The People Matters - Monster.com
CEO as the Chief Talent Officer Study
2011
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Key Findings
73% CEOs in India spend more than one-fourth of their time
directly on talent-related activities.
68% acknowledge that this time has increased in recent years
years.
79% affirm that this focus will only increase further next year.
CEOs are doing in their individual capacity to leverage
the people advantage to build successful and sustainable
organizations
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Business Leaders Covered in the Study
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A CEO’s Top 3 HR priorities for FY 2011-2012
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CEO’s time & effort on talent agenda
73% CEOs spend more than 25% of their time on talent and
talent-related activities, and of those 50% spend between 25% and
, p
50% of their time in this area.
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Where is the CEO’s time invested?
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Top 5 activities that CEOs invest their time in
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Talent Management Goals on the CEO’s Scorecard
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The common goals that feature on the CEO’s scorecard
today are:
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Goal Number 1: Retention
74 percent CEOs have retention as part of their goal sheet. Some have a
separate target for high performers and key talent, while others have an
p g g p y ,
overall retention target for the organization.
“As per my scorecard, 30% of my performance is dependent on
the people scorecard and we call it “ready now ready future”
scorecard, ready now, future
and includes all HR related goals for the organization.”
Amit Jatia, MD, Hardcastle Restaurants
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The common goals that feature on the CEO’s scorecard
today are:
y
Goal Number 2: Employee satisfaction and engagement
61 percent CEOs have employee satisfaction scores as part of their goal
sheet along with other measures of engagement like company ranking in
external best employer surveys.
“Today the focus is shifting towards building engagement,
fostering brand ownership among employees and creating an
g p g p y g
environment of opportunities for our employees that will
impact the company’s future.”
p p y
Rajit Mehta, Executive Director & COO,
Max New York Life Insurance
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The common goals that feature on the CEO’s scorecard
today are:
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Goal Number 3: Capability Building
52 percent CEOs have measures that indicate capability building, for
example, number of critical positions filled from within, bench-strength for
bench strength
critical positions and number of people trained.
“People are our main focus because we believe that to deliver
happiness to the customer, employees has to be happy first.”
pp , p y ppy
Ajay Kaul, Chief Executive Officer, Jubilant FoodWorks
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Business Leaders’ Take
“Business decisions have a clear talent discussion today.
As I have a dual role in ABG, 50% of my goals are as Group
HR head. If you take my CEO goals alone, another 20% of
those are talent related goals.”
Dr. Santrupt Misra, CEO, Carbon Black Business, Director,
Group HR & Di t
G Director, Adit
Aditya Bi l M
Birla Management
t
Corporation
“Our efforts are to develop our people.
I spend at least 30% of my time in talent related activities.
People are core for the success of our business.”
K.R. Kamath, CMD, Punjab National Bank
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Business Leaders’ Take
Talent is the USP of the organization.
“Everybody i th organization h a role t play and th role of
“E b d in the i ti has l to l d the l f
the CEO is to paint the big picture and help people feel connected
to the dream”
dream
M.D. Mallya, Chairman and Managing Director, Bank of
Baroda
“Engage with employees f l d hi d l
“E ih l for leadership development.
50% of my performance depends on how well I manage my team.”
D. Narain,
D Narain India Region Lead Monsanto India
Lead,
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Business Leaders’ Take
“The HR challenges will be critical to our success.
Our focus is on hiring talent and retaining them by providing
talent,
them with challenging assignments. We face an additional
challenge with regard to the 'Gen Y' employees who have
Gen Y
different aspirations, expect different pace of movement, new
technologies and collaboration tools.”
g
Balvinder Singh Kalsi, President-South Asia, DuPont India
“We focus on acquiring and developing people rather than on
retaining as we believe that the first two ensures that the third
g
is managed.”
Deep Kalra, Founder & CEO, MakeMyTrip.com
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Business Leaders’ Take
“What we need to create are ‘mini CEOs’ to partner with the line
HR and t k ownership of th i groups.”
d take hi f their ”
Dr. Ganesh Natarajan, Vice Chairman & CEO, Zensar
Technologies
“People are the way we win. People are core to our business.
People are the clear differentiator in our business; it is the way
we win. I spend one-fourth of my time on talent-related activities
and the rest between customers, operations and strategic
initiatives.”
Tiger Tyagarajan, Chief Operating Officer, Genpact
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Business Leaders’ Take
“Communication cannot be delegated.
Around 40% of my time is spent on talent related activities and of
talent-related
this around 40% is spent on employee communication and
engagement.
engagement ”
Sanjay Modi, MD, Monster India/SEA/Middle East
“Talent management is everybody’s job.
I spend around 25% to 30% of my time on talent concerns,
especially on recruitment, retention and evaluation of talent
development.”
G. V. Prasad, CEO & Vice Chairman, Dr. Reddy’s
Laboratories
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Business Leaders’ Take
“I strongly believe that the focus on people is a priority, as
when the people-focus is in place, the rest will follow.”
Sandeep Banerjee, CEO, Edenred India
“Our success in the future will largely depend on our ability to
g y p y
manage volumes and talent competition.”
Pankaj Gupta, President, Hilti India
j p
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Business Leaders’ Take
“Being a new company, I invest a great amount of time towards
a range of talent management activities, including talent
acquisition, team building and employee engagement.”
Shweta Aggarwal, Vice Chairman & Director,
SMC Capitals
“In a growing economy, people challenges are welcome.”
James McEleney, CEO,
C O BNY Mellon International
i
Operational (India)
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Business Leaders’ Take
“Business & HR are equal parties in the people capability
agenda.
d
I spend at least 40% of my time on people-related issues and
culture building by acting as a catalyst to help others become
better leaders through coaching, mentoring, managing
performance and feedback ”
feedback.
Niren Chaudhary, MD – Indian Subcontinent, Yum
Restaurants India
“The CEO must zoom in and zoom out constantly ”
The constantly.
Santhanam B., MD, Saint-Gobain Glass India
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Business Leaders’ Take
“HR plays a very crucial role in change management.
HR
As CEO, I spend somewhere around 20 to 25% of my time in HR
or talent-related activities.”
Aruna Jayanthi, CEO, Capgemini India
“People
“P l occupy 50% of my mindshare.”
f i dh ”
Pavan Dhamija, MD & CEO of DLF Pramerica LifeInsurance
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