Talent Management in It

VOLUME-II, ISSUE-I
ISSN (Online): 2350-0476

ISSN (Print): 2394-207X
INTERNATIONAL JOURNAL OF MULTIFACETED AND MULTILINGUAL STUDIES
A Study of Talent Management Strategies in I.T. Sector in India
Ms. Pranita S. Jumade

(Lecturer)
KCES COEIT Department of Management,
Jalgaon (M.S.)
Dr. Shubhada Kulkarni

(Associate Professor)
Institute of Management and Research,
Jalgaon (M.S.)
Abstract:
Murthy (2010) defined talent management as managing the entire employee lifecycle from attracting and
hiring to promoting and finding a successor upon retirement. It also includes identification of the key gaps
between the talent in place and the talent required to drive business success. Talent management is about more
than just attracting and retaining talent. It is also about researching, developing, and implementing a series of
human resource (HR) initiatives and looking at how these initiatives fit together to manage the talent available
to an organisation. According to a survey by manpower group in 2013, 61% of the managers in corporate
sector reported that there are serious talent shortages and they are also unable to source the right people for
right jobs. This has resulted in difficulty to meet client needs for the corporate. In 2014, 64% of the managers
reported talent shortages according to the manpower survey report of talent shortages of 2014. According to
the Information Technology Association of America, Information Technology (I.T.) is defined as the study,
design, development, application, implementation, support or management of computer-based information
systems. The I.T. sector, therefore, includes industries such as hardware, software, e-commerce, internet
applications, computer services etc. The I.T. sector has earned itself a name as an important contributor to the
GDP of several nations. A huge number of people are employed in this sector in India and therefore managing
the talent of the employees is a huge challenge. So there is a need to study the talent management strategies that
are undertaken in this sector.
With talent management becoming an area of growing concern, the purpose of this paper is to know the
importance of talent management in corporate sector and to know the talent management strategies of I.T.
Sector in India. The research type is descriptive research and the secondary data is collected through online
journals, websites and books.
Building and enhancing employee potential with the help of talent management will not only benefit employees,
it will also support the organization in meeting its goals and objectives.
Keywords: Talent Management, I.T. Sector, Strategies, Talent Shortages.
Introduction:
competitive
human resource practices, and take a
business world companies are looking to
proactive approach to talent management.
add
According
new
In
todays
capabilities
to
their
core
businesses. To achieve their mission and
to
the
Global
Talent
Management and Rewards Study
vision, organizations need to consider the

1st October, 2015
Website: www.ijmms.in
Page 1
Email: ijmms14@gmail.com
VOLUME-II, ISSUE-I

India Report, one of the greatest challenges
need to focus on talent management
faced by the employer is Talent skills
strategies and to implement them more
misaligned with company needs and one of
effectively.
the greatest challenges faced by the
Literature Review
employee is they do not have appropriate
Talent Management
skills or access to training for available
Talent management is fast gaining top
roles. This results in difficulty to meet
priority for organizations across the world.
client needs which ultimately decreases the
Talent management was initially designed
performance of the organisation.
to improve the process for recruiting and
Towers Watsons 2012 Talent Management
developing people with the required skills
and Rewards Survey findings highlights
and aptitude to meet current organizational
that consistently around the world, nearly
needs. The various aspects of talent
three in four organisations report moderate
management are recruitment, selection, on-
to great challenges attracting critical-skill
boarding,
employees and more than half report
management,
difficulty retaining them. Despite growth
leadership
rates moderating and a large workforce,
planning, career planning, recognition and
92% of Indian employers report challenges
reward
in attracting critical-skill employees as
Heinen and ONeill, 2004; Scheweyer,
compared to the global average of 71%.
2004). Competition and the lack of
Retaining
too
availability of highly talented and skilled
Indian
employees make finding and retaining
companies report challenges retaining them
talented employees major priorities for
as compared to the global average of 56%.
organizations (Fegley, 2006).
On recent university graduates, the survey
Murthy (2010) defined talent management
finds
some
as managing the entire employee lifecycle
improvement in attracting this segment of
from attracting and hiring to promoting and
employees but retaining them continues to
finding a successor upon retirement. It also
be a challenge area. Over half the Indian
includes identification of the key gaps
companies reported challenges retaining
between the talent in place and the talent
recent graduates as compared to the global
required to drive business success. Talent
average of 20%. Thus there is a greater
management is about more than just
remains
critical-skill
a
that
concern
there
1st October, 2015

employees
as
has
86%
been
mentoring,
performance
career
development,
development,
(Romans
and
replacement
Lardner,
2006;
Page 2
VOLUME-II, ISSUE-I

attracting and retaining talent. It is also
work quality, qualification are improved
about
(Venkateswaran, 2012).
researching,
developing,
and
implementing a series of human resource
Process of Talent Management: People
(HR) initiatives and looking at how these
are, undoubtedly the best resources of an
initiatives fit together to manage the talent
organization. Sourcing the best people from
available to an organisation.
the industry has become the top most
Benefits of Talent Management: Talent
priority of the organizations today. In such
management is on the anticipation of future
a competitive scenario, talent management
organizational employee or staffing needs,
has become the key strategy to identify and
career advancement, and internal workforce
filling the skill gap in a company by
matters
is
recruiting the high-worth individuals from
associated with general and contextually
the industry. It is a never-ending process
relevant competence as a foundation for
that starts from targeting people. The
successful
process regulates the entry and exit of
(Schweyer,
2004).
employee
Talent
performance
and
organizational competitiveness (Brown and
talented people in an organization.
Tannock, 2009).
The stages included in talent management
Firm investments in training result in better
process are as follows:
organizational performance (Bartel, 1994;
Kalleberg and Moody, 1994; Russel et al.,
It is the preparatory stage and plays a
1985). The specific strategic focus of talent
crucial role in success of the whole process.
management systems leads to higher scores
The main objective is to determine the
in measures of financial outcomes such as
requirement of talent. The main activities
company
of this stage are developing job description
profit,
company
and
talent
Understanding the Requirement:
productivity and market value, increases
and job specifications.
nonfinancial outcomes at the company
level such as company attractiveness, time
second stage of talent management process
for replacement, achieving business goals,
that involves targeting the best talent of the
operational
industry. Searching for people according to
excellence
and
customer
Sourcing the Talent: This is the
satisfaction, non-financial outcomes on
the requirement is the main activity.
talent level such as job satisfaction,
performance
important to attract the talented people to
motivation,
commitment,
Attracting the Talent:
It is
work with you as the whole process

1st October, 2015
Page 3
VOLUME-II, ISSUE-I

revolves around this only. After all the
also
main aim of talent management process is
knowledge and future possibilities of
to hire the best people from the industry.
improvement. It gives you a brief idea if
Recruiting the Talent: The actual
focus
on
behaviour,
attitude,
the person is fir for promoting further.
process of hiring starts from here. This is
the stage when people are invited to join
Measuring the actual performance of an
the organization.
employee is necessary to identify his or her
Selecting the Talent: This involves
Performance
Appraisal:
true potential. It is to check whether the
meeting with different people having same
person
can
be
loaded
with
extra
or different qualifications and skill sets as
responsibilities or not.
mentioned in job description. Candidates
who qualify this round are invited to join
can handle the work pressure and extra
the organization.
responsibilities
Career Planning: If the individual
well,
the
management
Training and Development: After
needs to plan his or her career so that he or
recruiting the best people, they are trained
she feels rewarded. It is good to recognize
and developed to get the desired output.
their efforts to retain them for a longer
Retention: Certainly, it is the sole
period of time.
Succession Planning: Succession
purpose of talent management process.
Hiring them does not serve the purpose
planning is all about who will replace
completely. Retention depends on various
whom in near future. The employee who
factors
job
has given his best to the organization and
specification, challenges involved in a job,
has been serving it for a very long time
designation, personal development of an
definitely deserves to hold the top position.
employee, recognition, culture and the fit
Management needs to plan about when and
between job and talent.
how succession will take place.
such
as
pay
package,
Promotion: No one can work in an
Exit: The process ends when an
organization at the same designation with
individual gets retired or is no more a part
same job responsibilities. Job enrichment
of
plays an important role.
(http://www.managementstudyguide.com/ta
Competency Mapping: Assessing
employees skills, development, ability and
the
organization.
lent management-process.htm)
Objectives of the Study
competency is the next step. If required,

1st October, 2015
Page 4
VOLUME-II, ISSUE-I

1.
To
study
the
concept
of
talent
technical competence among labour market
management.
candidates. Employers who cite a lack of
2. To know the importance of talent
technical/hard skills are most likely to say
management in corporate sector
the shortage is due to either a lack of
3.
relevant
To
know the
talent management
professional
qualifications
or
strategies of IT Sector in India.
skilled trades certifications. This lack of
Research Methodology
technical competence is due to lack of
1. Research Type: The research type is
training of employees.
descriptive
The percentage of impact on the service of
2. Scope: The scope of the study is limited
clients has increased due to talent shortages
to the study of the talent management
or lack of technical or professional skills.
strategies of IT sector in India.
According to the survey, talent shortages
3.Data Collection:
have
Secondary data is
major
impact
on
the
overall
collected from books, online journals and
organization. Reduced competitiveness and
websites.
productivity
Importance of Talent Management in
employers, while 40% cite a reduced ability
Corporate Sector: According to a survey
to serve clients. One in four believe that
by manpower group in 2013, 61% of the
skills gaps result in reduced innovation and
managers in corporate sector of India
creativity, 24% report a negative impact on
reported that there are serious talent
employee morale, and 23% cite increased
shortages and they are also unable to source
employee turnover. Less than one in five
the right people for right jobs. This has
(18%) name higher compensation costs as a
resulted in difficulty to meet client needs
consequence of talent shortages in key
for the corporate. In 2014, 64% of the
areas. The main concern in India is the
managers
shortages
reduction in innovation and creativity due
according to the manpower survey report of
to talent shortage. With these facts the need
talent shortages of 2014. The foremost
of
reason for talent shortage is an overall lack
competitiveness of business world have led
of applicants is the most commonly
to the growing importance of talent
reported challenge among employers facing
management
in
corporate
a talent shortage in Asia Pacific. The
(Manpower
Group,
Talent
second most important reason is lack of
Survey, 2013).
reported
1st October, 2015

talent
talented
is
named
by
employees
41%
and
of
the
sector.
Shortage
Page 5
VOLUME-II, ISSUE-I

The companies view talent management as
industry which has contributed on a huge
an important tool in their growth. The
basis in the development of the country.
companies have talent specific initiative in
Information Technology (IT), a knowledge-
place and they give them top priority in
based
their
the
potential of becoming an engine of
companies the talent is identified by
accelerated economic growth, productivity
competencies and the HR professional view
improvement for all sectors of the economy
to increase career growth opportunity.
and
Many
According to the Information Technology
organization.
of
the
In
most
of
organisations
view
industry,
means
of
the
efficient
governance.
Association
force for the new talent and for the existing
Technology (I.T.) is defined as the study,
talent. Even rewarding plays an important
design,
role in talent retention. Base pay and Job
implementation, support or management of
security are the two main areas for
computer-based information systems. The
retaining talent in coming years. Other than
I.T. sector, therefore, includes industries
this, training plays an important role in
such as hardware, software, e-commerce,
motivating the employee. Organizations are
internet applications, computer services etc.
using
the
The I.T. sector has earned itself a name as
training programs. In more than 90% of the
an important contributor to the GDP of
organizations
recruiting
several nations. The IT industry in India
developing and retaining employees is
continued to be the largest employer in the
going to increase over the next three years.
country employing nearly 3.1 million
Talent Management Strategies in I.T.
professionals. The sector has largest share
Sector: In India, many developments have
in total services exports.
taken place due to the globalisation.
The growth and prosperity of India's IT
Globalisation has entered many of the
industry depends on some crucial factors.
sectors and industries in India. One of the
These factors are as follows:
sectors which have developed rapidly is the
service sector of India. The contribution of
qualified people.
this sector has made India as a developing
economy at a faster pace. One of the parts
is reasonably low compared to the
of this sector is the Information Technology
developed nations.
for
budget
1st October, 2015

improving
for
America,
tremendous
organizational culture as a main driving
certification
of
has
development,
Information
application,
India is having large number of
The cost of skilled Indian workforce
Page 6
VOLUME-II, ISSUE-I

India has a huge pool of English-
Learning Programme or Induction training,
speaking IT professionals.
Continuous
Learning
Programme,
A huge number of people are employed in
Leadership
Development
Programme,
this sector in India and therefore managing
Foreign Language Initiative, Workplace
the talent of the employees is a huge
Learning
challenge. So there is a need to study the
technical and professional skills. These
talent management strategies that are
training and development strategies are
undertaken in this sector.
used by TCS in order to improve the skills
Many of the talent management strategies
and retain talent.
are followed in the industry:
3. Tapping of the talent is the crucial part
1. One of the biggest IT giants like Infosys
for the organisations in India and Asia
Technologies
Employee
Pacific. Many of the organisations face the
Engagement as an important part of talent
challenge of talent shortages. They do not
management process. A good brand image
find right people for right job or positions.
for the company is created in external
The organisations seek a new talent outside
environment and a formal employment
existing talent pools by becoming a partner
brand is created and communicated to the
with local educational institutions to ensure
employees.
the curriculum is aligned with their talent
considers
Employees
are
given
programme
to
improve
the
opportunities to be heard informally.
needs.
Managers and leaders are trained on
4. The work process in the organisations
principles of employee engagement. New
operating in India and Asia Pacific is also
managers and supervisors are taught the
structured
fundamental
talent
employees. The focus have increased to
management. Meaningful and customizable
improve the talent by identifying the high
career paths for employees are provided
potential employees through performance
that allow for a sense of purpose and
appraisal and to build their career by
direction in the organization and provide an
undertaking development activities. The
element of challenge to employees.
work process is redesigned according to the
2.
Training and development strategy is
changes in the external and internal
used to manage and retain the talent of the
environment. The organisation even offers
employees. Various kinds of training
flexible
concepts
of
to
work
manage
the
arrangements
talent
and
of
also
programmes are conducted like Initial

1st October, 2015
Page 7
VOLUME-II, ISSUE-I

provides virtual work options to the
potentials and to build their career paths.
employees.
The top talent management strategies for
5. The companies in I.T. sector have
the organisation recently are leadership and
identified that the job security and base pay
succession planning and training and
are the motivators for the employees and
development.
the factors through which talent is retained.
Conclusion:
The compensation system is recognised as
essential in building the right workforce.
a motivator for the greater results. Besides
Employees are the biggest asset for any
base pay and job security other factors like
organisation and therefore it is necessary to
health care benefits, retirement benefits
invest in them and to retain them for the
child
equity
growth and success of the organisation. The
participation are also undertaken in some of
impact of talent management strategies has
the organisations.The companies consider
remarkable
effects
talent management and retention as a
productivity
of
strategic part of the organisation. The talent
employees. Proper alignment of Talent
management strategies are aligned with the
management strategies with organisational
organisational goals to ensure the growth of
goals will be helpful to sustain in the
the
competitive environment for long period of
care
arrangements
organisation.
The
and
organisations
motivate the employees to accept the
Talent
management
on
output
organization
is
and
and
time.
change as it is helpful to develop their
References
1. Human Resource Management (Text and Cases). Dr. S. S. Khanka. S.Chand Publishing.
First Edition 2003.
2. Personnel Management. C. B Mamoria. HIMALAYA PUBLISHING HOUSE PVT LTD.
Edition 29th, 2009
3. Murthy, P. S. (2010). Next Generation Talent Management-Perceptions. Social Science
Research Network.
4. Jyotsna Bhatnagar. Human Resource Management Area, Management Development
Institute, Sukhrali, Gurgaon, India. Talent management strategy of employee engagement in
Indian ITES employees: key to retention.
5. M. Dhanabhakyam1 & K. Kokilambal. A Study On Existing Talent Management Practice
And Its Benefits Across Industries. IMPACT: International Journal of Research in Business
Management (IMPACT: IJRBM), ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2, Issue 7,
Jul 2014, 23-36.
6. Dr. K. Janardhanam. Dr. Nirmala M., Pratima Pandey. Talent Management Practices In It
Sector. International Journal of Research in commerce, IT and management, ISSN: 22315756, Volume No. 1 (2011), Issue No. 2 (July)
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7. Namrata Mandloi. Talent management: A strategic approach towards growth in IT

industry. Research conference on Innovative Business Strategies, SIBM, Pune.
8. Nandini M. Deshpande. An Empirical Study on Talent Management- an Outmost
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VOLUME-II, ISSUE-I

ISSN (Online): 2350-0476

A Study of Talent Management Strategies in I.T. Sector in India

Ms. Pranita S. Jumade

Dr. Shubhada Kulkarni

human resource practices, and take a

business world companies are looking to

proactive approach to talent management.

businesses. To achieve their mission and

Management and Rewards Study

vision, organizations need to consider the

ISSN (Online): 2350-0476

India Report, one of the greatest challenges

need to focus on talent management

faced by the employer is Talent skills

strategies and to implement them more

misaligned with company needs and one of

the greatest challenges faced by the

employee is they do not have appropriate

skills or access to training for available

Talent management is fast gaining top

roles. This results in difficulty to meet

priority for organizations across the world.

client needs which ultimately decreases the

Talent management was initially designed

performance of the organisation.

to improve the process for recruiting and

Towers Watsons 2012 Talent Management

developing people with the required skills

and Rewards Survey findings highlights

and aptitude to meet current organizational

that consistently around the world, nearly

needs. The various aspects of talent

three in four organisations report moderate

management are recruitment, selection, on-

to great challenges attracting critical-skill

employees and more than half report

difficulty retaining them. Despite growth

rates moderating and a large workforce,

planning, career planning, recognition and

92% of Indian employers report challenges

in attracting critical-skill employees as

Heinen and ONeill, 2004; Scheweyer,

compared to the global average of 71%.

2004). Competition and the lack of

availability of highly talented and skilled

employees make finding and retaining

companies report challenges retaining them

talented employees major priorities for

as compared to the global average of 56%.

organizations (Fegley, 2006).

On recent university graduates, the survey

Murthy (2010) defined talent management

as managing the entire employee lifecycle

improvement in attracting this segment of

from attracting and hiring to promoting and

employees but retaining them continues to

finding a successor upon retirement. It also

be a challenge area. Over half the Indian

includes identification of the key gaps

companies reported challenges retaining

between the talent in place and the talent

recent graduates as compared to the global