Mr. Rajan Bedi, HCL Technologies on ‘Sales in IT & ERS Outsourcing Industry’

Mr. Rajan Bedi, Head Business Acquisition Hitech and Manufacturing, Engineering Services Business, HCL Technologies interacted with students of T A Pai Management Institute (TAPMI), Manipal on 24th August 2013. Mr. Bedi has been associated with HCL Technologies for the last eight years. Prior to this, he has worked with Yamaha Motors, Ramco Systems, Commerce One and Microsoft Business Solutions. He has demonstrated skills from Business Acquisition to Building High Performance Presales Teams, Customer Relationship Management, Winning Large Outsourcing Deals, Large and Complex Client Visits and Strategic Projects for the Corporate Office. Apart from his rich professional experience, he enjoys mentoring young minds. Owing to this initiative, he delivered a Guest Lecture on ‘Sales in Information Technology/Engineering and R&D Services (IT/ERS) Outsourcing Industry’ at TAPMI.

The Guest Lecture began with Mr. Bedi speaking about HCL Technologies and its clients. Few of the established brands catered to by HCL Technologies are Boeing and Airbus. He spoke about the value system followed at HCL Technologies. Trust, Transparency and Flexibility, Value Centricity are the three core values which act as guiding principles at HCL Technologies. It also follows an exclusive management philosophy of ‘Employees First, Customers Second’. HCL Technologies is present across 31 countries and has a diverse portfolio of 9 verticals and 5 service lines. Industry verticals include Financial Services, Healthcare, Retail and CPG, EU and Public Services, Telecom, Manufacturing, etc. The horizontal service lines include Information Services, Custom Applications, Application Services, Engineering and R&D, BPO Services.

After a brief introduction of HCL Technologies, Mr. Bedi discussed as to why outsourcing is important to an organization. Focus on primary areas, reduced risk, handling technology changes, cost benefits – savings for investing in competencies and hence better planning are the main reasons for outsourcing. This was followed by a discussion on selection of outsourcing providers by clients. Sourcing partners are evaluated based on a methodology followed. First, a business case is put forward to the client by the providers, followed by which Request for Information (RFI) and Request for Proposal (RFP) processes takes place. Vendor Evaluation Model (VEM), reference checking, oral presentations and site visits, identification of final list, completing due diligence/final pricing processes takes place after which the final service provider is selected. It is crucial to develop an appropriate evaluation document. The best practice for devising an evaluation document is to determine the right vehicle for fact finding and to maintain commitment against timelines and norms set. The steps for developing a VEM is to determine and define the key evaluation criteria, scoring system, weightings, create relevant RFP sections, analyse scores, issues and risk management plans and contract negotiation.

Mr. Bedi threw light on the organizational structure of a typical IT company. He also spoke about Infrastructure Management as the biggest and fastest growing horizontal in the industry. The responsibilities of an IT/ERS Salesperson were covered by Mr. Bedi in detail. The audience contributed to this discussion by mentioning few of the various roles carried on by a salesperson – meeting revenue targets and competition intelligence/replacement. The other major roles and activities played by an IT/ERS Salesperson are business planning, account management, organization mapping, relationship building, business creation, managing deals, RFI and RFP due diligence, client visits, contract closure and bonus calculations.

Significant focus was drawn to the necessities required to win a large outsourcing relationship. Apart from maintaining a good client relationship, it is essential to have the right information and understand the customer in depth. This can be achieved by studying the annual report, investor report, M&A of the customer. It is important to identify the needs of the customer to align the approach taken to address customer needs. It is vital to understand the channel ecosystem and also be aware of the key decision makers in the customer organization. A good coach, advisory, client references, risk and mitigation factors are the other key requirements for acquiring an outsourcing relationship. The value addition provided in the proposed solution is the sole differentiator from solutions provided by other providers. The price charged by a provider will commensurate with the value perceived by the customer. Hence, it becomes imperative to identify and understand what the customer is likely to hold as added value to their organization.

The Guest Lecture reached its end with Mr. Bedi touching up on career opportunities at HCL Technologies – Sales, Pre-Sales, Marketing and Corporate Office Strategy. Sales include new sales hiring, sales with existing clients and large account management. The floor was open for questions from the audience, which was actively carried forward by both the speaker and the audience. Queries from students ranged from areas like presence of sales team in verticals and horizontals to product versus service sales, advertisements having an impact in the service industry, career progression, identifying untapped spaces and potential determination, effect of cultural and regional differences in sales. Mr. Rajan Bedi kept the audience engaged throughout his address. This Guest Lecture ended successfully with a large number of students showing enthusiasm and keen interest in working in the Sales and Pre-Sales domain after their two year Post Graduate Diploma in Management programme. 

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Onimia -The Panel Discussion at DISHA 2013 : Insight into the discussions by Panel 2

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Onimia, the official HR Panel Discussion event, was conducted at a bigger scale than before. HR mangers from companies spanning various sectors participated in 2 panel discussions. The discussion of the second panel centered around the topic – “Do technology driven HR Initiatives have a humanizing/dehumanizing effect on employees?” which was moderated by Prof Col. James P.S. The panel consisted of some eminent speakers who presented their viewpoints on the topic.

Micheal Fernandes – Delivery Head (India), Practice Leader (Talent Management) and Director (Middle East & Africa) for People Business, stated that “ A car will take you where you want to go, but the question is, where do you want to go?”. He rightly said that technology can have a positive or negative, humanizing or dehumanizing effect, depending on how it is used and the objective or motive with which an organization employs it. He expressed that 40 years back, not many questioned if Graham Bells’ invention of the telephone would have a dehumanizing effect, because it was meant to connect and inform people. In the same way, if technology is used in the present times to help people interact in ways that will add and not subtract values, that would help people express their individuality and nurture the human spirit and freedom, then it can definitely have a positive effect.  Mr. Fernandes said that a ‘swipe card culture’ should not offend anyone if they show up at office to do an honest day’s job. He concluded by stating that technology driven initiatives should be made user friendly in order to aide all levels of an organization.

Mr. Naresh Kumar Pinisetti – Director (People& Culture), Vestas Wind Technology India, stated how in his experience, ‘country culture’ matters. The same ’ticketing system’ initiative was received differently by employees in Australia and by those in India. HR Managers in Vestas Wind Technology later realized that people abroad are more task centric where as Indians are more relationship centric.
He went on to explain how different departments within the same organization can also have different technology initiatives depending on their individual department culture. He mentioned that in place of a formal induction ceremony, their organization allows new employees to play around on an e-learning software so that they can learn more about the company in a technology friendly manner and also how under the ‘High Potential Talent Management Program’, a page has been developed in the company intranet that enables youngsters to network better .  Mr. Pinisetti finally stated that technology is here to stay and we cannot do away with it, the effect it has depends on how we choose to use it.

Ms. Pallavi Gupte, Head HR, Dun and Bradstreet, started with the limitations that an HR faces before implementing new technology in an organization; the main one being ‘cost efficiency’. Ms. Gupte explained that the management looks onto the cost aspect before any technology initiative is undertaken with less regard to the HR’s intention of bringing a new perspective to the organization. She gave an example from her own organization where they tried to put all talent assessment processes for the employees online for the convenience of the managers. She concluded with the note that technology’s impact depends on its effectiveness and that “objective defines success.”

Ms. Dola Mukherjee – Head of Human Resources, Syngene International, started off with questions such as what is dehumanizing in HR, what each individual needs to contribute to the organization, what is HR and what do they do. She explained that an HR department is responsible for operation of an organization, measurement of profitability, identification of expectations of new employees and how can the company fulfill them, achievement of customization so as to gain revenue, profitability and benefit of the organization as a whole. Ms. Dola felt that this favored dehumanization but stated that dehumanization comes into effect from genesis only, and that it is the need of the industry today.

Onimia -The Panel Discussion at DISHA’2013 : Insight into the discussions by Panel 1

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Onimia, the official HR Panel Discussion event, kick-started with a discussion on the topic ‘Does HR Analytics holds the key to the Future of People Management’. The discussion was moderated by Mr. Sidharath Tuli, who provided a brief description on the topic. He spoke about the diverse backgrounds the panelists come from like Consumer durables, Heavy Vehicles, Oil and Gas, Pharmaceuticals and Academics. He stated that the diversity of the panelists would help to have a holistic discussion. The panelists provided various perspectives on the matter.

Mr. Sidharath Tuli, Head of HR, Larsen and Toubro Hydrocarbons, spoke about some simple examples about how HR analytics are used in people management. He spoke about the contentious Bell Curve that is widely used as an industry tool for performance measurement. He also spoke about the pros and cons of this kind of performance measurement and the role of feedback in helping better alignment of organisational and individual goals. He pointed out the importance of direct and timely feedback supported with appropriate and reliable data provided through analytics.

 

Mr. Bijender Vats, Associate Director – HR, Merck, Sharpe and Dohme (MSD), an alumnus of IIM Calcutta, spoke about the role of HR analytics in the pharmaceutical industry. He threw light on how HR departments have evolved from just an administration unit to a business support system. He pointed out how analytics has helped not only to rope in better talent, but also to retain it in the long run. Analytics has helped organisations to better identify the talent pool and substantiated it with examples from MSD.

 

Dr. (Col.) P. S. James, Area Chair – HR, TAPMI provided an academic view towards the topic under discussion. He spoke from his extensive experience in the Indian Army and how analytics helped in better recruitment of cadets and minimize single community representation in regiments. He pointed out the looking for patterns in data provides a clearer picture of the people and their performance. He pulled attention towards the fact on how analytics can help in predicting performance and how this adds an extra facet to the benefits of analytics in HR.

 

Mr Raj Narayan, Senior VP and Chief of HR at Titan Industries spoke on why incorporating HR analytics is  important and what are some of the challenges managers face while incorporating analytics in HR related activities. Mr Narayan believes that whatever can be measured can be valued. Hence it is necessary to integrate analytics with HR related activities because it tries to make a subjective or fuzzy element, more specific and measurable. Some of the main challenges which managers face is ability to understand data. Empowering managers with information is critical and a major challenge for organisations. Mr Narayan also pointed about being cautious while making use of data as managers get caught up with numbers. He also explained the importance of using analytics wisely.

 

Mr Marulasidda MC,Director-HR, Scania spoke on how HR has grown from being just a facilitator into a business partner. Hence the need to understand and measure quality of parameters like performance have increased. He explained how the scope of HR analytics is increasing in this field. He also explained the need to customize and tailor the avenues through which we use data, which depends upon organisations and their strategy.

Mr. Marulasidda MC, Director HR, Scania Automotive India Conducting Guest Lecture at DISHA – TAPMI

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Mr Marulasidda MC Talking To Students On Skill Sets That HR Personnel Needs To Develop

Mr. Marulasidda  MC, is Director HR at Scania Automotive India. He holds an industry experience of more than a decade with different companies such as TVS Electronics, AT&S India Pvt Ltd and ABB Ltd before joining Scania. He specializes in HR and Industrial relations along with MSW and Law from Bangalore University. He was a part of the eminent guests of the HR Conclave-Disha and gave an insightful talk to the students about the skillsets that an HR personnel needs to develop

It was an interactive session where Mr. Marulasidda encouraged the audience to direct the discussion by posing questions that they have regarding the HR domain in general and in specific to Scania. The mood was set for an open forum discussion wherein people shot in questions that ranged from HR policies of Scania, to recruitment strategies adapted by Scania, to conflict between core values and the business practices.

He addressed different aspects of HR, with primary focus on the right skillset and attitude that one needs to have in order to become successful HR personnel.  He provided an introspective insight into the HR not just as a functional aspect of management but as to how it shapes an organization in terms of its values and practices. He spoke about certain behavioral traits that one needs to develop to succeed as an HR and in turn reflects in the HR policies formulated for the organization. The focus was on development on leadership skills which is fundamental to a successful HR, which he stated happens for an employee irrespective of his level in the hierarchy. He supported this idea with Steve Jobs quote-“being yourself”.

But being a leader alone is not sufficient, having the right mindset towards it is equally important. He warns against the ‘popularity trap’ that one can fall into owing to one’s ego. He puts forward his opinion about pride and ego and how they impact the attitude of a leader. Further he touched upon the topic of evoking conscience. He strongly suggested that one should never ignore ones inner voice while taking decisions. One’s conscience should never be ignored, even if its conflicting with the organization’s practices.

An HR has a plethora of roles and responsibilities to carry out, ranging from number crunching, to giving rough feedbacks, to taking tough decisions, but most importantly dealing with human emotions. That’s the primary ground where an HR functions.

Lastly he touched upon the core values that strictly drive Scania, namely customers first, which focuses on not only the immediate customers of the organization but also on the end user, secondly respect for individual. This encompasses ensuring equality in treatment of employees irrespective of their cast, creed, gender etc. and lastly quality ie to ensure elimination of waste in all processes.

The session was a thought provoking insightful talk that motivates us to focus on acquiring not just the technical expertise but also on holistic development of a sensitive attitude towards human emotions.

Mr. Raj Narayan, Senior Vice President and Chief of Human Resource, Titan Industries at DISHA – TAPMI

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Mr Raj Narayan Talking To Students On Human Resource In Modern Times

Mr. Raj Narayan Senior Vice President and Chief of Human Resource at Titan Company Limited gave a guest lecture to students on the role and relevance of HR with increase in Technology.

Mr. Narayan commenced by telling that the Human Resources training has paved way to blended learning in modern times. He iterated that the Human Resource Department of organization is no more a business partner but an integral part of business.

He stressed that the department’s key focus needs to be innovation and that the department needs to have platforms where employees showcase innovation. Also the Human Resource Department should give opportunities to employees to incubate their entrepreneurial ideas. It can opt for trainee level recruitment and training programs. He asserted that the organizations should give the employees opportunity to take risk. He also iterated that the HR department should ensure there is a proper and effective process and system of feedback. The feedback should go to managers and employees or in other words the feedback needs to be top-down as well as bottom-up.

He gave an example from Titan which follows feedback giving practices in which the employees give feedback to the Managing Director in annual events. Also the HR Department should take action on that feedback. He also stressed on importance of award and recognition to the employees.

A new term co-creation was brought forward by Mr. Narayan which is and should be followed by good organizations. Earlier HR used to come with self-made policies which were imposed on employees and HR was seen as power. But with changing times, HR now co-creates policies. He laid emphasis on the co-creation by HR in formulation of policies which are now created with group discussions and active feedback. This ensures HR is part of business and not a business partner.

The lecture was followed by an interactive session in which students asked a plethora of questions. While answering to queries he busted the myth that HR jobs are easy as there are no targets to be met in these jobs and it requires dealing with people. On answering a query whether one should start their career in small organizations or big multinationals while considering HR as their line, Mr. Narayan replied that both offer unique learning experiences. While small organizations project complexities in terms of breadth of organization and the variety of jobs that need to be performed under a single hat, large organizations provide less variety and focuses on jobs in a deeper manner. On answering another question whether role of HR increases/decreases as one moves up the ladder, he said it definitely increases in the form of counseling et al. If the counseling has to be provided there are decisions to be made if coach should be external or internal.

On the importance of encouragement of ideas he concluded by revealing a wonderful practice followed by Tanishq Jewellery whenever any girl child is born in Agra. He narrated a story; a Tanishq employee while leaving work saw a woman beating up her girl and abusing her, the only reason she being a girl. This hurt him and he started a trend that whenever any girl child would be born, her family would be presented with a box of sweets and chocolates and given some education on what heights women have scaled today. This practice is followed till date. From a marketers’ lens, this is an opportunity as every girl loves jewellery and the connection with Tanishq starts right from her childhood. He also informed about the Titan Kanya Program followed by Titan where funds are raised from employees and franchisees for educating girl children. There are targets set every year on the number of girl children to be impacted by the program. The whole session left the audience enthralled and richer with knowledge on current HR practices and Mr. Narayan’s experiences. The session concluded with presentation of memento to the guest.

Mr Naresh Kumar Pinisetti, Director–People and Culture at Vestas Wind Technology India Conducting Guest Lecture at DISHA

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Mr Naresh Kumar Pinisetti Briefing Students About Alternative Energy Resource, Wind Energy In India at DISHA – TAPMI

Naresh Kumar Pinisetti is the Director–People and culture at Vestas Wind Technology India Private Limited. Prior to joining Vestas he had worked with Bayer, a German Pharma giant. He holds an executive MBA from the Scandinavian International Management Institute. He holds a Bachelor of Law and a Masters in sociology from Andhra University. Mr. Naresh has also published several articles in Labour Law Journal, IFLR and Labour and Industrial Cases in Human Capital.

Mr. Kumar started the guest lecture by speaking about the Energy crisis that India is facing now. He said that the energy demand was rising and the resources were reducing day by day. He told that the aim of all the developing countries is to be energy independent and to provide electricity to the masses at low cost. Governments of these countries are also looking to increase their generation capacities very quickly and in an environmentally friendly manner. Mr. Kumar said that solution to all these requirements is wind energy.

He said that many countries are increasingly investing in wind energy.  Vestas is a manufacturer, seller, installer, and servicer of wind turbines and this gives them the opportunity to grow. He also said that Vestas is the largest in the world in this field. It has a market share of twenty eight percent. Mr. Kumar then talked about its operation in India. He told that Vestas has been in India for twelve years and it currently employs about 1000 people.  He said that the company faced many problems in India and elaborated on a few of them. He said lowering value of Rupee is also making it difficult for all the companies in renewable energy sector. He concluded the speech by talking about the Global graduate program in Vestas and how it shaped its employees to contribute better to the organization.

Mr. Pramod Fernandes, Vice President-Group Human Resources, Manipal Technologies Conducting Guest Lecture at DISHA – TAPMI

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Mr. Pramod Fernandes Talking About “How to build your career block by block”

Mr. Pramod Fernandes works with The Manipal Group as the Vice President-Group Human Resources .He graduated with a BSc degree from SAC College followed by his completion of LLB and PGDM programs. He has over 19 years of experience over a wide range of domains including manufacturing, infrastructure development, IT services and IT product development & solutions. Prior to joining Manipal Technologies, Mr. Fernandes worked for various companies such as HAL, TCS, Tata Advanced Materials, ABB, Siemens, EMC, IBM and Logica.

Mr. Fernandes  talked about “How to build your career block by block” and gave the students an overview of what it means to be an HR manager. He shed some light on whether career planning is a myth or a reality and explained about various pull factors of career decisions such as social pressure, conflicts and quality of work which drive a person to make a career choice.

He started off by sharing his experiences with various organizations during his long stint in the world of management. On graduating at a young age of 17, Mr.Fernandes was initially selected as an Industrial Management trainee and was trained on various aspects of management. Upon completion, he worked with HAL before moving on to TCS. He was instrumental in the inception of  Tata Advanced Materials and was involved in various aspects of the company such as sales, supply chain management and Business Development. He shared that even though it was tasking at times, it laid a firm foundation for his future endeavors. He then spoke about his stint at ABB and elucidated upon few novel HR initiatives which were incorporated during his time there. The first one he spoke about was the decision made by the organization for training fresh graduates by roping in power giants such as NTPC and BHEL. He pointed out that this single change helped in transforming an organization which had a dearth of engineers into one that was brimming with talent. The second initiative he spoke about was the introduction of Team rewards and recognition of employees which in turn facilitated employee satisfaction. He then moved on to his experience at Siemens where he served as the head HR for Siemens software countrywide. Mr. Fernandes explained that it was at the same time that non engineers were incorporated into the company and this helped increase the inflow of ideas and gave the company a new dimension. He shared that interactions amongst people from various domains helped the organization reach new heights. He then pointed out the excellent work cultures in EMC and IBM during his time there. He commended the extremely well structured, well driven process systems in these organizations. He then moved on to explaining his experience at Logica where he served as the Head of HR-Indian operations. He elaborated upon the excellent platform which was provided by this company to incorporate new ideas. He quoted few activities which were undertaken such as reduction of fuel price based on carbon emissions from vehicles and providing insurance for fixed mileage. He concluded by talking about the Manipal Group of which he is a part presently. He explained that employees are given the freedom to work on and implement the best of any practice in this organization.

Mr.Fernandes ended his lecture by advising students to have good stints of career in Human Resources but also work in other fields of management to get a better picture of the organization as a whole. Overall, the session was quite informative and interactive and the students gained a lot from the rich experiences and learnings which were shared by Mr. Pramod Fernandes.