Despite being the world’s second most populous country, India faces a talent crunch. Here’s how to confront this paradox.

In the past decade, due to the expansion of the global marketplace and outsourcing services by large companies in developed countries, India’s economy experienced a boom. This increased the number of job opportunities in industries that were not native to India. Although the abundance of work provided a boost in the Indian economy and high profits to the nation’s corporations, executive management hit a block when it came to finding talent to support the growing workload.

Indian management executives decided to take the traditional approach to training the available talent pool to meet their objectives. They created massive training and learning departments which sparked the development of an entire training industry. 2% of the Indian companies’ annual revenue was spent on training.

Indian companies packaged workshops where management and human resources accessed the strengths and weakness of each employee and consulted them on what improvements were needed to meet their objectives. This traditional management/training approach proved “self-defeating and demoralizing”. Unfortunately, the “one size fit all” method of business training was not effective with these Indian organizations and delivered little return on the investment.

In order to create an effective training environment, employers must create an environment that allows employees to contribute to the learning process. Each employee’s learning style should be taken into consideration and also which programs they believe will be beneficial to their objectives. After training, an opportunity to apply the new skills should be made available in the day to day work, allowing companies to see and measure the return on their investment.

Creating opportunities for employees to be involved in the learning process can drive them to buy into the corporate culture and feel a part of the “big picture”. When the team feels that their contributions add to the value of the corporation, they want to learn and develop skills that add value to their job.

Corporate culture in India is developing along with the entire country. As India continues to grow, the training of valuable team members is vital and a substantial investment if they expect success in the global marketplace. From the latest experiences, executive management has moved from the cookie cutter training methodology of telling employees what they are doing wrong, how to fix it and what it takes to be successful. The objective is to create an environment where each individual feels that their job contributes to the success of the company. By allowing the team to participate in their development process, this is achieved.
Chaturvedi. V, Khanna. S., (2010). Creating a Talent Pipeline in India; Despite being the world’s second most populous country, India faces a talent crunch. Here’s how to confront this paradox. Gallup Management Journal, Volume 11 (Issue 3), pp. Unknown