CEO as the Chief Talent Officer study 2011 - A People Matters & Monster.com Study

transcript

The People Matters - Monster.com CEO as the Chief Talent Officer StudyCEO as the Chief Talent Officer Study

www.peoplematters.in

Key Findings

73% CEOs in India spend more than one-fourth of their time

directly on talent-related activities.

68% acknowledge that this time has increased in recent years68% acknowledge that this time has increased in recent years.

79% affirm that this focus will only increase further next year.

CEOs are doing in their individual capacity to leverage the people advantage to build successful and sustainable

organizationsorganizations

Business Leaders Covered in the Study

A CEO’s Top 3 HR priorities for FY 2011-2012

CEO’s time & effort on talent agenda

73% CEOs spend more than 25% of their time on talent andtalent-related activities, and of those 50% spend between 25% and

, p50% of their time in this area.

Where is the CEO’s time invested?

Top 5 activities that CEOs invest their time in

Talent Management Goals on the CEO’s Scorecard

The common goals that feature on the CEO’s scorecard today are:

Goal Number 1: Retention

74 percent CEOs have retention as part of their goal sheet. Some have a

separate target for high performers and key talent, while others have anp g g p y ,

overall retention target for the organization.

“As per my scorecard, 30% of my performance is dependent on

the people scorecard and we call it “ready now ready future”the people scorecard, and we call it ready now, ready future

and includes all HR related goals for the organization.”

Amit Jatia, MD, Hardcastle RestaurantsAmit Jatia, MD, Hardcastle Restaurants

The common goals that feature on the CEO’s scorecard today are:y

Goal Number 2: Employee satisfaction and engagement

61 percent CEOs have employee satisfaction scores as part of their goal

sheet along with other measures of engagement like company ranking insheet along with other measures of engagement like company ranking in

external best employer surveys.

“Today the focus is shifting towards building engagement,

fostering brand ownership among employees and creating ang p g p y g

environment of opportunities for our employees that will

impact the company’s future.”p p y

Rajit Mehta, Executive Director & COO,

Max New York Life Insurance

The common goals that feature on the CEO’s scorecard today are:y

Goal Number 3: Capability Building

52 percent CEOs have measures that indicate capability building, for

example, number of critical positions filled from within, bench-strength forexample, number of critical positions filled from within, bench strength for

critical positions and number of people trained.

“People are our main focus because we believe that to deliver

happiness to the customer, employees has to be happy first.”pp , p y ppy

Ajay Kaul, Chief Executive Officer, Jubilant FoodWorks

Business Leaders’ Take

“Business decisions have a clear talent discussion today.

As I have a dual role in ABG, 50% of my goals are as Group

HR head. If you take my CEO goals alone, another 20% of

those are talent related goals.”

Dr. Santrupt Misra, CEO, Carbon Black Business, Director,

G HR & Di t Adit Bi l M tGroup HR & Director, Aditya Birla Management

Corporation

“Our efforts are to develop our people.

I spend at least 30% of my time in talent related activities.

People are core for the success of our business.”

K.R. Kamath, CMD, Punjab National Bank

Talent is the USP of the organization.

“E b d i th i ti h l t l d th l f“Everybody in the organization has a role to play and the role of

the CEO is to paint the big picture and help people feel connected

to the dream”to the dream

M.D. Mallya, Chairman and Managing Director, Bank of

BarodaBaroda

“E i h l f l d hi d l“Engage with employees for leadership development.

50% of my performance depends on how well I manage my team.”

D Narain India Region Lead Monsanto IndiaD. Narain, India Region Lead, Monsanto India

“The HR challenges will be critical to our success.

Our focus is on hiring talent and retaining them by providingOur focus is on hiring talent, and retaining them by providing

them with challenging assignments. We face an additional

challenge with regard to the 'Gen Y' employees who havechallenge with regard to the Gen Y employees who have

different aspirations, expect different pace of movement, new

technologies and collaboration tools.”g

Balvinder Singh Kalsi, President-South Asia, DuPont India

“We focus on acquiring and developing people rather than on

retaining as we believe that the first two ensures that the thirdg

is managed.”

Deep Kalra, Founder & CEO, MakeMyTrip.com

“What we need to create are ‘mini CEOs’ to partner with the line

HR d t k hi f th i ”HR and take ownership of their groups.”

Dr. Ganesh Natarajan, Vice Chairman & CEO, Zensar

TechnologiesTechnologies

“People are the way we win. People are core to our business.

People are the clear differentiator in our business; it is the way

we win. I spend one-fourth of my time on talent-related activities

and the rest between customers, operations and strategic

initiatives.”

Tiger Tyagarajan, Chief Operating Officer, Genpact

“Communication cannot be delegated.

Around 40% of my time is spent on talent related activities and ofAround 40% of my time is spent on talent-related activities and of

this around 40% is spent on employee communication and

engagement ”engagement.

Sanjay Modi, MD, Monster India/SEA/Middle East

“Talent management is everybody’s job.

I spend around 25% to 30% of my time on talent concerns,

especially on recruitment, retention and evaluation of talent

development.”

G. V. Prasad, CEO & Vice Chairman, Dr. Reddy’s

Laboratories

“I strongly believe that the focus on people is a priority, as

when the people-focus is in place, the rest will follow.”

Sandeep Banerjee, CEO, Edenred India

“Our success in the future will largely depend on our ability tog y p y

manage volumes and talent competition.”

Pankaj Gupta, President, Hilti Indiaj p

“Being a new company, I invest a great amount of time towards

a range of talent management activities, including talent

acquisition, team building and employee engagement.”

Shweta Aggarwal, Vice Chairman & Director,

SMC Capitals

“In a growing economy, people challenges are welcome.”

C O iJames McEleney, CEO, BNY Mellon International

Operational (India)

“Business & HR are equal parties in the people capability

dagenda.

I spend at least 40% of my time on people-related issues and

culture building by acting as a catalyst to help others becomeculture building by acting as a catalyst to help others become

better leaders through coaching, mentoring, managing

performance and feedback ”performance and feedback.

Niren Chaudhary, MD – Indian Subcontinent, Yum

Restaurants IndiaRestaurants India

“The CEO must zoom in and zoom out constantly ”The CEO must zoom in and zoom out constantly.

Santhanam B., MD, Saint-Gobain Glass India

“HR plays a very crucial role in change management.HR plays a very crucial role in change management.

As CEO, I spend somewhere around 20 to 25% of my time in HR

or talent-related activities.”

Aruna Jayanthi, CEO, Capgemini India

“P l 50% f i d h ”“People occupy 50% of my mindshare.”

Pavan Dhamija, MD & CEO of DLF Pramerica LifeInsurance

d f db k@ l iSend us your feedback@peoplematters.in

Website www.peoplematters.in

To Subscribe email subscribe@peoplematters.in

O li htt // l tt i / b ibOnline http://www.peoplematters.in/subscribe

Facebook https://www.facebook.com/PeopleMatters

Twitter @peoplematters2

Presentations http://www slideshare net/peoplemattersPresentations http://www.slideshare.net/peoplematters