War for talent myBskool live class ppt - 27 nov 13 | Online Mini MBA (Free)

SURESH [email protected]

09962959381

• BACKGROUND –TALENT HUNT-Entry level

• 51.0 LAC total STUDENTS –GRADUATED IN 2012

• 3.6 LAC STUDENTS – ENGINEERING & TECH POOL

• 47.4 LAC STUDENTS –ARTS/SCIENCE/COMMERCE

BACKGROUND –TALENT HUNT-Entry level

• SOURCES OF RECRUITMENTSOURCES OF RECRUITMENT• TIER 1 – IIT’s /NIT’s –Engineers – 4.5 %

are fit to work for Google/Microsoft from the Engineering & Technology pool

• TIER 2,3, -Engineers – 45 % who are employable for IT/ITES from the Engineering & Technology pool

BACKGROUND –TALENT HUNT-Entry level

GENERAL POOL- Trainable –OPEN TO ALL SECTORS

• Arts & Science Students – 45.7 % • Other Stream Students - 54. 3 %• { FROM A POOL OF 51.0 LAC

STUDENTS-DATA FOR 2012}

• AREAS OF CONCERN• Tackling Shortfalls or• Tackling Surplus and• Improving THE PRODUCTIVITY -

Utilization of Work force

• MantraMantra• Recruit – Retain – Utilize - Improve

REASONS FOR LABOR T.O/Attrition Family Career Mobility Illness/Accident Competition –better wages & salary rates

• ISSUES : Some specific areas identified –from recruitment point of view

• Huge Regional Imbalances in availability of Engineering graduates

• ( TN, AP, KARNATAKA & MAHARASTRA –account for over 70 %)

• Quality of Output-Lack of needed current skill sets• Changing & Demanding customer needs• Grater demand on New Technology usage by clients• Lack of Deeper Domain knowledge• Lack of Outstanding Interface skills• Poor awareness of the Business• Inability of most companies to standardize these

Issues

Mission CriticalRole Success Criteria:Competencies/Other

Derailers

Career Development Interview

Career Aspirations

Career Options

Evaluate Key Staff Potential:

PsychometricsCD Assesment

PMS

Succession Plan

Personal

Learning

Plan

TALENT

PANEL

Appointments

Superior talent will be tomorrow's prime source of competitive advantage.

Companies are finding it increasingly difficult to attract and retain good people.

Companies must make talent management the top corporate priority.

They must create and constantly refine their employee value proposition to become the employer of choice for talented individuals.

They must be clear about how they are going to recruit and develop talent.

Different organisations can have different Different organisations can have different definitionsdefinitions of talent:of talent:•““A transnational organisation may define talent as A transnational organisation may define talent as the top performing 1% of executivesthe top performing 1% of executives•Another organisation could define talent as the top 10% of high performers, whatever their role or level•Yet others may have a mix , defining talent not Yet others may have a mix , defining talent not only as executives with potential for board-level only as executives with potential for board-level appointments, but also high-potential individuals appointments, but also high-potential individuals who are identified as leaders of tomorrowwho are identified as leaders of tomorrow•Others may be taking an end-to end view of newly Others may be taking an end-to end view of newly appointed graduates to top leadershipappointed graduates to top leadership•Finally some might take the view that every Finally some might take the view that every employee should be included in talent management employee should be included in talent management activities”.activities”.

CIPD Talent Management Tool( 2009)

 Characteristics of a high potential employee:•consistently produces measurable results consistently produces measurable results above expectationsabove expectations•Self manages in a manner that fosters Self manages in a manner that fosters learning and high performance learning and high performance •Ensures that team goals are achieved Ensures that team goals are achieved within ethical and cultural guidelineswithin ethical and cultural guidelines•Manages and leads teams that Manages and leads teams that demonstrate a sense of loyalty and demonstrate a sense of loyalty and communitycommunity•Strives to deliver and exceed customers’ Strives to deliver and exceed customers’ needs needs •Arranges and leverages resources within Arranges and leverages resources within an organisation an organisation •Has high resilienceHas high resilience

From Cannon, J and McGee, R (2007)

A more complex economy demands more sophisticated talent with global acumen, multicultural adaptability, technological literacy, entrepreneurial skills, and the ability to manage increasingly flat, organizations.

Second, the emergence of efficient capital markets has enabled the rise of many small and medium-sized companies that offer career and wealth accumulation opportunities that few large firms can match.

Job mobility is increasing. Ten years ago, high performers might have changed jobs just once or twice in a full career. Now they may do so once every 4-5 years.

Any company serious about talent management must instill a talent mindset throughout the organization, starting at the top.

Leaders must hold regular discussions to review the performance of executives at every level.

These reviews must be candid, probing, and action-oriented, and link talent to strategy.

They must set high standards, ensure that performance is assessed fairly, and act as a vehicle for fostering personal development.

Companies must insist that their line managers are accountable for talent.

The role of human resources should be redefined and its capabilities strengthened.

HR executives need to be effective, proactive counselors with personal and business credibility

and strong relationships with business units.

Creating a winning employee value proposition means tailoring a company's "brand" and the jobs it has to offer -- to appeal to the specific people it wants to find and keep.

The executive talent pool can be segmented into four groups.

"Go with a winner" executives seek growth and advancement in a highly successful company; they are less concerned with its mission and location.

"Big risk, big reward" executives value compensation and career advancement over their company's success or its active role in their personal development.

"Save the world" executives demand an inspiring mission and exciting challenges.

"Lifestyle" executives are more interested in flexibility with respect to lifestyle choices, geographic location, and compatibility with the boss.

Successful organizations tend to have a dominant talent segment, while their weaker peers have a bit of everything.

Ideally, a company should simply figure out who it is

aiming for, and make sure its brand is tailored to the talent segment it seeks to attract.

• SOLUTIONS BY COMPANIES – Some Answers

• Internal Scaling up or• Deploying experienced candidates• Setting up of huge Training facilities • Tailor made courses to bring about the right

talent• New Hybrid models –Sponsoring Academic

Institutions to create specific courses• Selecting Students as per their need only• Providing Content & Study material

according to their Industry & Business

• SOLUTIONS : • SOFT RETAIN• Providing better quality of Work• Employee satisfaction at all times• Job Security• Job Rotation• Job satisfaction by Learning more & growing• Superior training to constantly upscale their skills• Value the Employee by constantly Acknowledging• Provide excellent R & D lab inputs for Innovation &

advancementIMPROVE• Allowing old Employees to come back –TCS has this policy• Internal Transfers• Promotions• Use of freelancers• Introduction of Temporary contracts & making Permanent later

• SOLUTIONS : • HARD • IMPROVE• Buddy Policy to “mentor” the fresher's for at

least 6 months so that they stabilize• Study “Exit Interview” feedback and

Quantify,analyze,assess• Every Quarter –Surveys –data study to identify “

Problem Areas”• Monitoring current “Productivity” levels and

benchmarking• Increase Employees Incentives• Career Planning- Time frame bound• Sabbaticals

Instilling a new talent mindset and developing a powerful employee value proposition are important but they aren't enough.

A robust sourcing strategy is crucial. That means being clear about the kinds of

people that are good for the organization, using various innovative channels to bring them in, and having a complete organizational commitment to recruiting the best.

There are a number of specific steps that companies should take to develop their talent.

Put people in jobs before they are ready. Put a good feedback system in place. Understand the scope of the retention

problem. Move out the poor performers.