Best printers for Home

Best Mixer Grinder

Best wired Earphones

Best 43 Inch TV in India

Best Wi Fi Routers

Best Home Theatre in India

Smart Watch under 5000

Best Laptops for Education

Best Laptop for Students

<p>It's impossible to talk about workforce innovation without addressing artificial intelligence.</p><p>During a virtual roundtable, we asked Business Insider's <a target="_blank" class="" href="https://www.businessinsider.com/workforce-innovation-board-tackles-topics-such-as-c-suite-innovation-ai-worker-wellness-2024-8">Workforce Innovation board</a> to tell us how AI would transform companies over the next year.</p><p>One major topic was reskilling and upskilling employees. BI's Tim Paradis, who focuses on the future of work, asked whether there were any fears that <a target="_blank" class="" href="https://www.businessinsider.com/vinod-khosla-universal-basic-income-ai-job-loss-2024-9">dire predictions of AI</a> outpacing human capabilities to learn, like those advanced in a recent article by Sun Microsystems cofounder <a target="_blank" class="" href="https://www.khoslaventures.com/ai-dystopia-or-utopia/">Vinod Khosla</a>, would prove true.</p><p>"The basic drivers of job creation will change with a technology that does not only augment human capabilities, but also may surpass them altogether," Khosla wrote, "leaving education and upskilling — a historical avenue for retraining and relevance — somewhat impotent."</p><p>Board members rejected the grim prognostication.</p><p>"I disagree with that statement," said Justina Nixon-Saintil, IBM's vice president and chief impact officer, though she agreed that AI would exacerbate the digital divide.</p><p>"We made a commitment to scale 2 million people in AI by 2026," Nixon-Saintil said. "There's a sense of urgency in making sure we are not leaving people behind."</p><p>AARP's Marjorie Powell argued that the global labor shortage was evidence of an enduring need for human workers but that no one can afford to be complacent. "You're going to have to relearn how to do your job," Powell said.</p><p>Others described the importance of communicating clearly with workers about what AI means for their jobs now and in the future.</p><p>"We're trying to figure out how this transformation is going to occur," said Chris Deri, the president of the corporate advisory businesses at Weber Shandwick. "There has to be transparent communications and stakeholder engagement alongside figuring out these enterprise and strategic matters."</p><p><em>The following has been edited for length and clarity.</em></p><h3 id="4a721470-9d79-4540-a871-62ad779b2870"><strong>How will the most innovative companies be transformed by AI over the next 12 months?</strong></h3><h2 id="58f968af-3acb-493b-870e-b8d2bf021db1"><strong>Justina Nixon-Saintil, vice president and chief impact officer, IBM</strong></h2><h3 id="a436d836-8481-4230-8a70-68bd3cfe6353">"Any tasks or jobs in the company that could be automated by AI will happen within the next year."</h3><p>A lot is going to change. Any tasks or jobs in the company that could be automated by AI will happen within the next year. For any jobs that cannot be automated, workers will need to understand how to work alongside AI.</p><p>You need to understand what AI means for your role, how to use it to <a target="_blank" class="" href="https://www.businessinsider.com/how-use-ai-save-time-work-best-ways-use-chatgpt-2024-9">increase productivity or efficiency</a>, and how to create new products and solutions leveraging AI. That's going to be the big shift, and here we actually continue to upskill our employees to prepare for that shift.</p><p>Last year, we had an AI challenge across the company, and a huge percentage of our employees participated. They had to get training first, and then they were part of a team to come up with innovative solutions leveraging AI. We did it again this summer. So the company is very focused on how to upskill all employees, because it's going to impact every role in the company.</p><h2 id="82ccd740-f6d2-4536-8e3d-54d9f225dac0"><strong>Anant Adya, EVP, service offering head, and head of Americas delivery, Infosys</strong></h2><h3 id="66cbaa75-725e-4e65-880c-285d5d102e74">"How can we eat our own dog food right before we start telling customers to adopt AI?"</h3><p>We have two objectives. One is to become an AI-first enterprise. The first task is to see how we can start using AI in everything we do, whether it's in our claims or travel expenses, procurement, or handling invoices.</p><p>Our philosophy is very simple. AI is not about replacing an individual or replacing an employee but how we can amplify our productivity by using the tools. How can we eat our own dog food right before we start telling customers to adopt AI?</p><p>Second is that for all the offerings that we have today, we want to make sure we infuse AI into them. When we go and talk to our customers about task-level automation, coding or developing an application, or migrating a workload into the cloud — how can we infuse AI into everything that we do? So it doesn't just become a people-based offering but a people-plus-AI-based offering.</p><h2 id="961badc0-cb06-4d47-9329-ac1f1b2d70dd"><strong>Marjorie Powell, chief HR officer and senior vice president, AARP</strong></h2><h3 id="0aee923e-e647-43c9-bf57-4c2ecc03a872">"It's important that everyone learns how to deal with prompt engineering; we are not going to hire prompt engineers."</h3><p>We believe there's going to be a greater emphasis on <a target="_blank" class="" href="https://www.businessinsider.com/ai-will-change-most-jobs-employers-help-workers-keep-up-2024-8">upskilling and reskilling</a> alongside AI technologies.</p><p>It's important that everyone learns how to deal with prompt engineering; we are not going to hire prompt engineers. It's going to become a skill for employees to craft clear and specific prompts, adjust to the right audience, and utilize elements and problem-solving skills to identify inaccurate responses.</p><p>It's about adaptability. Employees are going to have to be open to continuous learning and adapting to new AI tools and technologies in their jobs. So we make sure we're providing some kind of atmosphere and culture for being excited and energetic about learning.</p><p>The workforce will have to problem-solve regardless of the tool and the technology, and it will require test-and-learn approaches. We created a "community of practice" in the company where individuals can join and help with peer learning and have a sandbox to play around with AI, depending on where they are.</p><p>They can cross-pollinate across business-unit lines, and that has become very exciting. We also use that group to pilot the new technologies we're considering rolling out to the company.</p><p>Data literacy is going to be very important — understanding how to read and interpret and tell a story of the data.</p><p>We're also developing power users in the company, people who are really, really good at this that other employees can tap into when they need help.</p><h2 id="0ef1d87b-57f3-4474-bfdc-21c4f4fc1b74"><strong>Alicia Pittman, global people team chair, Boston Consulting Group</strong></h2><h3 id="dd47519b-c973-4a00-b508-f05159afdea8">"Gen AI also offers an opportunity to avoid leakage of human capital, which obviously we all care quite a lot about."</h3><p>We have 35,000 employees, and north of 70% are active users of <a target="_blank" class="" href="https://www.businessinsider.com/companies-using-ai-bain-survey-roi-2024-6">generative AI</a> now. We've taken a full-company approach of upskilling and rolling out both custom and off-the-shelf tools, regardless of the job.</p><p>The bottom-up innovation power of gen AI is super exciting. For example, our teams and employees have created more than a thousand custom GPTs, mini automation machines, to-do scripts, and dashboards to create bespoke analyses and build newsletters — it's super quick, and it doesn't require big investments or processes.</p><p>That's one thing that's specific to gen AI versus other types of technology innovation — it's sparking a lot of energy and unlocking human capacity.</p><p>Gen AI also offers an opportunity to avoid leakage of human capital, which obviously we all care quite a lot about. It really changes the game in terms of the amount of learning you can keep within the team and not lose as people move around.</p><p>We're also seeing how gen AI is creating an exoskeleton for generalists to be able to take on more technical tasks. It's not going to turn a generalist analyst into an expert coder, but actually our analysis would show that they can get 80%-plus there on some coding tasks, which then you still need the expert coder to do quality control.</p><h2 id="d130e1cc-4600-48d2-941b-e5e5b1eddc1f"><strong>Maggie Hulce, chief revenue officer, Indeed</strong></h2><h3 id="d4c2bf89-e522-4f0d-bbff-d8d4f916c1e1">"Do I have to build this huge team of AI engineers? The answer is no."</h3><p>We're trying to infuse AI in all our externally facing products and solutions to make them more insightful, intuitive, and delightful to use — and, in many ways, to create experiences that mimic what a personalized human experience might be like, but at scale.</p><p>We also see most roles and workflows becoming augmented with AI. That's becoming more and more obvious as the months go on and as teams engage with AI and find applications and new ways of working.</p><p>I was at Dreamforce recently in San Francisco. What Salesforce <a target="_blank" class="" href="https://www.salesforce.com/news/press-releases/2024/09/17/google-autonomous-agent-partnership/">unveiled</a> was how it wants to help companies essentially launch AI agents in sales, <a target="_blank" class="" href="https://www.businessinsider.com/verizon-is-using-generative-ai-to-streamline-business-relationships-2024-7">customer service</a>, marketing, and commerce.</p><p>For many companies to get the full power of what AI can do, you have to be able to link up lots of different datasets that are usually in disparate places. It's hard work, and it's very time-consuming. To hear the stories of companies being like, "Guess what, you don't actually have to move that data around anymore," this is going to change how a lot of companies experiment and start to play with AI-oriented applications that will fundamentally change their operations.</p><p>There are a lot of companies out there that have already started to light it up. We're thinking a lot about how sales, customer service, marketing, and product have operated for a long time in various silos. When you think about customer experiences, they really shouldn't be that way. They should be much more integrated than they are today. Some of these technologies can be part of the accelerants for how customer experiences can be reimagined.</p><p>Part of what's been hard for people is like, "OK, but do I have to get all of these disparate parts of my company to all work together in a new way? Do I have to build this huge team of AI engineers?" The answer is no. You don't have to be the tip of the spear in terms of sophistication.</p><h2 id="8b49bd10-b04d-4857-afbc-b2979d5711e9"><strong>Kenon Chen, executive vice president of strategy and growth, Clear Capital</strong></h2><h3 id="550eee1b-ffef-4a90-bbea-a94d7a6ba7a2">"As AI accelerates, you also have to accelerate the handling of data in a way that can produce accurate models."</h3><p>At Clear Capital, we participate in the highly regulated housing-finance industry. To enable AI to be used in accordance with our clients' expectations of governance and quality control, we've taken a three-pronged approach.</p><p>First, we've been investing in creating good industry standards and working with the industry to ensure there's agreement on how AI models should be tested, how they ensure compliance with antidiscrimination and fairness practices, and how the data should be handled.</p><p>Second, we've been investing a lot in higher-quality data. As AI accelerates, you also have to accelerate the handling of data in a way that can produce accurate models. So we've invested quite a bit in better digitization and generation of data.</p><p>Third is fostering collaboration between innovators, industry players, policymakers, and regulators. We participated this year in the Federal Housing Finance Agency's generative-AI tech sprint, where about 80 leaders from different aspects of the housing industry brainstormed ways to apply generative AI to the lending process to improve borrowers' experience.</p><p>One thing that became clear after participating in that was where we have more tools and more capabilities to accelerate. We always have to go back to the why: What is the mission? And we have to make the mission at the company level that much more clear so that as we apply these new tools, it's always for the sake of the mission.</p><h2 id="5e045b5f-3490-4435-8321-bab58740eaa8"><strong>Chris Deri, president, corporate advisory businesses, The Weber Shandwick Collective</strong></h2><h3 id="79930c20-445b-4959-b644-53f07e252292">"There's a mega-trend need for all of us to adopt AI and understand it, but that means something different for different parts of our organization."</h3><p>We're a public-relations firm, so we're looking at AI for ourselves and for our clients.</p><p>In terms of our own people, one lesson we've already learned is that there was an instinct to take a top-down approach, as in everybody's got to figure out how AI is going to change their business, but we need to take a bottom-up approach.</p><p>In the simplest sense, we do consumer marketing, healthcare marketing, and corporate advisory work. We really need to design training for each of the different practitioner types.</p><p>There's a mega-trend need for all of us to adopt AI and understand it, but that means something different for different parts of our organization.</p><p>Another thing we're doing is creating a futuristic think-tank group in our company — three or four people who have been putting together an ecosystem to give us constant learning. We also have academic institutions, investors, technologists, and other practitioners to help.</p><p>We're also looking at our business model and how we budget and scope. The classic assignment we get is companies call us and say, "We want to map our stakeholders and what their expectations are of us." That used to be a project that we would figure out with just consultant time. Now we're applying AI to do some of that.</p><p>We need to figure out how to take advantage of those efficiencies to add new value — that human value. So we need to relook at our entire business and service model, and we haven't figured it all out yet.</p><p>Anant talked about "eating your own dog food." We've mapped out the implementation of that stack for ourselves to test and learn, and then we will start to use that in how we show up as advisors to our clients on the same journey.</p><h2 id="3bf33684-0da6-43af-856a-e0d807c42725"><strong>Sharawn Tipton, chief people and culture officer, LiveRamp</strong></h2><h3 id="2513253b-1145-4ac9-afad-cb752e1513d8">"What we're trying to do is really keep people at the center of this transformation."</h3><p>We're thinking a lot about the AI trust gap. I'm in San Francisco today, and I was walking around and I saw all these autonomous vehicles, and it dawned on me that my mother would never ride in one. She just does not trust that technology.</p><p>As a data company, we're thinking a lot about how do we ensure that our customers, our clients, and our partners trust that we're going to protect their data and use AI when appropriate and be certain that we have safeguards for when it isn't appropriate. And then I think the biggest area that my team is focused on with this trust gap is job security and what this means for the average worker.</p><p>So what we're trying to do is really keep people at the center of this transformation. We're thinking a lot about employee resource groups. That way we've been able to reach all different types of team members. So how do we target our ERGs and think about who are the slow adapters? Who are the folks that typically get left behind, and how do we give them a little extra push?</p><p>What we want to do is think about how to continue to have our team members trust their leaders, but also trust AI and where we're going, and get them to understand this isn't about replacing jobs. We are really focused on transforming jobs. That is a huge shift and a huge opportunity for us.</p><h2 id="c0d7e4c7-96a5-41d7-8c3f-29dee443e291"><strong>Shane Koller, senior vice president and chief people officer, Ancestry</strong></h2><h3 id="2fb41060-9718-4c06-940a-5ac8246457b5">"The more people we get thinking about governance, the better AI technology will be used."</h3><p>There are a lot of different points of view on what AI will and will not do and how quickly.</p><p>I was reading an article in The Wall Street Journal over the weekend that said for every one person who believes that AI is going to replace everyone's jobs, there are three or four who think there's going to be this boom in AI and then it's going to settle down. And that the promise we think AI is going to deliver will probably take longer than we think to come to fruition.</p><p>One of the things that we've been doing at Ancestry very intentionally is bringing up the subject of governance, because I think we all think of AI as this steamroller that's going to come and either we're going to step aside from it or we're going to get steamrolled.</p><p>The more people we get thinking about governance, the better AI technology will be used. And I say that within Ancestry as well as within companies in general and within governments. We have more of a role to play in how this rolls out than we think.</p><p>We've been building AI into our product for over 10 years now, and we've been giving more thought to how would we govern the use of AI within our own company so that we're not, for example, putting our customers' data at risk. We're very conscious that security and privacy is first and foremost in every discussion. It's really about how you govern such an amazing technology.</p>

Leaders from BCG, Infosys, AARP, and more predict how AI will transform top companies in the next 12 months

<ul><li><keyword id="19906778" type="General" weightage="100" keywordseo="Infosys" source="keywords" meta.keywordsubtype="org" meta.entityname="Infosys" meta.hostid="261" meta.entityid="Infosys">Infosys</keyword> has delayed hiring of 2000 young professionals</li><li><keyword id="20033579" type="General" weightage="20" keywordseo="NITES" source="keywords" meta.keywordsubtype="org" meta.entityname="NITES" meta.hostid="261" meta.entityid="NITES">NITES</keyword> has filed a complaint in the matter</li><li>Infosys is also making headlines for its new Power Programme</li></ul><br />The Nascent Information Technology Employees Senate (NITES), a Pune-based <keyword id="22859482" type="General" weightage="20" keywordseo="IT-employee-union" source="keywords">IT employee union</keyword>, has filed a formal complaint with the Ministry of Labour and Employment against Infosys. The union alleges that Infosys has delayed the <keyword id="22570539" type="General" weightage="20" keywordseo="onboarding-process" source="keywords">onboarding process</keyword> for around 2,000 <keyword id="22859483" type="General" weightage="20" keywordseo="fresh-engineering-graduates" source="keywords">fresh engineering graduates</keyword> for over two years, leaving them in a state of uncertainty and distress.<br /><br /><h2>Infosys delayed freshers' onboarding for more than two years</h2>According to NITES, these graduates were selected for roles such as system engineer and digital specialist engineer as early as April 2022. Despite receiving offer letters, the onboarding process has been repeatedly postponed. The affected graduates were required to participate in unpaid pre-training programs and undergo additional, unexpected assessments, further complicating their entry into the workforce.<br /><br />NITES claims that despite fulfilling all the prerequisites set by Infosys, these young professionals have been kept in limbo, leading to significant frustration and anxiety. The union views this situation as a serious breach of trust by Infosys, which has long been regarded as one of the pillars of India’s IT industry.<br /><br />Harpreet Singh Saluja, President of NITES, expressed deep concern over the situation, emphasizing the broader implications for the Indian IT sector.<br /><br />“We believe that this is not just a breach of trust by one of India’s largest IT companies, but also a significant issue that impacts the future of our country’s <keyword id="22360158" type="General" weightage="20" keywordseo="IT-workforce" source="keywords">IT workforce</keyword> and economy. We are calling on the government to take immediate and strict action against Infosys to ensure that such exploitative practices are halted and that the rights of these young professionals are protected,” Saluja said, according to a report by The Economic Times. <br /><br />The complaint filed by NITES highlights that even after long delays, the graduates were asked to participate in an unpaid virtual pre-training program from July 1 to July 24, 2024. They were promised final joining dates of either August 19 or September 2, 2024. However, despite completing the training, they were informed that they would need to retake the exam offline, once again without pay. This has only added to their frustration and uncertainty about their future with the company.<br /><br /><h2>Infosys’ Power Programme</h2>In a contrasting development, Infosys is also making headlines for its recent campus placement drive, where it has introduced a new 'power programme.'<br /> <br />According to a report by The Times of India, the company is offering pay packages of up to Rs 9 lakh per annum to select colleges, a significant increase from its standard entry-level packages, which typically range from Rs 3-3.5 lakh. This move is seen as part of Infosys’ strategy to attract highly specialized talent in areas such as coding, software development, cloud computing, AI/ML, and cybersecurity.<br /><br />Infosys plans to hire between 15,000 and 20,000 graduates in FY25. During its earnings call last month, Infosys announced plans to resume campus placements and off-campus fresher hiring in the current fiscal year. The top four IT firms in India are expected to collectively add about 82,000 freshers in FY25. Among them, HCLTech and <keyword id="19945574" type="General" weightage="20" keywordseo="wipro" source="keywords">Wipro</keyword> plan to hire 10,000 and up to 12,000 freshers, respectively.<br /><br /><strong>SEE ALSO: <a href="https://www.businessinsider.in/careers/news/work-life-balance-is-a-myth-photo-of-man-working-in-front-of-momo-stall-goes-viral-internet-reacts/articleshow/112516510.cms" data-type="tilCustomLink" target="_blank">'Work-life balance is a myth’: Photo of man working in front of momo stall goes viral, Internet reacts</a><br /></strong><a href="https://www.businessinsider.in/tech/article/arrange-or-love-marriage-debate-is-passe-people-are-now-marrying-their-ai-partners/articleshow/112522764.cms" data-type="tilCustomLink" target="_blank"><strong>Arrange or love marriage debate is passe, people are now marrying their AI partners</strong></a><br />

Infosys delays onboarding of 2,000 graduates for more than 2 years, NITES files complaint

<keyword id="19982504" type="General" weightage="20" keywordseo="IIT-Bombay" source="keywords" meta.keywordsubtype="org" meta.entityname="IIT Bombay" meta.hostid="261" meta.entityid="IIT Bombay">IIT Bombay</keyword> is one of the top choices for recruiters and every year, many graduates from the institution get lucrative <keyword id="19897127" type="General" weightage="20" keywordseo="job-offers" source="keywords">job offers</keyword> that make headlines. The 2023-2024 placement season at the institution just came to a close and a detailed report of the same is available on IIT Bombay's website. As per the report, around 75 percent candidates got a job offer this time.<br /><br /><em>"The placement sea</em><em>son was successfully completed with three out of four students securing desired job profiles despite the challenging job scenario. The total recruited Ph.D. students are 32 out of 118 active participants. Considering the total number of participating students, the placement percentage is nearly 75%. Most of the remaining unplaced students have identified avenues to be gainfully employed. Some of the unplaced students prefer higher studies, self-employment, or entrepreneurship over the jobs being offered to them. Almost all of the participating companies have honored their job offers," </em>the report said.<br /><br />However, the lowest salary being offered to students this year is making headlines as it dropped to 4 LPA this year.<br />Let us take a look at some of the highlights of the <keyword id="23022543" type="General" weightage="20" keywordseo="2024-placements" source="keywords">2024 placements</keyword> in IIT Bombay, including the highest salary packages, <keyword id="23022544" type="General" weightage="20" keywordseo="top-recruiters" source="keywords">top recruiters</keyword>, and an overview of student placements and internships.<br /><br /><h2><keyword id="23018452" type="General" weightage="100" keywordseo="IIT-Bombay-2024-placements" source="Orion">IIT Bombay 2024 placements</keyword>: Highest salary</h2>One of the standout features of this year’s placements was the 22 job offers exceeding INR 1 crore per annum, reflecting demand for specialised skills in certain sectors. Additionally, 78 students accepted international offers, indicating the global opportunities accessible to IIT Bombay graduates.<br /><br /><h2 style="margin-bottom: 0.7em; line-height: 1.3; color: rgb(0, 0, 0); font-size: 24px; background: 0px 0px rgb(255, 255, 255); text-rendering: optimizelegibility;">IIT Bombay 2024 placements: Average salaries</h2>The overall average annual CTC (Cost to Company) offered during the 2023-2024 placement season was Rs 23.50 LPA (Lakhs Per Annum), marking a 7.7% increase from the previous year’s average of Rs 21.82 LPA. The median salary stood at Rs 17.92 LPA, underscoring the consistent demand for graduates across various sectors. These numbers are a testament to the robust job market that IIT Bombay students enter upon graduation.<br /><br /><div type="Article" hostid="261" msid="109184947" title="Fresher hiring sees a significant decline, particularly in IT sector! What should you do?" mstype="2" mssubtype="0"></div><br /><h2>IIT Bombay 2024 placements: Lowest salaries</h2>While the focus often falls on the highest salaries, it’s important to note that there were also offers at the lower end of the spectrum. As mentioned already, the lowest salary offers during the 2023-2024 placements fell within the Rs 4 LPA to Rs 6 LPA range this year. Earlier, the lowest salary offered to students used to be 6 LPA.<br />As per reports, 10 students accepted offers that fell within this range. These figures are more common in sectors such as education and design, where entry-level salaries tend to be modest compared to other fields.<br /><br /><h2>IIT Bombay 2024 placements: Number of students who got jobs </h2>Out of the 2,414 students who registered for placements, 1,475 students secured job offers, bringing the placement rate to 74.53%. The placement drive saw participation from 364 companies, with 1,650 job offers being made. In addition to full-time roles, internships also played a crucial part in student preparation and employment. A total of 1,267 internship offers were made, including 1,177 from companies and 90 from universities, reflecting a 13% increase in internship opportunities compared to the previous year.<br /><br /><h2>IIT Bombay 2024 placements: Top recruiters</h2>This year, the Engineering and Technology sector emerged as the top recruiter, with 430 students being hired by 106 companies. The IT and Software sector followed closely, offering 307 job positions. Finance, Consulting, and Research &amp; Development were also prominent, with significant hiring across these domains. Major companies participating in the placements included top Indian and multinational firms.<br /><br /><h2 style="margin-bottom: 0.7em; line-height: 1.3; color: rgb(0, 0, 0); font-size: 24px; background: 0px 0px; text-rendering: optimizelegibility;">IIT Bombay 2024 placements: Pre-Placement offers</h2>Pre-placement offers (PPOs) continued to be a vital aspect of the placement process at IIT Bombay. In the 2023-2024 placement season, students received 300 PPOs, of which 258 were accepted. These offers were largely made after the completion of summer internships, highlighting the importance of these internships in securing full-time positions.<br /><br /><h2>Comparison of the number of students placed in the last four years</h2>IIT Bombay has seen lesser student placement numbers over when compared to last year. However, when we look at the last four years, the numbers have been stable. In the 2020-2021 season, 1,150 students were placed, which rose to 1,441 in 2021-2022. The peak was reached in 2022-2023 with 1,516 placements, while this year saw a slight decrease to 1,475.<br /><br />This slight dip from last year’s record high can be attributed to the challenging global economic conditions.<br /><br /><h2>Number of offers from different programs</h2>Different academic programs at IIT Bombay saw varying levels of placement success. The B.Tech program led the way with 683 placements, followed by the M.Tech program with 415 placements. The Dual Degree (B.Tech + M.Tech) program saw 152 students placed, while other programs such as M.Sc., M.Des, and Ph.D. had varying placement numbers, reflecting the diverse opportunities available across disciplines.<br /><br /><h2>International opportunities</h2>This year’s placement season also highlighted a significant rise in the number of international offers, with students receiving opportunities in countries like Japan, Taiwan, Europe, the UAE, Singapore, and the USA. 78 international job offers were made to students this year, whcih is an increase when compared to 65 offers last year. Additionally, the number of companies participating in the placements grew by 12%, indicating steady interest from employers.<br /><br /><strong>SEE ALSO: <br /></strong><a href="https://www.businessinsider.in/business/news/will-protest-in-front-of-infosys-office-if-date-is-breached-nites-president-as-1000-freshers-get-joining-date/articleshow/112913256.cms" data-type="tilCustomLink" target="_blank"></a><strong><a href="https://www.businessinsider.in/business/news/swiggy-co-founder-reveals-the-company-had-0-orders-on-day-1-now-it-has-over-3-lakh-partners/articleshow/112884424.cms" data-type="tilCustomLink" target="_blank">Swiggy co-founder reveals the company had 0 orders on day 1, now it has over 3 lakh partners</a><br />Will protest in front of Infosys office if date is breached: Nites president as 1,000 freshers get joining date</strong><br />

IIT Bombay 2024 placements: Lowest salary drops to Rs 4 LPA, 22 students get Rs 1 crore package

<p>Executives from 10 companies who are participants in our first-ever Workforce Innovation Board convened for a virtual roundtable on August 21.</p><p>The group was asked to share which topics they're most focused on between AI, worker well-being, diversity, equity, and inclusion, and C-suite transformation.</p><p>While worker well-being and AI were the most commonly cited trends, there's clear overlap and intersectionality across all four topics.</p><p>Successful employees need training and support, equitable and fair access to opportunities, and reassurances about the integration of AI. C-suite leaders, facing internal and external scrutiny and pressures, need a productive and motivated workforce, and to organize in new ways to enable innovation.</p><p>At the inflection point is the enormous job companies have to not only encourage AI adoption but also equip employees with what they need to take part in the transformation that is underway.</p><p>"There's a positive story to be told," said Jack Azagury, the group chief executive for consulting at Accenture. "Related to that is a massive amount of reskilling and training that's going to need to happen to make sure nobody's left behind on this journey."</p><p>In this article, discover what each board member told us about their workplace priorities.</p><p><em>The following has been edited for length and clarity.</em></p><h2>'We're trying to understand a more holistic view of worker well-being'</h2><p><strong>Shane Koller, senior vice president and chief people officer, Ancestry</strong></p><p>The two topics we're most focused on are worker well-being and DEI.</p><p>We transitioned to a hybrid-flexible work environment a couple of years back, and we've been trying to understand both the positives and the negatives from that shift. We've been a very culture-centric company in the past.</p><p>Now having more people distributed throughout the world, there's a question coming up more often about whether or not people feel too disconnected from their colleagues, so we're trying to understand a more holistic view of worker well-being.</p><p>The other is diversity, equity, and inclusion. We are looking to build products that bring more people in from across the globe. We believe our workforce needs to represent the diversity of the world in order to build great products.</p><h2>'The key to unlocking the potential of AI is to make sure that our employees are embracing it and are excited about the value'</h2><p><strong>Lucrecia Borgonovo, chief talent and organizational-effectiveness officer, Mastercard</strong></p><p>Top of mind is C-suite innovation, but it's more around organizational transformation.</p><p>Earlier this year, Mastercard announced changes in our organizational structure in support of the new vision and strategic priorities that our CEO has laid out: How do we make sure that we're structuring to unlock the potential and growth of the organization?</p><p>Related to that is AI. As part of this new organizational structure, we announced our chief AI and data officer, one individual who would help bring together a cohesive strategy and vision for the organization's AI.</p><p>The key to unlocking the potential of AI is to make sure that our employees are embracing it and are excited about the value these new technologies can have on their well-being and the quality of their work.</p><p>We're making a lot of different resources available for employees, whether they're on demand or self-paced, depending on where they are in their AI journey and the type of work that they do.</p><h2>'The intersection of AI and C-suite transformation is pervasive'</h2><p><strong>Jack Azagury, group chief executive for consulting, Accenture</strong></p><p>In terms of the work that I do with clients, the intersection of AI and C-suite transformation is pervasive. In over 400 client discussions in the last nine months, only three did not include the topic of AI.</p><p>A lot of our clients have dozens of AI pilots everywhere. Very few have a coherent business case and a true reinvention and transformation.</p><p>So at that intersection, how do you take a few areas of the company and look at them end to end with a business case that could include revenue uplift, or cost, or employee engagement — but a real business case and a real talent strategy. How do you retrain your employees and reskill? What new jobs do you need? What jobs will go away? What superpowers will employees get? And then having the right tech stack, the right data, the right responsible AI framework.</p><p>So how do you have a holistic C-suite transformation powered by a move away from a lot of AI pilots that are just plugged into existing processes — which are interesting but not having a fundamental impact on the performance of the company?</p><h2>'C-suite transformation is harder and more interesting than ever'</h2><p><strong>Alicia Pittman, global people-team chair, BCG</strong></p><p>I'm responsible for driving generative-AI usage across BCG. We want our people to be at that cutting edge in terms of responsible AI and understanding all the risks of it, to use it creatively, and to be able to live in our clients' shoes about what it takes to make this amazing technology have high impact.</p><p>AI is driving better, higher-quality impact and insights for us, which is most important. It is driving areas of productivity. But the other thing that lights me up the most is that it's really improving what I would call joy.</p><p>One of the quotes I love is from focus groups where someone said, "The thing I love about AI is that it saves me at the ugliest hours of the day." That time when you're sitting at a blank screen toward the end of the day and you don't know what to do, that's when AI really is a friend.</p><p>C-suite transformation is harder and more interesting than ever. The markets are volatile. The half-life of market leadership keeps getting shorter and shorter. We have C-suite executives and the clients that we serve wrestling — needing to both save costs but also invest in AI and change the way they lead and manage their workforce.</p><h2>'AI is not about cost takeout. It's about the ability to do more and amplify the potential of our employees.'</h2><p><strong>Anant Adya, executive vice president, service-offering head, and head of Americas delivery, Infosys</strong></p><p>DEI, and within that, gender diversity, is something that we are very passionate about.</p><p>At the company level, we are at 39.3% women, but as you go up the value chain, the gender diversity actually drops. So we are deliberately trying to see what we can do to improve that percentage at senior levels.</p><p>The second is, of course, AI. And the way we look at AI is it's not about cost takeout or cost savings, but it is about how we use AI and amplify the potential of our employees to do more.</p><p>Most think that with AI, you can take cost out, you can save money. But AI, and especially generative AI, is not about cost takeout. It's about the ability to do more and amplify the potential of our employees.</p><h2>'Studies have shown that employees want managers who are engaged, who are coaches versus supervisors'</h2><p><strong>Marjorie Powell, chief human-resource officer and senior vice president, AARP</strong></p><p>The topics we've been focusing on are workplace well-being and artificial intelligence and emerging tech. We have to reach our 38 million members, and now with the use of this technology, we can meet them where they are and personalize their experience.</p><p>In order for us to do this, we're allowing our staff to use AI within their jobs and to create innovative ways to amplify their work and meet their goals and objectives. We've always been very excited about adopting technologies, particularly as it pertains to making people's lives better as they age.</p><p>I also spend a lot of time on worker well-being because of the new hybrid work environment, and this goes to our people-leader effectiveness. Studies have shown that employees want managers who are engaged, who are coaches versus supervisors.</p><p>So we are transforming that leadership quotient for our people leaders within the company to be able to adjust to that and make sure that we have a very robust work environment, no matter where the person sits or where they work from.</p><h2>'We've had to move upstream from being focused on workplace to the very nature of work and the workforce itself'</h2><p><strong>Neil Murray, CEO, Work Dynamics at JLL</strong></p><p>My day job is working with the biggest corporations in the world and helping them with their workplace strategy, which obviously has changed quite dramatically over the last number of years.</p><p>We've had to move upstream from being focused on workplace to the very nature of work and the workforce itself, hence worker well-being being at the center of what we do and our thinking. The second thing would be C-suite transformation. For me, that incorporates both AI and DEI.</p><p>Sitting on the executive board of a global Fortune 200 business, the world has changed quite dramatically for us in how we organize ourselves in terms of operating model. The skills required have changed quite dramatically. The notion of empathetic leaders who deeply understand people but also have the skills to leverage platforms at scale, to deal with ongoing geopolitical tensions and macro challenges that seem to have become the norm in leadership.</p><p>What doesn't serve us well is the notion of the rise of nationalism and protectionism — how do we deal with that? How do we find the balance between global vertical expertise with the local knowledge and execution required to operate in this world around us?</p><h2>'We have made significant commitments to responsible AI'</h2><p><strong>Maggie Hulce, chief revenue officer, Indeed</strong></p><p>Every three seconds, somebody gets a job on Indeed. We come at this with a focus on how we help our employees but also how we're helping the world of work.</p><p>For AI, we're thinking a lot about how to improve how we work, fraud detection, next best action marketing copy, many things like that. We also have a commitment to help 30 million people facing bias get hired. And so we have made significant commitments to responsible AI and have published our responsible-AI principles.</p><p>A big focus for us is worker well-being. We have a work-happiness score, which is the largest dataset in the world of what makes workers happy in their roles. It includes lots of different dimensions, like fair pay, flexibility, inclusion, learning, and how your manager works with you.</p><p>We think a lot about how to use this dataset to help advocate for better work for people, given research that shows many people don't love their jobs and are not totally thriving at work. We also study it for ourselves, and there are things we're working on ourselves as an employer to make our workplace a place where people want to stay and grow their careers.</p><h2>'There's a constant discussion around not only whether AI is going to replace my role but also how to stay relevant'</h2><p><strong>Kenon Chen, executive vice president of strategy and growth, Clear Capital</strong></p><p>There's been a lot of attention on the property-appraisal industry over the past few years from an equity standpoint.</p><p>We've seen ourselves as a company that wants to bring accuracy, fairness, and modernization to the process of valuing properties. That's why AI is an important topic for us because it's not so much about just creating efficiencies; it's about creating more accurate outcomes and results.</p><p>We see a really strong tie between AI and worker well-being because a lot of the solutions that AI could be appropriate for have an impact on the way that people work and how their jobs might look.</p><p>Because we work directly with real-estate professionals — appraisers, real-estate brokers, and agents — there's a constant discussion around not only whether AI is going to replace my role but also how to stay relevant to the process and bring what's needed in terms of human expertise.</p><h2>'The hybrid work environment has really changed how our leaders show up'</h2><p><strong>Sharawn Tipton, chief people and culture officer, LiveRamp</strong></p><p>C-suite transformation is a very intentional focus for us, and there's certainly opportunity.</p><p>So it's about developing those leaders, holding them accountable — not just to our objectives but also to their behaviors — and grooming the next level of leadership as well. The hybrid work environment has really changed how our leaders show up and how we develop them in various areas.</p><p>The other area that is extremely important around product is artificial intelligence. AI will fuel data collaboration, which is what we do, so we are infusing that into our products. I'm also thinking about how we infuse that into our employees' day-to-day work. There's a lot of complexity there.</p><p>There's also a conversation that needs to be had around how AI will impact underrepresented groups and do they have the skills necessary to operate in that space.</p>

AI and worker well-being are top of mind for business leaders, according to execs from Accenture, Mastercard, Ancestry, and more

<ul><li>Coaches can spot our strengths and impart the essential skills that allow us to develop a strong foundation of knowledge.</li><li>The notion applies to selling as well, where the evolution of an expert sales professional depends on the managers' capacity to train individuals with the required skill set.</li><li>Coaching strategies can be curated to achieve different goals for sales professionals.</li></ul>A Gartner research reveals that only 40% of sellers work within a well-established coaching culture at their organization, while 58% of sales reps require dedicated coaching from their managers to perform better. The same Gartner study establishes a clear link between coaching and revenue, stating that a good sales coach unlocks revenue potential of 8% and above. Does it make business sense? Continue reading. <br /><br />There are examples galore to drive home the point and importance of coaching – be it on the personal or the professional front. Consider the arena of sports – would players like <keyword id="6354267" type="General" weightage="80" keywordseo="sachin-tendulkar" source="Orion">Sachin Tendulkar</keyword> and PV Sindhu come this far if it hadn’t been for the constant guidance and dedicated grooming by exceptional coaches like <keyword id="100657" type="General" weightage="80" keywordseo="ramakant-achrekar" source="Orion">Ramakant Achrekar</keyword> and <keyword id="84905" type="General" weightage="50" keywordseo="pullela-gopichand" source="Orion">Pullela Gopichand</keyword>? Coaches can identify our talent and impart the critical wisdom that helps us to create an inherent knowledge base. <br /><br />This principle of coaching holds true for various disciplines, and the art and science of selling is one of them. Sellers encounter multiple situations that demand falling back on informed instincts that stem from an acquired knowledge. Consistent coaching helps acquire this deep knowledge and enables sellers to drive <a>better results</a> for themselves and for their organisations. <br /><br />But make no mistake, sales coaching is different from sales training. Sales training is the time you take to build the skills of your team, practice new scripts, measure new methods, or redefine the sales process. Sales coaching, on the other hand, is the time you spend showing each rep how to use those strategies in their day-to-day process and is the key ingredient to creating a forward-thinking sales professional. <br /><br /><cmsannotation type="cmsannotation" annotationid="Coaching the winning sales strategy" comment="subhead" text="Coaching the winning sales strategy"><span data-til="noop">Coaching the winning sales strategy</span></cmsannotation><br /><br />Selling has come a long way from product selling to solution selling, to now, perspective selling. New-age customers are looking to upgrade their automated buying experience by leveraging the human touch of an empathetic sales professional. Such a professional can utilise their knowledge as an advantage to provide a valuable perspective, thereby initiating a consultative dialogue with the customer and adding value for both parties. The creation of such a proficient sales professional depends on the managers' ability to coach the right skills in the right way and establish a culture of coaching in the organisation.<br /><br />An effective coaching culture can also be a great sales enabler, directly contributing to building resource value, maximising productivity, and capitalising revenue generation. This cannot be achieved by a simple training exercise or periodic appraisals, especially in today’s virtual-first world. Modern sales professionals are not just deal-closers, they have now evolved into problem solvers. This translates to a need for superior coaching - far above the generic training on technical proficiency. Each sales team consists of a diverse group of <a>people</a> with unique skill sets. Because of this, customised learning and development strategies, such as one-on-one coaching, can bring about a profound transformation.<br /><br />What is needed is an iterative and personalised approach, starting at the managerial level, that empowers a resource to grow and contribute to the success of the organisation. Incorporating this culture of coaching in the sales strategy can dramatically augment the sales capability and produce growth-minded selling professionals.<br /><br /><cmsannotation type="cmsannotation" annotationid="Enabling sales capability in the right direction" comment="subhead" text="Enabling sales capability in the right direction"><span data-til="noop">Enabling sales capability in the right direction</span></cmsannotation><br /><br />Coaching strategies can be designed to accomplish different goals for sales professionals.<br /><br /><ul><li><strong>Skill building and employee retention<br /></strong></li></ul>In the aftermath of The Great Resignation, most companies are struggling to retain high-performing employees. In fact, as per a survey by <keyword id="155484" type="General" weightage="50" keywordseo="salesforce" source="Orion">Salesforce</keyword>, 60% of sales resources reporting to managers who do not conduct formal coaching are thinking about switching their companies. One great way to incentivise employees is to empower them with <a>advanced knowledge</a> through a culture of learning. Sales coaching is not just to further organisational goals but can also be instrumental in the individual development of a resource. If resources feel that the company is taking an effort to enhance its capabilities, it will be more invested in the company.<br /><br /><ul><li><strong>Maintaining a competitive upper hand<br /></strong></li></ul>The modern technological landscape is continuously changing, and sellers always need to be on their toes for new advancements. Consistent coaching can be a valuable game plan to ensure a competitive edge. A well-equipped professional will always stay on top of their game, and be prepared to handle any challenge, be it a market disruption, a new product launch, or a technical upgrade.<br /><br /><ul><li><strong>Better resource utilisation<br /></strong></li></ul>As an employee gets a better understanding of the tools at their disposal, they tend to perform better while utilising fewer resources. Consistent coaching and upskilling of employees can aid an organisation by providing better returns on their resources and fueling their productivity at a lower cost.<br /><br /><ul><li><strong>Inter-departmental collaboration<br /></strong></li></ul>What happens when a company switches its core strategy? Say a product-based company decides to switch gears and focus more on creating solutions for the consulting domain. The sales managers may not be prepared to lead this transition and will need to be coached through the process. At this juncture, sales professionals can collaborate internally with different departments such as R&amp;D, marketing, and finance to get a better understanding of different functions. Such a collaborative coaching exercise can cement the functional understanding of sellers and help them create a more holistic solution for customers.<br /><br />Sales coaching is both an art and a science. It’s one of the most important components of sales management. Do it well, and your team’s results will speak for you. So, begin incorporating the various sales coaching techniques, tools, and tips to help your team close more deals, boost revenue, surpass quota, and grow better. After all, creating record-breaking players requires patience and hard work! <br /><br /><strong><em>Disclaimer: This article is authored by </em><em><keyword id="16973246" type="General" weightage="20" keywordseo="Charanjeet-Singh-Bedi" source="Orion">Charanjeet Singh Bedi</keyword></em><em>, </em><em>Senior Regional Centre Head - ANZ, <keyword id="6079860" type="General" weightage="100" keywordseo="infosys-bpm" source="Orion">Infosys BPM</keyword></em></strong><em><strong>. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India.</strong></em>

You Searched For "infosys top level" and got 5 results

Leaders from BCG, Infosys, AARP, and more predict how AI will transform top companies in the next 12 months

Julia Hood,Tim Paradis

Infosys delays onboarding of 2,000 graduates for more than 2 years, NITES files complaint

Divyanshi Sharma

IIT Bombay 2024 placements: Lowest salary drops to Rs 4 LPA, 22 students get Rs 1 crore package

Divyanshi Sharma

AI and worker well-being are top of mind for business leaders, according to execs from Accenture, Mastercard, Ancestry, and more

Julia Hood,Rebecca Knight,Tim…

Inculcating a culture of coaching to boost sales capability

Charanjeet Bedi

Popular Keywords

Buying Guides