Engineering business 6

Introduction

Background

Founded in 1976 as one of India's original IT garage start-ups, HCL is a pioneer of modern computing with many firsts to its credit, including introducing the 8-bit microprocessor-based computer in 1978, well before its global peers. Today, the HCL enterprise has a presence across varied sectors that include technology, healthcare and talent management solutions and comprises three companies - HCL Infosystems, HCL Technologies and HCL Healthcare. HCL is now spread globally with 187,000+ employees in over 50 countries.

HCL Technologies is a next-generation global technology company that helps enterprises reimagine their businesses for the digital age. HCL takes pride in its many diversity, social responsibility, sustainability, and education initiatives. Through its worldwide network of R&D facilities and co-innovation labs, global delivery capabilities, and over 197,000+ 'Ideapreneurs' across 52 countries, HCL delivers holistic services across industry verticals to leading enterprises, including 250 of the Fortune 500 and 650 of the Global 2000.

Enterprises across industries stand at an inflexion point today. In order to thrive in the digital age, technologies such as analytics, cloud, IoT, and automation occupy centre stage. In order to offer enterprises the maximum benefit of these technologies to further their business objectives, HCL offers an integrated portfolio of products and services through three business units. These are IT and Business Services (ITBS), Engineering and R&D Services (ERS), and Products and Platforms (P&P).

Its holistic Mode 1-2-3 strategy forms the backbone of these three business units to help enterprises navigate the digital age with ease. The core aspect of HCL's' Digital Enterprise 4.0' focus is to offer holistic services to HCL clients to meet the technology needs of their presence while readying them to be future-ready.

The company's DNA of grassroots innovation, its ingrained culture of co-innovation, and its tradition of going far beyond what is expected to create customer value, clearly differentiate it and gives it a distinct advantage in creating value for businesses in the digital and connected world. (HCL Technologies, n.d.)

Figure 1: HCL's JHCLney (HCL Technologies, n.d.)

The KPIs of the Organisation:

Hiring and developing the employees (Page 13)

Expansion (Page 76)

Focus on tapping the unique advantages of Tier 2 cities in India (Page 76)

HR Initiatives

Creating a Talented, diverse and inclusive environment (76)

Women now account for more than one quarter, 27.2% of the global workforce, while 12.6% of senior leaders at the company are women.

The gender diversity is improved by 5%. More broadly, there will be a focus on underrepresented ethnicities and other groups, including those with disabilities and those who identify as LGBTQ plus groups, for all new positions to be filled.

Women Lead Initiative: Launched in 2015, Women Lead is a formal 1:1 mentorship program in which senior industry leaders mentor aspiring women leaders from across organisations and continue their relationship through a network known as the "Circle of Influence". In FY21, the third chapter of the program was launched in Australia, and its inaugural chapter was launched in the Nordics. (Page 26)

Sustainability initiatives are based on a combination of how materially significant they are to HCL business and HCL stakeholders and are defined in HCL's main areas:

Repay Society

· Marginalised Women Programs

· Rehabilitation and Bridge Schools

· NGOs Capacity

· Mentor Youth

· Youth Skill Development

· Child Rights Advocacy

· Arts and Culture

· Care For Disadvantaged

Renew the Ecosystem

· Green Buildings

· Responsible Supply Chain

· Advocacy

· Water Neutrality

· Environment Certification

· Safe Waste Disposal

· Biodiversity

· Reduced Paper Usage

· Green Procurement

· Energy Management

Redefine the Workplace

· Global Mobility

· Supply Chain Diversity

· Diversity and Inclusion

· Industry and Academia

· Career Lifecycle

· Employee Experience

· Employee Well-being

Responsible Business

· Benchmarking Sustainability

· Ethical Social Media

· Economic Performance

· Governance

· Siting Policy

· Supply Chain Management

· Green IT

· Impact Forums

· Innovation (Page 26)

90% of HCL employees were "very satisfied" with the COVID-19 response.

Employees Giving back to the community #OneHCL (Page 35)

Digitisation (Page 45&61)

Future-ready: Agile workplaces that keep up with the business

Liberating: Ergonomic, Safety, and well-being focused workplaces

User-centric: design-thinking led and hyper-personalized

Intelligent and immersive: ambient and progressive technology fabric

Democratised: fosters diversity and empowers everyone equally

ORGANISATION EFFECTIVENESS

Human resources

The company continues its journey with proactive efforts to safeguard the employees, minimise the impact on clients, reduce financial risk, maintain supply chain resilience and provide support to the communities lived and served worldwide. The company was successful in navigating rising COVID-19 infections in India, secondary waves in specific geographies and coinciding crises with minimal impact due to stable remote working arrangements

In line with HCL's duty of care responsibilities and commitment to employee health and safety, the company has become the first IT company in India to achieve the PROTEK certification from Intertek, the world-renowned quality assurance leader that tests and inspects the end to end health and safety of the people, places, and products

Employee strength and expansion

The emphasis and commitment to talent localisation continue as this strategy confers a competitive advantage in the tightening regulatory environment concerning workforce mobility. In the United States, the localisation stands at 70.4%

The company prides itself in employing people from different geographies and nationalities, creating a unique fabric of value and tradition. On 31st March 2021, the company employed resources from 157 nationalities, and women represented 27.2% of the global workforce.

Talent acquisition

The talent acquisition practice of the company is aligned to its mode 1-2-3 strategy. The company has leveraged digital technologies to enhance the quality and experience of its talent acquisition programs. The company's gross hiring was 44,695 globally. (104)

Talent development

The company's talent development centre of excellence focuses on creating a culture of continuous learning through its business focus learning solutions, contributing to the vision of building a truly global organisation.

The vagaries post by the COVID-19 pandemic pushed team members to work in a virtually connected mode, further prodding talent development to re-articulate competencies relevant to this unprecedented change. The 'New Normal' competencies became an integral part of the new learning solutions deployed globally. These were also translated into microlearning Nuggets to adequately engage the people and provide them with the necessary perspective to lead themselves and the team during the trying times.

Diversity and inclusion

Having built unscaled a multinational enterprise over nearly four decades, the company believes that diversity and inclusion in the workplace are an asset for both businesses and their employees to foster innovation, creativity and empathy in ways that homogeneous environments seldom do. However, it takes careful nurturing unconscious orchestration to unleash the true potential of this invaluable asset. The company has crafted multiple initiatives for its diverse employees to realise their potential; while striking a good work-life balance, the company makes an intentional and continuous focus to create and sustain a culture of equality, self-awareness, authenticity and accountability in the realm of gender, cross-cultural diversity, a person with disabilities and LGBTQ plus inclusion next slide

The company believes that the effort towards creating an inclusive environment should translate into people feeling valued, treated equally and with respect, feeling safe to express their opinions and empowered to take decisions and do their best. Keeping the same in mind, inclusion lab and inclusion at scale has been launched for all employees to foster inclusive work environments. These targeted initiatives have helped the company make tremendous progress in fostering gender diversity over the years.

To affirm, guide and support the commitment of the company to drive diversity and inclusion, the board of directors of the company has constituted a committee of the board named as diversity committee to focus on these areas.

Recognition of HCL culture and engagement practices across the world

To reinforce the alignment of core building, the company continues to transform its policies, processes and practices. This has further enabled and empowered the employees, a fact various industry forums and leading associations have well recognised. HCL's distinctive people practice continues to win allocates across the globe. (104)

Unison crowdsourcing platform

CrowdsHCLcing is a solution that can help organisations manage their (talent /workforce) demand fulfilment more effectively. The adoption of crowdsourcing is low due to challenges like the liability in case of data loss/leakage, quality assurance of output, security concerns, accurate forecasting of needs, and availability.

UNILOCSafe products suit has delivered the benefits of a safe workplace for employees with real-time tracking of employees and other stakeholders who have contacted the virus, quick response and proactive management of situations as they unfold. It also automated touchless entry complaints to regulatory norms.

Automated centralised operations, end to end integrated solutions for seamless operation with automated reporting and notification.

It is mentioned that HCL helps in minimising employee turnover and Attrition across the organisation. Establishing "near to the client, in-time zone" delivery centres ensure that ready-to-deploy, trained resources are available for client engagements.

Aggressive talent identification and career management plan focus on hiring entry-level college and school graduates from local academic institutions and grooming them. HCL has increased its presence in client geographies to improve delivery agility and reduce work-visa dependencies.

HCL has proven proficiency and expertise supported by deep investments in talent, innovation labs, experience centres, centres of excellence, and world-class partnerships. By capitalising on the synergies among the three, HCL offers an integrated set of capabilities that delivers more excellent value than the sum of the individual services. (Page 56)

Talent by Number: Page 76

Risk/Concerns:

Talent Management Risks As HCL continues its growth journey, talent management and meeting the ever-increasing demand for new talent poses a significant continuing risk. The company's strategy is to focus on building the workplace of tomorrow, one which promotes a collaborative and transparent culture. HCL deploys a robust training strategy designed to meet the development needs of employees across leadership levels. This includes professional, functional, technical, and leadership development learning solutions. The HR team continuously aims to reach every employee to support their growth and provide employees with progressive career paths through internal opportunities. This allows them to fulfil their aspirations through comprehensive career development and skill development plans. The Career Connect program helps guide succession planning strategies through vertical and horizontal advancements.

Acquisition-Related Risks From time to time, HCL acquires other companies or businesses, and the success of these acquisitions depends upon several factors. These include the effective integration of acquired employees with the rest of the company and the optimum realisation of synergies between acquired business and the company. Such transactions expose the company to the risk of impairment of goodwill and other intangibles. HCL has pioneered a strategy to gain significant value from acquisitions through a unique inorganic growth model that identifies value assets that can be enhanced through creative synergies. There is an ongoing integration and performance management program following the acquisition to enable acquired businesses and HCL to get the maximum returns on these investments. Board committees periodically review the performance of acquired businesses and take corrective action when needed. Impairment of goodwill and other intangibles are evaluated at least once at the end of the year (Page 81)

Framework Table

· Diversity hires

· Revenue per employee

· New hire rate

· Revenue lost due to position vacancy days

· HR effectiveness (CIPD)

Metrics to be Identified based on the data stated in the report (Calculations/Stakeholders/Dashboards – WIP)

· Expansion Related Metrics

· Localisation – Local hiring

· Digital Transformation

· Recruitment Metrics

· Diversity & Inclusion Metrics (Reference from KPMG)

Summary Comments (Reason for choosing the Metrics) – Will place the abovementioned in the table and specifythe reason

Insights from feedback – Yet to receive

Additional

Page – Employee metrics – headcount increased and Attrition decreased

Page 25 – expansion by 45 % in the workforce

Page 27 – Women Lead & Redefine workplace