Talent Management Project Submitted by Ashita PrabhuGaonkar

PROJECT SUBMISSION FORM
Your Exact Name (This will be printed on your certificate):Ashita PrabhuGaonkar

Name of the program: Certified Talent Manager
Date of attendance (will be printed on your certificate): 29/03/2014 to 30/03/2014
Date of Submission: 30 / May /2014
IF you a participant from WHRB/AHRB - Your Batch location and year: 2014 Mumbai
Valid Email ID: ashita273@gmail.com

POSTAL ADDRESS THAT YOU WANT THE CERTIFICATE TO BE DISPATCHED AT:

Name: Ashita PrabhuGaonkar
Street Address 1: House 1708, Askanwada
Street Address 2: Shiroda
City: Ponda State/Province : Goa
Post/Zip Code: 403103 Country: India
Working Mobile No: 8551037745
Working land phone No: 0832 2306337

Index
Sr. No. Content Page No
Section
1
Introduction 1
Abstract 2
Objective of the Project 2
Scope of the Project 2
Conclusion 3

Section
2
Talent: Strategies of Talent Management 4-11
Definition of Talent 4
Corporate Strategy 7
Strategy Development Process 7
Table 1: SWOT Analysis of "Mining Company" 8
Strategy Deployment 9
Mining Company vis--vis Treacy & Wiersema Value Discipline 10
Fig1: Mining Company vis--vis Value Discipline 11

Section
3
Strategic Importance of Competency Mapping 12-22
Table 2: Mission, Vision Values and Philosophy of Mining
Company
12
Fig.2: Organisation Chart of Mining Company 14
Table 3: Employee Category based on various parameters in
Mining Company
15
9 Box Model of Talent Management 16
Table4: Data of Mining Department of Mining Company 17
Assessment of Mining Department employees on 9 box greed 19
Table5: Application of 9 Box Model in Mining Company 19
Table 6: Proposed recommendations based on 9 boxes Model 20
Proposed recommendations based on 9 boxes Model 20

Section 1: I ntroduction &
Project summary

Introspection of Talent Management at Mining Company Page - 1 -

Introduction
Talent in general terms refers to the capabilities, skills or the art, a person possess in a
particular field. It also refers to those people who have high potential, scarce
knowledge and skill or who can successfully bring about transformation and change in
the organization. Such individuals are usually sought after in the market and their
contributions to the business add direct value to its strategic or competitive positioning.
Coming to the word Talent Management in an Organisation, it refers to those special
steps an organization adopts to recruit, develop and retain its pool of top talent.
Talent Management also denotes a deliberate approach taken up by an organization to
attract, develop and retain people with the aptitude and abilities to meet not only the
current requirements but also future organizational needs.
In todays talent-hungry market scenario, one of the greatest challenges that
organizations are facing is to successfully attract, assess, train and retain talented
employees. Talent Management encompasses in itself the entire process of Planning,
Recruiting, Developing, Managing, and Compensating employees throughout the
organization. Organizations have realized the need for talent management and are now
focusing to develop and retain the existing talent in their organization rather than trying
to acquire a new talent because the cost of identifying, developing and retaining the
talent internally is more cost effective instead of replacing the talent which is lost from
external market. Though it may appear initially that in the process of retaining talent,
more amounts is being spent in terms of increased wages, rewards and recognition, but
when practically analyzed, the cost of acquiring a new talent is higher. Apart from
higher cost of acquiring the new talent it has to additionally face the initial hiccups of this
new employee getting along with the organizational culture, goals and strategies.
Every business unit is making sure that they can respond and withstand the challenges
of talent crisis by developing an effective talent management strategy like identifying
key talented people in the organization, cultivating and developing skills of their present
workforce and retaining highly talented employees by protecting them from competitors.


Abstract
i Objective of the Project
1) The very objective of this project is Introspection of the Talent Management
process practiced at Mining Company with the desire to link it with Company
Business Strategy
2) To align the talent management areas with Companys strategy, define consistent
leadership criteria across all functional areas
3) Identify specific competencies (analytical, technical, education, experience) to
cultivate for continuing growth.
ii Scope of the Project
In recent days, the HR Department of any organisation is vested with the responsibility
of managing the Talent in addition to its conventional function of providing good human
capital to an organization.
In the current scenario of cutthroat competition, every company has to survive to satisfy
its customers by providing them quality products and services. This work was
undertaken with a view to study fundamental as well as the commercial and operational
aspects of the company. The study involved following:
To understand the entire procedure of Talent management
To understand the need of Talent Management
To study the accuracy and quality of work of employees by talent management
procedure
Assess talent Pipeline in Mining Company
Succession planning and integrated leadership development
Effective Change Management


Faced with unprecedented demographic shifts and booming demand in an increasingly
competitive global market, mining industry worldwide is grappling with a significant
challenge: How and where can they get the talent they need today to provide the
resources for tomorrow?
In short the scope of Talent Management is quite wide and adopts an integrative
approach to various functions. The purpose is to have a synergistic effect between the
various activities so as to ensure a win-win situation for both the organisation and the
employee.
Iii Conclusion
Mining Company without having applied fancy names to the existing processes, has
been practicing most of the processes of Succession planning, Managing Talent
pipeline and integrated leadership development.
Learning from this entire project work has given an insight into the whole process of
Integrated Talent Management
Aligning of acquired talent to Companys goals by right selection of the right person for
the right job at right time.
To attract and retain talent a Competitive compensation plan has to be designed and
implemented
Training is imperative for continual development of competencies
Importance of Advanced Performance appraisal model and practicing the same
Train the acquired talent to align with Company culture, philosophy, mission and vision.

Section 2: Talent:
Strategies of Talent
Management


2.1DefiningTalent
Talent management is the integrated process of ensuring that an organization has a
continuous supply of highly productive individuals in the right job, at the right time.
Rather than a one-time event, talent management is a continuous process that plans
talent needs, builds an image to attract the very best, ensures that new hires are
immediately productive, helps to retain the very best, and facilitates the continuous
movement of talent to where it can have the most impact within the organization.
The goal of the talent management process is to increase overall workforce productivity
through the improved attraction, retention, and utilization of talent. The talent
management strategy is superior not just because it focuses on productivity, but also
because it is forward looking and proactive, which means that the organization is
continuously seeking out talent and opportunities to better utilize that talent. It produces
excellent results because it overcomes the major problem of traditional recruiting, which
is isolation. It instead integrates the previously independent functions of recruiting,
retention, workforce planning, employment branding, metrics, orientation and
redeployment into a seamless process.
Since Mining Company is a well- known and oldest player in Iron ore mining in Goa,
with operational presence PAN India, defining Critical Roles is imperative.
Top talent is todays competitive differentiator that makes the difference between an
organization that is thriving and one that is stagnant or declining. However, the impact
of the roles performed by that talent is not identical across an organization. Some roles
have a greater impact than others.
Hence the Talent in Mining Company has been described based on Strategic
importance, Support and Surplus categories.


A positions (Strategic)
Mines Manager, Geology Manager, Quality Control, Business Development
Mining: A qualified, Mines Manager having first class Mines Manager Certificate of
Competency, is most critical as far as any mining Unit is concerned, both statutorily as
well as from Mining Operations is concerned.
Geology: A qualified, post graduate Geology Manager is the one who determines
Mining plan for the year through explorations and ascertains quality of ore required to
be produced.
Quality Control: Experienced quality control Manager is required to ensure that the
excavated ore from the mining bench is as per the set standards and is a very critical
position as far as mining unit is concerned.
Business Development: 27 operational Mining Units in the State of Goa apart from
PAN India Operations and operating Mines in African and South American Continents,
necessitates exploring new business markets to sell the ore produced in these mining
units for Mining Company. Business development manager not only searches for
untapped markets, but also successfully negotiates for prices; enhance business ties
with existing set of buyers and also new business opportunities.
B positions (Support)
Engineering Services: Mechanical Engineer as per statutory requirement is critical
support staff.
Engineers from other faculties also are required for smooth mining operations.
IT: Since the Company has embraced latest innovations in information technology, IT
staff is necessary for supporting automation of weigh bridge operations, SAP system,
recently introduced system of e-filing or returns, e-auction of ore and all laptops and
computers used in the Mining Company


Operations: Operations department plays important role in strategizing operational
efficiency to be one up the competitor.
Logistics: Ore has to be transported from Mines head to the point of transport
depending upon road capacity; logistics department determines the mode of transport.
In Goa, Brazil, Chile and Peru, preferred mode of transport is water ways. In Karnataka
and Orissa it is through railway wagons.
Service agreements with truck owners, barge owners, vessels to export ore to the
buyers country are all taken care by the logistics department.
Sales: Selling of extracted ore is done by the Sales and Exports department with
abiding by all pre conditions of the government. The entire documentation of shipping,
domestic sales etc is taken care by the sales department and is a great support function
as far as Mining Company is concerned.
Finance: Strong financial support is necessary with investments in latest machinery.
Mining Company is pioneer in adapting latest innovations related to mining viz. Mining
Company was first Company in India to import Volvo Machinery like articulated Dump
trucks with All-Volvo drive train, Self-compensating, hydro-mechanical steering, for
safety and longer life, 6x4 and 6x6 modes, swing-down grill platform, Care Track
telematics, wheel loaders, backhoe loaders, excavators, motor graders, and
compactors etc.
The metal industry is very capital intensive. Constructing mines and building production
facilities requires huge sums of capital. Long-term survival requires heavy expenditures
to finance production and exploration. Technology has not only played a big role in the
computer and internet industry, but it has also greatly changed the mining industry.

HR: Human Resources plays a critical support role in timely hiring new talent,
performance management, reward and recognition, employee engagement, employee
learning and development etc.


C Positions (Surplus)
Retainers who have contributed when the company was in its growing stages and have
stayed with the Company contributing greatly at the helm of their career have been
retained to support them financially in advisory roles. Yet they do not have any direct
role in day today working of the organisation.
2.2 Corporate Strategy
2.2a: Strategy Development Process
A review of Mining Company Philosophy and Mission, and the prior years plan
provides a backdrop on strategic direction. Each business and function champion uses
common planning templates and workbooks designed to ensure that blind spots are
addressed, SWOTs as shown in Fig.1 are analyzed, core competencies are defined
and early indications of major shifts are considered. Technical, business, and functional
representatives from across the organization participate on these teams, facilitating
cross-functional alignment throughout the organization.
Mining Companys strategic planning process has different time horizons and
classified based on duration in years.
Annual planning translates long term plans of other time horizons into action plans
which mainly include resource allocation, prioritization and identification of problem
areas.
Five year horizon includes new mining lease development, environmental planning,
mines safety provisions etc.
Ten year horizon includes long term market exploration, revenue forecasting
evaluation and revision of vision and strategy.
Mining Company in long term aims to expand its presence to various continents where
Iron ore mining leases are available and complete at the global level.
There are identified initiatives to capitalize on significant business opportunities.


Through the Strategic planning processes, Mining Company identifies its core
competencies, strategic challenges and advantages. Strategic challenges and
advantages are identified through SWOT analysis, as well as a strategy summary
detailing competitive advantages by each business, region, and corporate function.
The Advisory Board validates that the proposed plan and functional requirements will
sustain near and longer-term success. Where adjustments are required, the planning
group adjusts requirements and modifies the required resource budget appropriately.
CDI evaluates the effectiveness, efficiency, and cycle time of the planning process
using survey and other input from process stakeholders, making improvements for the
next planning cycle which are discussed during the kickoff and training.
The Advisory Board evaluates the effectiveness of the entire process.
SWOT Analysis of Mining Company
A Strength Strong Brand Value
High Quality and reliability product
Demand forecast is accurate , sales increasing at 40%
Product range is varied depending customer
requirement.
Sampling at prime locations
Managerial Skills are at a very competent level
Operating profit increasing
B Weakness Very few captive mines
Competition is with global and big players
Ban on iron ore exports and other government
regulations

Demands of the community
C Opportunities Bigger export market
Paletisation, pig iron and sponge iron making
D Threat Threat from small unorganised players
Stringent Regulatory norms
Price war with local and Australian and Brazilian ore
suppliers
Table 1: SWOT Analysis of Mining Company


2.2b: Strategy Deployment
Short term and long term action plans are critical to achieving set goals. There are
guidelines that indicate key planned changes in products, customers and operations.
The Goals are set on SMART principle.
Action planning process begins with rationalizing budgets and assigning responsibilities
to teams.
Strategic plan is deployed to various levels of employees by different ways. Based on
the strategic plan developed by senior management define their team and individual
goals. These goals are refined during employee meetings of Performance Management.
Senior leaders review progress and make mid-term corrections. Using process
indicators, benchmark and comparative studies employees track their own performance.
Various vendors and channel representatives are involved in meetings when
deployment of plans in distribution channel is required.
Review meetings are held from time to time to discuss effect of changes in action plan.
If the changes appear to help improve the set goals, modified action plan is immediately
deployed.
Project Managers and senior leaders develop action plans to identify financial and
Human Resource requirements. Assessment of competency needs and workforce
capability plans are part of Strategic Planning Process.
Employees set their objectives in alignment with Mining Company objectives. Mining
Companys career growth ladder and succession planning is designed in such a
manner where individual employee can see clear growth process.
Within large umbrella of overall Business strategy, department level strategies are
included viz:
Marketing Strategy
Organisational development Strategy
Information Technology Strategy
Financial strategy
Each of these departments has their strategies planned for given financial year
depending upon overall business strategy which is reviewed periodically in Business
Review Meetings.


Mining Company vis--vis Treacy & Wiersema Value Discipline
All these years Mining Company has strived to be market leader and since its
inception in 1957, has maintained its position in top 2 exporters of Iron ore from India.
When analysed on Treacy and Wiersemas value disciplines of market leadership, a
very interesting observations were noted which can be broadly categrised into following:

1957-1977:
Period when Mining Company established its foot hold through the difficult
period with financial shortages. This was the period when the Mining Company
concentrated on
Customer Intimacy. International buyers like Sumitomo are associated with
the Company since its inception as ore was customized to their requirement as per their
specification.

1978 1998:
Product leadership: Only those leases where operated where the ore quality
was above 60%Fe. Any ore obtained while excavating high grade ore was stacked as
dump outside the lease or within the lease area.
Mining Company went to the extent of establishing fully automated
Beneficiation plant which was largest in South East Asia when it was commissioned.
100% export oriented unit named Mining Company Ferromet was established.

1999 Till date
Over the years Mining Company has realized that to survive and succeed in
this competitive world with many players in the industry to complete with, operational
excellence is the only way to excel and maintain the top position and be the market
leader.
Operational Excellence: Superb operations and execution by providing good
quality of Iron Ore at marginal profit keeping cost under check. The focus is on
efficiency, streamlining operations, supply chain management with large volumes.


Logistics department of Mining Company is so well equipped that when mining was
banned through Supreme Court order in 2010, Company started providing logistics
solution to other industries in Goa and outside India.

Fig.1: Mining Company vis--vis Value Discipline

Section 3:
Competency Differential
Mapping


3.1Strategic Importance of Competency Mapping
As stated above, Mining Companys strategy is to grow in all the continents
without compromising on its core values as given in the representation below.

Mission Maxmise corporate value with sustained growth of assets
and deliver optimal stakeholder value
Vision Build Financial and physical assets on Human Resources,
Technology, Management skills, Managing change,
Building long term customer relationship while operating to
ensure sustainable social and environmental growth.
Value 1.Have the will to change
2. Value internal and external stakeholders
3. Safety of assets and Human Resources
4. No compromise on ethics
Philosophy
1. Continuous supply through secure access to resources

2. Demonstrate the socio- economic benefits of resources
utilisation to most Governments and communities

3. Ensure that the resources are consumed safely and in
sustainable manner

4. Always play for greater team

5. Remember our roots

6. being self-accountable

Table 2: Mission, Vision Values and Philosophy of Mining Company

Our Business Operations and Corporate Development teams work on global,
cross-functional projects that are at the heart of what we do at Mining Company.
These teams deliver insights to our leaders that drive decision-making, execution and
investments for some of Mining Companys most critical initiatives. This requires an
analytical savvy, a problem-solving sophistication and a drive to make the highest
possible impact. Any organisation can thrive in a fast-paced environment that calls for
being resourceful. One can look at a situation, deconstruct and have the foresight to
anticipate what could be.

The Business Operations and Strategy team BizOps at Mining Company
plays a critical role in defining and driving strategic, operational and organizational


improvements across the company. Founded in 2008, BizOps is a high-profile, high-
impact team working with Ming Company's businesses across the globe. BizOps
works on a range of critical projects and issues--from growth strategies for exciting
products like iron ore, Bauxite, to logistics support, and global sales force alignment; to
partner development and strategy work. BizOps team is at the forefront in helping
Mining Company to clarify fast-moving strategic priorities, tackle operational
challenges and enable innovation.
The Corporate Development team guarantees Mining Company's worldwide
growth by identifying the appropriate acquisitions and investments--and then working to
make them happen. Consisting of experienced merger-and-acquisition leaders and
integration experts, were dedicated to identifying the business opportunities of
tomorrow. We find and evaluate acquisition opportunities across existing and future
markets, drive management team decisions, lead deal negotiations and help manage
post-acquisition integration and performance evaluation.
While in any company work has to be coordinated across hundreds of jobs, there
typically are only 20 to 40 jobs are actually key to fulfilling the strategic mission and
stakeholder obligations. These jobs, called critical positions, are ones that significantly
affect key performance measures such as revenue, costs, quality or customer-
engagement metrics, or are critically important to the business strategy. Because of
how tightly coupled these positions are to the business strategy, an absence of qualified
workers for a critical position can have devastating results.


Fig.2: Organisation Chart of Mining Company
Note: Mine wise, the staff list varies and various departments have many employees working on the same designation,
representing various mines.

Introspection of Talent Management at Mining Company Page 15

Category Leadership Importance Strategic Importance Behaviour Importance Shortage Importace
Category
A
Director Operations,
CFO, Director Mining,
Director Geology &
Environment, Director
Business Development,
GM Marketing & sales,
GM Business
Development, DGM
Mining, , Mines Manager,
GM Logistics, Director
Business Development,
GM Business
Development, Director
Mining, Director
operations, GM Quality
Control, DGM Exports,
DGM Marketing & Sales,
GM HR, DGM Mining, Sr.
Mines Manager, Mines
Manager
GM Marketing & Sales,
GM Exports, GM HR,
Manager HR, GM IT,
DGM Finance, CFO,
Director Operations,
Director Marketing &
Sales, Mining Foreman,
DGM Mining, Sr. Mines
Manager, DGM Finance,
Sr. Manager Finance,
Mines Manager, Mines
Foreman, Business
Development Manager,
DGM Geology Manager
Geology, Sr. Manager
Logistics, Sr. Manager
Quality Control,
Category
B
Sr. Mines Manager,
Mining Foreman,
Assistant Mines Manager,
GM Mining, GM Geology,
DGM Geology, Sr.
Manager Geology, IT
Department staff, VP
Engineering Services, All
engineering department
staff, Finance Department
staff
VP Engineering Services
and Department of
Engineering staff, HR
department staff, IT
department staff, DGM
Procurements, DGM ,
assistant Mines Manager,
Mining Foreman,
VP Engineering Services
and department of
Engineering, IT
department staff, Exports
and Marketing & Sales
department staff, Sr.
Mines Manager, Mining
Foreman, Lab
Technician,
Sales Manager, Exports
Manger, Logistics
Manager,
Category
C
Executives in all
departments, Lab
Technicians,
Procurements department
staff
executives in all
departments, Sr.
Managers in All
departments,
executives in all
departments, Sr.
Managers in All
departments,
executives in all
departments, Sr.
Managers in All
departments,

Table 3: Employee Category based on various parameters in Mining Company


9 Box Model of Talent Management
The nine-box matrix offers a systematic approach for the decentralized organisation like
Mining Company to determine where best to invest its cash. Rather than rely on each
business unit's projections of its future prospects, the Mining Company can judge a
unit by two factors that will determine whether it's going to do well in the future: the
attractiveness of the mining industry and the units competitive strength within that
mining.
Placement of business units within the matrix provides an analytic map for managing
them.
With units above the diagonal, a company may pursue strategies of investment and
growth; those along the diagonal may be candidates for selective investment; those
below the diagonal might be best sold, liquidated, or run purely for cash.
Sorting units into these three categories is an essential starting point for the analysis,
but judgment is required to weigh the trade-offs involved.
For example, a strong unit in a weak industry is in a very different situation than a weak
unit in a highly attractive industry.
For analysis and check utility of this model in Mining Industry, have taken employee
data of Mining Department in Minign Company and have tried to categorized
employees based on their immediate Reporting Authority and their performance across
the years they have worked in the Company.


Serial
No
Name Number of
Years of
Experience in
the Company
Last 2 years
Performance
Score
(Max =5)
Technical
level ( 3)
Company Product
and Competitor
Awareness ( 2)
Team Building
( 4)
Managerial
and
Leadership (
3)
1 Jay 4 N Y Y Y
2 Neeilkanth 4 4 N Y Y Y
3 Nathan 4 5 N Y Y Y
4 John 4 3 N Y Y Y
5 Joshua 4 4 N Y Y N
6 Bhanudas 4 3 Y Y N Y
7 Nehil 3 5 Y Y Y Y
8 Raghavendra 4 2 Y Y Y Y
9 Jayendra 8 5 Y Y Y Y
10 Rajshekhar 3 4 Y Y Y Y
11 Fahad 6 3 Y Y Y Y
12 Shrinivas 5 4 Y Y Y Y
13 Nehil 3 3 Y Y Y Y
14 Satyajeet 3 4 Y Y Y Y
15 Anish 3 5 Y Y Y Y
16 Avinash 3 3 Y Y Y Y
17 Rajesh 3 3 Y Y Y N
18 Abhilash 3 4 Y Y Y N
19 James 9 3 Y Y N N
20 Akshay 8 3 Y N N N
21 Nadeem 8 4 Y N N N
22 Freddie 7 3 Y N N N
23 Devidas 7 4 Y N N N
24 Pandurang 6 4 Y Y N N
25 Madhusudan 3 5 N Y N N
26 Nivrutti 3 5 N Y N N
27 Upesh 2 4 Y Y N N
28 Mulchand 2 2 N Y N N
29 Mahendra 2 5 N Y N N
30 Sathyanarayana 2 3 Y Y N N
31 Billy 9 2 N Y N N
32 Roger 1 5 N Y N N
33 Vishnu 1 4 N Y N N
34 Vinayak 1 2 N Y N N
35 Umakant 1 5 N Y N N
36 Pradeep 1 2 N Y N N
37 Ulhas 1 5 N Y N N
38 Kapil 1 4 N Y N N


39 Shripad 1 2 N Y N N
40 Purushottam 1 4 N Y N N
41 Madhav 0 4 N Y N N
42 Mahadev 0 4 N N N N
43 Shashikant 3 2 N N N N
44 Gaurish 3 2 N N N N
45 Gitesh 3 2 N N N N
46 Harish 3 3 N N N N
47 Harshal 4 1 N N N N
48 Hardik 4 4 N N N N
Table4: Data of Mining Department of Mining Company


Assessment of Mining Department employees on 9 box greed
C
O
M
P
E
T
E
N
C
Y

HIGH (5)
ENIGMA

0
GROWTH
EMPLOYEE

7
FUTURE LEADER

5
MEDIUM
(3-4)
DILEMMA

0
CORE EMPLOYEE

10
HIGH IMPACT
PERFOEMER

1
LOW (2-
1)
UNDER PERFORMER

10
EFFECTIVE
11
TRUSTED
PROFESSIONAL

6

LOW (2-1) MEDIUM (3-4) HIGH (5)

PERFORMANCE
Table5: Application of 9 Box Model in Mining Company


Category Category name Proposed course of action

Future Leader To be promoted

High Impact
Performer
Can be considered for promotion after coaching and
mentoring

Trusted Professional Skill development needed, encouraged to take
responsibilities, can be considered for later moves after
improvement is shown

Core Employee Motivate, Engage and Reward

Effective Role realignment, or Phased out Outplacement

Under Performer Outplacement

Dilemma Underperformers but lot of potential, definitely in wrong role

Enigma Underperformer, have mediocre performance , likely in
wrong role
Table 6: Proposed recommendations based on 9 boxes Model
Proposed recommendations based on 9 boxes Model
Future Leaders: total 5 employees Have the highest potential and are best set for
senior succession and hence have to be nurtured at Talent Pipeline They deserve
Rearwards and recognition, promotion and talent development through best in class
training and Development.
High Impact Performer: Only 1 person as of now falls in this category. This person is a
strong contributor. Has to be given more challenges, needs more skill development
training to develop to a category higher.
Trusted Professional: Total 6 employees fall under this category should be
encouraged to take more responsibilities. Need mentoring and hand holding to develop
skills.


Effective: Total 11 employees fall under this category. They needs to be engaged in
other roles, hence role realignment, a phased out outplacement can be offered to them
as they seem alright with the assigned duties but do not have leadership qualities and
motivation to take on higher responsibilities

Core Employee: Total 10 employees fall under this category. They meet all the given
targets, show some potential for growth and may grow if provided for growth
opportunities. And hence need to be provided with training.

Underperformer: There are 10 employees in this category. This is the problem spot for
the department, though they have qualification, they have low potential. Should be
offered outplacement if no improvement in stipulated time period.

Dilemma: Though employee falls in this category as of now, with different needs after
growth, can be problem employees. They are likely to be in wrong role and hence need
to be realigned after crucial conversation. Or manage out of business.

Enigma: As of now no employee under this category. These people have lot of
potential, but are definitely assigned wrong role. Definitely calls for role realignment.

Section 4: HR systems at
Mining Company


HR Systems at Mining Company
Mining Company is the name to recon with in the Mining Industry in Goa and is one of
the top exporters of iron ore from the country. Since its inception in 1957, Mining
Company has always attracted talent by creating an open family like culture.
Key characteristics of Mining Company Culture
Key characteristics of Mining Company Culture reflect Mining Companys philosophy,
and drive improvement in structure, processes, and focus to support rapid growth
without losing sight of any individual stakeholder group.
Characteristic Areas of Focus
Performance Excellence Commitment to delivering best grade ore to
customers, best work environment to
employees including revenue and profit growth,
continuous improvement, high-quality
innovative production equipment
Customer Focus Customer Satisfaction, Voice of the customer
Employee Focus Leadership focus on creating the environment
for employee success, strong reward and
recognition programme, best work environment,
growth oriented work culture
Teamwork / process
oriented
Everything done by a team and through a
process
Engaged / Aligned
workforce
Engaged employees; aligned with Philosophy,
Corporate goals, and objectives making a
positive difference in millions of lives

Table.7: Key characteristics of Mining Company Culture
Mining Company values stakeholders: customers, employees, and its shareholder.
The importance Mining Company places on these stakeholders is reflected in the
Mining Companys Philosophys Guiding Principles (values) and Why We Exist


(purpose).
Mining Companys Mission was developed to provide sustainable growth to the
organisation thereby optimizing stakeholder value.
Mining Company strongly believes in Meritocracy, human dignity growth realization of
potential performance based rewards.
Mining Company culture believes in the immense potential of its highly motivated and
achievement oriented employees, providing them with freedom at work, unmatched
leadership opportunities and chance to excel at a rapid pace. This is coupled with
competitive pay structure and on-going training. Integrity, trust, fairness and honesty are
the basic principles that guide strategies and behavior at Mining Company
In addition, each line of business (LOB) systematically identifies its own core
competencies including the production and beneficiation, technical, and marketing, to
create strategic advantage in its specific market.
Mining Company has been the pioneer in adapting and embracing new technology
and it is also extended to human resources part as well.
Mining Company has created a magnetic
culture that pulls in highly skilled and
talented people
Nothing attracts top talent to an organization like
top talent. That is an immutable organizational
fact. There is a magnetism that attracts
extraordinary talent and it starts with leaders.
Right from the Founder Chairman to todays Managing Director this date, the top
management in Mining Company have always seen pulling talent as the key
responsibility in building best team int h marketplace and have built the company brand
and our people brand to extremely positive level and hence Mining Company has
been attractive to top talent, to the extent of having pick of the crop.


Top talent is attracted to strong corporate brands but in the end it's the people
they work with who are the ultimate magnets. With the understanding that top talent
wants to be challenged and recognized for their achievements, Mining Company has
always thrown open the top talent to challenges which range from legal, social to mine
collapsing and many others where-in they had to prove their temperament, their
knowledge, understanding, liaison skills with various external agencies, legal and
statutory bodies, their team work etc. Mining Company is the one who has always
handsomely rewarded recognizable achievements of top talent by also understanding
that some desire public accolades others prefer private rewards.
Mining Company has always ensured that emerging leaders are offered
challenges and exceptional learning opportunities for their professional and personal
growth.
Training programmes are designed for creating fulfilling experience for the top
talent and are evaluated for relevance by engaging in a regular dialogue to evaluate
their level of engagement.
Financial and non-financial remuneration is provided thus taking a proactive and
balanced view of talent retention.
Based on Mining Companys long term strategy and business growth plans,
leadership development opportunities are aligned to nurture future leaders in the
Company who can relate to the Company culture and can contribute to growth of the
Company along with personal growth in terms of knowledge, finances, rank in the
hierarchy etc.
Twinkling stars a referral program implemented in Mining Company
Since we are a mining Company attrition is high the moment competency
certificates are earned after exams. To mitigate exodus of talented and certified mining
engineers and other department staff Twinkling Star programme was introduced in the
year 2009 with the belief that The brightest and the best people know others who are
just like them.


To expedite the process, it was formally communicated to the top talent that the
Company is looking for similar kind of people and their efforts to bring in talented folks
will be recognized by senior management and will be rewarded too.
This programme involved referrals by existing top performers. Through this
programme, the talent attracted to the Company was groomed to gel with companys
highly performance driven culture. Referring employees were given a chance to share
their experiences in the company and the reasons for them to refer their peers from
outside in the Business Review Meetings have hi-tea with the senior management and
were rewarded for bringing in the equivalent talent by way of money and appreciation
letter handwritten by the Managing Director.
Its a happy realization for the Company that No amount of advertising can compete
with Twinkling star word-of-mouth.
AArohan Career growth plan at Mining Company
Over the years it was realized that unless employees do not see a clear growth
path in their career they dont want to stick with the company for long.
AArohan a programme was introduced along with twinkling stars where in
clear cut career growth plan was presented to identified top talent. This also resulted
in them knowing plethora of career growth programmes and policies available for them
to grow in the Company if they stick around.
Various communication channels like company intranet were used, employee
handbook also lists out various robust growth opportunities in the company, a formal e-
mail also was sent. This resulted in retention of top talent who knew clearly what their
performance will fetch for them.


Process flow of AArohan
Top talent were handed over a clear job description after doing performance
metrics
Employee engagement team was deployed to get a sense of personal abilities,
aspirations and needs, using questionnaire having questions listed like
1. Where do they want to go in their career?
2. What can the organization do to improve the work/life balance?
3. What training or work experience will they need?
Defined growth and development plan within the organization.
Annual assessment of top performers for future potential
Annual assessment of top performers is utmost necessary since to tap whether they
have high potential along with current high performance for future.
This is done through:
1. Clear, measurable, agreed-upon objectives
This being the foundation to sound Management, Top performer in discussion witht heir
immediate reporting Manager and Department head set their objectives for the next
assessment year with leeway for mid-term correction.
2. Thorough documentation
Innumerable business events occur over the course of a year, and as a manager its
essential to have a reliable record of the important stuff. Both the good stuff and the
bad is recorded. It naturally has to be a fair and balanced account, recording successes
and failures. This serves to avoid differing interpretations of reality and wicked
unpleasantness at evaluation time.


3. Frequent meetings with meaningful feedback
In addition to documentation, frequent feedback meetings are necessary in addition to
formal mid-term correction for the top performer to know where they are heading,
whether to change path, whether to adapt new methods so and so forth.
4. Mid-term Evaluation
This is necessary to understand the progress, concern, worries of the top performer as
well as the assessor. A formal feedback is given with facts and figures. This makes a
meaningful assessment and its makes assessment process a whole lot easier at the
year end.
Strategies to engage and retain talent
Mining Industry as a whole has a little difficulty appreciating the importance of
high-caliber human resources. The challenges lay in identifying the best people,
attracting them and retaining their services.
Employee engagement is one of those often talked about but rarely understood
concepts. Every employer knows that a happy and fulfilled employee is a more
productive one, but to attract and retain the best talent for a business involves engaging
employees in the long term.
Engagement is about respect going up, down and across a business,
transparency throughout and alignment of HR and management policies to business
culture and objectives. When all this is done well, employees will be doing the right job
for all the right reasons, and the business benefits will be tangible
Employee engagement does not mean employee happiness, employee
satisfaction but emotional commitment where employees feel towards the Organisation
and its goals. This emotional commitment simply means employees actually care about
their work and their company. They dont just work for paycheque, or just for next
promotion, but work on behalf of the organisation goals.


With understanding that an engaged employee leads to
higher service, quality, and productivity, which leads to
higher customer satisfaction, which leads to
increased sales (repeat business and referrals), which leads to
higher levels of profit, which leads to
higher shareholder returns (i.e., stock price)
As former Campbells Soup CEO, Doug Conant, once said, To win in the marketplace
you must first win in the workplace.
Employee engagement strategies enable people to be the best they can at work,
recognizing that this can only happen if they feel respected, involved, heard, well led
and valued by those they work for and with.
Engagement is about creating opportunities for employees to connect with their
colleagues, managers and wider organisation. It is also about creating an environment
where employees are motivated to want to connect with their work and really care about
doing a good jobIt is a concept that places flexibility, change and continuous
improvement at the heart of what it means to be an employee and an employer in a
twenty-first century workplace. (Professor Katie Truss)
Employee engagement: The way ahead
There is no silver bullet that will deliver high levels of employee engagement overnight
and certainly there is no one size fits all solution.
Leadership which ensures a strong, transparent and explicit organisational
culture which gives employees a line of sight between their job and the vision and aims
of the organisation.
Engaging managers who offer clarity, appreciation of employees effort and
contribution, who treat their people as individuals and who ensure that work is
organised efficiently and effectively so that employees feel they are valued, and
equipped and supported to do their job.
Employees feeling they are able to voice their ideas and be listened to, both
about how they do their job and in decision-making in their own department, with joint
sharing of problems and challenges and a commitment to arrive at joint solutions.


A belief among employees that the organisation lives its values, and that
espoused behavioural norms are adhered to, resulting in trust and a sense of integrity.
Engagement does not necessarily involve outlay on consultants or expensive
surveys. However it will involve behavioural and cultural change which takes time and
effort.
Engagement also brings a clear win for the individual employee. Because it is
achieved by making changes that positively impact on how employees think and feel
about what they experience at work, it is likely to impact positively on their well-being
too.
Over the years it has been observed at Mining Company that pay and work
conditions and work facilities are important in attracting top talent but it subsequently
acts as hygiene factor. In other words, if handled badly or perceived as unfair, they will
act as demotivator.
Engagement through Recruitment
Mining Company has over the years established itself as a brand and is
consistently attractive to the job-hunters and is successful in enticing candidates.
Till 2008, Mining Company was reluctant to give any emphasis to online
recruitment, updating job openings on its website, tie up with online job portals. But
with welcoming formation of formal HR Department migrating from more stiff and
indifferent Personnel department, Company became aware of the power of internet and
hence the website is regularly updated with latest happenings in company, corporate
social responsibility initiatives, latest industry updates and of course job-openings.
We started talking more openly about our company friendly culture flat hierarchy,
and facilities extended to employees and their family.
We started talking more openly about our future growth plans with time horizons,
and the kind of talent we are looking for, enticing candidates to look at your careers
website and apply for roles. Result, qualified and experienced candidates got attracted


to Mining Company. Recruitment team was prompt and professional in contacting
candidates which serves as the main differentiator between other players in the
Industry.
Engaging and Appraising at each stage
Once identified and successfully on-boarded, engagement process begins in
earnest. Individual personal files are built- up which helps the business to understand
where the talent lies. This also helps to understand strength and weaknesses of an
employee. This in-turn helps training department to take training initiatives, HR
department for succession planning, talent pipelines etc.
Communication channels are well established in Mining Company which is
evident by periodic appraisals with individual and teams performance statistics. Regular
appraisal meets give employee an opportunity to voice their opinions and their concerns
over work conditions, or any other thing that is bothering them. This has created a very
healthy work environment within the company.
Mining Company promoters have always maintained open channels of
communication and hence all the employees are aware that they can approach the
Senior Management in case they feel threatened that their seniors are ill treating them
or nepotism is being practiced to suppress their expression of concern.
This is the major differentiator between Mining Company and the competitors. Very
notable incidents are
1) A top performing Mines Manager who was covered for Medical / health
insurance. He was diagnosed with cancer and he exhausted his medical
insurance and his treatment is not even half way through. In his family, he being
the sole earner, company has agreed to shoulder all his further medical
expenses and his salary will be paid despite him being absent from the work on
humanitarian grounds.


2) Mining Foremans daughter accidently burnt while bursting fire crackers.
Irrespective of the travel entitlement she and her parents were flown to the best
eye hospital in Madurai so save her eye and needless to say the expenses were
borne by the Company.
3) Major mishap took place when tailing Dam T3 at the biggest mine owned by
Mining Company collapsed during heavy rains causing death of 3 employees.
One of the employees who dies had joined just a fortnight back.
Company has made provisions to pay salary to his bereaved family and
expenses towards education will be borne by the company.
These and many such instances where employee knew they are valued and are
wanted in the company, and feel that they are helped to work towards their personal
career goals, the more loyal they are to the company.
Engagement through networking
Mining Company has created a group on popular social networking site
Facebook, wherein all employees post news related to company, their concerns, theirs
visits to other mining units, legal compliance news so and so forth.
Every Friday, every mining unit has weekly meeting, which is chaired by any
employee where concerns, knowledge and interesting observations, learning from
training programme attended etc are shared. Management takes cues from these
meetings and tries to resolve concerns expressed by the employees in Friday meetings.
Having buy-in from senior executives can also make employees feel that they are
valued and that their voices are heard right at the top of the company.


Engagement through Rewards and Recognition
Mining Company has always encouraged out of the box thinking which thereby
contributes to the organisation growth and recognized these extra miles walked by the
top performers.
Mining Company has robust rewards and recognition program.
Mining Company strongly believes in Meritocracy, human dignity growth
realization of potential performance based rewards.
Mining Company culture believes in the immense potential of its highly
motivated and achievement oriented employees, providing them with freedom at work,
unmatched leadership opportunities and chance to excel at a rapid pace. This is
coupled with competitive pay structure and on-going training. Integrity, trust, fairness
and honesty are the basic principles that guide strategies and behavior at Mining
Company
In addition, each line of business (LOB) systematically identifies its own core
competencies including the production and beneficiation, technical, and marketing, to
create strategic advantage in its specific market.
Bans of iron ore mining and exports in top producing states of Karnataka and
Goa have choked the industry really very hard resulting in many smalls firms exiting the
industry itself. Even if efforts to fully lift the bans make it past the many bureaucratic and
legal hurdles, iron ore miners in Goa do not expect complete resumption of production
until late 2014.
The bans put in place as the government tried to clamp down illegal mining, have
cut the iron ore exports by around 85 per cent, or 100 million tons, over the past two
years. They have also reduced foreign exchange earnings by more than $17 billion in
the same period, according to the Federation of Indian Mineral Industries (FIMI)
Despite ban and absolutely no income for the last two years mining Company
has continued to value top performers and have given average 20% rise in salaries.


Also performance pay was paid at 20% of gross pay, also was paid when there is no
criteria set for performance appraisal due to ban on entire mining.
Despite slump in work at any mines in Goa, top talent still has stayed with the
Company, for the very reason that they have been clearly explained as to what is the
difference between rewards given to them in recognition of their contribution to
companys growth vis--vis an average performer.
They have been assigned mentoring jobs to hone their leadership skills thus
developing leadership pipeline.
Engagement through Training and Development
An engaged workforce who possess the necessary skills, knowledge and
expertise is crucial for any organization who wants to achieve high levels of business
success.
In current challenging and competitive business environment, learning and
development has never been more important as a means to keep employees engaged
and maintain that competitive advantage.
Through-out period of mining ban it was tempting to slash or even remove
training budgets. But Mining Company did not take this myopic stand and
concentrated on increasing training budgets to encourage talented employees to further
learn new avenues in their trade may it be geology, mining, engineering etc.
Every employee was trained on ERP system so that once mining activity
resumes,
Now that the Honourable Supreme Court has lifted ban on mining and mining
activity it will resume soon in Goa, Mining Company has all the necessary top talent to
face any of the challenges in Mining, and perform with the same zeal which was before
the ban on mining activities.
By continuing with the Learning & Development initiative, all the
employees and the recognized top performers were kept engaged.


In this process, positive effects of training were emphasized upon, where in
employees have realized the link between where they are now and where they want to
get to and how training is going to bridge this gap.
Work-life balance
This is a concept that supports the efforts of employees to split their time and
energy between work and the other important aspects of their lives. Work-life balance is
a daily effort to make time for family, friends, community participation, spirituality,
personal growth, self-care, and other personal activities, in addition to the demands of
the workplace.
Work-life balance is assisted by employers who institute policies, procedures, actions,
and expectations that enable employees to easily pursue more balanced lives.
Mining company has started initiatives like sponsoring family events, flexible working
hours is relatively new concept in mining industry, but Mining Company has already
created a policy towards introducing the same to reduce stress.
Paternity leave never existed in the company. But with young workforce joining
the company, 15 days of paternity leave has been introduced.
Extended maternity leave, fully paid 3 months of maternity leave has been
extended to 6 months. Also if the mother wants to extend the same, an unpaid leave is
offered for additional 6 months.


Strategies for succession planning
A good succession plan enables a smooth transition with less likelihood of
disruption to operations. By planning your exit well in advance you can maximize the
value of your business and enable it to meet future needs.
Succession planning is a process for identifying and developing internal
people with the potential to fill key business leadership positions in the Company.
Succession planning increases the availability of experienced and capable employees
that are prepared to assume these roles as they become available. Taken narrowly,
"replacement planning" for key roles is the heart of succession planning. Effective
succession or talent-pool Management concerns itself with building a series of feeder
groups up and down the entire leadership pipeline or progression (Charan, Drotter,
Noel, 2001). In contrast, replacement planning is focused narrowly on identifying
specific back-up candidates for given senior management positions.
Scenario at Mining Company
We at Mining Company have been into
existence over last 60 years. May be we do
not go by the name succession planning or
talent pool management but we strictly
follow a few guidelines to cater to the ever
demanding leadership positions that arise
out of resignations, retirement etc.
Talent Management guidelines
1. Identification of the critical positions. Employees are categorized into 3
categories of green, amber and red. Red is obviously C-level players.
2. Ascertain skills needed to perform the job well. Doing this can be as simple as
identifying the five top talents that a candidate has, and then matching those to a
position requiring some or all of those skills.
3. Possible potential successors. Though there is no formal competency model in
place, most obvious candidates to serve as successors have been identified.


4. Feedback is sought from managers and leaders at all levels throughout the
company.
5. Commit to developing internal talent and monitoring their progress. Since its
more cost effective to promote from within, which often results in better leadership
as the person is well versed with organisation culture, knows people and their style
of working and how to manage them.

"Mining Company" record form
Key position Title:

Name of Back up candidate:

Current title

Department:

Level of readiness:

within 1
year

1-3 years

3-5 years

Strength of this position:

Development needs:

Remarks:

Date:

Completed by:

Table 8: Talent Management Form at Mining Company


Mining Industry doesnt have dearth of qualified hi potential hi perfoemers and Mining
Company is not an exception.
At Mining Company we normally keep record of a potential leader who can be
nurtured in future for leadership position taking into consideration his/her strength, team
work, development needs if any to reach a particular leadership position are recovered
in a record form. Also time frame is ascertained to determine the readiness of the
potential leadership candidate.
Key
position
Title
Person Name
holding the
position
Position vulnerability Succession Candidates name
open in 1
year
open
within 1-3
years
open
within 5
years
ready
within 1
year
ready
within 1- 3
years
ready
within 3- 5
years

Table 9: Bench Strength record at Mining Company
Over the years it was noted that all those senior leaders who ahd contributed for
the companys success are almost about to retire or have already retired and big
vacuum will be created if we do not develop someone from within or if we do not hire.
And hence this lead to keeping records of strengths and weaknesses of each
employee joining us with some years of experience or someone who has been with us
for years together.
It is obvious that pressure felt by the company and action taken to ease out the
pressure is directly proportional to the subsequent competitive performance.


Hence Pressures, Actions, Capabilities Enablers (PACE) was accepted as seen
in Aberdeen group research.
Priorities Prioritised
Pressures
Prioritised
Actions
prioritised
Capabilities
prioritised
Enablers
1 Improve
Company's bench
strength in key
postions
external
leadership
development
program
performacne
management
capabilities
Automated tools
to track high
achievers with
management
potential
2 Identify High-
Potential early
and retain those
high-pots
position
succession
planning as a key
retention strategy
strengthern
leadership
development and
mentorship
programs
Scenario planning
that can identify
talent early and
adjust the needs
when changes
occur
3 difficulty in finding
candidates
investing in
sourcing and
assessmenr
startegies in the
pre-hire stages
career profiling
and internal
recruitment
Automated
solutions that are
competency
based
4 unexpected loss
of key leaders
look for long term
strategic planning
plan ahead,
proactively, less
emergency driven
process
automated tools
that plan for the
future and keep
talent pipeline
filled
Table 10: Aberdeen Groups PACE
PACE and Competitive Framework How They Interact
Companies that identify the most impactful pressures and take the most
transformational and effective actions are most likely to achieve superior performance.
The level of competitive performance that a company achieves is strongly determined
by the PACE choices that they make and how well they execute.


"Mining Company" Leadership Development plan
Name: __________

Title: _______

Overall performance summary:

(Major accomplishments, Performance issue)

Key strengths:

1)

2)

Development needs:

Development Actions

1) OJT

2) Special Assignment

3) Training

Potential for promotion:

ready for next level

will be ready in 1-2 years

will be ready in 2 - 3 years

recommended next position Yes

No

Table 11: Leadership development plan record form in Mining Company

Section 5:
Change Management


Change Management
As the name suggests Change management is an approach to
transitioning individuals, teams and organisations to a desired future state. Change is
the coping process of moving from the present state to the desired state that
individuals, groups, and organisations undertake in response to dynamic internal and
external factors.
Change can vary in complexity from the introduction of relatively simple process
to transforming the strategies and design features of the whole organisation.
Thus Change Management is the effective management of a business change such that
executive leaders, managers and front line employees work in concert to successfully
implement the needed process, technology, or organisational changes.
So it can be safely said that Change can be a time of exciting opportunity for some and
a time of loss, disruption or threat for others. How such responses to change are
managed can be the difference between surviving and thriving in a work or business
environment. Change is an inherent characteristic of any organisation and like it or not,
all organisations whether in the public or private sector must change to remain relevant.
Goals of change management
The Goal of change management is to implement these business changes quickly to:
1. Mininmise the impact on productivity
2. Avoid unnecessary turnover or less of valued employees
3. Eliminate any adverse impact on customers
4. Achieve the desired business targets
Change can originate from external sources through technological advances,
social, political or economic pressures, or it can come from inside the organisation as a
management response to a range of issues such as changing client needs, costs or a
human resource or a performance issue. It can affect one small area or the entire
organisation. Nevertheless, all change whether from internal or external sources, large
or small, involves adopting new mindsets, processes, policies, practices and behaviour.
Irrespective of the way the change originates, change management is the process of
taking a planned and structured approach to help align an organisation with the change.


In its most simple and effective form, change management involves working with
an organisations stakeholder groups to help them understand what the change means
for them, helping them make and sustain the transition and working to overcome any
challenges involved. From a management perspective it involves the organisational and
behavioural adjustments that need to be made to accommodate and sustain change.
While each organisation needs to consider the best way to approach change
based on their particular cultural and stakeholder perspectives, factors common to
successful change management (in both the private and public sector) involve:
Planning: developing and documenting the objectives to be achieved by the change
and the means to achieve it.
Defined Governance: establishing appropriate organisational structures, roles, and
responsibilities for the change that engage stakeholders and support the change effort.
Committed leadership: ongoing commitment at the top Management level and across
the organisation to guide organisational behaviour, thereby walk the talk.
Informed stakeholders:encouraging stakeholder participation and commitment to the
change, by employing open and consultative communication approaches to create
awareness and understanding of the change throughout the organisation.
Aligned workforce: identifying the human impacts of the change, and developing plans
to align the workforce to support the changing organisation.

An overview of Change Management at Mining Company:
Established in 1957 merely as a mining organisation, Ming Company is an
alliance of companies in the Mineral Resources Industry committed to social and
economic advancement of its communities.
Alliance comprises of various companies at different locations. The alliances
activities include resource development ranging from Mineral Exploration, Excavation
and Mineral Processing, logistics surface as well as Marine and Sales both International
and domestic.
Technological advancements cover several areas such as mineral processing
with high gradient magnetic separator, Haulage with adherence to Tier -3 standards and
Maritime logistics deploying and successfully operating floating cranes.


Second largest exporter of iron ore from India with 16.6 million tons of sales
including exports to countries such as Japan, China and Romania.
Being merely a mining Company in 1957 to the conglomerate in 2014, this
transition hasnt been smooth and the Company had to implement changes in mining
technology which was merely manual mining to mechanical mining, from a stereotypical
personnel management Human Resources Development, This process was not at all
simple. This involved promoters willingness to embrace and accept the fact that latest
technology in mining will take the company from merely 2 million tons export to 16.6
million tons.
It involved recruiting best talent in the industry, attractive compensation
packages, offering attractive VRS schemes to the existing staff, moving old employees
who have really contributed to the growth of the company but cannot cope up with
whirlwind changes were elevated to advisory/ retainer roles and new leaders were
brought in to replace them.
This did not happen overnight.
Case 1
Acquisition of Rock Phosphate lease at Rajasthan
Mining Company, found itself at a crossroads once this lease was won.
Operational strategy was to recruit local son of soil and rest of the management was
from Mining Company existing staff which is used to Mining Company culture.
Mining Company needed to overcome several daunting cultural challenges. Its
workforce was highly fragmented, divided by geography, operations, language and high
illiteracy. Even before we could start operating there, Employee Union was formed and
the relations with the Union were strained. This meant, the company also needed to
improve strained relations between management and its powerful employee union.
As a result of these cultural rifts, Mining Company rarely hit production targets,
leading analysts to question the Rajasthan mining Unit's ability to achieve expected
growth. We were also losing top talent to competitors. To restore confidence, the young
and dynamic Managing Director decided to take rains in his hands and first step that he
took was to establish structured change management process. He ensured that the


company was united by shared values; a major step towards putting Mining
Companys newly acquired Rajasthan Unit on track for sustained growth.
A transformational change plan was established and a new set of cultural values
was introduced. An elaborate roll-out plan was designed to communicate the cultural
values. The collaboratively developed launch plan was designed to deliver quick wins
and long-term improvementsnew safety standards, language training, community
projects and employee awards. Clear communication was not the only solution. But
Change champions were identified from among the workforce, who with continuous
communication, discussions refined the plan. This resulted in quick wins long term
improvements.
Broad themes were further broken down into a set of clearly defined values for
improved performance and accountability, teamwork, safety, respect, integrity and
pride.
Regular discussion workshops and focus groups of workmen were put to use to
gather feedback and refinement was done.
For workers, a culture with well-defined values and committed teamwork means a safer
workplace.
Matrix for past 2 years shows that Mining Companys Rajasthan Unit has
improved performance and is making strides towards reaching its growth targets.

Merger: Was it GROWTH, market share, synergy or something else?
Mergers and acquisitions are common occurrences in any economic
environment. Whether the markets are up or down, or the deals are friendly or hostile,
M&A can be a key element of your companys strategy to create additional value and
maximize sustainable competitive advantage.
A number of factors including strong corporate balance sheets, cash-rich companies
looking to consolidate their industry positions, and low interest rates that allow for
greater leverage are driving high levels of M&A activity in todays marketplace.
With changing scenario in mining industry, Mining Company went in for merger
of sister concerns.


This lead to a major change in working style of employees, market share, ethics and
believes, values and Principals.

Insight of Change Management process at Mining Company
Changed Management process implemented in phased manner. This phased
changed management process can be broadly categorized in 3 distinct phases
Where in in Phase 1 involve Preparing for change:
1a) Change Management Strategy
Urgency creation: Hype was created why merger was necessary. Statistical
data was in power point presentations were designed to convey why the merger
should take place and how the company and employees can be at advantage.
Removing Obstacles: biggest challenge ever. Merger got very mixed responses
from staff at both the Companies. A special task team was introduced of the staff
which was supporting the merger and they were on their job to talk out and
understand the resistance for merger and further convince the opposing staff.
1b) Change Management Team
Team Building: Chairman Assigned Managing Director who is young and
dynamic alumnus of London School of Economics to be leader of this very
Change Management exercise. He personally handpicked his change agents
coming from across all levels of hierarchy. This eased out conveying the
importance of merger. Each team member was assigned specific responsibility
1c) Sponsorship Model: a structure was put in place where in change sponsors were
identified and various aspects of merger were assigned to them with clear identifiable
output. Change agents who were responsible for not only communicating the
importance but actually carrying out the merger work including coordination of activities
associated with merger process.


Table 12: Governance Committee for Change Management at Mining Company

Readiness Assessment: Managing Director and his team had to assess readiness of
the employees for the change merger.
Several questions were asked and answers were sought
Assess the scope of the change, including: How big is this change? How many
people are affected? Is it a gradual or radical change?
Assess the readiness of the organization impacted by the change, including:
What is the value- system and background of the impacted groups? How much
change is already going on? What type of resistance can be expected?
Assess the scope of the change, including: How big is this change? How many
people are affected? Is it a gradual or radical change?
Assess the readiness of the organization impacted by the change, including:
What is the value- system and background of the impacted groups? How much
change is already going on? What type of resistance can be expected?
Assess the change sponsors and take the first steps to enable them to effectively
lead the change process.


Phase 2 Managing Change
Development of Change management plans for Merger
Is there sufficient synergy potential to justify the merger?
Does the merger provide the perspective needed to retain customers and valuable
employees?
These and many such questions have to be answered before any further step
towards merger to be taken. The most successful acquisitions are those undertaken
with a clear objective in mind. Your strategy and the contribution of the targeted
acquisition must therefore be clearly formulated. This produces a picture of the ideal
candidate on which to base your search. Even if a company unexpectedly comes up for
sale, it is important to have a good strategic reason. Obviously, the candidate must be
checked against the strategy and the profile of your organisation.
Even before everything has been finalized, it is important to prepare a general plan for
the first 100 days following the merger. This should contain matters like management
appointments, communication to stakeholders, the retention of good customers and key
employees.


Objectives People and Organisation related outcome
Growth Senior management team expected to make discrete changes
in performance goals
Some new entrants may join top team
Expected administrative efficiencies in term of common
support functions
Process and systemic integration may be considered in
specific areas depending on the
Synergy Top teams to collaborate on key areas of synergy. Other
areas are left intact.
Diversification Loosely coupled management teams
Expected administrative efficiencies in terms of common
support functions
Joint reporting to the holding company/corporate office
Separate identities and logos.
Horizontal and
vertical
integration
Integrated top teams
Merged administrative systems in terms of common support
functions
Tightly coupled core processes
Single corporate identity
Better partnership working
Pooled Resources
Table 13: Change Management objectives at Mining Company

With these objectives a concrete plan had to be designed to go for merger.
Employee benefits and new employee policies had to be designed which should be win-
win for employees of both the companies.
Biggest challenge for the Human Resources Department was to start from
scratch and reinvent the whole process of recruitment, compensations and benefits,
rewards and recognition etc. with merger surplus employees were moved to new
responsibilities, and extremely attractive VRS scheme was introduced.


Development of Workforce Integration plan
This included customization of project plan.
Assigning accountability to individual employees with deadline dates.
Workforce Integration team members were to be communicated with all these
HR Due Diligence
Complete due diligence check list, collection of reviewing of data, checking for potential
liabilities was done as part of HR due diligence.
Those concerned were communicated with some adverse observations if any to
determine necessary actions.
Benefits comparison to analyse differences in values
Comparison of benefits and compensation given to employees to assess differences
was done.
Compensations and benefits strategy for workforce integration was developed
Vision and business strategy were reviewed and a combined organisation structure was
designed with emphasis on core competencies and supported business strategies.
Leadership needs by position were also chalked out
Methods were devised to address duplicate functions
Assess individual candidates to select leadership for the new combined organisation
Staffing requirements were determined by reviewing department functions
Level of severance pay and outplacement was determined
Preparation of employee communication strategy
Methodologies for initial announcement were determined which wont shock the
employees
Message content / presentation material / questions and answers and welcome
package were developed
Merger Announcement meetings were held to let the employees know about the same
One on one meetings of employees with the Management were held along with HR
meetings
Announcement was also done in town hall meetings
Knock thrice- this mantra of communicating merger plans was communicated at least
thrice at different forums


Weekly transition newsletter were prepared to keep the employees updated
Facilitators were assigned the task
Transition data requirement was determined
Data requirements and availability assessment was done for preparing data for transfer
Test data for transfer was also prepared
Employee retention strategy was developed
Change leads to stress and hence employees were provided with help to manage
through the change
Multiple training and development opportunities were provided to retained employees to
adapt to new work culture.
Rigorous employee surveys were conducted to know the opinion of employees
Post-merger integration
How do I ensure the integration gets off to a flying start?
How do I actually create synergy?
What is the right balance between speed and due care?
Which business functions should be integrated?
How do I manage the integration?
Research shows that in 60-85% of mergers and acquisitions, the pre-established
financial objectives are not met. This is mainly due to the integration process being
performed too late or not completely. However, the potential of a merger or acquisition
can only be fully fulfilled if there is also a focus on value creation and value realisation
besides purchase benefits.
An acquisition or a merger is an important investment which needs to be
recouped. Economies of scale are one way of doing this, but often the creation of new
value is required too. This can be achieved by entering new markets or developing new
products and services and introducing them to the market, for example.
This requires a vigorous and decisive new organisation. Treat integration as a
project and set up a solid project organisation. This facilitates the fastest possible
transfer to the line. Furthermore, a successful post-merger integration requires a focus
on business culture and a willingness to actively work together.

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