The IT industry in India has seen unprecedented growth in the last decade. It has helped the growth of Indian export thereby serving a bigger purpose in our national framework. Today the IT industry contributes 6% of our GDP. In such a short time it is a great achievement. However, it has also brought a lot of challenges for the company. One of them is high mobility in the work force. The opportunities are enormous and it leads to high mobility. IT is a knowledge industry. People are the Main assets. If one witnesses a high turn around in people, quality of deliverables suffers. We will discuss some key issues related to high attrition.
Industry survey, exit interviews are and other analysis of exits point to few important parameters for high attrition. Few top ones are:
1. Growth in business: Absence of growth in business is the most important factor resulting in high attrition. The industry is young; its participants are ambitious. They look for fast growth. The business growth brings enormous opportunities for them. It is noticed that the larger companies like TCS, Infosys have lower percentages of attrition compared to mid-sized companies. Undoubtedly these companies have also been showing faster pace of growth as well.
2. Opportunities for working in exciting technologies: Techies are those who love working on newer stuff. They are passionate about new technologies. If a company can create a platform which imparts learning opportunities on newer technologies, it creates a big stickiness for many techies. There could be companies working in niche markets like on mobile Technologies, which provide tremendous opportunities to work with leading edge technologies. For others, there is a high correlation between growth and technological opportunities. A company can also create an environment where technological initiatives are encouraged but finally; it has to be aligned to its business direction.
3. Work Environment: This term becomes a little abstract unlike the previous ones. It includes the work culture, participation, empowerment, your concern for the growth of the employees, etc. etc. I will argue that one can create a work culture inside the four walls of the office, which may be different than the prevailing work culture in the company. This could be very positive. Wipro Chairman Azim Premji has said- “if you see higher attrition in a team, look at the manager of the team”. Taking this positively, a team manager can create a unique work environment to create stickiness in his team. I will deliberate more on this aspect and the softer issues.
“Salary is often proved to be one of the main causes of high attrition”. I will argue this is the most misrepresented factor for attrition. The trigger starts from the other factors and finally in pursuit of a job, one lands up getting a better salary. Therefore, I argue, salary is the hygiene factor. We all need it but it does not trigger attrition!
Having discussed all these, how can we create stickiness in our team? I shall discuss today a softer factor which might bring a tremendous impact on the work force. In our industry, we deal with people. And people have emotions. If we are able to support someone’s emotion, I think, we can create a better relationship and a better environment for work. Many companies use competency management as a tool to manage growth and to bring about meaning to their work. I think this could be a great tool in the hands of managers. We need to look at it from two different aspects:
1. Short Term Goal: This is to find out how a resource can add maximum value to his\her current engagement. Typically, we go about identifying factors for the role and assess each resource against the requirement. The gap is found and actions are initiated to bridge the gap. Surely, it helps. It provides aid in executing project successfully. I am afraid it will not help much in creating any stickiness.
2. Long term Goal: Talk about the career aspirations of an individual. Each one of us needs coaching. Use your experience to plan out his career progression journey. Coach him, mentor him. It will bring a different level of relationship between the manger and the resources. You are helping them grow. Many times we get stuck with opportunities available in the company. I think this aspect should not be kept in mind while planning such sessions. Look at the individual and help him grow and build his competency. If this company cannot take care of his needs, someone else will. This is a philosophical initiative, a real initiative, which will help to create a much better work environment.
Therefore, I recommend using the competency analysis not only to manage the current problem but also to support a long term view of helping someone realize his goal. If your company grows, you have an advantage of a competent person managing growth. Due to some reason, if it does not happen then you have made someone capable and you have made a big contribution towards the society. Do not forget, if you have a huge good will, people will queue to come back when you need them. It is a win win situation.
Thursday, August 26, 2010
Thursday, August 19, 2010
Achievement is Contagious
Some time back I had talked about “Innovation at work place”. There could be various techniques to bring about Innovation. Over a period of time, we have seen that excellence is achieved in certain pockets. It is a challenge to internalize the process and keep on getting continuous improvement through best practices across the company.
It goes without saying that the focus of the CEO or the Operating Manager and his push behind the program is the key to success. Jack Welch talked about giving focus on key programs at each and every touch point with the stake holders. He used to pick up few initiatives – may be two or three. He would work around those; create a reward system, align Performance Management and measurement systems to the initiatives. He would talk about them in each and every meeting. It takes time before it is accepted across. It takes time to change a habit or to develop a new one.
I would like to talk about another simple step which might help bringing internalization quickly and create wonders. I ran a scheme where each individual had to give one suggestion per week to change the customer’s life. The implementation faced a lot of resistance. Some teams got excited and did very well. Others thought it was not possible to give one suggestion per person per week; this was too demanding for them. Naturally, these teams lagged behind. Pushing did not yield much result. Changing the mindset was necessary.
We came with a simple idea of getting all project managers together and discuss their performance on the program. We identified some metrics like (percentage) % compliance, number of suggestions accepted by customers and the value created through these suggestions. We also put a scheme “REWARD for the BEST” wherein we rewarded the best contributor of the month and also the best team. . Criteria’s were defined. All managers voted for the best individual suggestion and team after the brief presentation. This scheme was participative and it empowered every one. They felt a sense of involvement. The situation started changing fast and in a very short time compliance started improving.
The initiative is resulting in more and more suggestions to improve customer business and to create more value. We are on a journey to change the game. Although, the initiative is simple in nature; it brings about Communication, participation, empowerment, transparency and recognition. It goes without saying that a team’s achievement is contagious: It creates positive vibe in the organization. It is a game changing event.
It will not be out of place to mention “Achievement is contagious”. Create an environment which brings various elements like communication, participation, empowerment, transparency and recognition together. Success will follow.
It goes without saying that the focus of the CEO or the Operating Manager and his push behind the program is the key to success. Jack Welch talked about giving focus on key programs at each and every touch point with the stake holders. He used to pick up few initiatives – may be two or three. He would work around those; create a reward system, align Performance Management and measurement systems to the initiatives. He would talk about them in each and every meeting. It takes time before it is accepted across. It takes time to change a habit or to develop a new one.
I would like to talk about another simple step which might help bringing internalization quickly and create wonders. I ran a scheme where each individual had to give one suggestion per week to change the customer’s life. The implementation faced a lot of resistance. Some teams got excited and did very well. Others thought it was not possible to give one suggestion per person per week; this was too demanding for them. Naturally, these teams lagged behind. Pushing did not yield much result. Changing the mindset was necessary.
We came with a simple idea of getting all project managers together and discuss their performance on the program. We identified some metrics like (percentage) % compliance, number of suggestions accepted by customers and the value created through these suggestions. We also put a scheme “REWARD for the BEST” wherein we rewarded the best contributor of the month and also the best team. . Criteria’s were defined. All managers voted for the best individual suggestion and team after the brief presentation. This scheme was participative and it empowered every one. They felt a sense of involvement. The situation started changing fast and in a very short time compliance started improving.
The initiative is resulting in more and more suggestions to improve customer business and to create more value. We are on a journey to change the game. Although, the initiative is simple in nature; it brings about Communication, participation, empowerment, transparency and recognition. It goes without saying that a team’s achievement is contagious: It creates positive vibe in the organization. It is a game changing event.
It will not be out of place to mention “Achievement is contagious”. Create an environment which brings various elements like communication, participation, empowerment, transparency and recognition together. Success will follow.
Thursday, August 12, 2010
Importance of Set-up Phase in Project Success
Most of the software companies have matured Project Management processes. Generally Project Management has the following phases:
1. Project Initiation
2. Project Planning
3. Project Execution
4. Project Closure
Each of them has its own importance towards the success of the project. I would like to discuss today; the special importance which Project Initiation or Set up has on the project’s success. I would also like to address on the areas where we get caught in meeting the process requirement syndrome and are not able to capitalize on the process benefits from set up process.
The term “Set Up” is taken from Manufacturing, where before each batch production a time is spent for preparatory work. For example lathe machine can do various types of activities. It can turn; it can create threads and many more activities. Each of them requires a particular type of set-up phase. I have never come across a machinist skipping the set up phase or just not thinking through and doing a set up relevant for type of parts he would be manufacturing. However, in Software Engineering area, we all have “Initiation” or “set-up” as a phase. It describes certain elements but invariably the same is not followed in spirit but rather complied within words. The result is inconsistency in delivered quality; Customer dissatisfaction and lost projects. I will highlight on the two examples; one each of a successful case and another case which could have been done better.
We had a project where around 200 Stored procedures had to be documented for intended use of users. This Project will have a different life cycle as compared to a development project where we talk about Requirement Gathering, Analysis, Design, Coding & Unit Testing, Integration, System Testing and User acceptance. Every company may not have a pre-defined life cycles for the work mentioned here. This case was different than a software development case. Initiation elements were mapped for the requirement and a definition was brought for each item. For instance Unit testing could not have been applied in a classic sense here. However, a more relevant unit testing was thought of like a mapping of the technical document to the code base. This becomes a mandatory step for the developer. Similarly, each and every element of the Set-up process was mapped; brainstorming was done with team, SQA and the client. A final blue print of the customized set-up phase was evolved, which was implemented throughout the project. The result was completing the project before scheduled time and meeting 100% quality expectation. It would be wrong to say that only set-up played the role. But one thing which goes without saying is, “Good set-up was the foundation to Quality delivery”.
We had another instance where the customer was a small company and Agile was a buzz word influencing their decision on life cycle selection. The team was new to agile world and there was no onsite element during the life cycle of the project. We did set-up as a process but I think we left a lot of holes in terms of implementing the same in spirit. Some of the items which could have got more attention in the beginning are mentioned below:
• Work shop on agile for the team
• Establishing the ceremonies of agile between customer and the contracting company
• Simulating Team skill required and working for filling gap
• Defining standards explicitly like coding standard, UI standard etc
Some of them were done but not in spirit. The result is struggle during the project implementation.
Many times we mix the technological requirements and commercial expectations together. I recommend in keeping them separate and evaluate each aspect of technological needs. In today’s world, if you want to grow then you have to be aggressive and innovative in your approach. Compromising with the technological requirements will elude success. These could include items like set-up items, transition time frame, transition location, on-site presence etc. We should evolve a solution which is the best and meets aggressiveness and innovation elements. After doing that bring the cost element. The price to change to the customer is a bigger call and may get influenced by many other factors. One should exercise caution in getting influenced with pricing requirements leading to compromise on technical issues.
Therefore my recommendations are:
1. Follow a set-up process in sprit. Do brain storming upfront. Customize the phase to suit project needs.
2. Evolve a technically viable, aggressive and innovative solution. Pricing considerations and customer expectations should be brought in later.
These are some best practices which help in succeeding.
Typically, what I have observed is the process is followed but enough effort is not made to address all issues and life cycle is not tuned to the requirement of the work
1. Project Initiation
2. Project Planning
3. Project Execution
4. Project Closure
Each of them has its own importance towards the success of the project. I would like to discuss today; the special importance which Project Initiation or Set up has on the project’s success. I would also like to address on the areas where we get caught in meeting the process requirement syndrome and are not able to capitalize on the process benefits from set up process.
The term “Set Up” is taken from Manufacturing, where before each batch production a time is spent for preparatory work. For example lathe machine can do various types of activities. It can turn; it can create threads and many more activities. Each of them requires a particular type of set-up phase. I have never come across a machinist skipping the set up phase or just not thinking through and doing a set up relevant for type of parts he would be manufacturing. However, in Software Engineering area, we all have “Initiation” or “set-up” as a phase. It describes certain elements but invariably the same is not followed in spirit but rather complied within words. The result is inconsistency in delivered quality; Customer dissatisfaction and lost projects. I will highlight on the two examples; one each of a successful case and another case which could have been done better.
We had a project where around 200 Stored procedures had to be documented for intended use of users. This Project will have a different life cycle as compared to a development project where we talk about Requirement Gathering, Analysis, Design, Coding & Unit Testing, Integration, System Testing and User acceptance. Every company may not have a pre-defined life cycles for the work mentioned here. This case was different than a software development case. Initiation elements were mapped for the requirement and a definition was brought for each item. For instance Unit testing could not have been applied in a classic sense here. However, a more relevant unit testing was thought of like a mapping of the technical document to the code base. This becomes a mandatory step for the developer. Similarly, each and every element of the Set-up process was mapped; brainstorming was done with team, SQA and the client. A final blue print of the customized set-up phase was evolved, which was implemented throughout the project. The result was completing the project before scheduled time and meeting 100% quality expectation. It would be wrong to say that only set-up played the role. But one thing which goes without saying is, “Good set-up was the foundation to Quality delivery”.
We had another instance where the customer was a small company and Agile was a buzz word influencing their decision on life cycle selection. The team was new to agile world and there was no onsite element during the life cycle of the project. We did set-up as a process but I think we left a lot of holes in terms of implementing the same in spirit. Some of the items which could have got more attention in the beginning are mentioned below:
• Work shop on agile for the team
• Establishing the ceremonies of agile between customer and the contracting company
• Simulating Team skill required and working for filling gap
• Defining standards explicitly like coding standard, UI standard etc
Some of them were done but not in spirit. The result is struggle during the project implementation.
Many times we mix the technological requirements and commercial expectations together. I recommend in keeping them separate and evaluate each aspect of technological needs. In today’s world, if you want to grow then you have to be aggressive and innovative in your approach. Compromising with the technological requirements will elude success. These could include items like set-up items, transition time frame, transition location, on-site presence etc. We should evolve a solution which is the best and meets aggressiveness and innovation elements. After doing that bring the cost element. The price to change to the customer is a bigger call and may get influenced by many other factors. One should exercise caution in getting influenced with pricing requirements leading to compromise on technical issues.
Therefore my recommendations are:
1. Follow a set-up process in sprit. Do brain storming upfront. Customize the phase to suit project needs.
2. Evolve a technically viable, aggressive and innovative solution. Pricing considerations and customer expectations should be brought in later.
These are some best practices which help in succeeding.
Typically, what I have observed is the process is followed but enough effort is not made to address all issues and life cycle is not tuned to the requirement of the work
Thursday, August 5, 2010
Bringing Innovation at Work Place
I have analyzed hundreds of Customer Satisfaction Survey results in my career. I find a common theme in most of the feedback: - that is lack of Innovation. Customers appreciate good work. If you keep on delivering good work consistently, it is quite natural that the customer will get used to it. Many times, even after consistently meeting performance requirements of the work, the Customer Satisfaction Index starts declining. The customer expects more and more compared to what you have been delivering. Meeting requirements become stale. How do we manage customer expectation in such situation? Among the many solutions, “Innovation” is the most important.
I have discussed this issue with many people. Everyone talks about Innovation. Generally, teams or companies differentiate themselves on the “How” part. Knowing the problem is a no brainer; knowing the solution isn’t! I will discuss some simple steps to introduce a culture of Innovation. The method suggested is not exhaustive; it is just an indicative one. One can find out thousands of other ways to bring innovation in his/her environment. Let us keep in mind; only simple methods work.
Before I talk about the prescription, let me take you to the period of the World Wars. History teaches us that innovation, in technology and battle techniques, took place when we were fighting wars. This clearly indicates the mankind has been forced to innovate when survival was at stake. Extending this logic, if we can create a culture which puts demands on individuals; individuals will respond to the demand positively.
I have led many teams of Kaizen and Value Engineering in my life. Let me take a situation. A Kaizen team picks up a problem. It is an informal small group. They brainstorm on the solutions and come up with small improvements. One of the principles of brainstorming is to generate maximum number of suggestions/ solutions without bothering about the quality of the solution. Once the idea generation engine starts working at full capacity; some excellent suggestions will come to the surface automatically. The key is to run the engine at full capacity, empower the participant. I faced a lot of resistance in the beginning in almost all cases. It takes time to pick up momentum. Once momentum picks up, it is hard to stop it. It moves in an auto pilot mode.
One can use a technique like Kaizen or Value Engineering to bring innovation or can have some methods which challenge the participants, focus them towards the goal and define some challenging goals in a short time. The group will perform. I have seen some small routine activities like “one suggestion per person per week towards improving customer’s life”, brings a huge difference in customer perception, morale of the team and project performance. It goes without saying one has to go through “The Inertia” – both static in the beginning and dynamic ones it picks up. Our task is to manage the first Inertia and leave it to auto pilot mode the second part. Naturally, we do not want to stop it.
As mentioned earlier, there could be multiple ways to bring about Innovation. I will share the well known case of Google. Everybody working for Google can work one day in a week on a subject of his or her liking. The subject should be aligned to the overall goal of the organization. This has created a huge impact in the company. The company is known for Innovation. The salient points of this program are:
• A defined method
• Resource allocation
• Empowerment
• A Discipline
• Simplicity
While designing a system, one should keep in mind the above parameters. You can start your own system; as long as it has the above ingredients, it will succeed.
I have discussed this issue with many people. Everyone talks about Innovation. Generally, teams or companies differentiate themselves on the “How” part. Knowing the problem is a no brainer; knowing the solution isn’t! I will discuss some simple steps to introduce a culture of Innovation. The method suggested is not exhaustive; it is just an indicative one. One can find out thousands of other ways to bring innovation in his/her environment. Let us keep in mind; only simple methods work.
Before I talk about the prescription, let me take you to the period of the World Wars. History teaches us that innovation, in technology and battle techniques, took place when we were fighting wars. This clearly indicates the mankind has been forced to innovate when survival was at stake. Extending this logic, if we can create a culture which puts demands on individuals; individuals will respond to the demand positively.
I have led many teams of Kaizen and Value Engineering in my life. Let me take a situation. A Kaizen team picks up a problem. It is an informal small group. They brainstorm on the solutions and come up with small improvements. One of the principles of brainstorming is to generate maximum number of suggestions/ solutions without bothering about the quality of the solution. Once the idea generation engine starts working at full capacity; some excellent suggestions will come to the surface automatically. The key is to run the engine at full capacity, empower the participant. I faced a lot of resistance in the beginning in almost all cases. It takes time to pick up momentum. Once momentum picks up, it is hard to stop it. It moves in an auto pilot mode.
One can use a technique like Kaizen or Value Engineering to bring innovation or can have some methods which challenge the participants, focus them towards the goal and define some challenging goals in a short time. The group will perform. I have seen some small routine activities like “one suggestion per person per week towards improving customer’s life”, brings a huge difference in customer perception, morale of the team and project performance. It goes without saying one has to go through “The Inertia” – both static in the beginning and dynamic ones it picks up. Our task is to manage the first Inertia and leave it to auto pilot mode the second part. Naturally, we do not want to stop it.
As mentioned earlier, there could be multiple ways to bring about Innovation. I will share the well known case of Google. Everybody working for Google can work one day in a week on a subject of his or her liking. The subject should be aligned to the overall goal of the organization. This has created a huge impact in the company. The company is known for Innovation. The salient points of this program are:
• A defined method
• Resource allocation
• Empowerment
• A Discipline
• Simplicity
While designing a system, one should keep in mind the above parameters. You can start your own system; as long as it has the above ingredients, it will succeed.
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