I would like to publish a summary I made about a wonderful article I found in a EBSCOhost Database taken from the Harvard business review. I think is really interesting because it shows many Indian advantages in terms of economical issues. It also appears as a more prosper country than China since it has better labor policies and it has been really worried about improving them.
Yet India is racing ahead to become a global center for advanced R&D in several industries. In trying to understand how India is achieving this feat, we know that the Indian private sector was found a way to overcome deficiencies in its education system through innovative programs of workforce training and development. These have transformed workers with a weak educational foundation into R&D specialists.
Indian native firms reveal that despite its low rates of postgraduate science and engineering graduation comparing to China, India is rapidly becoming a global hub for R&D, with a momentum and scale similar to those it accomplished in IT services.
But If engineering education is so critical to global competitiveness, how is India succeeding?
To answer this, we have to take into account the R&D leaders, managers, and employees, and see the R&D and training facilities the leading companies in India. These are in rapidly growing emerging sectors, including TT services, business-process outsourcing, semiconductors, Pharmaceuticals, financial services, retail, hospitality; and education—all of which have managed to grow and innovate despite skills gaps and talent shortages.
The Indian key of development: Discipline
During the 70s and 1980s, the Japanese achieved major advances in manufacturing management, which led them rise as an economic power by studying, adopting, and eventually perfecting the best practices of western companies. India is achieving similar feats in workforce development: India has learned and perfected the best practices of leading companies that have been outsourcing their computer systems and call centers.
They invest in their employees
In a fact which India’s largest competitor, China, has been quite criticized is investing in its employees. Indian industry has had to adapt and has built innovative and comprehensive approaches to workforce training and management. The initial focus was on training new recruits and filling entirely-level skill gaps. Now, these companies are investing in constantly improving the skills and management abilities of their workers and in providing incentives for them to stay and grow with the company.
There are seven key areas in which Indian companies have developed innovative practices:
1) employee recruitment
2) new employee training
3) continuing employee development
4) managerial training and development
5) performance management and appraisal
6) workforce retention, and
7) education upgrades.
Indian companies have become also innovative not only in how they recruit but also in whom they recruit and where they look for talent. Most of them have developed a recruitment philosophy to hire for overall skill and aptitude rather than specialized domain and technical skills.
Women and older workers in particular are being targeted by technology companies and call centers, which are also reaching out to rural and disadvantaged communities.
All the above let us conclude that Colombian companies have long played the gum, developing and disseminating many widely adopted management and workforce practices. The time has come for stop learning from the USA “guru” and start learning from one of its disciples: India.
Yet India is racing ahead to become a global center for advanced R&D in several industries. In trying to understand how India is achieving this feat, we know that the Indian private sector was found a way to overcome deficiencies in its education system through innovative programs of workforce training and development. These have transformed workers with a weak educational foundation into R&D specialists.
Indian native firms reveal that despite its low rates of postgraduate science and engineering graduation comparing to China, India is rapidly becoming a global hub for R&D, with a momentum and scale similar to those it accomplished in IT services.
But If engineering education is so critical to global competitiveness, how is India succeeding?
To answer this, we have to take into account the R&D leaders, managers, and employees, and see the R&D and training facilities the leading companies in India. These are in rapidly growing emerging sectors, including TT services, business-process outsourcing, semiconductors, Pharmaceuticals, financial services, retail, hospitality; and education—all of which have managed to grow and innovate despite skills gaps and talent shortages.
The Indian key of development: Discipline
During the 70s and 1980s, the Japanese achieved major advances in manufacturing management, which led them rise as an economic power by studying, adopting, and eventually perfecting the best practices of western companies. India is achieving similar feats in workforce development: India has learned and perfected the best practices of leading companies that have been outsourcing their computer systems and call centers.
They invest in their employees
In a fact which India’s largest competitor, China, has been quite criticized is investing in its employees. Indian industry has had to adapt and has built innovative and comprehensive approaches to workforce training and management. The initial focus was on training new recruits and filling entirely-level skill gaps. Now, these companies are investing in constantly improving the skills and management abilities of their workers and in providing incentives for them to stay and grow with the company.
There are seven key areas in which Indian companies have developed innovative practices:
1) employee recruitment
2) new employee training
3) continuing employee development
4) managerial training and development
5) performance management and appraisal
6) workforce retention, and
7) education upgrades.
Indian companies have become also innovative not only in how they recruit but also in whom they recruit and where they look for talent. Most of them have developed a recruitment philosophy to hire for overall skill and aptitude rather than specialized domain and technical skills.
Women and older workers in particular are being targeted by technology companies and call centers, which are also reaching out to rural and disadvantaged communities.
All the above let us conclude that Colombian companies have long played the gum, developing and disseminating many widely adopted management and workforce practices. The time has come for stop learning from the USA “guru” and start learning from one of its disciples: India.
