People Matters

Cover Story View : Pramod Bhasin, President & CEO, Genpact

Mar 2nd 2010

How do you see the talent availability in the BPO industry and specifically for Genpact?For a company that is looking to add 9 to 10 thousand people this year, employability of people coming out of college is a key issue. Most graduates are unable to perform basic functions that you would assume they have been trained for, be it finance-related or business language related. Poor quality of training and bookish curriculum mean that you just cannot rely on the skills coming out of college, and h... Read more »

Cover Story - Bridging the Skills Gap : Education vs Skills Debate

By DR. UMA GANESH

Mar 2nd 2010

There is an urgent need to redefine the role of institutions; otherwise we will continue to see poor quality talent output as well as a drain on investment. Over the last decade, we have added 100 universities, 15000 professional colleges and 100,000 additional seats in higher education. However, the employability of the students overall is very low, particularly those coming out of professional programmes is a matter of concern. According to NASSCOM-Mckinsey Report 2009, the pe... Read more »

Cover Story Vew : Hari Menon, CEO, IndiaSkills

Mar 2nd 2010

What is the size of the market in the non-graduate professional education space?    You will be surprised to know that around 8 million youth drop or opt out the education funnel between Class X and graduation every year, in urban India alone. That is the incremental size of the youth market to be catered to in the non-graduate education space every year. A significant bulk of this group ends up underemployed or unemployed. Those who enter the workforce lack relevant skills beca... Read more »

Institutionalizing Leadership - The HUL Story

By People Matters

Jan 12th 2010

An organization that is serious about leadership development makes it a way of life. Hindustan Unilever has been consistently producing CEOs and corporate leaders for India INC for more than 25 years now; the leadership development process at Levers is more of a tradition, institutionalized over the last many decades. With more than 1000 alumni sitting on boards globally, HUL is a source of inspiration for many companies.The key tenets of this solid tradition have been -- commitment from top l... Read more »

Grooming Leaders for Adaptive Challenges - The ICICI Way

By People Matters

Jan 12th 2010

When vast opportunity and a meritocratic culture are complemented by a robust process for managing talent, leadership development becomes a successChanda Kochhar joined ICICI Ltd as project trainee in 1984. When, within 10 years of joining, she was sent to ICICI Bank as part of the core team to setup the bank, it was clear that she had been chosen for a more ambitious role than her peers. An internal process had been set in motion, whereby she would be provided with more opportunities to build... Read more »

Culture and Process need to go hand in hand

By Chanda Kochhar

Jan 12th 2010

Chanda Kochhar explains what Leadership means at ICICI and why it is important for their businessYou have come from the entry level to CEO. What, in your experi-ence, have ICICI done different from its competitors with respect of grooming leaders?I believe that what is different in ICICI is firstly the kind of culture of the group and secondly the robust process that we use to identify and groom talent. ICICI, as a group, has gone through tremendous growth and diversification. We operate in a ... Read more »

Leveraging on Business Diversity - The ABG Way

By Ester Martinez

Jan 12th 2010

Diversity in exposure is a key tool for developing leadership potential to its fullest.For Aditya Birla Group (ABG), leadership capabilities can be found in every person, the difference is the potential they have within and the different exposure that they require to develop that potential. “Leader-ship development at ABG aims to provide with the opportunity to develop the full potential of every employee. We differentiate employees with different potential levels in terms of the exposur... Read more »

Creating Role Models for Future Leaders - The Infosys Way

By Ester Martinez

Jan 12th 2010

Leadership Development not just as an initiative but as an integrated program.With its focus on quality delivery of services and its image as one of India’s most ethical organizations, Infosys Technologies is a model company in Corporate India. By ensuring immaculate succession planning, the company has also demonstrated its ability to anticipate future needs and groom leaders.Today, with 100,000+ employees and an employee growth rate above 25%, it is interesting to learn the company&rsq... Read more »

Growth needs to stem from a vision

By Kris Gopalakrishnan

Jan 12th 2010

Kris Gopalakrishnan shares how leadership development plays an important role in succession planning and how this activity cannot be accidental for growing organizationsWhat does Leadership mean at Infosys? Has this definition of leadership evolved since the inception of the company? What do you look for in young talent as an indicator for leadership potential?Leadership at Infosys means taking on the next level of growth. That has 3 implications; firstly, this growth needs to happen at all le... Read more »

Stable Leadership is Very Important

By Nandita Gurjar

Jan 12th 2010

A culture of investing in people’s development at every career stage has led to high retention, says Nandita Gurjar, HR HeadPart of the company’s vision is to be preferred choice of global talent; how do initiatives like leadership development fit into that vision? How do you integrate employees from all nationalities and global locations into the program?These processes are implemented across cities and countries. We just ensure that there is a strong connection and a relationship... Read more »