11.A Study of Talent Management as a Strategic Tool for the Organization in Selected Indian IT Companies (original) (raw)
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Talent Management: a burgeoning strategic focus in Indian IT industry
Purpose-This study is aimed at examining the talent management system in an Indian IT organization. Design-Structured interviews were conducted to collect primary data and then content analyzed to develop the case study. Findings-Recruitment, talent development, knowledge management, social media, performance management, and rewards are the main practices associated with talent management. Originality-This is first study to unravel talent management in Indian IT industry context. Limitations-We acknowledge that study's scope is limited to IT sector and there is a lack of quantitative data empirical investigation. Implications-HR managers should embrace the practices of talent management of the case organization to effectively manage their workforce.
IJMSRR, 2016
”The thing that wakes me up in the middle of the night is not the economy or competitors; it is whether we have the leadership capability”. (David Whitwan, former CEO of Whirlpool Corporation).This statement reflects the challenges we face in the new knowledge economy. Keeping good people has become a major challenge for most businesses, big or small. In the 21st century we are defining talent as the new wealth. Most organizations have become poachers of talent, instead of developers of talent. If talent is identified, it is lured with anything and everything in order to gain the competitive advantage. According to a recent Harvard Business Review article (January, 2000) organizations often revert back to the proverbial “golden handcuffs” strategy in order to prevent the often devastating impact of losing a talented employee. Global worker shortages and talented people have heightened corporate awareness of the need for innovative talent retention strategies and the ever-increasing competition for talent. The “war for talent” has become the mantra of modern Human Resources (HR) professionals, and it will stay a reality in the corporate landscape for many years to come.According to the Gordon Institute of Business Science (GIBS) the reality is that most companies are playing “Talent Management catch- up” instead of managing talent as a strategic imperative (mba.co.za, 2007). So what is Talent Management exactly? It can be defined as a dynamic, ongoing process of systematically identifying, assessing and developing talent for future critical roles to ensure continuity and optimal organizational performance (J Heidke,2006).
Talent Management: An Indian Perspective
One of the most critical issues of discussion and therefore redressal in the growth story of corporate India has been "How to develop and manage talent". Corporate India has been coming to terms with this challenge, i.e., attrition of talent, more recently. The diversification, expansion and forward and backward integration of businesses is putting a lot of pressure on the existing pool of human resources. Talent Management is therefore becoming a critical HR issue for Corporate India. The study being reported was an attempt to ascertain the view of the HR professionals in India vis-à-vis Talent Management, its importance, organisational engagement with Talent Management, Talent Management strategies, interventions and other important aspects. The findings of the study indicate that majority of respondents perceive Talent Management to be a critical HR issue for the rapidly growing economy of the country as well as for their own organisations. Attrition of talented workers and poaching by competitors are recognized as main reasons making Talent Management a critical HR issue. The findings also indicate that developing high potential individuals and retaining key staff are perceived by respondents as two most important objectives of Talent Management interventions.
Effectiveness of Talent Management Strategies: Evidence from Indian IT Sector
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The current study is aimed to explore the role of talent management practices in Indian IT sector. Of late the companies have realised that talented employees play a crucial role for the success of the organization. Therefore to attract and retain key talents, the organisations have earmarked resources on talent-related initiatives. Further, the firms are engaged in very crucial HR practices like recruitment & selection, training & development, skill building exercise of employees to accomplish the overall goals of the organisation. Therefore the current study entitled “Effectiveness of talent management strategies:evidence from Indian IT sector” has been undertaken to understand the key drivers of employees intention to stay in the current organisation based on the talent management strategies practiced by the Indian IT companies. In order to realise the stated objectives the researchers have prepared a structured questionnaire and administered on 250 respondents. In the next phase...
Talent Management and its importance in Business Strategy: A Critical Literature Review
Zenodo (CERN European Organization for Nuclear Research), 2022
In recent years, many researchers have been interested in the topic of talent management as human resource has long been acknowledged as the most essential aspect in establishing a viable edge, and managing people has been a focus for most firms around the world. During the current economic downturn, companies are in desperate need of skills. Many authors have provided definitions and approaches for attracting the best employee for a firm, as well as for scanning the ranks of a corporation to find better performers. When hiring and promotions are on hold, it's vital to look for talent among individual employees. As a result, companies must recognize their employees' hidden abilities. The purpose of this study is to conduct a literature review on talent management in Indian enterprises. While most businesses have integrated personnel management, there are still a few issues to be addressed.
isara solutions, 2021
In present challenging business environment of going global and competition becoming intense, organizations have mounting pressure to perform better than before. Over the years, creation and preservation of knowledge has become a key tool in accelerating competitiveness and enhancing organizational capabilities to respond to market changes, wherein employees 'talents and behaviors are appropriately deployed to enhance performance, is a critical and difficult task. Talent in the organization refers to the core employees and leaders that drive the business forward. Such employees are often the top achievers and leaders, who influence the behavior and performance of others in the organization. Talent is not a matter of status, nor a sub-component of personality, nor a commodity that can be quantified or measured. This research work consists of two parts. The first part provide a brief overview of Talent management offers a fertile resource to consider the notion of talent, as well as notions of potential, intelligence and business skills. The second part, in turn, investigates the approach of strategic approach to Talent Management. Skills relating to observation, evaluation and elucidation are developed in detail and complemented with concrete examples. Both managers and employees can use this work to acquire the solid bases required to potentiate and develop their talents within their respective company and beyond.
A STUDY OF TALENT MANAGEMENT STRATEGIES IN INFORMATION TECHNOLOGY INDUSTRY AT BANGALORE CITY
Talent Management" has become one of the most significant buzzwords in Corporate HR and Training today. Talent Management is an excursion from Personnel to Strategic HR to Talent Management. To realize why Talent Management has become so important needs the need to gaze at the evolution of business HR: It was identified that majority of the employee quit the job, happens in first six months period after joining the organization. It causes serious problem and very high expenses for the organization, especially in IT industries. The Team leaders/Head and Managers are directly responsible for this turnover. To overcome this problem first the Team leaders/Head and Managers should be capable of handling Talent Management Competencies effectively, which in turn develop the organization commitment and job satisfaction which will reduce the turnover intentions. Thus an attempt is made to study about the Team Leaders/ Head and Managers Talent Management Competencies level. The organizations considered for the study are large IT companies. In order to remain market leaders in the field, their employees need to be competent to cope with continual specialized technological updates and rapidly increasing customer base. Due to the organization’s heightened awareness of the limited availability of experienced talented employees, an integrated Talent Management process has been introduced. The intention within this organization is for the managers to understand the impact of such a strategy and to take accountability for their involvement in the process. The universe of the study constitutes to leading and large IT companies in Bangalore. Top 5 IT Companies that adopted talent management practices were considered as the population of the study.
An Empirical Study of HR Factors as Determinants of Talent Management
Adarsh Journal of Management Research, 2009
An organization's ability to learn and translate that learning into action rapidly is the ultimate connpetitive business advantage. One key corporate responsibility is to enable people to use and develop their individual talents. Organizations must ensure that people can fulfill their needs and find their potential in their work experience. Jobs should be designed to match people's talents. Contributions to the quality of the w^orkplace are highly valued. Organizations should provide a complete range of HR services including HR consulting, HR technology and HR outsourcing. Some organizations, like Infosys', are already using Human Capital Management (HCM) practice to help clients differentiate and achieve operational excellence. The present work represents how the organizations can bring right kind of talent at the work place and how that talent can be retained. Through literature survey eleven factors contributing to talent management have been identified which are: creativity & resourcefulness, problem solving & decision making, communication, team building, entrepreneurship, leadership, general managerial skills, learning ability, performance measurement, career development, inspirational capabilities. Various statistical tests like inter item analysis, correlation analysis, multiple regression are performed to examine the relationship between different factors and talent management on a sample of 100 trainees of ACC who were attending their training program at Indian Institute of Technology, Roorkee. The results reveal that among all other factors inspirational capability is the prime factor contributing to talent management. On the other hand organization should put in more effort to creativity and innovativeness as these are the essential ingredients in the current global competitive environment for any organization to survive. Based on this study a model for talent management is suggested.
INSIGHTS ON TALENT ACQUISITION AND MANAGEMENT: STRATEGIES AND PRACTICES IN IT SECTOR
Talent management is a business technique that firms hope will help them retain their most talented people and improve their overall performance. It is the process of properly selecting the right personnel, training them for future top positions, reviewing and managing their performance. Every organization's performance is determined on the performance of its employees. If the personnel have unique competencies that competitors cannot reproduce, the firm has an automatic competitive advantage. As a result, firms are focused on developing effective systems and procedures for talent management in order to manage this unique human capital.
TALENT MANAGEMENT: ASSOCIATION IN PROBLEMS OF IT
IAEME PUBLICATION , 2021
Talent Management is a relatively new disciple that mostly founds Human Resource Management emerging in the late 1990s and 2000s. This discipline exists for more than two decades now. However, despite that, it is surrounded by confusion in understanding and separating the terms from HR. It is recently found that it is not easy to describe the Talent management in singular terms because it was defined and explained interchangeably different times by different authors. Talent Management is not based only on improving the firm's capability and flexibility, but this will provide tools and information about the firm's growth, managing change, acquiring resources, and novel ideas to develop new services and products as it is a newly emerged field in the era. Having more than two decades despite that, these fields still require much study to research.