India talent survey report 2012 Perspectives on young talent in India

July 2012

Contents

1 3 8 17 22 24 31 32 34

Executive summary Young talent and retention How do views differ across generations and gender across key talent issues? Young talents reflections on HR What are the perspectives of employees who view their organizations as World-Class in talent? Spotlight: Talent perspectives from knowledge and professional services industries Conclusion Annexure I Annexure II

National talent survey report

Executive summary

Talent is at the center of the 21st century business equation. This is true around the world as well as in India. As global talent markets are increasingly interconnected and work through communications, virtualization, and digitalization more evenly distributed across the world, it is critical to continually sharpen our understanding of national, regional, and the global talent markets. This report is part of a global longitudinal series initiated by Deloitte in 2010 examining the perspectives of different generations of talent and business, Human Resource (HR), and talent leaders around the world. Our research over the past three years has highlighted critical insights and differences from business leaders and talent around the world. In this report, Deloitte, in partnership with All India Management Association (AIMA), shares our first India Talent Survey conducted in India in January and February this year. The India Talent Survey 2012 examines employee expectations across gender, generations, geographies, and industries. Our aim is to better understand the evolving perspectives of talent: what is important in terms of retention, corporate values, communications, leadership and what do employees think of their HR and talent functions. Throughout the report we aim to put the survey results for talent in India in the broader context of similar studies conducted in 2011, which considered these questions at the global and regional levels, including the Asia Pacific region. The report is based on an online survey shared with employees of companies associated with AIMA and includes 2,122 responses. We hope the survey and report contribute to deepening our collective understanding of the concerns of young talent in India. We trust the report will be useful to business, HR and talent leaders, students, academics, and government leaders and managers. Our report includes four major questions and categories of findings and concludes with a spotlight on the talent trends prevailing in the knowledge and professional services industry in India.

1. How are employee attitudes shifting and how can employers capitalize on the changing mindsets of their employees? What does young talent in India think of the constantly evolving job market? Are they planning to stay or go? Is the trend similar across global regions, gender, and generations? Interestingly, 57% of the employees surveyed, in India, expect to remain with their current employer, which is higher than the global average, 34%, and APAC (Asia Pacific) response, 40% from a similar survey in 2011. Lack of compensation increase, lack of career options, and new opportunities in market are the most cited reasons for seeking out new employment 67% of the survey respondents identified salary/financial benefits as a key determinant for their commitment toward their job and employer -- cash appears to be a major incentive and prerequisite for motivation. 2. How do employee perspectives vary across generations and gender on key talent issues? The current workforce in India is among the most diverse that any business and organization leaders have ever led and managed. This rich combination of Baby Boomers, Generation X, and the Millennial Tiger Cubs (the Asia Pacific region often refers to this group as Tiger Cubs) has their own set of perspectives, values, and expectations. What should business and HR leaders consider when developing programs that will be tailored to suit the needs of each group? Additional compensation and Promotion/Job advancement are the major motivators for surveyed employees. Interestingly, these priorities vary as one move across generation and gender. Flexible work arrangements is identified as a consistent expectation and need across generations and gender as an important retention strategy and an incentive to delay retirement.

Deloitte in this document refers to Deloitte Touche Tohmatsu India Private Limited. Deloitte India herein refers to DTTL member firms in India

National talent survey report

3. What do employees think about their employers HR and talent programs? Where do employees see their companies HR capabilities relative to wordclass benchmarks? Among Indian respondents, 9% (about 1 out of 11) of surveyed employees categorized their employers as worldclass in HR and talent. This compares to a global and APAC response rate of 6% (about 1 in 16). Apparently, being a world-class organization in HR and talent efforts is a tough challenge with a lot of upside for many employers. Global employee respondents cite competitive compensation and benefit packages (66%), flexible work options (65%), effective management of a globally diverse workforce (63%), retaining top performers (57%), and developing leaders through internal and external programs (54%) as the areas HR should focus on. APAC employee respondents emphasized competitive compensation and benefit packages (75%), managing globally diverse workforces (73%), remaining transparent to employees in times of economic uncertainty (71%), retaining top performers (71%), and developing leaders through internal and external programs (71%) as the top traits for a world-class HR. For Indian surveyed employees leading HR and talent concerns include managing a globally diverse workforce (76%), providing flexible work options (72%), inspiring trust/confidence in leadership (67%), competitive compensation and benefit packages (66%), and developing leaders through internal and external programs (66%).

4. What difference does it make if your organization is perceived by your employees as being world-class in HR and talent? One of the interesting results of the survey is the respondents view that 9%, 1 out of 11, respondents characterized their companies as world-class in talent. Another 26%, 1 out of 4, described their companies as very good at HR and talent. And more than 31%, 3 out of 30, assess their HR and talent functions as fair or poor.Further analysis shows that there are significant differences among the retention and engagement outlook for employees who highly rate their HR and talent functions. Employees with positive, i.e., world-class and very good-views of HR and talent have much stronger views about specific HR and talent programs and a generally positive level of engagement and their future prospects with a company. Specific key findings from employees with very positive views of corporate HR and talent include: Report they are more likely to expect to stay with their current employers See their organization effectively communicating about the companys strategy and direction Are very positive about their companys performance developing leaders through internal and external programs Have confidence in their leaders and see them as inspiring trust Rate their organization highest in terms of retaining top performers Apparently, employee perceptions of HR and talent quality matter and have an impact on critical retention engagement and development issues.

National talent survey report

Young talent and retention: How can employers capitalize on the changing mindsets of their employees?
With the rapid evolution of global and integrated national talent markets, understanding employee perspectives, beginning with why employees are thinking of staying and leaving their companies, is a top concern. As the job market continues to steadily grow in India, a common perception is that young workers are ready to job hop from one company to another. Interestingly, our survey reports that 57% of the respondents expect to stay with their current employers in the Indian market. This contrasts with the global and APAC markets where only 34% and 40% of the respective respondents expect to continue with their existing employers.

Percentage of employees looking for new job opportunities (2011 and early 2012)

India

APAC

57% 43%

Employees who have been/plan to/currently looking for new employment I expect to stay with my current employer

40% 60%

Employees who have been/plan to/currently looking for new employment I expect to stay with my current employer

Global

34% 66%

Employees who have been/plan to/currently looking for new employment I expect to stay with my current employer

This trend of loyalty towards their existing employer is observed across generations, genders, and industries (IT/ITES, knowledge services, energy/utilities, technology/media /telecom, and other industries) surveyed in the Indian market.

Among the total employees surveyed in India, 57% expect to remain with their current employers in the coming year.
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Dig Deeper: Women employees express a somewhat stronger desire to stay with their current employers. Survey ndings suggest that women expressed a higher interest in continuing with their current employer (62% of women vs. 54% of men surveyed expect to stay with their current employers). It is important, perhaps, to understand the motivations and expectations for women and men relative to their retention concerns.

The remaining percentage of employees is either actively or passively pursuing new employment opportunities. The reasons are not very different for global, APAC, and India markets. The top three reasons that influence employees to look for other employment avenues in India are - lack of compensation increase (54%), lack of career options (52%), and new opportunities in market (34%). In addition to these, the Global work force identified lack of job security and lack of trust in leadership as the other key reasons for leaving the current employer. In APAC, however, one of the major reasons cited by the respondents is excessive work load.

Reasons for job search across regions

India
Lack of compensation increase Lack of career options New opportunities in market Lack of challenge in the job Dissatisfaction with supervisor or manager 19% 34% 32% 54% 52%

Global
Lack of career options Lack of trust in leadership Lack of job security Lack of compensation increase New opportunities in market Dissatisfaction with supervisor 24% 24% 24% 22% 19% 28%

In India, different age groups surveyed reflected different preferences specifically in relation to compensation increases. For the workforce less than 30 years of age, lack of compensation increase is the first reason for looking for a new employment opportunity. However, for expe-

rienced employees, over 30 years of age, it is the lack of career options within the organization that propels them to look for other opportunities.

National talent survey report

Preferences for seeking new employment among different generations of workers in India
Lack of compensation increases 60% 54% 46% 52% 50% 40% 32% Lack of career options 57% 56% 50%

Less than 25 years

25 - 30 years

30 - 35 years

35- 40 years

More than 40 years

The challenge for business and HR leaders is to understand these generational perspectives and target strategies to enhance compensation and provide wider career options for its employees at different stages of their careers as a key step to handle attrition.

In the Global and APAC market surveys, retention strategies employees expect their employers to adopt are Promotion/ Job advancement (53% and 47%, respectively), Additional compensation (39% and 47%, respectively), and Additional bonuses or financial incentives (34% and 32%, respectively). The expectation of the Indian work force, in addition to Promotion/Job advancement (57%) and Additional compensation (53%), is the Opportunity to work abroad (46%).

Retention strategies employee ranked preferences-- across regions

India
Promotion/Job Advancement Additional compensation Opportunity to work abroad New training programs Flexible work arrangements 30% 36% 46% 57% 53% Promotion/Job Advancement; Opportunity to work abroad Additional bonuses or nancial incentive Additional benets (i.e., health and pensions) Additional discretionary perks (i.e., perdiem allowances, transportation) Flexible work arrangements

APAC
47% 32% 28% 20% 20%

Global
Promotion/Job Advancement Opportunity to work abroad Additional bonuses or nancial incentive Support and recognition from supervisors or managers Additional benets (i.e., health and pensions) 21% 34% 30% 39% 53%

National talent survey report

In addition to the perceived financial rewards, the other reason for wanting to work abroad could be the appeal of

gaining global professional experience and exposure.

The top retention strategies of the Indian work force are Promotion/ Job advancement (57%), Additional compensation (53%), and the Opportunity to work abroad (46%).
Another dimension for Business and HR leaders to gauge the employees mindset is to understand their career and retirement plans and devise incentives to engage them. Compared to the Global workforce, where 33% of the respondents are targeting a retirement age between 61-65 years of age, 36% of APAC and 27% of Indian respondents would like to retire between 56-60 years of age. Indian employees apparently would like to retire at younger average ages than their regional and global counterparts with 41% expressing a target retirement age of 55 or youngera substantially higher percentage than the APAC region, at 28%, and globally at 15%.

Target retirement age: Employee expectations

Before 45

46-50

51-55 41%

56-60

61-65

66-70

70+

India

8%

17%

16% 28%

27%

18%

7%

7%

APAC

2% 8%

18% 15%

36%

26%

6%

4%

Global

2% 5%

8%

24%

33%

19%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

National talent survey report

Some of the incentives that HR can deploy to bring the retirement age of Indian workforce at par with the Global workforce could be More flexible working arrangements, as cited by 44% of the respondents Additional compensation highlighted as the reason by 36% of employees surveyed The other key incentives noted that can contribute to the cause include additional monetary benefits, recognition, and greater emphasis on integrating family, community, and work commitments. The changing nature of operations world-wide can present better choices and style of working to employees, and perhaps motivate them to stay longer.

Show me the money! With 67% of the survey respondents identifying salary/ financial benefits as the key determinant for their commitment toward their employer, the HR must focus on this factor seriously. In the Indian market, the reward strategies can vary significantly based on industry and the experience of its employees. A competitive compensation is no longer perceived as a motivation factor, but a necessity. With that in mind, we should consider national, regional, and global trends, which highlight the increasing importance and balance of financial AND nonfinancial rewards.

A cash incentive may not be the primary motivation for employees staying or going, but our survey suggests that it remains one of the fundamental retention techniques for HR leaders.

National talent survey report

How do views differ across generations and gender across key talent issues?

The 21st century workforce is the most diverse that India, and the world, has ever seen, including the span of generations: Baby Boomers, Generation X, and the Millennial. Each generation brings with them varying values and expectations. Top of mind issue for business and HR leaders should be the evolving perspectives of these different generations of diverse employees.

Survey ndings suggest that women expressed a higher interest in continuing with their current employer (62% of women vs. 54% of men surveyed). However, when we look at employee dynamics across generations, we realize that it remains more or less constant across generations. (58% of Less than 25 age group want to remain loyal to their current employer, while 57% of 25-30 Years, 56% of 30-35 Years, and 54% of More than 35 expressed their commitment of staying).

Employment dynamics in the existing market across gender and generation

62% I expect to stay with my current employer. 54% 54%

I am passively looking (i.e., have posted my resume on professional sites and am open to being called by.

15% 21%

I plan to begin looking for new employment within the next 12 months.

15% 16%

Female Male

I am currently seeking new employment.

4% 6%

I have been actively looking for new employment during the past 12 months.

3% 4%

0%

10%

20%

30%

40%

50%

60%

70%

National talent survey report

54% I expect to stay with my current employer. 56% 57% 58% I am passively looking (i.e., have posted my resume on professional sites and am open to being called by recruiters or other companies for new opportunities). 19% 20% 19% 16% 16% I plan to begin looking for new employment within the next 12 months. 14% 16% 18% 7% I am currently seeking new employment. 6% 5% 5% 4% 4% 4% 2% 10% 20% 30% 40% 50% 60% More than 35 30-35 Years 25-30 Years Less than 25

I have been actively looking for new employment during the past 12 months.

0%

Lack of compensation and lack of career options are the top reasons that influence Generation X and Millennial employees to make a switch this dual focus on meaningful careers AND compensation summarizes the top concerns of Indias Tiger Cubs.
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Our survey notes that employees look for a job change due to a combination of factors, including compensation and career expectations. The top reasons cited by both men and women are similar: 54% of men and 53% of women identify Lack of compensation increase as the primary

reason; while for 54% of men and 49% of women, Lack of career options is the second most important reason for changing the job. New opportunities in the market takes the third place with 34% of men and 33% of women picking this as the cause in switching their loyalties.

Reasons cited by men and women for leaving their current employer
53% Lack of compensation increase 54% 49% Lack of career options 54% 33% New opportunities in market 34%

Lack of challenge in the job

30% 32% 20%

Dissatisfaction with supervisor or manager 19% 17% Lack of adequate bonus or other nancial incentives 18% 18% 11% 10% Female Male 20% 30% 40% 50% 60%

Lack of exible work arrangements

0%

Lack of compensation (56%) and lack of career options ( 52%) stand out as the key reasons for making a switch for Generation X and Millennial employees (those under 35).

However, for Baby boomers, it is Lack of career options (53%) that tops the reasons for considering a job change.

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Reasons noted across generations for changing a job

Less than 35 More than 35 56% 52% 53% 37%

34% 19% 11% 12% 22% 17% 9% 24% 18%

31%

31% 34%

Lack of adequate bonus or other nancial incentives

Lack of job security

Lack of trust in leadership

Dissatisfaction with supervisor or manager

New opportunities in market

Lack of challenge in the job

Lack of compensation increases

Lack of career options

While competitive compensation is a baseline retention lever for HR managers, providing challenging job opportunities and career options within the organization appear to play a critical role in retaining employees across generations. Lack of challenge on the job, dissatisfaction with managers, lack of adequate financial incentives, and lack of flexible work arrangements are the other reasons prompting employees to consider moving on. Retention strategies that can work: The employees perspective The survey revealed some core ideas and opinions on various retention strategies that employers can use to retain their talent. The key motivational factors noted by the respondents across generations and gender are Promotion/Job advancement, Additional compensation, Opportunity to work abroad, New training programs, and Flexible work arrangements.

Additional compensation and Promotion/Job advancement are the major strategies that HR may use to retain their talent. However, as one moves across generations Promotion/Job advancement is prioritized over Additional Compensation. As per our survey, for workforce less than 25 years of age, 56% identify Additional compensation as a key retention strategy. However, employees over 25 years of age recognize Promotion/Job advancement as the crucial factor in this case. Accordingly, HR needs to develop strategies that provide an optimum combination of compensation and promotion tailored specifically for Baby Boomers, Generation X, and the Millennial. One other interesting trend observed is the need for developing New training programs to retain experienced employees, especially Baby boomers (42%). While for Millennial (50%) and Generation X (50%) employees, providing Opportunities to work abroad is an important factor. Flexible work arrangements is noted to be a consistent expectation across generations of employees surveyed.

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Views of different Generations on effective retention strategies

Promotion/Job advancement New training programs Additional compensation Flexible work arrangements 62% 54% 49% 35% 29% 40% 31% 32% 45% 25% 61% 45% 22% 39% Opportunity to work abroad

51%

56%

50% 35%

58%

34%

Less than 25 years

25-35 years

35-40 years

More than 40 years

The gender preferences show a similar pattern for the top five retention strategies. One key observation noted for

women professionals (38%) is the expectation of Flexible work arrangements.

Interestingly, Flexible work arrangements is identified as a need consistently across generations and gender as an important retention strategy and an incentive to delay retirement.
Views on retention strategies Men vs. women
Women Men 57% 56%

60% 50% 40% 30% 20% 10% 0%

Additional bonuses or nanacial incentives Individualized career planning (within your company) Flexible work arrangements New training programs Opportunity to work abroad Additional compensation Promotion/ Job advancement 20% 21% 25% 25% 38% 27% 39% 35% 40% 49% 51% 54%

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HR should devise retention strategies by addressing those components that employees perceive as vital to continue

working with the current organization.

Millennial Tiger Cubs distinguish themselves from other generations by identifying a fun working environment as a key consideration for the overall employee experience and brand
In addition to money, for Millennial Tiger Cubs, the reasons that drive its decisions to continue with its existing employer comprise majorly of opportunities to work abroad (50%) to flexible working arrangements (41%) and easier work load (36%). One distinguishing component identified only by this group (47%) is the need for a fun working environment.

Reasons cited by Millennial Tiger Cubs for staying with their current employer

50%

47% 41% 38% 36%

Opportunity to work abroad

Fun working environment

Flexible work Additional arrangements compensation

An easier workload

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Retirement Expected retirement age across regions

14% 66 to >70 years 10% 29%

45% 56-65 years 62% 57%

India APAC Global

41% < 45 to 55 years 14% 28%

Flexible work arrangements is identified by Baby Boomers, Generation X and Millennial employees as a key component that can delay the plan to retire for both men and women. Both women (51%) and men (40%) identified flexible work arrangements as a key determinant to delay their retirement. Flexible work arrangements allow the employees to choose a work schedules that is in line with their personal or family needs. These arrangements may include flexible time period or compressed work weeks or telecommuting.

Some of the other reasons identified were easier work load, additional compensation, ability to integrate family, community, and work commitments, and opportunity to change fields. Most of these fit in well into the requirements of an individual who is aging.

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National talent survey report

Gender preferences on incentives that can delay retirement

Male Female 51% 38% 27% 28% 28% 29% 32% 40% 34% 34%

Opportunity to change elds/learn a new eld

An ability to integrate family, community, and work commitments

Additional compensation

An easier workload

Flexible work arrangements

Generation preferences on incentives that can delay retirement

54% Flexible work arrangements 39% 24% 28% Additional compensation 33% 40% 35% 23% 28% An easier workload 34% 34% More than 40 years 38% 43% An ability to integrate family, community, and work commitments 26% 28% 27% 28% 25% Opportunity to change elds/ learn a new eld 26% 27% 27% 18% Promotion/Job advancement 25% 23% 25% 26% 35-40 years 30-35 years 25-30 years Less than 25 years 43% 44% 50%

34%

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In considering strategies to keep employees engaged, organizations should consider innovative strategies that can help employees address the requirements of family, health, and community needs to be able to work longer and delay their retirement. Employer commitment to employees One set of survey questions was intended to assess how employees value the range of employer efforts to show employee commitment and the overall employee experience. The survey examines a range of options, including core programs and commitments such as salary/financial benefits, corporate responsibility/voluntarism, diversity and inclusion, work-life balance/flexibility programs, opportunities to work abroad, opportunity for growth and development, and creating a fun work environment.

For employees across generations and gender, the responses echoed similar sentiments. They felt that Salary/ Financial Benefits (67%), Work-life balance/flexibility programs (70%), and Opportunity for growth and development (76%) have significantly improved within their organizations (while the other areas showed an overall improvement). This highlights that organizations today are investing in strategies related to compensation, flexibility, and developing growth opportunities for their employees in an effort to retain and develop their talent.

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Young talents reflections on HR: Are HR talent programs effective? What do employees think about them?
effectiveness in the eyes of employees. In this turbulent economic environment, talent management teams needs to deal with challenges associated with recruitment, development, retention, and compensation along with incorporating the requirements of employees who vary across gender and generations. Not surprisingly, being a worldclass organization in HR and talent efforts is a tough task. Our survey corroborates this as only 6% of Global and APAC employees (1 out of 16) and 9% of Indian employees (1 out of 11) who participated in the survey described the talent and HR programs at their companies as world-class. In other words, 9% of Indian employees would give their HR and talent teams an A grade on their performance and effectiveness compared to only 6% who earn an A grade globally and regionally. The good news is that companies are at least meeting expectations of their employees as a majority of their responses are Good and Very Good in comparison to Fair and Poor for India and APAC. Among the Indian respondents, a margin of more than 2:1 (69% to 31%) employees rated their companies talent programs as world-class or very good or good than fair or poor. APAC employees had a higher satisfaction index with 73% of their employees rating their companys HR efforts world- class, very good, or good, and the remaining 27% scored fair or poor producing a ratio of 3:1. The concern seems to be at a global level where the ratio is 4:3 (56% to 43%), more or less equal on both sides. The message is clear. While the Indian organizations should continue to do the good work and match the regional standards, the organizations outside the subcontinent need to do a lot more.

If we were evaluating a companys product design, manufacturing, distribution, marketing, and sales, we would likely (!)start with talking with and understanding a companys customers. So in understanding how to improve the contribution and effectiveness of HR and talent programs, we should focus on the perspectives of a companys employees. Specially, given the constant talk about the importance of people to our businesses, in India and around the world, what can we learn from the perceptions of our employees regarding the quality and effectiveness of business HR and talent programs? In summary, the view of employees, in India, the Asia Pacific region, and globally suggest that there is significant opportunity for HR and talent programs to improve their

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Global and regional comparison of employee assessment on company's overall HR/talent efforts
69% India 9% 26% 34% 73% APAC 6% 27% 40% 56% Global 6% 21% 29% 24% 19% 20% 7% 23% 8% World class/ Excellent Very Good Good Fair Poor

0%

20%

40%

60%

80%

100%

If we delve deeper into what employees think about critical HR and talent activities, the story is more interesting. One of the major activities that emerge from the survey is Effective Communication with your employees. This coupled with some innovative talent programs appear to be a critical component of effective HR and talent strategy.

Let us see in the next few pages what can make organizations world-class.

Assessment: Does HR effectively communicates the companys strategy and direction?

52% India 52% 33% 80% APAC 80% 57% Global 57% 40% 2% 19% 1% 15% Yes No Do not know

0%

20%

40%

60%

80%

100%

Communicating effectively is a critical expectation for high-performing HR and talent teams. Interestingly, this is an area where Indian respondents evaluated their HR performance as below the regional assessment. Only 52% of Indian respondents said HR did an effective job communicating the companys strategy and direction compared against 80% across the Asia Pacific region and 57% globally. This single parameter takes up the APAC percentage higher and stands out as an important area that the Indian organizations must address. According to the survey, the top five talent programs identified by employees were different (i.e., they varied across India, the Asia Pacific region, and globally. Global

employees have a fair mix of opinions when scoring their companys HR performance between world-class/ very good/good to fair/poor. Providing competitive compensation and benefit packages is the front-runner (66% world-class/very good/good to 34% fair/poor) as the key talent program followed closely by HR programs like providing flexible work options (65% world-class/ very good/good to 34% fair/poor), managing a globally diverse workforce (63% world-class/very good/good to 30% fair/poor), retaining top performers (57% worldclass/very good/good to 41% fair/poor), and developing leaders through internal and external programs (54% world-class/very good/good to 45% fair/poor).

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Talent programs that make a difference to Global employees

World class Providing competetive compensation and benet packages Providing exible work options Managing a globally diverse workforce Retaining top performers Developing leaders through internal and external programs 12% 9% 10% 10% 8% Very good 24% 23% 22% 21% 18% Good 30% 33% 31% 27% 28% 22% 26% Fair Poor 22% 18% 22% 12% 16% 8% 19% 20%

The APAC region tells a different story. The surveyed employees appear to be satisfied with their employers HR efforts and performance. Similar to the global preferences on talent programs, providing competitive compensation and benefit packages stays on the top here as well. However, the overall percentage varies - 75% worldclass/very good/good to 25% fair/poor against the 66% global world-class/very good/good. The other HR

programs identified include managing a globally diverse workforce (73% world-class/very good/good to 25% fair/poor), remaining transparent to employees in times of economic uncertainty (71% world-class/very good/ good to 26% fair/poor), retaining top performers (71% world-class/very good/good to 28% fair/poor), and developing leaders through internal and external programs (71% world-class/very good/good to 29% fair/poor).

Talent programs that make a difference to APAC employees

World class Providing competetive compensation and benet packages Managing a globally diverse workforce Remaining transparent to employees in times of economic uncertainty Retaining top performers Developing leaders through internal and external programs 14 % 10% 9% 10% 9% Very good 25% 27% 27% 31% 22% 40% Good Fair 36% 36% 36% 30% Poor 15% 21% 16% 18% 18% 10% 3% 10% 10% 11%

The story is again different in India. Providing competitive compensation and benefit packages slides down to number 4 as against the top talent program in APAC and Global scenarios. Only 66% of the world-class respondents felt that this was important. The top reason in the Indian context is Managing a globally diverse workforce (76% world-class/very good/good to 20% fair/poor). This talent program was number 2 in the APAC and number

3 in the global ranking. This was followed closely by Providing flexible work options(72% world-class/very good/good to 28% fair/poor) and Inspiring trust/confidence in leadership (67% world-class/very good/good to 30% fair/poor). Developing leaders through internal and external programs (66% world-class/very good/good to 30% fair/poor) was last of the top five talent programs.

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Talent programs that make a difference to India employees

World class Managing a globally diverse workforce Providing exible work options Inspiring trust/condence in leadership Providing competitive compensation and benet package Developing leaders through internal and external programs 14 % 15% 8% 6% 8% 26% 26% 25% Very good 29% 28% 34% 35% 33% Good Fair 33% 29% Poor 16% 18% 20% 24% 20% 4% 10% 10% 9% 10%

Clearly, employees working in the Indian subcontinent have different reasons to score their employers high on the HR performance as compared to Global and APAC regions. Let us take a closer look at each of the five key components that employees want their HR teams to focus on: Managing a globally diverse workforce: In the era of globalization, companies are expanding into new markets across continents. As such, managing a globally diverse workforce has become the top priority for talent managers within the organizations. With only 14% of respondents from India acknowledging their HR efforts in managing a global work culture as worldclass, its time for HR to focus in this area. Providing flexible work options: This is one area that is consistently cited as an effective retention strategy across generations and gender in India. With changing business and technology dynamics, flexible work options allow employees to choose a work schedule per their convenience especially for the techsavvy millennial. No wonder it is one of the major parameters through which employees rate their HR, but as per our survey, only 15% of the respondents rated their HR efforts as world-class in this arena. Clearly, considerable work remains to be done by the Indian firms and HR leaders to develop programs that enable employees exercise flexible work options without affecting business. In addition, this change will require a change in the mindset for the organization and its employees.

Inspiring trust/confidence in leadership: Leadership is one of the major aspects that employees today rank as an important business and priority. A core, effective leadership team that inspires trust and confidence can be the most reassuring aspect of an organization in volatile times such as these. Keeping employees updated about company strategy and plans through regular and effective communication is one of the many tools to maintain, build, and inspire the trust of leaders. Open forums, access to leadership, and transparency are areas where Indian leaders can improve their efforts. Only 8% of the employees surveyed believed that their HR and business leaders are world-class in this traitinspiring trust in leadership-- indicating that the HR in India may have a long way to go. Providing competitive compensation and benefit packages: According to our survey, we have noticed two key strategies for this characteristic based on generation and job levels in the organization. The strategy for entry-level professionals and Generation X should be a combination of market-competitive cash compensation and investment in skill and career building. However, for the executive level or baby boomers, the focus is likely to be on promotion and career growth along with competitive compensation. Merely, 6% of the respondents from India rated their HR as world-class when asked about competitive compensation and benefit packages.

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 Developing leaders through internal and external programs: Emphasis on developing the next generation of corporate leaders is a recurring theme across generation and genders. HR should channelize its efforts to identify and develop new leaders by creating effective succession plans and related training programs. It should not only be able to retain existing leaders, but constantly keep an eye on the leadership pipeline to make sure that there are no shortages of leaders when the company is heading for a crunch time. With only 8% of surveyed employees indicating their HR as world-class in this area, organizations have a long way to go.

HR should consider the changing generational diversity and wants and needs of different segments when devising talent programs. These talent programs are in addition to the organization being transparent and ensure effective communication about companys strategy and direction. Overall, employees who enjoy world-class or very good or good talent programs appear more satisfied with their jobs and the development of their careers than their organizations with poor HR programs. Crafting talent programs keeping the above trends in mind will assist the HR to attain world-class status and help the companies realize signicant benets in the long run.

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What are the perspectives of employees who view their organizations as WorldClass in talent?
One of the interesting results of the survey is the respondents view that 9%, 1 out of 11, respondents characterized their companies as world-class in talent. Another 26%, 1 out of 4, respondents described their companies as very good at HR and talent, and more than 3 out of 30 (31%) respondents assess their HR and talent functions as fair or poor.

How do Indian employees assess the effictiveness of their company's HR and Talent activities?
9% World class\Excellent 31% 26% Very good Good Fair/Poor 34%

In this section of the report, we take a look at what appears to matter most to employees who assess their companies as world-class or very good in talent and HR. Similar to global and regional trends, we have found that employees, who assess their HR and talent functions as high performing, are more likely to plan to stay at their companies, are more likely to be focused on nonfinancial retention priorities (i.e., job advancement and development) and see their leaders as better communicators and inspiring trust. In short, when employees respond that they believe their HR and talent teams are highly effective, it appears to translate to strong views on retention and development. Let us highlight some key examples. Employees with positive, i.e., world-class and very good, views of HR and talent: report they are more likely to expect to stay with their current employers: Employees who describe their HR functions as world-class or very good report they expect to stay with their current employers: World-class, 75%, and very good, 71%. In contrast, respondents who described their employers as fair or poor in HR were less likely to expect to stay with

their current employers. Of those rating HR as fair, 44% expect to stay with their current employer and of those who rate HR as poor, only 25% expect to stay. ...see their organization effectively communicating about the companys strategy and direction Surveyed employees who assessed their HR teams as world-class or very good also see their organizations effectively communicating the companys strategy and direction: 85% (world-class) and 72% (very good) gave good marks to communications effectiveness compared to 30% (fair) and 9% (poor). are looking forward to career mobility and international assignments Respondents with high regard for HR and talent are likely to have more positive views of career mobility and international assignment prospects: A substantial 61% of those describing their HR as world-class see excellent and very good prospects for career mobility and 36% of those rating HR very good are very positive about their career mobility. In contrast, only 15% (fair) and 7% (poor) of respondents with low regard for HR are positive about their mobility and international programs and prospects.

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National talent survey report

see their companies remaining transparent to employees in times of economic uncertainty Employees with high regard for their HR function are more likely to see their companies as straight talkers and remaining transparent in times of uncertainty. 63% of respondents who describe their HR teams are world-class also assess the transparency of their leaders as excellent or very good; and 44% of those who assess HR as very good also see their leaders as very strong in transparency. This is in contrast to those at who assess HR as fair or poor where only 10% and 6%, respectively, report their companies doing an excellent or very good job in terms of transparency. are very positive about their companys performance developing leaders through internal and external programs Surveyed employees who give HR the highest marks are much more positive about their companys leadership development efforts. 74% of respondents who rate HR high overall give excellent and very good marks to HRs leadership development efforts and 56% of respondents who assess HR as very good overall assess their companys leadership development in the top two categories. On the other hand, only 12% and 9% of those rating HR as fair and poor give high marks to their companys leadership programs. have confidence in their leaders and see them as inspiring trust. Respondents who rate HR at the highest levels also have the strongest confidence in their leaders and see them as inspiring trust. 80% of those who see HR as excellent or very good give the highest marks for confidence in leadership and their ability to inspire trust and 55% of those with a very good view of HR/talent rate their leaders highly in terms of confidence in their leaders and their inspiration. On the other side, only 14% of those with fair views of HR and talent and only 10% of those with poor views of HR have very positive views in terms of confidence or inspiration from their leaders.

see their organizations as very effective in managing a globally diverse workforce Employees with strong views on the effectiveness of HR and talent are much more positive about their companys ability to effectively manage a globally diverse workforce. A very substantial 87% of those who see HR and talent as excellent or very good give the highest marks to their companys ability to manage a globally diverse workforce. 63% of those with a very good view of HR see these abilities to manage globally diverse workforces in this positive light. In contrast, only 25% of those with a fair view of HR see their companies as excellent or very good in this category with only 17% who assess HR as poor giving strong marks to their company in terms of managing a globally diverse workforce. and finally, they rate their organization highest in terms of retaining top performers. Survey respondents who rate HR as very good to great also have the strong views of their organizations abilities to retain top performers. 65% of those with the strongest view of HRs overall effectiveness had excellent or very good assessments of their companys ability to retain top performers; 51% of surveyed employees with a very good view of HR had an excellent or very good view of their companys ability to retain top performers. On the other side, only 12% of employees surveyed with a fair view of HR in their companies see them as strong in retaining top performers and only 7% of those with a poor assessment of their companys HR/talent efforts rate their companys ability to retain top employees in the top categories. In summary, employees with the strongest and most positive assessment of their companys HR efforts, 37% of the respondents, have overwhelming positive views of their job and retention prospects, leadership opportunities, and the most positive views of their companys communication efforts and their leaders overall. What employees think of their companys HR efforts may translate into more loyalty, satisfaction, and likelihood to stay and grow with their companies.

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Spotlight: Talent perspectives from employees in the knowledge and professional services industries
The Knowledge and professionals services (KPS) industry is the growth engine of Indian economy. Over the past few years, in addition to KPS, IT/ITES has also crossed significant milestones in terms of revenue, employment generation, and value creation in the country. In our spotlight section, we are focusing on the concerns expressed by the young talent in India within these two important industries. 55% of responses are from KPS, while 23% came Respondents across industries
55%

from IT/ITES; the results can provide a productive insight into to the perspectives of young talent in India. Remaining 22% of responses are from the industries, including energy/utilities, technology/media/telecom, consumer and industrial products, life sciences, manufacturing, financial services, and others.

23%

22%

Knowledge services

IT/ITES

Others

Businesses worldwide are becoming more knowledge intensive, and the trained talent pool is struggling to keep pace. In order to stay competitive and sustain their competitive advantage, organizations need to continue to build HR strategies to retain top talent in critical industries. After all, employees are the key contributors to the success of any organization. Organizations should continue to innovate and develop talent programs that help in attracting the right talent, onboarding and coaching them, managing expectations, and rewarding them as they grow within the organization. The aim should be to provide a career to employees and facilitate growth to build a worldclass culture one of the most effective retention tools.

One observation from the survey is that employees in these knowledge-intensive industries, irrespective of their sectors, have not been with their organizations for very long. According to the survey, in these sectors, less than 20% of surveyed employees have been employed for five or more years. 63% of employees within the KPS fall in the category of being employed with their current employers for less than two years. For IT/ITES, it is 60% and for other industries, it is 57%, displaying a similar trend. Among the universe of surveyed employees in these sectors, the tenure is generally quite low.

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Tenure metrics across industries

63% 60%

57% Knowledge and professional services 23% 26% 24% 14% 14% IT/ITES 19% Others

<2 years

3-5 years

> 5 years
(34%). IT/ITES follows this trend closely with a 57% citing lack of compensation increase, and 52% identifying lack of career opportunities. The other industries more or less weigh in the same bracket as far as reasons for attrition are concerned.

When surveyed on the reasons for a job change, the employees noted similar rationales across industries. The top three reasons identified by the employees from the KPS industry that lead them to look for other job opportunities are lack of compensation increase (54%), lack of career options (53%), and new opportunities in market Reason for attrition across industries

54% Lack of compensation increases 51% 53% Lack of career options 52% 50% 34% New opportunities in market 30% 31% 32% Lack of challenge in the job 31% 32% 19% Dissatisfaction with supervisor or manager 19% 19% 18% Lack of adequate bonus or other nancial incentives 19% 16% Knowledge and professional services IT/ITES Other 57%

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While respondents have similar views on what would entice them to leave, most of the surveyed employees in the knowledge-intensive industries expect to stay with their current employers; 56% from KPS, 60% from IT/ITES, and 57% from the other industries. Given the opportunity, surveyed employees expressed their willingness to stay with their employer. This

is a very interesting find given that the tenure of employees in these industries is quite low. The attrition that the KPS and IT/ITES industries are facing can be addressed since the employees want to stay longer. There is a significant work that needs to go in from HR leaders to devise talent programs and hence address attrition.

Percentage of employees looking for a job change

56% 20% Knowledge services 5% 3% I expect to stay with my current employer. 60% 17% IT/ITES 5% 4% I have been actively looking for new employment during the past 12 months. 15% I am passively looking (posted resume on websites/updated my resume on professional sites, open for new opportunities. I am currently seeking new employment. 16%

57% 18% Others 6% 4% 16%

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For the remaining percentage of respondents actively/ passively looking for new employment opportunities, what retention strategies can be put to action to make the employees stay. The survey identified Promotion/ Job advancement as a key motivator for employees to continue with their current organizations. 59% of KPS respondents and 54% of other industries identified this as the top reason that can make them stay longer. Money is important and lack of additional compensation has been cited as a top reason to consider leaving an organization for 55% of IT/ITES employees. Additional compensation was a close second reason for 54% respondents from KPS industry and 49% in the other industries. Increasing prices and rising inflation in the Indian marketplace does make it important that employees revise compensation to take account of these critical in these macroeconomic pressures. Effectiveness retention strategies noted across industries

Given the global nature of business and careers, there also is a desire among employees to have access to global exposure professionally. Opportunity to work abroad is another major aspect recognized by 45% of KPS, 47% of IT/ITES, and 48% of other industry respondents that can influence them to stay with the company. New training programs, flexible work arrangements, and individualized career planning are additional reasons that HR can include while planning its retention strategy.

59% Promotion/Job advancement 52% 54% 54% Additional compensation 49% 45% Opportunity to work abroad 47% 48% 35% New training programs 36% 37% 30% Flexible work arrangements 30% 30% 24% Individualized career planning (within your company) 25% 26% Knowledge and professional services IT/ITES Other 55%

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The global economic slowdown, layoffs, and uncertainty have loomed large around the world in the last year. Effective communication and transparency from leadership on what is happening are particularly important tools that can result in assuaging fears of employees and encouraging them to stay with the organization. 51% of the respondents from KPS industry, 55% of IT/ITES and 52% of the other industries feel that their HR follows an effective

communication strategy. The survey result also suggests that HR and talent managers should find effective ways in communicating such matters to all the levels down the organization. The overall efforts of HR/talent managers are appreciated by the employees from across all the industry sectors, particularly in manufacturing, financial services, and other industry sectors.

Communication effectiveness of HR as perceived by employees

51%

55%

51% 35% Knowledge services IT/ITES Overall

33%

30%

Yes

No
highlighted in the last section, there appears to be strong benefits for retention and satisfaction among employees with generally positive views of their companys HR and talent efforts.

While a relatively small percentage of employees rate their organizations HR effort as World-class, the knowledgeintensive industries are at or above the average: 9% of KPS, 11% of IT/ITES, and 6% from the other industries. There is scope for improvement in the HR efforts, and as Employee ratings on HR efforts across industries
34% 26% 26% 19% 9% 11% 7% 9%

34% 29% 24%

33% 24% World class/Excellent

Very good

Good Fair 6% 8% Poor

Knowledge services

IT/ITES

Others

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On the retirement front, employees from across industries expect to retire between 56-60 years of age. However, with evolving talent needs, retaining experienced

employees for longer duration as subject matter experts or as a repertoire of knowledge is becoming a new trend across industries.

Retirement age quoted by employees across industries

28% 25%

28%

22% 18% 15% 16% 13% 9% 9% 8% 7% 7% 6% 6% 9% 18% 16% Knowledge services IT/ITES Other

17% 17%

8%

Before 45

46-50

51-55

56-60

61-65

66-70

70+

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When asked about the criterion/incentives employees would consider to delay their decision of retirement, there is a clear trend. What are the factors that might induce employees to delay their retirement age? Flexible work arrangements emerges as the leading response with 43% of KPS industry respondents, 45% of IT/ITES respondents, and 44% of other industry respondents, identifying Incentives that can delay retirement across industries

it as the top reason. Additional compensation, easier workload, ability to integrate family, community and work commitments, and an opportunity to change field are the other reasons that can act as incentives for employees to consider delaying their retirement.

43% Flexible work arrangements 45% 44% 36% Additional compensation 35% 35% 34% An easier workload 36% 35% 29% Opportunity to change elds/learn a new eld 24% 27% 28% An ability to integrate family, community, and work commitments 27% 27% 24% Promotion/Job advancement 26% 25% Knowledge services IT/ITES Other

Operating in flexible work arrangements is identified as a growing and popular expectation for the workforce. Keeping in mind that most of the people in the KPS and IT/ ITES industry work in shifts and do not get some festivals as a holiday, due to the nature of the business, this is an important point to consider for HR Leaders. Alternate arrangements that allow employees choose a work schedule that is in line with their personal/family needs

and holidays that can be planned and communicated will enhance employees satisfaction index. Flexible arrangements may include flexible time period or compressed work weeks, compensatory offs, or telecommuting. This is an important current and future area of focus for HR in these high-growth, high-attrition, and tight labor supply sectors.

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Conclusion

Deloitte and AIMA are pleased to present this inaugural India Talent Survey. In this report, we have presented four important themes based on the survey and our analysis, which, we trust, provide a starting point and valuable input for business and HR and talent leaders, universities, and policies makers to enhance their understanding of the evolving expectations of the Tiger Cubs and young talent in India. The four themes covered in this report provide an useful foundation for future efforts of HR Leaders in the corporate sector and also provide perspectives on talent issues that need to be addressed at the industry and potentially macroeconomic level. First is the importance of employers improving their understanding of the evolving mindsets of employees in India, the region, and around the world. Second is honing our understanding of the evolving views across generations and gender on key talent issues.

Third is understanding how employees perceived the effectiveness and activities of their HR and talent teams. Fourth is considering what matters most and the perspectives of employees who see their HR teams as world-class and why this appears to matter and translate into higher satisfaction, loyalty, and retention. In an age characterized by a talent paradox, where companies in India, the Asia Pacific region, and across the globe are struggling to find and retain highly and specialized skilled workers and leaders amidst large pools of workers, it is becoming more important to improve our understanding of what young talent in India expects and how we can attract and retain them. We hope this report has added to our individual and collective understanding on these important issues.

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Annexure I

Deloitte in conjunction with AIMA conducted the National Talent Management Survey to assess the requirements of employees across India. The goal was to provide useful quantitative information and analysis to help companies and professionals across the nation better understand our young talent, their mindset, and the evolving Indian talent landscape. It strived to understand the concerns and challenges faced by both the employees and employers across the nation. Demographics Industry
8% 5% 23% 9%

To gauge the Perspectives of young talent in India, an online survey was conducted in the month of January through early February 2012. We received an overwhelming response from 2122 employees working in various companies spread across industries led by knowledge services (55%), followed by IT/ITES (23%), energy and utilities (9%), technology/media/telecom (5%), and others (8%).

IT/ITES Knowledge services Energy and utilities Technology/Media/Telecom

55%

Others

The survey participants were drawn from each generational group that included 66% Millennial (age: less than 30), 29% Generation X (age: 30-40), and 5% Baby Boomers

(age: 40+). Approximately, three quarters of survey participants were men (69%) and 31% were women.

Demographics Industry
5%

31% 69%

29%

Male Female
66%

Millenials (Age: Less than 30) Generation X (Age: 30-40) Baby boomers (Age: 40+)

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National talent survey report

The survey was designed to provide a barometer of how organizations are adapting and shaping their talent strategy in the light of changing economic circumstances. Our aim was to learn about the top retention tools and techniques that can help employees stay longer with their organizations to meet current and future business objectives. What makes this survey unique is that it allowed participants to rate the ongoing HR efforts in their organizations. Additionally, it gave an opportunity to the respondents for sharing their thoughts on effective retention strategy, compensation, retirement plans, and the kind of work that keeps todays workforce engaged.

The survey was an effort to understand how working professionals today think and react that will ultimately help the HR leaders in gaining an insight into designing tomorrows work environment.

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Annexure II

Reference material Talent Edge 2020: Redrafting talent strategies for the uneven recovery Emerging Markets: The Front Line for Growth and Talent Talent Edge 2020: Blueprints for the New Normal IT and knowledge-based professional services Reshaping the organizations of tomorrow

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Authors and Contributors

Authors Jeff Schwartz Senior Director, Human Capital, Delhi Global Leader, Human Capital Marketing, Eminence, and Brand Deloitte Consulting India Private Limited Email: jeffschwartz@deloitte.com Pooja Bajpai Manager, Human Capital, Delhi Deloitte Consulting India Private Limited Email: pbajpai@deloitte.com

Contributors Akshita Dhawan Deloitte Consulting India Private Limited Samarth Sharma Deloitte Consulting India Private Limited Piyush Sharma Deloitte Consulting India Private Limited Deepthi Siripurapu Deloitte Support Services India Private Limited Sambrita Mondal Deloitte Support Services India Private Limited Mazhar Siddiqui Deloitte Support Services India Private Limited

A special Thank you to the Sales, Marketing and Business Development (SM&BD) and the Deloitte Creative Services (DCS) team, who played a key role in developing the final presentation of this report, its layout and design. Most importantly, thanks to our colleagues from Deloitte India and All India Management Association (AIMA) for their support in conducting the survey and getting us valuable inputs from an overwhelming 2000+ respondents. This report would not have been possible without the tremendous support we received from all of you.

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Contacts

Roopen Roy Senior Director, Consulting Deloitte Touch Tohmatsu India Private Limited Email: roopenroy@deloitte.com P. Thiruvengadam Senior Director, Human Capital, Consulting Deloitte Touch Tohmatsu India Private Limited Email: pthiruvengadam@deloitte.com Dr. Vishalli Dongrie Senior Director, Human Capital, Consulting Deloitte Touch Tohmatsu India Private Limited Email: vdongrie@deloitte.com

Sucheta Hota Director, Human Capital, Consulting Deloitte Touch Tohmatsu India Private Limited Email: suhota@deloitte.com Shivram Sethuraman Director, Human Capital, Consulting Deloitte Touch Tohmatsu India Private Limited Email: shsethuraman@deloitte.com

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National talent survey report

This Report and the information contained herein has been prepared by DTTIPL solely for the purpose of information The reader shall not use this Report for any other purpose and in particular shall not use this Report in connection with the business decisions of any third party and for advisement purposes. This Report contains analyses that are intended to provide high-level information on the subject and are not an exhaustive treatment of the subject. The analyses in the Report are limited by the study conducted, the time allocated, information made available to DTTIPL or collected by DTTIPL. DTTIPL accepts no responsibility or liability to any party in respect of this Report. This Report is not intended to be relied upon as a basis for any decision and the reader should take decisions only after seeking professional advice and after carrying out their own due diligence procedures, detailed analysis to ensure that they are making an informed decision. This Report is not and should not be construed in any way as giving any investment advice or any recommendations by DTTIPL to the reader or any other party. The reader shall be solely responsible for any and all decisions (including the implications thereof) made by them on the basis of this Report. This Report has been prepared on the basis of information made available, obtained and collected by DTTIPL through a online survey conducted in January and February 2012 in association with AIMA. The sources of any material information used in the Report has been mentioned or cited herein. The information obtained and collected from the various sources primary and secondary sources has been used on an as-is basis without any independent verification by DTTIPL. DTTIPL shall not be responsible for any error or omissions, or for the results obtained from the use of this information and provides no assurance regarding the accuracy, timeliness, adequacy, comprehensiveness and/ or completeness of such information and provides no warranty of any kind, express or implied, including, but not limited to warranties of performance and fitness for a particular purpose. DTTIPL shall not be liable for any losses and damages arising as a result of any inaccuracy or inadequacy or incomprehensiveness or incompleteness of such information.

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