Talent acquisition due diligence leading to high employee engagement: case of Motorola India MDB

Abstract

Purpose

With talent management becoming an area of growing concern, there is a need for practicing due diligence in their talent acquisition strategy. To meet the demands for talent with a specific skill set in a given timeline, the organizations are adopting innovative recruitment practices to find the correct skill sets and competencies. The purpose of this paper is to discuss some of these practices and also to investigate talent acquisition and its relationship to levels of employee engagement.

Design/methodology/approach

The investigation is carried out with the aid of a case study on Motorola India‐ Mobile Devices Business.

Findings

By reflecting recruitment and culture need fit, an environment is created at the workplace where employees feel more passionate about their work and exhibit the behaviours that organizations need to drive better results.

Research limitations/implications

This is a qualitative study which could be further enriched by empirically measuring person‐organization fit and its impact on the level of engagement.

Practical implications

It is suggested that organizations should make efforts to build effective, practical and holistic talent strategies that are not only able to attract talent but also address employee engagement and the retention of key skills thus boosting the productivity and business performance. During talent acquisition, due diligence is required in assessing the person‐organization fit and providing an enabling work environment to keep the talent anchored to the organization.

Originality/value

The paper highlights the impact of due diligence in talent acquisition, which is the most crucial problem faced by the organizations in the present times, by means of a case study.

Citation

Srivastava, P. and Bhatnagar, J. (2008), "Talent acquisition due diligence leading to high employee engagement: case of Motorola India MDB", Industrial and Commercial Training, Vol. 40 No. 5, pp. 253-260. https://doi.org/10.1108/00197850810886496