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Growth Stories 2

By Case Study No Comments


The company working in manufacturing of agriculture and construction machinery reached out to us for assistance for staffing related services in the initial stages of establishing a new plant. They were looking for a specific talent pool capable of handling plant responsibilities. The requirements were for particular specialty roles in the manufacturing domain making them difficult to source. The top management roles were more diverse with the need for utmost skill knowledge with the capability to handle the plant in every aspect.

How QSS helped

  • HR solutions in leadership management – We handled strategic HR issues of leadership management under our business advisory arm. We assisted in developing employee and salary structure for the plant top management along with the HR policies.
  • Staffing services – We provided the company with talent acquisition services in non-traditional areas meeting the company’s need to the cut for their newly established plant in western India.

Business Impact

After the services provided by QSS the plant is working highly effectively and the workforce has a resonating vision with the company. After this project experience the company is looking forward to future acquisitions of a competitor to meet the growing demand. The organisation is constantly growing at the rate of 16-18% under their expansion business model.

Growth Stories 3

By Case Study No Comments


In view of a merger strategy of two subsidiaries of an esteemed group working in manufacturing of construction equipment contacted QSS Global for our HR M&A services. The challenges faced in this project was the variance in the scale of the two entities in terms of manufacturing capacity, extent of automation involved in processing, work culture, salary structure and employee structure. As both the entities were under the same group the financial and structural merging was simpler compared to people merging.

How QSS helped

  • Chain management – We assisted the organisation in resonating the machinery and capacity of the two plants to be able to work cohesively at optimal level after the merger.
  • HR structure – QSS redesigned the employee structure to incorporate features and ethos of both the entities and formed a common salary structure.
  • Cultural variance – Because of the capacity and technology variance in both the plants there was a cultural variance in terms of rewards and recognition, leave policy, payroll management. QSS developed new policies taking into consideration the new work balance within the organisation.

Business Impact

After careful analysis and structuring, the company was able to realise the successful merger strengthening their product development capabilities. The merger was achieved by incorporating all the positives from both the administrations. The merger experience of the organisation was extremely fluid with our HR services. This has impacted the exponential growth of company capacity and business capabilities.

Does a CEO need a Cabin?

By Blogs No Comments

“How would you feel if your CEO and other top executives sat next to you in the office”

Many would shudder at this thought and have performance anxiety were this their reality. But does a CEO really need a cabin?

A CEO is responsible for the management of an organisation and oversees the administration and overall operations. If they sat in their cabin all day, would they know what was going on at the ground level? Are the employees happy?

Not having a cabin would prompt the CEO to sit with their employees and directly overlook the company affairs.  In the words of our Managing Partner at QSS Global, Mr. Karan Singh, “A boss should make their cabin as uncomfortable as possible, remove the AC and the fan, if the boss is not comfortable in their cabin, they would be with their subordinates, mentoring them and supervising them..”

Problems associated

A Glass Cabin, though looks fancy and classy, reduces access of an employee to their boss. It forms not only a physical barrier but also a communication barrier. The CEO might not be aware of what his employees are going through and what are the issues they are facing. While in the absence of a cabin, they are aware of the situation on the ground. It also removes the unnecessary bureaucratic procedures for employees to have an appointment with the CEO.

Benefits of No Cabin

The absence of a cabin for a CEO has certain advantages for employees also. Having no cabin shatters a sense of privilege. Breaking that barrier and having your boss at your good disposal motivates the employees, eventually boosting productivity. Small things like having a snack together or small talks over coffee go a long way in reassuring the employees that their boss has their back. Your boss becomes a symbol of social equality, and you get to see the more human side of your boss.

New-age CEOs don’t want to be confined to a corner office; they are used to having spontaneous conversations with their teams. For them, a cabin would make them feel like a prisoner. Vijay Shekhar Sharma, the Paytm CEO, is one example of leading his team from the front by having his desk among his colleagues.

Demerits of No Cabin

While there are a lot of perks of no cabins for CEOs, it does ask us whether there are demerits of no cabins? Due to the nature of their job, CEOs have to handle many confidential matters of the company which can’t be dealt with in the open. So, where is the necessary privacy? Another drawback of no cabins could be the noise and chaos the CEO would need to deal with while working in the open. They make critical decisions every other day; wouldn’t they require peace of mind to face those challenges. Here, maybe the company could work on a hybrid model where the CEO only “visits” their cabin or perhaps a meeting room while spending the rest of the day among the team.

Your boss is also a human, and they need that human connection to know more about the people they are working with. It would help generate empathy at both ends when everybody sees how everybody is working. This only knits all together. All in all, the pros of having no cabin outweigh the cons. Maybe the organisations could work on a hybrid model. Finally, it is up to the organisation to decide what system fits them well and what to adopt.