HR VLZ Session on Talent Management steered by Mr Anurag Verma, Director HR, Flipkart.com

1. Talent Management

2.  the mantra-
‘our people are our
greatest asset’

3. But what if –
 that only some of your people are your
greatest asset?
 Could you be doing more with your high
performers?

4. Some questions you need to seek
answers for…
 How big a role will people play in taking our
organization to the next level?
 How much % of organizational success do you
think is due to people?
 Does our culture value performance?
 In what concrete ways?
 Do we know what our high performers think?
 Do they have a ‘seat at the table’?
 How much time does our organization spend on
increasing the impact high performers can have?

5. the challenges
 72% of companies predict they’ll have an increasing
number of leadership vacancies over the next 3-5 years
 76% of those same companies are “less than confident”
in their abilities to adequately staff/grow talent for these
positions
Source: Gall UP Study — Global.

6. Difficulty finding the right people
and keeping the people you need
Employee Segment
Problems
Attracting
Problems
Retaining
Critical skill/experience
employees
72% 56%
High potential employees 60% 55%
Top-performing employees 59% 50%
All employees 31% 25%
Source: Towers Watson 2012-2013 Global Talent Management and Rewards Study — Global.

7. sustainable engagement level of the
global workforce
Source: Towers Watson 2012 Global Workforce Study — Global.

8. other talent realities
Structural mismatches
Skill gaps
Unsustainability
Leadership vacuum

9. How to respond
Grow and
develop
Hire more from
outside
Retain key
people
Raise
engagement
Improve
performance

10. Who is responsible to ensure you have
the right people to achieve business
objectives?

11. Conventional Orgs say
 HR is responsible for people management
 We provide good pay and benefits
 Recruiting is like purchasing
 Development happens in training
programs
 We treat everyone the same

12. Progressive Orgs
o All managers are accountable for
strengthening their talent pools
o We shape our workplace, jobs, and
strategy to appeal to talented people
o Recruiting is marketing
o We fuel development through stretch jobs,
mentoring and coaching
o We affirm our people, but invest
differently for different players

13. Retention:What keeps employees
happy?
Retention Drivers
1. Career growth, learning and development
2. Exciting work and challenge
3. Meaningful work, making a difference and a contribution
4. Great people
5. Being part of a team
6. Good boss
7. Recognition for work well done
8. Fun on the job
9. Autonomy, sense of control over work
10. Flexibility – for example, in work hours and dress code
11. Fair pay and benefits
12. Inspiring leadership
13. Pride in organization, its mission and quality of product
14. Great work environment
15. Location

14. Employee Engagement
 Research shows positive correlation of
engagement scores with:
Employee attraction and retention
 Engagement scores also have a positive
correlation with:
Customer satisfaction
Revenue growth and shareholder
returns
Employee productivity
Employee attendance

15. Develop the Talent Management
System

16. Talent Management &
Planning
Helps you understand who to
focus on

17.  Talent management is a process of
ensuring there are leaders and talent that
can implement the organizational vision
 It requires the systematic identification of
those individuals who have the potential
to turn the vision of the organization into
reality


18. Talent Management
A key strategic initiative
Cannot be done in isolation to other
cultural and people oriented
initiatives in the organization
More than just “putting names in
boxes

19. Talent Management
Focus on individual development
strategically aligned to future vision
Leadership development can ensure
that the potential identified through
succession process is realized
Result is long-term leadership
sustainability through attraction,
retention and development of talent

20. Wishing you the very best….
Thank You
“There are no recipes or formulae,
no checklists or advice that describe
“reality”. There is only what we
create through our engagement with
others and with events.”