HRO Case Study – Mahindra

A-10, Infocity, Sector 34, Gurgaon, Haryana – 122001

Copyright © 2013 PeopleStrong HR Services Pvt. Ltd.

All rights reserved.

PeopleStrong HR Services Pvt. Ltd. Confidential Document Page i

 1. TABLE OF CONTENTS

1. SUMMARY .................................................................................................................................. 3
About the Client:................................................................................................................... 3
About PeopleStrong:............................................................................................................. 3
Why this Customer Relationship should be Considered for Award: .................................... 3
Project Scope: ....................................................................................................................... 4
2. PROBLEM STATEMENT & PRACTICES USED ...................................................................................... 4
Problem Statement/Business Needs &Practices Used: ........................................................ 4
3. PEOPLESTRONG SOLUTION ............................................................................................................ 5
Solution Approach: ............................................................................................................... 5
Key Solution Elements: ......................................................................................................... 6
Solution Framework: ............................................................................................................ 8
4. BE INFORMED – RECOGNIZING GREAT BUSINESS OUTCOMES IN HR.................................................... 9
5. TESTIMONIAL .............................................................................................................................. 9
6. KEY IMPACTS ............................................................................................................................... 9

PeopleStrong HR Services Pvt. Ltd. Confidential Document Page ii

1. Summary

About the Client:

 Established in 1945, Mahindra’s core automotive and farm equipment businesses have
grown into market leaders whose triple bottom line ethic is driving industry trends
towards technological innovation, social responsibility, and constantly improving
customer satisfaction

 Mahindra & Mahindra’s Farm Equipment division is the top-selling tractor company in
the world, with annual sales over 150,000, a presence in more than 40 countries and
more than 1,000 dealers worldwide

 Auto services include maintenance and repairs, customization, providing spares, and
manufacturing and engineering. Mahindra is opening a new organized-sector market for
pre-owned cars and expanding into foreign markets including the United States and
Europe

About PeopleStrong:
 Over 8 successful years in business. Established in 2006, around 600 employees across 5
delivery centers in India
 Pan India presence with corporate office in Gurgaon & branch offices in Delhi, Mumbai,
and Hyderabad & Bangalore
 Managing over 70 multinational clients and more than 2 lacs customer employees every
month, making us one of the leading HRO in India
 Designed & implemented over 500 strong processes across the verticals in India.
 First company in the space to be successfully assessed on SSAE16
 Launched India’s 1st HR command center

 Hire over 40,000 people through RPO engine

 PeopleStrong has conceptualized & successfully implemented series of roundtable
discussion on ‘HR Transformation’. Envisaged the first ever “India Attrition Study” and
partnered with Business Today for “Best Companies to Work for” study. We understand
the business better

Why this Customer Relationship should be Considered for Award:

 One of its kind and Wholesome deal – End to end employee life cycle (Hire to Retire) of
Mahindra AFS , an Indian conglomerate with varied Business Structures consisting
acquired entities, research & development, sales & marketing etc being serviced

 Servicing 10000 permanent and 3000 other than permanent employees at across 150
locations in India for 11 Business Units under Mahindra Auto Farm Sector
 One of the largest HR Transactions with commercials crossing million USD

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Project Scope:
 HR Helpdesk
 Recruitment Shared Services
o Sourcing Management
o Shortlisting - Screening and Validation
o Interview Process Management
o Line Managers Management
o Query Resolution
o Hand Holding of Selects
o Quality Management
o Governance
o MIS & Reports
 Human Resource Shared Services Centre
o On-boarding – Pre Joining, Joining & Post Joining
o T & D Administration
o PMS Administration
o Separations Management
o Confirmation Coordination
o Transfer & Relocation Coordination
o HRMS Database Updation & MIS

Relationship Since: Jan’ 2013 – till date

2. Problem Statement & Practices Used

Problem Statement/Business Needs &Practices Used:

 Consistency
o Process Standardization
o Stakeholder & Role Definition

 Efficiency
o Centralized Execution
o Technology Interface

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  Effectiveness
o Defined Service Levels
o Process Performance Dashboards & MIS

 Cost Leadership
o Consolidation and standardization
o Minimal redundant processes, optimum resource utilization

 Integrated Strategic Service Delivery

o Consistent and One India Employee Experience

3. PeopleStrong Solution

Solution Approach:
PeopleStrong’s extended support as a partner and approach to the problem statement was divided
into five main groups. The Transitions & Solutioning team had a 180 day project plan to understand,
assimilate, fix, train & implement the solution frame work. Involvement of Operations in
Transitioning for seamless migration was done. The solution framework had following structure:

1. As is Understanding
 Understanding M & M AFS Org Structure
 Understanding the current process & policy framework
 Understanding the current connecting points for ERP
 Understanding the business stakeholder requirements

2. Assimilating Best Practices

 Gap Analysis

 Optimum resource utilization

 Proposed Techno-Functional Requirements

 Identifying best practices within & beyond the organization

 Project Management

3. To Be Design Framework
 Designing new HR Structure

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  Designing the new workflow with roles /users ( Process + Technology )

 Flow of data between the applications / processes

 Designing User Specification document and FAQ’s

 Sign off on the workflows , roles, users, access rights, reports

4. Pre-Implementation

 Pre-Implementation Checklists ( People, Process, Technology )

 Communication and Change Management
 Risk mitigation strategies
 Integrated process maps

5. Implementation & Roll out

 Phase-wise approach
 Sign off on Process, SLAs & Responsibility Matrix
 Project Management & Monitoring

Key Solution Elements:

1. Recruitment Shared Services :
 Recruitment Shared Services Centre is divided in to two Teams :
o Onsite Team – Engagement SPoC and Source Management SPoC at 2 Locations
o Offsite Team – Gurgaon – Sourcing Group , Processing Group
 Alt Recruit ( Application Tracking System ) : Leveraged technology and automation for quick
turn around and real time availability of information:
i. Employee Referral Portal
ii. Recruiter Portal
iii. Business Portal
iv. Candidate Portal
 Efficient Sourcing Management with Standardization of Source Mix for all locations with 50%
contribution of Paid Channels and 50% Non-Paid Channels
 Standardization of Offer and CTC Templates across Business Units (To the extent possible);
Release of Offer letters centrally by Recruitment Team

 BGV : Common Vendor Across AFS, Standardization on BGV Checks and Level for conducting
background verification, Preparation of Action Matrix (for BGV report)

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 Standardization of Travel Re-imbursements limits across Business Units

 CTQ’s (Critical to Quality ) parameters defined for all open positions

 Centralized resume database and JD repository on recruiter portal

 All sourcing channels activated simultaneously , however for first 2 weeks only internal
candidates screened and interviewed

 Candidate feedback collected from all candidates appearing for interview

 Dedicated line for resolution of candidate queries

 Standard MIS and Reports for all Business Units . Example : Manning Report, Conversion
Ratios, Source Mix, Recruitment Trend, SLAs, CpH
 Standard communication templates and forms

2. HR Shared Services:
 Centre is divided into two Teams :
o Onsite Team – Location HR SPoC(s) at 11 Locations
o Offsite Team – Gurgaon - SAP Group, Onboarding Group, Transaction Processing Group,
Document Management Group

 Centralized joining at specific locations with onsite SPoC responsible for joining coordination
and offsite group supporting joining activity from pre-joining stage, Token ID creation &
Document processing
 Standard document checklist & E-docket and Central Bank Account opening across Business
Units
 Onsite SPoCs facilitate the 3 day induction procedures and IT procurement
 P-File and E-file – Collection of documents done by Onsite SPoCs and creation by Offsite
group

 Standard confirmation, transfer and separation processes administered through SAP across
Business Units

 Centralized database management on PeopleStrong HCM Platform and SAP Updations

across Business Units
 Standard MIS and Reports for all Business Units

 Standard communication templates and forms

3. Helpdesk – Query Resolution Management

 End to End query management for all employees

 Escalation matrix for handling different levels of queries

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  Employee connect maintained through auto responders & query resolution with SLA

 Input and maintenance of employee master data

 Address employee query received from all 3 modes i.e phone, web and mail

 Single POC for all employees concerning any query

 MIS and reports

Solution Framework:
PeopleStrong solution framework is divided into three major groups with following structure:
a. Project Governance Group
i. Knowledge base Management
ii. Change management ‘HUB’ for process and policies.
iii. Project Control Center
1. Analytics
2. Recommendations for improvement
3. Quality Compliance
b. Transaction Support Group
i. Database Management
ii. Technology exchange module
iii. Statistical analysis for improved business predictability and better decision making
iv. Alt- Recruit and Alt Organize
v. Process Tracking & Control
c. End Customer Support Group
i. Anytime / anywhere multiple interface access
1. Email / web/Call
ii. Dedicated service interface
1. Helpdesk/ Recruitment /HR operations
iii. End Customer satisfaction programs
iv. Onsite/Offsite delivery Model

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4. Be Informed – Recognizing Great Business Outcomes in HR

 Mahindra is now able to Integrate existing processes and activities under one service
umbrella (simplifying and standardizing across all units , looking at processes from an end to
end stand point)
 Standardization of processes has freed up time for HR-Generalists and COEs as they are
relieved of administrative work so now, they can focus on the helping the business (i.e.) the
drift has taken from staff room to the board room
 Statistical approach of managing business operations – Helps to avoid irrational decisions
and subsequent cost implications
 Consistency and predictability of business delivery
 By achieving Service Delivery excellence through a one-stop-shop with employee self-
service, transaction processing and on-line MIS availability
 Enhanced cost effectiveness through the creation of offshore Shared services center at
Gurgaon, re-sizing of HR-operational model (re-designing the To-be processes),
rationalization of HR Business process, reduction in complexity, focus on lean processes
saving cost and time
 Focus on design and implementation activities (i.e.)- Process, Technology, and People — led
to smooth Change management thereby making it a success

5. Testimonial
Attached seprately

6. Key Impacts

a. Consistency
o Central Administration of HR Operations | Training | PMS | HR Helpdesk |
Recruitment
o Process Standardization and elimination of Non Value Adding and Redundant Steps
: 11 Processes and 76 Sub processes
o SLAs Defined : 77
o HR Stakeholder & Role Definition
b. Efficiency
o Centralized administration with decentralized process ownership @ strategic
locations
o Leveraging ERP : Alt Recruit(ATS) - Employee Referral Portal, Recruiter Portal,
Business Portal, Candidate Portal, SAP Integration for all HR Processes
o Maker Checker concept implemented in in-scope HR Processes
o HR: Employee Ratio improved from 1:54 to 1:68
c. Effectiveness & Performance
o Process Health Meter – SLA and Reverse SLA scorecard with weekly, monthly
operating review with HR

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 o Adoption @ Mahindra Auto Farm Sector across the group @ 63% (Complete Go-
live in Oct’13)
o YTD Request Closure @ 99.3%
o 98% of Level 1 requests around Policies & Benefits resolved within SLA
o 94% reduction in open requests from go-live till Jan’14 (includes data management
and MIS)
o 91% of SAP requests completed within SLA
o 95% of Experience and Relieving Letters handed over to employees on Last
Working Day ( excluding cases where NDC initiated is less than 7 days )
o 96% PMS requests resolved within 18 working hours from the request of the query
o 91% Mid-Year Review (PMS) completed within time.
o Behavioral Training calendar adherence @ 94.4%, Functional training adherence @
79%
d. Integrated Strategic Service Delivery – Consistent and One India Employee Experience
o Servicing 10000 permanent and 3000 other than permanent employees at across
150 locations in India for 11 Business Units under Mahindra Auto Farm Sector
o Setting of One Stop Query Resolution System – Helpdesk reaching to a 97% First
Call Resolution ( FCR ) rate
o Decreased Touch time - Average speed of answering – 03:49 minutes
o Auto replies and triggers to maintain employee connect
o Over 19000 unique requests, handled for employees in a span of 6 months from
Jul’13 @ average 250 requests per day
e. Compliance
o Governance Charter – Sponsor, Strategic, Tactical, Operational
o Industry best practices implementation – Policy Benchmarking & Gap Analysis
every Quarter
f. Insights
o Business Intelligence – Quarterly projects on Key Business Metrics
o Decision Support System
o Real time analytics On Alt Infer
g. Cost Leadership
o HR Strategic Bandwidth Release : 11088 Man hours per month
o Consolidation, Standardization , Redundancy and NVA activity removal

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