KRA Head of HR

Annexure - 2
Lafarge India Private Limited : OIOA 25 million

Key Performance Indicators : 2006 - Sr. VP - HR
Sr.
Value
Driver
Target 2006
Action plans
Key Performance Indicator
Unit of measure
1. % of Recruitments closed within target Dateline
Target Dates
UPPER
LOWER
80%
70%
Upper
Lower
Review
Frequency
6 monthly
Attract Talent
Recruitment Lead time (Days) Streamline Recruitment process with clear roles and
specific Time frames to close each vacant position. e- Average decline in Recruitment Lead
recruitment tools, New Placement consultants,
time
build Internal HR database
2. Average Recruitment lead time to close positions
3. Satisfaction level of HODs (mesured through Annual Dipstick

survey)
Pre-placement ppts at identified engineering
campuses for GET Recruitment, using success stories.
Improve external perception of Lafarge as a
Preferred employer. Create a strong Employer
Branding for Lafarge through Guest lectures,
sponsorship, articles, advertistments
Campus visit & Presentations for GET

Recruitment, & Improved visibility of
Lafarge through guest lectures,
Advertisement, posting etc.
IDPs for 'Fully Achieved' & above

based on Competency mapping &
comparison - Linkage to Training plan
Band - A & Below = 45
Hay-14 - 16 = 45
Hay-14 - 16 = 60
Hay 17 & above = 60
Hay 17 & above = 75
Quarterly
80%
70%
Annual Survey
1. No. of Campuses visited
End of project
2. No. of GETs/MTs recruited from the campus
Annual
3. No. of Initiatives taken to improve visibility, Employer branding & reduce Recruitment cost
3.a. Introduction of e-recruitment
3.b. No. of Guest lectures delivered at identified Bus schools
3.c. Decline in Recruitment cost
Competency Mapping for roles (Hay-14 & above) in

Sales, Marketing, Manufacturing & HR function
Band - A & Below = 30
Positions Covered in specified functions within Time datelines
60%
40%
100%
90%
100%
90%
15-Mar
31-Mar
30-Sep
15-Oct
Develop Talent
No. of Training programs & participants

Annual Training Index
covered
IDPs for Excom & OHR HiPOs
Emergence of 3-yr Career plans
No. of IDPs
Develop the concept for Assessment centre
Approval of the Concept
Date of completion & Present to Excom for clearnence
Cross functional Projects
Identification of Projects (based on

organizational process improvement
needs) & timely completion
Special Project to improve employee morale and

increase the sensne of belongingness - Building
Lafarge as a preferred employer for attracting &
retaining talents
Implementation of 'House Concept'
Career Growth & Internal career movements
No. of identified Projects & date of completion
Career Interviews based on IDPs &

career moves for performing officers
No. of projects = 10
No. of projects = 8
90%
1. HIPO - 65%
2. Others = 35%
2. Others = 30%
% of career Interviews & career movements
Implementation of New schemes
Number of New schemes
Continuing focus on developing

Coaching culture
Increase in no. of Coach-coachee Relationship
50 diads
40 diads
Bring up the compensation pacakges of performing

officers ('Fully achieved' & above) at per with the
Market for motivation & Retention
Increased Market competetiveness
% of officers' salary brought to Market Median level
45%
40%
Reduced GAP
25%
30%
Introduce more value-added benefits for officers
Introduction of Employee friendly Policy
Retain Talent
Sense of belongingness & Pride
Retain the identified HIPOs & performing officers

Implementation of 'House Concept' to initiate pride &
belongingness
Development & implementation of action plans,
based on feedback received from Group Emp survey
Implementation of the HR Intranet - Platform for
regular communication & feedback
No. of Policy & date of Impelmentation
HIPO Retention rate
Annual HIPO Retention %
Attrition rate (for Performing officers)
Annual Normal Attrition rate
Improved team work
Date of Implementation
Inter-dept process effectiveness
Random Dipstick survey
Preparation of 'Action plans'
Date of of finalization of Action plan
Level of Employee Satisfaction
Agreement index in next survey
Go-LIVE of the Intranet
Go LIVE date & regular updation
Excom visits
Cascade business priorities & have regular interaction Skip level meetings
to receive employee feedback & concerns, including
Management Day celebration
Sales groups during market visits
No. of on-site visits at each location

No. of skip level meetings
Management Day celebration for officers in H-14 & above
1
90%
85%
<7.0%
80%
Annual
Quarterly Excom
meetings
Annual
Annual
Annual
Quarterly
Annual
Quarterly
15-Dec
31-Dec
Quarterly
Annual
15-Aug
<6.5%
80%
30-Nov
801%
1. HIPO - 75%
Decline in Internal C&B equity gaps
30-Oct
Date of Completion =
As per pre-contracts
15-Nov
Sustenance of existing R & R schemes Number of sustained schemes
Cascading the Coaching Culture
Quarterly
15-Oct
Reward & Recognition initiatives
Bi-monthly
Annual
1. Date of Implementation
2. Employee satisfaction level (measured through Annual Dipstick
survey)
Quarterly
31-Aug
Annual
Quarterly
Quarterly
15-Jun
30-Jun
Annual
31-Jul
31-Aug
Quarterly
15-May
31-May
75%
Annual
Annual
75%
Annual
4 (once in each qtr)
Annual
7 batches, 70 officers
6 batches, 60 officers
Quarterly
31-Oct
30-Nov
Annual
Page - 1
Sr.
Sense of belongingness & Pride
Value
Driver
Annexure - 2
Lafarge India Private Limited : OIOA 25 million

Key Performance Indicators : 2006 - Sr. VP - HR
Cascade business priorities & have regular interaction
to receive employee feedback & concerns, including
Sales groups during market
Action visits
plans
World
class
Safety
Enhance productivity &

efficiency
Complete Long term settlement at JCP/SCP
Target 2006
Key Performance Indicator
Unit of measure
UPPER
Target Dates
LOWER
Upper
Lower
Review
Frequency
Lafarge Anthem
Development of Lafarge Anthem
15-Mar
30-Mar
Annual
Roll out of LTS around CMA terms
LTS Sign-off date
30-Apr
31-May
Annual
Date of completion
30-Nov
31-Dec
Annual
Implement Job Class KPIs for non-officers
Annual Appraisal System
Implement Multiskill scheme at all the 3 plants
Implementation of Multiskill
31-Aug
31-Sep
Annual
Pilot Rehabilitation program for future Manpower

rationalisation
Unit-wise implementation of Pilots
30-Nov
31-Dec
Annual
Preparation of Ideal organization Plan (Phase-I) for

implememntation in 2007
Approved Ideal organization Plan
Date of completion & approval of the plan
30-Sep
31-Oct
Annual
Continuous focus on Behavioral approach to Safety

& reduce LTI
Zero fatality & Reduced AFR (Accident

Frequency Rate)
Accident Frequency Rate
Dec
Dec
Quarterly
% of population covered
90%
80%
20% less against 2005
Annual
Page - 2

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Annexure - 2

Lafarge India Private Limited : OIOA 25 million

Key Performance Indicator

2. Average Recruitment lead time to close positions

3. Satisfaction level of HODs (mesured through Annual Dipstick

Campus visit & Presentations for GET

IDPs for 'Fully Achieved' & above

Band - A & Below = 45

Hay 17 & above = 60

Hay 17 & above = 75

1. No. of Campuses visited

2. No. of GETs/MTs recruited from the campus

Competency Mapping for roles (Hay-14 & above) in

Band - A & Below = 30

Positions Covered in specified functions within Time datelines

No. of Training programs & participants

Emergence of 3-yr Career plans

Develop the concept for Assessment centre

Approval of the Concept

Date of completion & Present to Excom for clearnence

Cross functional Projects

Identification of Projects (based on

Special Project to improve employee morale and

Implementation of 'House Concept'

Career Growth & Internal career movements

No. of identified Projects & date of completion

Career Interviews based on IDPs &

% of career Interviews & career movements

Implementation of New schemes

Number of New schemes

Continuing focus on developing

Increase in no. of Coach-coachee Relationship

Bring up the compensation pacakges of performing

Increased Market competetiveness

% of officers' salary brought to Market Median level

Introduce more value-added benefits for officers

Introduction of Employee friendly Policy

Retain the identified HIPOs & performing officers

No. of Policy & date of Impelmentation

HIPO Retention rate

Annual HIPO Retention %

Attrition rate (for Performing officers)

Annual Normal Attrition rate

Improved team work

Inter-dept process effectiveness

Random Dipstick survey

Preparation of 'Action plans'

Date of of finalization of Action plan

Level of Employee Satisfaction

Agreement index in next survey

Go-LIVE of the Intranet

Go LIVE date & regular updation

No. of on-site visits at each location

Decline in Internal C&B equity gaps

Sustenance of existing R & R schemes Number of sustained schemes

Cascading the Coaching Culture

Reward & Recognition initiatives

4 (once in each qtr)

Sense of belongingness & Pride