PAGE 6

n April Hiring Trends

PAGE 8
n Interview: Pam Halligan, GE Digital
VOLUME-VI I ISSUE 5 I MAY 2016  www.content.timesjobs.com

FROM CODING TO A TechGig.com survey points

towards the growing lure

HIRING
and usefulness of coding
contests among employees
and employers

Find TimesJobs.com’s career articles, expert advice and tips @www.timesofindia.indiatimes.com, Jobs & Career section
 2

TechGig.com survey

CODEATHONS
Majority of technology
professionals are
upbeat about taking

Building brand,
part in coding contests
to showcase their skills
and bag jobs, and for
employers, codeathons

spotting talent
have become a great
branding and hiring
tool

Apeksha Kaushik,

C
TimesJobs.com
ODING contests
or codeathons
have gained
popularity
among employers as well
as job seekers in the tech
domain in India. While
these competitions have
emerged as one of the
most effective ways for
organisations to access
top technology talent,
for professionals, these
act as a way to up-skill,
get recognition, build a
personal brand and bag
better jobs.
In this new study,
TechGig.com gets deeper
into the growing lure and
usefulness of codeathons.
The study surveys
both employees and
employers to understand
their perspective on
codeathons.

VOLUME-VI I ISSUE 5 I MAY 2016

www.content.timesjobs.com

< EMPLOYEE >
Have you ever participated in
codeathons?
Yes 40% No 60%
YES Male 55% Female 35%
Scenario
AAccording to a TechGig.com survey
of employees, nearly 40 per cent of the
respondents said they have participated
in codeathons at some point in their
career. Of these, 55 per cent respondents
were male and 35 per cent were female.
While the participation ratio may be
skewed towards male professionals,
enthusiasm is picking up among female
coders too with the growing popularity
of codeathons.
When asked if they are willing to
participate in future codeathons, 65 per
cent respondents said yes. Of these, 68
per cent were male coders and 70 per
cent were female coders.
In fact, TechGig.com Code Gladiators,
India’s largest coding contest now in
its third edition, has seen continuous
increase in participation of women
coders. TechGig’s Geek Goddess, a
women-only coding contest held this
year, saw massive participation.
Preference
Corporate codeathons are the most
popular type of coding contests,
according to 40 per cent respondents.
These contests can be internal gatherings
of employees to develop new products.
Niche codeathons are the second-most
preferred type of contests, liked by nearly
30 per cent respondents. They offer
platforms for development for mobile
apps, operating system variations, web
and video game upgradations.
Nearly 18 per cent respondents
also voted for language/framework
codeathons where they develop
applications in specified programming
3
Why do you participate in Have you ever got a job
codeathons? offer after taking part in
Learning
codeathons?
33%
Recognition
26%
To unlock job opportunities
20%
Win prizes No
Yes
10% 30% 70%
Networking
8% What are the most popular
Just for fun
types of codeathons?
3%
Corporate: 40%
Why do you not participate in internal gatherings of employees of
codeathons? individual companies to promote or
develop new products
16% Niche: 30%
36% platform for development of mobile
38% apps, operating system variations, web
10% and video game upgradation
Language/framework: 18%
development of apps in a specified
languages or frameworks such as
JavaScript or HTML5
Single application: 12%
improve specific language, operating or
Busy schedule management system
Manager not keen/doesn’t approve get into these contests, according to the
TechGig survey.
About 20 per cent respondents said
Not competent enough
participating in codeathons helped
them unlock job opportunities. Nearly
Not keen on participating
30 per cent participants claimed to
languages or frameworks such as
have received job offers based on their
performance in codeathons, finds the
JavaScript or HTML5. survey.
Single applications, where improvement
or upgrade of a specific language,
operating or management system is
Limitations
Nearly 38% respondents cited busy work
done, was liked by nearly 12 per cent schedule while 36% rued disinterest on
respondents, finds the survey. the part of their managers as the main
reasons for not being able to participate
Benefits in codeathons.
Most (33%) respondents said that Interestingly, about 16 per cent
the desire to learn and upskill is the respondents said they are not competent
biggest reason for them to participate enough to participate in coding contests
in codeathons while 26 per cent said while 10 per cent said they are simply
recognition among peers, seniors and not interested in taking part in such
industry leaders were the key reasons to competitions, reveals the survey.
VOLUME-VI I ISSUE 5 I MAY 2016
www.content.timesjobs.com
 4

<EMPLOYER>
How do you rate participation What is the key benefit of Share of participants
level in conducting codeathons? who receive job offers via
codeathons? codeathons?
36% Branding

32% Recruitement
38%
Less than 5%
48%
22% Engagement
12%
5-10%

38% 20% 42%

10-20%
2%
Satisfactory Low Enthusiastic 10% Innovation More than 20%

Scenario What is the biggest roadblock What are the most popular
Coding contests are fast gaining in conducting codeathons? types of codeathons?
popularity as a recruiting tool among
Corporate: 51%
technology companies in India. The level
internal gatherings of employees of
of participation is also encouraging,
with 38 per cent employers claiming 55% individual companies to promote or
Technical develop new products
in the TechGig survey that techies are
enthusiastic about participating in such constraints (to build
& implement)
Language/framework: 28%
contests. development of apps in a specified
Nearly 42 per cent organisations said languages or frameworks such as
the level of participation of employees JavaScript or HTML5
in their conding contests is satisfactory,
according to the survey. Niche: 13%
In terms of gender, organisations said 40% platform for development of mobile
Budgetary apps, operating system variations, web
male coders are more enthusiastic
constraints and video game upgradation
compared to female coders when
ti comes to codeathons. However,
Single application: 8%
things are changing with an increase Disinterest on 4% improve specific language, operating or
in the number of women coders in IT management’s
management system
organisations. part

Preference
Similar to the responses from employees,
most employers also think that corporate
codeathons are the most popular type of
coding contests followed by language/
framework codeathons.
Benefits
Employers see branding as the biggest
benefit of codeathons. Nearly 36 per
cent employers feel coding contests
help build and strengthen organisational
brands.
Besides, 32 per cent said it helps in
putting in place a better recruitment
process.
1%
Low interest from Limitations
participants Though the acceptance of codeathons
is rising among companies and
techies, several roadblocks hinder the
Nearly 22 per cent organisations
expansion of these contests. The biggest
said codeathons offer an innovative
roadblock, according to more than 50
platform to engage employees in the
per cent of the surveyed organisations,
long run while 10 per cent voted for the
inventiveness these contests bring to the is technical constraint – to build and
table. implement the programme. About 40
per cent organisations pointed towards
Nearly 48 per cent employers said that
budgetary constraints as the biggest
5-10 per cent participants receive job
hindrance in conduction codeathons
offers through codeathons while 38 per
while 5 per cent cited disinterest on the
cent said that on average, up to 5 per
part of the management and participants
cent participants find new opportunities
as a major limitation, according to the
due to these contests.
TechGig survey.

VOLUME-VI I ISSUE 5 I MAY 2016

www.content.timesjobs.com

6th Women Entrepreneurship Conference, New Delhi
Helping women take the entrepreneurial plunge
T
TimesJobs.com Bureau
O GIVE emphasis on
women empowerment and
the government’ s Make
in India initiative, Delhi
Management Association
(DMA) in association with Indus Business
Academy, Greater Noida, organised
the 6th Women Entrepreneurship
Conference in New Delhi on March 17.
Minister for Micro, Small and Medium
Enterprises Kalraj Mishra was the chief
guest and classical danseuse Sonal
Mansingh was the guest of honour at
the event. Ravindra Nath, CMD, NSIC,
conceptualised the event.
In his inaugural address, Mishra spoke
about various women entrepreneurship
schemes run by his ministry and the
Central government. He also shared
that the government has taken many
other decisions and initiatives to help
and support the women entrepreneurs
under the Make in India mission. Sonal
Mansingh said women should be
proud of their talent and not consider
themselves as inferior. On this occasion,
successful women entrepreneurs such
as Sudha Gupta, chairperson, Mother’s
Pride; Anjina Rajagopal of Sai Kripa
5
The experts spoke about
managing cross-financial
dimensions such as
effective tax planning;
insurance and investment
in a dynamic ecosystem
Foundation; Richa Anirudh, Bharti Taneja
of Alps Ltd.; Neeru Sharma of Infibeam;
Pabi Ben; Dr Veena Swarup, director-HR
of Engineers India; Nita Mehta and Rashi
Bajaj were awarded by the minister with
“Prashasti Samman” for their contribution
to women entrepreneurship and
employment generation.
The second session of the event was
based on ‘Funds and Funding: New vistas
in financing’ where speakers talked about
the advantages and disadvantages of
traditional and modern sources of funds
and funding. The session was chaired
by Dr Shikha Sharma, founder and
managing director, Nutri-Health Systems
Private. The other panellists were Sanjay
Goyal, general manager, SIDBI; Shailesh
Vikram Singh, executive director,
SeedFund; Seema Singh, general
manager, Bhartiya Mahila Bank, and
Shruti Agarwal, CFO, Felix. PN Sharma,
chairman, Singer India, chaired the third
session on ‘ Managing cross financial
dimensions in a dynamic ecosystem’ .
Raman Uberoi, COO, Crisil; Manish Arora,
president and country head-Business
Banking, Yes Bank, Dr ES Rao, CEO, IIFCL,
IDF Asset Management Co. Ltd; Anubha
Prasad, DGM, SIDBI, and Guarang Dixit,
senior general manager (Fin.), NSIC, were
the other panellists.
The experts discussed about managing
cross-financial dimensions such as
effective tax planning; insurance and
investment planning in a dynamic
ecosystem. The conference was
well received by the delegates
representing women entrepreneurs
and entrepreneurs-in-the-making from
different backgrounds. The session
ended with a vote of thanks by Dr Ekta
Saxena, programme convener and head
of corporate relations, IBA, Greater Noida.
The conference was coordinated
by Rajan Pandhi, director, DMA and
sponsored by NSIC, SIDBI and PFC
and supported by NFCG-Ministry of
Corporate Affairs, TimesJobs.com and
TiE among others.
VOLUME-VI I ISSUE 4 I APRIL 2016
www.content.timesjobs.com
 6

6%
Feb 2016

Demand rise 2%
Dec 2015
for senior
professionals
amid a -3%
stagnant
Jan 2016
-5%
market
Mar 2016
-7%
Apr 2016
-9%
Nov 2015

INDUSTRY
ANALYSIS 3% -15% -10%
Travel & Healthcare
9%
Retail
7%
BFSI
Automobile hospitality

PROFILE 2% -21% -15% -12% -11%

Medical Hospitality Administration BFSI
ANALYSIS Entertainment/ professionals
media/journalism

EXPERIENCE
WISE -1% -5%
2-5 years
-9%
5-10 years
-3%
10-20 years
-1%
>20 years
BREAK-UP <2 years

LOCATION
WISE 8% 2% -11% -7%
INDICES Vadodara & Kerala Gujarat Pune Delhi NCR

RecruiteX data for April 2016 trends based on month-over-month analysis

VOLUME-VI I ISSUE 5 I MAY 2016

www.content.timesjobs.com

SHRM India HR Tech Conference 2016, Mumbai
Leveraging technology as
effective HR enabler
TimesJobs.com Bureau
S
OCIETY for Human Resource
Management (SHRM), the world’s
largest association devoted to
human resource management, held
the second edition of ‘SHRM India HR
Technology Conference & Exposition’ in
Mumbai from April 20-21.
The two-day conference brought
together more than 650 delegates,
including mid and senior-level HR
professionals and corporate leaders
from organizations across all sectors. The
gathering also presented an opportunity
for the delegates to discuss innovative
ways to bridge the gap between HR
and technology, and how to leverage
the best of technology as an effective
enabler in HR.
SHRM Tech 2016 lay the stage for not
just setting the context of the various
technologies that can enhance the
intended goals of HR, but also as to how
it can be leveraged to the maximum.
Global trends like Blind CVs and Artificial
Intelligence were deliberated upon, and
an interesting ‘gamification’ trend was
seen as evolving globally. Every aspect
of the technology and HR mix was
identified and extensively discussed.
Two notable launches were made
during the conference this year. One, the
special launch of the Vendor Community
Platform by SHRM India and Start
Board, which will provide access to a
7
dynamic and growing community of
credible partners, apart from a host of
multiple utilities. At the same time, the
platform will create a unique opportunity
for service providers to showcase
themselves to the HR community.
The other important launch at the
conference was ‘Workplace Stress: Impact
and Outcome: An India Study, 2016’, a
joint study by SHRM and CGP (Chestnut
Global Partners). This study is the first of
its kind in India that attempts to measure
the impact of stress on the organisations’
top line and highlights the areas of
concern at all levels.
The key focus of the conference was
on the rapidly evolving workplaces and
exponential technology advancements.
Some of the speakers included Jason
Averbook, CEO, Thought Leader &
author; Viresh Oberaoi, founder CEO
and MD, Mjunction Services; Dr Sumit
D Chowdhury, founder CEO of Gaia
Smart Cities; Yuvraj Baghwala, VP- HR,
Genpact; Kevin Freitas, director, global
recruiting & rewards, InMobi; Yashwant
Mahadik, executive VP and global
CHRO, Sun Pharma; Pradeep Mukerjee,
former CEO and country head, Mercer
Consulting; Unmesh Pawar, global MD,
talent acquisition, Accenture; Jaspreet
Bakshi, senior VP, HR & regional head-HR,
People Services India; George Oommen,
director-HR, Technology & Process
Consulting; Sameer Khanna, VP and head
of HR India, Ericsson; Manu Narang, VP,
HR, American Express; Vikas Joshi, senior
director, HR Transformation, PepsiCo
Asia, Middle East & North Africa; Sunder
Ramachandran, head, training function,
Pfizer India and Abhijit Bhaduri, chief
learning officer, Wipro Ltd.
In his keynote address, Averbook
stressed upon the need for HR to “up
its game” on strategy, process, data and
storytelling. There is a need for HR to
re-focus on how it looks at itself and
its customers and the need for people,
processes and technology to work
together, he said.
“While technology has always been
considered as one of the tools of the
HR domain, the SHRM Tech conference
offered a platform to brainstorm
and minutely assess the impact of
technology on the top line of companies,
simultaneously throwing a light on key
HR Tech trends shaping up globally,” said
Achal Khanna, CEO, SHRM India.
Viresh Oberoi, founder CEO & MD,
mjunction, in his session, highlighted
how with a focus on problem-solving
and innovative use of IT, mjunction
changed the way commodities are sold.
The conference also witnessed some
expert led demo sessions. One of the
sessions ‘Redefining Talent Acquisition
in an Era of Industry Convergence’
showcased IBM Kenexa’s sciences, social,
collaboration and analytics-backed talent
acquisition solutions.
VOLUME-VI I ISSUE 5 I MAY 2016
www.content.timesjobs.com
 INTERVIEW: Pam Halligan, Senior HR Leader-IT, GE Digital
‘We’re on our feet to train,
re-skill our workforce’
Being a digital industrial company,
how do you identify and hire the right
fit in context to ever-changing digital
skills requirement?
Our skills requirement is that of a typical
software development company. This
includes software developers, product
managers, and data analysts and data
scientists. But, moreover we are looking
for candidates who have mission based
approach towards work, are outcome
focused, can work with teams and deliver
faster as per customers’ requirements.
We go to universities to look for talent
who can fit our lean and agile culture
and wants to work in a start-up setup
within a large enterprise like GE. Also,
we hire those people who are willing to
make an impact in technology intensive
industries such as Healthcare, Oil and
Gas, Power Generation and Transmission,
Transportation and Software. And, most
importantly they should love the work
they do.
As a HR leader, what are your top
digital priorities?
Recruiting the best talent is on my
mind every day even when I am
sleeping. We have been channelising
our efforts towards transforming into
a lean and agile organisation. Owing
to the disruption in the technology
industry, we are always on our feet to
train, re-skill, and up-skill our workforce.
Staying updated, staying relevant is the
differentiator for an organisation like us
to create a compelling proposition for
our existing and future employees.
How is your organisation harnessing
the power of digital workforce?
Harnessing the true potential of talent in
the digital world requires a high level of
collaboration, agility in decision-making,
active knowledge sharing and people
owning end-to-end responsibilities.
This all has to be done to reap tangible
business benefits. AT GE Digital, we allow
employees to work on flexible teams,
in exciting technology environments,
such as our upcoming state of the art
Digital Technology Hub in Bangalore.
Being a 124-year-old startup working in
varied sectors ranging from aviation to
software, our people enjoy the option
of working on projects from all corners
of the world. We let our people know
how their contribution is impacting and
adding value to the larger technology
chain. This way, we have been able to
allow fantastic flow of best practices
from one sector to another and deliver
better results for our customers.
How does external and internal
digital change impact employees,
organisations and their customers?
We have to operate in an agile fashion,
enable fast decision-making, collaborate
and learn quickly to deliver faster to
imbibe the change. To meet customers’
requirements, we have to move faster
to create an impact sooner with clear
measurable value additions.
Using IT as a pivot, how can companies
transform their approach to talent
and recruiting? For a digital-industrial
organisation such as GE Digital, how
has IT in HR turned out to be a
game-changer?
The answer to this is by making talent
recruitment itself digital. Being a digital
company, we have applied the principles
of software development to talent
acquisition. We are using analytics as the
pivot in all hiring-related decisions. This
helps us move quickly in recruitment
by staying updated on crucial market
intelligence and insights and doing
competition analysis. Thus, the power of
analytics enables us to brand ourselves
better and move in an agile fashion.
How are you enabling your
leaders to balance the needs of a
multigenerational digital workforce?
GE Digital actively works with its leaders
to create a flat organisational structure
and enable horizontal growth. To
balance the needs of a multigenerational
digital workforce, leaders have to
stay connected with the workforce
to empower them and promote a
collaborative work environment. Our
leaders support the team, enhance their
capabilities with right opportunities,
and accelerate their growth by removing
roadblocks from their path. As part of our
new culture orientation, GE Beliefs drives
the performance of the company and the
actions of our people. These beliefs are:
customers determine our success; stay
lean to go fast; learn and adapt to win;
empower and inspire each other and
deliver results in an uncertain world.
You are planning to hire a significant
number of employees within IT over
the next few years. What kind of skills
would you look for in these digital
workers?
Bangalore is a very progressive
market for GE Digital. We plan to hire
significant number of employees at
this facility. We are actively looking
for people in software development,
data science and analytics and product
development domain. Apart from
technical knowledge, what we look for
in our digital workers is high learning
orientation, risk-taking capability,
go-getter attitude and the ability to
amplify their learning with a focus on
organisational excellence.
What are the essential traits of a next
generation digital workplace 2020?
It is essential for the next generation
digital workplace 2020 to create an open
and collaborative work environment
which has minimum layers between
employees and leaders. The vertical
nature of organisations has to go away
to have a free flow of information and
exchange ideas to drive innovation. The
next generation workplace will allow its
high performers to move from team to
team for improved knowledge sharing.
And most importantly, they have to be
nimble to be change agents.
(As told to Neha Singh Verma)

Disclaimer: Information provided in this newsletter shall not be reproduced, published, re-sold or otherwise distributed in
any medium without the prior written permission of TimesJobs.com and a clear acknowledgement to TimesJobs.com.
Contact: TJinsite, TimesJobs.com, Plot No 6, Sector 16A, Film City, Noida, 201301. Write in to editor@timesjobs.com
Copyright ©2016 Times Business Solutions (A division of Times Internet Ltd). All rights reserved.