Our first priority this year is talent management and we aim to focus on building capabilities for the current team for today and the near future. Talent management needs to ensure that we acquire the required talent, and nurture it to make it ready for the future. The second priority is succession planning which refers to enhancing our ability to replace people within a week so that business delivery is seamless. Finally, our focus is also to build a systematic development program for our team across functions and levels that tie up with the organization’s needs of today and tomorrow.

My involvement in talent related initiatives is increasing and if I need to put a number it will be somewhere around 15 to 20 % of my time spend on these activities, and I see this time moving upto 30% shortly. For every single manager in the organization 30% of the goals are related to team and individual development (20% on people development and 10% on one’s own development). For employees who do not have a team under them, only the 10% of self development remain as goal. As per my scorecard, 30% weightage of my performance is dependent on the people scorecard, and we call it “ready now, ready future” and includes all HR related goals for the organization. Other goals that are part of my score card are retention which is a lag indicator that we are going on the right direction.