IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 56
humane.r@iimrohtak.ac.in
HUMANE-R|VOLUME56
HR BULLETIN
Who does what ... matters! Early startup teams revolve around one easily defined common goal.You just landed your first large customer, now you have to get your sh$t together to not lose their business OR maybe you're shipping that killer feature you hope will open the market. And so a defining characteristic of the early days is that everybody does everything.
It doesn't matter if you're manager or director or marketing or product - you are focused on that one easily defined common goal. All hands on deck. But, as you grow - your goals become more complex. You are now, let's say, trying to break into the US, expand in Asia, and build a category. These aren't goals you can accomplish in a few weeks or months, these get baked many months or years in advance. It's not a linear progression, your vector shifts across multiple axes. .
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You can't behave like a 200 person company, the way you did as a 50 person company. Who does what matters! Most people get this, but can't or won't do much about it. Most managers stay managers for years on end, even if their titles change. They continue doing scrums, one on ones, running cadences or processes, and whatever it is they are used to doing, barely finding time in between to think about vision, strategy, or where their teams are headed a year or two years from now.
95% effort goes into making sure the trains are on time. If they're lucky, they hire a great #2, who can run sh$t for them. But even then it's a herculean task to shed legacy, uproot themselves, and plant themselves in completely unfamiliar turf.
This is the surest way to win the battle and lose the war. Because day-to-day nothing changes, but when you look back a year has gone by and you're still that company that's trying to come to terms with its potential. So, how should one fix this? A few simple but not easy steps: Revisit your organization structure At $1M or so revenue you should have a VP (or stretch Director) for most functions and they should have a Director (or a senior Manager). If not, you should have a deliberate plan to fill in those roles with time and post a milestone. At various points in your journey, different functions take precedence over the other. For instance, in your 0-1, everything revolves around Sales. Then during the 1-10-100 journey, depending on your category or market, other functions become central periodically. But, if you haven't developed these functions sufficiently, they won't just come into fruition when you need them. You need to invest in a strong org structure and leadership now to ensure the function is mature enough when you really need it. Optimize Manager span Find your equivalent of Jeff Bezos' “Two Pizza Rule” (consider how many people you could feed with two pizzas and that's how many people you should have on a team). And optimize for it deliberately. Otherwise, you're accumulating management debt. People obsess about the numbers (and the size of the pizzas). But, that's missing the point. Find your sweet spot. Too small and you have too many managers and bloated management; too large and you're not agile enough and your goals can slip through the cracks. Remember also that a manager has to take on career development goals for the people on their team. You don't want to hire managers from the market, you want to develop your own. So pick a number based on these constraints…
Read more at: https://www.peoplematters.in/article/leadership/who-does-what-matters30237
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The importance of ‘T-shaped’ professionals in a post COVID-19 world The COVID-19 Pandemic has unleashed devastation on communities and on economies around the world in the past year. The death toll has exceeded 4 million across the globe and the economic losses due to the pandemic have topped 4 trillion US dollars.The recovery of economies around the world to Pre COVID-19 levels is predicted to take at least 2 years. Apart from the economic devastation, the pandemic has already accelerated several trends, one of them being Digital Transformation: the adoption of digital technologies which is leading to accelerated Innovation & new business models within Industries & Corporates. The COVID-19 pandemic has had a huge impact not only on businesses but also on the workforce and on human capital. Even before the COVID-19 pandemic, Industry 4.0, an increasingly-used term to collectively represent businesses driven by AI, Machine Learning, Automation, Robotics, Cloud Computing, IoT technologies had started the creation of new kinds of job roles whilst simultaneously rendering redundant, if not irrelevant, a large slice of the conventional workforce. Demand for T-shaped Professionals These rapid changes that started well before the COVID-19 pandemic has resulted in a strong demand for professionals having a wide breadth of knowledge across multiple disciplines combined with in-depth knowledge and skills in a specialised area – the ‘T’ shaped professional. The accelerated technological disruptions and adoptions has resulted in professionals finding themselves becoming ‘irrelevant’. Hence, ‘learning to learn’ or learning orientation will be the key for professionals to remain relevant. Young Professionals and Students would also need to be comfortable dealing with uncertainty in this VUCA (volatility, uncertainty, complexity and ambiguity) world. ..
Read more at: https://www.peoplematters.in/article/leadershipdevelopment/the-importance-of-t-shaped-professionals-in-a-post-covid-19world-30236 4
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TeamLease announces new Chairman and expanded Board of Directors TeamLease Services has announced the appointment of Narayan Ramachandran as the new Chairman (non-executive); along with Manish Sabharwal as the Executive Vice Chairman; Meenakshi Nevatia, Mekin Maheshwari and S. Subramaniam as new Independent Directors; and Ramani Dathi as the Chief Financial Officer of the company. TeamLease Services Limited, has announced the appointment of Narayan Ramachandran as the new Chairman (nonexecutive) of the company. Mr. Ramachandran is currently the Lead Independent Director and has been on the Board of the company since 2015.
An alumnus of University of Michigan and IIT Mumbai, Ramachandran is a certified Financial Analyst. He has over 34 years of experience in the areas of finance and institution building across geographies and was part of the founding team at RBL Bank and even served as its Chairman. He has also led the Global Emerging Markets division of Morgan Stanley in New York and Singapore, and was also the CEO and Country Head of Morgan Stanley in India. “My association with the TeamLease Board began before the company’s IPO and it is an honour to assume this new role. Corporate India has been reconfiguring its people supply chains for years, but this revolution has been accelerated by COVID. TeamLease has a central role to play in this transformation and has demonstrated a willingness to take the long view. I look forward to working with my colleagues to accelerate this strategy,” said Narayan Ramachandran, Chairman (Non-Executive).
TeamLease has also announced a series of appointments and transitions in the roles comprising the Board of Directors. Manish Sabharwal, the Executive Chairman of the company has transitioned to the role of Executive Vice Chairman. Meenakshi Nevatia, Mekin Maheshwari and S. Subramaniam have been inducted as new Independent..
Read more at: https://www.peoplematters.in/news/leadership/teamleaseannounces-new-chairman-and-expanded-board-of-directors-30214?
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Himadri Majumder joins TalentRecruit as Chief Technology Officer Himadri Majumder will be responsible for all aspects of TalentRecruit’s Engineering & Technology strategy, including developing technology landscape, enabling architectural changes and enhancing the technology transition. TalentRecruit announces the appointment of Himadri Majumder as Chief Technology Officer (CTO). He comes with over 21 years of experience. In his most recent role, he as India Head and VP – Technology at ARC has built 150+ high end engineering teams - from scratch - across multiple SaaS products and he has also led multiple product development streams in large and prestigious corporate organizations like Thomson Reuters, Hughes Software System and PwC to name a few. At TalentRecruit Himadri will be responsible for leading the Engineering division and accelerating the transformation of the AI powered SaaS Recruiting & Onboarding Platform. Himadri has also architected, designed and delivered SaaS based facility management products and has scaled it to $10 million Annual Recurring Revenue within a year of incubation. Furthermore, he has Incubated, architected and implemented a SaaS based document management and collaboration Application – again from scratch - that has scaled from zero to 65000+ customer and $30 million Annual Recurring Revenue within a span of 3 years. His capabilities and extensive experience will add tremendous value to TalentRecruit’s recruitment & onboarding technology that is driven by Machine Learning & Artificial Intelligence, shared company in the press note. With the recruitment tech space growing prolifically, TalentRecruits has tremendous opportunity to enable HR and TA leaders. To stay ahead of the curve and competition, it needs to invest in building a cutting-edge technology and solution that sets it apart from the rest and enhances employee experience in the primary stages of talent..
Read more at: https://www.peoplematters.in/news/technology/himadrimajumder-joins-talentrecruit-as-chief-technology-officer-30223
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Talview raises $15 Mn in Series B funding The funding round was led by Silicon Valley investor Eileses Capital with participation from existing investors Storm Ventures, Inventus Capital and Emergent Ventures. AI-powered hiring and proctoring solution provider, Talview announced it closed $15M in Series B funding to revolutionize talent lifecycle. With this funding, Talview plans to further innovate its video AI platform by adding major capabilities at transaction and aggregate levels and also build extensions for many of the mainstream remotework platforms to help its customers gain profound insights into talent, and make informed, data-driven, and unbiased talent decisions. The funding round was led by Silicon Valley investor Eileses Capital with participation from existing investors Storm Ventures, Inventus Capital and Emergent Ventures. Kishore Bopardikar, Co-founder at Eileses Capital LLC, will join the Talview board, while Arun Penmetsa, Partner at Storm Ventures also continues on the board. “Our customers seek to tap into the rich talent and video data generated off and on the platform to improve decisionmaking through the talent process beyond the date of hire to career development, advancement, upskilling, and more,” explained Sanjoe Tom Jose, CEO, and Co-founder of Talview.
Speaking on the funding round and the market potential Kishore Bopardikar said, “The talent lifecycle is increasingly complex and digitized, and we see Talview well positioned to leverage their innovative AI-powered video platform to address the challenges of remote hiring and exam-taking with automation and data intelligence. Their customer growth globally and product innovation is a testament to their leading platform and strong leadership. We are excited to continue our partnership with Talview to turbocharge their growth.”..
Read more at: https://www.peoplematters.in/news/technology/talview-raises-15mn-in-series-b-funding-30221
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