talent management for mba

7/29/2019 Talent Management for MBA

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Talent Management

A CASE STUDY OF INFOSY BPO EXPERIENCE


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Current Realities

Source: India times

Number of organizations closing downLehman Brothers & host of other institutions

Washington Mutual takeover by JP Morgan ChaseBank of Americas acquisition of Merrill Lynch

Number of employees losing jobs some indicators53,000 employees of Citi Group

500 of HSBC

Impact on the global market and businessTurmoil in financial marketsslower growth in high-income countries

dependency on foreign capital flows likely to experience a sharper slowdown.

Higher levels of uncertainty

Human psychology and emotions

Fear and anxiety on investmentsPay cuts no hikes

Fear of insecurity and unemployment

The View of American GovernmentViews on outsourcing future of outsourcing - since a majority of Indian IT

firms derive 75% or more of their revenues from the United States


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The Changing Paradigm

Old Recruiting Strategies

Recruit for vacant positions

Offer candidates higher

compensation to lure them

Job done when the candidatejoins the organization

Hire as neededwith no overall plan

Go to a few traditional sources

The role of the recruiter is to gooutside and look for talent

New Recruiting StrategiesProactive recruitment,

build a talent pipeline

Tap many diverse pools of talent

Sell the role and responsibilities to the

candidate along with performancebased compensation packages

Role continues as a buddy for thefirst three months of the employeesstay with the organization

Develop a recruiting strategy for

each type of talent

The role of the recruiter is to fill theposition outside, IJP, internal

movements etc


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Some Top Issues

Only 35% of the available Talent Pool is employable? Can we create a

talent pool?

Can we explore alternate staffing profiles?

Whose job is to build company and industry brand?

Can we create a talent pipeline and strategy?


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1 Can we create a talent pool? Project Genesis

2. Alternate Staffing Profiles New Grounds Hiring

3. Enhancing awareness of BPO careers CAP, Elective

4. Talent pipeline Talent Planning, BenchManagement, Right Skilling

5. Buy or Build Talent Bench Management process,data profile conversion to voice profile


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Carving a Brand

Context:

Misconceptions about the industry in media and community

Relatively young organization in the shadow of a big parent brand

Strong presence of multinational competitors enjoying a headstart

Influx of big names setting up captives in India

Infosys BPO @ Work:

Campus Ambassador Program to start early relationships with student community

Infosys BPO elective for sensitizing the student community

Academia Conclave to influence the teaching community

Professor Internships to facilitate two way relationship with teaching community

Family involvement to engage the larger community

International recognitions for demonstrating our thought leadership


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Creating TalentContext:

Demand Supply gap in the industry

Widening skill base in the organization with multi-skilling & right skilling

Multi-language and multi-cultural customer support

Process and Domain knowledge basic requirements to be certified business ready

Dearth of Managerial talent

Infosys BPO @ Work: Infosys BPO believes in investing in its employees development and educationthrough

Entry level training comprising soft skills, process and domain training to transform you to domain

specialist and professionals

Skill assessment and domain certification as gateways to career movements

First Time Management capability building to ensure effective connect between employee and organization

Higher Education programs, IIMB and other Tier 1 and 2 colleges

Continuous training programs for different grades/brands

Training council- comprising Operating Heads and SBU heads to govern the overall training at an

Organization level


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Preparing for tomorrow

Needs of the employee are changing

I want to be heard and listened to

I know my rights and demand them

I want to add resume value

I want to work in multiple organizations to gain diverse experiences

I want something in return for everything I do

I want the best for my family and myself


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The New Recruitment Paradigm

Outsource routine work

Gain synergy among processes

Focus on strategy and innovative initiatives

Run recruitment like Sales

Create a marketing group to focus on brand building in the talent market

Create a planning cell to forecast required skills, numbers and predict trends in talent

market

Have account managers who act as point of contact for different accounts ensuring

that account level targets are met

Have relationship managers who work towards enhancing relationships with vendors,consultants and the academia

Introduce recruitment SLA based incentives to drive positive behaviors of recruiting

people with the right attitude


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Todays reality is an employee

chooses the organization he

wants to belong to.


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Doing it right the first time

Identify your Talent pool

Tap the right labor market

Reference and background checks

Use the right benchmarks for designations and compensation

Brand your organization and manage applicant perception

Certify interviewers to assess job fit and competency fit

Create detailed Job description as reference points for all hiring


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Engaging Employee

Context:

High pressure, stressful lifestyle and health and emotional issues

Workstyles that are not aligned to conventional work norms and main stream society

Importance of regular and normal jobs/education in India

Limited growth and feeling of stagnation common

Infosys BPO @ Work:

Career Pathing to provide picture of learning and growth

Innovative communication channels to break the pockets of sub-organization

Reward mechanisms to promote desired behaviors

Employee benefits policy in alignment with workforce needs

E l E h li i


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Employee Engagement a holistic

perspective

Employee

Engagement

Learning value Add

Financial

value Add

Emotional

value Add

-Training

- Certifications

- Client facing and cross cultural

programs

- Best practice sharing

- Code of Conduct,- HEAR

- GRB, ASHI

- Whistle blower policy

- Positive Work Environment

- Company Performance

Linked Incentive

- Team Performance

- Individual Performance

- Performance Allowance


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everag ng ewar s o rac ,Retain And Engage

CRITICAL TALENTAligning rewards to the employees lifecycle


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Leaders need to keep PACE

Personal Commitment

Access

Communication

Engagement


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Conclusion

The Workforce is Changing Faster than the Industry isKeeping Up

The workforce has larger choices in the labor market today

There are things that can be done today to keep PACE withthe future workforce

talent management for mba

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