Partners in life Suruchi Wagh and Mohit Gundecha quit their lucrative jobs with the hope that their idea would find acceptance in the corporate world. There was enough information and data to establish that a confluence of behavioural sciences and technology would revolutionise HR. They held a strong belief that the HR tech company they conceived would be able to scale up in a short period. How did Jombay fare? Did they find acceptance among organisations following age-old HR processes?
Wagh, founder and COO of Jombay, used to work at RMS, a leading catastrophe modelling company, after having studied at University of Southern California. Jombay (which came from the Bengali word jomay which literally means solidifying or fit hai or jamtahai) was formed in January 2010, with the strong belief that every individual has a certain skill set which fits a particular position and sector—finding the right fit is the key. Gundecha graduated from Stanford University and later worked as head of India operations with mig33, a mobile-first community with more than 50 million users before joining as CEO in August 2010. “We saw a number of our friends and acquaintances take up jobs based on their gut feeling or anecdotal information. We thought we could enable people take an informed decision by using psychometrics,” explains Wagh. Jombay planned to use psychometrics to analyse potential candidates personality, motivation level, and help them decide what kind of career they should opt for.
The business idea took shape further after they both identified the need of companies to reimagine their HR and people processes and take data-driven (and not biased or gut based) decisions around hiring, promoting, and developing the right people. Jombay saw a huge opportunity there, especially in the Indian market as they figured that corporate India wanted tools which are simple to use and offer integrated analytics which could be customised to their competency framework.
Bu hikaye Indian Management dergisinin April 2017 sayısından alınmıştır.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber ? Giriş Yap
Bu hikaye Indian Management dergisinin April 2017 sayısından alınmıştır.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber? Giriş Yap
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
