low productivity is the issue to tackle- not salary differentials

A Moneycontrol artictle on 30 May caused the usual 3 day outrage and hyperventilating  when it declared that – “IT CEO pay shot up 835% in a decade while fresher’s salary grew 45%” . Now that the din has died down- I have tried to dig deeper.

Summary of the Moneycontrol article

Ratio of pay between the CEO and the freshers

  • 1,973 for Infosys
  • 2,111 for Wipro,
  • 1,020 for HCL Technologies,
  • 676 for L&T Infotech,
  • 644 for Tech Mahindra,
  • and 619 for TCS, 
* Infosys and Wipro CEO’s are not based in India- so there is a ppp , adjustment that should be done here. 

Salary differentials are great clickbait- but the real problems are

Revenue per person is plateauing

  • Revenue per person in 2021   (in USD)
  • TCS- 43,409  
  • Wipro 42,775 
  • Infosys- 51,908
  • Accenture – 71,126 ( 37% more than the nearest Indian rival)

Revenue per person in 2016 (USD)

  • TCS- 46,758
  • Wipro- 42,485
  • Infosys- 48, 963
Why is this a problem; A Low Revenue per person means- 
  • Quality of work undertaken  is low value and not improved over time
  • Changes in leadership – have not increased productivity
  • The promise of digital improving profits and productivity have not been realised
  • Business model changes have not materialised and the comfort zone of Cost plus revenue model stays 37

Shrinkinflation in Retail = Pedigree shrinkage in IT Services

Lets say the big 3 Services firms hired from Tier 2/3 colleges for entry level jobs in 2010

They are now hiring from Tier 3/4 – which is not necessarily a bad thing – labour market dynamics means the better college folks are getting better jobs. But pedigree shrinkage cannot continue as below a certain category of college- the quality is of education is abysmal 

High revenue per person means- More product & More consulting

Apart from Finacle ( infosys-banking platform) what are the top 5 products created by the Indian IT Services giants ?  

Consulting teams at Accenture, Deloitte are far superior than what the Indian IT giants have been able to put together . Compensation differentials are telling – We did middle management roles for a client in IT strategy – and Accenture for someone with great pedigree and 10 years experience ranged between 40- 60,00,000 INR pa ; While similar pedigree folks in Infosys Consulting were at the most 40,00,000 INR pa

I would be really interested to see how Capco evolves in the Wipro ecosystem. A lot of earlier acquisition by the big 3 have been, for want of a better word- asset stripping for clients and talent and then left to languish as the better folks and leaders find other pastures

Radical Solution- 2 CEO's

Creating Products or getting a high level consulting revenue stream going are long gestation projects and paraphrasing Einstein  – “We cannot solve our problems with the same thinking we used when we created them OR with the same organisation design and approach to Talent which created them 

A leadership team under constant quarter/ yearly target pressure will regress back to normal- i.e take the easy way out – and continue business as usual

the new CEO can create an organisaiton focused on Consulting & Product Development  and that would mean 

  • New organisation design, delivery structures & leadership.
  • A totally different talent approach- profile of people,  Compensation & Rewards, Development & performance management. 
  • Instead of losing your better people to product companies, captives, consulting firms and e-commerce – might as well “promote” them to a better business with higher productivity and revenue 
  • The Big 3 firms have the cash to do this tomorrow – the willingness & courage  is a matter of choice! 

By Omar Farooq. Founder & CEO. Ask us how you can win the talent war !

References

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