+iGATE has been seeing a lot of changes (as on 06 December 2013) since the new CEO Ashok Vemuri arrived like the appointments of people at managerial level. One of the most important was the replacement of Sean Narayanan, the CDO of the company by Amit Bhadra. This news was revealed by the CEO himself in a formal mail to iGators late on 5th december 2013. The email reads that the formation of a leadership group is in progress which will help and guide iGate to an even better economic growth. Around a month back the news of Sean and Ashok being involved in a heated exchange of arguments was reported, and internally the news of Sean Narayanan filing for resignation was heard; the email by Ashok finally puts an end to stories and rumours.
The internal restructing is also in progress. RMG (Resource management group) has been completely resolved into different verticals called domains (like marketing, V&V, GE). Earlier the so called 'Domains' used to ask RMG to allot people into the projects whenever there was a need, now every domain will have a RMG and its own bench. As soon as the training of an individual is completed he/she will be put under the RMG of a particular domain. If a opportunity arises in a project in some domain, the project manager will contact the RMG of that domain to onboard people from bench. This internal structuring will be profitable to the organization since the recruitment of manpower in company becomes more precise, but to the new recruits and people tagged under the wrong or uninteresting verticals it will prove bane.
The functioning of iGate RMG was questionable since after we interviewed some of its employees. Lets see if these changes will prove worth or the domain specific RMG continues to work in the same sluggish , lethargic and inept way.
The internal restructing is also in progress. RMG (Resource management group) has been completely resolved into different verticals called domains (like marketing, V&V, GE). Earlier the so called 'Domains' used to ask RMG to allot people into the projects whenever there was a need, now every domain will have a RMG and its own bench. As soon as the training of an individual is completed he/she will be put under the RMG of a particular domain. If a opportunity arises in a project in some domain, the project manager will contact the RMG of that domain to onboard people from bench. This internal structuring will be profitable to the organization since the recruitment of manpower in company becomes more precise, but to the new recruits and people tagged under the wrong or uninteresting verticals it will prove bane.
The functioning of iGate RMG was questionable since after we interviewed some of its employees. Lets see if these changes will prove worth or the domain specific RMG continues to work in the same sluggish , lethargic and inept way.
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