MAHINDRA & MAHINDRA LTD. | Integrated Annual Report 2022-23

On an average, the campus hosts more than 9,000 learners each year. Furthermore, the Nashik campus has world class classroom facilities and has the ability to host more than 150 learners simultaneously. While COVID-19 signif icantly restricted our use of the campus, in F22, we also prepared the Nashik campus to welcome back our learners to our piece of heaven. Apart from the ongoing maintenance activities, we have now re- imagined the entire classroom experience such that it creates a seamless blended learning experience. Our digital classroom connects with learners who are sitting in Nashik, Chennai, Mumbai and/or at home such that the learning experience is not impacted. This enables us to bring them world class faculty from within our Group and outside at the touch of a button! F23, saw a strong 'Back to Classroom' trend and MLU Nashik has once again regained its prominence as the crown jewel of our learning infrastructure. We hosted more than 8,700 learners over the course of the year with an average score of 4.69 in terms of an in- campus experience. The aforesaid initiative has helped to create global sustained competitiveness and the Technical Ladder that was conceptualised in MRV is a unique way of differentiating technical talent from general management in terms of performance management, talent management and capability building. It puts a high focus on developing deep technical expertise in various systems of product development. The Technical Ladder implementation in Mahindra has been a response to one of the biggest challenges that the Company has been facing in Talent Management. The f irst step of technical ladder was achieved by creating unique competencies, which combined technical skills and leadership behaviours. These were deployed in performance management discussions and capability building initiatives. Specif ic development goals are now integrated into training needs and Learning & Growth Plan (LGP) to facilitate capability building of niche technical skills through right exposure, and action learning projects. The second step of technical ladder was to identify high potential technical talent and develop them into future Technology Leaders through a structured intervention. For the developmental journey, we have tied-up with best-in-class organisations to support in Tech Leap programme. FUNCTIONAL TALENT ACCELERATORS AT MAHINDRA & MAHINDRA In the Mahindra Group, Talent Management is crucial and critical, both from a business point of view and from a talent perspective. Technical talent accelerators are equally important to build a pipeline of business leaders. In our quest to build a healthy pipeline of technical talent in Product Development and the related associated areas, the Company set up the Mahindra Research Valley (MRV), which serves as a crucible for innovation and technology for the Auto and Farm Divisions of the Company. PERFORMANCE MANAGEMENT SYSTEM Our performance management system is built on strong principles of simplicity, accountability, empowerment, and meritocracy. It aligns the individual efforts and energy with organisational priorities. It creates a strong merit-based culture that rewards and encourages outperformance. Leaders and managers are held accountable for fostering an environment which encourages employees to demonstrate the right behaviours and deliver outstanding results. st st The performance cycle is from 1 April to 31 March with a three- step process of Goal Setting, Mid-Year Review and Annual Appraisal. Feedback/development conversations between people managers and direct reports is key at every stage. A key highlight of our performance system is that we no longer use overall appraisal ratings. All key decisions (e.g., Promotions, Increments, Rewards, etc.) are based on the individual's Goal Sheet / Performance Score and Scores on Leadership Behaviours and discussions amongst the talent panels appropriately constituted at different levels. Learning & Growth Plan is a key tool in our performance management system which aims at developing skills for current and future roles, and for career growth for employees. As a result, today the Tech Ladder framework is successfully catering to more than 2,000 engineers, covering multiple COEs and Project Functions across the Automotive and Farm Divisions. 132