Biosketch
Lakshminarayanan K. V. (LN) is a seasoned HR leader with over 25 years of industry experience across global technology, software services, aerospace, and defence sectors. He began his career by incubating and leading HR functions for Fortune 500 captive technology design centres such as Alcatel and KLA Tencor, followed by senior leadership roles in major Indian IT organizations including CSS Corp, HCL Technologies, Infosys, and iCompaz Pte Ltd (a joint venture between Infosys and Temasek Holdings, Singapore).
LN has handled strategic HR transformations, including redesigning performance management systems into continuous feedback models, promotion affordability frameworks, virtual leadership labs, talent refactoring, reskilling initiatives, and large-scale organization development (OD) interventions. His expertise extends to M&A HR due diligence, organizational change management, and HR maturity programs, including leading two organizations to P-CMM Level 3 certification.
Currently, he serves as Vice President – HR at Data Patterns (India) Ltd, a leading aerospace and defence organization. His core strengths lie in HR systems and processes, talent analytics, competency mapping, career architecture design, and Industry 4.0–aligned talent transformation. LN has significant global exposure, having worked extensively in Europe, the US, UK, Dubai, and Singapore. He is also an active thought leader with multiple publications, keynote addresses, and award-winning concept papers, notably for his crowdsourced social career navigation framework. Academically inclined, LN is pursuing a doctoral thesis on changing employability paradigms in Industry 4.0, focusing on leveraging India’s demographic dividend. Based in Chennai, he is a lifelong learner with deep interests in Indology, Sanskrit, and comparative ancient civilizations.
Date of Award
9-7-2025
Document Type
Thesis
School
School of Management
Programme
Ph.D.-Doctoral of Philosophy
First Advisor
Dr.R.Alamelu
Keywords
Employment Readiness, Talent Refactoring Framework, Career Exploration, Continuous Learning Culture, Digital Workforce Transformation
Abstract
The Indian Information Technology (IT) sector is undergoing significant transformation due to the adoption of Industry 4.0 technologies such as Artificial Intelligence, Internet of Things, cloud computing, and cyber-physical systems. These changes have redefined workforce expectations, shifting employment readiness from mere technical competence to a holistic combination of adaptability, behavioral attributes, and continuous learning capabilities. In this context, the study proposes a Talent Refactoring Framework to address employability in a rapidly evolving VUCA–BANI environment by integrating organizational, career-oriented, and individual dimensions.
A review of existing literature reveals notable gaps in understanding employment readiness as an ecosystemic and psycho-social construct, particularly within the Indian IT sector. Prior studies predominantly focus on discrete skill sets, neglecting the combined roles of organizations, educational institutions, and individual traits. Moreover, limited research examines how career exploration mediates organizational support or how socio-demographic factors influence employability. This study addresses these gaps by empirically validating a comprehensive, stakeholder-integrated framework.
The research adopts a descriptive and correlational design, collecting data from IT professionals working in digital roles across Tier 1 and Tier 2 cities in India. Using purposive sampling, responses were gathered from 515 professionals employed in NASSCOM-listed organizations. The survey instrument was rigorously tested for reliability and validity. Analytical techniques included Exploratory and Confirmatory Factor Analysis, ANOVA, and Structural Equation Modeling, along with mediation and moderation analysis using Hayes’ PROCESS macro.
Findings identified three macro-level constructs—Organizational Support, Career Exploration, and Employment Readiness—supported by ten micro-level factors encompassing institutional, social, and personal attributes. The results demonstrate that Career Exploration fully mediates the relationship between Organizational Support and Employment Readiness. Differences were observed across demographics, with Tier 1 professionals exhibiting stronger institutional support and Tier 2 professionals displaying higher person-centric traits. Socio-economic background and parental education significantly influenced employability outcomes.
The study offers important practical implications for organizations, academic institutions, and policymakers. The validated framework can guide HR strategies in creating continuous learning ecosystems, structured career pathways, and targeted skill enrichment programs. Academic curricula can be realigned with industry demands through project-based learning, internships, and mentoring initiatives to enhance career exploration and resilience among learners.
In conclusion, the Talent Refactoring Framework presents a holistic and empirically grounded approach to strengthening employment readiness in the Indian IT sector. By recognizing employability as a psycho-social construct shaped by contextual and intrinsic factors, the study provides a roadmap for building a future-ready workforce. Addressing structural inequities and nurturing individual capabilities can enable India to sustain its global leadership in digital innovation.
Recommended Citation
K.V, Lakshminarayanan Mr, "Enhancing Employment Readiness of Information Technology (IT) Professionals of India - A Talent Refactoring Approach" (2025). Theses and Dissertations. 172.
https://knowledgeconnect.sastra.edu/theses/172