This document discusses managing Generation Y (Gen Y) talent in IT project teams. Gen Y now makes up a large portion of the workforce, especially in the IT sector, and their traits require a different talent management approach than previous generations. Gen Y expects more flexibility, frequent feedback, meaningful work, and opportunities for growth. The current talent management frameworks in many companies are not adequately addressing Gen Y's needs and expectations, leading to high attrition rates. A new, holistic approach is needed to manage the Gen Y talent lifecycle from recruitment to performance management, focusing on technology, processes, and people to retain Gen Y in projects and get the best return on investment.
This document discusses 5 mantras for achieving project success the first time. The mantras are:
1. Eliminate false requirements - False requirements waste time and resources. Project managers must carefully identify and remove pseudo requirements.
2. Tour your execution - Project managers should thoroughly plan their project execution through virtual "tours" to identify gaps, risks, assumptions and contingencies before starting work.
3. Be passionate yourself - A project manager's passion is critical for energizing the team and driving success. Communicating vision and overcommunicating are keys to maintaining passion.
4. Do not just use rear view planning - Project managers should take a proactive rather than reactive approach, anticipating potential issues
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs from within. Training needs are assessed through analyzing individual and group performance deficiencies. Methods to assess needs include performance appraisals, interviews, and analyzing organizational goals. The training process involves assessing needs, designing instructional programs, delivering training, and evaluating impact on performance. Training benefits both employees through skill development and the organization through improved productivity, quality, and competitive advantage.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
It staff augmentation vs delivery teamsKaty Slemon
IT Staff Augmentation Vs Delivery Teams: Know the advantages, disadvantages of both the outsourcing models and decide which one to choose for your company
1. The report analyzes recruitment of front line sales employees at Future Generali Life Insurance. It found high attrition and challenges in acquiring new talent.
2. Direct competition mapping identified strengths and weaknesses of Future Generali compared to competitors. It found Future Generali provided fewer leads to employees and had longer turnaround times than peers.
3. Recommendations included outsourcing hiring, reducing turnaround time, providing more leads to employees, and lowering sales targets to improve recruitment and retention.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Are your internal recruiters performing to executive management expectations? Do your external contingency recruiters fail to perform on a consistent basis? Time to redefine your recruitment and staffing process.
Utilizing a Performance Based Search recruitment methodology results in streamlining the search process, reducing cost, and exceeding executives expectations. .
Stop posting to job boards that give you “C Players”. Start recruiting top talent “A Players” who are game changers, IP builders, revenue rainmakers, and strategic leaders.
Rather than working off of “typical job descriptions”, determine the Performance Objectives of the role. Discover what a candidate needs to do to be successful (goals) and what a candidate DOES with his/her skills, experiences, and abilities rather than the HAVING of these.
Executive Search using a proprietary Performance Based process in providing national and international retained and engagement search recruitment services. Using our proprietary Performance Based Recruiting Process, NextGen Global Executive Search consistently recruits “A Players” for our clients. Simply put, we succeed where other search firms simply fail to meet your expectations.
As a client-focused boutique retained executive search firm, we meet with our clients and communicate early and often to thoroughly understand your strategy, vision, mission, and culture. Our executive search recruiting process is based on identifying candidates who can meet the Performance Objectives and are a Natural Fit for the role.
This document discusses 5 mantras for achieving project success the first time. The mantras are:
1. Eliminate false requirements - False requirements waste time and resources. Project managers must carefully identify and remove pseudo requirements.
2. Tour your execution - Project managers should thoroughly plan their project execution through virtual "tours" to identify gaps, risks, assumptions and contingencies before starting work.
3. Be passionate yourself - A project manager's passion is critical for energizing the team and driving success. Communicating vision and overcommunicating are keys to maintaining passion.
4. Do not just use rear view planning - Project managers should take a proactive rather than reactive approach, anticipating potential issues
The document discusses the challenges faced by micro, small, and medium enterprises (MSMEs) in India. It outlines several key challenges MSMEs encounter, including technological issues, managerial problems, cash flow difficulties, issues with raw materials and products, infrastructure problems, and more. It also provides statistics on the growth of MSMEs in India in terms of numbers and employment over time. Finally, it defines the classification of MSMEs under Indian law based on investment levels.
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs from within. Training needs are assessed through analyzing individual and group performance deficiencies. Methods to assess needs include performance appraisals, interviews, and analyzing organizational goals. The training process involves assessing needs, designing instructional programs, delivering training, and evaluating impact on performance. Training benefits both employees through skill development and the organization through improved productivity, quality, and competitive advantage.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
It staff augmentation vs delivery teamsKaty Slemon
IT Staff Augmentation Vs Delivery Teams: Know the advantages, disadvantages of both the outsourcing models and decide which one to choose for your company
1. The report analyzes recruitment of front line sales employees at Future Generali Life Insurance. It found high attrition and challenges in acquiring new talent.
2. Direct competition mapping identified strengths and weaknesses of Future Generali compared to competitors. It found Future Generali provided fewer leads to employees and had longer turnaround times than peers.
3. Recommendations included outsourcing hiring, reducing turnaround time, providing more leads to employees, and lowering sales targets to improve recruitment and retention.
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Are your internal recruiters performing to executive management expectations? Do your external contingency recruiters fail to perform on a consistent basis? Time to redefine your recruitment and staffing process.
Utilizing a Performance Based Search recruitment methodology results in streamlining the search process, reducing cost, and exceeding executives expectations. .
Stop posting to job boards that give you “C Players”. Start recruiting top talent “A Players” who are game changers, IP builders, revenue rainmakers, and strategic leaders.
Rather than working off of “typical job descriptions”, determine the Performance Objectives of the role. Discover what a candidate needs to do to be successful (goals) and what a candidate DOES with his/her skills, experiences, and abilities rather than the HAVING of these.
Executive Search using a proprietary Performance Based process in providing national and international retained and engagement search recruitment services. Using our proprietary Performance Based Recruiting Process, NextGen Global Executive Search consistently recruits “A Players” for our clients. Simply put, we succeed where other search firms simply fail to meet your expectations.
As a client-focused boutique retained executive search firm, we meet with our clients and communicate early and often to thoroughly understand your strategy, vision, mission, and culture. Our executive search recruiting process is based on identifying candidates who can meet the Performance Objectives and are a Natural Fit for the role.
The document is an introduction to a textbook on human resource management. It is divided into multiple parts containing different types of questions and case studies related to human resource management concepts. The textbook is copyrighted by ICMR and is not to be reproduced without permission. It provides a reference number for any clarification on the content.
Strategic Human Resource Management AIB MBA (2016)Dimithri Wellage
The document discusses a human resource issue facing Coca Cola Beverages Sri Lanka related to high rates of health hazards and injuries among manufacturing line workers. It provides background on Coca Cola's HR practices, analyzes the problem of increasing injuries, discusses the impacts, and provides recommendations to address the issue such as improved training, safety instructions, use of personal protective equipment, and work permits.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
Robots are increasingly entering the workforce and disrupting the labor market. To prepare for this disruption, organizations need to develop new competencies in their workforce, including skills for interacting with and understanding robots, as well as innate abilities like social intelligence. However, interviews with HR and innovation managers found that organizations are largely unprepared for robots in the workforce. To fully prepare, organizations will need to update HR strategies and practices to develop competencies on an ongoing basis, embed skills development throughout the organization, and keep pace with other digital transformations.
#Firmday 28 march 2014 Write Research - closing the gap between workforce p...Emma Mirrington
Session David Steel, Write Research will discuss with us Building flexible and intelligent Talent Pipelines and how they an be used to manage expectations against your Workforce Plan
This document contains an exam paper on human resource management with three sections. Section A contains 30 multiple choice and short answer questions covering topics like job analysis, minimum wage laws, training, and performance appraisal. Section B contains two case studies asking questions about issues like benching employees and adapting to technological changes. Section C contains two longer applied theory questions, one on types of interviews used in hiring and another on legal provisions for worker safety.
This document contains an examination paper on human resource management with two sections. Section A contains 30 multiple choice and short answer questions testing key HR concepts like job analysis, minimum wage laws, training types, and performance appraisal. Section B contains two case studies for analysis, the first about an IT firm called Delta dealing with "benching" of engineers and the second about changing contexts that require adaptable HR practices to ensure high performance.
IMPACT OF INFORMATION TECHNOLOGY ON THE TRAINING ANDKritika Singh
The document discusses the impact of information technology on training and development at PowerGrid Corporation of India Limited. It finds that most employees find it easier to store and access data using computers and software compared to physical files. While IT has improved work, some older employees need more training to fully utilize new technologies. Younger employees are generally more comfortable with IT. The document recommends providing annual rather than biannual training, and ensuring trainers understand different employee needs and skill levels.
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
The document discusses Hide Harashima's experience as Chief Information Officer (CIO) at Premier Research Group, where he helped transform the IT department from being disparate and order-taking to being a strategic business enabler. It provides details about Harashima's background and career history, the state of the IT department and challenges it faced in 2005-2006 during a period of acquisitions and global expansion at the company. Key learnings are discussed around not underestimating the value of technology and how understanding data flows and business needs can help unify a corporation through strategic IT solutions.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
This document is the table of contents for volume 15, number 4 of the July 2015 issue of the International Journal of Computer Science and Business Informatics. It lists three articles included in this issue:
1. An article on the impact of human capital development on the managerial workforce of small and medium enterprises (SMEs) in Sabah, Malaysia.
2. A survey article on mobile cloud computing that discusses the advantages, challenges, and approaches to mobile cloud computing.
3. An article on an efficient authentication protocol for mobile cloud environments using elliptic curve cryptography.
The document provides the titles, authors, and page numbers for each of the three articles in this issue of the journal. It identifies
1. Leading global corporations are finding themselves unprepared for rapid changes in markets and technologies. Competitive intelligence (CI) can help organizations adjust to changes by developing strong analytical capabilities to identify threats and opportunities.
2. CI is increasingly focused on supporting customer experience and understanding customers better through tools like social media monitoring. CI also has potential to contribute insights about innovations from small and medium enterprises.
3. New approaches like "Open Intelligence" and integrating CI with emerging technologies like artificial intelligence and agile strategies can help CI practitioners provide more timely and impactful insights to senior management.
This document discusses the critical skills needed for success in today's changing workplace. It notes that management skills are key to company success and outlines skills like flexibility, creativity, cooperation and ethical behavior that are in high demand. Specific management skills needed vary by organizational level but include conceptual, human and technical abilities. While skills training is common, many companies still fail to develop important managerial competencies in areas like leadership, stress management and performance feedback.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
The document discusses best practices in project management. It identifies several factors that contribute to project success or failure, including planning and estimation, implementation, and human factors. Specifically, it finds that inappropriate use of project planning and scheduling methodology is the major cause of project failure. Successful projects showed good technical skills from project managers, while failed projects showed only fair skills. Key factors for failed projects include lack of user input, incomplete requirements, and changing requirements. The document emphasizes the importance of proper planning, user involvement, clear requirements, and project manager skills for project success.
KISS is a leading software development company in Sri Lanka. The document analyzes KISS's strategic plan and proposes enhancements. It finds KISS's vision, mission, and objectives to be too broad and not quantifiable. It suggests making them more specific and focused on cloud computing. A SWOT analysis identifies opportunities in cloud/IoT but weaknesses in marketing. The author proposes a differentiation strategy for KISS to focus on niche markets like embedded systems and cloud solutions, to gain competitive advantages through their engineering expertise.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
E-recruitment wipro project file
it helps for the Wipro e-recruitment
it is depends on the project of wipro company
its is usefull to all the people who will do the project of e-recruitment
It is mainly used for the job purpose.
The document discusses the skills needed for project managers to thrive in disruptive times of technological change. It finds that the top six digital skills identified by HR professionals at innovative organizations are: data science, an innovative mindset, security and privacy knowledge, legal/regulatory compliance knowledge, ability to make data-driven decisions, and collaborative leadership. While these skills were ranked highly, the document notes that customer focus and change management skills could also be important for digital transformation. Overall, the document examines how organizations can best develop their project talent to manage disruptive technologies through skills training, tools/approaches, and culture.
The document analyzes the management styles of governmental Chief Information Officers (CIOs) and their successes and failures. It discusses four common management styles - Commander and Controller, The Influencer, The Analyst, and The Project Leader. A successful CIO adapts to changing technologies, gains support from leaders and the community, stays knowledgeable about IT issues through research and training, and ensures projects are completed successfully under their leadership. CIOs who fail to adapt, gain support, or stay involved in projects are unlikely to succeed in their role.
The document is an introduction to a textbook on human resource management. It is divided into multiple parts containing different types of questions and case studies related to human resource management concepts. The textbook is copyrighted by ICMR and is not to be reproduced without permission. It provides a reference number for any clarification on the content.
Strategic Human Resource Management AIB MBA (2016)Dimithri Wellage
The document discusses a human resource issue facing Coca Cola Beverages Sri Lanka related to high rates of health hazards and injuries among manufacturing line workers. It provides background on Coca Cola's HR practices, analyzes the problem of increasing injuries, discusses the impacts, and provides recommendations to address the issue such as improved training, safety instructions, use of personal protective equipment, and work permits.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
Robots are increasingly entering the workforce and disrupting the labor market. To prepare for this disruption, organizations need to develop new competencies in their workforce, including skills for interacting with and understanding robots, as well as innate abilities like social intelligence. However, interviews with HR and innovation managers found that organizations are largely unprepared for robots in the workforce. To fully prepare, organizations will need to update HR strategies and practices to develop competencies on an ongoing basis, embed skills development throughout the organization, and keep pace with other digital transformations.
#Firmday 28 march 2014 Write Research - closing the gap between workforce p...Emma Mirrington
Session David Steel, Write Research will discuss with us Building flexible and intelligent Talent Pipelines and how they an be used to manage expectations against your Workforce Plan
This document contains an exam paper on human resource management with three sections. Section A contains 30 multiple choice and short answer questions covering topics like job analysis, minimum wage laws, training, and performance appraisal. Section B contains two case studies asking questions about issues like benching employees and adapting to technological changes. Section C contains two longer applied theory questions, one on types of interviews used in hiring and another on legal provisions for worker safety.
This document contains an examination paper on human resource management with two sections. Section A contains 30 multiple choice and short answer questions testing key HR concepts like job analysis, minimum wage laws, training types, and performance appraisal. Section B contains two case studies for analysis, the first about an IT firm called Delta dealing with "benching" of engineers and the second about changing contexts that require adaptable HR practices to ensure high performance.
IMPACT OF INFORMATION TECHNOLOGY ON THE TRAINING ANDKritika Singh
The document discusses the impact of information technology on training and development at PowerGrid Corporation of India Limited. It finds that most employees find it easier to store and access data using computers and software compared to physical files. While IT has improved work, some older employees need more training to fully utilize new technologies. Younger employees are generally more comfortable with IT. The document recommends providing annual rather than biannual training, and ensuring trainers understand different employee needs and skill levels.
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
The document discusses Hide Harashima's experience as Chief Information Officer (CIO) at Premier Research Group, where he helped transform the IT department from being disparate and order-taking to being a strategic business enabler. It provides details about Harashima's background and career history, the state of the IT department and challenges it faced in 2005-2006 during a period of acquisitions and global expansion at the company. Key learnings are discussed around not underestimating the value of technology and how understanding data flows and business needs can help unify a corporation through strategic IT solutions.
This document proposes a mathematical model for monitoring linear infrastructure projects. It begins with an overview of linear projects and the need for an effective monitoring system. It then describes how to decompose large projects into work breakdown structures and analyze stakeholders. The main part of the document presents a 6-step mathematical model that assigns weightages to work breakdown structure elements, calculates physical and financial progress at the element level, and rolls it up to determine overall project status. The model is presented as a sustainable and generic approach for monitoring complex linear projects.
This document is the table of contents for volume 15, number 4 of the July 2015 issue of the International Journal of Computer Science and Business Informatics. It lists three articles included in this issue:
1. An article on the impact of human capital development on the managerial workforce of small and medium enterprises (SMEs) in Sabah, Malaysia.
2. A survey article on mobile cloud computing that discusses the advantages, challenges, and approaches to mobile cloud computing.
3. An article on an efficient authentication protocol for mobile cloud environments using elliptic curve cryptography.
The document provides the titles, authors, and page numbers for each of the three articles in this issue of the journal. It identifies
1. Leading global corporations are finding themselves unprepared for rapid changes in markets and technologies. Competitive intelligence (CI) can help organizations adjust to changes by developing strong analytical capabilities to identify threats and opportunities.
2. CI is increasingly focused on supporting customer experience and understanding customers better through tools like social media monitoring. CI also has potential to contribute insights about innovations from small and medium enterprises.
3. New approaches like "Open Intelligence" and integrating CI with emerging technologies like artificial intelligence and agile strategies can help CI practitioners provide more timely and impactful insights to senior management.
This document discusses the critical skills needed for success in today's changing workplace. It notes that management skills are key to company success and outlines skills like flexibility, creativity, cooperation and ethical behavior that are in high demand. Specific management skills needed vary by organizational level but include conceptual, human and technical abilities. While skills training is common, many companies still fail to develop important managerial competencies in areas like leadership, stress management and performance feedback.
This document discusses key challenges that organizations face when adapting agile methodologies. It outlines 7 main challenges: having no clear plan for agile adaptation; believing training is enough without coaching; lack of committed agile coaches; expecting revolutionary changes immediately; viewing openness as a threat; lack of self-discipline and teamwork; and communication gaps within the organization. The document provides an overview of agile methodology and principles and recommends a phased change management approach when transitioning to agile in order to address challenges and have a successful transformation.
The document discusses best practices in project management. It identifies several factors that contribute to project success or failure, including planning and estimation, implementation, and human factors. Specifically, it finds that inappropriate use of project planning and scheduling methodology is the major cause of project failure. Successful projects showed good technical skills from project managers, while failed projects showed only fair skills. Key factors for failed projects include lack of user input, incomplete requirements, and changing requirements. The document emphasizes the importance of proper planning, user involvement, clear requirements, and project manager skills for project success.
KISS is a leading software development company in Sri Lanka. The document analyzes KISS's strategic plan and proposes enhancements. It finds KISS's vision, mission, and objectives to be too broad and not quantifiable. It suggests making them more specific and focused on cloud computing. A SWOT analysis identifies opportunities in cloud/IoT but weaknesses in marketing. The author proposes a differentiation strategy for KISS to focus on niche markets like embedded systems and cloud solutions, to gain competitive advantages through their engineering expertise.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
The document discusses interpersonal communication in formal organizational relationships. It defines interpersonal communication and notes that effective communication is important for organizational efficiency and teamwork. It outlines common elements of interpersonal communication like sender, receiver, message, feedback, and barriers. It also discusses important skills for organizational communication like problem solving, listening, assertiveness, and negotiation. Finally, it provides tips for improving interpersonal communication in an organization, such as planning, understanding your audience, self-evaluation, and managing expectations.
E-recruitment wipro project file
it helps for the Wipro e-recruitment
it is depends on the project of wipro company
its is usefull to all the people who will do the project of e-recruitment
It is mainly used for the job purpose.
The document discusses the skills needed for project managers to thrive in disruptive times of technological change. It finds that the top six digital skills identified by HR professionals at innovative organizations are: data science, an innovative mindset, security and privacy knowledge, legal/regulatory compliance knowledge, ability to make data-driven decisions, and collaborative leadership. While these skills were ranked highly, the document notes that customer focus and change management skills could also be important for digital transformation. Overall, the document examines how organizations can best develop their project talent to manage disruptive technologies through skills training, tools/approaches, and culture.
The document analyzes the management styles of governmental Chief Information Officers (CIOs) and their successes and failures. It discusses four common management styles - Commander and Controller, The Influencer, The Analyst, and The Project Leader. A successful CIO adapts to changing technologies, gains support from leaders and the community, stays knowledgeable about IT issues through research and training, and ensures projects are completed successfully under their leadership. CIOs who fail to adapt, gain support, or stay involved in projects are unlikely to succeed in their role.
AI & DEI: With Great Opportunities Comes Great HR ResponsibilityAggregage
https://www.humanresourcestoday.com/frs/26184029/ai---dei--with-great-opportunities-comes-great-hr-responsibility
The promise of AI for today’s organizations is real, yet in a frenzied state of experimentation, many stumble to get to a full-scale enterprise. As companies race to discover what generative AI can do, HR must lead conversations about how to balance cutting-edge innovations with integrity, trust, and diversity. Globally, organizations are at a critical intersection of Diversity, Equity, Inclusion, and AI acceleration. We will explore how AI is rapidly transforming workplace dynamics and decision-making processes. The safety and protection of the workforce have never been more important and need to be co-led by HR to prevent biases and ensure fair and equitable representation in systems, hiring, and the workforce evolution.
We'll cover:
• The opportunities that AI presents and the responsibility of HR
• How to enhance diverse perspectives in use cases
• Increasing collaboration between AI Developers, HR, Legal and IT
- The document discusses employee engagement and organizational performance in the IT industry in Bangalore, India.
- It analyzes how factors like training, communication, and co-working spaces influence employee engagement and performance.
- A survey of 189 IT industry employees in Bangalore found a positive relationship between co-working spaces and employee performance.
AN ANALYTICAL STUDY ON A FACTORS AFFECTING EMPLOYEE RETENTION INDustin Pytko
This document discusses factors affecting employee retention in the IT industry in India. It begins by providing background on the importance of the IT industry to India's economy. High attrition rates are a major challenge for the industry. The summary is as follows:
1. The IT industry plays a vital role in India's economic growth, accounting for 5.2% of GDP and growing at 30% annually. However, high attrition rates are reducing efficiency.
2. Retaining talented employees is important for organizations as high attrition is expensive and results in loss of skills, knowledge, and trade secrets when employees move to competitors.
3. The document discusses various theories on employee motivation, including Maslow's hierarchy of
An Empirical Study of Human Capital Management on Organizational EffectivenessYogeshIJTSRD
In terms of philosophy and strategy, the concepts of human capital and strategic human resource management are extremely distinct in todays organizations. Human Capital is an important aspect of maximizing an organizations assets because it provides a long term competitive advantage and increases staff productivity. These individuals should have enough experience, data, creativity, and power to increase client satisfaction and create a competitive edge for the organization. As a result of a magnified economic process and market saturation as a result of the recent recession in various economies around the world, human capital is attracting increased attention. Human capital development is given greater priority in both developed and developing countries in order to speed up the economic process by allocating the necessary time and resources. The findings of the study endorse a strategy of investing in and dominating human resources in order to achieve a competitive edge at the organizational and national levels. To achieve a competitive advantage over rivals, companies have systematically put a high priority on human resources by introducing mandatory interventions such as fostering a data sharing culture, recruiting highly qualified workers, and developing new creative ideas. Dr. G. Balamurugan | A. Dhanvarsha "An Empirical Study of Human Capital Management on Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39947.pdf Paper URL: https://www.ijtsrd.com/management/management-development/39947/an-empirical-study-of-human-capital-management-on-organizational-effectiveness/dr-g-balamurugan
Learning and Skilling - A Future Work PerspectiveIET India
Businesses seem to be changing at a relentless pace with the advent of AI and big data. Organisations exist in a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) state rather than anticipating known risks. Change is the new normal and here to stay, we need to embrace it.
Upskilling and staying relevant are much needed during these trying times and staying calm and focused can help put things in perspective.
Ability to adapt is the most important skill at a time when companies are undergoing digital transformation and this skill takes precedence over technical knowledge, communication skills or problem solving – all of which are touted as important 21st century skills. But how do individuals as well as organisations build this crucial skill?
View the report to know how to bridge the skill gap
This document summarizes a paper on the challenging scenario of human resource management in the Indian context. It discusses several key challenges faced by HR managers in India, including high attrition rates, workforce demographics and diversity, recruitment, employee engagement and retention, motivation, globalization, economic and technological changes, managing change, developing leadership, and conflict management. The conclusion states that HR in India has transformed from a support function to a strategic partner in business growth, becoming a critical differentiator for companies.
The document summarizes key findings from a 2013 global HR Barometer research report. It finds that while HR organizations are beginning to use digital tools in talent management and knowledge sharing, they struggle with service delivery roles and responsibilities. Learning and development relies heavily on face-to-face training, and idea generation is typically done by assigned teams rather than using digital crowdsourcing. Organizational culture is seen as the main barrier to greater workforce connectivity and digital tool usage. HR is viewed as important for transformations but needs top management support; role clarification is still needed for effective HR service delivery.
The document discusses the role of human resources in mergers and acquisitions. It outlines that HR helps determine if the cultures of the merging companies are compatible. It also discusses how HR assesses benefits structures and identifies any potential problems. Additionally, the document notes that HR helps address employee concerns about changes and uncertainty from the merger. Finally, it states that HR communicates changes to reporting structures, roles, and job descriptions as the organizations are integrated.
What next for Recruitment in a digitally exploding worldGary Fay
This document discusses the challenges of recruiting IT talent. It found that the time to hire IT roles is often longer than other roles at 4-6 months. As a result, businesses rely heavily on costly contract staff. Additionally, many businesses do not properly assess candidates' professional skills which are essential for IT roles. The document proposes that using a common framework like SFIA to assess technical, behavioral, and professional skills could help address these issues by improving the recruitment process and reducing time and costs.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
Finding the right talent is critical for transforming companies and building comprehensive talent acquisition plans. This document summarizes a roundtable discussion between HR leaders on trends and practices in talent acquisition. Key topics discussed include the need for blended talent strategies using social media and employer branding; assessing candidates using recruitment technology and analytics; ensuring sourcing mixes are optimized between channels like referrals, job boards, and search firms; and the consumerization of talent technology through mobile and modular apps. The discussion also addressed skills gaps, demographic shifts, and using data to gain insights on the future talent landscape.
Writekraft Research & Publication LLP.
We are one of the leading PhD assistance company that deals in helping PhD scholars in their Thesis, Research paper writing and publication work. We are providing custom PhD Thesis written for you exactly the way you want along with a Turnitin plagiarism report.
For more Information Contact us@ admin@writekraft.com
Or Call us @ 7753818181, 9838033084
www.writekraft.com
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Similar to Debabrata pruseth ramanandg_lakshmivaragand - final (20)
- The document discusses using an eco-friendly mulching technique as a value engineering approach to enhance road safety and aesthetics on a highway project in Andhra Pradesh, India.
- The mulching technique involved using nearby available paddy grass as a mulch material in highway median plantations. This led to 3 times growth of plants, 2 times foliage coverage, 52% savings in water consumption, and substantially reduced weed growth, while reducing maintenance costs by 10-12%.
- The mulching approach was explored as part of a continual improvement process using kaizen principles and provided both environmental and economic benefits for the road project.
The document discusses the implementation of Project Management Institute (PMI) guidelines at LIFE REPUBLIC, a large township development project near Pune, India. It describes the objectives of establishing standardized project management processes and techniques. It outlines some key challenges for the project related to its large scale and complexity. It then details how PMI methodologies were used to develop tools like a project management office, communication plans, responsibility matrices, and risk registers. The results included setting standards, training project teams, and achieving better cost control and coordination across multiple agencies involved in the project.
Day 1 1620 - 1705 - maple - pranabendu bhattacharyyaPMI2011
This document discusses the need for predictable estimates in software project delivery and describes TCS's approach to improving estimation predictability. Some key points:
- Inaccurate estimates can lead to billions in losses due to cost overruns, failed projects, and reduced productivity.
- TCS implemented an estimation framework using standardized models, metrics, and continuous feedback to select the best model for different project types.
- A case study showed their approach improved productivity by 15-41%, reduced project scraps by 55%, and increased model coverage from 26% to 80% over three years.
Final chakradhar purohith proposal milieu analysis (without account data un...PMI2011
The document discusses uncertainty analysis in project proposals through milieu analysis. It outlines the importance of relational dimensions like social and political factors in winning proposals. An illustration shows how proposals can be characterized and assessed on technical, financial, social and political dimensions. Key stakeholders must work together to ensure high quality proposals that address both functional and relational classes. Future work includes better translating customer needs and measuring social/political dimensions.
This document discusses the advantages of using Global Navigation Satellite Systems (GNSS) like GPS for monitoring construction projects. It outlines 9 key factors project managers should consider when implementing GNSS-based monitoring solutions, including accuracy variations due to ionospheric effects, number of visible satellites, geometric dilution of precision, and use of augmentation systems. Proper understanding of these factors is important for effective project management using GNSS technologies.
This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
The author led an initiative over 14 months to manage, nurture and mature over 400 consultants across different capabilities and geographies. Associates on the bench were engaged in activities like creating reusable components, training, knowledge sharing and publishing white papers.
This transformation approach resulted in benefits such as reduced attrition, increased productivity and deployability. It also led to improved employee satisfaction, motivation and the creation of a learning culture within the organization.
The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can help products cross the 'chasm' between early adopters and mainstream customers. Real-world case studies demonstrate how strategic communications can magnify a product's market, while weak messaging can diminish it. Later sections provide best practices for marketers to follow when promoting innovations, including common pitfalls to avoid.
The document discusses challenges in managing small teams that are different from large teams. While most literature focuses on simplifying processes for small projects, the document emphasizes the need to address human aspects like deciding roles based on strengths, providing training and mentoring, and motivating team members. It suggests managers of small teams should have moderate technical skills and interpersonal training to effectively lead and develop young team members, and to minimize impacts of attrition which greatly affect small teams.
The document discusses agile metrics that can be used at different levels - project, program, and portfolio. At the project level, metrics measured during planning include story points and velocity. During execution, metrics include burn-down, burn-up, and escaped defects. Risk and quality are also measured. At the program and portfolio levels, priorities are set and multiple teams contribute to releases, requiring metrics like cycle time. Agile principles provide value-driven delivery through iterative development and customer feedback compared to the traditional waterfall model.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses balancing creativity and business needs in managing research and development (R&D) projects. It proposes a six-step project management framework to effectively manage innovation given practical constraints of time and budget. While creativity thrives on uncertainty and freedom, some process is needed to move ideas through an "innovation funnel" toward commercialization. Adopting project management practices can help accelerate the innovation process if the processes acknowledge differences between researchers focused on novelty and engineers focused on prototypes and pilots.
This document discusses how organizations can increase productivity by systematically learning lessons from failures and successes. It proposes a lessons learned process that involves failure analysis, reviewing solutions, deploying and confirming solutions, learning from successes, and documenting and sharing lessons. Implementing this process helps reduce risks by avoiding past mistakes and repeating successes. The process includes root cause analysis, reviewing solutions, testing solutions, and confirming they address the original problem before lessons are documented and shared organization-wide. This systematic learning from failures and successes helps organizations continuously improve over time.
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
Shallu soni mymoonshabana_lavanya raghuramanPMI2011
This document discusses challenges faced by women and empowering women for a better tomorrow. It identifies key challenges such as gender suppression, emotional guilt, self-negligence, weak networks, forcible quitting, and untapped potential. A SWOT analysis is conducted to examine weaknesses and threats. Solutions are proposed to overcome weaknesses including self-care, strong women's networks, communication, and realizing one's potential. Solutions are also suggested for society to overcome threats such as promoting gender equality, reducing social stigma, and supporting work-life balance. The document emphasizes that empowerment begins with gaining confidence and decision making skills at home and having supportive networks and organizations to help women reach their full potential.
This document discusses lessons that can be learned from emergency medicine management in hospitals and applied to Agile project management. It notes that emergency departments use techniques like triage to prioritize patients, minimize wait times, ensure backup support, and conduct root cause analyses of clusters of cases. These approaches help maintain smooth operational flow even during chaotic periods. The document argues that Agile teams can benefit from incorporating similar concepts like prioritizing issues based on need, having backup support, and analyzing root causes of emergencies to improve preparedness. Emergency medicine has evolved effective strategies over time to consistently respond to uncontrolled events, and Agile teams can learn from these practices to better handle unexpected tasks and ensure on-time delivery while maintaining quality.
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes cultural integration, leadership development, and enhanced communication. Together these help create a collaborative environment and maximize benefits through a structured implementation model. The partnership approach was used successfully in one program to realize over £700k in benefits, increase market share by 50%, and achieve a 200% increase in new business. Adopting this framework of staying relevant to stakeholders can help delivery teams understand challenges and add value for all parties.
This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation model based on project characteristics. Continuous feedback from project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability and reduce risks associated with inaccurate project estimations. A case study demonstrates how the framework was applied to a sample project.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Debabrata pruseth ramanandg_lakshmivaragand - final
1. Managing Gen Y talent in Project Teams
The right approach for managing (IT) projects in terms of acquiring and retaining Gen Y talent,
and getting ROI
PMI National Conference - 2013
Technical Paper
Debabrata Pruseth - IT Strategy and Architecture Consultant -TCS
Lakshmi Varagan D - Lead Pre Sales and Solutions , APAC -TCS
Ramanand Garimella – Global Delivery Head – Program Management Practice - TCS
2. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 2 (15)
Table of Contents
1 Abstract.............................................................................................................................................................3
2 Gen Y in the workforce....................................................................................................................................3
2.1 The Generation Matrix ...............................................................................................................................4
2.2 Why a different talent management approach is required? ........................................................................5
2.2.1 Secondary Research: Gen Y traits in the Global Context .........................................................5
2.2.2 Primary Research: Gen Y traits in the Indian IT context ...........................................................6
2.2.3 Need for change in talent management approach .....................................................................6
3 Managing the Gen Y talent .............................................................................................................................7
3.1 Current talent management framework and its challenges.........................................................................7
3.2 New approach to manage Gen Y talent......................................................................................................8
4 Future Direction.............................................................................................................................................12
5 Conclusion.......................................................................................................................................................14
6 References .......................................................................................................................................................14
7 Authors profile................................................................................................................................................15
3. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 3 (15)
1 Abstract
IT industry being knowledge driven is highly human capital intensive. The proportion of Gen Y individuals in IT
companies is significantly high, as the average age of the workforce is below 30 years, and this pool of talent is
growing at a faster rate. Consequently, Gen Y has become an important stakeholder in any project. Hence, a
systematic approach in managing this pool of talent is important for a high success rate in projects.
Today’s Gen Y individuals have a different outlook towards their work. They set high expectations for themselves
and work with great enthusiasm towards achieving their goals. Notable characteristics of Gen Y are a greater
preference to working in teams, and a higher proficiency in working with social media tools and technologies.
They are well educated, skilled in technology, self-confident and are capable of multi-tasking.
This article explores the current challenges faced while dealing with projects having a sizable Gen Y population
and the best practices to manage Gen Y based on our experiences in large IT projects. The approach addresses
Gen Y talent lifecycle management from a project management perspective, covering Gen Y induction into project
teams, work allocation, monitoring, skill development and performance management. These lifecycle phases are
analysed from the three crucial dimensions of technology, process and people. Critical levers are identified and
explored in detail for each of these perspectives including the mechanism for effective governance.
2 Gen Y in the workforce
The workforce currently consists of four generations working together in the same workplace. As per a research
article published by Steelcase1, the workforce in India can be categorized into four generations namely Freedom
Fighters (born before 1946), Traditionals (born between 1947 and 1964), Gen X (born between 1965 and 1979)
and Gen Y (born after 1979).
4. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 4 (15)
Gen Y
Traditionals
Gen X
Freedom
Fighters
2.1 The Generation Matrix
Figure 1: Demographic Distribution India’s Population, 2012
Figure 1 illustrates the demographic distribution of population of India in 2012. Assuming that the working age
group lies in the average age range of 18 to 65 years, it can be clearly seen that majority of the working
population falls under the age bracket of 18 to 30 years, who constitute the Gen Y population. It can also be
clearly deducted that with time the percentage of Gen Y in workforce will grow steadily as companies need to
keep themselves ready for the opportunity and challenges associated with this trend, especially in the IT sector.
Currently, the IT/BPO sector in India hires over 2.8 million professionals. The percentage of Gen Y workforce in IT
sector is especially large. TCS, India’s largest IT Company in its annual report 2011-122 stated that almost 69%
of its employees fall under the Gen Y category.
A survey was conducted among project managers in the PMI conference held in Chennai (India) on 22nd June,
2013 in the form of a questionnaire. The responses were received from Project Managers of leading Indian IT
companies like TCS, Infosys, HP, IBM, Syntel, and Hexaware and so on. Based on the observations from the
survey, on an average 49% of IT projects have a Gen Y population of more than 50%.
5. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 5 (15)
Figure 2: Gen Y population in IT projects
2.2 Why a different talent management approach is required?
2.2.1 Secondary Research: Gen Y traits in the Global Context
As per a research done by Susan Eisner3, Gen Y’s entrance to the workplace presents many opportunities in
today’s competitive organizations in which high performing workers are an asset with demographic shifts pointing
to impending labor shortages. They tend to be goal-oriented, and interested in self-development (both personal
and financial success) and improvement. Managing these expectations of Gen Y workforce has been a challenge
for most project managers.
Cisco recently published its Connected World Report
4
about people under 30 from around 14 countries. This
report states that approximately one in three said that they would prioritize social media freedom, device flexibility
and work mobility over salary in accepting a job offer. Employees also expect employers to offer a flexible
schedule and freedom to work remotely. Most of these expectations have been unheard in their professional life
for project managers who now have to deal with them.
Some other notable observations of Gen Y are:
They frequently change jobs and seek challenging jobs
They need constant affirmation that their work is meaningful
They seek organizations that follow ‘business casual’ dress codes, flexible work hours and schedules.
They require instant feedback that is justified, immediate and gives a fair opportunity for corrective action.
6. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 6 (15)
2.2.2 Primary Research: Gen Y traits in the Indian IT context
A survey was conducted where project managers were asked to note the three major challenges they have faced
in handling Gen Y individuals in the project. The following table lists some of the Gen Y traits found in the survey.
Lack of quality deliverable Lack of accountability Adjusting own and peers approach to
manage them
Lack of process adherence Need to switch jobs quickly Making them in line with organization
objectives and policies
Need for flexible working hours Training requirements Adapting them to the new project
Need for constant support of peer
groups
Focus on social media Need for continuous communication
Lack of responsibility Need for perks Sensitive to recognition and feedback
Lack of synchronization with team
members above 35 yrs
Monday blues Need for constant motivation
Managing escalations and Talent
Management
Adaptability Issues Commitment
Based on the observations from the primary research, secondary research and our personal experiences we can
categorize the important traits of Gen Y under the three sections of Technology, Process and People as listed in
the following table.
Technology Process People
Tech savvy – would work on
latest technology
Social media freedom
Mobility and Device
flexibility
Need challenging job
Open minded and
Competitive
Look for liberal HR policies
in workplace.
Goal Oriented and have high
expectations to succeed personally,
professionally and financially
Need instant feedback
Energetic and Ambitious
2.2.3 Need for change in talent management approach
The current project talent management and HR policies need to be enhanced to suit the needs of Gen Y which
has been causing friction in workforce that is evident due to the high attrition rate in most IT companies and
frequent job hopping among youngsters. As per a research done by a global HR consultancy Aon Hewitt
5
, Gen Y
individuals tend to switch jobs 4 to 6 times before they hit their mid-30s, in a span of 10 years.
7. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 7 (15)
Above is a major concern for the project management and requires immediate attention towards improving the
talent management approaches. This was substantiated by the findings from the survey conducted. 70% of the
project managers agreed that there are challenges in dealing with Gen Y in projects. 88% of the project managers
stated that there is a need to change the project talent management approach to handle these challenges.
3 Managing the Gen Y talent
3.1 Current talent management framework and its challenges
Most of the talent management frameworks follow the develop-motivate-retain-attract life cycle. The main
functions covered under the cycle are compensation, performance management, employee engagement, career
development and training. However as discussed earlier, though the methodologies are strong as far as
processes are concerned, the people/employee orientation side especially when applied in the project
management scenario, needs to be enhanced to suit Gen Y.
A severe talent crunch has already been realized in large PSU organizations. 20% of the staff in the PSU banks is
expected to retire by 2015
6
. About a quarter of Coal India Ltd
7
. employees will retire in next four years.
IT, being relatively new, does not face the retirement issue, but the underlying issues of recruiting and managing
Gen Y talent remains a challenging task for most projects. Additionally, the generation is causing communication
related challenges in the workspace. This is compounded by the fact that large projects have different cross
national teams spread across different locations worldwide. When generations fail to communicate or work
together effectively, it impacts the organization’s bottom line. Turnover rates and tangible costs such as
recruitment, hiring, training and retention can be negatively impacted. Morale may also suffer which can result in
Figure 3: Survey Result – How challenging is it
to Work with Gen Y
Figure 4: Survey result – Need to change project
talent management approach to cater to Gen Y
8. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 8 (15)
increased complaints, and perceptions of unfair treatment or inequity. All these challenges need to be addressed
in the current talent management framework.
3.2 New approach to manage Gen Y talent
We have used the SNAC framework to analyze the major issues faced in IT projects and find possible solutions to
it, when it comes to managing Gen Y talent. SNAC Framework is an acronym for Stakeholders, their Needs, the
system factors which can be Altered and Constraints which come in the way of fulfilling the needs.
Stakeholders Those who have an interest (a stake) in the operation and the performance of
the organization. They may or may not be in a position to influence the
organization directly.
Needs The needs each stakeholder group seeks to fulfill through the organization.
Alterable These parameters, events or processes that can be controlled or altered to fulfill
the needs of stakeholders.
Constraints The limitations imposed by factors that cannot be controlled by the organization
Based on our experiences in leading various IT projects, we have come up with the following SNAC analysis for
that can be applied to a standard IT project.
9. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 9 (15)
Stakeholder Needs Alterable Constraints
IT Company as
organization
Best skilled professionals
Availability of resources
for projects
Low attrition rate
Investment in workplace
Investment in training
facilities
Freedom to HR for rolling
employee friendly policies
Competition
Infrastructure
Time
Cost
Availability of quality
professionals
Attrition
Program/Project
Manager
Best skilled professionals
Project completion on
time and with utmost
quality
Work culture Project deadlines
Manpower Budget
HR Develop niche skills
Keep the attrition low
HR policies for recruitment,
reward and recognition,
appraisal and skill
development
Infrastructure
Cost
Employees
(Gen Y)
Opportunities for skill
development
Open work culture
Future growth options
Challenging and
rewarding job
Work culture
HR policies
Availability of project
Company policies and
standards
Employees
(Other )
Communicate effectively
with young employees
and get the work done
Maintain a healthy work
culture
Work culture
HR policies
Company policies and
standards
The final objectives that any IT project strives to achieve from the above SNAC analysis can be concluded as
follows:
Attract, recruit and retain best Gen Y talent available in the market
Consider the aspirations of Gen Y while devising HR and other work policies
Motivate Gen Y to get the best out of them and decrease the attrition rate
Integrate different generations in the work culture to have a productive and focused team
The implementation of these objectives requires coordination between project manager and various other units of
the organization like HR. IT companies have been striving to achieve these objectives in a collaborative approach.
Some of the best practices that have been implemented towards the same can be categorized across the talent
management lifecycle and segregated among the three dimensions of technology, – process and people. The
analysis is based primarily on our past experiences in working in large IT companies.
10. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 10 (15)
The Talent Management lifecycle comprises of the following processes:
A. Recruitment and Induction
While recruiting people for IT projects, the project managers and HR need to work together in formulating
the Job Description which should be clear and attractive enough to inspire and attract Gen Y
professionals.
After recruitment and before the final joining date, the company should stay in touch with the recruits. For
example, TCS has its Campus Connect NextStep
8
program where all hired recruits can log in and interact
with other new joiners, HR and even the higher management. The look and feel of Campus Connect site
is just like any social media site. This presents a digital savvy image of the organization among the future
joiners and helps them to stay connected during the lean period when they are waiting to join.
Use organization’s social media and portal to engage Gen Y to join project teams.
The peer network can be leveraged attract Gen y talent to projects
HR policies need to be liberalized to suite the demands of Gen Y. It has been observed that flexible HR
policies will decrease the attrition in the projects.
Digital medial needs to be used for Induction to facilitate any time anywhere learning. This will
significantly reduce lead time for induction.
11. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 11 (15)
Figure 5: Approach for Gen Y talent management
B. Work allocation and monitoring
Bring Your Own Device (BYOD)
A BYOD policy is very essential in today’s work culture. A Large IT Company has evolved a unique BYOD
policy. Now the associates can easily access the Company’s Enterprise Applications on their personal
smartphones and tablets.
Through this program, the Company brings an exciting platter of Enterprise Applications through which an
associate can get real-time access to business critical information, connect with the Leadership team, stay
tuned into the voice of the Company and speak one’s mind when the idea first strikes! One can now save
those precious minutes by filling timesheets and clearing your work lists without being confined to the
workplace.
These Enterprise Applications are configurable on devices like (Smart Phone/Tablet) and are specially
designed to enable the associates to ideate, innovate and collaborate more effectively and improve
efficiencies.
Workspace Culture
It has been observed that young employees prefer open space with their personal desktop instead of being
cramped in tiny spaces and sharing common applications like desktop and telephone. Though resource
constraints prevent full fledge liberal roll out of such policies, open workspace culture should be encouraged
as far as possible.
Deployment of an enterprise wide Knowledge sharing platform where each employee can share thoughts,
blog, communicate and even follow their top leadership is necessary. A communication channel with higher
management is also essential. Periodic sessions should be conducted through these mediums where higher
management interacts with rest of the organization through WebEx and other medium.
The current appraisal system needs to be revamped to incorporate a 360 degree feedback process. There
should be an annual feedback process where positive inputs and areas of improvement in the appraisal and
other important process directly impacting the associates should be surveyed and analyzed.
More spot awards and instant recognition to budding talents should be distributed by HR at regular intervals.
HRs should be more interactive and conduct various team building activities on the floor at regular intervals
targeting the new Gen Y.
12. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 12 (15)
C. Skill development & performance management
There should be a new generation social ideation platform, where associates are encouraged and rewarded
for bringing in new ideas. Gen Y especially will come up with new ideas on emerging technologies that should
be encouraged and also constantly reviewed in terms of business opportunities by the management.
There should be constant encouragement for external and internal certifications with reimbursement options,
so that associates can develop their skills based on project context.
Personalized mentorship is very much required. In leading organizations usually, whenever new associates
join, a personal mentor is assigned to induct them in the workspace about the culture of the organization and
also to help them in the initial days of the project. This care and support gives constant assurance to new
joiners.
New opportunities within the organization should be shared so that associates can select the project matching
their skill sets. Many organizations have internal job portals where new openings are displayed so that
associates can choose new projects based on their interest.
Digital-based training programs should constantly be rolled over by HR, keeping in mind the tech savvy
nature of Gen Y.
In case there is no major project work load, it is the project manager’s responsibility to ensure that associates
are engaged productively in other value added activities like doing addendum task or enhancing their
knowledge/skill so that they do not feel ignored.
Gen Y is socially responsible and look for an opportunity to give back to the society. An active CSR cell in the
organization where associates can participate and contribute to the society is a positive initiative.
4 Future Direction
Companies need to rethink the way their employees work, and make major changes that will accommodate the
unique work desires of Gen Y. Companies will increase employee performance by reducing turnover and have
happier, and more productive Gen Y employees. A BPW Foundation’s Gen Y study
9
published in April 2011 also
noted that by 2025, Gen Y will make up roughly 75% of the world’s workforce. With this many millennial making
up majority of the workforce by 2025 — only 12 years away — employers cannot afford to ignore Gen Y.
In our survey, 54% of the project managers agreed that Gen Y are highly significant for the projects, restating the
importance of Gen Y in IT projects in coming days. 56% of the project managers have already made some
changes to their talent management approach to cater to Gen Y needs.
13. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 13 (15)
Based on our experiences and also on research done in this area, like that by Johnson Controls
10
and Susan
Eisner
3
, following are some of the key measures that the project managers can adopt in their organization:
A. Create Culture of Creativity and Productivity
Encourage team work to boost creativity
Provide open workspace to support productivity
Provide the right technological support to achieve high productivity
Create a working environment which promotes interaction and bonding with team members
B. Reinvent the Work Culture
Flexible Working should be the norm for the Gen Y
HR must consider the workplace as a recruitment factor. Employers must not neglect the impact of their
workplace to attract, recruit and retain talent. The way of working is tightly linked to the way people prefer
to live
The Gen Y privileges colleagues relationships rather than financial compensations
C. Do not ignore the other generations
Freedom Fighters: They should be encouraged to share their knowledge of the past. They should be
encouraged to assert their authority and demonstrate their track records.
Figure 6: Survey result – Significance of Gen Y Figure 7: Survey result – changes to project talent
Management approach
14. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 14 (15)
Traditionalists: On the other hand, traditionalists should be conveyed that they are important for the
organization’s success, and are valued for their unique and important contributions.
Gen X: They respond well to being told to do things on their own, and that there are minimal rules and
bureaucracy.
D. Ask yourself the following questions:
How will you leverage the unique strengths of each generation in order to retain your key players,
improve productivity, and maximize teamwork?
What are you doing differently to attract and retain the best talent?
Are you adopting the technologies that Gen Y professionals live with – and expect to use?
Are you leveraging Gen Y’s behaviors to foster collaboration and innovation?
5 Conclusion
Gen Y is a highly educated and skilled generation. Their skills and potential are crucial for a business to move up
the value chain. New innovation is required in today’s business and we need to tap the Gen Y talent for the same.
The current talent management approaches have to keep pace with the changing needs of Gen Y. The
suggested approach in this paper provides the holistic approach covering life cycle of talent management from
three perspectives - Technology, Process and People. This approach enables formation of cohesive and high
performance team with Gen Y leading to significant ROI.
6 References
1. http://www.steelcase.com/en/resources/research-
projects/documents/steelcase_workspace%20futures_geny_india_april2011.pdf
2. http://www.tcs.com/investors/Documents/Annual%20Reports/TCS_Annual_Report_2011-2012.pdf
3. http://phobos.ramapo.edu/~seisner/Managing.htm
4. http://www.cisco.com/en/US/solutions/ns341/ns525/ns537/ns705/ns1120/2012-CCWTR-Chapter1-Global-
Results.pdf
5. http://articles.economictimes.indiatimes.com/2012-09-07/news/33677248_1_new-recruits-campus-recruits-e-
commerce-firm
6. http://www.livemint.com/Opinion/Nxk9U4pulRiYXzJ385tZEJ/Public-sector-banks-face-acute-manpower-
crisis.html
7. http://articles.economictimes.indiatimes.com/2013-04-23/news/38763409_1_coal-india-ltd-s-narsing-rao-coal-
production
8. https://nextstep.tcs.com/campus/
9. http://www.forbes.com/sites/85broads/2012/01/23/gen-y-workforce-and-workplace-are-out-of-sync/
10. http://www.johnsoncontrols.in/content/dam/WWW/jci/be/global_workplace_innovation/oxygenz/Oxygenz_Rep
ort_-_2010.pdf
15. Managing Gen Y Talent in Project Teams
PMI National Conference – Technical Paper Page 15 (15)
7 Authors profile
Debabrata Pruseth is an IT Strategy and Architecture Consultant with Tata Consultancy
Services (TCS). Mr. Pruseth has rich experience in IT and management consulting in various
roles and across diversified technologies. Prior to joining TCS, he was a consultant in
Capgemini India. He did MBA degree in Finance and B.Tech in chemical engineering. He can
be reached at debabrata.yes@gmail.com
LakshmiVaragan D is a pre-sales lead in TCS for APAC Region. Lakshmi has 19yrs of
experience covering both IT & Manufacturing Industry. Lakshmi is PMP, CPIM & ITIL V3
certified professional managing projects in application services, application development, ERP
Implementation, Custom application Development, maintenance & Support in the IT Industry.
Lakshmi did BE in Mechanical and MBA in Operations management. He can be reached at
tellvaragan@yahoo.com
Ramanand Garimella is Global Delivery Head of Program Management practice in TCS having
rich experience in Program, Project and Operations Management.He published articles on Agile
Methodology, Agile Testing, Defect Management and Data Migration. He B. Tech.in Mechanical
Engineering and master’s in IE from NITIE –Mumbai. He can be reached at
g_ramanand@yahoo.com