2. Our integrated performance
  3. Human capital

Human capital

Fostering a
people-first culture

Our people are the most important pillars of our success. Their relentless efforts and dedication enables us to progress. Our employees embody the values of trust, transparency and teamwork and translate them into their professional conduct every day. We have a diverse set of people across skill sets, races, nationalities and gender.

We are committed to providing our people with a nurturing environment, enabling them to unleash their full potential. We provide them with the tools of continuous learning and upskilling through a structured 70:20:10 learning process for all employees.

Different leadership and grooming programmes are conducted across all levels to build a sustainable leadership talent pipeline. We conduct regular learning and development programmes all year round. These include New Hire Integration Programme for new recruits and Young Leader Programme (YLP) and Accelerated Leadership Programme (ALP) for nominated employees to enhance leadership skills. Similar programmes are being conducted for our shop floor employees as well.

In order to enhance the approachability of our management, we launched the Leadership Soundboards programme in April 2018. As a result of the initiative, members of the executive leadership team at Schaeffler India engage closely with 5-6 employees periodically on aspects such as business growth, challenges, outlook and so on. We have completed several such soundboards across our plants and regional offices so far and have received encouraging response from our employees.

We engage with our employees via our internal portal called the S-Connect. It is a platform for communicating important announcements; rolling out global projects; and creating quick, transparent and seamless connect with employees across multiple plants and regional offices.

Case Study 1: Cultural transformation

Objectives

  • Drive a clear understanding of the rationale behind the merger
  • Bring about greater acceptance and adaptability to change
  • Create a positive and encouraging environment for change

Challenges due to the merger

  • Different size, processes, maturities and culture of the three legal entities
  • Insecurities and questions in the minds of employees

Process and current status

  • Pool of 44 multipliers underwent a 'Train the trainer' workshop
  • Change catalysts took ownership to conduct workshops for employees in the plant and different regions
Location Batches Target Attendance Completion
Hosur 11 335 272 81%
Pune 12 357 301 84%
Maneja 14 461 392 85%
Total 37 1,153 965 84%

Impact

  • Increased comfort among employees, resulting in better transition and mitigating insecurities arising from the change
  • Strengthened the 'culture of optimism'
  • Inculcated greater transparency, which resulted in better teamwork

Case Study 2: Promote diversity and inclusion

Objectives

  • Strengthen our position as the 'employer of choice'
  • Build a more balanced workforce through an inclusive approach

Process and current status

  • Our focus is two-dimensional: cultural assimilation and gender diversity
  • We launched the diversity-focused employee referral scheme in October 2018
  • We have been hiring women from campus since 2015 and this will continue in the future
2019 2018
Total number of employees 2,846 2,904
Number of women employees 75 53
Diversity ratio 2.6% 1.8%

Impact

  • We are an 'equal rights' employer
  • We get access to a competent employee pool comprising returning mothers, young engineering aspirants and so on
  • Overall, we have fostered an environment of openness to varied perspectives and cultural acceptance to different people