Winning the Talent War
Ravi C Dasgupta Head – Group HR
CIO Leadership Summit 10-11th July’09
Presentation Overview
The Hunt for Talent
Attracting and Retaining Talent
Leadership Requisites
Developing Talent
Delegation
More and more number of colleges are being set up
and increasing their student intake
Employability* of graduating students in the country
is very low
Lack of Niche technical skills
Shortage of talent at middle and senior level positions
Business Pressures – Relentless competition,
demanding customers, growing complexity and need
for innovation
*Employability means for every 100 students applying for a job in
the industry at the various levels, how many students are
considered employable by the industry, both immediately or after
some minor orientation and training programs.
The Talent Scarcity
Winning the Talent War
Two Pronged Approach:
Revamping Organizational StrategiesAligning Talent Strategy with Business StrategyAttracting the right talent and keeping it motivatedInducing high performance culture
Leadership Characteristics and DevelopmentA Leader’s capability to attract good talentHelp develop these capabilities in others
Attracting & Retaining Talent : Employer Branding
EXTERNAL BRANDING
INTERNAL BRANDING
THE
BRAND
External Branding Initiatives
Biocon – An Indian MNC• Ranks 20th amongst the top 25 Global Biotech
Companies in terms of revenue (Med Ad’08)• 7th largest employer amongst the top global
biotechnology companies (Med Ad’08)• Office Locations in New Jersey, London, Abu
Dhabi• 70% stake in German Company Axicorp
Global Partnerships• Partnerships with Global organisations:
IATRICa, Abraxis• Partnering with international Universities:
Deakin University, Karolinska University• Campus Visits : Cambridge University, Harvard
University, Stanford University, INSEAD, Berkley University etc.
• International Accreditation: OHSAS 18001,ISO 9000:2001
External Branding Initiatives
Strong Culture of Research & Innovation• Advanced in-house R&D Programs• Custom and Clinical Research Services• Strong brand equity• Respect in scientific community
International Recruitment• Association with International Recruitment
Consultants• Invite international interns for brief but
crucial projects• Posting of jobs in International Job portals• Excellent network of Scientific talent scouts
Biocon’s Approach – Retaining Talent• Excellent Learning Opportunity
• Exciting Product Pipeline and Research Opportunities: Encompasses discovery to development and commercialization with cost-effective drug development capabilities and significant manufacturing capacity
• World-class Infrastructure and Technology: BIOCON Park is Asia’s largest integrated Biopharmaceutical hub spread across 90 acres
• Intellectual Profile of People: Amongst the 3500 qualified personnel, 5% are PhDs and 40% have a masters degree in science
• Maximum Exposure
• Participation in international conferences, seminars and
presentations
• Introduction to a broad spectrum of products and potential
research areas
• Enthusing Work Culture
• Robust Performance Management System: Reward
outstanding performers
• Flat Organizational Structure: More responsibilities &
autonomy
• Open Work Culture: Even CMD is accessible !
• Need based Training Programs for individual and career
development
• Guard against Recession: The strategic selection and
management of product portfolio has cushioned the impact
of recessionary market forces
Biocon’s Approach – Retaining Talent
Biocon’s Approach – Retaining Talent• Good Compensation and Benefits Plan
• Competitive, market-based pay is offered
• The compensation structure provides for a higher cash
pay out
• None of the benefits have been reduced with the
economic slowdown
• Company transport, sumptuous meals and well equipped
gym
• Reward and Recognition Plans
• Performance Bonus
• ESOPs
• Biocontribute award, Team Awards, Service Awards
• Employee Engagement Initiatives
• People Champion, CSR activities, Annual offsites, Biocon
Day
The Manager’s Role
Top Mgt.
Middle Mgt.
First Line Mgt.
Specialist
Management Tasks
Specialist Tasks
Job Content
Job Content
The Manager’s Role
Doing
Plan ControlSenior Management
The ‘operator’
• An ‘operator’ becomes an expert in the job.• In a managerial role you often lose that expertise and spend your time doing other things.• Sadly, often the higher you rise the less of an expert you will become.
Basic Management Styles
AUTOCRATIC :Using your authority to compel people to do what they are told.
DEMOCRATIC :Encouraging people to participate and involve themselves in decision making.
Neither style is good or bad; you need to adjust your style to the situation
Join•At office party•Proposals which you agree with having no outside consequences
Sell•New Policy•Decision already made•To Salesmen!
Tell•In Urgent situations•Submissive team members•In Win-Lose situations.
Consult•Expert team members•Sensitive / senior team members•In situations affecting team members
Change STYLE to suit your personality, the situation and teams needs
Continuum of Leadership Behaviour ( Tannenbaum & Schmidt)
Use of Authority by Mgr.
Areas of Freedom for Sub.
BossCentered Leadership
Subordinate CenteredLeadership
Managerdecides &Announces
Mgr.SellsDecisions
Mgr.PresentsIdeas &invitesQns.
Presentstentativedecisions subject to change
Presents problemgets suggestionsdecides alone
Mgr. Defineslimits; letsgroup take decisions
Mgr. Permitsteam to functionwithin Bosseslimits
Continuum of Leadership Behaviour : Forces Acting
• FORCES IN THE MANAGER :– his value system.– His confidence in subordinates– his leadership inclinations– his feelings of security in
uncertain situations
• FORCES IN THE SUBORDINATE :
– readiness to assume responsibility for decision making
– relevant knowledge & experience
– Interest in problem & tolerance for ambiguity
FORCES IN THE SITUATION :– the type of organisation– the problem itself– the pressure of time
Tannenbaum & Schmidt’s Conclusions :
Successful leaders are keenly aware of the forces most relevant to his behaviour at a given time. He accurate understands himself,the group he is dealing with , the company and the broader social environment.
Successful leaders are able to behave appropriately in light of these perceptions.
.
Leadership Capabilities
• A leadership team with a deep commitment to its
employees
• Leaders with an ability to nurture and manage talent
• HR Leadership to be good at translating business
needs into talent strategies
• Sell the value proposition but implement it also
• Focus should be all encompassing
• Don’t just focus on the top tier
Top Management
Middle Management
Vital Many
Employees
Indirect Workforce
Traditional Focus
Specialist & High
Potential
Developing the second line
• We are judged by the quality of our teams.
• Does your team have people who just follow instructions well ? Or does it have people who can engage and partner with business leaders ?
• Test > If something were to happen
to you today would your successor come from within or would the company look outside ?
Developing the second line
• Do you have the right person ?– How does top management see him ?– How does the team see him ?– How does he see himself ?
• Engage in a dialogue : identify suitable development opportunities
• Give frequent and frank developmental feedback.
Retaining Your Team
• Joint goal setting and mutually agreed goals.
• Assign meaty and challenging roles with
appropriate rewards.
• Opportunities to develop new skills.
• An understanding of individuals career
aspirations and an honest attempt to make what
can happen to happen ; and even to get
individuals with unrealistic aspirations to
introspect and understand what their gaps are
and what could help them develop.
• Praise in public ; criticize in private.
22
Individual Development Styles
DIRECTINGLow
Low
High
High
PARTICIPATIVE AUTHORITARIAN
4
SUPPORT I NG
(DisillusionedLearners)
(PeakPerformers)
(Enthusiasticbeginners)
3 2
1
AUTOCRATICDELEGATING
(Reluctant Contributors)
Developing Others
• Acknowledge and reward people’s strengths and
accomplishments.
• Offer useful feedback and identify people's need for further
growth.
• Mentor, give timely coaching and offer assignments that challenge
and foster a person’s skills.
• Recognise different learning styles and explore ways to use these
styles advantageously.
• Include employees from different backgrounds in your decision-
making and problem-solving processes.
• Strive to see diversity as valuable instead of detrimental.
Delegation
• The Leader charging a Representative with the Authority to make decisions within defined areas of Responsibility.
• The ultimate Accountability for the
task remains with the manager
Making Delegation Work
• Analyse task / situations realistically
• Be consistent
• Give support to staff
• Reinforce the delegatee’s sense of
responsibility
• Handle mistakes constructively
Focus on Mutual Growth
• Goal Setting• Communication• Trust• Accountability
The Foundation!
• Desired Culture• Company Values• Business Objectives
Impact.. • Employee Engagement
• Career Growth• Business Result
Results