Talent management in Indian IT & ITES sectors.
| Author | Bandari, Naveen Kumar |
| Position | Statistical data |
India's prosperity opened many new avenues for skilled and unskilled workforce in various segments and the economy has become a technology hub. Simultaneously, the nation has emphasized much on the quality of the workforce. Open economies in the globalised world influenced the traditional operations of the organizations to transform in to proactive to seize their slice in the market. Role of talent in the organization has become more significant and explicable in this context. As every task in an organization is time bound and more focused on precision and accuracy, efficiency and effectiveness, the function of human resource management have now become more pivotal. This article focuses on talent management practices of Indian IT sector and ITES sector.
Introduction
The opportunities and options for the employees are multiplying especially in the IT and ITES segments and these avenues specify the skill set that would better match the requirements of the organizations. The specifications are transforming to ensure that an employee is best fit into the job roles and responsibilities. The attitude and worth of the employees determine the altitude of success of the organizations and hence, every organization must be very keen to observe the changes and pace of the transformation and to incorporate the necessary steps for the acquisition of a talented workforce.
Talent management, though is still an evolving concept, has been viewed in various perspectives. Talent management is essential for succession planning (Cheloha & Swain, 2005; Redford, 2005). Though the concept of talent management is in the evolution stage, it attracted the attention of the multinational corporations to incorporate for better and desired results. Olsen (2000) emphasizes the pervasiveness of human resource functions across the organizations. Creelman (2004) integrates talent and talent management. He views talent management as a managerial mindset and managing talent is nothing but managing employees.
Talent management deals with promoting and retaining strong, potential employees to succeed within the organization apart from the basic functions of attracting, identifying, recruiting, developing and motivating (Berger & Berger, 2004; Laff, 2006; Baron & Armstrong, 2007). Formalization of talent management structure in an organization is still in the initiation phase and yet to take a shape but the organizations are trying to sink the concept with their strategies for competitive advantage. According to Frank & Taylor (2004), talent management is about nurturing the skills categorically which will enable the organization to maintain future competitive advantage. Talent management enables the organization's competitive advantage (Heinen & O'Neill, 2004). Talent management is a pool of activities which ensure the continuous and proactive nature of the organization (Schweyer, 2004). Talent management is a process that ensures the supply of right people in right jobs at right place in the needed times. The purpose can be achieved with managing the various talent pools in the organization with a robust and continuous HR process (Dias, 2005). Knez & Ruse (2004) discuss the importance of managing the talent portfolio to accomplish the strategic and operative objectives of the organization effectively. It emphasizes on the importance of acquisition, development and management of quality employees in the organization. Talent management is about forecasting the need for human capital in the organization and incorporating a plan to achieve the purpose (Cappelli, 2008). Acquisition of quality talent in the organization has got its own significance in the total management process.
Background
The rapid growth of IT & ITES industries are standing as the indices of prosperous Indian economy and are opening new avenues for potential human resources. At the same time, the structure of organizations is synchronized and style of operations is more streamlined to ensure the efficiency and effectiveness. Organizations are also more focused on the quality of output, accuracy and precision. In the light of these changes role of human resource function in the organization has become more imperative and accountable in ensuring the total quality management. The role of HR executive has become more vital and challenging in the acquisition of talented workforce. Hence, the time has now come to revise the conventional practices of recruitment and to devise an innovative and non-conventional human resource planning to ensure quality workforce to meet the requirements of transforming organization. The literature survey says that there is a need to synchronize the talent with the organizational goals. It is also necessary to put the right people in the right position. All these factors establish the need for the implementation of new human resource technologies which makes the organization time bound and more focused on precision and accuracy, efficiency and effectiveness. Therefore, the present study occupies an important place in the current scenario.
Objectives & Scope of the Study
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To study the conceptual framework related to talent acquisition and talent management.
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To elicit and analyze the opinions and perceptions of employees on the practices of talent acquisition and talent management in select units.
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To assess the opinions of employees on the practices adopted by IT and ITES sectors of select units by a comparative analysis.
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To offer suggestions for improvement of talent acquisition and talent management.
The study throws light on growth aspects of Indian economy and its impact on Information Technology and IT Enabled Services. It also presents the scenario of IT industry in Andhra Pradesh. It focuses on human resource planning, job analysis, job description, job specifications and employee specifications of two IT based and another two ITES units located in Hyderabad. The study emphasizes on the paradigm shift from conventional patterns of recruitment to changing parameters of talent acquisition procedures and criteria of modem recruitment. Study envisages the importance of sustainability and beyond of the human resources in changing roles of the jobs in vibrant organizations. The study covers the prominence of talent acquisition and talent management in IT &ITES sector in talent acquisition, employee engagement, succession planning and employee retention.
Limitations of the Study
Following are the limitations of the study:
i. The study is confined to IT and ITES industry of Andhra Pradesh state only.
ii. As the proposed study and functional area are yet in an evolutionary stage the abundant availability of data is a constraint.
iii. The opinions of the respondents of the sample may or may not depict the exact opinion of the total population and as such their opinions cannot be generalized.
iv. Time factor is a constraint as the study is...
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