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War On Talent P V 30th May 08 Nasscom Chennai


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nasscom, hr, leadershpi, talent

Published in: Technology, Economy & Finance
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War On Talent P V 30th May 08 Nasscom Chennai

  1. 1. Maveric Systems confidential Strategies to counter the war on Talent
  2. 2. Strategies to counter the war on Talent <ul><li>Preface </li></ul><ul><li>Premises </li></ul><ul><li>Predicates </li></ul><ul><li>Prescriptions </li></ul>
  3. 3. Preface <ul><li>Focus </li></ul><ul><ul><li>Broad level talent requirement </li></ul></ul><ul><ul><li>Beyond seed stage and not having attained the maturity stage in the life cycle </li></ul></ul><ul><ul><li>Technology companies </li></ul></ul><ul><ul><li>India as the geographic context </li></ul></ul><ul><li>Purpose </li></ul><ul><ul><li>Shared thoughts not solutions </li></ul></ul><ul><ul><li>Indicators not detailed plans </li></ul></ul>
  4. 4. Premises <ul><li>Technology companies in India and elsewhere are constantly facing the twin challenge </li></ul><ul><ul><li>Shortage of skilled resources </li></ul></ul><ul><ul><li>Retention of resources- fall out of attrition </li></ul></ul>
  5. 5. Predicates <ul><li>What skill </li></ul><ul><ul><li>Is it a homogenous or heterogeneous class </li></ul></ul><ul><ul><li>Industry specific or industry neutral </li></ul></ul><ul><ul><li>Technology specific or agnostic </li></ul></ul><ul><ul><li>Ready or honed </li></ul></ul><ul><li>When </li></ul><ul><ul><li>Life cycle of the organization </li></ul></ul><ul><ul><li>Promoter team capabilities </li></ul></ul>
  6. 6. What skill <ul><li>Three broad level skill sets: </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Technical </li></ul></ul><ul><ul><li>Personal </li></ul></ul><ul><li>Mix of the three is needed in every resource- proportions may vary </li></ul><ul><li>Definition of technical skill may vary but not that of leadership and personal </li></ul>
  7. 7. What skill (Contd.) <ul><li>Leadership skills </li></ul>Level Metric Transition Managing self to managing others Planning, punctuality, content, quality and reliability Assigning work, measuring work, motivating and coaching Managing others to managing managers Role to the resource, identifying needs and arriving at gaps Assigning leadership role, measuring progress as managers and coaching Managing managers to functional manager Communication across levels, outside work assessment, team play with other functional managers Long term view, acting as leader than team member
  8. 8. What skill (Contd.) <ul><li>Leadership skills </li></ul><ul><li>The Leadership Pipeline – How to build the leadership powered company </li></ul><ul><ul><ul><li>Ram Charan, Stephen Drotter, James Noel </li></ul></ul></ul>Level Metric Transition Functional to Business Manager Cross functional skills, functional view of plans and proposals Single functional to multi functional role, balance future with present Business to Group manager Cross-business skills, capital allocation, identifying business managers, portfolio building, assessing core capabilities Value others’ success in business Group to Enterprise manager Vision and thinking, frame to review progress, external environment assessment Internal to external orientation, business to scale orientation
  9. 9. What skill(Contd.) <ul><li>Technical </li></ul><ul><ul><li>Core operating skills </li></ul></ul><ul><ul><ul><li>Delivery Vs Support </li></ul></ul></ul><ul><ul><ul><li>Primary Vs Secondary </li></ul></ul></ul><ul><ul><li>Support services skills </li></ul></ul><ul><ul><ul><li>Functional </li></ul></ul></ul><ul><ul><ul><li>Sundry </li></ul></ul></ul>
  10. 10. What skill (Contd.) <ul><ul><li>Personal </li></ul></ul><ul><ul><ul><li>Integrity </li></ul></ul></ul><ul><ul><ul><li>Professionalism </li></ul></ul></ul><ul><ul><ul><li>Tolerance </li></ul></ul></ul><ul><ul><ul><li>Understanding </li></ul></ul></ul><ul><ul><ul><li>Coalescence </li></ul></ul></ul>
  11. 11. What skill (Contd.) <ul><li>Review of skills </li></ul>Type of Skill? Homogenous? Industry Specific? Technology Specific? Ready or Honed? Leadership Yes More Agnostic No Honed Technical Heterogeneous Yes Yes Ready Personal Yes Somewhat No Honed
  12. 12. When <ul><li>Leadership </li></ul>Stage Revenue (In Million) Leadership INR USD To Have To Develop Seed 250 6.25   -   - Early Stage 500 12.5   - Managing self to managing others Growth Stage 1000 25 Managing self to managing others Managing others to managing managers Take off stage 3000 75 Managing others to managing managers Managing managers to Functional manager Maturity stage 10000 250 Managing managers to Functional manager Functional to Business manager
  13. 13. When (Contd.) <ul><li>Technical/Personal </li></ul><ul><ul><li>All stages </li></ul></ul><ul><ul><li>Skill development is aligned to growth </li></ul></ul>
  14. 14. Prescriptions <ul><li>Primaries </li></ul><ul><ul><li>Academic inputs </li></ul></ul><ul><ul><li>Practical training </li></ul></ul><ul><ul><li>Practice led coaching </li></ul></ul><ul><li>Leadership </li></ul><ul><ul><li>Management courses by academic institutions/practitioners </li></ul></ul><ul><ul><li>Case studies </li></ul></ul>
  15. 15. Prescriptions (Contd.) <ul><li>Technical </li></ul><ul><ul><li>Academic courses </li></ul></ul><ul><ul><li>Professional courses </li></ul></ul><ul><ul><li>Certifications </li></ul></ul><ul><li>Personal </li></ul><ul><ul><li>Custom structure </li></ul></ul><ul><ul><li>Offered programs </li></ul></ul>
  16. 16. Thank You