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gets more followers
A latest TimesJobs.com survey reveals that close to 80% organisations
believe that benchmarking improves workplace and workforce quality
Performance or potential?
New roles for CIO/CTOs04 05
VOLUME-V I ISSUE 3 I MARCH 2015
How talent benchmarking
is getting more followers
Apeksha Kaushik, TimesJobs.com
Talent benchmarking for selection,
hiring, engagement and retention
has become crucial in today’s
high-growth business world. While
benchmarking is not new to companies,
the practice has certainly changed.
A nationwide survey of employers
by TimesJobs.com for TJinsite reveals
that close to 80 per cent organisations
believe that benchmarking improves
workplace and workforce quality and
promotes a culture of learning.
Talent quality has become essential
for business success in today’s people-
centric environment. The skills required
to succeed in a role is subjective and not
validated by actual employee
Benchmarking is one of the
effective tools in recruiting right
resources, appraising and retaining
them since the process starts with
business strategy and workforce
planning, along with core
required to achieve
These are the following ways employers
across sectors are using benchmarking
practices, according to the survey results:
When executed properly, talent
benchmarking for performance
assessment helps organisations gain
important insights on employee
performance. These facts and data serve
as reference points for top management
to work on areas of concern and take
efforts for better output.
Close to 80% organisations believe that benchmarking improves workplace and
workforce quality while over 90% recognise it as an effective tool in recruiting
right resources and retaining them, reveals our new survey
benchmark talent, 43%
use it for performance
VOLUME-V I ISSUE 3 I MARCH 2015
Talent benchmarking makes hiring
objective and output-driven, bringing
scalability to the hiring process.
While attracting, selecting and hiring
candidates benchmarking strategy
* Competition review
* Training needs
Benchmarking for hiring is more crucial
for organisations with high-volume
staff requirements. However, small
organisations also make benchmarking
a core part of their hiring strategy to
ensure better hiring results.
In hiring, benchmarking the best
practices is becoming crucial.
* Identifying how candidates search
* Finding how recruiters/HR managers
hire right candidates
Talent benchmarking when used as
a basis to train, redeploy or reassign
individuals with core talent helps in
retaining the workforce in the long run.
It also helps in clearly identifying critical
roles and the different succession
About 30 per cent of the organisations
benchmark on the potential of the
assessee - in terms of skills and
The remaining 26 per cent, benchmark
on quality of talent in an organisation
vis-a-vis the national talent pool.
Over 80 per cent organisations use
multi-source feedback and behavioural
assessment tools for benchmarking
Fifty-two per cent of the orgnaisations
prefer using services of assessment
centres that specialise in talent
Thirty-three per cent
organisations said they lacked
resources with basic (technical)
know how to implement
Twenty-six per cent organisations said
cultural variations were a big roadblock
in talent benchmarking.
Key challenges for talent
By VPB Karthikeyan,
Symphony Teleca Corp
When professionals are locked long term
in an organisation. The people dimension
is often missed from the strategic
planning cycle. Yet specific skills and
talent availability is likely to be critical in
achieving strategic goals.
Several factors such as how vulnerable
an organisation is if key roles are not
filled or key individuals are not retained.
The greater the vulnerabilities, the
greater the justification for investing in
development schemes and succession
The more the business relies on
people that are difficult to find in the
marketplace, the greater the justification
for investing in retention strategies.
n Establishing processes to
measure competencies required vs
n Creating a range of developmental
tools and processes to provide tailored
approaches, depending upon individual
n Identifying ways to obtain and
retain employees critical to the
n Establishing suitable approaches
to deal with those who no longer fit
for hiring talent
engaging and retaining
includes outcome and deliverables
qualitative aspects (soft
skills) which is the biggest challenge
since it is prone to bias/subjectivity
moving towards new-age
benchmarking tools such
as gamification and code contests
potential tend to
overlap. One can
be indicative of the
other. However, the
is that performance refers to the present
while potential refers to the future.
Performance is typically referred in
the context of an assigned role whereas
potential mostly refers to a contextually
higher role than the current one.
According to a recent research report,
if the choice is between hiring a high
performing candidate and a candidate
with high potential, the one with
high potential has a better chance.
Organisations must have measurements
of both performance and potential
before hiring or promoting anyone.
As performance is largely
role-driven, there could be a possible fall
when an employee is accorded higher
responsibility without paying much
attention to his potential.
This could lead to a double whammy
where a high performer on a particular
role is lost and the higher role doesn’t
have a capable person. Thus, both
business and employee morale suffer.
Companies must have a clear
understanding of differentiating
performance from potential. While it
is easy to figure out high performers
owing to the availability of historic data,
it might be a little tough to figure out
employees with high potential.
It becomes a challenge to
dispassionately differentiate between
them since often one’s vision is coloured
by high performers who are easy to spot.
One important pre-requisite
for organisations to go on‘Hi-Po’
identification trip is to establish the right
parameters about what they think are
the attributes of such an employee.
Creating a competency list is the first
step. To measure, you need to establish
and know what to measure. These
competencies must have clearly defined
objectives and should be kept simple.
They must be in line with the
organisational values and goals.
Don’t be tempted to measure too
many competencies .This practically
complicates the measurement process.
Organisations can create a
two-dimensional performance versus
potential scale and bucket employees in
one of the four quadrants. Interventions
or strategies for employee engagements
in these buckets can be different.
For example: In the left top quadrant,
a high performer and a low-potential
employee can be given an intensive task
independently that will be the driving
force whereas somebody in the right
top quadrant - a high performer and
high potential employee - can be given a
stretch assignment or a new project.
Training senior managers in the
skill of differentiating potential with
performance will often help.
Most of the time, potential is latent.
Once the organisation maps the high
performers and the Hi-Pos, it must create
the right environment for both to thrive.
Allowing the freedom to fail and make
mistakes goes a long way in harnessing
potential. The environment has to be
conducive for Hi-Pos or else they get
frustrated and look for other pastures.
There has to be a reward mechanism
developed for managers who identify
and hold on to high-potential team
members and provide them with the
Developing talent is the job not only at
the top but also across levels. Managers
need to be engaged on identifying talent
and keeping the talent inflow intact.
With a fierce war among companies for
acquiring talent, it is always in their best
interest to identify and nurture leaders
The author is senior VP-HR, Netmagic, an
NTT Communications Company
‘Companies need right parameters to
differentiate performance from potential’
VOLUME-V I ISSUE 3 I MARCH 2015
Guest column: Performance or potential?
VOLUME-V I ISSUE 3 I MARCH 2015
Technology is the backbone of every
business - from IT to services. In this
scenario, it is necessary that CIOs/CTOs
move to strategic business roles from
This was the topic of discussion at
TechGig’s second CIO/CTO roundtable in
Bengaluru on February 18, 2015.
The theme was‘The New Business Role
of a CIO/CTO: Transforming Businesses
There’s a stark contrast between
a traditional CIO whose focus is on
internal operations and a digital CIO
who expands technology’s influence
externally to work directly with
customers and business colleagues.
In the last few years, technology is at
a cusp of witnessing one of the biggest
disruptions of our times. These are
in terms of mainframe, client server,
internet and cloud. These disruptions are
changing or have changed their entire
business processes and propositions.
To be aligned to the new scheme of
things, CIOs/CTOs have to understand
the business well to drive revenues. For
the CIO of a bank, it is critical to run the
application in a manner that generates
“For the first time, CIOs/CTOs have
revenue targets,”said Anurag Ojha,
senior director of engineering, NetApp
Cloud technologies such as SMAC
(Social, Mobile, Analytics and Cloud)
have changed the way IT services
companies sell and build capabilities.
Companies have to recreate and re-think
their offerings to compel customers to
buy their products.
Madhavan Krishnan, senior director -
cloud practice and millennial solutions
group, Virtusa, said that in the new
business role, CIOs/CTOs have to define
technologies that are relevant to meet
future demand, create a strategy to
deploy these technologies for optimum
benefits and look for competitive
differentiation. It’s all about getting ROI
on technology related business.
Mahesh Srinivas, senior director
of engineering, Alcatel-Lucent, said
companies needed to keep a check on
how their customers were evolving and
adapting and which technologies would
help them make more money.
The role of a CIO/CTO is to understand
customer requirements and be the
bridge between the customer and the
back-end RD and sales office.
Badrinarayanan Jagannathan, vice
president-IT applications management,
Juniper Networks, said the tech industry
was all about how one could do more
This is exactly what CIOs/CTOs have
to do in their new avatar. A CIO/CTO
has to create an enabling environment
that is effective for RD professionals
since they have to define the future
product strategy and also be responsible
for picking the right solutions for the
Bringing the perspective of start-ups
to the table, Andy Sen, CTO, Edureka,
said start-ups have crossed the cusp
of disruptions (especially in cloud
technologies) while many big companies
are still getting there.
These companies are investing more on
talent than technologies and saving cost
by using open sources.
The CIO should bring vision and
direction to the company’s big data
The panel collectively voiced that in
the new business role, CIOs/CTOs have
to get better returns on technology
investments, architect right technology
solutions for the business process and
deliver more within tighter budgets.
New roles for CIO/CTOs: Leader, product
manager, salesman and recruiter
TechGig.com Conversations, Bengaluru
VOLUME-V I ISSUE 3 I MARCH 2015
What should be the role of women
entrepreneurs in the government’s
ambitious‘Make in India’mission that
aims to make the country a global
This was the theme of the 5th Women
Entrepreneurship Conference held in
New Delhi on February 26, 2015. The
event was organised by Indus Business
Academy, Greater Noida and Delhi
The speakers at the conference
focussed on concerns and challenges
women entrepreneurs faced and
the role of self in the success of an
The talks also threw light on creating
an ecosystem whereby an entrepreneur
could help in the‘Make in India’mission.
The one-day conference at India Habitat
Centre also helped participants connect
with one another, share best practices
and build business opportunities.
n Session I: Make in India Mission and
Role of Women Entrepreneurs
The conference began with an address
by Neeru Abrol, programme director and
Veena Swarup, director-HR, Engineers
India Limited, spoke about diversity and
opportunities for women in public and
private sectors. She laid emphasis on
self-belief, hard work and persistence.
Anurag Batra, chairman and editor-in-
chief, Business World, spoke about the
importance of passion, perseverance,
dreams, self-belief, opportunities and
Ravindra Nath, CMD , NSIC, spoke on
the role of NSIC in giving marketing
assistance, bank credit facilitation,
performance and credit ratings, raw
material assistance, single point
registration, infomediary services,
marketing intelligence, bill discounting,
infrastructure and entrepreneurship
n Session II: Socio-Economic
Transformation through Women
Preeti Marwah, VP-HR, Power2sme,
spoke about the virtues women had
Anubha Prasad, DGM, SIDBI, shared
her thoughts on the challenges women
faced in the family and the society.
Her advice to women was to focus
their energies on building their core
competencies and keeping negativities
Jayashree Kurup, head-Content and
Research, Times Business Solutions,
shared her journey and how she was
able to be an“entrepreneur within an
enterprise”. She also laid emphasis on
innovative approach, out-of-the-box
thinking, being able to take risks, flexible
working hours and working conditions.
Aarti Luniya, ED, SAIL, spoke on virtues
such as a never-say-die attitude, being a
self-starter, finding help and support of
family and focusing on one’s strengths.
n Session III: From Women to Women
of Substance: Success Stories from
Shreyasi Singh, co-founder, Foundation
for Working Women, and former editor,
Inc. India, chaired the session.
Other speakers were Ajaita Shah,
founder, Frontier Market Solar Solutions,
Bhawna Agarwal, CEO, Luxury Retail
Services, Neeru Sharma, co-founder,
Infibeam, and Rashmi Kapoor,
co-founder, Sycorian Matrimonial
The speakers shared with the audience
their stories of courage and conviction,
demonstrating that each woman had the
potential to be a successful entrepreneur.
More than 150 delegates attended the
Women entrepreneurs gear up for
‘Make in India’mission
5thWomen Entrepreneurship Conference, New Delhi
Speakers at the Women Entrepreneurship Conference in New Delhi on Februrary 26, 2015
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