innovation in hr - powerhr forum in hr . from the president ... dgm (hr)ntpc 4. employee grievance...

Innovation in HR

From the President’s Desk

Innovation is a process that starts with idea generation and ends with its implementation. In an

organization, employees practice innovation, both in professional as well as personal front, may

be in not so structure manner. It is desired that for effective and efficient implementation of

innovation, a structured approach is adopted.

To ensure structured approach, Power HR Forum had organized a two day programme on

“Innovation in HR” during 15-17 November, 2016 for HR executive of its member organizations.

As an outcome, a total of 8 projects in different sub-domains were identified by the

participants, and the projects were finalized.

This compendium is the compilation of these 8 innovation projects focussing concerns like

transfer of employees, recruitment system, change in trainings and development methods,

improvements in performance management as well as appraisals, and issues related to

employee leaves and their grievances.

I am sure that the innovations suggested, will benefit all readers to initiate measures for

adapting the ideas, in their respective organizations.

I compliment the Forum Sectt. for bringing out this compendium !

With Best Wishes

07.04.2017

Ravi P. Singh

Director (Personnel), POWERGRID

President - POWER HR Forum

Contents

1. Introduction…………………………………………………………………………….....01

2. Topics covered in each project………………………………………………......04

3. Innovation in Recruitment Process for entry level executives….....05

4. Leveraging Technology in trainings………………………………………….....13

5. Leave System…………………………………………………………………………......22

6. Employee Grievance Audit………………………………………………………....31

7. Performance appraisal…………………………………………………………….....39

8. Performance Improvement……………………………………………………......45

9. Transfer Mitra……………………………………………………………………….......51

10. Transfer Kit……………………………………………………………………………......57

INTRODUCTON

Innovation in HR- why and what?

A common misconception in social circle is that innovation pertains only to technical areas

and thus, has resulted in our inability to think creatively and go beyond our knowledge

boundaries in our domains of expertise.

Innovation is a dynamic process which can occur in any field of human endeavour. It

involves venturing into unknown and is necessary for visibility. It requires more energy,

greater capacity to build, and repetition of ideas and processes. To generate innovation,

it is important to believe in innovation, as this concept is for transformers, i.e. from

learners to innovators.

Innovation hotspot

The success of an innovation is determined by its visibility and its impact as a multiplier.

In order to gain the maximum from an innovation effort, innovation sensitive areas needs

to be chosen, which will have maximum impact on the total value created. These

innovation sensitive areas are called “Innovation Hotspots”.

Different types of Innovation:

Since Innovation is applicable in every possible field, thus it is necessary to classify it into

different types. Innovation can be broadly classified into 5 different types:

Product Innovation: This is the most visible form of innovation. Any product that’s

exists in the market today, was an innovative idea sometime in history

Process Innovation: This innovation has the ability to create value for the organization

as well as its stakeholders

System Innovation: It consists of multiple processes which interacts with one another

to convert an input into an output

Strategic Innovation: This innovation has always had major impact on outcomes in the

annals of history

Domain Innovation: It refers to the scope of innovation in every filed of human

endeavour

Business model Innovation: It is a combination of different types of innovation. It

focusses on strategy, process and product

1

Innovators Framework

The framework involves three key elements that an innovator must keep in mind so that

his idea doesn’t gets rejected at a preliminary stage.

Newness ∆N- This is the most essential stage in any innovation as innovation cannot

be an extension of any existing idea.

Value created ∆V- This is the success element of any innovation as any innovation

generated is accepted only if adds any value to the previous existing system.

Design ∆D- This element helps in initiating any innovation. This gives shape to the raw

innovation generated by an innovator.

These three stages are essential in any generated innovation, otherwise it will surely

mature/die at an early stage only.

Stages of Innovation Development

There are 5 stages involved in the development of an innovation.

New Idea

Value Idea

Designed Idea

Potent

Innovation Idea Innovation Prototyping

Innovation

Development Process

2

The projects mentioned in the compendium were prepared by following parrticpants in groups

of four each.

SNo. Innovation Title Members

1. Recruitment process at entry level for executives

Rahul Sharma, DGM(HR), NTPC

Ashutosh Tiwari, Manager-NPCIL

Vimal Durgapal, Dy. Manager (HRD)THDCIL

A.K.Mishra, Manager(HR), NSPCL

Anshita Payasi, Dy. Manager PMI, NTPC

2. Leveraging technology in training Nishi Singh, AGM (HR) NTPC

Anshita Payasi, Dy. Manager PMI, NTPC

P.R. Kumarlal, AO Admin, IREDA

Deepak Poojari, DM (HR)NPCIL

Vimal Durgapal, Dy. Manager (HRD)THDCIL

3. Leave System

Rishi Kapoor, Sr. Manager, NTPC

Shaily Khanna, , Manager-NPCIL NPCIL

Deepak Poojari, DM (HR)NPCIL

Siddhartha Mandal, DGM (HR)NTPC

4. Employee Grievance internal audit

P K Harinarayanan, DGM, POWERGRID

Pravesh Sharma, Manager, IREDA

Kumar Lal. Administrative Officer, IREDA

Ashish Kumar, Asst. Secretary, DVC

5. Performance appraisal

Dr. J.S.Chauhan, Chief Manager-PGCIL

Rishi Kapoor, Sr. Manager-NTPC (PMI)

Ashutosh Tiwari ,Manager-NPCIL

Shaily Khanna, Manager-NPCIL

6. Performance Improvement Ashish Kumar, Asst. Secretary, DVC

Parvesh sharma, , Manager, IREDA

Ajay Philipp, Asst. GM(HR)-POSOCO

Bhaskar Gupta, Sr. Manager (HR),NTPC

7. Transfer Mitra

Ashish Kumar, Asst. Secretary, DVC

Parvesh sharma, , Manager, IREDA


Bhaskar Gupta, Sr. Manager (HR),NTPC

8. Transfer kit

Nishi Singh, AGM (HR) – NTPC


Bhaskar Gupta Sr. Manager (HR),NTPC

Dr J S Chouhan CM (HR),POWERGRID

3

Topics Covered In Each Project

(1) Innovation Hotspot (Existing Challenges)

This will explain the existing challenges in the Power Sector.

(2) Solution to the existing problem- “Proposed Innovation I HR”

This will explain the idea behind the proposed innovation and its relevance

(3) Why proposed solution is an innovation

This section will explain the three essential elements of an innovation-

Newness (∆N), Value (∆V), and New Design (∆D)

(4) Stakeholders involves

This will inclusiveness of the project

(5) Cost- Benefit Analysis

(6) Conclusion

Note: In the projects, ‘She/ Her’ is used to refer an employee, be it a male or a

female.

4

Innovation in

Recruitment Process for Entry Level Executives

5

1. Innovation Hotspot (Existing challenges)

Human Resource professionals have various methods to harness the potential of other employees

to innovate and create environment for innovation in the organization. One of them is adopting

innovative practices/ processes for recruitment. Now a days, even though Public Sector

Undertakings are adopting new practices/ methods to recruit people for the organization, but still

in comparison to market, are far behind.

1.1 Existing recruitment system

In PSUs, the current recruiting system has various gaps/ pain areas in the cycle of recruitment. Some

of which are listed below:

1) Time consuming (recruitment process takes at least two years to deliver an employee ready for

work)

2) It requires a well-established financially demanding infrastructure

3) Hiring of the raw talent usually requires training before being deputed to the work.

4) Low affinity with the organization

5) High rate of turnover

6) Quality of the Inductees (Not Industry ready)

1.2 Glimpse of present process of recruitment

PSU’s have modernized their processes by utilizing the IT facilities available in the market. Online

application submissions and online exams are being conducted. This process is saving precious time

and manpower to some extent. However, this process also involves huge financial, mandays and

time cost.

In existing process, the recruitment advertisement is to

be published in the employment news, local as well as

national newspapers. Submission of applications is

through online platform. An online system based

screening is done. After screening, the admit cards of the

applicants are uploaded on the website. This process takes at-least two to three months. During this

period, an agency, which facilitated the entrances and conducts online exams is hired, which is

usually costly in nature.

Candidates short listed through online exam, then undergo personal interview test. After interview,

a merit list is prepared and result is displayed on website. Selected candidates are provided joining

time. The whole process from advertisement to joining the training course goes for at least 6 to 8

months and costs mandays apart from the financial implications.

The total process of getting an

industry ready employee takes at-

least 2 years.

6

To make the selected candidate industry ready, a rigorous training module is then designed, and a

dedicated team is involved during this whole the period. Training center and accommodation of

selected candidates also requires a costly infrastructure.

2. Solution to existing problem: “Proposed Innovation in HR”

For new values and new benefits, an innovative process in “Recruitment process for entry level

executives” is proposed. The details of the existing process and proposed process of recruitment are

elaborated as under:

Proposed Innovation is the process in which the recruitment starts from the admission/selection of

a candidate at the educational Institute, i.e.

selection after 12th standard. This involves

collaboration with the educational

Institution to mold the competency and

personality of prospective employee, to make them industry ready just after induction.

3. Core Elements of Proposed Innovation

The proposed process innovation has all ingredients of Innovation, viz., Newness, Design and value

of concept as mentioned in Table 1 below.

Core elements of Innovation Specifications of innovation

Newness (∆N) Partnership with reputed institutions

New course according to the need of the industry

Selection on mutual consensus between institution

and industry

Value (∆V) Certified rankings

Candidate will be industry ready

Cost and time saving

New Design of Concept (∆D) Collaboration with the industries

Setting up guidelines according to industry needs

Mandatory specific internships

Regular monitoring through professionals

Table-1: Core elements of Innovation

Shaping the competencies and character at

right time (young adulthood), which is

otherwise not at all possible.

7

3.1 Newness (∆N)

1) Collaboration between institution and industry: Under this system, partnership with reputed

institutions shall be made with a view to select the prospective employee at the time of

joining the institution. In this, Institute shall select the defined number of candidates for the

Industry with regular students on the basis of set guidelines, which would be decided on the

basis of mutual consensus between the Institution and the Industry.

2) Industry specific course/ modules: Further, the courseware for these prospective employees

shall also be decided in the same manner, which shall include the Industry specific course and

mandatory internship of 45 days at the site of Industry in each semester. Evaluation of the

employee shall also be monitored by the Industry and if required, corrective action shall also be

taken.

This will lead to recruitment of high quality, industry ready (competency as well character)

candidates. The most important advantage is shaping the character and competency in

developmental years, which is not possible in the current system.

3.2 Value of the New Recruitment System (∆V)

The selection done through new process will deliver a totally new product. The competency of the

selected employees through new recruitment process is on higher side in comparison to the

employees selected through existing recruitment process. Few values of the new system are

elaborated below

1) Candidate is industry ready with required competencies and character

2) Sense of belongingness

3) Time saving

4) Cost of advertising is eliminated

5) Cost of conducting the Written Test, Interview, Travel expenses etc. is eliminated

6) Cost of establishment is minimized

7) Optimal utilization of infrastructure for business development

3.3 New Design of the Recruitment Innovation (∆D)

The proposed process of the recruitment is based on the concept of developing the “pot of soil by

potter in the shape he requires”.

Here, Industry shall identify the raw talent at its initial stage, say while they are entering in the

undergraduate course itself and mold them as per the requirement of the organization. This will

help them perform from the day they enter the organization.

8

Figure 1: Design of Recruitment Innovation

Innovative recruitment process

1) The design for the new system starts with the identification of the Institution. For the same

trend, analysis as well as certified rankings (ranking such as MHRD and other premier rankings)

shall be used.

2) After identification of institution, mechanism for admission process of the students for Industry

as well as course design shall be finalized.

3) On agreement, highlighted advertisement will be published in the admission advertisement of

the University, stating that industry oriented course is available and student interested to appear

in such course may apply. This advertisement shall give a glimpse of the Industry and probable

Identification of

universities

• Certified rankings

• Trend analysis

Collaboration with

university

• Deciding the guidelines and course content

Identification of

candidates

• Universities to advertise industry specific course along with common course

• Applicants selected for the industry specific course

Course Design

• Organization specific input in each year of the course

• 3 months internship in each year of the course

Monitoring

• Specific intervention through practicing professionals as well as Guest Faculties

• Regular feedback, follow-up and corrective measures during the course period

Quality Employee

• Induction

• Posting

9

compensation on absorption in the Industry, which would drive more applicants to submit the

form in industry focused course.

4) To test some of the desired skills, the entrance test paper may be designed with the university/

institution like general aptitude test/ psychometric test etc. To enrich the knowledge base of the

students, syllabus of each semester will be designed by the industry and university to

accommodate the academic efficiency and industry required sharpness.

5) Students have to spend 45 days internship in the organization after completion of each semester

up to 6th semester. Last semester will cover on the job trainings of the students at different

locations of the organization to make them industry ready.

6) During the course specific interventions shall also be provided from the practicing professionals

as well as through mandatory internship at different locations

7) There may be chances that such developed students may switch to another preferable industry

on completion of the course. To avoid such situation bonds may be obtained from the students

for serving the organization for a certain period.

4. Comparative assessment of competency of the employee selected through new system is as

below:

Personnel hired through existing

system

Personnel hired through new system

Raw talent which is to be trained in the

existing system

Quality employee with competencies and character

as per the organizational requirements.

No affinity to the organization As the personnel have been exposed to the

organization culture throughout the course, they

would have greater affinity

Difficulty in adjustment to the far flung

locations

Awareness about locations help in better adjustment

No talent development process Defined talent development process as per the

defined standards

10

5. Cost Analysis of the existing system of recruitment of 100 executive trainees and proposed

system of recruitment is shown under(Considering recruitment of 100 ETs)

Present System

Component Cost (In Lakhs)

New System

Component Cost (In Lakhs)

Advertisement 20 Grant to University

80

Online Platform

20 External Faculty

50

Screening Cost 65 Internal Faculty (practicing Professionals

25

Cost on Interview

50 Internship 160

Training Cost 1, 300 315

Total 1, 455

Total cost in existing system for recruitment and posting of 100 ETs

= ₹ 1, 455 lakhs (approximately)

Total cost in proposed system for recruitment and posting of 100 ETs

= ₹ 315 lakhs (approximately)

Total saving = ₹ 1, 140 lakhs (approximately)

6. CONCLUSION

Talent acquisition is the area of concern for HR and is a critical resource for the organization. With

the current practices, organizations are not entitled with the cutting edge talent. The innovative

system will not only enable the development of the talent, but its acquisition also. To a large

extent, it will also enable the selection of right candidate as the screening process will consist of 8

quality gates (semester exams), which will result in eradicating the cost of wrong selection and will

ease the recruitment process.

11

Leveraging Technology

In Training

13

1. Innovation Hotspot (Existing challenges) Capacity building driven through trainings and development of employees is fundamental

to business growth in an organization. The continual efforts of the organizations towards

imparting advance knowledge to its employees can help improve the efficiency of

operations, save staff hours, improve technical systems and more importantly reap

benefits for the organization through self-fulfillment of the employees. But there are a lot

of challenges that an organization and its employees face while imparting various

trainings.

The challenges present in the existing system are:

1. Objective Training Plans

2. Objective Nominations

3. Learning opportunities for all

4. Satisfaction of employees

5. Prioritizing Training

6. Implementation of Learning / Measurement of implementation

7. Creation of Learning Culture

Above challenges are the ones, which each and every organization is facing in one form or

other. Therefore, it is important to propose some mitigation measures to overcome the

above challenges to convert training into a strategic tool of the organization.

Existing training process

Training Plans for employees in Public Sector Organizations are planned in a manner to

make it imperative and also bring in fresh skills for handling the talent gap for existing and

emerging situations. At the same time, it ensures that employees are developed equally

from within, to preserve the basic ethos of the organization.

With the above concept in mind, training plans are executed in the PSU’s through

dedicated Training Departments (HR). The role of HR revolves around the above philosophy

and plans are rolled out for training and capacity building on yearly basis.

Unfortunately even after the well-defined structured processes, there are the grievances

from the employee’s side regarding nominations for training. Focused and result oriented

training and development is also sometime missing in absence of proper feedback and

evaluation system of training.

14

The details of the existing process are explained in the figure below:

Figure 1: Existing training Processes

2. Solution to the existing problem- “Proposed Innovation in HR”

To cope up with the present situation in reference to trainings and development,

“Leveraging technology in trainings” innovation has been proposed. This is an app/ web

based system, accessed by all the employees of an organization, which will enable them

to nominate themselves according to their interest/ requirements for various

programmes/ events or workshops.

3. Why proposed solution is an innovation?

The proposed system is an innovation as it has all the three elements (New idea, design

as well as value). This innovation will help an organization to resolve various issues

related to trainings. It will be a proactive approach wherein all the employees would be

entitled to nominate themselves, raise new issues and concerns and would also be able

to access the modules online on the website itself.

This will result in sharing skills/ knowledge amongst all employees online only, which

otherwise is usually restricted to only those who attend the programmes/ trainings.

Understanding organizational

Training Requirements

Review of Existing Skill Gap

Analysis

2

Data Collection across all Locations

Preparation of training plan/

selection of employees

1 3 4

Feedback

5

Flows from the Vision of the organization

Business Plans and view of

Management is considered

Review of existing process and Skill

Needs in organization and skill gap analysis

Competency mapping and

internal analysis such as TNA is

used

Data Collection from various internal

sources

Employee engagement

questionnaire, PMRs views of process

heads etc.

Analysis of data obtained,

preparation of training plan and

implementing plan

Training Planner, nomination of

employees, organizing

training

Reaction Feedback and at times learning

feedback

Through Questionnaires &

post training evaluations

15

Core elements of Proposed Innovation

Elements of Innovation Specifications

Newness ∆N App/ web based training system

Nominations according to individual requirements

New Design ∆D Proactive individual login system to update training skills

according to self-requirement

New Value ∆V Equal opportunity for all

Transparency

Online modules

Improvement in training system

Table 1: Elements of proposed Innovation

3.1 Newness (∆N)

The proposed innovation is an app based, integrated training system, and following are the

features of the innovation:

1. All the processes of training to be facilitated through App Based System (Gyan Kosh) with

availability of web base (desktop) interface.

2. Planning to be made on the basis of existing system with improved processes. However,

data analytics and analysis using IT tools and presentation of training plan in the App.

3. Nominations for the training to be made on the basis of the individual requirements/ HoDs

requirement/ Organizational requirements (submitted using App) and prioritization to be

made on objective basis by aligning the request with the data obtained in planning phase

(Competency Mapping etc).

4. Defined impact assessment system for implementation of learning and reporting of the

result

5. Regular communication (through e-mail/ push messages) with the employees regarding

upcoming training program as well as feedback of earlier training program.

6. Scope for submission of new ideas pertaining to any training dimension to all the

employees

7. Grievance Management (related to training) with real time tracking

8. Opportunity to choose training, once or twice in a year

9. All Training Modules uploaded and any employee can access the same

10. Recognition Plan (Yearly Basis at Annual Function) for the employees implementing the

learning in the best manner

11. Training Satisfaction Survey, report shared at app and discussed during meetings

(Management/ Unions/ Associations/ town hall)

16

3.2 Design of the App Based Training System (∆D)

Design of the concept will require IT support as well as backward integration with database.

The framework of the new process is explained in the figure below:

Figure 2: Framework of innovation proposed

Figure 3: Flow Chart of Innovation Process

•INDIVIDUALS•SURVEYS

•INDIVIDUAL & DEPARTEMENTS

•INDIVIDUAL & DEPARTEMENTS

NEED ASSESMENT

TRAINING NOMINATION

GRIEVANCECOMPETENCY

MAPPING

Process Output

APP SERVER

Employee

HRDDeparteme

nts

Training &

Awards

Inputs

AWARDS

IDEAS

17

The design of the App is explained in Figure 4 and 5 below:

LOGOUT LOGGED IN INFO

GYAN KOSH

SUBMIT TRAINING TRNG NOMINATION PLAN DATA TRNG GRIEVANCE SUBMIT MODULES POINT IDEA SUBMIT DOWNLOAD POST FEEDBACK QUERY SURVEY RESULTS UPCOMING PROGRAMS

EMP ID

PASSWORD

Figure 4: (Log-In space)

Figure 5: Logged-In App Screen

18

3.3 New Values of the Innovation (∆V)

The above system will provide the following New Values (∆V) to the organization:

1. Objective training

2. Stimulate creative thinking

3. Equal opportunity to employees for training nominations.

4. Satisfied employees

5. Transparency getting increased

6. Grievance redressed

7. Implementation of learning

8. Increased/ Visible Return on Training Investment (RoTI)

9. Informative decision making

10. Improvement in performance

11. Learn any time

12. Towards learning organization

4. Business Plan

For implementation of this innovation, initial investment for the set-up shall be on higher

side but this will save a lot in process. Initial development of plan shall require an integration

between IT/ outside vendor (if hired)/ HRD (Training Department)/ Line Departments.

Once the prototype is finalized same can be implemented as the base training system. For

operating the system as well as for providing quick response and integration of all the

activities, support from IT Department shall be required. The implementation and running

plan is explained below:

Action

steps/tasks

Description Responsibility

Partners/

Resources

(Internal/

External)

Estimated Cost (INR) and

Expected Output

Finalizing the

Plan & Policy

for

implementati

on in new

system

Training Policy Changes: In sync with Organizational Goals and requirement of new system

Human

resource

development

department

and heads of

the

department –

site offices.

Senior

Manage-

ment,

Head of

each dept.

Cost: NIL (Internal resources

shall be used)

Output:

Smooth guidelines to go

ahead with the system

Formulation of policy for awards for implementation of training and idea generation, as well as formulating rules for inclusion of ideas in the system regarding training betterment

19

Action

steps/tasks


Partners/

Resources

(Internal/

External)


Expected Output

Preparing the

prototype of

the proposed

system

Deciding on the system requirements as per the plan

HRD

Department

IT

Departme

nt

Cost: TBD

Output: Effective Prototype

Plan

Designing the

App

Decision on the app platform and designing part (outsourced designing or in-house design etc.). Designing of the app

HRD IT

Departme

nt as well

as outside

Vendor

(Develope

r)

Cost: TBD

Output:

System (APP)

Sensitization Sensitizing employees

about the new outlook and

system through circulars

other communication

forums

HRD Corporate

Communic

ation

Departme

nt

Cost: NIL

Output:

Installed App in the smart

phone of employees

Monitoring &

Planning

Monitoring the proper working of the system by designating System personnel, grievance officer as well as other officers for taking spontaneous and real time actions against the inputs in the APP

HRD IT

Departme

nt

Cost: Less than the previous

manual system

Output:

Efficient use of system (APP)

and role clarity. Any time

learning as per the

convenience Organizing surveys/ TNAs as well as PMR data and

integration of the same through system approach

Creating Depository of Training Modules for the access of all

Evaluation Finalization and implementation of Evaluation Plan for training programs

HRD Participan

ts of the

program/

HoDs/

Reporting

Officers

Cost: NIL (utilization of in-

house resources)

Output:

Fair idea about the worth of

the training program

20

Action

steps/tasks


Partners/

Resources

(Internal/

External)


Expected Output

Reporting Reporting of results/ satisfaction surveys as well as other information related to training. Report to be made available at APP, to be presented at various forums as well as presented to top mgt.

HRD IT Cost: TBD

Output: Increased Credibility,

feedback from stakeholders

*- TBD- To be decided

5. Conclusion

The innovation is aimed to increase the overall stakeholder engagement in the training process. Implementation of the innovation in an Organization will highly motivate employees as well as include them as a part of the training system for direct involvement in generating training needs as well as providing all the training information to employees. This will make system responsive as well as decision making based on information and ultimately lead to enhancement of effectiveness of the training system and all its components.

21

Leave System

22

1. Innovation hotspot (Existing Challenges)

Leave is a facility used by the organizations so that an employee gets sufficient personal

engagement and can carry her work efficiently.

In the present system, leaves are granted to an employee in accordance with the statutory

guidelines. In this process, employees consider these leaves as an entitlement, and the

actual objective of leaves gets lost.

Given below is the list of quantum of leaves:

(1) Casual Leave: 12 days

(2) Restricted Holidays: 6 days

(3) Earned Leave: 30 days

(4) Half Pay/ Sick Leave: 20/10 days

(5) Paternity Leave: 15 days

(6) Maternity Leave: 180 days

(7) Child Care leave: 2 years

Existing Leave System

The elements of existing leave system are:

(1) Fixed in Number: Leaves are assumed to be quantified and fixed in numbers for a particular employee and for a particular tenure.

(2) Controlled: Leaves are controlled, generally associated with a particular occasion, festival and coupled with so many rules, like clubbing restrictions ( CL cannot be clubbed with EL ), reasons subjected to approval etc.

(3) Perishable: They are generally less in number like Casual Leave (CL) and Restricted

Leave (RH), applicable for a year and are there to tide over any

planned/unplanned/eventualities for an employee. Sometimes, they prove to be less

in case of need, while in comfortable years for employees at responsible locations,

they generally lapse.

(4) Encashable: Some leaves are also having an encashable component, which tempt an employee to accrue it instead of availing it.

(5) Accruable: These are generally the ones associated with the encashable component,

leading to its accrual up to a certain defined limit. It is often observed that such leaves

like HPL are accrued by the employees till the prescribed limits, thereafter nearing

superannuation, they prefer to avail them in bulk, and causing mass absenteeism at

the fag end of their career, when their experience and wisdom is required the most.

It’s further observed that although the employees don’t require these leaves at that

23

time for any specific purpose, but just for the heck of availing it, the leaves are utilised.

The management also knows it, but there are no ways to stop them, being their

entitlement, and as a result they are not given responsible assignments and that to at a

time when their experience matters most to the company.

(6) Non Transferable: The Dominant Mental Pattern (DMP) associated with the leaves is

that they belong to a particular employee which are non-shareable and non-

transferable. Ideally these

(7) Linked to pay: The over attachment of an employee, especially towards the accruable

encashable leaves is its inherent nature of its linkage to pay, leading to its vicious circle

of accrual till end of career and also adding to financial burden to the company.

2. Solution to the existing problem- “Proposed Innovation in HR"

To overcome leave issues, in any organization, an “Innovative leave system” has been

proposed, which will challenge the basic mind-set prevalent since inception. This will

enable employees to pass on their left out leaves to the ones in need.

A bank system, very similar to blood banks must be developed, wherein leaves could be

debited or credited according to the needs and operations of the employees. This system

will lead to a radical shift wherein leave shall be used as a means by HR to enhance the

performance of an employee i.e. leave shall be a performance driven tool.

3. Why the solution is an innovation?

The “Innovative Leave system” will basically grant flexibility to the employees in terms of

offered leaves, which are fixed otherwise. This will basically be a change in the current

system. This model shall free the employees from the shackles of rigidity, compulsion,

perishability and boundedness of the current leave system

Change/Shift

Figure 1: A paradigm shift in Leave system

Performance Measure

Awards

Higher Engagement Levels

Leave perceived as Welfare Measure

24



∆N Transfer of leaves as per the need

Avail future leaves before time

Leaves as rewards

∆D Centralized Leave Bank

Credit/ Debit points for performance improvement

∆V Team unity

Proper utilization of unused leaves

Improve work- life balance


3.1 Newness ( N) In the proposed plan- “Innovative Leave System”, following leaves shall be introduced to improve the efficiency of employees

1) Future Leaves: Due to some reason, if an employee wishes to avail sick/ commuted leave,

but has exhausted all before time, then she can avail ‘future leaves’ i.e. the

Commuted/Sick leaves that an employee shall get in future during the tenure of her

service. In case, an employee resigns from the service before settling her utilised future

leaves, the same may be recovered from her final dues.

2) Leave Bank System : Credit and Debit of leaves as per need, at different career and life

stages

3) Transferable leaves : An employee who does not wants to avail remaining CL/RH just for

the sake of it will now be able to transfer his/her CL/RH to an employee/co-

worker/Officer, who has exhausted his/her CL/RH and is in need of leave for emergency.

4) Performance Leaves: Presently, leaves are granted to employees in accordance with the

statutory requirement. Based on the new model that we have proposed, leave shall be

granted to an employee based on linkage of desired behaviour/performance exhibited by

an employee.

25

3.2 New Design of concept (D)

(1) Centralised Leave Bank (CLB): There shall be a CLB where the disposable portion of

leaves will be debited or credited by the employees. The application shall be fully

online with web based and easy-mobile accessible app, for simpler usage.

Benefits incurred: All employees will have some credits to give others based on

desired behaviour leading to cohesiveness and team spirit. The employees may gift or

borrow leaves from Centralized Bank leave system (CBL) or from the disposable

portion of their fellow colleagues for pursuing their aspirations/ exigencies at various

stages of their career.

(2) Leave Credit Points: The leaves shall have credit and debit points associated with

Employee performance.

Benefit incurred: This will lead to Performance Leave based upon good performance.

The Pay Linked rewards or Promotion may not be the only motivating factor to

recognise and reward achievers. Leaves can also be a simpler alternative for the same.

There shall be credit points for praiseworthy performance that may be earned by

employees and accrued for a Holiday / Family Vacation, motivating employees for

excellence. This is seemingly popular in marketing oriented firms like Dabur, HUL etc.

(3) Leave App & website: This will lead to transparency in the whole system. With this, an

employee will be able to credit/ debit leaves easily according to their needs.

(4) Compulsory Leave of 13 days in a calendar year

The two models proposed, can be summarised as below:

(a) Functioning of Leave Credit System-1

As depicted in the figure below, the Credit System-1 envisages a Leave Bank (LB), in terms

of its usefulness and necessity, more on lines of a “Blood Bank” (of course on a lighter

note.) As depicted above, four employees (A,B,C and D) have some disposable leaves, out

of which A and C wishes to transfer some leaves to the “Leave Bank”, which is a Project/

Station/ Companywide entity that has an upper cap to accrue leaves , depending upon the

number of employees in that particular unit.

26

(a) Leave Credit System-1

Figure 2: Depiction of Leave Credit System-1

There will be some additional conditions as well

Employees with sufficient leaves

(1) On Credit: An employee can maintain a maximum 100 balance in his Leave Account of

Leave Bank.

(2) On Withdrawal: an employee can only withdraw 30% of their Cumulative leave balance in

a particular Financial Year. This will curb unnecessary abrupt absenteeism.

(3) These leaves shall lapse upon Separation/ Superannuation.

(4) The LB is available only for the members opting for it.

(5) This shall be totally online with a simplified Mobile App.

Employees with shortage of leaves

For those, who don’t have sufficient Leaves in LB credit account, the silver lining is that they

can be granted leaves for specific exigencies, which shall immediately be replenished at very

next leaves credited to his account. A Financial undertaking for the same shall also be

applicable in case of default and in the interest of genuine members.

A

C

B

D

La

Lb

Lc

Ld

Leave Bank

A

Ula = 10

C

Ulc = 5

Total = 50

Total = 50

Subject to max by individual & Time limit

Z

Zla = 5

Replenish on next credit of leave

A

Dla = 10

C

Dlc = 0

27

(b) Leave Credit System-2

Figure No. 3: Functioning of Leave Credit System 2

This model is more oriented towards performance and to inculcate a culture of appreciation.

The system credits each employee with a fixed credit points, which they can give to their

colleague (much like a thank you note) to mark their performance achievement or as a token

of appreciation and gratitude for exemplary behaviour, with no questions/explanations asked.

The desired behaviour may include:

High Performance

Appreciation

Innovation

Process Simplification etc.

An employee with five credits can opt for a leave (subject to accruing a maximum of three

such leaves in a year). This will inculcate team spirit and a performance culture, especially

amongst younger generation.

A

C

B

D

C1

C2

C3

C4

X

Leave Bank

X X1

X50

Indirect Benefits

• Motivation • Performance

culture • Appreciation

culture • Engagement

Direct Benefits

• Leave Credit

1 day Leave for every 5 incremental points

28

3.3 Value of Innovation ( V)

(1) Leave APP will create a new platform whereby leveraging technology, application

process will be at the fingertips of an employee

(2) Non-Accruable Leaves like CL/RH under certain conditions will not lapse through Leave

Bank could be utilised in the subsequent years by the employee

(3) Transform leave from just an Entitled perk to enhanced performance measure.

(4) Foster an environment of team spirit/companionship amongst the colleagues and

culture of appreciation

(5) Motivated to earned leave: The novel approach to leave shall help in attaining the true

meaning of “Earned Leave” wherein the employee has to really “Earn” a portion of their

leave by means of their performance and enjoy its rewards.

(6) Compulsory 13 days leave will force an employee to take leave and go to some place

where he/she shall be rejuvenated thereby catapulting the basic objective of leave to

maintain work life balance.

Conclusion

The above proposed model shall create a shift whereby leave shall be used as a tool by HR

to enhance the performance of an employee.

(1) It will help the organization by “Retaining Talent at Remote Location”: It is generally

observed that the Employees posted at Family Stations/Corporate Centre/RHQs etc. have

competitively less leaves requirement owing to weekly offs and proximity to family and

facilities. The requirement of leaves increase with remote postings at Non-Family

stations. Now, if they are accruing their leaves during soft postings, they will be having

sufficient credit for using at Remote locations, which will provide them a cushion for hard

posting, and will help them to tide over it happily with ease. Even, as an incentive, the

percentage available for redemption at a particular instance can be enhanced from 30 to

50% for Green Field/ Remote locations, providing a much required leverage to the

organisation in a very cost effective way.

(2) Besides it will help the employees and the organization in:

Building trust and solidifying employee loyalty among team members with work

flexibility.

The fixed working model is eroding, thanks to the rise of technology and hyper

connectivity. Thus creative scheduling can vastly unleash creativity and help the

organisation in creating new products thereby achieving its milestone.

29

(3) One size doesn’t fit all: Employees (especially Millennials) value ‘Work and Play’,

whereas prefer: ‘Work Hard – Party Harder’. Now due to the proposed leave model, an

organisation will be able to provide door step solution to its employees. This agile

model shall create a culture that will nurture and create opportunities which will

motivate beyond fixed entitlements oriented lifestyles.

30

EMPLOYEE GRIEVANCE AUDIT

An Institutional Development

Tool

31

1. Innovation Hotspot In organizations, as per the present scenario, the grievances received from the employees are

redressed through a grievance redressal mechanism which is normally a reactive approach.

The need of the hour is a proactive approach wherein the root cause analysis of the grievances is

carried out on a continuous basis, thereby creating an institutional mechanism for audit/ analysis of

grievances for the purpose of enhancing employee engagement and organization development.

Existing process of Grievance Redressal Grievance redressal is an internal institutional mechanism which the organization puts in place to:

Figure1: Concept of grievance Audit

2. Solution to existing problem: Grievance Audit To overcome the existing grievances of employees, “Employee Grievance Audit” has been proposed, wherein a committee of senior experts would be formed to address and resolve the grievances of the uncontended employees.

Grievance Audit

Identify Systemic

Errors

Identify Opportunities for Systemic

Improvements

Identify Human

Resources Pain

Points

Evaluate Effectiveness of System & HR Policies

minimize/eradicate Grievance

s

32

Figure 2: Innovative Grievance Audit System This innovation shall deal with following objectives:

1) Analyze the data in respect of grievances received from employees

2) Find out the reasons/causes of grievances.

3) Recommend corrective measures for reducing/ eliminating the grievances.

4) Ensure implementation of the recommendations arising out of the Audit.

5) Eliminate human resource pain points and dis-satisfiers.

6) Identify weaknesses in HR policies and practices

7) Catalyze Innovation in HR policies and practices

3. Why solution is an innovation? The proposed solution is sought to be the right step towards development, since it will address the following concerns: 1) Areas of Grievance: Denote WHAT the grievances relate to viz., Job assignment, Job rotation,

lack of motivation, lack of recognition, transfer, posting, promotion, pay fixation, salary,

increment, medical, working conditions, overtime etc.

Grievance

analysis

Improvements

Leadership

competency

Employee

Capability

HR Systems/

Policies / Practices

33

2) Source of Grievance: Denote WHERE the grievances have come from viz., Category of

employees (Executives, Supervisors and Workman), Location/Project, Age group, Gender etc.

3) Reasons of Grievance: Denotes WHY the grievances has come viz., Lack of Knowledge/

awareness on the part of the dealing officers/ employees about the rules/ policy/ procedures,

Redundant policy/ procedures, Improper implementation of existing policy/ procedures,

Culture of the organization, Weak/ incompetent/ Indifferent leadership, Personality problems,

Lack of communication/ Poor communication, Different interpretation, Lack of Information

sharing, Frivolous grievances.

4) Pattern of Grievances: Denotes the trend if any in the occurrence of grievances, viz., from a

particular age group, location, etc.

5) Frequency of Grievances: Denotes the periodicity with which the grievances occur.

Figure-3: Elements of Grievance Audit

Elements of

Grievance Audit

Areas of Grievance

Source of Grievance

Reasons for

Grievance

Pattern of Grievance

Frequency of

Grievance

34

Core Elements of Proposed Innovation

The proposed process innovation has all ingredients of Innovation, viz., Newness, Design and value

of concept as mentioned in Table 1 below.

Core elements of Innovation Specifications of innovation

Newness (∆N) Grievance Audit as a new HR tool for

identifying and resolving systemic errors and

HR pain points amongst employees

Value (∆V) Employee engagement and organization

development

New Design of Concept (∆D) Audit Committee to resolve grievances

Table-1: Core elements of Innovation

3.1 Newness (∆N)

1) An Audit Committee would be formed consisting of heads of HR and Finance departments, who

will sit together to analyze, evaluate and report the grievances of the employees in all aspects.

2) Unlike the preset system, the accusations would be acted and monitored on a regular basis,

according to the feedback gathered from the employees.

3.2 New Design (∆D)

Following is the time bound mechanism called ‘Grievance Audit Process’ that would be

implemented in an organization:

The Management Review Committee (MRC) shall discuss the Assessment Report of Grievance Audit

Committee in its annual meeting and give its recommendation for closure of the risk assessment,

which shall be final and binding. Synopsis of the recommendation of the MRC shall be printed in

the yearly Annual Report published by the Company under the Head “Human Resources”.

35

Figure-4: Proposed Business Plan

3.3 Value Addition (∆V)

The implementation of the Grievance Audit process will result in benefits and value additions both

for the Employees as well as for the Organization.

Benefit to Employee

Reduction in Grievances

Provides fair treatment

Creates conducive work environment

Improves trust, confidence and satisfaction

Reduces discrimination

Value Addition to Employee

Enhanced employee engagement

Enhanced employee productivity

STEP-1

( OBTAIN)

•Audit Committee consisting of representatives of HR, Finance to interact with the

Grievance Redressal Cell once in a year and obtain the data pertaining to the grievances

.

STEP-2

(ANALYZE)

•Audit Committee to analyze the data pertaining to the grievances vis-a-vis the

Grievance Audit Elements within one week of their meeting.

STEP-3

(RECOMMEND)

•Audit Committee to recommend specific corrective measures and submit the same to

the Head of Unit/Plant/Project within 10 days of their meeting.

STEP-4

(IMPLEMENT)

•The Head of Unit/Plant/Project to ensure implementation of the recommendations of

the Audit Committee within the time specified therein.

STEP-5

(REVIEW)

•Audit Committee to review the implementation of the recommendations submitted by

them within a period of 6 months from the date of submission of its recommendations.

STEP-6

(REPORT)

•Audit Committee to submit its Assessment Report to the Head of Unit/Plant/Project

with a copy to Management Review Committee indicating the Risk Assessment, viz.,

High, Moderate,Low.

36

Benefit to Organization

Continuous evaluation of the management systems.

Identification of systemic errors and the resources dealing with the systems.

Initiate corrective measures for system improvement and empowering/counseling the

human resources.

Value Addition to Organization

Optimum utilization of human capital

Improved organization climate

Improved organization Efficiency

Increased revenue growth

Enhanced profitability

Organization branding

Customer satisfaction

3.4 Stakeholder engagement

The proposed innovation will include stakeholders at all levels.

Organization : Enhanced organization development

Leaders : Feedback for developing leadership competency

HR Systems : Continuous improvement of the existing systems

Employees : Progressive reduction in Employee Grievances and enhancing employee

awareness.

4. Conclusion

Implementation of above Process Innovation will put in place a new and innovative HR system

which will catalyze employee engagement, system innovation and organization development.

37

Performance Appraisal

39

1. Innovation Hotspot (Existing Challenge)

Performance Appraisal is the systematic evaluation of the performance of the employees to

understand their abilities for further growth and development. But the lack of link between

individual and team performance hampers synergy.

The key problem arises when an individual gets excellent performance rating, while the team is

an under performer. On a more macro level, there are a lot of individual excellent performers

while the organization is in a state of decline. The main challenge in the existing system is to link

individual performance to team performance, which will result in the overall development of

the organization.

Existing performance appraisal system

The key elements of the present performance appraisal system are:

1) Individual target setting

The goals and targets are more oriented towards Individual traits of employees

2) Individual appraisal

During assessment, the employees are evaluated, based mainly upon the individual

parameters

3) Fixed KPAs

In some of the organisations like NPCIL, even the KPA parameters are fixed for a particular

grade, which have no flexibility based on dynamic business environment.

4) Intra Team comparisons (unhealthy)

In PSUs, the tasks predominantly carried by team members require holistic team efforts. The

intra team comparisons are based purely on individual targets, which are not conducive.

2. Solution to the existing problem- “Proposed Innovation in HR”

To overcome the existing challenges in the performance management system in the

organizations, an “Innovative Performance Appraisal” system has been proposed. Performance

Appraisal is a unique proactive system that will help the team leaders to analyse the

performance of an employee not only according to her individual efforts, but also her

coordination with the team as well as other cross functional departments.

The issues and challenges in the current system can be replaced by integrating team

performance with Individual appraisal. This would lead to cohesive approach involving

performance of the individuals as well as the entire team.

There shall be weightage for Team targets allocated to group heads in the KPAs of each group

member with component of Individual measurable parameters as well.

40

3. Why the solution is an innovation?

The proposed innovation will integrate the cross functional efforts of employees, which will not

only result in proper functioning of the project/ organization, but will also reflect the actual

performance of individuals involved. The increase in transparency will enable their managers/

leaders to evaluate their performances on fair basis, as it will trigger individual as well as team

performance .The appraisal system will become team building tool in addition to HR tool.



Newness ∆N Team based approach rather than individual appraisal

system

New Design ∆D Separate evaluation weightage for individual, team as

well as cross functional performance of an employee

New Value ∆V Cross functional understanding

Increase in project efficiency

Transparency


3.1 Newness in innovation ( N)

In the proposed innovation, following new features will be observed:

1) Team based approach: Performance Appraisal system is based on the fact that integrating

team as a whole, and not focussing only on individual efforts of an employee, will result in

greater efficiency of the organization.

2) Team cross functional appraisal: Sometimes, the outcome of various projects depend on

inter team cooperation. But due to no cross functional coordination, project

implementation is affected, thereby, affecting the time, cost and mandays of an

organization. To monitor proper efficiency, cross functional evaluation is proposed.

3) Individual appraisal: Occasionally, there are co- workers who depend upon the hard work

of others, and are given appraisal without any efforts. To highlight right efforts and to

motivate every team member, integrating individual approach along with team is necessary.

4) Periodical communication between team and cross functional leaders leading to overall

development

41

3.2 New Design of concept ( D)

Team performance parameters : 40% (weightage)

Individual performance parameter : 40% (weightage)

Team Cross functional Appraisal: 20% (weightage)

This would result in a radical shift from the conventional individual assessment and evaluation

system to a new integrated system, which will avoid inter departmental disputes, arising out of

conflict of interest as well as triggering individual teams and organizational performance.

DESIGN COMPONENTS The design proposed shall be having:

1) Team KPAs with Team Head (Login- with full rights) and Group Member (Login-with

functional rights pertaining to their work area)

2) The Individuals associated with it shall be able to see it real time.

3) Major weightage to Team KPAs with a proportioned weightage to Inter-Team

collaboration parameters as well as Individual achievements.

4) Targets setting- Achieved and Current status (dynamically displaying if change is required).

5) Inter Team display of team targets and status

6) Inter Team presentation of targets and their accomplishments-This will encourage

transparency in Performance Evaluation.

3.3 New Value ( V)

Some key benefits identified, include:

1) RIPLE (Reduction in Project Lead time and Execution)

The Team parameters shall have a better effect on team performance, ultimately leading to

faster Project execution and accomplishment of milestones.

2) Increased Transparency

With periodical review and visibility of key milestones, there shall be increased transparency,

leading to measures for course correction, with NO abrupt aftershocks at the final appraisal

time.

3) Increased cross functional understanding

The Inter team parameters, especially those pertaining to Front Handover etc. will help in

seamless working and minimal interface issues.

42

4) Empowerment

The employees shall feel empowered with System Driven approach, rather than personal

liking approach.

5) Dynamic KPAs as per the organizational needs/ business

As we are in a VUCA world coupled with Volatility, Uncertainty, Complexity and Ambiguity,

it’s almost impossible to work with Fixed KPA’s, so dynamic approach is necessitated.

6) Better team bonding, with lesser disputes

7) Increased Team Accountability

8) Ultimately leading to Increased customer satisfaction

4. CONCLUSION

Performance Appraisal system will enable team performance, wherein team rating will be linked

with individual performance. This in turn will transfer the focus from individual to team

performance.

The new appraisal system will create a correlation between individual and team activities, which

will foster team work and their performance. Therefore Performance Appraisal system

transmutes from being and individual tool to a team as well as an organizational HR tool.

43

https://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity

Performance

Improvement (A Process Innovation)

ΔN

ΔD

ΔV

45

1. Innovation Hotspot (Existing challenges) Every organization has a dedicated cell which is actively involved in formulating and updating

policies and guidelines for proper administration of the organization. The policies are being

revised in a regular manner. Over the years, it has been felt that there is lack of an effective

feedback channel that can bridge experience with innovation i.e. between the policy makers

and policy implementers.

2. Solution to the existing problem- “ Proposed Innovation in HR”

Coordination between policy makers and implementers is very crucial for good administration

in any organization. This can be done by setting up of a Middle Level Management Board, a

two-tier Board System, which will help to make policies effective and workable before it gets

into effect.

3. Why solution is an innovation?

Middle level Management Board is fairly a new concept to formulate company policies, which

would be very similar to the Board of Management (Apex Body).



Newness ∆N Middle level management board (E4- E6 employees)

New Design ∆D Selection of members by cross functional leaders

Committee very similar to management board

New Value ∆V Bridging gap between senior, middle and junior level

Result in succession planning


3.1 (Newness: ΔN)

Set up of Middle Level Management Board

(1) To provide a formal feedback Channel for formulating Corporate Policies.

(2) To increase acceptance of employees towards any changes (major or minor) in policies by

means of engagement.

46

3.2 New Design (ΔD)

Figure 1: New Design for the innovation proposed

1) The Middle Level Management Board (MLMB) will be consisting of employees from level E4-E6. The total no. of members may be capped (say not more than 15). The selection process will be done by committee comprising of different functionaries, facilitated by HR Department.

2) The way of functioning of MLMB would be similar to Board of Management 3) Criteria for membership would be remarkable achievement, or any commendable job done

by them. However, representation from different zone, project, station or functionaries may be considered.

4) Recommendations of MLMB will be placed in the agenda of Apex Board Meeting.

MLM Board Design

Selection:

From level E4-E6, By committee

comprises different

functionaries

Criteria: Remarkable Achievment,

Representaion of Zone/Station/

Functionaries

Privilege:

Passage to pass recommendations

to Board

Functioning :

Similar to Apex Board

47

3.3 Value Addition (ΔV)

Figure 2: New Value proposed from the Innovation proposed

1) It will bridge the gap between middle level (Executor, Implementer of Policies) to top level management.

2) Fusion of Execution (who are directly involved in the implementation of policies) and experience (Higher Management)

3) It will work as hub to provide effective feedback channel. 4) MLMB platform would be used to offer innovative ideas as recommendation to apex body.

Because of this, the probability of materialization of ideas will go up. 5) In this way, we would be able to develop New Line of Management (Succession Planning)

which will be ready and experienced enough to take up the higher responsibilities. 6) This platform would make two-tier systems that will act as a connector from lower level to

higher level by outreaching employees. Since accessibility will be more, acceptance for changes in provision changes will be high too.

MLMB Value's

Bridge the Gap:

Effective Feedback Channnel

Innovation:

By Fusion of Experience &

Execution

Connect the DOTS:

2 Tier System of Management for outreaching all

level of employees

Succession Planning:

Developing new line of

Management

48

3.4 Stakeholders involved

Following stakeholders will be involved in the new system

1) E4-E6 Employee. 2) Board of Directors. 3) HR Department (Nodal Officer).

4. Cost Benefit Analysis (ΔB/ ΔC)

ΔB: Effective feedback channel for the framed corporate policies.

Succession Planning

Creating environment of process innovation by engagement of employees at all levels.

ΔC: Negligible

5. Conclusion

This Two-tier system will strengthen feedback channel by outreaching employees till the

bottom Pyramid, which will result in strong policy making system and employee satisfaction.

49

Transfer Mitra

51

1. Innovation Hotspot (Existing Challenges) Transfer of employees is a common necessity and practice in any organization. The usual

result of transfer is a shaken employee, both on professional and personal front. To minimize

the shock and to retain employee productivity, an appropriate system needs to be proposed

for effective functioning of the organization.

2. Solution to the existing problem

To understand and to cope up with the grievances of a transferred employee, “New Mentoring

System for Transfer-in Employee (Transfer Mitra)” is proposed. This system would be very

similar to mentorship program, which is usually for new joiners in an organization. This will in

turn result in the same status of the transferred, as received by a new joiner. This would lead to

changes in all possible fronts i.e. New Office/ Boss-Colleague-Subordinate/ Job/ Assignments

and Responsibilities etc. except the organization.

3. Why solution is an innovation?

‘Transfer Mitra’ is an ultimate solution to bear the loss caused due to posting of an employee,

be it in terms of cost, time, output or mandays. This Mentoring system would result in planning

pre and post- preparations of an employee at the time of her posting. This would enable her to

adjust easily in the new environment without seeking help or considering transfer as a

punishment. This surely will also help to curb unfair practices for avoiding transfer orders.



Newness ∆N Mentoring system for the transferred employee to be

introduced

New Design ∆D Proper mentorship programme designed for comfort and

efficiency of transferred employee

New Value ∆V Increase in satisfaction and motivation level amongst employees


52

3.1 Newness (ΔN)

Proposed innovation has following newness that makes it a perfect example of innovation to

implement:

1) Mentoring system for transfer- in employee will enable them to absorb shock due to

changes in professional and personal front caused at the time of transfer.

2) A total of 3 months would be given to an employee to adjust to the new environment,

which would also improve employee’s productivity.

3.2 Design Change (ΔD)

1) Mentors shall be assigned to transferred employees by reporting officer or by themselves

2) Duration: 3 months (flexible)

3) Similar to mentorship program for new joiners

Mentor's Design

Facilitator:

HR (Nodal Officer) & Reporting

Officer

Duration:

3 Months (Flexible)

Mentor Identificatio

n:

By Reporting

Officer or by himself

Functioniarie:

Similar to New Joiners

53

3.3 Value Addition (ΔV)

1) Employee will be at peace of mind and productivity will be retained

2) Employee will get settled in new environment rapidly as changes in their personal or

professional front will be absorbed or be shared to some extent

3) It will help to curb unfair practices to avoid transfer order by using internal/external

influential power which is highly reasoned for wrong perception of unequal treatment

among employees

4) Satisfaction and motivation level would remain high

Mentor's Value

Tranfer Mitra:

Peace of Mind

Productivity:

Retained and Pace will continue

Curb on Unfair

Practices:

Good for Organisation

Culture

Damage Control :

Initial shock absorbed and

shared with the help of Transfer

Mitra

54

3.4 Stakeholder

This innovation will include the following stakeholders:

1) Employee 2) Mentor 3) HR (Nodal Officer)

4. Cost Benefit Analysis (ΔB/ ΔC)

ΔB: Curb on unfair practice to avoid transfer.

Succession Planning

Creating environment of Process Innovation by engagement of Employees at all levels

ΔC: Negligible

5. Conclusion

The implementation of ‘Transfer Mitra’ will help transfer-in-employees to get accustomed with

new environment and will remain productive. It will also help to curb any unfair practices to

avoid transfer order that is pertinent for healthy organization culture.

Thus, it will improve the efficiency of the organization by improving employee satisfaction.

55

Transfer Kit

57

1. Innovation Hot Spot (Existing Challenges)

In organizations, employees are usually transferred from one location to another which brings

challenges and obstacles for them. Challenges in terms of logistic issues like accommodation,

kids schooling , medical facilities whereas, obstacles in terms of getting workstation in the

office, computer password, papers required for gas connection/ landline connection, bank

account and many more are faced by a transferred employee.

Globally, organizations are working hard to create best places to work at, which will have tools

to assess and improve the workplace culture according to the global standard of greatness. As a

result, this will enable company and its employees to achieve their full potential and

drive business performance to new heights.

Existing Transfer System

Transferring employees is imperative for organizations because talent has to be matched with the organization requirements, which is usually taken as punishment rather than an opportunity to learn and grow. The negativity related to transfer needs to be removed through good HR practices. There is no such tool available today in organizations with HR departments which may address it.

Figure 1. Challenges/ Obstacles of transferred employee

EMPLOYEE

Accommodation

Children

Schooling

Office

Workstation

Paper formalities for

gas connection/landline

connection

Computer

password

ROLE REQUIREMENT

58

https://www.greatplacetowork.com/culture-consulting/financial-performance

In the existing system, when the employee gets transferred, he is eligible to get the transfer

benefits which are laid down in the organization’s policies. In contrast to this, the employee on

his own explores the issues of accommodation, children’s education etc. This hampers both,

employee’s personal life as well as professional performance.

After being transferred to a new location, she asks for leave/leaves during office hours from the controlling officer, to address the challenges and obstacles on his own. The organization bear the loss of mandays and productivity which in monetary terms is substantial. Therefore, there is an urgent need to address the grievances of the transferred employees.

2. Solution of the existing problem- “Proposed Innovation in HR”

In the current context, the organizations have no straight procedure where the transferred employee can get a proper help desk. The employee is helped by the policies laid down in the file which rarely is easy to go through, otherwise is majorly considered an obstacle.

An innovative HR system titled as ‘Transfer Kit’ can be designed which will address challenges

and issues faced by a transferred employee. This will enable her to be more productive and

focused with minimal wastage of time in non-productive areas and reduction of unnecessary

pain points as well as dissatisfies.

A Transfer Kit is a tool for reducing the pain points of a transferred employee so that the term

transfer does not become a dreaded term. In the ambit of Transfer Kit, neglected issues like

temporary accommodation at Company guest house/ hotel, company vehicle to pick up from

nearest railway station/ bus stand/ airport and other facility Management will be fixed apart

from other major problems faced by employees.

Transfer Kit will answer the following questions:

Answer “HOW”

When an employee is transferred, the biggest concern is that how to manage the affairs including new place, lodging, boarding etc.

How to adjust with the weather, food habits etc.

How to look for children education options if company school is not available

Answer “WHERE”

Where to find the accommodation in case company accommodation is not available

Where to find gas connection, mobile number portability, landline connection etc. forms

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Answer WHICH

Which are the agencies to be contacted

Which are the documents required for various domestic help

3. Why solution is an Innovation?

A “Transfer Kit” is an effective tool for any employee which will answer how, where and which questions .Since the objective of every organization is to create a sound working culture that will inculcate sense of belongingness, therefore there need is urgent to to overcome the pain of transferred employees.


Newness ∆N Intangible kit to resolve grievances of transferred employee

New Design ∆D Assigned Nodal Officer

SMS alerts for every query

New Value ∆V Utilization of time properly

Save employee leaves/ mandays, cost and time

Table1: Elements of proposed innovation

3.1 Newness (∆N)

Transfer Kit is not a kit in physical form, but an appropriate method which will answer the

above mentioned questions- HOW, WHERE AND WHICH of a transferred employee. This would

help not only in employee satisfaction but also in retaining her talent.

(1) It’s a new HR system which as of now does not exist

(2) Intangible kit which will solve the grievances of transferred employee.

(3) This is a system innovation which will provide transfer employee a door step solution to all

their concerns without hampering the policies of an organization

Delta Value (∆V)

This process will add value to both employee as well as the organization.

(1) Allotment of work station according to the employee

(2) Improvement in facility management

(3) Avoid crucial time wastage of employee as well her organization.

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(4) Save employee leaves, which otherwise would be utilized at the time of adjustments in all

aspects. Children’s school will be finalized and their enrolment would be done before hand

3.2 New Design (∆D)

Figure 2: Benefits of Transfer Kit

A concrete kit will be designed for transferred employees, which will help them to settle at the

new location with ease.

Following components will be focused as an important part of the kit:

(1) Nodal Officer: One person in charge as the Nodal Officer to be assigned at the new

location. This will enable the employee to tackle problems like accommodation, children’s

education, various connections, bank accounts and many more. She will be served by one

employee only. There will be no need of seeking help from different departments.

(2) All related queries will be laid down

(3) SMS alerts: With each query settled, an SMS alert would be sent to the employee for the

query solved

4. CONCLUSION

A Transfer Kit will address the issues of a transferred employee. Employees will not face

threat from the word ‘Transfer’, rather it will improve work culture of the organization.

Satisfied employee

Improve productivity

Happy Employees

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