India Talent Survey Report 2012

July 2012
India talent survey

report 2012
Perspectives on young
talent in India
National talent survey report
Contents
1 Executive summary

3 Young talent and retention

8 How do views differ across generations and gender
across key talent issues?

17 Young talents reections on HR

22 What are the perspectives of employees who view
their organizations as World-Class in talent?

24 Spotlight:
Talent perspectives from knowledge and professional services industries

31 Conclusion

32 Annexure I

34 Annexure II
National talent survey report 1
1
Deloitte in this document refers to Deloitte Touche Tohmatsu India Private Limited.
Deloitte India herein refers to DTTL member rms in India
Talent is at the center of 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 distributed across the world,
it is critical to continually sharpen our understanding of
national, regional, and the global talent markets. This
report is part of a global longitudinal series initiated by
Deloitte in 2010 examining the perspectives of different
generations of talent and business, Human Resource (HR),
and talent leaders around the world. Our research over
the past three years has highlighted critical insights and
differences from 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 of talent: what is important in terms of
retention, corporate values, communications, leader-
ship and what do employees think of their HR and talent
functions. Throughout the report we aim to put the
survey results for talent in India in the broader context of
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 of companies associated with
AIMA and includes 2,122 responses. We hope the survey
and report contribute to deepening our collective under-
standing of the concerns of young talent in India. We
trust the report will be useful to business, HR and talent
leaders, students, academics, and government leaders and
managers.
Our report includes four major questions and categories
of ndings and concludes with a spotlight on the talent
trends prevailing in the knowledge and professional
services industry in India.
1. How are employee attitudes shifting and how
can employers capitalize on the changing mindsets
of their employees?
What does young talent in India think of the constantly
evolving job market? Are they planning to stay or go?
Is the trend similar across global regions, gender, and
generations?
Interestingly,
57% of the employees surveyed, in India, expect to
remain with their current employer, which is higher
than the global average, 34%, and APAC (Asia Pacific)
response, 40% from a similar survey in 2011.
Lack of compensation increase, lack of career options,
and new opportunities in market are the most cited
reasons for seeking out new employment
67% of the survey respondents identified salary/financial
benefits as a key determinant for their commitment
toward their job and employer -- cash appears to be a
major incentive and prerequisite for motivation.
2. How do employee perspectives vary across
generations and gender on key talent issues?
The current workforce in India is among the most diverse
that any business and organization leaders have ever led
and managed. This rich combination of Baby Boomers,
Generation X, and the Millennial Tiger Cubs (the Asia
Pacifc region often refers to this group as Tiger Cubs)
has their own set of perspectives, values, and expecta-
tions. What should business and HR leaders consider when
developing programs that will be tailored to suit the needs
of each group?
Additional compensation and Promotion/Job
advancement are the major motivators for surveyed
employees. Interestingly, these priorities vary as one
move across generation and gender.
Flexible work arrangements is identified as a consistent
expectation and need across generations and gender
as an important retention strategy and an incentive to
delay retirement.
Executive summary
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?
Among Indian respondents, 9% (about 1 out of 11) of
surveyed employees categorized their employers as world-
class in HR and talent. This compares to a global and
APAC response rate of 6% (about 1 in 16). Apparently,
being a world-class organization in HR and talent
efforts is a tough challenge with a lot of upside for many
employers.
Global employee respondents cite competitive
compensation and benefit packages (66%), flexible
work options (65%), effective management of a globally
diverse workforce (63%), retaining top performers
(57%), and developing leaders through internal and
external programs (54%) as the areas HR should focus
on.
APAC employee respondents emphasized competitive
compensation and benefit packages (75%), managing
globally diverse workforces (73%), remaining
transparent to employees in times of economic
uncertainty (71%), retaining top performers (71%),
and developing leaders through internal and external
programs (71%) as the top traits for a world-class HR.
For Indian surveyed employees leading HR and
talent concerns include managing a globally diverse
workforce (76%), providing flexible work options
(72%), inspiring trust/confidence in leadership (67%),
competitive compensation and benefit packages (66%),
and developing leaders through internal and external
programs (66%).
4. What difference does it make if your
organization is perceived by your employees as
being world-class in HR and talent?
One of the interesting results of the survey is the respon-
dents view that 9%, 1 out of 11, respondents character-
ized their companies as world-class in talent. Another
26%, 1 out of 4, described their companies as very good
at HR and talent. And more than 31%, 3 out of 30, assess
their HR and talent functions as fair or poor.Further
analysis shows that there are signicant differences among
the retention and engagement outlook for employees who
highly rate their HR and talent functions.
Employees with positive, i.e., world-class and very good--
views of HR and talent have much stronger views about
specic HR and talent programs and a generally positive
level of engagement and their future prospects with a
company. Specic key ndings from employees with very
positive views of corporate HR and talent include:
Report they are more likely to expect to stay with their
current employers
See their organization effectively communicating about
the companys strategy and direction
Are very positive about their companys performance
developing leaders through internal and external
programs
Have confidence in their leaders and see them as
inspiring trust
Rate their organization highest in terms of retaining top
performers
Apparently, employee perceptions of HR and talent quality
matter and have an impact on critical retention engage-
ment and development issues.
With the rapid evolution of global and integrated national
talent markets, understanding employee perspectives,
beginning with why employees are thinking of 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 from one company to another. Interestingly, our
survey reports that 57% of the respondents expect to stay
with their current employers in the Indian market. This
contrasts with the global and APAC markets where only
34% and 40% of the respective respondents expect to
continue with their existing employers.
Young talent and retention:
How can employers capitalize on the
changing mindsets of their employees?
Among the total employees surveyed in
India, 57% expect to remain with their
current employers in the coming year.
This trend of loyalty towards their existing employer is observed across generations, genders, and industries (IT/ITES,
knowledge services, energy/utilities, technology/media /telecom, and other industries) surveyed in the Indian market.
Global
34%
I expect to stay with
my current employer
Employees who have
been/plan to/currently
looking for new
employment
66%
APAC
40%
my current employer
Employees who have
looking for new
employment
60%
India
57%
my current employer
Employees who have
looking for new
employment
43%
Percentage of employees looking for new job opportunities (2011 and early 2012)
Dig Deeper: Women employees express a somewhat
stronger desire to stay with their current employers.
Survey ndings 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 understand
the motivations and expectations for women and men
relative to their retention concerns.
The remaining percentage of employees is either actively
or passively pursuing new employment opportunities. The
reasons are not very different for global, APAC, and India
markets. The top three reasons that inuence employees
to look for other employment avenues in India are - lack
of compensation increase (54%), lack of career options
(52%), and new opportunities in market (34%). In
addition to these, the Global work force identied lack
of job security and lack of trust in leadership as the other
key reasons for leaving the current employer. In APAC,
however, one of the major reasons cited by the respon-
dents is excessive work load.
In India, different age groups surveyed reected different
preferences specically in relation to compensation
increases. For the workforce less than 30 years of age,
lack of compensation increase is the rst reason for looking
for a new employment opportunity. However, for expe-
rienced employees, over 30 years of age, it is the lack of
career options within the organization that propels them to
look for other opportunities.
India
Lack of compensation
increase
Lack of career options
New opportunities
in market
Lack of challenge
in the job
Dissatisfaction with
supervisor or manager
54%
52%
34%
32%
19%
Global
Lack of trust
in leadership
Lack of career options 28%
24%
24%
24%
22%
19%
Lack of job security
New opportunities
in market
Dissatisfaction
with supervisor
increase
Reasons for job search across regions
The challenge for business and HR leaders is to understand
these generational perspectives and target strategies to
enhance compensation and provide wider career options
for its employees at different stages of their careers as a
key step to handle attrition.
In the Global and APAC market surveys, retention strategies
employees expect their employers to adopt are Promotion/
Job advancement (53% and 47%, respectively),
Additional compensation (39% and 47%, respectively),
and Additional bonuses or fnancial incentives (34% and
32%, respectively). The expectation of the Indian work
force, in addition to Promotion/Job advancement (57%)
and Additional compensation (53%), is the Opportunity
to work abroad (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
nancial incentive
Additional benets (i.e.,
health and pensions)
Support and recognition from
supervisors or managers
APAC
47%
32%
28%
20%
20%
Promotion/Job Advancement;
Additional bonuses or
nancial incentive
Additional benets
(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 preferences-- across regions
Preferences for seeking new employment among different generations of workers in India
In addition to the perceived nancial rewards, the other
reason for wanting to work abroad could be the appeal of
gaining global professional experience and exposure.
Another dimension for Business and HR leaders to gauge
the employees mindset is to understand their career and
retirement plans and devise incentives to engage them.
Compared to the Global workforce, where 33% of the
respondents are targeting a retirement age between 61-65
years of age, 36% of APAC and 27% of Indian respondents
would like to retire between 56-60 years of age. Indian
employees apparently would like to retire at younger
average ages than their regional and global counterparts
with 41% expressing a target retirement age of 55 or
youngera substantially higher percentage than the APAC
region, at 28%, and globally at 15%.
The top retention strategies of the
Indian work force are Promotion/
Job advancement (57%),
Additional compensation (53%),
and the Opportunity to work
abroad (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
Some of the incentives that HR can deploy to bring the
retirement age of Indian workforce at par with the Global
workforce could be
More fexible working arrangements, as cited by 44% of
the respondents
Additional compensation highlighted as the reason by
36% of employees surveyed
The other key incentives noted that can contribute to the
cause include additional monetary benets, recognition,
and greater emphasis on integrating family, community,
and work commitments. The changing nature of opera-
tions world-wide can present better choices and style of
working to employees, and perhaps motivate them to stay
longer.
Show me the money!
With 67% of the survey respondents identifying salary/
nancial benets as the key determinant for their commit-
ment toward their employer, the HR must focus on this
factor seriously. In the Indian market, the reward strategies
can vary signicantly based on industry and the experience
of its employees. A competitive compensation is no longer
perceived as a motivation factor, but a necessity. With that
in mind, we should consider national, regional, and global
trends, which highlight the increasing importance and
balance of nancial AND nonnancial rewards.
A cash incentive may not
be the primary motivation
for employees staying or
going, but our survey
suggests that it remains
one of the fundamental
retention techniques for
HR leaders.
How do views differ across generations
and gender across key talent issues?
The 21st century workforce is the most diverse that
India, and the world, has ever seen, including the span
of generations: Baby Boomers, Generation X, and the
Millennial. Each generation brings with them varying
values and expectations. Top of mind issue for business
and HR leaders should be the evolving perspectives of
these different generations of diverse employees.
Survey ndings suggest that women expressed a higher
interest in continuing with their current employer (62%
of women vs. 54% of men surveyed). However, when we
look at employee dynamics across generations, we realize
that it remains more or less constant across generations.
(58% of Less than 25 age group want to remain loyal to
their current employer, while 57% of 25-30 Years, 56% of
30-35 Years, and 54% of More than 35 expressed their
commitment of staying).
Employment dynamics in the existing market across gender and generation
I expect to stay with my
current employer.
I am passively looking
(i.e., have posted my
resume on professional
sites and am open to
being called by.
I plan to begin looking for
new employment within
the next 12 months.
I am currently seeking
new employment.
I have been actively looking
for 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
Lack of compensation and lack of career options
are the top reasons that infuence Generation X
and Millennial employees to make a switch -
this dual focus on meaningful careers AND
compensation summarizes the top concerns of
Indias Tiger Cubs.
0%
10% 20% 30% 40% 50% 60%
I expect to stay with my
current employer.
I am passively looking (i.e., have posted
my resume on professional sites and am
open to being called by recruiters or
other companies for new opportunities).
I plan to begin looking for
new employment within
the next 12 months.
I am currently seeking
new employment.
I have been actively looking
for 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
Our survey notes that employees look for a job change due
to a combination of factors, including compensation and
career expectations. The top reasons cited by both men
and women are similar: 54% of men and 53% of women
identify Lack of compensation increase as the primary
reason; while for 54% of men and 49% of women, Lack
of career options is the second most important reason for
changing the job. New opportunities in the market takes
the third place with 34% of men and 33% of women
picking this as the cause in switching their loyalties.
Lack of compensation (56%) and lack of career options (
52%) stand out as the key reasons for making a switch for
Generation X and Millennial employees (those under 35).
However, for Baby boomers, it is Lack of career options
(53%) that tops the reasons for considering a job change.
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 other
nancial incentives
Lack of exible work arrangements
Reasons cited by men and women for leaving their current employer
Lack of
adequate
bonus or
other
nancial
incentives
Lack of
job security
Lack of
trust in
leadership
Dissatisfac-
tion with
supervisor
or manager
New
opportuni-
ties in
market
Lack of
challenge
in the job
Lack of
compensa-
tion
increases
Lack of
career
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 for changing a job
While competitive compensation is a baseline retention
lever for 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 of challenge on the job, dissatisfaction with
managers, lack of adequate nancial incentives, and
lack of exible 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 factors noted
by the respondents across generations and gender are -
Promotion/Job advancement, Additional compensation,
Opportunity to work abroad, New training programs, and
Flexible work arrangements.
Additional compensation and Promotion/Job advance-
ment are the major strategies that HR may use to retain
their talent. However, as one moves across generations
Promotion/Job advancement is prioritized over Additional
Compensation. As per our survey, for workforce less than
25 years of age, 56% identify Additional compensation
as a key retention strategy. However, employees over 25
years of age recognize Promotion/Job advancement as
the crucial factor in this case. Accordingly, HR needs to
develop strategies that provide an optimum combination
of compensation and promotion tailored specically for
Baby Boomers, Generation X, and the Millennial.
One other interesting trend observed is the need for
developing New training programs to retain experienced
employees, especially Baby boomers (42%). While for
Millennial (50%) and Generation X (50%) employees,
providing Opportunities to work abroad is an important
factor.
Flexible work arrangements is noted to be a consistent
expectation across generations of employees surveyed.
The gender preferences show a similar pattern for the top
ve retention strategies. One key observation noted for
women professionals (38%) is the expectation of Flexible
work arrangements.
Interestingly, Flexible work
arrangements is identifed as a need
consistently across generations and
gender as an important retention strategy
and 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 Additional compensation
New training programs Flexible work arrangements
Views of different Generations on effective retention strategies
Views on retention strategies Men vs. women
0%
10%
20%
30%
40%
50%
60%
Additional
bonuses or
nanacial
incentives
Individual-
ized career
planning
(within your
company)
Flexible
work
arrange-
ments
New training
programs
Opportunity
to work
abroad
Additional
compensa-
tion
Promotion/
Job
advance-
ment
20% 21%
25% 25%
38%
27%
39%
35%
40%
49%
51%
54%
57%
56%
Women Men
Millennial Tiger Cubs distinguish
themselves from other generations by
identifying a fun working environment
as a key consideration for the overall
employee experience and brand
Reasons cited by Millennial Tiger Cubs for 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.
In addition to money, for Millennial Tiger Cubs, the
reasons that drive its decisions to continue with its existing
employer comprise majorly of opportunities to work
abroad (50%) to fexible working arrangements (41%) and
easier work load (36%). One distinguishing component
identifed only by this group (47%) is the need for a fun
working environment.
Retirement
Flexible work arrangements is identifed by Baby
Boomers, Generation X and Millennial employees as a key
component that can delay the plan to retire for both men
and women. Both women (51%) and men (40%) identifed
fexible work arrangements as a key determinant to delay
their retirement.
Flexible work arrangements allow the employees to
choose a work schedules that is in line with their personal
or family needs. These arrangements may include exible
time period or compressed work weeks or telecommuting.
Some of the other reasons identied were easier work
load, additional compensation, ability to integrate family,
community, and work commitments, and opportunity to
change elds. Most of these t in well into the require-
ments of 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
Gender preferences on incentives that can delay retirement
Generation preferences on incentives that can delay retirement
Opportunity to
change
elds/learn a new
eld
An ability to
integrate family,
community, and
work commit-
ments
Additional
compensation
An easier
workload
Flexible work
arrangements
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 elds/
learn a new eld
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
In considering strategies to keep employees engaged,
organizations should consider innovative strategies that
can help employees address the requirements of family,
health, and community needs to be able to work longer
and delay their retirement.
Employer commitment to employees
One set of survey questions was intended to assess how
employees value the range of employer efforts to show
employee commitment and the overall employee experi-
ence. The survey examines a range of options, including
core programs and commitments such as salary/fnancial
benefts, corporate responsibility/voluntarism, diversity
and inclusion, work-life balance/fexibility programs,
opportunities to work abroad, opportunity for growth
and development, and creating a fun work environment.
For employees across generations and gender, the
responses echoed similar sentiments. They felt that Salary/
Financial Benefts (67%), Work-life balance/fexibility
programs (70%), and Opportunity for growth and devel-
opment (76%) have signifcantly improved within their
organizations (while the other areas showed an overall
improvement). This highlights that organizations today are
investing in strategies related to compensation, exibility,
and developing growth opportunities for their employees
in an effort to retain and develop their talent.
Young talents refections on HR: Are
HR talent programs effective? What do
employees think about them?
If we were evaluating a companys product design, manu-
facturing, distribution, marketing, and sales, we would
likely (!)start with talking with and understanding
a companys customers. So in understanding how to
improve the contribution and effectiveness of HR and
talent programs, we should focus on the perspectives of
a companys employees. Specially, given the constant
talk about the importance of people to our businesses, in
India and around the world, what can we learn from the
perceptions of our employees regarding the quality and
effectiveness of business HR and talent programs?
In summary, the view of employees, in India, the Asia
Pacic region, and globally suggest that there is signicant
opportunity for HR and talent programs to improve their
effectiveness in the eyes of 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 of employees who vary across
gender and generations. Not surprisingly, being a world-
class organization in HR and talent efforts is a tough
task. Our survey corroborates this as only 6% of Global
and APAC employees (1 out of 16) and 9% of Indian
employees (1 out of 11) who participated in the survey
described the talent and HR programs at their companies
as world-class. In other words, 9% of Indian employees
would give their HR and talent teams an A grade on their
performance and effectiveness compared to only 6% who
earn an A grade globally and regionally.
The good news is that companies are at least meeting
expectations of their employees as a majority of their
responses are Good and Very Good in comparison to
Fair and Poor for India and APAC. Among the Indian
respondents, a margin of more than 2:1 (69% to 31%)
employees rated their companies talent programs as
world-class or very good or good than fair or
poor. APAC employees had a higher satisfaction index
with 73% of their employees rating their companys HR
efforts world- class, very good, or good, and the
remaining 27% scored fair or poor producing a ratio
of 3:1. The concern seems to be at a global level where
the ratio is 4:3 (56% to 43%), more or less equal on both
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.
If we delve deeper into what employees think about critical
HR and talent activities, the story is more interesting.
One of the major activities that emerge from the survey
is Effective Communication with your employees. This
coupled with some innovative talent programs appear to
be a critical component of effective HR and talent strategy.
Let us see in the next few pages what can make organiza-
tions world-class.
Communicating effectively is a critical expectation for
high-performing HR and talent teams. Interestingly, this
is an area where Indian respondents evaluated their HR
performance as below the regional assessment. Only
52% of Indian respondents said HR did an effective job
communicating the companys strategy and direction
compared against 80% across the Asia Pacifc region and
57% globally. This single parameter takes up the APAC
percentage higher and stands out as an important area
that the Indian organizations must address.
According to the survey, the top ve talent programs
identied by employees were different (i.e., they varied
across India, the Asia Pacic region, and globally. Global
employees have a fair mix of opinions when scoring
their companys HR performance between world-class/
very good/good to fair/poor. Providing competitive
compensation and benet packages is the front-runner
(66% world-class/very good/good to 34% fair/poor) as
the key talent program followed closely by HR programs
like providing fexible work options (65% world-class/
very good/good to 34% fair/poor), managing a globally
diverse workforce (63% world-class/very good/good to
30% fair/poor), retaining top performers (57% world-
class/very good/good to 41% fair/poor), and developing
leaders through internal and external programs (54%
world-class/very good/good to 45% fair/poor).
Global and regional comparison of employee assessment on company's overall HR/talent efforts
Assessment: Does HR effectively 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
Talent programs that make a difference to Global employees
Talent programs that make a difference to APAC employees
The APAC region tells a different story. The surveyed
employees appear to be satisfed with their employers HR
efforts and performance. Similar to the global preferences
on talent programs, providing competitive compensa-
tion and benet packages stays on the top here as well.
However, the overall percentage varies - 75% world-
class/very good/good to 25% fair/poor against the
66% global world-class/very good/good. The other HR
programs identied include managing a globally diverse
workforce (73% world-class/very good/good to 25%
fair/poor), remaining transparent to employees in times
of economic uncertainty (71% world-class/very good/
good to 26% fair/poor), retaining top performers (71%
world-class/very good/good to 28% fair/poor), and
developing leaders through internal and external programs
(71% world-class/very good/good to 29% fair/poor).
The story is again different in India. Providing competi-
tive compensation and benet packages slides down to
number 4 as against the top talent program in APAC and
Global scenarios. Only 66% of the world-class respondents
felt that this was important. The top reason in the Indian
context is Managing a globally diverse workforce (76%
world-class/very good/good to 20% fair/poor). This
talent program was number 2 in the APAC and number
3 in the global ranking. This was followed closely by
Providing fexible work options(72% world-class/very
good/good to 28% fair/poor) and Inspiring trust/conf-
dence in leadership (67% world-class/very good/good to
30% fair/poor). Developing leaders through internal and
external programs (66% world-class/very good/good to
30% fair/poor) was last of the top fve talent programs.
Providing competetive compen-
sation and benet packages
Providing exible 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 benet packages
Managing a globally
diverse workforce
Remaining transparent to employees
in times of economic uncertainty
Retaining top performers
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%
Clearly, employees working in the Indian subcontinent
have different reasons to score their employers high on the
HR performance as compared to Global and APAC regions.
Let us take a closer look at each of the ve key compo-
nents that employees want their HR teams to focus on:
Managing a globally diverse workforce: In the
era of globalization, companies are expanding into
new markets across continents. As such, managing a
globally diverse workforce has become the top priority
for talent managers within the organizations. With only
14% of respondents from India acknowledging their
HR efforts in managing a global work culture as world-
class, its time for HR to focus in this area.
Providing flexible work options: This is one area
that is consistently cited as an effective retention
strategy across generations and gender in India. With
changing business and technology dynamics, flexible
work options allow employees to choose a work
schedule per their convenience especially for the tech-
savvy millennial. No wonder it is one of the major
parameters through which employees rate their HR, but
as per our survey, only 15% of the respondents rated
their HR efforts as world-class in this arena. Clearly,
considerable work remains to be done by the Indian
firms and HR leaders to develop programs that enable
employees exercise flexible work options without
affecting business. In addition, this change will require
a change in the mindset for the organization and its
employees.
Inspiring trust/confidence in leadership: Leadership
is one of the major aspects that employees today rank
as an important business and priority. A core, effective
leadership team that inspires trust and confidence can
be the most reassuring aspect of an organization in
volatile times such as these. Keeping employees updated
about company strategy and plans through regular and
effective communication is one of the many tools to
maintain, build, and inspire the trust of leaders. Open
forums, access to leadership, and transparency are areas
where Indian leaders can improve their efforts. Only 8%
of the employees surveyed believed that their HR and
business leaders are world-class in this traitinspiring
trust in leadership-- indicating that the HR in India may
have a long way to go.
Providing competitive compensation and benefit
packages: According to our survey, we have noticed
two key strategies for this characteristic based on
generation and job levels in the organization. The
strategy for entry-level professionals and Generation
X should be a combination of market-competitive
cash compensation and investment in skill and career
building. However, for the executive level or baby
boomers, the focus is likely to be on promotion and
career growth along with competitive compensation.
Merely, 6% of the respondents from India rated their
HR as world-class when asked about competitive
compensation and benefit packages.
Talent programs that make a difference to India employees
Managing a globally diverse workforce
Inspiring trust/condence
in leadership
Providing exible work options
Providing competitive compensation
and benet package
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%
Developing leaders through internal and external
programs: Emphasis on developing the next generation
of corporate leaders is a recurring theme across
generation and genders. HR should channelize its efforts
to identify and develop new leaders by creating effective
succession plans and related training programs. It should
not only be able to retain existing leaders, but constantly
keep an eye on the leadership pipeline to make sure that
there are no shortages of leaders when the company is
heading for a crunch time. With only 8% of surveyed
employees indicating their HR as world-class in this
area, organizations have a long way to go.
HR should consider the changing generational diversity
and wants and needs of different segments when devising
talent programs. These talent programs are in addition to
the organization being transparent and ensure effective
communication about companys strategy and direction.
Overall, employees who enjoy world-class or very good
or good talent programs appear more satisfed with
their jobs and the development of their careers than their
organizations with poor HR programs. Crafting talent
programs keeping the above trends in mind will assist the
HR to attain world-class status and help the companies
realize signicant benets in the long run.
What are the perspectives of employees
who view their organizations as World-
Class in talent?
One of the interesting results of the survey is the respon-
dents view that 9%, 1 out of 11, respondents character-
ized their companies as world-class in talent. Another
26%, 1 out of 4, respondents described their companies as
very good at HR and talent, and more than 3 out of 30
(31%) respondents assess their HR and talent functions as
fair or poor.
In this section of the report, we take a look at what
appears to matter most to employees who assess their
companies as world-class or very good in talent and
HR. Similar to global and regional trends, we have found
that employees, who assess their HR and talent functions
as high performing, are more likely to plan to stay at their
companies, are more likely to be focused 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 effective,
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
of HR and talent:
report they are more likely to expect to stay with
their current employers:
Employees who describe their HR functions as world-class
or very good report they expect to stay with their current
employers: World-class, 75%, and very good, 71%. In
contrast, respondents who described their employers as
fair or poor in HR were less likely to expect to stay with
their current employers. Of those rating HR as fair, 44%
expect to stay with their current employer and of those
who rate HR as poor, only 25% expect to stay.
...see their organization effectively communicating about
the companys strategy and direction
Surveyed employees who assessed their HR teams as
world-class or very good also see their organizations
effectively communicating the companys strategy and
direction: 85% (world-class) and 72% (very good) gave
good marks to communications effectiveness compared to
30% (fair) and 9% (poor).
are looking forward to career mobility and
international assignments
Respondents with high regard for HR and talent are
likely to have more positive views of career mobility and
international assignment prospects: A substantial 61%
of those describing their HR as world-class see excellent
and very good prospects for career mobility and 36% of
those rating HR very good are very positive about their
career mobility. In contrast, only 15% (fair) and 7% (poor)
of respondents with low regard for 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 of their company's HR and Talent activities?
see their companies remaining transparent to
employees in times of economic uncertainty
Employees with high regard for their HR function are
more likely to see their companies as straight talkers and
remaining transparent in times of uncertainty. 63% of
respondents who describe their HR teams are world-class
also assess the transparency of their leaders as excellent
or very good; and 44% of those who assess HR as very
good also see their leaders as very strong in transparency.
This is in contrast to those at who assess HR as fair or
poor where only 10% and 6%, respectively, report their
companies doing an excellent or very good job in terms of
transparency.
are very positive about their companys performance
developing leaders through internal and external
programs
Surveyed employees who give HR the highest marks are
much more positive about their companys leadership
development efforts. 74% of respondents who rate HR
high overall give excellent and very good marks to HRs
leadership development efforts and 56% of respondents
who assess HR as very good overall assess their companys
leadership development in the top two categories. On the
other hand, only 12% and 9% of those rating HR as fair
and poor give high marks to their companys leadership
programs.
have condence 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
inspiring trust. 80% of those who see HR as excellent or
very good give the highest marks for condence in leader-
ship and their ability to inspire trust and 55% of those with
a very good view of HR/talent rate their leaders highly in
terms of condence in their leaders and their inspiration.
On the other side, only 14% of those with fair views of HR
and talent and only 10% of those with poor views of HR
have very positive views in terms of condence or inspira-
tion from their leaders.
see their organizations as very effective in managing
a globally diverse workforce
Employees with strong views on the effectiveness of HR
and talent are much more positive about their companys
ability to effectively manage a globally diverse workforce.
A very substantial 87% of those who see HR and talent
as excellent or very good give the highest marks to their
companys ability to manage a globally diverse workforce.
63% of those with a very good view of HR see these
abilities to manage globally diverse workforces in this
positive light. In contrast, only 25% of those with a fair
view of HR see their companies as excellent or very good in
this category with only 17% who assess HR as poor giving
strong marks to their company in terms of managing a
globally diverse workforce.
and nally, they rate their organization highest in
terms of retaining top performers.
Survey respondents who rate HR as very good to great
also have the strong views of their organizations abilities
to retain top performers. 65% of those with the strongest
view of HRs overall effectiveness had excellent or very
good assessments of their companys ability to retain top
performers; 51% of surveyed employees with a very good
view of HR had an excellent or very good view of their
companys ability to retain top performers. On the other
side, only 12% of employees surveyed with a fair view of
HR in their companies see them as strong in retaining top
performers and only 7% of those with a poor assessment
of their companys HR/talent efforts rate their companys
ability to retain top employees in the top categories.
In summary, employees with the strongest and most
positive assessment of their companys HR efforts, 37% of
the respondents, have overwhelming positive views of their
job and retention prospects, leadership opportunities, and
the most positive views of their companys communication
efforts and their leaders overall. What employees think of
their companys HR efforts may translate into more loyalty,
satisfaction, and likelihood to stay and grow with their
companies.
Spotlight: Talent perspectives from
employees in the knowledge and
professional services industries
The Knowledge and professionals services (KPS) industry is
the growth engine of Indian economy. Over the past few
years, in addition to KPS, IT/ITES has also crossed signif-
cant milestones in terms of revenue, employment genera-
tion, and value creation in the country. In our spotlight
section, we are focusing on the concerns expressed by the
young talent in India within these two important indus-
tries. 55% of responses are from KPS, while 23% came
from IT/ITES; the results can provide a productive insight
into to the perspectives of young talent in India. Remaining
22% of responses are from the industries, including
energy/utilities, technology/media/telecom, consumer and
industrial products, life sciences, manufacturing, nancial
services, and others.
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. After all, employees are the key contributors to the
success of any organization. Organizations should continue
to innovate and develop talent programs that help in
attracting 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 facilitate growth to build a world-
class culture one of the most effective retention tools.
One observation from the survey is that employees in
these knowledge-intensive industries, irrespective of their
sectors, have not been with their organizations for very
long. According to the survey, in these sectors, less than
20% of surveyed employees have been employed for fve
or more years. 63% of employees within the KPS fall in the
category of being employed with their current employers
for less than two years. For IT/ITES, it is 60% and for other
industries, it is 57%, displaying a similar trend. Among
the universe of surveyed employees in these sectors, the
tenure is generally quite low.
Knowledge
services
IT/ITES Others
55%
23%
22%
Respondents across industries
When surveyed on the reasons for a job change, the
employees noted similar rationales across industries. The
top three reasons identied by the employees from the
KPS industry that lead them to look for other job opportu-
nities are lack of compensation increase (54%), lack of
career options (53%), and new opportunities in market
(34%). IT/ITES follows this trend closely with a 57% citing
lack of compensation increase, and 52% identifying lack
of career opportunities. The other industries more or less
weigh in the same bracket as far as reasons for attrition
are concerned.
<2 years
3-5 years
> 5 years
63%
60%
57%
23%
26%
24%
14%
14%
19%
Knowledge and professional services
IT/ITES
Others
increases
New opportunities in
market
Lack of challenge in the
job
Dissatisfaction with supervisor
or manager
Lack of adequate bonus or
other nancial incentives
57%
54%
51%
53%
52%
50%
34%
30%
31%
32%
31%
32%
19%
19%
19%
18%
19%
16%
Knowledge and
professional services
IT/ITES
Other
Tenure metrics across industries
Reason for attrition across industries
Percentage of employees looking for a job change
While respondents have similar views on what would
entice them to leave, most of the surveyed employees in
the knowledge-intensive industries expect to stay with
their current employers;
56% from KPS, 60% from IT/ITES, and 57% from the other
industries. Given the opportunity, surveyed employees
expressed their willingness to stay with their employer. This
is a very interesting nd given that the tenure of employees
in these industries is quite low. The attrition that the KPS
and IT/ITES industries are facing can be addressed since
the employees want to stay longer. There is a signicant
work that needs to go in from 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 on
websites/updated my resume on professional sites,
open for new opportunities.
I have been actively looking for new employment
during the past 12 months.
I am currently seeking new employment.
For the remaining percentage of respondents actively/
passively looking for new employment opportunities,
what retention strategies can be put to action to make
the employees stay. The survey identifed Promotion/
Job advancement as a key motivator for employees to
continue with their current organizations. 59% of KPS
respondents and 54% of other industries identifed this as
the top reason that can make them stay longer.
Money is important and lack of additional compensation
has been cited as a top reason to consider leaving an
organization for 55% of IT/ITES employees. Additional
compensation was a close second reason for 54% respon-
dents from KPS industry and 49% in the other indus-
tries. Increasing prices and rising ination in the Indian
marketplace does make it important that employees revise
compensation to take account of these critical in these
macroeconomic pressures.
Given the global nature of business and careers, there
also is a desire among employees to have access to global
exposure professionally. Opportunity to work abroad is
another major aspect recognized by 45% of KPS, 47% of
IT/ITES, and 48% of other industry respondents that can
inuence them to stay with the company. New training
programs, exible work arrangements, and individualized
career planning are additional reasons that HR can include
while planning its retention strategy.
Effectiveness 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 and
professional services
IT/ITES
Other
The global economic slowdown, layoffs, and uncertainty
have loomed large around the world in the last year.
Effective communication and transparency from leadership
on what is happening are particularly important tools that
can result in assuaging fears of employees and encour-
aging them to stay with the organization. 51% of the
respondents from KPS industry, 55% of IT/ITES and 52% of
the other industries feel that their HR follows an effective
communication strategy. The survey result also suggests
that HR and talent managers should nd effective ways
in communicating such matters to all the levels down the
organization. The overall efforts of HR/talent managers are
appreciated by the employees from across all the industry
sectors, particularly in manufacturing, nancial services,
and other industry sectors.
While a relatively small percentage of employees rate their
organizations HR effort as World-class, the knowledge-
intensive industries are at or above the average: 9% of
KPS, 11% of IT/ITES, and 6% from the other industries.
There is scope for improvement in the HR efforts, and as
highlighted in the last section, there appears to be strong
benets for retention and satisfaction among employees
with generally positive views of their companys HR and
talent efforts.
Communication effectiveness of HR as perceived by employees
Employee ratings on HR efforts 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
On the retirement front, employees from across industries
expect to retire between 56-60 years of age. However,
with evolving talent needs, retaining experienced
employees for longer duration as subject matter experts
or as a repertoire of 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
When asked about the criterion/incentives employees
would consider to delay their decision of retirement, there
is a clear trend. What are the factors that might induce
employees to delay their retirement age? Flexible work
arrangements emerges as the leading response with
43% of KPS industry respondents, 45% of IT/ITES respon-
dents, and 44% of other industry respondents, identifying
it as the top reason. Additional compensation, easier
workload, ability to integrate family, community and work
commitments, and an opportunity to change eld are the
other reasons that can act as incentives for employees to
consider delaying their retirement.
Operating in fexible work arrangements is identifed
as a growing and popular expectation for the workforce.
Keeping in mind that most of the people in the KPS and IT/
ITES industry work in shifts and do not get some festivals
as a holiday, due to the nature of the business, this is an
important point to consider for HR Leaders. Alternate
arrangements that allow employees choose a work
schedule that is in line with their personal/family needs
and holidays that can be planned and communicated will
enhance employees satisfaction index. Flexible arrange-
ments may include exible time period or compressed work
weeks, compensatory offs, or telecommuting. This is an
important current and future area of focus for HR in these
high-growth, high-attrition, and tight labor supply sectors.
Incentives that can delay retirement across industries
An easier workload
Opportunity to change
elds/learn a new eld
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
Conclusion
Deloitte and AIMA are pleased to present this inaugural
India Talent Survey. In this report, we have presented four
important themes based on the survey and our analysis,
which, we trust, provide a starting point and valuable
input for business and HR and talent leaders, universities,
and policies makers to enhance their understanding of the
evolving expectations of the Tiger Cubs and young talent
in India.
The four themes covered in this report provide an
useful foundation for future efforts of 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 of employers improving their under-
standing of the evolving mindsets of employees in India,
the region, and around the world.
Second is honing our understanding of the evolving views
across generations and gender on key talent issues.
Third is understanding how employees perceived the effec-
tiveness and activities of their HR and talent teams.
Fourth is considering what matters most and the perspec-
tives of employees who see their HR teams as world-class
and why this appears to matter and translate into higher
satisfaction, loyalty, and retention.
In an age characterized by a talent paradox, where
companies 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 of
workers, it is becoming more important to improve our
understanding of 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.
Annexure I
Deloitte in conjunction with AIMA conducted the National
Talent Management Survey to assess the requirements of
employees across India. The goal was to provide useful
quantitative information and analysis to help companies
and professionals 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 faced by both the employees and employers across
the nation.
To gauge the Perspectives of young talent in India, an
online survey was conducted in the month of January
through early February 2012. We received an over-
whelming response from 2122 employees working
in various companies spread across industries led by
knowledge services (55%), followed by IT/ITES (23%),
energy and utilities (9%), technology/media/telecom (5%),
and others (8%).
The survey participants were drawn from each generational
group that included 66% Millennial (age: less than 30),
29% Generation X (age: 30-40), and 5% Baby Boomers
(age: 40+). Approximately, three quarters of survey partici-
pants were men (69%) and 31% were women.
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
The survey was designed to provide a barometer of
how organizations are adapting and shaping their talent
strategy in the light of 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 future business objec-
tives. What makes this survey unique is that it allowed
participants to rate the ongoing HR efforts in their organi-
zations. Additionally, it gave an opportunity to the respon-
dents for sharing their thoughts on effective retention
strategy, compensation, retirement plans, and the kind of
work that keeps todays workforce engaged.
The survey was an effort to understand how working
professionals today think and react that will ultimately help
the HR leaders in gaining an insight into designing tomor-
rows work environment.
Annexure II
Reference material
Talent Edge 2020: Redrafting talent strategies for the uneven recovery
Emerging Markets: The Front Line for Growth and Talent
Talent Edge 2020: Blueprints for the New Normal
IT and knowledge-based professional services Reshaping the organizations of tomorrow
Authors
Jeff Schwartz
Senior Director, Human Capital, Delhi
Global Leader, Human Capital Marketing,
Eminence, and Brand
Deloitte Consulting India Private Limited
Email: jeffschwartz@deloitte.com
Pooja Bajpai
Manager, Human Capital, Delhi
Email: pbajpai@deloitte.com
Contributors
Akshita Dhawan
Samarth Sharma
Piyush Sharma
Deepthi Siripurapu
Deloitte Support Services India Private Limited
Sambrita Mondal
Mazhar Siddiqui
Authors and Contributors
A special Thank you to the Sales, Marketing and Business Development (SM&BD) and the Deloitte Creative Services (DCS)
team, who played a key role in developing the nal presentation of this report, its layout and design.
Most importantly, thanks to our colleagues from Deloitte India and All India Management Association (AIMA) for their
support in conducting the survey and getting us valuable inputs from an overwhelming 2000+ respondents. This report
would not have been possible without the tremendous support we received from all of you.
Roopen Roy
Senior Director, Consulting
Deloitte Touch Tohmatsu India Private Limited
Email: roopenroy@deloitte.com
P. Thiruvengadam
Senior Director, Human Capital, Consulting
Email: pthiruvengadam@deloitte.com
Dr. Vishalli Dongrie
Senior Director, Human Capital, Consulting
Email: vdongrie@deloitte.com
Sucheta Hota
Director, Human Capital, Consulting
Email: suhota@deloitte.com
Shivram Sethuraman
Director, Human Capital, Consulting
Email: shsethuraman@deloitte.com
Contacts
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India Talent Survey Report 2012

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India Talent Survey Report 2012

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July 2012

India talent survey

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