Life @ Usha

If you are wondering what working in Usha is all about then read on. When you join Usha you become a part of a family of 1200 people, where each individual is a valued and cherished member.

We at Usha believe growth-directed change can be achieved through committed and competent people. Keeping this in mind, we have laid down the following human resource policies to keep our people on the path to continuous improvement.

• To achieve excellence in all our operations by improving the effectiveness of all employees.
• Recruitment of competent personnel at all levels.
• Plan and monitor career development and succession planning.
• Provide opportunities to the existing personnel to foster internal growth.
• Job-size, performance and potential to be the sole criteria for remuneration and promotions.
• Timely and correct communications for fostering a spirit of openness.
• To ensure transparency in decision making for inspiring mutual trust.
• To provide a stimulating work environment and be a learning and knowledge sharing organization.
• Simplification and observance of systems and procedures for proficiency.
• Holding regular operational meetings and to ensure constant improvement in the operations.
• To foster an organisational climate that leads to self-motivation and employee commitment.
• Conceptualise and implement innovative HR policies.

Job Evaluation

The following initiatives have been taken by the Organisation and Personnel Department to evaluate performance of employees:

360 Degree Feedback system

Traditionally superiors have always rated their subordinates for their performance. But times have changed now. The boss now needs to be perceived as 'superior' in his area of operations to be able to perform effectively. For this he needs 'feedback' from his peers as well as his subordinates to enable him to overcome shortcomings as observed by others around him.

Sessions are being held wherein the superior is made aware of the ratings given by his subordinates and areas of improvement, in order to ensure a process of continuous growth.

Pay for Performance
We have implemented the variable pay concept to ensure that better performers get rewarded for their efforts. The key result areas and parameters of performance are made fairly objective. This avoids subjectivity and qualitative impressions. Also all jobs have been evaluated and the pay prefixed according to the job size. The annual appraisal process has also been revamped with the introduction of Competency (Knowledge, skills and attitude) evaluation of the individual. The new system developed is more objective and transparent which is helping us to move towards a Self – Appraisal system.