Setting goals is like embarking on a journey. It requires direction, purpose, and a clear path forward. However, the journey to achieving our aspirations is often strewn with obstacles and distractions. This is where the AAA method steps in, providing a structured approach to goal setting that ensures you stay on track, aligned with your values, and take meaningful action.
Honda Motor Company has long stood out for its human-centered approach. The cornerstone of its HR philosophy is the belief that “Respect for the Individual” and “The Three Joys” (Joy of Buying, Selling, and Creating) begin with their own people—referred to not as employees, but Associates.
Tata Motors, one of India’s largest automobile manufacturers, operates in a highly competitive and talent-intensive industry. To strengthen its internal culture and align employee behavior with its core values, Tata Motors launched the "Tata Values Awards" (TVA) program.
To equip HR teams, vendors, and channel partners with the skills to conduct insightful exit interviews, uncover real attrition causes, and convert feedback into retention strategies.
Company: Mahindra & Mahindra Ltd. (India)
Focus Area: HR Retention Strategy – Shopfloor & Corporate Employees
Time Frame: 2015–2022
By 2014, Mahindra was facing a steady 15% attrition rate in both their manufacturing plants and corporate HR. The churn was higher among young engineers, contract laborers, and mid-level managers, especially in their Automotive and Farm Equipment Sectors.
Trivia questions and WOW-factor case studies/answers you can embed into your “Building the Automotive Worker’s Pyramid” activity to keep it fun, competitive, and deeply insightful. Each question aligns with a different level of the pyramid – from foundational workers to strategic leaders – encouraging participants to think about retention at all organizational levels.
Trivia Q1:
What is one of the top reasons floor-level workers resign within the first 6 months?
To help participants visualize the factors that influence retention across different levels of automotive workforce (floor workers, supervisors, managers, vendor staff), and collaboratively build a pyramid of needs — like Maslow’s hierarchy — tailored to the automotive context.
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