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The ITITES companies in India have implemented innovative approaches to talent. In short, approaches like using technology, and employer brand (Taylor and Collins, 2000), partnering with educational institutes for higher education, and doing community services. Technology i.e., the softwares were considered to be an important tool to track and assess the talented employees by the respondents. Some respondents referred to in house softwares, online exams, feedback sessions, workforce planning software, people soft etc which indicates the potential use of technology. Hence, revealing an increasing trend towards adoption of technology in managing talent. Their only drawbacks in the Indian context were the fear of technical error and requirement for specialised staff. In addition it was observed that all the firms considered employer branding there both domestic and foreign firms compete for the same talent in the Indian labour market.

On the whole, it was concluded that IT-ITES companies in India have taken convenient steps to implement innovative talent management strategies. Nevertheless, a greater focus on innovation was observed in tracking employee's performance because it is easy to track the performance of numerous employees and maintain a record of the same. In addition, these companies had additional scope for deploying technology to its maximum potential in managing the talent in a firm.

Research Question 3: Differences the talent management practices of foreign in comparison to domestic firms.

Both domestic and foreign firms had similar attitude towards managing talent. Both felt it was very important to ensure that the right talent was acquired, developed and retained. Furthermore in the level of sophistication of managing and forecasting techniques adopted by the domestic and foreign firms no much difference was observed. In addition, both foreign and domestic ITITES firms in India were found to have implemented a range of innovative strategies beyond their traditional HR practices. This might be an attempt to hire the right talent as in the ITITES sector both foreign and domestic target the same talent pool. Thus increasing the need to update and come up with innovative strategies to maintain their place in the 'war for talent'.

To sum up, it was concluded that there was to huge difference between the foreign and domestic companies. These research results seemed to be in similar lines to the conducted by Jain et al (1998) who found that foreign firms were not more structured or formal than the domestic firms.

Another argument is that large companies might have to maintain similarity in their TM activities because of the prevailing pressure of global competition. Hence the research results seem to be supported by this argument as the companies under research are large companies operating globally.

However, the key difference observed in their approaches was with regard to training and development. Foreign companies found to have more developmental programmes and more accurate ways of assessing competence levels after training whereas, domestic firms did not validate 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。