ROLE OF A LEADER IN STRATEGIC TALENT MANAGEMENT -A STUDY IN TECH- MAHINDRA

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1 International Journal of Civil Engineering and Technology (IJCIET) Volume 9, Issue 2, February 2018, pp , Article ID: IJCIET_09_02_024 Available online at ISSN Print: and ISSN Online: IAEME Publication Scopus Indexed ROLE OF A LEADER IN STRATEGIC TALENT MANAGEMENT -A STUDY IN TECH- MAHINDRA Dr. K.S.Sekhara Rao Associate Professor, KLU Business School, Koneru Lakshmaiah Education Foundation, Vaddeswaram, Guntur, Andhra Pradesh, India Ch. Sahyaja Research Scholar, KLU Business School, Koneru Lakshmaiah Education Foundation, Vaddeswaram, Guntur, Andhra Pradesh, India Bhanu Prakash Reddy. G KLU Business School, Koneru Lakshmaiah Education Foundation, Vaddeswaram, Guntur, Andhra Pradesh, India Aditya Chakravarthy KLU Business School, Koneru Lakshmaiah Education Foundation, Vaddeswaram, Guntur, Andhra Pradesh, India ABSTRACT A key challenge organizations facing today is developing their current and aspiring leaders. Increase in globalization results in shortage of human capital which is one of the greatest challenges faced by organizations in dynamic environment. Developing special talents and retaining them is very important for organization. This study is mainly focussed on number of strategies to address this challenge and increase the likelihood that leader development efforts will yield successful outcomes. We begin by discussing the importance of linking leader development efforts to the organization s mission and strategy, noting how these links can clarify leadership performance objectives, competencies and gaps. This study is all about developing and guiding employees who are able to contribute to company s success. Growth of an organization lies in retaining and understanding, managing and developing talent in best possible way. Key words: Human Capital, Talent, Retaining, Leadership Development, Organization Mission, Strategy, Competencies, Employees editor@iaeme.com

2 Role of A Leader In Strategic Talent Management -A Study In Tech-Mahindra Cite this Article: Dr. K.S.Sekhara Rao, Ch. Sahyaja, Bhanu Prakash Reddy. G and Aditya Chakravarthy, Role of A Leader In Strategic Talent Management -A Study In Tech-Mahindra, International Journal of Civil Engineering and Technology, 9(2), 2018, pp INTRODUCTION The world is changing in countless ways, and the effects are rippling throughout our society and our organizations. The challenges presented by ongoing change and the loss of wisdom and experience associated with the aging of the workforce drive the need for strong leaders. Recognizing this need, organizations spend a lot of money on leader development. 86% of companies with strategic leadership development programs were able to respond to changing business environments rapidly compared with 52% of companies with less mature programs. Companies spent an average of nearly $500,000 on leader development in 2008, with small companies spending about $170,000 and large companies spending about $1.3 million. Talent development is a process of anticipating required human capital for an organization and planning to meet its needs, shortage of qualified staff. Strategic talent development defines a strong strategy requirement for developing talent and intention to achieve business goals through people. It articulates the work force capability, skills, competencies required to ensure sustainable, successful organizations that sets out the developing these capabilities to define organizations effectiveness. Our knowledge base concerning talent development is currently weak. However, the existing evidence suggests that, organizations are designing talent development processes unique to their organizations. However, it is also clear that, many definitions or descriptions of talent development focus on exclusive models and emphasizes leadership talent development. Talent development focuses on the planning, selection and implementation of development strategies for the entire talent pool to ensure that the organization has both the current and future supply of talent to meet strategic objectives and that development activities are aligned with organizational talent management processes. Tech Mahindra Limited is an Indian multinational provider of information technology (IT), networking technology solutions and Business Process Outsourcing (BPO) to the telecommunications industry. It is a specialist in digital transformation, consulting and business re-engineering solutions. Tech Mahindra is a leading global systems integrator and business transformation consulting organization. Tech Mahindra has recently expanded its portfolio by acquiring the leading global business and information technology services company. 2. REVIEW OF LITERATURE According to Dugan, B. A., & O'Shea, P. G. (2014), Talent development is all about developing and guiding star employees who are able to contribute company s success and growth. Strategic talent development is an organizational strategy that articulates the workforce capabilities, skills, competencies, required to ensure a sustainable, successful organisations that sets out meaning of developing these capabilities for organizations effectiveness. Thomas N. Garavan, Ronan carbery, and Andrew rock (2011), in today's market environment there are a number of environmental factors affecting talent identification. Restructuring and cost-cutting exercises can result in increased workloads for managers. Consequently some do not feel they have the time and space to invest in staff development. Some managers lack training in this area, and therefore do not fully understand the role. If not managed wisely, the impact of these factors could be detrimental in the long run. Talent identification is vital to the long-term growth of any business. Appropriate support and training editor@iaeme.com

3 Dr. K.S.Sekhara Rao, Ch. Sahyaja, Bhanu Prakash Reddy. G and Aditya Chakravarthy is essential if talented individuals are to fulfil their potential. Early identification of talented individuals is an increasingly important consideration. According to Debbie Payne, Wayne Rawcliff in 2005 is reviewed. STEM (strategic training for employees model) offer a methodology to effectively design training and career development programs so that organizations can generate highest possible output value, realization that resources will always be scarce to some extent in all organizations. Figure 1 Framework for a leader development program business case 3. RESEARCH PROBLEM The researcher wants to take up this topic in order to develop current and aspiring leaders and to explore the concept of strategic talent development. For identifying issues involved in strategic talent development in organizations. It concerns with 1. who is the talent to be developed 2. what are the competencies that should be developed 3. what are the gaps that are required to fill in order to make employees into star employees These are the research problems that are identified and also the appropriate pace of development required and the persons that are involved and drives the training program are as well important for successful identification of star employees, identifying the competency gaps that are required to be developed through proper training and development. As training and development involves lot of organizational resources and time of top management and their commitment as well. Strategic talent development is helpful in developing employees and guiding them. It helps in identifying organizational current and future needs. It also helps in identifying the amount of training required for the job and the extent to which training is customized for particular needs of employee. In this dynamic competitive environment talent identification and development is necessary. Objectives 1. The prime objective is to develop strategy for talent identification and development. 2. To develop spotted candidates and giving proper training in order to achieve business goals. Hypothesis H1: The decision for strategic training is based on identified qualities of the employees. H1.1: Number of years of experience and need for training are positively associated H1.2: Age and training needs are inversely correlated editor@iaeme.com

4 Role of A Leader In Strategic Talent Management -A Study In Tech-Mahindra 4. RESEARCH METHODOLOGY The study is associated with talent development within organization in strategically manner in IT sector. This study considers only primary data that is obtained through structured questionnaire which is designed and used for collecting data. The method is random sampling technique for collection of data. 81 samples are collected out of 95 employees. The population of study is employees existing in selected organization. As this study is conducted in Tech Mahindra Chennai and the sampling frame are the employees that are aged between years. Through this process baby boomers are eliminated. The sample size that is considered for this study is 81. Chi square test is used to analyze the data 5. DATA ANALYSIS Table 1 Reliability statistics The Cronbach s alpha value is found to be which elevates that the values obtained are true for specific period of time for particular sample. Table 2 Frequency table for decision making Decision making is an important characteristic that every employee should have. But not all the employees are having this characteristic but needs to be trained more in making good decisions. Employees are good in making decisions of about 48% are good in making decisions editor@iaeme.com

5 Dr. K.S.Sekhara Rao, Ch. Sahyaja, Bhanu Prakash Reddy. G and Aditya Chakravarthy Table 3 Frequencty table for age Most of the employees are concentrated in the age group of about years and years. This age group is to be given training in order to have better results Table 4 Frequency table for experience As displayed in the table 6-10 years experienced candidates are bit more and training should be given to them. Hypothesis stating number of years of experience and need for training is positively associated is proved Table 5 Chi square test for Mean of all qualities vs Age editor@iaeme.com

6 Role of A Leader In Strategic Talent Management -A Study In Tech-Mahindra As the chi square value is less than 0.05 the hypothesis H1.1 is proved that decision of strategic training is based on identified qualities. If the qualities identified are more in young generation people when compared to age group of an they are more suitable for training. Table 6 Chi square test for Mean of qualities vs Experience The table proves that H1.2 is rejected as the chi square value is more than 0.05 which is found to be H0 i.e. number of years of experience and training needs are not positively associated. 6. FINDINGS After collecting data it is determined that the concept of strategic talent development in Tech Mahindra Limited, Chennai is not up to mark and identifying the best fit among the pool of talent to particular job is essential. Knowing about the competencies to be developed for a candidate for suitable job. Not all the candidates are considered as star employees only a few employees who have certain personality characteristics are considered and are required to be trained to fulfil the organization needs. Out of 81 candidates only candidates whose mean of all qualities are more than 3.5 are considered as eligible for training whereas sum of all individual qualities are required to be more than 50 for a candidate to be called eligible. The strategy for selecting the pool of candidates is based on the criteria like responsibility of candidate hold while on work and decision making in pressure, flexibility of a candidate communication skills of particular candidate are considered for evaluating. Particular potential candidates are identified from the results obtained after analysis of data. Preparing individuals in order to achieve long term, intermediate term and short term requirements of an organization is made possible through this process. 7. SUGGESTIONS 1. The implementation of strategic training and development is not up to full extent. 2. The criteria used for evaluating the candidates should be based on job requirements. 3. Strategic talent development should be implemented to top levels of management also 4. Bias should be avoided while evaluating candidates. 8. CONCLUSION Particular qualities of employees are deciding criteria for evaluating the candidates weather they are suitable for training or not. But these qualities selection should be based on the job requirement that a candidate need to fill over a period of time. Not all the candidates are editor@iaeme.com

7 Dr. K.S.Sekhara Rao, Ch. Sahyaja, Bhanu Prakash Reddy. G and Aditya Chakravarthy trainable to fulfil organizations goals. As the number of years of experience increase they gain most of the qualities during their job performing and they are needed to be trained to fill organizational goals in shorter duration of time. If baby boomers are trained they can t serve the organization to the best. So age and training given to young employees helps organization in getting served to the maximum extent. Not all the candidates are considered as star employees only a few employees who have certain personality characteristics are considered and are required to be trained to fulfil the organization needs. The strategy for selecting the pool of candidates is developed and based on the criteria candidates are evaluated. Particular potential candidates are identified from the results obtained after analysis of data. REFERENCES [1] Lee, R. A. (2012). Accelerating the development and mitigating derailment of high potentials through mindfulness training. The Industrial-Organizational Psychologist, 49, [2] Martineau, J., Hoole, E., & Patterson, T., (2009). Leadership development: is it worth the money? [3] McCall, M. W., Jr. (2010). Recasting leadership development. Industrial and Organizational Psychology, 3, [4] McCauley, C. D., Ruderman, M. N., Ohlott, P. J., & Morrow, J. E. (1994). Assessing the developmental components of managerial jobs. Journal of Applied Psychology, 79, [5] Mone, E. M., Acritani, K., &Eisinger, C. (2009). Take it to the roundtable. Industrial and Organizational Psychology: Perspectives on science and Practice, 2, [6] Ohlott, P. J. (2004). Job assignments. In C. McCauley & E. V. VanVelsor (Eds.), The Center for Creative Leadership handbook of leadership development (2nd ed., pp ). San Francisco, CA: Jossey-Bass. [7] Cohn, D., & Taylor, P. (2010). Baby boomers approach 65 glumly. Retrieved from [8] Day, D. V., & Sin, H.-P. (2011). Longitudinal tests of an integrative model of leader development: Charting and understanding developmental trajectories. Leadership Quarterly, 22, [9] Day, D. V. (2010). The difficulties of learning from experience and the need for deliberate practice. Industrial and Organizational Psychology, 3, [10] DeRue, D. S., Nahrgang, J. D., Hollenbeck, J. R., & Workman, K. (2012). A quasiexperimental study of after-event reviews and leadership development. Journal of Applied Psychology, 97, [11] Gardiner, B. (April 3, 2012). Business skills and Buddhist mindfulness. The Wall Street Journal. Retrieved from , 5/8/2012. [12] Gelles, D. (August 24, 2012). The mind business: Yoga, meditation, mindfulness - why some of the west s biggest companies are embracing eastern spirituality. The Financial Times. Retrieved from feab49a.html, 9/17/2012. [13] Henson, R. M. (2009) Key practices in identifying and developing potential. Industrial and Organizational Psychology: Perspectives on science and Practice, 2, [14] Rajiv Kumar Tyagi and Dr. Daleep Parimoo, Capability Building in Indian Solar Power Industry for Talent Management and Retention. International Journal of Marketing and Human Resource Management, 8(2), 2017, pp editor@iaeme.com

8 Role of A Leader In Strategic Talent Management -A Study In Tech-Mahindra [15] Dr. A. Shameem, Changing Landscape of Talent Management, Volume 8, Issue 5, May 2017, pp , International Journal of Mechanical Engineering and Technology (IJMET) [16] Maya.M and Dr. R. Thamilselvan, Employee Perception Towards Talent Management Strategies - An Empirical Study with Reference To Software Companies In Chennai City, Volume 3, Issue 2, May- August (2012), pp , International Journal of Management (IJM) [17] Dr. Hani J. Irtaimeh, Dr. Zeyad F. Al-Azzam and Dr. Amineh A. Khaddam, Exploring the Impact of Talent Management Strategies and Service Quality on Beneficiaries Satisfaction in Jordan Healthcare Sector: Provider Point of View. International Journal of Management, 7(7), 2016, pp [18] Hitu and Satyawan Baroda, Impact of Talent Management Practices on Employees Performance in Private Sector Bank. International Journal of Management, 9 (1), 2018, pp [19] Jha, A. P., Stanley, E. A., Kiyonaga, A., Wong, L., & Gelfand, L. (2010). Examining the protective effects of mindfulness training on working memory capacity and affective experience. Emotion, 10, editor@iaeme.com