Leveraging Talent 6th Annual Conference – GEO 19th December 2015 Dr. Raju Mistry

Leveraging Talent – The Most Essential Imperative Talent is critical! Even the Best Jockey can’t win a race with a dead horse.

The Talent Scenario Globally 34% employers are having difficulty filling open positions. Other countries report the following: United States - 52% Brazil – 57% India - 67% Japan - 80% Only 49% have all the skills required to perform in their current jobs.

Our talent imperatives Learnings & Insights Agenda Our talent imperatives Learnings & Insights Whose priority is it anyway? Is there a method to the ‘…………’ Out of Box- Or is it in the box?

In Perspective August 2015

At a Glance | The Group Today A USD 41 billion (Rs 2,50,000 cr) MNC Operates in 36 countries Over 130 state-of-the-art manufacturing units Over 50% revenues from international operations Anchored by 120,000 employees belonging to 42 different nationalities Ranked No. 4 in the Global “Top Companies for Leaders” survey and ranked No. 1 in Asia Pacific for 2011 (Aon Hewitt, Fortune Magazine and RBL) Topped the Nielsen’s Corporate Image Monitor 2014-15 for the third year running emerging as the Number 1 corporate – “Best in Class”.

At a Glance | Over 50 years of History 1930-1970 2000-2005 2005-2010 2011-2015 Shaping of a Conglomerate Set-up Grasim, Hindalco, Eastern Spinning Acquired Indian Rayon Cementing Leadership Positions in Relevant Sectors In India: Future Group’s “Pantaloons Format” business Financial investment in Living Media India Ltd. (India Today Group), through its private investment company Chloro Chemicals Division of Kanoria Chemicals Chlor-Alkali & Phosphoric Acid Division of Solaris Chemtech Industries Limited Gujarat and Satna Cement Units of Jaypee Cement / Jaiprakash Associates Ltd MF Assets of ING Investment Chlor-Alkali Division of Jayshree Chemicals Ltd Total Superstore Business (“Total Undertaking”), the Retail Division of Jubilant Agri & Consumer Products Ltd Globally: Columbian Chemicals – Carbon Black Domsjo Fabriker – Pulp Terrace Bay Pulp Mill Equity stake in Chemicals & Technologies for Polymer and Chemicals & Technologies for Polymers Advanced Materials, Germany – Epoxy Massive Capacity Expansions at: Hindalco Novelis UltraTech Pulp & Fibre (Vilayat) Building Scale through Acquisitions In India: Indal - Aluminium L&T – Cement and Formation of UltraTech Madura Garments PSI - IT Services Annapoorna Foils Globally: Dashiqiao Ronghua Chemical Company Limited, China - Carbon Black Birla Nifty Pty, Birla Mount Gordon Pty, Australia - Copper mines Tembec Inc., Canada - Pulp mill Acrylic Fibre in Egypt – Greenfield Plant Growth and Consolidation Formation of Aditya Birla Nuvo: a premium conglomerate with diversified businesses Increase in copper smelter capacity – Birla Copper Cement and aluminium – capacity addition Carbon Black – capacity expansion at Patalganga Entry into Retail – acquired Trinethra Acquisition of Novelis and Transworks Acquired Pulp Mill in Canada – AV Nackawic Inc. 1970-1995 The making of India’s first MNC Thailand Indonesia Malaysia Egypt 1995-2000 Entry into Services Financial Services Telecom Copper Cement business of Indian Rayon demerged to Grasim

The ABG Journey in Talent Management 2004 - 2007 2008 - 2011 2012 - Now Designing the Framework Awareness Institutionalization Development Focus Process simplification Technology Enablement Accelerated Development SWP Hiring Freeze

Insights & Learnings It is not about “pigeon-holing” people. Talent Management Models / Frameworks have limited purpose. They are a Means to an End, not an End in themselves It is not about “pigeon-holing” people. Execution effectiveness is the key requirement for Talent Development Have relentless focus on communication, execution capability building Leverage Technology to enable execution and generating insights Be selective and make select partners judiciously– “Best Practices are Best not to Practice” in some cases. Expectation Management of all stakeholders

Leveraging Talent - Whose Priority is it Anyway? Who carries the ‘Can’? HR? CEO? Business Leaders? Line Managers? Or All? Who is accountable for building, grooming and nurturing talent? What systems and processes reinforce this accountability? Does culture play the role in making Talent Development a “Way of Life” Who is responsible for shaping this culture?

Is there a Method to the ………..?

Is there a Method to the ‘…………’ Advise the business on how best to close skills gaps. Use data modeling, analysis and deep labor expertise to help their organizations find needed skills. Manage a large, extended workforce. To tap into needed skills quickly, start supporting dynamically configured teams of workers who may not be employees at all. Use proactive, data-driven talent sourcing. Recruiting professionals and hiring managers will proactively seek out the talent they need and use analytics to identify and attract the individuals they need. Foster external global talent mobility. With talent often in locations other than where it is needed, HR professionals will need to know how to locate, source and manage talent on a global basis. Support internal talent mobility. Need to help internal employees move to where their skills are needed inside the organization. Make skills development part of everyday work. Need to help current employees make learning new skills a component of their everyday work. Make work fully transparent. Need to make skills requirements transparent to employees, educational institutions and the broader community.

One Size does not fit all….. The trends……..Customization and technology Great success stories include: Dell (custom personal computers), Amazon (book and other product recommendations just for you) Netflix (movies that fit your profile) People now expect—even demand—customization in the workplace because they have experienced it in their everyday lives as consumers.

The future workplace as imagined by 16- 18 year old London students The future workplace as imagined by 16- 18 year old London students. ( HÅG) a ‘bake off-style’ kitchen allows employees to cook together isolated working pods can be customized for individual requirements four key topics emerged from the discussion concerning themes relating to health, the environment, technology, and workspace. the design also includes a health center and gym, alongside a doctor’s surgery where one can book appointments while at work. A clear trend was the continued blurring between personal and work life garden allotments allow workers to make their own lunch

Leveraging Talent – Flexibility and Customization is the Key Segment the workforce. By grouping employees based on specific criteria, such as value to the company, companies can tailor people practices for each segment. Offer modular choices. Offer employees a predefined list of options for custom-configuring their own work experience. Define broad and simple rules. An organization can create a rule so broad and simple that it can be interpreted in many different ways, thus allowing scope for the means to comply with it to be personalized. Foster employee-defined personalization. The tools now exist to allow employees to define and create their own people practices. The HR Role - Reinvented: Adopt a new mandate. Understand and serve employees with highly relevant offerings that improve their engagement, motivation, retention and performance. Develop new skills. Develop the kinds of skills that marketers use to excel at customization, such as co-creation. Implement new roles and organizational structures. Have a dedicated analytics group, as well as people and resources focused on coaching employees in how to make the most of their customized work experiences. Set up new organizational structures that break down internal functional silos; doing this may mean it will have to change its own organizational structures.

The World is Changing……..

Are You Ready?

Out of the Box or is it in the Box? "If everyone had to think outside the box, maybe it was the box that needed fixing“ (Malcolm Gladwell, What the Dog Saw) Why is ‘Development’ considered “outside” of a persons job? Why do we need to look ‘outside’ for developing people? Why is it always necessary to ‘reward’ people, or have it as a part of KRA/KPI for talent development to get embedded in the system?

So Where Are we Today…………..

Dhanyavaad….. Thank You….. Merci….. Gracias…..