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Running Head: CASE STUDY                                 1
CASE STUDY                                          7
CASE STUDY ANALYSIS
EMERGING TALENT CRISIS IN INDIA AND CHINA
Table of Contents
Introduction    3
Question 1    3
Learning and Developmental Mistakes    3
Plan as Remedy for the Mistakes    4

Question 2    4
Mismatch between the Skill Needs of Indian Industry and University Graduates    4
Identification and Rectification of the Problem    5
Closing Comments    6
References    7
Introduction
China and India both have a plentiful as well as generous amount of human capital resource, which has been commonly accredited as one of the significant reasons for the excellent comeback of the economy of both the countries. In spite of the Chinese work force being comparatively older than the work force of India, the Chinese work force is extremely utilised.
Question 1
Studies state that the Chinese work force is comprised of approximately 71% of females, in comparison to India, where the participation of females in the work force is less than even 40%. However, half of the work force of India is engaged in the agricultural section whereas, only 33% of the work force of china is employed in the agriculture, which leads to the contribution of only 33% of GDP in china as compared to 65% of GDP in India (Chatterjee, Nankervis & Connell, 2013).
Learning and Developmental Mistakes
    Both India and China have turned out to be victims of their own financial success because of the shortages in talent and inefficiency in bridging the gap between capital demand and supply gap. The shortages in talent play a significant role in this inefficiency, as it is a direct aftermath of the financial momentum as well as a reflection of the misfiring of the physical as well as social infrastructures of both the countries.
These could have helped in bridging the gap between supply gap and human capital demand. The management of the talent in work force is a constituent of the management of human capital that involves the structured identification of crucial positions that would contribute differently to the viable competitive level of the organisation on a global stage (Xie, Zhu & Warner 2013).
One of the major mistakes in both the countries is the inability of the provincial and national governments as well as the leaders of different organisations to keep pace with the developments with the work force as well as the planning systems of human capital resources (Rowley & Cooke, 2011). Another growing reason is that both the...