The Accenture India Talent Supply Mapping study— leveraging talent potential to drive high performance

postgraduate institutes offering degrees in computer applications. India’s above 8 percent rate of growth has meant rapid job creation across a wide range of industry sectors and this has strained the talent pipeline as there are now more jobs in India than people to fill them. Thus. gas and water sectors) • Investment-related (including registered manufactur2 ing expenditures. The index thus helps to provide a topdown view of talent supply availability and quality across the states of India. diamond cutters and polishers based in Surat. leadership and workforce. agriculture and IT colleges. technical and architectural colleges. It is thus no surprise that India has long generated keen interest among business leaders across the world. they have realized that the talent pools across countries have a different set of competencies and are at different stages of maturity. in its research “The Rise of the Multi-Polar World. This ratio is indicative of the employability potential of a state. number of law. Gujarat. the country is expected to represent 17 percent of the world’s working-age population (of adults aged between 15-59 years). Talent is a critical source of competitive advantage for today’s high-performance businesses as demonstrated by the findings of Accenture’s ongoing High Performance Business research. product development and research and development—feeding the demand requirements of today’s large organizations that follow global sourcing models. trade. It is progressing beyond establishing its credentials as a low-cost. other skill pools are also much in demand. This spiraling demand has an impact on the talent supply dynamics in the Indian market leading to high attrition and an increase in wage levels—for instance. the lack of experienced professionals in business process outsourcing and information technology has led to high attrition rates (19 percent in 2007 ) Talent Supply Index The talent supply index is a compound measure made up of 14 underlying parameters that affect the Gross Enrollment Ratio of a state. total enrollments at school level. number of arts. While India’s outsourcing industry and technology workers have drawn the most attention. while at one end of the skill continuum. percentage of universities and business schools in national rankings. and ratio of finance to total foreign direct investment projects) • Education-related (including teacher-pupil ratio in higher education. as identified in the study. number of institutions deemed to be universities. Accenture has chronicled this change in global economic power and its concomitant implications. we find Indian doctors and health workers in demand to fill roles in the United Kingdom’s National Health Service. number of teacher-training schools. The parameters considered include: • Labor-related (including labor productivity of public administration. Change in Population 2007-2020 (Forecasted) Source: ILO 200 Working Age Population (million) Economically Active Population (million) 150 100 50 0 Brazil -50 3 China India Japan Russia US . One of the building blocks of high performance—performance anatomy— relies heavily on the quality of talent that an organization has to develop an appropriate culture. As organizations try and tap into these resources. number of engineering. at the other. employment growth in electricity. construction high-quality talent base and is now increasingly regarded as a location for innovation. science and commerce colleges.) Figure 1. represent the largest base of diamond processing skills in the world. investment and consumption. India has one of the world’s largest and youngest populations—by 2020. Europe and Japan and the developing economies as they contribute to an everincreasing share of the world’s output. It is estimated that approximately 97 percent of the 438 million people who will join the global workforce by 2050 will be from developing countries. medium. labor productivity of other services. is the talent imperative.” A key dimension of this new global order. with needs being met along different stages of the skill continuum.The Accenture India Talent Supply Mapping survey-An executive preview Global economic power today is dispersed between the traditional power centers of the United States. management. Winning talent has become a significant factor to achieving high performance in the face of shrinking labor forces in developed economies and access to large talent pools in the emerging economies.

9 Mediaworx. economic investments made and enrolment in higher education. To this end. With one of the youngest populations in the world. the talent supply index. If corporations get involved early on in the talent creation process—not only does this help them to serve their business needs. it is becoming increasingly important that businesses have a good understanding of talent supply—what Accenture calls talent supply mapping—and that they closely tie their talent planning. To assist corporations and policymakers alike in such an initiative. growth in population also tends to slow down with further industrialization and urbanization of populations brought about by increasing development and sophistication of the economy. which captures the detailed findings of this survey. Accenture has undertaken a multidimensional mapping of the talent potential and talent availability situation within India over a 20-year horizon. in association with its research partner 9. Continued economic growth can be sustained with growth in the working age population assuming that there are continued investments in education and skill building. the supply drivers and finally. But the lack of uniformity in the demographic stages of different states actually offers a window of opportunity—states with population surpluses should find ways to turn them into assets. while simultaneously assessing the demand-side scenario through a sectoral growth pattern study. India has time and youth on its side. Accenture’s deep and broad experience across industry sectors uniquely qualifies it to do so. it gives them a far greater control over their talent acquisition strategy. The three aspects that it covers are the demand drivers. Given this context. population has traditionally been perceived to be a burden. However. In India. The parameters can be grouped under the heads of labor-related. and can be done from a company-specific. This executive preview is a precursor to the comprehensive report prepared by Accenture. educationrelated and investment-related and includes critical variables like per capita income. ranging from 2006 to 2026. Accenture has also developed a talent supply index which is a compound measure made up of 14 underlying parameters that provide a top-down view of talent supply availability and quality across the states of India. it is at the cusp of realizing its “demographic dividend”. 4 5 5 . This preview provides a summary of the key findings. Another challenge for Indian companies and multinationals alike is the dispersion and divergence in the availability and quality of talent across the various Indian states. location-specific and industry-specific perspective.and multinational corporations wooing talent by paying premiums (wage inflation was as much as 18 percent in 2007 ). resourcing and acquisition strategies with their areas of business focus and identified growth drivers. Talent supply mapping involves accurate analysis and forecasting of talent pool availability and employability using past data and market trends. By doing so they can hope to identify and acquire talent that is suitable and can fuel their competitive advantage in a way that puts them on the road to high performance.

IT and IT-enabled services. (Refer to Figure 2) .2001 to 2015 (Projected) Employment in sectors reflects persons employed in organized sectors of the economy including skilled and unskilled personnel. Figure 2. areas of growth. Our study includes a scenario analysis for each of these sectors looking at different factors which can help determine their growth in the future— ranging from the current maturity of the industry. in addition to highly specialized technical and managerial skills. the opportunities can be leveraged by a cross-section of Indian states at different levels of the growth and industrialization continuum. An interesting insight that this study points out is of the employment generation potential offered by the hospitality and aviation sector. This means. that as growth of organized retail becomes well-entrenched. Since the sector has the potential to absorb unskilled and semi-skilled labor. While the promise held by a labor-intensive sector like retail are well-known.Demand drivers . These sunrise sectors are likely to dominate business over the coming decades and form an integral part of the service economy. driven by consumption-led growth. the services sector has the potential to become the primary employment generator. The study examines 16 sectors and identifies the following eight sectors of the Indian economy—retail. the high-growth sectors of IT and IT-enabled services.sectoral growth patterns The first aspect of Accenture’s multidimensional talent mapping initiative is a study of the sectoral growth patterns that may emerge in India by 2015. hospitality and aviation. an increase of 125 percent over the 15 million that these sectors collectively employed in 2007. talent profiles required and possible challenges. health care. for example. Accenture’s multi-dimensional mapping of India’s talent availability potential covers three aspects. banking and financial services. automotive and fast moving consumer goods—as having the potential to add 19 million jobs alone to the organized sector by 2015. As far as skill needs go. hospitality and aviation and health care are expected to contribute a lion’s share of 68 percent of the new potential jobs to be created by 2015. In particular. As the Indian economy matures. there may be increased demand for shop floor attendants and store keepers along with logistics and operations managers as well as brand and merchandising consultants. the hospitality and aviation sector may also emerge as a significant employer as it rides on the wings of India’s expected transition to a services economy. demand is expected to be generated across the skill chain in all of these industries. BFSI Retail Healthcare 14000000 12000000 10000000 Persons Employed Hospitality & Aviation Automotive Industry IT & ITES FMCG Telecommunications 8000000 6000000 4000000 2000000 0 6 2001 2002 2003 2004 2005 2006 2007 2015 7 . Employment by Sectors .

As per the Census of India and our own analysis. Tamil Nadu. • The decline in fertility and increase in life expectancy at birth is expected to result in growth in the number 8 of the aged. Madhya Pradesh. Tamil Nadu. driven by consumptionled growth.proportion of old people – aged 60 and above . mortality rate and quality of health services)—that are likely to hold the growth potential for India. labor growth in these 10 states (close to 175 million) is projected to more than offset total aging in India (of about 90 million) by 2025. Rajasthan and Gujarat. Delhi’s population is expected to grow by 102 percent in the same period. • Seventy-seven percent of India’s labor supply growth is expected to be generated in ten states— Uttar Pradesh. This implies that Kerala is likely to have the highest proportion of people aged above 60 years. the opportunities can be leveraged by a cross-section of Indian states at different levels of the growth and industrialization continuum. the hospitality and aviation sector may also emerge as a significant employer as it rides on the wings of India’s expected transition to a services economy. these states are expected to account for about 80 percent of the country’s population. The findings that emerge from our survey are laden with immense possibilities.rises 9 . How the states stack up Demoghaphic Transition Stage I Stage II Stage III Maharashtra Tamil Nadu Gujarat Economic Transition But it is states like Bihar. These states seem to be in a position to realize their demographic dividend around 2025. where lower fertility and mortality rates have been achieved earlier than other states. Madhya Pradesh. Maharashtra. The second pillar of Accenture’s talent mapping exercise involves understanding demographic transition patterns across the Indian states and their implications for potential employability. The report correlates findings like these to derive an integrated map of how the different Indian states may pan out as far as the demographic transition and its implications on working-age population versus the stage of economic transition goes. Karnataka. In Kerala. with a high proportion of their current populations in the working age band. Stage III . Here are some facts that highlight the inherent contradictions: • As per our analysis. Since the sector has the potential to absorb unskilled and semi-skilled labor. multiethnic society. Maharashtra and Karnataka.proportion of working age population – age 15 to 60 – increases. but also signal the need for concerted and focused initiative from corporations and policymakers as they plan for a future today where the possibilities of achieving high performance can benefit all. The frontrunners are familiar names— Gujarat. Talent supply mapping involves accurate analysis and forecasting of potential talent pool availability and employability using past data and market trends. it gives them a far greater control over their talent acquisition strategy. The other advantage of an early entry into the talent creation process is that it has the potential of giving corporations a head start as far as their talent supply mapping initiatives go. Rajasthan and Uttar Pradesh—which today have low scores on the human development indices (like birth rate. not only does this help them to serve their business needs.Services Supply drivers—demographic transition and implications on working age population An interesting insight that this study points out is of the employment generation potential offered by the hospitality and aviation sector. followed by Kerala.increase in the proportion of the young – aged below 15 Stage II . two decades from now while Uttar Pradesh is likely to have one of the youngest populations. These states seem well-placed to capitalize on their early economic transition from an agrarian society to an industrialized one as they demographically come off age. Two decades from now. In contrast. Demographic Transition: Stage I . Bihar. much like the diversity and complexity of India’s multilingual. corporations could help to build alternate pools of talent. Figure 3. While the promise held by a labor-intensive sector like retail are well-known. “Economic transition” refers to the transformation from a largely rural agrarian society with high fertility and mortality rates to a predominantly services-led society. with a consequent increase in the median age from 19 years to 27 years. in addition to highly specialized technical and managerial skills. In contrast. A peculiarity of the Indian talent landscape is the variety and contradictions that it houses. consequently enhancing talent capacity generation. with lower fertility and mortality rates (refer to Figure 3). at a time when today’s frontrunner states are likely to have aging populations. Karnataka Rajasthan Madhya Pradesh Andhra Pradesh Agrarian Uttar Pradesh Bihar West Bengal Economic Transformation: Transition from a largely ‘rural agrarian society’ with high fertility and mortality rates to a predominantly ‘services-led society’ with low fertility and mortality rates. is likely to experience the lowest population growth—15 percent and 17 percent respectively—between 2001 and 2026. If corporations get involved early on in the talent creation process. Andhra Pradesh. By sowing the seeds of educational infrastructure creation today. Uttar Pradesh is expected to have an increase of the proportion of old age population from 6 to 10 percent over the same period. Corporate leaders could consider setting up training institutes in states that have the potential to realize their demographic dividend in the later years. West Bengal. location-specific and industry-specific perspective. India’s “demographic dividend” is not evenly spread across states and employability differs from region to region. the median age of population is expected to go up from 28 years in 2001 to 38 years in 2026. As mentioned earlier. and can be done from a company-specific.

unskilled and semi-skilled labor that states like Bihar and Rajasthan can fulfill. This has the following implications for states: • Sectors lower on the product lifecycle curve like health care and retail are expected to be in an expansion mode as they increase their penetration. which manifests itself through a squeeze in the labor cost advantage. as well as. construction expenditure and ratio of finance to total foreign direct investment projects) • Education-related (for instance. the higher the chances of its employability and resultant impact on the earnings for the state. 11 11 . technical and architectural colleges total enrollments at school level) The index reflects the fact that the higher ranked states have a higher proportion of educational institutions within their boundaries. number of institutions deemed to be universities. the two variables show extremely high correlation which gives us the confidence to use them 10 as a basic premise for our study. • The talent supply scenario—the states that Accenture considers to be best positioned to provide talent to India’s growth sectors and their performance on significant parameters indicating their preparedness for attracting investment and employment generation. Likewise. Tamil Nadu and Karnataka. in a sense. These index rankings thus reflect the self-perpetuating cycle of education. Rankings as per the Talent Supply Index As per the talent supply index (refer to figure 4). labor productivity of other services) • Investment-related (for instance. While designing this index. are best positioned to service these industries. labor productivity of public administration. These parameters are broadly classified as: • Labor-related (for instance. The talent supply index uses a variety of labor-related. Accenture’s “India Talent Supply Mapping” report. a continuation of the earlier economic legacy for some. the emerging skills and capabilities and the states that. registered manufacturing expenditures. number of engineering. will give a detailed analysis of the factors affecting: • The sectoral demand scenario—the growth drivers. a compound measure made up of 14 underlying parameters that has been used to arrive at an indicative list of states that Accenture considers to have the highest talent employability potential. Bangalore in Karnataka. Though for India this causal relationship is not that clear yet. investment and talent supply. in Accenture’s opinion. The findings. A key consideration for devising the index has been the enrollment rate for higher education in the various states. to be published later. an integral and critical link that needs to be judiciously handled by all stakeholders to gain the optimum growth advantage. followed by Uttar Pradesh and then the southern triad of Andhra Pradesh. Within the high-growth sectors. Maharashtra ranks the highest on talent employability potential. of which 14 were ultimately considered as having the highest impact on the GER for a state.Talent Supply Index—measuring talent potential at the state level State Maharashtra Uttar Pradesh Andhra Pradesh Tamil Nadu Karnataka Madhya Pradesh West Bengal Gujarat Delhi Bihar Orissa Rajasthan Kerala Punjab Haryana Assam Himachal Pradesh Jammu & Kashmir Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Inferences Accenture has perceived certain overarching trends as a result of its multidimensional talent mapping exercise. Hyderabad in Andhra Pradesh and Pune in Maharashtra have been able to attract the highest number of foreign direct investments into the IT and IT-enabled services industries because of their proximity to a large number of the country’s engineering and technical institutions. reflect the economic and industrial preponderance of these states for emergent India. This is because research findings across the world have established a high causal relationship between the gross enrollment ratio (GER) into higher education and the per capita gross domestic product (GDP)—the more qualified the workforce is. The retail industry is likely to have a heavy demand for cheap. The third aspect of Accenture’s multidimensional talent supply mapping initiative for India is the talent supply index. As this industry continues to move up the value chain. 80 parameters were examined. its growth is likely to be driven by specialized skills which all states might not be equipped to fulfill given their current state of educational and infrastructural development. But organized retail also needs to be located close to high-spending customer bases—a conundrum that policymakers and businesses will have to solve to be able to unleash the retail revolution in India. • IT and IT-enabled services are much higher up on the product life-cycle curve. Maharashtra has more than 10 percent of the educational institutions in all the major disciplines in India . Yet many states are eager to replicate the successes of first movers like Karnataka and Andhra Pradesh in this sector. number of arts. For example. • The talent supply index—its implications for sectoral demand and statewise talent availability potential. science and commerce colleges. sectoral growth rates and growth patterns may vary given the maturity of the industry. teacher-pupil ratio in higher education. ensuring that a steady stream of youth come to study in this state. investment-related and educationrelated parameters pertaining to individual states to assess the potential of employable talent they have to offer. Chennai in Tamil Nadu.

the demographic stage it is in and its overall economic health and therefore.4 percent in 2004. it is demographically well-positioned and could significantly contribute to India’s working age population two decades from now. These figures indicate that it is the private sector that has largely catered to the growing demand for such specialized higher education while the government sector has scarcely increased capacity over the past four decades. each state has unique characteristics—in terms of the existing quality of its workforce. management and resourcing space. provided they are given the right kind of training. hospitality and IT-enabled services could hold promise. For instance. Given below are the possible options that may be considered: • Develop customized state-level development plan—As the study indicates. Policymakers at the central or state level could enable setting up of vocational institutes to transfer employable skills to those who have a minimum of a high school education. The first step to doing so is through setting up of a regulatory mechanism for education. According to leading scholars Devesh Kapur and Pratap Bhanu Mehta .For policymakers—How employability could be enhanced The Indian public education system requires some reform and transformation for its products—educated students—to be able to benefit from the creation of employment opportunities. students and employers have no means of assessing the worth of such education. Bihar currently has low scores on enrollment rates for higher education and the number of professional colleges it has. A number of skills required in retail are independent of factors like location and education. in the total number of engineering seats in the country that existed in 1960 went up from 15 percent to 86. sectors like retail. For instance. There could thus be some differences in the state development plan outlined for Bihar vis-àvis one chalked out for say. Therefore. However. To continue with the instance of Bihar discussed earlier. Conclusions and Recommendations While India’s talent landscape is complex and multi-layered. • Population as an asset—Population has been traditionally perceived as a burden—states need to find ways to leverage existing population surpluses and turn them to into assets. the lack of proper regulatory oversight becomes an even bigger issue as quality often gets a short shrift in the haste to open more institutes. 13 13 • Diversify current set of academic courses–All the high-growth potential sectors mentioned earlier require specialized training. the challenge lies in seeing the unity and spotting the opportunity through this prism of variance. it is important for current institutions to diversify their offerings to include such specialised courses. Andhra Pradesh. Therefore. A graduate in mathematics can make a career in retail just as well as one specializing in sociology. As per our estimates. offering nationwide certification programs can give a boost to this sector. given the current quality levels of the talent pool in the state and its future demographic advantage. the sector is expected to employ a total of 1 million people by 2015. • Establish job-oriented training institutes—It is important to set up educational infrastructure in keeping with the state’s customized development plan. • Offer certification programs in specialty domains—Availability of “specialist talent” which understands and addresses the unique needs of a particular sector is critical for enabling focused sectoral growth. Accenture seeks to highlight some key issues for two important stakeholders—policymakers and corporations—in the talent development. This can help to initiate the momentum for the education-investment-talent supply cycle drawing sectors which find a ready pool of talent available. Further. the proportion of private engineering seats. • Set up regulatory oversight for education—In a multi-polar world— where there are multiple centers of economic power and activity—talent is a fungible asset and it is imperative to provide education that is of world-class standard. policymakers at the state level could take the initiative in developing training academies for those sectors that they wish to welcome into their states. In the absence of established and appropriate benchmarks. 12 . However. needs to individually assess the direction that is best suited for its future growth. the retail sector stands to benefit significantly by becoming more organized and professional. given the demand-driven nature of such private sector capacity creation.

This study constitutes an opinion as on the date of publication and is subject to change. those organizations. Drawing up talent supply maps helps to provide fact-based evidence to organizations enabling them to make informed and accurate talent acquisition strategies (in comparison. This might be difficult to achieve without concerted and targeted initiatives from policymakers and corporates alike. average age and so on. skill development and corporate long-term. Given that retention is today a recurrent problem for companies. For instance. and assist them in measuring their talent strategy in tandem with their business need as they weigh out their options on which state’s talent to invest in. It also helps to proactively highlight any skill or capability gaps. This study is indicative in nature. well in advance. quality and stickiness. relevance. choosing the parameters most relevant for them. corporations should proactively engage in talent supply mapping to closely understand all aspects of talent sources—the availability and quality of talent and how it can be most effectively retained. Accenture believes that to be successful in the future. the availability and quality of physical infrastructure and the potential of the location to help the company gain a first-mover advantage. Refer to ‘Sources’ as part of the study. created and maintained by private and public organizations. if a company in the IT and IT-enabled services sector is the first to move to a Tier–II city. if the state’s economic policies are not businessfriendly or its political climate is highly unstable. Our study showcases significant differences in important demographic parameters across states emphasizing the need to design divergent human resource practices that appeal to individual and distinctive talent pools. Figure 5. corporations can also play a significant role in speeding up the process. For India to achieve a critical position of importance in today’s multi-polar world. to doing so intuitively). corporations have largely used the availability of infrastructure and government policies to guide decisions on investments—that is. the state’s economic policies and its political climate cumulatively determine the appropriateness of a state. Until now. recruit and employ multigenerational talent pools from multiple locations in varied jobs and locations. However. such as availability of airports. organizations have to hone their skills in identifying alternate talent pools or initiate other moves to cover such gaps. opportunity to scale up quickly and social infrastructure. the employability practices need to proactively evolve accordingly. are expected to be critical for medium. • Customize talent acquisition and management decisions keeping in view the state-wise differentials of talent availability. that would make the state unattractive for investment. If high-quality institutions in the state regularly churn out employable graduates. that have a deeper presence in states with employable talent deficits could help expand the talent pool for themselves or others through creative solutions like identifying synergies with the kind of skills they will need in the medium. their brand gets a head start in terms of hiring and loyalty. Disclaimer Clause: “This study contains information available in the public domain. Accenture does not warrant or solicit any kind of act or omission based on this study” 15 15 . Establishing first-mover advantage becomes an important determinant for companies which have a long-term horizon in mind. For instance.or long-term growth of most of the organizations located in such states. • Appropriateness: The availability and quality of institutions. In addition to this. literacy. Those organizations. • Retention: This is influenced by the cost of living. The framework given below (refer to Figure 5) can serve as guideline to companies in making the right decisions with respect to their talent acquisition and retention decisions. as these parameters help to design and deploy relevant employability practices and thus help organizations adapt faster to a changing talent marketplace situation. with each player taking equal ownership of its commitment— the prospect of achieving high performance in the future depends on the route we take today. Corporate decision-making framework Criteria Availability Appropriateness Retention Factor Demographic Dividend Physical Infra structure Potential first mover advantage Availability and Quality of Institutions State Economic Policy Political Climate of State Cost of Living Opportunity to scale up quickly Social Infrastructure Companies can score each of these criteria on parameters included in the talent supply index (like number of institutions in relevant disciplines. companies prefer destinations which allow them to increase their scale of operations within the state itself. • Create and nurture right partnerships to grow talent and enhance employability: The states that have low scores on economic parameters but currently have population surpluses. Thus. timelines or completeness of any such information. work-life balance. where to locate their business hubs. who either have presence in or are contemplating expansion to these states could form partnerships with the government or private institutes to nurture the talent further to make them employable. It is extremely important to preempt significant shifts in parameters like education/ enrollment rates. Physical infrastructure. The talent availability scenario in a state can be assessed in conjunction with the talent supply index rankings and the state’s position on the demographic transition map. Thus. Therefore. it is imperative to have a talent development strategy that is completely in synch with the country’s future aspirations and capabilities. All projections presented in this report are indicative and subject to other extraneous factors. if an organization is sourcing its talent from Kerala—a state which is expected to have an average age difference of over 10 years as compared to Uttar Pradesh— work-life balance practices and pension and benefit plans are likely to play a more significant role in the next 10 to 15 years vis-à-vis those for Uttar Pradesh. then the company can be assured of a steady supply of talent. The framework is based on three key criteria: • Availability: The availability of talent in a state is defined by its level of demographic dividend. employers prefer destinations which offer an evolved social infrastructure in the form of entertainment options and educational institutions so that the youth—who make up the bulk of the workforce in large corporations—stay occupied and happy. Hence. and establish forums for private-private or public-private partnerships. roads and public transport has an impact on the talent quality located in the state. Similarly. • Adopt a long-term approach towards talent development: Talent supply mapping also helps organizations identify future trends and shifts in talent pool factors. Likewise. This would help them arrive at a go. inclusion. rather than treating talent as a standalone factor: While the onus is always on central and state governments to enhance the skills and employability of its populace. a talent supply map may become an indispensable input for forming business cases on the requirement to invest in talent management practices with respect to culture. This is especially relevant for large organizations and conglomerates having multiple businesses which source. they also need to give scores against the socio-economic conditions and quality of physical and social infrastructure availability for the states they wish to evaluate. ethnicities and religions. inclusion and diversity practices are expected to become more critical as the workforce mix rises in 14 terms of skills. enrollment into higher education and so on). as the scale of people-intensive operations and knowledge acquisition and retention have become critical success factors for high-performance businesses. no-go decision point and companies could accordingly decide where they wish to invest based on overall talent potential. Companies will find it easier to retain employees in a particular location if they are assured of a stable cost of living.Corporate sector— How to make the right choice • Make talent supply mapping an integral part of talent acquisition and management strategy—The importance of talent quantity and quality cannot be ignored today. Accenture does not control or guarantee the accuracy. which is expected to have a far lower median age of population.

39 billion for the fiscal year ended Aug. Economic Statistics . DfEE) Copyright © 2008 Accenture All rights J. no RR85 (London.000 skilled professionals has extensive experience across a range of talent. Its home page is www.000 people in 49 countries. About Accenture Accenture is a global management consulting. India Labourstat Database 10. skills. technology services and outsourcing company.Ministry of Human Resource Development 7. Accenture. and technologies to help clients improve their performance. Selected Educational Statistics 2004-5. Hillage. technology and outsourcing solutions that enable clients to improve the performance of their people. . 9. Census of India 2001.Reserve Bank of India 8. September 2004 the company generated net revenues of US$23. Committed to delivering innovation.9 Insights Research 11. organization. 31. Committed to innovation and delivery excellence. Accenture collaborates with clients to multiply their workforce talent and organizational capabilities into a strategic force that can drive high performance. Accenture collaborates with its clients to help them become high-performance businesses and governments. State Statistics. change management and learning capabilities. their organization and their business. Census of India Projection Report December 2006 6. Economist Intelligence Unit (EIU) labor force projections 2. Indian Ministry of Commerce and Industry estimates 9.” CID Working Paper No. International Labor Organization Estimates 5. Backed by a comprehensive research program. About the Accenture Talent & Organization Performance Practice The Accenture Talent & Organization Performance practice provides consulting.Sources 1. 1998. United States Census Bureau 4. 2008. and High Performance Delivered are trademarks of Accenture. this group of more than 8. and Pollard. human resources. its logo. “India: An Attractive BPO Destination Marred by Alarming Attrition” by Dinesh Goel and Prabhash Thakur 12. Employability: Developing a framework for policy analysis. 18. broad global resources and a proven track record. Accenture can mobilize the right people. E. With deep industry and business process expertise. Devesh Kapur and Pratap Bhanu Mehta. Department for Education and Employment (DfEE) Research report. United Nations Population Database 3. as well as unparalleled tools and assets. With more than 186. TPI study. “Indian Higher Education Reform: From Half-Baked Socialism to Half-Baked Capitalism.

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