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SAS India has been consistently working towards replicating its global HR
practices in India. Result: it jumped two ranks this year.
Retention is an area that SAS continues to focus all its energies on as its
talent pool is among the best in the industry and as the size of the workforce
is lean (about 130 employees). This has an upsideeach employee handles critical
roles within the company and hence, is also more passionate about his/her work.
In addition, the company has gone an extra mile to boost the trust and
confidence of its employees through transparency in its practices and
communication. Senior management, including the CEO, showed a higher commitment
towards engaging with employees and communicating with them through skip level
and one-to-one meetings. Today, HR as well as the senior management at SAS India
believe in a higher degree of personal touch to realize their global vision.
Niche technology, excellent training, good salary and appraisal procedures,
great work-life balance, flexibility in working hours, and transparency in
communication is now a critical part of SAS Indias DNA. Despite the ongoing
slowdown, SAS has not cut back on any of its HR or employee initiatives, such as
day-care benefits, concierge services, adoption assistance policy. In fact, it
has gone a step ahead to better drive work-life balance, help employees cope
with stress with the help of external counsellors and motivate its employees.
SAS continued to provide salary hikes at the range of 12.3% to its employees
even in this year of slowdown.
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Rank 5 |
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SAS Institute India |
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Srinivas Rao, head,HR |
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Over the year, the company filled in only key profiles capable of carrying
out critical roles. SAS also took some key steps on performance improvement of
fresh employees and took tougher calls on non-performers, which again reflects
in the high attrition and lower number of employees. While retention has been a
strong area for SAS (at 95.9%) as it managed to retain all 20% of its top
performers, it surpassed the average attrition at 16%. Page(s) 1
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