| KRA (Accountabilities) | Supporting Actions | |
|---|---|---|
| KRA1 | Strategy, Policies, Procedures, Systems and Practices | Provide support to the BCOE Head for the contextualization, designing, development and customisation of strategy, guidelines, policies, frameworks and processes pertaining to succession planning, leadership development, and other aspects pertaining to talent development and engagement •Communicate and roll out the policies, frameworks and processes across the Business •Ensure consistent interpretation and implementation of policies and processes across the Business •Gather feedback from Verticals and stakeholders and periodically review and revise policies, procedures, systems and practices aligning them to changing Business needs •Impact and influence stakeholders for implementation with quality and timeliness •Review and revise systems for feedback, inputs, review of performance of policies, procedures, systems and practices by benchmarking and leveraging Best practices |
| KRA2 | Leadership Development | •Plan, design and implement customized initiatives to ensure effectiveness of Leadership development for JB 1-6 Talent & Successors across UltraTech aligned to the business needs and the Group philosophy •Develop and recommend customized development plans for identified Talent and Successors •Design and implement Accelerated development support for key Talent and Successors •Facilitate Talent Councils and the implementation of their actions in order to keep an eye on the state of readiness with respect to talent and organizations succession pipeline •Create avenues to engage with Talent and garner greater visibility for them with Leaders •Design and implement initiatives to leverage internal capability of Talent to build next in line Talent and further strengthen the succession pipeline |
| KRA3 | Talent Engagement | •Design the process for the Talent Engagement Guidelines and its implementation across UTCL Design customized solution for Talent for long term retention. •Ensuring Talent development and involvement in the various initiatives happening in UTCL. Review and feedback from the Talent for their Engagement as a retention plan. |
| KRA4 | Succession Planning | •Implement processes for continual succession planning across Critical positions in JB 1-6 and cascade the same across verticals for Critical positions below JB 6 •Regular maintenance of Succession plans for all Critical positions •Reporting out depth of Succession plan to the BCOE Head |
| KRA5 | Change Management | •Support the BCOE Head during opportunities requiring change management, culture shift because of growth, transitions, mergers and acquisitions. •Design, roll out and monitoring of change intervention •Measuring success and monitor change progress |
| KRA6 | Benchmarking & Understanding of TM Best Practices | Benchmark existing Leadership Development Processes with industry best practices. Identify and implement innovative solutions to strengthen the Leadership development portfolio and deliver business impact. Monitor the implemented solutions for continuous improvement. |
| KRA7 | Compliance and Audits | •Audit Leadership development related processes and data in the Business to ensure effectiveness •Ensure regulatory and legal compliance of Leadership development related programs, practices, data in the Business |
| KRA8 | HR Capability Building | •Support in implementation of Group initiatives in Business and Units, and plan, design and implement Business initiatives to build capability among HR and Business managers on Leadership Development & Succession planning •Address queries and grievances of employees pertaining to these areas |
| KRA9 | MIS and Reporting | Development, management and maintenance of Leadership development MIS and data analytics. Tracking of critical HR metrics pertaining to Leadership Development and Succession planning on a regular basis and highlighting trends; Action planning to bridge gaps, if any. Providing periodic reports and dashboards to stakeholders as may be needed. |
