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Adrenalin MD says technology can reduce HR effort by 60-70%

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Adrenalin eSystems was founded 20 years ago to provide technology solutions to help companies manage their human hindu, MD and CEO Srinivasa Bharathy, said the company was a pioneer in the field and has since moved its products to the cloud, expanded beyond India into West Asia and Asia Pacific, and embraced new technologies such as analytics. We mentioned that we are continuously upgrading our products. and mobile technology. now, 5 yen A billionaire company, part of the Intellect Group, aims to double its revenue within three years. excerpt:

You recently stated that you aim to double your revenue to Rs 100 crore in three years. Given that it took him 20 years to reach his first Rs 500 crore, in what aspects of the market would you be confident?

User companies have recently invested heavily in the field of HR technology both in India and globally. Unheard of in the last two years. Even in mature markets like the US, the middle market is growing now. In markets like India, which initially started with operational HR and then moved into the strategic HR area, the pandemic has accelerated a few things. Thanks to hybrid models, people can work from anywhere and companies are looking for ways to engage with them. Recruitment is also done “from anywhere”. Looking at our own pace of sign-ups from clients, we had our highest billing quarter ever. Last year we signed over 75 new clients. Before the pandemic, he used to be around 35-40.

But it’s also a case of varying client sizes. What is happening now is that small businesses also want to go digital. Previously, only organizations with over 10,000 employees chose to digitize HR. Currently, he is featured in companies with 2,000-5,000 employees. Businesses looking to grow also need such a solution. Currently, he has 1,000-2,000 employees, but in 4-5 years, he aims to reach 10,000-50,000. I think it’s also the ubiquitous optimism in terms of sustainable growth in India.

Revitalizing marketing engines and investing in digital marketing have also contributed to the growth of the lead pipeline in India. We are seeing clients returning to us who have left us for new age startups.And the traction is not only in India but also in the Middle East.

In the digitalization hierarchy, HR Tech used to be near the bottom of the priority list. Organizations preferred to digitize their accounting systems first, and then adopted their business systems. Business-specific automation followed. For manufacturing companies, production planning was needed to better manage production capacity. Logistics solutions then proliferated to better manage deliveries. Sales force automation has helped popularize CRM. Then, if there was budget left, the company would say, “Let’s enable our employees now,” and bring them to his HR Tech. The pandemic has accelerated it all. We are seeing traction in all types of companies, not just IT and BPO. In manufacturing companies, for example, staff had to work outside the office. [companies] I had to process my payroll wherever I was [the staff] sat down. They needed to make sure their talent wasn’t lost. And they needed to engage with them. Otherwise, it meant getting a lot of calls and saying, for example, “No, your vacation count is wrong.”

Has the pandemic changed your sales process?

I expect the pace to pick up across the industry, and we’ve started doing this in the last two quarters, but user companies with less than 500 employees, for example, have a higher HR maturity level. There may not be enough or there may be one. HR personnel may also be contracted themselves and do not necessarily have to go through the traditional process. That means going to see the customer, scheduling a demo, and performing the demo in person. Generate leads digitally and then do an online demo or session. They’re on the cloud anyway, and they’re experienced on the cloud, so you can convert them to clients. The move to a full software-as-a-service (SaaS) model, where prospects are expected to sign up for trials themselves and then convert online, is still a ways off in the HR space. However, some vendors do offer a service.

Your website describes processing 4 million monthly payslips for 700 customers. Are all your clients using a pay-as-you-go model?

On-premises is typically a license plus model. But in India we are now completely on the cloud. This is the so-called rental model. Only in the Middle East do we see many customers. Even his MNC, which operates in the Middle East, prefers an in-house system.

How many customers are based in India?

Five hundreds.

Have data analytics services helped clients gain unprecedented insights? Do you have examples?

Consumption is one example. This is one of the areas CEOs want to focus on, and one where more information would be helpful. For example, in our industry, product innovation and implementation are difficult skills to develop overnight. But when IT companies look at decline as a whole, a one-size-fits-all approach can easily get you lost.

For example, how did the use of technology change the number of HR staff needed to service a company of 1,000 people between 2010 and now?

With an HR tech platform, you can reduce your HR staff needs by 60-70%. We typically divide HR into Operational HR and Strategic HR. Operational HR is transactional HR. Hiring is one example. Previously, he had one recruiter for each division of a large IT company. In other industries, the sales team recruiter and then the back office recruiter on his team had different responsibilities. The hiring process itself is now digitized. For example, we introduced something called the Candidate Portal. Jobs posted by a line manager are automatically published on her website for candidates to view and apply. straight away. So we eliminated that effort. Other transactional aspects of HR are managing leave, attendance, payroll, and so on. Again, you’ll be managing exceptions only. If they find that the requested leave does not reflect her one or two days, the HR contact the employee and they want to make attendance regular.

A strategic HR department may need one person who understands areas such as performance management, talent management, succession planning, and career planning. Introduced learning modules with partners. Think about your specific combination of performance, competencies, and duties… The system automatically curates your content and provides learning modules to help you improve your performance. Previously, it required learning and development specialists to go over all this, map it out, find content partners, etc. One HR person can handle them all. [for the whole company]A 70% savings in headcount would be easy to see in midsize and larger businesses. Companies with 500-2000 employees are classified as medium-sized.