Since its inception in 2004, COTIVITI Nepal Pvt. Ltd. (formerly Verscend Technologies Pvt. Ltd.) has been among the top IT companies in the country. The firm is one of the offshore development centers of the US-based healthcare analytics company COTIVITI, Inc., and is regarded for its people management practices.
Sanjeev Shrestha is the Director of HR at COTIVITI Nepal, who attributes the company’s success to the people-centric approach. In a conversation with the HRM, he talked about the principles, practices, areas of focus in people management of COTIVITI Nepal, and current challenges, among other topics. Excerpts:
Q. COTIVITI Nepal has been in the field of designing, developing, testing, and maintenance of healthcare informatics solutions for two decades. How do you evaluate the role of people management in the company’s success?
A. The collaborative efforts of its workforce drive success within any company. Embracing this fundamental principle, COTIVITI is dedicated to fostering an environment where employees are inspired to make meaningful contributions.
Every human being possesses a unique blend of experiences and backgrounds, shaping their perceptions, ideas, and aspirations. Despite this diversity, there exists a common thread among us all – the pursuit of ‘more’ in various aspects of our lives, especially in our careers. This translates into seeking more than just payment; it encompasses a desire for recognition, continuous learning and development, flexibility, work-life balance, ample paid leaves, enticing perks, and benefits, and even an enhanced social brand value.
Acknowledging both the uniqueness and shared desires of its people, COTIVITI has meticulously crafted a well-rounded total reward system. This system is designed to cater to diverse expectations from the company, continuously evolving to offer better opportunities to its employees.
Through personalized interactions, constructive feedback, diverse technical and non-technical training opportunities, hands-on guidance, and heartfelt appreciation for achievements, COTIVITI’s leaders ensure that their team members thrive both personally and professionally.
Q. How have people management practices evolved in COTIVITI Nepal over the years? How have the practices helped to increase employee productivity?
A. COTIVITI Inc. has over 8,000 employees working across various global locations, including the United States, India, Mexico, the Philippines, Nepal, and Australia. In Nepal, we have a team of 600+ employees.
I emphasize these figures to highlight that our growth did not happen instantly; it resulted from strategic planning to ensure it occurred at the right time and in the right locations. People are at the heart of these strategies.
There are two aspects to consider in the growth of a company. First, it is internal changes within the organization, such as an employee having to work with new managers, tools, and goals. Second, the independent changes happening as part of its own evolution in societies, such as economic changes, consciousness, or unforeseen situations like the Covid-19 pandemic.
COTIVITI has remained agile, catering to such dynamism and therefore to the evolving needs of its people. For example, employees have been granted broader authority to drive various programs and establish committees equipped with necessary resources, focusing on aspects like engagement, diversity and inclusivity, and community services. They also play a crucial role in employee recognition programs and lead innovation and learning platforms.
These initiatives are proactive actions, reflecting innovative management approaches that our leaders have brainstormed, tested, and successfully implemented. Additionally, we continue to allow employees to work in a hybrid model, which was crucial during the pandemic and has become an ongoing practice.
Q. What challenges were there in establishing the people management practices? What are the principles COTIVITI Nepal adheres to in people management?
A. Management is sometimes like conducting an experiment; you need to execute it and wait for the results. People are diverse, and each organization is unique. Therefore, policies, procedures, and approaches should evolve. Challenges are one of the reasons they need to evolve and, sometimes, change completely. Performance management is one such approach we have continuously improved. At times, leaders and employees have found the process to be time-consuming and tedious due to its frequency and format. When employees were not enthusiastic about attending these sessions, we addressed the concerns through thoughtful deliberations and efforts.
We believe in a people-oriented approach. Our CEO, Dr. Emad Rizk, always emphasizes that our people should be at the center of what we do. We reject hierarchies and are open to listening to our people. We conduct regular pulse surveys and act based on the results. Our principles reflect our values: Customer focus, Openness, Accountability, and Collaboration.
Q. What are the major areas of focus in people management for COTIVITI Nepal?
A. With a rich history spanning over two decades, including its predecessor companies, COTIVITI has earned its reputation through proven and tested solutions. Notably, Forbes recognized COTIVITI as one of the “15 companies that are saving the world from Covid-19” and honored it in Forbes’ 2021 list of the 500 Best Mid-Sized Employers.
We take pride in our dedicated team comprising over 600 software engineers and IT professionals. Our expertise lies in the design, development, testing, and maintenance of groundbreaking healthcare informatics solutions. Additionally, our skilled individuals meticulously sort and analyze vast volumes of data, aiding clients in making informed decisions through advanced analytics.
In that context of being one of the esteemed organizations, it is important that people are well taken care of. Our people management approach is multifaceted and tailored to empower our workforce. In addition to the initiatives mentioned, we prioritize employee well-being, offering comprehensive healthcare benefits, psychological counseling, and sports activities. We promote work-life balance through perks like flexible schedules and generous paid leave. Our commitment extends to recognition and appreciation, with programs like the President Circle, Kudos Award, and Team Appreciation fostering a culture of acknowledgment.
Furthermore, we encourage innovation and collaboration through platforms like hackathons and innovation labs. Employees have opportunities to engage with cutting-edge technologies and ideas, enhancing their skill sets and contributing to our culture of continuous innovation.
Q. Staff retention is said to be one of the major issues in the Nepali tech sector. How is COTIVITI Nepal working to retain talents?
A. We are dedicated to adopting a holistic approach, ensuring our employees enjoy a fulfilling career journey at COTIVITI and view us as their preferred employer. Our retention strategy revolves around providing a continuous and enriching experience, right from pre-onboarding to post-offboarding. This approach encompasses thoughtfully crafted compensation and benefits packages, engaging reward and recognition programs, diverse learning and development opportunities, avenues for active engagement, and paths for career growth, all rooted in effective performance management.
At COTIVITI Nepal, we offer a comprehensive array of benefits and opportunities, including:
Focused on Employee’s Health and Mental Well-being
– Medical insurance, including coverage for parents
– Psychological counseling
– Medical consultation
– Sports activities
– Hiking expeditions
Competitive Compensation and Benefits
– Transportation facilities
– Lunch provisions
– Social Security Fund benefits
– Festival bonus
– Profit bonus
– Referral bonus
– Opportunities for US visits
Learning and Development
– Technical training, including SAFE CERTIFICATION
– Corporate soft skills and leadership development training
– Work-study sponsorship programs
– Opportunities to work on world-class healthcare applications
– Access to advanced tools and technologies
– Participation in hackathons
– Engaging innovation day events
– Access to innovation labs
Conducive Work Environment
– Easy access to mentors
– Open discussions and transparent communication
– Direct access to top management
– Supportive coaching from managers
– Nurturing an informal work culture – No boss culture
Recognition Initiatives
– President’s Circle Awards
– Kudos Awards
– Thx Culture Acknowledgments
– Service Awards
– Team Appreciation Events
Q. It has also become challenging for tech companies to find qualified/competent talents in recent years as many IT graduates opt for abroad jobs/studies. How COTIVITI Nepal is working to recruit people?
A. It is a multi-faceted approach. We offer training opportunities for recent college graduates and aspiring IT professionals looking to establish a career at COTIVITI. We carefully time these training cohorts to provide them with full-time job opportunities. Additionally, COTIVITI values internal movements and promotions, creating career paths for employees and filling crucial vacancies simultaneously.
We collaborate with recruitment agencies and job portals and actively participate in career fairs. Our dedicated talent acquisition team spearheads various recruitment initiatives and proactively engages with potential candidates, ensuring our continued success. Our hiring managers play a pivotal role and simplify the recruitment process for all involved parties. Furthermore, we reach out to potential candidates through social media and tech programs, offering insights into the COTIVITI experience.
Q. How much priority is given to learning and development in COTIVITI Nepal?
A. As an organization deeply committed to supporting our employees’ professional growth and internal advancement, we provide opportunities at every career level. Our in-house Learning and Development team offers a year-round learning experience, allowing you to develop new skills and enhance existing ones. Many roles that require certification or specialized knowledge are supported by our in-house courses, such as medical coding and Six Sigma. Moreover, all COTIVITI employees have access to thousands of courses on our learning platforms, not only aiding them in their current roles but also enabling them to advance their careers.
To facilitate employees’ growth and help them reach their full potential, we have implemented a robust process of goal setting, regular feedback, and formal documentation periods. Our objective is to ensure that every employee clearly understands their expectations, evaluates their performance, and identifies areas for improvement, thus expanding their scope and succeeding in their roles.
We offer a wide range of internal and external technical training courses in US healthcare and various IT tech stacks like Java, Dot Net, and Selenium. Additionally, we actively encourage participation in tech conferences, providing opportunities to explore innovative technologies and ideas through hackathons and innovation labs.
Q. What challenges have emerged in the tech sector in people management, particularly after the Covid-19 pandemic?
A. The COVID-19 pandemic had a profound impact on every sector of business, including the tech industry. It forced companies to adapt their functioning, leading to a unique and challenging experience. The most significant change demanded by the situation was the widespread adoption of a work-from-home culture. This meant we suddenly had to execute everything without meeting in person but not losing the human touch. There were several resources shared for effective communication and bonding in the remote work culture, providing opportunities for more interactions, availing necessary tools, remaining in close contact with each team member, understanding not only their work needs but also being aware of the moral support that each of us needed at the time. People leaders led the teams through the difficult times successfully being more sensitive to the world we lived in then and handling people’s needs.
Additionally, the tech industry faced challenges related to the rise of freelancing culture, where candidates were offered higher pay rates (albeit with limited job security), enticing tech professionals towards these opportunities.
This shift posed a new challenge for IT companies. To address these challenges, solutions were/ are needed that would be sustainable around different aspects of compensation, benefits, policies, practices, and culture important for feeling valued, secured, and a sense of belonging to the organization.
COTIVITI has all along tried to make its employment offer with the view of a total reward system. We also made necessary changes and adjustments to our ongoing processes and activities as required.
Post-pandemic, one of the challenges also involved motivating employees to come back to the office. Our people remained our top priority, and we opened channels for feedback and suggestions. Collaborating closely with our employees, we effectively countered the challenges, thanks to everyone’s support. With meticulous planning and a considerate approach, that included several engagement activities, safety measures, and employee assistance programs, we successfully navigated this transition, ensuring a smooth return to the workplace for our team.
Q. How is COTIVITI Nepal working with educational institutions to provide career development opportunities to fresh graduates?
A. COTIVITI maintains active engagement with educational institutions through a dedicated committee. We facilitate internships, providing students with practical experience and essential skills. Additionally, we sponsor college-oriented programs, fostering learning and networking opportunities. Our participation in academic discussions enhances knowledge exchange and ensures alignment between education and industry needs. These initiatives exemplify our commitment to nurturing young talent and bridging the gap between academia and the tech sector.
