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Human Capital Management Challenges in India

Ram Raghavan, TALENGENE, UK

 - illustrates why employees are not an organizations’ asset
 - provides a step-by-step approach on the practical and strategic workings of HR
 - how to recruit and retain key talent and management

Human Capital Management Challenges in India focuses on the Indian talent pool and identifies why companies are finding it difficult to identify, recruit, reward and retain talent. It provides an insight as to why companies find it difficult to retain talent by questioning certain fundamental assumptions held by organisations, such as the role of Human Resources. Human capital management has become a critical issue across the globe. Even in a land of billion people, identifying the right talent, training them and retaining them has become an uphill task. The book also looks at the talent pool available and demonstrates why companies have to alter their strategies to retain this talent pool. Finally, the book will provide a practical and simple approach to the human capital agenda.

ISBN 1 84334 564 1
ISBN-13: 978 1 84334 564 0
November 2010
250 pages  234 x 156mm  hardback  
Approx. £65.00 / US$110.00 / €80.00

Not yet published

About the author

Dr Ram Raghavan holds a PhD. in Human Capital Management from Manchester Business School, where he was awarded the Centrica Scholarship during his studies. Prior to this he earned a Bachelor’s degree in Electronics Engineering and completed his MBA with a focus on strategy specialisation, also from Manchester Business School. Dr. Raghavan brings over 10 years of industry experience from India, managing a biomedical instruments business, and served as the Strategic Insight Manager for the CEO at Heidrick and Struggles. He is currently establishing a talent management organisation – TALENGENE. Consultation contracts include many major firms such as Lloyds Business Banking, Boots plc. NHS Nottingham and the British Council.

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Contents

Introduction; Human capital issues in India: A land of billion opportunities; Employability; Challenges; The fundamental shift: Employees are not your asset; Work as an expression of what? How engaged is your work force? The connected talent; Is it strategic? Whose agenda is it? Ill equipped or unprepared; Why should it be THE agenda in every board room; Earn Respect; Practical HR: Value add and value protection; Outsource or retain; Increase visibility; Role rotation; Train, retrain, retain; Talent management; A new breed; Strategies to manage talent: ERM; Knowledge mapping; Talent benchmarking; 3 R’s: Recognition, Reward, Retention; Talent pool: Gen X, An insight; Gen Y: An insight; Conclusion; Tear away: Practical tips; Work sheets.