Mahindra Auto & Farm Equipment Sectors - Employee Value Proposition Employee Handbook

Mahindra
Auto & Farm Equipment
Sectors
Employee Value Proposition
Employee Handbook

                             CAPable people
                             REAL experience

Proprietary & Confidential

Table of Contents

Why you’re reading this      1

What is an EVP?              2

Why is the EVP important?    4

The Mahindra AFS EVP         5

Mahindra People              6

Mahindra Experience          12

Proprietary & Confidential

Why you’re reading this!

The formation of the Automotive and Farm Equipment Sectors has not only created
synergy but also opportunities in different spheres. The value emanates from the
powerful brands that these two businesses have created over a period of time in line
with our core purpose and values and embracing the pillars of Rise, so as to drive
positive change in lives of our customers.

In this context, we asked ourselves as to what is our brand essence that not only make
our customers buy our product but also create a strong value proposition for
employees to aspire to work for in Mahindra AFS. The questions we asked ourselves
were

      What is that unique proposition that makes us who we really are and
       defines us as an employer?

      How can we translate our beliefs as an employer into a promise that will
       help us achieve our strategic objectives and Rise?

       How can we make that promise relevant and attractive for our employees
       (current and prospective) to be a part of the exciting AFS world?

The story that we will unfold through this booklet is the compelling proposition that will
make AFS a unique place to work for. This essence of the brand that creates a pull for
the employees to work for Mahindra AFS and for the organization to look at them as
partners in progress is in brief we call as ‘Employee Value Proposition’ or EVP. Our
EVP is simply who we are as well as who we aspire to be.

In AFS, each one of us are ambassadors to making live this EVP and the effectiveness
of this to attract, engage and retain talent would depend upon how effectively we are
able to walk the talk of the EVP tenets. We are hopeful that this book would serve as a
useful guide to help you walk the talk of the EVP.

 It would be created, reinforced and delivered by each of you in your daily work at AFS.
You are an integral partner in this journey. That is the reason you are holding this
book in your hands.

Read it. Use it.

Come live the EVP!

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Section 1: What is an EVP?
“Employee Value Proposition (EVP) is a set of associations provided by an organization in
return for the skills, capabilities and experience an employee brings to the organization”.

                                                              - Minchington, B (2006)

Simply put, an EVP will help answer the question „What‟s in it for me at AFS?‟ It
defines the two-way employment proposition for attracting fresh talent as well as
engaging & retaining employees to deliver on the company’s strategic goals.

The Employee Value Proposition (EVP) provides current and future employees with an
understanding of what it means to work for Mahindra AFS. It is designed to clearly
define what is expected from our people in terms of their contribution to the business
and how are they expected to behave. At the other end, it also provides clarity on what
employees can expect in return for their contribution with a focus on both tangible and
intangible outcomes.

The EVP is a reflection of what we are trying to achieve as an organisation of
tomorrow and what this means for our employees. We know that the only way we’ll be
able to succeed in delivering on our promises and goals for our customers and
stakeholders is with the ongoing support and contribution of our people.

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What our EVP is about:

   A proposition that reflects and communicates the employment experience we are
    offering to our current and potential employees
   Our positioning in the talent market
   The differentiation of AFS’ employment offers from other offers

What our EVP is not:

   A short–term initiative, it is a long–term commitment fully backed by the
    organisation and AFLC
   About glossy brochures, catchy slogans and spending more money! To ensure that
    we use the EVP in its true sense, everything that touches the employment
    experience will be aligned and will be consistent with our promise.
   Static - it will change, evolve and adjust to meet the future business needs. Our
    EVP will be carefully managed over time

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Section 2: Why is the EVP important?

The core purpose of Mahindra group which is an inspiration to our BHAG and Promise
2013 is to drive positive change in the lives of our stakeholders and communities
across the world, to enable them to Rise.

Our core values of Professionalism, Good corporate citizenship, Dignity of the
individual, Customer first and Quality focus emphasize what we stand for as an
organization - irrespective of our business goals. They form the crux of the ideals that
we hold dearest and which all employees must display and uphold to the highest
standards.

We have revised our competencies to completely align with the ‘Rise’ philosophy and
what behaviours, attributes and skills are necessary for every employee to be a
Mahindra Rise Leader.

Finally, we need to ask ourselves ‘what we require from employees’ and ‘what do
employees require from organization to make all of this happen?

We have answered this through our EVP and each of its elements. This is why the
EVP is at the heart of AFS people strategy

We would like to emphasize that though many of these processes and practices are
not new at all, the consistency, simplicity and quality of delivering various programs is
what is going to differentiate the employment experience at AFS. And help us walk that
extra mile to become tomorrow’s company.

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Section 3: The Mahindra AFS EVP

The key elements of our EVP are:

Mahindra People:
      C - Challenge Conventions
      A - Bring Alternative Thinking at Workplace
      P - Drive Positive Change in the lives of our Customer and Communities

Mahindra Experience:
      R - Recognition for Outperformance
      E - Empowering Environment
      A - Abundant Learning Opportunities

‘CAPable people REAL experience’ is acronym for our EVP. Our EVP symbolizes
what we want to be known for as an employer. It embodies the promise of being able
to attain pinnacle of your abilities. It will keep you constantly challenged to better your
best as realizing a person’s true potential is an endless journey. We believe that this is
what makes Mahindra AFS unique and each one of you is capable of contributing
towards making this EVP a way of life.

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Section 4: Mahindra People

The 3 elements that comprise Mahindra People describe the behaviors and
abilities that we expect our people to display. These elements directly relate to
the Mahindra Rise pillars of Accepting No Limits, Alternative Thinking and
Driving Positive Change.

These elements will be used to set expectations for future employees, highlight
what is expected from current employees and identify what will be required to
deliver on these commitments.

Element 1: Challenge conventions

Rise inspires us to accept no limits. ‘Challenge conventions’ is a key behavior that
feeds into this pillar. You at Mahindra have the freedom to challenge the status quo
and identify new, fresh and improved ways of doing things.

What it translates into:
 Our current and future employees would need to be open and flexible to change
   Our leaders, managers and employees drive a work environment where we can
    challenge the status quo for improved business outcomes
   We encourage constructive dissent to arrive at superior solutions
   We take calculated risks to deliver best-in-class products and services to our
    customers and stakeholders

The employment experience we envision:
 I am part of a challenging and dynamic work culture!
   My constructive dissent finds a voice at Mahindra AFS
   It is okay to take well-reasoned risks, even if they have a chance of failing
   My leaders and manager encourage me to look beyond!

How it manifests:
 Our people have an openness and eagerness to try new things in order to find the
  best possible way of getting things done
   We are good at publicly appreciating employees who have successfully challenged
    typical ways, mindsets and conventional thinking through fresh and solution-
    oriented ideas

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How do you live it?
 Be willing to actively listen to divergent views
 Be open to other people’s ideas and provide suggestions to build on the idea
 Look beyond the status quo, willing to try new and breakthrough practices
 Be open to taking risks after weighing the pros and cons of the situation

   What you should not expect
 There will be a policy for every decision
 Changing status quo is not my job
 Your idea will be accepted every time

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Element 2: Bring alternative thinking at workplace

Having challenged conventions, apply innovative thinking approaches for arriving at
solutions which add value to the organization. Go beyond the status quo to create
fresh and diverse perspectives for our customers and stakeholders.

What it translates into:
 Our leaders, managers and employees drive a work environment where we can
  bring innovative thinking into our daily work-life
   We create the ‘right’ mindsets and support systems to fuel alternative thinking
   We provide our people with rich, varied and diverse opportunities – to foster their
    ability to think differently
   We reward people whose ability to innovate has led to superior business outcomes

The employment experience we envision

   Diverse opportunities are available at Mahindra AFS to broaden one‟s experience
   My leaders and manager encourage alternative thinking!
   I have the flexibility and resources to pursue „out-of-the-box‟ ideas
   I feel elated when one of my ideas succeed!

How it manifests
 Our people have an openness and eagerness to try new things in order to find the
  best possible way of getting things done. Its reflected in our ability to come up with
  highly innovative products and services in the Auto and Farm businesses
   We have best-in-class ideations platforms such as i4, Akraman, IMCR-CRE for
    employees to contribute new ideas. Our Innovation cell aims to foster and incubate
    orbit-shifting innovations
   We are good at publicly appreciating employees who have successfully brought
    alternative thinking at the workplace
   We are able to provide budgets and resources to employees to implement their
    ideas

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How do you live it?
 Welcome transformation by bringing about changes in own work practices
 Look beyond the obvious, evaluate risky and breakthrough propositions
 Be passionate and committed to the innovation you are spearheading
 Work towards building broader skills and gaining varied exposure

What you should not expect
 That the need to bring in alternative thinking is someone else’s job
 That every idea you have will be adopted, people have different perspectives and
  sometimes what seems a good idea to you may not be the best outcome for the
  organization and its customers and stakeholders

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Element 3: Drive positive change in the lives of customers and communities

We at Mahindra AFS are deeply committed to our customers and communities and our innovative
solutions need to be in light of providing a superior customer experience.

What it translates into:
Our leaders, managers and employees drive a work environment where we use
alternative and innovative thinking to create a positive difference in the lives of our
customers and communities
 Every current and future employee is passionate about improving the lives of our
    customers and communities and enabling them to Rise
   We create the ‘right’ capabilities and systems to drive positive change across
    stakeholders

The employment experience we envision:
   I am proud of working at Mahindra AFS! Customers are at the center of everything we do
   Mahindra AFS provides the necessary direction, capability and support systems to ensure
    customer and stakeholder centricity
   I am passionate to create a positive difference in the lives of my stakeholders

How it manifests currently:
 Customer first is a core value for Mahindra group. We exist and succeed only
  because of our customers and will continue to have an unwavering focus on our
  customers. We are proud of our employees’ passion and commitment to delight
  our customers
   Our Leaders emphasize stakeholder focus and more importantly – walk the talk
   It’s great being associated with an organization that makes such substantial
    contribution to the community - we’re very proud of our ESOPs
   We are good at publicly appreciating employees and teams who have created a
    positive change in the lives of our customers and stakeholders

How do you it:
 Evaluate innovations in terms of their positive impact on end stakeholders
 Question and analyze the stakeholder experience at different touch points;
  incorporate those new practices and innovations that improve the experience
 Display unwavering passion and commitment and own customer and stakeholder
  outcomes
    What you should not expect
 That the changing environment will mean that the ‘customer’ is always easily
  identified & is easily accessible to all

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 Rules and processes dictating how to provide great service to stakeholders will be
  available
 That you will always be able to deliver what is the most-pressing need in your
  community. However, you will be expected to try your best to help the community
  find a solution

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Section 5: Mahindra Experience

The 3 elements that comprise the Mahindra Experience describe the kind of
culture and operating environment we aim to create for our people to thrive and
enable them to RISE

These elements will be used to set expectations for future employees, highlight
the experience we want to create for our employees and identify what will be
required from the organization to deliver on these commitments.

Element 1: Recognition for outperformance

At Mahindra AFS we expect each of you to not only perform, but outperform. To do
something breakthrough, to think differently and achieve something big! We want each
one of you to excel and we will recognize you for your excellence. We are determined
to create a high performance culture at Mahindra AFS, one that encourages you to
realize your true potential, and acknowledges those who go the extra mile

What this translates into:
 Outperformance does not merely mean achieving regular business goals and
  targets. We define outperformance as when an individual or team has achieved
  exemplary results in a business, customer, process or people area in either one or
  combination of the situations:
       -   Has never been done before
       -   A significant challenge and breakthrough accomplishment
       -   Carried out an assignment which was highly complex
       -   Involved a high degree of ambiguity in defining the outcome
       -   Required significant development of new skills
       -   Required a high degree of collaboration and dependency on multiple
           stakeholders

   We create a special recognition experience for people who have outperformed on
    any business, client, process or people aspect

The employment experience we envision:

   I feel happy contributing more than what is required of me at work. In fact, I‟m
    driven to excel at Mahindra AFS!
   I know that going that extra mile counts at Mahindra AFS!

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   My managers and leaders make me feel special when I outperform and achieve
    something big!

How it manifests currently:

   As our business is growing, we have several exciting development opportunities
    available for outperformers at each level
   We balance and deeply value both individual and collective performance
   We consistently build ‘stretch’ in our goals to willingly strive for higher performance
    levels
   We are good at publicly appreciating and recognizing employees who have
    achieved exemplary business performance
   We have several examples of young high-performers assuming significant roles
    and special assignments early in their careers

How do you live it:

 Own your performance – ask for feedback
 Be a self-starter with a high level of resilience
 Constantly benchmark and look beyond own department, organization and industry
  to bring in higher levels of performance
 Focus on building skills for the future

    What you should not expect
 Managers to own your performance. Whereas managers are an invested part in
  your success, the primary onus of your performance is on you!
 A narrow view of outperformance limited to achievement of Goals/KRAs/MoPs
 A single conventional career path for each role. There are endless opportunities for
  those who perform

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Element 2: Empowering environment

You are responsible for your own actions at Mahindra AFS. You have the freedom to
take your own decisions by using all resources at your disposal. We do, of course,
expect you to act responsibly and in line with our core values.

What it translates into:

   Our people consider ‘Taking ownership’ to be as critical as ‘Giving ownership’ –
    both are fundamental to creating an empowering environment. Each of us is
    accountable for both action and inaction
   Our leaders, managers and employees drive a work environment that supports
    freedom of choice and expression
   We encourage openness of dialogue and active listening across levels
   We encourage freedom of decision-making in our teams
   Our workplace is one where resources necessary for decision-making are
    accessible

The employment experience we envision:

   I feel that Mahindra AFS is an agile and action-oriented organization!
   My seniors delegate responsibility with authority
   I feel like an empowered member of Mahindra AFS
   I have the freedom to act responsibly with necessary support by my manager

How it manifests currently:

   We display the spirit of entrepreneurship by taking big-bets on new products
   Our leaders are good at communicating and connecting regularly with employees
    across levels through forums such as Reach Out, President’s lunch, coffees with
    AFLC members. Our top-down and bottom-up communication channels are strong
    with Leaders devoting time to dialogue with people
   We have control mechanisms and metrics across businesses to enable effective
    delegation of authority
   Many of our managers are ‘role models’ in providing their teams a highly
    empowered environment to carry out their work

How do you live it:

 Step forward to take on new and additional initiatives

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 Own the initiative and outcomes completely; be accountable for the results you
  produce
 Be a go-getter ………and do it consistently and with sincerity and rigour!!
 Be open to taking decisions

What you should not expect
 That giving empowerment is a one-way street. Equally critical, you need to take on
  new responsibilities to empower yourselves at the workplace
 Constant guidance and direction from your manager for activities that are your
  responsibility
 Rules and policies dictating all formal approvals and delegation of authority
  relationships

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Element 3: Abundant learning opportunities

Mahindra AFS offers a multi-faceted learning environment to its people and is deeply
committed to providing learning opportunities for you to grow and develop both
professionally and personally. Of course, it will be up to you to make the most of the
opportunities that come your way.

What it translates into:

   We provide challenging learning opportunities at an early career stage
   We develop our people for their current roles as well as prepare them for their
    future
   We equip our people with the freedom to choose their own learning programs
   Our leaders and managers are committed to providing people with the right mix of
    programs to address their ‘holistic’ development needs

The employment experience we envision:

   My learning curve is steeper than my peers at other organizations
   Mahindra AFS helps me gain varied and valuable skills that I require to succeed here
   My “real” development needs (both technical and behavioral) are taken into account for both my
    current and future role
   I can apply my learnings on the job

How it manifests currently:

   There are many examples of ‘Young Leaders’ at Mahindra AFS whose career
    trajectory boasts of early, challenging assignments and roles, and meteoric rise
    based on outperformance
   We have an exhaustive calendar of development programs that employees can
    nominate themselves
   There are several examples of employees who have moved across varied
    functions and roles. Our people have gained from diverse opportunities
   Many of our managers are ‘role models’ in providing their people with the right
    guidance and opportunities to achieve professional growth

How do you live it:

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 Openly share career aspirations with your manager and seek inputs on capability development
 Focus on self-development and constantly strive to learn from your colleagues
 Work towards building broader skills and getting varied exposure
 Be willing and open to move and rotate to take up new assignments

What you should not expect
 Managers to own your learning & development goals. Whereas managers are an
  invested part in your success, the primary onus of your learning is on you!
 The measure of learning to be number of training days. It will be about better
  results and proven on the job knowledge and contribution
 Opportunities based on tenure rather than performance
 Work to come to you

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