Subramanian Sivaguru, VP-Software Operations, Global Automation, Bangalore

How do you retain staff and build loyalty without the ESOP?

We have just recently introduced ESOP. Not so much for retention, but more to promote the ownership among employees. The primary actions for retention of employees are as follows:

- work on challenging technology problems sometimes on beta software too0

- have fun at the workplace- provide reassurance and reinforcement through peers- share corporate information freely

Senior persons in our group have been with us close to 5 years now.

At what level do you recruit?

We recruited only for senior positions initially. Later, we tackled recruiting for team member positions. Presently, we have been recruiting people with 2-3 years of experience, and exceptionally good freshers. We are also hiring senior technical people to be tech-leads or architects.

How do you make your final choice of the ideal candidate?

Our selection process for technical positions is through multiple levels of screening. Once a candidate is short listed, a profile- vetting test (written) is administered. This is predominantly in a multiple-choice format. Subsequently, we decide to give them a programming test. This could take up to 3 hours. It is not a pass or fail test. While the candidate is solving the problem(s), one of our developers also interacts constantly, to provide guidance, clarify doubts, help overcome any blocks that the candidate might have encountered, and in some cases also to help in debugging. This gives us a good insight into the programming style, algorithmic thinking approach etc of the candidate. The next round of screening is from a HR point of view. The final decision is made based on the skills of the candidate along with the basic values of the individual being compatible with that of the organisation.

How do you address training needs for your employees?

Technical training needs are identified based on projected business requirements and observations made on projects. Non- technical needs are culled from annual appraisals; reverse/peer feedback and now we have adopted a 360-degree appraisal system. Training sessions are planned for each quarter and depending on the number of people to be trained and availability of instructors. The courses are conducted either by internal faculty or external organisations / faculty.

Could you give us an overview of the corporate culture prevailing in your organisation?

The atmosphere is very open and informal. Everyone is referred to by their first name. At the same time, each person is also conscious of their responsibilities. Informality does not mean indiscipline. We respect each other's rights and privileges. The basic values that cannot be compromised in the organisation are honesty, respect for an individual and being passionate about one's work.

What are the unique upsides about working in your organisation?

The opportunity to work on leading technologies with a small highly competent group - where you can learn a lot form peers, in an informal, yet demanding environment. Our focus is in delivering scalable enterprise applications primarily in a `project' mode. We consciously strive to create a balance between the work- and personal-lives of our team members.

Would you like to tell our readers something about the yardsticks that your organisation has towards performance?

The environments, as well as our customers are quite demanding. They expect the best - based on past performance. Each individual is expected to be reasonably independent and deliver value to the solutions we propose or develop.

Our annual appraisal process takes into account various aspects such as teamwork, communication, leadership etc in addition to the quality, timeliness and cost aspects related to projects done - to identify not only performance, but also potential. This helps in planning future activities for an individual.

What are the unique rewards that you give to your high performing staff that would also be an attractant to prospective entrants?

We have annual peer-recognition based rewards for being the coach- one who guides others, Smiley-who makes the workplace fun. In addition rewards such as, Entrepreneur-for someone who takes a lot of initiative, Hercules-for one who takes on additional responsibility, Spirit-for a person embodying the values of the company. High performers also get additional responsibilities to progress faster in their careers.

ARCHANA JAYAKAR

archana.hyd@careercommunity.co.in