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Making Rivigo More Human



Making Rivigo More Human

Fixing Quess Corp's broken People Model



Fixing Quess Corp's broken People Model

The Brew analyzed the people parameters in Quess Corp’s portfolio, pertaining to the staffing business (Quess, Magna & Ikya), and presented in this read are the observations and inference, which can be instrumental in fixing the broken People Model at Quess, along with traversing it to build a competitive advantage in Staffing business, something which has not been witnessed much in staffing industry, nor country.
For the analysis, The Brew’s dataset comprises solely, of information from Linkedin Insights, as information from other platforms like Glassdoor, Indeed, Kunnu or Vault were either too old, or too small a sample size. However, from the sourced relevant datasets, we are confident of drawing up the big picture in terms of existing state of People Model and outlining its fallbacks and enhancements. 
The broken People – Talent – Culture – Capability – Innovation model in Quess Corp’s staffing portfolio and the key to its fixes & competitive advantage to it.
a) From Linkedin Insights, here is the composition of Quess Corp’s workforce in terms of location – seniority – education – skillsets:

This snapshot gives us sense of how effective the People Model is in organization’s success, which in this case, is not much of an effect. Cos, the locational spread of Quess is across major metros of India, with high concentrations to Indian Silicon Valley, where availability of ready to use key talent is a major upside, equally placing the firm in the needless talent wars, along with high cost of operations from these locations.

Needless to put, this kind of strategy is often adopted by the firm’s whose organic capability development & talent acquisition functions lacks high capability maturity to ‘make’ the raw potential of talent to definite sustained capability, enabling higher value creation & capture for both, People & Organization. This conjecture is re-validated by the Seniority composition, which denotes a more bloated structure, both, in terms of price and experience – which ideally would have been sorted off, had the Capability & Talent Model reached a certain maturity to convert behaviors and skillsets in to Competencies and Capabilities.

Quess, being one of the leading players in Staffing business across country, it’s core activity of operation would be Recruitment & Employee Relations, however from the Skillset spread, these don’t appear in the Top 2 skillsets of the workforce, which is imperative of 2 things – Quess diluting it’s core competence in terms of capabilities and the broken talent management model, which seemingly is the culprit of this dilution and sub-optimal results. While this inference needs to be taken with liberal pinch of salt, as Linkedin does not depict the full picture of skillsets, however, with experience, a recruiter’s core capability is recruitment (and Linkedin is one of their prime tools of trade to deliver), and if that does not reflect in top key skills, then it’s safe to assume, that these are not recruiters or not even aspiring recruiters in the first place.

b) The People Metrics of firms in context are as follows:
Quess Corp: Average Tenure – 3 Years, Attrition (est.) – 28 % p.a.
Magna Infotech: Average Tenure – 4 years, Attrition (est.) – 24 % p.a
Ikya Human Capital solutions: 2.5 Years, Attrition (est.) – 33 % p.a.

The above gives us the sense of broken / unaligned people – talent – culture model at these companies due to their inability in retaining talent, especially in Recruitment industry, where it takes around 2 – 2.5 years to master the nuances of recruitment, domain, client and operational market, and when they are almost ripe to maximize the yields to Quess, the critical call to leave happens. Infact, a recruiter’s shelf life of being hands on is estimated to be around 8 – 10 years, before they go completely hands off, to management roles, and with respect to above stats, the practices & systems of Quess group are not designed to make people stay – grow – be invested with the organization.

If the above stats are read with the Employee Insights from point a, one can conjecture 3 things – the low probability of Entry levels converting to Senior levels (Promotions) or Inability of Culture to be a strong anchor in changing paradigms of employee decision making.

c) Given the high rate of inorganic acquisition spree that Quess group has witnessed so far, The Brew strongly urges it’s Senior Leadership to develop ways and means to institutionalize the Core Culture & Business Purposes to the new comers arriving to fold (both, in terms of new employees in existing organizations and new organizations getting inducted), while that being said, there is a strong need to create a differentiating culture and equally a similar strong alignment and pull resonating with the workforce to Quess Group’s business purpose and vision, for it to materialize in to actions, results & impact. 

Check out The Brew’s toolbox to improve People Metrics:

Disclaimer: The views and opinions expressed in this article are those of the authors and do not necessarily reflect the official position of The Brew. Examples of analysis performed within this article are only examples. They should not be utilized in real-world analytic products as they are based only on very limited and dated open source information.
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