A PROJECT REPORT ON

__________________________________________________
AT
_____________________________________________
HYDERABAD
A PROJECT REPORT SUBMITTED TO

OSMANIA UNIVERSITY; HYDERABAD

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE DEGREE IN
BACHELORS OF BUSINESS ADMINISTRATION
SUBMITTED
BY
_________________________________
_______________________________
VILLA MARIE PG COLLEGE FOR WOMEN;
SOMAJIGUDA- 82
2014-2016

DECLARATION

I the undersigned solemnly declare that the report of the summer

training

work

entitled

study

on

_____________________________________________ is based on my work carried

out

during

the

course

of

________________________________

my
,

study

under

the

supervision

of

_____________________________________&

Mrs_______________________________, Faculty, Department of Management.

Villa Marie Degree College
I assert that the statements made and conclusions drawn are an
outcome of the project work. I further declare that to the best of my
knowledge and believe the project report does not contain any part of any
work which has been submitted for the award of any other degree/ diploma/
certificate in this university or any other university.
_______________________
(Signature of the student)
DATE:
PLACE:

ACKNOWLEDGEMENT

I am extremely grateful to Principal Dr. Y. Philomena and the Department of

B.B.A for giving me the opportunity of learning through this research project.
It has been an excellent and rewarding experience, and has immensely
increased my knowledge.

I wish to express my sincere gratitude and appreciation to my project guide

and mentor, Ms.____________________, Head of Department, Department of
Business Administration, for her support, guidance and encouragement.

I would also like to extend special thanks to my family and friends who have
been a constant source of support and encouragement. Without them, this
project would not have been materialized.

_______________________
(Signature of the student)
DATE:
PLACE:

CONTENTS

CHAPTER 1

INTRODUCTION

CHAPTER 2

RESEARCH METHODOLOGY

CHAPTER 3

THEORETICAL FRAME WORK

CHAPTER 4

DATA ANALYSIS & INTERPRETATION

CHAPTER 5

CHAPTER 6

FINDINGS & SUGGESTIONS

CONCLUSION

Appendix

BIBLIOGRAPHY

ANNEXURE

QUESTIONNAIRE

Abstract
Every organization has a HR Challenges which majorly comprises of
employee retention & In this context in this project Ill be discussing about

talent management system whether it recognizes it or not. Something

happens to the talented people in an organization, whether they are being
developed and motivated or whether they are being stifled and neglected in
terms of development opportunities.
The definition of talent can also vary between
organizations, or within the same organization over time. Many organizations
seek to map individuals across the organization in terms of performance and
potential, and it is those who are identified as high performers with high
potential who are most often the focus of talent management.
The research results suggest that most organizations
define talent through some reference to potential, in particular high
potentials. These are people who are demonstrating some potential to
progress in the organization at any given point in time. Everyone might be
considered high potential in some organizations at different points in time,
while in other organizations an individual may need to reach a certain level
in the hierarchy in order to be considered high potential. It is for every
organization to decide for themselves how and who to label as high
potential.
This summary version of the report details the overarching framework for
defining and understanding talent management that was used and
developed by this research programme. It covers the key findings and
conclusions across the three themes of defining talent, how to develop talent
and the structures and systems to support talent management, and the main
recommendations that have been drawn from looking at the case studies
and research results holistically. The full report covers the additional main
sections detailed below and includes tables detailing the results from the
survey of over managers; extracts from the individual case studies and
comments drawn from the extensive literature review.
The Project was carried out under the guidance of Mr. Kartik Nayudud of
Citrus Business Solutions which is a consultancy having clients from different
clients across industries of Hyderabad. I have prepared questionnaire and the
same has been filled by HRs of different companies who are their clients. It
helped me to identify the challenges of HRs in different companies industries
wise. Talent retention, talent development are the major challenges of HR.

Chapter I
Introduction
Introduction:
This new age economy, with its attendant paradigm shifts in relation to the
human capital, in terms of its acquisition, utilization, development and
retention has placed a heavy demand on todays HR professionals. Today
human

resource

is

expected

to

identify

potential

talent

and

also

comprehend, conceptualize and implement relevant strategies to contribute

effectively to achieve organizational objectives. Hence a serious concern for
every hr manager is to survive this War of talent and is to fight against the
diminishing and limited source of human resource talent available in the
market to replace the valuable employees when they leave the organization,
dramatically underscoring the difficulty to attract, motivate and retain the
best employee. Human resource has a compelling mission to provide value
added services. However this expectation is often hard to describe. Further
hr leaders are asked to provide the line of sight plans that support
institutional strategy and challenges and again not an intuitive task. It is
perhaps more clarifying to examine effective, leading-edge practices that
have been or could be put in place that deliver on the promise of excellence
in the HRM. Human resource responsibility related to talent management is
to identify investments, design development strategies required to fully
deliver on its role in talent management and calculate the return on those
investments. To analyze the reasons of underscoring and calculating the
return on those investments we first need to understand what exactly
TALENT means.

According to Leigh Branham author of book Keeping

people who keep you in business a talent is not rare and precise. Everyone
has a talent- too many to possibly name all. Talent is behaviour, things we do
more easily than the nest person. We speak of natural born talent but
those with a gift, knack, ability or flair for something can refine and develop
that talent through experience. Talent, however, cannot be taught. As

someone once said, you can teach a turkey to climb a tree, but it is easier
to hire a squirrel.
According to Vice president, HR seagram, Mr. Gopi Nambiar talent can be
best described as a combination of abilities and attitudes. The real trick is to
match the right motivated talents to the right role, individually and
collectively, harnessing and harmonizing this crucial attribute to achieve the
objectives of your company.
Today in this competitive world, companies have become fiercely competitive
and active when it comes to attracting and retaining best talent. 75 % of
executives admit that employee retention is difficult today, obvious reason
being the increasing rate of turnover. This dynamically and actively
changing volatile demand-supply equation with such erratic attrition and cut
throat competition has led organizations to focus on mechanism pertaining
to attracting and retaining the talent. It is the accepted truth that turnover
will happen and companies need to formulate a strategy to pull down the
unprecedented turnover from affecting the organizational success. Achieving
zero percent turnover is neither realistic nor desirable because people in the
organization switchover due to a variety or number of reasons more
money, better opportunity, better benefits and facilities etc. and this has
been practices from the very beginning.
Despite intense competition being the key to market development and
success, organizations have failed to identify some of the major reasons
which highlight why good performers leave. In his study, Branham clearly
states that one major reason why people leave their organization is because
of the organizations failure to bring about a correlation between pay and
performance. Human Resource experts in the industry believe matching the
right blend of talent with the right job profile can lead to superior
performance.

The present scenario with abundant of opportunity has triggered a wave of

employees, perpetually on the move for seeking better opportunities
whenever, wherever and however they can. By focusing on the productivity,
organizations are realizing that it is imperative to hire employees who can do
the job in a better way and be successfuFl at it. The organizations no longer
just want to hire to hire, infact they are striving to find the right people, bring
them into the organization and retain their services. One of the critical
functions of hr is a sound human resource planning by which they are able to
project the demand for human resource and thereafter formulate the
strategies for acquiring them. As many experts says, the solution is not
about finding the correct retention mechanism, but it starts from the very
beginning by devising ways to acquire the right people for the right job.
Objectives of the Study:

1.
2.
3.

To identify the recent trends and challenges in HR.

To understand the impact of talent management on employees
performance.
To understand the challenges which are being faced by HRs of different
companies from different Industries and the strategies which they are
implementing.

Need of the Study:

The major challenge of HR is the supply side discussed puts pressure on
companies to attract the best talent and ensure that employees join the
company and choose to stay in the organization rather than look for
opportunities elsewhere. Present study is supposed to find out the existing
Hyderabad talent scenario so as to analyze its emerging challenges and
trends.

Scope of the Study:

The scope of the study is to understand and analyze the challenges which
are being faced by
HRs of different companies and in different industry segments. The HRs are
from different
companies who are clients of Citrus Business Solutions. All the companies
are of Hyderabad.

Statement Problem:
It takes talent to spot the talent. Only an expert can know all that glitters is
not gold and only those who can recognize the worth of a talent can value it.
In an organization there is nothing more crucial than fitting the right
employee in right position at right time. When an employee does job that
does not suit their liking or inclination, the result is obviously low. A
conscious and deliberate approach is taken to attract, develop and retain
people with right ability to meet the organizational current and future needs.
In current economic conditions, many companies have felt the need to cut
expenses. This should be the ideal environment to execute a talent
management system as a means of optimizing the performance of each
employee and the organization. Only 5 percent of organizations say they
have a clear talent management strategy and operational programs in place
today. Organizations need to have a vision and a well defined strategy on
hiring the right candidate for the future. In spite of having such a large
population the supply of right graduate cannot keep up with the sharply
increasing demand. The emerging trends in talent management not only
helping in retention of the best employees but also helps the average

employee of the organization in their development and growth. The

challenges in Talent Management need to be tackled effectively and the
impact of these new trends on employees performance must be understood
by the people and the organization for overall growth and success of both.
So, do the organizations have the right talent within to adapt and address
the challenges occurring due to these trends?
Limitations of the Study:
The duration of the Study was a constraint for the topic like challenges
of HR
The questionnaire which may not contain all the questions related to
challenges of HRs
The respondents are HRs of different companies and the authenticity of
the responses
The topic is volatile in nature and it varies from Industry to industry
and from Management to Management.

Chapter II
Research Methodology
Primary Data:
For the successful completion of the project, primary data has been collected
with the help of 2 web administered questionnaire from the different HR
professionals and the related employees of the Delhi/NCR region. One
questionnaire is made for the HR professionals or the people who are
involved in the various management level works related to the HR force in
the organization and other is made for the employees of the organization. It
is very important to make different questionnaire for the managers and the
employees because only managers can tell what are the techniques that

they follow in the talent management? And what are the problems that they
face in implementing those techniques?

QUESTIONNAIRE: HR Professional
The questionnaire is made in such a way that it focuses on a comprehensive
set of workplace practices that influence employee motivation, commitment
and willingness and desire to achieve at work. The idea is to identify the
practices and a deep understanding of typical organizational programs to
ensure that the questionnaire covered the broadest spectrum of tangible and
intangible aspects of the work environment. As a result, the questionnaire
included items about the full range of rewards practices, leadership and
management effectiveness, communication, culture and attributes related to
these tangible and intangible aspects. Respondents came from a range of
industries, including telecommunications and technology, financial services,
education, health care, energy, retail, transportation, consumer products and
manufacturing.

QUESTIONNAIRE: EMPLOYEES
This questionnaire is made with the aim in the mind to compare the
responses of the various employees that has been obtained by filling this
questionnaire. The idea is to know how much the employees of the
organization is aware of the talent management system in the organization
and how much they are satisfied with that. The talent management
initiatives are taken by the HR professionals but the implications of these
initiatives is on the employees. By this questionnaire I tried to find out the
effectiveness of the different talent management programmes in the
organization as well as the satisfaction level of the employees.

SECONDARY DATA
Newspapers
HR websites and internet

STATISTICAL TOOLS
Pie chart
Bar Graphs
Averages
Correlation

SAMPLING TECHNIQUES
Judgmental Sampling

Chapter III
Literature Review

Every organization has a talent management system whether it recognizes it

or not. Something happens to the talented people in an organization,
whether they are being developed and motivated or whether they are being
stifled and neglected in terms of development opportunities.
The

definition

of

talent

can

also

vary

between

organizations, or within the same organization over time. Many organizations

seek to map individuals across the organization in terms of performance and
potential, and it is those who are identified as high performers with high
potential who are most often the focus of talent management.

The research results suggest that most organizations

define talent through some reference to potential, in particular high
potentials. These are people who are demonstrating some potential to
progress in the organization at any given point in time. Everyone might be
considered high potential in some organizations at different points in time,
while in other organizations an individual may need to reach a certain level
in the hierarchy in order to be considered high potential. It is for every
organization to decide for themselves how and who to label as high
potential.
This summary version of the report details the overarching framework for
defining and understanding talent management that was used and
developed by this research programme. It covers the key findings and
conclusions across the three themes of defining talent, how to develop talent
and the structures and systems to support talent management, and the main
recommendations that have been drawn from looking at the case studies
and research results holistically. The full report covers the additional main
sections detailed below and includes tables detailing the results from the
survey of over managers; extracts from the individual case studies and
comments drawn from the extensive literature review.
Defining talent: this covers the six dimensions that contribute to how talent
is identified and defined in organizations.
Developing talent: a number of the dimensions occurring in talent
management systems relate to the development of talent. The dimensions
that fall into this category concern development practice in itself, and also
career development/management processes and practice.
Structures and systems to support talent management: including the
interdependencies

between

talent

management

and

performance

management processes, the extent of technology used, systems flexibility

and the ownership of talent management within an organization.

Operationalizing the strategy: This section provides a review of how the

eighteen dimensions will differ according to the business perspective that is
driving the talent management process and includes key recommendations
for the application the dimensions for each perspective.
Measuring

the

impact

of

talent

management

on

business

performance: finding the right measure of return on investment is

important and should stem from the perspective that is driving the talent
management strategy. This section offers some insights into how measures
may differ within each perspective.

INTRODUCTION
Why Talent Management is important?
Talent management has been identified as the key strategy for facing the
problems relating to the human resource issues, such as aging of the
workforce and increasing retirement rates, limited competitiveness, fast
paced changes in work, and the need for a diversified workforce at all levels.
Talent management therefore has become a corporate and departmental
priority.

The implementation of the transparent and equitable talent

management process is expected to create an environment for the people to

develop their skills in preparation for the future possibilities and the
changing roles. Talent management is about discovering and managing the
demand, supply and flow of talent across the organization through the
human capital engine based on the SWOT (i.e. Strength, weaknesses,
opportunities and threats) of the organization. There is a word called
Strategic is relation to talent, which intimates the organization to maintain

a sustainable competitive advantage and wish to emphasize on one

organizational capabilities and deemphasize on the others. When the
organization understands, what motivates and drives talented people, and
then organizations become innovators and recognize that they do not need
same segments of talent pool all the time. There is a matrix which helps the
organization to classify the talent on the basis of difficult to replace and
value added.

Key Business Processes

The following matrix appropriately defines key business processes for an

organization:

Impact on shareholders
High

Low

Leveraging Processes

Support Processes

Key Business Processes

Service Processes

Low

High

Talent management isImpact

a keyon
business
process and like any business process
customers
takes inputs and generates output.

Talent difficult to replace and value added Matrix

Difficult to replace
and low value added

Difficulty to
replace

Difficult to replace
and high value added

Easy to replace and

low value added

Easy to replace and

high value added

Value added

The process of Talent Management

People are, undoubtedly the best resources of an organization. Sourcing the
best people from the industry has become the top most priority of the
organizations today. In such a competitive scenario, talent management has
become the key strategy to identify and filling the skill gap in a company by
recruiting the high-worth individuals from the industry. It is a never-ending
process that starts from targeting people. The process regulates the entry
and exit of talented people in an organization. To sustain and stay ahead in
business, talent management cannot be ignored. In order to understand the
concept better, let us discuss the stages included in talent management
process:

Understanding the Requirement: It is the preparatory stage and

plays a crucial role in success of the whole process. The main is to
determine the requirement of the talent. The main objective of this
stage is developing job description and job specifications.

Sourcing the talent: This stage of the process involves targeting the
best talent of the required industry. Searching of the people according
to the requirement of the main activity.
Attracting the Talent: It is important to attract the talented people
to work with you as the whole process revolves around this. After all
the main aim of the process is to hire the best talent available in the
market.
Recruiting the Talent: In this stage, people are being invited to join
the organization.
Selecting the Talent: This involves meeting with different people
having same or different qualifications and skill sets as mentioned in
job description. Candidates who qualify this round are invited to join
the organization.

Training and Development: After recruiting the best people, they

are trained and developed to get the desired output.

Retention: Certainly, it is the sole purpose of talent management

process. Hiring them does not serve the purpose completely. Retention
depends on various factors such as pay package, job specification,
challenges involved in a job, designation, personal development of an
employee, recognition, culture and the fit between job and talent.

Promotion: No one can work in an organization at the same

designation with same job responsibilities. Job enrichment plays an
important role.

Competency Mapping: Assessing employees skills, development,

ability and competency is the next step. If required, also focus on
behaviour, attitude, knowledge and future possibilities of improvement.
It gives you a brief idea if the person is fir for promoting further.

Performance Appraisal: Measuring the actual performance of an

employee is necessary to identify his or her true potential. It is to

check whether the person can be loaded with extra responsibilities or

not.

Career Planning: If the individual can handle the work pressure and
extra responsibilities well, the management needs to plan his or her
career so that he or she feels rewarded. It is good to recognize their

efforts to retain them for a longer period of time.

Vision
Mission
Succession Planning:
Succession planning is all about who will
Strategy
replace whom in near future. The employee who has given his best to
the organization and has been serving it for a very long time definitely

deserves to hold the top position. Management needs to plan about

INPUT

when and how succession will take place.

Structure,
Exit: The process endsRoles
when an individual gets retired or is no more a
Competencies required
part of the organization.
(Selecting and developing)

Talent Management process is very complex and is therefore, very difficult to

handle. The sole purpose of the whole process is to place the right person at
the right place at the right time. The main issue of concern is to establish a
right fit between the job and the individual.
TALENT MANAGEMENT

Knowledge
Tapping the full potential

OUTPUT

Breakthrough Performance

Talent management Vs Traditional Approach

Traditional Human Resource systems approach people development with the

view of developing the competencies in the organization. This can actually
be risky approach for the organizations, especially for the companies
operating in fast evolving industries, since these competencies become
redundant with time and needs to develop new competency. Thus, over time,
the entire approach to development of the people might be rendered
obsolete calling for rethinking the entire development initiative.
Talent management on the other hand focuses on enhancing the potential of
the employees by developing their capacities and effectiveness. Capacities
are the basic DNA of the organization and also of the employees. It can be
described appropriately in the following manner.

Point of Departure

Navigation

Point of arrival

Clear
Translating organizational
vision

into

mapping

goals

the

understanding

of

the

andAligning individual values Varied

requiredand

vision

roles

in

withorganization

the
and

level of capacities andorganizational values andappreciation

competencies to achievevision

of the value-addition from

goals

others leading to building

a culture of sharing and
team orientation
Individual growth to meet

Assessment of talent toEnhancing capacities toand

profile

the

capacities

level

and

oflearn, think relate and actaccept

set

ofthrough

varied,

developmentincremental

and

competencies possessedinitiatives

transformational roles in

within the organization

an

overall

scenario

acknowledged
change
Helping individuals realizeDeveloped
Gap

analysis

identification
development path

andtheir

full

potentialenabling

ofthrough

need

of
for

individuals
breakthrough

performance.

learning

and

development

Seven Talent Management practices that matter

Competing in a "flat world", a term popularized by columnist Tom Friedman, requires (well)
rounded people. Becoming a well rounded talent requires continuous learning and development
of knowledge and skills. Organizations that want to succeed in flat world competition better be
creating enriching workplace experiences if they wish to attract and retain the high-caliber talent
they

need.

How can you create an enriching workplace? It isn't easy and doesn't happen overnight. But with
some planning, a lot of persistence and adept execution of seven key practices, any organization
can create an enriching workplace.

1. Job Stretch and Mobility

Feel like you're stuck in a box at work? If you do you've got plenty of company. Many
organizations define jobs narrowly and allow little or no movement across organizational
boundaries or even within them. But to grow, talented people need to be constantly challenged
and stretched. This means the ability to take risks, to try new things, and yes, even to fail whether by doing something differently in an existing job or tackling an entirely new one. If
experience is indeed the best teacher how much are we learning if what we do rarely changes?
SEI Investments, a leading global provider of outsourced investment business solutions, has
created an environment that provides continual challenge to staff and enables them to regularly
move around the organization and to frequently take on new tasks and responsibilities.
2.

Mentoring

Not

Just

Managing

Nothing speeds up the transfer of knowledge and know-how or enhances individual development
more than a quality one-to-one dialogue between an experienced person and an up-and-comer.
W.L. Gore, creator of Gore-Tex fabrics, is a mentoring-intensive organization. Managers are
called "Sponsors" and act as advocates for their assigned staff. They commit to being
knowledgeable about their activities, well being, progress, accomplishments, personal concerns
and ambitions. Each associate has at least one sponsor and some have more than one.
3.

Freedom

and

Stimulation

Often the environment in which people work can make a huge difference to the speed and quality
of people development. Two ingredients essential to making a workplace conducive to learning

are stimulation - through frequent exposure to a wide variety people and ideas and the freedom to
explore

and

pursue

individual

ideas

and

passions.

Google is a nirvana for the best and brightest technical talent in the world. The company's
commitment to human capital is strong and was a core principle expressed in its now famous
IPO filing in 2004. Staff are given huge amounts of freedom to determine when, where, how and
on what they work. Each is allowed to spend 20% of their time each week working on personally
initiated projects.

4.

Deep

Immersion

Nothing frustrates talented people, particularly young up-and-comers, more than being asked to
wait their turn before getting the opportunity to contribute to important projects or initiatives.
This is not only demotivating to people but counter-productive to performance as opportunities
to

contribute

depend

more

on

tenure

and

pecking

order

than

merit.

Trilogy, a software company based in Austin Texas not only avoids this problem, but has created
a fast- track, merit-based process that starts with every new hire. Its induction program is on
steroids - goals are not only cultural induction, bonding and skill development but to create the
company's next generation of ideas, products and leaders. The program is led and run by
Trilogy's

top

executives,

5.

including

Teaching

its

and

CEO.
Coaching

This means having people in the organization - both managers and specialists - whose role it is to
help others to grow, learn and realize their potential. Many organizations have de-emphasized
this key task as pressure to meet quarterly performance targets have cascaded down to every
level

of

the

organization.

Schools provide an inspiration and model from which other organizations can learn. They have
teachers whose only job is to develop their student's skills and learning. While few organizations

are positioned to employ full-time teachers, many should encourage and help managers and staff
to take on this role. They can do this by explicitly acknowledging the value of teaching and
coaching and including these responsibilities in the expectations and measures of performance
set

for

6.

Diversity

managers
of

and
Talents

staff.
and

Personalities

The value of diversity in business seems obvious to most observers, but few leaders really know
how to leverage the differences that people bring to the workplace. As Ricardo Semler, head of
the innovative Brazilian conglomerate Semco puts it - "I prefer Coq-au-Vin to Chicken
McNuggets". He is not talking about food but rather cultures that blend diverse talents and
perspectives (like the ingredients in a slow-cooked Coq-au-Vin) versus those that impose
numbing conformity on their people (like the industrial-style sameness of Chicken McNuggets).
And believe me, many companies have Chicken McNugget talent - mass produced, standardized
and consistently mediocre. Far better to blend diverse ingredients into a rich and unique tasting

Semco backs up its words with actions. It regularly pairs younger and older workers together. Its
"Lost in Space" program affords young staff the opportunity to move around the company on a
regular basis during their first few years. This helps them to both develop new perspectives are
well as inject their own fresh ideas throughout the business. Their "Trading Places" initiative let's
people

trade

7.

jobs

as

way

Horizontal

of

gaining

new

experience

Growth

and

skills.

Paths

Flattening of hierarchies in recent years has severely curtailed growth paths in many
organizations. But growth shouldn't just be up the ladder or depend purely on acquiring
managerial skills. Another productive growth path is horizontal and progressive organizations
have created lateral paths that allow people to broaden their skills and knowledge within their
disciplines

and

jobs.

Companies like IBM, Texas Instruments and Intel have instituted technical mastery programs to
allow individual contributors and specialists to develop their knowledge and learning and to be
paid and recognized for it. This means talent can advance based on their learning pace rather than
have

to

change

Hype

jobs

or

be

promoted

to

get

or

ahead.
Reality?

So how does your workplace stack up on these seven practices that matter most to creating an
enriching workplace? Are job stretch and mobility, freedom and stimulation and horizontal
growth paths the exception or the rule at your employer? Are mentoring, teaching and coaching
rare or pervasive throughout your organization? Is diversity merely an overused word in your
company's communications or a real principle on which your organization operates every day?
Most large organizations talk about Talent Management as part of their wider strategy. It is a
crucial way of securing, developing and motivating people with the right skills and approaches to
meet business objectives.
But how many of our strategic goals are fully met by our talented people? All too often, we find
that we don't have the right people in place to fill a gap when it appears, or we simply can't keep
hold of the individuals we want. Even worse, talented people may simply not be operating at the
levels we require.
So what can we do to seize these missed opportunities? I believe that the biggest single challenge
is achieving genuine "connectedness" between Talent Strategy and Business Strategy. A wide
range of people processes often take place without a clear relationship with the ultimate aims and
culture of the business.
Think about recruitment, performance management and development - to what extent are these
processes based on a clear analysis of the talents and skills that people will need to operate at the
next level? To what extent do you build people's capability and motivation to meet the needs of
the business in a few years' time? It is vitally important to build a clear definition of what each
organisation really means by talent throughout the organisation. The acid test is simple - do
people with these qualities deliver the kinds of business success we are aiming for?

Integrated talent management wheel

Talent is now a global game. It requires a much broader horizon than just a specific company,
city, region or country. And it requires a much broader vision even within a company. The Talent
Wheel (Figure 1) highlights the key talent functions that need to be coordinated and integrated
within organizations.
Workforce planning looks at the supply and demand for talent over a two-year or longer period
of time for key jobs within the enterprise. Key issues are retirements, planned and unplanned
attrition, varying staffing options, competencies for superior performers and bench strength for
key talent.
Talent acquisition is the ability of a company to attract and hire key talent. This is one of the two
most pressing needs according to Accentures 2005 survey of global executives. Key issues are
compelling employment brand and value propositions, referral recruiting, and keeping a gold
standard for new talent entering the organization.
Talent engagement represents the extent to which the workforce identifies with the company, is
committed to it and provides discretionary effort so that it can be successful. Engagement is a
key leading indicator for high performance workplaces, improved employee productivity and
subsequent turnover. Keep engagement surveys relatively short and ensure that data are acted
upon by employees and managers.
Talent development used to be synonymous with training, but no longer. Research shows that 70
percent of what we need to know to do our job, we learn on the job. Informal learning is more
powerful than formal learning through such activities as stretch assignments, cross-functional
teams, international assignments and flexible job design.

Talent deployment can be summarized as the right people are doing the right job at the right
time. Top talent is assigned to the most vital projects or roles. Alignment is a key aspect of talent
deployment, and it is most often achieved through performance management systems and
competency databases matching project needs to employee capabilities.
The ability to lead talent is also key. Great managers are like chess players who understand that
different pieces (employees) have unique strengths (Buckingham, 2004), and these managers
work hard to put employees in positions where they can shine. Great managers also understand
that their value to the organization is through the contributions of others, and it is their
responsibility to develop, guide and enhance the performance of the people that report to them.
Talent retention is the number one issue on the minds of global executives according to the
Accenture study (2005). Many CEOs doubt their companys ability to retain top talent. Too little
and too much turnover can damage a business. It is interesting to observe that when managers of
departing employees are asked why a person left, money is the overwhelming answer. When the
employees themselves are asked, money doesnt even make the top five.
These talent functions must work together and be part of a seamless system. Being excellent in
one or two areas is a start, but the whole system must be working effectively. It does little good,
for example, for a company to attract and hire great talent but then have few challenging
development opportunities. Similarly, for CEOs to focus compulsively on retention misses the
point that retention probably wouldnt be a problem if talent engagement, development and
deployment functions were smoothly operating.
These talent functions are too important to be left to separate departments, silos or champions.
The essence of a companys ability to compete rests with the optimization and integration of
these functions it is the network, not the nodes that provide the value.
The tipping point
Talent management is ready to be tipped. First, there is the growing amount of empirical
evidence that shows a clear relationship between excellent talent practices and improved
shareholder returns. Among the providers of this research are McKinsey, Gallup, Collins, Bassi,
Watson & Wyatt, Becker and Huselid, and the Fortune Best Places to Work surveys.

Second, there are the best practices from companies that truly believe that talent is the essence of
their success. Among these companies are GE, Dell, P&G, HSBC, FedEx, Starbucks, Microsoft
and Capital One, to name just a few.
Third there is the growing realization that talent issues are board level issues. More investment
analysts and company directors are demanding to know about engagement levels, segmented
turnover data, and the types of developmental opportunities for top talent. CEOs are starting to
spend 30 percent or more of their time on talent issues, and are being held accountable for the
strength of their talent pools. For instance, all companies registered in Denmark will be required
to include in their annual reports information about customers, processes and human capital. A
minimum of five measures for each is required and comparisons with the previous two years
must be shown. Information for investors about intellectual capital both current and future should
occupy at least one-third of the report.
The confluence of both internal and external factors is causing a new science of talent
management to emerge and tip. This is very different from traditional human resources concerns.
While HR is more concerned with consistency, compliance and treating everyone in the same
fashion, talent management recognizes that different people make different contributions to the
enterprise, and that top talent is the key to competitive differentiation. The seamless and
integrated functioning of the talent management wheel is what will drive companies into a
leadership position in the new, post-knowledge economy.

Knowledge Management
As said earlier, culture binding and change management is the main domain
of the talent management. Knowledge management services are focuses on
growing the talent of the employees and also leveraging knowledge for the
performers by creating an environment for sharing by building trust.
Knowledge management also focuses on connecting the people and the
technology to capture and harness the tacit knowledge of the organization.
By trusting the bandwidth of communication, knowledge management
enhances sharing and not only that it also creates an appropriate
environment for the talent to translate into performance.
With its unique and
comprehensive spectrum of services for talent management and the
methods that are being followed there, talent growth is strongly positioned in
the organizations and it helps the organizations to gain a competitive and
sustained talent advantage.

Recent trends in talent management and their challenges

Talent management is ready to be tipped. First, there is the growing amount

of empirical evidence that shows a clear relationship between excellent
talent practices and improved shareholder returns. Among the providers of

this research are McKinsey, Gallup, Collins, Bassi, Watson & Wyatt, Becker
and Huselid, and the Fortune Best Places to Work surveys.
Second, there are the best practices from companies that truly
believe that talent is the essence of their success. Among these companies
are GE, Dell, P&G, HSBC, FedEx, Starbucks, Microsoft and Capital One, to
name just a few.
Third there is the growing realization that talent issues are board
level

issues.

More

investment

analysts

and

company

directors

are

demanding to know about engagement levels, segmented turnover data, and

the types of developmental opportunities for top talent. CEOs are starting to
spend 30 percent or more of their time on talent issues, and are being held
accountable for the strength of their talent pools. For instance, all companies
registered in Denmark will be required to include in their annual reports
information about customers, processes and human capital. A minimum of
five measures for each is required and comparisons with the previous two
years must be shown. Information for investors about intellectual capital
both current and future should occupy at least one-third of the report.
The confluence of both internal and external factors is causing a new
science of talent management to emerge and tip. This is very different from
traditional human resources concerns. While HR is more concerned with
consistency, compliance and treating everyone in the same fashion, talent
management recognizes that different people make different contributions to
the enterprise, and that top talent is the key to competitive differentiation.
The seamless and integrated functioning of the talent management wheel is
what will drive companies into a leadership position in the new, postknowledge economy.

Increased focus on retaining talent: High performing employees are

always in demand.

Good recruiting organizations focus equally on internal candidates

and external candidates. Companies have placed additional focus on building
value and quality within the recruitment function. HR leaders are gaining
more influence over organizational direction and value.
Continued convergence of organizational expertise for strategic HR
processes: Recruitment, compensation, performance and learning have
been disparate HR (and even non-HR) functions with distinct and unrelated
business outcomes.
Renewed focus on acquiring and managing talent: CEOs and HR
executives are recommitting to talent management. Leading companies are
deploying resources and capital to talent and career development programs,
including succession planning and management.

How global companies are changing

Corporations around the world are in the process of deploying the
next generation of enterprise technology. It is not a trivial transition.
Enhanced functionality, dynamic global influences and requirements, new
solution delivery models and an infrastructure shift to services-based
architectures are changing the way companies upgrade and adopt new
technology solutions.
The success of the talent management market rests on:
Integrated functionality and usability: Many vendors have invested
heavily in the usability and integrated functionality of their solutions. The
ability to seamlessly integrate data and streamline navigation and use
enhances the user experience and encourages increased use of the
solutions. A single data model technology infrastructure is ideal to maximize
performance and simplify application management.
Dynamic influences in shaping the global workforce: Companies are
being forced to adjust to ever-changing global regulatory and compliance

issues that outline how companies can find, recruit and manage their
workforces. In addition to automating HR processes, companies are now
focusing internally to build a performance-based culture centered on metricsbased business outcomes and driving additional value of the company by
adapting and improving the way they manage their global workforce.
Rapid acceptance of the on-demand model: The majority of most
vendors revenue comes from an annuity-based hosted delivery mode.
Indeed, many recognize 100 percent of their revenue from their on-demand
solutions. The general acceptance of the on-demand model owes much to its
proven success within other enterprise application categories such as CRM.
In addition, the diminished impact of security issues has helped build the ondemand model.
Demand for service and support excellence: Service and support
distinction has surpassed security issues as the key concern for those
adopting talent management applications. Although security issues are still
prevalent, especially if IT is involved in the decision-making process, key
stakeholders in the vendor selection process have shifted their focus toward
ongoing service and support issues as their key areas of interest. Many
vendors continue to develop support options that meet the needs of their
customers and have become very sophisticated in the tools and techniques
used to measure service-level performance.
Multinational capabilities: Global enterprises are demanding multilanguage capabilities and in-country domain expertise to support the everchanging international laws. A changing global landscape and an increasing
assortment of compliance issues require vendors to maintain a strong
international presence.
The time is now to leverage talent management technologies.
Todays available talent management solutions can not only support the
changing dynamics of your workforce, but help plan for the future in building
both a high caliber workforce and performance-based culture.

Integrated talent management wheel

Talent is now a global game. It requires a much broader horizon than just a specific
company, city, region or country. And it requires a much broader vision even within a company.
The Talent Wheel highlights the key talent functions that need to be coordinated and integrated
within organizations.
Workforce planning looks at the supply and demand for talent over a two-year or longer
period of time for key jobs within the enterprise. Key issues are retirements, planned and
unplanned attrition, varying staffing options, competencies for superior performers and bench
strength for key talent.
Talent acquisition is the ability of a company to attract and hire key talent. This is one of
the two most pressing needs according to Accentures 2005 survey of global executives. Key
issues are compelling employment brand and value propositions, referral recruiting, and keeping
a gold standard for new talent entering the organization.
Talent engagement represents the extent to which the workforce identifies with the
company, is committed to it and provides discretionary effort so that it can be successful.
Engagement is a key leading indicator for high performance workplaces, improved employee
productivity and subsequent turnover. Keep engagement surveys relatively short and ensure that
data are acted upon by employees and managers.
Talent development used to be synonymous with training, but no longer. Research shows
that 70 percent of what we need to know to do our job, we learn on the job. Informal learning is
more powerful than formal learning through such activities as stretch assignments, crossfunctional teams, international assignments and flexible job design.

Talent deployment can be summarized as the right people are doing the right job at the
right time. Top talent is assigned to the most vital projects or roles. Alignment is a key aspect of
talent deployment, and it is most often achieved through performance management systems and
competency databases matching project needs to employee capabilities.
The ability to lead talent is also key. Great managers are like chess players who
understand that different pieces (employees) have unique strengths (Buckingham, 2004), and
these managers work hard to put employees in positions where they can shine. Great managers
also understand that their value to the organization is through the contributions of others, and it is
their responsibility to develop, guide and enhance the performance of the people that report to
them.
Talent retention is the number one issue on the minds of global executives according to
the Accenture study (2005). Many CEOs doubt their companys ability to retain top talent. Too
little and too much turnover can damage a business. It is interesting to observe that when
managers of departing employees are asked why a person left, money is the overwhelming
answer. When the employees themselves are asked, money doesnt even make the top five.
These talent functions must work together and be part of a seamless system. Being
excellent in one or two areas is a start, but the whole system must be working effectively. It does
little good, for example, for a company to attract and hire great talent but then have few
challenging development opportunities. Similarly, for CEOs to focus compulsively on retention
misses the point that retention probably wouldnt be a problem if talent engagement,
development and deployment functions were smoothly operating.
These talent functions are too important to be left to separate departments, silos or
champions. The essence of a companys ability to compete rests with the optimization and
integration of these functions it is the network, not the nodes that provide the value.

LITERATURE REVIEW

A detailed survey of the concerned literature has been carried out based on
various journals, reviews concerned magazines and internet and presented
below:
Any Organization needs to have a vision and a well defined strategy on
hiring for the future. We should have the right talent to attract and retain the
best available talent for which a number of measures for talent management
are required. Emphasis has been paid on initiatives that can be put in place
to help organization to retain and nurture the talent. The fundamental
aspects about the definitions of human recourses have been discussed and
planning of new models has been discussed. The need to disband the
conventional school of thoughts about organizational behavior has been
advocated and a new approach has been suggested for HR.

The

Talent

Management

Handbook:

Creating

Organizational

Excellence by Identifying, Developing, and Promoting Your Best

People by Lance A. Berger

"This is an outstanding reference work that succinctly explains a simple and

practical approach to the identification, assessment and management of
talent in the current, dynamic operating business environment. The book
plainly gives advice on how to avoid high staff turnover, poor morale, and
poor performance."

The Strategic Development of Talent by William J. Roth well

"Roth well ignites the imagination, expands the possibilities, and offers
practical strategies any organization can use to effectively develop, retain
and utilize talent for the benefit of an organization and enter the fluid,
flexible future. Managers at all levels will cheer the sanity Roth well
suggests."

NEWSLETTER
Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter,
vol23 issue -4
Focusing on the challenge of attracting and retaining talent faced by Indian
HR mangers, the article outlines initiative that can be put in place to help
organization retain nurture and retain the talent

JOURNALS
PANDIT

(May

2007),

Talent

retention

strategies

competitive environment, NHRD journal, Hyderabad, p27-29

in

Focusing on the challenge of attracting and retaining talent faced by Indian

HR mangers, the article outlines initiative that can be put in place to help
organization retain nurture and retain the talet.

KARTHIKEYAN J (May 2007), Talent management strategies, NHRD

journal, Hyderabad, p23-26
Organization need to have a vision and a well defined strategy on hiring for
the future. Do we have the right talent within to attract and retain the best
available talent? A number of measures for talent management are
suggested.
Chapter IV
Data Analysis & Interpretation
Graphical representation of the Interpretation of the questionnaire
HR Professionals.

Q. 1

Q. 2

Q. 3

Q. 4

What are the areas your organization needs to improve in terms of

talent management initiatives?
Aligning employees with the mission and vision of40.91%
your organization

Creating a culture that makes employees want to stay 40.91%

with the organization
Creating a culture that values employees work
40.91%
Creating an environment where employees are excited50.00%
to come to work each day
Identifying gaps in current employees and candidate 59.09%
competency levels

Q. 5
In your organization who is primarily responsible for (tick one
per statement)
Department Hr

Internal

Mentor

Others

head(exclu staf coach(exclu (excludes

Recruitin

des

des

employee

employee

employee

superviso

supervisor)
supervisor) r)
63% (14)
63% 4% (1)
4% (1)

4% (1)

(14)

individual
s
Further

54% (12)

developin

31% 13% (3)

18% (4)

(7)

13%
(3)

g
employee
s
Retaining
employee
s

63% (14)

50% 9% (2)
(11)

4% (1)

9% (2)

Q. 6

Q. 7

Q. 8

Q. 9
In the next three years how effective will the following elements of
compensation be in terms of attracting and retaining top performers?

1(most

efective)

5(least
efective)

Base pay

57%

33% 0%

9% 0%

Health care benefits

19%

42% 23% 14% 0%

Retirement/education

33%

33% 19% 14% 0%

options/equity33%

14% 28% 14% 9%

benefits
Share

participation

Child

care25%

10% 35% 30% 0%

52%

19% 23% 0% 4%

costs/arrangement
Job security

Q. 10

Q. 11

Q. 12

ANALYSIS OF THE QUESTIONNAIRE FOR EMPLOYEES.

Q. 1

Q. 2

Have you been made aware of the policies and procedures? And do you
understand them?

Not

at

aware

all Aware but need Know

more

understand this

information
Mission statement

7%

88%

the 3% (1)

7% (2)

88% (23)

the 0% (0)

15% (4)

84% (22)

Health and safety 3% (1)

26% (7)

69% (18)

23% (6)

57% (15)

44% (11)

40% (10)

40% (10)

56% (14)

4% (1)

28% (7)

68% (17)

8% (2)

4% (1)

88% (22)

Structure

of

3%

company
Aims

of

company

procedures
Professional

19% (5)

association
membership
Policy on handling 16% (4)
any

legal

problems?
handling customer 4% (1)
problems?
holiday
entitlement?
Policy on absence?

and

maternity/

12% (3)

16% (4)

72% (18)

paternity leave?

Q. 3
Do you know how can you help the organization in achieving its
aim?

Q. 4

What do you know about your job, and what would you like to know
more about?
i know about i
this

know

need

to

little, i need to know

know a

lot

more

more

about this

the 84% (22)

3% (1)

11% (3)

to whom you are 87% (21)

0% (0)

12% (3)

12% (3)

4% (1)

20% (5)

16% (4)

position

in

organization

responsible
people you are 83% (20)
directly
responsible for
people you are 64% (16)
indirectly
responsible for
hours of work

88% (22)

4% (1)

8% (2)

your pay

84% (21)

12% (3)

4% (1)

8% (2)

16% (4)

41% (10)

8% (2)

0% (0)

12% (3)

8% (2)

8% (2)

benefits you are 76% (19)

entitled to
organization

50% (12)

directors
team you work 88% (22)
within
machinery
will operate

you 83% (20)

Q. 5

Please rate your satisfaction with the employee benefits and

policies.
Extremely

Dissatisfied

dissatisfied Neither
Accuracy

of0% (0)

satisfied nor
0% (0)

dissatisfi Satisfie Extremely

ed

satisfied

4% (1)

72%

24% (6)

job

(18)

description
Salary review0% (0)

8% (2)

20% (5)

60%

12% (3)

(15)
job changes /0% (0)

4% (1)

16% (4)

60%

20% (5)

promotion
Leave
of0% (0)

4% (1)

12% (3)

(15)
58%

25% (6)

0% (0)

(14)
68%

24% (6)

8% (2)

(17)
52%

20% (5)

absence
Health
care0% (0)
benefits
Retirement
benefits

0% (0)

8% (2)
20% (5)

(13)

Q. 6. In the next three years how efective will the following

elements of compensation be in terms of attracting and retaining
top performers?

1(most

efective)

Base pay

60% (15)

Health care benefits

Retirement/education

24% (6)

25% (6)

benefits

Share

options/equity36% (9)

participation

Job security

44% (11)

5(least
efective)

24%

12%

(6)

(3)

44%

24%

(11)

(6)

25%

25%

25%

(6)

(6)

(6)

32%

16%

12%

(8)

(4)

(3)

36%

8% (2)4% (1)8% (2)

(9)

4% (1)0% (0)

8% (2)0% (0)

0% (0)

4% (1)

Q. 7

Q. 8

Q. 9

Chapter V
Findings & Suggestions
OBSERVATIONS AND FINDINGS

HR PROFESSIONALS
Questionnaire is made in such a way to know the trends and effects of the
talent management.
If we look at the results of the questionnaire we will find that most of the
companies have specific talent management initiatives in the organization.
That most of the organization agreed to the face that talent management is
very important and realize its importance in the todays scenario and
therefore implementing their organizations. Even the interpretation of the
questionnaire shoes that it is a top priority in the organization where it is
being implemented.
If we talk about identifying the talent in the
organizations, most of companies accept the face that their way of
recognizing the talent is by the result of the work the employees do. If their
result is good their considered good employee, but that is not the only way
to identify the talent in the organization. Even by evaluating the
competencies and the potential of employees. But finding the talent in the
company by potential of the candidate is least considered or applied in the
organization. Most of the company has to say that most of the people in
todays world has the potential to carry out the task but that is not the way
to identify the real talent in the in organization.
If we talk about the area of improvement in the talent
management initiatives the around 60% of the companies agreed to the fact
that they need to identify the gaps between the current employees and the
candidate competency level. While 50% of the companies think that
improvement is required in creating an environment where employees feel
excited to come and work. But only 40% of the respondents think that
improvement in the area of alignment of employees vision and mission of
the organization is required.
Since most of the organization has realized the importance of the
talent management in todays scenario so they give value to this system and

therefore they have hired specialist for this. 68% of the respondent
organization confirm the fact that they have a specialists hired in the
organization

who

is

exclusively

responsible

for

overseeing

talent

management initiatives. Employees in todays world not only work for the
money and living but also work for the future growth and knowledge. So the
companies are constantly working motivating the employee
Looking at the different roles of the different people in the
organization, the job is being evenly distributed. Asking about the
responsibility of recruiting the employees, maximum organization has hr
department to handle this. Apart from this not only recruitment but also the
development of employees and their, in all these three around 60%
organization has departmental head responsible for this.
Asking about the talent retention initiatives by the various companies, 38%
of them have the strategy to retain their current employees and almost same
number of companies (37%) of them believes in leveraging existing talents.
And only 24% of those feel in acquiring new employees for the organization.
When it was asked about the importance of the components in
the salary after three years, 57% of them agreed that base pay will be most
important and after that job security has been rated the most effective.

OBSERVATIONS AND FINDINGS

EMPLOYEES OF THE ORGANIZATION
For talent management to work most effectively, it is very important that
employees must be aware of their job responsibility and what is being
expected from them. So when we ask the employees about their
understanding about the job that they are working, 88% of them agreed that
they understand their responsibility and job very well. They also agreed that
they have been made aware of the different policies of the organization and
that agreed percentage is 88 approx.

When asked about the knowledge about how they can help the
organization, most of the employees (88%) said yes they are aware of the
fact. When employees where asked what else they want to know about their
job, then maximum number of employees (16%) of them said they want to
know more about the profits associated with the title
When we ask them to rate their satisfaction level with that of the
policies and benefits that the organization is providing, 8% employees are
satisfied with their salary review while only 52% are satisfied with the
retirement benefits that the organization is providing.
Talking about the future perspectives and strategy or the
how much the organization is ready and prepared, we asked them in the next
three years which will be the most important and vital component in the
compensation, maximum number of employees agreed to the fact that base
pay is going to be most important.
Employees

are

very

much

knowledgeable

and

understandable in todays scenario. They know and want to know each and
every aspect that affects their life in some way or the other. Asking about the
benefits that they will get on training on any of factors that are specified in
their job description, 92% of employees say yes to this fact while 8% feels
that even training on the items in their job description will not help them in
anyway.
In spite of the fact most of the employees agree and some
disagree, maximum number of employees is satisfied with the different
personal policies that the organization is providing.
Some of the more findings from the research are as follows:
Most of the covered companies have talent specific initiative in place

(81%) and they give them top priority in their organization (86%).They
also have exclusive staff member for managing talent initiatives (68%)

 In most of the companies the talent is identified by competencies

(42%) and the HR professional view to increase career growth

opportunity.
HR staffs as well as the department heads are responsible for
recruiting individuals (64%)
Retaining the current talent is top priority for the organization(38%)
Sales and business development are the two areas where retaining
talent is most difficult
Class room workshop, mentoring and coaching are usually used by the
organization to carry out talent development activities.
More than 60% of the respondent view organizational culture as a main
driving force for the new talent and for the existing talent. Even
rewarding plays a important role (48%)
Base pay (57%) and Job security (52%) are the two main areas for
retaining talent in coming years. Other than this, training plays an
important role in motivating the employee.
Organizations are using certification for improving the training
programs.
In more than 90% of the organizations budget for recruiting developing
and retaining employees is going to increase over the next three years.
Most the employees have a clear knowledge about the companys
vision, mission and objectives. And they know how to achieve these
objectives (76%)
They are clear about their role and responsibility (85%) and they know
about other staff members also.
Most of the respondent are satisfied by job description, salary review,
health care benefits etc.
Base pay (60%) and Job security (44%) are in top priority for the
employees in coming years.
Apart from financial benefits, employee emphasis more on career
growth, work culture and international opportunities.
91% of the employees want more training in their specified job.
The employees have a mix response on benefits like Medical insurance
package, Company savings plan, Retirement plan, Holiday Entitlement,
Job market etc.

 64% of the employees are satisfied with the company's personnel

policies where as 36% are neither satisfied nor dissatisfied

Overall 32 % employee are extremely satisfied where as 52% are just
satisfied with their organization.

RECOMMENDATIONS

Organizations must have meaningful descriptions of the capabilities

(skills, behaviors, abilities and knowledge) required throughout the

organization.
Organizations must be able to relate those skills and capabilities to a
role or a center of demand, such as a job position, project or leadership
role.
Talent management processes must create a comprehensive profile of
their talent. They must be able to track meaningful talent related
information about all of their people - employees, contractors, or
candidates.
The working culture of the organization should be improved and
maintained to retain talent in long run.
More certified training should be given to the employee to boost their
effectiveness and efficiency. It should be used as a tool of motivation.
The organization should identify the crucial talent initiative to attract
and retain the employee. They should know which talent management
elements can have the greatest impact on the business and therefore
provide a better basis for prioritization and implementation.
To create a sophisticated talent management environment,
organizations must:
Define a clear vision for talent management
Develop a roadmap for technology and process integration
Integrate and optimize processes
Apply robust technology to enable processes

Prepare the workforce for changes associated with the new

environment

A number of recommendations can be drawn from looking at the

interpretations and research results holistically. These seem to be true for
every organization and every talent management process.
1.

Every organization needs to align their talent management system to

their specific business requirements. There is no one way to do talent

management.
2.

When considering the right talent management system for your

organisation, you first need to decide which perspective is most relevant to

your business goals. It is then important to look at the most relevant
dimensions to help shape the way you define, develop and structure your
talent management system.
3. Designing and implementing a talent management system can be shaped
by the dimensions. All the case study organizations could be mapped against
these dimensions demonstrating that they are common to all talent
management systems.
4. Talent management requires a talent culture to be developed so that
talent conversations become acceptable throughout the organization and
individuals are encouraged to expand their networks.
5. Care needs to be taken with disseminating talent management practices
as talent management inevitably leads to segmentation and this can conflict
with diversity and inclusion initiatives. Talent management systems can
complement diversity initiatives by ensuring equality of opportunity to enter
the talent pool and transparency over selection criteria.
6.

When designing appropriate routes for developing talent within your

organization, it is important to consider the prevailing culture within your

organization and the appetite for risk.

7. Offering differentiated and tailored development routes that can meet

individual needs and strengths can help to improve the engagement of those
identified as talent and avoid perceptions of under-utilization.
8. Measures of return on investment (ROI) should be appropriate, measurable
and economical. There is no point collecting costly data that is not feeding
back in the right areas. Equally, failing to collect data leaves organizations
with a blind spot and they will not be able to tell if their talent management
system is meeting its strategic objectives or not. Measures of ROI are best
considered when the system is being designed, so that the evaluation
process is designed into the system itself.
9. Central ownership for talent management is important to achieve
alignment with the organizations strategic objectives and to help diminish
the potential for silo mentalities.
10. It is important that any talent management system is integrated across
all aspects of human resource management. There are clear interdependencies between talent management and recruitment, development,
diversity, retention and succession planning practices.

Chapter VI
Conclusion
CONCLUSION:

As organizations continue to pursue high performance and improved results

through TM practices, they are taking a holistic approach to talent
managementfrom attracting and selecting wisely, to retaining and
developing leaders, to placing employees in positions of greatest impact. The
mandate is clear: for organizations to succeed in todays rapidly changing
and increasingly competitive marketplace, intense focus must be applied to
aligning human capital with corporate strategy and objectives. It starts with
recruiting and retaining talented people and continues by sustaining the
knowledge and competencies across the entire workforce. With rapidly
changing skill sets and job requirements, this becomes an increasingly
difficult challenge for organizations. Meeting this organizational supply and
demand requires the right Talent DNA and supporting technology solutions.
By implementing an effective talent management strategy, including
integrated data, processes, and analytics, organizations can help ensure that
the right people are in the right place at the right time, as well as
organizational readiness for the future.

Limitations:
It is important to critically evaluate the results and the whole study. The present study has certain
limitations that need to be taken into account when considering the study and its contributions.
However, some of these limitations can be seen as fruitful avenues for future research under the
same theme.This study has focused on a phenomenon that is not a very extensive and major one,
i.e. the market. Clearly, this represents a challenging task for research regardless of the more

specific interests that the study may have. In this study, this extensive and complex phenomenon
has been studied from a rather narrow empirical perspective. The selection of the small region
naturally brings forth many limitations as far as the generalization of the results of the study is
concerned. This study only covers the region in Delhi and NCR region, which has very limited
company as compared to the whole India. So the response given by employees and HR
professionals will be manipulated upto some extent. Again the response given by the persons
may not guarantee that they have given the right response. It may be biased and some people
may not be aware about other companies. By understanding something about this, we might
eventually also learn something about more general phenomena. The empirical analysis of
markets conducted in this study represents therefore only a single case and what is more, from
the perspective of this single actor. To study the Talent acquisition and management in market
through different or various questionnaires, for example, is clearly one of the future research
challenges in this topic. Multiple questionnaires design would enable us to test the conceptual
framework of the study further. However, as the theme of this study has been related to emerging
market, it can of course be seen that eventually the Talent pool in the market are likely to develop
so that their emergence, even through multiple case studies becomes different, i.e. the emergence
needs to be studied retrospective.
Some of more limitations of this report are
1. Limited Applicability Finding data to suit a specific project is very
cumbersome. Collection and use of secondary data requires a lot of hard
work on the part of researcher. The secondary data may have three types of
variations, which may hinder their use for the project at hand (i) units of
measurement may be different (ii) definitions and data classes may be
different (iii) lack of currency, i.e. data may be outdated.

2. Accuracy: It is difficult to find data of needed accuracy. Often the available

data are distantly related with the research problem at hand. It is difficult to
determine their accuracy for the present study.
APPENDICES

Questionnaire for HR professionals

QUESTIONNAIRE BY: Ravi Shanker Pandey

this questionnaire is meant for the hr professionals and this is being done for educatio
purpose and your privacy will
be maintained and it is necessary for the successful completion of my PGDM

1. Organization

2. Name

3. Designation

4. Does your organization have any specific talent management initiatives in place?
Yes

No

5. Are talent management initiatives a top priority for your organization?

Yes

No

6. How does your organization identify talent?

By
competencies
By results
By potential

7. What are the areas your organization needs to improve in terms of talent
management initiatives?
Aligning

employees

with

the

mission

and

vision

of

your

organization
Creating a culture that makes employees want to stay with the
organization
Creating a culture that values employees work
Creating an environment where employees are excited to come to

work each day

Identifying gaps in current employees and candidate competency
levels

8. In your organization who is primarily responsible for

Head
the

of
mentor

Hr staff

Internal coachOther

department
Recruiting
individuals
Further
developing
employees
Retaining
employees

9. Does your organization have a staff member whose position is exclusively responsible
for
Overseeing talent management initiatives?
Yes
Reset

No

10. What

are

your

talent

retention

initiatives?

Acquiring new talents

Leveraging

existing

talents
Retaining

the

current

potential

11. Within your organization what kinds of talent development activities are carried out?
Building

class

room

workshops
Coaching
Mentoring
Short terms assignments
Developmental
experience
others

12. In the next three years how effective will the following elements of compensation be
in terms of
attracting and retaining top performers?

1
critical)

(very

5(less critical)

Base pay
health

care

benefits
retirement
benefits
job security
share options

13. Excluding financial compensation which of the following do u believe are your
organizations most
Effective means of rewarding, motivating and retaining talent?

Providing training

Working with employees to develop individual career

path
Providing the opportunity to work with leading edge
technologies
Funding educational needs
Providing more facility or tangible rewards

14. Which broadly defined job description are the most critical in terms of attracting and
retaining employees?
sales
marketing
business
development

15. How do you expect your budget for recruiting developing and retaining employees to
change over the
next three years?

increase
decreas
e
no
change

Questionnaire for employees

1. Organization

2.Name

3. Designation

4. How long you have been working in this organization?

Less
year

than

1-2 years
2-5 years
5-10 years
more than 10
years

5. Have you been made aware of the policies and procedures? Do you know
and understand them?

Not at all aware

mission statement?
structure of the
company?
aims
of

the

company?
health and safety
procedures?
Professional
association
membership?
Policy on handling
any

legal

problems?
Handling customer
problems?
Holiday
entitlement?
Policy on absence?
Maternity/
paternity leave?
Performance

Aware

but

needKnow

more information

understand this

and

payments?
other entitlement

6. Do you know how can you help the organization in achieving its aim?

yes
no
somewh
at

7. What do you know about your job, and what would you like to know more
about?

i know about this

position

in

the

organization
to whom you are
responsible
people you

are

directly responsible
for
people

you

indirectly
responsible for
hours of work

are

i know little, needi need to know a

to know more

lot more about this

your pay
benefits you

are

entitled to
organization
directors
team you

work

within
machinery you will
operate

8. Please rate your satisfaction with the employee benefits and policies.
Very

Not

Dissatisfied Satisfied

Neutral

Satisfied

Very
Satisfied

Accuracy of job
description
Salary review
job changes /
promotion
Leave
absence
Health

of
care

benefits
Retirement
benefits

9. In the next three years how effective will the following elements of
compensation be in terms of attracting and retaining top performers?

1(most
effective)
Base pay
Health

5(least
effective)

care

benefits
Retirement/educat
ion benefits
Share
options/equity
participation
Job security

10. Would you benefit from further training in any of the items specified in
your job description?

Ye
s
No

11. Overall, how satisfied are you with your company's personnel policies?
Very
Dissatisfied
Not Satisfied
Neutral
Satisfied
Very
Satisfied

12. Overall, how satisfied are you with this company as a place to work
compared to other places you have worked?
Very
Dissatisfied
Not Satisfied
Neutral
Satisfied
Very
Satisfied

BIBLIOGRAPHY
1. Six Ways to Mine Teen Talent," Andrea C. Poe, Society for Human
2.

3.

4.
5.
6.

Resource Management, March 2001

Winning the Best and Brightest: Increasing the Attraction of Public
Service," Carol Chetkovich, The PricewaterhouseCoopers Endowment
for The Business of Government, July 2001.
Attracting and Keeping The Best and the Brightest: Survey Results
From Council for Excellence in Government Principals on How to Get,
Develop and Retain Excellent People in Government Service," Council
for Excellence in Government, 2002
Spherion Emerging Workforce Study," Spherion Pacific Enterprises
LLC,2002-2003
Flexible Work Arrangements: The Demand Will Only Strengthen,"
Donna J. Bear, Human Resource Institute, September 2004
"Attracting and Retaining the Mature Workforce," Barbara McIntosh,
Ph.D., Society 2004

7. Development, And Work Motivation," Ruth Kanfer, Phillip L. Ackerman,

Academy Of Management Review, 2004.

8. Staying Ahead of the Curve 2004: Employer Best Practices for Mature
Workers," Study Conducted for AARP by Mercer Human Resource
Consulting, September 2004
9. Talent Management: Overview: Talent Management Series Part I,"
Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource
Management, July 2005.
10. Talent Management: Employee Engagement: Talent Management
Series Part III," Nancy R. Lockwood, SPHR, GPHR, Society for Human
Resource Management, July 2005.
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