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Talent Management
Implementation Structure
This year, HR in the Mahindra Group continued on its strategic purpose of leveraging individual and team strengths to create significant value for the organization. The focus was on leadership development, succession planning and employee engagement.
 
 
 
Each business has a Sector Talent Council (STC) to identify the talent pool within their sector. In the reporting year, three new sectors were included in the Talent Management Process namely Mahindra Two Wheelers Ltd., After Market and Mahindra Partners.
At the Group level there are Functional Talent Councils (FTC) to consider functional roles such as International Operations, R&D, Quality, Finance and Human Resources. The FTCs evaluate the breadth and depth of talent in each sector with an objective to play an active role both in terms of helping the business develop functional talent and in facilitating cross-sector employee transfers. In FY 2009-10; three Functional Talent Review sessions were conducted in line with the Talent Management Calendar followed by an integration meeting with the GMB. The outcomes were:
The outcomes were:
Initiation of up-skilling programs
Forming career paths for technical
and managerial talent
Certifications that need to be explored for developing the functional talent pool
Coaching and mentoring through internal coaches
At the top is the Apex Council to give strategic direction and guidance, benchmark processes against international practices, ensure synergy and consistency across the councils and consider cross-sector movements.
Finally, to further strengthen the Talent Management process, an integrated approach is used in which the Apex Council and sector president review talent in each sector to provide a wide array of career choice to high potential managers.
 
Developmental Objectives and Initiatives
 
 
 
 
Long & short-term overseas assignments to enable global outlook.
Empowerment of young managers to contribute in setting strategic direction for future growth.
Develop among potential leaders the capacity to see the big picture, and better understand the interconnected nuances of the business.
Strengthen the overall leadership bench strength
 
 
 
 
Provide the talent pool with relevant experiences which will help them hone their leadership skills.
Provide them with challenging assignment in order to keep them engaged.
Fireside Chats to enhance engagement and communication between the Top Management and younger managers within the Group
 
 
Talent Management Metrics
Permanent Officer Training Mandays as on 31 st March 2010
  AS 31,513
  FES 12,084
  MIL 381
 MLL 1,058
   MLDL 150
  MHRIL 924
  MMFSL 884
  MWC 72.5
  TECHM 183,367
  SYSTECH 3,094
  MTWL 439
 
 
Apart from receiving
the in-house HR Best
Practice Award
Group in the category
of strategic HR
initiative, the
talent management
process received huge
external recognition
   
  Ranked 33rd as
preferred recruiter
 

in 2009 AC Nielson
Campus Track Survey,
from being rank 48th
in 2008 and 56th in 2007

   
  Ranked 8 in top 20 dream companies
  to work in a survey conducted by Business World at top 20 Indian B- Schools
  Featured in “Tomorrow's Company”
  Global Talent Publication
  Circulated globally in CII Compodium
  of Corporate Case studies
 
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 Workforce Snapshot