Vivek Sengupta is President of IPAN, a premier PR agency, part of the JWT group. He brings to his job over 28 years of experience in the communications business, including corporate communications, management consulting, public relations, public diplomacy, print journalism, electronic media and teaching communications at the university level. Sengupta has over 15 years of experience in print and broadcast journalism. He has worked for several well-known publications including The Telegraph. He has also served as senior program manager for the United States Information Service (USIS), Calcutta and as editor-in-chief of the New Delhi-based Independent Television Company (ITV), producing a fortnightly video newsmagazine.
His most recent assignment was with STAR India Pvt Ltd, where he was Senior Vice President-Corporate Affairs. At STAR, arguably India’s largest media company, he oversaw the corporate communications function and was also the official spokesperson. He also contributed significantly to government and political relations, regulatory affairs and relations with other external stakeholders.
His impressive academic credentials include master’s degrees in communication (USA) and in international relations.
1. What are the key principles of talent management?
It all boils down to ensuring that employees remain fully engaged–not in the sense of being “kept busy”, but kept engaged in a mental or intellectual sense, even as they feel secure, content and happy in their work environment. That’s the fundamental principle.
2. How would you measure the success of a talent management process?
By the average duration of such ”employee engagements.”
3. Is talent management an organisational process or is it a matter of individual style? Does it get practiced in advertising?
It is at once an organisational process and a matter of individual style. It does not have much to do with specific industry verticals.
4. In your opinion, how good is the PR industry is at managing talent? How would you rate it against media, music, films and IT? Do talk to us about your experience at Star and other places.
As I have said in my response to the previous question, this is not a matter of specific verticals.
However, it is a fact that the PR industry, like much of the larger universe of the communication industry, is hit harder than many others by the paucity of talent in the market. This scarcity has a bearing on managing talent in our industry.
5. Is it necessary for a talent manager to be well known or an established player in the industry in the creative business?
Not necessary.
6. How large a role does managing egos play in managing talent?
It does play a significant role. Especially in the communication business where there is a premium on “creative talent” and individuals think the world of themselves. Also, in an environment where there is a supply side deficit in talent, individuals are more prone to giving play to their egos because they are aware that there are options outside.
7. Does the process or principles of talent management differ for a ‘creative’ business from other businesses?
It is just that it is more of a challenge than in many other businesses!
8. How do you think the PR business can address its current crisis of talent?
By addressing the fundamental principle of talent management. I have spelt that out in my response to your first question. If you are able to successfully address that principle, you retain talent. If you acquire a reputation for successfully addressing that principle, you attract more talent.
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