8 Contemporary Issues in Recruitment BT -MercerTNS Survey

8/14/2019 8 Contemporary Issues in Recruitment BT -MercerTNS Survey

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12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 1

BT Mercer-TNS

survey of Indias best

employers BT issueNov 18 2007


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Dr.S.Sudarshan,professor, mats school of business, bangalore,india 212/29/09

The best companies to work for in

india Six months of survey

and analysis,94 final

participants.

2007 2006

Microsoft infosys

Mind tree Mind tree

Johnson andJohnson

Satyam

sapient Dr.Reddys labsinfosys Sapient

I gate agilent

agilent Johnson andJohnson

HCl comnet Covansys

Accenture HCl comnet

Dr. Reddys lab HSBC


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MicrosoftTotal employees 5000+

Avg. age 30

Attrition rate 7.2

Mal female ratio 8:1

Average careertenure

4.13

HR cost 227 crores

Promotion rate 24.73

Training budget 54.6 lakhsTraining man days 12,270

revenues Na

Net profit na


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Microsoft secret sauce

Leadership development:

The company spots and develops

youngsters into leadership roles early in

their careers and spends a large amount

of time and money preparing them for the

job ahead.#


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Internal transfers

Employees can seamlessly transfer

among the six business groups if they feel

that they are stagnating in their currentjobs.#


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Transparent compensation

The system of pay and appraisals are

open and transparent. employees know

what they have to do to get into the nextgrade.#


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mentoring

The mentoring system in the company is

one of the best. mentors and their wards

meet regularly. And have an open andfrank dialogue. this relationship is not a

one way street. Mentors learn from their

wards as well.#


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recruitment

New employees are given a buddy to

help them assimilate into the company.

the company also helps them findaccommodation by having a real estate

consultant.#


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Ravi venkatesan, chairman m.soft

india. Hyper growth is putting pressure on companies like

ours; finding high end technical talent, be it inengineering or marketing, is not an easy task

I believe the biggest challenge facing us is in goingforward and dealing with the challenges of internalgrowth.

In the current environment, there is always the fear thatjobs grow faster than the person doing them.

That is way we spend inordinate amount of time onleadership and management development.#


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We have a talent agenda. if we are to

remain competitive we have to give them

a proper environment to shine through, so

that they can stay with us.#


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The rate of innovation in Microsoft is

staggering.#


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The bill gates brand is quite an advantage.

but it is very easy to erode such anadvantage. that is why we put in so much

effort at people development.#


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Educational systems will not be able to

scale fast enough to meet the demand.

companies like ours will have do more to

make students in india more employable.

Even if Microsoft continues to employ the

best talent. We will need to improve thequality of talent cross the industry.#


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I am not happy with my pay also. Tell me

who is? but I think very few peopleactually leave for pay, If the compensation

structure is transparent and competitive

as it is in our company. Most people quit

because of bad work environment.#


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Mind Tree Consulting - A School for

leaders

Mind Tree walks the extra mile to

empower its employees and care for them.


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.

The company, has institutionalizedpractices to make itself employee friendly.

We seek feedback from people within the

company on areas that are working well

and also on those that need improvement.

Secondly, we identify and adapt best-in-

class practices from globally admired

organizations to help increase the

engagement levels, says Soota.


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Mind Tree has launched a full fledged day-carecentre for women.

Women are now allowed to take up to one yearof leave for every six years of service to balancecommitments between work and family.

This can be availed for extended maternity,

accompanying their spouse on travel, caring fordependent family members and taking care ofsmall children.

Then, it has launched Dhriti, a Mind Tree

Womens Network, as a support system tofacilitate knowledge sharing, learning, mentoringand networking.


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Says Sonal Sharma Mathur, Senior Engineer, whogets her one-year-old son Nalin to campus: Ijoined Mind Tree in January 2005 as an engineer,and quit after the birth of my son to take care ofhim. Later, when I thought of joining back, thecompany welcomed me with immenseunderstanding and fullest support.

These initiatives have allowed the company to keepattrition levels under control, though it is rising. Ithas risen to 15.7 per cent, from 12 per cent in2005-06, compared to the industry average ofabout 25 per cent.

But, there is a feeling that Mind Tree is not a goodpaymaster.


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Puneet Jetli, Vice President & Head, PeopleFunction, at the company, denies this. We peg

our compensation at the 75th percentile in theindustry . And this year, our average compensation

increase has been higher than the industry

average. In order to remove misgivings, he says the

company undertook an extensivecommunications and benefits road show to

communicate this to employees. He adds thatthe rising attrition level, though not alarming,needs to be watched closely and reduced.


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The reasons, he feels, could range from

misplaced perceptions on compensation,

a desire to relocate to other regions and

the pursuit of higher education.

To retain talent, Mind Tree has launched

an internal job postings system to helpemployees align their aspirations with

available opportunities.


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Johnson & Johnson

From being among the top 10 best

companies to work for last year, Johnson& Johnson (Consumer Products) leapfrogs

into the top five in its 50th year in India.


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J&Js employee benevolence goes beyond the

workplace, and even beyond the personal or the

family; it attempts to shape every aspect of anemployees personality, including the spiritual

side.

Explains Ambwani: We are involved in a lot ofcommunity welfare projects and each employee

is given an additional five days leave to go work

for an NGO (non-governmental organization) of

his or her choice. This, we feel, is necessary foran employees spiritual development.


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The standard menu of employee welfare isvisible all over.

This includes career counseling for employeeskids and a confidential helplineJ&J Mitrforemployees wanting advice on personal problems.

As Trupti Mohan, General Human Resource

Manager, says, working for J&J is just oneaspect of an employees life. Its a vital part, as the workforce isnt one that

leaves the company in a hurrythe average

tenure of an employee at J&J is well over 11years. The annual attrition rate? 10 per cent.


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But thats hardly something that makes Ambwanicomplacent not at a time when theres a talent

crunch of sorts out there; and when companies,particularly those in high-growth sectors, arepushing the envelope on the recruitment front.Its a major challenge to match thecompensation packages offered in todays jobmarket.

One is not pitted against just fellow FMCG (fast-moving consumer goods) companies but alsosunrise industries like retail, telecom, realty andaviation where marketing talent is much indemand, reveals Ambwani.


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Meantime, J&J managers are much in

demand in foreign markets. An erstwhile

marketing head, Swami Raote, is currently

heading J&J in Indonesia; last year Vice

President (Marketing) Elkana Ezekiel was

co-opted by J&J Singapore to take chargeof its baby care products division as

Franchise Director (Asia Pacific).


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2001 2002 2003 2004 2005 2006 2007 Infosys Infosys P&G Sasken Infosys Infosys Microsoft

P&G P&G AmeEx Infosys Sasken Mind Tr Mind Tree HP HP NTPC Thermax Genpact Satyam Johnson

ICICI SKB J&J HCLComn HCLComn Reddys Sapient

Hughes Satyam GSKBCH HDFC NTPC Sapient Infosys

8 Contemporary Issues in Recruitment BT -MercerTNS Survey

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