PERFORMANCE & TALENT MANAGEMENT

CLASS ASSIGNMENT

In the light of case study and existing literature, examine

the current status and future of talent management in
India. Is traditional talent management losing relevance in
India, if so what is the alternative ? Present within ten
slides.
Vipin Suresh T
Roll No : EPGP-07-096

EPGP-07 Batch, IIM Kozhikode

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Current status of talent management in India

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1. Relations and personal connections are more important in retaining an existing

employee and attracting a prospective one.
2. The compensation demanded/offered are not viewed as greed but as an attempt to
stay even in the society in term of middle/upper classes and buying own house etc.
3. Money has become a major motivational factor than jab security for job shifting.
4. Wage pressure in showing increased trends in bigger towns due to establishment of
global centers by MNCs in smaller towns.
5. Both employers and employees have started discussing about further career growth
opportunities rather than just about the current job that is in offer towards
motivation.
6. Retention rates vary widely from industry to industry.
7. Career velocity is seen to be higher in India compared to other markets and this is
seen as an issue because, This results in relatively inexperienced managers being
given large portfolios of management responsibility for which they are very often
inadequately prepared.

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Current status of talent management in India

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8. The entire focus of talent engagement is now on building a positive experience

which can result in better performance, greater innovation and results. The
experience of dealing with the companygetting on boarded, trained, appraised,
applying for vacation, being evaluated or promoted are helping to get a better
experience.
9. Analytics and data modeling is being used to predict and prevent employee
turnover. Access to historical data and advanced tools for analysis are helping
organizations make better decisions and predict outcomes.
10. Social networking enhances the impact of talent management actions. Whether it is
learning, hiring or connecting with the workforce, both intra-company and large
social networks are magnifying the impact of these actions.
11. Talent management software is being reinvented for mobile devices. Light and nifty
mobile apps are replacing cumbersome software. Almost all enterprise software has
a mobile version with access-anywhere functionality.
12. In India, professional growth is measured by vertical growth rather than growth
related to job enhancement or enlargements and often comes into conflict with
many Western MNCs development frameworks which are putting an increasing
emphasis on lateral skillset enhancement.
Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Future of talent management in India

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1. Some organizations are giving college graduates inflated titles instead of more
salary trying to attract and retain and this trend is catching up.
2. Another trend that is gaining popularity is marketinng of an organizations
infrastructure (e.g., office facilities, onsite recreational facilitiees, desktop
configurations, intraorganizational social media communities, etc) is being used
more and more by large r companies.
3. Some organizations are leveraging the emerging sense of Indian nationalism by
using recruitment messages such as, The good work in this organization is done
in India and other organization does all its good work in the USA.
4. Given the huge increase in both the quality and scope of the telecom infrastructure
over the past few years, more organizations are marketing their flexible work
benefits as a key employment proposition differentiator, especially to female
candidates. This is very important because within the Indian culture, there is still a
strong expection that women handle the house work even if they are working.

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Future of talent management in India

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Talent Management scenario towards female employees:

5. The pressure on women is sometimes exacerbated by the joint family living

6. arrangement wherein the woman is often called upon to be the provider of both
child and eldercare services. Given this reality, some companies have begun to
reach out to husbands, inlaws, and other direct relatives in an attempt to create
greater awareness, acceptance and pride as it relates to a womans role in the work
environment and reduction in female attrition.
7. Some organizations are creating employeeled, managementembraced employee
councils in an attempt to give more authority to people doing the work (vs.
managers). This concept has been extended to the creation of councils focused
specifically on women.

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Status of Traditional Talent Management

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For certain roles within certain industries, talent sources are limited because of the
need to stick with domain expertise (e.g., telecom, pharma, etc). Even though
India is a huge market, these positions can be exceptionally hard to source because
of the relative lack of appropriately skilled executives available. As a result, certain
executives have built a career of making the rounds as they move from one MNC
to another within a given industry.

An organizations ability to atract toplevel executive talent will be driven by a

combination of a companys corporate brand and how long it has been operating in
the country. If the company has not been operating long, an exceptionally strong
global brand is necessary. Companies operating for a long time do not require as
strong a brand.

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Alternatives to Traditional talent Management

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When recruiting at universities can bring in a group of students rather than ones and
twos. This helps to create a group stickiness which helps with retention.

Create programs that reach out to the families as well as the employee and In India,
its a sound competitive practice.

Creating cafeteriastyle development opportunities to address the differing needs of

the various generations within the workplace. This involves moving from a
philosophy of equal to one of fair since these generations place very different
demands upon the employer.

A new welcome trend is that some corporates attempt not to indicate were
different but rather to state, Heres the issue were facing, the solution were
proposing and the anticipated impact if we are not able to implement the proposed
solution.

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Alternatives to Traditional talent Management

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The key to empowering employees is to identify them as individuals (employee),

not as a homogenous group (staff). Where there is clear awareness of individual
strengths, talent clusters can be identified and new teams, collaborations or
innovations can emerge.

Work hard, play harder - Entrepreneurial organizations know the importance of

creating fun, collaborative work environments, whether that means incorporating
design into the physical space or getting outside the office to let loose on a regular
basis. Happy employees are productive employees.

Encouraging Innovation But Allowing For Mistakes - Even when smart

companies are at their best and most profitable, they set aside time and resources to
generate new ideas, whether in concerted initiatives or small cross-team
collaborations. But more important than this encouragement is the acceptance that
not every project will succeed. Smart leaders recognize that in order to create
innovation failure is inevitable and moreover they realize the great potential of
each and every mistake.
Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Alternatives to Traditional talent Management

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Leveraging Each Staff Members Expertise - smart leaders will look to identify
each team members areas of expertise and turn them into assets.

Automate the talent management process into an online solution there by reducing
time and costs of performance reviews.

Recognize and close employee performance gaps by instantly turning automated

performances appraisals into training development plans.

Eliminate conflicting evaluation criteria by applying a standardized solution that

impose consistent language, feedback, and evaluation criteria.

Use reliable, fair pay-for-performance initiatives.

Talent Mgt in India - Vipin Suresh T(EPGP-07-096)

Thank You