The company is focused on software and ITES applications in many business domains, therefore, it needs technical specialists, mostly

in J2EE and .NET platforms, combined with exposure in application areas like, knowledge management, BFSI, eGovernance, HR, SCM, ERP, electronic media and education. The company has modern infrastructure with adequate hardware, software tools and Internet connectivity. The company sponsors staff for training programs offered by business partners, viz. IBM, Microsoft and Sun, besides conducting in-house classes with the help of specialists and visiting faculty. The software engineers and consultants working with the company enjoy flexibility in working environment that encourages creativity and skills development. For instance, flexi work timings for all, option to work from home for certain positions, pursuing courses or even teaching special subjects in schools and colleges help to provide space to individuals and pursue their passions so long as work objectives are not compromised. In other words, individuals set their own targets and share them with their colleagues and leaders who are there to help. No one works within narrowly defined or rigid boundaries in the company; all staff is encouraged to broaden their understanding of all aspects of the problem, i.e. the technical and user sides, while remaining engaged in the areas of their interest and expertise. This way every professional develops a broader vision and acquires attitudes to perform as a more responsible and committed team member, one who is sensitive to each others roles but who is not shy of making suggestions or constructive criticism. The company subscribes to equal opportunity principles, respects merit and empowerment of all professionals regardless of their experience or socio-economic background.

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Work Environment
Posted by Milind Limaye on December 21, 2009 at 8:44pm View Milind Limaye's blog Visual workplace Clauses 6.3 Infrastructure and 6.4 Work Environment of ISO9001 standard can improve organization performance to a large extend. Many times in a QMS defined, it just given a passing reference. Below is a article from Lean Manufacturing. This also applies to IT and ITES where physical layout is in soft form. When you are driving, do you normally follow the laws of the road by listening to auditory cues, or do you normally use visual cues to guide you through the maze of roads, walkways, turns, and curves? Of course, you primarily use visual cues, paying attention to the signs, markings, and lights that coordinate the dangerous and fast moving flow of traffic. This is the basis behind the implementation of a visual workplace. Human beings are naturally visual beings. While many people are able to learn through various methods such as auditory and kinesthetic learning, when it comes down to reactionary measures and movement planning, almost all humans use vision to guide their actions.

Nothing could be more applicable in the workplace, particularly in the atmosphere of a manufacturing environment, where focused attention is absolutely necessary at all times, and room for mistakes is very slim. Any sort of diversion or distraction will lead to a possible mistake, with quality and safety possibly hanging in the balance. A visual workplace results in a work environment that will sort through the clutter and produce a clean, well organized, and efficient. Often times, it clears a path for more advanced improvement efforts, but in itself it is a powerful tool that will lead to improvement, sometimes almost immediately. A visual workplace is the first step in the 5S system. Seiri, or the Sort step in the 5S system is what brings the organization to a system or workplace. It starts at the worker level and continues upwards to the upper management level. The first action that most companies take is to go through the workplace and look through the tools, equipment, and supplies that are not used on an everyday basis. With cooperation from the workers who operate the equipment, it should be relatively simple to identify the excess that exists around the plant. Using red markings to mark the tools and objects that are not necessarily an integral part of the manufacturing process is usually the first actual step in the right direction. Often times, a lot of excess inventory are marked with a red tag, indicating that it is waste. This can lead to identifying bottlenecks and parts in the manufacturing process that may need additional resources. Next, middle management will come in and map out the paths that the workflows follow and ensure that they are clearly marked, as straight as possible, and definitive. They will also ensure that there are no conflicts between workflows and workstation locations. Just as importantly, the astute manager will take information and tooling flow into account as well. Sometimes it is impossible to get a good grasp on how important a visual workspace is until you are standing above the workplace from a good vantage point, often called the machining vantage point. Like a poorly coordinated intersection on the roadway, it is sometimes abundantly clear that better coordination is necessary. You may see workers crossing paths, information not flowing as optimally as it could, or tooling that is in the absolute worst place

possible. All of these things should be changed before any further issues are addressed. When a company finally gets serious about creating a visual workplace, they can expect to see dramatic changes in the way that parts, information, and personnel flow. The company usually sees a large reduction in defects, increased morale, and greater productivity.

Figure (1) A good example is shown in Figure (1). In this example, a chip manufacturing company has decided to take the visual workplace concept seriously. In the first part, anyone can clearly see that the plant has a lot of equipment, an entire workstation in fact, that is left over from a bygone era, in which they used it to produce an older style chip that they never use anymore. Instead, the equipment just sits obtrusively on the floor, slowing the flow of the assembly line and creating safety hazards. What cannot be seen from this example is that all workstations still have the tools necessary to produce and work on the old chips. The chip manufacturer never removed those tools and left them at the workstations because it would incur a cost to remove them. While it will incur a cost, most managers will recognize that the tools are actually detracting from the current manufacturing of the chip, and the amount saved by choosing not to remove the tooling was long lost in the way of inefficiencies and lost productivity. Once these steps were taken to clean the area and adhere to the 5S methodology of improvement, the visual workplace can take effect. Many times 5S is described as the method used to prepare for the ultimate goal of a visual workplace. Once implemented, a visual workplace is able to keep itself orderly and is self-regulating and self-improving, all because visual solutions have been developed.

Figure (2) If a workplace is a truly visual workplace, a person off the street that has absolutely no knowledge of the area can know exactly where each piece of equipment and each tool is located because it is clearly identified and marked, as shown in Figure (2). Figure (1) also demonstrates

the importance of a visual workplace in safety, as can be seen by the yellow tape on the shop floor. Visual workplace goes beyond labeling tools, however. It also includes such initiatives as coloring buttons that turn equipment on green instead of red, as well as maintaining yellow as a cautionary safety only color. As stated before, a visual workplace is most effective if it starts on the ground floor. The workers who use the equipment every day will know best what components are and are not necessary. From there, it can move into more high level thought, such as reducing machinery, cutting out steps in a workflow, or even removing manufacturing processes altogether. These are usually accomplished at a much higher level than the worker level, but as you can see, obtaining a truly visual workspace can only be achieved if every member of the company is involved. Most companies are surprised to see how inefficient their processes and manufacturing lines run. When they finally make a commitment to running a truly visual workspace, they will usually see a dramatic improvement to their bottom line. The most common reaction that companies give is one in which they could not believe they didnt tackle it earlier.

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Work Environment
Explore Tremendous Opportunity for Growth At Blackbaud, the opportunities to continue learning are endless. We offer extensive training and mentoring programs, as well as continuing education tuition reimbursement. We provide all the tools you need to grow the career youve always wanted. Balance Quality of Work and Life Escape the hassles of big-city life without sacrificing the beauty and culture of a metropolitan area. Charleston is a moderate-sized coastal city steeped in history and charm, with five major beaches just minutes away. Be Satisfied Knowing Your Job Matters Because more than 19,000 nonprofits around the world depend on our solutions and services every day to help them serve others, each member of the Blackbaud team is critical to our clients success. Enjoy Peace of Mind with a Solid Company Blackbaud offers financial stability and security uncommon to most software companies. Publicly traded with annual revenue topping $250 million, we are a solid company large enough to offer a level

of benefits typically only found at much larger companies, yet small enough to offer a friendly, personal working environment to help foster your individual growth and realize your ultimate career goals. ____________________________________________________________________________________

Menlo Innovations: A New Approach to Workplace & Project Management

This case discusses software design and development company Menlo Innovations' (Menlo) approach towards project management and innovation. Menlo's founder and president, Richard Sheridan (Sheridan) established the company in association with his colleagues based on Thomas Edison's Invention Factory. Sheridan advocated the use of project management during software implementation. Menlo adopted agile project management practices namely extreme programming that helped it simultaneously run several projects successfully. This required employees to work in pairs encouraging knowledge sharing and learning from each other. Similar to Edison's Invention Factory, the culture at Menlo was characterized by an open, flexible, and a collaborative working environment. The case also discusses Menlo's flexible workplace practices that helped it in curbing attrition and employee retention while its innovative approach to project management encouraged employee engagement and led to innovation. However, a few analysts opined that it remained to be seen whether Menlo's flexible workplace approach could also be applied in a corporate environment.

Issues:
Understand how Sheridan and the other co-founders at Menlo fostered innovation at the company. Compare and contrast Menlo's approach to project management with the practices of traditional software project management. Understand the significance of project management in the success of a company. Understand the rationale behind Sheridan adopting a flexible approach to workplace based on Edison's Invention Factory. Understand how the implementation of an innovative working environment benefits the company and the employees. Discuss the challenges faced in implementing such a system in a corporate environment. << Previous

"Our project managers do all the things you'd expect from most project managers in that they maintain all of the artifacts related to status, scope, budget, and schedule, but they are also very much a part of the people-part of the equation. They are highly involved with the software developers and designers as well as the key customer stakeholders."1
- Richard Sheridan, President & CEO, Menlo Innovations, in 2005.

"Flexibility is a strategy. We don't have flex options. We have a culture which embraces flexibility, for both employees and customers."2

- Richard Sheridan, in 2007.

"His (Sheridan's factory) is quite remarkable. There are no private offices, conference rooms, doors, cubicles, desks, or interior walls. Rather, the building is light and airy with brick outer walls and long aluminum tables with an open ceiling. Teams are paired for specific projects. And once the project is completed, new pairs are created." 3
- Ken Rogers, Executive Director, Automation Alley4, in 2007.

A New Kind of Workplace

On August 14, 2008, Menlo Innovations LLC (Menlo), a Michigan-based software design and development company, received the Alfred P. Sloan Awards for Business Excellence in Workplace Flexibility.5 The award recognized Menlo for nurturing a culture characterized by a high level of teamwork and flexible workplace practices that promoted work-life balance. Menlo had also received several awards earlier for its innovative work practices and creativity at the workplace.
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Stress Management at the Workplace

The workplace had become a high stress environment in many organizations cutting across industries. Employees were experiencing high level of stress due to various factors such as high workload, tight deadlines, high targets, type of work, lack of job satisfaction, long working hours, pressure to perform, etc. Interpersonal conflicts at the workplace, such as boss-subordinate relationships and relationships with peers, were also a source of stress. Experts believed that the dysfunctional aspects of stress could directly impact an organization's performance and also affect the well-being of its employees. Stress at the workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress led to fatigue, irritability, poor communication, and quality problems/errors. High stress levels also affected the morale and motivation of the employees. Prolonged exposure to stress without effective coping mechanisms could lead to a host of physical and mental problems. For instance, stress could lead to stress-induced gastrointestinal problems, irritable bowel syndrome, acidity, acid reflux, insomnia, depression, heart disease, etc. Moreover, stress could push the victim toward high risk behavior such as smoking, drinking, and substance abuse. Stress-related illness led to increase in absenteeism and attrition affecting the profitability of the organizations. Organizations cutting across industries were gearing up to provide employees with a stressfree healthy environment. The efforts to address this issue were more pronounced in some industries than others. Experts felt that, though stress at the workplace is a global phenomenon, professionals in some industries were more susceptible to stress than others.

For instance, surveys conducted in 2006 and 2007 in the UK and the US respectively, found that employees in Information Technology (IT) industry (including the ITeS outsourcing industry) were the most stressed. Accordingly, these organizations had started implementing various unconventional methods to decrease stress at the workplace. Even in India, organizations had woken up to this menace and were resorting to novel methods including teaching the employees dancing and music, trekking, etc, to reduce stress at the workplace. For instance, Tata Consultancy Services Ltd. had started different clubs like Theatre Club, Bibliophile Club, Adventure & Trekking Club, Fitness Club, Sanctuary Club, Music Club and Community Services Club, etc. Infosys Technologies Ltd. focused on increasing self-awareness and provided the employees with guidance on how to cope with stress through a series of workshops by experts. In addition to conducting stress management workshops, organizations were also conducting off-site picnics, games, and inter-departmental competitions. Some companies were also using a system of mentors and promoted open communication to improve interactions and camaraderie at the workplace. Employees in most of the established companies had access to in-house counseling centers. Some companies had also employed nutritionists to provide healthy food at the office canteens and counsel the employees on healthy eating habits and lifestyle. Some companies were also considering employing psychologists to counsel their employees. Experts felt that organizations were resorting to creative methods to address the issue of stress at the workplace, but more action was required on this front, both in terms of assessment of the situation and implementation of concrete steps to tackle the problem _________________________________________________________________________

Safety is a vital issue in all workplaces. It is the responsibility of the management to plan intelligently and eliminate all potential hazards thereby ensuring a safe working environment. It should be noted that safety issues is not only a matter of concern to those working in mines, construction sites or factories. It applies to all workplaces including the swanky IT and ITeS offices. It is equally important in home run small businesses as well. Addressing potential threats on a priority basis is perhaps the most important and first step that should be taken by all companies. Neglecting workplace safety can lead to injuries, illnesses and sometimes even death. The safety policy of the organization needs to be communicated clearly across all levels. However it should not be only on paper but rigorously practiced as well. Examples include labeling chemical substances clearly or cleaning up any water that may have spilled on the floor immediately. Employees interviewed across occupations expressed great concern and suggested some simple ways of maintaining a safe work environment.

1. Inculcate a positive safety culture by imparting basic training to all employees particularly to new recruits. Show them your concern about their safety. 2. Keep a well stocked first aid box and make employees aware of its availability. 3. Use gears appropriate for your occupation. For example construction workers can use helmets and gloves to protect themselves. Avoid inflammatory clothing (like silk) if you have to work close to fire. (In many workplaces trained safety officer is legally mandatory) 4. Recruit trained safety personnel who can take care of any emergencies. Do not neglect it as an extra financial burden. 5. If you spot any potential threat however minor it may be contact the concerned authorities immediately. Follow it up with them to make sure that it has been corrected. Remember a stitch in time saves nine. 6. All exits and walkways should always be kept clear and well lighted. 7. Fire extinguishers and other fire fighting equipments should be kept handy in all offices. 8. It is good to circulate a list containing important numbers like the local police, fire safety officer and hospitals among the workers. Creating a safe workplace is of course the onus of the management. However employees or any visitor walking into the company premises should on their part follow some basic safety rules to help the authorities in their endeavor. Remember whoever ignores safety and resorts to unsafe behaviors may have to pay a huge price for it.

- Ranjita Chattopadhyay (views expressed in the article are that of the author) ____________________________________________________________________________________

Final year students look up to an exciting work atmosphere

It is that time of the year again when final year students from across numerous college campuses in India are tremendously excited about their placements. As many of them get placed in various companies, this excitement also generates high expectations among fresh college pass outs.

To begin with, choosing the company that matches with their skill sets and aspirations is a challenge. Many a times, location preferences also matter a lot. I want to work in the analytics industry and would prefer to work in a metro city, opine some students. However, some are more accommodating with regard to locations as long as they get to work in their chosen field.

Work atmosphere is one of the most important factors students look at before joining a company. Some are apprehensive about extended working hours while some expect decent employee care. Students desire workplaces to be more akin to fun places where they can enjoy their work. For some, imaginations take them to unusual places. I am a foodie. I want my company to offer free food throughout the day I work best with light music playing in the background. It would be great if I can use headphones at work Does the company have a sports lounge? I love to play ping-pong are some of the most common responses.

In general, what a fresher expects is transparent communication and a healthy work-life balance in a job. High emphasis is also given to the pre-confirmation training offered at some companies. Students are eager to join companies that ensure comprehensive training to its employees. International level work environment, excellent infrastructure and high avenues for career growth also constitute the ideal workplace for the final year students. Some prefer a workplace where individual creativity is encouraged and nurtured while others wish to solve problems in a team.

With trends such as greater mobility, there is lesser traditional connection or sense of community for people in a workplace. This has created an expectation that the workplace will help overcome isolation and offer its own sense of community and connection. In effect, students want the work atmosphere to be an extension of college life where work and play goes hand in hand.

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