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Sasken, Infosys, Wipro and TCS the authors state that they just built a productive workplace. As the ITITES companies as engaged in the war for talent individuals this approach might play a vital role in helping firms to acquire and retain high quality talent. However, Iles (2001) stresses that it is important for an organisation to ensure that that they do not convey wrong information with an intention to just attract employees might greater disillusionment later result in high turnover.

Talent Management: The gap between theory and practice

Research commissioned in the past on talent management practices shows that there have been discrepancies between the literature on talent management and its practice. In these studies conducted by (Guthridge, Komm and Lawson, 2006; hbr, 2008) major discrepancies between what was suggested in literature to what was being practiced were identified. Numerous common weaknesses in Talent management process in practice were highlighted, some of which are listed below

There was no obvious link between the business goals and the talent management goals.

There is no forecasting done with regard to the need for human capital. An immediate labour requirement leads to external hiring thus wasting the in house talent.

Lack of development opportunities and challenging jobs

In line with these findings, Cunningham (2007) notes that business might find it easy to acquire talent from outside the business rather than developing the existing talent, but this attempt might be a failure especially if the incoming person is unable to adjust to the culture of the business. (Davies et al., 2008) stresses the need for more precision in approaches to manage talent and states the company will face significant increase in employee turnover which is costly and disruptive.

Summary

Thus, after having a general over view of talent management, depending on the review of literature on the best and innovative practices in talent management, the following chapters will make an effort to produce proof on the practices followed in the Indian IT-ITES sector. Further, it even intends to evaluate the extent to which there is an adoption of these practices by these firms.

Chapter 3

Research Propositions and Questions

Introduction

On the basis of the overview on talent management and theoretical review on the finest talent management practices presented Chapter 2, the following three research questions have been derived.

Proposition 1.

In order to be able to attract, identify, develop, engage and retain individuals who are of particular value to an organisation in a extremely competitive Indian labour market which has problems of an increasing 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。