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Talent Retention (Josephine, Ram and Nikesh)

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Talent Retention (Josephine, Ram and Nikesh)

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One key organisational challenges for Virtusa as a company

Attract and Retain talent

1.     Employees who work for our logo – sense of belonging

2.     Employees who manage our employees – capability

Voice of the team

1) Systems - everything is happening manually and puts a great stress on the employee. There are loads of things that can be automated, and if they are automated our bandwidth will free up. Which will result in better people engagement. This will also help other employees since they will then have the process in hand and will have a clear cut understanding of what should happen.. For eg - simple process like LOP reversal still happens on excel and a dedicated person from GHRO is needed to run the same..

2) Data availability - Data should be available on system and it should not be person dependent. Each role and track should have different data level clearances and they should be able to access such data which will help them in their jobs. For ex - for each compensation related data, we have to rely on CnB which will take its own time to respond.

3) Systems are not dynamic - Dependency due to non-availability of info at one place – Velocity5 is not equipped with details on history of PAR, Promo & Ratings. Lot of manual interventions are required.

4) Capability Building - in the name of Lean Bench, we seem to have gone down a path of not nurturing talent from within. With Margin being the ruling KRA for delivery teams, all semblance of order has gone down the drain. Every team member has become a "Resource". Now, if we ease up a little bit, our PMs can breathe a little bit and start exploring what could have been, nurture talent. Not everything can be just in time and this certainly cannot be the case.

5) Span of control – Managing a SoC of more the 500 people reduces the quality of work that we are providing.

6) KRAs - all forces need to pull in one direction. But, it looks like only HR in Virtusa has the KRA called "Attrition". Virtually no one else cares. This model wont last long after the company scales up.

5) Org level Communication on policies - Communication are always delayed and the effective date of the policies are back dated. Especially on PAR & Promotions

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Integration of system for demand management, pricing, forecasting, budgeting, resource management, timesheets and leaves. Simplification of systems - systems are complex. CM sheets not being system driven, New joiner enablement - laptop allocation, etc; L2CM - Ritesh

# data[].attributes.subject
Integration of system for demand management, pricing, forecasting, budgeting, resource management, timesheets and leaves. Simplification of systems - systems are complex. CM sheets not being system driven, New joiner enablement - laptop allocation, etc; L2CM - Ritesh

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Hybrid workplace has resulted in moonlighting. Need a solution to manage

Some managers feel that Hybrid workplace does not work and push for brick-and-mortar workplace as they may not feel comfortable with managing teams in the new scenario. Training would be required to bolster these managers as the teams that are the sharp end of the stick prefer the Hybrid environment and have shown that they will take their talent elsewhere if the work life balance realized in the last 2 years is compromised

Shehan De Alwis

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a) Lack of commitment across the organization
b) timelines for tasks are being committed and not met
c) there are ownership issues - who will communicate what to whom
d) lack of transparency - decisions made in one hit, implementation happens elsewhere - no connect and confusion around what to do, who will do and hence people hesitate in communicating
e) lack of courage to speak the truth
f) changes in organisation, state of flux and in that situation, if there is lack of communication, there is more uncertainty and anxiety and people part ways
g) are we promoting a culture of open communication, no regular cadence of communication
h) it seems as if there are confidentiality issues and certain communication is deliberately being restricted/ limited to a select few

Mamta, Chandru, Sridhar, Sonali, Praveen

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Global Solutions ( Malini , Paremeswari, Abhay, Shankar)

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Global Solutions ( Malini , Paremeswari, Abhay, Shankar)

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Silo'd solution groups ; Need for Domain Solutions; Need for Solution Templates and Solution Consulting groups

Summary points - We have solution areas which need to be extended beyond regions
Investment aligned to avoid overlap/waste

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Balakrishnan S
do away with variable pay

# data[].attributes.body
- Important to get invited to large scale transformative projects
- Need to regain some of the band equity

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Business Development - New logos and Large deal 

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Business Development - New logos and Large deal 

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New logos
- drivers
- relationships, focus/intent, offerings
- Branding/Marketing, Partners
Large deals
- Large deal groups
- Show & Tell, teach and replicate
- capabilities
(Amit, Naveen)

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When systems are planned all stakeholders are not engaged or do not engage

Need for specific people invested in bridging between silos rather than naming random stakeholders to join integration calls who are more invested in their immediate deliverables

The need for teams that are continuously collaborating across departments when planning takes place for growth, instead of planning in silos which makes it difficult to implement efficiently

Shehan De Alwis

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- the human aspect of leadership seems to be missing
- are we really being inclusive and open with the key issues - trusting people to deal with them, allowing them to make mistakes and learn
- how are we enabling leaders, creating readiness?
- are we giving them opportunities to take responsibilities and learn?

Mamta, Rasika, Param

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(Sonali , Meera , Sridhar , Sampad , Bala , Chandra , Mohan , Shrini & Team)

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(Sonali , Meera , Sridhar , Sampad , Bala , Chandra , Mohan , Shrini & Team)

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1. Cultural shift on Org Level for nullifying cultural unconscious bias.
2. Leadership Style & persona of a person as an influence.
3. Assertive & empathic communication for transformation
4. Open to feedback - at any level

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(Ritesh, Nithya, Lohitha, Balakrishna, NaveenG)
a.)Build leaders within

b.) reskilling team

c.) New wins - 15% of team to onboarded proactively

d.) IJP for internal talent attraction

e.) Enablement for starting new project

f.) on-demand talents expensive, need proactive talent planning

g.) talent willingness to join Virtusa-brand attraction

h.) ideas like joining welcome kit, LinkedIn posts help

i) need more top talents attraction

j) 60% of our teams are new which puts a big question on our ability to execute large/complex programs

k) team working directly with clients don't have the connect back with Virtusa

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(Shrini, Praveen Brinshi, Sudhendu)
Process Improvements and analytics for
- Demand forecasting
- fulfillment tracking and provide visibility
- automating billing and invoicing
- dashboards for vendor PO, payments and defaults

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Unable to attract top talents to Virtusa and losing to competition. The talent who is joining have coming are not stronger and causing impact on project delivery and client credibility. There are not enough Architects \ Leads to drive the projects. Need better brand building, incentives, benefits and attract talent

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- What Virtusa stands for
- Brand and positioning as we scale to $2M and beyond
- For both customers and talent in the market
- Increasing Brand Awareness, big play strategy
- People as ambassadors - strong Alumni group
- Important to be invited to large scale transformation projects
- Need to regain some of the brand equity
(Amit, Meera, Santosh, Sampad, Rajesh, Ajay)

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- As a culture, we promote working extra hours
- Working over weekends has become a norm - people are expected to use their weekends to complete tasks
- Leadership needs to give that message - they need to walk the talk and give those messages

Mamta, Param, Rasika

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a. We are managing not leading
b. People are fire fighting. We need to transform teams and next levels
c. How do leaders Transforming people to be leaders. Get them to do retrospective and bring in inner change.

Rasika

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1. All Leads to contracting and project execution is manual2. no system integration for the entire delivery process - from lead generation to cash generation3. delivery to act as referee between multiple finance spocs4. IT support systems is not integrated for a better user experience5. Internal systems strengthening is not inline with org growth..6. Current process of system automations leading to further manual work 7. lack of visibility of system integrations - eg employee onboarding8. System automation or integration is not a priority for organization9. data security and privacy10. Lack of investment from Org on these system automations and integrations11. Pricing - CM sheets not being system driven12. Excess security on our devices

# data[].attributes.subject
1. All Leads to contracting and project execution is manual2. no system integration for the entire delivery process - from lead generation to cash generation3. delivery to act as referee between multiple finance spocs4. IT support systems is not integrated for a better user experience5. Internal systems strengthening is not inline with org growth..6. Current process of system automations leading to further manual work 7. lack of visibility of system integrations - eg employee onboarding8. System automation or integration is not a priority for organization9. data security and privacy10. Lack of investment from Org on these system automations and integrations11. Pricing - CM sheets not being system driven12. Excess security on our devices

# data[].attributes.body
Nithya

# data[].attributes.body
Balakrishnan S
Metadata driven case studies
case studies to be detailed enough so anyone can take it and use it

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engineering culture (Shankar, Nikesh, Lohitha)

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engineering culture (Shankar, Nikesh, Lohitha)

# data[].attributes.body
Need to hire, identify/promote new role models

Upskill and build teams on new technologies instead struggling to learn after customer request

Engineering manager mindset at the very top

Promote career path for strong engineers towards a engineering manager role - not delivery manager

Offload Ops work for teams to focus on innovations and engineering excellence

Community discussions for new tech - especially with younger engineers

Allow for technical innovation and hacakthon/MVP oreinted culture to foster engineering mindset

Goal setting and Career path - Definition of the Engineering career parth and rewards

Promote a Sandbox culture for teams to work with new tools, new tech, contribution to the community

Invest time on ideas and encourage to build POCs

Attach a Technical Mentorship Model