The Case of Misplaced Fortune

T A PAI MANAGEMENT INSTITUTE

MANIPAL - 576104

Research Seminar

Managing Talent Mobility: A Study of Employee

Perspective in India

Mr. Raspal Singh

&

Mr. Sidharth Panigrahi

TAPMI, Manipal

3:00 pm, February 15, 2013 (Friday)

F2 Class Room, TAPMI Campus

Abstract

Managing Talent Mobility: A Study of Employee Perspective in India

An increased emphasis on talent mobility is a result of borderless world (Milligan and

Nalbantian, 2012), demographic changes, lack of sufficient education, social evolution and

rising entrepreneur ventures (Allen et al., 2010). Study by Milligan and Nalbantian (2012)

identified four hurdles in the race towards talent mobility: lack of basic skills, gaps between

market pool and business need, information discrepancy and restrictions due to regulations.

Underlining these issues, many researchers have studied companies which are working on

formulating and implementing their strategy of converting the unskilled workforce into a skilled

equipped pool. Chand (2011) linked migration and development to be the two sides of a coin.

Resto (2008) discussed the issue of talent retention from the perspective of employee and

states how his superordinate makes the workplace one to look forward to work in.

Wilson (2010) noted that emotions and talent mobility are interlinked and emphasized the

need of involving the vantage point of emotional landscape for better understanding of talent.

Clichés such as 'strategic poaching', 'golden handcuff' (Capelli, 2000) and cement shoes are

reverberating on the walls of organizations. Apparently leaders as Peters Cheese (Accenture)

have acknowledged the need to take a close view of the issue of management (Doke, 2009).

A research conducted by ISR revealed that companies in Asia-Pacific encounter substantial

challenge in retaining their most talented employees. This warrants a perspective of

employees,