The best way to understand the work we do and the way we do it is to speak to some of our clients and we would be pleased to organise this for you. The next best option is to read the sample client stories that follow:

	Using our Socio-Economic platform to design appropriate and enduring HR solutions – A global giant sets up manufacturing in India
	Building a scalable foundation for HR – India’s Largest retail Venture in 2006
	HR Strategy Formulation for a start up MNC
	Designing and Implementing an HR agenda – A start up Retail Organisation
	Organisation Building for a Retail Organisation
	Design of an HR Blueprint for a Process Manufacturing Organisation
	Organisation Building and Human Resource Development for an Indian Multinational
	Ensuring the Performance Management System works
	Organisation Building and Human Resource Development for a Leading Textile-ancillary Manufacturer
	Leveraging the Performance Management Systems to manage talent as well as performance
	An initiative in Job Skill Development
	Revisiting the HR Blue Print

Context:

In 2005 the world’s largest mobile phone manufacturer decided to set up a manufacturing facility in Chennai. Given that this was the organisation’s first manufacturing facility in India, the key need was to understand the socio-economic setting and evolve an ER and workforce management blueprint that was in line with the environment in India. totus consulting was engaged to support this entire initiative, keeping the frontline workforce in mind.

Design:

We looked at the engagement from 4 dimensions.

	Building the right culture
	Designing the right organisation
	Managing employee well being
	Reaching out to the community

We started by understanding the local environment from several perspectives. We met the government officials, local villagers and other key stakeholders to understand current concerns and issues. We also met with other organisations that had set up operations in the same area and gathered their experience in terms of what worked well and learnings they had picked up. This background work helped us to align our recommendations with the realities of the local environment.

Our recommendations to the client included:

	The approach to employee relations.
	An appropriate staffing model for workmen.
	A training system to ensure cultural integration and development of skills among workmen.
	Systems for managing discipline and business conduct.
	Systems to manage performance.
	A staffing strategy that included detailed recommendations on the selection process.
	Guidelines for employment of contract labour.
	Conditions of work.
	Recommendations on benefits covering specifics like uniform, transport, cafeteria, medical, housing and so on.
	Proactive organisation level initiatives to involve employees.
	Community building initiatives that would help the organisation build rapport with the local population.

Impact:

Our recommendation provided the Organisation with a well-researched and robust platform to base all its workforce actions.

Context:

Given our significant expertise in retail, India’s largest retail venture approached totus consulting for advice and recommendations in hiring and managing the front line employees at the store level.

Design:

Given that the purpose of the blueprint was to get the people process started in this organisation, we looked at five specific needs.

	Providing a framework to design the frontline job.
	Providing a position description guide to support staffing
	Providing a comprehensive compensation recommendation
	Providing a HR policy reference guide
	Providing a recruitment guide.

The above five areas were identified as critical in establishing the talent acquisition process for this retail organisation.

The staffing strategy for the organisation was designed based on the nature of the market, the product categories in question and the nature of human interface required to manage them at every stage and also the quality and robustness of processes at the store level.

The job design for different jobs in the organisation was based on a deep study of the elements of each job.

A staffing mix and sourcing strategy based on the job design was also recommended.

Impact:

This input from totus provided the Organisation with the insights necessary to evolve its front-line staffing strategy as well as its front-line workforce management policies.

Context:

This multinational paint manufacturing Company was setting up a manufacturing unit in Chennai .Given the greenfield nature of the project the organisation engaged totus for a socio-economic survey that would pave the way for recommendations on the ER strategy.

Design:

A socio-economic survey both quantitative in terms of demographic data and qualitative in terms of sensing of the environment was undertaken. Based on this study we were able to advice the organisation on

	The best workforce model in terms of culture, climate, skills and staffing mix.
	The workforce profile in terms of qualification and experience
	The selection processes.
	Job skills training
	Employee relations strategy
	Advice on benefits such as housing, cafeteria, transport and medical facilities.
	An approach to local community building

Impact:

The recommendations provided a platform for the company to evaluate options and arrive at a considered approach in the setting up of its ER processes.

Context:

In 2002 when a large multinational retail firm wanted to start operations in India they approached totus to help them put in place a HR blue print that integrated the global corporate philosophy with the Indian context.

Design:

We helped this organisation on the following areas.

Banding: We created an appropriate banding system for the organisation that would take care of the needs of all job families.

Job design and role documents: Given that this organisation would be engaged in B2B operations rather than B2C, we aligned the job design to meet this specific need. Given also that this was a start up organisation we created role documents for all unique roles in the organisation.

Design and implementation of a staffing plan: We helped the organisation evolve a staffing plan that included a manning mix, sources for hiring and a selection process. We also supported the organisation in hiring by extending our selection expertise.

Compensation structure: Based on a survey of the external market, we recommended an appropriate compensation plan.

Design and implementation of an induction plan: We helped the organisation to create an induction plan that incorporated job skills development, information on the corporate values, beliefs and policies and also the socialisation needs of the new employees.

Work force management policies and processes: Given that this organisation was new to India it was important to have “India Friendly” work force practices, while also ensuring adherence to the corporate values and beliefs of the organisation.

Impact:

At an overall level this engagement helped the retailer put in place all HR systems that would be required at the initial stage. We completed our engagement by hiring the HR Head and the rest of the team.

Context:

The client is a pioneer in designing modular shop fit systems and custom made furniture. They have been in the business for about 20 years. Design and innovation is positioned as the USP of the organization. However, they were not geared as an organization to seize the opportunities of the booming retail industry because of the inadequacies in their structure and business processes. The dichotomy and the challenge was to remain entrepreneurial and innovative and yet have formal processes.

Design:

totus helped the client in designing their organization, developing and implementing a Performance Management System and positioning their people competitively in terms of their pay in the industry.

Impact:

The new customer driven organization design provided a unique mix of both formalization and flexibility to meet the fast changing needs of the retail industry. It also retained the entrepreneurial and innovative spirit of the company. New roles were created to take care of the growth in the business and the different customer segments. In effect, the design provided for scalability of the business enabling the organization to enter new avenues.

Given that the industry itself was at a nascent stage, totus helped in identifying the right resources for key leadership positions. Most importantly, totus functioned as a sounding board to the CEO to deal with the business challenges that he encountered from time to time.

Context:

The client organisation, a leading chemicals group with production sites and agencies all over the world and a global player in the fields of chemicals, plastics and rubber was spun off worldwide as a separate legal entity.
The client now had the opportunity to make paradigm shifts in the way they could operate after becoming an independent entity. One of the immediate focus areas was to recast the HR function in a manner that would be most efficient and aligned.

The client organization also wanted to drive accountability and a greater performance orientation. The challenge was to retain its tradition of focus on research and time tested processes and at the same time become flexible and dynamic in response to the emerging business needs.

Design:

To identify the exact challenges and the emerging needs of the organisation, totus undertook an organisation sensing and HR systems diagnosis. The employee sensing was carried out across all the levels of the organisation to understand climate issues and the ownership of people processes by the businesses. The HR diagnosis focused on gaining an in-depth understanding of the existing HR systems and processes. This in-depth analysis then led to the design of a new comprehensive HR blueprint for the organisation indicating the phased implementation of the HR initiatives / interventions which will enable alignment to the changing needs of the organisation.

Impact:

The blueprint charted out a clear cut 18 month plan for creating world class HR systems and processes in the organisation.

Context:

A leading compressor manufacturing organisation in India engaged totus to help them in its organization building efforts. Set up in 1960 the organisation had grown from being a domestic manufacturer to an international one. The client had already initiated design and implementation of HR systems and processes at the managerial, staff and workmen level but saw the need to upgrade these and make them more aligned to business needs, especially given the organisation’s global ambitions.

Design:

The totus engagement with this organisation spanned 24 months and achieved significant progress on the organisation building agenda. Some of the critical areas where the engagement delivered results were–

	A Staffing system and Policy with special focus on GET and Diploma Holder hiring and support on hiring for senior positions in the company.
	The articulation of a comprehensive capability framework for each level of impact in the organisation. The framework was extensively communicated and linked to all other HR systems in the company.
	An updated and revised document of HR policies.
	A new system of Bands and levels along with designations
	Design of a Performance Management System and facilitative support on performance planning through goal setting for the seniors and setting standards for all others.
	Implementing a new Compensation Strategy – A Comprehensive exercise with the following elements:
	T he definition of the philosophical pillars A detailed market survey Dealing with differentiation & flexibility issues, Development of salary ranges & zones. Design of a Comprehensive Variable Pay Plan Support in communication of the new compensation plan to employees at different levels.
	A Learning and Development Initiative – A full fledged development center was launched covering 60 managers using tools like case studies, self-assessment, behavioural interviewing and a 360-degree feedback process. Each manager was supported in creating a Personal Development Plan and a comprehensive learning program was launched.
	Developing the HR Function – totus designed and implemented a structure for the Human Resources function, hired an HR Head and some team members, provided inputs for the HR Head through the totus Certification Program in HR (CHRM) and provided on–going support for the HR Head & the team.
	The Role of CHRO – in this role, totus was alive to ongoing needs such as:
	supporting the top management team and the next levels to help mobilise their teams to work towards the goals of the organization participating in the hiring processes for senior positions conducting workshops on Mentoring working on developing the Business Development function, the Technology function, the R&D function and the sales function.

Impact:

The totus engagement has helped the organisation to enhance the maturity of its people processes, improve the quality of talent and build the foundation to achieve significant improvements in performance.

Context:

The senior management of this company in the field of steel tube manufacturing had felt the need for revamping their Performance Management System. The existing system had outlived its effectiveness and was not supporting the needs of the business. There was also need for managers to imbibe practices leading to a high performance culture. With these objectives in mind, totus consulting was invited to partner in the design and implementation of a new Performance Management System.

Design:

When totus initiated the engagement, it was found that pay was way behind the market. Therefore the climate was not amenable to the change initiative that the organization was embarking upon. totus helped the management understand the need for implementing competitive pay before implementing the new Performance Management System. totus also created extensive performance standard templates, manager guides and other supporting materials and conducted onsite manager workshops.

Impact:

totus had an in-depth understanding of the climate through sensing and was able to advise the management on compensation issues, thereby going beyond the stated need of the client. totus helped create a positive environment that was required for the change. Given the size and the organization lifecycle, totus was able to bring in a high level of customization and simplicity which helped the client to effectively understand and implement the Performance Management System.

Context:

The client was a pioneer in the field of Ring Travellers manufacturing in India. The Organisation had completed over 30 years in existence. While the HR Practices had evolved over time in an incremental manner, the Organisation wanted to review the basic framework for HR in the organization and re-construct it in a manner aligned to the business goals and vision of the Organisation. With the organization having grown at an easy paced manner over the last many years, there was need for greater performance orientation, ownership, accountability and achievement orientation.

Design:

Since the objective was to align the HR framework to the specific business context, totus started the engagement with an Employee Sensing exercise. Based on our understanding of the Business Model, the Organisation structure and the existing system of Grades, totus designed, implemented and communicated a formal and open system of Bands that helped define distinct levels of impact and contribution in the organisation. totus then designed and implemented a comprehensive compensation plan that linked rewards to performance.

totus designed a Performance management System that helped build accountability and also linked individual performance expectations to organizational operating plans. As part of the Performance Management System, the capabilities for each levels of impact were delineated.

Impact:

The engagement helped the organisation to align the people practices in line with the business needs. All the basic HR processes were established and clear guidelines were defined. The organisation could now proactively focus on meeting its business and customer demands given that HR processes have reached a great deal of maturity.

Context:

An Oil & Gas company approached totus consulting to help address some of the challenges it was facing with the performance management process. Central to the problem faced by the organization was its inability to identify, differentiate and retain top talent in a meaningful way and also uphold the credibility of the performance management system in the eyes of the employees. Most importantly, the organization was not able to leverage the performance management system to bring about performance orientation.

Design:

totus consulting designed a comprehensive strategy to address the problem. We first thoroughly analyzed the effectiveness of the performance management system by looking at the various aspects of its implementation. We also examined aspects of reward, development and communication.

We then started our field work by understanding the leaders’ perception and expectation from the performance management system.

We had detailed discussions with the employees to understand their perception of the system through structured interviews and discussions. We then undertook a comprehensive benchmarking exercise to understand some of the current trends and practices in the market. Based on all these insights, we came up with a solution that was contextually appropriate for the organization and helped obtain executive approval for its implementation.

Impact:

The fact that we paid as much attention to the process as we did to the solution helped ensure buy-in. By paying close attention to the business needs, we ensured our solution was not just smart but also contextually appropriate.

Context:

India’s largest organised Jewellery retailer approached totus consulting for a comprehensive training solution. The organisation had at that time 60 stores spread across the country and had plans to add many more. Most of the stores were on a franchisee basis. The Organisation faced the problem that it was not able to provide a uniform and consistent service experience to its customers across all the stores.

It was also unviable for the organisation to bring the frontline employees to a central location for training. The organisation wanted a simple and scalable training solution.

Design:

Our solution consisted of the following elements:

Roles and Capabilities definition - We defined in detail the roles and capabilities of employees at the retail stores and organised these roles in a hierarchy. We had arrived at 4 capability levels within the store.

Universal needs – We had segregated the functional needs into 4 broad groups. In all we had identified 14 modules. Each module consisted of one or more lessons.

Curriculum Development – We evolved a standard lesson plan template which we used to document each lesson plan. It was done through extensive discussions with internal subject matter experts. The lessons were approved by a panel set up for this purpose. All the lessons were documented in the form of a comprehensive manual. In all we developed 35 lesson units across the 14 modules.

Delivery - To make delivery easy and sustainable we ensured that most of the modules could be delivered on the job, at the workplace and one to one with minimal infrastructure. We also ensured that each lesson took no more than a few hours to deliver given that retail employees could not be pulled out of their jobs for too long.

Trainer Development Programme – We ran a series of trainer development programmes to train the coaches in delivery.

Certification – We established certain mechanisms by which we ensured that employees were periodically certified upon completion of classroom inputs and on the job practice.

Impact

The franchisees who had a huge problem in attracting and retaining people found the programme of great value, since they could now quickly train their employees to be effective.

The organisation was able to achieve a fair amount of standardization because employees now had a basic level of knowledge across stores.

Context:

The HR head of one of India’s leading private sector insurance companies realised that with significant growth plans on the anvil, he needed to revisit his HR blue print and strategy for the future.

Design:

totus started by determining the nature of information that would be required to come up with a meaningful blueprint. Based on this, the preparatory work was launched. This included interactions with other large organisations, discussions with internal business leaders and evaluation of the current situation. The preparatory effort culminated in a workshop that was attended by both HR managers and business leaders of the organisation. Using the insights available the team was able to arrive at a meaningful set of actions.

Impact:

The blueprint has given the HR head a fairly good basis to chart out his future action which includes structural changes, strategic changes and definition of areas where investments in skill enhancement would be needed.