Sie sind auf Seite 1von 26

BT –Mercer-TNS

survey of India’s best


employers BT issue
Nov 18 2007

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 1


The best companies to work for in
2007 2006
india Microsoft infosys
Mind tree Mind tree
 Six months of survey Johnson and Satyam
and analysis,94 final Johnson
participants. sapient Dr.Reddys labs
infosys Sapient
I gate agilent
agilent Johnson and
Johnson
HCl comnet Covansys
Accenture HCl comnet
Dr. Reddys lab HSBC

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 2


Total employees 5000+
Microsoft Avg. age 30
Attrition rate 7.2
Mal female ratio 8:1
Average career 4.13
tenure
HR cost 227 crores
Promotion rate 24.73

Training budget 54.6 lakhs


Training man days 12,270

revenues Na
Net profit na
12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 3
Microsoft secret sauce
 Leadership development:
 The company spots and develops
youngsters into leadership roles early in
their careers and spends a large amount
of time and money preparing them for the
job ahead.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 4


Internal transfers
 Employees can seamlessly transfer
among the six business groups if they feel
that they are stagnating in their current
jobs.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 5


Transparent compensation
 The system of pay and appraisals are
open and transparent. employees know
what they have to do to get into the next
grade.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 6


mentoring
 The mentoring system in the company is
one of the best. mentors and their wards
meet regularly. And have an open and
frank dialogue. this relationship is not a
one way street. Mentors learn from their
wards as well.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 7


recruitment
 New employees are given a ‘buddy’ to
help them assimilate into the company.
the company also helps them find
accommodation by having a real estate
consultant.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 8


Ravi venkatesan, chairman m.soft
india.
 Hyper growth is putting pressure on companies like
ours; finding high end technical talent, be it in
engineering or marketing, is not an easy task
 I believe the biggest challenge facing us is in going
forward and dealing with the challenges of internal
growth.
 In the current environment, there is always the fear that
jobs grow faster than the person doing them.
 That is way we spend inordinate amount of time on
leadership and management development.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 9


 We have a talent agenda. if we are to
remain competitive we have to give them
a proper environment to shine through, so
that they can stay with us.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 10


 The rate of innovation in Microsoft is
staggering.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 11


 The bill gates brand is quite an advantage.
but it is very easy to erode such an
advantage. that is why we put in so much
effort at people development.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 12


 Educational systems will not be able to
scale fast enough to meet the demand.
companies like ours will have do more to
make students in india more employable.
Even if Microsoft continues to employ the
best talent. We will need to improve the
quality of talent cross the industry.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 13


 I am not happy with my pay also. Tell me
who is? but I think very few people
actually leave for pay, If the compensation
structure is transparent and competitive
as it is in our company. Most people quit
because of bad work environment.#

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 14


 Mind Tree Consulting - A School for
leaders
 Mind Tree walks the extra mile to
empower its employees and care for them.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 15


 .
 The company, has institutionalized
practices to make itself employee friendly.
“We seek feedback from people within the
company on areas that are working well
and also on those that need improvement.
 Secondly, we identify and adapt best-in-
class practices from globally admired
organizations to help increase the
engagement levels,” says Soota.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 16


 Mind Tree has launched a full fledged day-care
centre for women.
 Women are now allowed to take up to one year
of leave for every six years of service to balance
commitments between work and family.
 This can be availed for extended maternity,
accompanying their spouse on travel, caring for
dependent family members and taking care of
small children.
 Then, it has launched Dhriti, a Mind Tree
Women’s Network, as a support system to
facilitate knowledge sharing, learning, mentoring
and networking.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 17


 Says Sonal Sharma Mathur, Senior Engineer, who
gets her one-year-old son Nalin to campus: “I
joined Mind Tree in January 2005 as an engineer,
and quit after the birth of my son to take care of
him. Later, when I thought of joining back, the
company welcomed me with immense
understanding and fullest support.”
 These initiatives have allowed the company to keep
attrition levels under control, though it is rising. It
has risen to 15.7 per cent, from 12 per cent in
2005-06, compared to the industry average of
about 25 per cent.
 But, there is a feeling that Mind Tree is not a good
paymaster.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 18


 Puneet Jetli, Vice President & Head, People
Function, at the company, denies this. “We peg
our compensation at the 75th percentile in the
industry .
 And this year, our average compensation
increase has been higher than the industry
average.”
 In order to remove misgivings, he says the
company undertook an extensive
communications and benefits road show to
communicate this to employees. He adds that
the rising attrition level, though not alarming,
needs to be watched closely and reduced.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 19


 The reasons, he feels, could range from
misplaced perceptions on compensation,
a desire to relocate to other regions and
the pursuit of higher education.
 To retain talent, Mind Tree has launched
an internal job postings system to help
employees align their aspirations with
available opportunities.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 20


 Johnson & Johnson
 From being among the top 10 best
companies to work for last year, Johnson
& Johnson (Consumer Products) leapfrogs
into the top five in its 50th year in India.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 21


 J&J’s employee benevolence goes beyond the
workplace, and even beyond the personal or the
family; it attempts to shape every aspect of an
employee’s personality, including the spiritual
side.
 Explains Ambwani: “We are involved in a lot of
community welfare projects and each employee
is given an additional five days leave to go work
for an NGO (non-governmental organization) of
his or her choice. This, we feel, is necessary for
an employee’s spiritual development.”

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 22


 The standard menu of employee welfare is
visible all over.
 This includes career counseling for employees’
kids and a confidential helpline—J&J Mitr—for
employees wanting advice on personal problems.
 As Trupti Mohan, General Human Resource
Manager, says, working for J&J is just one
aspect of an employee’s life.
 It’s a vital part, as the workforce isn’t one that
leaves the company in a hurry—the average
tenure of an employee at J&J is well over 11
years. The annual attrition rate? 10 per cent.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 23


 But that’s hardly something that makes Ambwani
complacent— not at a time when there’s a talent
crunch of sorts out there; and when companies,
particularly those in high-growth sectors, are
pushing the envelope on the recruitment front.
“It’s a major challenge to match the
compensation packages offered in today’s job
market.
 One is not pitted against just fellow FMCG (fast-
moving consumer goods) companies but also
sunrise industries like retail, telecom, realty and
aviation where marketing talent is much in
demand,” reveals Ambwani.

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 24


 Meantime, J&J managers are much in
demand in foreign markets. An erstwhile
marketing head, Swami Raote, is currently
heading J&J in Indonesia; last year Vice
President (Marketing) Elkana Ezekiel was
co-opted by J&J Singapore to take charge
of its baby care products division as
Franchise Director (Asia Pacific).

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 25



2001 2002 2003 2004 2005 2006 2007
 Infosys Infosys P&G Sasken Infosys Infosys Microsoft
 P&G P&G AmeEx Infosys Sasken Mind Tr Mind Tree
 HP HP NTPC Thermax Genpact Satyam Johnson
ICICI SKB J&J HCLComn HCLComn Reddy’s Sapient
 Hughes Satyam GSKBCH HDFC NTPC Sapient Infosys

12/29/09 Dr.S.Sudarshan,professor, mats school of business, bangalore,india 26