Financial Daily from THE HINDU group of publications
Tuesday, Oct 11, 2005
Financial Daily from THE HINDU group of publications Tuesday, Oct 11, 2005 |
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Info-Tech
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Human Resources Grooming leaders the Accenture way V. Rishi Kumar
Hyderabad , Oct. 10 HOW does Accenture, the $14-billion technology and consulting provider, with a 1,15,000-plus workforce, handle its rapidly growing human resource base while building leadership traits across various levels and geographies? Grooming leaders, creating a workplace with a difference, constantly engaging them in skill up-gradation and creating a platform for learning, enterprise and leadership has been Accenture's hallmark approach to tackling this key issue. In one year, Accenture recruited 40,000 people across globally. Of this, India accounted for one third. It has institutionalised its leadership training mechanism and in fact has Ms Gill Rider as Chief Leadership Officer. The Head of Accenture-India HR, Mr Rahul Varma, told Business Line that the Indian IT market is fairly unique with a large part of the workforce fairly young. There is no similar market. Accenture has identified India as an engine for growth over the next three years. Therefore, Accenture has created an academy aimed at addressing this unique requirement. "As a part of its leadership approach, Accenture has created an Academy of Leadership and Excellence. This helps develop cross-functional teams and provides for an experience based learning which inculcates what is described as breakthrough thinking. This also helps spot entrepreneurial skills. Training is followed by a performance management survey. This is very serious approach and helps evaluate an individual's performance. We expect to replicate this practice," he said. Citing Noel Tichy's work `The Leadership Engine,' Mr Varma said that there was a striking correlation between the performance of a company and its reputation for developing effective leaders. "The importance of leadership defines the company's ability to stay ahead in a changing world. The company has, therefore, embarked on People Developer programme while giving equal importance to value creation and business in the overall company's leadership model," he said. Mr Varma said "unlike many other sectors, particularly technology and business process outsourcing, there is this issue of very young people assuming the role of leaders at an early stage in their career. For instance, someone with two-three or four years could possibly be heading a team of 50 and go on to be a project head." "A key aspect of this leadership and training programme is to ensure employee engagement, where we traverse that extra mile that translates into employee satisfaction, thereby making a difference. The average tenure of senior engagements at Accenture is about 15 years and this simply reflects what such leadership does to us," he said.
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