december 2012content.timesjobs.com/docs/tjinsitedec'12issue.pdf · linkedin profile, what you...

For many years resumesremained the same – contactinformation, professional

experience, personal history,hobbies (yes, really!), education,awards. Nothing changed, becauseit didn’t need to. Until now.Organisations are now hiring fromhalfway across the world, HRmanagers want to reach people whohave the skills, the drive but are notlooking for a job – the passivecandidate. Result: the new ageresume! What you create online isnow considered your resume – yourLinkedIn profile, what you tweet,the video you create on youtube isoften more important than whatyou put on a paper.

Infact according to a recentTimesJobs survey, employers areincreasingly accessing new-ageresumes to screen and accesspotential candidates. Surveyfindings of the survey highlightedthe fact that nearly 58% surveyedemployers believe traditionalresumes are under threat from new-age resumes. “Earlier people used torely only on word documents, butnow if there’s a potential candidate,I would go and look up his profileon LinkedIn instead,” said FarzanaAdenwalla, Head HR, OmnitechInfoSolutions Ltd. during a recentboardroom dialogue conducted byTimesJobs.com.

Web-ready social mediaresumesBeing web-based, new-age resumescan be accessed anytime, anywhere.This facilitates passive job-seeking.Employers can conveniently reachout to potential passive candidates24/7. Nearly 37% surveyedemployers deem this attribute ofnew-age resumes as most-appealing, according to surveyfindings. Employers assess potentialcandidates basing on therecommendations they feature ontheir social resumes, as well as theirnetworking skills. Adenwallaagreed that she would go through apotential candidate’srecommendations and analysehis/her networking capabilitieswithin the social media. “Infact, Iwould be surprised if a candidatedoes not have a profile on aprofessional networking site,” sheadded.

However falsifying social mediaresumes with irrelevantrecommendations and exaggerated

claims can seriously tarnish one’semployability quotient. “Someonewho doesn’t know you well but isrecommending you is not relevantfor screening purposes. But if yourimmediate senior is putting arecommendation for you we wouldconsider that to be more authentic,”says Adenwalla.

“Sites like Facebook should not beconsidered a resume, and these aremore for a personal connection,”added Prashant Khullar, GeneralManager, HR, Taj Group of Hotels,during a recent boardroom dialoguein Mumbai. Employers areapprehensive about using Facebookbased social media resumes as theybelieve personal content should notbe the basis of assessing acandidate. LinkedIn, being moreprofessional in nature is preferredmore by employers to assesscandidates. Pallab Mukherji, GroupHead – HR, India Infoline, added,

“Facebook posts can be heavilydiscounted while assessing someone– as people are posting aboutpersonal events, whereas, LinkedInis more professional.Recommendations are important.But HR managers must be cautiousabout the fake ‘likes’.”

Old is goldAlthough a major chunk of surveyedemployers believe traditionalresumes are getting obsolete, nearly30% employers still believe the ageof traditional resumes is not over.New-age resumes suffer from somemajor flaws that are causingemployers to be apprehensive.

The recent TimesJobs.com surveyresults threw some light on some ofthe limitations of new-age resumes.Adding a hint of creativity to one’snew-age resume can grab attentionbut one must know where to drawthe line. Candidates tend to go

overboard with overtly elaborateand irrelevant graphics whiledesigning their new-age resumes.Nearly 26% surveyed employersconsider this to be the major flaw ofnew-age resumes. These graphicstend to inflate the file sizes of theseresumes, causing them to berejected by filtering software oremail file size limit. Nearly 25%employers consider this to be themost acute limitation of new-ageresumes. Certain employers can besticklers for traditional resumesaided by cover letters.

However, despite the fewshortcomings, new age resumes arehere to stay. In this digital age,where technology touches the life ofevery human being, relying only onword doc based resumes can proveto be an unwise decision. Amidstthe prevailing economic downturnwhere competition for jobs is fierce,new-age resumes can prove to be anefficient tool to be readily spotted byemployers.

Things to keep in mind whilecreating your new-age resume:

1. Include relevantrecommendations, preferablyfrom immediate seniors

2. “Make them short and crisp butcommunicative enough,” saysSunil Goel, director, GlobalHunt.Source impressive phrases andinformation from your regularresume and include in the “aboutme” section of your social resume

3. Showcase results rather than yourdescriptions

• Provide HTML or PDF links tothe important online projectsyou’ve undertaken

• “Avoid too many links as it dilutesthe employer focus”, says Goel

• Candidates who don’t have onlinelinks can upload their projects inDOC or PDF format in theirsocial media page and share thatlink

4. Highlight your personality andnetworking skills. Build up anextensive connection on LinkedIn

5. Make them printable

6. Never use a template. Using atemplate used by someone elsecould negatively impact yourimage

H I R I N G & B E Y O N D

VOLUME-III | ISSUE 1DECEMBER 2012

www.content.timesjobs.com



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2

Being web based, new-ageresumes facilitate passivejob-seeking by providing

24/7 accessibility. Nearly 35%employers find this attribute ofnew-age resumes to be the mostappealing as they prove to be aneffective medium to reach out topassive candidates. About 29% ofthe surveyed employers considernew-age resumes to be highlyeffective in reaching out topassive candidates. Nearly 40%consider them to be moderatelyeffective in reaching out topassive candidates. Theuniversally compatible nature ofnew-age resumes appeals tonearly 29% employers. About18% surveyed employers believenew-age resumes provide easyaccess to examples andsupporting documents. Thisaccording to them is the mostappealing attribute of new-ageresumes. The visually appealing

graphics with incorporatedsocial media links appeals to the

remaining 18% surveyedemployers.

• Nearly 12%employersconsidertraditionalresumes to bemuch better thannew-age resumes

• 31% employersbelieve mostpassivecandidates do nottake the troubleof creating new-age resumes

• Nearly 12%employersbelieve creatingnew-age resumescan be anexpensive affair

According to arecent TJinsitesurvey, nearly 35%

of the surveyedemployers considerincreased access totechnology in resumecreation, as the keyreason behind theevolution of resumes.Technology todaytouches the life of almostevery human being.Access to technolgy is nota luxury anymore andthis increased access isenabling more and morecandidates andemployees to employtechnology in resumecreation. Nearly 26 %believe it’s the increasedexpectation fromemployers that isbringing about thischange. Increasedcompetition for jobs dueto the economic

downturn has created ascenario whereemployees and potentialjob-seekers feel the needto incorporatemodifications in theirresumes to enhance theirvisibility. Nearly 21%surveyed employersbelieve this to be themajor reason behindresumes undergoingchange. Purva Misra ofMakeMyTrip.com saidduring a boardroomdialogue conducted byTimesJob.com, that thetraditional resume doesnot include qualificationssuch as skills, attitudeand aptitude. Theremaining 18% surveyedemployers consider thisdownside of traditionalresumes the reasonbehind resumesundergoing change.

Evolution of Resumes

The Appealing New-Age Resumes

Traditional resumes lack

qualifications likeskills, attitudeand aptitude

18%

Increased competition for

jobs due toeconomicdownturn

21% Increased expectations

fromemployers

26%

Increasedaccess to

technology toassist resume

creation

35%

Why the change?

35%24/7 accessibility enabling passive

job-seeking

29%Universal

compatibility

18%Provides easy

access to examples and supporting

documents

10%The visually appealing graphics

8%Social media

friendly

40%Moderately

effective

29%Highly

effective

31%Do not

take the trouble of creating new-age

resumes

Appealing attributes of new-age resumes

Effectiveness of new-age resumes in reaching out to passive candidates

3

Survey Highlights

www.research.timesjobs.com

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Survey Highlights



HIRING & BEYOND

As per the TimesJobs.comsurvey, nearly 38% of theemployers agreed that

new-age resumes are mosteffective for hiring ITprofessionals. In this survey,Sales/Business Developmentprofiles turned out to be thesecond most effectively hiredfunctional area with nearly 26%surveyed employers backing itas the most effectively hiredfunctional area using new-ageresumes. The hiring ofMarketing and Advertisingprofessionals can be effectivelybe carried out by new-ageresumes, as opined by 22% ofthe surveyed employers. Thesurvey results also revealed that50% employers believe new-ageresumes would be most efficientfor recruitment in IT/Telecom

industry. Nearly 22% believerecruitment for ITeS industry

can be most effectively carriedout by new-age resumes.

Functional Area and Industry WiseHiring Using New-Age Resumes

• Nearly 18% believerecruitment forConsumerDurables/FMCGindustry can bemost effectivelycarried out by new-age resumes

• Nearly 60%employers revealedthe fact that of thetotal number ofemployees theyhired last year, lessthan 20% usednew-age resumes

• Nearly 66%employerssuggested thatcandidates shouldshowcase resultsrather thandescriptions whilecreating their new-age resumes

The TimesJobs.comsurvey resulthighlighted the

fact that nearly 26% ofthe surveyedorganisations believecandidates go overboardwith overtly elaborategraphics while creatingtheir new-age resumes.This according to theemployers is the mostacute limitation of new-age resumes. Due to theincluded graphics, new-age resumes tend to havehuge file sizes causingtheir rejection byfiltering software oremail file size limit. 25%employers consider thisto be the keyshortcoming of new-ageresumes. Provisions should bemade to overcome such file sizebarriers. Nearly 83% employersare of the opinion that job

portals need to be technically re-engineered to upload new-ageresumes. According to thissurvey, nearly 21% surveyedemployers believe a new-ageresume does not appeal to all

employers. Designing a new-ageresume can be an expensiveaffair, which according to nearly12% employers is the keylimiting factor of new-ageresumes.

Limitations of New-Age Resumes

Huge file size from graphics would cause

their rejections by filtering software or email file

size limit

Does not appeal to all employers

They are notfit for all jobs

It can be anexpensive

affairYes, Job

portals shouldshowcase new-ageresumes

83%

Do Job portals needs to be technically re-engineered toupload new-age resumes?

15%

21%

25%

26%

17%No, it can

be avoided

12%

Candidates go overboard with elaborate

graphics

Limitations

50%IT/Telecom

22%ITeS

18%ConsumerDurables/

FMCG

7%Manufacturing

and Engineering

3%Healthcare/

Pharmaceutical

38%IT22%

Marketing andAdvertising

26%Sales/Business Development

14%Human

Resource

INDUSTRIES

FUNCTIONAL

AREAS

4

Events

5

The role of social media inrecruitment has been atopic of much discussion

in the past year. While the juryis still out on the efficacy ofnetworking sites in providingthe ‘right’ candidates,TimesJobs.com as part of itsMumbai edition of ‘BoardroomDialogue’, held a vibrantdiscussion with leading expertsfrom the HR fraternity on theway forward for new agerecruitment solutions.

The discussion was led by agroup of eminent speakers fromdifferent industries, such asLogistics, Insurance, IT/ITeS,and hospitality to name a few.The discussion was held atHoliday Inn on November 7,2012.

Panelists for the Mumbaiedition of ‘Boardroom Dialogueincluded Farzana Adenwalla,head HR, OmnitechInfoSolutions Ltd; SaurovGhosh, Executive Vice Presidentand Head HR & Training, BirlaSun Life Insurance; PrashantKhullar, General Manager, HR,Taj Group of Hotels; BinuJacob, Talent Acquisition,Arshiya International; S K Dutt,Head – Group HR, ABG Group;Pallab Mukherji, Group Head –HR, India Infoline; DeependraChumble, Chief People Officer,Hexaware Technologies.

Broadly, the speakers pointedout the pros and cons ofidentifying fresh, as well asexperienced talent throughvarious social networkingplatforms. While some expertsfelt that sourcing through socialmedia and then assessment bytraditional methods was themost efficient method ofensuring good hires, others feltdifferently.

New-age resumesThe HR specialists were of theopinion that the way forward isthat candidates are movingaway from traditional resumesand maintaining profiles onLinkedIn and other onlineprofessional and personalnetworks, and that is what therecruiter will access, atleast foran initial assessment. “Earlierpeople used to rely only on worddocuments, but now if there’s apotential candidate, I would goand look up his profile onLinkedIn instead. I would gothrough his recommendationsand see how well he networkswithin the social media. Infact, Iwould be surprised if acandidate does not have a profileon a professional networkingsite,” said Farzana Adenwalla,Head HR, OmnitechInfoSolutions Ltd.

During a discussion on whethera candidate’s personal profileshould be included in his/herprofessional assessment,Prashant Khullar, GeneralManager, HR, Taj Group ofHotels, clarified, “Sites likeFacebook should not beconsidered a resume, and theseare more for a personalconnection.”

Is it an assessmenttool?This particular discussion hadthe panelists exchanging theirviews on whether the socialmedia can be used to assess, andif so are there any reliable tools.According to Saurov Ghosh,Executive Vice President andHead HR & Training, Birla SunLife Insurance, social media ismore of a candidate engagementtool, whereas DeependraChumble, Chief People Officer,

Hexaware Technologies,contended that recruiterscannot ignore the fact thatsocial profile assessment has tobecome a part of the candidate’sselection process. “Earliercompanies used to organisepersonal interviews as theybelieved in hiring a person andnot only the skill. Nowadays, weare no longer talking tocandidates, but assessing themthrough social media tools. Also,there is so much informationabout you on social media that itis hard to deny its use – thus itcan be a great analytical tool,”he adds.

Overall the experts agreed that arecruiter may not always get theright picture if a large part oftheir assessment is based on thepersonal profile of the candidateon sites like Facebook, however,it can be used for preliminaryscreening of potential talent.“Social media should be usedonly to screen a candidate andnot to assess,” said Khullar.Adding to which S K Dutt, Head– Group HR, ABG Group, said,“At no point personalassessment can be done throughsocial media. It has to be done inperson for a given job role.”

Recommendations andreferralsThe expert panel unanimouslyagreed that the“recommendations andreferrals” on professionalnetworking sites have to betaken with a pinch of salt, and itis of utmost importance that HRreads these recommendationscorrectly. “Someone who doesn’tknow you well but isrecommending you is notrelevant for screening purposes.

But if your immediate senior isputting a recommendation foryou we would consider that to bemore authentic,” saysAdenwalla.

Pallab Mukherji, Group Head –HR, India Infoline, added,“Facebook posts can be heavilydiscounted while assessingsomeone – as people are postingabout personal events, whereas,LinkedIn is more professional.Recommendations areimportant. But HR managersmust be cautious about the fake‘likes’.”

Others added that mostorganisations are opening grouppages and getting involved invarious discussions aroundtheir brands on online forums.Experts agreed that there ismore information than ever onemployers and employees on thesocial media, the challengehowever lies in sifting theauthentic from the ‘socialpersona’, and the need forreliable online assessment toolsto do the same.

Making social media matter

EVENTS

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R e a d c o m p l e t e r e p o r t o n w w w . r e s e a r c h . t i m e s j o b s . c o m

4 C’s of Talent AssessmentIf Diamond is a girl's best friend,then the Right Talent must be an

organisation's best asset. Everyoneknows that assessing and determiningthe quality and value of a diamond iscommonly known as the 4C's Carat,Clarity, Colour and Cut. In this paper, Iwill endeavour to relate the similaritiesof the 4C's to talent assessment.

CAPABILITY ANDCOMPETENCYCarat refers to the weight of thediamond which determines itscommercial value. Capability refers tothe capacity and ability of a person as aresult of their attainment in education,past experiences and training. Inaddition there could be other aptitudefactors such as learning agility,adaptability, developmental potentialand critical reasoning skills. One eternal challenge in determiningcapability is the 'how to assess andmeasure these factors in a relevantmanner consistently and accuratelyeach time with different people in themost cost and time effective manner'. Competency refers to the knowledge,skill and behaviour or attitude (KSA)required to perform a specific role orjob. Competency based assessmentaims to identify the KSA thatdifferentiates high performers fromaverage performers. For instance,management competency mightinclude systems thinking, emotionalintelligence, ability to influence andnegotiation skills.

CLARITYClarity involves having an unequivocalunderstanding of what the job is andwhat the job isn't. Most of the time,poor hires are a result of mismatchedunderstanding and expectations byboth prospective candidate andemployer. To achieve clarity ofpurpose, both parties are equallyresponsible. The employer needs toensure that the job expectations, keydeliverables, competencies requiredand context for hiring are agreed uponby relevant internal stakeholders

before the screening, shortlisting andinterviewing process takes place. As for the prospective candidate, theymust be clear on their personal andcareer aspirations as well as theircommitment and expectations. The bestopportunity to achieve clarity isdefinitely during the interview.However, the challenge in an interviewis there could be too much to cover andtoo little time. This is where apersonality or work preference profileassessment report will be very helpfulas it can provide valuable insights intothe candidates strongest workpreferences, personality styles andpersonal values.

CHARACTER AND CHEMISTRYLike the various colour tones of adiamond that determines it quality andvalue, people comes in all sizes, uniquepersonalities and interestingcharacteristics. Character refers to aprospective candidate's personality andattitudinal preferences. Attitudinal

preferences can be rather broad. It isworthwhile to put some perspective tohelp us better identify this concept ofattitudinal preferences. From anorganisational psychology point ofview, attitudinal preferences can coverdecision making styles, leadershippreferences, interpersonal skills,motivation, task preferences, workinterest and environmentalpreferences. Chemistry refers to how appealing andattractive each party finds the other.Like in any courtship, there has to besome power of attraction. Attracting acandidate and positioning the companyand job as an appealing choice is notvery much different. That is if youwant to attract the best candidate forthe job. Companies today areconstantly in a war for talent. Everybusiness leader knows that theirgrowth potential and pathway toorganisational greatness is only limitedby its ability to attract the right people.Hence, it is imperative for hiringmanagers and recruiters to fullyunderstand what truly appeals to thecandidates.

CUT- Are you cut up for the job?Like the various colour tones of adiamond that determines it quality andvalue, people comes in all sizes, uniquepersonalities and interestingcharacteristics. Character refers to aprospective candidate's personality andattitudinal preferences. Attitudinalpreferences can be rather broad. It isworthwhile to put some perspective tohelp us better identify this concept ofattitudinal preferences. From anorganisational psychology point ofview, attitudinal preferences can coverdecision making styles, leadershippreferences, interpersonal skills,motivation, task preferences, workinterest and environmentalpreferences. Understanding these 4 C’s of talentassessment while assessing anemployee or a prospective candidatewould help you find the right talent.

Kevin Tan is theInternational BusinessDevelopment Managerof Harrison AssessmentsInternational. HarrisonAssessments (HA) is ableto measure and predictjob suitability usingperformance-basedcriteria, and can measureup to 156 work-relatedtraits.

For information on Harrison Assessment in South India and West India please contact - Deepika Vij ([email protected], 0120-6636432)

For information on Harrison Assessment in North India and East India please contact - Rashi Mall ([email protected], 0120-6636433)

6

Guest Column



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Guest Column



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Recent News

Organisations use graphology for candidate profilingEmployers at the recruitment stage typically look for candidateswho display knowledge or experience in the field with the righteducational qualifications; honesty and integrity; goodcommunication skills; problem solving ability; and sound workethics. Some organisations, in the recent past, have started usingGraphology, the study of handwriting, as a tool to sieve out trueaptitude and motivation that could serve to reduce personnelturnover and minimize training and orientation costs. n The Times of India, December 2012

B-schools offer ‘green’ MBACompanies across the globe are looking at ways in which they canget more environment friendly. In India too there are severalLeadership in Energy & Environmental Design (LEED)-certifiedgreen buildings and many companies that have incorporatedenvironmental sustainability into their business systems.To encourage business excellence that is in tune with ecologicalsustainability and create future green CEOs, several businessschools across the globe are now offering a green MBA. Specialistcourses offer the traditional MBA along with a clear vision for anenvironment friendly future. n The Times of India, December 2012

Cost advantage helps IT SMEs keep their staffWhile personnel in IT majors are being laid off, SME players in thisindustry are able to keep all their employees. The reason attributed

to this is their ability to not only keep their clients but also be ableto acquire more projects.

The IT SMEs in India who have been in the market for over a coupleof decades, have weathered the dot com crash and the slow growththat followed it. Today they have developed their own stratagem ofsurvival and growth, which is bringing in revenue.

“We have a price advantage due to lower overheads and sign onclients only if it is a doable project,” says a CEO of an IT mid-segment company who wishes to remain anonymous.n The Times of India, December 2012

Recruitment in Pune on an upswingA sure sign of recovery in the Pune recruitment market, theTimesJobs.com monthly Recruitex index for October shows anupswing in almost all parameters of hiring. The month-on-monthgrowth in demand for talent indicates a surge of 36% in the monthof October, which is significant considering there was a fall of closeto 15% in demand for talent in September. Amongst industries, theBFSI sector is the top hiring industry in Pune, with an increase of13% in demand for talent in just one month, and the IT/Manufacturing sector is a close second with an increase of 11%.

On the parameter of functional areas, core IT and Telecom were themost in demand skills with a rise of 15% in October. And finally,demand for the experience segment of 20+ years showed animpressive 100% jump.

n The Times of India, December 2012

T J R E S E A R C H I N N E W S

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HIRING & BEYOND

How effective do you believe is theprocess of gamification in hiring?

Gamification, which is a process ofinculcating games into corporateprocesses with the purpose of using gamedesign techniques, game thinking andgame mechanics to enhance non-gamecontexts, is a new trend that’s catching upamongst corporates in India.

We, here at Sapient have inculcated thisinto our hiring strategy lately, to ensurethat new hires come up to speed fasterthan before, thereby helping themcontribute to the firm’s productivity andcreativity from the very beginning.

We believe that gamification has risen asan effective tool in sifting through talent.It helps us understand a lot about acandidate’s characteristics, theirbehavior, approach, potential to applyknowledge, problem solving capabilityand the like.

What attributes of a candidate do youlook for while engaging him/her ingamification based hiring?

At Sapient, we look for candidates withtraits such as problem solving, resilience,creativity, innovation, and a stronglearning orientation.

For what purposes do you employ theprocess of gamification in yourorganisation?

Sapient applies the process ofgamification for hiring, training andengagement purposes. Simulationtraining and games help record andmonitor performance under stressfulconditions. Likewise, games developed

with a fun orientation can deliver keymessages in an unencumbered setting.

What kind of games do you believewould help assess and engage youremployees?

Employers, these days, offer a range ofdifferent programs and initiativespertaining to leisure such as indoor andoutdoor gaming which could enhance anemployee’s mental and physical attributesalong with productivity at workplace.

We, for instance conduct a program calledDragon’s Den for Sapient Global Markets(one of Sapient’s business units) in whichour people are asked to come up with newinnovative and business-ready ideas tomanagement.

The top three ideas are shortlisted basedon business potential and social impactand their owners are invited to pitchthem to senior leaders in Boston forrequisite funding and guidance.

This program not only helps jumpstartnew ideas but also works to engage talenteffectively.

During the recently concluded Olympics,Sapient conducted a worldwide contest onthe theme of Olympics.

Each week a quiz question would beshared and the office that sent the mostcorrect answers would win points. In theend, one final office was declared aswinner.

Such activities help create a sense ofcommunity and keep people engaged.People get to connect over a game basedon a current event (hence the massappeal).

What are the benefits ofgamification?

Most recently, there has been a favorableshift in the workplace environment as aresult of flexibility and advancement inHR polices. When both work and leisuretime are taken into account, it has beenobserved and even proved via scientificresearch that employees who spentregular time on leisure have lessdepression and tension as well as greatersatisfaction as compared to those who donot indulge into leisure time at work.Hence, we have instilled the culture ofgamification amongst our people.

Recruitments at what levels haveproved to be most efficient using thegamification based hiring?

Mostly the junior people relate the mostto this form of hiring- be it quizzes andcoding contests.

What are the major shortcomings ofgamification?

The difficult bit is to distinguish betweenwasted idle time due to the implication ofgamification and productive free time.

Do you believe the approach ofgamification stands a chance againsttraditional hiring methods?

I believe that gamification can be used aspart of the hiring program wheneffectively clubbed with the traditionalmethods of hiring. It does not stand achance to outshine traditional methods asboth have to co-exist in a system for thedesired results. However, it is certainly avalue add and adds an interesting newdimension to the process of hiring.

Expert Speak

Disclaimer: Information provided in this newsletter shall not be reproduced, published, re-sold or otherwise distributed inany 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. Write in to [email protected]

Copyright ©2012 Times Business Solutions Limited. All rights reserved.

Using Gamification for Sourcing and Engaging Talent

Prashant Bhatnagar, Director- Hiring, Sapient India

Prashant Bhatnagar, director, is the hiring lead for Sapient India. In his role, heis responsible for development and execution of talent strategy that includesmodeling laterals vs. campus, acquisition vs. development vs. internationalrotation etc. He is also involved in planning and developing go to marketrecruiting strategy for emerging countries that includes establishing jobgrades, compensation benchmarking and benefits calibration. Prashant joinedSapient in July 2007 from Headstrong (formerly TechSpan) where he spent 8years. Prashant has a Masters in Business from ENPC Paris and graduatedtop of his class in Electronics (Honours) from University of Delhi.

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