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Strategies to counter the war on Talent

Strategies to counter the war on Talent

Preface

Premises

Predicates

Prescriptions

Preface

Focus

Broad level talent requirementBeyond seed stage and not having attained the maturity stage in the life cycleTechnology companiesIndia as the geographic context

Purpose

Shared thoughts not solutionsIndicators not detailed plans

Premises

Technology companies in India and elsewhere are constantly facing the twin

challenge

Shortage of skilled resources

Retention of resources- fall out of attrition

Predicates

What skill

Is it a homogenous or heterogeneous class

Industry specific or industry neutral

Technology specific or agnostic

Ready or honed

When

Life cycle of the organization

Promoter team capabilities

What skill

Three broad level skill sets:

Leadership

Technical

Personal

Mix of the three is needed in every resource- proportions may vary

Definition of technical skill may vary but not that of leadership and personal

What skill (Contd.)

Leadership skills

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

What skill (Contd.)

Leadership skills

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

•The Leadership Pipeline – How to build the leadership powered company

•Ram Charan, Stephen Drotter, James Noel

What skill(Contd.)

Technical

Core operating skills

Delivery Vs Support

Primary Vs Secondary

Support services skills

Functional

Sundry

What skill (Contd.)

Personal

Integrity

Professionalism

Tolerance

Understanding

Coalescence

What skill (Contd.)

Review of skills

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

When

Leadership

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

When (Contd.)

Technical/Personal

All stages

Skill development is aligned to growth

Prescriptions

Primaries

Academic inputs

Practical training

Practice led coaching

Leadership

Management courses by academic institutions/practitioners

Case studies

Prescriptions (Contd.)

Technical

Academic courses

Professional courses

Certifications

Personal

Custom structure

Offered programs

Thank You