NHRD Journal - National HRD Network

• Cross Functional Teams (CFTs) on critical
projects are formed which give exposure to
young managers which fosters Team
Working, Experimentation - tolerance for
failure, Empowerment, Innovation and
Learning.
• Stretch Assignments such as employees at
Manager/Sr Manager level acting as
Department Managers (General Managers),
selection of Area Managers as Regional
Managers, etc.
• Clear Career Growth Paths
• Fast Track for high performers and high
potentials
• Normal Track for good performers
• Extended Track growth for solid citizens
Change Initiatives for Technicians
(Workmen)
After the VRS of 2001 & 2003, focused
interventions for Technicians were launched
to bring in positive culture and mindset change.
To achieve this, training initiatives were
introduced to educate and change the mindset
of workmen. Another big impact was created
by the participative approach in resolving IR
issues through Employee Relations
Development Committee (ERDC). Structured
communication channels have also helped the
company not only to manage the Industrial
Relations but also to evolve a environment of
trust, confidence and mutual cooperation.
Company has also created opportunity for
developing family connect through 'Parivar
Milan' (Weekly half-a-day event in which
approx. 40 technician families are invited for
plant visit) and 'Family Day' (Annual event in
which all the Maruti employees along with
their families, are invited for a evening full of
entertainment, fun and celebration).
Subsequent to this Company has also
introduced Reward & Recognition program for
all employees.
Strengthening Internal Communication
Processes - directly lead by MD
• MD's quarterly Communication Meetings for
young managers and for middle managers
• MD's quarterly informal 'Tea-Group'
meeting with young managers
• ED (HR)'s quarterly Communication
Meetings for young managers and for
middle managers
• ED (HR)'s quarterly informal 'Tea-Group'
meeting with young managers
2007-08 onwards, Maruti is now entering into
the third phase. This is going to be the most
critical and will define the future of Automobile
Industry as well as Maruti.
Now we are looking at re-defining our
Business Strategy & Plan as well as continue
our journey on Organization Change at Maruti
Suzuki. As per our honest evaluation, we have
covered only 50% -- 60% of the distance so far
and thus have to continue our journey to reach
the destination by 2010 --
November 2007 NHRD Journal 121