Q. What are the
skills that your company is looking to hire for and is currently employing from
Joy: Currently, CDK is about 1400 people between the two sites (Pune and
Hyderabad), Pune being the smaller site in terms of the number of people. We
are just 500 people in number in Pune. We are a full-fledged product
organization in every sense. We, generally, look for people with a technology
background who have got a solid depth of knowledge. This usually happens with
product organizations because their requirements are very different from a
service-based company. Product companies are looking for highly skilled people
in a particular technology whereas service-based companies would prefer a
multi-talented person. Another thing that we look for is domain understanding
because not a lot of people know all the domains. Of course, we are in dealer
management and we train the employees to gain the expertise of the dealer
management domain but a basic understanding of this is subject is what we are
looking for. Apart from this, we also look for logical thinking, analytical
thinking, ability to learn and passion for work in people.
Q. The IT Industry
in Pune is driven by more service-based organizations. So, how difficult is it
for you to find the right talent?
Joy: Yes, Pune predominantly has service-based organizations but they do have
quite a few product organizations as well. And product-based organizations
don’t tend to look huge in number, this is how they are. There also exist
companies that are into outsourced product development. Therefore, we haven’t
come across a situation wherein we are not able to find the required amount of
talent. Our intake itself is pretty low, we barely have 500+ employees in Pune.
Having said that, we’ve had some challenges. We have a division that is into
digital technologies where we’ve had some challenges in finding people.
Q. Academia is throwing out a lot of engineers and IT professionals,
how close are they to your requirements?
Joy: 10% of recruitments that we do in a year are campus hired. We have a full-fledged structured program that runs up to 6 months and by that time they are ready to get deployed. Under my leadership, CDK sets a growth path for the next two to three years for its fresh talent. We realized 70% to 80% of the campus hires complete one year in the company, only 60% complete two years and less than 50% of the campus hires complete three years in a company and that is not a great investment. So, to retain the talent we are giving them a progression in their career graph. We do have performance parameters attached and whosoever rates at 3 points or above out of 5 are eligible for this. According to the rating we also have incentive motivations for them.
Q. Let us know
about your recent HR engagement program to incentivize the New Joins?
Joy: We started this from July 2019. There is still time to go but the initial responses from the grads have been pretty good. We are also making offers to the next batch of grads that are going to join with effect from July 2020. Another thing we realized is that the new generation is far choosier in what they want to do, the kind of technology they want to work on and where they would want to start their career. We are an agile organization. We do an assessment on what technology they can pick up and excel and then we train them accordingly. Whosoever has given feedback that this technology is not what they are looking forward to work in, we have made that flexibility for them to get redeployed to different projects. This is not an easy task to do. Just to talk about another success story, this year we went beyond grads and hired almost 15 interns from different colleges through an online assessment. We had a critical need to deliver something to one of our customers in Canada and hiring somebody full time would have taken the time and extra money. So, we gave this task to these interns as an assignment with very minimal input and support. In three months’ time, these folks turned out to be as good as one year experienced grads. We were so impressed that we made them an offer upfront. They are still working with us and yet to complete their college, after which they will be joining us full-time.
Q. How do you balance
the expectation of the hiring leaders and new joins at CDK Global?
Joy: Organisations are looking for ready resources. It is the choice of talent resources, who is unwilling to join any organization without knowing their role, goal, and growth. Hence, the hiring leaders of the organizations are compelled to come out and articulate the value proposition to the potential candidate. This is where HR comes in and mediates. His role here is to explain the hiring leaders in the organizations that critical talent is not readily available and tell the talent that they have been hired with a purpose in the organization, they are going to be a member in this company where their aspirations are respected but their role, goal, and growth is their responsibility. Their leader is only their mentor, he will not write the script to their growth in the organization. So, we have introduced Thrive Culture in CDK which focuses on putting the employee in the center to take responsibility for things as we enable them to an extent that we also call our Performance Management program as Performance Enablement Program. It is time that we adapt to the selfie culture and take responsibility.
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