Old process of promotion management. People are interviewed and just within couple of hours of discussion a persons fait is decided. If a person has been qualified for promotion, that means he/she has been excelling in the work he/she has been doing over the years. And the interview itself is faulty to the core. A manual QA is asked automation QA questions just because the panes consists of automation QA guyz. Similarly and architect is asked about client management! When you can stop interviews of resources before project allocation, the same should be done with this as well. Take feedback from account management and see his/her ratings and work done rather than deciding his /future by an interview!
Resource management is a big headache. Projects never get correct profiles for the JD. So called AI implementation now seems like does the string search and shares the profile even if one technology matches! Company aims for AI/ML/IOT but there is no proper investment in getting experts in these areas. Most of such projects are lost because DMs can't get right candidates. There are any issues in RM functioning. Manas, I would request it would be great if you get real feedback from DMs about the problems being faced and work towards the. People are otherwise hesitant raising questions on RM and bringing forward the problems being faced!! They have found workaround to get their things done which ultimately flaws the entire setup!
Coming to Thinking Breakthroughs- this has become more of a forced innovation drive that a culture (which it is intended for). The people who actually work on the ground over this are never acknowledged and upper management just keep patting each others back on nothing! Are there any KRAs on this activity? Endless sessions are taking place, humungous man hours are spent out of the delivery schedule on this, but for what? You need to answer below questions in your next "Townhall video" Manas. Because otherwise slowly none would want to participate (even at the time I left people on the ground take it as just an activity)
What has been the outcome of these activities?
How many projects did Nagarro get out of it?
How much man-hours & cost was spent on these sessions?
Did the project won add up to the the cost that was spent?
Are these activities/sessions, ideas generated being centrally tracked? (If they are, I tell you 90% of the org does not know about it)
Are the efforts spent being tracked?
Who pays the cost of this? Account by cutting its margins and taking hit on delivery?
Exodus - Recently there has been an ongoing exodus of some really bright minds from Nagarro. Most of them have separated paths by judging the direction Nagarro is headed to. Ever week there are increasing number of goodbye emails till I left. And I hear from people it has increased even more. The attrition rate has risen, why?? Were there any efforts to retain these people (Because I have heard of none). Some of the exits have been from high up like Directors who were focal points of their areas, PCEOs who have done excellent and technologists who were brilliant in what they did!
