HRM Talent
HRM Talent
HRM Talent
Submitted By Group 8
Arpit Bajaj
HR007
Priya Gupta
HR017
Nirupam Kritika
HR029
Isha Monga
HR035
Somnath Roy
HR044
Gowtham Venkatesh
HR056
Contents
Abstract
Conclusion
11
References
11
Annexures
12
Abstract
This report looks into the talent management processes of Information Technology (IT)
companies. In India, a key role has been played IT industry in putting India on the global
map. IT industry in India is the most significant growth contributor for the Indian economy
after the country was liberalized. The IT sector has played a significant role in transforming
Indias image from a crawling bureaucratic economy to a home of innovative entrepreneurs
and a global player in providing world class technology solutions and business services to the
different parts of the World. The industry has helped India transform from a rural and
agriculture-based economy to a knowledge based economy.
Two IT companies, Speridian and Xpanxion have been researched to gain an understanding
of the dynamics of talent management in IT industry. The report analyses the following
factors in detail:
Attracting Employees
Retaining Employees-Attrition Control
Motivation at workplace
Development Activities
Challenges faced
Competency based Talent Management
It has been found in the study that employee engagement initiatives are crucial to the
productivity of employees in the IT sector as their work might get monotonous. Also, focus on
work-life balance is important. To manage the talent, initiatives right from the entry of the
employee in the company need to be taken. On-boarding, Induction, Buddy programmes are
some initiatives that almost all the IT companies over the World implement today to ensure
engagement of employee right from their joining into the company.
Talent attraction
Talent engagement
Talent development
Talent retention
The talent management philosophy should lay emphasis on engaging & developing talent that
has a strong potential, rather than those that have a good appraisal reviews
Internal job postings, career and succession planning, mentoring & coaching, job
shadowing; all of these act as aids to the employee in honing their skills
The contract between organization and employee now lasts only for a couple of years.
So, organizations have to be prepared for the regular bunch of employees. Job security,
which once valued, is now replaced with developing employees, hierarchy with
challenge, and reward with lifestyle.
Challenges faced during Talent Development is shown in the results of the survey:
Some of the key trends that are trying to shape up the talent strategy:
This Talent Management Framework, which is followed by various IT companies will organize
and focus companies talent actions and solutions to best meet its strategic needs. Keeping the
business strategy and goals firmly in sight, the people strategy and talent management
processes must be established and attuned to each other. The structure, processes and
procedures of the organisation, as well as its values, culture and climate, must support the
current business situation and form an enabling and empowering organisational context for the
business strategy to yield results.
Attracting Employees
Retaining Employees-Attrition Control
Motivation at workplace
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Development Activities
Challenges faced
Competency based Talent Management
Speridian
Company Overview
grow within the organization. This has helped in controlling attrition in middle and senior level
positions
5. Employee Benefits
Employee benefits like medical benefits, promotion and tenurity allowance in compensation
as well as ESOPs help retain the workforce
B) A few Talent Management Activities at Speridian
1) Induction programmes
The Induction program at Speridian is systematically and specifically designed so that the
employee gets used to the surroundings and gets acquainted with his co-workers, so as to
enable him/her to hit the ground running.
2) PCMM
The People Capability Maturity Model is a maturity framework that focuses on continuously
improving the management and development of the human assets of an organization. The
People CMM helps organizations characterize the maturity of their workforce practices,
establish a program of continuous workforce development, set priorities for improvement
actions, integrate workforce development with process improvement, and establish a culture
of excellence.
3) COPC
The COPC Standard is used extensively for Talent Management at Speridian Technology.
4) Competency based Talent Management
Competency based talent management is used at Speridian Technologies. This is because they
feel that if used well, it would be a great value add for the quality of hire.
A few benefits of using a competency-based approach are:
a. The employees are clearly aware of which competencies they require to succeed
in their job.
b. They get a clear view of what competency and competency gaps they currently
have and they can embark on a training program to plug those gaps
c. They can find other roles which require the same competencies and apply for other
jobs within the organization
C) Challenges faced
Meeting the expectation of the employees is a big challenge and the HR Department has to be
on their toes to find ways to meet the expectations of the employees.
Grievance Handling is another major challenge. Finding new ways for grievance handling is
a must and the team at Speridian Technologies have a dedicated Grievance Redressal
committee.
Retaining the employees is another major challenge. Even though many means of attrition
control are currently being employed, it still is a big challenge to retain the human capital at
Speridian Technologies.
D) Providing work life balanceIn order to provide work life balance to employee:
They have fixed office timings from 9am to 5pm. working overtime is not an
appreciated practise at Speridian.
They provide transport facility to all the employees.
They also provide them with various relaxation facilities like gym, sports, hobbies
centres etc.
Attracting Employees
Retaining Employees-Attrition Control
Motivation at workplace
Development Activities
Challenges faced
Competency based Talent Management
Xpanxion
Company Overview
Paul Eurek originally started a venture in 1990 called Compris Technologies. This innovative
company was the first mover in touchscreen point-of-sale systems and specialized in
distributing its systems to an impressive array of clients that included McDonalds, Disney,
YUM! Brands, and Wendys. Growth was immense, and over a short amount of time, Compris
had quickly become a global company, operating in over 30 countries and all 50 states before
it was eventually purchased by National Cash Register (NCR) in 1997.Due to Compris
leadership having the innate ability to develop high quality software efficiently, Eurek agreed
to continue to service the software side of the touchscreen systems for NCR under the name of
a new company a company that specializes in custom software development services. Thus,
Xpanxion was born in 1997
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Induction
On boarding
Allocation of Mentor
Training and Development
C) Challenges faced
Giving proper projects and learning opportunities, timely feedback, controlling the attrition
and finding the right skills which are needed for the client requirement are some of the
challenges.
D) Providing work life balance
In order to provide work life balance to employee:
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They have fixed office timings from 9.30am to 6.30pm. Sometimes employees may be
requested to overstay for project requirements. For that cab service and dining service
is provided.
They provide transport facility to all the employees at a reasonable price of Rs. 1500.
Gym and sleeping rooms are there to relax.
Conclusion
In IT sector which is a highly employee driven sector, it is necessary to maintain a healthy
relationship with the workforce and keep them engaged. Usually in any IT company, the
employees might feel that their work is monotonous and become unmotivated. Thus in order
to ensure smooth functioning of the services, it is absolutely necessary that management
provides employees with some engagement programmes at every level of their career, right
from joining the company. In addition to this it is also observed that better work life balance
enhances performance of the employee at work. Thus it is necessary that company policy are
made keeping in mind welfare of an employee.
In our study on the theme of Employee relations, we focussed on the following issues that are
very essential in maintaining good relationship with the workforce.
Based on our study of talent management in Speridian and Xpanxion, we observed found that
both these companies focuses on above mentioned aspect to maintain a healthy relationship
with the employees and keep them motivated. Although both companies have slightly different
policy but the focus is on employee. For example, in Speridian uses competency based talent
management, while Xpanxion uses an integrated approach of all the verticals to develop
programmes to keep employees motivated.
Apart from this we also found that there are many practices which are quite similar in these
companies. For example, on-boarding, mentor allocation, performance based bonus all act as
a source of motivation for an employee to give his best.
References
1)
2)
3)
4)
5)
6)
http://www.speridian.com/
http://www.xpanxion.com/
http://en.wikipedia.org/wiki/
http://www.ibef.org/industry/information-technology-india.aspx
Human Resource Management (Sharon Pande,Swapnalekha Basak)
http://www.hbr.org/
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Annexure
Speridian questionnaire and responses:
Q1) Everything done to retain, develop and reward people forms a part of Talent
Management.
Could you please tell us some of the Talent retention activities in IT industry where the
attrition rate is the highest?
Engaging and employee benefits like medical benefits, promotion and tenurity allowance in
compensation, stocks, esops, etc
Q2) Succession planning is a part of Talent Management. Do IT / ITES companies have any
structured program for grooming the next level?
Yes it has become a mandate in every cy to create this structure...
Q3) For a Talent Management System to be successful should it be worked into the business
strategy or is it solely a function of the Human Resources department. Whats the general
norm in this Industry?
Now Human resource is involved in the strategy and is named as strategic human resource
management.
Q4) With specific reference to the IT industry the attrition rates in the first 1 year more so the
first 6 months is the highest .Any specific retention activities you feel can to a certain extent
reduce the attrition levels?
Tenure allowance instead of variable component to be paid after completion of one year or
half yearly for just to stay in the cy.
Q5) Competency based Talent management is followed in many companies .Apart from
education , tenure etc( which are old competency models) what are the
other competencies which are required to be built in the job description so that we hire the
right people?
Psychometric is one of the best to check the suitability, Plan for the next 2 yrs and role of
them in achieving the vision and mission...of organisation
Q6) Could you list a few Talent management activities followed by the IT Industry?
Induction, copc, pcmm, erp etc.
Q7) What are your views on Competency based Talent Management? if best used it can be a
value add to the quality of hire
Q8) What are some of the challenges faced in Talent Management?
Meeting the expectation of the employees, finding new ways for grievance handling,
retaining etc.
Q1) Everything done to retain, develop and reward people forms a part of Talent
Management. Could you please tell us some of the common practices of Talent retention in
IT industry, which your company practices?
We provide medical benefits, higher hospitalization coverage, cashless hospitalization. We
also provide yearly retention bonus plus flexi holidays.
We also engage them by fun activities and trekking around Pune. We have a committee
called XITE through which we celebrate every events, also we are a Flat organization where
anyone can reach anybody.
Q2) Succession planning is a part of Talent Management. Do your company have any
structured program for grooming the next level?
Not specifically but as we are growing rapidly, we are planning to come up with something in
near future
Q3) For a Talent Management System to be successful should it be worked into the business
strategy or is it solely a function of the Human Resources department. Whats the general
norm in this Industry?
Its a misconception that Talent management is only for HR, it is a dual responsibility of HR
and Management. HR function along with business decides the practices in our organization
and I believe it is the norm in whole IT Industry.
Q4) With specific reference to the IT industry the attrition rates in the first 1 year more so
the first 6 months is the highest .Any specific retention activities you feel can to a certain
extent reduce the attrition levels?
Retention bonus, rewarding careers and onsite opportunities could help to bring down
attrition.
Q5) Competency based Talent management is followed in many companies .Apart from
education, tenure etc( which are old competency models) what are the other competencies
which are required to be built in the job description so that we hire the right people?
Career Plans and ambitions should be clearly mapped with the opportunities provided.
Aptitude test is taken and Group Working skills are evaluated in our organization by
reviewing Linked In and Other Social Networking profiles.
Q6) Could you list a few Talent management activities followed by the IT Industry?
Pre-Induction, On boarding, allocation of Mentor, Training and Development
Q7) What are your views on Competency based Talent Management?
It would be a win-win situation for both, the organization and the employee. Both can reap
mutual benefits
Q8) What are some of the challenges faced in Talent Management?
Giving proper projects and learning opportunities, timely feedback, controlling the attrition
and finding the right skills which are needed for the client requirement
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