Rewards & Recognition
Recognising and rewarding good performance is fundamental to our success as it results in the accomplishment of extraordinary goals. By recognising employee contributions, we give our team the heart to carry on.
With our high-stress, fast-paced environment at Mahindra Agri Solutions Ltd., recognising outperformance is hardly optional. Our internal research has shown conclusively that people’s commitment to the organisation is strongly related to their perceptions of adequate recognition and reward. Recognising and rewarding good performance is fundamental to our success as it results in the accomplishment of extraordinary goals, requiring intense effort as well as sustained determination. By recognising people’s contributions, we give our team the heart to carry on.
Many things demonstrate the company’s commitment to its people, including competitive compensation, the potential for rapid advancement, developmental resources and an exciting work environment. Even though salary, benefits, and programmemes are important, acknowledgement of employee contributions and reinforcing positive behaviour at the right time are far greater motivational anchors.
Management assumes the role of a cheerleader, giving rounds of applause when due and taking the time out to write cards, notes and emails to a deserving member of the team, even holding cake cutting ceremonies to celebrate milestones. This demonstrates genuine appreciation and support to the employees.
These simple forms of praise have become the most effective ways to recognise performance. We connect rewards with the goals we want to achieve. We publicly recognise achievements as it not only bolsters the self-esteem of the recipient but also serves as a model to others. It makes legends of heroism and examples of excellence part of the very culture of our organisation, to serve to inspire future performance.
While our organisation sets the bar high in terms of the performance we expect of all our people, we demand excellence from ourselves as leaders as well. This includes finding the right opportunity to positively reinforce and encourage our employees. As part of this effort, we have a recognition scheme for MASL under four distinct categories:
- Corporate award -The three awards given at the Mahindra group level fuel ‘Alternative Thinking’, encompass the spirit of ‘Accepting No Limits’ for a humanity cause and promote contributions made to the society at large, by ‘Driving Positive Change’.
- Sector award -The awards present at the sector level are the Kaizen Proficiency Awards, CRE/IMCR Award, Young Mahindra Council and the newly introduced RISE awards. RISE awards at AFS level institutionalised Rise behaviours and culture from the Plant/Department level moving to the level of CE/Functional Heads and finally at AFS level.
- Division award – Within a function, department or at a cross-functional level, these awards are a way to recognise joint efforts that exhibit exemplary cohesive achievement.
- Individual award – An employee’s commitment which goes beyond expectations is encouraged through these individual awards.