In its latest edition of "India's Best Companies To Work For-2009", The Economic Times in partnership with the Great Places To Work Institute, attempts to do just that.
Here's a list of India's 25 best workplaces:
- RMSI Pvt Ltd
- Intel Technology India Pvt Ltd
- Federal Express Corporation (FedEx)
- Aviva Life Insurance Co India
- Google India
- Qualcomm India Pvt Ltd
- Marriott Hotels India
- American Express
- NetApp India
- NTPC
- Bharti Airtel
- Agilent Technologies
- Classic Stripes Ltd
- ITC Ltd - Hotels Division
- Godrej Consumer Products Limited
- Hilti India Private Limited
- Corbus India Pvt Limited
- Tavant Technologies Pvt Limited
- Mindtree Ltd
- iNautix Technologies India Pvt Ltd
- Sabre Travel Technologies Pvt Ltd
- Johnson & Johnson Ltd
- Silver Spark Apparels Ltd
- Titan Industries Ltd
- Mando India Ltd
RMSI Pvt Ltd
Rank: 1
India HQ: Noida
Employees: 1457
Gender Ratio (F:M): 1:4.69
Employee Turnover: 8%
Best Practices:
There is more gravitas in the work culture of the company than the slew of awards it has won over the years reflects. It encourages its employees to diversify and rewards them for their out of the box efforts.
Intel Technology India Pvt Ltd
Rank: 2
India HQ: Bangalore
Employees: 2541
Gender Ratio (F:M): 1:3.65
Employee Turnover: 10%
Best Practices:
At every group in Intel, there are broad guidelines or deliverables set, but the culture is always steeped in how they could make things bigger, better. The chipmaker also believes in fully equipping with various tools for its workers.
Federal Express Corporation (FedEx)
Rank: 3
India HQ: Mumbai
Employees: 511
Gender Ratio (F:M): 1:4.68
Employee Turnover: 21%
Best Practices:
It isn’t just the camaraderie, though that drives the company loyalty Federal Express is reputed for; it’s the fairness that has become a hallmark of the organisation, something its founder-CEO Fred Smith instilled right at its inception.
Aviva Life Insurance Co India
Rank: : 4
India HQ: Gurgaon
Employees: 7713
Gender Ratio (F:M): 1:6.04
Employee Turnover: 15%
Best Practices:
It’s all about oneness here. Flowers are sent to new recruits’ homes a day prior to their joining the Aviva family. The MD recently sent out 800 personally-signed letters to employees thanking them.
Google India
Rank: 5
India HQ: Gurgaon
Employees: 1462
Gender Ratio (F:M): 1:0.93
Employee Turnover: 12%
Best Practices:
Hiring alone is the most important function for senior managers at Google. Engineers are allowed ‘20% time’ to spend on anything they are passionate about. Ergo, it comes as no surprise why Google stands out as a verb.
Qualcomm India Pvt Ltd
Rank: 6
India HQ: Mumbai
Employees: 984
Gender Ratio (F:M): 1:5.6
Employee Turnover: 6%
Best Practices:
At a time when various companies are laying off people, Qualcomm is reversing its role. In fact, the company is increasing investment in new ventures, CSR activities and doling out appraisals—twice a year. It has even doubled the life insurance coverage to twice the gross salary of employees.
Marriott Hotels India
Rank: 7
India HQ: Mumbai
Employees: 2566
Gender Ratio (F:M): 1:4.55
Employee Turnover: 15%
Best Practices:
Every company would like to embody the ‘mailroom to boardroom’ dream, where even the humblest employee has a fair shot at the corner office. At Marriot International, the very top slot still belongs to the 72-year-old John Willard Marriot Jr, but every other position is open to those who can make it and to prove its point, the company presents a whole list of former stewards and housekeepers who have gone on to become business heads.
American Express
Rank: 8
India HQ: Gurgaon
Employees: 5920
Gender Ratio (F:M): 1:1.3
Employee Turnover: 20%
Best Practices:
Out of about 70,000 employees, trust Amex people to know each other by name. Perhaps, it’s this personal touch which makes employees return to Amex. Manoj Adlakha, head of commercial cards business at American Express in India, who joined back after spending four years outside the company.
“It was my first job. While I had left Amex physically in 2005, I always used to miss it badly. It is the transparency and the Blue Box Values of people, integrity, teamwork, a will to win and personal accountability that brings people back to Amex,” he says.
NetApp India
Rank: 9
India HQ: Bangalore
Employees: 894
Gender Ratio (F:M): 1:4.69
Employee Turnover: 9%
Best Practices:
It’s not surprising to see the employees of NetApp play video games or cricket during their normal working hours as the company very clearly reposes its trust among its people to achieve the deliverables while having fun. For the software firm, which is very clear about its business
objectives, values play a key role in keeping its engine running.
NTPC
Rank: 10
India HQ: Delhi
Employees: 24,705
Gender Ratio (F:M): 1:18.2
Employee Turnover: 1%
Best Practices:
NTPC nurtures the spirit of enterprise with uncanny patriotism. “We light every fourth bulb in the country,” claims Prasenjit Pal, Chief Design Engineer, with pride. Pal has served NTPC for 21 long years, where the average stay sits at 24 years. Apart from drilling in a sense of ownership,
NTPC’s power drive seems to instill the confidence to perform. As Pal’s peer group points out, employees chip in 10-12 hours a day without a grudge. “When your seniors go to extremes to ensure a plant runs smoothly, you don’t think twice,” says Rajeev Agarwal, 53, DGM, project engineer (civil).
Bharti Airtel
Rank: 11
Location: Gurgaon
Employees: 9826
Gender Ratio (F:M): 1:5.85
Employee Turnover: 24%
Workplace Quotient
Sunil Bharti Mittal’s homegrown telecom empire communicates with its people even better. Talk therapy works best as the Bharti rank and file weave a common dream with immense pride. While that silhouettes a vision of transparency and growth, the ‘linking up India’ credo of the company fires up patriotic passion.
Best Practices
The company lives up to its ‘Express Yourself’ tagline by directing function-specific recruitment tools to distinguish high potential candidates in specific jobs. Again, tools like skip level meetings
(employees get to meet their skip or one level above their reporting managers) and reverse mentoring for mobile business board members by the younger generation, provide a level playing field across generations. Add to that robust leadership development initiatives across levels and better work-life balance (employees are discouraged to sit in office beyond 8 pm).
Staffroom
“The opportunity offered by the organisation to its employees to upscale and move across roles swiftly is definitely unique.”
The company lives up to its ‘Express Yourself’ tagline by directing function-specific recruitment tools to distinguish high potential candidates in specific jobs. Again, tools like skip level meetings
(employees get to meet their skip or one level above their reporting managers) and reverse mentoring for mobile business board members by the younger generation, provide a level playing field across generations. Add to that robust leadership development initiatives across levels and better work-life balance (employees are discouraged to sit in office beyond 8 pm).
Staffroom
“The opportunity offered by the organisation to its employees to upscale and move across roles swiftly is definitely unique.”
Agilent Technologies
Rank: 12
Location: Gurgaon
Employees: 1594
Gender Ratio (F:M): 1:2.54
Employee Turnover: 16%
Workplace Quotient
The new-age Agilent is at the helm of cuttingedge science and technological innovation and application. With the average age at 28 years, the tech czar leverages technology to enable information exchange, transparency, empowerment, collaboration and employee development.
Best Practices
Generation Y (Gen Y), 50% of Agilent’s workforce, naturally is at its core. So all initiatives are directed to touch the youth. That includes compensatory off and travel during weekdays. Also, employees are given four hours of paid time off every month to work on Agilent’s CSR initiatives.
Staffroom
“Great work culture, good work/life balance and ample opportunities for growth.”
Classic Stripes Ltd
Rank: 13
Location: Mumbai
Employees: 306
Gender Ratio (F:M): 1:3.08
Employee Turnover: 14%
Workplace Quotient
No union leader can match the founder of Classic Stripes Kishore Musale when it comes to fair treatment and caring for employees. It comes as little surprise why this manufacturing unit, located in a completely unionised belt, has never had to deal with an employees’ union.
Best Practices
The company earns its stripes through the community. It adopts villages for the development of rural and tribal villagers. The company’s relationship committee, a blend of workers representatives, lower, middle and senior level managers, discusses various issues across levels, is empowered to take decisions and execute. A complaint reporting mechanism is also made accessible to each employee across the board.
Staffroom
“Here everything is unique and outstanding. This is not a company or work place but this is a family where we give the best to the organization.”
ITC Ltd - Hotels Division
Rank: 14
Location: Gurgaon
Employees: 6012
Gender Ratio (F:M): 1:11.8
Employee Turnover: 9%
Workplace Quotient
If great hotels were good social ideas, ITC’s Hotels Division takes the cake. That’s largely because the hotel community works as one big family, serving dollops of commitment to a common goal.
Best Practices
Once hired, it’s a never-ending engagement. There’s even postretirement counseling on health and finance matters for the retiree and spouse. Besides, they are provided medical reimbursement as long as they live. With more than 200 associates/managers from the DAP (Differently-Abled People) category, the company conducts elaborate programmes to educate all
employees on disabilities and how to work with disabled people.
Staffroom
“The love, caring and growth represented by this organization, makes it one of the best organisations to be associated with.”
Godrej Consumer Products Limited
Rank: 15
Location: Mumbai
Employees: 569
Gender Ratio (F:M): 1:12.23
Employee Turnover: 10%
Workplace Quotient
A chip off the old block, GCPL is known for a high degree of empowerment, work/life balance and good working environment. Employees feel secure and confident that even during difficult times, the company would not ease them out.
Best Practices
The GCPL people can talk endlessly on the company’s EVA model-based performance-linked variable remuneration (PLVR) and the team-oriented ‘Project Parivartan’. There is also this ‘Flexi Pay Policy’, wherein managers can decide the composition of their salary under various heads, like HRA, LTA, food and education allowances etc. based on their needs.
Staffroom
“The organisation offers unrestricted freedom of expression as well as action in matters concerning development activities and excellent training to hone one’s skills.
Hilti India Private Limited
Rank: 16
Location: Delhi
Employees: 341
Gender Ratio (F:M): 1:14.16
Employee Turnover: NA
Workplace Quotient
Small is beautiful and Hilti demonstrates that to the hilt. With an effective performance management system and a strategic management development model, this company has all the trappings of an organization on the move.
Best Practices
Hilti sports the red badge of courage by tying up its teammembers with its unique ‘Red Thread’, which is the company’s global framework for selecting, developing and coaching employees. Besides, a 2-3 day team-wise culture intervention planned for all team members every year-and-a-half, enables employees realize the company’s vision and goals with renewed vigour and determination.
Staffroom
“Culture of company and freedom to work gives us a feeling like you are running your own business.”
Corbus India Pvt Limited
Rank: 17
Location: Noida
Employees: 323
Gender Ratio (F:M): 1:1.64
Employee Turnover: 9%
Workplace Quotient
Plug in to work and play in equal degree. Corbus India’s transparent and accessible management culture has produced a fun and friendly place to work where employees rave about their professional growth and the spirit of oneness.
Best Practices
High on the ex-factor, flowers and missing-you-cards are sent out for former employees. The twin recreation clubs — Chaupal and Taffari — are also quite a draw, as are inhouse functions like ‘Family Day’, wherein spouse and kids visit the workplace. And nobody’s complaining with the Corbus Cultural Committee organising events, like Corbus Week, Monthly Event, Get-Together, Annual Day et al.
Staffroom
“Personal care to the needed either emotional or financial. This makes my CORBUS a good place to work.”
Tavant Technologies Pvt Limited
Rank: 18
Location: Bangalore
Employees: 504
Gender Ratio (F:M): 1:0.25
Employee Turnover: 19%
Workplace Quotient
At Tavant, employees supported by accessible managers work hard and party harder. About 60% of employees can work from home and almost everyone uses some aspect of their flexible working policy.
Best Practices
The top 10% key performers in the company — ‘Bar Raisers’ — form part of the selection process (mandatory). They have a veto power in the selection and direct access to the CEO in case of nonconcurrence in hiring. Tavant has an internal whitepaper contest that helps employees venture into new areas, especially emerging technologies that they may not be exposed to in their current projects. Those who submit well-researched whitepapers gain recognition and attractive prizes.
Staffroom
“Tavant is an ultimate place to be at. Its culture fastens an all round development of an individual.”
Mindtree Ltd
Rank: 19
Location: Bangalore
Employees: 5239
Gender Ratio (F:M): 1:2.8
Employee Turnover: 15%
Workplace Quotient
Exemplary when it comes to cascading values down to the lowest level of employee, MindTree lives by its DNA of imagination, action and joy. At its core, lie the much touted CLASS values — Caring, Learning, Achieving, Sharing, and Social Responsibility.
Best Practices
In the PAL (Parent, Anchor and Leader) induction programme, each batch is divided into three houses (the Houses of Imagination, Action and Joy) and each house has 200 campus minds and a PAL (Parent, Anchor and Leader). But the minds are without fear as both immediate and longterm goals are addressed. Hence, short-term projects and practices as well as longer-term objectives of instilling selfleadership, values and professionalism, are given their due.
Staffroom
“MindTree is my family which provides me all my requisites. I am not working here, I am at home when I am here
iNautix Technologies India Pvt Ltd
Rank: 20
Location: Chennai
Employees: 2133
Gender Ratio (F:M): 1:1.97
Employee Turnover: 12%
Workplace Quotient
Techies with a common takeout, those who work for iNautix are ecstatic. The CSR programme too gets a decent round of applause from the employees.
Best Practices
The company’s informal mentoring programme provides opportunities to all global employees regardless of their location, level, business or function. Mentors and mentees are paired through an automated ‘matching’ system called the informal mentoring system (IMS). The mentor-mentee relationship then blooms into a positive equation for long-term objectives of the company.
Staffroom
“We are part of a firm that truly values diversity at workplace. We are part of a firm that ‘cares’ for employees.”
Sabre Travel Technologies Pvt Ltd
Rank: 21
Location: Bangalore
Employees: 349
Gender Ratio (F:M): 1:3.36
Employee Turnover: 10%
Workplace Quotient
Caring and sharing are the central pivots for developing an open and accessible culture. True to its calling, Sabre’s social responsibility programmes stand out, including a blog that shares volunteering experiences.
Best Practices
The company’s ‘Give Together’ campaign allows employees to participate in activities that generate funds for charities of their choice. The firm views the event as an opportunity to ignite collective creativity and fun.
Staffroom
“The culture is very open, everyone is approachable. The top management is very clear in sending right messages to the employees at all levels.”
Johnson & Johnson Ltd
Rank: 22
Location: Mumbai
Employees: 2144
Gender Ratio (F:M): 1:6.05
Employee Turnover: 10%
Workplace Quotient
This is where the employees’ behaviour resonates the core ‘Credo’ values, making J&J an ideal company in the area of internal branding.
Best Practices
Every year, all employees complete a confidential online survey that allows them to express their opinion about how the company is being managed against its Credo values. The senior management then goes on roadshows to explain the survey results to employees and gain feedback on critical actions necessary for organisational improvement.
Staffroom
“The organisation teaches ethics, fair business policies and tries to inculcate a fair work culture.”
Silver Spark Apparels Ltd
Rank: 23
Location: Bangalore
Employees: 2143
Gender Ratio (F:M): 1:0.15
Employee Turnover: 9%
Workplace Quotient
The company is a subsidiary of Raymonds that goes by ‘The Complete Man’ punchline.The 90% women workforce at Silver Sparks ensures there’s a hand of woman behind every man. Undoubtedly, Silver Sparks continues to guarantee financial and social freedom for its women workforce, often from the weaker sections.
Best Practices
The management staff and welfare officer wins the hearts of their people by visiting their houses and meeting their parents. Parents, too, are invited to the factory to understand the culture, style of working and other facilities of the company. They also get an opportunity to talk and dine with the senior management staff.
Staffroom
“Our company gives scope for development of women; there is good discipline; there is good salary and respect”
Titan Industries Ltd
Rank: 24
Location: Bangalore
Employees: 4206
Gender Ratio (F:M): 1:3.56
Employee Turnover: 7%
Workplace Quotient :
Titan instills career development and skills enhancement among its employees with clockwork precision. Overall, one gets a flavour of an organisation with solid public sector-like foundation.
Best Practices :
With a focus on blue-collar recruitment, hiring is chiefly done from schools in backward areas.When the company was started in the late ‘80s, it had recruited the young from schools, covering the most backward areas of Tamil Nadu.They still do.
Staffroom
“The company is not task oriented, rather it is people oriented. Here the values of people are respected, which makes everybody to feel proud to work in this organisation.”
Mando India Ltd
Rank: 25
Location: Chennai
Employees: 691
Gender Ratio (F:M): 1:2.64
Employee Turnover: 20%
WORKPLACE QUOTIENT
For a precision auto components manufacturing company, Mando is unusual too for its focus on women employees. The company encourages, supports and empowers women to take up and succeed in shop-floor engineering jobs as well.
BEST PRACTICES
Diversity in the regional mix gives an opportunity to use the natural strength of people with knowledge from different parts of the country and to bring them to the shop-floor. A minimum 30% of women representation, even on the shop-floor, gives a sense of empowerment. Women employees are also provided with special facilities like exclusive women’s hostel and women’s forum to address issues related to prosperity and welfare.
STAFFROOM
“Mando India is a true representation of India where people from Jammu to Andaman work like a family.”
0 comments:
Post a Comment