New Talent Growing ways in Digital Age

New Digital Age Talent

New creativity and innovative thoughts of attracting talent is the need of the hour for all profession and professional growth of business, economic growth for the advancing digital age.

No one can deny the growth of e-Education and e-commerce system in the digital age. Fundamentally the new power of imagination, creativity and innovative thoughts of attracting talent will lead the business and economic growth in the digital age.

Indian firms are responding to talent challenges in ways that not only bring them even with creativity and innovative thoughts, but also accelerate them past, their global competitors in profession,business and economic growth. Their starting point is often around achieving parity through best-practice approaches used by other multinationals in the sphere of e-commerce and e-Education system online.

Indian firms are focusing their attention on:
1. Better differentiation of performance and potential: Firms are establishing talent review and performance management processes that clearly differentiate levels of performance and potential to advance.
2. Sharper focus on A players in A positions: There is a concerted effort to ensure the most capable talent is aligned with the most critical positions — a strategy enabled by differentiation activity.
3. Improved diversity management: With a dearth of female leaders and Generation Y becoming a large percentage of the talent pool, companies such as Google and Boehringer Ingelheim are engaging in creative tactics.

These efforts help Indian firms respond to rapid growth, but a fundamentally different set of factors is putting distance between them and their global peers. Their secret advantage comes from unique social and cultural factors that allow Indian companies to build better talent faster than their Western rivals. Of these factors, five offer a tremendous advantage in building talent:

1. A legacy of HR influence: India’s socialist past created both large public-sector undertakings such as the Indian Oil Corporation and family-owned enterprises such as Tata Group, Reliance and Birla Group that invested heavily to develop human resources. Innovation ,innovative thoughts,creation and creativity among Indian talent pool have lot to do with the old Indian aspiration to grow in all profession and professional activity with socialist business model. For many years public sector undertakings have invested in leadership capability development and their head of HR has historically been a member of the board. Family-owned enterprises have made similar investments and recently transformed talent pool of HR so it can more effectively support talent building.

2. A well-trained and closely-knit talent fraternity: India’s graduate education system produces top HR leaders from its institutes of management. The XLRI School of Business and Human Resources, established in the 1950s, is a top 5 Indian business school whose graduates include HR leaders for Procter & Gamble India, Hindustan Lever, Hindustan Coca-Cola, Bharti Airtel and Wipro.

These top Indian talent professional often form strong interpersonal networks with talent peers outside their companies. Compared to talent professionals in the U.S., Indian senior talent leaders seem to have deeper relationships with, and are in more regular contact with, their external talent peers. This increased interaction enables them to more easily share best practices and India-specific market information, for the growth of e-commerce,e-Education and economic growth of all business in digital age.

3. Strong individual commitment to talent development: It’s not unusual for Indian corporations to hold internal talent development courses on Saturdays. These meetings aren’t held on the weekend to accommodate the schedule of the CEO or a visiting professional.This is when the new digital age talent growing is done for the economic growth with the new online methods of talent growing to suit the need of digital age e-commerce and e-Education system with creativity and innovative thoughts.

4. A unique understanding of India: Indian firms have the obvious advantage of understanding how to manage talent in an Indian context. Indian firms are very adept at managing the slightly more emotional nature of Indian talent in all profession. While Indian firms have flexibility to support employees’ feelings and emotions, multinationals are often bound by rules and regulations that prevent the type of empathy and coaching that can support success of Indian talent need to achieve growth with innovative thoughts and creative solutions.

5. The ability to develop and pay: Two key factors to engage and retain new Indian talent — professional development and compensation — are easier to come by at many Indian firms. Because of their success in business growth and economic activity, Indian companies can offer large wealth creation opportunities through stock options or shares. Western firms aren’t listed on the Sensex (the Indian stock exchange) so can’t offer similar benefits.

These five factors create a high but not impossible barrier for non-Indian companies looking to compete for the new digital age growth of talent pool with their innovative thoughts and creativity for the new e-commerce, e-Education and new online business growth in all profession which demand creation for the new digital age.

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