Capgemini India: Making Employee Retention a Priority

Cedomir Nestorovic

Chapter 8 in Experiencing Innovation in Asia:Cases in Business Model Development, 2015, pp 185-197 from World Scientific Publishing Co. Pte. Ltd.

Abstract: In November 2011, Ashish Mahal, from the Talent Management team, was preparing for a meeting with his manager Prateek Pradesh, the Human Resources Director of Capgemini Information Technology and Outsourcing Services India to present his strategic plan to improve employee retention in the company. Ashish is operating in the context of the post-financial crisis period that reveals new trends in the IT business as clients in the US and Europe recover and demand is growing. Integrating the HR strategy with business needs in high skills is a priority. The HR Director, having read an article about the retention of high-potential employees and the talent management strategies of competitors, gives a few general recommendations to Ashish:“You are a former HR consultant and after almost two years, you still have a fresh look at the company. For your mission, I advise you to keep in mind that HR practitioners like us must play a proactive role in the software industry. As business partners, we need to be aware of business strategies, and the opportunities and threats facing the organisation. As strategists, we need to achieve integration and fit into an organisation's business strategy. As interventionists, we need to adopt an all-embracing approach to understanding organisational issues, and their effect on people. Finally, as innovators, we should introduce new processes and procedures, which we believe will increase organisational effectiveness. I believe this will help you in your reflection”…

Keywords: ESSEC; Capgemini; Innovation; Asia; Business Models; Business Model Innovation (search for similar items in EconPapers)
Date: 2015
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