HRM GROUP

ASSIGNMENT-BEST AND
BAD HR PRACTICES IN
CORPORATES

Submitted By: Group 10

1.Bhargav Gurram 2022EPGP015
2.Lathesh Kumar Polampalli 2022EPGP024
3.Ramakant Janjeere 2022EPGP040
4.Rohit Sanjay Satarke 2022EPGP042
5.Sucharita Das 2022EPGP051

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Abstract
The purpose of this case study is to highlight how effective utilization of Artificial Intelligence
into Human Resource functions is helping Zensar Technologies achieve harmony among its
business functions, improve its internal and lateral hiring while keeping the employee
experience as its core objective. The document also aims to highlight some of the bad HR
practices prevalent at Fiat Chrysler Automobiles.

Problem Statement:
The Challenge of the Digital Intervention and Integration
The year 2020 has been really challenging for the IT industry in terms of ensuring fulfilling
working experiences. With people forced to work from home to counter the wrath of Covid-
19, ensuring that the workforce remains healthy, happy, and engaged was a challenge. The
HR department needed to come to forefront to ensure that Zensar’s bottom line does not
take a hit while fostering growth.

Employee experience transformation was important as virtual workplace was an inevitable

part of the routine going forward with increased emphasis on digital adoption. In addition,
the millennials constantly prefer higher degrees of flexible working structures and new
opportunities over sheer tangible benefits. Amidst the given scenarios, the challenge was how
can HR department incorporate digital strategy in achieving organizational goals given the
very limited access to the employee’s environment and reverting back to the norm was
seeming extremely difficult. In addition, eliminating possible bias through the AI framework
was another challenge. Thus, ensuring the human factor intact during recruitment was
crucial.

The Challenge of Re-opening and Calling back

As companies started opening up post covid 1st wave, they also started calling their
employees few of the base locations, whilst still giving the work from home facility.
Companies of the likes of Tata Consultancy Services (TCS) wanted their employees to enjoy
benefits of Work from home but from certain base locations. They provided the employees
with certain utilities which worked to ensure that they were working remotely from those
assigned base locations only.

This came in with a lot of downsides such as leasing a home in a bigger city, staying away from
respective families, psychological pressure, dampened work-life balance etc which also
resulted in lower productivity and dissatisfaction amongst the employees. The challenge was
to balance the remote working environment also ensuring employee satisfaction and final
deliverables.

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Company Background:
Zensar Technologies is a leading digital solutions and technology services company. It is a part
of the Mumbai-based RPG group and is headquartered in Pune, India. It operates in two
segments: Application Management Service and Infrastructure management service.
Zensar is a technology consulting and services company with 10,000 associates in 33 global
locations. More than 130 leading enterprises are partnered with Zensar for its services. Key
services offered by Zensar are:

Experience services – experience design, experience engineering, Advance

Advanced Engineering Services - Digital Engineering, Application Transformation, Cloud

Strategy and Assessment

Data Analytics and Engineering – AI And ML, Automation, Visualization and Automation

Application Services – Oracle, SAP, Salesforce, Quality Engineering, Application

management

Foundation Services – Digital Infrastructure, Digital Workplace, Digital Experience

Management, Digital Operations, Digital Security

Mission Statement:
“At Zensar, we exist for a singular purpose: making sure our clients thrive in a world of
constant change. our teams join together every day to make smart connections that embrace
the diverse and unexpected, unlocking new ideas that lead to fresh directions through
impactful solutions.”

Values:
“We believe technology exists to serve our evolving human needs, so we put people at the
heart of everything we do. Always going above and beyond to deliver dependable technology
and solutions, we ensure our clients are equipped to take on the challenges of today and
tomorrow.”

Industries:
Zensar Technologies caters to Banking and Financial Services, Insurance, and Retail and
Consumer Services, and High-Tech Manufacturing among its major clients.

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 1. Launch Of AI Enabled Employee Engagement
Transformation Platform
The core business and HR functions have been adopting digital transformation for quite a
while. However, the process has been accelerated tremendously during the Covid-19 period
with significant shifts in the ways people work and interact with each other. Work From Home
was not an option any more but rather a compulsion for sustainability. Implementing digital
practices to transform the employee experience in the areas of employee onboarding, off
boarding, talent acquisition and retention was essential. On May 19, 2020 Zensar launched
Humane’ – a digital platform designed to create a unified employee experience across
multiple functional areas.

The backbone of this platform is Artificial Intelligence. The platform is created to offer
customized offerings with a consulting-led approach and implementation. It takes cares of HR
functions like Induction and Onboarding, Talent Management, Employee Pulse and Connect,
Career Advancement and Employee Wellness.

Another key area of improvement targeted by the Humane’ platform is leading and
development. Often it becomes challenging to map correct set of learning courses and
modules in line with the employee’s skills sets and career aspirations. Humane’ helps to
provide targeted learning courses for the same based on learning profile for better
collaboration and higher employee performance.

As per Sandeep Kishore, Chief Executive Officer and Managing Director, Zensar it is
important for today’s organization to rethink how they interact with their employees.
Humane’ powered with AI helps to overcome some of the key challenges in HR functions.

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 1. Enabling HR for Strategy

AI helps to automate repetitive, rule-based processes in HR functions which helps to

channelize the energy of HR workforce to add significant business value.

2. Talent acquisition and onboarding

Recruiters often have to coordinate with multiple internal and external stakeholders within
the firm to find the right set of candidates to fulfil a job vacancy. Humane’ helps to fast-track
this process by helping to write better job postings, source pool of candidates from multiple
job postings sites to discover the best talent. Another crucial area is the development and
usage of chatbots and personal assistants.

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Using Machine Learning and Natural Language Processing, Humane’ helps to answer some of
the most frequently asked questions, meeting scheduling, and write emails to speed up hiring
process.

Another feature is that employees can directly access relevant documents regarding company
policy through the portal which prevents the need to send emails to concerned teams for
desired information.

Key Features of Humane’:

All of the features of the platform are designed with keeping employee engagement
transformation as the core. Some of the key features of the AI enabled platform are described
below:

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Experience centric modules - The solution is built on a robust compliance framework along
with security protocols. The key benefit to the user is the immersive experience they enjoy
and the engagement is done via a secure platform.

Customized Design - Feedback from employees has led to a collaborative approach to design
research focused on end employee expectations. This feature ensures that any specific people
need can be factored in the solution.

Rapid Deployment - Humané is built on tried and tested modules, making its implementation
quick and easy. Due to this very important feature, companies can reap the outcomes from
early on, this helps in boosting employee morale, which creates more engaged people.

Hyper–personalized Mobile First Platform Experience - Created as a native mobile first

platform it offers personalized engagement anytime and from anywhere.

2. The Unique Working Model of WFA

Work From Anywhere Model
Zensar Technologies rolled out a unique work model – Work from Anywhere, which enabled
employees to work from any location of their choice. The company announced that it had
welcomed its third batch of the unique industry first model of Work from Anywhere recruits.
This unique work model which was introduced in the second quarter of FY21, had already
proven fruitful with the company adding 500 associates from across pan-India, all onboarded
and connected virtually to management and extended teams, in the very first two quarters of
its launching of the model.

Sandeep Kishore, Chief Executive Officer and Managing Director, Zensar said, “We take pride
in our people and this innovative, unique industry model took shape from an idea to bring in
hitherto untapped avenues of talent. Turning an adverse situation into an inspiring initiative
is what sets us apart in the way we nurture our people. Being a digital company, has enabled
us to seamlessly adopt this disruptive model and we are committed to making it a success all
the way.”

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Commenting on this announcement, Vivek Ranjan, Senior Vice President and CHRO, Zensar
said, “We are delighted to welcome this batch on our Work from Anywhere model. The
previous two batches have been successfully integrated in the company and are on their way
to a fast-track career path at Zensar. Through this novel idea, we have been able to recruit
talent from across the country, opening up possibilities of new talent, new thinking and an
energetic workforce. We wish them success in their journey at Zensar.”

The WFA- enabler Application: Talent@Zensar

As given in the press release of the company, dated December 24, 2020, the Work from
Anywhere model had been initially introduced in India and the three batches of recruit’s hail
from across cities of Indore, Jabalpur, Jammu, Vizag, Shimla, Patna, Guntur, Chandigarh,
Kolkata, Bangalore, Pune, Hyderabad and many more. The new recruits were inducted via
Zensar’s proprietary digital HR platform, called Talent@Zensar.

This application serves as the one single platform that facilitates on-boarding, leadership
connect, leave management, corporate information, company policies etc. One of the
highlights of this model is that senior leaders from Zensar directly speak with the associates
as well as their families. Special sessions are held for families to address their queries on this
model, the company, and related matters.

The WFA Process

The Driving Factor

The company began the WFA initiative with a thinking on the shift in the cultural mindset by
factoring in the various touchpoints any new joiner connects with the employer. It started
with mapping the why, what, and how will the new joiner find their own place in the
organization in the remote model. Some of the key actions include sending them detailed
information on the company, our values, offerings, and culture framework before they come
on board officially.

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The Unique Proposition

One of the most important activities of the WFA-model involves with live leadership
interaction, with the CEO, COO and CHRO directly addressing them as well as their families.
After a detailed onboarding, they undergo a three-day immersive virtual training on Campus
to Corporate, where they are trained on nuances of working in a corporate environment. This
is followed by a three-month immersive technical training, with assessments, to sharpen their
capabilities.

The company also made sure that they realize that working in a virtual environment can get
a bit dull and isolated, especially for a new hire. Hence, they designed specially curated
engagement sessions for them throughout the training period and ongoing. This includes
various leadership interactions, wellness sessions with focus on mental health, sessions by
our technology experts, soft skills sessions, intra batch interaction sessions through small
competitions to foster engagement and bonding within the batch, regular direct interaction
with the CEO through ZenVerse.

The Final Outcome

The introduction of the Work from Anywhere (WFA) model has already proved to be a success
in the company not only in terms of better employee satisfaction, and improved productivity,
but also in terms of attracting newer talents to the company which can be understood from
the various recruitment portals and reviews in social media platforms as well.

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Under the initiative, the proportion of women employees is 70 per cent and the company has
already tied up with vendors to hire PwD (Persons with Disabilities) employees in the
upcoming batches.

According to Vivek Ranjan, CHRO , Zensar Technologies, the program has a rating of 4.5/5 in
terms of the overall experience. “We collected feedback at various stages. Our digital
platforms and optimum batch sizes allowed us to conduct multiple quick pulse surveys, hence
allowing us to tweak the program design as per the employee and business requirements.
The new recruits are inducted via Zensar’s proprietary digital HR platform, called
Talent@Zensar,” he said.

As they have shifted to the concept of remote working as a norm, rather an exception across
various sectors, this turned to be huge game-changer for talent scouting. HR departments got
access to an extensive pool of good talent who were hesitant to move out of their home towns
due to various personal commitments, the physically challenged professionals who had
limitations or those who took a break to raise their families. All this untapped talent pool is
within reach now. Diversity in talent, skillsets and capabilities is within easy reach when
moving to a digital HR platform.

Employee well-being, with proper usage of technology in the right direction has become one
of the major positive outcomes of the WFA policy.
Empowered employees with better communication to the top leadership has also been
reflected in better overall productivity for the company.

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Bad HR Practices
Problem Statement:
Stellantis N.V. is a multinational automotive manufacturing corporation formed in 2021 on
the basis of a 50–50 cross-border between the Italian-American conglomerate Fiat Chrysler
Automobiles (FCA) and the French PSA group. In terms of global vehicle sales in 2021,
Stellantis was the world's fifth largest automaker behind General Motors, Hyundai, Toyota
and Volkswagen. The principal activity of Stellantis is the design, development, manufacture
and sale of automobiles bearing its 16 brands of Abarth, Alfa Romeo, Chrysler, Citroen,
Dodge, DS, Fiat, Jeep, Lancia, Maserati, Mopar, Opel, Peugeot, RAM and Vauxhall. At the time
of the merger, Stellantis had approximately 300,000 employees, a presence in more than 130
countries with manufacturing facilities in 30 countries. CEO Carlos Tavares issued a challenge
for the group's brands to prove themselves within a 10-year window, in exchange for much-
needed investment in new models and technology. The group plans to have 29 electrified
vehicle models available by the end of 2021. There are four EV platforms planned to be
developed by the end of the 2020s. Overall, the company announced more than €30bn will
be invested by the end of 2021 and a network of charging stations to start in November 2021.

Company Background:
Fiat Chrysler Automobiles N.V. and Peugeot S.A. have each decided to merge their companies
on Monday, 4 January 2021 to the creation of Stellantis, which will become the world's fourth
largest automobile manufacturer by volume.

Merging companies must shift the day-to-day behavior and mindsets of their employees to
protect a deal’s sources of value, both financial and organizational, and to make changes
sustainable. One basic problem is management’s tendency to focus mostly on changes
that would directly help to capture a deal’s value targets while largely ignoring those required
to maintain and enhance the company’s health.

The main problem that the HR department of the company is facing is culture alignment and
integration of ways of working. The HR department has to work on the transformational
opportunity after the merger by aligning with the new company’s vision and mission.
Managing and supporting employees through cultural change in the merger.

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Company’s vision & mission – A new era of sustainable
mobility
The creation of Stellantis marked a new chapter powered by the combination of two
automakers, each contributing a rich heritage, iconic brands and track records of performance
driven by a competitive spirit. One of the greatest strengths of our Company is the diversity
and talent of our people around the world and the shared values that will drive us on our
journey. Stellantis is moving rapidly in its transformation to a mobility tech company, while
reimagining the future of mobility for generations to come.

For customers, with more than a century of innovation behind, Stellantis is committed to
shaping the mobility of the future based on solutions with strong environmental
performance, safety, and connectivity, while delivering products and services that our
customers are proud to choose and drive and that exceed their expectations for a great customer
experience. The company’s aim is to be No. 1 in customer satisfaction for our products and
services in every market. Its intention is to remove any friction for our customers and to hit this
aggressive target by the end of the decade.
Stellantis is committed to becoming the industry champion in the fight against climate
change, reaching carbon net zero emissions by 2038. We are engaging our passionate

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employees and assets on our road to carbon neutrality across our products, plants, and other
facilities as well as in our supply chain.

We offer our customers freedom of movement through sustainable mobility solutions that
leverage our leadership in clean and advanced technologies and support us in fighting climate
change.

Alignment issue and lack of big picture

As there are 16 brands with 3 head offices with around 80,000 technical people, it is very
important to have an alignment of employees towards the company goals. First, there is no
effective cross-border communication between USA and French companies on what work can
be shared. No one except top management understands who has to do what.

Second, there is no effective communication about the big picture of the company moving
forward in North America. The management team is more concerned about re-organization and
mid-level employees know nothing about what the future path is. The company’s mission is to
move aggressively into clean and advanced technologies and support fighting climate change.
But employees are not encouraged to work in EV sector by taking training and development
courses. There is no communication that engages employees and helps give them a sense that
the changes have emerged from the organization as a whole.

Bad Practices Description:

Create an environment such that employees resign

• No rewards & recognition

The timing was either off or it didn't happen at all. Neither option was acceptable. Behind
closed doors was where most of the acknowledgment and rewards took place. Rarely was
acknowledgment given for everything and everything, which ultimately led to it having little
significance.

• No training for current employees on the EV (electrification) sector

Poor job performance and increasing levels of stress connected to work were the
direct results of inadequate training provided to workers about future technology.
Employees reported feeling dissatisfied and unappreciated, which raised the
likelihood of them looking elsewhere for prospects for career advancement and
advancement overall.

• Lack of Internal recruitment process

As a direct result of this, other workers were disengaged from their work and less content
with their positions. This was particularly true for those employees who had applied for the
position but were not ultimately selected for it. There were now fewer suitable options left
to choose from. As a result, there were concerns raised about discrimination inside the
organization. This is due to the fact that it is more difficult for individuals in charge of
recruiting to maintain their neutrality and objectivity when picking candidates from among
those who they are already familiar with.

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• Promotion without salary hikes
A promotion that does not come with an increase in pay is analogous to placing a
large sign above the head of an employee that reads, "this person is good enough to be
promoted, but I am not going to pay them anymore." This kind of promotion is very
ineffective, and it almost always ends up with the person being let go.

• Underemployed teams result in more workload– HR holds hiring a spot for 6 months to
save money.
The overwhelming amount of work that workers were expected to do was a significant
factor that played a role in the stress that workers experienced while on the job. When
workers were experiencing high levels of anxiety, it had a negative impact on the whole
organization. The staff was placed under an extraordinary amount of strain, which
ultimately led to these outcomes.

The employees eventually failed to complete the job at hand because they lost their
drive, battled amongst themselves, and ultimately failed to complete the mission. The
negative consequences of stress, such as mental fogginess, disrupted sleep, tiredness,
and psychosomatic disorders, are frequent reactions that people have when they are
under pressure, such as while they are working. Burnout in the workplace has been
related to a wide range of health problems, including decreased productivity, elevated
blood pressure, and a great number of other problems.

Lack of clarity on deliverables:

• LACK OF EFFECTIVE COMMUNICATION WITH EMPLOYEES ON EXPECTATIONS.

Effective communication with employees is important for ensuring a team understands your
expectations and meets shared goals. Understanding how our employees deal with different
styles of communication, and the ones they prefer, is essentially the cornerstone of
organizational effectiveness.

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 Following problems were noticed in the organization, which led to a lack of effective
communication:
➢ Keeping teams uninformed
➢ Confusion and misunderstandings in meetings
➢ Not completing projects accurately and on time
➢ Keeping employees demotivated and disengaged
➢ Not helping employees perform to their highest potential
➢ No trust and respect between team players

• NO COLLABORATIVE TECHNOLOGY SOLUTIONS BETWEEN DETROIT TECHNICAL CENTER

AND FRANCE TECH CENTER.

The borrowing challenge:

The transfer of relevant knowledge and expertise from DTC and the France tech centre can
confer a tremendous competitive advantage to DTC, otherwise, in our case, it is usually a time-
consuming task of building such competencies from scratch.

• NOT RECOGNIZING OUTSTANDING PERFORMANCE AND CONTRIBUTIONS

➢ Fiat Chrysler has the time but is not paying enough attention to the employee’s
performance and notice their contributions. Managers are more task-focused (focusing
only on numbers) than people-focused and have their heads down looking at their tasks.

➢ They usually believe “employees shouldn’t expect management to pat them on the
back all the time for finishing their jobs, their pay check should be enough for the
motivation.”

➢ This type of culture is quite common and reveals a basic misunderstanding of human
psychology. On the contrary, the pats on the back should be reserved for acknowledging
extra effort, not “for just doing their jobs.” Yes, some employees have been given too

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 many ribbons, but most know when they have added value and when they have not, and
they know when a pat on the back is insincere.

• SLOW COMMUNICATION OF DELIVERABLES TO EMPLOYEES LEADS TO BUILDING MORE

WORKLOAD ON EMPLOYEES TO COMPLY WITH DEADLINES.

80% of our knowledge workers report feeling overworked and close to burnout.

Prioritizing work based on importance and urgency is not done. This way, you’ll never know
what your team needs to tackle first through a needs assessment and can better schedule
when you’ll be working on each project.

• NO CLEAR OBJECTIVES OR GOALS – REDUNDANCY WORK

My team works on an Issue for 3 weeks and suddenly another team from France takes lead
and asks us to stop working on it. France team again starts the work from scratch and this
leads to lost time & resources.

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