Tuesday, February 11, 2014


1.     BOARDBANDING—method for evaluation and construction of job grading structure
5.     ABSENTEEISM—Employees take leave or not reporting to work.
7.     BARS—scale to measure rate of performance
8.     JOBBIDDING—applicants are required to compete with other applicants for job position
9.     GENERATIONX—people are highly educated,active,balanced happy
10.   FLSA—A law valid in most private and public sector organizations
12.   EMPLOYMENTBRANDING—brands its firm among the other employers


2.     DOWNSIZING—process of reducing the size of workforce
3.     HAWTHOREEFFECT—tendency of humans to work harder
4.     KSA—measures how well a candidate is suited for the job
6.     GAGCLAUSE—employment contract that restricts employee from sharing company's information
11.   LAYOFF—reducing overall size and operating costs of a company

Six Mistakes Leaders Make When Going Global - By Uttam Rai

For businesses looking for new sources of growth, especially when domestic markets are cooling, the temptation to look overseas is strong. And in fact expanding globally can be a major new source of revenue. But even those organizations that succeed overseas typically do so only after surviving a number of initial costly mistakes, and many never recover from them. Any leader can add the line, “Expand internationally” to his or her company's strategic plan. Converting that intention to profit is an entirely different matter.
1) Chasing hot markets. In spite of the world allegedly being flat, its many economies do not all move in lockstep, and some areas may grow faster than others. Experts fall over themselves to explain why that growth will continue. But be wary of these predictions—witness the sudden and unexpected cooling off in many formerly red-hot emerging markets over the past year. If your overseas growth plans depend on certain economies continuing to boom, you could be in serious trouble if and when the boom fizzles.
2) Misjudging risk. Doing business in other countries isn't inherently riskier—unless you fail to do your homework in understanding the real risks, and recognize that they can be quite different from those you're used to. If you've only been doing business in the United States, for example, you may be clueless about the risks associated with unstable governments, corruption, sudden shifts in regulation, erratic investment markets, and much more. In many cases these sorts of risk can be safely managed—but only if you know about them.
3) Cloning your business approach. Exactly what sort of business strategy and tactics will work for you in an overseas market is highly case dependent. But I can tell you right now what approach definitely won't work: Whatever it is you've been doing in your home territory. Everything is different in other countries—customers, competitors, the regulatory environment, logistics, even accounting practices. Go in with your eyes wide open to the fact that you'll need to figure out these differences and adjust your strategies, tactics and processes accordingly.
4) Overestimating the availability of infrastructure and personnel. You probably won't appreciate all the resources you have access to in your home territory until you set up operations overseas and realize they're absent. Infrastructure can be relatively lacking in any number of areas, including transportation, financing, health care and the law. But the one that's most likely to bite you is an absence of skilled, experienced personnel in your particular business. You can import your own people, but good luck with that—many home employees won't want to make the switch for long or at all. You'll need a plan for recruiting and training overseas.
5) Being insensitive to culture. As obvious an error as it may sound, business leaders typically fail to adequately appreciate just how important it is to learn about what people in other cultures consider respectful, and what offends them. In the United States, having the right product or service at the right price usually trumps all. Not so in other countries, where you can kill deals by, depending on the region, bringing up business too quickly, handling a business card too casually, crossing your legs the wrong way, shaking someone's hand, or politely refusing a second drink. That sort of sensitivity has to be developed and applied to everything your company does. (And yes, everyone speaks English everywhere today, but a few hours spent learning a handful of poorly pronounced phrases in your host's language is usually considered a nice gesture.)
6) Intolerance of ambiguity and uncertainty. There is no way you'll be able to march into another country and set up shop without encountering all sorts of confusing and unpredictable situations. You're simply not going to understand a lot of what's going on around you, or be able to know what the consequences of all your decisions will be. Some leaders are so used to being on familiar, controllable territory that they find the ambiguity disorienting to the point of defeat. But if you accept those limitations going in, and are prepared to work through them, you'll probably do fine. All of the mysteries of doing business overseas are solvable with time and effort. But there are no shortcuts, so don't bet your success overseas on finding them.

Monday, February 10, 2014

Ajoyendra Mukherjee (EVP and Head, Global Human Resources)

   Ajoyendra Mukherjee (or Ajoy as he is better known) is Executive Vice President and Head of Global Human Resources. As TCS scales up beyond 226,751 professionals, Ajoy is playing a key role to ensure that the global human resources function is continually responding to the challenges and opportunities of a dynamic industry. As a member of the leadership team of the company, he has been driving initiatives to build a skilled and culturally-diverse global workforce.

As TCS’ head of Global HR, Ajoy has been able to sustain the highest retention rates in the IT industry, besides creating a world-class training and learning organization.

Ajoy has played a key role in winning a number of Talent Management Awards for TCS. Some of the awards include the following:

    Asia’s Best Employer Brand Awards 2010
    Ranked #1 in Employer in India (Data quest) Top Employer in the Netherlands
    Investing in People Award (Ohio, USA)
    HR Excellence Awards for Leadership Development and Diversity
   Best HRM Company in China, “Recruiting and Staffing Industry Leader of the Year” (RASBIC) 2010-11.

Ajoy joined TCS in 1980 after completing his BE (Honors) in Electrical & Electronics Engineering from BITS Pilani in India. In his 30-year career, he has worked in diverse roles and a variety of technical platforms and has led the delivery of a number of challenging programs for TCS’ customers worldwide. He has played a key role in several landmark projects in Banking and Financial Services, Utilities, Manufacturing and Government. He has held key leadership positions and headed TCS’ operations in Switzerland and South Africa and was also the Global head of Energy & Utilities Team. Prior to taking over the HR function in 2008, Ajoy was heading TCS’ eastern India operations.

Ajoy has also been a key member of the corporate leadership team driving change and efficiency of TCS’ internal delivery processes. He is on the board of AP Online, a joint venture between TCS and Government of Andhra Pradesh. He is also a director in WEBEL board, a Government of West Bengal enterprise responsible for the development of Electronics & IT Industry in West Bengal. He is a member of IEEE and CSI (Computer Society of India).

Ajoy lives in Kolkata, India with his wife and two daughters.