|
|
He drew examples from his work experience and illustrated how
talent and talent retention was constructed and perceived
differently in different markets as well as sectors. Being
closely related to the European market, he focussed his
discussion on bringing a comparison between the issues typically
faced in the European market as compared to the Indian market.
For example, he sensitized the audience on the attrition rate
difference in Europe and Asian market. In Europe, attrition rate
is negligible and in most parts it is a forced step whereas the
Asian story was very different. China like India emerging as
economic superpowers had a deart of right talent.
He also illustrated the nuances in Talent attrition. For
instance he highlighted that attrition rate is higher for
females than for females. This, he believed was a trend that
needed to be understood by the companies if they really needed
to formulated strategies to correct the flow of talent
attrition.
His discussion also involved a discussion of strategies that
Renault Nissan follows to retain their employees. What was also
made evident was the process through which strategies are
formulated and rolled out rather than the mere formulation of
strategy. For this he asked the students(who would be future HR
Practitioners) to be responsive and perceptive about the
viewpoints of other stakeholders like the employees and
customers. |
