V A trend in global business that is catalyzing the pace of

transformation of organizations is M



 


MM  M
 
M
products or services.

V ñahindra deserves to be complimented for not forgetting

the people-aspect in his moment of glory. For, while sewing
up the legal, financial and operational elements of an
acquisition, most companies forget that ñ As are not just
about balance sheets, cash flows or marketing synergies;
they are also about people who make the synergies happen.
V ech ñahindra·s lack of experience in most of Satyam·s
business verticals and issues relating to its own core
business
V he business profiles of both the companies were totally
different. While ech ñahindra earns majority of its
revenue from the European market by providing telecom
solutions, Satyam is far more diverse in verticals as well as
geographies
V ñarrying the two cultures.
V the biggest challenges for the new management was to
regain customer confidence. ech ñahindra had to
convince the customers to stay on, and attempt to win
back over $300 million worth of outsourcing contracts
through competitive pricing.
V Legal Liabilities
V Cleaning the balancesheet
V ñahindra Satyam HR capabilities were put to test in January
2009, in light of the confessions of the Former Chairman, B
Ramalinga Raju.
V he fraud perpetrated at the behest of a select few created
unprecedented uncertainty for all stakeholders of the
company - be it employees, customers or investors.
V Added to this was the increased attention by the media and
intense speculation among various sections of society.
V Immediately following the confessions, a core team
comprising senior leaders gathered at the 'Drawing Board' to
reassess the risks, business impact, devise a mitigation strategy
while withholding the business continuity plan and its testing
mechanism to serve the basic:
V R s (Recovery ime bjectives) and RP s(Recovery Point
bjectives).
V Revisiting the risk profiles covering people, corporate strategy,
legal and financial risks and adopting an industry-specific
approach for proactive support to clients
V Sustained focus on the aspect of 'Business Continuity Awareness',
wherein coaching through regular communication, classroom
sessions and quiz contests was imparted.
V Innovative campaigns with simplified image content were
formulated for effective retention and recall by Associates during
Contingency
V Specific coaching for all Emergency Response eams (ER) having
specific roles and responsibilities in case of a contingency
V Dedicated 24X7 communication link established for the effective
coordination, control and crucial decision making by
management
V Well established effective mechanism of IR (Incident Reporting).
his also enabled proliferation of 'right and timely information' to all
concerned stakeholders
he major accomplishments of this successful framework
were:
V No client attrition on account of a decline in service
levels
V Increase in client interest to explore other cost effective
BCP options with ñahindra Satyam BP
V Appreciation received from clients, their auditors and
regulators
V Alliances and partnerships with vendors/ suppliers
continued per the requirement
V In our view, ñS faces a staunch task as it tries to rebuild itself from
the ashes driven by
V (1) weaker competitive positioning.
V (2) higher employee attrition

HR activities:
V Structured raining Need Identification process resulting in
measurement of competency index.
V Use of policy deployment as a tool for driving business growth
results.
V ñemorable pre-joining and joining experience through employee
care.
V Benefit from working closely with external agencies and consultants.
V Roll out the e-learning initiative.
V Roll out Development Centres for alent Calibration.
V Ex-employees as brand ambassadors ² ñahindra Saathi.
V he changing role of HR professional: With the current push
towards strategies that engage employees, attract top
talent, and contribute to the bottom line, this change is
imperative.
V he war for talent : raditional workforce planning is being
replaced by talent strategies and skills gap analysis. nce
they determine the gap, it becomes clear what talent they
need to hire, to layoff, or to develop or transfer internally.
V utsourcing of HR functions : It along with cost reduction also
allows HR to allot time on strategic, non transactional
concerns. he HR executive is expected to deliver value in
areas like organizational effectiveness, talent management,
change management, leadership development, succession
planning, merger integration, strategic compensation.
V Healthy work-life balance
V Diverse Workforce : to create an environment in which longer-
service employees can continue to be fully engaged in the work of
the organization
‰ Continue to give them challenging work learning opportunities
‰ Give them a chance to build a legacy ² mentoring, developing
others, knowledge transfer
‰ Provide more flexible work environments ² part-time work, phased
retirements, retiree on call programs, contract and project-based
employment.
V Impact of technology
V alent management
V Leadership development and succession planning.
V Corporate values and culture : an effective corporate culture offer
‰ Branding: the alignment of the vision of the employee with the
vision of the company.
‰ Engagement: he congruency between employees· needs and
those of the employer. Culture is a key element in achieving this
match.
V Impact of legal and compliance issues.
V A new ¶pull· based training calendar based on ¶learning point
system·.
V Creating a culture of PEP! (Passion, Empowerment, Performance).
V Continuous Improvement eams (CI).
V he total number of Associates on ñarch 31, 2009 was 41,267 as
against 45,969 on ñarch 31, 2008.
V an innovative proposition called the ¶Virtual Pool Program (VPP)·
was launched.
V In order to curb attrition, the company has initiated a few hiring
programmes, planned significant campus hiring and also started a
buddy-referral programme.
V created specialist positions and career tracks, which give
independent identities to employees
V various employee-centric programmes such as shadow board and
global leadership cadre (GLC).
V Saptachakra, he annual Confluence of HR Fraternity of ñ ñ
V We see hard toil ahead for ñahindra
Satyam as it tries to rebuild itself from the
ashes. It faces numerous challenges in
the form of a weaker competitive
positioning, loss of vantage position in
core areas of strength which could be
dealt by effective HRñ .