Cyient, a technology solutions provider, introduced a new metric as a part of their leadership development Program called Digital Quotient (DQ). It is the ability of leaders to understand, converse, and consult in deploying emerging technologies that have been changing the workforce. This data-driven, objectively assessed score, helps in tracking the digital readiness of individuals, teams, and enterprises. DQ maturity is also a suggestive metric of future readiness and could be considered an indicative metric of disruption potential. This initiative has been curated since pre-pandemic days. However, the program wherein the tech firm is upskilling the senior leaders is a year old in implementation.
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Explaining it further, Dr Nilanjana Bhaduri, Senior Director – Learning and Organisation Development, Cyient informs, “While our leaders in technical functions had an array of training catering to their digital learning needs, in 2019, we set an objective to up the digital skills of our business and sales leaders too. As part of our customer-delight strategy, we felt that these leaders too should be equipped with strong digital skills, wherein they can recognize digital disruption opportunities. Along with our Business, Sales, Workforce Transformation, and Learning & Development teams, we worked out the concept, designed, and implemented the program.”
Organisations need to provide the scaffold to enable leaders with the extra digital knowledge power. While the time-wise investment is heavy, the benefits are promising – Dr Nilanjana Bhaduri, Senior Director – Learning and Organization Development, Cyient
Cyient now has a learning intervention on Digital Skills targeting every hierarchical level. For the junior-mid groups, they conduct upskilling tracks on operational skills. It also offers learning programs to help associates technically reskill into potential areas of corporate interest. Furthermore, there are DQ drives custom-designed for their senior-topmost leaders. The technical architects have opportunities to sign up for any learning opportunities (Global conferences, STEM University collaborations, etc.) of their interest. Additionally, the firm curated content for its non-technical leaders as well.
One such fundamental DQ orientation program at Cyient is the Digital Immersion Program. This is mandated for the business development and sales leadership team. It has been designed by internal technical architects along with industry experts, and UpGrad. “This program familiarizes our leaders with the emerging digital topics, then takes them through case studies of digital transformations in their domains, and finally assigns practice projects to apply and pitch the value-adds. The prestigious Brandon Hall Awards in 2022 recognized this program under the category of “Best Advancement in Creating a Learning Strategy”, Dr. Bhaduri shares.
The program is followed up with periodic updates on trends and potential changes expected in the digital landscape of the domains of interest. This program is conducted in waves to continuously help the senior leaders keep pace with the technology advancements and application scenarios.
Bhaduri asserts, “Our mission is that all our frontline leaders should speak Artificial Intelligence (AI), Internet of things (IoT), Robotic Process Automation (RPA), Cloud technologies, Blockchain, Augmented reality (AR)/Virtual Reality (VR), Extended Reality (XR), etc. and fluently consult with our customers about digital transformation opportunities that Cyient could implement with them.” She also added here that while DQ is not yet a promotion metric, it is increasingly gaining recognition in talent management discussions.
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“Cyient now has a learning intervention on Digital Skills targeting every hierarchical level. For the junior-mid groups, they conduct upskilling tracks on operational skills. It also offers learning programs to help associates technically reskill into potential areas of corporate interest. Furthermore, there are DQ drives custom-designed for their senior-topmost leaders.”
The need for digital upskilling of leaders is as important as the mid-level or junior managers. Bhaduri shares here that while intrinsic techno-savviness is person-dependent, many leaders, despite their best intentions, do not get adequate time to invest in upskilling. “Therefore, organisations need to provide the scaffold to enable leaders with the extra digital knowledge power. While the time-wise investment is heavy, the benefits are promising,” she adds.
Sharing her experience further, Dr Bhaduri reminisces that she has seen many organizations position digital learning as a mindset coaching topic for senior leadership levels. However, it is not a common practice to mandate digital skills fluency. “Therefore, I feel that our efforts in Cyient are a signature program in leadership development,” says a proud Dr Bhaduri.
Author: As a People and Organization Development practitioner, Dr Nilanjana has led organizational change and transformation initiatives in multi-cultural environments for Bosch, Daimler, and HARMAN.
Year of Incorporation: 1991
Number of Employees: ~14000 associates globally
Founder: Dr B V Mohan Reddy
Key Executive: Krishna Bodanapu (Managing Director)
Business Line: Engineering Solutions and Services
Hiring Pipeline: 2000
Key HR Factor: We have significant footprints in various HR topics – right from empathetic listening and policy-making, to setting up signature learning programs with Ivy League Schools with complete company sponsorship, without any T&C imposed in case of voluntary separation!
