|
|
|
| |
 |
| |
DRIVEN BY OUR PEOPLE |
| |
|
| |
Talent Management |
|
|
| |
Overview |
| |
A company is as good as the talent it keeps. The key role that employees play in organisational excellence has
become even more vital in a fast growing economy coupled with fast changing technologies and even faster evolving
global paradigms. |
|
| Mahindra has a business footprint across 5 continents in 25 countries and offers global exposure to talented individuals and needs a seamless global leadership pool. Talent Management is one of the material issues for Mahindra and we follow an efficient ‘Integrated Talent Development Process' to attract, nurture, revitalise and retain some of the finest talent from across the globe as reported in the previous year. |
|
|
 |
| |
|
| |
| Our ‘Integrated Talent Development Process' helps employees perform at their peak. Through this process we continuously identify and review our short-term and long-term requirements for business leaders in critical positions at various levels, in the context of our strategic business plans. We then prefer to fill up these critical positions by recruiting in-house personnel and if not, find ways to address the identified gaps. |
 |
|
| In the reporting year, we carried out planning and implementation of 9 cross-sector rotations in L1 to L5 DH Band which are the senior positions in the Group. Succession planning also continued to be an important aspect of the process. Four more rotations have been planned for the year 2010-11. |
|
| We periodically review the reward and recognition architecture to ensure our competitiveness in the job market for these critical positions and solicit 360° feedback to focus on person specific talent management. |
| |
| |
|
| |
|
| |
|