1. Human Resource Practices

2. Overview: Honeywell International
Diverse businesses, technologies and
products
 A global $ 34.6 billion
Fortune 50 company
 Over 110,000 employees
in nearly 100 countries
 One of the select companies represented
by the Dow Jones Industrial Average
 A Six Sigma Company
2006 Revenues2006 Revenues
$34.6 Billion
32%
14%
38%
32%
Specialty
Materials
Aerospace
Transportation
Systems
ACS

3. Journey of an employee……..

5. Philosophy of HPD
 Overall philosophy is to differentiate great performers
through a strong talent management system, link pay to
performance, and ensure the right developmental
opportunities are made available to our most talented
people

6. HPDin Nutshell
 Induction – Session on HPD
- HPD Process
- 5 Initiatives and 12 Behaviors
- HRBP drives the HPD process in each BU
 HPD training for all managers
 Employees and managers need to meet the deadlines as
prescribed by the HRBP

7. 5
Initiatives
5
Initiatives
1. Growth
2. Productivity
3. Cash
4. People
5. Enablers
1. Growth
2. Productivity
3. Cash
4. People
5. Enablers

8. 12
Behaviors
12
Behaviors
1. Growth and Customer Focus
2. Leadership Impact
3. Gets Results
4. Makes People Better
5. Champions Change and Six Sigma
6. Fosters Teamwork and Diversity
7. Global Mindset
8. Intelligent Risk Taking
9. Self-Awareness/Learner
10.Effective Communicator
11.Integrative Thinker
12.Technical or Functional Excellence
1. Growth and Customer Focus
2. Leadership Impact
3. Gets Results
4. Makes People Better
5. Champions Change and Six Sigma
6. Fosters Teamwork and Diversity
7. Global Mindset
8. Intelligent Risk Taking
9. Self-Awareness/Learner
10.Effective Communicator
11.Integrative Thinker
12.Technical or Functional Excellence

9. Components of HPD

10. HPDProcess

11. The Performance Philosophy
Results + Behaviors = Performance
Employee’s Results reflect the “what”
• What goals are achieved?
• What results are delivered?
Employee’s Behaviors reflect the “how”
• How are goals executed?
• How are results achieved?
Together, both components measure an individual’s
performance.

12. Prepare PDS: 9 BlockPlacement
Results: Exceeded targets
for most goals
Behaviors: Consistently
demonstrates outstanding.
Serves as a Role Model.
1
Results: Exceeds targets
for most goals.
Behaviors: Demonstrates
expected behaviors.
2
Results: Exceeded targets for
most goals.
Behaviors: Regularly falls
short of meeting HON
Standards
3
Results: Met targets for most
goals
Behaviors: Consistently
demonstrates outstanding
behaviors.
4
Results: Met targets for
most goals
Behaviors: Demonstrates
expected behaviors.
5
Results: Met targets for most
goals
Behaviors: Regularly falls
short of meeting HON
Standards.
6
Results: Failed to meet
targets for multiple goals
Behaviors: Consistently
demonstrates outstanding
behaviors.
Results: Failed to meet
targets for multiple goals
Behaviors: Demonstrates
expected behaviors
overall.
Results: Failed to meet
targets for multiple goals
Behaviors: Regularly falls
short of meeting HON
Standards

13. PDS Talent
 Gives a high-level view of appropriate next steps for this employee’s
career
• Determine whether this employee would do well at the next level
• Refer to the employee’s Career Profile for background
 Identify potential next moves based on assessment
1) High Potential
2) Promotable
3) Valuable Contributor
4) Placement Issues
5) Too New

14. Development Plan
Development planning
Recommendations for actions that will help employee achieve
potential and reach “next moves”.
Potential Next moves
Addresses what other areas of responsibility employee can take on
in the future at Honeywell, given appropriate development actions.

15. Example1
Resident Engineer:
The scope of workis to resolve 50 calls in a day
 Needs Improvement : Attends to 40 calls resolves and resolves 30
out of them
 Meet Expectations: Attends to 50 calls and resolves 50 out of them.
 Exceeding Expectations: Attends to 50 calls, resolves 50 out of
them , documents the resolution , finds out ways to resolve the issue
in an effective and appropriate manner.

16. Example 2
Sales Manager:
The scope of workis to achieve the regional target with 15% margin
 Needs Improvement : Achieves 70 percent of the target with below
10% margin
 Meet Expectations: Achieves 90-95 percent of the target with 15%
margin.
 Exceeding Expectations: 150 percent of the target with 15% and
above margin.

17. Training & Development

18. Honeywell recognizes its continuing responsibility to provide
the type and caliber of training.
Rapid changes in dictate that Honeywell remains flexible
and responsive to training requirements.
To provide the best training available and enable employees
to excel in customer satisfaction, customer support,
professionalism as industry leadership continues to be a
standard at Honeywell.
Need forTraining and Objective

19. Training Programs
Training & Personal Development
• TT (Talent Transformation Team)
• Levels of Training Based on the Grade
• Trainee needs to be nominated by the supervisor as per the
grade
• Soft skill training (1 Day Training)
• Advanced Communication Skill
• Proposal writing
• Interview skill building
• Basic Leadership training (5 Day Program) Sales Manager
• Advanced leadership training (5 Day Program) RSM
• Honeywell Leader training (5 Day Program) HRO & VP

20. Training Programs
Technical Training
• Product & Service training (Open for all the Grades)
• Monthly Trainings (Compulsory )

21. Rewards and Recognition Program

22. Philosophy & Objective
The objective of Rewards and Recognition
programme is to Encourage and reward significant
individual/team contributions for company’s
Success.
The contributions should be “above and beyond call
of duty”

23. Rewards
Types of Awards
• Monthly Bravo Awards – Star, Peer Star, Bronze & Silver
• Quarterly Awards – Bravo Gold (Cash) & Team Awards
• Annual Awards – Bravo Gold (Champion’s Club) Award, Staff Award,
Long Service Award
• Star Award
• President Club Award- Award given by Honeywell CEO. Trip to USA
along with Spouse
• Honeywell Partner Award – Award given by HAIL on behalf of the
Customer

24. Incentive Scheme - Features
 Linked to Revenues (Products and Services) – absolute achievement
 Strong linkage to achieving absolute Gross Margin targets
 Encourage focus on high margin business
 Help us reward high performing sales people with more than 100%
achievement
 Drive divisional & organizational priorities by
• Services Attached Sales

25. Eligibility
 This policy is valid for the Quarter and is subject to revisions
 Only sales employees with a variable stack. This does not cover any
Principal incentive schemes – these will be treated outside the scope
of this policy.
 Incentives have a minimum qualifier gate viz.
• Achievement to be atleast 70% of absolute Topline target
(Revenue in case of Products & Services business for the quarter
• And atleast 70% of absolute Gross Margin target for the quarter
(Actual GM for Products & Services business )
• Both the above are in absolute numbers
 All incentives will be paid based upon quarterly achievement of the
assigned individual targets

26. Payout Matrix
% Ach Rev >= 70% 75% 80% 85% 90% 95% 100% 105% 110% 115% 120% 125% 130% 135% 140% 145% 150%
% Ach GM%>=
70% 0.49 0.53 0.56 0.60 0.63 0.67 0.70 0.77 0.85 0.93 1.01 1.09 1.18 1.28 1.37 1.47 1.58
75% 0.53 0.56 0.60 0.64 0.68 0.71 0.75 0.83 0.91 0.99 1.08 1.17 1.27 1.37 1.47 1.58 1.69
80% 0.56 0.60 0.64 0.68 0.72 0.76 0.80 0.88 0.97 1.06 1.15 1.25 1.35 1.46 1.57 1.68 1.80
85% 0.60 0.64 0.68 0.72 0.77 0.81 0.85 0.94 1.03 1.12 1.22 1.33 1.44 1.55 1.67 1.79 1.91
90% 0.63 0.68 0.72 0.77 0.81 0.86 0.90 0.99 1.09 1.19 1.30 1.41 1.52 1.64 1.76 1.89 2.03
95% 0.67 0.71 0.76 0.81 0.86 0.90 0.95 1.05 1.15 1.26 1.37 1.48 1.61 1.73 1.86 2.00 2.14
100% 0.70 0.75 0.80 0.85 0.90 0.95 1.00 1.10 1.21 1.32 1.44 1.56 1.69 1.82 1.96 2.10 2.25
105% 0.77 0.83 0.88 0.94 0.99 1.05 1.10 1.22 1.33 1.46 1.59 1.72 1.86 2.01 2.16 2.32 2.48
110% 0.85 0.91 0.97 1.03 1.09 1.15 1.21 1.33 1.46 1.60 1.74 1.89 2.04 2.21 2.37 2.54 2.72
115% 0.93 0.99 1.06 1.12 1.19 1.26 1.32 1.46 1.60 1.75 1.90 2.07 2.24 2.41 2.59 2.78 2.98
120% 1.01 1.08 1.15 1.22 1.30 1.37 1.44 1.59 1.74 1.90 2.07 2.25 2.43 2.62 2.82 3.03 3.24
125% 1.09 1.17 1.25 1.33 1.41 1.48 1.56 1.72 1.89 2.07 2.25 2.44 2.64 2.85 3.06 3.29 3.52
130% 1.18 1.27 1.35 1.44 1.52 1.61 1.69 1.86 2.04 2.24 2.43 2.64 2.86 3.08 3.31 3.55 3.80
135% 1.28 1.37 1.46 1.55 1.64 1.73 1.82 2.01 2.21 2.41 2.62 2.85 3.08 3.32 3.57 3.83 4.10
140% 1.37 1.47 1.57 1.67 1.76 1.86 1.96 2.16 2.37 2.59 2.82 3.06 3.31 3.57 3.84 4.12 4.41
145% 1.47 1.58 1.68 1.79 1.89 2.00 2.10 2.32 2.54 2.78 3.03 3.29 3.55 3.83 4.12 4.42 4.73
150% 1.58 1.69 1.80 1.91 2.03 2.14 2.25 2.48 2.72 2.98 3.24 3.52 3.80 4.10 4.41 4.73 5.06
• Minimum achievement of 70% on both Revenue & Gross Margins – foryou to be
eligible forincentives. Anything below 70% on eitherof these factors – will bring
down the incentive to “zero”
• Performance of more than 100% achievement on Revenues has a built in
acceleratorhence a built in reward foroverachievement on Revenue
over-achievement
• Fora 150%+ achievement on Revenue & Gross Margin performance, yourtarget
incentive can get multiplied by 5.06 – ie a 506% accelerator!!

28. ThankYou !