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Cadence has been one of the favorites in the survey simply because it keeps
finding a place in the Top 5 every year. A player to reckon with in the EDA
space, some of Cadence's biggest strengths are the quality work in high-end
technology which has a direct impact on job content, its image in the market as
a niche player in the premium end of the value chain, and compensation.
Training is an important component of all people-development activities at
Cadence. The reason for this is that India does not provide a readymade talent
pool for the EDA industry. So Cadence follows a simple model: hire, train and
ramp up. Every new employee goes through assimilation training for a day,
followed by a day of getting a synopsis of the EDA industry and the global
picture. Each department then provides mandatory two-week induction training in
technology. This apart there are several training programs, internal as well as
sponsored, that are conducted in collaboration with IIT-Delhi. There are
technical training programs designed to groom entry-level recruits.
|
DQ Rank
5 |
 |
|
Sameer Wadhawan, director,
HR |
| High
ratings |
Score |
Industry
rank |
|
 |
| Pay
is good |
100 |
1 |
| Conducts
its business in a fair manner |
100 |
1 |
| Professional
company |
100 |
1 |
| Low
ratings
|
| Managers
care about professional and personal growth |
91 |
7 |
| Exciting
growth opportunities |
89 |
9 |
| Less
stress at work |
78 |
15 |
| Dream
job wishlist
|
| Salary
and Compensation |
100 |
1 |
| Appraisal
system |
100 |
1 |
| Facilities/Resources/Support/Intranet |
87 |
2 |
Cadence has instituted a robust leadership development program based on the
belief that not all quality engineers make quality managers. In fact, moving a
technologist to a managerial role is one of the biggest challenges for HR
managers today. Therefore, employees are groomed and trained to assume
leadership roles. Today, more than 80% of the managers at Cadence come from
within the company. This is in tune with the management philosophy at Cadence
worldwide that believes that managers bred in-house have a better understanding
of the culture of the company. The India head, Jaswinder Ahuja himself drives
the Shared Learning Series, a leadership development initiative on
cross-geographic efficiency. Page(s) 1
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