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Cognizant Technology Solutions: Growth is the Word
In the DQ Top 20 analysis on Cognizant we called it the Growth
Machine. And, its employees agree. It is the only large company in the list
where employees see a lot of opportunity for their individual growth while
believing that the companys leadership is doing what is needed for the
growth. In fact, Cognizants major HR focus revolves around helping employees
acquire, improve, and harness industry skills for faster professional growth. It
launched a new HR initiative called Career Compass, to enable employees identify
professional opportunities to further their careers.
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High
Ratings |
Industry
Rank |
|
Leadership doing what
is required for growth of company |
9 |
|
Professionalism
towards employees, suppliers and customers |
10 |
|
Standards of corporate
governance |
10 |
|
Low
Ratings |
|
Relevance of perks and
benefits |
13 |
|
Response to employee
issues and problems |
16 |
|
Work-life balance |
17 |
|
Best
Showing |
|
Growth
Opportunity/career development |
2 |
|
Perks and benefits
(overall) |
2 |
|
Facilities/resources/support/intranet |
4 |
|
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Bhasker Das,
VP, HR |
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In addition to growth, employees gave higher ratings to the
company on aspects like corporate governance and professionalism as well. But
the major factor that pushed Cognizant, a first time participant, to the #11
position was its high rank in HR (#7).
CSC: Well Rounded
CSCs is the second highest jump in the BES Top 20, 2007 list,
and its rise is a more credible story than many others. There are no star
parameters that pulled up average performance, compensating for bad performances
in the others. It is an all round growth, meaning the growth is likely to be
more sustainable.
India is CSCs second largest operation outside the US.
Knowing that Indias fiercely competitive labor market requires some special
initiatives, CSC has launched two local programsReach Out and Sampark. The
former comprises dedicated weekly and monthly meets for employees with the HR
and senior management, and Sampark is an alumni program targeted at getting back
good talent that have left the company.
 |
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High
Ratings |
Industry
Rank |
|
Overall
professionalism with employees, suppliers and customers |
6 |
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Fairness of business
practice |
8 |
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Relevance of perks and
benefits |
9 |
|
Low
Ratings |
|
Growth opportunities |
14 |
|
Managers concern
about growth of subordinates |
15 |
|
Clear goal definition |
16 |
|
Best
Showing |
|
Location |
2 |
|
Policies &
procedures |
5 |
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Company image |
7 |
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Neelam
Gill Malhotra,
director, HR |
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Yet, CSC fared badly on individual work-related areas such as
clear goal definition, managers concern about subordinates growth and
growth opportunities.
Hexaware: On the Threshold
When it comes to day-to-day work, employees of Hexaware rated it
fairly positively. It scored well on all parameters concerning individual work
areas such as managers feedback, clear goal definition and managers
concern for employee growth. But when it came to payback on workthat is
salary and appraisalit fared poorly.
 |
|
|
High
Ratings |
Industry
Rank |
|
Regular and
constructive feedback |
5 |
|
Clear goal definition |
7 |
|
Managers concern
for growth of subordinates |
7 |
|
Low
Ratings |
|
Relevance of perks and
benefits |
11 |
|
Adequate pay for work
done |
13 |
|
Fairness of appraisal
system |
17 |
|
Best
Showing |
|
Location |
1 |
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Welfare policies |
2 |
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Job content |
3 |
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| Deependra
Chumble, chief people officer |
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However, despite that, the company did manage to keep its
attrition rates in the range of 14-16%. While the company did initiate reforms,
resulting in a better rank in HR, employees had little time to react. The
internal appraisal system, Pinnacle, was redesigned to increase transparency,
which it found was lacking after an internal employee survey. The company also
revised the salary structure by over 17%, which got delayed as the new system
took time to get automated. Page(s) 1 2 3
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