NASSCOM GIC Conclave 2013 - Session 3 - Defining the GIC CEO agenda for talent in 2013
Published on: Mar 3, 2016
Transcripts - NASSCOM GIC Conclave 2013 - Session 3 - Defining the GIC CEO agenda for talent in 2013
Defining the GIC CEO agenda for talent in 2013Beyond hyper-growth:What’s next for GIC talent in India?April 5, 2013
Changing business priorities driving GICs and theirgrowth85%67%61%52%24%85% 83%46%67%11%0%10%20%30%40%50%60%70%80%90%Customer andRevenuegrowthInnovationthrough newproducts andservicesCutting costsand operationalefficiencyExpandinggrowth inglobal andemergingmarketsGrowth throughmergers andacquisitionsBusiness priorities comparison over last five years and nextfive yearsLast 5 yearsNext 5 years
The Talent landscape for GICs - Top challenges61%54%48%35%30%22%15%13%6% 6%0%10%20%30%40%50%60%70%DevelopingaleadershippipelineRetainingTalentStrengtheningouremployeebrandvaluepropositionQualityandtechnicalskillsofTalentAvailabilityofTalentManagingcompensationEvolvingarecruitmentstrategyforchangingbusinesslandscapeRiseofalternativeLocations:OtheremergingmarketsEvolvingTechnology(Automation,Robotics,Tele-workssolution,etc.)RiseofalternativeLocations:ParentmarketsTop three challenges faced by GICs over the next three to five years
Evolving perspectives of leadership at GICs50%48%37%30% 30%26%24% 22%20%11%0%10%20%30%40%50%60%KnowledgeofparentorganizationbusinessandprocessesPeopleandteammanagementskillsAbilitytoinnovatenewproduct/servicesBusinessmanagementskills(financeandoperations)AbilitytotakeonparentorganizationandglobalrolesDeeptechnicalknowledgeofGICservicesAbilitytogrowcurrentoperationsAbilitytogrownewbusinessesAbilitytorunregionalcenterandcapabilitiesKnowledgeofmarkets,marketingandsalesTop three qualities for a GIC leader
Building a differentiating Employer Brand9%11%22%22%24%26%37%46%48%54%9%26%17%24%11%43%28%39%37%63%0% 10% 20% 30% 40% 50% 60% 70%Corporate social andcommunity involvementGlobal career opportunitiesCompensation and benefitsWorkplace flexibilityRate of career progressionQuality of careerdevelopment optionsCorporate reputationCorporate cultureLearning and developmentopportunitiesNature of work/challenge ofassignmentsFactors influencing the GIC employee value proposition in the last five yearsand the next three to five yearsIn the next 3-5 years In the last 5 years
A new talent agenda for GICs in the “third act"A forward-looking view of the talent and leadership challengesthat directly align to HR programs and business prioritiesA portfolio of HR programs balancing and recognizing that manyGICs in India are currently in multiple phases of their evolution atthe same timeA well-defined and resourced plan to develop, grow, and retaina pipeline for executive leaders, including senior and next-generation executives.A shift in the focus of talent programs beyond recruitment toengagement and career growth and opportunities.A differentiated employee value proposition and brand reflectingwhat is unique about your company’s career opportunities, totalrewards programs, culture, reputation, workplace flexibility, andsocial and community programs.A new talent and leadership road map designed specifically foryour company’s “Third Act” talent agenda.
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