| We work at the frontiers of knowledge and expose our employees to some of the finest thinking in the world. We facilitate periodic enhancement of competence, skills and attitudes to help employees keep pace with the changing environment and their evolving job profiles. |
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The training needs of each individual are identified during our 360o talent review process and training modules are custom-designed to address the same. |
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| Below is a glimpse of our various development platforms that enable employees to continually learn, grow and excel: |
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Organisation
Leadership Development |
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Individual
Leadership Development |
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Self-development
Over and Above Training |
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Leadership Summit |
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Signature Talks |
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Senior Leadership Programme |
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Business Leadership & Young
Leadership Programme |
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HR Certification Programme |
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Leaders’ Talk |
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MDPs for Middle Management |
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Development of Impactful Roles |
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Performance Management
Effectiveness Training |
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Mentorship |
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Executive Coaching |
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Career Transition |
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NHLP |
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Sabbaticals - empower employees to pursue higher education and other interests |
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Job Rotations - enable employees to apply for any role, irrespective of the level |
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Overseas Postings - expand
knowledge horizons and bring
in a global perspective |
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| Workforce Training Dashboard |
| FY14-15 |
| Management Level |
|
Work Level |
No. of Participants |
| Technical Training |
|
Behavioural Training |
|
Total |
| Senior Management |
|
4B and above |
38 |
|
165 |
|
203 |
| Middle Management |
|
2B to 4A |
334 |
|
2,859 |
|
3,193 |
| Junior Management |
|
1A to 2A |
459 |
|
3,189 |
|
3,648 |
| Staff |
|
O-1, O-2, O-3 |
38 |
|
688 |
|
726 |
| Trainee |
|
TT, MT & PDF |
8 |
|
22 |
|
30 |
| Total |
|
|
877 |
|
6,923 |
|
7,800 |
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| The Edge of Knowledge |
| Higher Studies Programmes Across Levels |
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| Continuous development of human capital is key for sustained growth.
In the reporting period, we tied up
with leading universities to offer higher education to our workforce and prepare them for specialised roles. These programmes are designed to engage employees at various levels of the organisational pyramid. Here are
the ones that are already operational. |
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| Bachelor of Vocational Education (Pharmaceutical Chemistry) |
| A new programme, designed in line with the National Vocational Qualification Education Framework (NVQEF), in association with Tata Institute of Social Service (TISS, Mumbai). The programme can empower SMT members with not just a graduation degree but a higher role in the organisation. |
| Certificate Programme in Chemical Technology |
| A one-year certificate programme hosted by the Indian Institute of Chemical Engineers for our shift in-charges and senior chemists. The programme can enable them to understand and implement automation and mechanisation programmes at plants. |
| B.S (Process Engineering) |
| An engineering programme, offered by BITS Pilani for our managers who are involved in manufacturing activities. The programme can impart technical knowledge that will help them intensify mechanisation and process simplification in our manufacturing units. |
| Basic Fire Fighting Programme |
| Post a three-month rigorous programme with GMR Aviation Academy, Hyderabad our workmen can independently handle the fire brigades in case of any emergency at our API manufacturing units. |
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Crystallising Expectations.
Enhancing Ownership. |
| An Effective People Management Programme for our Line Managers |
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| Challenge |
| Line managers have a key role to play in sustaining an organisation's performance and nurturing its culture. They are the bridge between their team members and the organisation. The motivation, commitment and output of each team member is directly impacted by the quality of his/her line manager. |
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To ensure that these pivotal people managers are clear about their role and its impact, our HR team decided to meet them for a first-hand feedback. 9 focus group discussions were conducted with over 80 line managers across BUs and geographies. The revelations were startling - there was no common understanding of 'expectations from a people manager'. |
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| Intervention |
We followed a multi-pronged strategy. The first step was to create a common
vocabulary and understanding about the roles and responsibilities of a people manager
at Dr. Reddy's. |
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| This intervention received an overwhelming response. All MC members decided to enrol for this on-demand programme. In addition, a one-day programme was conducted for our HR teams on how to become effective enablers and help line managers practice the 8 expectations. |
| To encourage and expedite adoption of the expectations, early adopters were felicitated during GHRM 2014 and 2015. An organisation wide awareness campaign, 'Be a Dr. Reddy's People Manager' was undertaken. A capability building programme has been designed to help people managers make the appropriate mindset shift and learn key skills of people management. |
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| Outcome So Far |
| 85% |
| of the target people managers have been educated through sessions by their MC members, L+1 or L+2 managers. |
| 85% |
| of the BUs have signed off on the 3 key expectations to focus on in FY15 and the effort and impact metrics have been defined for each expectation. |
| 60% |
| of the BUs have started tracking the identified metrics from the month of September 2014. |
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