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Human Capital Advisory and Execution Services

Thought & Delivered, Sustainably


Our Founding Beliefs

Human Capital Advisory


Our founding beliefs

Jim Collins Built to last, Good to great, Great by choice

Ratan Tata Sustainable Growth

Golden Balance Buddhist, Chinese and Greek Philosophy

Andy Grove: Intel Collaborative Optimization Flexible Paranoid Long term view Focused Confidence

Dhirubhai Ambani Aggressive Growth

Detail oriented Fair play Humility Creative Big Picture Symmetry Learning






Our Founding Beliefs

Human Capital Advisory


Beliefs, Assumptions and Experiences that shape us

The secret sauce of our Human Capital practices successful recipe is the collaboration between the Human Capital Team and the rest of Ubika/Hetu while working on projects Theory
Jim Collins

Empirical Data Surveys and White papers from Economist Intelligence Unit Accenture and the High Performance HR function

Own Experience Mix of Specialists and Generalists Two HR heads who are the specialists and direct the OD and PMS practice Five ex CFOs, CIOs and CMOs who actively engage in Talent acquisition jobs

Right people on and wrong people off the bus Talent acquisition is not a standalone job, its part of OD and PMS No big bang, but steady, disciplined and persistent Strong processes Innovation

What do we as Human Capital Advisors believe

Acquiring, managing and developing people is the most important job

Of the notion that people as a resource can't really be worked on like a Strategy, an IT or Process problem. Therefore clients and consultants spend time fixing the latter and not the former.

This is not one of the 1. highest paid jobs in a company 2. biggest source of revenue for consulting firms 3. most valuable MBA specialty

The Human Capital Value Chain

Leadership We take over and deliver as a full fledged HR function with a combination of our team, your team and third parties


Sourcing Talent

Organization Design

Learning & Development

Compensation & Benefits

Performance Management


Payroll Computation and Disbursement Software, Employee Portal

The building blocks of our Human Capital Practice

Conceptually simple

Execution is key

IT enabled process
We like to source talent for our consulting clients ourselves, as this increases the probability and effectiveness of our advice While setting up the PMS for a client, we prefer to involve ourselves with the organization structure to ensure a structurally sound solution We can be the HR function, or the HR leadership or a part of it by providing advisory services or doing the work ourselves

Acquiring talent without reference to the culture, organization structure Acquire reduces the chances of a Talent good hire Organization structure in many emerging companies is ad hoc at the outset and then sometimes becomes more Evaluate Organize adhoc or moribund Talent Talent Performance Management systems [PMS] are easy to set up but difficult to manage due to bias, skewed incentives and external pressures

Virtual Leadership | Virtual Organization

For small organizations we can step in as the HR, Finance and IT team, set up the function, grow it by hiring and developing front line staff In a span of 3 to 9 months we would pull out and leave the execution to the team. We could continue as Virtual Leaders for another six to 18 months.

Mid sized organizations trying to make the leap to the big league need big company leadership which is costly besides the almost inevitable incompatibility of a big company leader and a mid sized company set up. Our big company leaders know what it takes to work in an emerging company environment and they then make themselves slowly redundant

Sourcing Talent: Philosophy

This is one of our focus areas and so we have put a lot of thought and development work here We believe that recruitment at middle and above levels is best done by a functional specialist. So for example ex CFOs search for Finance candidates Only those of our line managers who have a proven track record of creating and maintaining good teams, recruit for our clients because they can see a good hire from a mile off. Another differentiator: We like to keep track of candidates we placed. Did they perform well, did we make a mistake, did they get a good deal? This helps us get the feedback loop working on our placements

Most recruitment firms are managed by HR generalists who moved into recruitment owing to people skills etc.

Sourcing Talent: Methodology

We Avoid: Treating the candidate like a seeker Three common interview biases: i. confirmation bias ii. similarity bias iii. availability bias We use: i. Specialists for specialist jobs ii. Assessments, predefined checks iii. Own databases and extended Social Media and Linked in database iv. Post hire evaluation of candidate for own improvement and better servicing of client next time.

We insist on: Understanding the: i. organization Structure ii. organization culture iii. immediate 360 degree

We believe in: i. Ethics over rewards ii. Diligence in getting the right candidate

Organizational Design
Conceptual base: Nitin Nohria, Max Weber, Henry Mintzberg, The Economist, Bartlett and Ghorshal There is merit in the old school of Command and Control structure and the Organization man theory Old school can only be the platform, direction has to come from the new school of thought ie concepts like Dis-aggregated Company, Networked Person , Network Structure, Cluster Organizations, Self-designing Organization, Individualized Corporation, Service Oriented Organization to enable organizations to be nimble yet disciplined in a fast changing world



Contextual Variables characteristics that influence the organizations design processes

Strategy & Goals

Employee profile


Methodology: 1. Evaluate the organization for contextual variables 2. Analyze current organization structure 3. Co develop the best case for each of the contextual variables 4. Converge the current structure with the best case to arrive at the optimal and feasible Organization Structure

Organizational innovations, when properly applied, do lead to better economic performance

Source: The Economist, The new organisation: a survey of the company

Performance Management System

The goals and strategy of a company form the basis of any Performance Management system. Conceptually simple, but requires detailed organization wide work to distill big goals into front line daily targets.

Organization Structure

Is there a clear and logical structure of authority and responsibility? Does the structure tie in with the firms strategy and goals? Do people have Job descriptions that tell them their responsibility and performance measures?


Big goals are in place, people have job descriptions and performance measures. Now to get to work. Do people know the details of their daily work. Without defined IT enabled processes, performance will be people oriented and inconsistent preventing scaling up


The loop that completes what you wanted to do and what you actually got: PMS is what measures peoples performance with what was planned, why did the plan not go well, what were external factors.

Performance Management System

How we have helped clients

Helped a cable TV company recruit all five regional Heads of Finance. Candidates were picked up from Blue chip companies Helped an accounting firm in India to pick up qualified Chartered Accountants Helped a commodity trader to acquire a Controller for India operations Helped an E Security company to get trained Chartered Accountants for SOX assignments Helped a shared services company to get qualified MBAs for their F&A shared services practice Helped a trading company for logistics positions Helped an IT services company to hire developers and testers Helped a advertising company to fill sales staff positions


Our Founding Beliefs

Human Capital Advisory


Key HR Team
Swapnalekha Basak has varied experience of being a senior OD and HR professional with Media and Telecom with Star TV, Reliance and GTL. She is also visiting faculty with IIPM and looks after the Human Capital Advisory Services practice from Delhi.

George Antony has been building teams for the last eight years in E security, Consulting, Media and Not for profit. Keeping attrition low was the KPI which was achieved consistently owing to strong assessment practices. Roma Patel has been a trainer and recruiter with retail organizations for the last five years. She has done an MBA from the University of Wales.

Mita Chatterjee looks after the Calcutta office before which she was with Warner Bros in the US. She looks after the Human Capital practice in Calcutta.

About us
Our Founding Beliefs What do we do We are a firm that seeks to help organizations take the long and exciting journey to being a company on the sure path to growth.
ubika: Sanskrit for growth hetu: Sanskrit for reason or cause Ubika/hetu: Growth by reason, We are a reason for growth: these are the two meanings we derive from our name as we strive to be a reason for growth for our clients and we believe that growth that happens with reason should be the one strived for


How do we do it Growing companies require the support of key functions like Finance, Strategy, HR and Marketing. We provide that in a result oriented manner

Who are we We are people and alliances with deep experience and significant results in helping large companies maintain their strength and small ones grow larger

A combination of skills and geographies

The premise of the combination is that Emerging companies require a range of support functions which require specialist skills provided by professionals who are specialists but work together to give a seamless solution to the client

Strategy & Planning Sourcing and Managing capital

Process Design & MIS Marketing

Sourcing and Managing Human Capital

IT Deployment



Delhi North Carolina

Cochin Brazil


Calcutta South Africa


Leadership Team
National Leader
K Chandrasekaran was the President of Reliance BPO and has been a pioneer in the BPO space in India. He was responsible for the setting up of Reliances massive, feature rich and efficient BPO business from scratch to a strength of 10,000 staff providing services to 13 different industries

North and Human Capital

Swapnalekha Basak has varied experience of being a senior OD and HR professional with Star TV, Reliance and GTL. At GTL she was responsible for controlling attrition using a mix of data analysis, soft skills and innovative practices. She is also visiting faculty with IIPM.

West and Strategy

George Antony has spent 60% of his time with the Big 4 in advisory and the rest in Industry as a Head of Finance. He set up the entire finance department, the shared service center for a start up which went on to become the third largest Cable TV company. He has advised a variety of clients on Process improvement and strategy

Jyothirmai G was a manager at ING Vysa when she decided to enter into the consulting space three years back. She has worked with several large companies in appraising their credit and deciding on credit limits. She now helps clients raise and deploy funds efficiently besides structuring and valuation

Corporate Finance
Ravi Doraiswamy spent most of his career with banks such as Standard Chartered and Citibank. He has deep understanding of the Mid Market space and its credit needs. His work has given him deep experience of understanding the needs of small and big clients across a variety of industries. He also helps develop BFSI clients with automated MIS systems and reporting tools.

Smita Acharya is a Process Design and Audit professional and was last with Protiviti and KPMG. She has wide exposure to large clients on Process Improvement and Internal Audit jobs. She is involved with the BCAS as a trainer. She also undertakes search assignments for our clients leveraging on her deep network.

International Partners
London | Julia Lucas
A flexible, experienced CFO working with start-ups and distressed early stage businesses. She enjoys working with businesses to help them refocus and then shape and refine strategy, drive bottom-line improvements. She was Financial controller at logistics companies and also served as Director of UK Warehousing Association. Her last engagement was Non Executive Director at BPAS

Georgia Tech| Dr J Bailey

Dr. Jennifer Bailey is a rare mix of significant years in the industry and academia. She specialized in Supply Chain at companies like Ricoh and JM Huber. She is now pursuing a Doctoral Graduate in Supply Chain Management. She helps companies with Supply Chain Management solutions. She is our link to academia in the Supply Chain space

North Carolina | Chacko V

Global Market Resources, Inc (GMRI) identifies, evaluates and facilitates international joint ventures. GMRI assists in technology transfers between the US and India, including ASEAN and MENA nations. He is a trained Pharmacologist. Prior to founding GMRI in 1997, he worked for Glaxo Wellcome/GSK for over 18 years in the early stage drug discovery process.

Brazil | Cesar Pereira

A partner with one of the leading law firms in Brazil, Justen, Pereira, Oliveira & Talamini works closely with us on clients seeking to engage themselves between India and Brazil. Cesar is also the President of the CAIEP, the arbitration center of FIEP formed in 2005, the Federation of Industries of the state of Paran (Brazil). FIEP gathers over 40,000 companies.

Isle of Man | Angelena Boden

25 years of professional training both in the UK and overseas and founder of the popular 15 minute training package containing Customer Service Skills. Her firm specialises in the tourism and leisure industry. She now seeks to role model for older women who wish to set up a business . She wants to do the same for young women wanting to start up.

Other Client Services

Growth Basics: 10% companies succeed in sustaining growth over a five year period. We help new companies grow by balancing focus and flexibility. Reset Advisory: 50% companies languish with low growth rates despite a good product due to bad strategy, poor support functions. We help them evaluate potential for growth and help them attain it Family Business: Should we let go or keep it in or how much control to retain? We help answer this question and maintain or grow the company Workshops: to help clients brainstorm opportunities, prioritize strategic options and navigate potential pitfalls.

Fund raise: Raising Debt or equity, Structured facilities. Feasibilities, Disbursements and preparing the company for receiving funds Transactions: Consolidation, spin offs are key to emerging companies gaining scale / unlock value. We help bringing big transaction rigor and value here CFO Services: The conscience and balancing factor of an organization, these skills are in short supply. We provide select emerging companies the wisdom and insights of an experienced CFO Restructuring: We bring the weight of the whole firm to turnaround situations, interim crisis, profit improvement and business exits / sales

Process Management
Business Process Design: Design or redesign processes to balance local requirements & efficiency/ effectiveness with IT automation Cost Optimization: Functional excellence, efficient processes and good resources can be optimized on a long term basis. MIS Design and Automation: The result of every Process and the input to every decision is good MIS. We help you design what to monitor, how to monitor and getting results Process Audit: Good processes require their controls to be audited to ensure that design defects or changed business realities can be dealt with effectively

Other Client Services

IT Project Management
IT Diagnostic: Less than 30% of IT projects are successful. Our varied experience and good skills help us perform deep diagnostics and remove uncertainty regarding IT projects and help in efficient allocation of resources. IT Security: Precious resources are wasted due to low security levels We help set up policies to provide IT Security IT Workshops: To help employees realize the full potential of IT applications

Private equity
Deal Generation: The clients we bring to the funding table would have undergone substantial intervention from us over a substantial period of time which increases the probability of success Due Diligence: Our experience with emerging companies help us to go beyond financial statements and contracts analysis. Strategic interventions: Many investments lose value to varying extents and the nature of intervention required may be a CFO or a change in strategy, a change in leadership or process redesign or a comprehensive turnaround.


We are a skilled team with top of the line experience and above all the keen desire to help clients realize opportunities and solve problems. We believe in balance in all attributes except for integrity where there is no shade of grey. Its extreme integrity. So lets see what we can do together