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

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

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

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

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

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

2.     Employees who manage our employees – capability

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