The dimension of career growth continues to be a significant factor in talent value proposition; However, the proposition of long-term growth needs to be balanced with a short-term line of sight. The challenge before HR is clear - the need to create flexible work systems which are iterative in...
After much hyped global Great resignation, do you feel it has affected India also? If so, how and to what extent? Is it limited to tech talent or spread to all sectors? SV There is always some sort of “Tsunami” in every few years which impacts employees and companies. In 2022-23, it is...
Companies have to focus on performance and productivity when they deal with talent crisis. This means, they will have to deploy great rigour in identifying the critical talent that they want to retain.
Addressing the current talent crises by taking into considerations only the tangible or financial rewards, may not yield results which can be sustained in longer terms. It has to be a mix of quantitative and qualitative.
The competitiveness among employers to offer the best compensation, benefits, work environment, established processes, ease of working, independence etc. has emerged due to the ongoing talent crisis as a result of high churn rate.
In the current context, it is not a normal churning of labour force. This is getting complicated due to newer dimensions of work, ways of working and expectations between the employer and employees.
Many times arrogance of successful employer brands also fail to identify the value of talent and disregard the need to connect with workforce and address their desires proactively resulting in huge unprecedented churning.