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How do new ventures attract and retain talented employees? The case of Shaadisaga

Safal Batra (Strategic Management, Indian Institute of Management Kashipur, India)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 13 March 2017




This paper aims to make an attempt to highlight how small businesses and new ventures, which are invariably resource-constrained and cannot match the salaries of their larger counterparts, attract and retain talented employees. The study uses the setting of a new Indian venture called Shaadisaga to demonstrate successful employee development practices for new ventures.


Findings are based on in-depth interviews with the team of Shaadisaga.


Findings reveal that new ventures – which operate with limited resources and market presence – need to leverage their human resources to their highest potential. The only way to hire and retain good talent is to keep the employees motivated, offer challenging assignments which enhance their learning and skills and make them partners of the growth story of the company.

Practical implications

Managers and entrepreneurs who are building new ventures need to pay special attention to the development of their employees. Long-term promising careers, challenging assignments, diverse roles and a share in the growth of the company can help organizations retain good talent and get the best out of them.


Extant research offers insights into how to manage and motivate people in large organizations. However, little is still known about the management practices of new ventures, especially of those operating in the emerging economies. This study tries to highlight the human resource practices of a new venture that has been successfully building a team of motivated employees delivering to the expectations of the organization.



The author would like to thank Indian Institute of Management Kashipur for their financial support in writing this article.


Batra, S. (2017), "How do new ventures attract and retain talented employees? The case of Shaadisaga", Human Resource Management International Digest, Vol. 25 No. 2, pp. 1-3.



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