Search This Blog

Monday, April 23, 2012

An Inspiring Conversation Between A Soldier & Software Engineer !!


A real story …A chat between a Solider and Software Engineer
in Shatabdi Train ………An interesting and a must readl!
Vivek Pradhan was not a happy man. Even the plush comfort of the
air-conditioned compartment of the Shatabdi express could not cool
his frayed nerves. He was the Project Manager and still not
entitled to air travel. It was not the prestige he sought, he had tried to
reason with the admin person, it was the savings in time. As PM, he
had so many things to do!! He opened his case and took out the laptop,
determined to put the time to some good use.
“Are you from the software industry sir,” the man beside him was
staring appreciatively at the laptop. Vivek glanced briefly and
mumbled in affirmation, handling the laptop now with exaggerated
care and importance as if it were an expensive car.
“You people have brought so much advancement to the country, Sir.
Today everything is getting computerized.”
“Thanks,” smiled Vivek, turning around to give the man a look. He
always found it difficult to resist appreciation. The man was young
and stockily built like a sportsman. He looked simple and strangely
out of place in that little lap of luxury like a small town boy in a
prep school. He probably was a railway sportsman making the most
of his free traveling pass.
“You people always amaze me,” the man continued, “You sit in an
office and write something on a computer and it does so many big
things outside.”
Vivek smiled deprecatingly. Naiveness demanded reasoning not
anger. “It is not as simple as that my friend. It is not just a question
of writing a few lines. There is a lot of process that goes behind it.”
For a moment, he was tempted to explain the entire Software
Development Lifecycle but restrained himself to a single statement.
“It is complex, very complex.”
“It has to be. No wonder you people are so highly paid!,” came
the reply.
This was not turning out as Vivek had thought. A hint of
belligerence crept into his so far affable, persuasive tone.
“Everyone just sees the money. No one sees the amount of hard work
we have to put in. Indians have such a narrow concept of hard
work. Just because we sit in an air-conditioned office, does not mean
our brows do not sweat. You exercise the muscle;
we exercise the mind and believe me that is no less taxing.”
He could see, he had the man where he wanted, and it was time to
drive home the point. “Let me give you an example. Take this train.
The entire railway reservation system is computerized. You can book
a train ticket between any two stations from any of the hundreds of
computerized booking centres across the country. Thousands of tr!
ansactions accessing a single database, at a time concurrently; data integrity, 
locking, data security. Do you understand the complexity in designing and 
coding such a system?”
The man was awestuck; quite like a child at a planetarium. This was
something big and beyond his imagination. “You design and code such
things.”
“I used to,” Vivek paused for effect, “but now I am the Project
Manager.”
“Oh!” sighed the man, as if the storm had passed over, “so your life
is easy now.”
This was like the last straw for Vivek. He retorted, “Oh come on,
does life ever get easy as you go up the ladder. Responsibility only
brings more work. Design and coding!
That is the easier part. Now I do not do it, but I am responsible
for it and believe me, that is far more stressfu! My job is to get
the work done in time and with the highest quality. To tell you
about the pressures, there is the customer at one end, always
changing his requirements, the user at the other, wanting something
else, and your boss, always expecting you to have finished it
yesterday.”
Vivek paused in his diatribe, his belligerence fading with
self-realisation. What he had said, was not merely the outburst of a
wronged man, it was the truth. And one need not get angry while
defending the truth.
“My friend,” he concluded triumphantly, “you don’t know what it is
to be in the Line of Fire”.
The man sat back in his chair, his eyes closed as if in
realization. When he spoke after sometime, it was with a calm
certainty that surprised Vivek. “I know sir,….. I know what it is
to be in the Line of Fire…….” He was staring blankly, as if no
passenger, no train existed, just a vast expanse of time.
“There were 30 of us when we were ordered to capture Point 4875 in
the cover of the night. The enemy was firing from the top. There
was no knowing where the next bullet was going to come from and for
whom. In the morning when we finally hoisted the tricolour at the
top only 4 of us were alive.”
“You are a…?”
“I am Subedar Sushant from the 13 J&K Rifles on duty at Peak 4875 in
Kargil. They tell me I have completed my term and can opt for a soft
assignment. But, tell me sir, can one give up duty just because it
makes life easier. On the dawn of that capture, one of my colleagues
lay injured in the snow, open to enemy fire while we were hiding
behind a bunker. It was my job to go and fetch that soldier to
safety. But my Captain Batra Sahib refused me permission and went
ahead himself. “He said that the first pledge he had taken as a
Gentleman Cadet was to put the safety and welfare of the nation
foremost followed by the safety and welfare of the men he
commanded… ….his own personal safety came last, always and every
time. “He was killed as he shielded and brought that injured
soldier into the bunker. Every morning thereafter, as we stood
guard, I could see him taking all those bullets, which were actually
meant for me . I know sir….I know, what it is to be in the Line of
Fire.”
Vivek looked at him in disbelief not sure of how to respond.
Abruptly, he switched off the laptop. It seemed trivial, even
insulting to edit a Word document in the presence of a man for whom
valour and duty was a daily part of life; valour and sense of duty
which he had so far attributed only to epical heroes.
The train slowed down as it pulled into the station, and Subedar
Sushant picked up his bags to alight.
“It was nice meeting you sir.”
Vivek fumbled with the handshake.
This hand… had climbed mountains, pressed the trigger, and hoisted
the tricolour.
Suddenly, as if by impulse, he stood up at attention and his right
hand went up in an impromptu salute.
It was the least he felt he could do for the country.
PS: The incident he narrated during the capture of Peak 4875 is a
true-life incident during the Kargil war. Capt. Batra sacrificed his
life while trying to save one of the men he commanded, as victory
was within sight. For this and various other acts of bravery, he was
awarded the Param Vir Chakra, the nation’s highest military award.
Live humbly, there are great people around us, let us learn!
Life isn’t about how to survive the storm, but how to dance in the
rain!!!

Sunday, April 22, 2012

HCL Tech, Mahindra Satyam go innovative in hiring

Image
Hiring methods at Indian companies have undergone dramatic changes over the last few years as the war for talent continues unabated. Employers are now willing to go beyond traditional channels in order to get things right. While hiring from networking sites is not new to India Inc, it's now achieving substantial scale. 


Take India's fourth largest IT services company, HCL Technologies, for instance. It got on board almost 60% of its senior-level executives (general managers and above) last year through professional online networking platforms, primarily LinkedIn. ING Vysya Bank, on the other hand, introduced something called 'fone-a-career' in 2011, similar to a customer services cell, to cater to prospective employees by counselling them over the phone about their careers. About 7% of its overall hiring was done through this platform last year. 


Employers say they are seeking these alternative routes to not only sift out the best talent but to also make their workforce diverse. So, it wasn't surprising when IT major Mahindra Satyamrecently launched a campaign called 'Career Divas' on social networking website Facebook and successfully hired only women. Last month, snacks & beverages major PepsiCo India introduced an application tracking system Kenexa, already being used globally, within the company to help it leverage the relevance of social media in recruitment. 


"We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, atHCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee. 


While the numbers are staggering for HCL, another IT services firm, Mahindra Satyam, says it hires 10% of its workforce , largely at the 2-6 years experience level, from social media platformsand plans to increase its focus further. Having conducted the 'Career Divas' , Mahindra Satyam's chief people officer Hari T says the idea is to explore more such avenues which are not traditional in nature. 

Tuesday, September 27, 2011

Infosys, TCS hire in big numbers; students pick only top-end performers


It is an all-out war at engineering campuses and only outperformers are winners. While a grim global macro-economy has not prevented IT firms from hiring record numbers from topengineering colleges, students at these institutions are vetting offers very carefully and picking firms with a strong growth track. On their part, top IT recruiters are sharing first slots at campuses in their keenness to tap into the best talent. 

Take the case of Amrita University which has campuses in Bangalore, Coimbatore and Kochi. India's second largest IT exporter Infosys and Nasdaq-listedCognizant shared the first slot. While Cognizant picked up 1,263 students, Infosys went for 1,255. Around 970 students had common offers and finally, 83% of them opted for Cognizant while the remaining chose to go with Infosys. 

A similar trend could be seen at Institute of Engineering and Management, Kolkata, Vellore Institute of Technology, BS Abdur Rahman University (formerly Crescent Engineering College), Chennai and many other tech campuses. The trend is expected to be reinforced even in Karnataka and the National Capital Region where campus placement is going to take place soon. Recruiting has kicked off in a big way in Tamil Nadu, Rajasthan and West Bengal last month. It's in full steam in Maharashtra and Andhra Pradesh now. 

With a recession looming large, students are not taking any chances. They are watching every IT company closely as a brand and then choosing where to go very carefully. Around 15 students whom ET spoke to across campuses had one thing in common to say: what matters to them is being in a high growth company which offers job stability and has a good brand name. "I chose Cognizant as they survived reces-sion period two years back," says R Lakshmi of BS Abdur Rahman University.

Sunday, September 25, 2011

HCL Tech to create 10k jobs in US & EU

ImageHCL Technologies said it will create 10,000 jobs in the US and the EU in the next 5 years, emphasizing that it does not want to be "seen as a company which takes away jobs". The announcement comes at a time when anti-outsourcing campaign against Indian tech companies is gaining momentum in a slowing US and European Union. 

Politicians and governments in these countries have been objecting to offshoring work, and in the US, President Barack Obama had threatened to cancel tax breaks to companies shipping away jobs. 

"It is our stated position to create 10,000 jobs in the US and the EU. We don't want to be seen as a company which takes away jobs, instead seen as creating new ones," Vineet Nayar, vice-chairman and CEO, HCL Technologies, said. "The jobs will be created over a five-year period." The company already has 85,000 employees in these regions. 

"The story of our glocalisation is based on the principle of reverse investment in local economies. We follow a three-point approach - investing in local delivery centers, tie-ups with local universities and local hiring and lastly, collaboration with customers," Nayar said. 

HCL Tech announced the setting up of a development centre in Redmond, US and another one in Dublin, Ireland. While the US centre will have 350 seats, the Irish centre will have 80. On plans are to open centres in Columbia and Cape Town, South Africa. 

The company said it will go to campuses in these countries to hire for the first time during this placement season. Among the universities which have been shortlisted includes, University of Washington (Bothell and Tacoma campuses), Seattle University and Seattle Pacific University. 

Most Indian tech companies have been consistently hiring more and more in western countries over the past few years, to blunt the criticism of 'taking away' jobs. The proportion of the recruit in the US and the EU has seen a marked increase . In HCL's case, the targeted ratio is 50:50.

HCL Tech to create 10k jobs in US & EU

ImageHCL Technologies said it will create 10,000 jobs in the US and the EU in the next 5 years, emphasizing that it does not want to be "seen as a company which takes away jobs". The announcement comes at a time when anti-outsourcing campaign against Indian tech companies is gaining momentum in a slowing US and European Union. 

Politicians and governments in these countries have been objecting to offshoring work, and in the US, President Barack Obama had threatened to cancel tax breaks to companies shipping away jobs. 

"It is our stated position to create 10,000 jobs in the US and the EU. We don't want to be seen as a company which takes away jobs, instead seen as creating new ones," Vineet Nayar, vice-chairman and CEO, HCL Technologies, said. "The jobs will be created over a five-year period." The company already has 85,000 employees in these regions. 

"The story of our glocalisation is based on the principle of reverse investment in local economies. We follow a three-point approach - investing in local delivery centers, tie-ups with local universities and local hiring and lastly, collaboration with customers," Nayar said. 

HCL Tech announced the setting up of a development centre in Redmond, US and another one in Dublin, Ireland. While the US centre will have 350 seats, the Irish centre will have 80. On plans are to open centres in Columbia and Cape Town, South Africa. 

The company said it will go to campuses in these countries to hire for the first time during this placement season. Among the universities which have been shortlisted includes, University of Washington (Bothell and Tacoma campuses), Seattle University and Seattle Pacific University. 

Most Indian tech companies have been consistently hiring more and more in western countries over the past few years, to blunt the criticism of 'taking away' jobs. The proportion of the recruit in the US and the EU has seen a marked increase . In HCL's case, the targeted ratio is 50:50.

Fired HP CEO's letter to employees


Until the news of his sacking broke, Leo Apotheker, who was fired by Hewlett-Packard's board, was unaware that his credibility as a CEO was under scanner. Apotheker, who was ousted barely 11 months after joining the company, is being replaced by HP director and former eBay Inc CEO Meg Whitman. 

HP, which has hastily removed two CEOs in the past two years, is left in the lurch to cope up with dented investor confidence and its future strategies. 

In a letter addressed to all HP employees, Apotheker expressed his confidence in HP's future and Whitman's strategic vision. Here's the text of the letter as published on the site The Next Web. 
TO/ All HP Employees 
FROM/ Leo Apotheker 

Dear HP Employees: 

This afternoon, HP issued a press release announcing my resignation as president and CEO, positions I have held with great honor this past year. Meg Whitman will assume the role of president and CEO. 

As you know, Meg is a technology visionary with a proven track record of execution and has served HP well as a member of the board for the past eight months. Meg will be supported by a broad and deep management team, and I have the utmost confidence that HP will succeed in executing its strategic evolution. 

On a personal level, I cannot begin to express the admiration I have for all of you - and what you have accomplished together. Over the past year, we were tasked with developing a strategic vision for HP and I know we have made important contributions to the company's future. 

Your efforts on behalf of HP and your dedication to our customers have inspired me - and I am confident that HP has a bright future because of the talented people that come to work here every day. Thank you for your commitment to HP and for your dedication in serving HP's customers and partners. It has been a tremendous honor and a pleasure to work with you here at HP. 

Sincerely, 
Leo Apotheker  

Fired HP CEO's letter to employees


Until the news of his sacking broke, Leo Apotheker, who was fired by Hewlett-Packard's board, was unaware that his credibility as a CEO was under scanner. Apotheker, who was ousted barely 11 months after joining the company, is being replaced by HP director and former eBay Inc CEO Meg Whitman. 

HP, which has hastily removed two CEOs in the past two years, is left in the lurch to cope up with dented investor confidence and its future strategies. 

In a letter addressed to all HP employees, Apotheker expressed his confidence in HP's future and Whitman's strategic vision. Here's the text of the letter as published on the site The Next Web. 
TO/ All HP Employees 
FROM/ Leo Apotheker 

Dear HP Employees: 

This afternoon, HP issued a press release announcing my resignation as president and CEO, positions I have held with great honor this past year. Meg Whitman will assume the role of president and CEO. 

As you know, Meg is a technology visionary with a proven track record of execution and has served HP well as a member of the board for the past eight months. Meg will be supported by a broad and deep management team, and I have the utmost confidence that HP will succeed in executing its strategic evolution. 

On a personal level, I cannot begin to express the admiration I have for all of you - and what you have accomplished together. Over the past year, we were tasked with developing a strategic vision for HP and I know we have made important contributions to the company's future. 

Your efforts on behalf of HP and your dedication to our customers have inspired me - and I am confident that HP has a bright future because of the talented people that come to work here every day. Thank you for your commitment to HP and for your dedication in serving HP's customers and partners. It has been a tremendous honor and a pleasure to work with you here at HP. 

Sincerely, 
Leo Apotheker