Arohan Financial Services Limited | Annual Report 2021-22

Internal Hiring: Arohan prioritises on providing its employees with equal cross- functional growth opportunities. To this effect, Internal Job Postings (IJP) are announced through the system for the eligible candidate pool irrespective of their departments. Arohan has a well-defined IJP policy which provides a framework for job rotation, multi-skill development, career progression for fast- trackers, cross-functional/locational exposure and optimum utilisation of the internal talent pool, allowing employees to grow and scale within the organization . Employee Selection Process: Arohan uses a mix of methods to evaluate the right candidate for the for the right role. Arohan has its own Competency Framework based on which, different psychometric tools are used for behavioural assessment, ensuring that all mid- level and senior level position are interviewed by a panel comprising of different department heads to get a holistic view on the candidate. Online aptitude test is conducted for junior candidates and for all non-field candidates, a one-day field visit and report submission is mandatory. As the candidates are evaluated, theyarealsoencouragedtoevaluate thesector, the Company and on finding true purpose - only then is the on boarding process initiated. This helps Arohan manage its drop-out rates. Employee Promotion At Arohan, it is ensured that employees earn their promotions through a performance- driven work culture. Employees go through rigorous assessment for their next higher role and based on their performance and maturity, are promoted to the next level. Arohan also encourages its employees to apply for higher positions through Internal Job Postings within the Company, because such movements provide encouragement and motivation to the employees. Employee Development With the changing business scenario, it is very critical for employees to be future ready. With the impact of the pandemic, Arohan has proactively reimagined its entire approach for developing talent in the Company. The use of digital technology has enabled Arohan to connect with its employees and provide necessary training on a virtual mode. Darpan: Arohan introduced and conducted sessions on self-reflection, ‘Darpan’, for the senior leadership of the Company using a 360 o feedback mechanism. Additionally, the developmental journey of each of these employees have been crafted and monitored at regular intervals with the objective of helping leaders become more responsive to the changing environment. Exposure: At Arohan, the senior leadership team is consciously involved to be a part of different cross- functional committees and working groups so that they are exposed to the different challenges of different functions, in order to help them develop attributes of inclusivity by understanding diverse point of views. This is an initiative to encourage employees to be responsible towards the well-being of the organization and their colleagues by raising their voice against any wrongdoings that they may come across at the workplace. This has been accomplished by means of sharing of case studies and relevant call-to-action details through periodic mailers. The same is also available in vernacular language adaptations for establishing wider reach. ValueTorchbearers: Under the #AadarshArohanite initiative, Arohan has also launched a Value Torchbearer series where employees who have demonstrated exemplary acts of adherence to one or more of the Core Values of the organization – ETHICS, is featured and applauded for their efforts through a detailed casestudy.Thisinitiativeencouragesemployees to emerge as the Value Torchbearers for the organization in their day to day work life. 83 Annual Report | 2021-2022 Management Discussion & Analysis