Chennai / Bengaluru: For the second time in six months, the CEO realizes Brian Humphries is called a way of realizing it must release business, or cannot fulfill demand, because of concerns about talent related.
The company friction is at all times high at 33%.
In an interview with Toi, Rajesh Nambiar, chairman & MD from realizing India, and the president of the digital business & technology, talking about how to realize trying to handle this, and how digital is a driving force of major growth.
Quote: Your income growth is 11.8% in this quarter, a little better than HCl, but far below it from TCS, Infosys and Wipro.
How do you see yourself stacked towards them? Our organic growth is as good as our colleagues.
We grow 18% on digital, but we are conservative in the way we report numbers.
These growth is widely based.
We have four digital battlegrounds in our portfolio – digital engineering, clouds, data, and IoT.
Our ability to walk our clients through a phenomenal digital transformation trip, and our acquisitions add to their driving capabilities.
The strength of your employees rose by 17,000, but CEO Brian Humphries said on investor calls that “the reality is we do not have enough employees to fulfill our potential.” How do you see the talent crisis? I don’t know whether he said the right words, but the industry will go through higher friction and we are not unique.
There is an unprecedented demand for talent and everyone in this industry has an impact.
Today, today, Our hiring machine performs well.
Our bookings have seen 24% year-on-year growth.
If friction falls, it will help us grow even more.
While we do a lot of intervention for the right set of rent, we have been able to provide all our commitments to clients We.
The whole industry is waiting for several balance.
Friction realizes this is at all times high at 33%, compared with 11% in the same period last year.
Including intentional friction, it is 37%.
This happens even though the steps have been taken To maintain talent …
friction is a wide industry concern.
We have our own shares friction and I don’t do it al It is.
I believe we have a stronger brand than before.
If we don’t have a strong brand, we will not be able to rent a 100,000 people we employ today.
We are the number 1 brand today on campus.
We have rented 30,000 people and we have provided an offer for 45,000 for next year.
The actions we have taken are bearings.
The friction comparison is also not Apple to Apple.
This is an unprecedented time.
Our total headcount is the highest count of employees ever.
We have turned in the corner and carried out well.
Forced friction is 4%, compared to 1% in the previous quarter …
we don’t want to get into specifics.
It is important to know that managing labor more than 300,000 is art.
There are areas where we have a great opportunity to grow.
There are many aspects about how we manage a broader pool of talent.
We have become fertile land for digital talents.
We do not have work ties and we do not keep artificial people tied with certain service agreements.
Others have this bond.
It’s easy for entrepreneurs to boil from us.
We are employers really care for our colleagues.
But we want to have much lower friction.