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DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM: DIGITAL TALENT STRATEGY – BARRIERS & TALENT ATTRACTION/ RETENTION MEASURES
DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM: DIGITAL TALENT STRATEGY – BARRIERS & TALENT ATTRACTION/ RETENTION MEASURES

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“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”

- Lawrence Bossidy, Former Vice-Chairman, GE & CEO, AlliedSignal

This is the eighth of the multi-part blog series titled ‘DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM’ and covers the theme of Digital Talent in India from the standpoint of pain-points in executing digital talent strategy as well as adoption of talent attraction and retention measures. For the purpose of the Digital Enterprise Survey and the resulting report, digital talent refers to skills, skill sets, roles, and profiles required for executing digital transformation projects, including mainstream and emerging technology skills, as well as skills in design thinking and emerging tech development methods (DevOps, DevSecOps, Low Code-No Code).

My prior blogs focused on the various aspects of Digital Talent Pool and Distribution of Talent as well as Digital Talent Hiring in India and set the background for my present and upcoming blogs which encapsulate the key insights on digital enterprise transformation from an Indian end-user enterprise perspective. These insights have been drawn from the NASSCOM-Avasant “Digital Enterprise Survey” conducted in May’2022. Based on the analysis of the survey results, NASSCOM and Avasant formulated the “The Digital Enterprise Maturity Index,” which forms a key constituent of the “DIGITAL ENTERPRISE MATURITY 3.0: Boosting Business Resilience through Technology” Report published in July 2022.

KEY INSIGHTS ON DIGITAL TALENT STRATEGY: CHALLENGES AND KEY ATTRACTION/ RETENTION INTERVENTIONS -

  • Indian enterprises are increasingly focusing on resolving the below-mentioned barriers (outlined in Table 1) in implementing an effective digital talent strategy by leveraging critical employee attraction/ retention measures (mentioned in Table 2 below) such as chartering transparent and clear-cut career trajectories, offering increased financial benefits as well as hybrid/flexible work arrangements, and outlining explicit measures towards employee health, wellness, safety, and recreation. The talent of today (both in-house as well as external) demands its well-being, flexibility, and engagement as a sine qua non (essential condition).

Hence, in terms of initiatives taken by companies to attract and retain digital talent, while globally flexible work-culture is top priority, in Indian enterprises expert career planning guidance, particularly coping with constantly evolving technologies, and better compensation and monetary benefits are preferred more.

For instance, Crisil offered advance payment of 50% of the annual bonus due to its employees in India for the entire year of 2021, with May 2021’s salary. Further, it also offered emergency salary advance of up to 6 months of fixed-pay portion (interest-free) for employees towards Covid medical and related expenses, and reimbursement of Covid treatment expenses not covered by medical insurance.

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  • The roadblocks in executing digital talent strategy (mentioned in Table 1 above) namely – absence of experienced digital hires, lack of diverse talent pool and retaining digital talent - corroborate the insight shared in my previous blog on Indian enterprises looking to deploy a fresher hiring strategy to fulfil their digital talent needs. Similarly, in terms of talent attraction/ retention initiatives, freshers (as well as existing employees) require specialized career planning guidance and need lucrative offerings in the form of greater compensation and flexible work-models to get them onboard as well as retain them. Further, as mentioned in my previous blog, global enterprises are focusing on reskilling/upskilling their existing traditional technology/domain workforce on digital skills. These initiatives help them in overcoming the impediment of re-skillability of the existing technology workforce (as mentioned in Table 1 above) and enable them to retain key digital talent.

 

In my forthcoming blogs, we will assess key trends focusing on digital talent engagement metrics, digital CXO roles enterprises plan to hire, hybrid work models, and different dimensions of digital maturity with respect to Indian end-user enterprises. 

 

For more information on Digital Transformation and Digital Enterprise Maturity, please refer to the report downloadable at the following links: 

 

NASSCOM Website: 

 

https://nasscom.in/knowledge-center/publications/digital-enterprise-maturity-30-boosting-business-resilience-through

 

NASSCOM Community:https://community.nasscom.in/communities/digital-transformation/digital-enterprise-maturity-30-boosting-business-resilience 

 

Previous versions of the report can be downloaded from the following links: 

 

A NEW ORDER OUT OF CHAOS-BUILDING A FUTURE READY ORGANISATION - https://community.nasscom.in/communities/digital-transformation/new-order-out-chaos-building-future-ready-organisation

 

REIMAGINING INDIAN ENTERPRISES' TECH LANDSCAPE IN A DIGITAL-FIRST WORLD – A NEW ORDER OUT OF CHAOS- https://community.nasscom.in/communities/digital-transformation/reimagining-indian-enterprises-tech-landscape-digital-first 

 

DEFINING THE DIGITAL ENTERPRISE - MAR 2020 -https://community.nasscom.in/communities/digital-transformation/defining-the-digital-enterprise-mar-2020.html 

 

Sources:

 

  1. DIGITAL ENTERPRISE MATURITY 3.0 - Boosting Business Resilience Through Technology
  2. Press Articles

 


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Prerna Buckshee
Manager - Research

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