Why not an Indian model considering that cultural nuances should be factored into any HR policy?
Often, cultural nuances occur not in the idea but in its application. The German model of co-determination is just an inspiration and not an adoption nor replication. I do not think that drawing inspiration from a particular model is tantamount to our inability to generate an in-house robust system. There is no point of reinventing the wheel. Further, robustness lies in execution and I think we have mastered it. How long a rope are you willing to give an employee or a group of employees? It is unlimited as long as there is synergy between employee-customer-shareholder-societal values. The iGATE culture promotes risk-taking, initiative and taking the untrodden path. This can cause some short or mid-term loss but pays rich dividends in the long run. We believe in an enduring relationship and an engagement model rather than a transaction model where there is no place for a control and command structure.
