HR Excellence Award 2012 Brochure 14 March

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Introduction 1

HR Excellence Model 2

Award Assessment Process 4

Recognition Methodology 5

Application Process 7

Application Document 8

Human Resources Excellence Award Criteria 10-17

1. Leadership

2. Human Resources Strategy

3. People Knowledge & Competencies

4. People Well Being & Engagement

5. Human Resource Management Process/Practices

6. Results

Assessment and Scoring 18

Scoring Matrix – Enablers 19

Scoring Matrix – Results 20

Application Form 21

Scoring Summary Sheet 23

Contents

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The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the growth of industry in India, partnering industry and government alike through advisory and consultative processes.

CII is a non-government, not-for-profit, industry led and industry managed organisation, playing a proactive role in India’s development process. Founded over 117 years ago, it is India’s premier business association, with a direct membership of over 6600 organisations from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 90,000 companies from around 400 national and regional sectoral associations.

CII catalyses change by working closely with government on policy issues, enhancing efficiency, competitiveness and expanding business opportunities for industry through a range of specialised services and global linkages. It also provides a platform for sectoral consensus building and networking. Major emphasis is laid on projecting a positive image of business, assisting industry to identify and execute corporate citizenship programmes. Partnerships with over 120 NGOs across the country carry forward our initiatives in integrated and inclusive development, which include health, education, livelihood, diversity management, skill development and water, to name a few.

CII has taken up the agenda of “Business for Livelihood” for the year 2011-12. This converges the fundamental themes of spreading growth to disadvantaged sections of society, building skills for meeting emerging economic compulsions, and fostering a climate of good governance. In line with this, CII is placing increased focus on Affirmative Action, Skills Development and Governance during the year.

With 63 offices including 10 Centres of Excellence in India, and 7 overseas offices in Australia, China, France, Singapore, South Africa, UK, and USA, as

well as institutional partnerships with 223 counterpart organisations in 90 countries, CII serves as a reference point for Indian industry and the international business community.

CII established CII Human Resources Excellence Award to promote the awareness of HR Excellence as an increasingly important element of organisational performance management.

ObjectivesRegardless of sector, size, structure or maturity to be successful, organisations need to establish appropriate management framework with clear purpose. HR Excellence Model is a practical tool that can be used in a number of ways.

As a tool for Self-Assessment by measuring the ♦current status and thus identify the gaps to stimulate solutions.

As a framework to position various HR initiatives ♦and identify gaps.

As the basis to develop common understanding of ♦various terms used in the HR Management.

The HR Excellence Award aims to achieve the following:

To help improve Human Resources and performance ♦practices, capabilities, by providing objective feedback for improvement to each applicant.

To facilitate communication and sharing of information ♦in best practices within and among organisations of all types; and

To recognize organisations for Excellence in Human ♦Resources practices and programs.

Introduction

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3rd CII National HR Excellence Award 2012

CII-HR Excellence Model

The Model is developed based on the Excellence framework used for CII-EXIM BANK Award for Business Excellence and such similar models. Applicants will be assessed as per the CII – HR Excellence Model, as shown below:

ResultsThis covers with what an organisation has achieved and is achieving. In an excellent organisation the Relevance and usability of the results will address the different and relevant stake holder needs and expectations and are inline with the strategy. Additionally, Performance of the results will show favorable Trends and/or sustained good performance, Targets for Key Results will be appropriate and have been met or exceeded, Performance will Compare well with others and will have been Caused by the approaches. Criteria 6 alone correspond to results in HR Excellence Model.

ApproachThis covers what an organisation plans to do and the reasons for it. In an excellent organisation the approach will be sound-having a clear rationale with well-defined and developed processes and a clear focus on stakeholders needs. The approach is to be integrated to support HR strategy and policies in line with organisational purpose and linked to other approaches where appropriate.

The applicant organization is scored on a scale 0 to 1000 points using the CII-HR Excellence Model. The six boxes in the model correspond to the criteria, used to assess the applicant organisation’s progress towards HR Excellence.

The Results criterion is concerned with what the organisation has achieved and is achieving.

The Enablers criteria are concerned with how the results are being achieved.

Scoring SystemScoring will be done as per the RADAR logic explained below:

RADAR consists of four elements: Results ♦ Approach ♦ Deployment ♦ Assessment & Refinement ♦

Applying RADAR LogicThe following are the specific elements of the RADAR concept that should be addressed.

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DeploymentThis covers what an organisation does to deploy the approach. In an excellent organisation the approach will be implemented in all relevant areas in a systematic way.

Assessment & RefinementThis covers what an organisation does to assess and refine both the approach and the deployment of the approach. In

an excellent organisation, the approach and its deployment will be subject to regular measurement and learning. The output from measurement, creativity and learning will be used to identify, prioritize, plan and implement improvements to Approaches and Deployment.

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Step No. Process Explanation

1 Companies order Application Brochure

Potential applicants check the eligibility criteria for entry and requirements of the Award Secretariat.

2 Selection of Assessors Senior Managers from Industry are selected as Assessors They should have undergone an intensive training programme on understanding the award criteria and assessment process.

3 Applicant Submits Documents Applicant sends the 50 page (maximum) application document to CII.

4 Assessment, Consensus Scoring and Site Visit

Assessor team is appointed for each applicant. Assessors individually list strengths / opportunities for improvement and score as a part of self study. Team assembles at site to reach consensus score followed by the Site Visits to check the validity of application and clarify issues. Applications are re-scored and reports finalized. (Typically the whole process lasts for 3 to 4 days.)

5 Jury Meeting (National Level)

Based on reports from site-visit teams, Jurors decide on the winners of the Award, Prizes and Commendation Certificates

6 Award Presentation The HR Excellence Award, Prizes and Commendations are presented to the winning applicants.

7 Feedback Report Senior Assessors (leaders of the Assessment team) write Feedback Reports to all applicants identifying the strengths/opportunities for improvement. Score-ranges are also given for each criterion. On request, Senior Assessor visits applicant to discuss feedback report.

Award Assessment Process

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Levels of RecognitionThere are four levels of recognition, starting from the commendation certificate for strong commitment and going up to the Award. These levels signify the various milestones which the organisations can aim for as they progress on their journey towards achieving HR excellence. Therefore, organisations at different levels of competitiveness can benefit from participating in the Award process.

Awards & Recognition Presentation Ceremony would be held to recognise HR Excellence Award winner, prize winners and commendation certificate awardees. The following outlines the benefits to all applicants and winning companies:

Benefits to HR Excellence Award applicants:

The Human Resources function of all participating ♦companies will receive a certificate in recognition of their participation and involvement.

Participating companies will receive feedback and ♦assessment score on their Human Resources program based on information provided.

HR Excellence Award winners, Prizewinners and Commendation certificate Awardees:

The Human Resources Department of HR Excellence ♦Award winning company will receive an engraved award in recognition of the achievement.

Companies recognised at any level (Award, Prize or ♦commendation certificate) will receive a certificate of recognition.

Eligibility CriteriaAll organisations operating in India are eligible to apply for the Award. The applicant must be actively in business at least for the past three years. A company/ organisation is only eligible to win the HR Excellence Award once in every three years. It is recognized that human resources programs will vary greatly with the size of a company. Therefore, one award each will be given in the following categories:

Recognition Methodology

HR Excellence Award ♦ – Presented to the organisation judged to be the best among the prize winners and role model of HR Excellence in each category.

Prizes ♦ – Awarded to organisations that demonstrate Excellence in development and management of human resources through continuous improvement – the leaders.

♦ Commendation Certificates – These certificates are given to organisations, which have made good progress on their journey towards HR Excellence but fall short of the level attained by the prize winners, the criterion is to be decided by the Jury.

In addition to the level given above – a company with most Innovative HR Practices will also be recognized. Kindly share these practices with the Assessment Team during Site Visit.

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Category Description1. Business organisations with turnover exceeding

Rs 2000 Cr

2. Business Organisations with turnover between Rs 2000 and Rs 1000 Cr



5. Business Organisation with turnover less than Rs 150 Cr

Application Fee* (Category Wise)Business organisations with turnover exceeding Rs 2000 Cr

Rs 1,35,000

Business Organisations with turnover between Rs 2000 and Rs 1000 Cr

Rs 1,00,000


Rs 75,000


Rs 55,000

Business Organisation with turnover less than Rs 150 Cr

Rs 40,000

Time LinesSubmission of Application document – Not Later than 1. 25 April 2012

Assessment process including site visit – May – June 2. 2012

Jury meeting and recognition finalization – August 3. 2012

Award Presentation – September 20124.

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*Service Tax @ 10.3% extra

FREE HR AWARD ASSESSOR TRAINING FOR

HR HEADSIn an effort to popularise the HR Excellence Model, CII will train the HR-Head of every participating company on CII HR Excellence Award Assessment, “Free of Cost” at specially organised HR Assessor Training Workshop, provided he/she agrees to be part of assessment team of other participating company.

The nomination for assessor training will only be accepted post receipt of award application fees.

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The process for submitting an application can be broken into the following steps:

1. Read the application brochure to gain an overall understanding of the purpose of the criteria, scoring rationale and application process

2. Meet with HR staff to assign responses to each aspect of the criteria

3. Develop draft response to each aspect of the criteria of the Model

4. Edit and develop final overall response to each aspect from the drafts

5. Submit overall Application Document as per format given on Page 8

Application RequirementsApplicants will submit an application package that consists of:

An application document (Requirements explained ♦elsewhere) – Seven Copies

Application Fee as applicable. (Ref Page 6) ♦

Site visit is part of the review process. Expenses for ♦the site visit (Travel, Boarding & Lodging, local travel regarding site visit, both at site location and assessor location – ex travel to airport/ railway station) will be borne by the applicant.

Application Assessment ProcessStage 1 – Assessment of each application by a team of

qualified assessors followed by the site visit;

Stage 2 – Submission of report by the assessors;

Stage 3 – Review by distinguished Jury to determine award recipients;

Stage 4 – Feedback to applicants

This time we are giving two additional options to the company:

1. Only to be assessed including a site visit and not be part of the award process. In this category companies will get the feedback report but not be reckoned for an award or recognition.

2. The assessment will be done by a team of assessors by interacting with the leadership team and other members of the applicant company. The applicant company will have to submit an overview of the company and its HR processes.

Applicant Feedback ProcessAll applicants who complete the HR Excellence Awards process will receive the feedback report covering strengths, opportunities for improvement and score profile against each of the criteria.

ConfidentialityEach application will be reviewed by a Panel of Assessors. All applicants will be subjected to a site visit. The applicant will be required to facilitate an open and unbiased examination. Any applicant selected to receive recognition agrees to share non-proprietary information on its performance, practices and capabilities. An applicant can indicate in its application document or during the site visit that certain information is proprietary in nature. The CII, members of the Panel of Assessors and the Jury agree to keep such designated information as confidential, except as may be required by law or order of a court. Members of the Panel of Assessors and the Jury sign Non-disclosure agreement to hold in confidence such proprietary information obtained in the course of assessment process for the award.

Application Process

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1. Applications should be: in type-script ►

in English ►

text in 11 point Arial font and figures in 9 point ►

Arial narrow

numbered pages ►

application documents to be spiral bound (for ease ►

of processing)

no more than 50 pages (sides) of A4 in total ►

length

Note that the 50 pages will include ►

Table of contents ●

Overview ●

Support material ●

Glossary of terms ●

2. Seven identical copies are required.

3. The document should be divided into the following sections:

a. Title Page

The name of the organisation or business entity making the application, its address and the date of the application

b. Application Form (page 21)

Please include a copy of the filled in Application Form with the signature of the highest ranking HR official. The signature authenticates that all the information contained in the application is correct, and the requirements of the submission and the eligibility are met and the associated costs will be borne by the organisation. The application form is to be found on Page 21 of this brochure.

c. Table of Contents

Please give the page wise table of contents.

d. Overview

The overview is summary information about the applicant and its business (not exceeding Four pages), and should for example include:

date of incorporation ●

principal products and services ●

purpose, vision, mission and values ●

employee profile, use of contract employees ●and special health and safety requirements

customer profile ●

competitor profile ●

major technologies, facilities and raw material ●

regulatory and safety environment ●

organisational structure ●

e. Support Material

Support material will comprise the bulk of the application and will generally have been derived from self-assessment of the organisation’s activities. This information must be closely aligned with the six Award assessment criteria. The criteria are carefully and deliberately phrased in non-prescriptive terms, to allow the freedom to present self-assessment information which is relevant to the particular business situation.

f. Glossary of Terms

Please give the description of all terms and abbreviations used in the Application document.

3. Sending the Application Document3.1 Seven copies along with the filled in application

form at Page 21. Completed Application Document should be sent, addressed to the contact person given on Page 22.

Application Document

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3.2 Applications not complying with the dates shown in the timetable on Page 6 will not be considered.

3.3 Applications not complying with the above requirements will be rejected.

As part of the Application Document please list the Innovative HR Practices being deployed in your company. A brief note of one A4 page should be added. The assessment team will evaluate the same separately.

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Human Resources Excellence Model: Criteria

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1. Leadership (120 points)Excellent Organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation.

Areas to be addressed may cover:a. How do leaders develop and communicate the

organisation’s, vision, mission and values?

b. How do leaders develop and role model ethics and values which support the creation of the “Culture of Excellence” across the organisation?

c. How do leaders develop and improve organisation structure to support delivery of its strategy to achieve its long term objectives?

d. How do leaders help and support people to achieve their plans, objectives and targets?

e. How do leaders ensure their accessibility and respond positively to the people?

f. How do leaders review and improve the effectiveness of their own leadership and identify and develop future leaders, to meet the organisational requirements?

g. How do leaders encourage and enable people participation and involvement in improvement

activities for the benefit of organisation/community/society

h. How do leaders involve themselves in recognizing both team and individual efforts, at all levels within the organisation, in a timely and appropriate manner?

i. What are the practices the leaders adopt to anticipate and identify the major developments that would impact the organisation’s performance swiftly and communicate with its people to make them willing partners to embrace the changes?

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2. Human Resource Strategy (120 points)

Excellent organisations implement their Mission and Vision by developing stakeholder focused strategy. They develop people policies, plans, objectives and processes that value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals.

Areas to be addressed may covera. Practices for gathering and understanding the

developments/trends in the external environment, relevant to the formulation of HR strategy.

b. Practices for understanding the internal performance levels, skill sets and competencies available etc. to develop strategies and plans to meet the organisational objectives.

c. How does the organisation develop, refine and communicate its HR strategy and what are the key inputs considered?

d. The organisation structure, policies & people processes supporting the achievement of the strategic objectives

e. Methodology adopted to define the outcomes to be achieved and the corresponding performance measures with targets and comparisons with clearly defined goals.

f. Describe the changes brought in HR Strategy over last 2/3 years, along with the reasons and spell out their measurable impact.

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3. People Knowledge and Competencies (120 points)

Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop knowledge and capabilities of their people and enable its use for the benefit of the organisation.

Areas to be addressed may cover:a. Practices employed for identifying and classifying

people’s knowledge, skills and competencies in line with the organisation’s current and future needs.

b. How does the organisation match the existing people’s knowledge, skills and competencies (including soft skills) and identify the gaps, in line with short, medium and long-term plans of the organisation?

c. Methods, tools and technologies deployed to train and

develop its people to bridge the identified gaps, along with the practices.

d. Processes / practices in use to evaluate the effectiveness of training and development efforts, to ensure that the people have necessary skills and competencies to maximize their contribution.

e. New employee orientation programs.

f. How knowledge & competency of HR staff is leveraged to enhance innovation and learning in HR function?

g. Involvement with / support to professional bodies, educational and management institutions to promote sharing and learning on recent trends and best practices related to people development.

h. Ensuring the competencies of the people employed in outsourced activities are assessed and enhanced to meet the job requirements.

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4. People Well-Being and Engagement (120 points)

Excellent organisations value their people and create a culture that allows mutually beneficial achievement of organisational and personal goals. They care for, communicate, reward and recognize, in a way that motivates people, builds commitment and contributes to the benefit of the organisation.

Areas to be addressed may cover –

Work Environment:a. Practices related to ensuring safe and healthy work

environment to its entire people, including persons of outsourced activities.

b. Processes concerning the management of Employee Relations, including relationships with formal employee representatives/groups.

c. People involvement in identifying and improving workplace safety and well-being.

d. Practices to promote and encourage a culture of mutual support and team spirit.

Employee Support Climate: a. Processes / Policies related to benefits (financial and

non financial), redeployment, redundancy etc. to sustain people involvement.

b. How are these benefits selected and tailored to the needs of a diverse workforce of different categories as appropriate?

c. Practices to ensure that the employee benefits (financial & non-financial) are provided for outsourced employees beyond the statutory requirements, if any.

d. Practices/Platforms to promote and encourage sharing of information, knowledge and best practices among people across levels in the organisation..

Employee Satisfaction:a. Methods and measures used to determine the key

factors that impact employee well-being, satisfaction and motivation for different levels and categories

b. Formal and/or informal methods and measures used to monitor the levels of employee well-being, satisfaction, motivation and involvement, of different categories/types.

c. Practices adopted to address cultural and gender diversity related aspects at workplace.

d. How do you use other indicators such as employee retention, absenteeism, grievances and productivity to assess and improve employee well-being, satisfaction and motivation?

e. How do you use assessment findings to identify priorities for improving the work environment and employee support climate to achieve long term organisational success?

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5. Human Resources Management Processes/ Practices (120 points)

Excellent Organizations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They establish a framework of processes and deployment mechanism that motivates people, builds commitment and enables them to contribute for the benefit of the organisation.

Areas to be addressed may cover:a. What are the key HR practices that help the organisation

achieve its business goals and objectives?

b. How does your organisation manage manpower planning, recruitment, career planning, succession planning, people involvement in improvement activities etc?

c. Describe the policies / practices of the organisation, for the socially / economically backward sections of the society, differently abled people and gender diversity in recruitment.

d. Describe your current Performance Management System (PMS). How does the PMS encourage, support and empower individuals & teams to create a culture of mutual dependence in achieving organisational and personal goals.

e. Describe the processes/ practices for involving people (including the people involved in outsourced activities)

at different levels in identifying improvement opportunities and participating in implementation of improvements towards realizing organizational objectives.

f. What are the Reward and Recognition, Compensation and Career Progression Policies/ Practices of the Organisation and explain how they are implemented over the years to realize superior levels of performance

g. How does the organisation ensure that the HR Personnel keep updated on HR best practices and trends and adopt them, as appropriate, to the organisation?

h. How does the organisation gather the communication needs (top down, bottom up and lateral) of its people and what are the various communication channels/practices deployed to promote the dialogue across levels to effectively address the same?

i. Explain how does the organisation enable and encourage the sharing of information, knowledge and best practices throughout the organisation.

j. What are the recent improvements in HR Practices? How does the organisation measure the effectiveness of these improvements?

k. How Information Technology is leveraged to support the management of HR processes?

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6. Results (400 points)

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Motivation ♦Career development ♦

communication; ►

empowerment; ►

equal opportunities; ►

involvement; ►

leadership; ►

opportunity to learn and achieve; ►

recognition ►

target setting and appraisal ►

the organisation’s values, mission, vision, policy and ►

strategy training and development ►

Satisfaction: ♦organisation’s administration; ►

employment conditions; ►

facilities and services; ►

health and safety conditions; ►

job security; ►

pay and benefits; ►

peer relationships; ►

the management of change; ►

the organisation’s environmental policy and ►

impact; the organisation’s role in the community / ►

society development working environment

Image ♦accessibility ►

responsiveness ►

transparency ►

Sales and After Sales Support ♦

capabilities and behavior of employees ►

handling of complaints ►

People Involvement in the development of ►

community/society/environment.Ethical behavior of people. ►

Image of employees as responsible members of ►

community and society.Equal opportunity employer ►

People perception measures may include those relating to: ♦

6a People’s Perception (200 Points)These measures are the people’s perception of the organisation, customer perception and society perception

of the organisation’s people. (Obtained for example from surveys, focus groups, interviews, structured appraisals, etc).

Customers’ perception of organisation’s people: ♦

Society’s perception of organisation’s people ♦

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Achievements ♦

competency requirements versus ►

competencies available;

productivity; ►

success rates of training and ►

development to meet objectives

Motivation and involvement ♦

involvement in improvement ►

activities (individuals/teams)

levels of training and development; ►

measurable benefits of team work; ►

recognition of individuals and teams; ►

response rates to people surveys ►

Equal Opportunity Employment ♦

segmentation of employees ►

gender composition ►

recruitment / Attrition rates ►

Satisfaction ♦absenteeism and sickness levels ►

accident levels; ►

grievances; ►

recruitment trends; ►

staff turnover; ►

strikes; ►

sexual harassment/non compliance incidents ►

pending legal cases ►

use of benefits; ►

use of organisation provided facilities (e.g., recreational, crèche). ►

Services provided to the organisation’s people ♦accuracy of personnel administration; ►

communication effectiveness; ►

speed of response to enquiries; ►

training evaluation ►

effectiveness of grievance redressal ►

Performance indicators may include : ♦

6b Organisational Performance Indicators (200 Points)

These are the internal measures used by the organisation in order to monitor, understand and improve the performance

Innovations/breakthrough improvements ►

Information and knowledge (accessibility, integrity, ►

value of intellectual property/capital)

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of the organisation’s people and to predict their impact on perceptions.

Profitability per employee ►

Value Added (VA) per Re of employee cost ►

Operational measures used by the organisation to monitor and understand the HR processes which directly impact

key business outcomes.

Operational measures may include: ♦

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Panel of AssessorsThe Panel of Assessors consists of HR professionals and Business Managers, trained on CII-EXIM Bank Business Excellence Model Assessment Process. The HR Excellence Committee of CII will arrange for a Panel of Assessors who will be responsible for assessing applicant organisations. Each Assessor will be required to sign a Non-disclosure agreement. Assessors will be screened for any possible clash of business interest.

Scoring

CriteriaWeightages

(%)Maximum

points

Enablers

1 12 1202 12 1203 12 1204 12 1205 12 120

Total 60 600Results

66a 20 2006b 20 200

Total 40 400

The applicant organisation is assessed as per the scoring guidelines (please refer to Scoring Matrix) for each of the Six Criteria and the total points awarded is arrived at, after assigning the corresponding weightages.

Site VisitsAll applicants will undergo a site visit to their facility. Assessors reserve the right to verify all programs and practices listed in the application. Assessors may wish to review personnel records and other connected documents. Assessors may also want to conduct random interviews with employees/employee unions/associations.

RecognitionApplicants qualifying for the recognitions will be felicitated at the HR Excellence Awards function. Applicants will also receive a Certificate of participation for having taken part in the HR Excellence Assessment Process.

Assessment and Scoring

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Scoring Matrix – Enablers

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Element – Approach 0% 25% 50% 75% 100%

Score Attributes

Has a clear rationale based on ♦Stakeholders’ needsSupports Business Plans and is linked to ♦other approachesHas a systematic process, is measurable, ♦flexible and innovativeIncorporates improvements as ♦appropriate

No evidence or anecdotal Some Evidence Evidence Clear evidence Comprehensive

evidence

Total for Approach 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Element - Deployment 0% 25% 50% 75% 100%

Score Attributes

Approach is implemented in all potential ♦areasApproach is implemented to its full ♦capacity / potentialApproach is carried out in a systematic ♦and planned mannerApproach has ability to manage changes ♦

No evidence or anecdotal

Implemented in 1/4 of relevant

areas


areas


areas

Implemented in all relevant areas

Total for Deployment 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Element - Assessment and Refinement 0% 25% 50% 75% 100%

Score Attributes

Measurement:

Approach and its deployment are regularly ♦measured for efficiency and effectivenessInternal and external learnings are used ♦Approach and deployment are improved ♦based on learning & creativity and performance

No evidence or anecdotal Some evidence Evidence Clear evidence Comprehensive

evidence

Total for Assessment and Refinement 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Overall Total 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Anecdotal Basic Competitive Advanced World Class

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Scoring Matrix – Results

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Element - Relevance and Usability 0% 25% 50% 75% 100%

Score Attributes

Scope and Relevance:

Results are consistent with business plans ♦Are in line with needs and expectations ♦of relevant stakeholdersResults are appropriately segmented, ♦timely and accurateResults measure of relevant practices for ♦planning and execution using relevant indicatorsResults cover all relevant performance ♦parameters for now and future

Relevance not established or anecdotal information

Results presented and relevance established for about ¼ of the areas involved

Results presented and relevance established for about ½ of the areas involved

Results presented and relevance established for about ¾ of the areas involved

Results presented and relevance established for all of the areas

involved

Total for Relevance and Usability 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Element – Performance0% 25% 50% 75% 100%

Score Attributes

Trends:

Show positive trends or sustained good ♦performanceHave appropriate targets for Key Results. ♦If yes, are the targets achievedAre favourable with external ♦comparisonsShow linkages to practices to ensure ♦sustainability

No Results or anecdotal information

Positive trends and/or sustained

good performance for about ¼

results over at least 3 years


good performance for about ½

results over at least 3 years


good performance for about ¾ of results over at least 3 years


good performance for all results over

at least 3 years

Targets:

Targets are set for the Key Results ♦Targets are appropriate ♦Targets are achieved ♦

No Targets or anecdotal information

Appropriate and achieved for

about ¼ of Key Results

Set appropriate and achieved for about ½ of Key

Results

Set appropriate and achieved for about ¾ of Key

Results

Set appropriate and achieved for

all Results

Comparisons:

Comparisons are available for Key ♦ResultsComparisons are appropriate ♦Comparisons are favorable ♦

No comparisons or anecdotal information

Established, favorable and appropriate

comparisons for about ¼ of Key

Results


comparisons for about ½ of Key

Results


comparisons for about ¾ of Key

Results


comparisons for all Key Results

Causes:

The results are caused by approach ♦ No confidence on causes/anecdotal

information

Enabling effect visible for about

¼ results and some evidence

that performance will be sustained


½ results and some evidence



¾ results and clear evidence


Enabling effect visible for all the results and comprehensive evidence that

performance will be sustained

Total 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Overall Total 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Anecdotal Basic Competitive Advanced World Class

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1.1 Name of Applicant Organisation

1.2 Address

Pin Code:

2.1 Name of the organisations contact person

2.2 Designation

2.3 Telephone

2.4 Fax

2.5 Email

2.6 Contact Address (if different from above)

3.1 Name of the Highest Ranking HR Official

3.2 Designation

3.3 Telephone

3.4 Fax

3.5 Email

4.1 Scope of Organisation

4.2 Size of the Organisation (measured in average Full Time Employee strength in last 12 months)

Number of employees’ world-wide Full Time On-contract TotalNumber of employees in the RegionNumber of HR staff in WorldwideNumber of HR staff in the region

4.3 Number of locations/sites

4.4 Annual Sales in Rs Cr.

Please indicate the type of process you will like to be part of:

i. Complete Process – Assessment and Awards (Complete Application Document, Site Visit, Feedback Report and to be considered for HR Awards and recognitions)

ii. Only Assessment (Complete Application Document, Site Visit, Feedback Report but not to be considered for HR Awards and recognitions).

iii. To submit a non detailed application form (basically giving a few paragraphs on the parameters of application document and about their HR processes.) A team of Assessors will visit the company and give them the feedback on improving their HR systems.

Application Form

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We understand that our application will be reviewed by a Panel of Assessors. We agree to host the • site visit and facilitate an open and unbiased assessment. We agree to pay the application fee and bear all expenses towards the site visit.

We agree to nominate our HR-Head to be trained on HR Excellence Award Assessment Model and • also agree to release him/her for Award Assessment for atleast one company.

We hereby give our consent to CII and other affiliated organisations to share the Good Management • Practices; prevalent in our organisation with others to promote the culture of sharing & learning, as a part of Excellence Movement.

If our organisation is selected to receive an Award, we agree to share nonproprietary information on • our successful performance strategies with other CII member Companies/ Organisations.

(Signature of Highest Ranking HR Official)

Date

Notes:

1. If you are planning to apply for the 3rd CII National HR Excellence Award 2012, please complete this form and send it to CII Address

2. This Application Form serves as the letter of intent to file the Application

3. The purpose of this Form is to allow the HR Excellence Awards Committee to adequately plan for the award administration. A copy of this Form will also be sent along with the Application Document (Page 8).

The address for sending the application documents, forms and for any queries is given as under:

Mr Vineet BhardwajDeputy Director

Confederation of Indian Industry249-F, Sector 18, Udyog Vihar, Phase IV, Gurgaon - 122 015, Haryana

Tel : +91-124-410 1045 (D) / 401 4060-67 (Ext 307) ; Mobile : +91 99104 75172 Fax : +91-124-401 4057 ; Email : [email protected]

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Calculation of Total PointsCriterion Score Awarded Factor Points Awarded

1. Leadership × 1.2

2. HR Strategy × 1.2

3. HR Management Practices × 1.2

4. People Knowledge & Competencies × 1.2

5. People Well-being & Engagement × 1.2

Results

6a. Perception Measures × 2.0

6b. Performance Indicators × 2.0

Total Points Awarded

Scoring Summary Sheet

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CII National HR Excellence Award 2011

Mr Vineet BhardwajDeputy Director

Confederation of Indian Industry249-F, Sector 18, Udyog Vihar, Phase IV, Gurgaon - 122 015, Haryana

T : +91 124 410 1045 (D) / 4014060-67 (Ext 307), F : +91 124 401 4057E : [email protected]