Making Rivigo More Human



Making Rivigo More Human

The Brew did wholesome analysis of the People Model at Rivigo, and basis the data available in public domain (qualitative datasets from Glassdoor & quantitative datasets from Linkedin) and came to following inferences.
It must equally be noted that, amongst the startups studied over half a decade, Rivigo’s People model stands out by a mile with its highly aligned people centric practices to the strong sense of its purpose, its Business Model & the Operating Model – all of it being a reflection of Rivigo’s clear minded leadership, with an understanding of building sustainable people centric organizations, with its existential purpose of making logistics human.
For a glimpse of Rivigo’s People Model & idealogy, check out the PeopleMatter’s read here - Link.
That being said, there are a few fault lines that if ironed out, can definitely improve the people yield & overall enterprise value.   
a)      Degree of Alignment to Macro levers (Culture Pervasiveness, Alignment to Purpose, & Desired Behaviors): To understand the internal mechanics of Rivigo, The Brew sampled around 23 Company reviews from Glassdoor, all of whom are from Managerial cadres, starting from Assistant Manager (usually around 3 – 5 years of experience) to Senior Manager level (usually around 6 – 9 years of experience), with a mix of Current or Former Employees and mentioned below were the findings. The reason to select the Managerial levels is its tenured industry experience, which helps in normalizing the expectations to industry norms, with controlled shades of bias & acceptance.
Count of Roles sampled from Glassdoor
Count of Role
Column Labels
Row Labels
Current
Assistant Manager
                                             2
BD Manager
                                             1
Branch Manager
                                             6
Cluster Manager
                                             3
Manager
                                             5
Operations Manager
                                           2
Product Manager
                                             1
Project Manager
                                             2
Territory Manager
                                             1
Grand Total
                                          23

Average Tenure Role wise with Rivigo of Current Employees
Average of Tenure (Years)
Column Labels
Row Labels
Current
Assistant Manager
                              1.0
BD Manager
                              1.0
Branch Manager
                              1.0
Cluster Manager
                              1.0
Manager
                              1.0
Operations Manager
                              1.0
Product Manager
                              1.0
Project Manager
                              2.0
Territory Manager
                              1.0
Grand Total
                              1.1

At the heart of it, the Tenurity spread is indicative of the high growth rate experienced by Rivigo over last couple of years, the Linkedin dataset averages its 2 year growth rate at around 130 %, with a workforce of around 1700, ending April, 2018.
Another indicative metric to Alignment to Purpose, on Glassdoor is Positive Outlook, essentially capturing the inclinations towards the firm’s purpose and its way to achieve it. For Rivigo, as presented below, it turns out to be not just a hook, but as well an effective anchor for employees – its purpose to humanize the life of Logistics enablers, starting from the truck drivers.   
Degree of Alignment to Purpose
Row Labels
Count of Aligned to Purpose
No
                                 1
Yes
                               22
Grand Total
                               23

Recommends on Glassdoor, another indicative metric, similar to Net Promoter Score, but for Employees who would recommend the peers in their network, to rub shoulders at their workplace bears a picture similar to Alignment to Purpose one.
                                                                Net Promoter Score for Employees
Row Labels
Count of Recommends
No
                                             1
Yes
                                          22
Grand Total
                                          23

In terms of desired behaviors & culture dissemination, Rivigo has around 10 nuanced attributes as its leadership principles, for entire workforce, however, more than the value system, it’s the purpose and mission of the Rivigo, that is serving to be the larger glue for getting people committed & invested – that being said, we would would have hoped for Rivigo, to differentiate between the Value system and the Culture (a few are part of its leadership traits) – as that help evolution and manifestation of culture, representing the shared collective vibe & psyche of the workplace.
That being said, it’s quite clear from the sampled reviews, Rivigo’s over emphasis on these leadership principles is creating a cognitive overload on workforce psyche, along with high targets (which in some cases have been highlighted as unrealistic, and as well a cause of attrition from senior folks), serving to be counterproductive to the positive & inspiring pull of its purpose and mission. That being said, for any workplace to deliver high on innovation capability, there needs to be a more than generous addition of Fun, Creativity, Play, Experiment, Fail & Learn. The reflection of these elements is missing in the Managerial reviews, and if institutionalized, can improve the fault lines of people model over parameters of longevity, motivation, overall productivity. Extending it’s mission of making logistics human, Rivigo should equally emphasize on Making the Workplace more human with a whole brain approach driven by boundless energy and curiosity.



These can be inferred by the wordcloud drawn from the Pros and Cons of the Managerial reviews about Rivigo -   

Workplace Pros @ Rivigo
Workplace cons @ Rivigo


b)  Broken Talent & Capability Model: From the job descriptions (of senior roles right from Managerial levels to Director levels), and from the role progressions of employees tracked over the featured over #HeroesSpeak, The Brew figured out the core fabric of talent management at Rivigo is it’s desired behaviors, or Rivigo Leadership Principles. It is yet to form a holistic Competency cum Capability model basis the functional proficiency, which if it puts in place sooner, would not only enable the rapid scale up that Rivigo is experiencing, but would also enable the workforce with clarity of the inherent rewards & recognition model. This Capability framework needs to take in account the strategic direction of Rivigo Labs, with existing operational excellence model and the startup mode of the firm.

From the Managerial reviews, it is difficult to ascertain the progressions amongst Managerial levels, but given the high growth rate of scale-ups, & non – specificity of capability parameters, the workforce emotions will oscillate between high degrees of Anticipation to Joy & Happy to Disgust, Anger & Sadness – depending on the situations of talent successions. In such scenarios, it will be equally be good thought to have fast track programs initiated with multiple path to Managerial development or Technical Expertise. This will require high investments in building an inherent Capability development maturity, not only responsible for knowledge & skills symmetry all across, but as well, institutionalizing the Rivigo way in the #IamRivigo workforce.  

c) People Model Fault-lines: While Rivigo’s People philosophy has been highlighted in the PeopleMatter’s read - Link, however there are faultlines especially in its Talent Acquisition strategy & the Retention Strategy. From Linkedin Insights, the average tenure of workforce at Rivigo is approx. 1.4 years, and workforce attrition estimated at 24 – 30 %. Both of these people model vitals are of concern in a high growth – high potential firm, both from loss of institutional memory & capabilities, but as well enterprise having a growth curve similar to a raised steps, rather than a smooth positive slope line. On the other hand, Rivigo’s talent acquisition strategy of going for pedigreed institutions & brands to hire, and the absence of creation of alternate high potential talent pools & channels can definitely skew the workforce perceptions & possibly alter the motivation & gratification model of overall organization.    

c)  Competences (Core, Organizational & Collective): Rivigo, at the heart, is a technology firm having its core competence in Technology (highly leveraged by Data science, IOT, automation & analytics) and the ability to re-design entire value chain at systems levels with focus on efficiency, innovation & value. Logistics happens to be one of core areas of play right now, and while it is at it in solving the problem at an Ecosystem level, it should keep exploring other areas of massive transformations, with a potential to disrupt with the competence of tech & ecosystem re-design. Its organizational competence is availability of fleet, pilots, streamlined processes and the operational ecosystem, which Rivigo has deployed across the country, which is channelized over the strategy of full services logistics play over a full stack offering.
Being said that, Rivigo’s Collective Competence emerges from the intersection of 3 different areas in the domain of Logistics – Operational Excellence, Technology & Innovation – individually, they contribute to the purpose of Rivigo & value for consumers – and an interplay of these is a multiplier of the same. Needless to put, the capabilities of the firm need to be vertically aligned (logistics), along with the horizontal spread to build a definite competitive advantage.
   
d)  Innovation Model: The Innovation model at Rivigo can be retweaked with a higher democratization and participation of overall workforce, encouraging larger discretionary effort spend, given the scope of innovation in logistics and unlocked value are huge. As well, Rivigo should consider opening up inorganic innovation channels for participation with similar capabilities, over crowd-sourced initiatives, improving the rate of change, and as well opening up alternate channels of high potential - high capability talent.  

See The Brew’s toolbox to improve People Metrics:
     c)      Competency Effectiveness Index

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.
All product names, logos, and brands are property of their respective owners. All company, product and service names used in this website are for identification purposes only. Use of these names, logos, and brands does not imply endorsement.
Please drop your comments, reach out on [email protected]

0 comments: