NASSCOM Emerge & HR Session

NASSCOM Emerge & HR Session


  • NASSCOM Session

    Case study on DATA

    Sale Date Ended

    Sold Out

Invite friends

Contact Us

Page Views : 749

About The Event

We are pleased to invite you to NASSCOM EMERGE & HR Forum at Visakhapatnam.

Death by Data – Case Study: By Srinivas Kishan(CEO),  Voice Of Bigdata

Companies around the world lose US$3.5 trillion due to fraud each year, according to a report by the Association of Certified Fraud Examiners. The average loss of revenue per organization is 5% annually.  Is fraud becoming more of a problem because there's so much data pouring into organizations, and data is money and money is power?

Srinivas Kishan Anapu, the former Head of IT for esteemed company, narrates his travails in managing a crisis out of company’s fraud.  Being the head of IT Srinivas Kishan Anapu knew his role was to manage internal customers. But never did he realize that his role also would demand traumatic interactions with India’s premier investigative agencies like the CB-CID, the CBI, SEBI, SFIO, Auditors, ROC, Income Tax Department, etc.

Extrapolating and churning out unprecedented volumes of data every day for 4 months is a very tedious process.  He remembers the 4 month tiresome journey analysing 12GB of data in different formats every day for all the external agencies.  Anapu calculates that they generated close to 500 GB of data across all the external agencies.   On a daily basis that amounted to 12 GB of data, 20 CDs, and 50-60 Excel sheets.  According to Anapu, they allocated 72 man hours every day just to retrieve, crunch, analyze and visualize the data.  The data is used to build the case for the CBI.  The same has been submitted to the court.

Listen from the horse’s mouth as to how Anapu managed to analyze huge chunks of data for the investigating agencies without effecting the business.

HR Value Proposition to increase Organizational Excellence, as well as individual performance: By Sanjiv Agarwal(Head - HR), HSBC Technology and Services 

Today, HR’s Value Proposition is one of quality, not quantity, Investment in talent rather than reducing expenses and emphasis on developing talent, are fast becoming a People Development initiative.  With the paradigm shift within HR, from Tactical to Strategic, there is increased focus on quality of the workforce – which is most often determined by measuring employee /individual performance. Some of the challenges faced by the HR managers include - How can Performance Management be leveraged as a tool to increase the bottom line and enhance commitment of a global workforce, How to arrive at a HR Value Proposition to increase organizational excellence, as well as individual performance.

Developing and implementing a strategic performance measurement system will get employees stay committed to a company's business system and goals, provided they are aware of how their jobs fit into strategic activities.  This session will focus on linkages of a performance management system, to Organizational Excellence, Business Strategies and the Bottom Line of an organization.

  • Link performance measurement to Business planning. Tie resulting performance metrics to overall business results.
  • Design employee orientation and training programs to get employees understand, impact of their work, on the company's bottom line.
  • Develop competency models and use them as a basis for linking performance measurement with other people management processes.
  • Separate professional development from performance evaluation. De-emphasize grades and ratings and focus on employees, increase skill and competency levels.

Key Take Aways:

  • How can HR contribute to Value creation in an organization, with a far reaching context.
  • Understand HR imperatives to be ‘THE’ driver for change, in pursuit of “People” and “Organization” Excellence.
  • How do we then arrive at a “HR Value Proposition”  by building a competitive  “Employee Value Proposition”

Venue Map