TALENT MANAGEMENT PRACTICES SELECT IT COMPANIES – A STUDY ON TATA CONSULTANCY SERVICES (TCS)

GE-International Journal of Management Research

© Associated Asia Research Foundation (AARF)

TALENT MANAGEMENT PRACTICES SELECT IT COMPANIES – A

STUDY ON TATA CONSULTANCY SERVICES (TCS)

Akubathini Navatha

Department of Commerce and Business Management Shatavahana University, Karimnagar – 505 001

ABSTRACT

Talent Management is gaining increased attention. Talent management brings

together a number of important human resources and management initiatives. Organizations

that formally decide to "manage their talent" undertake a strategic analysis of their current

HR processes. In today’s challenging business environment of going global and competition

becoming intense, organizations have mounting pressure to perform better than before. Over

the years, acquisition and perpetuation of talent has become a key tool in accelerating

competitiveness and enhancing organizational capabilities to respond to market changes

wherein employees’ skills and personalities are appropriately deployed to optimize

performance. Talent management refers to the skills of attracting highly skilled workers of

integrating new workers, developing and retaining current workers to meet current and

future business objectives. Talent management in this context does not refer to the

management of entertainers. Talent management encompasses the instrumentation of

unifying strategies or processes in order to enhance the output of a wok place by using a

systematic process for attracting, development, retention and utilization of required skills and

abilities of work force and their aptitude matched with the current and upcoming business

needs. Information Technology (IT) sector in India is one of the rapidly growing sectors.

Indian IT sector has a great reputation and brand value in the global markets. Indian IT

industry comprises of Software sector and Information Technology Enables Services (ITES).

The journey of Indian IT industry started in 1974, when Burroughs, main frame

manufacturer, offered Tata Consultancy Services (TCS) to export programmers for the

Key Words: Human Resource, Performance, Skills, Technology, Talent

INTRODUCTION

A conscious, deliberate approach undertaken to attract, develop and retain people with

the aptitude and abilities to meet current and future organizational needs.

- Derek Stockley

In today‟s challenging business environment of going global and competition

becoming intense, organizations have mounting pressure to perform better than before. Over

the years, acquisition and perpetuation of talent has become a key tool in accelerating

competitiveness and enhancing organizational capabilities to respond to market changes

wherein employees‟ skills and personalities are appropriately deployed to optimize

performance. Furthermore, identifying and developing executives who have leadership

potential, like every other vital strategic function, is a demanding process. Organizations

today are confronted by societal developments such as globalization, technological

improvements, demographic changes and increasing global competition. These evolutions

cause not only shortage of workers but also risk losing knowledge and experience.

Talent management refers to the skills of attracting highly skilled workers of

integrating new workers, developing and retaining current workers to meet current and future

business objectives. Talent managementin this context does not refer to the management of

entertainers. Companies engaging in talent management strategy shift the responsibility of

employees from the human resources department to all managers throughout the

organization. The process of attracting and retaining profitable employees, as it is

increasingly more competitiveness between firms and of strategic importance, has come to be

known as “the war for talent”. Talent management is also known as human capital

management. The term talent management means different things to different people. To

some it is about the managing high-worth individuals or "the talented” whilst to others it is

about how talent is managed generally - i.e. on the assumption that all people have talent

which should be identified, furnished and developed.

Talent Management is gaining increased attention. Talent management brings

together a number of important human resources and management initiatives. Organizations

that formally decide to "manage their talent" undertake a strategic analysis of their current

Talent management- defined

A discussion on Talent Management would be incomplete without an understanding of the word “Talent”. Talent in general parlance refers to a natural recurring pattern of

thought, feeling or behavior that can be productively applied. Talent is natural and innate but

knowledge and skills needs to be acquired through learning and practice. Talent enlarged

with skill and knowledge leads to individual strengths (Buckingham & Clifton, Now,

Discover your strengths, 2001). It is inclusive of people with high potential, transformation

and change seekers, individuals who are usually sought after in the market and those who are

able to add direct value to business. The term talent management is an extension of the word

talent and includes the entire gamut of activities and steps that organizations undertake to

retain talent worthy individuals. Various authors have defined talent management as follows:

Murthy (2010) defined talent management as “managing the entire employee lifecycle

from attracting and hiring to promoting and finding a successor upon retirement. It also

includes identification of the key gaps between the talent in place and the talent required to drive business success.” (Jackson & Schuler, 1990) view talent management as the job of “ensuring the right person, in the right job at the right time”.

Major Facets of Talent Management:

The major aspects of talent management practiced within an organization must

consistently include:

 Recruiting

 Identifying talent gaps

 Performance management

 Leadership development

 employee engagement

 succession planning

 retention

Importance of Talent Management:

The issue with many companies today is that their organizations put tremendous effort

talent. A talent management system must be worked into the business strategy and

implemented in daily processes throughout the company as a whole. It cannot be left solely to

the human resources department to attract and retain employees, but rather must be practiced

at all levels of the organization. The business strategy must include responsibilities for line

managers to develop the skills of their immediate subordinates. Divisions within the company

should be openly share information with other departments in order for employees to gain

knowledge of the overall organizational objectives. Broadly defined, talent management

encompasses the instrumentation of unifying strategies or processes in order to enhance the

output of a wok place by using a systematic process for attracting, development, retention and

utilization of required skills and abilities of work force and their aptitude matched with the

current and upcoming business needs.

Companies that focus on developing their talent integrate plans and processes to track and

manage their employee talent, including the following:

 Sourcing, attracting, recruiting and on boarding qualified candidates with competitive

backgrounds

 Managing and defining competitive salaries

 Training and development opportunities

 Performance Management

 Retention programs

 Promotion and transitioning

Talent Management in Current Economic Condition:

The current economic conditions demand a cut in the expenses. Unfortunately enough

for talent management though organizations and leadership is all praise for it on papers, the

same is neglected as seen as a cost center when it comes to implementation.

In wake of the economic recession human resource professionals are under huge

pressure to cut costs. Logically this is best time to validate the importance of talent

performance at the same time. The question that remains is „what exactly is the relevance in the current economic conditions‟? Before trying to answer lets ponder on certain key issues.

 As per industry statistics only five percent of organizations possess a talent management

strategy that is operational! In another ten percent the concept has just begun to develop.

 Aging workforce is another area of concern that has created vacuums in organizations

leadership positions.

 Organizations also report shortage of talent business line managers.

All this has opened up avenues for HR professionals for vindicating their stand on talent

management and once organizations understand that they need an integrated approach to

talent management, the involvement of a top executive is important for driving success.

Talent management – goals

Reilly (2008) has rightly stated that the key to effective talent management is the

alignment of Talent management philosophy with the organization-employee psychological

contract. This can be materialized only when the goals of talent management strategy are

clear to the organization, so that they act as torchbearers. This section therefore attempts

to highlight the major goals that a talent management strategy needs to accomplish. Berger &

Berger (2004) have outlined three main goals of Talent Management Strategy which are as

follows:

a. To identify, select and cultivate employees that demonstrate superior performance

and inspire other to perform.

b. To find, develop and position highly qualified backups i.e succession planning.

c. To disseminate resources like mentoring, training, compensations etc. to employees based

on their competencies.

A synthesis of the above facts leads us to conclude that Talent management refers to

managing the entire employee‟s lifecycle, from attracting and hiring to promoting and finding

a successor upon retirement. This view was also supported by Murthy (2010).

Talent management vs traditional approach – a comparative analysis

companies to be constantly on the lookout for exceptional talent. This has led to the

emergence of the talent management discipline which is gaining quick impetus. Corporate

have also been quick in responding positively to this by shunning the traditional approach and

adopting the talentship route. The traditional approach, followed in the yesteryears was that

of people development - from the perspective of developing competencies in the

organization. This, however, was a risk-prone approach, owing to the fact that competencies

become redundant with time and new competencies need to be developed, especially for

companies operating in fast evolving industries. Thus, over time, the traditional approach to

development of people became obsolete calling for, a rethinking exercise, of the entire

development initiative. This was when a need for a newer and better concept was felt – and

thus came talent management.

In contrast to the traditional approach, Talent management is a newer approach which

focuses on enhancing the potential of people by developing capabilities. Capabilities are the

basic strengths of an organization as well as an individual. They are what demarcate an

average performer from a top performer. The talent management approach, thus prescribes a

detailed and scientific process for developing individuals so that they can deliver

breakthrough results. The nine step process can be explained as follows:

Step 1: Translating organizational vision into goals and mapping the required level of

capacities and competencies to achieve goals.

Step 2: Assessment of talent to profile the level of capacities and set of competencies

possessed within the organization and those needed.

Step 3: Gap analysis and identification of development path.

Step 4: Aligning individual values and vision with organizational values and vision.

Step 5: Enhancing capacities to learn, think relate and act through development initiatives.

Step 6: Helping individuals realize their full potential through learning and

development.

Step 7: Facilitating a clear understanding of the varied roles within the organization

and appreciation of the value-addition from self and others leading to building a culture of

trust, sharing and team orientation

Step 8: Fostering individual growth to meet and accept varied, incremental and

Step 9: Successful creation of developed individuals capable of delivering breakthrough

performance

Talent management – need

Organizations are facing a dearth for talent and hence are striving hard for

retaining talent – with an increased need being felt for talent management practices to

be adopted in organizations. (Cross, 2007) has very aptly described the need for talent

management in his study wherein he highlighted the following trends which are influencing

the relationship between employer and employee and have major impact on talent

management (Cross, 2007).

a. Bargaining power of the talent has been increasing due to the shortages of talent in the

market.

b. People are showing increasing desire to work to live, than live to work.

c. Companies are not able to provide long-term security to their employees.

d. Today, people want a greater meaning from their work.

e. With information boom, people are more aware of their market value and how

different people operate.

These trends have added to the worries of managers who now are on their toes

because simply securing the best talent will no longer ensure competitive success. The secret

to sustained competitive success is to build a talent-powered organization that sustains and

builds all the skills needed to compete.

Talent management – the Indian scenario

India stands no exception to the global crisis for talent. Talent management is of

particular importance to India, because of the ever escalating need for talent in the current

and future scenario. Attrition is the deadly dragon eating into the roots of an organization. In

this “talent –drought” hit scenario HR managers are required to identify the talent gap and

forecast talent shortfalls and focus organizational plans and initiatives on improving the

availability of needed talent. India is still on the pathway to achieving a developed status and

lack of talent can make this dream impossible. Since India is an emerging economy with

off shoring to India which has led to a competitive job market demanding individuals who are

multi-taskers and possess new competencies. In India, local and multinational companies face

significant challenges of retention, wage inflation, and battle for new graduates who are

talented. Corporates are fighting for grabbing talent, because turnover is high, and people in

Indian companies are more willing to relocate in search for greener pastures. Relocation is

the voice of the new millennium and talented employees are quite prepared to leave a

company to bump up their salaries. This has led to a war for talent amongst competitors who

are fighting to lure employees away from each other by offering better compensation.

In response to this, the IT services sector in India has been developing some of the

best people and talent management practices in the world. For example, the acute shortage of

hotel rooms in cities like Bangalore has led to Infosys building its own accommodation – so

much that it will reportedly become the largest “hotelier” by numbers of rooms in India

(Grant, 2008).

Thus, all this brings us back to the bottom-line that the future belongs to companies that can incorporate and practice “talenship” as a regime. In this era of dynamism,

it is talent and only talent that can bridge the gap and lead an organization towards success.

This is what makes talent management a vital area of study for researchers who aim to find

out its value addition ability. The present study is also conceptualized with this objective in

mind. It focuses on identifying the talent management practices being employed in the

services sector in Punjab and their contribution towards the organizational success.

LITERATURE REVIEW

A few of the studies that have provided groundwork and have given direction to the

present study have been cited herewith.

Swapna and Rose (2012), in their study have analyzed that Business

transformation is a key executive management initiative that attempts to align an

organization's initiatives relating to people, process and technology more closely with its

business strategy and vision. In order to bring business transformation, talent management is

very much necessary. Talent management is identifying, recruiting, hiring and

Ted Glenn (2012), in his study has analyzed that the capacity to recruit and retain

highly trained, qualified staff as central to public service renewal and success in the 21st

century. And yet, despite the consensus behind this priority, students of Canadian public

administration know little about the strategies and programs that are in place to attract,

recruit, retain and transition key public servants in this country. The article tries to address

this gap by describing talent management, one approach to getting the right people in the

right place at the right time currently in use in British Columbia, Canada, New Brunswick,

Newfoundland and Labrador, Nova Scotia, Ontario and Saskatchewan. The article

concludes with some observations about the present and future of talent management in

Canada's public sector.

Vinita Sinha (2012), in his study has viewed that Information technology is

rapidly changing. This increases the complexity of IT management and challenges to

employers especially in the post recession world. The economy is back on track but it has

been a very slow economic recovery. The present article is a review of the post recession

strategies adopted by leading organizations. It has observed from the survey that there is a

need to adopt appropriate strategic plans and new talent management policies and

changing information technologies to deal effectively with the global changing scenario. The

key findings of the article are that the economy has posed many challenges for

businesses and IT – including the need to make sure they are prepared for the upturn.

Eswar Rao Pattnaik(2013) concluded that creativity is possible when mind is empty

and not crowded with,through just as a vessel is full,when it is empty. What is needed, is a

silent,watchful and open mind, that is free from likes and dislikes and obsereves facts and

events of life dispassionately and objectively.

Mahan Poorhosseinzadeh and Indra Devi Subramaniam (2013) stated that the

concept of talent management has attracted most of the researchers‟ attention in recent years.

As human capital has been known as the most critical element of competitive advantage,

most organizations around the world have grasped the importance of talent

management. Talent management does not have one face, so various organizations

implement it with their unique strategy. However, there are some basics they need to follow

as their primer steps that lead them to better understanding and implementing of talent

organizations. While most of the organizations implement talent management in their

organization but there are a lot of unknown issues that need to be investigated.

Muhammad Imran Hanifm and Shao Yunfei (2013) The research was conducted to

highlight the role of talent management with HR generic strategies to retain talent, reduce

employees‟ turnover and to achieve perceived HR outcomes of a firm by implementing succession planning, employer‟s branding, motivation and development policies effectively

and efficiently. In addition, HR practices like training and development, recruitment and

selection, resources and skills building of employees also play vital role for organizational

success. Structured questionnaire is used as instrument to prove the hypothesis, and for the

results, appropriate statistical tools will be used for the analysis. Both qualitative and

quantitative techniques are adopted and for the purpose of primary data collection, leading

MNCs, well reputed public and private sector organizations will be visited. Interviews and

discussions will help to determine the results.

Navina.K and Misra(2013) stated that organisation across the private and public

sectors, and in locations ranging from North America and Western Europe to the emerging

markets,are recognizing that there is enormous-and often untapped-strategic value in HR.As

is the case with other staff functions, organizations benefit when HR forms a collaborative

partnership with business units.And some of the highest returns result when HR and business

units collaborate in areas such as work force assessment, recruitment,retention,training and

devolopement.

Santanu Kumar Das(2013)58 concluded that highly demanding business

environment makes it imperative for the organizations to build competence in the form of

superior intellectual capital.It is agreed by almost all CEOs of big companies that it is the

human resource –a talented one – that can provide them competitiveness in the long run. So it

is the duty of the HR department to nurture a brigade of talented workforce, which can win

them the war in the business field. The talent has to spotted , carefully nurtured and most

importantly preserved.

Dhanabhakyam & K. Kokilambal (2014) explored the different talent management

practices that are being practiced in few industries and the common practices that are

practiced across different industries. From the literature review on talent management

same kind of talent very aggressively hence retention becomes a crucial issue. Talent

management has to start from the interview process to check if the employee is a right fit to

the organization till employee separation where the employee parts the organization.

Need for the Study:

Talent management is one of the most important strategic objectives of organizations

today. The present study has highlighted the Talent management practices of IT sector. On

the basis of this information and related facts the organization can take appropriate steps in

maintaining a competitive advantage which leads to success, efficiency, and growth.

Organizations that manage their talent well should have a better idea of the abilities and

potential of internal candidates than of outside hires. Accordingly the information generated

from this study will be useful for the organization as it will assist top management in their

efforts to ensure that talent management practices as defined by the policies, procedures and

processes are well understood and help to retain employees. In addition the research could

assist in identifying suitable retention intervention for organization.

RESEARCH OBJECTIVES

• To identify the determinants of Talent management practices

• To determine the demographical factors affecting talent management practices of

employees in IT sector.

• To find out the motives to attract, reward and retain the top performers.

• To identify the reasons which affect the employee retention.

HYPOTHESIS

• There is no significant relationship between designation and talent management practices

of respondents.

• There is no significant relationship between department and talent management practices

of respondents.

• There is no significant relationship between gender and talent management practices of

METHODOLOGY

The focus of this research is to study the talent management and its impact on IT

companies. Data for the study were collected through the primary and secondary sources.

Secondary data required for studying the profile of all the IT companies which were

operating during the study period from Hyderabad have been collected from the various

related websites, journals, news papers and reference books.

ABOUT THE IT INDUSTRY

Information Technology (IT) sector in India is one of the rapidly growing sectors.

Indian IT sector has a great reputation and brand value in the global markets. Indian IT

industry comprises of Software sector and Information Technology Enables Services (ITES).

Indian IT industry also includes Business Process Outsourcing (BPO) industry. India is an

affordable market destination for software development and IT & ITES services.

The journey of Indian IT industry started in 1974, when Burroughs, main frame

manufacturer, offered Tata Consultancy Services (TCS) to export programmers for the

installation of system software for its US client. But the situation was very worse that no

local business firm was supported and the policy of Indian Government towards private

companies was also very aggressive. The Indian IT industry was started by a Bombay-based

corporation which entered the business with the supply of programmers to IT companies

located overseas.

Till 1984, IT was not considered as an industry and was not given any subsidies. In

1984, some strategic reforms were made and considered IT as an industry. In the same year,

Indian Government introduced a policy, New Computer Policy (NCP), which consisted of a

package of slashed import tariffs on hardware and software. The policy also recognized the

software exports as a „delicensed industry‟. Delicensed industry is eligible for bank finances,

free from the license-permit and to set up offshore units of foreign companies in India.

The rise of the Indian IT Industry

India, no doubt, is one of the hottest destinations for IT business with techno savvy

work force, investment friendly government policies and efficient infrastructure facilities,

estimated to reach over US $ 76 billion in the financial year 2010-2011. This is far beyond

our competitors, China with $35 billion and Philippines with $8.85 million. The report also

says that Indian outsourcing industry is expected to touch a revenue return of US $ 225

billion by 2020. This, indeed, is a positive message that indicates a sustaining growth of IT

industry in India.

Indian IT industry contributes immensely to the national economy. IT industry is one

of the biggest job creators in India. For the last 20 years, the growth of Indian IT industry is

quite astonishing, as we can see evidently that the Indian market has entrenched strongly in

the global IT market. No other Indian industry was more successful as to stand against its

global competitors.

Impact of Information Technology on Indian Economy

A particular industry that has been instrumental in the growth of the Indian economy

is the IT sector. The design, development, implementation or management of information

systems is referred to as information technology. It describes the production, storage,

manipulation and dissemination of information. IT industries account for 6% of the GDP of

India and provide employment directly or indirectly for over 2.3 million people. It also contributes very significantly to India‟s exports accounting for around 18% in 2001. India

produces roughly 150,000 technically and socially adept engineers every year. Most of them

migrate to developed countries and form an integral part of the workforce there.

Size of the IT industry

Indian Information Technology industry contributes 5.9% of the country's GDP while

providing employment to a significant number of its tertiary sector workforce. In March

2009, annual revenues from outsourcing operations in India was up to US$ 60 billion and this

is expected to increase to US$225 billion by the year 2020. The most prominent IT hub is IT

capital Bangalore and the other emerging destinations are Chennai, Hyderabad, Mumbai,

Pune, NCR, Jaipur and Kolkata. India's growing stature in the information Technology

Future of Indian IT industry

Former Indian Prime Minister Atal Bihar Vajpayee once described IT as “India‟s tomorrow”. With the convergence of computing, communications, and electronics, the scope

of IT is changing, as are key industries such as

 Transportation (road, rail, air, sea, and urban transport).

 Financial services (banking, insurance and stock trading).

 Hospitality (hotels, restaurants, and tourism).

 Automotive and aerospace.

 Core industries (oil, gas, steel, and mining)

 Services (education and healthcare) and

 Retail.

Areas such as industrial automation and medical electronics are embracing open

standards and starting to use commodity hardware. Leading companies in those domains-such

as ABB and Siemens-could soon become “IT companies” Indian IT is thus likely to enjoy

steady and sustained growth for at least another decade.

Profile of TCS (Tata Consultancy Services)

Tata Consultancy Services Limited (TCS) is an Indian multinational information

technology (IT) service, consulting and business solutions company headquartered in

Mumbai, Maharashtra. It is a subsidiary of the Tata Group and operates in 46 countries. TCS

is one of the largest Indian companies by market capitalization ($80 billion). TCS is now placed among the „Big 4‟ most valuable IT services brands worldwide. In 2015, TCS is

ranked 64th overall in the Forbes World's Most Innovative Companies ranking, making it

both the highest-ranked IT services company and the first Indian company. It is the world's

10th largest IT services provider, measured by the revenues. As of December 2015, it is

Service lines

TCS' services are currently organised into the following service lines (percentage of total

TCS revenues in the 2012-13 fiscal year generated by each respective service line is shown in

parentheses):

 Application development and maintenance (43.80%) value;

 Asset leverage solutions (2.70%);

 Assurance services (7.70%);

 Business process outsourcing (12.50%);

 Consulting (2.00%);

 Engineering and Industrial services (4.60%);

 Enterprise solutions (15.20%); and

 IT infrastructure services (11.50%).

Operations

TCS have 230 offices across 46 countries and 147 delivery centers in 21 countries. At

the same date TCS had a total of 58 subsidiary companies.

Employees

TCS is one of the largest private sector employers in India, and the second-largest

employer among listed Indian companies (after Coal India Limited). TCS had a total of over

335,620 employees as of October 2015, of which 31% were women. The number of

non-Indian nationals was 21,282 as at March 31, 2013 (7.7%). The employee costs for the FY

2012-13 were US$4.38 billion, which was approx. 38% of the total revenue of the company

for that period. In the fiscal year 2012-13, TCS recruited a total of 69,728 new staff, of whom

59,276 were based in India and 10,452 were based in the rest of the world. In the same

period, the rate of attrition was 10.6%. The average age of a TCS employee is 28 years. The

employee utilisation rate, excluding trainees, for the FY 2012-13 was 82%. TCS was the

fifth-largest United States visa recipient in 2008 (after Infosys, CTS, Wipro and Mahindra

recipient of H-1B visas. As of June 2014, TCS has over 300,000 employees. It is world's

third largest IT employer behind IBM and HP.

Talent Management in TCS

The human resources strategy of Tata Consultancy Services (TCS), the largest

provider of information technology (IT) and business process outsourcing (BPO) services in

India has enabled the Company to attract, integrate, develop and retain the best talent

required for driving business growth. The sustained strategic focus to enhance employee

capability, improve efficiency and groom future leaders has helped TCS to maintain its

benchmark status in the IT industry.

As on March 31, 2013 the Company employed 2,76,196 associates representing 118

nationalities deployed across 55 countries. The 'workforce management strategy' is executed

optimally to fulfill business demand, deliver consistently high utilization rates and keep

manpower costs within the desired range. The Company has created a performance driven

environment where innovation is encouraged, performance is recognized and employees are

motivated to realize their potential. Its relentless pursuit to connect with employees on a

regular basis, communicate in an open and transparent manner, provide opportunities to learn

and grow within the organization have yielded desired results as it is evident from the high

retention rates and the motivation and engagement levels of its employees.

The attrition rate at TCS in 2006 was 10.6 % which was the lowest in the Indian

software and IT industry. As TCS continued to expand globally, it faced the challenge of

grooming and retaining a diversified talent pool. Also with rising manpower requirement,

TCS increasingly hired non-technical science graduates, which posed a challenge to groom

and bring them on a common platform. A small experiment called “Ignite” was started in

December 2006 to strengthen the company‟s talent base. It was launched to hire, train and

deploy two batches of trainees from non-technical science background.

Initially, TCS recruited engineers to meet its needs at the business front. But, later on

to expand and increase its scalability, the company felt the need to have a more diverse team

in terms of intellectual, social and culture context. In February 2009, TCS changed its hiring

strategy and started focusing on just-in-time hiring or realtime talent management. To build a

Development, Initial Learning Programmme, Continuous Learning Programme, Leadership

Development Programme, Foreign Language Initiative and Workplace Learning.

Compensation management system at TCS is based on the economic value added (EVA)

model. The company conducts appraisal of its regular employees twice in a year, and also at

the end of the project in case of employees hired specifically for various projects. In order to

identify its outstanding talent, TCS has been recognizing the contribution of its people in

many ways. In 1997, TCS set up a state-of-the-art training centre, „Technopark‟ at

Thiruvananthapuram which offers training to new recruits and TCS staffers at various levels.

„Technopark‟ provided the employees with three kinds of training programmes - technology,

attitudes and management. TCS has a Manpower Allocation Task Committee (MATC) which

determined the career path for employees.

Conclusion

Talent Management provides a continuous opportunity for IT industry to develop

their organizational performance levels. A strong talent management practice system helps to create good performers in the organization at manager‟s level. The IT industry must concentrate to promote a talent management mindset to the mangers‟ level and commit to

supporting talent management practices to implement in the managers level to improve the

organizational performance. As organizations continue to pursue high performance and

improved results through TM practices, they are taking a holistic approach to talent

management. Careful planning, culminating in a sound talent strategy that is tightly connected to the organization‟s overall business strategies and business needs, which is required for talent management to become ingrained in an organization‟s culture and

practices. Only when this happens it is possible for talent management practices to be both

effective and sustainable.

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