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Impact of Talent Mobility on Employee Performance In Software Companies, Bangalore

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Abstract Human Talent is a major profitable resource and a source of ingenious supremacy in all the important fields that are existent in today's competitive environment. Talent mobility has increased with globalization and multiplication of new information technologies. It enhances the retention rate by increasing the employee's commitment level and by creating challenging work that acts as a motivating factor for the employees to contribute more. In today's " war for talent " an organization which manages its talent pool effectively wins the race. The organization that invests on its talented workforce reaps more benefits. With this background an attempt has been made to examine the impact of talent mobility on the performance of employees in select software companies in Bangalore.
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Vol: 2/Issue :1 (January, 2013) www.theijm.com 1
THE INTERNATIONAL JOURNAL OF MANAGEMENT
Impact of Talent Mobility on Employee Performance In Software
Companies, Bangalore
Human Talent is a major profitable resource and a source of ingenious supremacy in all the
important fields that are existent in today’s competitive environment. Talent mobility has
increased with globalization and multiplication of new information technologies. It
enhances the retention rate by increasing the employee’s commitment level and by
creating challenging work that acts as a motivating factor for the employees to contribute
more. In today’s “war for talent” an organization which manages its talent pool effectively
wins the race. The organization that invests on its talented workforce reaps more benefits.
With this background an attempt has been made to examine the impact of talent mobility
on the performance of employees in select software companies in Bangalore.
Keywords: Talent mobility, talent gap, talent management strategy, employee
performance, organizational performance, leadership skills, HR Professionals.
Abstract
Dr M Nishad Nawaz
Department of MBA & Research Centre,
East West Institute of Technology-Bangalore,
INDIA
ISSN 2277-5846
ISSN 2277 5846I
ISSN 2277 - 5846
2277 - 5846
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1. Introduction:
“Talentism is the new capitalism and it will fuel globe” says Klaus Sehwab, Chairman of the World
Economic Forum, Geneva, Switzerland. The topics of „brain drain‟ and „brain circulation‟ are more
colloquial names for the international mobility of talentism now reviving after being largely dormant
for a few decades. In the 1960s and 1970s there were interesting polemics among economists
between the „nationalists‟ (represented by Don Patinkin) and the „internationalists‟ (represented by
The International Mobility of Talent Harry Johnson) that also affected the views of policymakers at
the time. The world is moving from capitalism to talentism. Talent mobility is playing a strategic
role, focused on value creation, segmented by talent type, and connected to human capital and
business goals.
In today‟s global knowledge economy, Talent (Information Knowledge) is power. So all
organizations want to utilize talented human resources wherever necessary. The most important
function of Talent Management is that most organizations can identify the right talent for the right
position with this practice. It includes lateral, vertical, geographical movement within a role,
movement within a job, movement into functional specialties, movement into developmental or
exploratory assignments, and often movement from part-time to full-time or vice-versa.
Talent Mobility facilitates the development of leaders and leadership skills. It helps to retain top
talent and those with critical skills and motivates performance through better career opportunity and
development. It improves development of knowledge and transfer within the workforce and helps to
attract top talent and those with critical skills and smoothes operations by ensuring the right talent is
in the right place at the right time.
Managing the talent gap is a major challenge for the HR managers today. Talent mobility can be in
various ways like career mobility: movement of people across skill sets or jobs; geographic mobility:
movement of people to where the jobs are located and job mobility i.e. movement of jobs to where
the right talent is located.
Over the years, studies have revealed a significant relationship between internal mobility and
corporate performance. Seminal research conducted over the course of a decade found that the top 10
per cent of companies with “high-performance work systems” had four times the amount of sales per
employee. Remarkably, these companies filled more than 60 per cent of jobs from within. In
contrast, the bottom 10 per cent of these companies filled just 35 per cent of jobs internally1.In
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addition, research has shown that many great leaders have emerged from within organizations‟
ranks2.
Talent mobility helps in the effective utilization of manpower for the development of the employee
performance and to achieve organizational effectiveness and development. It helps to identify the
hidden leadership qualities and managerial skills of the employees. Talent mobility enhances
employee engagement, interpersonal and decision making skills and it is very useful in maintaining
performance skills inventory. It leads to the overall development of the organization and the
employee‟s performance. Effective talent mobility is an important lever for organizations to improve
employee retention, engagement and productivity
Greater the effectiveness and productivity of the talent process more will be the effectiveness of the
organization. Hence, usefulness of talented human resources is now globally recognized as the basic
job of management.
Talent mobility helps address talent shortages and closes skills gaps. Talent mobility also has
potential to fuel economic growth, while enhancing employees work lives.
2. Review of Literature
Anita Brienza, The Worldwide ERC Transfer Volume and Cost Survey provides a comprehensive
look at transfer activity and the relocation costs associated with U.S. domestic employee mobility.
This annual survey examines areas of critical importance to the industry including: transfer activity,
reluctance to relocate, overall relocation costs, component costs, home sale transactions and
outsourcing of the mobility function3.
Anthony P. D‟Costa made a research on Adjusting to Globalization: Japan and the Mobility of Asian
Technical Talent and this study aims to shed light on why and how Japan must adjust to
globalization by bringing out the patterns of talent movement from Asian countries to Japan4.
Bard Marder stated that with implementation of talent mobility practices, organizations get economic
growth and hence stake holders must keep in their mind the need of talent while aiming for the
economic growth5.
Douglas A. Ready., Jay A. Conger, Talent Factory conducted a survey on human resources
executives from 40 companies around the world in 2005 and they found that 97 per cent of
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respondents concluded that organizations have formal procedures for identifying and developing
their next generation leaders6.
Mercer carried out a study, in partnership with the World Economic Forum, Geneva. The main
conclusion of this study, which is entitled Talent Mobility Good Practices: Collaboration at the Core
of Driving Economic Growth, was that collaborative approaches to talent mobility are the most
effective in addressing labour market failures and creating jobs7.
Jennifer Churchill stated that Talent mobility is becoming more important part of HR agenda. The
research, which looked at the views of 500 HR decision makers in large UK companies, found that
71 per cent believe talent mobility is becoming a more important part of the HR agenda 8.
Joel Gendelman, Out with the Old, In with the New: A New Model for Aligning Talent and Training
with Business Outcomes would help acquiring in and building just the “right” talent with the
attributes, competencies, and skills to support the goals and strategies of their company9.
1. Montsion, Jean Michel, When talent meets mobility: un/desirability in Singapore's new
citizenship project, the study is about Singapore's marketing strategy as a `gateway' between
East and West, a project developed at the end of the 1990s and is based on the city-state's re-
positioning in the knowledge-based economy between an emerging China and Western
societies. This project targets elite populations whether they are locals or migrants to frame
a citizenship design combining mobility and talent. It critically assesses the impacts of
Singapore's gateway strategies on the formation of citizens-subjects through the notion of
un/desirability10.
Patricia Milligan., Haig Nalbantian made a research on collaborations is the key to global talent
mobility in 45 countries. The study found that the organizations have to collaborate with other
organizations, within country and within the organizations in order to enhance the employees‟
talent11.
Patricia Milligan conducted research on talent mobility practices. The study concluded that
organizations have to go for migrations with international degree holders and that mobility within the
organizations can be an effective method to identify the talent gap12.
Oracle Talco report expressed about the talent mobility programmes and its importance and how it
impacts the performance of employees‟ and organizations as well13.
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The Global Relocation Trends Survey report is the 17th report issued by Brookfield GRS. This issue
of the Global Relocation Trends Survey report is based on responses from 123 senior-level human
resources professionals from a diverse group of industries and countries. Together they managed a
total worldwide employee population of 6.95 million. The report elicits details pertaining to
international assignee population growth, international assignee demographics, international assignee
sources and destinations, assignment types, polices and benefits, global business strategy, cultural
and family issues, international assignee selection and assessment, assignment evaluation and
completion, repatriation and attrition, attrition and assignment failure, cost estimating, tracking,
comparisons, ROI and outsourcing14.
Manpower's, Talent Shortage Survey Strategic Migration, A Short-Term Solution to the Skilled
Trades Shortage, recommends that increased worker mobility can help ease talent shortages among
skilled trades by bringing the necessary workers to the work. The paper suggests the easing of
immigration laws to allow workers with scarce, in-demand skills to move more easily to where the
work is. It also advises better alignment of technical training with the skills demanded by
businesses15.
3. Research Gap
The review of literature shows that most of the research on talent mobility has been done in different
type of companies but much research has not been done in software companies and also on the
impact of talent mobility on the performance of the employees.
4. Research Objective
To know the talent mobility impact on employee performance
5. Null Hypothesis
The following hypothesis have been formulated and tested
There is no positive relationship existing between talent mobility and employee performance.
6. Variables Used in the Study for Analysis
HR professionals are taken as an independent variable, while talent mobility has been considered as
dependent variable.
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7. Methodology
The research was conducted in five reputed IT companies in Bangalore. Out of 30 companies 5
companies responded positively and accorded permission and 150 questionnaires were administered
at the rate of 30 respondents from each company by email and informal discussion using
convenience sampling method. The data have been collected from primary and secondary sources
and have been analyzed by using percentage method and presented in the form of Tables.
8. Results & Discussion
For this purpose two variables viz dependent and independent variables have been considered. The
HR professionals are taken as an independent variable, while talent mobility has been considered as
dependent variable for the analysis.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
12
(8)
68
(45.3)
70
(46.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Table-1 Respondents’ opinion on whether talent mobility generates interconnectivity of workforce
Note : Figures in parentheses represent percentages to the horizontal total
Table 1 exhibits HR professional‟s opinion about whether talent mobility generates interconnectivity
of workforce in organizations. It is found that 70 (46.7 per cent) respondents out of 150 selected have
strongly agreed that talent mobility generates interconnectivity of workforce in organizations, 68
respondents agree (45.3 per cent) and 12 respondents (8 per cent) provided a neutral response.
Therefore, it is clear from the above analysis that a majority of the sample respondents opined that
talent mobility generates interconnectivity of workforce. Hence there is evidence to reject the null
hypothesis due influence of talent mobility on employee performance. In other words it may be
constructed that there is a relationship between these two variables.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
28
(8)
82
(54.7)
40
(26.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-2 Respondents’ opinion on whether talent mobility creates long term commitment of workforce
Table 2 represents the opinion of the respondents about whether talent mobility creates long term
commitment of workforce. On the whole a majority of the respondents agreed that talent mobility is
creating long term commitment of workforce in the sample organizations.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
23
(15.3)
80
(53.3)
47
(31.3)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-3 Respondents’ opinion on whether talent mobility creates unlimited career opportunities for
workforce
Table 3 shows the opinion of the respondents about whether talent mobility creates unlimited career
opportunities for workforce. It is found that 80 (53.3 per cent) respondents agreed out of 150 selected
respondents, 47 (31.3 per cent) respondents strongly agreed, while rest of them 23(5.3 per cent) gave
a neutral response.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
18
(12)
68
(45.3)
64
(42.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-4 Respondents’ opinion on whether talent mobility creates new leadership and helps for high
performance of the employees as well as the organization
Table 4 demonstrates opinion of the respondents about whether talent mobility creates new
leadership and helps for high performance of the employees as well as the organization. Thus, it is
evident that majority of the respondents expressed the opinion that talent mobility creates new
leadership and helps for high performance of the employees as well as the organization in the
sample organizations.
N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
5
(3.3)
18
(12.0)
64
(42.7)
63
(42)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-5 Respondents’ opinion on whether talent mobility generates internal mobility role to role
Table 5 incorporates the opinion of the respondents about whether talent mobility generates internal
mobility role to role. Thus, it is evident that the respondents have agreed that the talent mobility
generates internal mobility role to role.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
30
(20)
57
(38)
63
(42)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-6 Respondents’ opinion on whether talent mobility shows quality and transparency in the
performance of the employees
Table 6 elucidates the opinion of the respondents about whether talent mobility shows quality and
transparency in the performance of the employees. Thus, it is established that 57 (38 per cent) and 63
(42 per cent) respondents agreed and strongly agreed respectively.
N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
18
(12)
69
(46)
57
(38)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-7 Respondents’ opinion on whether talent mobility enables employee engagement at work
place
Details about the opinion of the respondents about whether talent mobility enables employee
engagement at work place is shown in Table 7. In brief it can be concluded that majority of the
respondents agreed that talent mobility enables employee engagement at work place at a higher level
in the selected organizations.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
23
(15.3)
64
(42.7)
63
(42)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-8 Respondents’ opinion on whether talent mobility gives clear picture about employee’s
career, aspirations and development
Table 8 gives the details about the opinion of the respondents about whether talent mobility gives
clear picture about employee‟s career, aspirations and development. It is observed that 64 (42.7 per
cent) respondents agreed that talent mobility gives clear picture about employee‟s career aspirations
and development, 63 (42 per cent) respondents strongly agreed that talent mobility gives clear
picture about employee‟s career, aspirations and development and 23 (15.3 per cent) respondents
gave a neutral response. On the basis of an overall observation of the opinion of the HR professionals
it can be concluded that talent mobility gives clear picture about employee‟s career, aspirations and
development in the sample companies.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
23
(15.3)
39
(26)
88
(58.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-9 Respondents’ opinion on whether talent mobility plays an important role in talent
management strategy
Details about the opinion of the respondents about whether talent mobility plays an important role in
talent management strategy is shown in Table 9. The analysis shows that majority of the respondents
agreed that talent mobility plays an important role in talent management strategy in the selected
organizations.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
46
(30.7)
63
(42)
41
(27.3)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-10 Respondents’ opinion on whether talent mobility helps in talent acquisition
Table 10 describes the opinion of the respondents about whether talent mobility helps in talent
acquisition. It is viewed that 63 (42 per cent) respondents have agreed, 41 (27.3 per cent)
respondents have strongly agreed that talent mobility helps in talent acquisition, and 46 (30.7 per
cent) respondents are unable to explain whether talent mobility helps in talent acquisition.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
17
(11.3)
70
(46.7)
63
(42)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-11 Respondents’ opinion on whether talent mobility generates talented workforce that meets the
business needs of your organization
Table 11 incorporates the opinion of the respondents as to whether talent mobility generates talented
workforce that meets the business needs of the organization. It is observed that 70 (46.7 per cent)
respondents out of 150 selected agreed that talent mobility generates talented workforce that meets
the business needs of the organization, 63 respondents (42 per cent) strongly agreed that talent
mobility generates talented workforce that meets the business needs of the organization and 17 (11.3
per cent) respondents have given a neutral response. Hence, it can be concluded that majority of the
sample respondents have felt that talent mobility generates talented workforce that meets the
business needs of the organizations.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
5
(3.3)
17
(11.3)
82
(54.7)
46
(30.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-12 Respondents’ opinion on whether talent mobility helps employees in the development of
their career model
Table 12 portrays the opinion of the respondents about whether talent mobility helps employees in
the development of their career model. Majority of them agreed that talent mobility helps employees
in the development of their career model in the sample organizations.
Table-13 Respondents‟ opinion on whether talent mobility shows where talent gap is existing in the
organization
N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
35
(23.3)
41
(27.3)
68
(45.3)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table 13 exhibits the opinion of the respondents about whether talent mobility shows where talent
gap is existing in the organization. It is found that 68 (45.3 per cent) respondents strongly agreed, 41
(27.3 per cent) respondents agreed, 35 (23.3 per cent) respondents framed their opinion as neutral
and 6 (4 per cent) respondents disagreed that talent mobility shows where talent gap is existing in the
sample organizations.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
85
(56.7)
59
(39.3)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-14 Respondents’ opinion on whether talent mobility helps the decision makers to place right
talent in the right roles at the right time in your organization
Table 14 shows the opinion of the respondents about whether talent mobility helps the decision
makers to place the right talent in the right roles at the right time in the organization. Thus, it is
evident that talent mobility helps the decision makers to place right talent in the right roles at the
right time in the organizations as 85 (56.7 per cent) respondents agreed to it.
N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
6
(4)
63
(42)
75
(50)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-15 Respondents’ opinion on whether talent mobility builds better leadership qualities for your
organization
As per the details furnished in Table 15 it can explicitly be found that 75 (50 per cent) respondents
have strongly agreed and 63 (42 per cent) respondents agreed that talent mobility builds better
leadership qualities among the employees.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
22
(14.7)
82
(54.7)
46
(30.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-16 Respondents’ opinion on whether talent mobility enhances transparency in roles and
functions in the organization
Table 16 displays the opinion of the respondents about whether talent mobility enhances
transparency in roles and functions in the organization. Thus, it is evident that majority of the
respondents agree that talent mobility enhances transparency in roles and functions in the
organizations.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
73
(48.7)
71
(47.3)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-17 Respondents’ opinion on whether talent mobility changes the organizational culture and
helps in the development of the employees as well as the organization
Table 17 reveals the details about the opinion of the respondents about whether talent mobility
changes the organizational culture and helps in the development of the employees as well as the
organization. Out of 150 sample respondents 73 (48.7 per cent) respondents agree that talent mobility
changes the organizational culture and helps in the development of the employees as well as the
organization, 71 (47.3 per cent) respondents have strongly agreed and 6 (4 per cent) respondents
gave a neutral response.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
Agree
Strongly agree
1
HR Professionals
6
(4)
6
(4)
77
(51.3)
61
(40.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-18 Respondents’ opinion on whether talent mobility helps in increasing business performance
in the organization
Table 18 gives the details about the opinion of the respondents about whether talent mobility helps in
increasing business performance of the organization. 77 (51.3 per cent) respondents agreed, 61(40.7
per cent) respondents strongly agreed, 6 (4 per cent) respondents gave a neutral response and 6
respondents disagreed.
N=150
Sl.No
Designation of Employee
Opinion
Total
Disagree
Neutral
agree
Strongly agree
1
HR Professionals
6
(4)
24
(16)
72
(48)
48
(32)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-19 Respondents’ opinion on whether talent mobility is a useful tool to calculate the talent
retention and performance rate
Table 19 represents the opinion of the respondents about whether talent mobility is a useful tool to
calculate the talent retention and performance rate. 72 (48 per cent) respondents of the 150 sample
agreed that talent mobility is a useful tool to calculate the talent retention and performance rate 48
respondents (32 per cent) opined a strong agreement, 24 (16 per cent) respondents gave neutral
response, followed by 6 respondents (4 per cent) who felt talent mobility is not useful as a tool to
measure the performance rating of the employees.
By and large talent mobility is found to be useful as an effective tool for calculating talent retention
and performance rate in organizations.
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N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
18
(12)
66
(44)
66
(44)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-20 Respondents’ opinion on whether talent mobility moves employees from one function to
another in an organization
The opinion of the respondents about whether talent mobility moves employees from one function to
another in an organization is shown in Table 20. Majority of the respondents strongly agreed that
talent mobility moves employees from one function to another in the organizations.
N=150
Sl.No
Designation of Employee
Opinion
Total
Neutral
Agree
Strongly agree
1
HR Professionals
12
(8)
71
(47.3)
67
(44.7)
150
(100)
Source: Data collected through questionnaire by the Researcher
Note : Figures in parentheses represent percentages to the horizontal total
Table-21 Respondents’ opinion on whether talent mobility enhances quality of worklife
Details of the respondents‟ opinion on whether talent mobility enhances quality of work life is shown
in Table 21. In brief it can be concluded that majority of the respondents are of the opinion that talent
mobility enhances quality of work life and 67 respondents strongly agreed that talent mobility
enhances quality of work life.
9. Findings
Majority of the respondents opined that talent mobility generates interconnectivity of work
force and creates long term commitment of workforce
Most of the respondents agreed that Talent Mobility creates new leadership and that it helps
for high performance of the employees as well as the organization and generates internal
mobility role to role
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The research shows that talent mobility shows quality and transparency in the performance of
the employees and enables employee engagement at work place
Majority of the respondents agreed that talent mobility gives clear picture about employee‟s
career, aspirations and development and plays an important role in talent management
strategy
The research shows that talent mobility helps in talent acquisition by generating talented
workforce that meet the business needs of the organization and shows where talent gap is
existing in the organization
Majority of the respondents agreed that talent mobility helps the decision makers to place
right talent in the right roles at the right time in the organization
Majority of the respondents agreed that talent mobility builds better leadership qualities for
the organization and enhances transparency in roles and functions in the organization and that
it changes the organizational culture and helps in the development of the employees as well
as the organization
The research shows that talent mobility helps in increasing business performance in the
organization and is an useful tool to calculate the talent retention and performance rate
It can be said from the research that talent mobility in an organization moves employees from
one function to another and enhances quality of work life
10. Suggestions
The organization should conduct more programs to the employees to get more information
about the talent pool
The organizations have to give proper training before changing the role of job
The organizations have to educate their employees through seminars, conferences and guest
speakers on talent mobility and its benefits / advantages.
The organizations have to encourage their employee for enrolling into certificate programmes
like (CIPD-Postgraduate Certificate in Talent and Career Management).
The organizations may opt for collaboration within the organizations, collaborations across
organization, industry wide collaborations and international or multi-stakeholder
collaboration.
11. Limitations and Future Research
Talent mobility is an important way of developing talent and it is undoubtedly the fuel that drives the
global economy engine. Hence, there is a wide scope for further research in it by way of extending
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the same to different companies such as business outsourcing, hardware manufacturing companies,
information technology, information technology enabling services companies, telecommunication,
pharmaceutical companies, hotel, airlines, tourism and universities.
To verify the results of the present study in a wider setting and wider acceptance, a large sample
covering software dominated cities like Hyderabad, Chennai, Pune, Noida and Delhi may be
selected.
Further the same study may be replicated selecting the companies that have not been included in the
present study.
THE INTERNATIONAL JOURNAL OF MANAGEMENT
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19
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Switzerland,
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Talent+mobility+becoming+more+important+part+of+HR+agenda.
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Mobility, Future Technologies Inc,.
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new citizenship project, Citizenship Studies, 16,(3-4),469-482(14),
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(2012), Is talent mobility the answer? From Talent, Rewards & Communication.
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... The Career Committee, which has cross-sector management experience, selects the ethical competence requirements of top talents for critical positions in the Telkom Group. Critical positions are strategic positions that guarantee the Telkom Group's competitive advantage in an international environment (Nawaz, 2013). ...
... Meanwhile, according to Mullaney, the obstacles are: 1) There is no single, complete display of global talent because of the integration of processes, systems and data; 2) No succession planning process, or no focused only on senior execs; 3) Inconsistent employee assessment process and inability to calibrate ratings; 4) Sporadic, unpersonalized and informal employee development process (James, 2012). In order to overcome these challenges and obstacles, the career committee has the privilege to implement a talent mobility program (Nawaz, 2013). The privilege relates to the main responsibility of the career committee to prepare top talents for filling various critical positions in the Telkom group (Nawaz, 2013). ...
... In order to overcome these challenges and obstacles, the career committee has the privilege to implement a talent mobility program (Nawaz, 2013). The privilege relates to the main responsibility of the career committee to prepare top talents for filling various critical positions in the Telkom group (Nawaz, 2013). The career committee includes all CHCO companies (Chief Human Capital Officer) of the Telkom Group, as shown in Figure 2. The findings of the interviews and the results of 77.30% of respondents agreed that the method of talent mobility program activities responded to the dynamics of global business challenges, namely high-performance work systems, but 22.70% doubted it. ...
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The human desire for growth can be clearly seen in the realm of career prospects in organizations. People want to be given greater opportunities with the potential to advance within a firm which is much appreciated by both prospective and the current workforce. The top talent may be found internally, but if the organization lacks cross-functional visibility, these talents may go unrecognized. Shifting from vertical to an aspiration-based growth mindset becomes critical for creating aspiration-based talent mobility. Sometimes people may be more concerned about titles and designations as compared to the roles and job descriptions. This study examines the role of career conversations in creating cross-functional mobility of talent based on their aspirations in Covid-19. The objective of such conversations is to carve a path beyond just hiring or promotion. It becomes important in the light of lack of career growth, attrition and engagement in the organizations, while aligning organizational goals with employee career goals. This study will be valuable to the managers, coaches and mentors, as well as policymakers in the organizations.
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Out with the Old, In with the New, Driving Performance with Talent Mobility
  • Joel Gendelman
Joel Gendelman,(2012),Out with the Old, In with the New, Driving Performance with Talent Mobility, Future Technologies Inc,.
  • Oracle Talco
Oracle Talco, (2012),Talent mobility, Oracle Corporation World Headquarters U.S.A,1-13,.
Transfer Volume & Cost Survey
  • Anita Brienza
Anita Brienza,(2012).Transfer Volume & Cost Survey,Worldwide ERC.
Talent mobility Though A Broader Lens Perspective spring
  • Bard Marder
Bard Marder (2012),Talent mobility Though A Broader Lens Perspective spring, pp 14-18,.
The Global Competitiveness Report
  • Mercer
Mercer, (2011-12),The Global Competitiveness Report, World Economic Forum, Geneva, Switzerland,
  • A Douglas
  • Ready
  • A Jay
  • Conger
Douglas A. Ready., Jay A. Conger., (2007).Talent Factory Harvard Business Review, 69-77.
Talent mobility becoming more important part of HR agenda
  • Jennifer Churchill
Jennifer Churchill, (2011), Talent mobility becoming more important part of HR agenda, Website: http://www.i-l-