Hi Friends,
                                              Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do.
                                                  There is just no time to look back, no time to wonder,"Will anyone read these pages?"
                                       With regards,
                                       Hemen Parekh
                                       27 June 2013

Saturday, 21 February 2004

NO. OF EXECUTIVES PLACED” REPORT.

21 Feb 2004

To,

All Consultants

“NO. OF EXECUTIVES PLACED” REPORT.

·     In my note dt. 17th, I had pointed out that names of only 8 executives appear in this report ((For 01/04/2003 to 17/02/2004), as against 51 names that I sent with this note. You were to eater the details of the balance executives in to OES by today evening.

·     On checking this statement this morning, I find that the position remains unchanged! Beyond 8, no new has been added!!

·     You have today and tomorrow to complete this task. On Monday morning, 8 expect you to show me in this statements/report, all the executives, whose “Net collection” amount, you wish to be credited against your name.

·     On 18th, I sent you another list of 19 Executives who have joined but in whose case, final payment cheque is yet to come. I have told Asutosh not to credit these cheques into Bank, unless, he first sees this name in “Executive Placed” report.

Hemen Parekh

Wednesday, 18 February 2004

OES-“NO. OF EXECUTIVES PLACED “ REPORT.

18 Feb 2004

OES-“NO. OF EXECUTIVES PLACED “ REPORT.

To,

All Consultants

·     In my yesterday’s note, I enclosed a statement of 51 executives. These are cases where we have already received the final payment and these assignment can be “Normally closed” by filling in OET 19 – check list for Project closure”.

·     With this note, I enclose a list of 19 more executives, in whose case, final invoice has been raised by payment has yet to be received (except for #2). With your vigorous follow-up, I am sure these payments should come in, within next 8/10 days. As soon as each payment is received, please fill-in OET 19 and “close” the assignment. As soon as you do, these executive-names will also appear in “No. of Executive placed” report. 

·     As far as earlier 51 is concerned, these executives names must appear in “Executives placed” report by this weekend. On next Monday morning (Feb 23rd), choose your time (9am to 12 noon) and come and show me the names of “your” executives in this report.

·     Every time you start on a new assignment, pl. do not forget to enter in your BINGO Screen.


OES

18 Feb 2004

OES

To discuss and arrive at conclusions on the issues raised by Abhi, in this note, pl. attend a meeting in my office on

Friday (Feb. 27th)

at 10 A.M

This is regarding OES, Module 1, Non Member Database.

I have following suggestions to make. I request all of you to go through this document, debate over it and reach to a conclusion. Our decision will decide what kind of tools/softwares will get developed in future in 3P.

MODULE 1.

Suggestion 1:     Let us get away with the concept of Industry.

Why          :      

Since in past we found that DEOs (Data Entry Operators) are not really capable of defining the industry, we developed a tool using which, depending on the company name w built a knowledge-base of Industry. While adding a new resume, If the current company is present in the knowledge-base then industry gets defined automatically, otherwise it remains BLANK. Because of this that particular resume becomes un-searchable on Industry parameter. One has to check all such resumes on periodic basis and keep on refining/updating the Industry Knowledge-base, which is difficult. So this logic is not full-proof.

Suggestion 2      :       Let us get away with CURRENT Concept of Function and 

Designation Level.

Why                  :   
   
Here also the problem is same. We have developed a tool, which stores the Actual Designation and splits it into Function and Designation Level. White adding a new resume, if the current Designation is present in the knowledge-base then Function and designation Level gets automatically defined, otherwise it remains BLANK. Because of this that particular resume will not be searchable on function as well as Designation Level Parameter. One has to check all such resumes on periodic basis and keep on refining the Knowledge-base, which is difficult. So this logic is not full proof.

Here I have assumed that the Function is the first parameter to decide if a candidate is a right fit and then comes Industry. Designation Levels are ambiguous in practical world and change from company to company.

Hemen Parekh

Tuesday, 17 February 2004

OES, Module1, Non Member Database.

17 Feb 2004

OES, Module1, Non Member Database.

To,

Nirmit/Raju/Sriram/Mitchelle/Sanjay/Amol/Reena

This is regarding OES, Module1, Non Member Database.

I have following suggestions to make. I request all of you to go through this document, debate over it and reach to a conclusion. Our decision will decide what kind of tools/software will get developed in future in 3P.

MUDULE 1

Suggestion 1: Let us away with the concept of Industry.

Why :

Since in past we found that DEOs (Data Entry Operators) are not really capable of defining the industry, we developed a tool using which, depending on the company name we built a knowledge-base of Industry. While adding a new resume. If the current company is present it the knowledge-base then industry gets defined automatically, otherwise it remains BLANK.  Because of this that particular resume becomes un-searchable on Industry parameter. One has to check all such resumes on periodic basis and keep on refining/updating the Industry Knowledge0base., which is difficult. So this logic is not full-proof.

Suggestion 2: Let us get away with the CURRENT concept of Function and Designation Level

Why:

 Here also the problem is same. We have developed a tool, which stores the Actual Designation and splits it into Function and Designation Level. While adding a new resume, if the current Designation is present in the knowledge –base then Function and Designation Level gets automatically defined, otherwise it remains BLANK. Because of this that particular resume will not be searchable on Function as well as Designation Level Parameter. One has to check all such resumes on periodic basis and keep on refining the Knowledge-base, which is difficult. So this logic is not full proof.

Here I have assumed that the Function is the first parameter to decide if a candidate is a right fit and then comes Industry. Designation Levels are ambiguous in practical world and change from company to company.

Solution : LET US GURUMINE & GURUSEARCH     

Why :

In last 12-18 months we have done a reasonably good job in developing GURUMINE and GURUSEARCH. Till date we have added around 1.25 lakh resumes belonging to 3p in the database. Remaining can be added within 40-60 days, at max.

Let us for argument sake; assume that the extraction is not ACCURATE. What we can do is, on daily DEOs will extract the resumes in bulk and next day they will verify them. By this method we can eliminate the problem of accuracy. Similarly whenever they want to add a single resume they can add it quickly.

We all know and believe that the Function Exposure part of GuruMine is almost accurate, no need to be dependent on anyone to assign the Function. On top of it GuruMine assigns 3 functions not only 1.  

While storing the full resume, one can directly store them in EXECITIVE BIO-DATA Format, because of which consultants will be less dependent on DEOs while sending the resumes to client.

We can even avoid the duplicate resumes while extracting, which is the biggest advantage.

Today Member and Non Member are two different tools. Where as one can add a record to GuruMine even if we have no resume of that person. Next time when we will get the resume of that person we can update the record.

As far as backup is concerned, since we are storing the full resume to the database itself, only database backup is more that enough, which takes less time and space compared to current backup.

Since Module 1 and Non member tools are based on client-server technology, they are really difficult to maintain. Whereas GuruMine and GuruSearch use the Internet/Internet based technology, the maintenance is centralized like OES.

Additional Work to be done to use GuruMine & Gurusearch
If we decide to use GuruMine and GuruSearch, following things have to be added / modified

1.  We have to build interface between GuruSearch and OES. (Shortlisting of resumes for a given assignment and passing the data to OES)

2.  We have to add Actual Designation based search to GuruSearch which will be similar to Keyword Search.

3.  We have to remove the rejection criteria from GuruMine.

4.  SQL Server 2000 has to be installed and maintained, which is much easier compared to Oracle.

Negative Side: All the PEN Nos will get re-assigned / changed.

I have tried sincerely to put-in my serious efforts / thoughts to analyse the situation. I am sure you people can do a better job than me and suggest a better solution / way to tackle this problem. So let us do it once and for all.

Hemen Parekh

OES- NO. OF EXECUTIVES PLACED” STATEMENT (REPORT)

17 Feb 2004

OES- NO. OF EXECUTIVES PLACED” STATEMENT (REPORT)

To,

All Consultants,

“Pl. refer to my yesterday’s note re: this OES report shows only 8 executives placed so far during 2003/04.

·        But, according to FINAL INVOICES compiled by Asutosh, we have, so far in the current year,

·        Placed 51 executives (see ANNEX: - A enclosed)!

·        I also enclose “ consultant-wise” statements (of executives placed), for

Team A              Team B              +      Nitmit

Raju                  Sriram
Megha               Mitchelle
Amol
Priti
Managal

·        Individual Statements are being sent to concerned consultants only.

·        By end of this week, pl. ensure that details (Input Transitions) are entered  into OES, for each & every executive whom you have placed so far – even if missing from enclosed statements.

·        Raju/SriRam/Nirmit, May, if they wish, delegate the transaction-entry work to one of their team-members, for their own exclusive assignments. If so, pl. let me know “WHO”.

Hemen Parekh

Monday, 16 February 2004

CONTROLLING THE ENDS-NOT THE MEANS OR METHODS!

16 Feb 2004

CONTROLLING THE ENDS-NOT THE MEANS OR METHODS!

Nirmit/Raju/Sriram/Mitchelle/Aparna/Sanjeev/Abhi/Reena

·    Enclosed pages are from the book MAVERICK (by Ricardo Semler)

·    When nearly 10 years (1977-1987), I tried to introduce at L&T (Powai), some of the concepts/ideals mentioned in enclosed pages. Given a strong union / conservative top management / apathetic middle management and a workforce of 7500 + at Powai, it was not easy. But, at the end of a relentless effort for 10 year, many things did change for the better.

·   Cultures cannot be transplanted overnight like a kidney transplant. But, if we keep at it for long enough, people’s attitudes do change. Our advantage at 3P is that, we are a small company and we can change our attitudes fairly quickly. I have no doubt that if we all give this an honest try, we will certainly succeed.

On Feb 14 1990 I deposited Rs. 3000/- from my personal account & starts a 3P account.

INTRODUCTIO

Just the other day, Clovis Bojikian, our Sultan for HR (yes, we still love to mock titles) and I sat around evaluating how close we now were to our dream of 19 years ago. 30 percent, we agreed. Not very good for two decades of huffing and puffing for democracy in the workplace. The worst part, however, is that we had put that percentage at 50 only three years before.

If you ask the serious people, those with blue suits and tie clips, Semco is a roaring success. We are pursued by bankers who enjoy lending money to people who have it, and are stalked to the point of sexual harassment by stock market underwriters.

By the Grand Scoreboard of Numbers, We’re doing fine: since the first edition of Maverick in 1993, we have gone from  US$35 million in sales to US$160 million, and mushroomed from hundreds of employees to 1.500 profits and profit sharing are dandy. Salaries are increasing strongly, we have internet companies making money and a half-dozen new joint ventures underway with Global 500 companies. Wunderbar!
But to us this begs, on its knees, the question: so what?

During our meager years we were deluged with pundits who, personally, behind our backs or in magazine articles, proclaimed our imminent demise. At the Federation of Industries our poor numbers were merrily displayed to other club members as a proof that this democracy nonsense was no way to run a business. Today, a whopping 85 percent of those Board members have lost or sold their companies.

We could now do a little bit of gloating, but for one issue: we were always adamant that making money and creating a sustainable organization where people felt enthused to flock to on Monday mornings – had little in common. Sure, I love making money, and I even enjoy a spot of gloating (Jung backs me on this) And yes, making money is a nice by –product of a business that is on the right track. But it is only one of many indicators.

The same way that an IQ test may tell you about people’s specific abilities in narrowly defined intelligence but tells you nothing about other vital characteristics, so profits are an indicator, but not much else. How many untold companies have gone to the doghouse surrounded by very handsome numbers? How many businesses make a killing for the owner while slowly killing off all the enthusiasm of the underlings?

Sure, we’re happy, and we feel vindicated from the soothsayers that told us to beware the ides of March. But rapid growth has brought about a backslide in our hopes of reaching corporate nirvana. Clovis and I are still a bit airy- Fairy and touchy –feely, I know, but we ain’t givin’ up yet.

Our Board meetings have two open seats for the first employees that sign up, and two more for any person in a leadership capacity that cares to show. And we still debate strategy openly, schedule meetings on a volunteer basis, and have leaders interviewed by their future subordinates. But in a time of growth, and in a pattern where we increasingly join with huge corporate partners, Clovis and I are less quirky than we’d like to be.

So the Semco story continues and, should we do badly in five to ten year’s nothing will alter our faith in freedom  and democracy as guarantors of sustainability. Maverick is a tale of flying in the face accrued business wisdom. But it is also a reminder that age-old truths about human nature, respect and integrity can be powerful allies of success. At least that’s what the numbers say, if people in striped suits can be trusted.

Recently we inaugurated our new offices, which herald the end of the headquarters and the untimely death of control. The new layout harks of a VIP airport lounger. We resisted the temptation of cutesy billiard tables and beanbags, painted nothing in citric colors and left no place for cribs or dogleashes. How undotcomlike.

But we did something else: we told people that they were all welcome to join the new system, which entails a non-territorial concept. Give up your desk and the trappings of personal space, and we give you freedom. Predictably, only half of our people have taken up the offer so far. Not everyone likes freedom, apparently.

It works like this: instead of one headquarter building; we distribute identical offices across town (four so far). To use a desk, a couch seat or a place at the cappuccino outdoor cafĂ© (modem-wired) you tap into the website and reserve a place for yourself. At any of the locales across town, presumably the closest to your house, your next meeting, or the theatre you’re going to at night. If you need a meeting area, reserve more seats close to you, or a closed meeting room (I find that 70 percent of the people believe that their meeting falls into the 10 percent of the situations of confidentiality, so we have lots of closed rooms, also). Because no one knows whether you’re at Office A,B,D or at home, you discover that, hey presto! You can also stay an extra day at the beach. And no one will know.

As I tell our people constantly: we’ve all learned how to answer email on Sunday, but none of us has learned to go to the movies on Monday afternoon. Until we learn that, we are email slaves harnessed to the wicked ways of the Profit and Loss Master.

In our new system, the ability to control, once taken away, eliminates not only the headquarters, but all of the insecurity that makes bosses glance, glare and gloat (by looking at their watches and around the office). Now, one issue alone remains: whether people are doing what they negotiated to do, be it the sale of 140 widgets per month, or the Business Plan for a new company. Now, control is passé and a badge of incompetence. Now, you are free.

As we shift into this new gear of growth without bondage, all bets are off as to where Semco will be in seven years time. The last time someone asked, seven years ago, the reply was that of Lewis Caroll: if you don’t know where you’re going, any road will take you there.

So we have arrived. And feel the corners of our mouth going from a slight smirk to was not really …a gloat. Now back to the job -70 percents.

Hemen Parekh