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Tietoevry’s 3-Pronged Employee Approach Helped Keep Their Head Above Water
During Pandemic Years
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Home » Opinion » Tietoevry’s 3-Pronged Employee Approach Helped Keep Their Head
Above Water During Pandemic Years
Magazine, Opinion February 2, 2023 | 5:05 pmApril 11, 2023


TIETOEVRY’S 3-PRONGED EMPLOYEE APPROACH HELPED KEEP THEIR HEAD ABOVE WATER
DURING PANDEMIC YEARS

Vinu Shekhar, Executive Vice President and India HR head, Tietoevry
#All Things Talent 2023 Edition – January to March#Attrition#Employee
Engagement#EVP#Head HR#HR Trends 2023#Retention#Tietievry#Top 100#Vinu Shekhar
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Vinu Sekhar, Executive Vice President and India HR head, Tietoevry

COVID has significantly changed the way we work in the IT industry. It caused
such a mental shift in people that going back to old habits is no longer an
option. Our work culture and office culture as a whole had to evolve to
accommodate the new standard of productivity. I would not be exaggerating if I
said around 20% of our employees have not seen the offices and colleagues in
person, which is an engagement nightmare for HR and managers. Changing a job
became as easy as logging into a different company laptop!

Post Covid, as growth picked up in all sectors, like most other companies, we,
at Tietoevry India, also resumed investments in expanding our business and
hiring new talent. Attrition had become an industry challenge as a result of
high talent demand (I should say talent war), with all major IT companies
struggling to retain their key talent. We also saw a spike in attrition,
especially in key skills like Salesforce, SAP HANA, ServiceNow, full-stack
developers, React JS, Cloud Infra Technologies, Angular JS, and Android
developers. 



Good people often had more than one offer at any given time because there were
so many opportunities for them. During this time, we saw the joining ratios of
offered candidates plummet to nightmarish proportions.

Also read: Rebuild, Realign, Revamp: Organisations Recouped After the Pandemic
To Reshape 2023


REBUILDING THE ORGANISATION

It was a three-pronged approach that helped us keep our heads above water:

 * New work model

We rediscovered our agility and resilience as a workforce as we moved from 100%
“work from office” (WFO) to 100% “work from home” (WFH) in 2020, when Covid
struck. Then, by the end of 2021, after careful deliberations about the ‘future
of work’, we adopted a hybrid work model that balances employee aspirations in
terms of flexibility and business requirements while aligning with SEZ and
government regulations. The hybrid model was fully adopted by our company in
early 2022.

Our new work model is not just about shifting from earlier ways of working but
about adopting a whole new work culture. In this case, the main goal of HR was
to make sure that employees, managers, and customers all continue to have the
same level of trust in one another. 

 * Proactive retention strategy

We were able to bring our attrition rate down by around 10% over a period of
nine months. This was possible because the company changed from a reactive to a
proactive retention strategy. We found the skills that were in high demand and
hired more people to make sure there was a steady stream of talent. We
proactively switched from “exit” to “stay” interviews. We conducted multiple
employee engagement surveys and took corrective actions proactively. We devised
a retention bonus model for high-risk employee categories.

Also read: Building a Good Experience-led Retention Plan around Rising Retiring
Workforce

 * Renewed employee focus

While employee well-being was a priority for us even earlier, the shift that
happened was that from being a ‘good-to-have’ initiative, it evolved into a
‘social contract concept’ with employees. This means that employee wellness is
now at the centre of many business decisions that we take. 

To communicate with the very last remote worker, we completely redesigned our
employee engagement strategy. We provided our employees with increased
flexibility in choosing their work location. We have introduced many new
initiatives for proactively rewarding and recognizing employees. We introduced a
‘Higher Education Assistance Program’ to provide our employees the opportunity
to pursue virtual higher education while on the job. We also revamped our long
service awards to further reward longevity in the company. We also started a
formal program called ‘Comebackers’ to attract many former employees who
returned to Tietoevry. 

Source: Tietoevry


HR EXPERIMENTS

In 2022, we made many changes in key areas that helped improve HR effectiveness.

Hiring and Onboarding

We had a steady flow of hires throughout the year. We closed 2022 with around
2000 total joiners and an overall joining ratio of around 60%. A few hiring
practices we adopted this year included:

 * Offered joining bonus for niche skills and for critical hires. 
 * Virtual onboarding is conducted for our new joiners, in addition to welcoming
   them into offices to enhance their joining experience.  
 * Revamped our employee referral program with an aim to make referrals our top
   source of hiring, while also ensuring a better joining ratio. While around
   one-third is from referrals, Joining ratios are better by around 30-40% as
   compared to other sources.
 * ‘Return to work’ initiative launched to attract potential candidates who were
   on a career break.
 * Comebackers program to welcome back former employees.
 * Published a bouquet of offerings from the TA team that helped in accelerated
   hiring in the virtual world.

Employee Wellness and Engagement

Last year, we offered a comprehensive Employee Assistance Program (EAP) to our
employees in collaboration with an external partner. This year, we are launching
a holistic wellness platform that will focus on the physical, emotional, mental,
and financial wellness of our employees. 

Rewards and recognition play a vital role in keeping employees motivated. This
year we monetized some of our employee awards and revamped our ‘Staunch Awards’,
which recognize achieving milestones and completing long tenures in the company.
Both these changes have received an overwhelming response across all our sites. 

> We were able to bring our attrition rate down by around 10% over a period of
> nine months. This was possible because the company changed from a reactive to
> a proactive retention strategy. We found the skills that were in high demand
> and hired more people to make sure there was a steady stream of talent. We
> proactively switched from “exit” to “stay” interviews.

Compensation and Benefit

On the payroll front, we brought in many big and small process improvements this
year. We have various one-time payment schemes like “retention bonuses,”
off-cycle salary corrections, and long-term incentives, to name a few.

Learning and Development

 * We rolled-out a Talent Mapping Tool developed in-house. 
 * We conducted the LEAD (Leadership Excellence Accreditation & Development)
   program for senior leaders and Groom Potential Women Leadership program for
   our women colleagues. 
 * We launched the CURE program which focuses on Cross Skilling, Up-Skilling and
   Re-Skilling.

Employee Referral programs

 * A focused referral campaign (Rocking Referral Bonus “RRR”) and referral
   bonanza for niche skills with accelerated bonuses were launched to reduce
   offer dropouts.
 * A ‘Follow me’ campaign for inviting referrals from new joiners with
   accelerated bonuses was also run.




WHAT HAPPENS IN 2023?

2023 would be a year of digital skills and new-age technologies in cloud
computing, AI, and data. Working from anywhere will become a reality. This would
be another significant step towards the flat-world paradigm. 

Businesses that can provide more opportunities for employees to learn and grow
will be able to retain employees better. Cost management, as always, would be
critical. Certain sectors would see tremendous opportunities, while some sectors
would have a challenging year in 2023. Diversification is key. Companies that
have a diverse customer base across sectors will ride the wave better.  

Also read: Annual Appraisals To Get Obsolete, Focus on EVPs – HR Leaders Pick
Top Hiring and Recruitment Trends for 2023


TIPS FOR JOBSEEKERS

The overall demand for technical skills is increasing; however, technology
evolves very quickly. Learnability is the key since many technologies have a
shorter shelf life than before. Full-stack developers, data scientists, and
engineers would be in demand.  While hybrid ways of working provide a lot of
flexibility, they also put the onus on employees to be more mature and credible
in handling the newfound flexibility.  


PREPPING FOR BUSINESS CYCLES OF HIRING AND SLOWDOWNS IN 2023

Hiring peaks and slowdowns are inherent to our business model. The first step is
to accept that reality. Building a fungible workforce through cross-skilling and
up-skilling is key to talent management. Gig workers would become more common in
IT. Data security and management will then become even more critical. Some of
the predicted global economic challenges in 2023 would also mean more potential
offshoring. 

Author: Vinu Sekhar is an Executive Vice President and India HR head with
Tietoevry. He has around 29 years of industry experience, predominantly in the
IT sector. Before joining Tietoevry, Vinu worked for Infosys for over 17 years
in various capacities in HR and Business.

Registered name: Tieto India Private Limited and EVRY India Private Limited
(Both are part of the group company ‘Tietoevry’, and we collectively refer to
them as ‘Tietoevry India’)
Year of Incorporation: 1968 in Finland
Number of Employees: ~5000 (in India); ~24000 (global)
Key Executives: Rajnish Mohan, Managing Director and Country Manager, Tietoevry
India
Vinu Sekhar, Executive Vice President and HR Head, Tietoevry India
Business Line: Tietoevry, through its six specialized services and software
businesses, creates purposeful technology that reinvents the world for good.
Workforce Growth: 19.71%
Workforce Pie: Tietoevry Create (27%), Tietoevry Transform (29%), Tietoevry
Connect (11%), Tietoevry Industry (6%), Tietoevry Care (7%), Tietoevry Banking
(19%) and Support Functions (1%).
Key HR Factor:
-Our diversity hiring is at 34% and employee referral hire is 31%
-We have a customizable and agile hybrid work model which is driven by our
various businesses. 

 




 

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