RETAINING TALENT
RETAINING TALENT
HCL's Entrepreneurship
Shergill of HCL Technologies feels the company has built employee programmes and policies that reflect their 'employee first, customer second' strategic model. Shergill says the company fosters a culture of idea-preneurship that enables employees to generate creative insights and helps retain top performers.
Their HCL Value Portal provides a forum for HCL employees and customers where HCL employees identify problems in a product and provide solutions that are predefined by quality, timeline and available budgets.
"The ideas are co-created and co-implemented with a very tight collaboration among working group members and, hence, it becomes much easier for the customer to measure the value realised through such initiatives," says Shergill.
MAD JAM or Make a Difference Jamboree is not just targeted at young leaders across India, but is also a bottom-up initiative for frontline employees at HCL. Its aim is to recognise innovative ideas at the company. Shergill feels idea-preneurship facilitates employee-led grassroots creativity.
"In an external environment characterised by change and uncertainty, organisations which make such a culture central to their way of working will shift the balance to multiply the impact on high performers so they stay and strive," he says.
MANAGING SURVIVAL AND GROWTH
Developing and Engaging Leaders for the Future
HCL Technologies is a $5 billion global IT services enterprise that maintains a leading position in the highly competitive and ever-changing IT landscape by responding to change as nimbly as it helps its clients to do. A key aspect of HCL’s success and ongoing growth strategy is its ability to equip leaders to strengthen relationships with existing customers and generate new business with them. How does HCL do this effectively in such a dynamic industry, and with leaders located all over the world?
INCALCULATING SENSE OF LOYALTY
The manager must also understand that each
HCL's Entrepreneurship
Shergill of HCL Technologies feels the company has built employee programmes and policies that reflect their 'employee first, customer second' strategic model. Shergill says the company fosters a culture of idea-preneurship that enables employees to generate creative insights and helps retain top performers.
Their HCL Value Portal provides a forum for HCL employees and customers where HCL employees identify problems in a product and provide solutions that are predefined by quality, timeline and available budgets.
"The ideas are co-created and co-implemented with a very tight collaboration among working group members and, hence, it becomes much easier for the customer to measure the value realised through such initiatives," says Shergill.
MAD JAM or Make a Difference Jamboree is not just targeted at young leaders across India, but is also a bottom-up initiative for frontline employees at HCL. Its aim is to recognise innovative ideas at the company. Shergill feels idea-preneurship facilitates employee-led grassroots creativity.
"In an external environment characterised by change and uncertainty, organisations which make such a culture central to their way of working will shift the balance to multiply the impact on high performers so they stay and strive," he says.
MANAGING SURVIVAL AND GROWTH
Developing and Engaging Leaders for the Future
HCL Technologies is a $5 billion global IT services enterprise that maintains a leading position in the highly competitive and ever-changing IT landscape by responding to change as nimbly as it helps its clients to do. A key aspect of HCL’s success and ongoing growth strategy is its ability to equip leaders to strengthen relationships with existing customers and generate new business with them. How does HCL do this effectively in such a dynamic industry, and with leaders located all over the world?
INCALCULATING SENSE OF LOYALTY
The manager must also understand that each