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Copyright © 2016 Deloitte Development LLC. All rights reserved.| bersin.com
Talent Management Maturity in India
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Driving toward Mature Talent Management in India
Overall, when compared with Global 20002 organizations, Indian organizations show lower levels of maturity (see Figure 1). However, our research found that only 3 percent of them are at this lowest level of maturity, indicating talent management in India is not only gaining momentum but also focusing on critical talent growth (Level 2). In fact, compared with G2000 organizations, a larger percentage of Indian organizations are within Level 2 of the model. Specifically, 76 percent of Indian organizations surveyed are at Level 2 versus 59 percent of G2000 organizations.
BUILDING A PATH TO TALENT MANAGEMENT MATURITY IN INDIA
Organizations face substantial challenges today in engaging, retaining, and leading a global workforce. This is particularly true for organizations operating in growth markets such as India. Our new research finds that 79 percent of Indian organizations surveyed exhibit low talent management maturity and are missing out on the substantial financial, business, and talent benefits of higher maturity. Our report, High-Impact Talent Management: Talent Management Maturity in India, provides some context on the current state of talent management in India and offers guidance for managing talent in that country.1
Source: Bersin by Deloitte, 2015 and 2016.
1 High-Impact Talent Management: Talent Management Maturity in India, Bersin by Deloitte / Stacia Sherman Garr and Candace Atamanik, 2016.2 We defined “Global 2000” organizations as those with more than $750 million in annual revenue.
Figure 1: Talent Management Maturity Model—Global 2000 Organizations versus Indian Organizations
Essential Talent ActivitiesAlmost No Strategy Used to Direct Talent Management Activities • Little Understanding or Interest
in Systemic Talent Relationships • Essential Talent Activities (e.g., Performance Management, Talent Acquisition) in Place but Often Inconsistent or Lacking Intention • Talent Activities Often Siloed
Level 1
Critical Talent GrowthIncreasingly Clear Talent Strategy for Critical Talent Segments • Emerging Perspective on
Systemic Talent Relationships • Effective at Implementing Essential Talent Activities •Learning & Leadership Activities More Targeted, Prominent & Integrated •
Other Talent Processes More Sophisticated & Integrated
Level 2
Managed Talent RelationshipsClear Talent Strategy & Analysis-Based Understanding of the Workforce • Nascent
Execution of Systemic Talent Relationships • Targeted, Integrated & Effective Leader Growth Activities • Strong Learning Culture • Moving Beyond Compliance-Based
Diversity & Inclusion Activities
Level 3
Inclusive Talent SystemClear, Targeted & Communicated Talent Strategy • Fully Developed &
Integrated Talent Activities Aligned to Desired Strategic Outcomes •Relationships with Talent Are Systemic & Tailored • Progressive Diversity &
Inclusion Approach Reflected in Policies & Employee Experience
Level 4
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10%
19%
59%
12%
9%
12%
76%
3%
Global2000 India
Copyright © 2016 Deloitte Development LLC. All rights reserved.| bersin.com
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Bersin by Deloitte. 180 Grand Avenue, Suite 320 • Oakland, CA 94612 • 510-251-4400 • [email protected] • www.bersin.comW
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About Bersin by Deloitte
Bersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations deliver exceptional business performance. The Bersin by Deloitte membership gives FORTUNE 1000 and Global 2000 HR professionals the information, action-focused tools and performance support materials they need to prioritize, design and implement leading practice solutions, benchmark against others, develop their staff, and select and implement systems. A piece of Bersin by Deloitte research is downloaded on average approximately every minute during the business day. More than 5,000 organizations worldwide use our research and consulting to guide their HR, talent, and learning strategies.
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At higher levels of the maturity model, G2000 organizations have a larger representation—29 percent of these organizations are within Levels 3 and 4, as compared with only 21 percent of surveyed Indian organizations. This disparity is driven by the difference in Level 3 maturity—12 percent of Indian organizations are found within this level versus 19 percent of the G2000. However, there are roughly the same percentage of organizations within Level 4 maturity in the Global 2000 (10 percent) and India (9 percent), indicating that making this shift and excelling in these areas are possible in India.
More mature Indian and G2000 organizations tend to have stronger talent and business outcomes than less mature organizations. Specifically, when compared to Level 1 and Level 2 organizations, Level 3 and Level 4 organizations are more likely to score in the top quartile of performance for each of the following outcomes at the following rates (see Figure 2).3
High-Impact Talent Management: Talent Management Maturity in India reveals six top findings and discusses several areas in which Indian organizations differ in their talent management practices in relation to their G2000 counterparts. The report also suggests ways Indian organizations can leverage the practices of our Talent Management Maturity Model, which identifies where an organization should focus its resources to develop more sophisticated talent management practices.
Figure 2: Business and Talent Outcomes—Performance of Global 2000 Organizations versus Indian Organizations
Identified Outcomes
Likelihood of Organizations at Levels 3 and 4 Scoring in the Top Quartile as Compared with Those at Levels 1 and 2
Global 2000 India
Coaches and develops people for better performance 3.8 times more likely 2.0 times more likely
Identifies and develops leaders 2.9 times more likely 1.7 times more likely
Anticipates change and responds effectively and efficiently 1.8 times more likely 1.3 times more likely
Improves processes to maximize efficiency 1.4 times more likely 1.3 times more likely
Meets or exceeds financial targets 1.2 times more likely 1.2 times more likely
Source: Bersin by Deloitte, 2016.
3 High-Impact Talent Management: Talent Management Maturity in India, Bersin by Deloitte / Stacia Sherman Garr and Candace Atamanik, 2016.