Definition:

Excellence in Talent Management and Development requires organizations to think laterally and design and implement talent management and development practices and/or systems that are exceptional as opposed to the traditional organizational processes. An ever-evolving external environment, where employee skills and attributes are the differentiators for successful organizations, makes it necessary for organizations to come up such practices and/or systems, which not only differentiate them but also support in achievement of their people and overall organization strategy.

Overall Measures:

• Opportunities provided to employees for development – in-house and external training programs conducted, sponsoring employee higher education, etc.
• Quality and diversity of training available to employees
• Parameters used to measure business and strategic impact of the training programs
• Use of technology either alone as a supplement to other learning methods or to facilitate learning and transfer of training
• Evaluation approach used to assess the improvement in performance of the employees who have undergone training (Lead and the Lag measures)
• Evaluating the extent to which such initiatives have benefitted the organization in terms of better productivity, attracting better talent, retention, etc.
• Extent to which learning and development is used in change management and OD.
• Financial and people related investments made in L&D initiatives
• Partnerships with academic institutions to provide basic skills training, develop customized programs etc.

Definition:

Excellence in Talent Acquisition & Retention aims at recognizing organizations with demonstrated success in this area and integration of new employees because of their policies and practices in sourcing, hiring, onboarding and retention. It requires organizations to think laterally and design and implement talent acquisition & retention practices and/or systems that are exceptional as opposed to the traditional processes that organizations typically have. An ever-evolving business context, where there is a war for talent, it is imperative that organizations are able to attract and retain top talent by offering competitive benefits and workplace culture that appeal to potential employees and keep existing employees engaged and motivated.

Overall Measures:

• Presence of a comprehensive and proactive sourcing strategy aligned to business needs
• Variety of approaches used to source talent
• Use of effective performance metrics to track success of the talent sourcing and staffing process- time to hire, cost per hire, hire yield ratio etc.
• Financial and people related investments made in this area
• Routine and consistency in the talent sourcing through established norms and detailed guidelines
• Efforts to reduce overall hiring costs through well-crafted and automated processes
• Favorable Employee feedback, through employee satisfaction scores
• Building the Employer brand and the ability to position itself as the “employer of choice”.

Definition:

Excellence in HR Technology is the extent to which organizations are able to effectively use technology to drive and deliver organizational / HR goals in order to gain competitive advantage. It seeks to enhance the productivity and effectiveness of the HR function and how employees are serviced by HR.

The key elements that are important for Excellence in HR Technology in an organization are those that facilitate the digitization and digitalization of HR processes which include the scale and depth of technology implementation, the ease with which HR data can be accessed and analyzed, whether automation has facilitated alignment of HR goals with business goals and ensuring that it is a process of continuous improvement rather than a one-time intervention.

Overall Measures:

• Number of HR processes automated and number of business units/ locations covered
• HR Dashboard used to track progress on effectiveness of HR automation and the measurements used to detail performance
• Technology and Tools used for automation of HR processes and effectively using them to achieve organizational objectives (HR time/personnel freed up/optimized)
• Process of measuring contribution at primarily 3 levels –
  • Organizational Level (extent to which use of technology helped align HR goals with business goals)
  • Functional / Business Unit Level (extent to which digitization of HR processes led to improvement in the unit’s productivity)
  • Individual Employee Level (in terms of increased employee/manager self-service)
• Financial & people related investments made
• Initiatives undertaken to educate stakeholders and ensure smooth transition from manual to automated HR processes
• Usage of HR technology by senior leaders, business managers, employees

Definition:

Diversity & Inclusion is the collective mixture of differences and similarities that includes for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviors.

It has three primary dimensions –

• Internal dimensions of diversity, such as age, race, gender, differently abled and neurodiversity.
• External dimensions of diversity, such as religion, marital status, income and educational background.
• Organizational dimensions of diversity, such as work location, function, seniority, and management status.

Excellence in Diversity & Inclusion, therefore, recognizes companies that have adopted and implemented policies and practices to build in and promote diversity and inclusion. It seeks to reward the thought process that the “culture of inclusion” has become a business imperative.

Overall Measures:

• Effective implementation of a proactive strategy in Diversity (for Gender, Generation, Culture, People of Determination and so on)
• Financial and resource investments for diversity initiatives
• Process of measuring Diversity ROI, either through impact on the bottom line or the top line.
• Employee perception Audits and Surveys conducted
• Increase in organization’s market share, profits and customer satisfaction in diverse market niches or geographical regions
• Diversity ratio and workforce composition at senior leadership levels and at the time of promotions
• Performance metrics defined for managers, for diverse teams
• Focus on resolving perception based differences in performance ratings for different employee groups (e.g. women and men) undergoing similar talent development trainings
• Availability of infrastructure and support/accessibility (e.g.: training for co-workers working with people of determination; visual aids/translation/braille…/ramp..) that is suitable for all employee groups
• Regular employee survey to assess employee perception of inclusion in the organization
• Diversity initiatives covering different areas of HR – Hiring, Training, Employee Communication, Engagement, Grievance Redressal, Flexible Policies
• Demonstrate formal or informal leadership by embracing inclusion through positive
interactions

Definition:

Excellence in Health & Well Being aims at recognizing organizations that understand the linkage of employee health to business productivity. These organisations have proactively identified or designed specific health and wellness programs which can support the needs of their employee segments. These organizations realize the importance of wellness program as a pre-cursor to increased employee engagement, improved company culture and reduced healthcare costs.

• Defining strategy & effective implementation around Health & Well-Being
• Financial and resource investments for wellness initiatives
• Process of measuring ROI of health and wellness programs, either through impact on the bottom line or the top line.
• Employee satisfaction and engagement surveys (specific to health and wellness initiatives)
• Increase in organization’s brand positioning and market perception basis such initiatives
• Cost savings and employee retention metrics due to health and wellness initiatives
• Focus on innovative health and wellness schemes personalized for various employee groups
• Availability of infrastructure that is suitable for all employee groups
• Regular employee survey to assess employee perception of health & wellness in the organization