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1. SURESH SRINIVASAN
suresh@mybskool.com
09962959381

2. •
BACKGROUND –TALENT HUNT-Entry level
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51.0 LAC total STUDENTS –GRADUATED IN
2012
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3.6 LAC STUDENTS – ENGINEERING & TECH
POOL
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47.4 LAC STUDENTS –
ARTS/SCIENCE/COMMERCE

3. BACKGROUND –TALENT HUNT-Entry level
• SOURCES OF RECRUITMENT
• TIER 1 – IIT’s /NIT’s –Engineers – 4.5 % are fit
to work for Google/Microsoft from the
Engineering & Technology pool
• TIER 2,3, -Engineers – 45 % who are
employable for IT/ITES from the Engineering &
Technology pool

4. BACKGROUND –TALENT HUNT-Entry level
GENERAL POOL- Trainable –OPEN TO ALL
SECTORS
• Arts & Science Students – 45.7 %
• Other Stream Students - 54. 3 %
• { FROM A POOL OF 51.0 LAC STUDENTS-DATA
FOR 2012}

5. •
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AREAS OF CONCERN
Tackling Shortfalls or
Tackling Surplus and
Improving THE PRODUCTIVITY - Utilization of
Work force
Mantra
Recruit – Retain – Utilize - Improve

6. 
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REASONS FOR LABOR T.O/Attrition
Family
Career
Mobility
Illness/Accident
Competition –better wages & salary rates

7. •
ISSUES : Some specific areas identified –from
recruitment point of view
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Huge Regional Imbalances in availability of Engineering
graduates
( TN, AP, KARNATAKA & MAHARASTRA –account for over
70 %)
Quality of Output-Lack of needed current skill sets
Changing & Demanding customer needs
Grater demand on New Technology usage by clients
Lack of Deeper Domain knowledge
Lack of Outstanding Interface skills
Poor awareness of the Business
Inability of most companies to standardize these Issues
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8. Mission Critical
Role Success Criteria:
Competencies/Other
Derailers
Appointments
Career
Development
Interview
Career
Aspirations
Career
Options
Succession
Plan
Evaluate Key Staff
Potential:
Psychometrics
CD Assesment
PMS
Personal
Learning
Plan
TALENT
PANEL

21. 
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Superior talent will be tomorrow's prime source of
competitive advantage.
Companies are finding it increasingly difficult to attract
and retain good people.
Companies must make talent management the top
corporate priority.
They must create and constantly refine their employee
value proposition to become the employer of choice for
talented individuals.
They must be clear about how they are going to recruit
and develop talent.

22. Different organisations can have different definitions
of talent:
•“A transnational organisation may define talent as the top
performing 1% of executives
•Another organisation could define talent as the top 10% of high
performers, whatever their role or level
•Yet others may have a mix , defining talent not only as executives
with potential for board-level appointments, but also high-potential
individuals who are identified as leaders of tomorrow
•Others may be taking an end-to end view of newly appointed
graduates to top leadership
•Finally some might take the view that every employee should be
included in talent management activities”.
CIPD Talent Management Tool( 2009)

23. Characteristics of a high potential employee:
•consistently produces measurable results above
expectations
•Self manages in a manner that fosters learning and high
performance
•Ensures that team goals are achieved within ethical and
cultural guidelines
•Manages and leads teams that demonstrate a sense of
loyalty and community
•Strives to deliver and exceed customers’ needs
•Arranges and leverages resources within an
From Cannon, J and McGee, R (2007)
organisation
•Has high resilience

24. 
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A more complex economy demands more sophisticated
talent with global acumen, multicultural adaptability,
technological literacy, entrepreneurial skills, and the
ability to manage increasingly flat, organizations.
Second, the emergence of efficient capital markets has
enabled the rise of many small and medium-sized
companies that offer career and wealth accumulation
opportunities that few large firms can match.
Job mobility is increasing. Ten years ago, high performers
might have changed jobs just once or twice in a full career.
Now they may do so once every 4-5 years.

25. 
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Any company serious about talent management must instill
a talent mindset throughout the organization, starting at
the top.
Leaders must hold regular discussions to review the
performance of executives at every level.
These reviews must be candid, probing, and actionoriented, and link talent to strategy.
They must set high standards, ensure that performance is
assessed fairly, and act as a vehicle for fostering personal
development.

26. 
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Companies must insist that their line managers are
accountable for talent.
The role of human resources should be redefined and its
capabilities strengthened.
HR executives need to be effective, proactive counselors
with personal and business credibility and strong
relationships with business units.

27. 
Creating a winning employee value proposition means tailoring a
company's "brand" and the jobs it has to offer -- to appeal to the
specific people it wants to find and keep.
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The executive talent pool can be segmented into four groups.
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"Go with a winner" executives seek growth and advancement in
a highly successful company; they are less concerned with its
mission and location.
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"Big risk, big reward" executives value compensation and career
advancement over their company's success or its active role in
their personal development.

28. 
"Save the world" executives demand an inspiring mission
and exciting challenges.
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"Lifestyle" executives are more interested in flexibility
with respect to lifestyle choices, geographic location, and
compatibility with the boss.
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Successful organizations tend to have a dominant talent
segment, while their weaker peers have a bit of
everything.
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Ideally, a company should simply figure out who it is
aiming for, and make sure its brand is tailored to the
talent segment it seeks to attract.

29. •
SOLUTIONS BY COMPANIES – Some
Answers
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Internal Scaling up or
Deploying experienced candidates
Setting up of huge Training facilities
Tailor made courses to bring about the right talent
New Hybrid models –Sponsoring Academic Institutions
to create specific courses
Selecting Students as per their need only
Providing Content & Study material according to their
Industry & Business
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30. •
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SOLUTIONS :
SOFT
RETAIN
• Providing better quality of Work
• Employee satisfaction at all times
• Job Security
• Job Rotation
• Job satisfaction by Learning more & growing
• Superior training to constantly upscale their skills
• Value the Employee by constantly Acknowledging
• Provide excellent R & D lab inputs for Innovation & advancement
IMPROVE
• Allowing old Employees to come back –TCS has this policy
• Internal Transfers
• Promotions
• Use of freelancers
• Introduction of Temporary contracts & making Permanent later

31. •
SOLUTIONS :
HARD
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IMPROVE
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Buddy Policy to “mentor” the fresher's for at least 6 months
so that they stabilize
Study “Exit Interview” feedback and
Quantify,analyze,assess
Every Quarter –Surveys –data study to identify “ Problem
Areas”
Monitoring current “Productivity” levels and benchmarking
Increase Employees Incentives
Career Planning- Time frame bound
Sabbaticals
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32. 
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Instilling a new talent mindset and developing a
powerful employee value proposition are important but
they aren't enough.
A robust sourcing strategy is crucial.
That means being clear about the kinds of people that
are good for the organization, using various innovative
channels to bring them in, and having a complete
organizational commitment to recruiting the best.

33. 
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There are a number of specific steps that companies
should take to develop their talent.
Put people in jobs before they are ready.
Put a good feedback system in place.
Understand the scope of the retention problem.
Move out the poor performers.