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With close to 35,000 people on its payroll, Genpact boasts of more than 800
AVPs, 450 VPs, and 50 SVPs globally, Most of these are people who have grown
with the company.
It is not surprising, hence, that Genpact employees see career growth as the
most important factor influencing their decision to stay on with the company.
Not long back, to a very young workforce, a career growth in the long-term
was seen as a less tangible reason to join a company than immediate tangibles
like money and fun, which many others were offering. But Genpact stuck to its
philosophy.
|
Genpact |
| Rank - 4 |
 |
| Piyush Mehta,
head, HR |
In fact, Genpact scores fairly low in all aspects of salary. A little better
score in this parameter would have probably taken its rank by a couple of
positions, but the company is not apologetic about it. It walks the talk. As a
matter of policy, it promotes 25% of its employee base every year. More
interestingly, 80% of the new roles are filled through internal candidates,
purely based on their performance in their existing roles, and of course, skills
fit. Managers have to pick candidates purely from their track record.
And the company ensures that the employees are ready for the next level of
roles by investing in large scale, intensive leadership development programs.
Genpact Operating Leadership Development (GOLD) program, introduced about two
years back is an intensive eighteen months program for creating operational
leaders, something the rest of the IT and BPO industry is still talking about.
In fact, attrition is one of the four broad strategic metrics that the
company measuresthe other being growth, EBITDA, and customer satisfactionsuch
is its emphasis on retaining people. Right from de-selling the company to people
whose expectations do not match the companys proposition to create an early
warning system, which proactively monitors the likely attrition cases, the
company ensures that attrition is kept to a minimum.
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