Talent management: a paradigm shift in Indian public sector

Abstract

Purpose

The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. The purpose of this paper is to examine the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of the Government of India.

Design/methodology/approach

The investigation is carried out through a case study that discusses BHEL's well‐designed talent management strategy.

Findings

Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference.

Research limitations/implications

The case study could be enriched further by empirically measuring different factors impacting the element of talent management at BHEL, which in turn may help in strategic mapping of the competency retention mechanism.

Practical implications

It is suggested that organizations should invest in the process of talent management and development of its employees for building up the reservoir of competencies of the internal workforce so as to make them future‐ready.

Originality/value

The present study may lead to the conclusion that if talent management practices are effectively managed and successfully deployed, it could indeed result in the long‐term enhancement of satisfaction amongst the various levels of employees.

Citation

Rana, G., Goel, A.K. and Rastogi, R. (2013), "Talent management: a paradigm shift in Indian public sector", Strategic HR Review, Vol. 12 No. 4, pp. 197-202. https://doi.org/10.1108/SHR-02-2013-0012