Human Resource
The new talent management methodology embraces a forward-looking model, emphasizing sustainable strategic growth. By consolidating talent units based on location, domain, and job level, we are in the process of creating a demand-driven approach, complemented by innovative technologies enabling us to maintain skill pools, optimize deployment, and encourage skill-based internal mobility.
Mimi: Hello listeners, this is Mimi; thank you for tuning in to yet another exciting and informative podcast from us at Infosys BPM. Today, we are discussing Sustainable Growth via Strategic Talent Planning & Deployment. And to talk about this, we have here with us, Srimathi, VP & Head – Unit Strategy (Planning & Operations). Welcome back, Sri. How are you?
Srimathi:I’m doing well, Mimi. It feels great to be back in this podcast.
Mimi:Yes Sri, we are always excited to have you onboard with us. So, regarding our topic today, sustainable growth through strategic talent planning – could you give our listeners a brief overview of this, especially in the case of the BPM industry?
Srimathi: Absolutely, Mimi. In a nutshell, we are exploring new models, especially demand-driven talent management, to bridge the gap between market needs and how organizations can scale up to meet those needs. Conventionally, BPM organizations used to rely more on specific skills according to the client-communicated requirements. In that sense, probably a large volume of talent requirements would be just in time.
But our new approach envisages a more proactive, demand-driven talent management model aimed at strategic growth along with reskilling. Demand-driven talent management draws parallels with Demand-Driven Material Requirement Planning (DDMRP) in the supply chain management (SCM) industry.
To make it more clear, traditional SCM tends to maintain high levels of inventory to buffer against uncertainties, while DDMRP helps maintain a leaner inventory by aligning production and distribution with actual demand. This way, DDMRP also improves the lead time and provides flexibility. This is the driving principle for us to take talent management also in similar lines. Analogous to a stock-keeping unit (SKU), we develop a talent lifecycle, enhancing it with related domains and skills.
Leveraging competent technologies and advanced algorithms, in conjunction with internal systems, we optimize talent planning and execution.
Mimi: Yes, it’s very interesting and exciting. We know that in the modern day, competition has become very strong and only a skill-based organization can taste success.
Can you provide the intricacies of how a skill-based culture is fostered in an organization?
Srimathi: Great question, Mimi. To be more precise, we're not just matching skills to current demands but also encouraging individuals to upskill. By deploying people with flexibility and enhancing their skills, we create a workforce ready to meet future challenges.
The shift toward a skill-based organization is a pivotal strategy to ensure the sustainable growth of organizations like ours. By aligning individual skills with the demands of the market, clients, and individual aspirations, we are fostering adaptability and agility within our workforce. This approach allows us to strategically deploy talents where they are most needed, optimizing utilization and ensuring timely responses to client demands.
Encouraging internal upskilling also reduces external hiring dependencies to a large extent. This not only enhances employee satisfaction through continuous learning opportunities but also mitigates the impact of attrition. As we consolidate skills at a higher unit level and utilize technology for talent planning, we are better positioned to proactively address all client requirements, scale operations efficiently, and contribute to the organisation’s vision.
Mimi: That’s very forward-looking, I must say. Sri, demand-driven talent planning is an aspect you have touched upon multiple times in this approach. I believe this must have several aspects to consider.
Can you tell us how and what specific thought process you go through during effective talent demand prediction and planning?
Srimathi: Yes, predicting demand is an important aspect of our approach, Mimi.
As you know, demand-based talent planning can provide maximum agility to an organization. We have developed a model which will help us forecast and fulfill talent requirements on a timely basis. This is clearly based on the principle of demand. Typical demand channels include a person moving out of the project, long leaves, promotions, attrition, job rotation, new business, etc. There is an estimated probability associated with each event. Based on these demand channels, we calculate the net talent needed on the project level and thus replenish our supply channels. The technology deployed for this gives us an end-to-end view of the talent movement across the organization.
Once we know the talent requirement across all units in a given timeframe, we can trigger the supply channels. As you can imagine, this helps us meet all talent demands with exceptional agility.
Mimi: That sounds like an excellent plan to meet organizational talent requirements, Sri.
Now, I am sure there is a major technological backbone to maintain this operation. Could you give a brief overview of this?
Srimathi: That’s a very key question, Mimi. In the context of our talent management paradigm shift, technology is key, providing efficiency and foresight. We use cloud-based tools for predicting talent demand and supply dynamics. We use them to gain actionable insights that guide us in maintaining an optimal talent pool aligned with anticipated requirements.
In addition, we maintain a repository for individual skill data, enabling a seamless match between the skills of our workforce and client demands. This strategic leveraging of technology ensures that we not only meet current demands but also anticipate future needs.
In essence, our approach involves leveraging cutting-edge technologies to create a responsive and agile talent ecosystem. This, in turn, positions us to proactively address client requirements, foster internal skill development, and ultimately achieve sustainable growth in the ever-evolving business landscape.
Mimi: That sounds great, Sri. I am sure this approach is ground-breaking. Thank you so much for coming to our podcast again and giving your valuable thoughts.
Srimathi: It’s always a pleasure, Mimi. Thank you.
Mimi: Dear listeners, if you enjoyed our podcast today, please don’t forget to share and like it on social media. Our social handles are mentioned on the podcast page. The podcast will be available on various platforms like Google Podcasts and Spotify, in addition to our website.
Also, if you have any queries, do reach out to us through the email address on the podcast description. Watch this space for more exciting podcasts coming up. Once again, thank you for tuning in, stay safe and stay sharp. Have a nice day!
