Hyd’s IT cos, startups say no to long-work hrs

India has been doing economically well, thanks to compassionate capitalism. However, India’s work productivity is the lowest in the world. Word of advice for the youth of India… work for 70 hours a week for the next how many ever years needed, so as for India to catch up with other economies…these are the words of former CEO of Infosys N R Narayana Murthy that stirred up a hornet’s nest. Was Murthy’s advice, who represents dawn of IT industry in India, directed only to the youth in IT? However, the first ones to criticise and troll Murthy were largely IT employees.

To unveil the reason behind the pent-up reaction of the techies and whether long-work hours can result to productive work in the IT industry, Bizz Buzz interacted with the stakeholders of Hyderabad’s IT industry. According to them, terms such as long-work hours and, work productivity is a double-edged sword, wherein the management and employees need to strike a balance keeping in mind the interest and drive of both the parties.

“Eight hours of work itself is an overkill. Earlier, for multiple tasks there was only one person to work on it, but right now, multiple roles have been created. People are restricted to their own area of work and not interested to learn beyond that unless they are keen enough. So, primarily, what does an organisations human resource department look for in an individual while hiring - it is the attitude,” an Indian IT services company HR-Business Partner, Sirisha told Bizz Buzz.

The right attitude to keep learning and growing together will reap benefits for the organisation and its employees in the long-run. According to Sirisha, work productivity in the IT, if slowed-down, is because of those techies who are not upskilling themselves and are missing ‘the right attitude.’ Partially, to hold responsible, are the outdated curriculum of many engineering colleges, and businesses hyping hiring on short-term need basis.

In a HR’s lens, work productivity in the IT cannot be measured, and work hours cannot be defined as micro-managing would offend employees. And, best not to touch upon the topic of moonlighting. “There are employees who are not able to complete the task within a given time frame because of their inefficiency. A skilled techie, under typical situation, is capable of completing the work in eight hours, yes I agree, for certain projects they need to stretch out due to a change in a clients requirement. However, there is always two-side to the story, that means, eight hours can stretch up to 10 or 12 and it can be four hours too,” she said.

Keeping aside productivity, this means under certain conditions software engineers are putting up work hours beyond the 40-45 hours. Siddhanth Agarwal, a software engineer points out that techies are already working for more than 60 hours a week, when a project work is underway. “While we clock the mandated eight hours, the time beyond that is not reported on paper but unofficially the work goes on. If we are working from home then we are told to compensate the two hours of travel time by being productive. So, does the organisation take into consideration our efforts while approving the standard five to six per cent of increment, I don’t think so,” he said.

It would be safe to say that all the sarcasm on Murthy’s advice, boils down to that pent-up emotion of Indians being cheap labour and the demand for right pay scale. While, such is the case in corporate companies, work hours and productivity are measurable in the startup ecosystem.

Angel investor and Founder of Kyt Ventures, Gagan Gupta says, “We measure the productivity of founders and employees via the growth demonstrated by the startup. While investing in a startup we look at growth metrics, resourcefulness of the founders, smartness at work and ability to deliver results.”

Echoing on that thought, Hyderabad-based startup Zobaze Founder and CEO Karthik Sutrave said, “India’s startup culture is vibrant and varied. To improve it, focusing on employee well-being is the key. Flexible schedules, ongoing learning, open communication, and valuing achievements help maintain work-life balance. These practices are crucial for boosting productivity and keeping employees happy. Being productive is about working smart, not just long hours, making sure every hour is used well.”

On the 70 hours a week advice, Gupta said that the relevant benchmark for startups and entrepreneur is the performance and the growth attained. He further added, “Having said that, building large scale business within shorter period requires effective spurts of high-octane performance by the team. This might demand the team to work continuously for a few weeks. However, putting this kind of effort on daily basis is not sustainable. It burns the team out and results in loss of morale and productivity. The winning formula for a team is to have diversity in the skill-sets and attitude of hustler.”

In a startup environment, the work hours are as varied as the roles themselves, each tailored to meet the unique demands and stages of the business. As Sutrave points out, “Our founding members typically dedicate more than 60 hours a week. This often includes some weekend work. Our core team comprising specialists typically dedicate more than 50 hours per week. Their role is especially vital during key phases of the company’s growth. During peak times, these hours may increase slightly, reflecting the dynamic nature of startup demands and their unwavering dedication to meeting these challenges. Lastly, our general staff employees are expected to put in 40-50 hours per week, depending on the business’s current needs.”

While the focus is on effective work, not just extended hours, do employees get paid their dues in a startup ecosystem? Setting it straight, Sutrave said, “We recognise that in our early stages, we might not be in a position to offer top-tier salaries. However, we are committed to fair and competitive compensation as we grow. Those who have been with us from the early days and have put in extra effort will see this reflected in their remuneration as the company progresses. We believe in rewarding dedication and hard work, not just with financial incentives but also with opportunities for professional growth and development.”

Compared to a large enterprise, startups have the room for better connect and communication flow between the management and employees, which results into productive work. “Another key aspect is instilling in employees the understanding of the true value of their time spent at work. By doing so, we encourage them to make informed decisions on time allocation, focus on tasks that yield higher returns rather than those with less value. This approach not only enhances individual efficiency but also drives the collective success of the startup,” the founder said.

While collective growth approach is driving many startups to perform, is it a miss in IT companies? As Sirisha stresses on work ethics and discipline, “Punctuality, commitment, crystal clarity on what they want, perform on what they articulate, and if not possible give a heads-up in advance. Not saying that employees are not doing it here, but the question is, are we doing it 100 per cent of the time or only 60 per cent. A project is successful only when the whole team puts in 100 per cent commitment.”

Banking majorly on employees work commitments are today’s startups and the Infosys in 1990’s. “In the early days of a startup, it is the employee’s passion that drives success. When employees are enthusiastic about learning, eager to solve complex problems, and committed to building something of value, they often lose track of time. Their focus is on their passion and goals, not the clock. History is proof of how a small team of dedicated employees can be far more effective. This passionate approach is essential for India to become a global leader,” Sutrave concludes.