Table 1 - uploaded by Richa Awasthy
Content may be subject to copyright.
Source publication
Changing workforce demographics, marked by competitive recruiting and faster turnover among younger employees, is creating unprecedented employee-retention problems in many industries and threatening to reduce the capacity for innovation, growth and operational efficiency. A growing number of firms are recognising that they must find ways to recrui...
Context in source publication
Citations
... Organisations may also redesign their induction and orientation programs to help new recruits to be psychologically ready for developmental opportunities. Awasthy et al. (2012) have emphasised organisations must include substantial amount of behavioural training in the areas such as self-awareness, inter-personal relations, communication skills and team work in their induction and orientation programs designed for new recruits. ...
Despite the access to significant insights and understanding on
leadership and leadership development in the world of scholarships and
availability of resources for grooming leaders, organisations in India still
experience the brunt of leadership deficit (Panda, 2017; Hou, 2010;
Shyamsunder et al., 2011). Why do leadership development efforts of
organisations fail in grooming leaders? The author in this paper argues that
Indian employees, due to the primary socialisation process in most Indian
families lack psychological readiness for taking advantage of developmental
opportunities. Business organisations, both domestic and multinationals, either
do not pay attention to it or take it for granted. Hence, the time and money
spent on leadership development interventions, programs and activities has
little impact. The author delves into: a) the need for psychological readiness to
become a leader; b) how and why employees in India lack psychological
readiness; c) what business organisations in India should do about it. While
doing so, the author covers the process of becoming a leader, and challenges of
leadership development in business organisations in India. The author in this
paper has proposed PEAR framework of leadership development.
... Firstly, mentors should be selected based on their affiliation/membership in the same organization as the protégé since it is a benefit to have someone who is familiar with the idiosyncrasies and politics of one's organization. Secondly, research from mentoring in India suggests that protégés desire a mentor who they perceive as a member of the extended familysomeone with whom they are comfortable approaching with various issues (Awasthy, Kalra, & Gupta, 2012). In fact, when asked directly in a qualitative study, respondents indicated that desirable mentor criteria include the mentor being a few years older than the protégé, acting as a counselor and friend, and the mentor serving as a source of nurturance, support and a role model for the protégé (Ramaswami & Dreher, 2010). ...
Research shows the professional benefits of strong mentoring relationships. However, the majority of the extant mentoring research is either mentor-centric or Western-oriented. Even with the increasing trend of protégé-centric research, relatively little research exists that examines mentoring in India and what protégés from that country would most desire from the mentoring relationship and their mentors. This chapter uses the countries in the emerging economies group represented by the acronym BRIC (Brazil, Russia, India, China), combined with Hofstede’s classification system for cross-cultural comparisons. Findings from mentoring studies from countries economically and culturally similar to India are then generalized to suggest criteria Indian protégés would find most appealing in their mentors. Finally, the chapter concludes with a discussion of future areas for research on mentoring in India.
... Employee commitment, productivity and retention issues are emerging as the most critical HRM challenges of the immediate future driven by employee loyalty concerns, corporate restructuring efforts and tight competition for key talent (Augustin and Mohanty, 2012). Changing workforce demographics, marked by competitive recruiting and faster turnover among younger employees, is creating unprecedented employee-retention problems in many industries and threatening to reduce the capacity for innovation, growth and operational efficiency (Awasthy et al., 2012). ...
The ability to attract and retain talent is rapidly becoming one of the key issues for human resource managers and their organisations across the globe. For organisations across the globe, talent management of knowledge workers and managers is of strategic importance. A growing number of organisations are recognising that they must find ways to recruit and retain new talent who will stick around long enough to make their tenure worth underwriting. Sport organisations are not exception from the case. This paper presents a fuzzy analytic hierarchy process (FAHP) for scouting and evaluation of young sport talents. Fuzzy logic is implemented in order to make the results more acceptable. Based on the knowledge of several sport experts, various attributes for membership in talent pool are ranked. Four main criteria in this paper are knowledge and experience, drive and energy, pride and responsibility and ability to deliver results. Findings show that knowledge and experience is the most important element for talent pool membership. Finally, a linear function developed that can illustrate the suitability of candidates for talent pool membership.
