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We're getting there: CEO Narendra Patni
(from row, centre) believes it is only a matter of time before
Patni gets its due |
The Maharashtra Industrial Development
Corporation (MIDC) precinct in the western suburb of Andheri in
Mumbai is a maze of manufacturing units-gems and jewellery, fabrication
units, engineering design, chemical intermediates... Signboard after
signboard suggests some sort of cutting, polishing, welding type
of activity. But not coding.
Unknown to most in the vicinity, the headquarters (HQ) of the
it services major-Patni Computer Systems-nestles right outside the
boundary wall of the SEEPZ complex, which houses roughly 2,000 of
the company's developers. Mercifully, a line of company buses (with
the Patni name discreetly displayed on the front) provide a clue
to the HQ's whereabouts. There's little else to go by: no flashy
logos, or company colours to announce the presence of one of India's
largest and oldest it services firms.
That's not particularly the best way to appeal to shareholders
(Patni offered shares to the pubic in February) and clients. And
potential employees. Yet, Patni finds itself among the top 10 of
The Best Companies To Work For In India list. CEO Narendra Patni
admits he's still working on the branding front. Yet, he's quick
to point out that Patni is "getting the slots we want on engineering
campuses and b-schools. We are also getting more referrals".
THE SCORE |
ATTRIBUTE |
SCORE
(/100)
|
WEIGHTAGE
(%)
|
WEIGHTED
SCORE
|
HR Metrics |
75.00
|
15
|
11.25
|
HR Processes |
75.00
|
30
|
22.50
|
Stakeholder Perception |
62.40
|
10
|
6.24
|
Employee Perception |
61.03
|
40
|
24.41
|
Attrition |
82.00
|
5
|
4.10
|
Total SCORE (/100) |
|
|
68.50
|
Compare Patni with the industry beacons like Infosys, Wipro, TCS,
and it doesn't stack up too nicely. Not yet, at least. As one placement
consultant puts it: "At the moment I would say Patni falls
in the tier 1-B category of it services recruiters." However,
he is quick to add that courtesy "some process of business
refinements, it is on the verge of entering the top tier of recruiters".
What could help improve branding perceptions about Patni is the
showcase campus it is putting up in Mumbai's eastern suburb of Airoli.
Spread over 50 acres, and with an investment of $60 million or Rs
276 crore (in the first phase), the campus will have some 5,000
of the proposed 17,000 seats up and running next year. That should
help. But Patni doesn't compare well on salaries either, and one
headhunter dismisses the firm as "probably amongst the worst
paymasters in the top rung of it services companies". But here's
the punchline (from the same headhunter, which explains why Patni
is ranked No. 9 in the Best Companies listing). "Yet it attracts
a fair degree of good talent."
SNAPSHOT |
TOTAL EMPLOYEES |
7,096
|
ATTRITION (PER CENT) |
17.6
|
AVERAGE CAREER TENURE |
6 years
|
GENDER (FEMALE: MALE) |
1:4
|
TRAINING BUDGET (BUDGETED/ACTUAL) |
BUDGETED: Rs 296
LAKH
ACTUAL: Rs 263 LAKH
% UTILISATION: Rs 89
|
TRAINING COST AS A % OF REVENUE |
0.23
|
TRAINING MAN-HOURS (BUDGETED/ACTUAL) |
BUDGETED: Rs 5,26,000
ACTUAL: Rs 5,64,144
|
For the financial year ended March
31, 2004 |
So, why would graduates from some of the country's best institutes
want to join a company that's located in spartan surroundings in
the suburban boondocks, that's desperately seeking brand equity
and that's almost miserly in doling out the wages? The answers are
best when they come straight out of the graduates' mouths. "I
like the amount of responsibility I am given at Patni. I often chat
with friends who work with multinational services firms, but they
get nowhere near the exposure I do on live projects. I feel I have
more opportunity to grow than them," says Cynthia Andrade,
a software engineer who joined Patni a year ago after graduating
from Mumbai's SNDT University.
Andrade's clearly charted out growth is no accident. It's part
of a structured process, which goes by the acronym leap (Leadership
Excellence At Patni) as Milind Jadhav, the company's VP for HR,
explains. LEAP is an end-to-end framework that kicks in right at
the time of recruitment. A competency framework within leap helps
recruit the right professionals. Then we define "the gold standard
for leadership. We call it the gold standard so every single employee
understands the contents", says Jadhav.
Paradoxically though, Patni sees high attrition levels. At about
17 per cent, the company's attrition level is higher than the industry
average of about 15 per cent. But Narendra Patni isn't perturbed.
"Every single employee who has left us has wanted to return,
barring the seven that left to found Infosys." Makes you wonder
what it could have been, had Patni succeeded in retaining N.R. Narayana
Murthy and company.
INTERVIEW/Narendra Patni/CEO
"We carry greater under-utilisation" |
Isn't
the lack of a strong brand a drawback in talent acquisition?
We are working on the branding front. People are watching
the stock now as well as news about us through which we are
gaining mindshare. We are getting the slots we want on engineering
campuses and b-schools. We are also getting more referrals.
The lack of strong branding may not be a big drawback, but
it's not exactly an asset. The structuring is being done,
now it's a matter of time before the market recognises value
in us.
How much does the attrition level, high at 17 per cent,
bother you?
Some of this is our own creation since we have high performance
standards enforced through leap, which takes all subjective
standards out of the evaluation process. The market has strengthened
too; we are seeing these attrition levels after three years.
We are relooking at compensation packages. Yes, beyond a point
attrition does bother us and we are working on it.
Your per employee billing rates are substantially lower
than those of competitors. Why?
We have had a practice of carrying greater under-utilisation
since I strongly believe that we need to take the peaks and
valleys of long-term clients; it's fundamental to our business.
That our billing rates are lower is again a function of our
brand presence.
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