Q. What do you look for in a candidate at the time of recruitment?
A. Professional ethics, integrity, attitude one brings to the organisation, besides capabilities, competency and education.
We prefer a strong academic
background. If a candidate has been serious about his career as a student, he will be serious in growing with the organisation too. We hire from the best and focus on attracting talent from the top employers and colleges.
We have a structured way of analysing people that includes personality and technical tests and various rounds of interview. We never go by democratic way of selection i.e., seven saying ‘yes’ and three saying ‘no’, as the latter could have observed something that others failed to notice.
Q. Tell us about the challenges you have experienced in India.
A. On people’s front, it is retention and growing talent. We understand that the best we have is also the best for our competitors. It is about retaining talent by ensuring that employees do not lose faith in the organisation. Re-evaluating practices, for instance, what was done last year might not be the reasons to gain success this year. Growing a business is a challenge in itself, as it is about innovation, reinventing, and how fast one can adapt.
Q. The company was recently recognised as a top employer amongst the top 20 software companies in India (as per a survey conducted by DataQuest). What are the people practices behind this achievement?
A. We have a strong mentorship and coaching programme that is implemented in the best possible manner. We have identified the core talent of the organisation, irrespective of age, experience and the company they had worked with. This is where a young guy can mentor a senior director and a senior director can mentor a middle manager. We believe in practices such as performance management, learning and development, exit interviews, and even reaching out to people who have left the company to welcome them back. Click here to read full interview...
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A. Professional ethics, integrity, attitude one brings to the organisation, besides capabilities, competency and education.
We prefer a strong academic
background. If a candidate has been serious about his career as a student, he will be serious in growing with the organisation too. We hire from the best and focus on attracting talent from the top employers and colleges.
We have a structured way of analysing people that includes personality and technical tests and various rounds of interview. We never go by democratic way of selection i.e., seven saying ‘yes’ and three saying ‘no’, as the latter could have observed something that others failed to notice.
Q. Tell us about the challenges you have experienced in India.
A. On people’s front, it is retention and growing talent. We understand that the best we have is also the best for our competitors. It is about retaining talent by ensuring that employees do not lose faith in the organisation. Re-evaluating practices, for instance, what was done last year might not be the reasons to gain success this year. Growing a business is a challenge in itself, as it is about innovation, reinventing, and how fast one can adapt.
Q. The company was recently recognised as a top employer amongst the top 20 software companies in India (as per a survey conducted by DataQuest). What are the people practices behind this achievement?
A. We have a strong mentorship and coaching programme that is implemented in the best possible manner. We have identified the core talent of the organisation, irrespective of age, experience and the company they had worked with. This is where a young guy can mentor a senior director and a senior director can mentor a middle manager. We believe in practices such as performance management, learning and development, exit interviews, and even reaching out to people who have left the company to welcome them back. Click here to read full interview...
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
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winged her way to yet another visit to the US, she had already taken a decision that thrilled the hearts of individuals who had taken retail loans from the corporation. Despite the fact that the Reserve Bank of India refused to lower the prime lending interest rates, Karnad had announced that HDFC would lower its home loan rates. Her’s was one of the first financial institutions to do so in recent times, when home loan rates had zoomed and lenders had been saddled with huge EMIs or increasing repayment periods.
With access to high-end diesel technology, and several options to locate its ‘cheap car’ factory (or assembly units), the Tatas seem to have got their back-end in place. Simultaneously, they had to look at the front-end; after all, Tata Motors wanted to sell the Rs.1 lakh car in as many markets as possible. It was meant to be a global car for global consumers. It is in this context that the Jaguar-Land Rover deal will immediately help it to tap the European market.
Finnish giant Nokia? Obviously handsets, right? Yes, and that its ride in this regard of late has been wonderful is undeniable (with a global market share of 32.6% being proof). However, there is much beyond just handsets that this Finnish giant is in for these days. Putting words to practice comes its latest revelation to move into unlimited music downloads to its subscribers in collaboration with Universal group, through a venture called ‘Comes with Music’ announced on December 2, 2007. So is this move well-toned with the changing scenario in the cellphone industry?
they have allowed these products to be traded in India. If the trading environment is open, global investors would always prefer to trade derivatives in the home market and this psychological advantage is sought to be converted to a real one,” says Rajiv Shastri, Head – Business Development and Strategic Initiatives, Lotus India Mutual Fund.
vision in direct response to movement of certain body parts, such as the head or hands. Turn the head, and the scene shifts accordingly. The sensation is like being inside an artificial world the computer has created. As the user moves his head to look around, the images shift to create an illusion of movement. The user moves while the virtual world is standing still. The glasses also sense the user’s facial expressions through embedded sensors, and that information can control the virtual version of the user’s body. Most current VR systems provide only visual experiences created by computer-assisted design or other graphics/animation systems, but researchers are working on interface devices that add sound and touch. Experts agree that MMORPGs are our current epitome of VR. Various technologies (communications, AI, computing, interface) will affect us, and together these will shape society in the future. Eventually, VR may be delivered through direct computer-to-brain connections. This means that you could probably “jack-in” to a virtual world using a mechanism that connects the world with your brain. Sounds familiar? Yeah, that’s what the characters in the movie Matrix did all the time.
will bring to Hollywood? Industry experts believe that production houses like Big Motion Pictures, UTV, Percept Pictures, et al, can bring a lot of differentiation to Hollywood in terms of content. They will bring Asian perspective in American movies, which can make them more appealing. More importantly, they will bring a lot of cost benefits to Hollywood, which is very much needed at this point of time, when the US economy is going through a lean period. However, one question that is troubling the experts is: will these Indian production houses be successful in their Hollywood stint? “It’s better for them (Indian production houses) to start with co-productions and that’s exactly what they are doing,” says a media analyst. Tying-up with Hollywood studios like George Clooney’s Smokehouse Productions, Tom Hanks’ Playtone Productions, Brad Pitt’s Plan B Entertainment, Chris Columbus’ 1492 Pictures, Nicolas Cage’s Saturn Productions, et al, will make them understand the market better. Whatever they do, the road to Hollywood will not be an easy one as Publicis’ Gupta feels, “America is very America-centric… The perceived notion of low quality for any product from a third world country may create some initial hurdles for them.” Be that as it may, the ‘big’ money lies overseas only. And if the corporate production houses need to compete with their global counterparts then the only way for them is to think local but act global!
a few intelligent ones like RPG Cellucom have latched on to an innovative business model to succeed in the mobile retail sweepstakes. In Feb. 2008, RPG Cellucom launched their own private labels for mobile accessories, willing to make additional profits through this route. Says Singh, “Our core target audiences are the tech-savvy people and we would continue to leverage through cross-selling and up-selling of our offerings.”
side and are major deterrent to big deals. Besides, apart from M&As, companies are also on a lookout for brand acquisitions to enhance their presence in respective therapeutic segments,” reasons Nangra. Also, with concerns related to economic slowdown and a history of failed overseas acquisitions, Indian companies now seem to have realised that though it’s exciting to buy big companies abroad, the real synergies are hard to achieve. Moreover, the competition from small generic drug-makers has stiffened too forcing these big pharma companies to re-think their strategies. “Develop new business models… on the basis of strengths & revenues – this is the most important factor that will decide the competitiveness and sustainance of Indian companies in the future,” agrees Dr. R. B. Smarta, MD of Interlink, a pharma and healthcare consultancy. Even Sujay Shetty, Associate Director, Financial Advisory Services Pharma & LifeSciences, PwC shares the same view. “This will not only provide the required size and expertise to the domestic companies (so that they can compete globally) but will also certainly improve efficiency; provide economies of scale; and strengthen their product portfolio, eventually benefiting the industry as a whole.”
outsourcing which would have been a cheaper option for these companies. Tim Sarnoff, President Sony Pictures Imageworks, reason, “This way we would have a better control over the output of the product. Also, our staff in Culver City (Los Angeles) and India can work on different parts of the same projects making use of the same kind of infrastructure…” There are also some other advantages that these companies would be looking at gaining. With the boom that has been there in the animation scenario, there is plenty of trained staff that would be working at almost less than half the price. Well, it would mean higher investments now, but the bigger studios would now be looking at churning out greater outputs. Hence, in the long run, they would be able to save greater costs.