Humanizing Rewards. 17 May 2017

Transcription

1 Humanizing Rewards 17 May 2017

2 Digital is at the core of our strategy

3 Digital is also at the core of disruption faced by several industries Executives Who Anticipate Moderate or Massive Digital Disruption in the Next 12 Months, by Industry

4 What it means for Digi. FROM SELLING megabytes messages minutes

5 We juxtaposed business and talent strategy, with external and internal views OUR STRATEGY And OUR TALENT PROFILE EMPLOYEES VIEWS ON DIGI TODAY & IN FUTURE WHAT EXTERNAL TALENTS WANT Author & Date & Version

6 TODAY Reputed Telco Strong company culture Proud history of exploration and innovation Employee pride & engagement Self-driven opportunities Open communication Resourceful ($) Safe, stable Not really so empowered Complex We did some soul searching FUTURE and some fact-finding Digital leader Front-runner/ trend sett Fast, agile, entrepreneu Innovative challenger Hire the best people & help them succeed Passion for technology. We always have the late Peer driven - collaborat Freedom & flexibility Simple

7 Humanization of total rewards is the essence of our rewards philosophy Entice Energize Empower Empathize

8 Humanized What lies at the heart of evolution of total rewards at Digi Base Pay, HR policies Variable compensation Benefits, Learning, Development, Performance Management One size fits all Customized

9 Cornerstones of our evolved total rewards strategy S Segmentation D Differentiation P Personalization D Digitization

10 Entice and Energize target talent groups through segmented approach to compensation Talent Market(s) Level of competitiveness For what to reward and how to reward? Different comparator groups for different talent archetypes Market positioning by comparator group, strategic importance of role and competence (knowledge, skills and abilities) Rewards delivery tools deployed based on expected behaviors and outcomes from talent archetypes

11 Managers empowered to differentiate while rewarding Managers empowered to allocate merit increases, guided purely through budget and understanding of market equity and worthiness of each employee Data provided Positioning of employees in Digi salary ranges Market data for role Positioning of employees against market Broad guidelines: Guidelines for not only different performance categories, but also criticality, risk, value-creation and competence Guidelines for employees based on their positioning against market, taking into account their performance Controls in place Salary ranges Increment budgets provided to department heads

12 Managers and employees empowered to personalize the performance management process ous feedback process and dialogues p An opportunity for a manager and e to discuss progress on goals and e development, and set up e actions and plans edback ive development feedback from olleagues so that the manager can broader perspective of the progress elopment of the employee al development plan ed as a live document, the purpose P is to do a personal reflection and on of employee s strengths and or as that need attention

13 Empathy for individual needs and drives through personalized rewards Flexible spending accounts Personalized letters to employees, partners/parents physically signed by CEO and CXO Online learning and nano-degrees based on personal needs and preferences

14 Empowerment and empathy come alive through digitized employee experiences

15 Challenges Challenges Changing mindset Getting the right technology Decision-making Managing decision biases Managing cost

16 <PROJECT/FILE/REFERENCE> <CLASSIFICATION> THANK YOU