Maturity Communication PCMM

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People Capability Maturity Model - PCMM, is a certification given by QAI. PCMM is an HR initiative. People CMM is a tool that helps to successfully address the critical people issues in the organization. The People CMM's primary objective is to improve the capability of the workforce .The People CMM consists of five maturity levels. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively. Each progressive level of the People CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. The People CMM allows organizations to characterize the maturity of their workforce practices against a benchmark being used by other organizations.

For the first time I was hearing about this concept of PCMM. While doing this Project, I got an opportunity to understand about PCMM, its overall structure, PCMM at HCL BPO, N5. As I made my project on a Level Two Process Area- Communication & Coordination- I now know a little more about this area.

In Communication & Coordination, as it is a Level Two Process Area, most of the practices are institutionalized at HCL BPO, N5. I understood the goals, commitments, ability, practices, measurement and verifications and how it is being practiced at HCL BPO, N5. Also I gave my suggestions for generating awareness among employees about Policies, PCMM, and HCL Values, Vision, Statement Of Direction.

The Review meetings of PCMM, that I attended helped me immensely in understanding how things actually work, what preparation an organization does in securing certification, as to how audits are done, how things are brought into practice, the teething troubles, different approaches and perspectives of different individuals.

1. Company Profile - HCL BPO

HCL Enterprise is a leading global technology and IT Enterprise. Since its inception in 1976 as one of the first Indian "IT garage startups," Founder, Chairman and CEO, Shiv Nadar has led HCL Enterprise's impressive growth. HCL Enterprise operates two major businesses. One is the India-facing SI business operated by HCL Infosystems, and the other is the global IT services business operated by HCL Technologies.

HCL BPO is a division of HCL Technologies Limited, a Global Technology and IT enterprise. HCL is a 31 year old enterprise, with US $ 4.1 Billion revenue, 47,100 professionals operating out of 17 countries. HCL BPO is one of the early players in Business Process Outsourcing in the world. Having over 11,800 professionals operating out of India and Northern Ireland, HCL BPO runs eleven centers in India, two centers in UK and onecentre in Malaysia and supports Multi-lingual languages that include Eight European Languages and Eight APAC languages. HCL BPO's focus verticals include Telecom, Retail, Banking and Financial Services, Insurance and Hi-Tech and Manufacturing. This apart, the company services various areas of operations that include Supply Chain Management, Order to Cash, Finance and Accounting Services, Knowledge & Legal Services and Technical Support Services. HCL BPO was ranked second in Purdue Benchmark (2003) Global Peer Group of BPO Service Providers. HCL BPO ranked third in Highest Satisfaction for Business Process Outsourcing by the Black Book of Outsourcing (2007). It has also been successfully appraised at Maturity level 3 of People CMM. HCL BPO is the first Indian and Third Company in the world to be COPC certified for Collections Process. With strong domain knowledge and quality driven processes, HCL BPO Services is the largest in Northern Ireland. The organization also has the largest Telecom engagement in India and runs business processes for world renowned clients in back office services, particularly in the Telecom and Retail domain.

HCL BPO is in the core business of customer service. The client at HCL BPO center is the British Telecom Group (BT). BT Group is one of Europe's leading providers of telecommunication services. It provides more than 29 million exchange lines as well as network services to other licensed operators.BT serves over 23 million business and residential customers. Its principal activity includes local, national and international telecommunication services, higher-value broadband and internet products and services, along with IT solutions.

Highlights of the Process - One of Europe's leading providers of telecommunications services.HCL is the single largest vendor for the client (BT Group).It is the single largest outsourcing deal in the entire history of HCL BPO. And this deal is worth $100+ million over next 5 years.

  • Methodology

Objective - Study of PCMM - People Capability Maturity Model, Process Area-

Communication & Coordination at HCL BPO, N5, and suggest

measures to further improve the existing system.

  • In PCMM, out of 22 Process area, I was given the Process Area - Communication & Coordination.
  • Discussed the Process Area with Ms. Geetika Arora, Assistant Manager, handling PCMM at HCL BPO, N5.
  • Did a through study of Process Area through the document of Carnegie Mellon, Software Engineering Institute.
  • Observed and recorded how the Process Areas is institutionalized at HCL BPO, N5.
  • Suggested measures to further improve the existing system.

2. Introduction

“Successful firms will be those most adept at attracting, developing, and retaining individuals with the skills, perspectives, and experience necessary to drive a global business.”


2.1 People Capability Maturity Model Framework

The People Capability Maturity Model (People CMM) is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SWCMM) as a foundation for a model of best practices for managing and developing an organization's workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large, such as IBM, Boeing, BAE Systems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd.

The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.

2.2 What Is People CMM?

The People Capability Maturity Model (People CMM) is a roadmap for implementing workforce practices that continuously improve the capability of an organization's workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the organization's culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, the People CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization's business objectives, performance, and changing needs.

Although the People CMM has been designed primarily for application in knowledge intense organizations, with appropriate tailoring it can be applied in almost any organizational setting.

The People CMM's primary objective is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization's business activities. Workforce capability indicates an organization's:-

❏ readiness for performing its critical business activities,

❏ likely results from performing these business activities, and

❏ potential for benefiting from investments in process improvement or advanced technology.

In order to measure and improve capability, the workforce in most organizations must be divided into its constituent workforce competencies. Each workforce competency represents a unique integration of knowledge, skills, and process abilities acquired through specialized education or work experience. Strategically, an organization wants to design its workforce to include the various workforce competencies required to perform the business activities underlying its core competency. Each of these workforce competencies can be characterized by its capability—the profile of knowledge, skills, and process abilities available to the organization in that domain.

The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to a mature infrastructure of practices for continuously elevating workforce capability. The philosophy implicit the People CMM can be summarized in ten principles.

1. In mature organizations, workforce capability is directly related to business


2. Workforce capability is a competitive issue and a source of strategic


3. Workforce capability must be defined in relation to the organizations strategic

business objectives.

4. Knowledge-intense work shifts the focus from job elements to workforce


5. Capability can be measured and improved at multiple levels, including

individuals, workgroups, workforce competencies, and the organization.

6. An organization should invest in improving the capability of those workforce

competencies that are critical to its core competency as a business.

7. Operational management is responsible for the capability of the workforce.

8. The improvement of workforce capability can be pursued as a process

composed from proven practices and procedures.

9. The organization is responsible for providing improvement opportunities, while

individuals are responsible for taking advantage of them.

10. Since technologies and organizational forms evolve rapidly, organizations

must continually evolve their workforce practices and develop new workforce


The People CMM has proven popular because it allows organizations to characterize the maturity of their workforce practices against a benchmark being used by other organizations. Many workforce benchmarks focus on employee attitudes and satisfaction rather than workforce practices.

The People CMM was designed to integrate workforce practices into a system and involve management early in their deployment.

3. The 5 Levels of People CMM

3.1 The Initial Level, Maturity Level 1

Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low maturity organizations are poorly equipped to respond to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not defined workforce practices, and, in other areas, it has not trained responsible individuals to perform the practices that exist. Organizations at the Initial Level typically exhibit four characteristics:

1. Inconsistency in performing practices,

2. Displacement of responsibility,

3. Ritualistic practices, and

4. An emotionally detached workforce.

3.2 The Managed Level, Maturity Level 2

The workforce practices implemented at the Managed Level focus on activities at the unit level. The first step toward improving the capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must accept personal responsibility for the performance and development of those who perform the unit's work. The practices implemented at Maturity Level 2 focus a manager's attention on unit-level issues such as staffing, coordinating commitments, providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.

3.3 The Defined Level, Maturity Level 3

The primary objective of the Defined Level is to help an organization gain a competitive advantage from developing the various competencies that must be combined in its workforce to accomplish its business activities. These workforce competencies represent critical pillars supporting the strategic business plan, since their absence poses a severe risk to strategic business objectives. In tying workforce competencies to current and future business objectives, the improved workforce practices implemented at Maturity Level 3 become critical enablers of business strategy.

3.4 The Predictable Level, Maturity Level 4

An organization at the Defined Level has established an organizational framework for developing its workforce. At the Predictable Level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments.

3.5 The Optimizing Level, Maturity Level 5

At the Optimizing Level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based processes, and to workforce practices and activities. The organization uses the results of the quantitative management activities established at Maturity Level 4 to guide improvements at Maturity Level 5. Maturity Level 5 organizations treat change management as an ordinary business process to be performed in an orderly way on a regular basis.

4. Process Area

Each maturity level of the People CMM, with the exception of the Initial Level, consists of three to seven process areas. Each process area (PA) identifies a cluster of related practices that, when performed collectively, achieve a set of goals considered important for enhancing workforce capability. Each process area organizes a set of interrelated practices in a critical area of workforce management, such as staffing, compensation, or workgroup development. Each of these areas constitutes an important organizational process. The process areas at each level of maturity create an inter-linked system of processes that transform the organization's capability for managing its workforce.

Process areas identify the capabilities that must be institutionalized to achieve a maturity level. They describe the practices that an organization should implement to improve its workforce capability. The process areas within each of the five maturity levels of the P-CMM are displayed in Figure -

Figure - Process areas of the People CMM

5. The Managed Level, Maturity Level 2

To achieve the Managed Level, Maturity Level 2, managers begin performing basic people management practices such as staffing, managing performance, and making adjustments to compensation as a repeatable management discipline. The organization establishes a culture focused at the unit level for ensuring that people are able to meet their work commitments. In achieving Maturity Level 2, the organization develops the capability to manage skills and performance at the unit level. The process areas at Maturity Level 2 are Staffing, Communication and Coordination, Work Environment, Performance Management, Training and Development, and Compensation. These six process areas are briefly described in the following paragraphs. High-level relationships among these process areas are depicted in Figure.

Figure - Relationships among Maturity Level 2 process areas

5.1 Staffing

The purpose of Staffing is to establish a formal process by which committed work is matched to unit resources and qualified individuals are recruited, selected, and transitioned into assignments. Staffing is positioned as the primary process area at Maturity Level 2 since staffing decisions provide an organization's greatest opportunities to influence performance. All other practices designed to improve the capability of the workforce must start from the baseline of talent brought into positions within the organization. Managers balance the unit's work commitments with its available staff, since few organizational processes are able to demonstrate their potential benefits in organizations that are chronically overworked. Managers take responsibility for recruiting talent for open positions and they coordinate with organizational recruiting activities, both internally- and externally-focused. A formal selection process is developed to ensure thorough and fair evaluation of the skills and other qualifications of each candidate. Mechanisms are established for transitioning people into new positions, among assignments, or if necessary, out of the organization.

5.2 Communication and Coordination

The purpose of Communication and Coordination is to establish timely communication across the organization and to ensure that the workforce has the skills to share information and coordinate their activities efficiently. Communication and Coordination establishes the initial basis for developing and empowering workgroups. This process area establishes a culture for openly sharing information and concerns across organizational levels and among dependent units. Prior to having the defined processes that aid the development of workgroups at Maturity Level 3, workgroup performance depends on people having the skills required to coordinate their activities and manage shared dependencies. Prior to the availability of defined processes, the interpersonal communication and coordination skills need to be developed to provide a foundation for the structured development of workgroups at higher levels.

  • Work Environment

The purpose of Work Environment is to establish and maintain physical working conditions and to provide resources that allow individuals and workgroups to perform their tasks efficiently without unnecessary distractions. The work environment must be managed to ensure it supports the committed work of those in the organization. This process area focuses on both the resources provided for performing work, and the physical conditions under which the work is performed. Management must balance expenditures on resources and environment with justifications based on the work being performed. Managers monitor resource

needs and environmental conditions that affect their unit and mitigate those problems judged to present serious risks to health, safety, or efficiency.

  • Performance Management

The purpose of Performance Management is to establish objectives related to committed work against which unit and individual performance can be measured, to discuss performance against these objectives, and to continuously enhance performance. The primary focus of performance management is on the continual discussion about the performance of work to identify ways to improve it. Discussions of performance focus not only on the individual, but also on work processes, resources, and any other issues that can be addressed to improve performance. The discussion of performance occurs in the context of measurable objectives those individuals or workgroups are trying to achieve in their work. These objectives are linked to committed work. The role of performance appraisal is primarily to record the results of performance for use as input to decisions about adjustments to compensation, personal development planning, staffing, promotion, and other workforce activities. Performance problems are managed and outstanding performance is recognized

  • Training and Development

The purpose of Training and Development is to ensure that all individuals have the skills required to perform their assignments and are provided relevant development opportunities. The primary focus of Training and Development is on removing the gap between the current skills of each individual and the skills required to perform their assignments. Each unit develops a training plan to ensure that all individuals have the skills required by their assignment. Once individuals have the necessary skills to perform current assignments, they may focus their development activities on other objectives.

  • Compensation

The purpose of Compensation is to provide all individuals with remuneration and benefits based on their contribution and value to the organization. The organization must formulate a compensation strategy that motivates and rewards the skills and behaviors the organization considers vital to its success. Compensation represents the only process area at the Managed Level whose execution is coordinated by actions at the organizational level. Compensation must be coordinated primarily through centralized activity in order to establish a sense of equity in the system. Once the workforce perceives the system to be equitable, it can be adjusted to motivate the development of needed skills and better alignment of individual performance with that of the workgroup, unit, or organization. Periodic adjustments to compensation are reviewed to ensure they are equitable and consistent with the organization's strategy and plan.

6. The Architecture of the People CMM

6.1 Institutionalization Practices

Institutionalization practices are practices that help to institutionalize the implementation practices in the organization's culture so that they are effective, repeatable, and lasting. These institutionalization practices, taken as a whole, form the basis by which an organization can institutionalize the implementation practices (described in the Practices Performed section of the process area). Institutionalization practices are equally important, however, for they address what must be done to support and institutionalize the process areas.

The institutionalization practices are organized into four categories. The Commitment and Ability to Perform practices describe prerequisites for implementing each process area. Measurement and Analysis and Verifying Implementation practices determine if prerequisites have been met and processes have been institutionalized. The categories of institutionalization practices contained in each process area are:

6.2 Commitment to Perform

Commitment to Perform describes the actions the organization must take to ensure that the activities constituting a process area are established and will endure. Commitment to Perform typically involves establishing organizational policies, executive management sponsorship, and organization-wide roles to support practices to develop workforce capability.

6.3 Ability to Perform

Ability to Perform describes the preconditions that must exist in the unit or organization to implement practices competently. Ability to Perform typically involves resources, organizational structures, and preparation to perform the practices of the process area.

6.4 Measurement and Analysis

Measurement and Analysis describes measures of the practices and analysis of these measurements. Measurement and Analysis typically includes examples of measurements that could be taken to determine the status and effectiveness with which the Practices Performed have been implemented.

6.5 Verifying Implementation

Verifying Implementation describes the steps to ensure that the activities are performed in compliance with the policies and procedures that have been established. Verification typically encompasses objective reviews and audits by executive management and other responsible individuals.

7. Communication and Coordination

7.1 Purpose

The purpose of Communication and Coordination is to establish timely communication across the organization and to ensure that the workforce has the skills to share information and coordinate their activities efficiently. Description Communication and Coordination establishes the initial basis for developing and empowering workgroups. This process area establishes a culture for openly sharing information across organizational levels and laterally among dependent units. Increasing the flow of information provides the foundation for a participatory culture and empowered workgroups. A critical attribute of this culture is that individuals can feel confident in raising concerns to management without fear of retribution. Prior to having the benefit of defined processes, people who work together must have the skills required to coordinate their activities and manage shared dependencies. At higher maturity levels, defining competency based processes removes some of the burden from individuals for managing dependencies by coordinating the required interactions into defined roles and tasks. Prior to the availability of defined processes, interpersonal communication and coordination skills need to be developed to provide a foundation for the structured development of workgroups at higher levels. Establishing effective communication begins with communicating the organization's values, policies, practices, and other significant organizational information to the workforce. In addition to this top-down information, bottom-up communication is stimulated by seeking the opinions of individuals on their working conditions. Lateral communication among units begins by focusing on communication required to accomplish committed work.

In order to reinforce the importance of open communication, the organization establishes formal procedures for raising and resolving concerns. Once raised, these concerns should be tracked to closure by management to reinforce their respect for the knowledge and experience from which these concerns emerge. Eliminating fear of reprisal or retribution establishes respect for individuals as an important component of the culture. The interpersonal communication skills necessary to maintain effective working relationships are developed. To maintain effective workgroups, interpersonal problems are addressed quickly and meetings are managed to ensure that workgroup time is used most effectively. Individuals identify dependencies in their committed work and establish agreements for aligning their activities. Individuals monitor progress against these dependencies to ensure coordination within their workgroup.

7.2 Goals

Goal 1Information is shared across the organization.

Goal 2Individuals or groups are able to raise concerns and have them addressed by management.

Goal 3Individuals and workgroups coordinate their activities to accomplish committed work.

Goal 4Communication and Coordination practices are institutionalized to ensure they are performed as managed processes.

7.3 Commitment to Perform

Commitment 1

Executive management establishes and communicates a set of values for the organization regarding the development and management of its workforce.

Commitment 2

The organization establishes and maintains a documented policy for conducting its Communication and Coordination activities.

Commitment 3

An organizational role(s) is assigned responsibility for assisting and advising units on Communication and Coordination activities and procedures.

Examples of individuals or groups who might assist and advise on Communication and Coordination activities include the following:

• Human resources professionals

• Employee communications staff

• Training staff

• Organizational development staff

• Technical writing staff

• Public relations staff

• Other communications staff

7.4 Ability to Perform

Ability 1

Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Communication and Coordination activities are performed.

Ability 2

Adequate resources are provided for performing Communication and Coordination activities.

1. Experienced individuals with communication or coordination expertise are made available for Communication and Coordination activities.

2. Resources for supporting Communication and Coordination activities are made available.

3. Support for implementing improvements in communication or coordination is made available.

4. Adequate funding to accomplish Communication and Coordination activities is made available.

Ability 3

Individuals responsible for facilitating or improving Communication and Coordination activities receive the preparation needed to perform their responsibilities.

8. Practices Performed

8.1 Practice 1

The workforce-related policies and practices of the organization are communicated to the workforce.

1. Individuals and units are informed of policies and practices that affect them. Examples of people-related policies and practices that should be communicated include the following:

• Hiring policies

• Training and development policies

• Compensation strategies

• Career growth policies

• Promotion and transfer procedures

• Retraining practices

• Procedures for raising a concern

• Performance management practices

2. Whenever people-related policies and practices are changed, the changes are communicated to the workforce.

3. The organization periodically determines whether the workforce is aware of its people related policies and practices.

4. When misunderstandings of the people-related policies and practices exist, corrective action is taken.

  • At HCL BPO-
  • Internet and Intranet Website

The site ( is maintained by corporate MIS, which contains information related to various updates on HCL, organizations value, statement of direction, policies, various tools and application like Leave management system, SSD, i4excel, my KRA link, my competency link, My career link, opinion polls etc.

  • ViSiON

Vision is a centre specific website which enables all the centre employees to see the centre specific information related to all Master Blasters, centre specific or organizational initiatives etc. This tool is developed, as the advisor in the centre does not have the access to emails. In absence of emails, ViSiON becomes a very important medium of communication.

  • E-Mail/Master Blaster

E-mail is an important medium of day-to-day communication on all activities. When ever there is something new or changes in the policy it is communicated through mail. Depending upon requirements some special mails are also organized such as “Did You Know” series, which are termed as Master Blaster.

  • Natasha

Natasha is an animated character, a mascot for Employee Handbook. The Employee Handbook contains all the policies related to Hiring policies, Training and development policies, Compensation strategies, Career growth policies, Promotion and transfer procedures, Retraining practices, Procedures for raising a concern, Performance management practices etc. It is available at HCL Employees can have access to “Natasha” using their Employee code.

Changes in the policies are updated. For any kind of clarification, the employees can directly approach the HR staff at the HR Department.

9. Practice 2

Information about organizational values, events, and conditions is communicated to the workforce on a periodic and event-driven basis.

Examples of information that is to be communicated to the workforce

include the following:

• Organizational mission, vision, and strategic objectives

• Business ethics

• The organization's values

• Business plans and objectives

• Financial results and conditions

• Business performance

• Quality, productivity, cost, or time-to-market results

• Changes in organizational structure or processes

• Notable events

Examples of communication mechanisms include the following:

• Organization-wide meetings

• Staff meetings

• One-on-one meetings

• Bulletin boards

• Electronic mail announcements

• Internal publications

• Newsletters

• Memos

9.1 At HCL BPO

  • E-Mail /Master Blaster

E-mail is an important medium of day-to-day communication on all activities. When ever there is something new or changes in the policy it is communicated through mail. Depending upon requirements some special mail events are also organized such as “Did You Know” series etc.

  • Natasha

Explained above.

  • Open House/Town Hall

HCL BPO has established a formal mechanism of hearing employees concern and issues in a common forum. Centre Head and Line HR chair these events. Open house sessions are conducted every quarter where Centre Head presents the current business scenario and new initiatives. Question & answer session follows after presentation where anyone can ask questions from all persons in chair. All action items identified through this meeting are documented and tracked to closure.

  • Post/ Pre Shift Huddle

Pre/Post Shift Huddles are post/pre shift meetings which cover information, update and feedback about the performance required to improve the process.

Certain updates on policies and other general information are covered in the huddle meeting. All Team Huddles are to be tracked through a document identified as “Pre/Post Shift Huddle Tracker” and maintained by process Team Leader, duly signed by all the team members who participated in the huddle.

  • During Induction

During Induction, the candidates are introduced about all the policies and procedures of HCL.

  • Team Leaders Check List

TL check list is maintained to ensure that all the communication is shared with the Advisors.

  • Quarterly Newsletter

This is quarterly magazine published to update all employees about the developments & happenings within the organization. It covers CEO message, business initiatives, success stories, HR initiatives and personal updates.

  • HR Sessions

“HR Sessions” are conducted to get feedback from employees regarding HR matters. It is a quarterly exercise to be conducted on the first Monday of the last week of the quarter. In these sessions all the HR related issues/suggestions are addressed by the HR Manager along with the HR team.

Steps to be Followed


Get the data on Policy Change/New Policy/Policy needed to be discussed


Prepare the Agenda of HR sessions


Arrange the meeting in consultation with WFM


Hold the session, EET and EET SPOC talk with the employees


MOM of the session and Hardcopy of the attendance is maintained


Handling of issue and concern should be done immediately


Take feedback through Opinion Polls / ESS

The HR sessions are conducted in batches as per the shifts timings and any issue/suggestion of the employee is addressed individually by team HR SPOC's in the same day or within 24 hrs.

Procedure for HR sessions

  • Presentations & Orientations

Presentations & orientations are conducted to inform small or large groups about projects in general and its implications.

10. Practice 3

Information required for performing committed work is shared across affected units in a timely manner.

Responsible individuals in each unit:

❏ identify the dependencies their committed work has created with other units,

❏ agree with responsible individuals in affected units how they will share information,

❏ ensure that information needed to perform committed work is shared among affected units in a timely manner,

❏ ensure that affected members of their unit are receiving the information they need from sources outside the unit,

❏ ensure that affected members of their unit are timely in providing needed information to those in other units, and

❏ take corrective action when communication breakdowns occur.

2. When necessary, those to whom dependent units report assist in establishing the communication needed to perform committed work.

  • At HCL BPO
  • E-Mail/Master Blaster

E-mail is an important medium of day-to-day communication on all activities. When ever there is something new or changes in the policy it is communicated through mail. Depending upon requirements some special mail events are also organized such as “Did You Know” series etc.

  • Committees

Various committees are formed such Food Committee, Transport Committees etc to help employees.

  • Forum's for Team Leaders

Forums with Team Leaders also include Forums with the Fast Trackers or the FT's.

  • Other Forums

Other Forums like, Crusaders Meet which is presided over by the Senior Manager.

11. Practice 4

Individuals' opinions on their working conditions are sought on a periodic and event-driven basis.

1. Input is collected on a periodic basis. Examples of mechanisms for gathering opinions from individuals include the following:

• Opinion surveys or organizational climate questionnaires

• Assessments

• Interviews with a sample of the workforce

• Discussions with management, including meetings that allow individuals to skip

levels of management or to meet with management representatives, such as

an ombudsman

• Group meetings on concerns

• Focus groups or advisory boards, comprised of individuals

• Postmortem project reviews

• Suggestion boxes or other private means

• Email or other electronic means

• Other solicitations for input

2. The receipt of opinions from members of the workforce is acknowledged.

3. Inputs are analyzed and results are prepared according to the topics being studied.

4. Where appropriate, the results of these analyses, decisions based on them, and actions taken are communicated to the workforce.

5. To ensure confidentiality, results are presented so that individuals or groups cannot be identified as the source of information unless they have given their permission to be identified.

  • At HCL BPO
  • Suggestion Boxes

This is the formal mechanism for obtaining suggestions/ feedbacks from employees. Whereby an employee can directly send his feedback/ suggestions by writing it on the forms provided and placing it in the “Suggestion boxes” placed at various places. All the suggestions/ feedbacks received are evaluated and implemented if found suitable. All feedback/ suggestions or action items originating from this are kept strictly confidential. The suggestion box is Branded as WISH and all the suggestions are taken from the box on weekly basis.

  • Opinion Polls

Opinion polls are conducted on need basis which is decided by HR. Here the employee feedback is taken on certain policy decisions, issues or as a part of assessment activity. It is done so that a continuous improvement in the existing system could be done.

  • Employee Satisfaction Survey

Employee Satisfaction survey is conducted by the HR department to assess the satisfaction level of Employees. The survey is done bi- annually.

  • Smart Service Desk

Smart Service Desk is a smarter way of servicing employees with great accuracy and accountability. It is an application to channel and provide platform to employees for raising their issues, concerns, suggestions and feedback to the management for resolution within the stipulated time period. The content of all tickets raised through the application are maintained confidential with proper escalation matrix.




Solve the problem immediately

  • Skip Levels

It is a formal way of getting feedback about the satisfaction level of the employees through the Process managers, Functional Heads or Vice President of the centre. These meetings are held monthly and quarterly as follows:

Skip Level between Team members & Managers/SDL's/HR Head - Every month end.

With Centre Head - Once in a quarter.

All concerns raised are handled by centre function heads within the turnaround time and also are discussed during the MCM or else as and when required depending upon the severity of the issues. These meetings are an attempt to resolve employee concerns & cascade organizational updates across different functions.

Procedure for Conducting Skip Levels

12. Practice 5

Individuals or groups can raise concerns according to a documented procedure. A concern is an issue, state of affairs, condition, or grievance that an individual or workgroup wants the organization to address and resolve.

1. The procedure typically specifies:

❏ how a concern may be raised;

❏ requirements for tracking and resolving concerns that have been raised;

❏ how responses should be provided regarding a concern;

❏ how to conduct and record a meeting, if needed, to discuss possible resolutions of a concern;

❏ follow-on activities after problem-solving meetings; and

❏ how to raise a concern directly with higher management if it cannot be resolved at a lower level.

2. Individuals or groups may raise a concern to any level of management without fear of reprisal.

Examples of mechanisms for raising a concern may include the following:

• Submission of written concerns to an appropriate individual

• Meetings with an appropriate individual or manager

• Meetings with an identified neutral party or ombudsman

• Formal grievance procedures

3. The resolution of a concern can be appealed to higher management levels.

  • At HCL BPO
  • Smart Service Desk

Explained above.

  • Skip Level

Explained above.

13. Practice 6

Activities related to the resolution of a concern are tracked to closure.

1. Responsibilities are assigned for tracking the status of concerns.

2. The status of all open concerns is periodically reviewed by management.

3. When appropriate progress has not been made in resolving a concern,

corrective action is taken.

  • At HCL BPO
  • Smart Service Desk

Explained above.

14. Practice 7

The interpersonal communication skills necessary to establish and maintain effective working relationships within and across workgroups are developed.

Examples of interpersonal skills that support working relationships include the following:

• Interpersonal communication and dynamics

• Active listening skills

• Group communication and dynamics

• Interaction protocols for specific situations

• Problem resolution skills

• Conflict resolution skills

• Negotiation skills

• Multicultural sensitivity and other diversity-related skills.

1. Needs for developing interpersonal skills are identified

Examples of mechanisms through which the need for developing interpersonal skills can be identified include the following:

• Self- or workgroup evaluation

• Observation by manager, workgroup leader, or other responsible individual

• Discussions of performance

• Analysis indicating that an interpersonal skill, such as negotiation, is a critical component for accomplishing an individual's or workgroup's committed work

  • Methods for developing or improving interpersonal skills are identified and


Examples of methods for developing or improving interpersonal skills include the following:

• Training or orientation

• Mentoring or coaching

• Facilitated group discussion or workshop

  • When appropriate, individuals are sensitized to cultural issues that would

influence interpersonal or workgroup communication styles.

  • At HCL BPO
  • Manager Development Program
  • Team Leader Development Program

15. Practice 8

Interpersonal problems or conflicts that degrade the quality or effectiveness of working relationships are handled appropriately.

Examples of appropriate ways to handle interpersonal problems include

the following:

• Improving interpersonal communication skills

• Advising or counseling one or more individuals

• Improving the dynamics of a group

• Using an ombudsman, arbitrator, or facilitator

• Reassigning one or more individuals

• Conducting performance management actions

• Taking disciplinary action

16. Practice 9

Individuals and workgroups coordinate their activities to accomplish committed work.

1. Individuals and workgroups participate in making decisions about how to organize and perform their work.

2. Individuals and workgroups organize and perform their work to satisfy their commitments and dependencies.

17. Practice 10

Individuals and workgroups monitor and coordinate the dependencies involved in their committed work. Some work in a unit can be performed independently by individuals because it does not involve dependencies on the work of others in order to satisfy commitments. However, where the work is interdependent, individuals and workgroups should ensure they mutually agree to their commitments in order to coordinate their activities.

1. Committed work at the unit, workgroup, and individual levels is analyzed to

identify dependencies.

2. Individuals and workgroups agree on the dependencies created by their

committed work.

3. Mutually agreeable mechanisms for coordinating dependent work are


4. Agreements for coordinating dependent work are documented. Work dependencies may take many different forms. Dependencies in work may range from highly repetitive, routine activities to dependencies involving occasional results from large, non-routine undertakings. The means for documenting dependencies can vary widely and should be matched to the characteristics of the dependency.

Examples of appropriate forms of documenting agreements concerning

dependencies include the following:

• Plans and schedules

• Defined processes or procedures

• Defined roles

• Job or position descriptions

• Memoranda of understanding

• Contracts

• Defined performance objectives based on committed work

5. Individuals or workgroups communicate in advance when dependencies cannot be met.

6. When necessary, dependencies are revised through mutual agreement among affected parties.

18. Practice 11

Meetings are conducted to make the most effective use of participants' time.

1. Guidelines are developed for maximizing meeting efficiency based on the organization's culture and values, business processes, and the purpose of the meeting.

Examples of topics addressed by meeting guidelines include the following:

• Meeting purpose

• Meeting planning

• Meeting agenda and time management

• Responsibilities and roles of participants

• Attendance size and requirements

• Meeting procedures

• Location and room set-up

• Participation mechanisms

• Practices for tracking action items or issues

2. Meetings are called only if they offer an adequate benefit for the time consumed; otherwise, a more efficient way to accomplish the goal is pursued.

3. To the extent possible, a meeting's purpose, objectives, and procedures are planned, and an agenda is distributed in advance.

4. Meetings are conducted to maintain focus on accomplishing their original purpose.

5. Meetings are conducted to encourage the participation of all who are able to make a contribution.

6. Actions to be performed following the meeting are assigned and tracked to completion.

  • At HCL BPO
  • Meeting Guidelines
  • Meeting Impact Analysis Form

After some select meetings, the members are supposed to fill in the Meeting Impact Analysis Form, this helps in understanding what individual members gained out of the meeting. And also prevents happening of listless meetings.

19. Measurement and Analysis

19.1 Measurement 1

Measurements are made and used to determine the status and performance of Communication and Coordination activities.

Examples of measurements include the following:

• Use of communication media

• Number of people trained in communication skills

• Number of people trained in meeting management and facilitation skills

• Results from opinion surveys

• Number of interpersonal conflicts handled through formal mechanisms

• Number of concerns raised

• Number of meetings requested for expressing concerns

• Time and effort expended to resolve concerns, grievances, or issues

• Number of dependencies documented

• Percent of commitments completed on time

• Time spent in meetings

• Meeting measures, such as percent of meetings starting and ending on time,

and percent of meetings with agendas and with agendas distributed in advance

• Rate at which meeting action items are closed

19.2 Measurement 2

Unit measures of Communication and Coordination activities are collected and maintained.

1. Units collect data as Communication and Coordination activities occur.

2.Measurements made to determine the status and performance of

Communication and Coordination activities are maintained.

Examples of reasons for maintaining measurements of Communication and

Coordination activities include the following:

• Periodic analysis to determine unit-level trends

• Aggregating data at the organizational level to develop organizational measures

• Analysis to determine organizational trends

• Evaluation of organizational trends

20. Verifying Implementation

20.1 Verification 1

A responsible individual(s) verifies that the Communication and Coordination activities are conducted according to the organization's documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

These reviews verify that:

1. Communication and Coordination activities comply with the organizations

policies and stated values.

2. Communication and Coordination activities comply with all relevant laws and


3. Communication and Coordination activities are performed according to the

organization's documented practices and procedures.

4. Noncompliance issues are handled appropriately.

20.2 Verification 2

Executive management periodically reviews the Communication and Coordination activities, status, and results; and resolves issues. These reviews verify:

1. Progress in the performance of any planned communication activities.

2. Results from reviews of Communication and Coordination practices and


Refer to Verification 1 for information regarding reviews of Communication and Coordination activities to ensure adherence to the following:

• Relevant laws and regulations

• Organizational policies, practices, and procedures

3. Status of resolution of noncompliance issues.

4. Trends related to communication and coordination, including:

❏ trends related to communication issues,

❏ rate at which serious communication problems occur and are being reduced,


❏ trends related to concerns raised, including the number of concerns raised and

the rate of resolving them.

5. Resolutions of concerns comply with the organization's documented policies

and procedures.

6. Effectiveness of Communication and Coordination activities in achieving

effective communication and coordination.

21. Conclusion and Suggestions

Suggestions for Generating Awareness among Employees about Policies, PCMM, Values -

  • Printed Employee handbook

A copy of printed Employee Handbook-cum-Directory/Diary should be provided to all the employees.


10 copies of printed Employee Handbook should be available in the Floor and in the cafeteria.

  • Employee Awareness Day every Friday.

All Friday's should be marked as “Employee Awareness Day”.

Employee First SPOC's should conduct a session on at least 1 policy and clarify queries related to other policies.

Awareness about PCMM can also be created during such sessions.


  • For a day offer information about policies, PCMM, etc in the cafeteria. Invite some employees to come over and speak.


  • Invite somebody from the HR to educate employees either during lunch or before or after work.

Questions related to HCL Vision, Values and Statement Of Direction should be made compulsory in the IJP exams, ASPIRE.

  • Online Quiz.

Online Quiz of 10 questions can be conducted on a weekly/Fortnightly basis related to HCL Policies, about company etc. The answers of which, should be available in the HCL BPO site, VISION. Employees can be rewarded with “Free Recharge coupons”.

  • Hand out awareness (HCL) pins, ribbons, or bumper stickers to employees.


Put banners and posters in the Cafeteria, near the food counter, Smoking Zone etc.

  • Notice Boards

In Notice boards, displaying names of employees who displayed said behavior. Bifurcation of values will help in the reinforcement of HCL values.

  • By ensuring every written policy and initiative is practiced in letter and spirit, because HCL has some of the best policies.