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Talent development and strategy at telecom major Bharti Airtel

Talent development and strategy at telecom major Bharti Airtel Purpose – The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel. Design/methodology/approach – The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact. Findings – The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees. Research limitations/implications – This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent. Originality/value – The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic HR Review Emerald Publishing

Talent development and strategy at telecom major Bharti Airtel

Strategic HR Review , Volume 10 (6): 6 – Oct 18, 2011

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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1475-4398
DOI
10.1108/14754391111172797
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel. Design/methodology/approach – The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact. Findings – The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees. Research limitations/implications – This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent. Originality/value – The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

Journal

Strategic HR ReviewEmerald Publishing

Published: Oct 18, 2011

Keywords: Talent management; Talent pool; Employee engagement; Top talent; People management; Employees; Human resource management; Employees attitudes; India

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