CSS Corp joins forces with ICT academy to skill youth of Tamil Nadu

CSS Corp, a new age IT services and technology support company today announced it has signed a Memorandum of Understanding (MoU) with ICT Academy, a not-for-profit society, to jointly launch an extensive training program to skill the youth of rural, urban and low-income family groups in Tamil Nadu.

Through this initiative, CSS Corp endeavours to help build the socio-economic conditions of underserved students through quality education and training in IT. The program was officially launched at an inauguration event held at Sri Sairam Engineering College, Chennai, and Tamil Nadu on 3rd July 2019.

The training program will be conducted in 20 colleges spread across Tamil Nadu. The program targets to provide 100 hours of intensive activity-based training in soft and technical support skills for 1,000 final year graduating students from engineering, arts and science colleges located in the rural and urban areas of Tamil Nadu.

The module includes business communication, grammar, vocabulary, hardware and networking, operating systems, wireless technologies, and career counselling; all of which will be offered by professionals who have industry expertise. College students who aspire to apply for the program should currently be pursuing their final year in Computer Science and IT and must secure an average score of 6 CGPA until the last semester. Volunteers from CSS Corp will be closely involved in the program through overall monitoring of the training program, mentoring of the students and conducting mock interviews and group discussions.

The program is also aimed to skill students from financially backward families with annual income of less than or equal to 2.5 Lakhs. Girl students will be given preference during the selection process to keep in line with CSS Corp’s objective of empowering more women in the technology sector.

“One of the major challenges for the IT industry is re-skilling the present and future workforce to bridge the demand-skill gap. CSS Corp has been consistently institutionalizing a culture that promotes learning newer technologies and solutions to embrace the current disruption. This year, through our CSR initiative, we look forward to imparting the skill expertise that we have curated to deserving students through quality education and proper training. We are privileged to partner with ICT Academy to design a program that will effectively empower students of Tamil Nadu to be truly future ready”, said Manish Tandon, Chief Executive Officer, CSS Corp.

“CSR comes as a big boon for the underprivileged and the development of rural India. We at ICT Academy, being a not for profit organization continued partnering with several leading companies across India for implementing their CSR objectives in the areas of employability, skill development, youth empowerment, capacity development of teachers, digital empowerment, entrepreneurship development, literacy initiatives and women empowerment. Thanks to CSS Corp for coming up with such a high impact initiative under their CSR”, said M Sivakumar, Chief Executive Officer, ICT Academy.

The areas where HR tech can’t be much helpful

HR tech is revolutionising the human resource management. But it’s not a panacea that will solve every problem. We ask HR professionals which functions have to remain human-centric.

HR tech has emerged as a category in itself in the technology sector. New HR technologies, especially automation, are revolutionising the HR sector. However, not every HR function can be automated for the same or better performance. There are several areas in HR where technology will not be much useful.

According to a KPMG report, five functions in the HR service value chain can’t be automated at all. These are: employee relations, change management, organisational effectiveness, people performance and whole system architecture. ETHRWorld interacted with HR leaders to understand the role of tech in HR.

There aren’t any second thoughts for Anish Philip, Chief People Officer, CSS Corp, on how technology is an enabler in providing HR leaders and professionals with a better, faster way to amplify HR functions.

But Philip says that it is important to understand that technology is just an enabler. What is needed for transformation is a mindset shift. Technology is incidental and will keep complementing human efforts. Ever since the pandemic forced many organisations to automate and digitise their processes, the ‘human’ element has been overshadowed by the increased adoption of new-age tools and accelerated digitization process, he says.

Philip points out that organisations must invest in employees’ holistic wellbeing to create a healthier workforce, a stronger culture, and better employee engagement. Employees are likely to stick around when they are provided with a safe and empathetic environment where they can voice their opinions freely.

CSS Corp follows the Hi-Tech and Hi-Touch approach to strike the balance between technology and people. The company organises frequent virtual leadership townhalls, assistance programmes, and counselling sessions to keep the employees engaged.

“Also, to ensure that all the employee voices are heard and acknowledged, we have regular face-to-face HR sessions and an option to write directly to the CPO. We also conduct frequent time-outs for different teams and business units to ensure that they are rejuvenated and don’t lose that human connection,” Philip adds.


How Emerging Technologies are Redefining the IT Service Provider Landscape

Technology is changing the way organizations do business across all major industries. New technologies (and new applications of existing technologies) are being developed all the time, and businesses are naturally looking for ways to incorporate emerging technologies into their operations.

As IT service providers, emerging technologies are constantly changing the way we operate and improving the level of service we’re able to offer customers. At a minimum, new technologies are:

  • Enabling new business models and revenue streams
  • Enhancing the customer journey
  • Improving the speed and quality of customer service
  • Facilitating huge efficiency gains in operational processes

With so many exciting new technologies coming to market, it can be hard for businesses to keep up. For example:

Robotic Process Automation (RPA) and Intelligent Automation can be used to automate business processes that are repetitive or time-consuming, e.g. an account opening process.

The Internet of Things (IoT) and Operational Technology (OT) help organizations collect and analyze data about critical systems and processes at an unprecedented scale.

Smart Analytics solutions help businesses organize massive quantities of operational data and use it to inform process improvements.

Artificial Intelligence (AI) can help improve the responsiveness and quality of customer service via automated solutions like chatbots.

Blockchain / Digital Ledger Technology (DLT) enables new business models across all industries, particularly those that rely on secure transfer of digital rights such as licensing of art, music, and software.

Before the end of 2019, we will definitely see even more newer technologies in development that will enable benefits to efficiency and customer experience.

Technology as an Enabler

As beneficial as technology undoubtedly is, it’s not the end result. Nobody adopts a new technology purely for the sake of novelty — it has to provide genuine business value.

At the same time, new technological advances are available to everyone. IT service providers can’t claim new technologies as a differentiator, because for the most part everybody in the marketplace has access to the same technological opportunities.

After all, we don’t talk about the competitive advantages of the telephone. Why? Because every business has them. The important thing is how businesses use the telephone to promote business objectives.

The situation is exactly the same with new technologies. It’s not about “what” technology you have access to, it’s about “how” you use that technology to produce the desired outcome.

Amplify Agents To Transform CX In Customer Service

Customer Support Representatives (CSR’s) are the bridge between customers and the company. When faced with product or service-related issues, customers instinctively reach out to the customer service department. In an industry report by Accenture, it was found that 89 per cent of customers get frustrated because they need to repeat their issues to multiple representatives.

In a customer service environment, there is a tendency to get carried away by modern technologies like AI or advanced analytics and set up complex systems to deliver “next-gen” support for customers. However, problems arise because agents are not able to leverage these technologies properly to come up with timely, meaningful solutions.

To find a quick resolution, CSR’s require comprehensive and contextual information about the customer and the issue. Organizations must understand that most customers today can use self-service tools to resolve basic issues, subsequently increasing their expectations for specialized agent support. While chatbots have caused a lot of buzz over the last couple of years, the industry has quickly realized that chatbot technology is not mature enough to handle non-standardized customer issues. The solution, therefore, lies in a holistic agent empowerment and amplification framework that enables agents to service customers seamlessly and effectively.

How Agent Amplification can drive customer experience

A customer service ecosystem consists of primarily 3 components:

  • Consumer experience
  • Technology-driven process automation
  • Agent experience

Out of the three, the agent experience is a crucial aspect, as it is the X-factor that drives the other two. As per the Aberdeen Group, companies who work to actively engage employees/agents have customer loyalty rates 233 per cent higher than those who don’t.

Therefore, an efficient contact center ecosystem should incorporate an agent-centric model that integrates technology seamlessly into the existing customer service ecology, while maintaining synergy with agent experience.

A holistic customer experience solution can be the answer
A digitally led customer experience management ecosystem can simplify complex customer service ecosystems. It can provide solutions that shift from reactive to pre-emptive engagement models, enabling agents to provide consistent support along the entire consumer journey. An effective support framework, depending upon whether it is in a B2C or B2B context, could have the following components:

A) Smart Case Routing
The genesis of most problems related to the call center environment, stem from the inability to map the right agent to the right customer issue. This creates frustration for customers as they are thrown from one agent to the other. However, with intelligent automation and smart case routing analytics, organizations can drive predictability and agility in customer service operations. Issue classification, routing and management is automated, so the agent with the right skill set and micro-attributes is holistically mapped to the right customer. This simplifies and reduces issue resolution time.

The mechanics of leveraging AI and ML to solve problems

Take a look around. Cars are driving themselves. Automation is everywhere. Even drones have become household toys.

These are clear signs that artificial intelligence (AI) and machine learning (ML) have become democratized.

As powerful as they are, using AI and ML to solve business problems is not a simple process. Many project teams do not fully understand how to work with these technologies.

Algorithm libraries are the smart choice 

There are more than 50 common ML algorithms, all with different applications.  It can be tempting for AI/ML adopters to develop their own in-house solutions. However, building new ML algorithms can be a huge challenge. Significant investments are required and it is difficult to compete with established players such as Amazon (AWS), Microsoft (Azure), and Google. A better alternative is to hire engineers who can work with existing ML libraries built into major cloud platforms.

Off-the-shelf ML algorithms are best suited for evolving markets that need rapid access to working solutions. Such pre-existing, bug-free algorithms are an important advantage as they speed up the development and deployment process.

Not all business problems can be solved using algorithm libraries. More complex problems will still need to be built from scratch by experienced R&D experts. This type of work requires a lot of creativity and human ingenuity.

Solving problems with AI and ML

AI/ML projects are often hindered by lack of understanding of the underlying dynamics, dependencies and data required to solve a problem.

Below are five steps engineers must take to successfully build AI and ML solutions.

1. Understand the problem: Before any development, engineers must have a thorough understanding of the problem. The team must identify the dynamics associated with the problem, a list of internal and external dependencies, and data attributes. The methods to achieve this include the ‘5 whys’, mind mapping, online analysis and domain SME discussion.

2. Understand data points: A thorough understanding of existing data is essential as engineers must be able to identify features that could influence the AI/ML model. Common tools and methods to help with this stage include data analysis, statistical methods, data interpolation and extrapolation, feature extraction methods and research.

3. Determine whether AI/ML is appropriate

This is perhaps the most important step in any project development to determine which technologies should be used to solve the problem. Many development teams opt to use AI and ML even when they are not the ideal choice.

Some good questions to ask before you start:

  • Can the problem be solved with rule-based-analysis?
  • Is the output strongly influenced by less than 1 to 4 metrics?
  • Are there any existing functions that can facilitate the desired output?
  • Is the problem computationally difficult but has a fixed outcome?
  • Is it simple to group the data or series of inputs?

If the answer to any of the questions above is a strong yes, the project may not be a good fit for AI and ML.

4. Spend time on feature engineering 

One of the most challenging tasks is establishing effective features that are dependable for ML classification. Based on the nature of a problem, features must be extracted from transformation. This requires significant expertise and application of data engineering concepts.

5. Apply ML algorithms contextually  

Selecting the correct ML algorithm for a problem requires analyzing and using KPIs such as accuracy, precision, recall, MCC (Matthews correlation coefficient), and F scores. There is no ‘minimum data’ formula, as it is highly driven by the complexity of the problem.

Selecting the right ML algorithm

As with the steps above, it is important to ensure the correct ML algorithm is selected for the success of the entire project. Once the problem, data attributes, and project objectives are thoroughly understood, an algorithm should be chosen.

Broadly, algorithms fall into four categories:

  • Supervised learning
  • Semi-supervised learning
  • Unsupervised learning
  • Reinforcement learning

When datasets are clear and consistent, supervised learning algorithms are a good choice. But, when data is complex or unclear, unsupervised learning algorithms are more appropriate.

It is important to remember that contextual application of ML algorithms is essential to project success.  Your choice of algorithm must be made objectively. Just because you have resources who specialize in an algorithm does not mean it is the best choice.

How Women Techies Can Thrive in a Post-COVID World

Breaking the glass ceiling has long been a goal for women professionals in the technology sector. But lack of flexible working policy and indifference of senior management often dissuade them from securing a place in the boardroom, despite studies showing time and again that women have proven themselves to be capable leaders all over the planet. The COVID-19 era that is disrupting every industry and individual across the world may change that. Experts believe with work from home (WFH) becoming the new normal now, the pandemic in some ways, can create new and exciting opportunities, especially, for women in technology.

Currently, there are only 26% of women in engineering roles in India and only 7% of women manage to reach the C-suite level. The Belong Survey shows that flexibility, backed by strong senior management support draws more women, and retains them, in the workplace, especially in the senior positions. The WFH policy during the lockdown is only paving the way for women techies to eye a better career pitch.

COVID-19 creates new opportunities

Bhuvaneswari Natarajan, Senior Director, Corporate Quality, CSS Corp, believes WFH has brought forth endless possibilities, especially for women who are planning to get back to work after a career break. “The flexibility that remote working brings has allowed women to balance their work and life better with increased collaboration from the other family members. It can not only help women upskill themselves but also be a part of conversations that were earlier dominated by men,” she says.

Several tech companies are open to hiring remote workers on full-time payroll, which was not the case even a year ago. In fact, in the present scenario, WFH is proving to be more productive and a lot of companies are planning to adopt a wider use of this model even after COVID-19. This opens up the market for diverse tech talent, where companies look for talent in locations where they don’t have a physical office.

Women with skills in emerging technologies can bank upon this opportunity to restart their IT career, believes Sindhu Gangadharan – Senior Vice President and Managing Director, SAP, who opines that WFH will benefit both male and female employees, as it decouples them from a specific location.

“It certainly will be a boon to many women employees, who were forced to ‘pause’ their career due to family compulsions, as they now can balance both work and family more effectively. It also will give women more options to choose jobs from different locations, without having to uproot their family and social circles,” she says.

Pooja Subramanian, Technology Principal at ThoughtWorks, agrees that WFH or remote work will eliminate a lot of restrictions like travel time and enable flexible work schedules for people who can benefit from it – say women with kids or elderly people to take care of or women who have relocated because of family.

However, Jaya Vaidhyanathan, CEO, BCT Digital, cautions that despite opening up a new window of opportunities, WFH brings with it both blessings and challenges. She believes, it requires more planning, dedicated (even if small) workspace, and managing other responsibilities. The industry should quickly find ways to utilize this opportunity and build functional models to draw the balance between availability of technical skills and their utilization.

Making Diversity a long term option

While the lockdown and the ensuring WFH policy is changing the way employers are hiring resources, experts believe that diversity is a deep rooted problem that needs a long term strategy to reduce tech’s gender gap. For example, Vaidhyanathan believes, “it all needs to start at the top with more board roles being open for women.”

Agrees Natarajan who emphasized that a diverse, equitable, and inclusive work environment will go a long way in creating more opportunities for women and fostering sponsorships to not only retain but also advance women to pursue their career goals.

As Supria Dhanda, VP and Country Manager, Western Digital India, believes, “To make diversity in technology work for the long term, the entire stream of talent needs to be reviewed and rightly invested, right from encouraging girl students to take up engineering disciplines to organizations investing in hiring, developing, mentoring, and promoting women in technology and business and focus on how they stay with the organizations for the long term.”

While organization’s flexible work policy is the key, Gangadharan suggests women techies to have an open mind, participate in opportunities that come their way, and ensure that learning never stops in order to thrive in a post-COVID world.

“A shift of mindset is required where the organization and family play a crucial role in encouraging women in technology to pursue their passion,” says Subramanian, who believes it’s imperative for organizations to support these ambitious techies with the right policies, culture and flexibility that will cultivate more women leaders.

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AI in healthcare

Strategic application of AI has the potential to radically change the way healthcare is delivered through evidence-driven insights. Phanikishore Burre, SVP and Global Delivery Head – Networks, Cloud, Infrastructure and Security Services, CSS Corp shares his insights on how with AI, healthcare sector has shifted its focus from merely treating, to prediction, and subsequently prevention

There’s a kind of physician whose name doesn’t bear the initials MBBS or MD. Artificial Intelligence (AI) is in the spotlight through its niche role in medical research, image analyses, predictive diagnostics, early detection, patient triage and decision support at a high degree of accuracy and efficiency. The democratisation of AI saves time and costs for stakeholders in an industry facing a shortage of physicians and allied professionals.

What’s different in India?

Unlike the rest of the world, India faces many issues in the distribution of healthcare. Problems include the dearth of clinicians, inadequate infrastructure and insufficient government investment, high-treatment costs, weak doctor-patient ratio, late diagnosis, overscheduled doctors, ailment unawareness, and the like. However, in an Indian healthcare market that is conducive for digital transformations, the times are changing as the government is showing enthusiasm for innovation and sustainable projects. Tech adoption, in general, is slow, and the Indian government and private players have much groundwork to cover if they are to catch up with their Western and European counterparts known for tech advancements, medical innovation and research and development (R&D). In India, AI can compensate for a host of problems mentioned above.

AI augmentation is happening across medical research, hospital operations and robotic surgeries.

AI fastracks biomedical research. Take the case of viral culturing in laboratories; scientists are fleshing out quicker insights by accelerating simulation time between the interaction and reaction of compounds and virals. AI-based simulation is so useful in a testing environment where viral and bacteria strains take on polymorphic identities. AI’s deep learning dives into knowledge repositories to learn from use-cases and help patients.

In India, there’re plenty of disorganised data in silos. Integrating AI into patient management systems of hospitals, pharmacies, blood banks and clinical labs, provides a 360-degree view of the patients’ history. The US, with its EHR (Electronic Health Record), is at a vantage point in integrating AI into their applications. In India, digitisation starting from a patient’s check-in, appointment, prescription to records, diagnosis and imaging is necessary. From an operational and transactional standpoint, AI transforms patient journeys by reducing costs, waiting times and dropouts.

The cutting-edge work of AI is underway in remote robotic surgeries where doctors at any location can treat patients located at any place in the world with the help of other supporting technologies like AR and 5G.

With AI as an aide, it frees medicos to devote time and energy towards prescribing the right antidote to patients, instead of studying and diagnosing symptoms. During times of fatigue, doctors inadvertently oversee critical parameters or information about the patient. AI steps in to check the crucial factors of patients and their ailments.

Adoption in Indian healthcare

In India, large-scale AI implementation is on the anvil through startups and tech firms. Google and Microsoft are working with hospitals to integrate AI. Tech behemoths and life science players are also fleshing out AI-based platforms, smartphone apps and co-bots for the medical industry. Startups are collaborating with hospitals for early detection, recurrence and treatment. AI is transforming diagnosis and treatments across autism, cardiology, ophthalmology, dementia, various cancers, plus the psychiatric world of bipolar disorders, Post-Traumatic Stress Disorder (PTSD) and schizophrenia. Various factors such as large-scale datasets of a burgeoning population, hyperconnectivity and digitalisation present a conducive environment with many a proof-of-concept for AI pilot projects to expand.

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Co performance in the last 10 months has picked up

Manish Tandon took charge at mid-tier software services company CSS Corp’s corner office in August 2016 after the PE investor The Partners Group pressed for change at the top. From an earlier position of an IPO in 2016-17, the company has now pushed that event by another three years. In conversation with TOI, Tandon, says first phase of restructuring at CSS Corp was over and the company was back on growth mode.
What were the key triggers for The Partners group to eject the earlier CEO? You had said performance numbers were not satisfactory. Can you elaborate?
This question would be best answered by The Partners Group of investors. Given the changes in the industry I suspect that they perhaps just wanted some fresh thinking.
You said last two quarters CSS Corp has achieved sequential growth on both topline and bottom line. What is the growth looking like? Can you share some numbers? Is the return to growth a new phenomenon or the growth was slower earlier?
We have been observing 3% sequential growth quarter on quarter since the past two quarters and with this pace we are targeting 15% growth year on year. Bottom line has always been healthy with steady double digit margins. The performance of the organization in the last 10 months has picked up and we expect to maintain the momentum going forward.
Your $150 million revenues for March 2017 is expected to grow. Can you share what would these numbers look like in 1, 2 and 3 years from now?

Numbers will be in line with the growth projections as already.
You had said the idea was to create more value to shareholders, before you look at IPO or other exit process for existing investors. Can you elaborate?

The measures we have taken will enable us to emerge as a new age services provider with a truly differentiated value proposition. That will help us drive top line and bottom line growth, with better IP creation and client acquisition which should ultimately reflect in better value creation. However, IPO or a strategic sale at this point is speculative. It would be premature for us to talk about an exit for at least 3 to 5 years.

What were the changes you effected after you took over as CEO? Can you explain some tangible steps, including HR changes or other policy changes that were effected to get growth back? What are the differentiated set of offerings you have brought in?

We have been focusing on the underinvested areas of the company. Areas like sales and marketing have been strengthened with increased presence closer to our customers i.e. the US market. We are investing heavily on building our innovation and research capabilities through the CSS Corp Innovation Labs as we believe in solution led differentiation. The lab has been able to churn out new age technology solutions in AI, automation, analytics and this is helping us get better traction in the market. Most of CSS Corp’s advanced solutions have been incubated in our labs.
On the HR front, CSS Corp’s Digital Career Progression Framework has been specifically built to fast-track employee re-skilling initiatives within the organization, in niche digital technologies including AI, analytics, automation, cloud, DevOps and IoT. Additionally, the framework enables collaborative learning and greater personalization through Virtual University, MOOCs, online portals and learning communities. The framework has created more career and growth opportunities, while resulting in an overall drop in attrition.
We have also amplified our service lines. One of our fastest growing services is Digital through which we are building innovative solutions to help our clients engage better with their end-customers while driving better customer experience and revenue conversion.

Preview: Times of India

BCP PlayBook: CSS Corp’s resilience frameworks drew ‘CHEER’s from employees, customers

The COVID-19 crisis has hit businesses harder than ever before. Although many large companies had a Business Continuity Plan (BCP) in place that they can fall back on in case of emergencies, but they fell short of expectations during this unprecedented crisis. In fact, sustaining the Business Continuity amidst the lockdown, social distancing, adapting to the ‘New Normal’ of remote work didn’t quite go without hiccups for organizations across India.

Through the CIOL ‘BCP PlayBook’ series, we will try to give you a glimpse into the strategic Business Continuity Plans of various organizations across industries including the plan, the execution, the benefits they got from their updated BCP initiatives.

Today, we will take you through CSS Corp’s BCP initiatives.

In the video below, Vivian Gomes, SVP & Head – Marketing & Inside Sales, CSS Corp tells how the company prepared, took control of the situation, stabilized operations, and embraced the New Normal with a carefully realigned BCP strategy:

(Please click on the image to watch the video) 

CSS Corp stepped up its preparedness to handle the crisis by using a proprietary resilience framework, which helped it to implement work from home for its 7,000-odd employees across 18 Global locations by March 23.

In order to stabilize operations, it constituted a virtual command centre to monitor all global client projects and programs, and update daily status reports.

The company digitalized all the HR functions and implemented virtual hiring, onboarding, and training of the employees. It also created a ‘CHEER’ framework for employee wellbeing and boosting team engagements. Communicating with teams, highlighting teams’ accomplishments, energizing the staff, engaging employees, and recognizing the workforce are the key parts of the framework.

CSS Corp also re-looked at its GTM model to be in sync with the current industry environment. It also provided work from home and work from anywhere solutions to its new clients and prospects.

Key Benefits:

Employee wellbeing and team engagement

Achieved 100% adherence to the client SLAs

100% Digital HR with virtual hiring, training, and onboarding

“Covid, or no Covid, BCP is important to build resilience”

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CSS Corp wins NASSCOM’s digital skills award for 2017

CSS Corp, a global leader in providing IT Services and Technology Support solutions, has won NASSCOM’s prestigious  Skills Award for 2017. CSS Corp’s  Career Progression Framework, “Reimagine”, was chosen for its unique and innovative approach to employee up-skilling and cross-skilling in new age  technologies. The award was presented at NASSCOM’s flagship HR Summit, which was held in  on July 20th.

The “Reimagine” framework has been specifically built to fast-track employee re-skilling initiatives within the organization, in niche  technologies including Robotic Process  (RPA), AI, Analytics, Cloud, DevOps, and IoT. Additionally, the framework enables collaborative learning and greater personalization through Virtual University, MOOCs, online portals and learning communities. Reimagine promotes the democratization of learning and fosters a culture of innovation within the organization.

The  of Reimagine have been encouraging so far. It and has brought in significant increases in critical  aspects, including resource utilization, team productivity, employee learning and development, and increase in revenue per employee. The framework has also created more career and growth opportunities while resulting in an overall drop in attrition.

CSS Corp’s Reimagine framework is synchronized with  Innovation Labs that provide employees access and ample opportunities to build customer engagement solutions like Cognitive Customer Experience Platform, CSS Corp’s recent AI platform. The various training programs and certifications that are offered on the latest technologies enable employees to enhance their  dexterity, to thrive in today’s disruptive marketplace.

Speaking on the occasion, Mr. R. Chandrashekhar, President, NASSCOM, said, “Workforce landscape in India has evolved significantly over the last decade and the key to success lies in identifying the right talent and then train them to enhance their skills and employability and therefore enhance industry’s competitiveness. I congratulate CSS Corp for their excellent work in this area. We are sure that the entire industry will devise ways and means to scale up the reskilling efforts.

Commenting on the recognition, Manish Tandon, CEO of CSS Corp said, “We are delighted to be recognized by  for our  up-skilling initiatives. This will enable us to offer the best of career and growth opportunities to our employees while building a nimble and agile organization. We are reorienting our service lines with new and disruptive offerings, and the Reimagine framework is one such step toward this process of change, adoption and growth. We are confident that our employees will tap into these opportunities to learn and adapt, and be the change agents who will deliver transformational  in today’s rapidly evolving technology environment.

Speaking on the occasion, David Raj, EVP & Chief HR Officer, CSS Corp said, “We are honored by this recognition by . It is a strong testimony to the underlying philosophy of CSS Corp’s adaptability, and our commitment towards building a close-knit, vibrant, and technologically advanced organization. The Reimagine career progression framework has been designed to provide the right guidance, opportunities, and encouragement to our employees to advance their careers.

Preview: Business Standard

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