india talent survey report 2012

7/29/2019 India Talent Survey Report 2012

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July 2012

India talent surveyreport 2012Perspectives on young

talent in India


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National talent survey report

Contents

1 Executive summary

3 Young talent and retention

8 How do views dier across generations and gender

across key talent issues?

17 Young talents refections on HR

22 What are the perspectives o employees who view

their organizations as World-Class in talent?

24 Spotlight:

Talent perspectives rom knowledge and proessional services industries

31 Conclusion

32 Annexure I

34 Annexure II


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National talent survey report 1

1 Deloitte in this document reers to Deloitte Touche Tohmatsu India Private Limited.Deloitte India herein reers to DTTL member rms in India

Talent is at the center o the 21st century business

equation. This is true around the world as well as in India.

As global talent markets are increasingly interconnected

and work through communications, virtualization, and

digitalization more evenly d istributed across the world,

it is critical to continually sharpen our understanding o

national, regional, and the global talent markets. This

report is part o a global longitudinal series initiated by

Deloitte in 2010 examining the perspectives o dierentgenerations o talent and business, Human Resource (HR),

and talent leaders around the world. Our research over

the past three years has highlighted critical insights and

dierences rom business leaders and talent around the

world. In this report, Deloitte, in partnership with All India

Management Association (AIMA), shares our rst India

Talent Survey conducted in India in January and February

this year.

The India Talent Survey 2012 examines employee expec-

tations across gender, generations, geographies, and

industries. Our aim is to better understand the evolving

perspectives o talent: what is important in terms oretention, corporate values, communications, leader-

ship and what do employees think o their HR and talent

unctions. Throughout the report we aim to put the

survey results or talent in India in the broader context o

similar studies conducted in 2011, which considered these

questions at the global and regional levels, including the

Asia Pacic region. The report is based on an online survey

shared with employees o companies associated with

AIMA and includes 2,122 responses. We hope the survey

and report contribute to deepening our collective under-

standing o the concerns o young talent in India. We

trust the report will be useul to business, HR and talent

leaders, students, academics, and government leaders and

managers.

Our report includes our major questions and categories

o ndings and concludes with a spotlight on the talent

trends prevailing in the knowledge and proessional

services industry in India.

1. How are employee attitudes shiting and how

can employers capitalize on the changing mindsets

o their employees?

What does young talent in India think o the constantly

evolving job market? Are they planning to stay or go?

Is the trend similar across global regions, gender, and

generations?

Interestingly, 57%oftheemployeessurveyed,inIndia,expectto

remain with their current employer, which is higher

thantheglobalaverage,34%,andAPAC(AsiaPacific)

response,40%fromasimilarsurveyin2011.

Lackofcompensationincrease,lackofcareeroptions,

and new opportunities in market are the most cited

reasons or seeking out new employment

67%ofthesurveyrespondentsidentifiedsalary/financial

beneits as a key determinant or their commitment

toward their job and employer -- cash appears to be a

major incentive and prerequisite or motivation.

2. How do employee perspectives vary across

generations and gender on key talent issues?

The current workorce in India is among the most diverse

that any business and organization leaders have ever led

and managed. This rich combination o Baby Boomers,

GenerationX,andtheMillennialTigerCubs(theAsia

PacicregionoftenreferstothisgroupasTigerCubs)

has their own set o perspectives, values, and expecta-

tions. What should business and HR leaders consider when

developing programs that will be tailored to suit the needs

o each group?

AdditionalcompensationandPromotion/Job

advancementarethemajormotivatorsforsurveyed

employees. Interestingly, these priorities vary as one

move across generation and gender.

Flexibleworkarrangementsisidentifiedasaconsistent

expectation and need across generations and gender

as an important retention strategy and an incentive to

delay retirement.

Executive summary


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2 National talent survey report

3. What do employees think about their employers

HR and talent programs? Where do employees see

their companies HR capabilities relative to word-

class benchmarks?

AmongIndianrespondents,9%(about1outof11)of

surveyed employees categorized their employers as world-

classinHRandtalent.Thiscomparestoaglobaland

APACresponserateof6%(about1in16).Apparently,

beingaworld-classorganizationinHRandtalenteorts is a tough challenge with a lot o upside or many

employers.

Globalemployeerespondentscitecompetitive

compensationandbenefitpackages(66%),flexible

workoptions(65%),effectivemanagementofaglobally

diverseworkforce(63%),retainingtopperformers

(57%),anddevelopingleadersthroughinternaland

externalprograms(54%)astheareasHRshouldfocus

on.

APACemployeerespondentsemphasizedcompetitive

compensationandbenefitpackages(75%),managing

globallydiverseworkforces(73%),remainingtransparent to employees in times o economic

uncertainty(71%),retainingtopperformers(71%),

and developing leaders through internal and external

programs(71%)asthetoptraitsforaworld-classHR.

ForIndiansurveyedemployeesleadingHRand

talent concerns include managing a globally d iverse

workforce(76%),providingflexibleworkoptions

(72%),inspiringtrust/confidenceinleadership(67%),

competitivecompensationandbenefitpackages(66%),

and developing leaders through internal and external

programs(66%).

4. What dierence does it make i your

organization is perceived by your employees as

being world-class in HR and talent?

One o the interesting results o the survey is the respon-

dentsviewthat9%,1outof11,respondentscharacter-

ized their companies as world-class in talent. Another

26%,1outof4,describedtheircompaniesasverygood

atHRandtalent.Andmorethan31%,3outof30,assess

theirHRandtalentfunctionsasfairorpoor.Furtheranalysis shows that there are signicant d ierences among

the retention and engagement outlook or employees who

highly rate their HR and talent unctions.

Employees with positive, i.e., world-class and very good--

views o HR and talent have much stronger views about

specic HR and talent programs and a generally positive

level o engagement and their uture prospects with a

company. Specic key ndings rom employees with very

positive views o corporate HR and talent include:

Reporttheyaremorelikelytoexpecttostaywiththeir

current employers

Seetheirorganizationeffectivelycommunicatingabout

thecompanysstrategyanddirection

Areverypositiveabouttheircompanysperformance

developing leaders through internal and external

programs

Haveconfidenceintheirleadersandseethemas

inspiring trust

Ratetheirorganizationhighestintermsofretainingtop

perormers

Apparently, employee perceptions o HR and talent quality

matter and have an impact on critical retention engage-

ment and development issues.


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With the rapid evolution o global and integrated national

talent markets, understanding employee perspectives,

beginning with why employees are thinking o staying and

leaving their companies, is a top concern.

As the job market continues to steadily grow in India, a

common perception is that young workers are ready to

job hop rom one company to another. Interestingly, our

surveyreportsthat57%oftherespondentsexpecttostay

with their current employers in the Indian market. This

contrastswiththeglobalandAPACmarketswhereonly

34%and40%oftherespectiverespondentsexpectto

continue with their existing employers.

Young talent and retention:How can employers capitalize on thechanging mindsets o their employees?

Among the total employees surveyed inIndia, 57% expect to remain with theircurrent employers in the coming year.

Thistrendofloyaltytowardstheirexistingemployerisobservedacrossgenerations,genders,andindustries(IT/ITES,

knowledgeservices,energy/utilities,technology/media/telecom,andotherindustries)surveyedintheIndianmarket.

Global

34%

I expect to stay with

my current employer

Employees who havebeen/plan to/currently

looking for newemployment

66%

APAC

40%


my current employer



60%

India

57%


my current employer



43%

Percentage o employees looking or new job opportunities (2011 and early 2012)


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Dig Deeper:Women employees express a somewhat

stronger desire to stay with their current employers.

Survey findings suggest that women expressed a higher

interest in continuing with their current employer (62% of

women vs. 54% of men surveyed expect to stay with their

current employers). It is important, perhaps, to understandthe motivations and expectations for women and men

relative to their retention concerns.

The remaining percentage o employees is either actively

or passively pursuing new employment opportunities. The

reasonsarenotverydifferentforglobal,APAC,andIndia

markets. The top three reasons that infuence employees

to look or other employment avenues in India are - lack

ofcompensationincrease(54%),lackofcareeroptions

(52%),andnewopportunitiesinmarket(34%).In

addition to these, the Global work orce identied lack

o job security and lack o trust in leadership as the otherkeyreasonsforleavingthecurrentemployer.InAPAC,

however, one o the major reasons cited by the respon-

dents is excessive work load.

In India, dierent age groups surveyed refected dierent

preerences specically in relation to compensation

increases. For the workorce less than 30 years o age,

lack o compensation increase is the rst reason or looking

or a new employment opportunity. However, or expe-

rienced employees, over 30 years o age, it is the lack o

career options within the organization that propels them to

look or other opportunities.

India

Lack of compensation

increase

Lack of career options

New opportunities

in market

Lack of challengein the job

Dissatisfaction with

supervisor or manager

54%

52%

34%

32%

19%

Global

Lack of trustin leadership

Lack of career options 28%

24%

24%

24%

22%

19%

Lack of job security

New opportunities

in market

Dissatisfaction

with supervisor

Lack of compensationincrease

Reasons or job search across regions


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The challenge or business and HR leaders is to understand

these generational perspectives and target strategies to

enhance compensation and provide wider career options

or its employees at dierent stages o their careers as a

key step to handle attrition.

IntheGlobalandAPACmarketsurveys,retentionstrategies

employeesexpecttheiremployerstoadoptarePromotion/

Jobadvancement(53%and47%,respectively),

Additionalcompensation(39%and47%,respectively),

andAdditionalbonusesornancialincentives(34%and

32%,respectively).TheexpectationoftheIndianwork

force,inadditiontoPromotion/Jobadvancement(57%)

andAdditionalcompensation(53%),istheOpportunitytoworkabroad(46%).

India

57%

53%

46%

36%

30%

Promotion/Job Advancement

Additional compensation

Opportunity to work abroad

Flexible work arrangements

New training programs

Global

Promotion/Job Advancement


53%

39%

34%

30%

21%

Additional bonuses or

financial incentive

Additional benefits (i.e.,health and pensions)

Support and recognition fromsupervisors or managers

APAC

47%

32%

28%

20%

20%

Promotion/Job Advancement;Opportunity to work abroad

Additional bonuses orfinancial incentive


Additional benefits(i.e., health and pensions)

Additional discretionary perks (i.e.,perdiem allowances, transportation)

Less than 25 years 25 - 30 years 30 - 35 years 35- 40 years More than 40 years

54%

46%

60%

52% 50%

57%

40%

56%

32%

50%

Lack of compensation increases Lack of career options

Retention strategies employee ranked preerences-- across regions

Preerences or seeking new employment among dierent generations o workers in India


8/40


In addition to the perceived nancial rewards, the other

reason or wanting to work abroad could be the appeal o

gaining global proessional experience and exposure.

Another dimension or Business and HR leaders to gauge

theemployeesmindsetistounderstandtheircareerand

retirement plans and devise incentives to engage them.

ComparedtotheGlobalworkforce,where33%oftherespondentsaretargetingaretirementagebetween61-65

yearsofage,36%ofAPACand27%ofIndianrespondents

wouldliketoretirebetween56-60yearsofage.Indian

employees apparently would like to retire at younger

average ages than their regional and global counterparts

with41%expressingatargetretirementageof55or

youngerasubstantiallyhigherpercentagethantheAPACregion,at28%,andgloballyat15%.

The top retention strategies o theIndian work orce are Promotion/

Job advancement (57%),Additional compensation (53%),and the Opportunity to workabroad (46%).

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

India

APAC

Global

8% 17% 16%

41%

28%

15%

27% 18% 7% 7%

2%

2%

8% 18% 36% 26% 6% 4%

5% 8% 24% 33% 19% 10%

Before 45 46-50 51-55 56-60 61-65 66-70 70+

Target retirement age: Employee expectations


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Some o the incentives that HR can deploy to bring the

retirement age o Indian workorce at par with the Global

workorce could be

Moreexibleworkingarrangements,ascitedby44%of

the respondents

Additional compensation highlighted as the reason by

36%ofemployeessurveyed

The other key incentives noted that can contribute to thecause include additional monetary benets, recognition,

and greater emphasis on integrating amily, community,

and work commitments. The changing nature o opera-

tions world-wide can present better choices and style o

working to employees, and perhaps motivate them to stay

longer.

Show me the money!

With67%ofthesurveyrespondentsidentifyingsalary/

nancial benets as the key determinant or their commit-

ment toward their employer, the HR must ocus on this

actor seriously. In the Indian market, the reward strategies

can vary signicantly based on industry and the experience

o its employees. A competitive compensation is no longer

perceived as a motivation actor, but a necessity. With that

in mind, we should consider national, regional, and globaltrends, which highlight the increasing importance and

balance o nancial AND nonnancial rewards.

A cash incentive may not

be the primary motivationor employees staying orgoing, but our surveysuggests that it remainsone o the undamentalretention techniques or

HR leaders.


10/40


How do views dier across generationsand gender across key talent issues?

The 21st century workorce is the most diverse that

India, and the world, has ever seen, including the span

o generations: Baby Boomers, Generation X, and the

Millennial. Each generation brings with them varying

values and expectations. Top o mind issue or business

and HR leaders should be the evolving perspectives o

these dierent generations o diverse employees.

Survey ndings suggest that women expressed a higher

interestincontinuingwiththeircurrentemployer(62%

ofwomenvs.54%ofmensurveyed).However,whenwe

look at employee dynamics across generations, we realize

that it remains more or less constant across generations.

(58%ofLessthan25agegroupwanttoremainloyalto

theircurrentemployer,while57%of25-30Years,56%of

30-35Years,and54%ofMorethan35expressedtheir

commitment o staying).

Employment dynamics in the existing market across gender and generation

I expect to stay with mycurrent employer.

I am passively looking(i.e., have posted my

resume on professional

sites and am open tobeing called by.

I plan to begin looking fornew employment within

the next 12 months.

I am currently seekingnew employment.

I have been actively lookingfor new employment during

the past 12 months.

54%

62%

54%

15%

21%

15%

16%

4%

6%

3%

4%

0% 10% 20% 30% 40% 50% 60% 70%

Female

Male


11/40


Lack o compensation and lack o career optionsare the top reasons that inuence Generation Xand Millennial employees to make a switch -this dual ocus on meaningul careers ANDcompensation summarizes the top concerns oIndias Tiger Cubs.

0% 10% 20% 30% 40% 50% 60%

I expect to stay with mycurrent employer.

I am passively looking (i.e., have postedmy resume on professional sites and am

open to being called by recruiters orother companies for new opportunities).

I plan to begin looking fornew employment within

the next 12 months.

I am currently seekingnew employment.

I have been actively lookingfor new employment during

the past 12 months.

56%

54%

57%

58%

19%

20%

19%

16%

16%

14%

16%

18%

7%

6%

5%

5%

4%

4%

4%

2%

More than 35

30-35 Years

25-30 Years

Less than 25


12/40


Our survey notes that employees look or a job change due

to a combination o actors, including compensation and

career expectations. The top reasons cited by both men

andwomenaresimilar:54%ofmenand53%ofwomen

identifyLackofcompensationincreaseastheprimary

reason;whilefor54%ofmenand49%ofwomen,Lack

ofcareeroptionsisthesecondmostimportantreasonfor

changingthejob.Newopportunitiesinthemarkettakes

thethirdplacewith34%ofmenand33%ofwomen

picking this as the cause in switching their loyalties.

Lackofcompensation(56%)andlackofcareeroptions(

52%)standoutasthekeyreasonsformakingaswitchfor

GenerationXandMillennialemployees(thoseunder35).

However,forBabyboomers,itisLackofcareeroptions

(53%)thattopsthereasonsforconsideringajobchange.

0% 10% 20% 30% 40% 50% 60%

54%

53%

49%

54%

33%

34%

30%

32%

20%

19%

17%

18%

18%

11%

Female Male

Lack of compensation increase


New opportunities in market

Lack of challenge in the job

Dissatisfaction with supervisor or manager

Lack of adequate bonus or otherfinancial incentives

Lack of flexible work arrangements

Reasons cited by men and women or leaving their current employer


13/40


Lack ofadequatebonus or

otherfinancial

incentives

Lack ofjob security

Lack oftrust in

leadership

Dissatisfac-tion withsupervisor

or manager

Newopportuni-

ties inmarket

Lack ofchallengein the job

Lack ofcompensa-

tionincreases

Lack ofcareer

options

19%

11% 12%17%

9%

22%18%

24%

34%31% 31%

34%

56%

37%

52% 53%

Less than 35 More than 35

Reasons noted across generations or changing a job

While competitive compensation is a baseline retention

lever or HR managers, providing challenging job oppor-

tunities and career options within the organization appear

to play a critical role in retaining employees across genera-

tions. Lack o challenge on the job, d issatisaction with

managers, lack o adequate nancial incentives, and

lack o fexible work arrangements are the other reasons

prompting employees to consider moving on.

Retention strategies that can work: The employees

perspective

The survey revealed some core ideas and opinions on

various retention strategies that employers can use to

retain their talent. The key motivational actors notedby the respondents across generations and gender are -

Promotion/Jobadvancement,Additionalcompensation,

Opportunity to work abroad, New training programs, and

Flexible work arrangements.

AdditionalcompensationandPromotion/Jobadvance-

mentarethemajorstrategiesthatHRmayusetoretain

their talent. However, as one moves across generations

Promotion/JobadvancementisprioritizedoverAdditional

Compensation.Asperoursurvey,forworkforcelessthan

25yearsofage,56%identifyAdditionalcompensation

asakeyretentionstrategy.However,employeesover25

yearsofagerecognizePromotion/Jobadvancementas

the crucial actor in this case. Accordingly, HR needs to

develop strategies that provide an optimum combination

o compensation and promotion tailored specically or

Baby Boomers, Generation X, and the Millennial.

One other interesting trend observed is the need ordevelopingNewtrainingprogramstoretainexperienced

employees,especiallyBabyboomers(42%).Whilefor

Millennial(50%)andGenerationX(50%)employees,

providingOpportunitiestoworkabroadisanimportant

actor.

Flexibleworkarrangementsisnotedtobeaconsistent

expectation across generations o employees surveyed.


14/40


The gender preerences show a similar pattern or the top

ve retention strategies. One key observation noted or

womenprofessionals(38%)istheexpectationofFlexible

workarrangements.

Interestingly, Flexible work

arrangements is identifed as a needconsistently across generations andgender as an important retention strategyand an incentive to delay retirement.

Less than 25 years 25-35 years 35-40 years More than 40 years

51%56%

50%

35%

29%

58%54%

49%

35%

31%

62%

40%

32%

45%

25%

61%

45%

22%

39%34%

Promotion/Job advancement Add itional compensation

New training programs Flexible work arrangements


Views o dierent Generations on eective retention strategies

Views on retention strategies Men vs. women

0%

10%

20%

30%

40%

50%

60%

Additionalbonuses orfinanacialincentives

Individual-ized careerplanning

(within yourcompany)

Flexiblework

arrange-ments

New trainingprograms

Opportunityto workabroad

Additionalcompensa-

tion

Promotion/Job

advance-ment

20% 21%25% 25%

38%

27%

39%35%

40%

49% 51%54%

57% 56%

Women Men


15/40


Millennial Tiger Cubs distinguishthemselves rom other generations byidentiying a un working environmentas a key consideration or the overallemployee experience and brand

Reasons cited by Millennial Tiger Cubs or staying with their current employer

Opportunity to

work abroad

Fun working

environment

Flexible work

arrangements

Additional

compensation

An easier

workload

50%47%

41%38%

36%

HR should devise retention strategies by addressing those

components that employees perceive as vital to continue

working with the current organization.

Inadditiontomoney,forMillennialTigerCubs,the

reasons that drive its decisions to continue with its existing

employer comprise majorly o opportunities to work

abroad(50%)toexibleworkingarrangements(41%)and

easierworkload(36%).Onedistinguishingcomponent

identiedonlybythisgroup(47%)istheneedforafun

workingenvironment.


16/40


Retirement

FlexibleworkarrangementsisidentiedbyBaby

Boomers, Generation X and Millennial employees as a key

component that can delay the plan to retire or both men

andwomen.Bothwomen(51%)andmen(40%)identied

exibleworkarrangementsasakeydeterminanttodelay

their retirement.

Flexibleworkarrangementsallowtheemployeestochoose a work schedules that is in line with their personal

or amily needs. These arrangements may include fexible

time period or compressed work weeks or telecommuting.

Some o the other reasons identied were easier work

load, additional compensation, ability to integrate amily,

community, and work commitments, and opportunity to

change elds. Most o these t in well into the require-

ments o an individual who is aging.

Expected retirement age across regions

14%

10%

29%

45%

62%

57%

41%

28%

14%

56-65 years

66 to >70 years

< 45 to 55 years

India

APAC

Global


17/40


Gender preerences on incentives that can delay retirement

Generation preerences on incentives that can delay retirement

Opportunity tochange

fields/learn a newfield

An ability tointegrate family,community, andwork commit-

ments

Additionalcompensation

An easierworkload

Flexible workarrangements

27% 28%

Male

28% 29%

38%

32%34% 34%

40%

51%

Female



Promotion/Job advancement

An easier workload

An ability to integrate family, community,

and work commitments

Opportunity to change fields/learn a new field

50%

54%

43%

44%

39%

24%28%

33%

40%

35%

23%

28%34%

34%38%

43%26%

28%

27%

28%

25%34%

26%27%

27%

18%

25%23%

25%

26%

More than 40 years

35-40 years

30-35 years

25-30 years

Less than 25 years


18/40


In considering strategies to keep employees engaged,

organizations should consider innovative strategies that

can help employees address the requirements o amily,

health, and community needs to be able to work longer

and delay their retirement.

Employer commitment to employees

One set o survey questions was intended to assess how

employees value the range o employer eorts to showemployee commitment and the overall employee experi-

ence. The survey examines a range o options, including

coreprogramsandcommitmentssuchassalary/nancial

benets,corporateresponsibility/voluntarism,diversity

andinclusion,work-lifebalance/exibilityprograms,

opportunitiestoworkabroad,opportunityforgrowth

anddevelopment,andcreatingafunworkenvironment.

For employees across generations and gender, the

responsesechoedsimilarsentiments.TheyfeltthatSalary/

FinancialBenets(67%),Work-lifebalance/exibility

programs(70%),andOpportunityforgrowthanddevel-

opment(76%)havesignicantlyimprovedwithintheir

organizations (while the other areas showed an overall

improvement). This highlights that organizations today are

investing in strategies related to compensation, fexibility,

and developing growth opportunities or their employeesin an eort to retain and develop their talent.


19/40


Young talents reections on HR: AreHR talent programs eective? What doemployees think about them?

Ifwewereevaluatingacompanysproductdesign,manu-

acturing, distribution, marketing, and sales, we would

likely (!)start with talking with and understanding

acompanyscustomers.Soinunderstandinghowto

improve the contribution and eectiveness o HR and

talent programs, we should ocus on the perspectives o

acompanysemployees.Specially,giventheconstant

talk about the importance o people to our businesses, in

India and around the world, what can we learn rom the

perceptions o our employees regarding the quality and

eectiveness o business HR and talent programs?

In summary, the view o employees, in Ind ia, the Asia

Pacic region, and globally suggest that there is signicant

opportunity or HR and talent programs to improve their

eectiveness in the eyes o employees. In this turbulent

economic environment, talent management teams needs

to deal with challenges associated with recruitment, devel-

opment, retention, and compensation along with incor-

porating the requirements o employees who vary across

genderandgenerations.Notsurprisingly,beingaworld-

classorganizationinHRandtalenteffortsisatough

task.Oursurveycorroboratesthisasonly6%ofGlobal

andAPACemployees(1outof16)and9%ofIndianemployees (1 out o 11) who participated in the survey

described the talent and HR programs at their companies

asworld-class.Inotherwords,9%ofIndianemployees

wouldgivetheirHRandtalentteamsanAgradeontheir

performanceandeffectivenesscomparedtoonly6%who

earnanAgradegloballyandregionally.

The good news is that companies are at least meeting

expectations o their employees as a majority o their

responsesareGoodandVeryGoodincomparisonto

FairandPoorforIndiaandAPAC.AmongtheIndian

respondents,amarginofmorethan2:1(69%to31%)

employeesratedtheircompaniestalentprogramsasworld-classorverygoodorgoodthanfairor

poor.APACemployeeshadahighersatisfactionindex

with73%oftheiremployeesratingtheircompanysHR

effortsworld-class,verygood,orgood,andthe

remaining27%scoredfairorpoorproducingaratio

o 3:1. The concern seems to be at a global level where

theratiois4:3(56%to43%),moreorlessequalonboth

sides.

The message is clear. While the Indian organizations

should continue to do the good work and match the

regional standards, the organizations outside the subconti-

nent need to do a lot more.


20/40


I we delve deeper into what employees think about critical

HR and talent activities, the story is more interesting.

One o the major activities that emerge rom the survey

isEffectiveCommunicationwithyouremployees.This

coupled with some innovative talent programs appear to

be a critical component o eective HR and talent strategy.

Let us see in the next ew pages what can make organiza-

tions world-class.

Communicatingeffectivelyisacriticalexpectationfor

high-perorming HR and talent teams. Interestingly, this

is an area where Indian respondents evaluated their HR

perormance as below the regional assessment. Only52%ofIndianrespondentssaidHRdidaneffectivejob

communicatingthecompanysstrategyanddirection

comparedagainst80%acrosstheAsiaPacicregionand

57%globally.ThissingleparametertakesuptheAPAC

percentage higher and stands out as an important area

that the Ind ian organizations must address.

According to the survey, the top ve talent programs

identied by employees were dierent (i.e., they varied

across India, the Asia Pacic region, and globally. Global

employees have a air mix o opinions when scoring

theircompanysHRperformancebetweenworld-class/

verygood/goodtofair/poor.Providingcompetitive

compensation and benet packages is the ront-runner(66%world-class/verygood/goodto34%fair/poor)as

the key talent program ollowed closely by HR programs

likeprovidingexibleworkoptions(65%world-class/

verygood/goodto34%fair/poor),managingaglobally

diverseworkforce(63%world-class/verygood/goodto

30%fair/poor),retainingtopperformers(57%world-

class/verygood/goodto41%fair/poor),anddeveloping

leadersthroughinternalandexternalprograms(54%

world-class/verygood/goodto45%fair/poor).

Global and regional comparison o employee assessment on company's overall HR/talent eorts

Assessment: Does HR eectively communicates the companys strategy and direction?

0% 20% 40% 60% 80% 100%

India

APAC

Global

9% 26% 34%

69%

73%

56%

23% 8%

6%

6%

27% 40% 20% 7%

21% 29% 24% 19%

World class/

Excellent

Very Good

Good

Fair

Poor

0% 20% 40% 60% 80% 100%

India

APAC

Global

52%

52%

80%

57%

33% 15%

80%

57%

19% 1%

40% 2%

Yes

No

Do not know


21/40


Talent programs that make a dierence to Global employees

Talent programs that make a dierence to APAC employees

TheAPACregiontellsadifferentstory.Thesurveyed

employeesappeartobesatisedwiththeiremployersHR

eorts and perormance. Similar to the global preerences

on talent programs, providing competitive compensa-

tion and benet packages stays on the top here as well.

However,theoverallpercentagevaries-75%world-

class/verygood/goodto25%fair/pooragainstthe66%globalworld-class/verygood/good.TheotherHR

programs identied include managing a globally diverse

workforce(73%world-class/verygood/goodto25%

fair/poor),remainingtransparenttoemployeesintimes

ofeconomicuncertainty(71%world-class/verygood/

goodto26%fair/poor),retainingtopperformers(71%

world-class/verygood/goodto28%fair/poor),and

developing leaders through internal and external programs(71%world-class/verygood/goodto29%fair/poor).

The story is again dierent in India. Providing competi-

tive compensation and benet packages slides down to

number4asagainstthetoptalentprograminAPACand

Globalscenarios.Only66%oftheworld-classrespondents

elt that this was important. The top reason in the Indian

contextisManagingagloballydiverseworkforce(76%

world-class/verygood/goodto20%fair/poor).This

talentprogramwasnumber2intheAPACandnumber

3 in the global ranking. This was ollowed closely by

Providingexibleworkoptions(72%world-class/very

good/goodto28%fair/poor)andInspiringtrust/con-

denceinleadership(67%world-class/verygood/goodto

30%fair/poor).Developingleadersthroughinternaland

externalprograms(66%world-class/verygood/goodto

30%fair/poor)waslastofthetopvetalentprograms.

Providing competetive compen-sation and benefit packages

Providing flexible work options

Managing a globally

diverse workforce

Retaining top performers

Developing leaders through

internal and external programs

12%

9%

10%

10%

8% 18% 28% 26% 20%

21% 27% 22% 19%

22% 31% 22% 8%

23% 33% 18% 16%

24% 30% 22% 12%

World class Very good Good Fair Poor

Providing competetive compen-sation and benefit packages

Managing a globallydiverse workforce

Remaining transparent to employeesin times of economic uncertainty

Retaining top performers

Developing leaders throughinternal and external programs

14 %

10%

9%

10%

9% 22% 40% 18% 11%

31% 30% 18% 10%

27% 36% 16% 10%

27% 36% 21% 3%

25% 36% 15% 10%



22/40


Clearly,employeesworkingintheIndiansubcontinent

have dierent reasons to score their employers high on the

HRperformanceascomparedtoGlobalandAPACregions.

Let us take a closer look at each o the ve key compo-

nents that employees want their HR teams to ocus on:

Managing a globally diverse workorce: In the

era o globalization, companies are expanding into

new markets across continents. As such, managing a

globallydiverseworkforcehasbecomethetoppriority

or talent managers within the organizations. With only

14%ofrespondentsfromIndiaacknowledgingtheir

HR eorts in managing a global work culture as world-

class,itstimeforHRtofocusinthisarea.

Providing lexible work options: This is one area

that is consistently cited as an eective retention

strategy across generations and gender in India. With

changing business and technology dynamics, lexible

workoptionsallowemployeestochooseawork

schedule per their convenience especially or the tech-

savvy millennial. No wonder it is one o the major

parameters through which employees rate their HR, but

asperoursurvey,only15%oftherespondentsrated

theirHReffortsasworld-classinthisarena.Clearly,

considerable work remains to be done by the Ind ian

irms and HR leaders to develop programs that enable

employees exercise lexible work options without

aecting business. In addition, this change will require

a change in the mindset or the organization and its

employees.

Inspiring trust/conidence in leadership: Leadership

is one o the major aspects that employees today rank

as an important business and priority. A core, eective

leadership team that inspires trust and conidence can

be the most reassuring aspect o an organization in

volatile times such as these. Keeping employees updated

about company strategy and plans through regular and

eective communication is one o the many tools tomaintain, build, and inspire the trust o leaders. Open

orums, access to leadership, and transparency are areas

whereIndianleaderscanimprovetheirefforts.Only8%

o the employees surveyed believed that their HR and

businessleadersareworld-classinthistraitinspiring

trust in leadership-- indicating that the HR in India may

have a long way to go.

Providing competitive compensation and beneit

packages: According to our survey, we have noticed

two key strategies or this characteristic based on

generation and job levels in the organization. The

strategy or entry-level proessionals and GenerationX should be a combination o market-competitive

cash compensation and investment in skill and career

building. However, or the executive level or baby

boomers, the ocus is likely to be on promotion and

career growth along with competitive compensation.

Merely,6%oftherespondentsfromIndiaratedtheir

HRasworld-classwhenaskedaboutcompetitive

compensationandbenefitpackages.

Talent programs that make a dierence to India employees

Managing a globally diverse workforce

Inspiring trust/confidencein leadership

Providing flexible work options

Providing competitive compensationand benefit package

Developing leaders throughinternal and external programs

14 %

15%

8%

6%

8% 25% 33% 20% 10%

26% 35% 24% 9%

26% 34% 20% 10%

28% 29% 18% 10%

29% 33% 16% 4%



23/40


Developing leaders through internal and external

programs: Emphasis on developing the next generation

o corporate leaders is a recurring theme across

generation and genders. HR should channelize its eorts

to identiy and develop new leaders by creating eective

succession plans and related training programs. It should

not only be able to retain existing leaders, but constantlykeep an eye on the leadership pipeline to make sure that

there are no shortages o leaders when the company is

headingforacrunchtime.Withonly8%ofsurveyed

employeesindicatingtheirHRasworld-classinthis

area, organizations have a long way to go.

HR should consider the changing generational diversity

and wants and needs o dierent segments when devising

talent programs. These talent programs are in addition to

the organization being transparent and ensure eective

communicationaboutcompanysstrategyanddirection.

Overall,employeeswhoenjoyworld-classorverygoodorgoodtalentprogramsappearmoresatisedwith

their jobs and the development o their careers than their

organizationswithpoorHRprograms.Craftingtalent

programs keeping the above trends in mind will assist the

HRtoattainworld-classstatusandhelpthecompanies

realize signicant benets in the long run.


24/40


What are the perspectives o employeeswho view their organizations as World-Class in talent?

One o the interesting results o the survey is the respon-

dentsviewthat9%,1outof11,respondentscharacter-

ized their companies as world-class in talent. Another

26%,1outof4,respondentsdescribedtheircompaniesas

verygoodatHRandtalent,andmorethan3outof30

(31%)respondentsassesstheirHRandtalentfunctionsas

fairorpoor.

In this section o the report, we take a look at what

appears to matter most to employees who assess their

companiesasworld-classorverygoodintalentand

HR. Similar to global and regional trends, we have ound

that employees, who assess their HR and talent unctions

as high perorming, are more likely to plan to stay at their

companies, are more likely to be ocused on nonnancial

retention priorities (i.e., job advancement and develop-

ment) and see their leaders as better communicators and

inspiring trust. In short, when employees respond that

they believe their HR and talent teams are highly eective,

it appears to translate to strong views on retention and

development.

Let us highlight some key examples. Employees

with positive, i.e., world-class and very good, views

o HR and talent:

report they are more likely to expect to stay with

their current employers:

Employees who describe their HR unctions as world-class

or very good report they expect to stay with their current

employers:World-class,75%,andverygood,71%.In

contrast, respondents who described their employers as

air or poor in HR were less likely to expect to stay with

theircurrentemployers.OfthoseratingHRasfair,44%

expect to stay with their current employer and o those

whorateHRaspoor,only25%expecttostay.

...see their organization eectively communicating about

thecompanysstrategyanddirection

Surveyed employees who assessed their HR teams as

world-classorverygoodalsoseetheirorganizations

effectivelycommunicatingthecompanysstrategyand

direction:85%(world-class)and72%(verygood)gave

good marks to communications eectiveness compared to

30%(fair)and9%(poor).

are looking orward to career mobility and

international assignments

Respondents with high regard or HR and talent are

likely to have more positive views o career mobility and

internationalassignmentprospects:Asubstantial61%

o those describing their HR as world-class see excellent

andverygoodprospectsforcareermobilityand36%of

those rating HR very good are very positive about their

careermobility.Incontrast,only15%(fair)and7%(poor)

o respondents with low regard or HR are positive about

their mobility and international programs and prospects.

31%

26%

9%

34%

World class\Excellent

Very good

Good

Fair/Poor

How do Indian employees assess the efctiveness o their company's HR and Talent activities?


25/40


see their companies remaining transparent to

employees in times o economic uncertainty

Employees with high regard or their HR unction are

morelikelytoseetheircompaniesasstraighttalkersand

remainingtransparentintimesofuncertainty.63%of

respondents who describe their HR teams are world-class

also assess the transparency o their leaders as excellent

orverygood;and44%ofthosewhoassessHRasvery

good also see their leaders as very strong in transparency.This is in contrast to those at who assess HR as air or

poorwhereonly10%and6%,respectively,reporttheir

companies doing an excellent or very good job in terms o

transparency.

are very positive about their companys perormance

developing leaders through internal and external

programs

Surveyed employees who give HR the highest marks are

muchmorepositiveabouttheircompanysleadership

developmentefforts.74%ofrespondentswhorateHR

highoverallgiveexcellentandverygoodmarkstoHRs

leadershipdevelopmenteffortsand56%ofrespondentswhoassessHRasverygoodoverallassesstheircompanys

leadership development in the top two categories. On the

otherhand,only12%and9%ofthoseratingHRasfair

andpoorgivehighmarkstotheircompanysleadership

programs.

have confdence in their leaders and see them as

inspiring trust.

Respondents who rate HR at the highest levels also have

the strongest condence in their leaders and see them as

inspiringtrust.80%ofthosewhoseeHRasexcellentor

very good give the highest marks or condence in leader-

shipandtheirabilitytoinspiretrustand55%ofthosewith

averygoodviewofHR/talentratetheirleadershighlyin

terms o condence in their leaders and their inspiration.

Ontheotherside,only14%ofthosewithfairviewsofHR

andtalentandonly10%ofthosewithpoorviewsofHR

have very positive views in terms o condence or inspira-

tion rom their leaders.

see their organizations as very eective in managing

a globally diverse workorce

Employees with strong views on the eectiveness o HR

andtalentaremuchmorepositiveabouttheircompanys

ability to eectively manage a globally diverse workorce.

Averysubstantial87%ofthosewhoseeHRandtalent

as excellent or very good give the highest marks to their

companysabilitytomanageagloballydiverseworkforce.

63%ofthosewithaverygoodviewofHRseetheseabilities to manage globally diverse workorces in this

positivelight.Incontrast,only25%ofthosewithafair

view o HR see their companies as excellent or very good in

thiscategorywithonly17%whoassessHRaspoorgiving

strong marks to their company in terms o managing a

globally diverse workorce.

and fnally, they rate their organization highest in

terms o retaining top perormers.

Survey respondents who rate HR as very good to great

alsohavethestrongviewsoftheirorganizationsabilities

toretaintopperformers.65%ofthosewiththestrongest

viewofHRsoveralleffectivenesshadexcellentorverygoodassessmentsoftheircompanysabilitytoretaintop

performers;51%ofsurveyedemployeeswithaverygood

view o HR had an excellent or very good view o their

companysabilitytoretaintopperformers.Ontheother

side,only12%ofemployeessurveyedwithafairviewof

HR in their companies see them as strong in retaining top

performersandonly7%ofthosewithapoorassessment

oftheircompanysHR/talenteffortsratetheircompanys

ability to retain top employees in the top categories.

In summary, employees with the strongest and most

positiveassessmentoftheircompanysHRefforts,37%of

the respondents, have overwhelming positive views o their

job and retention prospects, leadership opportunities, and

themostpositiveviewsoftheircompanyscommunication

eorts and their leaders overall. What employees think o

theircompanysHReffortsmaytranslateintomoreloyalty,

satisaction, and likelihood to stay and grow with their

companies.


26/40


Spotlight: Talent perspectives romemployees in the knowledge andproessional services industries

The Knowledge and proessionals services (KPS) industry is

the growth engine o Ind ian economy. Over the past ew

years,inadditiontoKPS,IT/ITEShasalsocrossedsigni-

cant milestones in terms o revenue, employment genera-

tion, and value creation in the country. In our spotlight

section, we are ocusing on the concerns expressed by the

young talent in India within these two important indus-

tries.55%ofresponsesarefromKPS,while23%came

fromIT/ITES;theresultscanprovideaproductiveinsight

into to the perspectives o young talent in India. Remaining

22%ofresponsesarefromtheindustries,including

energy/utilities,technology/media/telecom,consumerand

industrial products, lie sciences, manuacturing, nancial

services,andothers.

Businesses worldwide are becoming more knowledge

intensive, and the trained talent pool is struggling to

keep pace. In order to stay competitive and sustain their

competitive advantage, organizations need to continue

to build HR strategies to retain top talent in critical indus-

tries. Ater all, employees are the key contributors to the

success o any organization. Organizations should continue

to innovate and develop talent programs that help inattracting the right talent, onboarding and coaching them,

managing expectations, and rewarding them as they grow

within the organization. The aim should be to provide a

career to employees and acilitate growth to build a world-

class culture one o the most eective retention tools.

One observation rom the survey is that employees in

these knowledge-intensive industries, irrespective o their

sectors, have not been with their organizations or very

long. According to the survey, in these sectors, less than

20%ofsurveyedemployeeshavebeenemployedforve

ormoreyears.63%ofemployeeswithintheKPSfallinthe

category o being employed with their current employers

forlessthantwoyears.ForIT/ITES,itis60%andforotherindustries,itis57%,displayingasimilartrend.Among

the universe o surveyed employees in these sectors, the

tenure is generally quite low.

Knowledge

services

IT/ITES Others

55%

23% 22%

Respondents across industries


27/40


When surveyed on the reasons or a job change, the

employees noted similar rationales across industries. The

top three reasons identied by the employees rom the

KPS industry that lead them to look or other job opportu-

nitiesarelackofcompensationincrease(54%),lackof

careeroptions(53%),andnewopportunitiesinmarket

(34%).IT/ITESfollowsthistrendcloselywitha57%citing

lackofcompensationincrease,and52%identifyinglack

ofcareeropportunities.Theotherindustriesmoreorless

weigh in the same bracket as ar as reasons or attrition

are concerned.

5 years

63% 60%57%

23%26% 24%

14% 14% 19%

Knowledge and professional services

IT/ITES

Others

Lack of compensation

increases


New opportunities inmarket

Lack of challenge in the

job

Dissatisfaction with supervisor

or manager

Lack of adequate bonus orother financial incentives

57%

54%

51%

53%

52%

50%

34%

30%

31%

32%

31%

32%

19%

19%

19%

18%

19%

16%

Knowledge andprofessional services

IT/ITES

Other

Tenure metrics across industries

Reason or attrition across industries


28/40


Percentage o employees looking or a job change

While respondents have similar views on what would

entice them to leave, most o the surveyed employees in

the knowledge-intensive industries expect to stay with

their current employers;

56%fromKPS,60%fromIT/ITES,and57%fromtheother

industries. Given the opportunity, surveyed employees

expressed their willingness to stay with their employer. This

is a very interesting nd given that the tenure o employees

in these industries is quite low. The attrition that the KPS

andIT/ITESindustriesarefacingcanbeaddressedsince

the employees want to stay longer. There is a signicant

work that needs to go in rom HR leaders to devise talent

programs and hence address attrition.

Knowledge services

IT/ITES

Others

20%

56%

16%

5%

3%

60%

17%

15%

5%

4%

18%

57%

16%

6%

4%

I expect to stay with my current employer.

I am passively looking (posted resume onwebsites/updated my resume on professional sites,open for new opportunities.

I have been actively looking for new employmentduring the past 12 months.

I am currently seeking new employment.


29/40


Fortheremainingpercentageofrespondentsactively/

passively looking or new employment opportunities,

what retention strategies can be put to action to make

theemployeesstay.ThesurveyidentiedPromotion/

Jobadvancementasakeymotivatorforemployeesto

continuewiththeircurrentorganizations.59%ofKPS

respondentsand54%ofotherindustriesidentiedthisas

the top reason that can make them stay longer.

Money is important and lack o additional compensation

has been cited as a top reason to consider leaving an

organizationfor55%ofIT/ITESemployees.Additional

compensationwasaclosesecondreasonfor54%respon-

dentsfromKPSindustryand49%intheotherindus-

tries. Increasing prices and rising infation in the Indian

marketplace does make it important that employees revise

compensation to take account o these critical in these

macroeconomic pressures.

Given the global nature o business and careers, there

also is a desire among employees to have access to global

exposure proessionally. Opportunity to work abroad is

anothermajoraspectrecognizedby45%ofKPS,47%of

IT/ITES,and48%ofotherindustryrespondentsthatcan

infuence them to stay with the company. New training

programs, fexible work arrangements, and individualized

career planning are additional reasons that HR can include

while planning its retention strategy.

Eectiveness retention strategies noted across industries




New training programs


Individualized career planning(within your company)

52%

59%

54%

54%

55%

49%

45%

47%

48%

35%

36%37%

30%

30%

30%

24%

25%

26%

Knowledge andprofessional services

IT/ITES

Other


30/40


The global economic slowdown, layos, and uncertainty

have loomed large around the world in the last year.

Eective communication and transparency rom leadership

on what is happening are particularly important tools that

can result in assuaging ears o employees and encour-

agingthemtostaywiththeorganization.51%ofthe

respondentsfromKPSindustry,55%ofIT/ITESand52%of

the other industries eel that their HR ollows an eective

communication strategy. The survey result also suggests

that HR and talent managers should nd eective ways

in communicating such matters to all the levels down the

organization.TheoveralleffortsofHR/talentmanagersare

appreciated by the employees rom across all the industry

sectors, particularly in manuacturing, nancial services,

and other industry sectors.

While a relatively small percentage o employees rate their

organizationsHReffortasWorld-class,theknowledge-

intensiveindustriesareatorabovetheaverage:9%of

KPS,11%ofIT/ITES,and6%fromtheotherindustries.

There is scope or improvement in the HR eorts, and as

highlighted in the last section, there appears to be strong

benets or retention and satisaction among employees

withgenerallypositiveviewsoftheircompanysHRand

talent eorts.

Communication eectiveness o HR as perceived by employees

Employee ratings on HR eorts across industries

Yes No

51%55%

51%

33% 30%35% Knowledge services

IT/ITES

Overall

Knowledge services IT/ITES Others

9%

26%

34%

24%

7%

11%

26%

34%

19%

9%

6%

29%

33%

24%

8%

World class/Excellent

Very good

Good

Fair

Poor


31/40


On the retirement ront, employees rom across industries

expecttoretirebetween56-60yearsofage.However,

with evolving talent needs, retaining experienced

employees or longer duration as subject matter experts

or as a repertoire o knowledge is becoming a new trend

across industries.

Retirement age quoted by employees across industries

Before 45 46-50 51-55 56-60 61-65 66-70 70+

8%

9% 9%

17%17%

15%16%

18%

13%

28%

25%

28%

18%

16%

22%

7% 7%6% 6%

9%8%

Knowledge services

IT/ITES

Other


32/40


Whenaskedaboutthecriterion/incentivesemployees

would consider to delay their decision o retirement, there

is a clear trend. What are the actors that might induce

employees to delay their retirement age? Flexible work

arrangementsemergesastheleadingresponsewith

43%ofKPSindustryrespondents,45%ofIT/ITESrespon-

dents,and44%ofotherindustryrespondents,identifying

it as the top reason. Additional compensation, easier

workload, ability to integrate amily, community and work

commitments, and an opportunity to change eld are the

other reasons that can act as incentives or employees to

consider delaying their retirement.

Operatinginexibleworkarrangementsisidentiedas a growing and popular expectation or the workorce.

KeepinginmindthatmostofthepeopleintheKPSandIT/

ITES industry work in shits and do not get some estivals

as a holiday, due to the nature o the business, this is an

important point to consider or HR Leaders. Alternate

arrangements that allow employees choose a work

schedulethatisinlinewiththeirpersonal/familyneeds

and holidays that can be planned and communicated willenhanceemployeessatisfactionindex.Flexiblearrange-

ments may include fexible time period or compressed work

weeks, compensatory os, or telecommuting. This is an

important current and uture area o ocus or HR in these

high-growth, high-attrition, and tight labor supply sectors.

Incentives that can delay retirement across industries



An easier workload

Opportunity to changefields/learn a new field

An ability to integrate family,community, and work commitments


45%

43%

44%

36%

35%

35%

34%

36%

35%

29%24%

27%

28%

27%

27%

24%

26%

25%

Knowledge services

IT/ITES

Other


33/40


Conclusion

Deloitte and AIMA are pleased to present this inaugural

India Talent Survey. In this report, we have presented our

important themes based on the survey and our analysis,

which, we trust, provide a starting point and valuable

input or business and HR and talent leaders, universities,

and policies makers to enhance their understanding o the

evolvingexpectationsoftheTigerCubsandyoungtalent

in India.

The our themes covered in this report provide an

useul oundation or uture eorts o HR Leaders in the

corporate sector and also provide perspectives on talent

issues that need to be addressed at the industry and

potentially macroeconomic level.

First is the importance o employers improving their under-

standing o the evolving mindsets o employees in India,

the region, and around the world.

Second is honing our understanding o the evolving views

across generations and gender on key talent issues.

Third is understanding how employees perceived the eec-

tiveness and activities o their HR and talent teams.

Fourth is considering what matters most and the perspec-

tives o employees who see their HR teams as world-class

and why this appears to matter and translate into higher

satisaction, loyalty, and retention.

In an age characterized by a talent paradox, wherecompanies in India, the Asia Pacic region, and across the

globe are struggling to nd and retain highly and special-

ized skilled workers and leaders amidst large pools o

workers, it is becoming more important to improve our

understanding o what young talent in India expects and

how we can attract and retain them. We hope this report

has added to our individual and collective understanding

on these important issues.


34/40


Annexure I

DeloitteinconjunctionwithAIMAconductedtheNational

TalentManagementSurveytoassesstherequirementsof

employees across India. The goal was to provide useul

quantitative inormation and analysis to help companies

and proessionals across the nation better understand our

young talent, their mindset, and the evolving Indian talent

landscape. It strived to understand the concerns and chal-

lenges aced by both the employees and employers across

the nation.

TogaugethePerspectivesofyoungtalentinIndia,an

online survey was conducted in the month o January

through early February 2012. We received an over-

whelming response rom 2122 employees working

in various companies spread across industries led by

knowledgeservices(55%),followedbyIT/ITES(23%),

energyandutilities(9%),technology/media/telecom(5%),

andothers(8%).

The survey participants were drawn rom each generational

groupthatincluded66%Millennial(age:lessthan30),

29%GenerationX(age:30-40),and5%BabyBoomers

(age: 40+). Approximately, three quarters o survey partici-

pantsweremen(69%)and31%werewomen.

9%

55%

23%

8%

5% IT/ITES

Knowledge services

Energy and utilities

Technology/Media/Telecom

Others

31%

69%

Male

Female

29%

5%

66%

Millenials (Age: Less than 30)

Generation X (Age: 30-40)

Baby boomers (Age: 40+)

Demographics Industry

Demographics Industry


35/40


The survey was designed to provide a barometer o

how organizations are adapting and shaping their talent

strategy in the light o changing economic circumstances.

Our aim was to learn about the top retention tools and

techniques that can help employees stay longer with their

organizations to meet current and uture business objec-

tives. What makes this survey unique is that it allowed

participants to rate the ongoing HR eorts in their organi-

zations. Additionally, it gave an opportunity to the respon-dents or sharing their thoughts on eective retention

strategy, compensation, retirement plans, and the kind o

workthatkeepstodaysworkforceengaged.

The survey was an eort to understand how working

proessionals today think and react that will ultimately help

the HR leaders in gaining an insight into designing tomor-

rowsworkenvironment.


36/40


Annexure II

Reerence material

Talent Edge 2020: Redrating talent strategies or the uneven recovery

Emerging Markets: The Front Line or Growth and Talent

Talent Edge 2020: Blueprints or the New Normal

IT and knowledge-based proessional services Reshaping the organizations o tomorrow


37/40


Authors

Je Schwartz

SeniorDirector,HumanCapital,Delhi

GlobalLeader,HumanCapitalMarketing,

Eminence, and Brand

DeloitteConsultingIndiaPrivateLimited

Email: [email protected]

Pooja Bajpai

Manager,HumanCapital,Delhi



Contributors

Akshita Dhawan


Samarth Sharma


Piyush Sharma


Deepthi Siripurapu

Deloitte Support Services India Private Limited

Sambrita Mondal


Mazhar Siddiqui


Authors and Contributors

AspecialThankyoutotheSales,MarketingandBusinessDevelopment(SM&BD)andtheDeloitteCreativeServices(DCS)

team, who played a key role in developing the nal presentation o this report, its layout and design.

Most importantly, thanks to our colleagues rom Deloitte India and All India Management Association (AIMA) or their

support in conducting the survey and getting us valuable inputs rom an overwhelming 2000+ respondents. This report

would not have been possible without the tremendous support we received rom all o you.


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Roopen Roy

SeniorDirector,Consulting

Deloitte Touch Tohmatsu India Private Limited


P. Thiruvengadam

SeniorDirector,HumanCapital,Consulting



Dr. Vishalli Dongrie

SeniorDirector,HumanCapital,Consulting



Sucheta Hota

Director,HumanCapital,Consulting



Shivram Sethuraman

Director,HumanCapital,Consulting



Contacts


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This Report and the inormation contained herein has been prepared by DTTIPL solely or the purpose o inormation The reader shall not use this Report or any other

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This Report contains analyses that are intended to provide high-level inormation on the subject and are not an exhaustive treatment o the subject. The analyses in the

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india talent survey report 2012

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