In a world dominated by relentless technological change, Newgen, a software and digital transformation leader, is redefining the way organisations prepare their workforce for the future. Through a meticulously designed four-tier talent-development framework, Newgen ensures that employees at every level are equipped to meet evolving industry demands. From fresh graduates to senior leaders, the programme offers tailored opportunities that combine innovation, mentorship, and strategic growth.
Building from the ground up: Entry-level engineers
The journey begins with Newgen’s first tier—entry-level engineers. Each year, NewGen hires 300–500 graduates from top engineering institutions, focusing on three core domains: product engineering, artificial intelligence (AI) and data science (under its Number Theory team), and implementation functions. These hires constitute 50 p[er cent of Newgen’s annual intake.
Recognising that fresh graduates often lack hands-on experience with proprietary platforms, Newgen has created a rigorous onboarding process. This includes classroom training, live projects, and exposure to real-world challenges. A highlight of this stage is the six-month internship programme, where students work on practical assignments aligned with their academic expertise. “This period allows us to evaluate potential hires while giving students valuable organisational insights,” explains Vivek Mani Tripathi, VP-HR, Newgen Software.
“Our focus is not just on preparing employees for today’s roles but enabling them to lead in the future.”
Vivek Mani Tripathi, VP-HR, Newgen Software
Interns often contribute to significant projects, such as enhancing Newgen’s analytics platform using advanced AI tools. By the time they transition to full-time roles, these engineers are already adept with Newgen’s technologies. Supplementing this experiential learning is the 70-20-10 model, which blends hands-on tasks, peer learning, and formal training. Certifications in product-specific technologies and industry accelerators further bolster their skills.
Specialists in action: Expert engineers
The second tier comprises expert engineers, representing 25 per cent of Newgen’s workforce. With 4–12 years of experience, these professionals are pivotal in driving innovation within complex domains such as healthcare, insurance, and banking.
To support these specialists, Newgen has established Centres of Excellence (CoEs). Here, domain experts and architects tackle intricate technical challenges, creating scalable solutions that drive the company’s technological edge. For those seeking non-managerial career paths, roles in specialised units, such as the architecture team, offer opportunities to master advanced solutions and lead innovation.
Upskilling remains a priority at this stage. Employees are encouraged to pursue external certifications in emerging technologies, including data analytics and AI, ensuring they stay ahead in a competitive landscape.
Nurturing leaders: Mid-level managers
Mid-level managers form Newgen’s third tier. These individuals lead teams, oversee projects, and manage customer relationships. To prepare them for their multifaceted roles, Newgen offers tailored people management and functional training programmes.
For first-time managers, the ‘Managing and Leading Teams’ workshop focuses on conflict resolution, coaching, and effective communication. Meanwhile, technical managers receive advanced project management and customer interaction training. Sales managers benefit from enterprise sales programmes, honing their skills in account management and opportunity creation. “The key is customising programmes to meet specific functional needs,” says Tripathi.
High-potential managers are identified for leadership-development initiatives, which include cross-functional rotations. These experiences broaden their organisational perspective, creating a pipeline of future-ready leaders.
Steering the organisation: Senior leaders
At the fourth tier, senior leaders drive strategy and innovation. These seasoned professionals, often with over 20 years of experience, head departments or key verticals. To refine their leadership skills, Newgen partners with external experts for behavioural assessments and one-on-one coaching. These sessions emphasise strategic thinking, succession planning, and decision-making.
“During an intervention 18 months ago, senior leaders gained insights into their leadership styles and areas for improvement,” recalls Tripathi. Paired with external coaches, they addressed developmental gaps, enhancing their ability to lead in an ever-changing environment. Succession planning is equally critical, with potential successors identified across leadership and mid-management levels. These individuals receive targeted learning opportunities to prepare them for future roles.
Overcoming challenges in a rapidly changing landscape
Developing talent in a dynamic industry is not without its challenges. “One major hurdle is the short half-life of technical skills,” notes Tripathi. Employees must balance the need for pre-emptive learning with the immediacy of current demands. Additionally, bridging the knowledge gap between experienced managers and younger employees adept at newer technologies poses its own difficulties.
To address these issues, Newgen’s learning council works with the L&D team to recalibrate training programmes based on emerging trends. This proactive approach ensures employees are proficient in nascent technologies like augmented reality and blockchain before they become mainstream. Internal mobility is also encouraged, allowing employees to transition across roles and domains seamlessly.
Measuring success
Newgen’s structured evaluation system assesses the impact of its initiatives across all levels. For entry-level engineers, a six-month programme evaluates learning achievements, practical applications, and retention—with a low attrition rate of 15 per cent post-programme serving as a testament to its efficacy. For managers, 360-degree surveys and performance metrics provide actionable insights, while leadership programmes focus on readiness for larger roles.
A future-ready workforce
Newgen’s four-tier framework exemplifies its commitment to nurturing a future-ready workforce. By combining innovative learning methodologies, strategic mentorship, and robust evaluation metrics, the company is creating a pipeline of tech leaders equipped to navigate the complexities of tomorrow’s world.
As Tripathi aptly summarises, “Our focus is not just on preparing employees for today’s roles but enabling them to lead in the future.” With such a comprehensive strategy, Newgen continues to set benchmarks in talent development, ensuring its workforce remains a driving force in the tech industry.
