CII National HR Excellence AwardIn an e˜ort to popularise the HR Excellence Model, CII will train a Senior Member of every participating organi-zation on CII HR Excellence Award Model,

11TH EDITION2020

CII National HRExcellence Award

No part of this publication may be reproduced, stored in a retrieval system, or communicated in any form by any means( be it electronically, mechanically, through photocopy or recording, or otherwise), without prior written permission from the Confederation of Indian Industry.

Ver 2.0 March 2020

AcknowledgementWe wish to thank the CII National Committee on Leadership and HR, Participant Organizations, Assessor Community who over a period of time have sounded us out on the potential changes to make the model contemporary. Also, we wish to place on record the support of our Member Organizations Aditya Birla Financial Services Ltd, Amararaja Group, Hindustan Unilever limited, Kirloskar Group , Saint Gobain Limited and Tata sons whose representatives worked tirelessly by volun-teering to be a part of the Core group for the release of the revised version of CII National HR Excellence Award Model , in 2019.

11TH EDITION2020

11th CII NationalHR Excellence Award

CII announcesthe launch of the

ContentsIntroduction

HR Excellence Model

Award Assessment Process

Recognition Methodology

Category Description & Application Fee

Application Process

Application Document

Human Resources Excellence Award Criteria

1. Leadership

2. Human Resources Strategy

3. Learning and Development

4. People Well Being, Engagement & Inclusion

5. Human Resource Management Processes & Practices

6. Results

Assessment and Scoring

Scoring Matrix – Enabler- OPEL

Scoring Matrix – Results- OPEL

Scoring Summary Sheet

Registration Form

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© Confederation of Indian Industry 2020

The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the development of India, partnering industry, Government, and civil society, through advisory and consultative processes.

CII is a non-government, not-for-profit, industry-led and industry-managed organization, playing a proactive role in India's development process. Founded in 1895, India's premier business association has around 9000 members, from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 300,000 enterprises from around 276 national and regional sectoral industry bodies.

CII charts change by working closely with Government on policy issues, interfacing with thought leaders, and enhancing e�ciency, competitiveness and business opportunities for industry through a range of special-ized services and strategic global linkages. It also provides a platform for consensus-building and networking on key issues.

Extending its agenda beyond business, CII assists indus-try to identify and execute corporate citizenship programmes. Partnerships with civil society organiza-tions carry forward corporate initiatives for integrated and inclusive development across diverse domains including a�rmative action, healthcare, education, livelihood, diversity management, skill development, empowerment of women, and water, to name a few.

India is now set to become a US$ 5 trillion economy in the next five years and Indian industry will remain the principal growth engine for achieving this target. With the theme for 2019-20 as ‘Competitiveness of India Inc - India@75: Forging Ahead’, CII will focus on five priority areas which would enable the country to stay on a solid growth track. These are - employment generation, rural-urban connect, energy security, environmental sustainability and governance.

With 66 o�ces, including 9 Centres of Excellence, in India, and 10 overseas o�ces in Australia, China, Egypt, France, Germany, Singapore, South Africa, UAE, UK, and USA, as well as institutional partnerships with 355 coun-terpart organizations in 126 countries, CII serves as a reference point for Indian industry and the international business community.

ObjectivesRegardless of sector, size, structure or maturity to besuccessful, Organizations need to establish appropriate management framework with clear purpose. HR Excel-lence Model is a practical tool that can be used in a number of ways.

As a tool for Self-Assessment by measuring the current status & thus identifying the gaps to stimulate solutions.

As a framework to position various HR initiatives & identify gaps.

As the basis to develop common understanding of various terms used in HR Management.

The HR Excellence Award aims to achieve the following:

To help improve Human Resources & performance practices, capabilities, by providing objective feedback for improvement to each applicant.

To facilitate communication and sharing of information in best practices within and among organisations of all types; and

To recognize organisations for Excellence in Human Resources practices and programs.

Introduction

11th CII National HR Excellence Award 2020

1© Confederation of Indian Industry 2020

The HR Excellence Model is developed based on Frameworks used in Global Excellence assessments & contemporary models worldwide. Many inputs have alsobeen taken from the emerging HR Trends & India specific compliancerequirements along with inputs from various stakeholders in the Excellence community.Applicants will be assessed as per the CII–HR Excellence Model, as shown below:

The Applicant organization is scored on a scale 0 to 1000 points using the CII-HR Excellence Model. The six boxes in the model correspond to the criteria, used to assess the applicant Organization’s progress towards HR Excellence.

The Results criterion is concerned with what the Orga-nization has achieved & is achieving. The Enablers crite-ria are concerned with how the results are being achieved.

Assessment Scoring SystemScoring will be done as per the OPEL logic explained below:

OPEL consists of four elements:

Outcomes

Processes and Practices

Evaluation & Assessments

Learning & Innovation

Applying the OPEL LogicThe following are the specific elements of the OPEL that are to be addressed.

OutcomesThis covers with what an Organization has achieved & is achieving. In an excellent Organization, the Relevance & Usability of the results will address the people needs &expectations and are in line with the HR strategy. Addi-tionally, Performance of the results will indicate favor-able Trends &/or sustained good performance, Targets for Key Results will be appropriate & would have been met or exceeded,Performance will compare well with comparisons & will have been caused by robust approaches. Criteria 6 alone corresponds to results in HR Excellence Model.

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CII-HR Excellence Model


LeadershipHuman Resources

ManagementProcess/Practices

Results

Enablers 600 points (60%) Results 400 points (40%)

Review, Learning & Innovation

Learning & Development

Human Resource Strategy

People well-being,Employee Engagement

& Inclusion



Evaluation & LearningThis covers what an Organization does to evaluate, assess & learn, thereby reviewing both the approach & the deployment. In an excellent Organization, the approach & its deployment will be assessed for regular measurement & thereby generating learning triggers. The review from the measurement, & learning will be used to identify, prioritize, plan & implement improvements/ Innovations to Approaches & Deployment as appropriate.

Processes & Practices for ApproachThis covers what an Organization plans to do and the reasons for it. In an excellent Organization, the approach will be sound-having a clear rationale with well-defined & developed processes & a clear focus on stakeholders needs. The approach is to be integrated to support HR strategy and policies in line with Organiza-tional purpose & linked to other approaches where appropriate.

Processes & practices for DeploymentThis covers what an Organization does to deploy / imple-ment the approach. In an excellent Organization, the approach will be implemented in all relevant areas across employee segments and applicable HR Processes in a systematic way with flexibility built in.

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Award Assessment Process

Step No. Process Explanation

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Potential applicants fill in the online registration form or share the same by email Website: www.ciihrexcellenceaward.com

Applicant submits the 50 pages (maximum) application document to CII on successful completion of the complimentary Assessor Training Workshop.

Senior Managers from Industry are selected as Assessors. They should have undergone an intensive 3 days HR excellence assessment programme on understanding the award criteria & assessment process.

Assessor team of 4 or more is appointed to each applicant. Assessors individually list strengths / opportunities for improvement (OFI) and score the organization as a part of self study. Team assembles at site to reach consensus score followed by the Site Visits to check the validity of application and clarify issues. Applications are re-scored and reports finalized. (Typically the whole process lasts for 3 to 4 days.)

Based on reports from site-visit teams, Jurors decide on the winners of the Award, Prizes and Commendation Certificates

Senior Assessors (leaders of the Assessment team) write Feedback Reports to all applicants identifying the strengths/opportunities for improvement. Score- ranges are also given for each criterion. On request, Senior Assessor visits applicant to discuss feedback report.

The HR Excellence Award, Prizes and Commendations are presented to the winning applicants.



Registration

Applicant SubmitsDocuments

Selection of Assessors

Assessment, ConsensusScoring and Site Visit

Jury Meeting (National Level)

Feedback Report

Award Presentation

HR Excellence Award – Presented to the Organization judged to be the best among the prize winners and role model of HR Excellence.

Prizes – Awarded to Organizations that demonstrate Excellence in development & Management of human resources through continuous improvement – the leaders.

Commendation Certificates – These certificates are given to Organizations, which have made good progress on their journey towards HR Excellence but fall short of the level attained by the prize winners, the criterion is to be decided by the Jury.

Awards & Recognition Presentation Ceremony would be held to recognize HR Excellence Award winner, prize winners and commendation certificate awardees. The following outlines the benefits to all applicants and winning companies:

Benefits of HR Excellence Awardapplicants: The Human Resources function of all participating companies will receive a certificate in recognition of their participation and involvement.

Participating companies will receive feedback & assessment score on their Human Resources program based on information provided.

HR Excellence Award winners, Prize winners and CommendationCertificate Awardees: The HR Excellence Award winning company will receive an engraved award in recognition of the achievement.

Companies recognized at any level (Award, Prize or commendation certificate) will receive a certificate of recognition.

Eligibility CriteriaAll Organizations operating in India are eligible to apply for the Award. The applicant must be actively in business at least for the past three years. A company/ Organization is only eligible to win the HR Excellence Award once in every three years.

Levels of RecognitionThere are four levels of recognition, starting from the commendation certificate for strong commitment and going up to the Award. These levels signify the various milestones which the Organizations can aim for as they progress on their journey towards achieving HR Excel-lence. Therefore, Organizations at di�erent levels of competitiveness can benefit from participating in the Award process.

Recognition Methodology

Commendation for SignificantAchievement in HR Excellence

Award

Prize for Leadershipin HR Excellence 600+

500-599

400-499Commendation for Strong

Commitment to HR Excellence

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Role Model

In an e�ort to popularise the HR Excellence Model, CII will train a Senior Member of every participating organi-zation on CII HR Excellence Award Model, “Free of Cost” at specially organised HR Assessor Training Workshop.

The nomination for assessor training workshop will only be accepted post receipt of award application fees.

It is mandatory for the coordinators of the Applicant Companies to have undergone the 3 days assessor workshop as an open programme or In-company programme

Complimentary Assessor Training Workshop

13th - 15th May 2020 Kolkata 10th - 12th June 2020 Mumbai

TIMELINES FOR 2020 AWARD PROCESS

1. Launch of the Award: March

2. Last date of Registration: 30th April

3. Complimentary Assessor workshop: May, June

4. Webinar for Assessors: July

5. Submission of Application Document: 30th June

6. Site Visits: 01st July – 30th October

7. Jury Meeting - November

8. Award Ceremony & Feedback Report – December

Category Description and Application Fee

CII MembersCOMPLIMENTARY HR EXCELLENCE

ASSESSOR TRAINING FOR “A SENIOR MEMBER”Exceeding Rs 20000 Cr

Between Rs 10000-20000 Cr

Between Rs 5000- 10000 Cr

Between Rs 2000- 5000Cr



Less than Rs 500 Cr

Rs 3,00,000

Rs 2,75,000

Rs 2,50,000

Rs 2,20,000

Rs 1,75,000

Rs 1,40,000

Rs 1,10,000

Business Organizations with turnover Participation Fees*

Non-Members

Exceeding Rs 20000 Cr



Between Rs 2000- 5000Cr



Less than Rs 500 Cr

Rs 3,10,000

Rs 2,85,000

Rs 2,60,000

Rs 2,30,000

Rs 1,85,000

Rs 1,50,000

Rs 1,20,000

Business Organizations with turnover Participation Fees*

*GST as applicable

(non-refundable in case of withdrawal)

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Application Requirements Applicants will submit an application package that consists of:

The Position Report (Requirements explained elsewhere) – Seven Copies

Application Fee as applicable. (Ref Page 6)

Site visit is part of the review process. Expenses for the site visit (Travel, Boarding & Lodging, local travel regarding site visit, both at site location and assessor location – ex travel to airport/ railway station) will be borne by the applicant.

Assessment Process Stage 1 – Assessment of each application by a team of qualified assessors followed by the site visit;

Stage 2 – Submission of report by the assessors;

Stage 3 – Review by distinguished Jury to determine award recipients;

Stage 4 – Feedback to applicants

Feedback ProcessAll applicants who complete the HR Excellence Awards process will receive the feedback report covering strengths, opportunities for improvement and score profile against each of the criteria.

ConfidentialityEach application will be reviewed by a Panel of Asses-sors. All applicants will be subjected to a site visit. The applicant will be required to facilitate an open and unbi-ased examination. Any applicant selected to receive recognition agrees to share non-proprietary informa-tion on its performance, practices and capabilities. An applicant can indicate in its application document or during the site visit that certain information is propri-etary in nature. The CII, members of the Panel ofAssessors and the Jury agree to keep such designatedinformation as confidential, except as may be required by law or order of a court. Members of the Panel of Assessors and the Jury sign Non-disclosure agreement to hold in confidence such proprietary information obtained in the course of assessment process for the award.

The process for submitting an application can be

broken into the following steps:

1. Read the application brochure to gain an overall understanding of the purpose of the criteria, scoring rationale and application process

2. Meet with HR sta� to assign responses to each aspect of the criteria

3. Develop draft response to each aspect of the criteria of the Model

4. Edit and develop final overall response to each aspect from the drafts

5. Submit overall Application Document as per format given on Page 8

Application Process



1. Applications should be: In Type-Script

In English

Text in 11 point Arial font and figures in 9 point Arial narrow

Numbered pages

Application documents to be spiral bound (for ease of processing)

Not more than 50 pages (sides) of A4 in total length

Note : The 50 pages will include

Table of contents

Overview

Support material

Glossary of terms

d. Overview

The overview is summary information about the applicant and its business (not exceeding Four pages), and should for example include:

Date of incorporation Principal products and services Purpose, vision, mission and values Employee profile, use of contract employees & special health and safety requirements Customer profile Competitor profile Major technologies, facilities and raw material Regulatory and safety environment Organisational structure

e. Support Material

Support material will comprise the bulk of the application and will generally have been derived from self-assessment of the organisation’s activities. This information must be closely aligned with the six Award assessment criteria. The criteria are carefully & deliberately phrased in non-prescriptive terms, to allow the freedom to present self-assessment information which is relevant to the particular business situation.

f. Glossary of Terms

Please give the description of all terms & abbreviations used in the Application document.

4. Sending the Application Document4.1 Seven copies along with the filled in registration form at Page 20. Completed Application Document should be sent, addressed to the contact person given on Page 21.

4.2 Applications not complying with the dates shown in the timetable on Page 6 will not be considered.

4.3 Applications not complying with the above requirements will be rejected.

3. The document should be divided into the following sections:a. Title Page The name of the organisation or business entity making the application, its address and the date of the application

b. Registration Form (page 20)

Please include a copy of the filled in Registration Form with the signature of the highest ranking HR o�cial. The signature authenticates that all the information contained in the application is correct, and the requirements of the submission and the eligibility are met and the associated costs will be borne by the organisation. The registration form is to be found on Page 20 of this brochure.

c. Table of Contents

Please give the page wise table of contents.

Application Document

2. Seven identical copies are required.



1. Leadership (120 points)Excellent Organizations have leaders who future proof the Organization with a clear purpose. They create a culture of trust, agility and act as role models. Leaders encourage customer centric behavior, and are flexible, enabling the Organization to anticipate and react in a timely manner to ensure the ongoing success of the Organization balancing needs and expectations of all stakeholders.

Areas to be addressed may cover:

a. How do leaders develop the Org's Vision, Mission Values & Culture & communicate them to all employees, partners (including consultants), stakeholders & customers?

b. How do leaders develop & role model ethics & values which support the creation of the "Agile, Inclusive (Equal Opportunity & Diversity) & collaborative Culture" across the Organization.

c. How do Leaders develop & improve Org structure to support delivery of its strategy & achieve its long-term objectives as well as measure the e�ectiveness of the Organization structure.

NOTES:

An organization may choose to have a Vison, Mission & Value statements or alternatively have a purpose statement with a code of conduct as appropriate.

Stakeholders may be defined by the Organization based on itsoperating environment & business context

f. How do leaders encourage & enable people participation & involvement in improvement activities for the benefit of "Environment, Society, People & other stakeholders"?

g. How do leaders involve themselves in recognizing both team & individual e�orts, at all levels within the Organization, in a timely & an appropriate manner?

d. How do leaders ensure their accessibility & respond positively to the people? How do they build their Leadership Brand & how they review & enhance the e�ectiveness of their Leadership behavior?

e. How do leaders engage with people & encourage customer centric behavior by enabling Organization policies & processes to meet the customer stated or unstated needs & expectations

Human Resources Excellence Model: Criteria

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Results






& Inclusion


2. Human Resource Strategy (120 points)Excellent Organizations implement their Mission & Vision by developing stakeholder focused strategy. They develop & implement people policies, strategies, objec-tives & processes aligned to the Business strategy considering a holistic picture. They value their people, creating a culture that allows mutually beneficial achievement of Organizational & personal goals.


a. How does HR ensure that various micro & macro HR related factors in the external environment & ecosystem are collected, collated, & provided with insights while formulating the Organization strategy. How does HR input into formulation of the Organization Strategy for varying time zones (short, Medium, Long)?

b. How does Organization Strategy cascade down to HR strategy factoring people performance indicator across the HR Processes from its management systemto meet the Organizational objectives. How does HR develop & deploy an analytics framework capable to analyze performance levels to assist HR & organization with meaningful insights?

c. How does the HR factor in di�erent aspects like Diverse Business Units, Geographies, Products & Employee Segmentation while arriving at HR Strategy (as applicable)? And how does the Org co-create the long term, midterm, & annual HR

e. What are the deployment mechanisms for the HR plans & how are they communicated? (including appropriate resources). How are the deployment & e�ectiveness of HR plans & its impact on Businessreviewed?

f. How does HR scan the environment (Internal & External) for Strategic HR risks across the time horizons? How does HR prioritize & mitigate the HR Risks. What mechanisms are used to identify blind spots across the business & take necessary actions to overcome the same.

g. Describe the changes in HR strategy formulation process over last few years, along with the reasons and spell out their measurable impact.

Plans. How does HR enable setting of clear goals & objectives for Agility,Innovation & sustainability &set platforms to track progress towards the achievement of goals?

d. How does the Organization define Strategic outcomes linking to prioritized HR Practices & corresponding performance measures with relevant targets & comparisons to achieve its strategic HR Objectives?

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NOTES:The Unit HR Strategy and the Corporate HR Strategy if applicable is to be linkedto the applicant’s business context. Based on the scope and complexity a flair of both may be elaborated to understand the development and implementation of the HR Strategy.



Results






& Inclusion



3. Learning & Development (120 points)Excellent Organizations endeavor to create a LearningOrganization. They institutionalize a culture of learning to future proof the Organization by developing peoplecapabilities to meet the challenges of the present & future. They leverage the ecosystem to create custom-ized learning experiences aligned to the all segments of people thereby adding value to the business.


a. What is L&D strategy to enable & enhance the org nization's core Vision, Mission & achievement of Strategic Objectives?b. How does the organization address Talent manag ment? How does it attract & engage prospective employees for learning about the role / career / organization?c. What practices are employed by the organization for identifying people competencies for the current & future requirements based on Business Scenarios, Employee Segmentation & Overall Employee Expectations/Experiences (OEE)d. What are the various practices, methods & tools adopted by the organization to develop its people competencies to bridge the identified gap (Based on External trends & soft skills) aligned to meet the short, medium & long- term plans of the Organization)e. What are the practices deployed by organization to develop people using Internal Training Resources / Subject Matter Experts / external sources / providers of knowledge to meet its L & D requirements?

i. What are the systems & processes deployed to assess & enhance the competencies of people in Business Eco system (eg.Outsourced/Third Party/Specialist associates/Resource EcoSystem (Recruiters,Security, Legal Consultants etc.) to meet the current & future organization requirementsj. How does the organization evaluate / measure the e�ectiveness of L&D interventions with intended Business Outcomes. How is culture of learning institutionalized across the organization to make it a Learning Organization?

f. How are people competencies enhanced & leve aged to ensure future employability & mobility across functional, geographical & business requirements?g. How does organization define its Leadership architecture? How does L&D build its Leadership Capabilities in terms of Roadmaps, Numbers & Quality of Leadership pipeline.h. How is the Knowledge & Competency of HR sta� equipped & leveraged to create & manage future ready workforce?

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NOTES:

People in the Business eco system could include all categories such as on rolls, off rolls, temporary employees,Contract partners, consul-tants etc. who are involved in adding value to the Organization through their contribution.

Customized learning experiences could include traditional to digital methods, new age learning aids etc. as appropriate based on the operating context and workforce dynamics.




Results






& Inclusion


4. People Well -being,Engagement & Inclusion (120 points)Excellent Organizations value their people & strive to create a work environment that caters to varying peoplerequirements.They create infrastructure, systems & processes, a support climate that is inclusive & consid-ers holistic wellbeing. They understand the needs & expectations, involve & engage people in a way that motivates them, builds commitment leading to a productive Organization.Excellent organizations deliver superioremployee experiences built on employee-centric processes & systems.

c. How does the Organization design processes concerning the Management of harmonious Employee Relations at all levels including grievance handling? How are relationships with formal employee representatives/ groups enhanced for mutual value add?

d. How does the organizationcollect ideas from di�erent stakeholders and remain connected to enroll people & engage them in designing programs that promote workplace health, safety & wellbeing?


Work Environment:a. How does the Organization ensure that it provides opportunities by creating an equitable & inclusive environmentas well as encourage a culture of mutual support & team spirit across employee segments, including for those involved in outsourced activities?

b. Describe practices within the Organization related to safe & healthy environment for all people, accessible infrastructure & facilities which support inclusion of everybody’s needs

e. Describe practices in the organization for a Healthy work-life balance considering the reality of a networked world, globalization & new ways of working to balance contrasting needs?

Employee Support Climate:a. Describe Processes/ Policies in the organization related to benefits (Financial & Non-financial), redeployment, redundancy etc. to sustain people involvement as well as provide cultural training & awareness to build an equitable & sustainable organization (e.g. POSH/ RPWD Act)?

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Results






& Inclusion


Employee Satisfaction:a. Describe the formal/ informal measures (like Surveys, focused group discussions, etc.) that are used by the Organization to determine key drivers that impact employee well-being, satisfaction, Communication needs & motivation for di�erent categories of employees?

b. How are indicators such as employee retention, absenteeism, grievances & productivity used to assess & improve work environment, employee support climate, & employee well-being as well as enhance satisfaction & motivation?

Employee Wellness:a. Describe the Organization’s Wellbeing & Engagement strategy which addresses a spectrum of holistic enablers across physical, mental, emotional and spiritual/purposeful wellbeing? How do they create awareness on healthy habits, ergonomics, etc. & ensure employee involvement in such activities?

b. How does the Organization design & deploy wellness programs for its employees which focus on holistic wellbeing?

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NOTES:

Inclusive companies build a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and are enabled to contribute to the organization's success.

Holistic Wellbeing encompasses the three pillars of physical, mental, emotional needsof people which when met will make people more purposeful and productive leading to a charged Organization.

POSH refers to Prevention of Sexual Harassment. RPWD refers to the Right of persons with Disabilities Act 2016.


b. How are benefits selected & tailored to the needs of adiverse workforce based on employment conditions, locations, gender etc.?

1. Describe the Organization's practices to ensure that the employee benefits (Financial & Non-Financial) are provided for outsourced employees beyond the statutory requirements, if any?

2. Describe the Organization's policies & practices that help people achieve performance, development & aspirational goals. How does the organization create appropriate recognition platforms for employees such as traditional /virtual / tech enabled ones to recognize their alignmentto the Business goals & objectives, as well as demonstrate desired behaviors which reverberate the organization culture & values?

c. Describe the Processes/ Practices for involving people at di�erent levels in identifying opportunities for improvement & participating in implementation of programs that have an impact on the business & the community at large

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5. Human Resource Management Processes & Practices (120 points)Excellent Organizations drive management systems through a framework of processes including Key processesthat enable & accelerate performancethrough the business ecosystem. The employee lifecycle processes need to be segmented appropriately to tailor them to the various categories of talent that must be tapped to achieve evolving business needs. A culture of communication with knowledge management would enable creating a culture of Hi performance enabling the achievement of Organizational goals


a. Describe the architecture of the HR Processes.How are theKey processes identified? How are processes designed, developed, managed & improved?

b. How does the organization monitor & measure performance of the key HR Processes? How is technology leveraged to enhance the e�ectiveness of the key HR Processes to deliver outstanding experiences to people?

c. How does Organizationmanage the processes of manpower planning, recruitment, career planning?

d. Describe Policies/Practices of the Org, for socially/ economically challenged sections of the society, PWDs (persons with disabilities) and management of diversity and inclusion in recruitment

g. How does the Organization gather information on communication needs and Employer Brand perception (internal, external, social media)? What are the various channels/practices deployed to promote dialogue across levels to e�ectively address the same?

h. What are the processes that are deployed to gather, consolidate and share knowledge amongst people in the organization? What and how are the knowledge management and transfer processes deployed to ensure smooth transition between di�erent layers of the organization and during transition?

e. How does PMS encourage, support & empower individuals & teams to enable a high-performance culture? How is the PMS process designed for people to provide continuous & real-time feedback to enable sustained high performance?

f. Does the Rewards, Recognition, Compensation & Benefits Policy / Practice of the company adopt a Total Reward approach? How are policies & practices designed & implemented to cover various types of Flexi-talent? (benefits for Temporary Sta�, Consultants, Fixed Term Contracts etc.)

NOTES:

The HR architecture can describe the taxonomy & hierarchy of processes with the details of how the key processes are arrived at. Today employees expect every element of their employee experi-ence, from work to development to rewards, to be accessible & easy to use on their mobile devices.




Results






& Inclusion



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6. Results (400 points)

6a Perception Measures (200 Points)People Perceptions can be presented on the various attributes which determine the satisfaction of the People on the Organizations processes.

Customer, Supplier,Partner and societal perceptions on the Organization’s people can also be presentedbased on the business context.

Perception data presented could be in form of Internal /External surveys, complemented by Dip stick surveys, complaints, compliments, testimonials, feedback etc.

Perception parameters presented could coverattributes under

Leadership

Learning & development

Well- being, engagement, involvement

Processes encompassing the employeelife cycle

Stakeholder perception of theOrganization’s people in the Business Eco system

NOTES:

Attributes presented should cover most HR Processes within/ outside the Organization based on the business context as appropriate.

People would include employees on rolls and external partners like contract workmen, temporary workmen, interns, consultants and anyother stakeholders contributing to the Organization based on the business context.

These need to be segmented appropriately with a3- year trend with Targets & comparisons for Key HR processes

6b Performance Indicators (200 Points)Performance / Lead Indicators are the measures that theOrganization tracks regularly to monitor, understand,predict and improve the performance of the Organiza-tion and impact perceptions positively

Performance parameters presented couldcover attributes under

Leadership

Learning & development

Well- being, engagement, involvement

Processes cutting across the Life cycle of the employee/people

Business results linked to HR such as productivity / value add etc.

People Indicators associated withstakeholders such as Customers, suppliers and society.

Strategic outcomes associated withpeople processes

These need to be segmented appropriately with a3- year trend with Targets & comparisons for Key HR processes


Panel of AssessorsThe Panel of Assessors consists of HR Professionals and Business Managers, trained on CII National HR Excel-lence Award Model Assessment or CII-EXIM Bank Business Excellence Model Assessment Process. The HR Excellence Committee of CII will arrange for a Panel of Assessors who will be responsible for assessing appli-cant Organizations. Each Assessor will be required to sign a Non-disclosure agreement. Assessors will be screened for any possible clash of business interest.

The applicant Organization is assessed as per the scor-ing guidelines (please refer to Scoring Matrix) for each of the Six Criteria and the total points awarded is arrived at, after assigning the corresponding weightages.

Site VisitsAll applicants will undergo a site visit to their facility. Assessors reserve the right to verify all programs and practices listed in the application document. Assessors may wish to review personnel records and other connected documents. Assessors may also want to conduct random interviews with employees/employee unions/associations.

RecognitionApplicants qualifying for the Recognitions will befelicitated at the HR Excellence Award Confluence.Applicants will also receive a Certificate of Participation for having taken part in the HR Excellence Assessment Process.

Assessment and Scoring

Scoring

CriteriaWeightages

(%)Maximum

points

120

120

120

120

120

600

200

200

400

1000

X 1.2

X 1.2

X 1.2

X 1.2

X 1.2

X 2.0

X 2.0

1

2

3

4

5

6

Sub Total

Results

Sub Total

Enablers

6a

6b



Total Points Awarded (600+400)

Scoring Matrix - Enabler - OPEL

Element -Approach for Processes& Practices

Score Attributes

Total for Approach 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

0% 25% 50% 75% 100%

Has a clear logic based on Stakehold-ers’ needs &expectations.

Approach is aligned with Business Strategy and linked to other approaches as appropriate.

Is systematic, measurable,repeatable, scalable and flexible in design to accommodate changes as appropriate

No evidence of a formal approach

Some Evidences of early

approaches infew places

Evidences of developed

approaches in many places

Clear evidence of mature approach-es in most places

Comprehensive evidence of mature

processes

Element – Deployment of Processes& Practices

Score Attributes

Total for Deployment 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

0% 25% 50% 75% 100%

Approach is consistently implemented in all potential areas

Implementation is systematic andexecuted in a planned manner and is measurable.

Implementation framework has the ability toabsorb changes asappropriate

Anecdotal Implementation

Implemented in few of the relevant areas

Implemented in many of relevant areas including the Key areas

Implemented in most of relevant

areas, with the key areas in totality

Implemented in all relevant areas in a

comprehensive manner

Overall Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Element –Evaluation & Learning

Score Attributes

Total for Evaluation & Learning 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

0% 25% 50% 75% 100%

Approach and its deployment are regularly measured and improved for its e�ectiveness and e�ciency

Internal and external learnings are used as triggers for improvement opportunities

Approach and deployment are improved based on learning & creativity and performance data

No evidence or anecdotal

learningReactive learning

Fact based and Proactive

Learning

Holistic, fact based and Innovative, learning from all

sources

Comprehensive evidence of

learning, feeding into superior

performance based on refined

approaches and deployment

Anecdotal Basic Competitive Advanced World Class

17



Scoring Matrix - Result - OPEL

Element - Relevance and Usability

Score Attributes

Total for Relevance & Usability 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

0% 25% 50% 75% 100%

Scope of results presented cover all relevant and important parameters with the associated Lead and Lag measures). Results are aligned with needs and expectations ofstakeholders

Results are appropriatelysegmented, timely and accurate.

No evidence of tracking results

Results presented, and relevance

established for few of the areas

involved, and not segmented

Results presented, and

relevance established for

many of the areas, and

including key results.

Segmented results are available

Results presented, and relevance

established for most of the areas.

Segmented results are analyzed for

improvement

Resultsarepresentedand relevance

established comprehensively

inall the areas involved

Scope and Relevance:

Overall Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Element – Performance

Score Attributes

Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

0% 25% 50% 75% 100%

Trends are beneficial/ sustained good performance for the last 3 years

Direction of Trends are beneficial with desired rate of change

Trends not monitored

Trends monitored with variations in

performance over the least 3 years

Positive trends /acceptable

performance evidenced for many results

over the last 3 years

Positive trends and/sustained good

performance for about most results including the Key

results for at least 3 years

Positive trends and/or sustained comprehen-sive performance for all results over at least

3 years

Targets are not set and monitored

Targets are Appropriate and

achieved for a few of the Results

Targets are defined & are achieved for many results,including Key

Results

Clearly defined & achieved for most of the Key Results along

with other results

Clearly defined and achieved for all Key

Results and have exceeded set targets

significantly

Trends:

Targets are set for the Key Results

Targets are appropriate (Relevant & refined with an element of stretch).

Targets are achieved

Targets:

Comparisons are not

available

Comparisons evidenced for a

few results

Established favorable results with appropriate comparisons for few of the Key

Results

Established favorable results with appropriate

comparisons for most of Key Results and few

are Industry Benchmarks

Global comparisons for all Key Results

presented, which are better than

Competition and most are

Benchmarks.

Comparisons are available for the Key Results

Comparisons are appropriate, within the industry and across the Industry as relevant

Comparisons are favorable

Comparisons:

Cause and e�ect

relationship not established

Enabling e�ect visible for a few

results and some evidence that

performance will improve.

Enabling e�ect visible for about many results & some evidence

that performance will

be sustained.

Enabling e�ect visible for most results and

good evidence in most results that

performance will be sustained into the

future

Enabling e�ect visible for all the

results and comprehensive evidence that

performance will be sustained.

The results are caused by approach

Causes:

Anecdotal Basic Competitive Advanced World Class

18



Scoring Summary Sheet

Criterion Score Awarded Factor Points Awarded

1. Leadership

2. Human Resources Strategy

3. Learning and Development

4. People Well Being, Engagement & Inclusion

5. Human Resources Management Processes and Practices

6a. Perception Measures

6b. Performance Indicators

× 1.2

× 1.2

× 1.2

× 1.2

× 1.2

× 2.0

× 2.0

Calculation of Total Points

Results

Total Points Awarded



Registration Form

1.1 Name of Applicant Organization

2.1 Name of the organizations contact person

2.2 Designation 2.3 Telephone

2.4 Mobile

2.5 Fax 2.6 Email

2.7 Contact Address (if di�erent from above)

3.1 Name of the Highest Ranking HR O�cial

3.2 Designation 3.3 Telephone 3.4 Mobile

3.5 Email

3.7 GST No. 3.8 PAN No.

3.6 CII Membership No.

4.1 Scope of Organisation

4.2 Size of the Organization (measured in average Full Time Employee strength in last 12 months)

4.3 Number of locations/sites 4.4 Annual Sales in Rs Cr.

Please indicate the type of process you will like to be part of:

Complete Process – Assessment and Award (Complete Application Document, Site Visit, Feedback Report and to beconsidered for HR Award and Recognition)

1.2 Address

Pincode

Number of employees’ world-wide

Number of employees in the Region

Number of HR sta� in Worldwide

Number of HR sta� in the region

Full Time On-contract Total

Only Assessment (Complete Application Document, Site Visit, Feedback Report but not to be considered for HR Awardand recognition).

20



Terms of Agreement :

FEE STRUCTURE (INR)

Participation fee to be paid within 30 days of raising the Invoice.

We understand that our application will be reviewed by a Panel of Assessors. We agree to host the site visit and facilitate an open and unbiased assessment. We agree to pay the application fee and bear all expenses towards the site visit.

We agree to nominate our HR-Head to be trained in HR Excellence Award Assessment Model and also agree to release him/her for Award Assessment for atleast one company.

We hereby give our consent to CII and other a�liated organizations to share the Good Management Practices; prevalent in our organization with others to promote the culture of sharing & learning, as a part of ExcellenceMovement.

If our organization is selected to receive an Award, we agree to share nonproprietary information on our successful performance strategies with other CII member Companies/ Organizations.

Notes:

1. Please submit the following documents:

Registration Form Participation Fees Application Document

2. This Registration Form serves as the letter of intent to file the Application

3. The purpose of this Form is to allow the HR Excellence Award Committee to adequately plan for the award administration. A copy of this Form will also be sent along with the Application Document.

(Signature of Highest Ranking HR O�cial)

Date:

Business Organizations with turnover Participation Fees for CII Members * Participation Fees for non- Members *

Exceeding Rs 20000 Cr




Between Rs 1000 – 2000 Cr

Between Rs 500 – 1000 Cr

Less than Rs 500 Cr

Rs 3,00,000

Rs 2,75,000

Rs 2,50,000

Rs 2,20,000

Rs 1,75,000

Rs 1,40,000

Rs 1,10,000

Rs 3,10,000

Rs 2,85,000

Rs 2,60,000

Rs 2,30,000

Rs 1,85,000

Rs 1,50,000

Rs 1,20,000

* GST as applicable

I agree with the above Terms of Agreement.

11h CII National HR Excellence Award 2020


Sumana DasConfederation of Indian IndustryCII-Suresh Neotia Centre of Excellence for Leadership

DC-36, Sector-I, Salt Lake City l Kolkata 700 064 l India

Landline: +91-33-6614-0100 l Direct: +91 33 6614 0133

Cell: +91-98300 79172 | Email: [email protected]: www.cii-leadership.in / www.cii.in