92 At the heart of sustainable talent management lies the commitment to provide continuous opportunities for upskilling and personal growth. A sustainable approach to talent management at Sai comprises: 1. Diversity and Inclusivity 2. Performance Management 3. Training and Development including focus on career growth 4. Workplace culture that considers employee wellbeing, quality of relationships, work-life balance 5. Employee recognition Our goal and approach Talent Acquisition in Sai partners with long tern business goals of the organization. TA process is transparent and finding the talent is purely based on the knowledge and skills required for the envisaged position. To attract sufficient talent pool, open positions are advertised through job boards, social media platforms, physical & virtual recruitment drives. We offer internships and apprentice to nurture and build young talent pipeline. Candidates are assessed and evaluated on attributes such as functional knowledge, learning ability alignment of individual values to Sai values, rated on a scale Star, Meritorious, Adequate, Reasonable and Trailing (SMART) criteria. We also use multiple ways to contribute to a high-performance culture. The approach includes training, upskilling and performance linked pay. Candidates are selected purely on merit basis and equal opportunities to the job applicants, free of any direct or indirect discrimination. Employee Referrals to foster D,E&I: We promote the recruitment of potential candidates through employee referrals, with each employee receiving a reward upon successfully selecting a candidate. We actively foster gender diversity by offering an incentive scheme for successfully selecting a female candidate in addition to veterans (ex service men), differently abled, LGBTQ, etc). Performance management Performance Management System A systematic performance appraisal process is in place to rate each employee’s performance and interlink their annual appraisal w.r.t performance. As per the policy, 78%* employees were eligible for appraisal during the reporting year. We conducted performance appraisals for all the eligible employees as part of our annual performance management system. *The % is calculated based on total employee count at the end of the FY. The cut-off date for inclusion in annual appraisal for a given FY is Oct 1 of that year. Employees who join after Oct 1, shall be included in appraisal for next FY. Also, employees who are in notice period at the time of performance review are not included in the appraisal cycle. Junior Management 49% Middle Management 44% Senior Management 7% We promote a high-performance culture by offering Delivery Linked Performance Pay (DLPP) for exceptional performance in meeting organization’s goals. The DLPP is offered to employees belonging to Level 3 and above with the potential to positively influence the performance of the project and delivery with highest QOTIF (Quality On Time In Full). In the reporting year, we awarded DLPP to 579 employees. A total of 11% promotions were awarded in the PMS cycle of the reporting year. We continue to strengthen our compensation & benefits practices towards making us a role-based, high-performance organization. Talent Management
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