NASSCOM GIC Conclave 2014 - Implementing the GIC Executive Agenda for Talent and Leadership – 2014

  • 474 views
Uploaded on

 

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
474
On Slideshare
0
From Embeds
0
Number of Embeds
2

Actions

Shares
Downloads
72
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Implementing the GIC Executive Agenda for Talent and Leadership – 2014 15 April, 2014
  • 2. 2 Alignment of HR with Business Priorities Some organizations are conducting “Best Fit analysis” by leveraging past empirical data and predictive analytics - to hire the right people who would be able to perform well in their specific roles Organizations have Talent Risk assessment models in place which are linked to critical roles. R-A-G (red- amber-green) analysis is conducted to gauge propensity of critical workforce segments to attrite To drive customer-centricity; c-SAT (customer satisfaction) scores are linked to appraisal process and feeds into the variable component of the employee’s compensation. Development areas are addressed Capabilities of your organization’s HR and talent programs: NASSCOM GIC 2014 v/s India HC Trends 2013
  • 3. 3 Building a pipeline of Future Leaders There is growing trend of “Coopetition” among GICs as they realize that to succeed in the “war for talent”, they must collaborate and share best practices with each other in the talent space Peer group networking and interaction is being promoted for mid-level managers across different functions who participate on common forums to collectively problem-solve on various talent related issues GICs are placing a premium on developing customized career programs to retain high potential and high performers. How would you rate readiness and the strength of leadership pipeline and development plans for Executive/Senior Leaders, New Managers and Technical/Professional Leaders?
  • 4. 4 Leveraging Employee Value Proposition and Brand Employees drive the employee value proposition in their organizations through initiatives such as - reviewing and analyzing employee engagement surveys, creating talent advisory councils, driving recruitment programs etc In order to boost employees’ awareness GICs are re- packaging Total rewards to include a bucket list of all tangible and intangible perquisites that an employee is entitled to such as medical cover, gym, flexi options etc Many organizations are extending the medical cover for their employees and their families to include all children and parents-in law also. Efforts around security of women have also been bolstered How would you rate the employee value proposition and brand in your organization?
  • 5. 5 Expanding the Portfolio of Talent Priorities Few GICs have integrated elements of their leadership and behavioral training programs into their CSR activities. Selected employees associate themselves with an NGO and chart out end to end business plan, thus honing their leadership skills In order to keep employees engaged and motivated some organizations are providing support and incentives for product innovation with the offer of sponsoring ideas which have high potential and are economically viable Few GICs have programs in place to harness the potential their temp staff. They are offering training to groom this talent pool for managerial roles. Cross functional trainings are also conducted to provide more exposure Percentage respondents rating the talent priority as urgent and important
  • 6. 6 Implementing the GIC talent and leadership agenda Key Emerging Themes: 1. Talent and leadership challenges in GICs are interlinked with business success and impact HR and talent programs play a critical role in driving business growth, innovation, and results. This is reflected in the overwhelmingly positive views that GIC leaders and HR executives have of their HR and talent programs and their business alignment 2. Career and Global Mobility, Employee Engagement, and Leadership Development programs are integral initiatives with the focus on improving implementation and results As companies compete in two markets - for customers and for talent - the need is growing for more highly developed talent brands and experiences. Honing and delivering a differentiated talent brand has become table stakes • Indian GICs are emerging as a testing ground for innovation in the talent and leadership domain Many opportunities exist for GICs to be a testing ground for new talent and leadership approaches which can be exported to parent organizations and global networks • Strengthening the GIC talent and leadership network represents an important opportunity in the development of the GIC community Some GICs are treading the path of knowledge exchange and sharing best practices in form of successes, insights, misses and “never-agains” in the talent space “We are moving the overall culture and focus of our GIC from transactions to impact on revenue and customer experience” “Encourage cross- pollination and cross training of employees across various roles for expertise to flourish” “When employees are given a chance to innovate and design idea- prototypes then they become advocates of the firm” “Corporate Social Responsibility volunteering activities are a great vehicle to develop key competencies”
  • 7. 7
  • 8. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. This material and the information contained herein prepared by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) is intended to provide general information on a particular subject or subjects and is not an exhaustive treatment of such subject(s). None of DTTIPL, Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this material, rendering professional advice or services. The information is not intended to be relied upon as the sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this material. ©2012 Deloitte Touche Tohmatsu India Private Limited. Member of Deloitte Touche Tohmatsu Limited