Strategic Talent Management in the Digital Era: A Comparative Analysis of Talent Management, Employee Engagement and Retention at Dell Technologies and Infosys

Abstract

Talent Management (TM) is making capability match commitment. The strategic imperative for organizations to manage talent and changing demographic patterns mean that more people are approaching retirement than entering the workforce. Younger generations have different needs and are renegotiating the psychological contracts with their employer. They are quick to move if their organization is not meeting their expectations. Thus, this paper explores the overarching framework for defining and understanding TM strategies that was used and developed in organizations like Dell and Infosys. This paper explores areas of best practice and issues that organizations are struggling with, in order to gain an understanding of the reality of TM strategies. Findings from literature state that leader needs to recognize the people’s inherent skills, traits and place the right person on the right job for better performance and provide necessary training and exposure for development. Even the best human resource (HR) practice becomes obsolete, if the employees move from the organization or they are not at the right place. Retaining and developing key people in the organization will always be a critical success factor for any organization. One of the problems organizations face is finding a clear definition of talent management. This paper also recommends few strategies where number of conflicting views and many different operational practices are needed to be restructured. Crucially this paper remarks that an organization may shift its perspective over time in accordance with changes in its strategy and indeed the development and embeddings of talent management itself.