NASSCOM GIC Conclave 2013 - Session 3 - Defining the GIC CEO agenda for talent in 2013

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  • NASSCOM GIC Conclave 2013 - Session 3 - Defining the GIC CEO agenda for talent in 2013

    1. 1. Defining the GIC CEO agenda for talent in 2013Beyond hyper-growth:What’s next for GIC talent in India?April 5, 2013
    2. 2. Changing business priorities driving GICs and theirgrowth85%67%61%52%24%85% 83%46%67%11%0%10%20%30%40%50%60%70%80%90%Customer andRevenuegrowthInnovationthrough newproducts andservicesCutting costsand operationalefficiencyExpandinggrowth inglobal andemergingmarketsGrowth throughmergers andacquisitionsBusiness priorities comparison over last five years and nextfive yearsLast 5 yearsNext 5 years
    3. 3. The Talent landscape for GICs - Top challenges61%54%48%35%30%22%15%13%6% 6%0%10%20%30%40%50%60%70%DevelopingaleadershippipelineRetainingTalentStrengtheningouremployeebrandvaluepropositionQualityandtechnicalskillsofTalentAvailabilityofTalentManagingcompensationEvolvingarecruitmentstrategyforchangingbusinesslandscapeRiseofalternativeLocations:OtheremergingmarketsEvolvingTechnology(Automation,Robotics,Tele-workssolution,etc.)RiseofalternativeLocations:ParentmarketsTop three challenges faced by GICs over the next three to five years
    4. 4. Evolving perspectives of leadership at GICs50%48%37%30% 30%26%24% 22%20%11%0%10%20%30%40%50%60%KnowledgeofparentorganizationbusinessandprocessesPeopleandteammanagementskillsAbilitytoinnovatenewproduct/servicesBusinessmanagementskills(financeandoperations)AbilitytotakeonparentorganizationandglobalrolesDeeptechnicalknowledgeofGICservicesAbilitytogrowcurrentoperationsAbilitytogrownewbusinessesAbilitytorunregionalcenterandcapabilitiesKnowledgeofmarkets,marketingandsalesTop three qualities for a GIC leader
    5. 5. Building a differentiating Employer Brand9%11%22%22%24%26%37%46%48%54%9%26%17%24%11%43%28%39%37%63%0% 10% 20% 30% 40% 50% 60% 70%Corporate social andcommunity involvementGlobal career opportunitiesCompensation and benefitsWorkplace flexibilityRate of career progressionQuality of careerdevelopment optionsCorporate reputationCorporate cultureLearning and developmentopportunitiesNature of work/challenge ofassignmentsFactors influencing the GIC employee value proposition in the last five yearsand the next three to five yearsIn the next 3-5 years In the last 5 years
    6. 6. A new talent agenda for GICs in the “third act"A forward-looking view of the talent and leadership challengesthat directly align to HR programs and business prioritiesA portfolio of HR programs balancing and recognizing that manyGICs in India are currently in multiple phases of their evolution atthe same timeA well-defined and resourced plan to develop, grow, and retaina pipeline for executive leaders, including senior and next-generation executives.A shift in the focus of talent programs beyond recruitment toengagement and career growth and opportunities.A differentiated employee value proposition and brand reflectingwhat is unique about your company’s career opportunities, totalrewards programs, culture, reputation, workplace flexibility, andsocial and community programs.A new talent and leadership road map designed specifically foryour company’s “Third Act” talent agenda.
    7. 7. 7 GIC Conclave 2013 © 2013 Deloitte Touche Tohmatsu India Pvt. Ltd.
    8. 8. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network ofmember firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description ofthe 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 toprovide 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 thismaterial, rendering professional advice or services. The information is not intended to be relied upon as the sole basis for any decisionwhich may affect you or your business. Before making any decision or taking any action that might affect your personal finances orbusiness, 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

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