Q.Tell us about the R&R structure at Mahindra?
A. The R&R structure is embedded in our HR strategy and flows from one of the strategic goals of our organisation which is ‘happy and enthusiastic employees’. Our R&R framework seeks to reinforce and reward behaviours that take you to the top. Our core values are the foundation of our R&R architecture.
Q. Tell us about the latest trends in Rewards and Recognition?
A. The future will see a holistic approach of R&R akin to a total rewards strategy that includes learning and development and wellness alongside pay and benefits. We will see forward movement across industry verticals to cover the extended workforce in the scope of R&R creating a sense of inclusion. Family involvement and celebrating family achievements will see a greater presence.
Q. What are the personality traits in an employee that must be rewarded?
A. Our R&R framework rewards efforts, contribution and results rather than personality traits. We believe that an R&R framework should motivate employees to realise their potential. We incorporate elements of intrinsic and extrinsic motivators and offer equal opportunities in our evaluation framework to participate in our various R&R processes and ultimately become achievers.
We believe that performance is not the result of an employee’s inherent qualities (talent, skills) alone, but effort and contribution culminating from the application of inherent qualities.
Q. Do you believe that gender plays a role in the R&R structure of an organisation?
A. We believe R&R transcends gender. Our R&R framework provides an equal opportunity for any deserving employee to receive recognition based on set criteria.
Q. How can an organisation link R&R mechanism with employee development?
A. Reward strategies can be designed to drive exceptional effort and create a culture of outperformance. Recognition in the non-financial domain in the form of premium learning and development interventions, opportunity to acquire new skills facilitate employee development. The essence essentially should be a process of evolution wherein R&R at an organisation is aligned with employee aspirations.
