Tomorrow's careers start here?
As an MBA student about to enter the final year of my program, I have put a lot of thought into the careers of tomorrow, where these might be located and how I fit into the picture. I was honored to share some of these thoughts as part of the recent panel discussion on Monday August 10 at the 10-year Celebration of InStep event. The overall discussion, for those who did not attend, centered on defining the trends, opportunities and challenges for "India Inc." to attract top global talent.
As I said during the panel discussion, I think that talented people are attracted to any opportunity that lets them apply their best skills and talents to make a difference in the business. Having a chance to do that is exciting and is what everyone is looking for as they go through the recruiting process. Everything else, including where in the world such an opportunity might be located or the home base of the company in question, can be managed if the opportunity fits the profile well enough. However, I think a growth path must also be present. For example, taking on a project with a great chance to showcase one’s skills is a lot less attractive if there is no chance to continue to grow and develop.
Furthermore, I believe that Indian companies that compete for global talent are generally in a good strategic position for two main reasons. First, the consensus economic opinion seems to be that the best growth opportunities in the near future will be in Asia in general and India plays a big role in that. Even if the Indian company is hiring for positions outside of Asia, the fact that the home base is economically strong is a positive factor for job seekers.
Second, Indian companies that compete for global talent already tend to be global companies that do business in a variety of places. This not only helps give good perspective on what it takes to succeed in winning talent within various markets, but also means a wider variety of possible opportunities to offer talented people in contrast to a company that does business primarily in only one country or region.
Of course, these two strategic advantages do not guarantee anything. Indian companies, like other companies, not only need a good business model, but also need to design their recruitment, retention and reward systems appropriately if they expect to win over the long term.
The final key ingredient, in my view, is a company culture that values diversity of thought, respects people of various backgrounds and does a good job of defining and living up to its stated values. Putting it all together, I see a lot of reasons why tomorrow’s best careers could be launched with an Indian company.