This document discusses the challenges of attracting and retaining talent in emerging markets like Brazil, Russia, India, and China. It notes that 80% of the world's employees work in emerging markets and there is both a talent shortage and difficulty implementing home country talent management strategies. Examples are given of companies like Tata, HCL, Standard Chartered, and Lenovo that have had success by emphasizing opportunities, purpose, culture, and meritocracy. The challenges include strategies not transferring, need for local guidance, over-reliance on English, and difficulty embracing diversity.

1. Winning The Race For Talent In
Emerging Market
PRESENTED BY:
SMRITY MISHRA
SUPRIYO DAS

2. “80%
of world’s employees work in
emerging markets”
–Roland Berger(German
Consultancy)

3. Main Issues
 The BRIC economies growing at extremely high rates
 Talent shortage
 A challenge in finding, attracting and retaining talents in these
developing countries
 Exporting home talent management strategy may not be
successful in emerging markets

4. Top Job destination countries
CHINA
130,000
Jobs
INDIA
110,000
Jobs
RUSSIA 45,000
Jobs
SOUTH
AFRICA
BRAZIL
45,000
Jobs
Source : Roland
Berger Strategy
Consultants,2011

5. About the Researchers
• Visiting
professor of OB
at London
Business School
• Founder and
president of the
International
Consortium for
Executive
Development
Research
• Professor of
Business
Administration
at Harvard
Business
School
• Visiting
professor at
London
Business School
Douglas A.
Ready
Linda A.
Hill
Jay A.
Conger

6. The Talent Market in BRIC Nations
1 2 3 4
Regional Leadership
Country Leadership
Middle Management
Entry Level
CHINA INDIA
---- Talent Demand
Talent Supply

7. BRAZIL RUSSIA
Regional Leadership
Country Leadership
Middle Management
Entry Level
---- Talent Demand
Talent Supply
Talent Market in Brazil & Russia

8. Attracting & Retaining Talent

9. Promises Made
Brand -
Employees think about the future in expansive terms
An affiliation to a brand will help them in personal development
Opportunity -
Hunger for opportunities such as ;
“Challenging work, stretch assignments, continual training and development and
competitive pay.”
Purpose -
Prefer a company with a different and a unique business model
Want a purpose/objective/vision wherein they can contribute and feel that they are an
important asset for the organization

10. Promises Kept
Culture -
 The story, or the brand promise should be Authentic
 Meritocracy should exist in the organization’s culture
 There should be a connection in the team in which the employees work
 The employees also want that the culture should be “Talent centric”, so
that they understand that they are critical in the company’s success

11. Tata Iberoamerica
 $ 160 million unit of TCS (Division of $ 28.5 billion Tata Group)
 Providing software & technological assistance to Latin America,
Spain & Portugal
 Employees see growth when they become aware about company’s
activity
“When people in our region read about Tata Group buying Jaguar….
They get excited” – Gabriel Rozman(President)
 Adding value at global level
 Local leaders who are well connected and admired rather than
expatriates

12. HCL
 A Global IT company – presence in 18 countries
 Provided accelerated career path with growth opportunities for
everyone - A Commitment to meritocracy and custom career
planning
 “Employees first, customers second” – The best way to bring value
to customer is to empower employees
 The president posted his own 360 degree feedback on the intranet
and encouraged the seniors to do the same
 The “Trust Pay” initiative – offering 85:15 salary structure

13. Standard Chartered
 Serves the local communities as well as the most depressed areas of the world Has a
meritocratic culture and nurtures the career of its employees
Katherine Sang (CEO, China Operations) along with Geraldine Harley (Group Head, Talent
Management) created “Talent Super Highway”
Components of “Talent Super Highway” are :
 Selection
 Induction and Orientation
 Technical Training
 Professional and managerial development
 Stretch assignments and deployment

14. Lenovo
 Acquired IBM’s personal computer operations in 2005
 Created a kind of Halo Effect
 Chinese workers felt pride that they had bought a part of an
American icon
 To compete on a global level it had to expand across its home
boundaries, which meant opportunities for the employees
 Provides accelerated development opportunities for its employees

15. Challenges
 The strategy that works in the home country may not work in the
emerging market
 It is important to establish a core local talent that can guide you in
understanding the region
 The over reliance on English language as the only medium of
communication may prove an impediment to spotting talent
 It’s difficult to embrace and leverage diversity

16. Thank You!!