Introduction

Nissan Digital, a prominent company in the technology industry, has recently raised concerns with the Kerala Government regarding a perceived talent crunch in the region. This move, part of a broader strategy, is scrutinized closely in this article. By examining the underlying issues and the motivations behind this action, we aim to understand the implications and background.

Internal Company Problems

Despite the presence of over 10,000 employees in the Techno Park and other IT parks across Kerala, Nissan Digital has expressed worries about attracting talent. This concern is largely attributed to internal issues within the company, which have hindered its ability to retain and produce productivity from fresh graduates. This internal oversight questions the company's capacity to manage and utilize its workforce effectively.

Talent Crunch or Mismanagement?

The notion of a talent crunch in Trivandrum, where Nissan Digital operates, seems questionable. Companies like Neee Saan can train fresh graduates and integrate them into the workforce seamlessly, making the talent crunch debate more about public relations than genuine lacks. Similarly, the Japanese strategy of expecting immediate results and quick decision-making further complicates the issue, leading to a perception that mismanaged processes may be the root of the concern.

Strategic Move and Public Relations

Nissan Digital's move to raise concerns with the Kerala Government can be seen as a strategic maneuver to divest themselves from internal shortcomings. By pointing fingers at external factors like political situations, they aim to shift the focus away from their inefficient processes. Moreover, the company's high expectations of returns and the signaling of delays due to these situations further highlight a need to deflect responsibility.

Press Release as a Tool for Diversion

The media letter and press release served as a tactical move to gain breathing space and develop more excuses. By channeling their frustrations through public communication, Nissan Digital gains an advantage in framing the narrative and potentially influencing public and governmental perceptions. This strategic approach can create a discourse that benefits the company's broader goals and interests.

Logistics and Business Class Complaints

The logistics issue raised by Nissan Digital regarding the business class in a 4-hour flight from Singapore to Trivandrum reveals another layer of the company's miscommunication. The company's expectation of business class on a budget airline seems unrealistic, especially when considering the practicality of utilizing economy class. The company's apparent demand for premium services contrasts with the average traveler's understanding, suggesting a disconnect in expectations.

Business vs. Economy Class in Perspective

Is it justifiable for a person to spend the last 4 hours of a 4-hour flight in business class? This luxury is often seen as a privilege reserved for travelers with specific business needs or those with assigned seating. For many, the practicality and prioritization of seat comfort outweigh the allure of business class amenities. The comparison between such expectations and the reality of travel priorities paints a complex picture of the company's image and communication strategies.

Blame Shifting and Government as Scapegoat

The shifting of blame towards the government is a common strategy used by corporates to alleviate internal pressure and shift the focus away from their own shortcomings. By making the government a scapegoat, Nissan Digital hopes to mitigate criticism and promote a narrative that aligns with their values and goals. This tactic can be seen in various other industries where companies seek to protect their image and deflect responsibility.

Conclusion

In summary, Nissan Digital's decision to raise concerns to the Kerala Government reflects a company-wide strategy of managing internal issues through external narratives. By scrutinizing the company's internal practices and the strategic moves, it becomes clear that the talent crunch is not as much of an external issue as it is a reflection of the company's management capabilities. As the debate continues, it is crucial to consider the broader implications of these actions on public perception, industry standards, and the broader landscape of talent management in Kerala.