The right program can give a career-boosting, confidence-building qualification
Distance-learning MBA programs
are available from hundreds of Institutes at any price-point, but with most employers discounting their value as a proper qualification, they cant be compared to full-time or executive part-time programs in terms of quality, learning and career growth. Realizing that working professionals needed a faster, but enriching Executive Masters program, ITM Executive Education Center (ITM EEC) started offering its Executive Masters programs on a weekend schedule from 2003. Students attend classes on Saturdays and Sundays, rather than during the week. Our focus is very clear and simple says Prof. Mahesh Ranade, Director of ITM Executive Education Centres, We want to give working professionals a competitive advantage over their peers who do not have a Masters qualification and we want to do it in the fastest, most convenient and academically enriching way possible!. We are able to do this by delivering a program that is rich in actionable skills that our executives can use in their jobs today, combined with business insights that can drive their careers tomorrow. With 16 to 24 courses delivered through full-contact classroom hours, ITM EECs executive MBA programs match any full-time MBA program in terms of subject coverage and faculty guidance. Offered at convenient locations across Mumbai, Bangalore, Chennai, Hyderabad, Ahmedabad and Pune, ITM EECs programs are designed with the needs of working executives in mind. ITM EEC is a part of the ITM Group of Institutions, founded in 1991. ITM, a not-for-profit organization, is among Indias most respected educators, with over 6000 students enrolled in its business, engineering, hospitality, fashion and health sciences institutions. ITM Executive Education Center is one of the largest providers of Executive Education in India, with over 3000 students earning their Masters qualifications at its centers in Mumbai, Pune, Nagpur, Chennai, Hyderabad and Bangalore, ITM EEC offers a 24- month Masters Program in Business Administration and a 16-month Executive Masters program. Working professionals with 5 years experience may opt for the 16- month program, while those with 3 years or less experience may opt for the more rigorous 24-month program, which includes a choice of specializations. At ITM EEC, highly experienced faculties lead students in intensive and interactive sessions, discussing case-studies and assignments. With a busy work-week ahead of them, most students meet-up virtually, over instant messenger and email, to work on their group projects. Anulekha Menon, a student of ITM EEC says, Im been an Asst. Marketing Manager at my company for three years now and decided that I needed to move up, in terms of money and responsibility. ITM EEC has made achieving that a definite possibility. Many students find their next job, do business deals and even start new ventures even before they complete the program at ITM EEC. With all the attention and focus on students preparing for the CAT exam and aspiring for admission into MBA programs at top business schools, what about the millions of us working executives, with mortgages, EMIs and families? For many working executives, getting an MBA qualification is what makes the difference between moving up in their careers or getting left behind. Of all the career-enhancing options available, the MBA has become the most sought after weapon in any aspiring managers arsenal. But for working execs, the only way to earn an MBA without leaving the job has been to take up a part-time course. Part-time and Executive MBA programs have been around for generations, and have proven very popular among working executives. These programs typically run over 3 years with classes every evening after work hours. The problem is, with ever increasing responsibilities at work and ever increasing time demands at home, most working professionals cant handle the pressure of a full work-day plus evening MBA classes for another 3-4 hours in some Institute. On top of that, with all the competition and work pressures, three years is too much time to invest in a qualification they need quickly. For mor e i nf or mat i on about I TM Execut i ve Educat i on Cent r e, cal l Tol l - Fr ee: 1 800 22 9727 or vi si t www. i t m. edu/ eec Executive MBA Programs: Are they worth it? Distance Learning MBA programs cant be compared in value to Executive programs NOTES Key Findings l Cautious optimism ruled the recruitment industry during the July-December 2012 period l Automobile industry continued on the growh path and reported significant increase in hiring activity l Manufacturing and BFSI industry also managed to preserve the positive hiring momentum l Support functions reported noticeable increase in demand for talent l Demand was for talent with niche skills in specialised roles, the same is expected to be the trend in the future l 2013 is expected to be a good year for industries that take the right investment decisions and focus on technology innovations The bi-annual recruitment report by TimesJobs.com, RecruiteX, dis- cusses the significant developments in the recruitment space and analy- ses the key trends and issues. The report discusses the Indian job market in view of demand for talent and supply of talent. The study scrutinises key industries, reviewing hiring trend on the basis of location, functional areas and experience in each sector. The comprehensive analysis of the industry and associated segments aim to serve industry in make strategic business decisions. According to the findings of the latest edition of RecruiteX, cautious op- timism prevails across major industries. Prevailing uncertainty in the global and domestic markets and policy fissures are resulting in slow- down in hiring. Engaging and retaining talent is the top workforce man- agement agenda for companies across industries. Most organisations are eying brand positioning exercises to attract top talent. Along with organi- sations referral programmes, online social activity was on top of every recruitment heads agenda in 2012 and will continue to be so through 2013. Unconventional channels of recruitment such as hiring through Tier II and III cities is also becoming more and more evident, thereby giving visibility to rural talent. While hiring sentiments were dreary across key sectors, Automobile/Auto Component/Auto Ancillary, Manufacturing and BFSI industry managed to preserve the positive hiring momentum. Negative sentiments continued to plague the IT/Telecom industry. Docile budget allocations for IT industry coupled with the uncertain macro environ- ment are to be blamed for the downbeat hiring activity during the second half of 2012, felt industry experts. Demand for most key functional areas dropped across industries. However, support functions saw growth in hiring activity. Sales and Business Development professionals emerged as the most in-demand profile during the July-December 2012 period. Akin to the overall lacklustre demand scenario, hiring was dormant across key locations. Where key job hubs such as Delhi/NCR, Mumbai, Bangalore, Chennai reported slump in demand for talent owing to recur- ring economic crisis, volatile macro environment and vigilant hiring, tier II and III locations such as emerged as high growth markets. During the July-December 2012 period, demand for fresh/entry level candidates and senior professionals was upbeat in some industries. How- ever, demand for talent at middle level recorded flat to negative activity across industries during the same period. Experts say that the numbers are indicative of the fact that organisations were only looking to hire on demand, and increase lateral hiring. Lateral hiring too was cautious as organisations wanted to optimise their workforce. Companies want to re- tain employees. Experts predict that while the macro environment would remain chal- lenging, 2013 can be a good year for industries, with the right invest- ments and technology innovations. They also ascertained that the collaboration between government, academia and industries is the need of the hour and it would provide a competitive edge to Indian recruit- ment industry in 2013. Executive Summary BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 1 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent I T / T e l e c o m The recruitment landscape in the IT-Telecom sector in 2012 India points to the resilience in the country's economy BI -ANNUAL RECRUI TMENT REPORT took a hit, explains A G Rao, Managing Director, Manpower Group India. These, along with domestic policy paralysis, forced the IT industry to lower its growth forecast to 11-12% from last fiscal target of 16-18% growth. The second half of 2012 saw cautious hiring by most IT companies as most corporates hire at the beginning of the year so that new hires have enough time to ramp up and deliver by the second half of the year. Also, given the economic environment, organisations would have become cautious about hiring, adds Shriyan Nagraj, head of recruitment at SAP. Harshvendra Soin, VP, Leadership Acquisition & Development, Mahindra Satyam, attributed the fall in demand to the trend that jobs are being generated more in tier-II cities as the cost structure of these cities is less and provides an attractive destination for the companies. The telecom industry faced a lot of uncertainty in 2012 and that led to slow hiring in 2012. There were policy gaps on the part of the government, and the industry was just waiting and gauging the way forward. This has led the industry in general to put off hiring, adds Rao. According to a report by Accenture, India in 2013: A Quick Recovery is a Must, sluggish economic recovery in Indias traditional export markets such as the US and Western Europe have compelled Indian IT and IT enabled service (ITeS) providers to look east to other emerging economies. The Asia Pacific market is growing at 18% year-over-year and is expected to account for 8% of total IT-ITeS exports by the end of 2013. T he talent demand index for the IT/ Telecom industry has dipped by 28 points since December 2010 (100*). From July 12 (91) to December 2012, the index lost 19 points. It touched 72 points in December 2012. Recruite RecruiteX January 2013 2 Share of total jobs in the industry for top locations during July-December 2012 Bengaluru/Bangalore Delhi NCR Mumbai Chennai Hyderabad/Secunderabad Others 21% 18% 26% 8% 17% 9% A ccording to recruitment data from TimesJobs.com, demand for talent in the IT-Telecom sector fell from July to December 2012 in all four major locations: Bengaluru by 34%, Delhi/ NCR by 24%, Mumbai by 14% and Chennai by 24%. The only upward trend was an increase in demand for talent in the below 2 years experience category by 17% (July-December 2012). The data provided is in sync with what the IT industry experienced in the last quarter of 2012. Apart from the unfavourable global market conditions, there were some structural changes in the software industry. Many software companies started recruiting from locations near the offsite projects, whether in the US or Europe. Add to this the economic and political situation in Europe and the US, and recruitment Key findings: > Demand for talent in the IT-Telecom sector fell from July to December 2012 in most major locations > Flat IT budgets and the uncertain macro environment continued to challenge the industry in the second half of 2012 > Many software companies started recruiting locally from locations near the offsite projects, whether in the US or Europe > Uncertainty in the telecom sector, coupled with policy gaps, led to slow hiring *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT Hiring trends 2013 The IT industry will take some time to recover, atleast 2-3 quarters. By the fourth quarter of 2013 the industry will gain ground and show about 20% growth. As for the telecom industry, I am very bullish about hiring in this industry in the coming months. Auctions in February and March will help consolidate the industry it will establish which players are serious and where they want to go from here, leading to hiring, said Rao. Further, according to the data, demand fell across all functional areas, by 11% in Sales and Business functions, by 30% in the Banks/Insurance/Financial Services and 32% in IT/Telecom functional areas. Experts however, say that inspite of slow hiring in the second half of 2012 product development will be a major area of growth in the near future. The four major technologies in the IT industry that will drive growth will be cloud, analytics, big data and mobility. "Consultancy and products will be two major areas in the IT sector that will throw up huge opportunities as companies want to optimise investments in current technology. In telecom, jobs related to customer experience, big data and analytics will drive growth as organisations seek to comply with new regulations, and control new risks more effectively," stated Rao of Manpower Group. Nagraj adds that data scientists, people with design and user experience and people who are able to manage large projects will be in demand in 2013. The skill gap According to RecruiteX data, demand for talent in all experience categories fell during the July-December12 period, 41% in the 5-10 years experience category; except less than two years (increase of 17%) and more than 20 years (increase of 19%). Experts say that the numbers are indicative of the fact that organisations were only looking to hire on demand, and increase lateral hiring. Lateral hiring too was cautious as organisations wanted to optimise their workforce. Companies want to retain employees. The data for more than 20+ years experience reflects the trend that the industry has focussed on leadership hiring to manage large geographies, large projects and large programmes, says Nagraj from SAP. Industry experts also pointed out that moving forward, addressing the skill gap issue will be a key focus point for the industry and the government. Savneet Shergill, Head-Talent Acquisition, Dell India gave some pointers: l Invest in Training & Talent Management l Set up a diverse workforce by embracing diversity recruiting l Strengthen the Employer Brand and leverage employee base as brand ambassadors l Strengthen the HR framework on policies like job rotation and reskilling Soin of Mahindra Satyam adds, We should encourage sharing of data amongst the large companies to Recruite RecruiteX January 2013 3 Growth in demand for talent in top locations within the industry during July-December 2012 Bengaluru/Bangalore Delhi NCR Mumbai Chennai Hyderabad/Secunderabad -34% -24% -14% -38% -24% Share of total jobs in the industry for top functional areas during July-December 2012 IT/Telecom Sales/Business Development Customer Service HR/PM/IR/Training/T&D Accounting & Finance Others 66% 11% 13% 3% 4% 4% RecruiteX January 2013 4 ensure that anyone who has been asked to leave for a values issue does not get hired by a competitor. We also need to use robust hiring methodology like skill tests, technical tests, psychometric tests and tools like competency based interviewing. The social network 2012 also saw the emergence of the social recruiter. Employers moved towards online social and professional networks to not only look for talent but also to build their employer brand among passive candidates. Social Media Recruiting has recently taken off in India and we see quite a few firms across India Inc. using it aggressively to build, manage and scale their talent pipeline. Social media has created a paradigm shift in the way brands interact with their stakeholders its taken them a step closer and has personalised / humanised conversations. GenY has accepted social media as a means of day-to- day communication, explains Shergill. Along with organisations referral programmes, online social activity was on top of every recruitment heads agenda in 2012 and will continue to be so through 2013. According to a TimesJobs.com survey, 35% recruiters utilised social networks to source new employees in 2012. In 2013, the conversations will no longer be one way, organisations will have to organise themselves efficiently in order to acquire passive talent or employees that are the right fit, most companies will invest on employer branding online. We can expect to see more discussions than ever before as the trend for social networking as a recruitment tool continues to evolve. Says Soin, Organisations will have to use the social media and other Gen-Y tools to improve the Employer Brand and clearly articulate the EVP (employee value proposition) of the brand company. Adds Shergill, Dell manages a very aggressive and unique social media outreach. Our presence on Facebook, Twitter, LinkedIn and other social media platforms is strong and the followership is becoming even stronger by the day. This trend will refine even more over this year and will witness shift in hiring behaviour of employer and employee. l Employers move towards social media to source talent as well as to build employer brand among passive candidates l Social media has created a paradigm shift in the way brands interact with their stakeholders l According to a TimesJobs.com survey, 35% recruiters utilised social networks to source new employees in 2012 l Social recruiting would continue to be on every recruitment heads agenda in 2013 also Recruite BI -ANNUAL RECRUI TMENT REPORT IT/Telecom Sales/Business Development Customer Service HR/PM/IR/Training/T&D Accounting & Finance -32% -11% -12% -9% -5% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 18% 39% 1% 31% 11% Growth in demand for talent in top functional areas within the industry during July-December 2012 Future Outlook 2012 was a year of challenges for the Indian IT sector. Experts say that while the macro environment would remain challenging, 2013 can be a good year with the right investments in platforms and innovation. According to Rao of Manpower Grop, the key areas of focus for the HR industry should be: l Skill set development l Preparing for the challenging business environment ahead l Creating a culture of innovation l Keeping your current employees engaged Savneet Shergill, Head-Talent Acquisition, Dell India has some advice for the graduating class of 2013: l Embrace social media to find your dream job l Define a Career Path: Network with your peers and professors, and connect with your mentor. Engage in conversations regarding what you want to achieve in life, basis which you can chart out a career path for yourself l Keep Learning: Focus on skill sets that matter to you and that reflect in your career path. Keep learning this will help you make progress towards your desired goals and objectives What are some of the current campus trends and challenges? Our current challenge is to train and equip them for billable positions. Colleges have to introduce some basic understanding on the work environment and their curriculum needs to be revisited. Some of the leading IT companies have a tie-up with engineering colleges and have built branded curriculum for campus selected students. What is the future outlook for compensation trends in your industry? As of now, the future outlook looks flat. After the assessment of the last quarter results of the IT/Telecom companies and the forex, the compensation budgets would probably remain the same or less than last year (2012). This would mean a much stronger focus on performance and potential of an individual and the ability of the organisation to identify the right talent. What are the key challenges that should be the focus of the HR fratenity in your industry in 2013? Disengaged employees lead to dissatisfied customers, which not only hampers business growth but also results in attrition. Hence, our primary focus should be to create an amicable work environment that keeps the employee engaged to deliver their best. At a workplace, there will always be 4-5 generation of employees working together. Hence all our policies, process and workflows should be flexible and effective at the same time to meet the requirements of employees across generations. Social Performance Appraisal and Social 360 degree feedback should also be in focus in 2013. With the increasing focus on employee centric processes and policies, its crucial to adopt Crowdsourcing methodology where the management seeks employees ideas and suggestions on employee related processes and programmes. Identification and development of key talent at various levels is a key to the organisations growth. This would mean a closer look at the competencies needed at various levels and strengthening the processes to identify such people and have specific growth plans to engage them. Ravi Shankar EVP & Chief People Officer Mindtree BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 5 Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 17% -28% -41% 19% -20% Expert Speak for FR onIine appIicationl Admlsslon through CAT, GMAT, MAT, CMAT scores. 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BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 7 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent M a n u f a c t u r i n g & E n g i n e e r i n g Manufacturing is a prime economic and societal pillar for India which will continue to drive growth and employ a large workforce BI -ANNUAL RECRUI TMENT REPORT T imesJobs.coms data reveals that during the, July-December 12 period, the manufacturing industry witnessed growth in demand for talent during the month of October 12 (10%) and December 12(14%). Both August 12 and November 12 witnessed similar dip in demand for talent. Aditya Narayan Mishra, President Staffing & Director Marketing, Randstad India, stated, Faced with strong headwinds of poor global and domestic markets, high fuel prices, power shortage and lack of availibility of credit, the performance of the manufacturing sector, including the automobile industry has been below expectation in 2012. Negative growth rate in IIP and moderate GDP growth reflects the same. Hiring and recruitment across unorganised, small and medium manufacturing firms and organised manufacturing industries was very moderate, as there was no clear visibility in the market dynamics, he added. Tony Goodwin, Chairman & CEO, Antal International, a global executive recruitment organisation, said, In 2012, while we did see some heightened recruiting activity, it all tapered off towards the later part of the year as companies exercised caution due to the impact of global economy. Quite a few sectors seem keen to push recruitment towards the RPO way of managing. Locations in demand Delhi NCR witnessed the maximum (20%) share of the total jobs in the industry during the entire July-December 12 period, followed by Mumbai, which witnessed nearly 19% of the total share of jobs. Both Pune and Chennai witnessed equal share (8%) of jobs. In terms of growth in demand for talent during July-December 12, all the top locations witnessed dip in demand for talent, with Bangalore registering the maximum dip (28%). Ahmedabad and rest of Gujarat witnessed similar dip in demand (27%). According to Mishra, The traditional manufacturing belts in Tamil Nadu, Maharashtra and Karnataka have continued to attract investments and growth; however Gujarat is witnessing increased investments and is expected to be a strong hub for manufacturing, especially for the automobile sector. Recruite RecruiteX January 2013 8 Share of total jobs in the industry for top locations during July-December 2012 Delhi NCR Mumbai Pune Chennai Bengaluru/Bangalore Other 20% 19% 39% 7% 8% 8% T he talent demand index for the manufacturing and engineering industry remained the same as recorded in December 2010 (100*). From July 2012 (111) to December 2012, the index lost 11 points. Key findings: > During the July-December 12 period, the manufacturing industry witnessed growth in demand for talent during the month of October (10%) and December (14%) > Skilled blue collar workers were in demand in 2012 and would also be in 2013 > Gujarat is witnessing increase in investments and is expected to be a strong hub for manufacturing > The jobs in the manufacturing industry need to be branded and better positioned *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT Functional areas in demand Engineering professionals captured the maximum (37%) share of the total jobs created in the industry during the July-December 12 period, followed by Sales/Business Development professionals (15%). Biotechnology/Pharmaceuticals/ R&D professionals captured the minimum (2%) share of the total jobs. Marketing & Advertising professionals registered the maximum (31%) dip in demand for talent in the industry, followed by IT/Telecom professionals (28%). Logistics/Procurement professionals clocked the least dip (1%) in demand for talent during the July-December 12 period. According to Goodwin, sales and marketing professionals, R&D and quality control, engineering design and development & testing professionals were in demand in 2012. Mishra stated, With a spurt in the number of organisations setting up their R&D centres in India, R&D sector would be in demand. Also there is need for semi-skilled workers for maintenance of machinery, highly qualified welders, paint shop managers, production managers and procurement managers. With Indian consumers becoming more discerning about the products and services they use, companies are focussing more on quality and additional features. This is leading to higher contribution towards R&D and employees getting trained in niche skills. Also, with India becoming an engineering and R&D hub, engineering consultancy is another area which is on the rise, he added. Amaresh Singh, Country HR Director, Alstom, during a TimesJobs.com boardroom dialogue, highlighted that fact that there is a serious dearth of blue collar workers. He believes good blue collar workers were in demand in 2012 and would be in the future too. All good manufacturing industries require hundreds and thousands of welders and we dont have any. So, we get welders from ITIs and send them to Brazil and Europe to be trained, he stated. l R&D sector was in demand in 2012 with many companies setting up their plants in India l Engineering consultancy is also on the rise l Skilled blue collar professionals were in demand in 2012 and would be in 2013 as well Experience segments in demand Candidates in the experience segment of 2-5 years captured the maximum (34%) share of total jobs in the industry. Of the total job share, 32% was claimed by candidates belonging to 5-10 years experience bracket. Senior candidates with more than 20 years experience had the least job share (6%) in the industry. Candidates with less than 2 years experience were Recruite RecruiteX January 2013 9 Growth in demand for talent in top locations within the industry during July-December 2012 Delhi NCR Mumbai Pune Chennai Bengaluru/Bangalore -13% -6% -14% -28% -12% Share of total jobs in the industry for top functional areas during July-December 2012 Engineering Sales/Business Development Accounting & Finance Logistics Quality/Process Control Others 37% 15% 26% 6% 10% 6% RecruiteX January 2013 10 the only ones that witnessed growth in demand for talent (6%) for the July-December 12 period. Candidates with 10-20 years experience clocked maximum dip in demand (23%), followed by candidates with 5-10 years experience segments (22%). Senior candidates with over 20 years experience also witnessed double- digit dip (14%) in demand during this period. The challenges faced in 2012 According to Goodwin, The key challenge at this moment is not sourcing; it is to ensure candidate movement. Since there is such high uncertainty candidates seem to develop cold feet at the end of the process and do not pick up the opportunity. Engagement should be easier due to the lesser number of jobs available in the market. However, for the better performing employees; it sure is about the next level of responsibility. Hence they need to see that value being added to their careers. From the talent perspective, India has a young workforce and the demand for skilled labour outstrips supply. The main challenge lies in the shortage of skilled workers to operate machinery and for the factory floor. Indian employees are skeptical about vocational training, to equip themselves with the skills required to get a job, as they consider it less attractive when compared to other qualifications. Hence these complexities only widen the gap and companies are forced to find other avenues to source talent, says Mishra. He believes that the answer to such challenges lies in vocational training and other training and development methods. According to him, the possible solutions are: Vocational Training: Government, Universities and Companies should incentivise and encourage setting up of vocational training institutes. It should not only be in the form of funding but also in terms of recognising that vocational institutes will provide a huge boost to employment opportunities. Training & Development: One other pain point with industries is that, companies have to invest in basic training programmes at the cost of productivity. To overcome the same, they can partner with institutes to build exact replicas of the work environment in order to make it easier to cross the theory- practical divide. Talking about the branding issue of the sector during the boardroom dialogue, Sanjeev Kumar, VP-HR, Moser Baer Power & Infrastructures Limited stated, The jobs need to be branded and the manufacturing sector has not invested so much in positioning themselves and their jobs vis- -vis IT and IT enabled services. Future Outlook Manufacturing is a prime economic and societal pillar for India which will continue to drive growth and employ a large workforce. The recent initiatives and reforms taken by the Indian government will further enhance the attractiveness of the manufacturing sector and increase its contribution to the countrys GDP. The industry is also Recruite BI -ANNUAL RECRUI TMENT REPORT Engineering Sales/Business Development Accounting & Finance Logistics Quality/Process Control -15% -5% -20% -11% -1% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 10% 34% 6% 32% 19% Growth in demand for talent in top functional areas within the industry during July-December 2012 gradually moving up the value chain and as a testimonial to this trend we see multiple MNCs setting up captive R&D centres in India, leading to increased hiring of specialist talent, predicted Mishra. We believe that in 2013, government, academia and industry will act in conjunction with each other to make India gain more competitive advantage as against its stronger competitors from around the world, he added. According to Goodwin, Currently recession has definitely taken some toll on this industry, increase in bank rates, increase in fuel prices, and typical seasonal slack are the major contributors apart from negative force of global economy. However, this is a transient phase and it is going to change in the next two quarters, 2013 second half will turn the manufacturing sector and 2014 will see good times again. l Manufacturing is a prime economic and societal pillar for India which will continue to drive growth and employ a large workforce l The collaboration between government, academia and industries would provide a competitive edge to India in 2013 l The second half of 2013 would witness good hiring activity in manufacturing industry What are some of the new trends in recruiting? Will 2013 witness a more organised social media talent plan? Use of social media has definitely made the recruiting method easier. You can contact good talent from the industry through LinkedIn, Facebook, Skillpages, and Twitter, to name a few. Job portals have always been there, but definitely with more and more social media sites coming up, the year 2013 will see a more organised way of doing social media recruitment. What are some of the current campus trends and challenges? The colleges are aware of the market conditions and they are sending the students to interact with organisations through projects, internships or training. Challenges are increasing due to the increase in number of colleges every year. What is the future outlook for compensation trends? In the near future, the compensation trends will be more or less the same. But, the situation is going to change fast and the compensation trends would change as well. What are the key challenges that every HR head in your industry should have on top of their workforce agenda in 2013? Retaining existing employees, creating a win-win situation, work out employee benefit policies, and mechanising a proper review procedure are the key priorities for HR heads. Are there new skill sets that will emerge in 2013 that you would like entrants in your industry to be trained/ready for? In our industry the basics will always be the same. However, there are several softwares which work as a helping hand with the employees, the entrants should keep on enriching their knowledge and prepare themselves to handle multiple work. Which roles will pick up momentum in coming months and why? To start with, human resources, financial positions like CFO will be picking up momentum. Technical knowledge will always be in demand, at least in our industry. Dr. Siddhartha Pandey Chief People Officer (Group Head HR ), Bhushan Power & Steel Ltd BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 11 Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 6% -10% -22% -14% -23% Expert Speak Travelling with tons of mental baggage is no fun at all. The smart traveler stays miles away from anxiety and last minute haste - the two most notorious killers of the holiday mood. Because smart travel allows you to be lazy and laid-back while others are huffing and puffing to make their travel plans fall into place. www.lazycow.com is here to make every traveler a smart traveler by making every journey smooth, easy and spontaneous. Be it air tickets, hotels, insurance, visa assistance and car rentals or readymade and tailor made holiday packages, Lazycow.com makes everything click with unbelievable ease and efficacy. And transforms travel into a lazy, laid back affair. With us the only effort you make is pack your bag. Youve Done Enough Of Office Work, Leave The travel Work Up To Us! Be smart. Be lazy. Be lazycow. www.lazycow.com Super Traventure Pvt. Ltd. Supertech Tower, Plot No. C-45, II Floor, Sector 62, Noida, INDIA, Phone: +91 120 4926666 BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 13 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent B F S I The future for the banking sector in 2013 is expected to be challenging yet full of opportunities, with lakhs of new jobs expected in the industry BI -ANNUAL RECRUI TMENT REPORT A ccording to TimesJobs.com data, during the July- December 12period, the industry witnessed a growth in demand for talent only during the months of October 12(10%) and December 12(3%). 2013 began with a growth of 8% during the month of January. On the supply side, the industry recovered from a substantial dip in July 12 and adopted a growth trajectory till October. The maximum growth in supply of talent was witnessed in September 12(26%). After witnessing a dip of 1% during November 12, on the supply side, the industry recovered again. "In the next few years, there will be almost 5 lakh jobs available in the Banking industry. With the new banking license regime, it should only make the job market more lucrative," stated Hamsaz Vasunia, Group-Vice President, DCB Bank during a "High-Tea" session, a chat platform on TimesJobs.com. She also highlighted that despite the economic slowdown in the industry, the growth in the industry has been steady. Last year was a mixed bag for the BFSI sector with majority of the hiring being done in the April-June 12 and July-September 12 quarters. Overall the hiring grew by 8 to 9%, stated E.Balaji, MD & CEO, Randstad India. Talking about the compensation trends, Balaji added, BFSI sector has differential pay structures depending on the business units and revenue contribution. In 2012, employees in the retail banking segment received a moderate pay hike but employees in sales and functions like Trade Finance, Risk Analytics & Assessment and Treasury, received relatively better hikes and good performance linked bonuses. Also there is a noticeable shift in trend where companies are proportionately adjusting the variable component to enhance performance. The salary hikes range from 8% to 15% for the fixed component and 20% to 30% for the variable component. We see a great number of foreign banks entering into the Indian markets, which is generating huge employment in the banking sector as well, stated Deepak Kaistha, Managing Director, Planman Consultant. Vinay Deshpande, chief people officer, Mahindra and Mahindra Financial Services said, We at Mahindra Finance have been hiring and recruiting aggressively since last year. We have hired approximately 1000 additional employees during the T he talent demand index for the BFSI industry has dipped by 6 points since December 2010 (100*). From July 12 (103) to December 12, the index lost 9 points. It touched 94 points in December 2012. Recruite RecruiteX January 2013 14 Share of total jobs in the industry for top locations during July-December 2012 Mumbai Delhi NCR Bengaluru/Bangalore Chennai West Bengal Other 29% 16% 35% 6% 9% 6% Key findings: > During the July-December period, the industry witnessed a growth in demand for talent only during the months of October and December > The year 2013 began with a growth of 8% during the month of January > The agenda of government is to increase financial inclusion and banks have a key role to play by increasing their rural presence > Hiring is expected to be on an upswing with many PSUs planning to recruit in large numbers *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT period April 12 January 13. Mahindra Finance has followed industry trends with respect to compensation philosophy this year. We have been balanced in our approach towards compensation at various levels. Specialised/hot skills have received higher compensation due to their limited availability. Major emphasis is on creating and executing a variable pay structure which pushes performance and productivity, he added. Locations in demand Mumbai captured the maximum share (29%) of the total jobs created in the industry during the July- December 12 period, followed by Delhi NCR (16%). Among states, West Bengal held the maximum (6%) of the total share of jobs. Hyderabad/Secunderabad and Pune registered similar share of 4%. In terms of demand of talent, Mumbai was the only location that witnessed a meagre growth of 1% during the July-December 12 period. All other major locations witnessed double- digit dip in demand. The maximum dip (35%) was clocked by Hyderabad/Secunderabad region. Talking about the locations that performed well in 2012, Balaji stated, We observe the traditional financial centres like Mumbai and Delhi to have performed well in terms of hiring. Also hiring in locations like Chennai are also picking up with many MNCs setting up their technology and back office operations here. l Mumbai captured the maximum share (29%) of the total jobs created in the industry l Mumbai again was the only location that witnessed a meagre growth of 1% during the July-December 12 period Professionals in demand During the July-December 12 period, 42% of the total jobs generated in the industry were captured by Banking/ Insurance/Financial Service professionals. Sales/Business Development and Accounting and Finance professionals registered similar share of 17%. HR/PM/IR/Training/ T&D and Logistics/ Supply Chain Management/ Procurement professionals witnessed growth in demand for talent. Professionals belonging to all other major functional areas witnessed dip in demand. The maximum dip (39%) in demand was clocked by IT/Telecom professionals,Companies prefer candidates with an average experience of 3-8 years for roles in retail banking, corporate sales and business development which always have been in demand. Other roles related to operations in trade finance and wealth advisors for premium clients are gradually picking up, stated Balaji. Majority of the recruitment was focused towards the Sales and Recovery operations function. This is in the area of retail asset financing. Credit Operations and Accounting function has also seen a steady increase in additional requirements, says Deshpande. l HR/PM/IR/ Training/ T&D and Logistics/ Supply Chain Management/ Procurement professionals witnessed growth in demand for talent Recruite RecruiteX January 2013 15 Growth in demand for talent in top locations within the industry during July-December 2012 Mumbai Delhi NCR Bengaluru/Bangalore Chennai West Bengal 1% -15% -19% -17% -17% Share of total jobs in the industry for top functional areas during July-December 2012 BFSI Sales/Business Development Accounting & Finance Customer Service IT/Telecom Others 42% 17% 13% 5% 17% 5% RecruiteX January 2013 16 l The maximum dip (39%) in demand was clocked by IT/Telecom professionals l The strong demand for qualified MBA professionals will continue Top Experience Segments Candidates with 2-5 years experience captured the maximum share (39%) of the total jobs created, candidates with 5-10 years experience followed suit with 33% share. Senior professionals with over 20 years of experience captured the least share (1%) of the total jobs. On the demand side, professionals with less than 2 years of experience turned out to be the only candidates that witnessed a growth (6%) in demand for talent. The maximum dip (27%) in demand was clocked by candidates with 5-10 years of experience. According to Deshpande, Candidates falling in the experience segment of 0-5 years were in demand. These comprise of field executives and junior management positions. Talking about the importance of middle management professionals during a TimesJobs.com boardroom discussion, Dhruv Desai, Sr. VP HR and Leadership Academy, Angel Broking, stated, We need to focus more on retaining middle management employees. If the attrition goes beyond a certain level our cost gets affected and for middle management its about retaining the right talent. l Professionals with less than 2 years of experience turned out to be the only candidates that witnessed a growth in demand l Finance professionals at entry level will be in demand in 2013 l Hiring activity will increase for strategy and corporate finance roles across all sectors Key Issues Talking about the challenges in the sector during the TimesJobs.com boardroom dialogue, Vibhash Naik, VP HR, HDFC Life, stated, Challenge lies in volume recruitment. We often fail to estimate if we have enough number of candidates. Though candidates are given the right company orientation, due to cultural difference or some other reason, we face a lot of attrition in our industry. He also stated that there is a huge gap between skills required and what they actually get in the market. There is also location based talent challenge, according to Deshpande. He stated, Since we recruit from rural and semi/urban location, sourcing of suitable candidate pose a big challenge for us, as our requirements do not always match the skills available in the market. However, engaging employees has not been a challenge. Recruitment in the BFSI segment will be driven by PSU banks predominantly as bulk of their lower and middle level employees will retire in the next five years. With new banking licenses in the pipeline and rural penetration, the banking industry is set to face a huge talent crunch. We can expect migration of talent between private and public sector banks, stated Balaji. Recruite BI -ANNUAL RECRUI TMENT REPORT BFSI Sales/Business Development Accounting & Finance Customer Service IT/Telecom -25% -8% -1% -39% -11% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 17% 39% 1% 33% 9% Growth in demand for talent in top functional areas within the industry during July-December 2012 l There is a huge gap between skills required and what employers actually get in the market l Challenge also lies in volume recruitment Future Outlook The future for the banking sector in 2013 is expected to be challenging yet full of opportunities, according to Balaji. With the government planning to issue new licenses and bring about policy changes as an impetus for growth. The agenda of government is to increase financial inclusion and banks have a key role to play by increasing their rural presence, use modern technology for greater information security and lower transaction costs. Also banks are trying to reduce their NPAs, and shift their focus to a more customer-centric approach. In terms of employment, hiring is expected to be on an upswing with many PSUs planning to recruit in large numbers as close to 50% of the workforce will retire in the next few years, he added. Since the RBI has opened new banking license for big corporate houses, we feel that hot skills with respect to banking would be in demand in the next year. We also see a growing demand in the retail asset financing area in rural and semi/urban sector, where we operate, stated Deshpande. What are some of the new trends in recruiting? Recruiting landscape has changed over a period of time. Corporates have become far more tight to pre assess predictability of success in the roles. Quality of Hire has become a key with increase in resource optimisation. Partnered Hiring models have evolved more on a variable cost structure and at times linked to performance and productivity of the resource over a longer period of time. Recruitment Process outsourcing has started taking shape in some pockets and are moving towards a process maturity. Will 2013 witness a more organised social media talent plan? In 2013, we will be witnessing more organised social media plan to create specific recruiting environment which will enable candidates to exhibit their competencies and choose their employer linked to their ambition. For organisations there is a growing need to participate in right social media recruiting forums with two way evaluation tools and to ensure that the brand is build jointly with the word of mouth approach by this talent pool. What is the future outlook for compensation trends in your industry? Compensation in the coming days will be very tightly linked to growth. Businesses are not only looking at growth as increase in top line/revenue but similar focus on value and bottom- line is also getting linked to the compensation philosophy. Corporates are taking a far more balanced approach while finalisation of compensation increases. Fixed to variable ratio is being re- looked at and higher variable compensation linked to business levers and performance seems to be the mantra in the days ahead. Long term/deferred pay plans linked to performance is getting more focus to retain and manage key talent. Considering the existing scenario of high inflation, GDP predictions and other external aspects the outlook will remain conservative. Compensation trends will remain moderate. However, we will follow a fairly differential/segmented approach for key talent and average performance. Saurov Ghosh Executive VP & Head - HR & Training Birla Sun Life Insurance Co. Ltd. Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -16% -27% -3% -26% 6% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 17 Expert Speak BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 19 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent B P O / I T e S BPO/ITeS sector has played a pivotal role in placing India on the world map as a booming outsourcing destination, in a very short span of time BI -ANNUAL RECRUI TMENT REPORT D emand index for the BPO/ITeS industry dropped from 115 in July 12 to 106 in December 12. The index witnessed a nearly 20% drop in the July to September 12 quarter, closing at 93 in September 12. However, after the initial blow demand for talent in has been steadily increasing. The Indian BPO industry is at a crossroads. While it is poised for huge growth, the industry as a whole is grappling with challenges including wrong perceptions and severe talent shortage. Though the sector is trying to move up the value chain and seek out new opportunities of growth, the scarcity of people with required skill sets is making this an extremely difficult task. Perception about BPO jobs is a problem. It is considered a stop-gap job. Although opportunities are abundant in BPOs, getting people to join BPO industry is a struggle, said Subrat Chakravarty, Head Human Resources, HCL technologies Business Services, at the TimesJobs.com boardroom dialogue. There is a dichotomy of what really happens and strong perceptions, which are out there in the market generated by people, who really do not know the business. There is a strong need to build a brand. There is a strong need to tell people what the industry offers to its employees in the short term as well as in long term level. Functional areas in demand The overall decline in demand for talent was a result of low hiring in all top 5 functional areas with over 20% drop in hiring for IT and Finance and Accounting profiles. Sales and Business Development profiles were the only exception and reported a 7% increase in demand for talent. Increase in hiring for Sales and Business Development profiles indicate a heightened focus on expanding into new territories and domains by most companies. Where demand for Customer Service/ Tele Calling profiles fell by 10%, its share in total job postings witnessed a healthy increase of 55% during the July-December 12 period. Being one of the key functional areas in the BPO/ITeS sector, the drop in Customer Service/Tele Calling profile points towards T he talent demand index for the BPO/ITeS industry rose by 6 points from December 2010 (100*). From July 12 (115) to December 12, the index lost 9 points. It registered 106 points in December 2012. Recruite RecruiteX January 2013 20 Share of total jobs in the industry for top locations during July-December 2012 Delhi NCR Mumbai Bengaluru/Bangalore Chennai Hyderabad/Secunderabad Other 29% 19% 21% 8% 12% 11% Key findings: > Demand for talent in BPO/ITeS industry reported a 9 point drop during the July-Decemeber 12 period > Demand soared for Sales and Business Development profiles, other key functions experienced a drop in demand > Hiring was upbeat for junior/entry level and senior candidates, pointing towards future business expansion plans > The industry needs to work on brand building and positioning *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT the tough competition from international markets such as Philippines, believe industry experts. Another reason could be the brand positioning of the industry. As Ravikumar Aleti, Head- Talent Acquisition, Cognizant BPO, articulated at the TimesJobs.com boardroom dialogue, The quality talent pool in the market does not look at this industry as a long-term career option. People do not find the need to continue in a BPO job. As a result, we are losing people to other industries. This is resulting in jobs, especially voice-related work, moving out of India. However, experts are optimistic that demand will improve for these profiles in times ahead. l Sales and Business Development profiles reported highest increase (7%) in demand for talent. l IT and Finance & Accounting profiles witnessed a drop of over 20% in demand. l Despite a drop, the share of Customer Service/ Tele Calling profiles in total job postings increased. Locations in demand Kerala clocked a 9% increase in hiring activity during the July-December 12 period. It was the only region in the top ten locations to report positive hiring activity. Overall, hiring was low across all major cities with southern states and cities losing the most momentum. Among the top five locations, Bangalore, Chennai and Hyderabad experienced a drop in demand by an average of 17%. Inspite a 6% drop in demand for talent, Delhi/NCR reported maximum increase in proportion of jobs posted as against total jobs in the BPO/ITeS industry during the stated period, followed by Mumbai. According to Harish Jotwani, Head Recruitment, Serco Global Services, Hyderabad and Bangalore locations saw slump in the number of hires because companies at those locations rely more on tech specific processes linked to the downtrend in the US and European economies. Earlier studies by TimesJobs.com have revealed that many BPO/ITeS companies are strengthening their bench strength in cities such as Lucknow and Jaipur owing to the escalating manpower and logistics cost in metros. According to experts, local BPOs are coming up in a major way and thus, the industry is sourcing talent from Tier II and III cities to tap the local talent, which is well-versed with the local dialect and is economical. Subir Ghosh, President Aegis Global Academy stated at one of the boardroom dialogues conducted by TimesJobs.com, Going forward real opportunities when we talk about job creations will be driven by domestic markets. In that case English speaking skills are not going to be primary but customer empathy and right temperament to serve is going to be fundamental. l Among top locations, Kerala was the only region to clock growth (9%) in demand for talent. l Pune was worst effected among top job locations, witnessing a drop of 33% in demand. l Tier II and III cities emerged as new BPO/ITeS job hubs. Recruite RecruiteX January 2013 21 Growth in demand for talent in top locations within the industry during July-December 2012 Delhi NCR Mumbai Bengaluru/Bangalore Chennai Hyderabad/Secunderabad -6% -9% -19% -22% -11% Share of total jobs in the industry for top functional areas during July-December 2012 Customer Service Accounting & Finance BFSI IT/Telecom HR/PM/IR/Training/T&D Others 55% 10% 15% 4% 8% 7% RecruiteX January 2013 22 Experience segments in demand Hiring during the six-month period was mainly limited to entry level/fresher hiring. This segment reported over 20% increase in hiring activity. According to Jotwani, Entry level functions always face a constant level of attrition as candidates keep moving on to seek greener pastures. Also, new business growth in the industry requires higher level of entry level candidates which results in more of entry level hire than mid and top-level hires. The ITeS/BPO industry also witnessed a 7% increase in demand for candidates with over 20 years experience suggesting hiring for head of operations. While the industry is hiring freshers and entry level candidates, experts admitted that there is a broad overall issue of skills in the Indian workforce, specially the kind of people the industries hire from colleges. As experts pointed out in TimesJobs.com boardroom dialogues, while the top tier colleges that have the best talent are grabbed by the best in the industry, other companies also go to a number of second tier and third tier institutions and colleges, where there is fair amount of retraining and skill development that needs to be done. l Fresh hires reported an increase of 22% in demand during the July-December 2012 period l Candidates with 5-10 years experience witnessed highest drop (25%) in demand, during the same period l Senior candidates with over 20 years of experience saw a 7% increase in demand for talent during the stated period Key issues The ITeS/BPO industry is in a growth phase and is evolving from a primarily voice- based industry to high-end services. With this evolution, the industry is also facing unique talent challenges. Today with the evolution of the industry, skills such as voice or capability to just process invoices and transaction have become a minimum requirement and redundant skills. As companies move higher up in the value chain, demand for the right talent is tough. The industry is looking at well established industries to gain understanding of different market segments. Companies across the board are finding it difficult to move talent from industries such as manufacturing and integrate it into a BPO environment, both culturally and career wise. Also, the ITeS/BPO industry is currently viewed as a stop-gap opportunity for most freshers. This is largely due the inability of small companies to match a job profile with the skill sets of a candidate. The mismatch often results in dissatisfaction with the job and leads the employees to believe that the BPO is not a long- term career. The industry needs to collectively showcase the various opportunities available within the industry and career paths available to candidates. Industry experts have Recruite BI -ANNUAL RECRUI TMENT REPORT Customer Service Accounting & Finance BFSI IT/Telecom HR/PM/IR/Training/T&D -10% -9% -19% -12% -27% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 28% 42% 1% 24% 6% Growth in demand for talent in top functional areas within the industry during July-December 2012 suggested that to tackle the problem of image the term call- center should be replaced with other professional job terms such as managed services. Additionally, success stories from the industry should be shared with the media to project the industry in a good light. To arrest the problem of image internally, companies should counsel new employees and find the right fit. Companies should not hire for projects but should look at recruitment holistically. Looking ahead According to TimesJobs.com data, increased hiring activity for Sales and Business Development executives and candidates with over 20 years experience, suggests the ITeS/BPO industry is expecting increased business activity in the coming months, which may result in increased hiring across levels and functions. Companies across the board are now looking at various models between build from within versus hire. Companies are looking at the concept of skills in a manner that would allow them to remain competitive vis--vis other emerging location. Government agencies are working extensively on the skill gap by collaborating with top companies in the industry and creating a standard skill training module. Expert Speak Praveen Kamath General Manager & Global Head of Talent Transformation BPO/KPO division Wipro Corporation Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -25% -18% 22% 7% -21% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 23 What are some of the new trends in recruiting? Hiring through Social Media especially through Facebook, LinkedIn and Twitter has become a differentiator for many emerging conglomerates. Alternative channels such as hiring through Tier II/III/IV cities there by giving visibility to rural talent is becoming more and more evident Will 2013 witness a more organised social media talent plan? Yes of course. Organisations are spending considerably to train HR professionals to understand this channel of hiring. There is significant progress both in terms of numbers hired through this channel as well as the percentage of contribution through this particular channel of hiring. What are some of the current campus trends and challenges? E-campus and virtual campus hiring is becoming a reality, today. Technology solutions around this channel of hiring are emerging. Many corporations have piloted this effort and it is working for them. What is the future outlook for compensation trends in your industry? Flat. Niche skills will be paid more, plain vanilla skills will be paid less and less in the days to come. Compensation eventually will be a function of demand and supply with a factor of degree of difficulty/ availability of the skill. What are the key challenges that every HR head in your industry should have on top of their workforce agenda in 2013? Talent Acquisition and Talent Retention are some of the major challenges that the ITeS/BPO industry is struggling with, currently. Are there new skill sets that will emerge in 2013 (owing to new technology/market forces) that you would like entrants in your industry to be trained/ready for? Remote and hands-free hiring, remote and technology based training completely will move into e-Learning, v-Learning, link-based learning using CBT technique. ORION Bellatrix Mintaka Meissa Alnilam Alnitak Rigel Saiph The STAR you are looking for lies with us??????? Find your STAR employee only on hire.timesjobs.com More than 2 crore CVs 20,000 new CVs added daily Jobseekers across every location For enquiries write to corporatecare@timesgroup.com BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 25 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent C o n s u m e r D u r a b l e s /
F M C G The FMCG industry has been resilient through the slowdown. The impetus for hiring will now come from, rural sector and tier II and tier III towns BI -ANNUAL RECRUI TMENT REPORT A ccording to TimesJobs.com data, there was a drop in the demand for talent in major cities in the July- December 12 period. For instance, the demand in Delhi fell by 13%, in Mumbai by 5%, in Chennai and Bangalore by 12% and 24%, respectively. The reasons for negative demand in terms of hiring were given as lack of movement in existing projects and dearth of new projects in the pipeline. FMCG is a very replacement heavy industry. So, placements happen when people quit their jobs. However, looking at the economic scenario, there has been no movement. Candidates/ employees are staying put and are averse to taking risks by not looking out for options. Hence, there has been no demand, points out Vandana N Pannaswami, executive director, ABC Placements. She adds, Along with employees, organisations are also not taking too many risks. Hence there have been no new investments in terms of projects. They are playing it safe. Further, organisations are trying to retain employees rather than hiring new ones. But, experts say, dont let this dampen your spirits just yet. The reason why FMCG sector has shown negative numbers in terms of hiring is because these numbers were based on a projection of last year. In the early months of 2012, the industrys performance was weak. However, this picked up later in 2012 and even as we have entered in 2013 the growth seems positive. So, this means to sustain the growth, companies will focus on hiring new people, points out Ganesh Shermon, partner (market), KPMG in India. He adds that there has been new growth as the companies are launching fresh products across lifestyle, fashion and personal care brands. Even regional brands are doing significantly well. This means there will certainly be positive hiring. We are expecting growth in the FMCG sector during medium and long term, given the broad-based consumption and rising consumer incomes, says AshutoshTelang, executive vice president and head human resources at Marico. The reason for this growth is that the consumer has high disposable income at hand. In the last year there has been a significant drop in capital expenditure. This means people now have more disposable income, and as a result they are spending more T he talent demand index for the consumer durables/FMCG industry rose by 9 points from December 2010 (100*). From July 12 (119) to December 12, the index lost 10 points. It registered 109 points in December 2012. Recruite RecruiteX January 2013 26 Share of total jobs in the industry for top locations during July-December 2012 Delhi NCR Mumbai Bengaluru/Bangalore Chennai Pune Other 21% 19% 38% 7% 8% 7% Key findings: > The dip in demand in the sector can be attributed to the lack of movement in existing projects and dearth of new projects > Broad based consumption and rising consumer income would facilitate industry growth > Companies like Marico, Godrej Consumer Products are likely to invest in new talent ahead of the growth curve this year > Growth this year will come largely from rural consumers *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT money on day-to-day goods and other lifestyle goods, adds Shermon. This is likely to affect hiring as well. In fact, according to our data, there was a rise in demand for people below two years of experience by 16%. However, at mid-management and senior level the demand has been negative. FMCG majors have now posted positive results and they will push sales. This job will then require a stronger salesforce. Hence, the candidates with 0-2 years of experience will see growth in recruitment. Having said that, companies are also looking at pushing the brands. There will be focus on specialists in branding and marketing space, points out Shermon. This trend is not restricted to big cities and metros. In fact, small towns are where the real game is being played. For instance, in the last few months, Delhi, Kolkata, Hyderabad and Chennai saw a hiring slowdown, while pockets like Ernakulam, Kochi and Baroda saw relatively healthy hiring. Many companies, including FMCG majors Dabur, HUL and Godrej, are seeing category share from rural markets growing. But, Sangeeta Lala, senior Vice-President and co-founder, TeamLease says, While there is some bit of recruiting happening in the rural segment, the major chunk is still in the metros. This is where big and managerial positions are available. Further, companies like Marico and Godrej Consumer Products are likely to invest in new talent ahead of the growth curve this year. We will continue to invest in new talent hiring. There will be no significant changes in the companys strategy of hiring new talent. The FMCG sector has been resilient in the phase of slowdown and will continue hiring unmitigated, pointed out Telang. According to some reports, at Godrej Consumer Products the growth in recruitment in India over last year has been in the range of 3 to 4%. l According to TimesJobs.com data, there was a drop in the hiring demand in major cities in the July-Decmber 12 period l There has been new growth in the sector as the companies are launching new products across lifestyle, fashion and personal care brands l Broad based consumption and rising consumer incomes are facilitating the growth in the sector l In the last few months, Delhi, Kolkata, Hyderabad and Chennai saw a hiring slowdown, while pockets like Ernakulam, Kochi and Baroda saw relatively healthy hiring. Hiring Trends l FMCG is expected to generate 1.76 lakh new jobs in 2013 l Dabur, HUL and Godrej are seeing category share from rural markets growing. l In 2013, hiring is likely to go up by 10-15% in the months of April- May 13 Recruite RecruiteX January 2013 27 Growth in demand for talent in top locations within the industry during July-December 2012 Delhi NCR Mumbai Bengaluru/Bangalore Chennai Pune -13% -5% -24% -8% -12% Share of total jobs in the industry for top functional areas during July-December 2012 Sales/Business Development Engineering Accounting & Finance Marketing & Advertising Logistics Others 34% 13% 25% 8% 11% 9% RecruiteX January 2013 28 Trends that will drive FMCG growth in 2013 The growth this year will come largely from rural dwellers, while urban consumers will continue to be affected by the macroeconomic environment, point out experts. In comparison to other sectors the consumption story will remain intact, though the pace of growth has slowed compared with previous years. According to experts, this time the slowdown in consumption spending is visible in some categories in the higher SECs (socio-economic classifications) of urban India. The first quarter of 2013 does look a little glum for recruitment. The hiring is likely to go up by 10-15% in the months of April-May, says Lala. Toned Down Cheer "The year is just beginning. Many companies were cautious in the past, but post appraisals and with the start of a new financial year companies will start recruiting, says Lala. This increase is expected to be driven by an improvement in the outlook for the financial services and FMCG/retail sectors. Also, there are small investments being made in new products launches, so this will help the sector to grow further. The FMCG sector has infact been showing a positive growth in the last few months. Driven more by domestic consumption and protected against currency fluctuations, companies in the FMCG and retail sector, such as Dabur, have an upbeat hiring and business outlook. The FMCG sector has been recording year-on-year growth of around 15-16%. The other thing that will give a boost to the sector is clarity in FDI in retail. Once the government gives more clarity in retail then there will be some movement within the sector. This will lead to growth in demand and hiring, says Pannaswami. Agrees Shermon, With clarity in retail and new tie-ups, the industry will certainly see positive growth. There will be movement in single franchisee models and once IKEA sets shop in India, the game plan will totally change. New Markets l Clarity in FDI in retail will boost the FMCG sector l Recruiters are cashing in on the growth in e-commerce Salary Advances Though the hiring is likely to happen mid- year, candidates should not expect big salary hikes during appraisals or while switching jobs. According to a study conducted by Kelly services, in India the salaries and increments are expected to witness a projected best case of 8 to 10% hike. The hikes will be rather nominal this year. So, its best not to expect much more. This hike is also largely due to inflation, says Pannaswami. Recruite BI -ANNUAL RECRUI TMENT REPORT Sales/Business Development Engineering Accounting & Finance Marketing & Finance Logistics 10% -32% -13% -3% -21% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 12% 38% 4% 30% 17% Growth in demand for talent in top functional areas within the industry during July-December 2012 Points out Lala, This hike is likely to come only after April-May. According to Hay Group, India Inc is expected to dole out an average pay hike of 11.2% across job roles in 2013, lower than 12% increase witnessed last year. The other reason for the moderate hike is directly related to the performance. FMCG companies are showing signs of recovery since 2012. Companies will first try and stabilise themselves before going all out with fatter salary packages, says Shermon. But, if the company thinks you are a stronger candidate then some analysts say that the rules of the game can be changed. So, Lala has a word of advice. FMCG is a highly competitive sector. So, one has to be ready to beat the competition to grab that perfect pay package. l Though the hiring is likely to happen mid-year, candidates should not expect big salary hikes during appraisals or while switching jobs. l Salaries and increments are expected to be in the range of 8 to 10% hike l This hike is likely to come only after April-May 13 l With the industry undergoing a recovery phase since 2012, companies woud first try to stabilise before offering generous salary packages and increments What are some of the new trends in recruiting? Despite overall macroeconomic challenges, we will see a steady hiring trend across the sectors. While most of it will come from the need of talent replenishment (replacement hiring), there will be upswing in the growth oriented hiring for sectors like retail. Top talent across the board will command premium and will be most sought after. Once the consumer sentiment improves, more opportunities will be available to the current talent population which is today risk averse. Most preferred form of hiring will continue to be through employee referral and organisations will deploy means to reduce their dependence on search partner agencies. Will 2013 witness a more organised social media talent plan? The advent of Social media will continue to provide more opportunities for consumer durable sector. The use of Facebook, Linkedin and Twitter like platforms will be leveraged to our advantage and the job postings on online job portals and company's own websites will increase as percentage of total of hires from all channels. This will be particularly attractive for Gen-Y. Use of mobile phone applications in recruitment will increase. Companies will actively be looking forward to engage passive job seekers by building online brand and top of the mind social media presence. What are some of the current campus trends and challenges? Overall campus hiring sentiment will be optimistic yet cautious. Organisations campus plans will remain intact in 2013 owing to focus on getting young talent and developing them from within. Companies will have to focus on creating strong accelerated career development programs for campus hires. The opportunity being leveraged is to engage with talent directly at campuses. Which skill sets will pick momentum in coming months? Owing to opening of retail sector, front- end sales and customer service, back- end logistics, supply chain with the advent of Retail/GST changes will pick momentum. Anil Garg Vice President - Human Resource Whirlpool India Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -24% -25% 16% -11% -10% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 29 Expert Speak Hire smart with smart Hiring tools TimesJobs offers you IntelliFilters IntelliSeek SmartMatch CustomQ Receive only relevant applications in email
More than 76 lakhs IT & Mgmt. professionals More than 20 lakhs senior professionals Candidates across every functional area More than 2 crore resumes to choose from Search and zero-in on best matching applications in a snap View matching resume from our resume database Attach customized questions to capture additional candidate information Log on to hire.timesjobs.com Today Roll out the Only with Times .com Jobs BEST For enquiries write to corporatecare@timesgroup.com BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 31 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent P r o j e c t s / I n f r a s t r u c t u r e Hiring optimism prevails in the infrastructure industry in 2013 as this year would witness the impact of the economic reforms BI -ANNUAL RECRUI TMENT REPORT E mployer hiring intentions look positive in infrastructure, despite the continuing uncertainity around the economic and political environment in India. There is a great deal of optimism for 2013. Why? This year the effects of government stated intentions to invest in infrastructure during the Twelfth Five Year Plan should start kicking in.. Experts say that by the second quarter of this year there should be definitive indications of a rise in overall hiring activity. There is also hope that the market conditions will strike the right balance of demand and supply in addition to clearing of old projects. This will lower the liability of existing project and make way for new projects. All these changes are certainly expected to boost hiring in 2013. The past v/s the future So, why is the industry upbeat about the change when the numbers were negative in 2012? According to TimesJobs.com data, there was a dip in hiring figures across all major cities in India. For instance, Mumbai recorded a fall of 11%, while Delhi fell by 35%, in Chennai hiring was lower by 15% and Bangalore fell by 28%. Even the most promising state in terms of infrastructure growth, Gujarat, showed a drop in hiring. It fell by 28%. However, recent policy movements within infrastructure and the governments clear mandate to banks in India, instructing them to move faster with funding infra projects are an indication that in 2013 there will be heightened hiring activity. Infrastructure sector is the backbone of the Indian economy, and it needs to grow at a CAGR of 15% in next five years. The key growth area lies in roads, railways, power, airports and land acquisition, which would require almost $1 trillion investment in next five years, says Deepak Bharara, director- corporate HR, Lanco Infratech. Thus, companies are looking for experts, as the sector shows potential for growth - a complete change from last years scenario. According to data, in the last six months of 2012, hiring had taken a dip across the board. Hiring for freshers with 0-2 years of experience fell by 11%, while it fell by 21% in the bracket of 2- 5 years. And, the band between 5 to 10 years took the maximum hit with hiring falling by 26 per cent. At the senior level the situation was equally grim. T he talent demand index for the project/ infrastructure industry has dipped by 16 points since December 2010 (100*). From July 12 (101) to December 12, the index lost 17 points. It registered 84 points in December 12. Recruite RecruiteX January 2013 32 Share of total jobs in the industry for top locations during July-December 2012 Mumbai Delhi NCR Chennai Pune Gujarat Others 18% 15% 47% 5% 8% 6% Key findings: > There was a dip in demand for talent across all major cities in India > According to the RBI, nearly 33% of market share lies in the infrastructure and construction sector. > The government is now focusing on policies to push these sectors > If the projects and policies fall into place as expected, one could expect a hike of 9 to 10% in salaries across the spectrum *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT The hiring numbers fell by 22% for 10 to 20 years of experience and 17% for 20+ years of experience. This is likely to reverse as central and state government are making progress in clearing old projects and bringing in new reforms to push growth. All these developments will increase the hiring sentiment in this sector. There are seven major segments that employ majority of people in this segment namely designing, engineering, airport project management; highways project management, civil engineering, contract management and consulting services. And, the combined workforce in these segments is expected to grow by 8 to 10 per cent in the next 5 years, points out Bharara. The industry is also hopeful about developments following the Union Budget. We expect the Budget will bring in clarity in terms of governments plans to clear old projects and to bring in longevity and sustainability in the future projects. We are also hoping that there is more clarity in terms of environmental scenario, says Aviraj Nandan, head- human resources, the 3C Company. But Nandan quickly points out, growth in hiring will be moderate. l Companies are looking for experts, as the sector shows potential for growth l Delhi witnesses a major dip (35%)in demand for talent during July-December 12 period l The industry is also hopeful about developments following the Union Budget Treading Cautiously The year 2012 has been one of continuing decline for many sectors in terms of hiring activity. But, as we move forward most Indians are anxious. Last years figures and numbers are likely to bury themselves. In 2012, FICCI and ASSOCHAM declared there was a fall in the GDP growth to an average of 5.4%. The recession of course affected the numbers. Global recession and regulating policies created a growth paralysis in India, points out Bharara. Overall, infrastructure sectors like power, roads and airports saw a drop of 25% in hiring. The industry was stagnant and other factors like banks and major lending institutions shying away from lending to the infrastructure segment led to the drop. But, this could well be a thing of the past. According to the RBI, nearly 33% of market share lies in the infrastructure and construction sector. Thus, the government is now focussing on policies to push these sectors. For this, Government policies will be required to increase consumption and attract investors, points out Bharara. But, despite talks of reforms it is expected that the market will remain very Recruite RecruiteX January 2013 33 Growth in demand for talent in top locations within the industry during July-December 2012 Mumbai Delhi NCR Chennai Pune Gujarat -11% -35% -15% -28% -16% Share of total jobs in the industry for top functional areas during July-December 2012 Engineering Sales/Business Development Accounting & Finance Quality/Process Control Logistics Others 59% 9% 15% 5% 7% 6% RecruiteX January 2013 34 objective and cost conscious due to economic scenario, say experts. The long-term benefits will only materialise if SEBs (State Electricity Boards) meet their milestones on tariff rises and reducing the large operational inefficiences. The other problem that sector has faced in the past is that most states have repeated political interference on revising retail rates. This will show poor results. On the other hand, the distribution sector reform coupled with easing fuel supply constraints, duty measures for protection of the domestic equipment industry and the interest rate regime, will be the key factor in fuelling the growth of the sector this year. l Infrastructure sectors like power, roads and airports saw a drop of 25% in hiring l The long-term benefits will only materialise if SEBs meet their milestones on tariff rises and reducing the large operational inefficiences. l As nearly 33% of the market share lies with construction and infrastructure industry, the government is implementing policies to push these sectors l Infrastructure sectors like power, roads and airports saw a drop of 25 per cent in hiring. The talent game The hiring trend shows a moderate response for 2013. This means that the salary growth will also be moderate. The hike in salary will be average. If the projects and policies fall into place as expected, one could expect a hike of 9 to 10 per cent in salaries across the spectrum, says Nandan. Agrees Bharara, Most industries would keep to single digit increments as companies are likely to take a cautious approach and adopt cost cutting measures. Companies may look at increasing the variable component linked to performance rather than increasing the fixed component. In some cases, analysts say that companies may not hesitate to lay off non- performers. Along with changes in the industry, most companies are looking at talent development this year. The focus is to strengthen the existing staff before hiring new employees. The other areas of focus are re-structuring and consolidating the organisation based on active engagement of employees and business requirement while keeping the organisation lean. For instance, LANCO is looking at training and development initiatives focused on behavioural and technical competency building. Further, recruitment will be focussed on lateral hiring. This will be based on skill required for the business. Campus hiring is likely to take a beating for the next one year. Recruite BI -ANNUAL RECRUI TMENT REPORT Engineering Sales/Business Development Accounting & Finance Quality/Process Control Logistics -6% -15% -20% -15% -26% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 7% 25% 8% 34% 26% Growth in demand for talent in top functional areas within the industry during July-December 2012 Lastly, training will be based on competence required by the business; while the focus will be to get trained manpower to execute the project on time. The picture may not be rosy yet, but there is no doubt that the prospects are positive. Everyone is looking at a strong year, supported by the market and the government. l If the projects and policies fall into place as expected, one could expect a hike of 9 to 10% in salaries across the spectrum l Most industries would keep to single digit increments as companies are likely to take a cautious approach and adopt cost cutting measures l The focus is to strengthen the existing staff before hiring new employees l The other areas of focus are re-structuring and consolidating the organisation based on active engagement of employees and business requirement while keeping the organisation lean l Training will be based on competence required by the business; while the focus will be to get trained manpower to execute the project on time. What are some of the new trends in recruiting? Will 2013 witness a more organised social media talent plan? Social media is making its presence felt in the IT and ITES sector. Job and employee branding will make a comeback on the mobile platform and social media. Referrals have hogged the lions share in talent acquisition numbers and will continue to dominate with the help of social media. Online rating of employers by ex-employees is set to gain on social media. With high tele-density and mobile applications reach providing real-time access to data services, companies will be compelled to design their social media strategy to attract, retain and brand talent more aggressively. What is the future outlook for compensation trends in your industry? Of late, the policy and regulatory announcements from the Government appear to be clear and there is a visible resolve to address issues plaguing the industry. This will help the investment sentiment, translating into business expansion and growth in industrial output. Industry growth, though restrained, will remain positive as domestic demand and internal consumption will drive industrial growth. As global investment sentiments improve, resulting in sustained capital inflows for the industry, talent mobility is expected to be high. And hence the compensation trends look robust to me. Though I feel that base compensation offered by companies will remain stagnant, pay for performance, bonuses, and incentives will increase. What are the key challenges that every HR head in your industry should have on top of their workforce agenda in 2013? Talent quality available on the campuses remains a huge concern as technical and managerial aptitude remains to be tested. Movement of free agents negatively impacts the talent strategy. Faster learning curves, ability to train, retain and keep the workforce engaged will be the focus of every HR professional. Rising employee costs with declining ROI, rising health care costs and social security costs will continue to draw the attention of HR departments. Sanjeev Kumar Vice President-HR Moser Baer Power & Infrastructures Limited Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -26% -22% -11% -17% -21% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 35 Expert Speak Vacant for too long! Log on to hire.timesjobs.com Intelligent tools aid Intelligent Hiring TimesJobs offers you IntelliFilters IntelliSeek SmartMatch CustomQ Receive only relevant applications in email Search and zero-in on best matching applications in a snap View matching resume from our resume database Attach customized questions to capture additional candidate information
More than 76 lakhs IT & Mgmt. professionals More than 20 lakhs senior professionals Candidates across every functional area More than 2 crore resumes to choose from For enquiries write to corporatecare@timesgroup.com BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 37 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent R e t a i l Shopping for talent: The Indian retail sector is pegged to create 10 million jobs by 2015, the critical area that needs attention is development of relevant skills BI -ANNUAL RECRUI TMENT REPORT F or the longest time analysts have been placing their bets on strong retail and financial sector performances to power the Indian growth story. In 2011 global management consulting firm AT Kearney in its 10th annual Global Retail Development Index (GRDI) has ranked India as the fourth most lucrative investment destination for retail. The size of India's retail market is expected to rise from about US$ 500 billion in 2011 to about US$ 2,500 billion in 2026. However, in 2012 the advent of the worldwide recession brought in a new set of challenges. Besides the weak economy and feeble consumer sentiments, the disappointing retail growth was attributed to poor supply chain management, weak support infrastructure and skyrocketing rentals. This led to toughening of internal efficiencies and cost, or manpower optimisation. According to TimesJobs.coms recruitment data the latter half of 2012 saw a decline in demand of manpower in all key locations across the country. While Delhi/NCR and Bengalaru experienced a significant drop of 26% in overall demand for talent, Chennai and Mumbai were relatively shielded by this slowdown in hiring and exhibited a drop of 10% and 7% respectively. The global economy has been riding through an uncertain phase and has had an ostensible impact on the Indian economy, also reflected by the GDP. This fall in demand for talent in the retail sector is a reflection of the economic barometer and not of the retail sector itself, explains NS Rajan, Partner and Global Practice Leader People & Organisation, Ernst & Young. According to industry experts, as compared to the overtly optimistic projections from a few years ago, retailers in the past year were focussed on drawing customers into the stores to drive sales, while at the same time reducing cost overheads. This meant optimising available talent and increasing employee productivity. In an era of cost-cutting and wafer- thin margins, the focus of HR was building manpower efficiencies. There were not too many retailers hiring in the last quarter. In the gloomy environment we benefited as we continued hiring as our expansion plan has not been deferred, adds Venkataramana B., President - Group HR, Landmark Group India. The only area of growth that was seen, according to recuitment data from TimesJobs.com, was in the T he talent demand index for the retail industry has dipped by 20 points since December 10 (100*). From July 12 (101) to December 12, the index lost 11 points. It touched 80 points in December 2012. Recruite RecruiteX January 2013 38 Share of total jobs in the industry for top locations during July-December 2012 Mumbai Delhi NCR Bengaluru Chennai West Bengal Others 26% 24% 30% 5% 10% 5% Key findings: > The latter half of 2012 saw a decline in demand of manpower in all key locations across the country. > Delhi/NCR and Bengaluru experi- enced a significant drop of 26% in overall demand of talent > In 2012, HR focussed on optimising available talent and increasing employee productivity > The task ahead for talent managers is to help shape a highly skilled, engaged and productive workforce *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT below 2 years of experience category. This segment posted a 12% growth from July to December 2012. The sector, basically divided into organised and unorganised segments, has different formats. Major organised retail formats include hypermarkets/ supermarkets, departmental stores, convenience stores, shopping malls, e-retailer and specialty stores. In whatever format, add industry experts, the industry is manpower intensive and there is need for talent to man the floor. This fuels demand in the below 2 years experience category. Employees at the store level are the face of the organisation for the customer. As for the fall in demand in other experience categories, Venkataramana explains this was due to a shift in talent strategy due to the global slowdown. Amidst the change in the global economy and flux, people have started opting for long-term players and stability than just a JOB. The shift is to seek long- term careers with present organisations. Winds of change According to experts, even though 2012 witnessed slow hiring, 2013 will be different due to the government relaxing investment norms and allowing 51% FDI in multi-brand retail and 100% FDI in single brand retail recently. The quarter gone by has seen much excitement in the retail sector with the government relaxing investment norms and allowing 51% FDI in multi-brand retail and 100% FDI in single-brand retail. This, along with the introduction of Goods & Service Tax (GST), sends a positive signal that retail is going to be a hot sector for employment. The buoyancy in the sector is already reflected with recent announcements of big retailers like IKEA gearing to enter the Indian market. The opening of premier retail chains like Starbucks and other global fashion brands will augur well for the sector and its employability quotient, explains Rajan. According to a January 2013 Deloitte report Indian Retail Market - Opening more doors, the expected future trends in the retail segment in India are: l FDI in specialty stores: Multi-brand organised retail in specialty stores such as consumer electronics, footwear, furniture and furnishing etc. are expected to expand and mature in the next few years. However the policy condition on sourcing will continue to be a major bottleneck for FDI in many of these segments. l Dominance of unorganised retail: Flexible credit options and convenient shopping locations will help traditional retail to continue its dominance in retail sector. l Growth in small cities and towns: Stiff competition and saturation of urban markets is expected to drive domestic retail players to tap the potential in small cities. However, the report adds that one of the major challenges faced by the existing players is the availability of skilled manpower and any foreign retailer planning to enter India will have to face similar challenges. Recruite RecruiteX January 2013 39 Growth in demand for talent in top locations within the industry during July-December 2012 Mumbai Delhi NCR Bengaluru Chennai West Bengal -7% -26% -26% -22% -10% Share of total jobs in the industry for top functional areas during July-December 2012 Sales/Business Development Accounting & Finance Export/Import Engineering Logistics Others 25% 14% 34% 8% 11% 8% RecruiteX January 2013 40 Building capability The sector is currently facing a talent crunch because of non- availability of the talent required on such a large scale and a lack of training facility for the same. The sector is facing competency gaps in various key areas like supply chain management, vendor development and customer relations management. Due to the recent changes in FDI norms many existing joint venture partnerships between Indian and foreign retailers could stand to get realigned. With the sector opening up, the job spread will subsequently increase. Hiring will happen at a faster pace as the employers will be competing to hire the best talent. The biggest hiring trends for retail in 2013 amongst the stagnated talent pool would be to reach out and develop fresh talent pipeline from across the industries. The industry employs a staggering number of people, and given its rapid proliferation, this number is always on the rise, says Venkataramana. Industry sources add that while the need for talent will go up multi-fold, the challenges are many. The scarcity of an experienced talent pool in the retail industry in India means that HR needs to focus on building in-house talent capability. Many Indian organisations have created retail talent academies to build the capability of their in- house talent.Given the vast number of relatively inexperienced employees at the store level, experts pointed out that there was a pressing need to train them in orienting to a global retail scenario, primarily in the domain of customer service. The diverse geographic spread of these employees makes this even more challenging. While the retail sector is pegged to create 10 million jobs by 2015, the critical area that needs attention is development of relevant skills to make the workforce employable. To this effect, various agencies and associations like the Retailers Association of India are imparting training to acquire functional competencies to develop and harness skills, says Rajan. Roles in demand NS Rajan, E&Y shares job roles that will be in demand in retail: l The next couple of years, beginning 2013, will clearly see a spurt in jobs in areas like sales, and IT, l Hiring will also rise for functions like visual merchandising, l Technical competencies in areas like customer service will be highly in demand, l The most crucial function for the retail sector, especially in big-ticket retail like cash-and- carry, would be procurement, inventory management and supply chain as these will form the back-bone for operations. Besides giving employment to professionals and skilled labour, the organised retail sector also generates a number of jobs for unskilled labour for the tasks of sorting, grading, labelling etc. Adds Venkataramana, Recruite BI -ANNUAL RECRUI TMENT REPORT Sales/Business Development Accounting & Finance Export/Import Engineering Logistics 49% -10% -19% -14% -4% Share of total jobs in the industry for top experience segments during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 10% 36% 4% 33% 18% Growth in demand for talent in top functional areas within the industry during July-December 2012 The backbone of the sector are the buying, design and- operations jobs so trained professionals in these fields will continue to be in demand in addition to sales executives, store managers to merchandise planners and supply chain positions. Future outlook According to the Deloitte report The Indian retail industry has experienced growth of 10.6% between 2010 and 2012 and is expected to increase to US$ 750-850 billion by 2015. Food and Grocery is the largest category within the retail sector with 60 per cent share followed by Apparel and Mobile segment. However, industry sources add, as retailers in India prepare for competition from new players, it is evident that getting their talent portfolio in order will be the biggest priority and will be critical to succeed. The task ahead for talent managers is to help shape a highly skilled, engaged and productive workforce and to discover newer sources of effective talent. The industrys people challenges lie in: l pre-empting industry trends, l identifying future business needs, l creating a pool of future-ready talent that can take on new market players. What are some of the new trends in recruiting? Will 2013 witness a more organised social media talent plan? Because of FDI in the retail sector, not much action has been seen on the ground. And, till date, no international player has made investment in the Indian market. Currently, Indian companies are in the wait-and-watch mode, and major players dont have expansion plans in 2014. At the corporate level and in intermediary circles, which are re-cast with re- structuring, hiring is on freeze due to static market conditions. However, there will be large opening for front-line managers at the store level. Since companies are looking for cost-effective recruitment solutions, HR managers are using social platforms (15%) and job portals (40%) extensively to recruit. The trend will pick up more momentum in coming months. What are some of the current campus trends and challenges? We havent done much hiring from campuses in the last couple of years. However, we do have strong internal talent development modules for retail management training. We train our entry-level recruits, by this mean; we are successfully able to fill 30-40% of our managerial, 60-65% of our supervisory and 20% of on-the-floor assets. To hire fresh talent, we have tie- ups with RAI training agencies, vocational training agencies and finishing schools. What is the future outlook for compensation trends in your industry? The compensation trend in the retail industry, on an average will be 10-12%. For front-line managers, salary hike will be 10-11% and for senior level executives will be 28-30%. Are there new skill sets that will emerge in 2013 that you would like entrants in your industry to be trained/ready for? Skill-sets which will be emerging in 2013, are store and space planning as there are not enough professionals who are trained in this domain. Another would be merchandising, which is again hard to find, and the success of any retailer depends on its merchandisers. Nihar Ranjan Ghosh Executive Director - HR Spencers Retail Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -26% -22% 12% -10% -18% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 41 Expert Speak TimesJobs offers you Efficient hiring powered by Smart Hiring Tools IntelliFilters IntelliSeek SmartMatch CustomQ Receive only relevant applications in email Search and zero-in on best matching applications in a snap View matching resume from our resume database Attach customized questions to capture additional candidate information Log on to hire.timesjobs.com only on The Right Piece Of Your Jigsaw Puzzle TimesJobs.com
More than 76 lakhs IT & Mgmt. professionals More than 20 lakhs senior professionals Candidates across every functional area More than 2 crore resumes to choose from For enquiries write to corporatecare@timesgroup.com BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 43 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent A u t o m o b i l e s The manpower intensive Indian automotive industry is the countrys key economic driver and will witness cautious hiring in 2013 BI -ANNUAL RECRUI TMENT REPORT D uring the July- December12 period, automobile/auto component/auto ancillary industry witnessed growth in demand for talent only during the months of October (1%) and December (14%). The maximum dip in demand for talent was observed during July 12 (12%). On the supply side, the industry witnessed growth in supply of talent during four out of six months through the July- December 12 period. July registered the maximum dip (16%) in supply, followed by December 12 (3%). Tony Goodwin, CEO & Chairman, Antal International, stated, Automotive function did not witness much of action in terms of hiring in 2012. Most of the manufacturers were adopting a cautious hiring approach. Passenger car sales have not improved much followed by commercial vehicles which witnessed a decline in sales. As a result the manufacturing sector hiring levels came down considerably due to scaling down of production volumes. Talking about the hiring scenario of her organisation in 2012, Emrana Shaikh, sr. general manager-human resources, Automotive Division, Mahindra & Mahindra Ltd, stated, Our business outlook has been very positive this year and as a result the hiring has also been as per plan. This holds true for both campus as well as lateral hiring done by Mahindra & Mahindra in the automotive sector. Locations in demand In the automobile industry, Delhi NCR witnessed the maximum (25%) share of the total jobs generated in the manufacturing sector during the July- December 12 period, Pune followed suit with the second highest share of 15%. Among other states, West Bengal, Uttarakhand and Tamil Nadu, each registered 2% share of total jobs. In terms of growth in demand for talent, Maharashtra turned out to be the only location that witnessed a growth (1%). Among top metros, Bengaluru/ Bangalore registered maximum dip in demand (26%) during this period. According to Goodwin, Pune, Delhi/NCR and Chennai have performed well during 2012 in terms of hiring in this sector. l Delhi NCR witnessed the maximum (25%) share of the total jobs l Bengaluru/Bangalore registered maximum dip in demand (26%) during the July- December 12 period T he talent demand index for the automotive industry rose by 13 points from December 10 (100*) and, touched 113 points in December 12. From July 12 (120) to December 12, the index lost 7 points. Recruite RecruiteX January 2013 44 Share of total jobs in the industry for top locations during July-December 2012 Delhi NCR Pune Chennai Mumbai Bengaluru/Bangalore Others 25% 15% 29% 7% 12% 11% Key findings: > Automobile/auto component/auto ancillary industry witnessed growth in demand for talent only during the months of October (1%) and December (14%) > Maharashtra turned out to be the only location that witnessed growth > Using a talent farming rather than talent buying approach is one way to overcome the challenges faced during the transition from campus to the corporate environment > Hiring in the industry will continue in a cautious manner *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT Professionals in demand Engineering professionals turned out to be the most in demand in the sector during July-December 12 period, followed by sales/business development professionals. The minimum share (2%) of the total jobs generated in the sector was for customer service/ tele calling professionals. All the top functional areas witnessed dip in demand for talent, except HR/PM/IR/Training/ T&D, which witnessed a growth in demand of 9%. Marketing and advertising professionals witnessed the maximum dip in demand (33%). According to Goodwin, candidates belonging to R&D, design & development, testing, quality and purchase sector were in demand in automotive sector. Recruiting was witnessed in the sales & marketing functions on a low level, wherein a few senior managers moved jobs. However, not as much new jobs were created. Focus was on sales and marketing functions to improve the sales numbers. Manufacturing, production recruitment levels remained a low key affair with the curtailing of the production numbers, he added. According to Shaikh, design engineers, service engineers and highly technical domain specialists have been in demand in 2012. l Engineering professionals turned out to be the maximum (38%) shareholders of the total jobs generated in the industry l HR/PM/IR/Training/ T&D professionals witnessed a growth in demand of 9% l Design engineers, service engineers and highly technical domain specialists have been in demand in 2012 Experience segments in demand Candidates with less than 2 years of experience witnessed the maximum share of total jobs created in this sector. With 30% of the total share, candidates within 5-10 years experience bracket held the second highest share. Senior professionals with less than 20 years of experience witnessed the least share (4%) of the total jobs. However, during the July-December 12 period, candidates belonging to all the top experience segments witnessed a dip in demand for talent. Candidates within 5-10 years experience bracket witnessed the maximum dip (23%) in demand, followed by candidates with 10-20 years experience bracket (21%). Mid-level professionals with 4-6 years of experience were in demand in 2012, stated Shaikh. Key Issues Talking about the challenges faced by the industry, Goodwin stated, Sourcing talent in Tier I and Tier II is a big challenge; everyone likes to move upwards in Original Equipment Manufacturers (OEMs), hence moving talent from OEM to TierI is the biggest challenge. Also as there are few OEMs in India, getting talent at right value is also a major challenge. Recruite RecruiteX January 2013 45 Growth in demand for talent in top locations within the industry during July-December 2012 Delhi NCR Pune Chennai Mumbai Bengaluru -6% -12% -1% -26% -11% Share of total jobs in the industry for top functional areas during July-December 2012 Engineering Sales/Business Development Quality/Process Control Accounting & Finance Logistics Others 38% 15% 24% 7% 9% 8% RecruiteX January 2013 46 Highlighting the solution for the talent movement from OEMs to Tier I, Goodwin stated, Most people have a typical mind set about working in the auto sector which is not OEM, they dont considered it very appealing. Great career advancement options, with good monetary benefits in Tier 1 organisations can help improve this situation to great extent. Talking about the challenges faced by the industry at a TimesJobs.com boardroom dialogue, Vittal S, General Manager HR, Sonalika Group, stated, There are a number of global companies which are setting up their Engineering Design Centres (EDCs) in India. Top talent is moving into these sectors and it would be a challenge to source top talent for R&D as they do not see automobile industry as a lucrative sector, he added. Shaikh stated, One of the key challenges faced is the transition from campus to the corporate environment. Lot of investments need to be made to help fresh talent migrate into the work environment. Secondly, there is talent deficit which is being witnessed especially in niche & technical domain areas like R&D, service, etc. We find ourselves constantly looking out for innovative ways to source rich talent. Thirdly, Mahindra & Mahindra has a lot of Gen-Y talent which constitutes almost 55% of the workforce and keeping a multi- generational workforce engaged is tough. According to her, the solution lies in talent farming. She stated, Using a talent farming rather than talent buying approach is one way to overcome the challenges mentioned above e.g. we put a lot of emphasis on capability building in the organisation; helping people build a career is a priority. We encourage job rotations and help employees acquire multiple skills. We have created empowering platforms like Young Mahindra to leverage the power of youth. We also use generational diversity for greater business impact. Blending different thought processes, mentoring and reverse-mentoring help us in a big way to create a positive impact. Talking about the initiatives undertaken to strengthen the industry-academia connect during the dialogue, Vittal S, General Manager HR, Sonalika Group, stated, We have a customised program to induct trainees from agricultural engineering colleges who work in the sales & marketing division of the company. These trainees would serve as the talent pipeline for us to meet the scarcity of front line managers in the organisation. Summer interns from these colleges work with us in the sales organisation and are later on absorbed in the organisation after line managers are satisfied with their performance. MOUs with these colleges help us in building a long term relationship in mutual areas of synergy, he added. l Sourcing talent in Tier I and Tier I is a big challenge l Top talent is moving into global companies and EDCs l Transition from campuses to corporate environment is a big challenge l The quality of the engineering graduates coming out has been steeply declining Recruite BI -ANNUAL RECRUI TMENT REPORT Engineering Sales/Business Development Quality/Process Control Accounting & Finance Logistics -8% -8% -13% -15% -16% Share of total jobs in the industry for top experience segments dur- ing July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 12% 38% 4% 30% 17% Growth in demand for talent in top functional areas within the industry during July-December 2012 Future Outlook According to Goodwin, Currently recession has definitely taken some toll on this industry, apart from this other factors like increase in bank rates, increase in fuel prices, and typical seasonal slack have contributed to the slowdown. However, this is just a transient phase and it is going to revive in the next two quarters, 2013 second half will turn the manufacturing sector and 2014 will see good boom again. Talking about the future outlook, Shaikh stated, As per the CLC Global Workforce Insight Report for Q4, the global job opportunity barometer has hit an all-time three-year low at 48.2%. As a result, the trend observed in India and even within our organisation is that retention levels have been significantly increased and attrition related challenges have come down dramatically. A very important aspect that will impact the hiring in the industry would be the overall auto industry outlook. In January, SIAM had lowered car sales growth projection to just 0-1 % for this financial year from 1 3% and 9 11% announced in October and July 2012, respectively. So going forward, in order to run businesses effectively, hiring will continue albeit in a cautious manner and cost of structure would remain in focus, she added. What are some of the new trends in recruiting? Will 2013 witness a more organised social media talent plan? New trends in recruiting include referral programs at junior levels for R&D, competition mapping for S&M positions & social media for senior/mid-senior positions. Auto industry had largely focused on traditional methods of hiring, but with the social media bubble, prospective employees are easily available. The year 2013 will witness more organised and increased hiring through social media for specialist and leadership positions. What is the future outlook for compensation trends in the automobiles Industry? The year 2011-12 saw a marginal increase in compensation through annual increments mostly ranging between 8-10% hikes with a few exceptions. But coming years would see higher increments to prevent losing top talent to other companies/sectors. Now companies will also have to revisit their existing salary levels with entry of global auto companies vying for the limited talent pool of employees. What are the key challenges that every HR head in your industry should have on top of their workforce agenda in 2013? The four major challenges every HR head should have on top of their agenda include: l Lean workforce with emphasis on productivity of employees l Skill mapping for effective deployment of manpower l Development of home-grown talent pool l Branding auto sector as a preferred sector amongst campuses Which professions will pick momentum in coming months and why? Hiring for R&D professionals will be on the rise with most companies investing on research in new technologies and product feature enhancements. Hiring for sales and marketing professionals will be on the rise with entry of new players in the market and creation of new segments in the market. Vittal S General Manager-HR Sonalika Group Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -23% -21% -8% -2% -2% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 47 Expert Speak Speed up your recruitment with most effective Hiring Tools TimesJobs offers you IntelliFilters IntelliFilters IntelliSeek IntelliSeek SmartMatch SmartMatch CustomQ CustomQ Receive only relevant and filtered applications in email Search and zero-in on best matching applications in a snap View matching resume from our resume database Attach customized questions to capture additional candidate information O u t - d a t e d
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More than 76 lakhs IT & Mgmt. professionals More than 20 lakhs senior professionals Candidates across every functional area More than 2 crore resumes to choose from For enquiries write to corporatecare@timesgroup.com BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 49 500 400 300 200 100 0 Jun12 Jul12 Aug12 Sep12 Oct12 Nov12 Dec12 Jan13 Demand for Talent Supply of Talent H e a l t h c a r e / P h a r m a c e u t i c a l BI -ANNUAL RECRUI TMENT REPORT T he pharmaceutical/ biotechnology industry has been growing at a steady pace over the years. However, in the last year to six months the industry has gone through a consolidation period recording a consequent drop in demand with respect to hiring. Although the pharmaceutical industry grew by about 15-20% in the last one year, all the verticals in this segment were hit by the global economic pattern change. ``The industry got hit by a double whammy, specially in the last six to eight months, observes Rahul Nene, Director- Pharmaceutical and LifeScience Practice, StantonChase, India. ``With several pharmaceutical IPs going off patents, smaller companies started selling these products at lower cost. This coupled with lack of suitably specialised personnel at the base of the pyramid resulted in a fair amount of negative growth. Drop in Demand in established hubs due to: l setting up of specialised research centres in smaller towns l multi-location trials into new locations Geographically the industry reported a significant drop in demand for specialised personnel across all centres of pharmaceutical/biotechnology hubs. The only exception was Mumbai, which grew marginally by 4 per cent in the period July to December 2012. Bangalore recorded the biggest drop in the said period at 31%, closely followed by Hyderabad which recorded a 30% drop. Gujrat another established hub reported a 24% drop in growth, while the Delhi/NCR region accounted for a 17% drop. Industry experts attribute several reasons for this.``Several companies have hived off from parent companies to set up their own specialised research centres in smaller towns. This is the reason that places like Pondicherry and Meghalaya have come into the map, states Nene. By its very nature the industry requires multi-location trials, combined with data- tracking at different stages followed by scaling post-DCGI approvals. Hence expansion into smaller and new locations, in addition to the established ones, is essential. T he talent demand index for the healthcare industry has fallen by 11 points since December 10 (100*). From July12 (95) to December 12, the index lost 6 points. It touched 89 points in December 12. Recruite RecruiteX January 2013 50 Share of total jobs in the industry for top locations during July-December 2012 Mumbai Delhi NCR Bengaluru/Bangalore Hyderabad/Secunderabad Chennai Other 26% 15% 39% 5% 9% 6% After witnessing a steady growth over the years, the Indian healthcare/ pharmaceutical/ biotechnology industry witnessed disappointing performance in 2012 Key findings: > Among top locations, only Mumbai witnessed a growth in demand (4%) during the July-December 12 period > Biotechnology or pharmaceutical companies go out of their way to retain experienced personnel > Small and mid-size companies attract trained personnel from larger companies resulting in a constant churn and gaps in terms of skill demand. > The current supply demand ratio stands at about 1: 25 per job *The base value for the talent demand index is taken as 100 for the month of December 2010. BI -ANNUAL RECRUI TMENT REPORT Key Issues Though a recognised global destination for vaccines, bio- services and increasingly for contract manufacturing especially bio-similars, major product discoveries have still not come Indias way. Early stage discovery of products, which have little IP value still remain the mainstay of India. According to experts from ABLE, the gestation period per product is long and the failure rate extremely high. This coupled with the inability of the industry, specially the biotechnology segment, to match the salaries as compared to other knowledge-based sectors has lead to very high levels of skill-gap. Trend by experience segments In the last 6 months the industry witnessed significant drop in demand. The demand for personnel at the mid-level with 5-10 years experience recorded the biggest drop, reporting 22% less demand. This was followed by a 18% drop in demand in the 10-20 years segment. Interestingly enough, the under- two years and 2-5 years segment has reported lower percentage drop, even though the industry is essentially bottom heavy. Industry observers attribute several reasons for this trend. ``The pharmaceutical companies typically recruit in the January-June 12 phase, states Hussain Tinwala, General Manager, TeamLease. ``Most July-December hiring are primarily replacement or need-based. ``We also need to keep in mind that biotechnology or pharmaceutical companies go out of their way to retain experienced personnel, he continues. ``In this industry, especially in segments like biopharmaceutical, required skill-sets need to be absolutely matching. They cannot afford to go in for best-match. So once they get such a person, corporates go out of their way to keep him or her. A person quitting is not just non-availability of the skill sets but also a loss in terms of IP, something they cannot afford. Hence the attrition in these segments is low. Companies hence engage actively in several programmes developed essentially to retain talent. The only segment that reported an increase in demand was in the over 20 years experience category, recording a nominal 4 % rise. ``With the economy as a whole under stress globally, a flurry of activities was witnessed in the last year. Several small enterprises came into being, set up either as breakaways from large global organisations, or as cost-effective suppliers of services to large MNCs. These were set up by people with a large experience in this segment. This is the top level growth in demand that is being witnessed, states Nene. l Companies in this sector typically recruit in the January- June12 phase l Most July- December 12 hiring are primarily replacement or need-based l Biotechnology or pharmaceutical companies go out of their way to retain experienced personnel Recruite RecruiteX January 2013 51 Growth in demand for talent in top locations within the industry during July-December 2012 Mumbai Delhi NCR Bengaluru/Bangalore Hyderabad/Secunderabad Chennai -17% -31% -15% -30% 4% Share of total jobs in the industry for top functional areas during July-December 2012 Doctors/Nurses Sales/Business Development BioTechnology/Pharmaceutical Engineering Accounting/Finance Others 25% 16% 33% 6% 12% 8% RecruiteX January 2013 52 Functional Category With regards to demands in functional aspects the industry witnessed a massive drop in IT/Telecom personnel. This is primarily because this segment of hires has a reputation of not continuing in this industry for long. Hence data shows a significant drop in demand of 46%. This segment is followed by a drop in demand for marketing personnel, which dropped by 33 % in the last 6 months. Other areas that reported significant drop include customer service and tele-calling which reported a drop in demand by 20 %, followed by demand in engineering personnel which stood at 16 %. The functional demand in the healthcare segment, however, remained steady as did the requirement for quality/process control personnel. ``There is not much happening in the bio-engineering segment other than vanilla engineering projects, states Nene. `` Overall there has been a drop in demand in the bio- chemical segment, especially in protein synthesis and other microbiology areas, primarily due to absence of many opportunities in India. Skill-gap In spite of great potential for growth, the Indian pharmaceutical/biotechnology industry has remained just that, `a potential, unable to translate it into suitable growth and development. The capacity for research and development, and facilitating translation into workable products and commercialisation, with the exception of a few bright spots still remain extremely rudimentary. India continues to be a country with educational institutions which lack capacity in terms of skills in research and technology, as well as in technology commercialisation. ``There is currently a disconnect at two levels: between educational institutes and industry requirement. Making it even deeper is the disconnect between educators and the industry, say ABLE sources. ``There is a large requirement in quality control and quality checks and in regulatory checks at every level. The current supply demand ratio stands at about 1: 25 per job. And unless we move fast in addressing this issue, this gap is only likely to grow. The other aspect that is affecting the industry is lack of available jobs for the highly qualified. For instance, a BE or a B-Tech, who is not trained in biotechnology opts for the healthcare segment, especially in analytical chemistry companies. But often they are retained in product mode against the process mode that he or she is used to. ``India is very good in the chemistry- specific aspects of the industry. However, when it comes to understanding of biology we are still poor, reports the ABLE source. ``Thus with a couple of well- known exceptions only early stage discovery of products are still coming to India. The industry spends about R 20,000 to 30,000 per candidate for a minimum period of a year before expecting an RoI from the hire. ``Large pharmaceutical players provide in-depth in- house training after hiring a candidate who has the degree but is Recruite BI -ANNUAL RECRUI TMENT REPORT Doctors/Nurses Sales/Business Development BioTechnology/Pharmaceutical Engineering Accounting/Finance -11% 1% -12% -15% -16% Share of total jobs in the industry for top experience segments dur- ing July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years 13% 38% 4% 29% 15% Growth in demand for talent in top functional areas within the industry during July-December 2012 raw in terms of industry requirement. The small and mid-size companies, unable to provide such a platform, rely on trained personnel from the larger firms and attract them with good compensations and benefits. This puts larger organisations in the spot, resulting in a constant churn and gaps in terms of skill, observes Tinwala. Though institutions like BioTechnology Finishing Schools (BTFS) for post graduate diploma in specialised biotechnology-related job-oriented courses have been launched to address the shortage of industry-ready graduates and post-graduates, it is just a beginning. Several such organisations are required to address the requirement. Future trends l Future demands in bio-economics l In the bio-similar and vaccine manufacturing segment and stem cells l Expansion in medical devices and diagnostics and contract research and manufacturing l Integrating scientific evidence-based traditional knowledge into healthcare l Agri-biotechnology and green-biotechnology, especially bio- remediation and bio-energy Jacob Jacob Chief People Officer Apollo Hospitals Growth in demand for talent in top experience segments within the industry during July-December 2012 Less than 2 years 2 to 5 years 5 to 10 years 10 to 20 years Over 20 years -22% -18% -5% 4% -13% BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 53 Expert Speak What are some of the new trends in recruiting? Will 2013 witness a more organised social media talent plan? Poaching might emerge as the strongest recruitment trend of 2013 as increasingly HR experts recommend shopping for new hires among competitors and the reasoning is that often, the candidates best suited for a job are already employed. Since most of the top HRMS vendors now provide integration of recruitment module with social platforms like Facebook, LinkedIn and Twitter, the year ahead will certainly witness employers leveraging the power of social media to fill up vacancies. What is the future outlook for compensation trends in your industry? Jobs and manpower growth in healthcare is expected to be 20 to 22 per cent this year, compared with 14 per cent in 2012. An average increment for employees in healthcare sector is expected to be in the range of 5-10%. What are the key challenges that every HR head in your industry should have on top of their workforce agenda in 2013? l Automation of HR processes l Managing industrial unrest l Hiring and retaining critical talent l Skill gap among new hires l Controlling HR costs Are there new skill sets that will emerge in 2013 that you would like entrants in your industry to be trained/ready for? Across the healthcare sector, there is a big wave of service culture transformation and the focus in most hospitals is in providing customers with a memorable experience over and above good clinical outcomes. Hence for new entrants, especially in front- facing roles, customer-orientation skills are a must. Other new skills which have emerged in this sector due to influence of market forces are multi-linguistic skills (including foreign languages), process orientation, cost management skills etc. BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 57 A erospace manufacturing is a high technology and capital intensive industry. Its value chain is characterised by long project cycles spanning R&D, engineering design, manufacturing, assembly, maintenance, repair and overhaul. Intensive technology and safety requirements require significant investments in R&D and quality control.With the need to cut costs and deliver products faster, the segment is undergoing significant changes. India so far has been restricted by and large to a Tier-III supplier status for the industry with a focus on low-tech design and engineering services, with the exception of some players in the IT segment. Given this scenario a dearth of talent continues to weigh on India's nascent defense and aerospace industry, especially given the increase in civil aerospace projects. ``Recruiting in the engineering services has always been pretty challenging. With more and more aerospace companies setting up their offshore centres here, the war for skilled talent is fierce, states Nirmala Bhat, Head Human Resources, Altran Technologies India Pvt Ltd. Sourcing talent for the sector is going to become a bigger challenge now because a lot of defense related programmes are drawing to a close," said Shilpa Swamy, HR Consultant, who specialises in aerospace hiring in TransSearch, a talent advisory services firm. With industry clusters expected to develop around a system or type of technology, like aerostructures, engines, interiors, avionics, control systems or landing gear and potentially also focussing on a particular platform type, the skill gap is expected to intensify further. Complicating the scenario further is the large presence of SME players in this segment. Estimates suggest that almost 50 % of the workforce in this sector is constituted by engineers and management graduates. Increase in demand due to: l Increase in setting up of specialised non defence centres l Gradual growth from Tier III supplier to end-to-end projects in diverse fields l Mushrooming of SME especially in the component sector ``Whilst one could also reason that since aerospace and defence being a very niche sector with specific skills requirement, firstly, it is important to develop training grounds for the manpower so that they are sector- ready for application of these skills. On the other hand, it can also be argued that once the sector comes out of infancy that one would see the setting up of such training schools/innovation hubs. Both arguments may be correct in their own respect and a logical way ahead would be that they both need to function together so that one complements the other, observes KPMG sources, who had developed a detailed report on HR issues faced by this segment. Although Tier-I colleges are the first choice for the players in this segment, they also look for specialisations while hiring. Fresher Hiring ``Fresher hiring is done primarily by the corporate themselves. And most of them target Btech or BE Electronics or Mtechs. However with Avionics likely to pick up in 2013 extra specialisation like in CAD-CAMs or in display system apps and integrators are more likely to get hired, observes Shashwath Priya, Consultant R& D, ABC Consultants. ``The quality of graduates however remains a l The need to cut costs and deliver products faster, the segment is undergoing signicant changes l According to industry feedback, the research and training institutes in India are insucient as compared to the number of students l According to a survey by KPMG, greater involvement in setting up of training schools for acquiring specialised skills for this Industry is essential. l Although Tier-1 colleges are the rst choice for the players in this segment, they also look for specialisations while hiring Key Findings The Aerospace Industry Aerospace, grounded for so long, now ready to take off" Recruite BI -ANNUAL RECRUI TMENT REPORT RecruiteX January 2013 58 subject of concern. Several educational institutes are setting up aeronautical departments, but active involvement of the government, as well as the private sector is required to develop industry specific courses that are relevant and effective. This is where there is a key challenge. According to industry feedback, the research and training institutes in India are insufficient as compared to the number of students. Moreover, the training provided in these institutes is not uniform across the country. With greater emphasis on domain knowledge, there is always a hesitation to engage them on core activities in the beginning. This is a key hindrance for potential candidates as most today have an eye for fast track growth. ``They (potential recruits) sometimes fail to recognise the fact that domain knowledge is gained after sufficient time. Many of the top notch engineering colleges have factors favouring the students than addressing the real need of the corporates in this sector. Attracting and hiring the so called cream (from the students base) has always been challenging from retention perspective and will continue to be so,observes Bhat. Challenges in Fresher Hiring l Insufficient research and training institutes as compared to the number of students l With Avionics likely to grow extra specialisation in addition to BE/BTech is a pre-requisite l Core engineering jobs only a second choice for students Identifying students with core engineering passion continues to be a challenge, especially when the requirement is on a long term basis. As the campus salaries for IT sector is higher than engineering sector, students always opt for core engineering jobs only as a second choice and that too as a stop gap arrangement. This has resulted in this segment witnessing a high degree of attrition. Reasons for Attrition ``The average attrition in the junior mid-segment is about 20 %, which is significant especially because this is an industry segment that requires personnel to have a long innings due to the project lifecyles, states Priya. According to a survey by KPMG greater involvement in setting up of training schools for acquiring specialised skills for this Industry are essential. ``Self assessment and prioritisation of new skills and abilities which are complementary and synergetic to the requirements of the industry is one area that the government, the academia and the industry needs to come together to provide; if this segment needs to grow to it full potential, states Alvira Ponappa, HR & Training Consultant, AP Recruits. `` Backward integration for the formation of new tier in the global supply chain and establishment of a strategy for sourcing versus outsourcing are some of the other key areas that need to be developed. There is also a stigma attached to hands-on labour and a lackluster focus in providing end-to-end specialisation by the candidates, in project life cycles as the years go by. ``In India anyone with about 7 to 8 years of experience in this industry wants to be a manager, whether they have the capabilities or not. This is in direct contrast to the global scenario, where detailing and providing expertise in the complete project life cycle is valued more, states Priya. Part of the reason is lack of awareness among the stakeholders. Key players in shaping the talent pipeline such as educators, guidance counsellors and parents are unaware of the diversity of career options in aviation and are l Non IT jobs still a second choice for students l Expectation of quick rise to managerial position l Lack of awareness among all stakeholders Major Reasons for Attrition With a lot of global collaboration happening on a daily basis, there is a genuine need for us to train our workforce on cultural sensitivity and international adaptation. This plays a key role, not only in efficient delivery of what our customers want, but also in portraying a professional image of our capabilities globally. HR has a large role to play in this critical mission. Nirmala Bhat Head, Human Resources Altran India BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 59 not promoting them to the next- generation workforce. Retention All this has resulted in attrition. Hence identifying and retaining core talent is a key focus area. And this is where the other challenge begins. Most of the time companies tend to use the common retention tools that have successfully roadtested across the talent pool. This they are finding is not an effective strategy. ``We need to divide our talent pool in to various segments based on their need (remember Maslows need hierarchy), states Bhat. `` For an employee who is fresh out of college, nature of job is the motivating factor. For an employee who has been working for few years, a stamp on the passport is necessary and that is to say onsite opportunity is a key factor to retain him/her. For an experienced engineer who has suddenly seen his expenses rising (moving from shared accommodation to individual one) due to his marriage, salary becomes the top retention factor and so on and so forth. It would be interesting for us to identify these segments and accordingly implement the retention strategy. l Customisation of retention tools l Creating better job-awareness among target segment Training With a lot of global collaboration happening on a daily basis, training especially towards cultural sensitisation and international adaptation of the workforce is another aspect that corporates are addressing. And the HR has a key role to play here. Domain related training is yet another very important area of focus. Most of the time an engineer is working on a part/sub-system of the aircraft which he or she has not seen and is not even aware how his work is going to influence the larger system. Thus making it extremely important to explore ways and means (including site visits and familiarisation training at the shop floor or assembly points) to enhance domain knowledge. While overseas, retired professionals with huge amount domain knowledge are good sources to draw information, the Indian workforce relies primarily on in-house or online exposure for up skilling at this level. ``India does not have a shortage of people. But there is an acute shortage of good, employable and industry-ready people," says Ponappa. ``One time we wanted to hire 750 engineers in India, but could manage only 300. The situation today is if you are a stress engineer (one who determines the stress and strain in materials subjected to static or dynamic forces) in India, you can right away choose the company, salary and city you wish to work in. l Corporates are addressing cultural sensitisation and international adaptation based training programmes, with the HR playing a key role here. l Domain related training is yet another very important area of focus Tie-up with Varsities To address the talent crunch in this niche market, companies like Infotech and colleges have entered into agreement with organisations like the Jawaharlal Nehru Technological University (Kakinada) and IGNOU for preparing curriculum for M.Tech (Avionics). The idea is to create employable engineers for the avionics industry. ``There is a lot of talent but what we need today is quality education system, especially in MBAs. Most of the colleges are offering the degree but not with standard. (I am not talking about the tier I B-schools). All are not targeting them. Many of us also hire from tier II colleges, states Ponappa. ``There is no point in having more MBAs with no project training which makes them inefficient at the skill levels. Till such time we address these issues this problem will exist. l Companies have entered into agreement with universities for preparing industry-specific curriculum, to address the talent crunch in the sector l MBAs should be provided with essential project training to make them efficient and skillful Aerospace manufacturing will always be cutting edge and will need both experienced and fresh hands. So even as Indian aircraft consumption rises, the industry would witness an equal increase in availability of the right talent, with the right demographics for atleast the next 20 years. Few large economies can boast of this and no industry can benefit more than aerospace given the long gestation periods in manufacturing. Sanjay Kumar CEO and MD Altran India Recruite BI -ANNUAL RECRUI TMENT REPORT RecruiteX January 2013 60 E x p e r t S p e a k What are some of the new trends in recruiting in this segment? Recruiting in the Engineering services has always been pretty challenging. With more and more Aerospace companies setting up their offshore center here, the war for skilled talent is fierce. However the new trends are: l Fresher hiring from premium institutes is a good source to build talent internally for core engineering jobs l Professional Networking sites like LinkedIn is explored intensively to identify specific skilled resources in this sector l With more and more firms recruiting, nature of job is a good selling point for the OEMs and high end consulting (engineering services) firms to attract skilled talent l Collaboration programs with premium institutes serves as a platform for the organisation to get in resources with a faster productivity time l With limited availability of domain people in sectors like Aerospace, corporates are willing to train the resources, who is hired outside the domain l Employee reference is another good source as the visibility and reach to the potential candidates is yet to reach the desired maturity level. For the same reason, professional forums are becoming an important networking tool to source potential candidates l Hiring interns is another way to get committed resources Will 2013 witness a more organised social media talent plan? Social media is a new recruiting trend. Yes, 2013 will definitely witness a positive trend. Whether it will reach a point of maturity is questionable. I say this because I am not sure if 100% of potential resources in this sector use social media; but definitely the trend is catching on. What are some of the current campus trends and challenges you have faced? Campus has always been my most interesting source of potential talent. With greater emphasis on domain knowledge, there is always a hesitation to engage them in the core activity in the beginning. This sometimes is a hindrance for those potential candidates who are looking for fast track growth. They sometimes fail to recognise the fact that domain knowledge is gained after some time. Many of the top notch engineering colleges do not address the real need of the corporates in this sector. Attracting and hiring the so called cream (from the student base) has always been challenging from retention perspective and will continue to be so. Identifying students with engineering passion is always challenging, especially when the need is long term. As the campus salaries for IT sector is higher than the engineering sector, students always opt for the core engineering job as a second preference. What is the future outlook for compensation-trends in your industry? Like any other services company, complex skills are paid more. Compensation would see a stable growth for next few years. As the engineering sector is one of the fastest growing sectors (about 9-11% growth year to year) and more and more complex work is being outsourced to India, compensation will definitely experience an upward trend. Are there new skill sets that will emerge in 2013 (owing to new technology/market forces) that you would like entrants in your industry to be trained/ready for? I feel entrants should always be ready to learn as this is a very elaborate and intense arena. I would say patience is another key ingredient to success in this sector. Compensation is no doubt important but should not be looked at in isolation. They need to do their homework right and for the right reasons should consider this sector as a career option. Doing internships in core engineering services organisation will help the students get a reality check. Nirmala Bhat Head, Human Resources Altran India Heading the Human Resources division for Altran Technologies India, Bangalore, she is driving Altrans growth in India in the capacity of HR Leader and strategic business partner. In her previous assignments, she has worked with Safran Engineering, Onward technologies, HCL and Maftalal Consultancy Services. T he Indian aerospace industry has remained a laggard compared to some other sectors where we can benchmark with the best. For example banking, telecom, automotive etc. This has largely been due to the monopolistic nature of the business environment. As the monopoly of public sector banks was disallowed, vast improvements came about in the sector, and telecom and automotive have probably seen more change in the last 10 years than what was seen in the last four decades. However, the aerospace Industry continues to be shackled by controls and an environment which does not provide for competitiveness, growth or modernisation. Today a country like Brazil can produce aircrafts which are sold globally. Even in India while we can launch a satellite in space we still struggle to repair an aircraft. So if one looks at the entire value chain from manufacturing to maintenance we fare rather poorly. Even Dubai has better facilities for aircraft repair and maintenance than we do. This is not because we are not capable of doing this. Its simply because we are engulfed with a highly complex regulatory environment and a fiscal regime that makes it more attractive to do simple things like aircraft maintenance and repair outside our country than within. The story does not end there, in manufacturing we continue to believe that a single state entity can meet all our complex needs. But with every crises comes opportunity, today as the country stares at an extremely high Aurrent Account Deficit , its capacity to import weapons and aircrafts/ helicopters to meet its defense needs will increasingly reduce. And given the highly volatile neighbourhood we live in we cannot choose to ignore our defense requirements. The offset policy set forth by the government is therefore an outcome of a pressing need which is to reduce our defense imports in a sustainable manner. If one were to just take the aeropsace defense needs and do a back of envelope estimate, by 2020 the Indian aerospace replacement market alone would touch nearly 20 billion USD, and with the offset clauses clicking in we can well estimate a nearly 30 % share in domestic ancillaries and spares manufacturing. In addition to this the civil aviation market will also Flying into a vibrant future Sanjay Kumar, CEO and MD Altran India, took over the responsibility of taking Altran India to the next level. Sanjay is instrumental in improving Altran India delivery, in line with the strategic plan initiated by the Group. Apart from managing India operations, he is also the member of Global Management Team of the Altran Group. He has worked for the Royal Dutch Shell Group for over 18 years, where he held various positions in Europe and Asia. In India, he was part of the team that set up Royal Dutch Shell's joint-venture with Bharat Shell and then went on to develop Shell's bitumen market in India. At the international level, he was in charge of turning around the oil company's retail-lubricants business in 13 Asia-Pacic countries, including Oceania and China. He also played a crucial role in launching several targeted consumer-initiative programmes in Germany, Greece and Turkey designed to boost the lubricant retail-sales business in Europe. Upon his return to India in 2007, Sanjay Kumar helped conceptualise set up Shell's Aviation joint-venture with MRPL in Bangalore (India), then moved to Chennai to launch a Business Intelligence and Strategic Consulting unit. Prior to joining Shell in 1994, Sanjay worked in commercial and marketing roles at Eureka Forbes, Arvind and Marico. Sanjay graduated in Physics from the University of Delhi and holds an MBA degree from IRMA Gujarat. BI -ANNUAL RECRUI TMENT REPORT Recruite RecruiteX January 2013 61 continue to grow at nearly 11 % CAGR, making India one of the top six civil aviation markets in the world. The offset opportunity from the civil and military aviation combined will bring in substantial investments both in manufacturing but equally so in services. The aerospace services market will grow by over 300 % over the next three years to approximately 3 billion USD from the current 0.8 billion USD. Quite clearly, the industry is on the threshold of immense change and rapid exponential growth and the services market will lead this simply because there are fewer executional bottle necks and lower gestation period for starting up. The only spoiler will be the lack of trained manpower and absence of critical talent but just like everything else in this country demand will create its own supply amidst a period of rapid unplanned growth, much as what was seen in the post telecom liberalisation. However, to make a real success and become a regionally relevant player in the aerospace market India will clearly need to do more. One of the challenges of most of our unforeseen growth in sectors telecom, banking and automotive has been that it has taken an unusually long time to be best in class and be benchmarked to be on par with global best practices. A large part of this has been due to the weak fiscal environment with regard to automotive taxation policies.If these were to play out similarly in aerospace then of course we would be grounded even before we start. Therefore it will take bold leadership, clear and well drawn out policy guidleines, a commitment to avoid frequent policy changes and a stable fiscal regime to enable this sector to deliver. Specially on the manufacturing side where production timelines are long and investments are huge. At this point there seems to be very little to believe that we are headed for such a regime. But as someone who has seen that within all this chaos we somehow muddle through, I remain hugely optimistic that we will eventually get there. The mere fact that our defense needs will rise with a rapidly assertive China and an extremely volatile neighbourhood will ensure that low hanging fruits around manufacturing of simple parts and delivery of complex services continue to grow rapidly. These will eventually provide the much needed ecosystem to put in place more complex manufacturing capabilities which involve higher outlays and greater risks. This will become even more compelling as China grapples with a demographic difficulty, and India prepares to reap its demographic dividend by 2030. Aerospace manufacturing will always be cutting edge and will need both experienced and fresh hands and the western world will be increasingly stretched. So even as Indian aircraft consumption rises, the industry would witness an equal increase in availability of the right talent, with the right demographics for atleast the next 20 years. Few large economies can boast of this and no industry can benefit more than aerospace given the long gestation periods in manufacturing. Today, even in the services sector within aerospace India continues to dominate in some of the low end areas of CAD and CAE design. This is but a start, much like the Y2k eventually from these basic capabilities will come the more sophisticated skills as clients will increasingly seek single points of contact when they interface with their clients. All of this has already begun to happen and we see increasing depth of knowledge in skills in avionics, and aeronautics. So take a line from the famous Bob Dylan song the times they are a changing!!!, and the journey from here on will be even more exciting than it has ever been in the past for the aerospace industry. So while most of us may not fly in a made in India plane in our lifetime we will definitely see a time when the aircraft monitors, the seats and the lights would have been made in a factory somewhere close to where we live. Key Findings l Aerospace Industry continues to be shackled by controls and an environment which does not provide for competitiveness, growth or modernisation l By 2020, the Indian aerospace replacement market alone would touch nearly 20 billion USD l With the oset clauses clicking in we can well estimate a nearly 30 % share in domestic ancillaries and spares manufacturing l The aerospace services market will grow by over 300 % over the next three years to approximately 3 billion USD from the current 0.8 billion USD l The industry currently lacks trained manpower and absence of critical talent l Aerospace manufacturing will always be cutting edge and will need both experienced and fresh hands Recruite BI -ANNUAL RECRUI TMENT REPORT RecruiteX January 2013 62 Disclaimer: Information provided in this report shall not be reproduced, published, re-sold or otherwise distributed in any medium without the prior written permission of TimesJobs.com and a clear acknowledgement to TimesJobs.com. The views expressed by experts in this report are personal and do not necessarily reflect those of their companies or TimesJobs.com. Contact: For feedback and suggestions please mail us at feedback@timesjobs.com Copyright 2013 Times Business Solutions Limited. All rights reserved. Editorial: E Jayashree Kurup, Girish Bindal, Neha Sharma, Apeksha Kaushik, Neha Singh Verma, Rahul Raj, Kanchana Dwarakanath, Meghana Biwalkar Layout Design: Harsha Khattar Cover Design: Bhaskar Pant, Vikas Deep Verma Data Warehouse: Dhirendra Rautela to o e f f m e i r t
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