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Talent Management Maturity in India

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Driving toward Mature Talent Management in India

Overall, when compared with Global 20002 organizations, Indian organizations show lower levels of maturity (see Figure 1). However, our research found that only 3 percent of them are at this lowest level of maturity, indicating talent management in India is not only gaining momentum but also focusing on critical talent growth (Level 2). In fact, compared with G2000 organizations, a larger percentage of Indian organizations are within Level 2 of the model. Specifically, 76 percent of Indian organizations surveyed are at Level 2 versus 59 percent of G2000 organizations.

BUILDING A PATH TO TALENT MANAGEMENT MATURITY IN INDIA

Organizations face substantial challenges today in engaging, retaining, and leading a global workforce. This is particularly true for organizations operating in growth markets such as India. Our new research finds that 79 percent of Indian organizations surveyed exhibit low talent management maturity and are missing out on the substantial financial, business, and talent benefits of higher maturity. Our report, High-Impact Talent Management: Talent Management Maturity in India, provides some context on the current state of talent management in India and offers guidance for managing talent in that country.1

Source: Bersin by Deloitte, 2015 and 2016.

1 High-Impact Talent Management: Talent Management Maturity in India, Bersin by Deloitte / Stacia Sherman Garr and Candace Atamanik, 2016.2 We defined “Global 2000” organizations as those with more than $750 million in annual revenue.

Figure 1: Talent Management Maturity Model—Global 2000 Organizations versus Indian Organizations

Essential Talent ActivitiesAlmost No Strategy Used to Direct Talent Management Activities • Little Understanding or Interest

in Systemic Talent Relationships • Essential Talent Activities (e.g., Performance Management, Talent Acquisition) in Place but Often Inconsistent or Lacking Intention • Talent Activities Often Siloed

Level 1

Critical Talent GrowthIncreasingly Clear Talent Strategy for Critical Talent Segments • Emerging Perspective on

Systemic Talent Relationships • Effective at Implementing Essential Talent Activities •Learning & Leadership Activities More Targeted, Prominent & Integrated •

Other Talent Processes More Sophisticated & Integrated

Level 2

Managed Talent RelationshipsClear Talent Strategy & Analysis-Based Understanding of the Workforce • Nascent

Execution of Systemic Talent Relationships • Targeted, Integrated & Effective Leader Growth Activities • Strong Learning Culture • Moving Beyond Compliance-Based

Diversity & Inclusion Activities

Level 3

Inclusive Talent SystemClear, Targeted & Communicated Talent Strategy • Fully Developed &

Integrated Talent Activities Aligned to Desired Strategic Outcomes •Relationships with Talent Are Systemic & Tailored • Progressive Diversity &

Inclusion Approach Reflected in Policies & Employee Experience

Level 4

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10%

19%

59%

12%

9%

12%

76%

3%

Global2000 India

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About Bersin by Deloitte

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At higher levels of the maturity model, G2000 organizations have a larger representation—29 percent of these organizations are within Levels 3 and 4, as compared with only 21 percent of surveyed Indian organizations. This disparity is driven by the difference in Level 3 maturity—12 percent of Indian organizations are found within this level versus 19 percent of the G2000. However, there are roughly the same percentage of organizations within Level 4 maturity in the Global 2000 (10 percent) and India (9 percent), indicating that making this shift and excelling in these areas are possible in India.

More mature Indian and G2000 organizations tend to have stronger talent and business outcomes than less mature organizations. Specifically, when compared to Level 1 and Level 2 organizations, Level 3 and Level 4 organizations are more likely to score in the top quartile of performance for each of the following outcomes at the following rates (see Figure 2).3

High-Impact Talent Management: Talent Management Maturity in India reveals six top findings and discusses several areas in which Indian organizations differ in their talent management practices in relation to their G2000 counterparts. The report also suggests ways Indian organizations can leverage the practices of our Talent Management Maturity Model, which identifies where an organization should focus its resources to develop more sophisticated talent management practices.

Figure 2: Business and Talent Outcomes—Performance of Global 2000 Organizations versus Indian Organizations

Identified Outcomes

Likelihood of Organizations at Levels 3 and 4 Scoring in the Top Quartile as Compared with Those at Levels 1 and 2

Global 2000 India

Coaches and develops people for better performance 3.8 times more likely 2.0 times more likely

Identifies and develops leaders 2.9 times more likely 1.7 times more likely

Anticipates change and responds effectively and efficiently 1.8 times more likely 1.3 times more likely

Improves processes to maximize efficiency 1.4 times more likely 1.3 times more likely

Meets or exceeds financial targets 1.2 times more likely 1.2 times more likely

Source: Bersin by Deloitte, 2016.

3 High-Impact Talent Management: Talent Management Maturity in India, Bersin by Deloitte / Stacia Sherman Garr and Candace Atamanik, 2016.