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COVER STORY
Talent Management : An Agile Edge Over Competition
-- Dr. Pranab Kumar Bhattacharya
Talent is a splendored vibrancy. We seem to recognize talent immediately when
someone breaks a new Guinness Record in an event, or brings out an innovative new theory, or wins
a Noble Prize for contribution to any discipline. Ever-increasing global competition today
has placed much greater challenges in not merely recruiting talents but subsequently
nurturing and retaining them per se. The river of talent flows perennially. It is only those
extraordinary skills from the selected few HR professionals the world over that eventually spell magic.
This article attempts to discuss the nitty-gritty of the activities which are fundamental to
successful talent management.
© 2011 IUP. All Rights Reserved.
EMPLOYEE PARTICIPATION
Employee Involvement : An Approach to Organizational Development
and Change
-- Esrafil Ali
Due to globalization and redefining in the field of Information Technology, the advancement
and applicability of Organizational Development has changed. Luckily, most of the organizations
are adopting various kinds of organizational changes which are inevitable to survive in
today's competitive environment. In this regard, Employee Involvement intervention is adopted
to improve the responsiveness and progress of the members of the organization which
directly improves organization's effectiveness and productivity.
© 2011 IUP. All Rights Reserved.
EMPLOYMENT RELATIONS
Beyond Contractual Expectations through Vertical Exchange
-- Dr. S Riasudeen, Dr. P T Srinivasan
This article is based on Leader-Member Exchange (LMX) theory which deals with the
dyadic relationship between the superiors and subordinates in the organization. It emphasizes
on providing adequate resources, required support and information to subordinates, that
would help them to better understand the organizational values and goals. The job and life
satisfaction of subordinates is mediated through a quality exchange of implicit knowledge by the
leaders. This article discusses the importance of the human resource practices to be initiated for
fostering dyadic relationship to sustain organizational effectiveness.
© 2011 IUP. All Rights Reserved.
CORPORATE COMMUNICATIONS
Corporate CEOs : Storytellers Nonpareil!
-- N R Aravamudhan
The major responsibility of CEOs is to motivate people so that they can help the
organization achieve the avowed goals. To make this a possibility, CEOs will have to connect with
the emotions of the people working under them. Undoubtedly, it is the storytelling which CEOs
rely on if they want to be at their persuasive best. CEOs have understood the stark reality that
they cannot appeal to the intellect of the people alone. They need to connect with the individuals
at an emotional level. So they invest lots of emotions in their ideas and communicate the
same through compelling and powerful stories. The overarching question that begs an answer is
"Do CEOs have it in them to be top-notch storytellers?", "what kind of stories do they spin?"
and "what are the home truths they have to uphold?", etc. This article is an attempt to provide
an answer to all these thought-provoking questions.
© 2011 IUP. All Rights Reserved.
GLOBAL HR ATTRIBUTES
A Human Resource Perspective on Importance of
Global Managers in a Post Merger Scenario
-- Dr. Leela Vedantam, Nandini Seth, Pritha Chatterjee
Managers today are expected not only to cater to the needs of their core working areas but
also act as catalysts in the infusion and coordination of resources—human, financial, ideational
and material. The article specifically looks into the issues of human resource development which
is often neglected amidst the various financial intricacies of a merger and its ability to nullify
a possible merger. The article proposes measures to be incorporated to avoid
cultural dissonance and suggests the attributes which should be present in a global manager to
handle situations and avert any demergers by his expertise.
© 2011 IUP. All Rights Reserved.
CASE STUDY
Infosys Role and Career Enhancement :
A People Strategy or Fall from Grace?
-- Debapratim Purkayastha, Amrit Chaudhari
This case study describes the Infosys Role and Career Enhancement (iRace) initiative that
was meant to map positions with the skill level of an employee. However, it led to
increasing amounts of employee activism, some of which was not favorable to Infosys. The
discontent was expressed in terms of rising attrition rate and badmouthing the company management
on social media sites and forums. Eventually, the company had to formulate and impose a
social media policy that defined interaction on social media and networking sites. Infosys also had
to allocate space within the company intranet for dissatisfied employees to voice their
opinions. Moreover, though the company continued with iRace, it decided that all subsequent
policy changes would undergo a probation period. Infosys also decided to take back some of
its experienced and capable staff through the `green channel'.
© 2011 IBS Center for Management Research. All Rights Reserved. For accessing and procuring the case study, log on
to www.ecch.cranfield.ac.uk or www.icmrindia.org
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