Monika Bawa is the Chief Human Resource Officer (CHRO), at Magic Bus India Foundation. She brings over 26 years of industry experience and over a decade in leadership roles. Before joining Magic Bus, she contributed her expertise to various sectors such as ITES, IT, Language, Technical Writing, Fintech, Engineering, and Non-Profit. Her professional journey includes pivotal roles at Larsen & Toubro Ltd, Ingenico Group, Lionbridge Technologies Pvt Ltd, and Onida Finance Limited, among others.
In this interview, Monika sheds light on the various people-centric policies launched by Magic Bus to strengthen diversity, drive employee engagement, ensure wellness and more.
Here are some excerpts from the conversation.
Given MBIF’s commitment to inclusivity, could you elaborate on the strategies implemented to ensure gender diversity and equal opportunities within the workforce, especially at senior levels?
As an equal opportunity employer, we ensure that our policies and practices are free from discrimination, offering equitable remuneration, employment terms, and career advancement opportunities across all levels.
Our family support programme is a cornerstone of our inclusivity strategy, featuring flexi timing to accommodate the domestic needs of our employees, and bringing kids to work days to assist women with young children. We also offer extended maternity leave, remote working options, and sabbatical leaves to support our workforce’s diverse needs.
A respectful workplace is non-negotiable at Magic Bus. Our Zero Tolerance Policy for gender-based discrimination or harassment is a testament to our commitment to a safe and respectful work environment. This ethos is reflected in our promotion practices, 40% of promotions during our current Annual Performance Review were awarded to women employees, and we had three senior-level promotions this year – all are women employees. Networking opportunities encourage women leaders to form professional connections and represent Magic Bus externally.
We utilise data and analytics to monitor our progress in diversity and inclusion, proudly noting that 47% of our workforce and 32% of managerial roles are held by women.
Significantly, 50% of our C-level managers are women, leading critical functions such as HR, and Finance. Our Leadership Development Programmes focus on skill development, and career advancement, further supporting the upward mobility of women within our organisation. Over recent years, we have not only doubled our headcount but also improved our gender diversity from 30% to 47%, a clear indication of our dedication to inclusivity at every organisational level.
Flexibility in working hours is often a cornerstone of employee satisfaction. How can organisations balance individual schedules with the need for cohesive team collaboration, particularly in a geographically dispersed workforce?
Organisations can balance individual schedules with the need for cohesive team collaboration, even in a geographically dispersed workforce, by adopting a strategic mix of policies and practices. At Magic Bus, we have defined core working hours where employees can start their day anytime between 8.00 am to 10.00 am, ensuring a seven-hour overlap for team interactions. This well-defined policy ensures all employees understand their responsibilities and expectations from the organisation while allowing for individual flexibility based on personal needs and role demands.
We focus on outcome-based performance with clearly defined KPIs for all roles, emphasising results and meeting organisational objectives. This approach is supported by systems that track performance and progress, ensuring that success is measured by output.
A strong communication platform is also essential, utilising tools like Office 365, emails, Zoom, and MS Teams, supported by IT infrastructure, to facilitate seamless communication and a cohesive workforce. Employee knowledge sharing through webinars and forums promotes continuous learning and team unity. Additionally, decentralised decision-making empowers regional leaders to make operational decisions, ensuring adherence to organisational policies and values, which facilitates quick and effective action. Lastly, a feedback mechanism is in place to gather employee input and address concerns proactively, further enhancing the work environment and employee satisfaction.
Employee well-being is a priority at MBIF, as evidenced by various wellness initiatives. Could you share some specific success stories or outcomes from these programmes, and how they contribute to overall employee satisfaction and productivity?
We have implemented a range of programmes under initiatives such as Recognition & Rewards (R&R) to celebrate employee achievements, Employee Connect to encourage open feedback and monitor their well-being, and comprehensive health benefits including Mediclaim and Accident Insurance Policies. Our wellness programmes include webinars on wellness, yoga classes, physical & mental health talks, and Fun@Work activities, all contributing to a continuous improvement in the workplace atmosphere. Additionally, flexible working hours and a strong emphasis on employee development through capability development workshops support career growth and personal responsibilities.
The success of these initiatives is reflected in our metrics:
We have seen a 6% increase in retention, indicating enhanced employee engagement and loyalty.
Great Place To Work®: A score of 88 for “Taking everything into account, I would say this is a great place to work” is quite good with employees feeling their job has special meaning, scoring 90.
A remarkable 67% of alumni express willingness to rejoin Magic Bus.
According to our bi-annual onboarding survey, 89% of new joiners are ‘Engaged’ with the organisation.
A 100% participation rate in our Capability Building Programmes.
23% of employees were hired through an employee referral programme, showcasing the value our employees place on our culture.
Magic Bus is also Great Place to Work® Certified for four consecutive years, reflecting our High-Trust, High-Performance Culture. We have also been honoured with the Maharashtra State Best Employer Brand Awards in 2022 and 2023, recognizing our leadership in talent attraction, retention, and development. These achievements underscore our dedication to employee satisfaction and productivity.
HR innovation seems to be a key driver of employee development and satisfaction at MBIF. Can you discuss any recent initiatives or programmes that have had a significant impact on talent retention and growth within the organisation?
Our people-first approach is solidified through several key initiatives that have significantly impacted talent retention and growth. Seamless Employee Lifecycle Management is the cornerstone of our effective people management strategy. We have enhanced the employee experience with our technology-driven HR solutions – HRMS- Magic Connect, which serves as a comprehensive platform for all HR needs, including an employee portal, helpdesk, mobile application, automated leave & attendance management, HR policies, and compliance training. It also encompasses Office/IT Asset Management and Travel Expense Management.
The automation of our pre-onboarding to onboarding process through Magic Connect has notably increased the efficiency of our HR team, leading to a more engaging experience for new hires.
Our well-charted career trajectories include a clear promotion policy that offers first-level promotion for field staff/entry-level employees within 6 to 18 months of joining, fast-track promotions for star performers, and well-defined career paths for each role. These policies have been instrumental in improving employee retention.
The institutionalised Learning and Development (LnD) team plays a crucial role in the smooth transition of new employees. We conduct a Week 1 Centralised Induction programme, ‘Saksham‘, for all new joiners, helping them assimilate into Magic Bus’s mission, vision, and values, and fostering a sense of belonging. The Magic Bus Capability Development Programme (CDP) is another significant initiative designed to equip managers with the skills necessary to lead confidently and effect positive change within the social impact sector. This comprehensive LnD programme focuses on mastering stakeholder synergy, impactful communication, team dynamics, project execution, and time management strategies.
Lastly, our emphasis on career pathing and internal mobility provides clear pathways for career advancement. Our culture of promoting from within encourages employees to grow with the organisation, enhancing retention and demonstrating our commitment to their professional development.
The emphasis on out-of-the-box HR initiatives, such as talent exchange programmes and skill-based volunteering opportunities, is intriguing. How do these initiatives contribute to employee engagement and the organisation’s broader mission of youth empowerment?
The R&R programme goes beyond the traditional way of rewarding. Through ‘WOW cards‘ and ‘Appreciation Week‘, employees recognise and thank their peers, seniors, and juniors, which has cultivated a culture of gratitude within the organisation. The CEO’s Circle is a testament to our commitment to recognition, offering star performers a unique opportunity to engage with management and peers from different geographies. This initiative not only celebrates their achievements but also motivates others to strive for excellence, thereby reinforcing a culture of appreciation and creating a cycle of success.
Our Learning & Development Initiatives are the backbone of our commitment to nurturing talent. By aligning with the organisation’s scale-up plan, these initiatives contribute to skill development, improved programme implementation, and foster networking and collaboration. They provide a platform for employees to connect, share resources, and learn from each other’s experiences, leading to a more effective approach to addressing challenges. Lastly, our internship programme and campus hiring are crucial in bridging the gap between the youth and the corporate world. They offer a structured path for young individuals to join Magic Bus, allowing them to contribute fresh perspectives and innovative problem-solving techniques. Simultaneously, they gain invaluable experience from seasoned professionals, thus creating a symbiotic environment that benefits both the organisation and the youth we aim to empower.
Magic Bus has received several awards and recognitions for being a great place to work. In your opinion, what specific aspects of MBIF’s HR practices and culture do you believe contribute most to these accolades, and how do you plan to sustain and build upon this success in the coming years?
Magic Bus’s reputation as a Great Place To Work is a direct reflection of its deeply ingrained culture of trust, transparency, and empowerment. The organisation’s HR practices are designed to foster strong professional relationships, encourage open communication, and promote integrity at all levels. Employees are encouraged to demonstrate honesty, collaborate effectively, and treat one another with respect, contributing to a trusting and inclusive work environment.
The introduction of various forums such as Whistleblower, Grievance Redressal, Pulse Surveys, C-Sat Surveys, Onboarding Surveys, One-on-one HR Connect, and One-to-many Leadership Connect empowers employees to voice their concerns and suggestions, further strengthening trust within the organisation. Additionally, Magic Bus’s culture of calculative risk-taking encourages innovation and views failures as learning opportunities, which is celebrated through the Risk & Innovation Award.
Fair compensation policies ensure equal pay for equal work, eliminating the gender pay gap. The organisation’s technological advancements support process automation, enhancing efficiency and simplifying tasks for employees. A comprehensive Learning & Development programme ensures continuous skill enhancement, keeping employees updated with the best practices in the sector.
Our Global CEO, Mr. Jayant Rastogi has been completely supportive of doing things innovatively, he propagates the idea of calculative risk-taking, supports new initiatives, and ensures that the right ecosystem is provided for employees to succeed.
Our Leadership believes ‘when you try, then you do new things.’
To sustain and build upon this success, Magic Bus plans to maintain visible leadership, hire the right skill sets, and continue providing mentorship and learning opportunities, all while upholding its core values of passion, integrity, respect, innovation, and collaboration. Celebrating wins, leveraging technology, fostering a respectful work environment, and building a strong employer brand are also key strategies. The organisation will maintain flexibility and agility to adapt to a dynamic environment, ensuring that Magic Bus remains a Great Place To Work in the coming years.