SANSKRITHI SCHOOL OF BUSNIESS

Approved by AICTE, New Delhi. Affiliated to JNTUA, Anantapur.

Beedupalli Knowledge park, Prasanthi Gram, Puttaparthi, Anantapur – 515 134

EVEN SEMESTER
ACTION PLAN REPORT
(Academic Year: 2019-2020- Even Semester)

Faculty Name : E.PRASHANTHI

Designation : ASSISTANT PROFESSOR

1
 Table of Contents

S.No Contents Page Number

1 Subject Details
2 Time table`
3 Syllabus (Theory & Laboratory)
4 Lesson plan
5 Assignment plan
6 Syllabus Completion & Status
7 Seminar Plan
8 Mini Project Plan
9 Internal Seminar / Workshop
10 Events report (Workshop, Tech fest , Industrial visit &
other Events )
11 Certification courses
12 Test Code / Prep Insta
13 Add on Courses
14 College Responsibilities
15 Students Counselling System/Proctor Details

Subject Details: (Theory and Laboratory)

Sl. Sub Code Subjects Details Year Branch Semester No of Hours

Allotted

No.

1 17E00409 Global Human II III-BATCH IV

Resouce
Management

2 Operations I I & II II
Management BATCH

2
 INDIVIDUAL STAFF TIMETABLE / WORKLOAD

Subject Name : Global Human Resouce Management Year & Branch : 2019-20

Subject Code : 17E00409 Semester : IV

Name of the Faculty : E.PRASHANTHI Designation : ASST.PROF

Period I II III IV V VI VII

Day Time 9.30-10.20 10.20-11.10 11.20-12.10 12.10-1.00 2.00-2.50 2.50-3.40 3.40-4.30

Monday
Tuesday
Wednesday
Thursday
Friday
Saturday

3
 JAWAHARLAL NEHRU TECHNOLOGIAL UNIVERSITY ANANTAPUR

(17E00409) GLOBAL HUMAN RESOURCE MANAGEMENT

(Elective VI)

Objective :The objective of the course is to provide an outline of Global Human Resource management
of MNC`S.

1. Global Human Resource Management concept, expanding role – Global issues and challenges,
Differences between Domestic HRM and GHRM.

2. Social and Cultural Variables in Global Organizations – Cross Cultural Differences – Cross Cultural
Research Methodologies – Hofetede’s Hermes Study, Cultural Issues.

3. Global staffing and Compensation Practices – Nature, Sources, Policies – Human Resource Planning –
Recruitment and Selection for global Assignment,Selection process- Expatriate and Repatriate. –
Compensation- International Compensation structure, Differentiating HCN’S, PCN`S and TCN`S

4. Appraisal and Training and developmentin the Global Perspective-Programmes and Agencies–
Performance management, Appraisal system – Training and development need, cross cultural training,
Areas of international training and development.

5. Global Industrial Relations and People Management – Trade Unions, Collective bargaining,
Disputes/Conflicts, Quality Circles and Participative Management.- USA – European Countries, Asian
Countries and Middle East.

Text books:

§ International Human Resource Management,Aswathappa,TMH.

§ International Dimension of Human Resource Management, Dowling P.J, Thomson/Cengage

References:

§ International Human Resource Management, Tony Edwards & Chris Rees, Pearson.
§ Internal Human Resource Management, Rao P.L, Excel.
§ International Human Resource Management, Subba Rao P, Himalaya.
§ International Dimensions of Organizational Behaviour, Adler N.J, Kent

4
 LESSON PLAN
Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT Year & Branch : II MBA t

Subject Code : 17E00409 Semester: IV

Name of the Faculty: E.PRASHANTHI Designation: Asst. Professor

Topic:

Definition / Description:

GLOBAL HUMAN RESOURCE MANAGEMENT

Objectives:

The objective of the course is to provide an outline of Global Human Resource management of MNC`S.

Text books:

§ International Human Resource Management,Aswathappa,TMH.

§ International Dimension of Human Resource Management, Dowling P.J, Thomson/Cengage

References:

§ International Human Resource Management, Tony Edwards & Chris Rees, Pearson.
§ Internal Human Resource Management, Rao P.L, Excel.
§ International Human Resource Management, Subba Rao P, Himalaya.
§ International Dimensions of Organizational Behaviour, Adler N.J, Kent

The following programs should also be included along with the theory classes:

Program Name:

· Tutorials

· Assignments

· Unit Tests – Internal Tests I, II and III

· Model Exam

5
 SUBJECT COVERAGE
Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT Year & Branch : II MBA t

Subject Code : 17E00409 Semester: IV

Name of the Faculty: E.PRASHANTHI Designation: Asst. Professor

Unit I Unit TOPICS COVERED

No Title
S.No Period Global Human Resource Management Text / Actual Date
concept Reference

1 Expanding role
13th Jan
14th Jan Global issues and challenges
27th Jan Differences between Domestic HRM and
GHRM
Unit Unit Social and Cultural Variables in Global Text /
Title Organizations Reference

31st Jan Cross Cultural Differences

3rd Frb Cross Cultural Research Methodologies

4th Frb Hofetede’s Hermes Study

th
5 Feb Cultural Issues
Unit III Unit Global staffing and Compensation Practices Text /
Title Reference

18th Feb Nature

19th Feb Sources
20th Frb Policies – Human Resource Planning

25th Feb Recruitment and Selection for global

Assignment
26th Feb Selection process
27th Feb Expatriate and Repatriate
rd
3 Mar Compensation
4th Mar International Compensation structure

6
 5th Mar Differentiating HCN’S , PCN`S and TCN`S

Unit IV Unit Appraisal and Training and development in Text /

Title the Global Perspective Reference

10th Mar Programs and Agencies

11th Mar Performance management
17th Mar Appraisal system
th
18 Mar Training and development need
th
19 Mar cross cultural training
th
24 mar Areas of international training and
development
Unit V Unit Productivity Text / Actual Date
Title Reference

31st Mar Trade Unions

1st April Collective bargaining
2nd Apr Disputes/Conflicts
th
7 Apr Quality Circles
8th Apr Participative Management
th
9 April USA – European Countries, Asian Countries
and Middle East

FACULTY HOD PRINCIPAL

7
 ASSIGNMENT PLAN

Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT Year & Branch : II MBA t

Subject Code : 17E00409 Semester: IV

Name of the Faculty: E.PRASHANTHI Designation: Asst. Professor

S.No Assignment Topics Books / Journal Date of

to be Referred Announcement

1
Differences between Domestic HRM
and GHRM 28th Jan

2
Cross Cultural Differences 4th Feb

3
Cultural Research Methodologies 25th Feb

4
Recruitment and Selection for
International 3rd Mar

Evaluation of Global HRM Practices 17th Mar

6
Performance management and HR
process 31st Mar

Faculty in Charge HOD

8
 Seminars:
Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT Year & Branch : II MBA t

Subject Code : 17E00409 Semester: IV

Name of the Faculty: E.PRASHANTHI Designation: Asst. Professor

Unit No Assignment Topics Books / Journal to be Date of

Referred Announcement
1 Differences between Domestic HRM and International Human Resource 30th Jan
GHRM Management,Aswathappa,TM
H
2 Cultural Issues International Human Resource 6th Feb
Management,Aswathappa,TM
H
3 Cross Cultural Differences International Human Resource 20th Feb
Management,Aswathappa,TM
H
4 Differentiating HCN’S, PCN`S and International Human Resource 27th Feb
TCN`S Management,Aswathappa,TM
H
5 Areas of international training and International Human Resource 5th March
development Management,Aswathappa,TM
H
6 Participative Management. - USA – International Human Resource 12th March
European Countries, Asian Countries and Management,Aswathappa,TM
Middle East H
7 19th March

Evaluation of Global HRM Practices

8 26th MARCH
Performance management and HR
process
9 Expatriation: The Solution or the Problem 2nd April

Faculty in Charge HOD

9
MINI PROJECTS:

S.No ROLL NO NAME OF THE STUDENT Project Titile

1 18HX1E0004 BHONSLE PARIMALA

UAE Expatriate Management Policy in
HRM

2 18HX1E0076 M V LALATAKSH

3 18HX1E0077 MADURUMAHESWARA
REDDY

4 18HX1E0078 MANDALA PRUTHVI Staff recruitment in United Nations

KALYAN system organizations

5 18HX1E00A6 EDIGA SRAVANTHI

6 18HX1E00B7 JUTURUVEERA PAVAN

KUMAR

7 18HX1E00C8 MANNUTTARA LALITHA Expatriation: The Solution or the

Problem

8 18HX1E00D0 MIDDILI JAGADEESH

REDDY

9 18HX1E00D1 MULAKALA BHARGAVI

10 18HX1E00D2 N NAVEEN KUMAR Issues in supply of international human

resource

11 18HX1E00D4 PANDILLAPALLE SIREESHA

12 18HX1E00E8 B CHAITANYA KUMAR

REDDY

10
S.No ROLL NO NAME OF THE Project Titile
STUDENT

1 18HX1E0004 BHONSLE PARIMALA Host country specific factors

and the transfer of human
2 18HX1E0076 M V LALATAKSH resource management
practices in multinational
companies
3 18HX1E0077 MADURUMAHESWARA
REDDY

4 18HX1E0078 MANDALA PRUTHVI Developing the concept of

KALYAN
socially responsible
international human resource
5 18HX1E00A6 EDIGA SRAVANTHI management

6 18HX1E00B7 JUTURUVEERA PAVAN

KUMAR

7 18HX1E00C8 MANNUTTARA Human resource management

LALITHA
in cross-cultural contexts

8 18HX1E00D0 MIDDILI JAGADEESH

REDDY

9 18HX1E00D1 MULAKALA BHARGAVI

10 18HX1E00D2 N NAVEEN KUMAR An examination of human

resource management
11 18HX1E00D4 PANDILLAPALLE practices in Iranian public
SIREESHA sector

12 18HX1E00E8 B CHAITANYA KUMAR

REDDY

11
 Case Study Plan

Subject Name: GLOBAL HUMAN RESOURCE MANAGEMENT Year & Branch : II MBA t

Subject Code : 17E00409 Semester: IV

Name of the Faculty: E.PRASHANTHI Designation: Asst. Professor

S.No Assignment Topics Date of

Announcement

29th Jan
1 International Human Resource Theories: Coca Cola Case
Study

19th Feb
2 Employees problems on overseas operations

26th Feb
3 World-Class Franchise Training Program

11th Mar
4 The Euro Disney Challenges In France

25th Mar
5 Wal-Mart: A Case of Employee Discrimination

8th Apr
6 Citibank India's Efforts towards Talent Retention and
Attaining Gender Diversity

Faculty in Charge HOD

12
Case 1:

International Human Resource Theories: Coca Cola Case Study

Local Human Resource Management practices are different of international Human Resource
Practices, because the core different in the organizational structure. The structure of a
Multinational organization as Coca Cola should be different of another American local
organization. These differences come from the significant role and senior strategies of the
company. This should cause some significant change in the HR practices and functions.

Since Coca Cola is a company operates its business around a huge number of countries around
the world it began to respond to both of local and international needs. Environment, culture and
political differences exist from a region to another.

Globalization is the most important factor of the multinational enterprise’s phenomenon. Coca
Cola one of the American companies became a multinational company to take the benefits of
new markets and to minimize the labour costs. Haile (2002) mentioned that Bernadin and
Russell (1998) and Robbins (1997) all stated that Coca-Cola and Pepsi receive more than half
of their revenues from operations outside the United States. These reasons and more
encourage the company to operate its business outside the boundaries. While the company
started its operations outside USA it considered the environmental, cultural and political change.
Also, it considered the differences among the multinational employees. Therefore, it started to
find the methods and the practices which help to avoid any obstacles since the IHRM has new
concepts were developed internationally. As a core point, the international human resource
practices should be aligned with the predefined strategic business goals.

Company’s background

Coca Cola was invested in May 1886 by Dr. John S. Pemberton in Atlanta, Georgia. Currently,
its operations are in more than 200 countries, and with diverse work force of approximately
55,000 employees.

The local and global strategy

The strategic vision of the company is to achieve five strategic goals: Profit, people, value,
partners and planet.

One of the above strategic is people, which is the most important element in Coca Cola as
people are the workforce which operates the whole work. Moreover, the company gives its
attention to the HRM to control the human functions and roles and to be aligning with the
company’s senior strategy. In line with the higher objectives of the company, human resources
management seriously seeking to get the best management achieve the objectives of the
company. For these reasons, IHRM should define know the structure of the company as a
global.

(The Times Newspaper, 2005, P. 2)

The company’s structure

13
The home country of Coca Cola is USA it controls both of centralization and localization’s
functions. Senior decisions at The Coca Cola Company are made by an Executive Committee
of 12 company Officers. This committee helped to shape the strategic priorities. The chair of the
executive committee acts as a head for the company and chairs the board meetings. He is also
the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other
executives are responsible either for the major regions (e.g. Africa) or have an important
business specialization for example the Chief Financial Officer.

(The Times Newspaper, 2005, P. 3)

There are seven main regions where Coca Cola operates in as the following:

North America, Africa, Asia, Europe, Eurasia, Middle East, Latin America. Each region has
divided into countries and each country has its own structure the following figure explains the
structure of Coca Cola in Great Britain.

(The Times Newspaper, 2005, P. 3)

IHRM concepts in Coca Cola’s practices and reasons to transfer employees to the host
countries

Staff selection, international assignments, international training and development, international

compensation, and IHRM in the host Country context are some key concepts of the international
practices which Coca Cola’s HRM is responsible to deal with. And it is important to know the
reason of transferring people from a region to another among Coca Cola parent company, host
countries and subsidiaries.

The reason of sending staff for international assignment in Coca Cola is to achieve three major
goals within short and long terms: to fill positions, develop the management and to fulfil Coca
Cola’s development. (Hartono 2009)

The following table shows the reasons of transferring staff from the parent country of Coca Cola
to the host countries (e.g. china).

Why does Coca Cola transfer staff from the parent country (USA) to the host countries

Case 2: Employees problems on overseas operations

Rajesh Software Limited is a fast-growing software company in India. It defines, designs and
delivers technology-enabled business solutions to its clients. It has a global presence through
strategic alliance with leading technology providers located in different parts of the world. In
fact, it conducts its global operations through its 22 overseas offices located in countries like the
USA, UK, Australia, China, Poland, South Africa, the Philippines and Argentina. The company
has 15,000 employees, of which 3200 are expatriates on an international assignment at any point
of time. It has an international HR division as part of the well-developed HR department to
prepare, expatriate and repatriate the employees linked to foreign assignments. The HR
department of this company is managed by Mr. Pranav Kumar, director (HR). The International
Human Resource (IHR) division, headed by AGM (IHR) Mr. Srinivas Patel, is responsible for
identifying, training, orienting and compensating the expatriate employees. It is also responsible

14
for evaluating the performance of the expatriate on overseas missions. Since Rajesh Software
gets a sizeable portion of its income from overseas operations, it has spent a considerable amount
of time and resources to develop a global HR system. Yet, the international division of this
company faces a few specific problems like high employee attrition among expatriates and a
high cost of maintaining them on international assignments. An employee satisfaction survey
conducted among the expatriates revealed employee dissatisfaction over performance evaluation
and pay differences. Some of the expatriates complained that the IHR division was ignoring the
dissimilarity in the expatriate assignments and foreign situation while evaluating the
performance of the expatriate employees in the same positions posted to different countries. As
such the international performance management tools have failed to recognize the country-or-
region-specific difficulties in job performance. Another major problem associated with the
expatriate assignment is the high cost of maintaining expatriates on overseas jobs. Rajesh
Software estimated that the cost of using local employees. The management also felt that the
expatriates often overemphasized short-term results rather than the necessary long-term results
since they were aware that they would be working in the foreign assignment only for a few years.
The management sought the view of the HR department about the expatriate problems and
instructed it to develop strategies to surmount them. The HR department forwarded the letter to
the IHR division for its views and responses. Mr. Patel, in his reply, defended both the
performance evaluation system for expatriates and the practice of deputing parent-country
employees. Regarding performance evaluation, he maintained that a cross-section of the
employees, including expatriates, was consulted while designing the international performance
standards and evaluation techniques. Thus, the international performance management system
was objective and comprehensive. As regards, the high cost associated with the expatriate
employees, he wanted the present system to continue in the future despite managerial vacancies.
According to him, the expatriate system enabled the company to have a better and direct control
over the foreign branches. When his response was placed before the management, there was a
sense of disappointment among the top managers. This was because the response from IHR
division was devoid of any concrete solution. Understandably, the management was seriously
pondering its next move.

Questions:

1)What is your understanding of the seriousness of the problem faced by Rajesh Software
Limited in its overseas operations?2) What is your opinion about the response of the IHR
division to the queries raised by the management?

Case 3: World-Class Franchise Training Program

Training Every Owner/Operator for Success

Through intensive, hands-on training programs, McDonald’s shows each Owner/Operator how
to run a successful business and build a bright future. Our franchising system is built on the
premise that McDonald’s can be successful only if our Owner/Operators are successful. We
believe in a partnering relationship with our Owner/Operators, Suppliers and Employees.

15
Through our world-class training program, you may become a restaurant franchise operational
expert focused on providing an outstanding experience for our customers every day.

Training Program Highlights

 12-18 months training in a restaurant

 Self-directed, part-time training for 20 hours per week
 Seminars, conferences and one-on-one training sessions
 Success based on competency
 Operator training classes conducted by local training professionals

World-Class Franchise Support

McDonald's Field Operations and Franchising staff work directly with you from the moment you
enter our training program. The primary job of the Field Operations staff is to assist our
Owner/Operators in maximizing quality, service and cleanliness, which helps you optimize sales
and profits.

McDonald's also provides extensive support in marketing, with award-winning advertising that
reaches around the world. To maintain and take advantage of our leadership position, each
restaurant is required to spend a minimum of 4% of gross sales annually for advertising and
promoting the business. Owner/Operators work with local agencies to place advertisements
and, in some cases, produce their own creative material. In addition, through a voluntary U.S.
cooperative of McDonald's Owner/Operators known as the Operator's National Advertising
(OPNAD) Fund, the Company and its Owner/Operators combine to purchase national television
advertising. The combined buying power of pooled funds has helped McDonald's create a
worldwide brand unmatched in the food service industry—an advantage beyond measure for
your individual McDonald's restaurant franchise. McDonald's has an extensive ongoing training
system that includes Hamburger University, which offers comprehensive management courses
taught in 28 different languages.

McDonald's Supply Chain department has developed an extensive network of the world's finest
suppliers. McDonald's works closely with our suppliers to ensure our restaurants are provided
with the highest quality products at the most competitive prices.

Case 4:

The strategic role of human resource (HR) management should be seen as an integral element of
a company’s overall success in accomplishing its mission and business strategy. The paper will
demonstrate how the decisions of a company’s HR department are essential for a company’s
longterm success. In other words, strategic planning will not be presented solely as a company’s
objective, but a human resource imperative as demonstrated through the Euro Disney case. In the
case of Euro Disney, strategic HR management was simply missing, which caused the
company’s initial strategy not to be successful in Europe. While analyzing the case and what the
situation could have been with the exercise of HR’s strategic role, emphasis is placed on the
importance of cultural awareness. For the purpose of further clarifying the importance of cultural
awareness, a comparison is drawn between the United States and France as some of the most
important lessons both for Disney and other multinational enterprises are outlined.

16
https://www.academia.edu/35042427/Strategic_Human_Resource_Management_And_Glob
al_Expansion_Lessons_From_The_Euro_Disney_Challenges_In_France

Case 5: Wal-Mart: A Case of Employee Discrimination

The beginning of the 21 century brought with it a spate of problems for the world's largest
st

retailer Wal-Mart. The company found itself facing one of the biggest lawsuits ever in the
1

history of the US. In June 2001, a former Wal-Mart employee, Betty Dukes (Dukes), had filed a
case accusing the company of 'sex discrimination in promotions, training and pay.'

Many more employees joined Dukes, and by May 2003, the case had taken the shape of a
class action suit after the plaintiffs asked a Federal Judge to allow the case to proceed on
2

behalf of more than 1.5 million women. Wal-Mart had for long been accused of not treating
its female employees in a socially responsible manner. A study of Wal-Mart's own
employee data (conducted by some experts hired by the plaintiffs) revealed that women
had been discriminated against in many instances. Even the company's internal memos
revealed that Wal-Mart was far behind its competitors in promoting women at the
workplace. Industry observers said that the company's competitors had employed more
female managers in 1975 than Wal-Mart did even in 1999.

Apart from the sex discrimination case, Wal-Mart was also accused of breaking Federal laws
that protected the freedom of association of workers. The company was reportedly found
guilty of retaliating against and firing workers who were involved in union organizing. In
addition, Wal-Mart was alleged to have failed to provide safe workplaces, to have utilized child
labor and to have offered highly unaffordable healthcare plans. Wal-Mart faced lawsuits (filed
in more than 30 states in the US) that accused it of breaking many Federal overtime laws (in
some cases, company managers locked stores to prevent workers from leaving the
premises).

On November 21, 2002, thousands of protestors took to the streets in 40 US cities protesting
against Wal-Mart's treatment of employees. Commenting on the situation Wal-Mart was in,
Kyle Johnson, Project manager at Domini 400 Social Index, a US based socially responsible
investment fund, said, "Wal-Mart is a market leader in retail, yet has not taken a leadership
position on labor issues and has been unresponsive to calls for change from shareholders".

https://www.icmrindia.org/casestudies/catalogue/Business%20Ethics/Business%20Ethics%20-
%20Wal-Mart%20-%20Case%20of%20Employee%20Discrimination.htm

Case 6:

Citibank India's Efforts towards Talent Retention and Attaining Gender Diversity

17
On June 5, 2015, Citibank in India announced a monetary child care allowance for its women
employees. The global banking giant announced that the new child care allowance would be
applicable to its women employees in India and would be effective from the financial year 2015.
The allowance was seen as an unprecedented employee benefit across industries in India.
According to the bank, the benefit was aimed at making it easier for new mothers to pursue their
careers without interruption. In a move that was the first such anywhere in the world, the bank
decided to pay its women employees in India a fixed quarterly child care allowance of Rs.
33,000/-, amounting to Rs. 132,000 per year, for up to four years after their return from
maternity leave. Employees could use the sum to fix up day care services for their children.
Employees could avail of the child care benefit for up to a maximum of two children

Citibank India is an Indian private sector bank headquartered in Mumbai, Maharashtra. It is a

subsidiary of Citigroup, a multinational financial services corporation headquartered in New
York City, US. Citibank India was established in 1902 in Calcutta (Kolkata), India. As of year
2015, Citigroup, the owner of Citibank India, was the largest foreign direct investor in financial
services in India with a total capital commitment of approximately US$4 billion in its onshore
banking and financial services business and its principal and alternate investment programs. It
operated 44 full-service Citibank branches and over 700 ATMs across India

EXCERPTS

THOUGHT BEHIND THE CHILD CARE ALLOWANCE

In June 2015,Sarab Preet Singh (Singh), Head (Recruitment, Learning and Talent), Citi India,
emphasized that Citibank India as well as other corporations around the world were witnessing
the fact that while women constituted around 40% of the work force at entry level, their
percentage as a part of the total workforce diminished as one went up the hierarchy. It was
observed that the ratio began to change at middle level management and was completely
skewed in favor of men at senior levels of management. He said, “What’s happening across the
corporate world and with us as well is that women at the entry level account for around 40% (of
workforce), but as one goes up the experience curve the percentage of women employees
reduces.” (Refer to Exhibit I for percentage of women in Indian companies at various levels) It
was also observed that women formed an important part of the junior level workforce in many
companies, but often chose to quit after childbirth either because of expensive childcare costs
or inconvenient options...

GENDER DIVERSITY @ CITI

Citibank stated that it strove to build an organizational environment that nurtured the best talent,
offering opportunities to all. The objective of the bank was in line with the diversity goals of
Citigroup. In 2011, Citigroup set up a Diversity Council that aimed to encourage women’s
participation in the organization. It rested its strategy on four pillars – Hiring and Development,
Policies, Awareness and Sensitization, and Infrastructure. In Citi India, diversity started with
investing in women by hiring them and ensuring their subsequent development in the
organization. Citi also took the initiative to introduce the Citi Woman Leader award, a unique

18
award aimed at recognizing, rewarding, and developing young women talent across India’s best
business schools...

THE GAMECHANGER MOVE

From an early stage, Citigroup believed that offering child care benefits to employees would
provide the company with a competitive advantage. To attain gender diversity, Citibank India,
following in the footsteps of Citigroup, had made large-scale changes to its maternity benefits
and introduced flexible working arrangements for its women employees. It had introduced a
flexible maternity policy that allowed women employees options on how they wanted to avail of
their maternity leave of 180 days. Women officers could either avail of leave for a continuous
period of six months or exercise flexibility in the leave duration by opting for leave in tranches...

WHAT OTHER COMPANIES ARE OFFERING

Many other organizations were waking up to the fact that maternity and child care were key
milestones as a significant number of women ceased to work post maternity. Citi’s competitor,
JP Morgan India, had given its employees the option to stagger their maternity leave. In 2014,
InMobi launched its new flexible maternity leave policy which included four months of full paid
leave, followed by half day paid leave along with work from home facility for up to 6 months. The
maternity coverage was Rs. 75,000...

THE ROAD AHEAD

Many organizations were either changing their existing policies or coming up with new policies
to benefit women employees. Industry observers said such benefits could change the outlook
for women’s careers. Analysts felt the new generation of women entering the workforce had
career aspirations and they also intended to be financially independent. However, offering
benefits to women also added to the costs for a company. Singh stated that the new allowance
had surely impacted the bank’s budget, but it would aid in retaining key talent. He said, “This
increases our budget outlay, but we believe returning mothers will find value in the new policy.”..

https://icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20B
ehavior/Citibank%20India%E2%80%99s%20Efforts%20towards%20Talent%20Retention-
Excerpts.html.

19
 20-Jan 1

Sun Mon Tue Wed Thu Fri Sat 3

1 2 3 4 29 Jan Case Study 1

th

5 6 7 8 9 10 11 30 Jan Seminar 1
th

12 13 14 15 16 17 18 4 Feb Assignment 2
th

19 20 21 22 23 24 25 6 Feb Seminar 2
th

26 27 28 29 30 31 8 Feb Internal Workshop on Pay Roll System

th

20-Feb 19 Feb Case Study 2

th

Sun Mon Tue Wed Thu Fri Sat 20 Feb Seminar 3

th

1 25 Feb Assignment 3
th

2 3 4 5 6 7 8 26 Feb Case Study 3

th

9 10 11 12 13 14 15 27 Feb Seminar 4
th

16 17 18 19 20 21 22 3 Mar Assignment 4
rd

23 24 25 26 27 28 29 11 Mar Case Study 4

th

20-Mar 17 Mar Assignment 5

th

Sun Mon Tue Wed Thu Fri Sat 31 Mar Assignment 6

st

1 2 3 4 5 6 7 25 Mar case Study 5

th

8 9 10 11 12 13 14 8 Apr Case Study6

th

15 16 17 18 19 20 21 5 March seminar
th

22 23 24 25 26 27 28 12 March Seminar 5
th

29 30 31 19 March Seminar 6
th

20-Apr 26 March Seminar 7

th

Sun Mon Tue Wed Thu Fri Sat 2 April Seminar 8

nd

1 2 3 4 9 April Seminar 9
th

5 6 7 8 9 10 11

12 13 14 15 16 17 18 13 to 17 II Mid Exams
th th

19 20 21 22 23 24 25

26 27 28 29 30

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