Case Study Analysis: Talent Crisis in India and China - HRM Report

This case study report examines the talent crisis in India and China, addressing the unique challenges faced by each country. China grapples with an aging population and the need to enhance the quality of its graduates, while India struggles with a lack of sufficient employment and skill development opportunities for its growing youth population. The analysis delves into micro-level approaches, such as improving training and development programs within companies, and macro-level strategies, including government funding for universities and collaborative partnerships between industries and educational institutions. The report concludes with recommendations for both countries, emphasizing the importance of talent and skill development, encouraging students studying abroad to return home, and fostering joint efforts between multinational companies and governments to provide better training facilities. This comprehensive analysis provides insights into managing the talent pool and addressing skill gaps in the workforce.

Running head: PEOPLE MANAGEMENT
People Management
Name of the Student:
Name of the University:
Author’s Note:

2PEOPLE MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
Micro level approach.......................................................................................................................3
Macro level approach......................................................................................................................4
Rectification.....................................................................................................................................5
Conclusion.......................................................................................................................................6
Recommendations at Micro level....................................................................................................7
Recommendations at Macro level...................................................................................................7
References........................................................................................................................................8

3PEOPLE MANAGEMENT
Introduction
Talent crisis is one of them major issues of the modern day scenario. Proper measures
have to be taken in the economies of the countries that are suffering from this problem. It is
evident from the given case study that India and China are suffering from this issue. However the
issues that are faced by both the countries differ from one another in nature. China faces the issue
of ageing Population and India on the other hand suffers from the lack of enough employment
and educational opportunities for the rising population. It is estimated 70% of Indian youth will
reach the proper working age by the year 2025 but still does not have sufficient employment
opportunities (Dickmann, Brewster & Sparrow, 2016). On the other hand the educational
facilities are also not very well developed for the overall population. Thus many of the graduates
or young generation of Indians are not able to matchup the Job requirements. On the other hand,
China suffers from lack of labor for taking up the job opportunities. Thus efforts are to be made
in order to solve these issues in an effective manner.
Discussion
Micro level approach
As per the opinion Bhanugopan et al., (2017), China faces a huge talent crisis because of
the problem of ageing population. Thus the Chinese Government has also made some correction
to their one child policy to two children per family. Initially they thought that this might help in
solving the issue to same extent. However Tatoglu, Glaister & Demirbag, (2016) has argued in
this context that they have to focus over the quality of graduates. The HRM department in

4PEOPLE MANAGEMENT
Chinese companies has focused only on intensifying the labor but not the talent of employees.
The training and development facility is not well developed among all the people living in China.
Thus they have to make sure that they are not adopting any unchecked or swift change
from a low cost and low technological culture to a high technological and diversified culture.
The HR managers have to train their workforce so that the employees can easily adopt these
practices.
On the other hand the HRM departments in companies in India have not been able to
focus over the balancing of their job requirements with that of the qualification of their
graduates. Though a larger section of workforce is graduated every year but they fail to find a
proper job role for themselves due to a lack of skill. Thus HR department has to set the job
requirements in such way that the employees are able to match up with the same. They must not
set very complicated requirements that make it tough for the job applicants to crack the same.
Macro level approach
Government of China has to focus over the proper funding of the Universities as well.
The amount of money spend per student is unevenly distributed over various other parts.
Long et al., (2016) has stated that they have to look after the proper and even allocation
of funding in all the different parts of the country so that all the students get the equal amount of
educational facilities. On the other hand China has to take some kinds of efforts on the Macro
level as well. There is an increasing pressure on the HRM department of the companies in both
the countries.

5PEOPLE MANAGEMENT
They have to enter into many collaborative or partnership approaches that will help them
to create proper Global talent pool that will help in creating a greater amount of talent among the
works. Chinese graduates often suffer from the practical knowledge. Thus the industries have to
themselves arrange for proper and more advanced training sessions for the workforce of china.
Rectification
Christiansen & Kasarcı, (2016) has agreed and stated in the same context that in order to
manage this talent crisis some of the Universities of China have partnered with the huge
corporate giants like Microsoft that would help in making the Chinese graduates ready for the
contributing to the overall growth of the existing job sectors of China. Gallardo-Gallardo &
Thunnissen, (2016) has stated that China must try to ensure that the Chinese students who are
studying aboard must come back to their home land. In the year 2003, some 120,000 Chinese
students were studying abroad—the highest number of any of the 28 countries whose supply of
graduates (Robertson & Kedzierski, 2016). The interesting fact is that these students have the
capacity of being recruited by other MNCs. India on the other hand suffers from the skill gap
among their works. Though the rate at which the population growth in India is under control than
the rate of population in China. At the same time it must be noted that India suffers from the lack
of enough talent or skill development among their employees. Thus they have to work in training
their employees properly so that the employees can switch over to many other job sector like the
technology and IT sectors than being recruited only in the informal job sectors. Thus on the
macro level both India and China must consider learning from each other and adopt a holistic
approach of training their workforce. Though the Government in India has taken up several

6PEOPLE MANAGEMENT
measures in order to train their workforce but still they have not been able to fulfill the skill gaps
that are actually present within the work-force of India. A large portion of the Indian workforce
mainly comprises of the IT workers. However the reset of the working youth have reported that
they suffer from the lack of enough job vacancies. Thus it is the duty of the Government to re-
assess the policies that they have stated earlier.
Kulkarni & Scullion, (2015) has stated that after the emergence of the Modi Government,
there have been considerable efforts in developing the workforce in a better way. However there
still have remained some or the other kinds of gaps in the workforce. Thus India predicts about a
dangerous future where they will be suffering from the lack of proper skilled workforce.
However Government of India has tried to make sure that, they are taking proper steps in order
to train their workforce so that there can be a proper talent pool created. Though Government has
made considerable efforts in order to strengthen the workforce they have not been able to create
a proper and uniformly trained workforce. They have to make sure that new training and
development sessions are being arranged so that the employees can get a proper and all round
skill. Bhatnagar & Budhwar, (2018) has emphasized on the transformation of the economy from
labor intensive to talent intensive approach. China has started working over the employee
welfare sector. In other words they are now focusing over the pay scale and the work atmosphere
of their employees. The employment rate in India has increased but at the same time, this must
be noted that the increase has only taken place at a very low rate. Only 45% of the total
workforce now finds their employment in the manufacturing sectors (Tatoglu, Glaister &
Demirbag, 2016). Thus, efforts have to be made so that a larger section of the Indian workforce
is able to get sufficient amount of employment opportunities. The big multi-national companies

7PEOPLE MANAGEMENT
must take a joint collaborative effort with the government in order to provide better training and
development facilities to their workforce.
Conclusion
Thus it can be concluded that in order to work over the talent pool management, both the
countries India and China have to work over the talent and skill development of their workforce
right from the initial days. This can be done by making sure that the student’s who are going
abroad for studies are able to come back to their home countries and occupy good job positions.
This requires and immediate but thoughtful planning as it will be helping the countries to deal
with mater in a very effective manner.
Recommendations at Micro level
 The HRM department has to take active steps in providing proper training to their
workforce.
 They have to comply with the existing conditions of their economies and set the job
criteria accordingly. For an instance China has to make arrangements for providing
trainings on the use of high tech gadgets and tools so that their upcoming workforce can
be trained properly.
 HRM in India has to make sure that they are setting easier requirements for their aspiring
candidates so that the employment opportunities can be made available to maximum
number of people.
 Upcoming University graduates have to be trained in a vigorous manner so that they can
overcome all their skill gaps.

8PEOPLE MANAGEMENT
Recommendations at Macro level
 Efforts have to be made so that a larger section of the Indian workforce is able to get
sufficient amount of employment opportunities.
 The big multi-national companies must take a joint collaborative effort with the
government in order to provide better training and development facilities to their
workforce.
 Funds have to be raised from investors and Government agencies’ in order to hire expert
trainers from both the local and the Global level so that the educational facilities can be
properly allocated to people living in different parts of the country and can also avail the
modern skill development trainings.

9PEOPLE MANAGEMENT
References
Bhanugopan, R., Wang, Y., Lockhart, P., & Farrell, M. (2017). Managerial skills shortages and
the impending effects of organizational characteristics: Evidence from China. Personnel
Review, 46(8), 1689-1716.
Bhatnagar, J., & Budhwar, P. (2018). Macro talent management in India: A contextual analysis
of the challenges, opportunities and emerging patterns. In Macro Talent Management in
Emerging and Emergent Markets (pp. 85-103). dRoutledge.
Christiansen, B., & Kasarcı, F. (2016). English as a Foreign Language Teaching and Productivity
in Global Hypercompetition. International Journal of Innovation in the Digital Economy
(IJIDE), 7(4), 46-55.
Dickmann, M., Brewster, C., & Sparrow, P. (Eds.). (2016). International human resource
management: contemporary HR issues in Europe. Routledge.
Gallardo-Gallardo, E., & Thunnissen, M. (2016). Standing on the shoulders of giants? A critical
review of empirical talent management research. Employee Relations, 38(1), 31-56.
Kulkarni, M., & Scullion, H. (2015). Talent management activities of disability training and
placement agencies in India. The International Journal of Human Resource Management,
26(9), 1169-1181.
Long, H., Tu, S., Ge, D., Li, T., & Liu, Y. (2016). The allocation and management of critical
resources in rural China under restructuring: Problems and prospects. Journal of Rural
Studies, 47, 392-412.

10PEOPLE MANAGEMENT
Robertson, S. L., & Kedzierski, M. (2016). On the move: globalising higher education in Europe
and beyond. The Language Learning Journal, 44(3), 276-291.
Tatoglu, E., Glaister, A. J., & Demirbag, M. (2016). Talent management motives and practices in
an emerging market: A comparison between MNEs and local firms. Journal of World
Business, 51(2), 278-293.
Tung, R. L. (2016). New perspectives on human resource management in a global context.
Journal of World Business, 51(1), 142-152.
Wilczak, J. (2018). “Clean, safe and orderly”: Migrants, race and city image in global
Guangzhou. Asian and Pacific Migration Journal, 27(1), 55-79.