Organizations
- Submitted by: nileshgupta
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- Category: English: Authors
- Date Submitted: 12/01/2014 09:56 AM
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The session is free of charge to CAHRS partner firms, but participation is limited to no more than twenty-five attendees per session. The working group will run from 8:00 AM to 3:00 PM with a continental breakfast, working lunch and Tour.
The past 20 years has seen the entry of almost every Fortune 500 Company into India. While many enter seeking new outlets for their goods and services, others enter in order to find ways to reduce their production costs. Correspondingly, these companies have shifted large portions of their workforce populations into India, both at the operational and executive level.
Initially, many executive level positions in India were staffed by expats. However, with expense management a high priority and the rate of growth in the India market continuing at a very rapid pace, the need for outstanding local Indian human capital has never been higher.
While many larger organizations have solid global talent development platforms and frameworks in place, most continue to struggle with how to both develop their local Indian talent as well as how to retain that talent in critical roles within the India home market. The lack of high-quality development programs for Indian locals often leads to high-levels of turnover and leadership churn which in turn slows progress on the organization’s short- and long-term plans for India.
This CAHRS Working Group session will focus specifically on how organizations are approaching the challenge of developing local talent for the India market. Some of the questions we’ll discuss include:
What human capital development considerations are unique to India?
What are the primary drivers of local talent turnover in India?
Should an Indian talent development framework be consistent with an organization’s global framework or are there advantages to be gained from local customization?
The past 20 years has seen the entry of almost every Fortune 500 Company into India. While many enter seeking new outlets for their goods and services, others enter in order to find ways to reduce their production costs. Correspondingly, these companies have shifted large portions of their workforce populations into India, both at the operational and executive level.
Initially, many executive level positions in India were staffed by expats. However, with expense management a high priority and the rate of growth in the India market continuing at a very rapid pace, the need for outstanding local Indian human capital has never been higher.
While many larger organizations have solid global talent development platforms and frameworks in place, most continue to struggle with how to both develop their local Indian talent as well as how to retain that talent in critical roles within the India home market. The lack of high-quality development programs for Indian locals often leads to high-levels of turnover and leadership churn which in turn slows progress on the organization’s short- and long-term plans for India.
This CAHRS Working Group session will focus specifically on how organizations are approaching the challenge of developing local talent for the India market. Some of the questions we’ll discuss include:
What human capital development considerations are unique to India?
What are the primary drivers of local talent turnover in India?
Should an Indian talent development framework be consistent with an organization’s global framework or are there advantages to be gained from local customization?