Govt. keen on helping 1,000 entrepreneurs’ – SICCI HR Event

But we’re not able to find more than 700: Minister Minister for Tamil Culture and Archaeology Ma Foi K. Pandia Rajan said that the State was keen on identifying more entrepreneurs who would benefit under the NEEDS scheme. “We are chasing to achieve helping 1,000 entrepreneurs but we are not able to identify more than 700,” he said. The Minister was addressing a seminar on Disruption Through HR (Human Resource) Apps – Challenges and Opportunities for Business organised by The Southern India Chamber of Commerce and Industry (SICCI). Hotspot for innovation Mr. Pandia Rajan said said Chennai had been the hotspot for innovation including design thinking. “We were the leaders in Design Thinking done by Polaris,” he said. Rafeeque Ahmed, President, SICCI, said that in today’s era HR technology plays a critical role. He also said that Private Equity (PE) and Venture Capital (VC) were investing heavily in this segment. The Minister along with Mohan Narayan, head, SICCI HR Committee, released a study on Disruption Through HR Apps – Challenges and Opportunities for Business. According to the study, globally, the market for HR technology was estimated to be $400 billion, based on data from Deloitte. It was estimated that companies spent $2,000 per employee per year on HR technology. The study further pointed out that India’s HR tech market was set to double in the next four years, as per PC Quest. While the size estimated of the Indian HR technology market varied, it was said to be $500 million.

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Transformation of people practices to convert a family-business into a professional Organization with highly motivated employees and low attrition

Conducted an in-depth external diagnosis to highlight the reasons for low motivation and high attrition among employees which resulted in restructuring the organization, redesigning  compensation philosophies and revamping of key HR policies to create a more professional, open and meritocratic organization.

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Setup core HR practices for the Indian Joint Venture of a leading European bank

Worked with the global HR team in Paris to  create grades and corresponding compensation bands in line with industry benchmarks. Defined the HR handbook with key HR policies for all employees in the new Company. Provided advisory on optimal HR practices for recruitment, compensation, and employee management. This resulted in creating an attractive, fair and equitable workplace for new and existing employees with a ‘smooth’ launch of the new Company.

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Revamped the selection process for the KPO of a large global bank

Revamped the selection process for the KPO of a large global bank which comprised identification of key  competencies required for effective performance, creation of a focused interview toolkit along with extensive retraining of all interviewers in the Organization. This resulted in a significant reduction of recruitment ‘mistakes’, and enhanced the Organization’s ability to select the right person for the right job.

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Created a leadership development and succession program for a Tier 1 global IT Organization

which spanned the key leadership development touch points from identification and assessment of leaders to creation and implementation of multiple developmental interventions. As part of this global program, roped in some of the world’s best strategic thinkers to upskill the Organizational leaders. This resulted in a tremendous step-jump in identifying leaders across levels and developing capability in a structured, systematic manner to align with the Company’s growth goals.

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Created a career lattice for the KPO of a large global bank to clearly define career progress tracks for all roles across functions

The key challenge in this case was to map a career progression lattice for employees across functions and roles .This involved  resolving inter business unit complexities to arrive at a comprehensive identification of unique ‘roles’ in the Organization , followed by a detailed technical, functional and behavioural competency map required for employees to move upward /laterally. This resulted in greater transparency of career growth decisions and provided employees with a  structured career map for the first time.

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