Winning the War for Talent

Talent wars shall be fought even more fiercely in the times to come. Every sector faces a shortage of the right kind of talent. ‘According to the survey, 67% of employers in India are struggling to fill jobs, second only to Japan, where 80% employers reported struggling to fill positions. The India figure is almost double of the global average, which stood at 34%. The survey further revealed that Indian employers are experiencing difficulty filling critical positions (talent) within their organisations.’ ‘Talent scarcity in India has worsened, as just a year ago, India was ranked 29th among 36 countries surveyed, when 16 per cent of employers faced difficulty to fill jobs.’

Talent wars have also meant that poaching of talent has become a common practice. Hence organizations have two fold challenge – one to see that they can create talent-pipelines in the organization but before that they should be able to hunt their own talent before the external head-hunter hunts them and hands then over to some other beneficiary.

Cognizant recently paid 200% bonus to its top performers. The average bonus payout for its employees - 137,700 globally - for the year ended December 2011 was above 150%. This is in sync with the growth of the company. ‘In 2010, Cognizant grew its revenues by 40%; in 2011, it grew its revenues by 33.3 %. In both the years, Cognizant's revenues grew 10-15% higher than what industry body Nasscom projected for the industry.’

Essar Group has developed ‘Next Moves’ – an internal head-hunting initiative to help employees with premium talent get what they deserve. An employee has to complete 2 years of his service in the company to be eligible for ‘Next Moves’. ICICI Bank and Aditya Birla group have also reportedly started similar initiatives, although they have not branded the exercise. Microsoft India employees can seamlessly transfer among the six business groups if they feel that they are stagnating in their current job. Companies like Accenture, L'Oreal India, also allow their people to switch to completely different kinds of roles.

Clearly, the efforts of all these companies, goes beyond the clichéd talent management. Talent engagement has instead replaced the former. Engaging a talent strongly to an organization by creating ways and means to make their stay productive and meaningful, both for the individual as well as for the organization has become an imperative.

Engaged but Resigned...

Explosive open letter by Greg Smith who resigned as a Goldman Sachs executive director and head of the firm’s United States equity derivatives business in Europe, the Middle East and Africa, on 14 March 2012.


'TODAY is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summer intern while at Stanford, then in New York for 10 years, and now in London — I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructive as I have ever seen it.


To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.


It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.


But this was not always the case. For more than a decade I recruited and mentored candidates through our grueling interview process. I was selected as one of 10 people (out of a firm of more than 30,000) to appear on our recruiting video, which is played on every college campus we visit around the world. In 2006 I managed the summer intern program in sales and trading in New York for the 80 college students who made the cut, out of the thousands who applied.


I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.


When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival.


Over the course of my career I have had the privilege of advising two of the largest hedge funds on the planet, five of the largest asset managers in the United States, and three of the most prominent sovereign wealth funds in the Middle East and Asia. My clients have a total asset base of more than a trillion dollars. I have always taken a lot of pride in advising my clients to do what I believe is right for them, even if it means less money for the firm. This view is becoming increasingly unpopular at Goldman Sachs. Another sign that it was time to leave.


How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.


What are three quick ways to become a leader? a) Execute on the firm’s “axes,” which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) “Hunt Elephants.” In English: get your clients — some of whom are sophisticated, and some of whom aren’t — to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don’t like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.


Today, many of these leaders display a Goldman Sachs culture quotient of exactly zero percent. I attend derivatives sales meetings where not one single minute is spent asking questions about how we can help clients. It’s purely about how we can make the most possible money off of them. If you were an alien from Mars and sat in on one of these meetings, you would believe that a client’s success or progress was not part of the thought process at all.


It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as “muppets,” sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God’s work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don’t know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client’s goals? Absolutely. Every day, in fact.


It astounds me how little senior management gets a basic truth: If clients don’t trust you they will eventually stop doing business with you. It doesn’t matter how smart you are.


These days, the most common question I get from junior analysts about derivatives is, “How much money did we make off the client?” It bothers me every time I hear it, because it is a clear reflection of what they are observing from their leaders about the way they should behave. Now project 10 years into the future: You don’t have to be a rocket scientist to figure out that the junior analyst sitting quietly in the corner of the room hearing about “muppets,” “ripping eyeballs out” and “getting paid” doesn’t exactly turn into a model citizen.


When I was a first-year analyst I didn’t know where the bathroom was, or how to tie my shoelaces. I was taught to be concerned with learning the ropes, finding out what a derivative was, understanding finance, getting to know our clients and what motivated them, learning how they defined success and what we could do to help them get there.


My proudest moments in life — getting a full scholarship to go from South Africa to Stanford University, being selected as a Rhodes Scholar national finalist, winning a bronze medal for table tennis at the Maccabiah Games in Israel, known as the Jewish Olympics — have all come through hard work, with no shortcuts. Goldman Sachs today has become too much about shortcuts and not enough about achievement. It just doesn’t feel right to me anymore.


I hope this can be a wake-up call to the board of directors. Make the client the focal point of your business again. Without clients you will not make money. In fact, you will not exist. Weed out the morally bankrupt people, no matter how much money they make for the firm. And get the culture right again, so people want to work here for the right reasons. People who care only about making money will not sustain this firm — or the trust of its clients — for very much longer.'

(Source: The New York Times)

The Photographer’s Curse

The greatest tragedy for a successful photographer is perhaps that he cannot shoot himself. Not that he would always want to but for the breathtaking photos that he clicks of others, both animate and inanimate, he would perhaps be tempted to pose for his own camera, atleast once. An automatic timer is his only chance but that short span would hardly allow him to use his expertise to explore various angles and perspectives. Success has its own failings. Every success comes with a limitation, a blind-spot that fails the successful. Hence everyone, even the most successful one, needs a sounding board, a different eye to help him explore the unknown perspectives and angles. Ditto for organizations that are successful. And, those who fail to realize this, start a downward slide, many a times unknowingly, and reach doom before waking-up. I call this the ‘photographer’s curse’.


There are countless individuals and organizations that have fallen trap to this curse and met their ignominious endings. Air India is under heavy influence of this curse and faces extinction like never before. Kingfisher airlines acquired this curse that has made it untouchable amongst the investors, partners and passengers alike. And now, Indian Railways has invited the ‘photographer’s curse’ with open arms. Railways, that was started in India by the British in 1853 and since then it has served as a effective means of cheap transport, linking the nook and corner of this nation. But years of populist policies have started to take their toll on railways. The recent booting given to Dinesh Trivedi after he increased the rail fares could prove catastrophic for Indian Railways in the long run. Trivedi, who’s predecessors had not increased the rail fare for the last ten years, had made a brave attempt to take railways out of the financial ditch that it has got itself into and save it for the ‘photographer’s curse’ hastening it’s perpetual doom. The railways minister fell prey to populist politics that counts votes but not the real issues. That ultimately if railways also face a situation like Air India then it would perhaps hurt the poor most; talking-away their only means of cheap long-distance transport is overlooked conveniently.

Imagine the plight of the 1.6 million people employed in Indian railways. If the highest governing authority can be thrown away for showing the organization the ‘right perspective’ then who would be left with any motivation or courage to do anything similar in the future! Nothing could be more unfortunate for an organization than a situation like this and for millions of its stakeholders, be it the employees, the partners, the customers etc.

An organization’s chances of avoiding the ‘photographer’s curse’ depends primarily on two factors –

One, has it got enough talent who can show the unknown perspectives and angles to their organization which has been more successful in the past?

And, second, does an environment or more precisely a culture prevails in the organization where it not a blasphemy to differ, sometimes even radically?

In short is there an engaging culture that allows its talents to express radical differences without fear and the organization is open to accept them if they are right, even if it means taking tough decisions at times. If the answer to any of the above two questions is ‘no’ then the ‘photographer’s curse’ is imminent. One last observation, most of the times the answer to the second question is ‘no’, which means that organizations generally have talent to help them explore the various perspectives but they often do not create the right culture to give their members enough freedom to differ & express, whether in words or in action.

The Third Gender

Transgender have always been the target of cruel jokes and have seldom found acceptance in the society. Their genetic makeup, in which they have no control, becomes their plight and they end-up being rejected by the society. How cruel and unfair!


When Thailand’s P.C. Air hired four transsexuals as flight attendants, many welcomed the move. The photos were splashed all over the world and it was seen as a brave new effort towards greater inclusivity. Many raised doubts whether it was a mere show-off or a publicity gimmick, making even moiré fun of the transgender. However the fact remains that despite criticism this airline gave them an opportunity to work and earn a honourable living.

A recent research by students of a Mumbai-based business school found that although transgender people exhibit employable skills, lack of social acceptance and almost no employment opportunities force them into sex work or begging. They also found that transgender people are eager to be employed and found private companies who have no qualms in hiring them. However, they do not get any applications from this community.

In light of such findings, these students have developed a community centre which will focus on creating work opportunities for the transgender community; a place that would act as a meeting ground for employers and transgender people seeking employment.

The companies however maintain that ‘public behaviour’ would play an important role in their decision to hire a transgender person, since almost 100% of transgender people interviewed categorically stated that they would not give up their identity.

Hopefully our society gets rid of this sinful attitude towards transgender and does not discard or discriminate them. Mind is always more powerful than the body and I am sure that if given an opportunity transgender shall prove to be asset for organizations.

Please spread the flame!

We’re (not) the Blackberry Boys!

'NEW research has found that imposing a ban on staff from checking their BlackBerrys, iPhones or any device just one evening a week can lead to improvements in happiness and performance at work. But Aussies might struggle with turning off the phone, as further research released today by recruitment firm Randstad revealed that more than half of Aussies check the work phone at night.


Research by Harvard Business School, saw management consultants being banned from monitoring their work after 6pm once a week.Called predictable time off or PTO was carried out on 1400 employees of the Boston Consulting Group over three years. Professor Leslie Perlow was inspired to carry out the study after she found that 26 per cent of employees of 1600 managers and professionals slept with BlackBerrys or iPhones by their bedsides.

Some workaholic consultants resisted PTO, while other teams only partially embraced it. But those who had regular downtime said they found they had greater job satisfaction. Their work-life balance also improved and they became more productive. Over three years, 59 per cent of those who embraced PTO agreed with the statement "I am excited to start work in the morning" compared with 27 per cent of those dismissing the time off concept. Asked if they "feel satisfied" with their jobs, 78 per cent of those who had just one evening off a week said yes, compared with 67 per cent of those who partly accepted it, and 49 per cent who rejected it.

The study found that those who turned their phones off spent more time with their families and started making future plans for their social lives instead of endlessly cancelling them or not even bothering. Professor Perlow said: "We defined as `on' the time people spent working plus all the additional time they were available, monitoring their work in case something came up. What caught our attention was that the more people were `on', the more unpredictable their work seemed to become. "By being constantly connected to work, they seemed to be reinforcing and worse, amplifying the very pressures that caused them to need to be available." She said making one night a week sacrosanct, had helped to break the cycle.

Australians workers are no strangers to taking work home with further research released today revealing that more than half of Aussie employees handle work-related matters in their private time, and 50 per cent receive work-related phone calls or emails outside of regular office hours. The report which was commissioned by recruitment firm Randstad revealed that more Australians were blending work and private life. CEO of Randstad Australia and New Zealand, Fred van der Tang said that if not carefully managed, technology can have a detrimental effect.
“The speed at which portable devices and mobile wi-fi have redefined the modern workforce is remarkable, but organisations need to be careful to ensure any new expectations placed on employees as a result are balanced with appropriate concessions'

(Source:  http://www.news.com.au/business/worklife/when-turning-off-means-tuning-in-to-work/story-e6frfm9r-1226304708356#ixzz1phuWlvwv)

Gen Y's pursuit of happiness

An attention-grabbing t-shirt painting done by one of my student Vidhi Surelia! The colourful hues and the meanings attached to them by Vidhi and her friend Shreya are not only interesting but I feel they have the code to what makes GenY happy… Here is what the colours & patterns say -

Blue – Dance, Shopping

Maroon – Music, Love

Blue – Party

Green – Reading books, Coffee (with friends at coffee shop or enjoying it alone), Surfing net

Yellow – Facebook, Flowers, Gifting others to make them happy

Orange – Nature, God

Red – Money, Material possession

At a time when India is on the verge of becoming a country with largest young working population and the companies finding it increasingly challenging to engage Gen Y employees, such impressions could be insightful, mapping this generation’s pursuit of happiness…

Sachin & Pranab Da did not impress...

Last week two news items that created headlines - 'The Union Budget' and 'Tendulkar's 100th ton', both failed to impress. Congress fresh from its drubbing in Uttar Pradesh assembly elections and Indian cricket team still nursing its wounds from the recently concluded Australian tour, both needed to deliver much more than ordinary to impress. Both however disappointed... Tendulkar's 100th ton came after a wait of 33 innings since his 99th century; too long a wait... made it look like a milestone reached with stone tied to back. The final blow was delivered by Indian team, the world champions, losing the same match to the Bangladesh rookies. Pranab da's budget was unimpressive and cautious. His Shakespearean quote - I have to be cruel, only to be kind' appeared a mere rhetoric. The service class Indian has no respite with high income tax, higher service tax, lower PF interest rates and costlier goods. And despite paying so many taxes we have bad roads, no social security and high corruption as returns.


In the end the question is what do we set as a performance measure, many a times makes a performance relevant or irrelevant. In case of Tendulkar winning matches and not record stats should have been the target, and, for Pranabda realistic benefits to the larger population should have been the target rather than painting a self-acclaimed masterpiece to impress privileged few.

Organizations should remember that setting right performance measures is key to high performance and engagement. Recently ICICI Pru under pressure of poor & cautious market sentiments and depleting levels of trust amongst customers for insurance products, the company changed its performance measures for its employees. Alongwith the usual rating of 1 to 5 that shows what has been achieved, the company added another rating of A to C that showed how a target has been achieved. ICICI Pru for instance laid a lot of emphasis on no mis-selling, even if it meant longer time to persuade a customer. With the new ratings in place, it is now possible for ratings to be like 5A, 5B or 5C...the person who gets 5A performs better than the other two simply because he/she has achieved the target in the right way.

Sachin and Pranab Da are both seasoned players but perhaps both of them need better direction...In the words of Tendulkar after he scored his milestone 100, he said that sometimes he felt that if someone was there to guide him...

1 in 100

IBM created a history of sorts when it named Virginia “Ginni” Rometty the first female chief executive officer in IBM’s 100-year history. She succeeded Sam Palmisano. While many might look at Rometty much deserved rise as history, many are also wondering why it took 100 years to find the first female CEO!


Recently at the Women Managers' Convention, organized by the Madras Management Association, Ms Aruna Jayanthi, CEO, Capgemini India, said that “Working women must think and act like professionals and not enter the workplace feeling special. While recruiting, organizations should look for women. But as they go along the career path, there should not be preferential treatment or reservation for promotions. That is demeaning and no woman wants that.”

Ms. Jayanti may be right about non-preferential treatment of everyone including women when it comes to promotions or career advancement. With all due regards to Ms. Jayanti, such statements hold little relevance in Indian scenario because forget about preferential treatment, many a times even a fair and equitable treatment may be a far call! This is not to discount that there are certain organizations and companies that are empathetic and equitable towards women. The larger scene however seems to far from perfect.

Am I being too critical? Well! In that case what would say about this recent finding?

A study by MasterCard ranks India at the bottom of 14 Asia Pacific countries when it comes to socio-economic development of women in relation to men. India ranked lowest on women's workforce participation, with only 35.9 women employed for every 100 men.

Methodology

It comprises of five indicators: business ownership, business and government leadership, workforce participation, regular employment opportunities and tertiary education. Each indicator measures the ratio of women to men in each of the 14 markets — scores are indexed to 100 (men). So a score under 100 indicates gender inequality in favour of males while a score above 100 indicates inequality in favour of females.

India beats China!

A small silver lining is that the same survey also found out that though India was ranked the last with an overall score of 48.4 after taking into account all the five parameters, its scores have been moving upward since 2010, according to MasterCard. On the other hand, China, which currently has a score of 73.7, has been experiencing consistent small declines since 2007.

A lot still needs to be done...and Ms. Jayanti far from asking organizations to dole-out preferential treatment to women; the expectation is merely of a fair opportunity! Research has time and again showed that the one who have one so, not only had better engagement, but also better performance.

Employees help Maruti Suzuki turnaround its fortunes

Maruti Suzuki is back!

After being hit by incessant strikes last year and suffering big blows on car sales last year, Maruti Suzuki seems to be back in reckoning after claiming the top three car brands positions this year, in terms of sales this year. The top three car brands by sales in India (2012) are Maruti Alto, Maruti Swift and Maruti Wagon R. Wagon R has pushed Hyundai i10 to number four position. Maruti is now expecting its news Dzire to razzmatazz the competitors even more.

So what turnaround the company’s fortunes? Diesel version of Swift, Wagon R? Possibly…but that could have happened last year as well. That did not happen because the production was halted several times at its Manesar plant, in the northern part of the country, due to strikes. Infact Maruti had to ultimately shift some of its Swift Diesel production to its Gurgaon plant. The bookings of the diesel versions at the dealers were running into long pending list and things were hardly working for the company. The original demand of the striking workers at the Manesar plant was formation of a separate union than the existing Maruti Udyog Kamgar Union (MUKU). The workers at the Manesar plant felt that the exiting union was primarily interest representation of the workers at Gurgaon and hence they demanded a separate union that could address to their concerns, one them being wage-hike. The management of the company opposed the new union formation tooth and nail and the deadlock continued for several weeks.

Interestingly the new union has now been formed by the workers at Manesar plant and the company’s management has not helped the workers register their new union but also has recognized the same. The union is also planning to take-up wage revision with the management. The present wage of workers at Manesar plant is around Rs. 18000/- per month that includes Rs. 8000/- as incentive. The resulting peace has presumably altered the sales figures of the company.

What led to this sudden change of heart on part of the company’s management? But then what was the logic in opposing the new union in the first place, if later the company were to accept it, in fact help forming it? Second, if it was a fair demand then why did the management oppose it?

I am sure they realized that such stance was not only being detrimental for the company in the form of low sales but more importantly they were losing the advantage to the competitors like Hyundai etc. but the Maruti story clearly shows:

1. People, and not anything else, are the real competitive advantage for a company. That is not to suggest that employees have an infinite right to demand but the legitimate needs & demands must also not be negated.

2. HR myopia is most damaging for any company. The workers with their union at Manesar plant shall always remember the ‘struggle’ more than the management’s help in getting them register. Had the company realized it in the first instance itself not only the loss could have been avoided but bad PR and bruises on employee engagement could also have been avoided.

Happy Women's Day

Rahul Gandhi's loss may not be that bad!

The assembly elections results across four states in India are out and the biggest buzz in every corner is not about the debacle of Congress but the loss of Rahul Gandhi, the scion of the Nehru-Gandhi family. Rahul led Congress from the front on one of the most important turfs – the state of Uttar Pradesh, one that sends maximum number of members to the parliament. Revival of congress in the assembly elections would have had a definitive impact on the fate of the party in the general elections in 2014 and Rahul’s ‘Mission U.P.’ was seen by the Congress as their last bait of hope. Most newspaper headlines and front pages have declared the trouncing of the princely Rahul by a less glamorous opponent as a decisive twist in the tale not only for the fortune of U.P. but also for the 2014 general elections in India. Rahul Gandhi has himself owned-up the responsibility for the loss and for the time-being appears to be retired-hurt.


However Rahul Gandhi loss may not be as bad as is being felt today. In fact, if handled properly it could become a huge blessing in disguise both for Rahul and Congress. If history is to be any testament to the present, Abraham Lincoln is probably the greatest example of persistence. Born into poverty, Lincoln was faced with defeat throughout his life. He lost eight elections, twice failed in business and suffered a nervous breakdown. He could have quit many times - but he didn't and because he didn't quit, he became one of the greatest presidents in the history of the United States of America. By remaining out of power he not only learnt his lessons faster but also made more friends than foes, all of which helped him to win when it mattered most. This loss could teach very important lessons to Rahul and he could come-out stronger in 2014. And if he does so, it would not only help Congress to retain the power at the centre but also elevate Rahul as the next prime-ministerial candidate.

Facing almost similar bashing for loss, is the Indian cricket team. Battered, bruised and whitewashed at the hands of Australia recently has humbled the world ODI champions. Successive overseas series loss at England, followed by the same fate in Australia has sent even the most tolerant Indian fan baying for the blood of their cricketing heroes. There have been hundreds of postmortem analyses of why India lost, what went wrong etc. etc. And everybody also has an explanation of what ails Indian cricket – the captain, the team politics, pale old guards, lack of fresh talent etc. The best judges however would be the players themselves and may be their technical think-tank and not anybody else. And who knows these losses could be lessons that could change the future of Indian cricket in the times to come.

The best thing would be leave Rahul & the Indian cricket team alone for some time to retrospect and they will find out their mistakes and given the right kind of environment would come-out stronger & better.

Even in organizations, tolerance for mistakes & failures many a times determines their fate. Ask yourselves what level of tolerance does your organization have in case you make a mistake or you fail in your endeavour? Would you feel threatened to try out new things or to experiment?

'BMW Regensburg, started an initiative with the original title: "Flop of the Month", although it was really about the "Creative Error of the Month". Employees were honoured who developed ideas and encouraged potentially sound and promising projects, even though they ultimately failed. The BMW factory in Regensburg, Germany, has demonstrated that by rewarding well-intentioned mistakes, people are encouraged to take sensible, calculated risks. The approach is certainly not that of accepting all manner of mistakes and real blunders, but rather tolerating and even rewarding legitimate errors that occurred with the best of intentions. The point is that people, who depart from the conventional and innovate with a calculated risk, should not, if things go wrong, be mocked and derided, but encouraged to undertake further, sensible risks in a spirit of optimism.'

So, Rahul, out Indian Cricketers and millions of all of you out there who have faced failure recently, take heart, get at the heart of the matter and follow your heart…

Employee Engagement at Mitchells & Butlers, U.K.

Transforming HR

Change is at the heart of innovation. And at the heart of change are two fundamental issues –


1. Are people ready to accept that the present is not ideal and change is required?

2. Are people unhappy with their present position?

All great societies, corporations have changed because they fundamentally believed in these two aspects – they had the guts to accept the need for change and they were unhappy with their present state. This why great civilizations could wear-off discrimination that were based on colour, race, gender etc. This is why great companies could change their strategies, core-competence and priorities.

The ones that have lagged behind are the ones who do not want to accept that something needs to be changes and are too happy in their own cocoons. The other day when I visited a doctor’s clinic and was waiting for my turn, there were other people in the waiting area too. Among them was a family of three – couple with their 3 or 4 year old daughter. The small girl very innocently threw the wrapper of the toffee she ate on the floor of the clinic. Her mother immediately pointed her to lift the wrapper. But the next moment I was disappointed, for her father further instructed her to throw that wrapper outside the clinic. ‘Clean Homes, Dirty Streets! When will this change?

Hr transformation in many companies is the need of the hour. From remaining glorified back-offices they need to be at the centre-stage of engagement based management of people to leverage competitive edge of their respective companies. HR department have to become more modern integrating cost-effective and technology based solutions. But for that to happen fundamental belief of the decision-makers of the company has to change and they have to accept that change is required and they have to be unhappy with the way things are going-on in terms of people management.

Wipro Technologies, the Global Information Technology, Consulting and Outsourcing business of Wipro Limited has recently entered a partnership with Oracle to launch ‘Wipro SprintHR’, a cloud based technology to enable enterprise customers transform their HR processes.

This will be offered though deployment of Oracle Fusion Human Capital Management. Leveraging its strong relationship with Oracle and co-development experience on Oracle Fusion Applications, Wipro SprintHR helps significantly reduce cost and deployment timelines. It offers a unique and powerful blend of fusion human capital management modules that include HCM processes like talent management, benefits management, besides core Hr administration.