HR summit closes on warning note

With attrition averaging at 45-50 per cent in voice-based call centres and at 15-20 per cent in non-voice BPOs, industry representatives agreed there is a need to find better ways to grab and hold their talent. But many said the job required better, cheaper and more efficient managers and more sophisticated teachers.

International players suggested that intrinsic strengths in India’s talent pool should be put to more rigorous use. ‘‘India’s technology, language and software skills are better utilised by the IT and BPO industry today and the workforce is more customer-oriented. But you can leverage the underlying motivation of every engineer to innovate, and provide him a greater opportunity to move up the value chain too,’’ said Prithvi Shergill, HR lead, India Delivery Centre, Accenture.

A second inherent advantage will hold India Inc steady despite the China factor and Philippine challenge: Their unity in diversity.

Hema Ravichandar, HR head at Infosys, who will leave for her own private consultancy in August, said some of the world’s leading people practices are coming out of companies in India, which outshine competition in handling diversity.

‘‘Workforce diversity is no longer a nicety but a business necessity. Gender, age, physical, geographical, racial, professional and personal-preference diversities are essential to a global business’ success. That is why an HR head today has two key targets: Ensuring new employees integrate well and making sure that productivity increases,’’ she added.

Karnik said, ‘‘Very little has been done in India to identify natural talent and incubate it for innovation, this is a challenge but results will depend directly on the industry and the academic disciplines coming together.”