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Executive Interviews: Interview with Anand Talwar on Talent Management
February 2007 - By Dr. Nagendra V Chowdary


Anand Talwar
ITC Infotech's Global Head of Talent Management.


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  • What has been the growth of ITC Infotech in the last five years? How close are you to your vision to be amongst the top 5 Indian IT-based outsourcing companies by 2010?
    ITC Infotech was set up in the year 2000 and has a Compounded Annual Growth Rate (CAGR) of 85% over the last five years. This is much above industry standards. The company is growing at a fast pace and is emerging as a leading player in niche technology segments.

    We work on a global extended enterprise delivery model as opposed to a vendor client relationship.

    ITC Infotech works with clients as business partners, using Information Technology to achieve business goals. This model ensures we have deep long lasting relations.We are currently servicing a bevy of Fortune-listed clients across the globe.With integrated service offerings and an increasing global footprint, we are optimistic of being a key offshore IT service provider.

  • Has ITC Infotech been able to attract the best talent? What are the best-selling points for ITC Infotech to attract the best talent?
    ITC Infotech has not only been attracting the best talent but also retaining the best in the breed.

    As a company we are young and emerging, which provides a dynamic and challenging environment. We don't have a rigid hierarchy structure, thus offering excellent growth opportunities. Our sprawling 36-acre campus in the heart of Bangalore city is another pull factor.We can proudly boast of having one of the best campuses in the country.

  • What stage of an employeeassociation, do you think, is the right stage to identify the best talent? Should "recruitment and selection" stage be looked at as the ideal starting point for identifying the best talent?
    Certainly, the selection stage is an important stage of employee association. But we try to build in association right from a campus level.

    Summer training opportunities offered by the company, preplacement offers and programs we run and sponsor at a campus level are all various stages of employee association. Infact, Navrachna, which is a school level program promoting technological literacy among school going students, is another level of association.

  • What has been the experience of ITC Infotech in Talent Management? Are there any best practices that you emulate?
    ITCInfotech is a vibrant, dynamic and young company. Though we are just six years old as an organization, many HR initiatives and talent management processes are already in place. We undertake constant benchmarking to understand the best practices in the industry.

    We have designed a detailed mentoring program, providing employees support to fulfill their career aspirations. We have an institutionalized career management framework and a personal development plan for employees. Recognition programs run by the company constantly acknowledge efforts of the employees and reward outstanding performance.

    We encourage open communication in the organization. To support our communication needs, we have implemented a state-of-the-art intranet.Avery interesting facet of the intranet is our own in-house Radio, which is being used innovatively for communication and has been appreciated by one and all.

  • The traditional performance appraisal systems and feedback procedures might help in a career progression. However, do you think theywould be of great help in spotting the best talent?
    An appraisal system coupled with process for feedback is one of the best tools for spotting talent in an organization.

    In a large organization like ITC Infotech, decision-makers need a systematic framework to monitor progress on an organizational level, team level and an individual level. The traditional appraisal system provides the framework to make it possible. Performance appraisal system and interaction with employees, who are put on projects, facilitate in spotting talent.

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