SPI IT PCMM — CBAIPI FINAL FINDINGS

SPI / IT PCMM - CBAIPI FINAL FINDINGS PRESENTATION Aravinda Prabhu T. SEI ID: 1186 16 th Dec 2005 AUDIT / TAX / ADVISORY / ICE 1 Assessment Team © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Final Findings Presentation PCMM CBAIPI Appraisal NIIT Technologies Limited Delhi, Bangalore, Kolkata 16 th Dec 2005 Aravinda Prabhu T. SEI authorized People CMM Lead Assessor KPMG India. CMMI and SCAMPI are registered trade marks of Carnegie Mellon University 2 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

The Appraisal Team wishes to thank. . E The Sponsor Arvind Thakur and Management Team for sponsoring this assessment E Special Thanks to Bhaskar Chavali for his support E All appraisal participants for providing information E The site coordinators Kalyani, Neeti, Mohit and Stanley E Administrative staff, office assistants and all the employees of NTL; Delhi, Bangalore, Kolkata for their support and assistance E Those who supported us directly / indirectly 3 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Basis for Findings and Ratings The Ratings, Profiles and Findings documented herein are based on the information provided to the Assessment team pertaining to: • The documented HR Management system used in NTL; Delhi, Bangalore, Kolkata • Practitioners representing various ODCs / Projects • Tools and other HR systems used at NTL; Delhi, Bangalore, Kolkata • Instances of workforce practice implementation across units, workgroups and individuals at NTL; Delhi, Bangalore, Kolkata during the PCMM Survey, verification of objective documentation evidence, interviews and presentations. All decisions are taken based on the consensus opinion of the Trained Assessment team. The findings have been validated with Appraisal Participants via a Draft Findings Presentation conducted on 15 th Dec 2005 4 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Overview E Constitution of Teams E Scope of Assessment E PA-wise Findings E Significant Strengths People Shared E Improvement Opportunities People Shared E Rating Methodology E Rating results E Next Steps 5 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Assessment Team Lead Assessor Aravinda Prabhu T. Assessment Team Gyanesh Pathak Amitabh Gupta Esha Banerjee Indrani Sanyal Sanjay Kapur Mamta Saxena Ekta Ghosh Saradwata Sen Suvrat Acharya Archana Ramji Shrivastava Vinaya Sondhi 6 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Assessment Coordinators E Organization Unit Co-ordinators E Delhi Location EKalyani and Neeti E Bangalore Location E Stanley Suraj Lal E Kolkata E Mohit Chattopadhyay 7 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Assessment Scope E Model Scope @ People Capability Maturity Model (P-CMM) Version 2. 0 E Assessment Method @ P-CMM Based Assessment Method – CBAIPI Version 1. 0 8 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Assessment Scope E Organizational Scope of Assessment @ PCMM Process Areas Level 2 – Level 5 @ Locations – Delhi, Bangalore, Kolkata 9 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Data Collection Corroboration from : E Organizational Survey [ 225 Participants] E Initial Documentation Review [ 8, 500 Docs] E Interviews [ 210 Participants ] @ Process Owners @ Managers @ Non-Managers @ Support Groups @ Senior Management 10 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Survey Sampling E The following is a profile of the organization that participated in the survey: @ Delhi B Managers [ 67 ] Non Managers [ 78 ] @ Bangalore B Managers [ 7 ] Non Managers [ 36 ] @ Kolkata B Managers [ 16 ] Non Managers [ 21 ] Total number of participants = 225 11 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

On-Site Activities Prepare Final Findings Interview – Workgroups Consolidate Information 8 th-12 th Dec ‘ 05 5 th-13 th Dec’ 05 15 th Dec 2005 Prepare Draft Findings Opening Meeting Interview – Managers Consolidate Information 5 th Dec 2005 7 th-12 th Dec ‘ 05 Present Final Findings 5 th-13 th Dec’ 05 14 th Dec 2005 16 th Dec 2005 Consensus Interview – Process Owners 5 th-7 th Dec’ 05 Consolidate Information 14 th Dec 2005 5 th-13 th Dec’ 05 Conduct Executive Session 16 th Dec 2005 Present Draft Findings 15 th Dec 2005 Parallel Activities: Wrap-up Assessment 16 th Dec 2005 Performed Document Review Performed Follow-up Interviews : 9 Sessions 16 th Dec 2005 5 th Dec 2005 12 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Sessions E Process Owner Sessions @ Delhi [ 20 ] Bangalore [ 1 ] E Manager Interviews @ Delhi [ 9 ] Kolkata [ 1 ] [ 15 ] Bangalore [ 3 ] E Non Manager Interviews @ Delhi [ 9 ] [ 22 ] Kolkata [ 3 ] [ 15 ] Bangalore [ 3 ] Kolkata [ 3 ] E Support Group Interviews [ 2 ] E Senior Management [1] E Follow-up Sessions [9] 13 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Interview Sampling E The following is a profile of the organization that participated in the interviews: @ Delhi B Managers [ 41 ] B Process Owners [ 22 ] Non Managers [ 57 ] Mentees [5] Non Managers [ 26 ] Mentees [4] Non Managers [ 17 ] Mentees [4] @ Bangalore B Managers [8] B Process Owners [ 5 ] @ Kolkata B Managers [ 16 ] B Process Owners [ 5 ] 14 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Strengths people shared 15 © 2005 KPMG, the Indian member firm of KPMG International,

Strengths people shared 16 © 2005 KPMG, the Indian member firm of KPMG International,

Improvements people shared 17 © 2005 KPMG, the Indian member firm of KPMG International,

Improvements people shared 18 © 2005 KPMG, the Indian member firm of KPMG International,

Best Practices people shared 19 © 2005 KPMG, the Indian member firm of KPMG

Best Practices people shared 20 © 2005 KPMG, the Indian member firm of KPMG

Motivation to work @ NTL 21 © 2005 KPMG, the Indian member firm of

Motivation to work @ NTL 22 © 2005 KPMG, the Indian member firm of

Sense of Belongingness @ NTL 23 © 2005 KPMG, the Indian member firm of

Sense of Belongingness @ NTL 24 © 2005 KPMG, the Indian member firm of

Sense of Pride @ NTL 25 © 2005 KPMG, the Indian member firm of

Sense of Pride @ NTL 26 © 2005 KPMG, the Indian member firm of

Process Area (PA) Findings 27 © 2005 KPMG, the Indian member firm of KPMG

PA Findings - Legends @ Strengths – Effective implementation of concerned practices @ Areas of Improvement – Areas that could be considered for further strengthening 28 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Staffing - Strengths E Recruitment Portal – Very effective workflow medium. E Concept of Project Kick off meetings to take individual commitments. E Three levels of interviews – Snap, Technical and Final. E Project Inductions using Knowledge Portal. E EOGO Implementation E Revisiting structuring of NIP to increase induction coverage in the right direction 29 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Staffing - Areas of Improvement E Provision of Question Banks to generate Question papers on a random basis. E On time organization level induction (NIP). E HR and RMG have to periodically discuss and build inputs for each other, either for creating effective recruitment strategy or building more inputs to HR on external dimension viz. compensation E RMG to identify various alternative recruitment strategies much in advance to cater to NTL requirements. They have to focus on H 2. 30 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Communication and Coordination / Participatory Culture - Strengths E Open and participatory culture across locations E Mass mailer found to be very effective way of making internal communications E ESS having location/BU level cut found to be quite detailed one and found to be very good practice E Helpdesk response time E Modes of communication E Team participation in project level decisions 31 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Communication and Coordination / Participatory Culture – Areas of Improvement E Centralized call redressal system can further help in C&C E Supervisors to create the culture of employees becoming part of solutions, by generating more suggestions to improve practices. This has to be demonstrated by generating more suggestions towards improving and innovating practices E Culture of questioning policies, organization, to be promoted to nurture creativity within employees and bring more employee participation E H 2 communication E As felt by employees, survey action closures should be formally communicated 32 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Work Environment - Strengths E Surveys are conducted to suggestions from employees collect feedback and E Open house sessions conducted to take inputs from employees E Availability of counselors to address psychological and stress related issues of employees E Committees like EHS, Food committee, Staff Advisory committee, Fun committee take care of work environment, employee health and safety and other issues. E Medical camps held for the benefit of employees E Engaging external agency to ensure statutory compliance at various locations, found to be in positive direction 33 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Work Environment - Areas of Improvement E Centralized DLA call-logging system to handle issues E Better transportation facility in the evenings to reduce the waiting time E Availability of full-fledged canteen in the evenings E Better chairs to be provided to avoid backache problems 34 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Performance Management - Strengths E ESS 2005 feedback shows high level of satisfaction for @ Performance feedback @ Recognition @ Clear individual performance expectation E Well defined performance review process E Monthly feedback process at Kolkata 35 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Performance Management Areas for Improvement E An exercise of evaluating performance/ potential using Assessment Center concept to be done for senior positions. E Organization method to capture performance feedback provided by supervisor as an ongoing discussion in between HYR and PPDP and access provided to team members. 36 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Training & Development - Strengths E e. SEED is a very effective medium for training. E Organization support for External trainings when internal training is not feasible at locations E Training coordinator tracking T&D activities at various ODCs. E Repository of Standardized training material at organization level for Technical Training - like i. SEEK, KP LMM 37 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Training & Development - Strengths E New initiative towards Dynamic TNI found to be positive E Information of Individual’s training & development is available on iniitian in My TEAMS. 38 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Training & Development - Areas of Improvement E There are issues where in employees received 0 days program as per SAP data. This has to be further analyzed, to ascertain the actual issue, as ODCs reported many internal training programs being conducted E All the internal training records for the ODCs/ Projects should be captured and made available to HR for PTD updation. E Supervisors to arrive at Release Plan for their staff members for Training on a proactive basis, especially for SEED/ External Training programs E More rigorous tracking to be done by the supervisors to ensure timely trainings. 39 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Training & Development - Areas of Improvement E Adding more Courses on e. SEED so that more areas and people can be covered. E More Trainings programmes should be conducted for the Senior Management and the Support Staff. E More technical training programs relevant for DLA Team should be there. E Cancellation / postponement of the training program due to lack of nomination participation should be avoided. 40 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. /

Compensation - Strengths E HR makes effort to address internal parity issues. E ODC-H participate in internal parity checks. internal issues of compensation have been taken up to HR 41 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Compensation Areas for Improvement E Compensation decisions at the recruitment affecting internal parity time of E Inspite of having benchmarking exercise frequently done, people reported external parity issues consistently, NTL to evaluate this further and take necessary action E More frequent analysis of market data to be done and intermediate opportunities for correcting equity issues to be done on a proactive basis 42 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Analysis - Strengths E Competency Assessment through Multirater approach E Flexibility in choosing Competency assessment teams E Usage and population of Competency framework to many HR systems viz. Recruitment portal E Access to Individual competency through www. iniitian site. E Work processes for each competency is available on SPECTRUM. 43 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Analysis - Areas of Improvement E Questionnaire should be more focused and it should be based as per the Role holder. E Questions asked for individual's supervisor and his subordinate should not be similar. E Competency Assessment should be taken up for the other groups like Sales and Verticals. E IEF – Behavioral competency analysis at the organisation level should be done. 44 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Analysis - Areas of Improvement E Evaluate different methods of conducting competency Assessment, enable consistency in pattern of receiving responses towards competency scores E Capability Assessment approach to be extended to technical skills viz. C++, Java, and create database in terms of capability wise 45 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Workforce Planning - Strengths E Units produce quarterly workforce projections E Strategic Workforce Plan is established for each practice area E Organization focuses on critical competencies depending on business needs E Competency champions are identified in all locations to implement CDP E Organization develops succession plans for all the key roles 46 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Workforce Planning - Area of improvement E Focus of CDP to be extended to include vertical (domain) dimensions 47 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Development - Strengths E Competency Champions take focused approach towards competency development. E Tracking of Graduated training and coverage by the competency champions E Continuous consistent improvement in the organization capability Index. E Competency development through i. SEEK mechanism -there is a separate section on Competencies on i. SEEK. E Nominating and attending for e-SEED courses found to be effective by projects/department 48 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Development - Areas of Improvement E Cancellation / postponement of Competency Based Training due to lack of participation / nomination E Communication within competency community to be strengthened further E Impact of competency based programs to be used for bringing frequent updates to learning mechanism and re-designing courseware 49 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Career Development - Strengths E Processes well institutionalized E Clearly defined career path for various streams E Opportunities available to people for development in terms of SEED, E-Seed, iseek E E-Seed with mentor facility E Well-defined mentoring process E Use of Dynamic TNI for updating training needs E Role change mechanism has been appreciated by employees 50 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Career Development - Areas of Improvement E Availability of more courses on E-Seed E Library facility needs to be strengthened E Formalize Career opportunities to Support group and communicate the same E More opportunities to be created in support groups to build competencies, in terms of rotation mechanism 51 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Based Practices - Strengths E Competency based questionnaire administration during selection process E Well structured PPDP exhaustiveness in terms of process and @ Performance dimension, competency scores, IEF scores, career management E Usage of Recruitment portal for competency based recruitment 52 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Based Practices - Areas of Improvement E Availability of Web-Compas and Process Database at locations E Include Strategy competency parameter in Compensation E Unit level objectives w. r. t. competency growth should be a part of generic goal sheet for unit / ODC heads. E Competency Assessment scores captured at selection stage to be made use of in terms of @ Capturing this scores in the common database @ Usage of the resource in development programs, to see intermediate knowledge availability E Introduce more innovative methods in competency Assessment at the recruitment and selection stage 53 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Workgroup Development - Strengths E Workgroup planning and performance activities streamlined in @ Projects @ ODCs @ Support Groups @ Practices E Career aspirations of individuals taken care of during workgroup disbanding 54 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Workgroup Development - Areas of Improvement E Competency-based resource deployment needs to be further streamlined E Replication of Process Database across locations to share learnings from past projects 55 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Integration - Strengths E Synergy between various groups during pre- sales activities E Formation of taskforces for new areas of integration E Continuous revision to integrated processes E Tailoring of project processes for effective integration 56 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Integration - Areas of Improvement E Orientation on integrated processes to entire workforce E Recruitment practices to look at integration dimension 57 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Empowered Workgroups - Strengths E Understanding on areas of empowerment in the organization E Effective tailoring of workforce practices by ODCs viz. @ Recruitment, Inductions, Performance Management, Work Timings, Trainings, Mentoring, Work Environment etc. E ODCs derive benefits by tailoring workforce practices within their groups viz. @ Induction programs, Recruitments E Active team participation in defining / redefining operational processes for the workgroups 58 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Empowered Workgroups - Areas of Improvement E Policy related changes: @ ODC Head role needs to be defined in HR Manual @ Empowerment guidelines in PQMS need to be revisited to differentiate it from delegation (Participatory culture) (SG 3180 sec 5. 0) E More focus has to be brought in towards designing HR systems at ODCs instead of restricting to delegation mechanism, viz. Kolkata E ODCs have to make a structured deployment of workforce practices to leverage empowerment culture, viz. Bangalore E Forum for sharing empowerment best practices needs to be formalized 59 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Based Assets - Strengths E Organization Repositories are very effective medium for Knowledge sharing, training and mentoring activities. E i. SEEK, Recruitment Portal, Knowledge Portal, HR Portal are very useful in capturing and retaining information. E Considerable improvement of SLAs through the usage of CBAs. E Usage of Recruitment portal for competency based recruitment. E Sharing of information through iseek. 60 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Based Assets - Strengths E Usage of CBA in Training and knowledge sharing sessions has been very effective (i. SEEK/KP). E CBAs created in the area of J 2 EE Architecture. E Standardized templates, procedures, guidelines, checklist, baselines, policies etc are readily available on iniitian. E Usage of Knowledge portal for information sharing in projects. 61 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Competency Based Assets - Areas of Improvement E Creation/Modification of Process/Information/Artifacts through SPIs E Usage of CBA is low. E Timely feedback to the Staff Members on the status of their contribution to i. SEEK. 62 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Quantitative Performance Management Strengths E Process institutionalization E Quantitative management followed in major ODCs strategy being E Improvements being derived from quantitative analysis 63 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Quantitative Performance Management Areas for Improvement E Availability of Web-Compas Database at locations and Process E Individuals using past data for negotiating commitments - only in some projects 64 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Organization Capability Management Strengths E Process of identifying critical competencies in MRM and periodically revisiting them based on Business Need E Trend Analysis on Impact of Workforce Practices on Critical Competencies and Competency based Processes. E Availability Of organizational capability index and institutionalization locations across different E Using Past data and creating Prediction Model 65 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Organization Capability Management Areas for Improvement E Quantitative impact of workforce practices need to be used for active resource planning E Goals set for workforce practices have to be tracked in terms of planned vs. actual and opportunities to be established to sensitize stakeholders to achieve organizational strategy E Automate system for Data consolidation and Analysis to bring down (competency specific) 66 manual © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. effort

Mentoring - Strengths E Well-defined automated Mentoring Process or Workflow on iniitian E e. SEED with mentor facility E Mentors actively participate in building Organizational knowledge repository E Prioritization and tailoring of Mentoring focus areas, basing on location need 67 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Mentoring - Areas of Improvement E Add more Mentors especially on people Management and Interviewing skills. E Getting more mentees for People Management and Interviewing skills. E Mentors have to participate actively in providing feedback and work with supervisors to ascertain what support needed to build competency or reduce performance issues E Evaluate and extend formalized Mentoring opportunity to support groups 68 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Mentoring - Areas of Improvement E Mentoring initiative has to be linked to talent engagement model program, to enable @ Cultural change within organization to bring synergy between old and new timers @ Creation of more mentoring opportunities at various levels @ Focused career counseling and planning @ To enhance the motivation level of people and build strong employee bondage @ Create a culture of sharing as an expectation, by many people graduating as mentors 69 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Continuous Capability Improvement Alternate Practice E Institutionalization across the location E Availability of resources across locations @ Measurement tools and techniques @ Learning materials @ Tracking tools. @ Training Support 70 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Continuous Capability Improvement Alternate Practice E Active mentoring support from supervisor E Setting up incremental objectives at the workgroup level E Individual level work-processes have moved up to workgroup level in some projects 71 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Continuous Capability Improvement Areas of Improvement E Create documented procedure to link individual capability improvement with workgroup/ organization capability improvement E In most of the ODCs, individual Umang parameters come out of the causal done at the workgroup level. It should be a bottom up approach E Individuals should document the action plans after identifying improvement parameters. 72 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Continuous Capability Improvement Areas of Improvement E Introduce formal recognition at the individual level for CCI. E Create an atmosphere of sharing and encouragement to enable more recommendation moving from personal work practices to team/organization level 73 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Organization Performance Alignment Strengths E location connect to business objectives. E team's customizes workforce practices to better align individuals. training , induction. eg, Recruitment, E Good focus on customization of induction to better align to customer. 74 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Organization Performance Alignment Areas for Improvement E Proactively visualize workforce issues (Industry specific/NTL specific), and design and innovate workforce practices to address present and future challenges E Improve maturity of workforce practices through external benchmark study to compete better in the market. 75 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Continuous Workforce Innovation Strengths E Pilot Plan and Implementation of Motivational Need Analysis across 9 ODC’s found to be in the positive direction E Pilot and Implementation of Recruitment supporting Recruitment and selection Portal E Creation of HR Knowledge Portal E Monthly Review by Supervisor on various parameters found to be good practice at Kolkata E Video Recorded Induction and Training at Bangalore E Creating Motivation and Culture of Research and Development thru opportunity Development in Crown ODC 76 of Research © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. and

Continuous Workforce Innovation. Area of Improvement E HR to create platform where in innovations can be owned up by many others and participate in designing HR solutions to address organizational issues E Cost and benefit dimension of innovations to be ascertained while planning and proposing innovations specific to workforce practices E Many Innovations planned at the moment are in primitive stage and they should looked for completion 77 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Rating Process 78 © 2005 KPMG, the Indian member firm of KPMG International, a

PCMM Rating Components 79 © 2005 KPMG, the Indian member firm of KPMG International,

Rating of PCMM Components Fully satisfied E The organization’s practices associated with the PCMM component are implemented and institutionalized either as defined in the PCMM or with an adequate alternative. Partially satisfied E The organization’s practices associated with the PCMM component are not implemented consistently as defined and there is some evidence of activity in this area. 80 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

Rating of PCMM Components Unsatisfied E There are significant weaknesses in the organization’s implementation and institutionalization of practices associated with the PCMM component, as defined, and no adequate alternative is in place. Not applicable E The PCMM practices associated with the PCMM component are not applicable in the organization’s environment. Not rated E The associated assessment findings do not meet coverage criteria, or the PCMM component falls outside the scope of the assessment. 81 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

PA Profile for Level 2 Process Areas - Level 2 Goal 1 Goal 2 Goal 3 Staffing Communication & Coordination Work Environment Performance Management Training & Development Compensation Fully Satisfied Partially Satisfied Not Applicable Does not exist Not Rated 83 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. Goal 4 Goal 5

1 84 2 © 2005 KPMG, the Indian member firm of KPMG International, a

PA Profile for Level 3 Process Areas - Level 3 Goal 1 Goal 2 Goal 3 Competency Analysis Workforce Planning Competency Development Career Development Competency-Based Practices Workgroup Development Participatory Culture Fully Satisfied Partially Satisfied Not Applicable Does not exist Not Rated 85 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. Goal 4 Goal 5

1 86 2 3 © 2005 KPMG, the Indian member firm of KPMG International,

PA Profile for Level 4 Process Areas - Level 4 Goal 1 Goal 2 Goal 3 Mentoring Organizational Capability Management Quantitative Performance Management Competency Based Assets Empowered Workgroups Competency Integration Fully Satisfied Partially Satisfied Not Applicable Does not exist Not Rated 87 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. Goal 4 Goal 5

1 88 2 3 4 © 2005 KPMG, the Indian member firm of KPMG

PA Profile for Level 5 Process Areas - Level 5 Goal 1 Goal 2 Goal 3 Continuous Capability Improvement Organizational Performance Alignment Continuous Workforce Innovation Fully Satisfied Partially Satisfied Not Applicable Does not exist Not Rated 89 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. Goal 4 Goal 5

90 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative.

Next Steps E Complete final report E Submit artifacts to SEI E Action Plan for sustenance @ Periodic taskforce mini-assessments by PCMM @ Reassessment in future 91 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.

92 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative.

Presenter’s contact details Aravinda Prabhu T. KPMG at@kpmg. com www. in. kpmg. com Appraisal Findings presentation are owned by Appraisal Sponsor. Restriction on Use – Unlimited within <Org. Name>; <Location>. Also governed by KPMG’s terms of engagement contract with <Org. Name>; <Location>. Findings are a collaborative output of the Appraisal Team (KPMG and <Org. Name>; <Location>) © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved. 93 © 2005 KPMG, the Indian member firm of KPMG International, a Swiss cooperative. All rights reserved.