Academic journal article Indian Journal of Industrial Relations

Talent Management in Indian IT & ITES Sectors

Academic journal article Indian Journal of Industrial Relations

Talent Management in Indian IT & ITES Sectors

Article excerpt

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. …

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