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s the talent assessment process and development. Research proves that organisations use a range of methods companies that implemented more of these steps ensured successful talent management (Budhwar and Bhatnagar, 2009, Bhatnagar, 2007). It was revealed that only five organisations had tools to assess the skills. However, all the firms had development programs in place for their employees.

However, respondents A1, A3, B3, B4said that that they have many management programmes and development opportunities, higher educations schemes in place for the overall development of the employees. Further, they added they have internal database system which keeps track of employee's performance. But no attempt is made to compare the performance of the individuals deliberately. The isolated was by A2 which felt that there was no need of assessing the employees.

Retention strategy

To retain the high potential challenging projects and extra benefits or perks was proved to be effective in the literature (Bhatnagar, 2007; Becker et.al). With regard to retention schemes in the organisation every respondents had retention plans. In line with this A1, A3, A4, B1, B2, B4,B5 said they had retention plans which where flexible in nature and were amended according to the market condition. The table shoes the retentions plans that the firms had as a part of their strategy.

Retention schemes

Retention schemes of the ITITES firms

The above table reflects that all the companies had decent retention plans to ensure retention. But it is evident that both foreign and domestic firms had challenging assignments and career growth as a common retention plan. With regard to extra perks domestic companies were more willing to pay to retain talent. However, only A3, and B1 said they provide flexi working hours.

Innovative talent management strategies

This section illustrates and discusses the results for proposition 2 which intends to answer the second research question i.e. the extent to which new and innovative methods of talent management by IT-ITES firms in India. In general it was observed that most of the firms had introduced some or the other innovative strategies to support their recruitment and selection processes.

The innovative strategies included giving flexibility to job rotation within the company (firms B2, B3, B5, A3, A4). Respondent B3 said 'we provide flexibility to our employees to move ahead in their career by allowing them to go for department change. This motivates the employee'. Moreover this was found to be a good way of retaining employees who were looking for challenging roles in their jobs at the competitors company. Other companies (A1, A2, B1) adopted employment development and entered into contract with these schools to encourage the highly skilled and provided them higher education at top Indian business schools. A3 and B4 stated their there is no any new strategy thy have come up with. However these strategies keep changing and updating according to the business needs. For instance, A3 said 'at our organisation tal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。