SUSTAINABILITY REPORT 2013-15

People Overview Self Managed Teams Mechanisation Safety Overview The Parivartan     Journey Progress on     Roadmap Incident Statistics Robust Governance Standardised     Processes Enhanced Awareness Capability Building Safety Infrastructure Safety Audits Quality Overview Top-down    Accountability Quality by Design Quality Culture     Transformation Quality Assurance Quality     Best Practices All Time Audit     Readiness Availability Overview Strategic Sourcing Risk Management Product    Rationalisation Success stories Environment Overview Roadmap Energy Management Emissions Water Waste Case Study KPIs Community Overview Focus Areas Education Livelihoods Healthcare Infrastructure     Initiatives Creating Change     Makers Productivity Overview Productivity Streams Case Study PACE Update Initiatives Engineering Excellence Overview Digitisation Automation Mechanisation Lean Manufacturing Capital Equipment Strategy Predictive Maintenance Continuous Improvement Overview Continuous     Improvement     at Work Best Practices Annexures GRI Index Acronyms Assurance Statement   Summary Report     TALENT PERFORMANCE SUSTAINING TALENT Overview    |    Attracting Talent    |    Developing Talent    |    Nurturing Leadership    |    Motivating Performers Attracting Talent Talent has played a major role in defining Dr. Reddy's growth over the last three decades. Our pursuit for fresh talent complements our innovation and expansion aspiration. To draw the best talent, we don't limit recruitments for vacancies; in fact, we welcome talented minds and craft roles to suit their skills.   Recruitment Process Our recruitment process is a collaborative effort of the Talent Acquisition Team (TAT), line managers, functional experts and Human Resources (HR). We have institutionalised a scientific method of hiring through the 'Competency Based Interviewing Technique' (CBIT) which helps us evaluate a candidate thoroughly.     Input Parameters   Induction Programme Our induction programme not only serves to acquaint the new employees on their functional roles, but also expose them to the Company's core values. Considering the need for a holistic induction and integration, our orientation process is now a year-long multi-pronged engagement, instead of the earlier two-week programme. This new approach blends various interactive programmes, presentations, workshops, guided plant tours, buddy mentoring and also features interactions with seniors for early integration. Such an active engagement empowers the new employees to fully absorb the Company's purpose and values, understand work profile and Company policies, blend into the organisational culture, get acquainted with the workflow and perform at an accelerated pace.   One Induction   In order to provide a 'One Company' perspective to our new recruits, we have started a common e-induction programme. It is a two-and-a-half-day programme that helps new recruits understand the pharma industry, get acquainted with our various businesses and get introduced to our culture and values. Participants are familiarised with the People Management Practices at Dr. Reddy's and our key organisational policies and initiatives. We also organise a guided tour of our plants for the new recruits. All the sessions are kept interactive and engaging through use of videos, activities and quizzes.   Revamping our Campus Programme Challenge Dr. Reddy's recruits from various technical and management institutes through campus placements. Even though we were hiring the best talent at handsome salaries, we were facing significant challenges in retaining the campus hires. Clearly there was a need to evolve an enterprise-wide approach towards engaging and retaining our campus hires.   Intervention Based on the feedback received during the exit interviews, we redesigned our campus programme as follows:   1. Transition from a 'vacancy filling approach' to an 'enterprise wide approach'. Each candidate is now being hired against a role and an associated career path. 2. Division of campus hiring into two tracks, with clearly defined criteria in terms of the scope of the institute and the profile of the candidate. This ensures adequate differentiation while hiring and safeguards the market equity of compensation.     3. Refinement of the assessment methodology to include measurement of IQ and intrinsic qualities of the candidates to get the best match. The cut-off marks at all levels have been increased to raise the bar. 4. 'Leaders for Tomorrow' designed to select campus hires. Joinees in this track will receive structured induction and a targeted cross BU/ function/ geography exposure through rotational stints, and will be placed on high visibility projects.     5. Uniformity of processes and minimisation of cross-BU differences in areas such as performance appraisals. 6. Formation of a 'Campus Task Force' to anchor the implementation of the revamped campus programme. 7. Organising 1-day workshops for all campus hires. 8. Career conversations with Management Council members   Outcome So Far Our revamped programme has yielded quite a few positive outcomes. It has generated a buzz at the campus resulting in higher participation. It has also enhanced our positioning in the campuses (especially in IITs and IIMs), which in turn allows us to access a wider pool of talent.