Creative thinking was encouraged as Siemens started rewarding valuable suggestions that came from employees under a new suggestion scheme called 'Kalpana'. The launch of the scheme resulted in multiple suggestions coming from the employees, who voiced the need for a technical training cell, greater employee engagement and restructuring the existing career development model.

l Associate VP, HR: Vinod Khisty l Key Challenges: l Shortage of skilled manpower l Increased expectation in terms of aspirations l Retention of talent

Tech Mahindra
Another regular name in the BES, Tech Mahindra could not retain its place in the BES Top 20 list. Even though guiding mantra for Tech Mahindra is 'employee first'. The company restructured the human resource functions through the creation of individual delivery units to make it more employee focused and position HR in a more effective manner within the delivery units. A novel program, MOULD ("Mahindra's opportunity for you to learn and develop"), was also launched during the fiscal 2005-06. To enable employees enhance their skills and competencies in niche areas, the HR department set up a competency solution unit. Performance management system was made more timely, online and transparent.

Tech Mahindra recently launched its initial public offering of 12.7 mn equity shares of which 1.2 mn have been reserved for the high performers.

l VP corporate, HR: Ashok Bhattacharya l Key Challenges: l Rapid growth of the organization l Integration of new geographies l Managing the consequent change as the result of the above two

Xansa
This UK based outsourcing and technology company with a workforce of 2,000 in India focused on redesigning its HR initiatives for driving greater employee engagement. With an increase in the number of employees and business for the company in India, most HR initiatives were targeted to enhance the brand awareness of Xansa.

Xansa's recruitment initiatives were aggressively rolled out. It enrolled with the Times Job Fair. The company also revamped its induction program. Personal development plan was identified for all employees. Performance management was automated for a seamless flow across geographies. Technical training for improvement in skills and management continued to be a part of key HR initiatives. Milestone celebrations, inter- and intra-company cricket matches, annual day celebrations were other initiatives that Xansa emphasized on last year to improve employee engagement. Annual health camps, normal work shifts, a crèche facility for working parents, transport facilities, and career breaks were some of the other initiatives to maintain the work-life balance.

l COO: Louis Hall l Key Challenges: l High attrition rates prevailing in the IT/BPO domain l Attracting the right talent l Retaining existing employees by setting up of career paths

Zensar Technologies
Last year Zensar Technologies gave a face-lift to its existing HR processes. New programs were launched as well. These efforts aimed at overcoming challenges thrown up in the process of achieving higher levels of employee engagement. The Fast Track program for an accelerated growth opportunity for employees across functions was launched on a larger scale across multiple offices. Also, the employee relations (ER) function was improved upon to enhance employee engagement.

The re-invented ER function ushered in greater roles for ER executives, who were made responsible to address all stated and unstated employee issues and concerns ranging from hygiene issues to goal alignment and on-boarding concerns. Among the new initiatives rolled out last year, the company launched a round-the-clock employee help desk system called Ecare with the purpose of providing global support for all HR, and finance-related issues for the employees across locations. It also started a WE (Women for Excellence) forum to foster leadership among their women employees.

l Global head, HR: Prameela Kalive l Key Challenges: l To sustain efforts in investing in innovation and incubation of breakthrough ideas in people practices l Sustain high level of employee engagement l Talent attraction

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