Unique from Within
Corbus, a wholly owned subsidiary of Soin International LLC, is a leader in global outsourcing, with high focus on IT and supply chain services. Corbus ensures an adaptable and flexible business model to help its customers develop and achieve cost-effective, key strategic initiatives.

According to GS Ahluwalia, VP and head, HR, Corbus, "The challenge to attract and retain talent has taken on a monstrous size. But, it can be summed up in one line, Challenged supply lines. While most companies struggle on this front, to get to our pick of the employees, we have internalized our strategy to respond to this mammoth challenge." Corbus recruits heavily through employee referrals, besides hiring through campus, which is 30% of the total recruitment. Currently, Corbus has an attrition rate of 15%.

Corbus plans its recruitment strategy for long term rather than just in time deliveries. Ahluwalia says, "We also dont fall in the trap of large brands and size issues, but focus on educating the candidate on our niche and opportunity. Its not the brand on the outside, but the brand from the inside that we compete against with the large organizations."

The opportunities at work and work environment are recognized as unique differentiators by Corbus. The three most important factors that have been a guiding light for Corbus are individualization of employee relationships, HR best practices, and preserving the unique work culture. Corbus has fostered a culture as a simple strategy to retain their people that provides each of them the space and freedom to accomplish their personal best. Corbus encourages diversity and looks for people from different nationalities, having the urge to learn and improve.

Marching Ahead
RMSI is a CMMi Level 5 assessed and ISO 9001:2000 certified company. RMSI provides comprehensive geospatial and software services to clients across the globe, in sectors like lands and property, wireless telecommunication, disaster management, insurance, agriculture, and natural resources.

The factors that have contributed to the good showing of the company include employee satisfaction in most areas, including perks and the appraisal system. Recognition of efforts also kept the company from losing its employees to other software development houses and companies. Policies and procedures was one area that got a clear thumbs-up from employees.

Attracting talent with the right combination of skill-sets is the biggest challenge for an emerging enterprise like RMSI. RMSI often hires fresh graduates and grooms them within the organization as they are not able to get experienced people from outside. The current policy is to train people in-house and focus on campus recruitment. Most of the recruitments in RMSI are from referrals. Campus hiring is 20% of lateral hiring.

One of the focus areas for RMSI over the last one-year has been talent management and career progression through its dual career progression plan. Last year RMSI also focused its efforts on leadership development.

Although the attrition rate is approximately 13%, the number of employees grew by 20% in FY 06-07. The current headcount is 1,245, a 26% growth from April 2007.

Creating an Open Culture
HyTech Professionals India is an ISO 9001:2000 software engineering services company that delivers services in software development, testing, and consulting.

Freedom to speak, open culture and management connectivity with every individual in the company are the three top factors that contributed to the good showing of the company," says Damnish Kumar, head, HR. Apart from the above-mentioned factors, career growth, mentorship and training programs, awards and recognition, and anonymous surveys are some of the factors that have contributed to the good showing of the company.

In FY 06-07, the company witnessed a 205% increase in employee strength. HyTech has also maintained a 0% attrition rate at project leader/manger level for the last one year, and this is a major success for any company. The attrition rate was 3% in April 2007, which increased to 9% in June 2007, and then came down to 0% in October 2007.

Retaining talented employees is quite a challenging job for an emerging company. According to Damnish Kumar, "It is important for emerging companies to do benchmarking of compensation and rewards from time to time. This is an important factor in retaining employees."

HyTech plans training programs for performers to promote them to the next level and share challenging work with them. HyTech also provides a good learning platform to freshers; they maintain a 1:10 campus hiring to lateral hiring ratio.

Grooming Talent
Founded in 1996, Nagarro is a full life cycle software product and application development company that has expertise in domains like ISVs, manufacturing, and pharmaceuticals. Nagarro provides services in product engineering, application development, application integration, quality assurance, verification, and validation.

Nagarro gives all the credit for its good showing to innovative HR processes, industry-leading training programs and a stimulating work environment. It is more difficult for an emerging company to establish a unique and recognizable brand in order to be able to attract and retain talent. According to Manmohan Gupta, CTO and HR Head "At Nagarro, we have created a unique identity of being focused on executing challenging technology projects and innovative product engineering assignments." The management is on a constant lookout for grooming their internal talent to take on positions of greater responsibility, much earlier in their careers. The effort is always to create a unique and challenging work environment by taking technically challenging projects.

Nagarro has invested heavily in putting together employee development initiatives, rigorous training along with an accelerated growth program in order to identify and mentor employees for upcoming leadership positions.

At Nagarro, 65% of employees are freshers and one in every three lateral hire is through employee reference. Nagarro also has an association with a premier engineering coaching institute. The management at Nagarro identifies students preparing for their entrance exams and who can be their potential employees. These identified students are then provided guidance and support throughout their academic life, with an assurance that they would join the company and serve it for a mutually agreed period.

All above factors contribute to the good showing of the company that is evident from the fact that the attrition is as low as 7% at Nagarro.

Page(s)   1  2  3  4  5