Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations

Abstract

The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars

Talent quotient: development and validation of a measurement scale

“…“Talent” in India refers to “employees that are highly educated and (have the ability to be) high achievers/performers in the organization” (Cooke et al , 2014, p.234). India is one of the world's largest economies (Cooke et al , 2014); it reported scarcity of talent despite a large well-educated population (Beechler and Woodward, 2009; Farndale et al , 2010; Mellahi and Collings, 2010; Tarique and Schuler, 2010; Chaudhuri et al , 2018). Changes in the global demographics, increased frequency of mobility of people, existing volatile business environment and growing work diversity were perhaps the prime factors causing an adverse impact on the availability of talent (Beechler and Woodward, 2009).…”

“…Despite availability of large educated young workforce, only 10–25 percent of graduates were reported to have the required employable skills (Farrell et al , 2005). This acute labor shortage has increased the intensity of the talent war (Chaudhuri et al , 2018; Chadee and Raman, 2012; Bhasin and Low Kim Cheng, 2002; Bhatnagar, 2007; Boudreau and Ramstad, 2005). Furthermore, most of the foreign firms invariably replaced expatriates with local workforce, creating a high demand for new skills and job roles (Beechler and Woodward, 2009).…”

“…This is undoubtedly the first step to identify talent. The identification, development and retention of talent are the major challenges for organizations of the day (Beechler and Woodward, 2009; Chaudhuri et al , 2018). The increase in psychological contract breach by key employee forces distress recruitments on the organization.…”

Interrelationship between informal training, human capital development and international performance of SMEs: a literature review

“…Such development path of the employees may involve formal and informal, cross-functional, experts prepared training, coaching or mentoring. It helps employees to develop their knowledge and skills that form the whole company's human capital (Chaudhuri et al, 2018). Nevertheless, training is a strategic sphere of business units, whose main goal is to raise the productivity of workers in new fields of knowledge, it may also improve innovation-oriented culture and support continuous improvement seeking in the organization (Calábria et al, 2018).…”

Impact of Age, Gender and Job Satisfaction on Employee Engagement in the IT sector

“…The present taskforce has been uncompromising in case of job selection and "job hopping" has become the new trend. In the present-age, retaining employees has become the major concernment and the main aim of the IT industry (Chaudhuri, Hirudayaraj and Ardichvili, 2018). The two categories of factors impacting job satisfaction levels are i) Job content factors (depends on the individuals) (ii) Job context factors (depends on the organization).…”