HUMAN RESOURCE

MANAGEMENT

Tech Mahindra Ltd.

Training & Performance
Appraisal

Prepared By:

Group 6

Simran Bhutani: 006/2021

Aarushi Bansal: 007/2021
Aman Jindal: 010/2021
Shubhangi Gupta: 032/2021
Devi Prasad Singh: 051/2021

Lal Bahadur Shastri Institute of Management, Delhi

1
 ACKNOWLEDGEMENT
In the present world of competition, there is a race of existence in which those are having will
to come forward. Research paper is a bridge between theoretical knowledge and practical
working.

We would like to express our deep and sincere gratitude to our Organizational Behaviour
professor, Ms. Neha Bhatnagar, Ph.D.; Associate Professor, for providing us the opportunity
to research and providing invaluable guidance throughout this research. Her dynamism,
vision, sincerity, and motivation have deeply inspired me. She has taught us the methodology
to carry out research and present it as clearly as possible. We are grateful for the plethora of
knowledge that she has provided us.

Next, we want to like thank Lal Bahadur Shastri Institute of Management for providing us a
platform to come together and work on this research paper. Furthermore, we would like to
extend warmest thanks to our seniors who helped and guided us on this project.

Last but not the least, we would like to express our gratitude to our parents and friends who
have encourages us throughout the research. We have no valuable words to express our
gratitude, however, our hearts are full of the favours received from every person.

2
 TABLE OF CONTENTS

S. No. Particulars Page

No.
1 Company Overview 4

2 Human Resource Policies 7

3 Training at Tech Mahindra 11

4 Performance Appraisal at Tech Mahindra 18

5 Tech Mahindra Reviews 21

6 Conclusion 24

7 Recommendations 24

8 References 25

3
 Company Overview
Tech Mahindra is an Indian multinational company that provides information technology (IT)
and business process outsourcing (BPO) services. A subsidiary of the Mahindra Group, the
company is headquartered in Pune and has its registered office in Mumbai.
Tech Mahindra offers innovative and customer-centric digital experiences, enabling enterprises,
associates, and the society to rise. They are a USD 5.1 billion organization with 126,200+
professionals across 90 countries helping 1058 global customers, including Fortune 500
companies. They are focused on leveraging next-generation technologies including 5G,
Blockchain, Cybersecurity, Artificial Intelligence, and more, to enable end-to-end digital
transformation for global customers. Tech Mahindra is one of the fastest growing brands and
amongst the top 15 IT service providers globally.
Tech Mahindra has consistently emerged as a leader in sustainability and is recognized amongst
the ‘2021 Global 100 Most sustainable corporations in the World’ by Corporate Knights. With
the TechM NXT.NOW framework, Tech Mahindra aims to enhance ‘Human Centric
Experience’ for our ecosystem and drive collaborative disruption with synergies arising from a
robust portfolio of companies. Tech Mahindra aims at delivering tomorrow’s experiences today
and believes that the ‘Future is Now’.
They are part of the Mahindra Group, founded in 1945, one of the largest and most admired
multinational federation of companies with 260,000 employees in over 100 countries. It enjoys
a leadership position in farm equipment, utility vehicles, information technology and financial
services in India and is the world’s largest tractor company by volume. It has a strong presence
in renewable energy, agriculture, logistics, hospitality, and real estate. The Mahindra Group has a
clear focus on leading ESG globally, enabling rural prosperity and enhancing urban living, with
a goal to drive positive change in the lives of communities and stakeholders to enable them to
Rise.
As of April 2020, Tech Mahindra is a US$5.2 billion company with 125,236 employees across
90 countries. The company was ranked #5 in India's IT firms and overall number 47 in Fortune
India 500 list for 2019. On 25 June 2013, Tech Mahindra announced the completion of a merger
with Mahindra Satyam. Tech Mahindra has 973 active clients as of April 2020.

➢ Key Financial Data

Type Public
Industry IT services, IT consulting
Founded 24 October 1986; 34 years ago
Founder Anand Mahindra
Headquarters Pune, Maharashtra, India
Area served Worldwide
Key people • Anand Mahindra
(Chairman)

4
 • C.P. Gurnani
(MD & CEO)
Services • Outsourcing
• Consulting
• Managed services
Revenue ₹38,642 crore (US$5.4 billion) (2021)
Operating income ₹6,126 crore (US$860 million) (2021)
Net income ₹4,353 crore (US$610 million) (2021)
Total assets ₹39,678 crore (US$5.6 billion) (2021)
Total equity ₹24,428 crore (US$3.4 billion) (2021)
Number of employees 125,236 (2020)
Parent Company Mahindra Group
Website www.techmahindra.com

➢ Industries
1. Communications
2. Banking, Financial Services and Insurance
3. Energy and Utilities
4. Public Sector and Government
5. Media & Entertainment
6. Healthcare Life Sciences
7. Hi- Tech
8. Professional Services
9. Manufacturing
10. Retail and Consumer Goods
11. Travel, Transportation, Hospitality and Logistics
12. Oil and Gas

➢ Services provided
1. Infrastructure and Cloud Services
2. Oracle
3. Cyber Security
4. Performance Engineering
5. Enterprise of Future
6. Artificial Intelligence
7. Integrated Engineering Solutions
8. Data Analytics
9. Business Process Services
10. Business Excellence Services (consulting)

5
 11. Customer Experience
12. Intelligent Automation
13. SAP
14. Network Services
15. Testing Services
16. Telecom Product Engineering
17. Digital Supply Chain

➢ Major Competitors
Top 5 peers ranked in decreasing order of Market Capitalization
1. TCS
2. Infosys
3. Wipro
4. HCL Tech
5. L&T Infotech

Leading IT services and consulting companies in India as of 2021, based on net sales
(In billion Indian rupees)

6
 Human Resource Policies at Tech Mahindra
Community and stakeholder engagement:
We recognize that we are part of the communities in which we operate. We engage with
communities on human rights matters that are important to them such as access to water and
health. We also engage with people in those communities, including indigenous people as well as
other vulnerable and disadvantaged groups. Our aim is to ensure through dialogue that we are
listening to, learning from, and considering their views as we conduct our business. We believe
that local issues are most appropriately addressed at the local level. Where appropriate, we
engage with a wide range of civil society and stakeholders on human rights issues related to our
business. This includes issues in our Company, across our value chain and with our various
sponsorships, through which we seek to promote respect for human rights.

Creating an environment free from bullying and harassment:

Tech Mahindra’s Policy on Bullying and Harassment at workplace anti-discrimination is
applicable to everyone who work with or engaged in the operations of the Company.
Harassment is any form of behaviour that is unwelcome, unsolicited, unreciprocated, and usually
(but not always) repeated. It is the behaviour that has the purpose or effect of violating an
associate’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive
environment, and in the perception of the recipient of the conduct, it should reasonable be
considered as having that purpose or effect. For harassment to occur there does not have to be an
intention to offend or harass. It is the impact of the behaviour on the person who is receiving it,
together with the nature of behaviour, which determines whether it is harassment or not.
Some common examples of harassment are:

• Telling insulting jokes about groups or genders.

• Displaying offensive posters or screen savers.
• Making derogatory comments about someone’s race or religion.
• Offensive physical contact, derogatory language, or intimidating actions.
• Using any kind of abusive language in the workplace.
• Insulting or threatening gestured or language (overt or implied) or continual and unwarranted
shouting in the workplace.
• Unjustified and unnecessary comments about an associate’s work or capacity for work.
• Openly displayed pictures, posters, graffiti, or written materials which might be offensive to
some.
• Phone calls or messages on electronic mail/snail mail or computer networks which are
threatening, abusive or offensive to associates.
• The exclusion of an associate or group from normal conversations, work assignments, work
related social activates and networks in the workplace.

Sexual harassment:
The Company aims to provide a safe working environment and prohibits any form of sexual
harassment. Hence any act of sexual harassment or related retaliation against or by any associate
is unacceptable. Tech Mahindra’s Policy on Prevention of Sexual Harassment, therefore, intends
to prohibit such occurrences and details procedures to follow when an associate believes that a

7
violation of the policy has occurred within the ambit of all applicable regulations regarding
sexual harassment. The policy outlines the preventive measure taken and framework for dealing
with complaints if raised. The Company mandates all associates to undergo an e-learning
training followed by an assessment once in every two years.

Abuse of managerial authority:

Abuse of Managerial authority means conduct by a reporting manager in relation to an associate
who reports to them or over whom they have supervisory authority and which:
• Intimidates, humiliates, or undermines another associate by belittling them, or
• Excessively, destructively, or inappropriately criticizing or reprimanding them, or excessively
scrutinizing their work, or
• Makes demands that are unreasonable and/or outside that other associate’s role; or
• Makes demand to perform an action that is in breach of the principles of any policy of Tech
Mahindra

Diversity and inclusion- D&I:

The company promotes and supports a diverse workforce across all levels. We believe that
Diversity and Inclusivity (D&I) at workplace is an instrument for growth and we value and
celebrate the uniqueness of every individual by fostering an environment of inclusion and
empowerment. Towards this we also ensure all our policies and practices are compliant and
aligned to all applicable laws and regulations specific to Diversity and Inclusion
The Company is dedicated to creating a fair and transparent work environment with mutual
respect for all. We work to maintain workplaces that are free from discrimination or harassment
based on race, sex, colour, national or social origin, ethnicity, religion, age, disability, sexual
orientation, gender identification or expression, political opinion or any other status protected by
applicable law. The basis for recruitment, hiring, placement, development, training,
compensation, and advancement at the Company is qualifications, performance, skills, and
experience.

Enabling a flexible work culture:

We believe that providing a flexible work culture helps us retain talent and keeps our employees
motivated and engaged. We have a suite of flexible work arrangements across all countries we
operate in which may include benefits like Parental Leave, Paternity and Maternity leave,
Sabbatical for Higher Education, Time off for personal reasons, time off for Individual Corporate
Responsibility and Corporate Social Responsibility activities etc.

Promoting employee morale, skill upgradation and career development:

All our employees are covered under competency development programs that are relevant to
their role in the organization. Our Competency Development Program brings relevance and
flexibility to competency development for a role along multiple competency dimensions. Our
continuous education programs, delivered through the state-of-the-art Upskilling as a Service
(UaaS) platform, span technology, domain, business, process, behaviour, and leadership. The
Upskilling-as-a-service platform of #NewAgeDelivery enables associates to stay relevant and
develop a culture of continuous learning. The AI based platform deploys Skill Knowledge Unit
(SKUs) to provide holistic learning for employees and provides interactive, on-demand,
contextual and personalised #upskilling to associates in self-service mode through world class

8
 content and assessments from various learning partners. We provide training to all employees
without differentiating on grounds of gender, age, or physical ability. We also have specialized
programs for senior leadership. Our Training group offers industry benchmarked learning
programs to ensure talent enablement. The Training team has many learning offerings and
interventions including training on technical, managerial and process skills, industry domain
knowledge and leadership skills for employees and our strategic clients.

Safe and healthy workplace:

Protecting the environment and the health and safety of Associates is of prime importance to the
company and the company strives to provide a safe, healthy, and hygienic environment to its
workforce. We implement rigorous plans to ensure safety and welfare of Associates and to
protect the assets and information from and during a disruption. We believe in creating
awareness on workplace practices and communicating information, instruction, and training
programs to enable all associates to comply with the Environment, health, and safety policy of
the company.

Workplace security:
We are committed to maintaining a workplace that is free from violence, harassment,
intimidation and other unsafe or disruptive conditions due to internal and external threats.
Security safeguards for employees are provided, as needed, and are maintained with respect for
employee privacy and dignity.

Communication:
Tech Mahindra communicates all necessary and relevant information with regards to
organizational finances, policies, and long-term growth with associates. They are also made
aware of related laws, guidelines, and applicable policies when they join the organization and
given periodic reminders during their time in employment.

Grievance mechanism:
Tech Mahindra implements the above standards by incorporating it in related policies, processes,
and guidelines across all our business operations. Tech Mahindra conducts trainings to
strengthen in-house awareness and education on the practice of human rights. Tech Mahindra
believes that an empowered workforce is the best way to receive feedback and identify
improvement areas. Tech Mahindra’s Whistle-blower Policy is a critical means through which
stakeholders can raise actual or suspected violations. The Corporate Ombudsman oversees
investigative procedures laid down and defined under the Whistle blower policy.

➢ Human Resource Processes:

• HR Process at Tech Mahindra: Recruitment, Selection, Hiring, Training and Development,
Employee Remuneration and Benefits Administration, Performance Management all are
undertaken by Tech Mahindra Human Resource Department.
• Training and Development: company conducts many ventures within the organisation such
as – Bodhivriksha – in house management development centre to promote business values,
Global Managers Program, Customer-centric Corporation, Leadership Development, E-Lab
Program.

9
 • Compensation process: Compensation to employees includes payments made in cash or kind
by a company to or on behalf of all its employees. This data field is a total of the following
items: –Salaries, bonus, contribution to provident fund and gratuities, Staff welfare and
training expenses.
• Appraisal Process: Goal setting, Self-evaluation based on goals, Evaluation by direct
supervisor based on goals, Performance review discussion with the manager, Grading
Revised compensation
• HR Best Policies: Whistle-blower Policy, Shadow Boards, JOSH- Women’s Network cell,
Free Voice

➢ Notable Policies
• To conduct and govern our Business with Ethics, Transparency and Accountability,
• To promote the wellbeing of all employees
• To provide goods and services that assure safety and contribute to sustainability throughout
their life cycle
• To respect the interests of, and be responsive towards all stakeholders, especially those who
are disadvantaged, vulnerable and marginalized
• To respect, protect, and make efforts to restore the environment
• To support inclusive growth and equitable development
• To engage with and provide value to our customers and consumers in a responsible manner

➢ Tech Mahindra Hierarchy:

The designations are named band wise:

U1: Associate Software Engineer.

U2: Software Engineer

U3: Senior Software Engineer

U4: Team Lead

P1: Project Manager

P2: Program Manager

E1: IBU(Unit) Head

E2: IBG(Group) Head

10
 Training Process at Tech Mahindra
Training is concerned with imparting developing specific skills for a particular purpose. Training
is the act of increasing the skills of an employees for doing a particular job. Training is the
process of learning a sequence of programmed behaviour. In earlier practice, training programme
focused more on preparation for improved performance in particular job. Most of the trainees
used to be from operative levels like mechanics, machines operators and other kinds of skilled
workers. When the problems of supervision increased, the step were taken to train supervisors
for better supervision.

Development is all those activities and programme when recognized and controlled have
substantial influence in changing the capacity of the individual to perform his assignment better
and in going so all likely to increase his potential for future assignments.

Thus, management development is a combination of various training programme, though

training is necessary, it is the overall development of the competency of managerial personal in
the light of the present requirement as well as the future requirement. Development an activity
designed to improve the performance of existing managers and to provide for a planned growth
of managers to meet future organizational requirements is management development.

Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one-shot programme but continues

throughout the career of a manager.
2. Management development is any kind of learning, assumes that there, always existing a gap
between an individual’s performance and his potential for the performance.
3. Management development seldom takes place in completely peaceful and relaxed atmosphere.
4. Management development requires clear setting of goals.
5. Management development required conducive environment.

Steps involved in Training and Development Process

I. Need of training and development

II. Goals and Objectives
III. Method of Training
IV. Implementation of program
V. Evaluation and constant monitoring

Step I- Need of Training and Development program

Companies often take a decision to roll out a training and development program after identifying
a specific need in the organization. The need could be introduction of new skill or to update the
existing skills of the employee. In the case of employees working on higher level the training and

11
development program is introduced to improve the behaviour skills and ensure teamwork in the
organization.

Step II- Goals and Objectives of Training and Development

Here are different goals and objectives the companies can set before implementation of training
and development program-
• To impart skills- Under this objective the employees are trained to operate the
equipment and machinery correctly. The goals are set to improve work efficiency and
to reduce wastage of time.
• To Educate: The objective is linked with providing information about theoretical
concepts and provides hands-on experience of the task. The goal is to improve
reasoning power and judgment skills of employees.
• To Enhance Knowledge: The objective here is to improve behavioural knowledge of
the employee. The goal is to enhance understanding of human relations, management,
and business environment among employees.
• Ethics: The objective is to provide knowledge about ethical conduct in
the organization. The goal is to regulate the conduct of the employee in the
organization.
• Change in attitude: The objective of the training is to change the attitude of the
employees in terms outlook, reaction, feelings, and work beliefs. The goal is to
improve commitment and satisfaction of the employee by providing required
motivation.
• Extraordinary Skills: To impart extraordinary skills such as critical decision making,
problem-solving and industrial research. The goal is making employee ready to face
future challenges.
• Literacy: Objective is to improve corporate language proficiency and increase
awareness about corporate culture. The goal is to make sure employees can handle the
international clients and customer in a decent way.

Step III- Training Methods

There exist different types of training methods used by the organization based on the goals and
objectives of the training and development program. Here are few commonly used training
methods in corporate world-
• Orientations: It is generally used to introduce the newly joined employee to the
organizational work culture. It includes few lecture sessions, meetings with supervisor
and information regarding the history of the organization. This training is used to make
sure the newcomer feels welcomed in the organization and become aware about their
work profile, goals and objectives of organization, policies as well as rules and
regulations to be followed.
• Lectures: This is a one-way communication method, mostly used when important
information must be conveyed to large number of employees. The information can be
related to new updates in policies or any change management action in the
organization.

12
 • Case Study: Here the participants are given a situation in terms of case study, and
they must provide solutions on the stated problem in the provided case. It is a best way
to impart decision making skill and sharpen the judgment skills of the employee.
• Role Playing: A scenario is created, and each participant is assigned a particular role
to play out. The participant can practice their actual job work using role play method.
The facilitator provides immediate feedback to the participant which helps them to
improve their performance. These kinds of scenario are very effective while providing
marketing and management training.
• Simulations: It can be used as a kind of games created from real-life scenarios. The
benefits of this simulations are that employee gets better understanding of whole
organizational structure and can study actual day-to-day problems to get a relevant
solution on it.
• Computer-Based Training: The employees are provided study material and
instruction on the computer. It allows employees to learn on their own pace and time.
• Self-Instruction: Individualized instruction, programmed learning, personalized
systems of instruction, correspondence study and learner-controlled instruction are
different types of self-instruction training. Here employees are responsible for their
own learning.
• Audio-visual Training: In this type of training films, television and videotapes are
used to expose employees to the real-life situation. The presentation includes the
situation and how the problem stated in the situation is resolved. It helps employee to
gain knowledge about diverse corporate situations and provide them an appropriate
direction to take decisions.
• Team-Building Exercises: The training is associated with the human behaviour. It
includes activities which can improve group dynamics and worker-management
relations. It can be in the form of outdoor exercise or brainstorming sessions in the
office.
• Apprenticeships and Internships: It is a kind of on-the-job training in which the
newly joined employee works with experienced employee and learns work related
skills while performing the actual job.
• Job Rotation: In order to enhance the understanding about the whole organization
and to add skills the job rotation method of training is used. Here employees do
different types of job on rotational basis and gain knowledge of different work profile.

Step IV- Implementation of program

The management and HRM department take a meeting with different supervisors to decide the
time of implementation of the training and development program. The implementation of
orientation programs and other newcomer training programs is carried out right after joining of the
employee. The specific skills training programs are launched based on the workload and free time
span available to the employee. The on-the-job training program is an ongoing process and
employees should be informed about it in advance.

13
Step V- Evaluation and constant monitoring
The evaluation of training and development program is generally carried out at the time
of performance appraisal. The changes in performance and attitude are noted based on the
performance review. The increase in productivity and accuracy of work indicates the success of
training and development program. Improved work harmony and organizational citizenship
behaviour indicates the well being created by development programs. The constant monitoring of
the behaviour of the employee is achieved based on the monthly goal attainment and teamwork of
the employee. Additional training programs are launched in the case of absence of any positive
results in terms of improved employee performance.
Employee orientation is the procedure by which new employees learn important organizational
process, qualities, and standards, set up working relationship and figure out how to work inside
their employments. Skills and technical training programs are organized to teach the new employee
a particular skill or area of knowledge.
One of the main objectives of training is to provide learning to improve the performance on the
present job i.e., how skilfully the individual handles the job and the level of outcomes/ result
achieved.
There are various steps in training and development to be effective and bring about the desired
results in terms of enhanced knowledge, skills, and attitude.

➢ Training Needs Assessment

Identification of the training needs of the target group which is to be exposed to training can be
done in 2 ways:
• Training needs assessment at organization level
• Training needs assessment at individual or employee level.
• Training need assessment at department / functional level

Once the target group is identified, analysis the gap which needs to be bridged through training.
Develop specific training objectives and targets for bringing about measurable improvement in
their performance levels and enhancement in job related knowledge.

Program design

• Develop the program contents, training methods to be used, the speakers / faculty/
subject experts to be involved, the mode of instruments to be used, training aids to
make the training program more result oriented.
• Identify all training aids which are required for the desired training technique
• Prepare the background material like write up on case, role play, incident method.
Also ensure that qualitatively and quantitatively the background reading material
meets the norms of delivery of the training objective

Critical preview of program

Administration and detailed physical fragments

14
Validation

Introduce and validate training before a representative audience. Pilots test all training aids,
equipment etc to ensure perfect delivery on the D Day
Program implement action
Conduct the program as planned, which each activity going as per schedule.
Evaluation and Follow-Up

Assess program success according to:

• Reaction: Notify the document the learner’s immediate reaction to the training
• Learning: use feedback devices or pre and post tests to measure what learners have
learnt
• Behaviour: in consultation with the supervisor, observe the behavioural
• changes in the training. This is one way to measure the degree to which learners may
apply new skills and knowledge to their jobs.

➢ Step by step process at Tech Mahindra:

The focus is on how trainees will be equipped with industry-relevant skills and the technical
know-how to help them succeed in the highly competitive world of technology. They will be
shaped into future-ready professionals with enhanced employability.

These are the steps to the journey from training to employment offer letter:

1. Training starts after two days of joining the organization. Initially employees will be
divided into various batches depending upon your selection process.

2. Candidate’s score with top quartile is enrolled in Fastrack batch. The difference between
regular batch and a Fastrack batch is that a regular batch will have two more tests.

3. Candidates will be given course material a day before your schedule, assignments daily
and few practice tests will be conducted based on whatever they teach you in the training
depending upon your domain.

4. Tech Mahindra usually puts freshers into 4 or 5 domains (.Net, JAVA, IMS, Business
Intelligence, IDM) only and the selection is done randomly.

5. There are programming assessments and objective assessments as well.

6. The final test of training would be a case study wherein you'll have to use all the
technologies taught in your training. Case study will be evaluated by the Business Unit
heads.

7. Apart from technical training, employees ae also trained by Business Communication

team. Employees will have two assessments in business communication. One of them is a

15
 SWOT Analysis presentation of Tech Mahindra Business Units and the second test is an
objective assessment.

8. Trainees must clear all the assessments (technical and business communication) in two
attempts only.

9. The cut-off for first attempt is 70%, for second attempt it is 80%. If the employee fails to
clear the assessments in two attempts, the individual is terminated.

➢ Initiatives taken by Tech Mahindra

Initiative-1

Tech Mahindra has launched a new upskilling initiative called 'Gift A Career' to train the youth
across India. The program content will be delivered by Tech Mahindra's Individual Social
Responsibility (ISR) mobile app.
Under this program, Tech Mahindra will provide training in IT (information technology) and
digital conversational English and workplace readiness. Tech Mahindra will use its SMART
centres and academies across 11 locations in India to deliver the program.
The IT service firm has labelled the program as SMART+ for personals with disabilities and
SMART-T for offering technical skills in over 45 domains. The eligibility criteria for the
program are to hold 10th class certification. The initiative will also help the candidates in finding
job opportunities.
The company's employees can also recommend the beneficiaries of the initiative. Tech Mahindra
employees will have to register themselves in the 'Gift A Career' initiative using ISR mobile app.
The idea behind the program is to offer relief to the under-served sections the society with proper
training.

Initiative-2

With an aim to equip its 60,000-strong global workforce with new-age skills, IT services
company, Tech Mahindra, has launched an AI-based platform, called ‘Upskilling-as-a-Service
(UaaS), it will help build a future-ready workforce.

Developed in-house, the learning platform will be used to accelerate skill development, to meet
the people supply chain needs of organizations coping with the recent business challenges
brought on by the COVID-19 pandemic.

The Company plans to make this platform available to not just employees, but also to academia
so that students are industry-ready when they graduate. The intent of the upskilling platform is to
empower the employees and associates with skills that will enable them to identify their goals
and aspirations and make them future-ready. The platform will enhance employee competencies
across emerging technologies, such as 5G, cloud, big data, and robotic process automation.
The world-class content and assessments have been developed in association with 30+ partners.

16
With such learning interventions and accelerated skill-development initiatives, the Company is
surviving the pandemic amidst the rising uncertainty. This platform also empowers employees
for a seamless transition to digital jobs.

Employees will be provided with a holistic learning experience across multiple domains —
technical, functional, behavioural, and professional.
Based on their current and relevant skills, it will also recommend career paths and suitable
opportunities to the employees.
The platform will help deliver value to its customers by grooming employees for current projects
as well as for future engagements.

Employee review on internet

17
 Performance appraisal at Tech Mahindra
Performance appraisal is the systematic, periodic, and impartial rating on an employee’s
excellence in matters pertaining to his present job and to his potentialities for a better job. When
properly conducted, performance appraisal should not only let the employee know how well he
is performing but also influence the employee’s future performance.

Performance appraisal is a method of evaluating the behaviour of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performance. It indicates
how well an individual is fulfilling the job demands. Often the term is confused with effort, but
performance is always measured in terms of results and not efforts. Performance appraisal is not
job evaluation. It refers to how well someone is doing the assigned job. Job evaluation
determines how much a job is worth to the organization and therefore, what range of pay should
be assigned to the job.

Thus, performance appraisal is a process of estimating or judging the value, excellence, or

qualities of employees in an organization. Importance Performance appraisal has become a very
significant activity in most of the enterprises because it provides data about past, present and
expected performance of the employees, which is helpful in taking decisions on selection,
training, and development, increases in pay, transfers, and the like. These days a large amount of
money is being spent on appraisals by most of the organizations.

A company conducts performance appraisal for the following reasons,

• Compensation "Pay for Performance"
• Job Performance Improvements
• Feedback to Subordinates
• Documentation for Decisions
• Goal Setting-Later Evaluation
• Promotion Decisions
• Identify Training Needs
• HR Planning

Performance Appraisal is the step where management finds out how effective the company has
been at hiring and placing employees, and Tech Mahindra has managed to ace the same.

The following benefits of performance appraisal justify the designing of an effective program of
performance appraisal:

• Performance Improvement - Performance feedback provides a scientific basis for

judging the merit or worth of employees who will try to improve their performance if it is
not up to the satisfaction of the employers.
• Placement Decisions - It is a sound basis for promotions, demotions, transfers or even
termination of employees. Often promotions are a reward for past performances.
• Training and Development Needs - It helps in distinguishing between efficient and
inefficient workers. Poor performance may indicate the need for retraining. Likewise,

18
 good performance may indicate untapped potential that should be developed.
• Career Planning and Development - Performance feedback guides career decisions
about specific career paths one should investigate. It also helps the management to assign
work to individuals for which they are best suited.
• External Challenges- Sometimes, performance is influenced by factors outside the work
environment, such as family, financial, health or other personal matters. If uncovered
through appraisals, the human resources department may be able to provide assistance.

If the appraisal is done scientifically and systematically, it will prevent grievances and develop a
sense of confidence among the workers. Thus, appraisal helps in creating a congenial
environment of employer-employee relations. Objectives of Appraisal The overall objective of
performance appraisal is to improve organizational effectiveness by providing information about
efficiencies and deficiencies of its human resources. The first function of this control mechanism
is administrative i.e., it helps in administrating a reward and penalty system. It often provides the
rational foundation for the estimation of the contributions of employees and helps to determine
the rewards and privileges rationally. The next important use of such appraisal is that it enables
the management to inform the employees where they stand. In other words, it serves as feedback
to the employee. By letting the employee know how well he is doing or where he stands, it tells
them what they can do to improve their performance. A third purpose of such appraisal is to
locate or identify the potential for growth of individual employees. By identifying the strengths
and weaknesses of an employee, it serves as a guide for formulating a suitable training and
development program to improve their quality of work. Also, it helps to determine whether an
employee can contribute more to a higher or different job. It helps in their suitable promotion or
placement. Lastly, an analysis of the periodical assessments of all employees provides a
dependable connective data on the efficiency of the organizations, state of employee morale etc.
To the top management where the appraisals are so structured as to elicit such information. In a
concise manner, we can say that performance appraisals aim at attaining the following different
purposes:

• To create and maintain a satisfactory level of performance.

• To contribute to the employee growth and development through training, self, and
management development programs.
• To help the superiors to have a proper understanding about their subordinates.
• To guide the job changes with the help of continuous ranking.
• To facilitate fair and equitable compensation based on performance.
• To facilitate testing and validating selection tests, interview techniques through
comparing their scores with performance appraisal ranks.
• To provide information for making decisions regarding lay off, retrenchment etc.
• To ensure organizational effectiveness through correcting the employee for standard and
improved performance and suggesting the change in employee behaviour.

The Performance Appraisal process at Tech Mahindra:

1. Establish performance standards

2. Communicate performance expectations to employees
3. Measure actual performance

19
4. Compare actual performance with standards
5. Discuss the appraisal with the employee, if necessary,
6. Initiate corrective action the evaluation process

• Establish performance standards

At the time of designing a job and formulating a job description, performance standards
are usually developed for the position. These standards should be clear and not vague,
and objective enough to be understood and measured. These standards should be
discussed to find out which different factors are to be incorporated, weights and points to
be given to each factor and these then should be indicated on the Appraisal Form, and
later used for appraising the performance of the employees.

• Communicate performance expectations to the employees

The next step is to communicate these standards to the employees, for the employees left
to themselves, would find it difficult to guess what is expected of them. To make
communication effective feedback is necessary from the subordinate to the manager.
Satisfactory feedback ensures that the information communicated by the manager has
been received and understood in the way it was intended.

• Measure actual performance

To determine what actual performance is, it is necessary to acquire information about it.
We should be concerned with how we measure and what we measure. Four sources are
frequently used to measure actual performance:  Personal observations  Statistical
reports  Oral reports  Written reports

• Compare actual performance with standards

The employee is apprised and judged of his potential for growth and advancement.
Attempts are made to note deviations between standard performance and actual
performance.

• Discuss the appraisal with the employee

The results of appraisal are discussed periodically with the employees, where good
points, weak points and difficulties are indicated and discussed so that performance is
improved.

• If necessary, initiate corrective actions:

Coaching, counselling may be done, or special assignments and projects may be set;
persons may be deputed for formal training courses, and decision-making responsibilities
and authority may be delegated to the subordinates. Attempts may also be made to
recommend for salary increases or promotions if these decisions become plausible in the
light of appraisals. The details given above may vary from organization to organization,
but these steps usually form the principal steps/features of a sound evaluation
programme.

20
 Tech Mahindra Reviews

➢ Growth at Tech Mahindra

Employees at Tech Mahindra think their company is growing fast enough to continue a
successful path; rating growth at Tech Mahindra 70/100. Tech Mahindra's executive team
directly impacts Tech Mahindra's growth, and 67% of employees approve of the job they’re
doing. Growth at Tech Mahindra can be measured by benchmarking companies’ culture metrics.
Tech Mahindra ranks 3rd amongst competitors like Hexaware Technologies and Infosys as rated
by employees for each company.

➢ Employee Outlook at Tech Mahindra

A Qualitative measure of Tech Mahindra's growth is employee and customer perception. Tech
Mahindra's employees short term outlook is that it’ll have an awful performance. In the long-
term Tech Mahindra employees are neutral about Tech Mahindra growth and future.

21
➢ Diversity Focus Areas
At Tech Mahindra, they encourage every TechMighty to be what they are and be loved for that.
Because there is more, always. They foster five dimensions of Diversity at Tech Mahindra.
1. Gender
2. Generation
3. Differently abled
4. Culture
5. LGBTQ+

➢ Tech Mahindra HR Team Versus Other Departments

As the enforcers of company culture, it’s intriguing to know what the human resources
department thinks about Tech Mahindra's culture in comparison to other departments. The
human resources team at Tech Mahindra has not yet rated their overall culture. The average
overall culture rating at Tech Mahindra is 67/100. Other notable culture scores are 74/100 from
the Engineering department, 69/100 from the IT department, and 31/100 from the Sales
department.

➢ Tech Mahindra Work Culture at a Glance

22
➢ Tech Mahindra Retention at a Glance
Tech Mahindra's Retention score is rated a “B” by employees. The category helps understand
Tech Mahindra's focus and commitment to retaining employees in their organization.

Over the past month, Tech Mahindra's Retention score has increased to 72/100. In general, Asian
or Pacific Islander employees and employees with 1 to 3 Years’ experience think the most highly
about Tech Mahindra's efforts around retaining employees.

Tech Mahindra's Retention score is in the Top 25% of similar sized companies (10,000+
Employees) on Comparably. The Company ranks in the Top 50% compared to nearby companies
in San Francisco.

➢ Awards and Recognitions

• Tech Mahindra has received the Golden Peacock HR excellence award.
• Tech Mahindra has been recognized amongst the top 10 trusted big data analytics companies
in India 2021 - 2022 by TopAppDevelopmentCompanies.com.
• Tech Mahindra has won 2 Awards at SAP Partner Summit-
• INDIA Best GSSP Partner of the Year &
• Best Customer Experience Partner at SAP India Partner Summit.
• Tech Mahindra has been recognized as ‘Leader of the Year’ by CEO Today Magazine
Middle East Awards 2021.
• Tech Mahindra’s CEO, CP Gurnani has been recognized as 'Inspiring CEO 2021' by the
Economic Times.
• Tech Mahindra has been recognized among the Economic Times Iconic Brands 202.
• Tech Mahindra has emerged as a winner of NASSCOM Engineering &Innovation
• Excellence Awards 2021 for Service Delivery Excellence & Next-Gen Products; for its
projects on Vehicle Top Hats & Distributed Ledger DnD.

23
 Conclusion

Based on the secondary research we performed, by going through various reviews on several
websites, we concluded that the employees at Tech Mahindra, did enjoy working there, and the
organization provided a healthy environment for them to grow and expand their horizons. Tech
Mahindra provided surplus training programs for them to enrol under and learn.

Recommendations
• Providing more world class services to customer.
• Bringing more innovations in IT project field.
• Reorganizing the Management structure.
• Promotion of R&D activities in Telecom Centres of Excellence.
• Setting up of Telecom Entrepreneur Development
• Centre (TEDC) for promoting entrepreneurship.
• Using merger and acquisitions

24
 References
https://www.techmahindra.com/en-in/people/diversity-and-inclusion/
https://www.comparably.com/companies/tech-mahindra-americas-inc
https://www.techmahindra.com/en-in/people/diversity-and-inclusion/
https://www.techmahindra.com/en-in/
https://www.comparably.com/companies/tech-mahindra-americas-inc/mission
https://techmahindrafoundation.org/
https://techmahindrafoundation.org/volunteering-tech-mahindra-foundation/
https://www.businesstoday.in/magazine/features/story/why-mahindra-satyam-merger-with-tech-
mahindra-is-stalling-39417-2013-01-15

https://www.techmahindra.com/en-in/ , https://en.wikipedia.org/wiki/Tech_Mahindra
https://vtlogo.com/tech-mahindra-limited-vector-logo-svg/
https://www.moneycontrol.com/india/stockpricequote/computers-
software/techmahindra/TM4#sec_peers
https://www.moneycontrol.com/stocks/marketinfo/marketcap/bse/it-services-consulting.html
https://www.statista.com/statistics/949783/india-leading-software-companies-based-on-net-
sales/
https://www.moneycontrol.com/stocks/company_info/print_main.php

25