Retaining top talent is one of the top priorities for people leaders across industries. As per Aon, failing to attract or retain top talent is among the top business risks in India. Rambabu Srinivas, SVP and Global Head – Talent Acquisition and RMG, Tata Technologies believes that retaining top talent and effectively recruiting new employees are critical challenges for organisations across all sectors.
What are the most significant challenges you face in retaining top talent, and how have you addressed these challenges?
At Tata Technologies, retaining top talent is paramount, especially as we navigate the evolving landscape of Autonomous, Connected, Electric, and Shared (ACES) mobility. Our unique position as the only engineering service provider capable of executing full vehicle programs places our talent in high demand. To address retention, we have implemented a multi-faceted strategy.
We actively engage our employees through innovation competitions and opportunities to work on cutting-edge technologies with world-class OEMs. Our commitment to frictionless learning is exemplified by providing continuous professional and technical skill enhancements through platforms like TechVarsity. Recognition programs, such as long service awards and LeaderBridge, along with diversity, equity, and inclusion (DEI) initiatives, including our LeaderBridge WINGS program for women leaders, foster a supportive and inclusive environment. Initiatives like our First-Time Manager programs ensure our leadership pipeline remains robust and ready for future challenges.
What strategies have you implemented for campus hiring, and how have they differed from traditional approaches?
Early engagement is critical to the success of campus hiring. It is critical to make sure that the students recognize Tata Technologies as a thought leader and a brand that they want to work with. Through our InnoVent hackathon, we are engaging the 3rd and 4th year engineering students in developing innovative solutions and recognising them through cash prizes and internship programs.
We have also revolutionised campus hiring by integrating our proprietary learning platform, iGETIT, with partner colleges. This initiative allows students to engage with the latest technologies from as early as their third semester, aligning their education with industry needs and giving them early exposure to Tata Technologies’ culture.
Our Velocity internship program offers students from partner universities hands-on experience, while Nexus establishes early engagement with prospective employees by making value-added interventions in their curriculum and investing in lab infrastructure. This holistic approach not only bridges the gap between academia and industry but also ensures that we cultivate a pipeline of future-ready engineers who are well-versed in the demands of modern engineering and digital technologies.
What specific challenges did you face when scaling up recruitment efforts globally, and how did you address these challenges?
The global demand for skills in Software-Defined Vehicles (SDV) and Battery Electric Vehicles (BEV) has necessitated a multi-pronged approach to scaling up our recruitment efforts. We have adopted a strategic “build versus buy” decision-making process, creating an ecosystem of alliances and partners to address these needs.
Our in-house Learning and Organizational Development (L&OD) team, TechVarsity, focuses on upskilling and reskilling, while our Hire-Train-Deploy (HTD) model ensures we have ready-to-deploy trained freshers in specific skill areas. Additionally, we have intensified efforts to target passive candidates, employing advanced AI-driven recruitment tools to streamline the process and ensure high-quality candidate selection. These strategies enable us to meet the dynamic and complex requirements of our global clients efficiently.
How has technology transformed your recruitment and retention strategies, and what tools do you find most effective? Any specific example?
Technology has been a game-changer in transforming our recruitment and retention strategies. Our AI-powered chatbot, Amber, plays a crucial role in real-time employee engagement by capturing feedback and addressing issues promptly, which has significantly enhanced our retention rates.
In recruitment, AI bots efficiently sift through large volumes of profiles, ensuring that only the most relevant candidates are shortlisted for interviews. This reduces human effort and increases the quality of candidates. We are also exploring AI-driven psychometric tools to further refine our selection process. Our comprehensive use of globally renowned learning platforms alongside our internal LMS ensures that employees have multiple avenues for continuous learning and development, which is pivotal in driving engagement and retention.
When targeting niche skills acquisition, what particular strategies have proven most effective in attracting the right talent?
For niche skills acquisition, targeted sourcing of passive candidates has yielded excellent results. We have incentivised our employees with attractive rewards for referring candidates with super niche skills such as cybersecurity. Additionally, our Lateral Connect program allows offered candidates to interact with our Subject Matter Experts (SMEs) and senior leaders, significantly reducing drop-out rates by providing clarity and fostering a deeper connection with the company.
We also collaborate with specialised vendors and partners focused exclusively on niche skills, ensuring we attract and retain top talent in critical areas. This comprehensive approach ensures that we meet our specialised recruitment needs effectively while maintaining a high standard of talent within the organisation.
These responses encapsulate Tata Technologies’ commitment to fostering a dynamic, innovative, and inclusive workplace that not only attracts top talent but also ensures their growth and engagement within the company.