Q. How does Yahoo! retain its top employees?
A. At Yahoo! we settle for nothing less than an addictive combination of work, opportunity and workplace, or ‘WOW’, as we call it. The ‘work’ we do is fun, since we build cool
stuff that impacts over 700 million users on the internet. I think the ability to touch millions of people across the world on a daily basis continues to be one of the most appealing aspect. Our employees get the ‘opportunity’ to work on bleeding edge innovation, alongside some of the best minds in the business. The opportunity that we give to our employees is our USP. We have created a work environment that is flexible, open and conducive to building a diverse and inclusive workforce.
Q. How has Yahoo! evolved in your tenure?
A. Yahoo! was early to realise India’s potential to emerge as an epicentre of high-end R&D, delivering strong internet products. We started with a small team and today R&D centre at Bangalore is the second largest R&D hub of Yahoo!
In the last few years, the centre has leapt the value chain, reinventing itself from an engineering centre to a customer-centric innovation hub that is making a strategic impact globally.
Q. Based on your experience, what role does HR play in M&A?
A. M&A brings unique people challenges that are outside the domain of business’ regular functioning. By keeping people issues front and centre, understanding HR’s role in each of the critical phases of the deal’s life cycle, and facilitating smooth culture integration, HR can effectively support the business and help achieve solid results from the transaction. A good way to measure a successful M&A is to pay attention to retention and engagement and ensuring that the new latent is leveraged well.
Q. Define your leadership style.
A. I believe in guiding, setting and communicating clear direction, goals and plans for my team and then leave it on them as to how they want to execute it. I feel that micromanagement can erode the confidence and motivation of employees. It is important for a leader to be direct. You need to clearly establish performance expectations and commitments with your employees and others. I believe in clearly identifying the goals and roles in the organisation and then helping leaders understand what they need to accomplish with teams.
Q. How do you manage time between work and family?
A. I believe in work-life integration and do not compartmentalise the two. You need to prioritise time; there will be days when work will take precedence and days when you will need to take time off for a family commitment. It is rare that on the same day you have pressing issues on both the sides. click here to continue...
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A. At Yahoo! we settle for nothing less than an addictive combination of work, opportunity and workplace, or ‘WOW’, as we call it. The ‘work’ we do is fun, since we build cool
stuff that impacts over 700 million users on the internet. I think the ability to touch millions of people across the world on a daily basis continues to be one of the most appealing aspect. Our employees get the ‘opportunity’ to work on bleeding edge innovation, alongside some of the best minds in the business. The opportunity that we give to our employees is our USP. We have created a work environment that is flexible, open and conducive to building a diverse and inclusive workforce.Q. How has Yahoo! evolved in your tenure?
A. Yahoo! was early to realise India’s potential to emerge as an epicentre of high-end R&D, delivering strong internet products. We started with a small team and today R&D centre at Bangalore is the second largest R&D hub of Yahoo!
In the last few years, the centre has leapt the value chain, reinventing itself from an engineering centre to a customer-centric innovation hub that is making a strategic impact globally.
Q. Based on your experience, what role does HR play in M&A?
A. M&A brings unique people challenges that are outside the domain of business’ regular functioning. By keeping people issues front and centre, understanding HR’s role in each of the critical phases of the deal’s life cycle, and facilitating smooth culture integration, HR can effectively support the business and help achieve solid results from the transaction. A good way to measure a successful M&A is to pay attention to retention and engagement and ensuring that the new latent is leveraged well.
Q. Define your leadership style.
A. I believe in guiding, setting and communicating clear direction, goals and plans for my team and then leave it on them as to how they want to execute it. I feel that micromanagement can erode the confidence and motivation of employees. It is important for a leader to be direct. You need to clearly establish performance expectations and commitments with your employees and others. I believe in clearly identifying the goals and roles in the organisation and then helping leaders understand what they need to accomplish with teams.
Q. How do you manage time between work and family?
A. I believe in work-life integration and do not compartmentalise the two. You need to prioritise time; there will be days when work will take precedence and days when you will need to take time off for a family commitment. It is rare that on the same day you have pressing issues on both the sides. click here to continue...
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
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