A Project report on
“Talent Management Survey”
In
COMPANY Ltd.
A Project eport !u"m#tted #n part#al $ul$#llment o$
t%e re&u#rement! $or t%e degree o$
Ma!ter o$ 'u!#ne!! Adm#n#!trat#on
'y
Amol '%ag(an )a!ar
PN*
)alyan# av#ndra Sap+al
College o$ Management Stud#e!,
Sap+al )no(ledge -u", )alyan# -#ll!,
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Tel.3415607114285.
Project 9u#de* Mr!. Man#!%a 9a#+(ad
To
Pune :n#ver!#ty.Pune.02244;
Year.144<.24
2
AC)NO/L=>9=M=NT
Words put on paper are mere ink marks, but when they have a purpose there exist a
thought behind them. I too have a purpose to express my gratitude towards those individuals
without whose guidance the project would not have been possible.
I would like to express my thanks to Mr. G. M. itale !"ead ersonnel #ivision$,
%&M'() *td. Who has kindly permitted me to undertake the project in the organi+ation.
I am also thank,ul to Mrs. 'lka -adhav and other members o, the organi+ation ,or their
support and providing the re.uired in,ormation.
It was a pleasure to be associated with %&M'() *td. /he experience that I have
garnered has had a pro,ound impact on my career choices and has helped me reali+e what is
re.uisite ,or success in the corporate world. I carry high regards ,or the complete team o,
%&M'() *td.
I also take this opportunity to express a great sense o, gratitude towards our #irector,
#r. 0. 0. 1ayate and internal project guide Mrs. Manisha Gaikwad ,or providing me vital inputs to
co2relate the present project work and hence provide a sound base to the report structure. ' special
word o, thanks also goes to all the teaching and non teaching sta,, o, my institute and my 3riends.
#ate4 56277258 'mol 0. 9asar
:
>=CLAATION
I hereby declare that this roject 1eport titled /alent Management submitted by me is based on
actual work carried out by me under the guidance and supervision o, Mrs. Manish Gaikwad. 'ny
re,erence to work done by any other person or institution or any material obtained ,rom other
sources have been duly cited and re,erenced. It is ,urther to state that this work is not submitted
any where else ,or any examination.
). . Sap+al college o$ S#gnature o$ Student
Management Stud#e!.
)alyan# -#ll!, Sap+al )no(ledge -u",
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Amol. '. )a!ar
Tel.3415607 114285.
#ate4 56277258
;
C=TI?ICAT= ?OM T-= 9:I>=
/his is certi,y that 'mol 0hagwan 9asar has completed the roject 1eport on
/alent Management under my guidance and supervision , and submitted the report as laid down
by une <niversity, une. /he material that has been obtained ,rom other sources is duly
acknowledged in the report. It is ,urther certi,ied that the work or its part has not been submitted
to any other university or examination under my supervision. I consider this work worthy ,or the
award o, the degree o, Master in 0usiness 'dministration.
). . Sap+al college o$ S#gnature o$ 9u#de
Management Stud#e!.
)alyan# -#ll!, Sap+al )no(ledge -u",
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Name*
Tel.3415607 114285.
>ate*
Sr. No. Contents Page
No.
2 C%apter 2* Introduct#on
2.2 &bject o, the project
2.1 Introduction o, study
2.@ &bjectives o, the study
2.0 1ationale o, the study
2.5 =cope o, the roject
2.8 *imitations o, the =tudy
7-11
2
C%apter 1* e!earc% Met%odology
2.7 1eview o, literature
2.2 1esearch #esign and sample si+e
2.: rimary and secondary data and its
sources
2.; =tatement o, hypothesis
12-17
3
C%apter @* Pro$#le o$ t%e
Organ#Aat#on
:.7 Introduction o, the organi+ation
:.2 (etwork>roducts>0ranches o,
organi+ation
:.: 3low %hart o, the organi+ation
:.; Mission o, the organi+ation
18-25
4
C%apter 0* Introduct#on o$ Talent
Management
;.7 Introduction o, /alent Management
;.2 /alent Management v>s /raditional "1
'pproach
;.: <nderstanding /alent
;.; "uman %apital Management
26-30
Talent Management Survey
?
IndeB
@
Sr.
No.
Name o$ C%apter Page
No.
5
C%apter 5* Talent Management
?.7 Meaning and #e,inition o, /alent Management,
Importance o, /alent
Management.
?.2 %hallenges o, /alent Management,
?.: "ow to Manage /alentA
?.; =teps involved in /alent Management rocess
31-42
8
C%apter 8* Per$ormance appra#!al
@.7 What is er,ormance appraisalA
@.2 Methods o, er,ormance appraisal
@.: "ow per,ormance appraisal conduct in %ompany
*td.
[email protected]
;
C%apter ;* Career Plann#ng
6.7 Meaning, #e,inition and procedure o, %areer
planning,
6.2 0ene,its o, %areer lanning,
6.: "ow implement career planning in %ompany
*td, (asik.
6.; Succe!!#on Plann#ng* Meaning, #e,inition
Importance.
6.? Implementation in %ompany o, succession
planning.
54.84
<
C%apter <* Tra#n#ng and >evelopment
B.7 /raining and development4 Meaning, #e,inition,
rocedure, method.
B.2 "ow training is necessary ,or #evelopment
B.: Method o, training
B.; "ow training is conduct in %ompany ltd. (asikA
#ocumentation and procedure ,or training in
%ompany ltd. (asik.
82.86
6 C%apter 6* Conclu!#on and te!t#ng o$
%ypot%e!#!
;1.<4
6
24 C%apter 24* Sugge!t#on! and
recommendat#on!
<2.<5
22
Appendices
I Cuestionnaire
II 0ibliography
<8.<6
B
C%apter 2* Introduct#on
C%apter 2
2.2 Introduct#on o$ t%e !tudy
Talent Management
/alent management implies recogni+ing a personDs inherent skills, traits,
personality and o,,ering him a matching job. Every person has a uni.ue talent that
suits a particular job pro,ile and any other position will cause discom,ort. It is the job
o, the Management, particularly the "1 #epartment, to place candidates with
prudence and caution. ' wrong ,it will result in ,urther hiring, re2training and other
waste,ul activities. /alent Management is bene,icial to both the organi+ation and the
employees. /he organi+ation bene,its ,rom4 Increased productivity and capabilityF a
better linkage between individualsD e,,orts and business goalsF commitment o, valued
employeesF reduced turnoverF increased bench strength and a better ,it between
peopleDs jobs and skills. Employees bene,it ,rom4 "igher motivation and commitmentF
career developmentF increased knowledge about and contribution to company goalsF
sustained motivation and job satis,action.
In these days o, highly competitive world, where change is the only constant
,actor, it is important ,or an organi+ation to develop the most important resource o, all
2 the "uman 1esource. In this globali+e world, it is only the "uman 1esource that can
provide an organi+ation the competitive edge because under the new trade
agreements, technology can be easily trans,erred ,rom one country to another and
there is no dearth ,or sources o, cheap ,inance. 0ut it is the talented work,orce that is
very hard to ,ind.
/alent signals an ability to learn and develop in the ,ace o, new challenges.
/alent is about ,uture potential rather than past track record. =o talent tends to be
measured in terms o, having certain attributes, such as a willingness to take risks and
learn ,rom mistakes, a reasonable !but not too high$ level o, ambition and
competitiveness, the ability to ,ocus on Gbig pictureH issues, and an awareness o, their
own strengths, limitations and impact on others.
=everal talent management processes need to be in place on a strategic
level in order ensure its success. =uch processes>strategies include talent
identi,ication, recruitment I assessment, competency management, per,ormance
management, career development, learning management, compensation,
succession planning etc.
/alent management has a number o, bene,its to o,,er such as employee
engagement, retention, aligning to strategic goals in order to identi,y the ,uture
leadership o, the organi+ation, increased productivity, culture o, excellence and
much more.
8
2.1 O"ject#ve! o$ Study*.
In the current scenario o, cutthroat competition, every company has to survive
to satis,y its customers by providing them .uality products and services. /he summer
training at %ompany, was undertaken with a view to study certain ,undamental as
well as the commercial and operational aspects o, the company. /he training
involved the study o, the ,ollowing4
• /o understand the entire procedure o, /alent management
• /o understand the need o, /alent Management
• /o study the accuracy and .uality o, work o, employees by talent management
procedure.
• /o suggest possible improvement in /alent Management process.
75
2.; at#onale o$ t%e !tudy
/he GtalentH in an organi+ation re,ers to the current employees and their valuable
9nowledge, skills and competencies. /alent management !or succession management$
is the ongoing process o, analy+ing, developing and e,,ectively utili+ing talent to meet
0usiness needs. It involves a speci,ic process that compares current talent in a
department to the strategic business needs o, that department. 1esults lead to the
development and implementation o, corresponding strategies to address any talent
gaps or surpluses.
/alent management ,or the "1 %ommunity is a priority o, the "1 =trategy ,or
the "1 %ommunity. (ot only does the "1 =trategy support the "1 %ommunity as its
own pro,essional group, but it also recogni+es and will support the role human
resource pro,essionals have to help their clients become skilled, committed and
accountable public servants. /he implementation o, a talent management process that
is transparent and e.uitable is expected to create an environment ,or people to
develop their skills in preparation ,or a range o, ,uture possibilities thereby preparing
the workplace ,or changing roles. /he goal o, this process is to map the business
needs o, the "1 %ommunity with the potential and career development needs o, our
people in order to develop a comprehensive /alent Management lan.
77
2.< L#m#tat#on! o$ Study*.
7$ 'll the ,unctions are only related with the personnel department.
2$ *imitation about the working hour o, the worker in the ,actory.
:$ *imitation about the time and absenteeism.
;$ %ompany not allowing to disclose con,idential in,ormation
?$ /ime ,actor was the major limitation o, this survey. 0ecause during survey any
activity o, organi+ation which is directly or indirectly related to the production
process should not disturb due to survey.
O"ject o$ t%e project*
/his J/alent ManagementK roject I completed ,rom %ompany, 3or the
,ul,illment o, the ,ull time course o, M0' o, une university ,or the year 255822575.
In %ompany I made research on /alent Management process because company want
to know that, is it talent management is really bene,icial ,or them or not. I proved
them that talent management is really bene,icial ,or company by doing this project.
I completed this project because it was a re.uirement o, our M0' ,ull time
course. I learned various things in this project, like audit, =' "1 module, personal
administration. Etc.
72
C%apter 1* e!earc% Met%odology
7:
C%apter 1* e!earc%
Met%odology
ev#e( o$ l#terature
TAL=NT MANA9=M=NT CDS TA>ITIONAL -
APPOAC-
/raditional "1 systems approach people development ,rom the perspective o,
developing competencies in the organi+ation. /his can actually be a risk2prone
approach, especially ,or companies operating in ,ast evolving industries, since
competencies become redundant with time and new competencies need to be
developed. /hus, over time, the entire approach to development o, people might be
rendered obsolete calling ,or rethinking the entire development initiative.
/alent management on the other hand ,ocuses on enhancing the potential o, people by
developing capacities. %apacities are the basic #(' o, an organi+ation and also o,
individual potential.
>
Po#nt o$ >eparture
N
Nav#gat#on
A
Po#nt o$ Arr#val
In ,act, the ,ollowing appropriately describes the role o, talent management4
/ranslating organi+ational vision into goals and mapping the re.uired level o,
capacities and competencies to achieve goals aligning individual values and vision
with organi+ational values and vision.
%lear understanding o, the varied roles within the organi+ation and appreciation o, the
value2addition ,rom sel, and others leading to building a culture o, trust, sharing and
team orientation.
'ssessment o, talent to pro,ile the level o, capacities and set o, competencies
possessed within the organi+ation.
Enhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and trans,ormational roles in
an overall scenario o, acknowledged need ,or change.
7;
Gap analysis and identi,ication o, development path helping individuals reali+e their
,ull potential through learning I dev.
#eveloped individuals enabling breakthrough per,ormance
0.@ :nder!tand#ng Talent
/he idea o, developing talent is not a new concept in any business. In ,act
every success,ul company that has Dstood the test o, timeD has done so, 0ecause o,
their ability to attract, retain and get the best out o, their talent.
/oday we read o, a Dwar ,or talentH. /his has emerged, not because companies have
,orgotten about talent, or allowed it drop o,, o, the radar but, because in some
,undamental ways, the talent has changed. We have a new kind o, young person
entering the business world, with a very di,,erent world view, set o, values, priorities
and goals.
?ocu! 2* Attract#ng and recru#t#ng Talent*
In order to e,,ectively attract and recruit talented employees you need to
understand what talent is looking ,or in a career and how they will view your business
in terms o, ,itting in with their needs. )our approach to each one o, your potential
recruits needs to be altered to suit that they are.
0y examining this through the perspectives o, the di,,erent generations, we are able to
look at their attitudes to work what kind o, career, organi+ation and bene,its they are
looking ,or and know what kind o, techni.ues will ensure that your recruitment
process is success,ul in each generational context.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o attitudes to work
o career goals
o views on organi+ations and how they are currently run
o what bene,its each generation is looking ,or
o /echni.ues to attract the di,,erent generations4 what will make your
organi+ation stand outA
o /echni.ues to recruit the di,,erent generations4 how should the job o,,er be
presentedA
?ocu! 1* eta#n#ng and develop#ng Talent
7?
In order to e,,ectively retain and develop /alent you need to understand what the
generations are looking in a ,uture career and in an organi+ation. )our approach to
each one o, your employees needs to be altered to ,it individual goals and personal
needs.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o ?work ethics and values
o ?career planning
o ?work environments and culture
o ?bene,its and reward systems
o ?ways o, motivating
?ocu! @* Manag#ng Talent
'n in depth look at how the generations internali+e authority will enable you to adjust
your management style to ,it in with who they are.
We are able to look at the attitudes o, the di,,erent generations to leadership and
managementF what kind o, management approaches will ensure that you gain maximum
loyalty, productivity and job satis,action ,rom each o, your employees.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o ?attitudes to authority
o ?management styles ,or the di,,erent generations including con,lict management
o ?leadership styles used by the di,,erent generations
o ?speci,ic techni.ues to help you manage di,,erent generations including
communication and ,eedback pre,erences
o ?coaching and mentoring pre,erences including
? ?/he role o, coach
? ?/he coaching process
?"ow to plan ,or and create conversations
e!earc% Met%odology
1esearch Methodology is a way to systematically solve the research problems. It
may be understand as a science o, studying how research is done scienti,ically. In it
we are studying his research problems along with the logic behind them. It is
7@
necessary the researcher to know not only the research method techni.ues but also the
methodology.
Type! o$ e!earc%*.
It is descriptive type o, research. #escriptive 1esearch survey and ,act ,inding
in.uiries o, di,,erent kind. /he major purpose o, descriptive research is descriptive
the state o, a,,airs, as it exist at present. /he main control over the variableF he can
only report what has to discover the even when there he cannot the variable. /he
methods has to researcher utili+ed in descriptive research are survey methods o, all
kind.
>ata Source*.
/he source o, project depends on accurate data. /hatHs why data collecting the
appropriate data, which di,,er considerable in context money, cost, time and other
resources at the disposal researcher.
/here are two types o, data collection methods available42
7$ rimary #ata %ollection Method.
2$ =econdary #ata %ollection Method.
76
1.@ Pr#mary And Secondary data
27 Pr#mary >ata Collect#on Met%od.
rimary data are those that are obtain by the user ,or ,ul,illment their purpose. I
have taken rimary #ata through personal visit o, "1 head, and "1 executive, o,
%ompany *td. 't all levels and observation methods to get more reliable in,ormation.
I also collected primary data by ,illed, G)esH or G(oH ,ormat .uestionnaire by the
employee o, %ompany, /his data helped me to justi,y the statements that have made
in this project.
17 Secondary >ata Collect#on Met%od.
/he =econdary #ata is that which is already collected and stored or we can say
already saved or ready data by others. I got secondary data ,rom their journals,
records, specimen o, appraisal ,orm etc. 'nd ,rom newspapers maga+ines, articles,
internet etc I got basic in,ormation o, /alent Management. I collect secondary data by
re,erring some specimen o, company and by re,erring some books and web sites o,
company ,rom internet.
7B
1.0 Statement o$ -ypot%e!#!
"ypotheses are the essential assumptions which the researcher ,ormulates
about the possible causes, ,indings and ultimate output o, the issue in under research.
<nder hypotheses mere assumptions or suppositions are made which are to be proved
or disproved. 3or researcher it is a ,ormal .uestion that he intends to resolve. '
hypotheses consist either o, a suggested explanation ,or a phenomenon or o, a
reasoned proposal suggesting a possible correlation between multiple phenomenon.
/he assumptions be true or ,alse are to be proved through the completion o, project.
T%e %ypot%e!e! $or t%#! project are a! $ollo(!*
Null -ypot%e!#!*
? Employee taking bene,its ,rom /alent Management =ystem
? Employee can retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance increased by talent management
? Employee turnover o, organi+ation a,,ected by /alent Management rocedure
Alternate -ypot%e!#!*
? Employee are not able to take bene,its ,rom /alent Management =ystem
? Employee can not retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance can not increased by talent management.
? /alent Management is not a,,ecting on employee turnover o, organi+ation
78
25
C%apter @* Pro$#le o$ t%e
Organ#Aat#on.
@.2 -#!tory o$ Company
?ounder o$ Company.Werner von Company
Born- 13 Dec. 1816 to 6 December 1892
%ompany was ,ounded by Werner von %ompany on 21 Octo"er, 2<0;. 0ased on
the telegraph, his invention used a needle to point to the se.uence o, letters, instead o,
using Morse code. /he company L then called Telegraphen-Bauanstalt von Company
& Halske L opened its ,irst workshop on &ctober 72.
In 7B;B, the company built the ,irst long2distance telegraph line in EuropeF ?55 km
,rom 0erlin to 3rank,urt am Main. In 7B?5 the ,ounderDs younger brother, =ir William
%ompany !born %arl Wilhelm %ompany$, started to represent the company in *ondon.
In the 7B?5s, the company was involved in building long distance telegraph networks
in 1ussia. In 7B??, a company branch headed by another brother, %arl von %ompany,
opened in =t etersburg, 1ussia. In 7B@6, %ompany completed the monumental Indo2
European !%alcutta to *ondon$ telegraph line.
In 7BB7, a %ompany '% 'lternator driven by a watermill was used to power the
worldDs ,irst electric street lighting in the town o, Godalming, <nited 9ingdom. /he
company continued to grow and diversi,ied into electric trains and light bulbs.
's Werner had envisioned, the company he started grew ,rom strength to strength
in every ,ield o, electrical engineering. 3rom constructing the worldDs ,irst electric
railway to laying the ,irst telegraph line linking 0ritain and India, %ompany was
responsible ,or building much o, the modern worldDs in,rastructure.
%ompany is today a technology giant in more than 785 countries, employing some
;;5,555 people worldwide. &ur work in the ,ields o, energy, industry,
27
communications, in,ormation, transportation, healthcare, components and lighting has
become essential parts o, everyday li,e.
While Werner was a tireless inventor during his days, %ompany today remains a
relentless innovator. With innovations averaging 7B a day, it seems like the revolution
Werner started is still going strong.
In 7B85, the ,ounder retired and le,t the company to his brother %arl and sons
'rnold and Wilhelm. %ompany I "alske !=I"$ was incorporated in 7B86. In 7856
%ompany had :;,:2; employees and was the seventh2largest company in the German
empire by number o, employees.
In 7878, =I" and two other companies jointly ,ormed the &sram lightbulb company.
' -apanese subsidiary was established in 782:.
#uring the 7825s and 78:5s, =I" started to manu,acture radios, television sets, and
electron microscopes.
22
@.@ COMPANY A9 . A Strong 9lo"al Pre!ence
%ompany is a world2class supplier o, electrical and electronics products and
system serving one o, the longest and most diversi,ied markets worldwide. %ompany
*td. in India is a subsidiary o, %ompany 'G, Germany. %ompany 'G have been
closely involved with developments that are at the leading edge o, electrical and
electronics engineering ever since the pioneering inventions o, the ,ounder o, the
company L Werner Mon %ompany.
%ompany strength, ac.uired over many decades o, pioneering research and
practical experience, lies in the development o, advance technologies and in their
timely application to a wide range o, high Cuality, Innovative and cost e,,ective
products. 's a global company, %ompany have manu,acturing, sales and services
,acilities in more than 765 countries. Employees worldwide in the o,,ices, ,actories,
laboratories and service organi+ations total to about :, 85,@55. 'll committed to
providing the highest standards o, technological competence that %ompany has been a
synonym ,or, right since inception.
In todayHs ,iercely competitive business environment, corporate strength can
be achieved and maintained only with a strong base o, highly .uali,ied and motivated
employees. Cuali,ied pro,essional training however provides merely the basis ,or a
success,ul career. %hanges in technology and the business environment occur so
rapidly that know2how and skills must be constantly updated, enhanced or completely
supplanted. Each year more than 7?5555 employee at %ompany 'G participate in
over 25555 seminars and courses designated to none pro,essional and personal skills.
While 75B55 trainees are undergoing training in manu,acturing, technical and
commercial trades.
2:
@.0 Company #n Ind#a
%ompany association with India began in 7B@6 when WernerLMon2%ompany
personally supervised the laying o, the ,irst sub marine telegraph line between
%alcutta and *ondon. /his historical event marked with the beginning o, a long and
,ruit,ul association. %ompany and India have grown together. In making the countryHs
priorities its own, %ompany has put its experience and expertise in areas o, national
importance. %ompany have played an active role in the technological progress
experienced in the last ,our decades. %ompany grew out o, a response to the needs o,
the nation. /oday %ompany involvement re,lects the current trends in electronic and
electrical technology in switchgear, motors, drivers, automation systems, power
generation and distribution, projects, transport, medical engineering, communications
and components.
%ompany have about B555 employees in India and an extensive network
which includes 75 works, : training %enters !<nits$, 6 sales o,,ices, 2: representative,
:55 dealers, =ystem houses and =ervice %enters, all geared to meet the re.uirement o,
customer.
0eing closely associated with our principals %ompany 'G, Germany gives
%ompany in India access to the worldHs latest developments in every ,ield. /his
%ombined with its experience in India makes %ompany the ideal partner ,or
cataly+ing the countryHs progress.
2;
@.1 Company Product
?ounded #n 2<0; at 'erl#n, Pru!!#a ?ounder3!7 /erner von Company
-ead&uarter! at 'erl#n and Mun#c%.
Product! and Serv#ce!
Commun#cat#on Sy!tem! Po(er 9enerat#on
Automat#on L#g%t#ng
2?
Med#cal tec%nology Tran!portat#on and Automot#ve
2@
Tra#n! and Tram! /ater Tec%nolog#e!
'u#ld#ng Tec%nolog#e! -ome Appl#ance!
?#re Alarm! IT Serv#ce!
26
?#nanc#ng Con!truct#on
2B
C%apter 0* Introduct#on o$
Talent
Management.
C%apter 0* Introduct#on
0.2 Mean#ng >e$#n#t#on
/ith businesses going global and competition becoming intense, there is
mounting pressure on organi+ations to deliver more and better than be,ore.
&rgani+ations there,ore need to be able to develop and deploy people who can
articulate the passion and vision o, the organi+ation and make teams with the energy
to per,orm at much higher levels.
/hese people build and drive the knowledge assets o, a corporation, the value o,
which has been established to be many times more than the tangibles. /he capacity o,
an organi+ation to hire, develop and retain talent is there,ore the most crucial business
process and priority on the %E&Hs agenda.
/he 7885Hs ended with a call2to2arms to ,ight Jthe war ,or talentK. While the war ,or
talent clearly has cooled in the early stages o, the 27st century, dampened by
economic doldrums I concerns with global securityF the rear battle to attract,
motivate, development I retain talent is going to heat up considerably. ' looming
demographic time2bomb will make /alent Management a priority ,or organi+ations.
' host o, issues like4 loss o, human capital, talent shortages, ageism, and cultural
clash has made ac.uiring I managing talent di,,icult.
/alent Management describes the process through which employers o, all kinds L
3irms, Govt., and (on2pro,it organi+ations L anticipate their human capital needs I
set about meeting them. /hus /alent Management re,ers to4 getting the 1IG"/
E&*E with the 1IG"/ =9I**= into the 1IG"/ -&0=.
28
It is a pro,essional term, also known as J"uman %apital ManagementK that
re,ers to the process o, developing I ,ostering new workers through on boarding,
developing I keeping current workers I attracting highly skilled workers to work ,or
your company. %ompanies that are engaged in /alent Management are strategic I
deliberate in how they recruit, manage asses, develop I maintain an organi+ationHs
most important resource L its E&*E. /his term also incorporates how companies
drive per,ormance at the individual level.
#ecisions about /alent Management shape the competencies that organi+ations have
I their ultimate successF I ,rom the perspectives o, individuals, these decisions
determine the path I pace o, careers. We may thus understand that this term is
usually associated with competency based "1M practices. /alent Management
decisions are o,ten driven by a set o, organi+ational core competencies as well as
position L speci,ic competencies. /he competency set may include knowledge, skills,
experience I personal traits.
0.1 -uman cap#tal management
%ompanies that engage in talent management !"uman %apital Management$
are strategic and deliberate in how they source, attract, select, train, develop, retain,
promote, and move employees through the organi+ation. 1esearch done on the value
o, such systems implemented within companies consistently uncovers bene,its in
these critical economic areas4 revenue, customer satis,action, .uality, productivity,
cost, cycle time, and market capitali+ation. /he mindset o, this more personal human
resources approach seeks not only to hire the most .uali,ied and valuable employees
but also to put a strong emphasis on retention. =ince the initial hiring process is so
expensive to a company, it is important to place the individual in a position where his
skills are being extensively utili+ed.
/he term talent management means di,,erent things to di,,erent organi+ations.
/o some it is about the management o, high2worth individuals or Nthe talentedN whilst
to others it is about how talent is managed generally 2 i.e. on the assumption that all
people have talent which should be identi,ied and liberated. 3rom a talent
management standpoint, employee evaluations concern two major areas o,
measurement4 per$ormance and potent#al. %urrent employee per,ormance within a
speci,ic job has always been a standard evaluation measurement tool o, the
pro,itability o, an employee. "owever, talent management also seeks to ,ocus on an
employeeHs potential, meaning an employeeHs ,uture per,ormance, i, given the proper
development o, skills.
/he major aspects o, talent management practiced within an organi+ation must
consistently include.
:5
• per,ormance management
• leadership development
• work,orce planning>identi,ying talent gaps
• recruiting
/his term o, talent management is usually associated with competency2based
human resource management practices. /alent management decisions are o,ten
driven by a set o, organi+ational core competencies as well as position2speci,ic
competencies. /he competency set may include knowledge, skills, experience, and
personal traits !demonstrated through de,ined behaviors$. &lder competency
models might also contain attributes that rarely predict success !e.g. education,
tenure, and diversity ,actors that are illegal to consider in relation to job
per,ormance in many countries, and unethical within organi+ations$.
:7
C%apter 5* Talent
Management
C%apter 5* Talent Management
5.2 Mean#ng and de$#n#t#on
/alent management implies recogni+ing a personDs inherent skills, traits,
personality and o,,ering him a matching job. Every person has a uni.ue talent that
suits a particular job pro,ile and any other position will cause discom,ort. It is the job
o, the Management, particularly the "1 #epartment, to place candidates with
prudence and caution. ' wrong ,it will result in ,urther hiring, re2training and other
waste,ul activities.
/alent Management is bene,icial to both the organi+ation and the employees. /he
organi+ation bene,its ,rom4 Increased productivity and capabilityF a better linkage
between individualsD e,,orts and business goalsF commitment o, valued employeesF
reduced turnoverF increased bench strength and a better ,it between peopleDs jobs and
skills. Employees bene,it ,rom4 "igher motivation and commitmentF career
developmentF increased knowledge about and contribution to company goalsF
sustained motivation and job satis,action.
In these days o, highly competitive world, where change is the only constant ,actor,
it is important ,or an organi+ation to develop the most important resource o, all 2 the
"uman 1esource. In this globali+e world, it is only the "uman 1esource that can
provide an organi+ation the competitive edge because under the new trade
agreements, technology can be easily trans,erred ,rom one country to another and
there is no dearth ,or sources o, cheap ,inance. 0ut it is the talented work,orce that is
:2
very hard to ,ind. /he biggest problem is how to retain the present work,orce and stop
them ,rom .uitting
Importance
3irst, let us look at some o, the reasons ,or the importance o, talent management.
• 9lo"al#Aat#on*
(ow ,or any jobseeker the whole world is the potential place to ,ind
employment. &ne can know the opportunities available in any part o, the world easily
and the number o, talent seekers has also increased.
• Increa!ed Compet#t#on*
Increased competition in the market place has necessitated the need ,or
consistently good per,ormance on the side o, organi+ations. /hese have made the
companies to put in all e,,orts to hire and retain the best talent in the respective ,ield
o, operation.
• Increa!#ng )no(ledge*
::
/he knowledge era has necessitated the retaining o, those talents which have the
ability to assimilate new technologies and knowledge, which are growing at a pace
never seen be,ore.
-o( Talent Management #mportant $or an Organ#Aat#on*
27 Co!t cutt#ng*
&ne experienced I skilled employee can replace instead o, two or more
employees. &rgani+ation can save hundreds o, thousands o, dollars.
17 MaB#mum Output
&rgani+ation can make maximum out put in minimum resources.
@7 T#me Sav#ng tec%n#&ue
It is a time saving techni.ue. 0ecause ,or every job a skilled person
can place. ItHs help,ul to complete job in minimum time
07 Per$ect#on #ncrea!e
#ue to skilled employee er,ection in work is increase. /here is low
probability o, mistakes.
-o( Talent Management #mportant $or an =mployee*
• ecru#tment
ItHs ensuring that right people are attracted to the organi+ation, due to
providing exposure ,or there skills.
• etent#on
#eveloping and implementing practices that reward and support employees.
• =mployee development
Ensuring continuous in,ormal and ,ormal learning and development.
• Leader!%#p and E%#g% potent#al employeeE development
=peci,ic development programs ,or existing and ,uture leaders.
• Per$ormance management
:;
=peci,ic processes that nurture and support per,ormance, including
,eedback>measurement.
• /or+$orce plann#ng
lanning ,or business and general changes, including the older work,orce and
current>,uture skills shortages.
Culture
#evelopment o, a positive, progressive and high per,ormance Nway o,
operatingN.
5.1 T%e C%allenge
/he challenge o, talent management has two ,aces. 3irst is how to ,ind new
people and second is how to retain the present work,orce. Each o, the challenges has
to be tackled in the most e,,icient way possible so that the organi+ation can achieve its
objectives.
T%e ?#r!t C%allenge . /%ere to $#nd ne( talentF
'll the organi+ations are ,inding loads o, business opportunities and
conse.uently, their revenues are growing at a rapid pace. /he increasing business
opportunities has necessitated that these organi+ations go in ,or massive recruitment.
0ut, the .uestion is where to ,ind the best talent which is able to ,it the job description
and also adjust to the organi+ationHs values and norms. I, we scan the environment,
we ,ind there is a shortage o, skilled work,orce that can be employed.
=ome o, the possible reasons that have led to the shortage are4 2
>emograp%#c Con!tra#nt!*
/his is a common problem ,aced by many o, the developed countries, where
a large chunk o, its population is nearing the age o, retirement or is over ?5 years.
<=', Germany and -apan are ,acing the same problem. 'll these countries will see a
decline in their work,orce and talent. In the coming years, they will see a great
shortage in their skilled pro,essionals.
:?
=B#!t#ng =ducat#onal Sy!tem*
/he graduates and the postgraduates that are being churned out o, the
universities are ,ound to be ill2e.uipped to handle the challenges o, the workplace.
/hey are mostly e.uipped with only the theoretical aspects o, the issues and lack the
application part. /he educational system is ,aulty and does not take industry needs
into consideration, resulting in a mismatch between industry re.uirements and
educational preparation.
Co!t ?actor*
1ecruiting new employees is becoming tougher and tougher in the
developing countries, where the "1 department has to sort out thousands o,
applications ,or a hand,ul o, jobs. 3inding right person ,or the right job becomes a
very di,,icult process. It also involves very high cost to conduct the recruitment and
selection process ,or such a large population o, applicants.
Attract#ng t%e 'e!t Talent*
/his is another challenge. 's was the case in the past, the best available talent
is not just motivated by the name and ,ame o, the organi+ation. (ot any more. /hey
have a new set o, motivators like 2 challenging work, conducive work environment
and ,reedom ,rom bureaucratic structure.
T%e Second C%allenge . -o( to reta#n t%e eB#!t#ng employee!F
Gone are the days when a person would join an organi+ation in his mid225s and
would work till his retirement in the late2?5s. /oday the young pro,essionals hop jobs,
especially during the ,irst ;2? years o, their work li,e. /hough the Indian service
industry is basking in the light o, outsourced jobs ,rom the developed countries, they
also cannot ignore the ,act that the 0& industry is also ,acing one o, the highest
attrition rates, in ,act never heard be,ore in India, o, around :?O.
It is a ,act that itHs the people that add value to organi+ations. It is also a ,act that
humans are a restless species who, unlike the immovable 0anyan /ree, cannot stay
rooted in one place. eople need to move on ,or one reason or another, and the
organi+ation stands to lose.
Let u! loo+ at !ome o$ t%e rea!on! "e%#nd t%e ma!!#ve attr#t#on rate!* .
7. Gap between organi+ational values and goals and the personal values and
goals is one o, the major reasons o, the attrition rates. I, they go parallel, there
is no way both would be satis,ied and inevitably, the organi+ation would lose
out on a talented employee.
2. Working environment is another major ,actor. Employees in the knowledge era
demand creative and a democratic work environment. 3ailure on the part o,
the management to provide such an environment will result in a talented
employee leaving the organi+ation.
:. /he competitive world has made sure that there is high work pressure on the
employees o, any organi+ation. /his has led to psychological problems like
stress, and in extreme situations, total burnouts. It also leads to other health
related problems.
;. Movement ,or higher salary is also common among the younger pro,essionals.
/here is no shortage ,or organi+ations who are looking ,or talented employees
and who are ready to shell out a he,ty salary ,or a talented person. &ther lures
like better job opportunities, higher posts and overseas assignments are also
major ,actors in the attrition rates.
?. (ot taking proper care during the recruitment and selection process and not
taking proper care to ,it the right person to the right job also breeds
dissatis,action among the employees.
@. 0ad or opa.ue policies ,rom management on issues o, succession planning
and promotion, appointments ,or senior positions also is a major ,actor which
makes the organi+ation lose out on the talented employees.
6. /he pro,essionals have di,,erent aspirations at di,,erent times o, their career.
#uring the initial years, they have good salary and ,oreign assignments. (ext
on the list is working on cutting edge technology. More seasoned pro,essionals
look ,or learning opportunities. =o employees tend to move to those
organi+ations which provide them with means to ,ul,ill their aspirations.
1etaining the present employees is o, the ,oremost importance to the organi+ations
becauseF the company would have already incurred heavy costs in the ,orm o, training
and development. (ow i, the organi+ation has to look ,or a replacement ,or the
employee who has le,t, it involves a lot o, costs like 2 hiring costs, training costs and
the induction costs.
'lso it takes some time ,or the new employee to adjust to the new work environment.
#uring this time the productivity o, the employee will be low. /he "1 department
:6
will have to ,it the new employee into a proper role in the organi+ation. 'part ,rom
causing the company a monetary loss and breaks in their day2to2day operations,
attrition contributes to knowledge trans,er, which is a great loss and adversely a,,ects
business.
5.@ -o( to Manage t%e TAL=NTF
It is now proved beyond doubt that, in the era o, technology and knowledge, talent is
in the driving seat. &ne who possesses it dictates. (ot he who pays ,or it. It is the
demand o, the time that business leaders elevate management o, talent to a burning
corporate priority. It is not a walk in the park ,or the talent market. Cuality people are
no longer available in plenty, easily replaceable and relatively inexpensive.
/hese are some o, the measures that should be taken into account to hire and retain
talent in the organi+ation, to be e,,icient and competitive in this highly competitive
world4 2
-#re t%e #g%t People*
roper care must be taken while hiring the people itsel,. It would be bene,icial ,or
an organi+ation to recruit young people and nurture them, than to substitute by hiring
,rom other organi+ations. Cuestions to be asked at this stage are4 Whether the person
has the re.uisite skills needed ,or the jobA Whether the personDs values and goals
match with those o, organi+ationsA In short, care must be taken to ,it the right person
to the right job.
)eep t%e Prom#!e!*
Good talent cannot be motivated by ,ake platitudes, hal,2truths and broken
promises. <n,ul,illed expectations can breed dissatis,action among the employees and
make them either leave the organi+ation or work below their productive level.
romises made during the hiring stage must be kept to build loyalty among the
employees, so that they are satis,ied and work to their ,ullest capability.
9ood /or+#ng =nv#ronment*
:B
It has to be accepted by the organi+ations that highly talented persons make their
own rules. /hey have to be provided with a democratic and a stimulating work
environment. /he organi+ational rules must be ,lexible enough to provide them with
,reedom to carry out their part o, task to their liking, as long as the task is achieved.
&pportunities should also be provided to the employees to achieve their personal
goals.
ecogn#t#on o$ Mer#t*
It is highly motivating ,or any person i, his talent is recogni+ed and is suitably
rewarded. &ne way is providing them with salary commensurate with their
per,ormance. romotions and incentives based on per,ormance are another way o,
doing it. 'nother way is by providing them with challenging projects. /his will
achieve two objectives 2 it makes employee ,eel that he is considered important !a
highly motivating ,actor$ and gets the work done in an e,,icient manner and brings out
the best in the employee.
Prov#d#ng Learn#ng Opportun#t#e!*
Employees must be provided with continuous learning opportunities on and o,,
work ,ield through management development programs and distance learning
programs. /his will also bene,it the organi+ation in the ,orm o, highly talented
work,orce.
S%#eld#ng $rom -#g% /or+ Pre!!ure*
I, an organi+ation has to make the most o, the available talent, they should be
provided with ade.uate time to relax, so that they can did2stress themselves. It is very
important to provide them with holidays and all2expenses2paid trips, so that they can
come back re,reshed to work and with increased energy. /hey must also be
encouraged to pursue their interests which are also a good way o, reducing work
environment stress. 1ecreation clubs, entertain programs, ,un activities with in the
work area will also reduce the work li,e stress o, the employees and develop
camaraderie among the workers and result in a good working environment.
TAL=NT G P=?OMANC=
&rgani+ations provide individuals the opportunity and space ,or physically
mani,esting their talent into per,ormance ,or achieving individual and organi+ational
vision. /alent mani,ests into per,ormance as ,ollows4
:8
Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Encouragement & Recognition
+
Training & Development
+
Coaching
+
Action Plan & Goals
+
Resources
Performance
Management
/hus the domain o, talent management ,ocuses not only on development o,
individualHs intrinsic capacities, but also on culture building and change management
to provide the other elements listed above ,or mani,estation o, talent into
per,ormance.
T%e Ne( - M#!!#on and Talent Management Proce!!e!
Many challenging work,orce issues con,ront "1, including4
"eightened competition ,or skilled workers.
Impending retirement o, the baby boomers.
*ow levels o, employee engagement.
'cknowledgement o, the high cost o, turnover.
'rduous demands o, managing global work,orces.
Importance o, succession planning.
&,, shoring and outsourcing trends.
/his re.uires new thinking and a new mission to achieve business success. /hese
,actorsPcoupled with the need to align people directly with corporate goalsPare
;5
,orcing "1 to evolve ,rom policy creation, cost reduction, process e,,iciency, and
risk management to driving a new talent mindset in the organi+ation.
&ne important distinction is the evolution o, the di,,erence between tactical "1 and
strategic talent management. /ransactional "1 activities are administrative
overhead. /alent management is a continuous process that delivers the optimal
work,orce ,or your business.
In this new modelPinstead o, being the owners o, processes, ,orms, and
complianceP"1 becomes the strategic enabler o, talent management processes
that empower managers and employees while creating business value.
With this view, talent management may be de,ined as the implementation o,
integrated strategies or systems designed to improve processes ,or recruiting,
developing and retaining people with the re.uired skills and aptitude to meet current
and ,uture organi+ational needs.
'necdotally, talent management is o,ten de,ined as per,ormance management,
incentive compensation, or talent ac.uisition. /alent management is also o,ten
con,used with leadership development. 'lthough leadership development is a
crucial ,unction o, your organi+ation, ,ocusing on it exclusively is a legacy o, last
century. &ur modern service and knowledge economies in the talent age re.uire a
broad and holistic view. ' high per,ormance business depends on a wide range o,
talent.
/aleoHs graphical representation emphasi+es the mandate o, talent management to
respond to business goals and conse.uently be the driver o, business per,ormance.
/alent management is depicted as a circularPnot a linearPset o, activities.
5.0 /%y Talent ManagementF
Work,orce cost is the largest category o, spend ,or most organi+ations.
'utomation and analysis o, your recruiting and hiring processes provides the
immediate work,orce visibility and insights you need to signi,icantly improve your
bottom line. er,ormance management provides the ongoing processes and
practices to maintain a stellar work,orce.
/oday, many organi+ations are struggling with silos o, "1 processes and
technologies. /he ,uture o, talent management is embodied in solutions designed
,rom the ground up to provide business2centric ,unctionality on a uni,ied talent
management plat,orm.
;7
=ince nearly all competitive business ,actors have become commoditi+ed, talent is
what ultimately drives business success and creates value. Lead#ng organ#Aat#on!
rely on /aleo !olut#on! and !erv#ce! to assess, ac.uire, develop, and align talent
with business objectives while signi,icantly reducing process costs, improving
.uality o, hire, reducing risk, and achieving higher levels o, per,ormance.
/hough it may seem intuitive, it is worthwhile to articulate the ,undamental
signi,icance o, success,ul talent management practices4
/he key enabler o, any organi+ation is talent.
/he .uality o, your people is your last true competitive di,,erentiator.
/alent drives per,ormance.
/alent management re.uires strong executive support, along with systems and
processes all directed towards having the right talent doing the right work at the
right time. /hatHs when talent truly drives higher business per,ormance.
Ind#rect #mplementat#on o$ Talent Management #n
Company Ltd., Na!#+ /or+!. 'y $ollo(#ng Step!*
Per$ormance appra#!al
Career Plann#ng
Succe!!#on Plann#ng
;2
Tra#n#ng and >evelopment
;:
C%apter 8* Per$ormance
Appra#!al
C%apter* 8 Per$ormance appra#!al!
8.2 /%at #! Per$ormance Appra#!alF
Mean#ng* 2 er,ormance appraisal is a method o, evaluating the behavior o,
employees in the work spot, normally including both the .uantitative and .ualitative
aspects o, job per,ormance. er,ormance here re,ers to the degree o, accomplishment
o, the tasks that make up an individualGs job. It indicates how well an individual is
,ul,illing the job demands. &,ten the term is con,used with e,,ort, but per,ormance is
always measured in terms o, results and not e,,orts.
Need o$ Per$ormance Appra#!al*
.er,ormance appraisal is needed in order to4
!7$ rovides in,ormation about the per,ormance ranks, basing on which
decision regarding salary ,ixation, con,irmation, promotion, trans,er and
demotion are taken.
!2$ rovide ,eedback in,ormation about the level o, achievement and behavior
o, subordinate. /his in,ormation helps to review the per,ormance o, the
subordinate, recti,ying per,ormance de,iciencies and to set new standards
o, work, i, necessary.
!:$ rovide in,ormation, which helps to counsel the subordinate.
!;$ rovide in,ormation to diagnose de,iciency in employee regarding skill,
knowledge, determine training and developmental needs and to prescribe
the means ,or employee growth provides in,ormation ,or correcting
placement.
;;
!?$ /o prevent grievances and in disciplinary activities.
Purpo!e
er,ormance appraisal aims at attaining the di,,erent purpose. /hey are4
!7$ /o create and maintain a satis,actory level o, per,ormance.
!2$ /o contribute to the employee growth and development through training
sel, and management development programs.
!:$ /o help the superiors to have a proper understanding about their
subordinates.
!;$ /o guide the job changes with the help to continuous ranking.
!?$ /o ,acilitate ,air and e.uitable compensation based on per,ormance.
!@$ /o ,acilitate ,or testing and validating selection tests, interview techni.ues
through comparing their scores with per,ormance appraisal ranks.
!6$ /o provide in,ormation ,or making decisions regarding lat o,,,
retrenchment etc.
!B$ /o ensure organi+ational e,,ective through correcting employee ,or
standard and improved per,ormance, and suggesting the change in
employee behavior.
8.1 Met%od! o$ Per$ormance Appra#!al*
/he methods o, per,ormance 'ppraisal are basically classi,ied as
/raditional Methods, Modern Methods and result L &riented 'ppraisal4 2
a$ /he /raditional Methods consists o, GGraphic 1ating =calesH,H 1anking
MethodH,H aired comparison MethodH, G3orced #istribution MethodH,
G%hecklist methodH, GEssay or ,ree ,rom '1'I='*H, GGroup 'ppraisal
and Gcon,idential 1eportH.
;?
b$ Modern Methods o, evaluating per,ormance appraisal are G0ehaviorally
'nchored 1ating =calesH, 'ssessment %enterH, "uman 1esource
'ccountingH, Management by objectivesH, sychology 'ppraisalH.
:!e! o$ Per$ormance Appra#!al!42
? er,ormance Improvement4 er,ormance ,eedback allows the employee,
manager, and personnel specialists to intervene with appropriate actions to
improve per,ormance.
? %ompensation 'djustmentsF er,ormance evaluations help decision2
makers determine who should receive pay raises. Many ,irms grant part or
all o, their pay increases and bonuses based upon merit, which is
determined mostly through per,ormance appraisals.
? lacement #ecisions4 romotions, trans,ers, and demotions are usually
based on past or anticipated per,ormance. &,ten promotions are a reward
,or past per,ormance.
? /raining and #evelopmentF oor per,ormance may indicate the need ,or
retraining. *ikewise, good per,ormance may indicate untapped potential
that should be developed.
? %areer lanning and #evelopment4 er,ormance ,eedback guides career
decisions about speci,ic career paths one should investigate.
? =ta,,ing rocess #e,iciencies4 Good and 0ad per,ormance implies
strength or weakness in the personnel departmentGs sta,,ing procedures.
? In,ormational Inaccuracies4 oor per,ormance may indicate errors in job
analysis in,ormation, human resource plans, or other parts o, the personnel
management in,ormation system. 1eliance on inaccurate in,ormation may
have led to inappropriate hiring, training, or counseling decisions.
? -ob #esign Errors4 oor per,ormance may be a symptom o, ill2conceived
job designs. 'ppraisals help diagnose these errors.
? E.ual Employment &pportunity4 'ccurate per,ormance appraisals that
actually measure job L related per,ormance ensure that internal placement
decisions are not discriminatory.
? External %hallenges4 =ometimes per,ormance is in,luenced by ,actor
outside the work environment, such as ,amily, ,inancial, health, or other
;@
personal matters. I, uncovered through appraisals, the human resource
department may be to provide assistance.
? 3eedback to "uman 1esources4 Good>bad er,ormance throughout the
organi+ation indicates how well the human resource ,unction is
per,orming.
Trad#t#onal and modern Met%od! o$ Per$ormance Appra#!al
;6
METHODS OF PERFORMANCE APPRAISAL
Traditional methods Modern Methods
1) Graphic rating scales 1) Behaviorally anchored rating scales
2) Ranking Method 2) Assessment centers
3) Paired comparison method 3) Human Asset accounting method
4) Forced distribution method 4) Management by Objectives method
5) Checklist methods 5) 360° Performance appraisal method
a) Simple Checklist
b) Weighted checklist
c) Critical incident method
8.@ -o( #mplement per$ormance appra#!al.
Introduct#on
(ow a dayHs er,ormance appraise is very important ,rom company point o,
view. It is use to take various managerial decision. E.g. decision regarding
employeeHs increment or decision regarding employeeHs ,uture career planning etc.
In %ompany they use JGrading and 1anking Jmethod to appraise per,ormance o,
there employee.
/%o Appra#!e
er,ormance appraise by "ead o, the department or ,rom the superior.
/hey did not conduct per,ormance appraisal on o,,icerHs level it conduct only on
o,,icerHs basis.
In %ompany er,ormance is appraising by head o, the department, =upervisor,
manager, etc.
Proce!!*
"ead o, the department submit one copy o, per,ormance appraisal to "1
#epartment and discuss with the employee whose per,ormance is down. &ne copy o,
per,ormance appraisal report is attached to that employees personnel ,ile as a record.
I, that employees per,ormance is going down then head o, the department can
talk with that employee regarding increase per,ormance. Even "r Manager also
should talk with that employee to know his problem and "1 Manager should
motivate that employee to increase per,ormance.
;B
Employees increment is depend upon there per,ormance. "ead o, the department or
"1 manager may stop increment o, employee regarding low per,ormance.
9eneral u!e o$ per$ormance report #n Any Company*
Need o$ tra#n#ng.
"ead o, the department or "1 manager can decide whether employee
needs training ,or good per,ormance or not.
Career Plann#ng.
%areer planning generally use to retain skilled employee. /hey can ,ind out
skilled employee ,or skilled employees career planning ,rom per,ormance appraisal
report.
Succe!!#on plann#ng*
3rom per,ormance appraisal 1eport %ompany can select candidate to make
succession planning.
'ene$#t! o$ employee to company
%ompanyHs employee are companyHs asset, it is help,ul to calculate that
companyHs employee how much give returns to company. &r which employee is
bene,icial ,or company and which is not bene,icial.
;8
?5
C%apter ;* Career Plann#ng
C%apter* ; Career Plann#ng
;.2 Introduct#on and mean#ng
Introduct#on
/he career is all the jobs that are held during ones working li,e. 'ccording to
GE.0. 3lippoH, career is a se.uence o, separate but related work activityHs that
provides continuity, order and meaning in a personHs li,e.
>e$#n#t#on*
7$ Edwin 3lippo de,ine a career as a se.uence o, separate but related work
activities that provides continuity, order and meaning in a persons li,e.
2$ Wreather and #avis de,ined various terms o, career planning as given below4
' career path is the se.uential pattern o, jobs that ,orm a career !as per
,igure$. %areer lanning is the process by which one selects career goals and
the path to these goals. %areer development is these personal improvements
one undertakes to achieve a personal career plan.
?7
:$ %areer management is the process o, designing and implementing goals, plan
and strategies to enable the organi+ation to satis,y employee needs while
allowing individuals to achieve their career goals.
L#$e and career Stage!
"uman resource managers must understand the issues that individuals ,ace
throughout their careers. ' study o, career development theories, li,e development
theories and interrelationship among career stages and li,e stages will provide and
understanding o, the issues that the individual ,ace. %areer and li,e stages are
closely related as both are linked to age and cultural norms.
Need $or career plann#ng
%areer planning is necessary due to ,ollowing reasons
27 Attract competent per!on
/o retain the competent person or to attract them company need
career planning, because this kind o, person are companyHs asset.
%ompetitors can try to hire this person so, company always try to
retain these person.
17 Prov#de !u#ta"le promot#onal opportun#t#e!
/o give exposure ,or employeeHs knowledge and talent, %areer
planning is important.
@7 Tra#n#ng $or $uture c%allenge!
Enable employee to develop and make them ready to meet the ,uture
challenges.
07 reduce jo" d#!!at#!$act#on
It helps to increase job satis,action ,or employee.
When employee get exposure to show skill and when he learn more
,rom job pro,ile at that time job satis,action automatically increase.
?2
57 Improve mot#vat#on and morale
%areer lanning is use,ul to improve motivation and morale o,
employees.
;.1 Proce!! o$ Career Plann#ng.
a$ 'nalysis o, individual skills, knowledge, abilities, aptitudes etc.
b$ 'nalysis o, career opportunities both within and outside o, organi+ation.
c$ 'nalysis o, career demand on the incumbent o, skills, knowledge, abilities,
aptitude, etc., and in terms o, .uali,ications, experience and training received
etc.
d$ 1elating speci,ic ob to di,,erent career opportunities.
e$ Establishment o, realistic goals both short term and long term.
,$ 3ormulating career strategy covering areas o, change and adjustment.
g$ reparing and implementing action plan including ac.uiring resources ,or
achieving goals.
Car#e! !tage! o$ career plann#ng and development are !%o(n #n
$#gure.
=uccess,ul Matching
?:
Mismatching
Advantage o$ Career plann#ng and development
?or #nd#v#dual!
7$ It helps to the individuals to have the knowledge o, various career
opportunities, his priorityHs etc.
2$ It helps to select career which is suitable ,or his li,e styles, pre,erences, ,amily
environment, scope ,or sel,2development etc.
:$ It helps the organi+ation identi,y internal employees who can be promoted.
;$ Internal promotions, up2gradations and trans,ers motivate the employeesF
boost up their morale and also satis,action.
?$ Increase job satis,actions enhance employee commitment and create a sense o,
belongingness and loyalty to the organi+ation.
@$ Employee will await his turn o, promotion rather than changing to another
organi+ation.
6$ It helps to improve employee per,ormance on the job by taping their potential
abilities and ,urther employee growth.
B$ It satis,ied employee esteem needs.
?or organ#Aat#on
7$ /he e,,icient policies and practices improve the organi+ationHs ability to
attract and retain highly skilled and talent employees.
2$ ' proper %areer lanning ensures that the woman and people who belongs
to the backward communities get opportunities ,or growth and development
:$ It continuously tries to satis,y the employee expectations and such as
minimi+es employee ,rustrations.
?;
;$ 0y attracting and retaining the people ,rom di,,erent cultures, enhances
cultural diversity.
?$ rotecting employeeHs interest result s in promoting organi+ational good
will.
;.@ Implementat#on o$ Career Plann#ng
%areer lanning is generally done by every organi+ation. 0ut method o, career
planning can di,,er.
career planning ,or companyHs employee, as ,ollows4
Act#v#ty $or Career Plann#ng*
Tra#n#ng and development*
Most o, the time company can try to retain the skilled employee,
there,ore company provide various type o, knowledge or training, ,or company
bene,its as well as employee.
Tran!$er department to department or un#t to un#t
I, any employee would like to work in speci,ic department or unit ,or
his skilled work and i, it will bene,icial ,or company then itHs also part o, career
planning.
Promot#on
??
In career planning, promotion is also a one part. /o retain the skilled
employee. %ompany makes promotion o, this kind o, employee.
HCareer plann#ng at O$$#cerI! level!*
3or career planning company re,er report o, er,ormance appraisal, ,rom that
report they sort out an employee whose per,ormance is above expectations. 3or
this kind o, employee they conduct career planning to retain that particular
employee.
• AnalyAe !+#ll o$ (or+er*
/hey analy+e skill o, worker by per,ormance appraisalHs report, and then they
decide career planning o, employee.
• Tran!$er o$ (or+er*
/hey search about interest o, employees in his work pro,ile.
'nd then they decide whether trans,er o, worker is suitable or not. &r change in
work pro,ile is suitable or not.
Promot#on*
/hey decide about employeeHs promotion i, re.uired and his training
/hey analyses whether training is re.uired ,or employee or not.
's per the need o, organi+ation "1 head make his career planning ,or promotion.
:!e o$ per$ormance appra#!al report*
0y er,ormance appraisal report, company can decide whether that employee
should promote or not,
/hey can study about employeeHs job satis,action, his job skills, his talent etc.
Jo" enr#c%ment
Most o, the time company checks job enrichment o, employee, to check
capacity o, work within a given time as well as their skills also. -ob enrichment is
help,ul to increase skills in employee.
;.0 Succe!!#on Plann#ng
?@
Introduct#on
=uccess, growth and survival are the most important responsibilities o, the
top management o, the organi+ation. =uccession planning is the activity connected
with the succession o, incumbents to ,ill the key positions in the organi+ations
hierarchy as and when a vacancy arises. =uccession planning ,ocus on identi,ication
o, vacancies and locating the probable successor. It provides the succession chart in
respect o, a particular position.
/he succession planning ensures the availability o, the right kind o, the
management sta,, at the right time and in the right position in order to provide ,or
continued organi+ational vitality and strength.
/%at #! Succe!!#on Plann#ngF
Succession planning is the systematic identification and professional
development of internal talent. Its goal is to cultivate internal human capital in
preparation for assuming leadership roles and other key positions that may become
vacant due to retirement e!pected or une!pected separations.
3or =uccession planning ,or management sta,,ing plans are re.uired to be
developed properly on an individual basis ,or all anticipated needs in the
immediate year a head and also ,or key positions. /he business plans must be
reviewed to determine there e,,ects on managerial needs. =uccession planning is
one o, the important ,unctions o, the top management. In ,act the direct
responsibilities o, the chie, executive and the top management group.
?or =Bample*
=uppose, Mr. ' will retire within some days, ,rom the post o, Jroduction
ManagerK /hen "1 manager should place right person who will able to carry
liability o, that post. 3or selection o, right person as well as to give idea about job
to candidate, mostly "1 Manager prepare planning, like4 "1 Manager will place
candidate under supervision o, Mr. ' to learn di,,icult things o, job, or he will
give training to that candidate or he will search a candidate who already have idea
about job pro,ile o, Jroduction ManagerK, i.e. J=uccession planning.K
In short when any employee or candidates leave job, "1 manager should
prepare plan to place correct candidate on that post.
/%at #! need $or !ucce!!#on plann#ng* .
To ma+e !ucce!!#on plann#ng $ollo(#ng po#nt! are #mportant.
7$ -ob In,ormation
2$ -ob analysis
:$ -ob pro,ile
;$ Cuali,ication and Experience de,ine. Etc.
?$ 'vailability o, candidate
?6
@$ 'nalysis o, =election process
'ene$#t! o$ Succe!!#on plann#ng*
7$ 3acilitates communication I knowledge management
2$ <ninterrupted work productivity
:$ *eadership continuity
7$ %ustom designed training programs
2$ %andidate can understand job easily.
:$
C%allenge! o$ =$$ect#ve Succe!!#on Plann#ng
=uccess,ul succession planning, as weDve seen, is an ongoing and complex
endeavor that is necessarily broad in scope. It there,ore presents signi,icant barriers to
both implementation and long2term maintenance. "ere are some o, the more
challenging obstacles4
• M:LTIPL= O/N=S*
/raditionally, "1 has been considered owner o, the succession planning
process, but meaning,ul success really re.uires a genuine sense o, ownership and
commitment at many levels o, the organi+ation. While "1 may be best positioned
to oversee the process, it can never ,ully know or evaluate every process
participant the way managers and supervisors can.
• N:M'= O? POSITIONS*
'll but the smallest o, organi+ations have a substantial number o, positions
critical to long2term per,ormance, whether these involve leadership skills or
technical expertise that would be di,,icult to .uickly replace. %omprehensive
succession planning must incorporate all such positionsF yet, as the number o,
positions grows so too does the administrative burden.
• STAT=9IC ALI9NM=NT*
=uccession plans need to re,lect long2term organi+ational goals and strategies.
%ompanies must give thought,ul consideration not only to the planDs design and
implementation, but also to sustaining the process over time. 's strategies and
goals shi,t, so too must the plan i, the organi+ation is to recruit and develop the
work,orce its ,uture success will re.uire.
• O9ANIKATIONAL COMPL=LITY*
%onglomerate, geographically dispersed, multi2industry, and other complex
organi+ational ,orms signi,icantly increase the challenge o, succession planning.
?B
&,ten, higher2level positions re.uire well2designed cross training to inculcate the
uni.ue knowledge and skills success in the organi+ation re.uires.
• O9ANIKATIONAL C-AN9=*
's companies evolve in response to marketplace threats and opportunities, the
skills, talents, and expertise they will need to thrive evolve, as well.
• =??=CTIC=N=SS G =??ICI=NCY*
/he larger and more complex an organi+ation, the more challenging it is to
maintain an e,,ective and e,,icient succession planning process. )et, by de,inition,
the best process is the one that enables the ,irm to identi,y the best candidate in
least amount o, time and at the lowest cost.
"aving this process in place is vital to the success o, the organi+ation because
the individuals identi,ied in the plan will eventually be responsible ,or ensuring
the company is able to tackle ,uture challenges. /hese Dhigh potentialD candidates
must be care,ully selected and then provided training and development that gives
them skills and competencies needed ,or tomorrowDs business environment.
'nother reason its important is because these high potentials will one day become
the leaders o, the %ompany. /his is why their development needs to incorporate a
broad range o, learning opportunities in your organi+ation. /he individuals should
also be exposed to as much o, the working environment as possible so that they
gain a good understanding o, what the company re.uires to remain success,ul.
;.5 Implementat#on o$ Succe!!#on Plann#ng*
=uccession panning is the planning to place a person on another
employeeHs place who will retire a,ter one or two year.
=uccession planning is conduct in every organi+ation. It is a part o, %areer
planning.
O$$#cerI! level*
't o,,icerHs level =uccession planning conduct by ,ollowing methods.
27 Per!onal meet#ng
?8
"ead o, the department take the personnel meeting with the
employee who is going to retire because he wants to know that employeeHs
opinion about to place new right candidate on his place.
17 =mployee d#alogue*
Employee dialogue is a dialogue between employee !who will go to
retire$ and head o, the department, regarding place new candidate at his post,
which have ability to ,ul,ill re.uirements o, job.
@7 Op#n#on o$ !u"ord#nate*
/he head o, the department should consider the opinion o,
other sta,, or subordinate also.
=mployee a!!e!!ment centre
Introduct#on
/his method was ,irst applied in Germany 'rmy in 78:5. *ater business
and industrial houses started using this method. /his is not a techni.ue o, a
per,ormance appraisal by itsel,. In ,act it is a system or organi+ation, where
assessment o, several individuals is done by various experts by using various
techni.ues.
In these approach, individual ,rom various department are bought
together to spend two or three days, working on an individual or group assignment
similar to the ones they would be handling when promoted. &bservers rank the
per,ormance o, each and every participant in order o, merit. =ince assessment
centre are basically meant ,or evaluating the potential o, candidates to be consider
,or promotion, training and development, they o,,er an excellent means ,or a
conducting evaluation process in an objective way. 'll assess get an e.ual
opportunity to show their talent and capabilities and secure promotion based on
merit. =ince the evaluators know the position re.uirements intimately and are
trained to per,orm the evaluation process in an objective manner, the per,ormance
rating may ,ind ,avor with majority o, the employees. ' considerable amount o,
research evidence is available to support the contention that people chosen by this
method prove better than those chosen by other methods. /he centre enable
working in a low status department to compete with people ,rom well2known
departments and enlarge there promotional chances. =uch opportunities, when
created on regular basis, will go a long way in improving the morale o, promising
candidates working in less important positions.
=mployee a!!e!!ment centre*
Employee assessment is a committee o, a sychiatrist, advocate, consultant
etc. there are : to ? people on the committee. /hey give a one task to the
@5
employee and he should complete that task within a given time e.g. Give a
presentation on speci,ic topic within hal, an hour.
/or+ o$ t%e Comm#ttee*
• Mainly committee observes how employee can survive in speci,ic situation.
"ow he can handle situation.
• /hey try to ,ind out the tendency o, employee.
• /hey try to ,ind out method o, thinking o, employee.
In employee assessment they consider only an o,,icers career planning.
@7
C%apter <* Tra#n#ng and >evelopment
<.2 Mean#ng and >e$#n#t#on
Introduct#on
',ter an employee selected, placed and introduced her or she must be
provided with training ,acilities. /raining is the act o, increasing the knowledge and
skills o, an employee ,or doing a particular job. /raining is a short2term educational
process and utili+ing a systematic and organi+ed procedure by which employees learn
technical knowledge and skills ,or a de,inite purpose. #ale =. 0each #e,ine training,
@2
C%apter <* Tra#n#ng and
>evelopment
J/he organi+ed procedure by which people learn knowledge and>or skill ,or a de,inite
purpose.K
In other words training improves, changes, moulds the employeeHs knowledge,
skill, behavior, aptitude, and attitude towards the re.uirements o, the job and
organi+ation. /raining re,ers to the teaching and learning activity carried on ,or the
primary purpose o, helping members on an organi+ation, to ac.uire and apply the
knowledge, skills, abilities and attitudes needed by a particular job and organi+ation.
/hus, training bridges the di,,erence between job re.uirement and employeeHs
present speci,ications.
(o organisat?ion matches the candidate who exactly matches with the job and the
organi+ational re.uirements. "ence, /raining is important to develop the
employee and make him suitable to the job.
-ob and organi+ational re.uirement are not static, they are changed ,rom time to
time in view o, technological advancement and change in the awareness o, the
total .uality and productivity Management!/CM$. /he objective o, the /CM
can be achieved only through training as training develops human skills and
e,,iciency. /rained employees would be a valuable asset to an organi+ation.
'ene$#t! o$ tra#n#ng
?or organ#Aat#on
• *ead to prove pro,itability and>or more positive attitudes towards pro,it
orientation
• Improves the job knowledge and skills at all level o, the organi+ation
• Improves the morale o, work,orce
• "elps people identi,y with organi+ational goal
• "elps create a better corporate image
• 'ids in organi+ational development
• *earns ,rom the trainee
• "elps to prepare guideline ,or work
• &rgani+ation gets more e,,ective decision making and problem solving
• It helps to improve labor2management relations.
'ene$#t! to t%e #nd#v#dual (%#c% #n turn ult#mately !%ould "ene$#t t%e
organ#Aat#on
• "elps the individual in making better decisions and e,,ective problem
solving
• /hrough training and development, motivational variables o, achievement,
growth, responsibilities and advancement are internali+ed and
operationised
• It helps to an individual to handle stress tension or con,licts.
• It provides in,ormation to improve leadership knowledge.
• #evelops a sQance o, growth in learning
@:
• Improves morale
• Improves impersonal skills
<.1 Need $or tra#n#ng
(eed ,or training arises due to ,ollowing reasons4
07 /o match the employee speci,ication with the job recruitment and
organi+ational needs4
'n employeeHs speci,ication may not exactly suit to the re.uirement o, the
job and the organi+ation irrespective o, his past experience, .uali,ications, skills
knowledge, etc. /hus every management ,inds deviation between employeeHs
present speci,ications and the job re.uirements and organi+ational needs.
/raining is needed to ,ill this gap by developing and molding the employeeHs
skill, knowledge attitude behavior etc. to the tune o, the job re.uirements and
organi+ational needs.
57 /echnological advances4
Every organi+ation in order to survive and to be e,,ective should adopt
the latest technology, i.e. mechani+ation, computeri+ation, automation.
'doption o, the latest technology means and methods will not be complete until
they are manned by employees possessing skill to operate them. =o,
organi+ation should train the employee to enrich them in the areas o, changing
technical skills and knowledge ,rom time to time.
87 "uman relations4
/rends in approach towards personel management have change ,rom
the commodity approach to partnership approach, crossing the human relations
approach. =o, today, management o, most o, the organi+ation has to maintain
human relations besides maintaining sound industrial relations although hitherto
the managers are not accustomed to deal with workers accordingly. =o, training
in human relations is necessary to deal with human problems and to maintain
human relations.
;7 %hange in the job assignment4
/raining is also necessary when the existing employee is promoted to
the higher level in the organi+ation and when there is some new job or
occupation due to trans,er. /raining is also necessary to e.uip the old employees
with the advanced disciplines techni.ues or technology.
/he need ,or training also arises to4
• Increase productivity
• Improve .uality o, the product > =ervices
• "elp a company to ,ul,ill its ,uture personnel needs.
• Improve organi+ational climate.
• Improve health and sa,ety.
• revent obsolescence
@;
• E,,ect the personnel growth
• Minimi+e the resistance to change.
Stage! #n tra#n#ng a! $ollo(!
Stage 2 A!!e!!ment o$ tra#n#ng need!
Stage 1 >e!#gn t%e tra#n#ng program
Stage @ Implementat#on.
Stage 0 =valuat#on o$ tra#n#ng program.
<.@ Met%od! o$ Tra#n#ng
Met%od! o$ tra#n#ng
@?
On.jo" met%od! O$$.jo" met%od!
-ob relations *ectures>%on,erences
%oaching 3ilms
-ob instruction =imulation Exercise
/raining through %ases
=tep by step rogrammed instructions
%ommittee assignments 'udio visual methods
Internship training %omputer based training
E2*earning.
/he most widely used methods o, training used by organi+ations are classi,ied
into two categories4 &n2the2-ob /raining I &,,2the2-ob /raining.
ON.T-=.JO' TAININ9
ItHs given at the work place by superior in relatively short period o, time.
/his type o, training is cheaper I less time2consuming. /his training can be
imparted by basically ,our methods4 2
Coac%#ng
It is learning by doing. In this, the superior guides his sub2ordinates I gives
him>her job instructions. /he superior points out the mistakes I gives suggestions
,or improvement.
Jo" otat#on* .
In this method, the trainees move ,rom one job to another, so that he>she
should be able to per,orm all types o, jobs. E.g. In banking industry, employees
are trained ,or both back2end I ,ront2end jobs. In case o, emergency,
!absenteeism or resignation$, any employee would be able to per,orm any type o,
job.
O?? T-= JO' TAININ9* .
It is given outside the actual work place.
Lecture!DCon$erence!*.
/his approach is well adapted to convey speci,ic in,ormation, rules,
procedures or methods. /his method is use,ul, where the in,ormation is to be
shared among a large number o, trainees. /he cost per trainee is low in this
method.
@@
?#lm!* .
It can provide in,ormation I explicitly demonstrate skills that are not easily
presented by other techni.ues. Motion pictures are o,ten used in conjunction with
%on,erence, discussions to clari,y I ampli,y those points that the ,ilm
emphasi+ed.
S#mulat#on =Berc#!e* .
'ny training activity that explicitly places the trainee in an arti,icial
environment that closely mirrors actual working conditions can be considered a
=imulation. =imulation activities include case experiences, experiential exercises,
vestibule training, management games I role2play.
Ca!e!* .
resent an in depth description o, a particular problem an employee might
encounter on the job. /he employee attempts to ,ind and analy+e the problem,
evaluate alternative courses o, action I decide what course o, action would be
most satis,actory.
=Bper#ent#al =Berc#!e!* .
're usually short, structured learning experiences where individuals learn by
doing. 3or instance, rather than talking about inter2personal con,licts I how to
deal with them, an experiential exercise could be used to create a con,lict situation
where employees have to experience a con,lict personally I work out its
solutions.
Ce!t#"ule Tra#n#ng4 2
Employees learn their jobs on the e.uipment they will be using, but the
training is conducted away ,rom the actual work ,loor. While expensive, Mestibule
training allows employees to get a ,ull ,eel ,or doing task without real world
pressures. 'dditionally, it minimi+es the problem o, trans,erring learning to the
job.
ole Play* .
ItHs just like acting out a given role as in a stage play. In this method o,
training, the trainees are re.uired to enact de,ined roles on the basis o, oral or
written description o, a particular situation.
Management 9ame!* .
/he game is devised on a model o, a business situation. /he trainees are
divided into groups who represent the management o, competing companies.
/hey make decisions just like these are made in real2li,e situations. #ecisions
made by the groups are evaluated I the likely implications o, the decisions are
,ed back to the groups. /he game goes on in several rounds to take the time
@6
dimension into account.
In.'a!+et =Berc#!e4 2
'lso known as In2tray method o, training. /he trainee is presented with a
pack o, papers I ,iles in a tray containing administrative problems I is asked to
take decisions on these problems I is asked to take decisions on these within a
stipulated time. /he decisions taken by the trainees are compared with one
another. /he trainees are provided ,eedback on their per,ormance.
<.0 Implementat#on o$ tra#n#ng and >evelopment*
Met%od o$ tra#n#ng*
Method o, training is totally depending upon the pro,ile o, training. E.g. ,or
technical training i, possible then they give on2job training otherwise company
use method o, o,, job training.
Procedure o$ tra#n#ng*
A!!e!!ment o$ need o$ tra#n#ng*
@B
It is the ,irst step o, training procedure. "ead o, the department and "1
department assess the need whether employee need training or not. /hey ,ind
employee who re.uire training.
Prepare "udget $or tra#n#ng*
"1 manager decide budget ,or training by considering its cost ,rom the
market. 'nd bene,its ,or the company.
Searc% $or Internal or =Bternal tra#ner*
Internal Tra#ner*
',ter assessment o, need o, training, they search ,or a trainer in
theirs company who can train there employee. /hey search trainer among their
employees.
=Bternal tra#ner*
I, they didnHt ,ind internal trainer then they go ,or External trainer. /hey try to
,ind external pro,essional trainer ,rom their personnel contact, by giving
advertisement in news paper etc.
>e!#gn program $or tra#n#ng*
"1 manager or head o, the department present there need to trainer.
/hey assess type o, training and design training program by the help o, trainer
within the budget.
eport to %ead o$ t%e plant*
"1 manager give the details about training to head o, the plant and
sanction the approval o, training.
Implementat#on*
',ter designing the program ,or training, they implement in practical in
their employee.
@8
65
C%apter 6* Collect#on, analy!#! G
#nterpretat#on o$ data
C%apter* 6
Introduct#on o$ >ata Analy!#!.
/he word 'nalysis means the process o, breaking down a %omplex set
o, ,acts into simple element while Interpretation stands ,or the explanations which
analy+ed the statements and also make out or bring out the meaning o, creative work.
'nalysis and Interpretation are done according to department wise and
according to .uestionnaire. /his analysis and Interpretation will de,initely help to the
company ,or the ,uture strategies. 3ollowing are the analysis and Interpretation o, the
results.
/hese all analysis is imagine ,or general company. It is very necessary to
understand the psychological tendency o, employee. 0ecause it is a .uietly subjective
so it will slightly deviate the opinion o, the employee.
/he #epartment o, the company where I conduct survey. /here are 755
employees in each department. /otal employees are ?55.
7. urchase
67
2. 3inance
:. roduction
;. acking and dispatch
?. 1esearch and #evelopment
Ta"le No 6.2
Survey #n Purc%a!e >epartment*
Opt#on e!pon!e! Percentage
)es 65 65
(o :5 :5
3Source* Pr#mary data* Mue!t#onna#re7
62
?#gure No. 6.2D;3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
/he above pie2diagram shows that 65O o, employees o, purchase department are
highly satis,ied with the /alent Management process. "ence, we can say in urchase
department talent management is e,,ective process ,or employee as well as
organi+ation.
Survey #n ?#nance >epartment*
Opt#on e!pon!e! Percentage
)es 62 62
(o 2B 2B
3Source* Pr#mary >ata* Mue!t#onna#re7
6:
?#gure No. 6.1D;3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
/he above pie2diagram shows that B5O o, employee o, ,inance department are
highly satis,ied with the /alent Management process, 75Oare satis,ied, @O are
natural, ;Oare dissatis,ied. "ence, we can say in 3inance department, talent
management is e,,ective process ,or employee as well as organi+ation.
Survey #n Product#on >epartment*
Opt#on e!pon!e! Percentage
@? @?
(o :? :?
6;
?#gure No. 6.@D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that @?O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd :?O
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
Survey #n pac+#ng and d#!patc% >epartment*
Opt#on e!pon!e! Percentage
)es
<8 <8
(o
20 20
6?
?#gure No. 6.0D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that B@O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd 7;O
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
Survey #n e!earc% and development >epartment*
Opt#on e!pon!e! Percentage
6@
)es
;1 ;@
(o
1< 25
?#gure No. 6.5D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that 62O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd 2BO
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
=mployeeI! per$ormance "e$ore #mplement#ng Talent Management
concept*
>epartment 9ood 'ad
urchase
82 @6
3inance
51 0<
roduction
81 @<
66
1 I #
05 55
#ispatch
8< @1
?#gure No. 6.8D;3Source* !econdary data average per$ormance
appra#!al report o$ employee.7
=mployeeI! per$ormance a$ter #mplement#ng Talent Management
concept*
>epartment 9ood 'ad
urchase
;5 15
3inance
64 24
roduction
<5 25
1 I #
<4 14
6B
#ispatch
;4 @4
?#gure No. 6.;D;3Source* !econdary data $rom average per$ormance
appra#!al report o$ employee.7
INT=P=TATION* .
In above both diagram we can compare per,ormance o, all department, be,ore
implementing concept o, talent management and a,ter implementing concept o, talent
management. We can observe that, per,ormance o, all departments is increase a,ter
implementing talent management concept.
68
C%apter 6* Conclu!#on and
te!t#ng o$
%ypot%e!#!
6.2 Te!t#ng o$ -ypot%e!#!
/alent Management has been developed as a plat,orm ,or corporate world to manage
talents o, employee, ,or company bene,its.
3rom above surveys and changes in per,ormance report getting ,ollows
in,ormation4
3or company talent management is e,,ective process.
B5
/alent management is e,,ective ,or %ompany i,4 1emark ,rom J #ata o,
'nalysisK
? R )es
&1
S R (o
• Cuality o, the roduct increase. ?
• 1atio o, employees to le,t job is decrease, and new
candidate are increase in organi+ation.
?
• Employee getting satis,action ,rom the job
?
• %omplaints o, employee reduced.
?
'bove table show that all the criteria set ,or %ompany, to show e,,ective talent
management process, which is help,ul to employee as well as organi+ation.
/here,ore project is proved the its (ull hypothesis I disprove the alternative
hypothesis.
Null -ypot%e!#!*
? Employee taking bene,its ,rom /alent Management =ystem
? Employee can retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance increased by talent management
? Employee turnover o, organi+ation a,,ected by /alent Management rocedure
Conclu!#on
/alent Management ,or the "1 %ommunity is an opportunity ,or "1 pro,essionals
to develop in their areas o, expertise and in their careers. ' strong "1 %ommunity
helps create a strong public service. /he goal o, talent management is to better
understand our people in the "1 %ommunity so we can support pro,essional and
career development and align individual needs and goals with the business ,ocus o,
"1. We also want to ensure that we as a %ommunity have the agility to develop
B7
people so that we are meeting the ,uture needs o, the community and government and
our clients. /his ,irst broad sweep o, the %ommunity provides a ,oundation on which
to ensure leadership continuity, knowledge trans,er and service continuity. /he initial
implementation resulted in a number o, important human resource priorities and
strategies, such as per,ormance management, leadership and management
development, attraction and retention, employee learning and development and
culture, all o, which are supported by the "1 =trategy ,or the "1 %ommunity.
/he critical next step in the process is the implementation o, the /alent Management
lan ,or the "1 %ommunity. Individually, members o, the community and their
managers should work together to move ,orward individual career development plans.
/he "1 %ommunity must work together to promote a talent management mindset,
commit to supporting development as a pro,essional group, and integrate talent
management into the daily ,abric o, doing business.
27 ecru#tment
We understand it help to ensuring the right people are attracted to the
organi+ation.
17 etent#on
We understand it help to developing and implementing practices that reward and
support employees.
@7 =mployee development
/alent Management ensuring continuous in,ormal and ,ormal learning and
development.
07 Per$ormance management
/alent Management is speci,ic processes that nurture and support
per,ormance, including ,eedback>measurement.
57 /or+$orce plann#ng
It use to make planning ,or business and general changes, including the older
work,orce and current>,uture skills shortages.
B2
C%apter 24* Sugge!t#on and
recommendat#on
C%apter 24* Sugge!t#on and ecommendat#on
7$ &rgani+ation should make research to avoid talent drain.
2$ "1 #epartment should interact and expose inbound employee
B:
:$ er,orm various task to motivate employee ,or work, because various
employee can not work with motivation they just do it, because
organi+ation pay ,or them.
B;
C%apter 22* Append#ce!
3In t%#! project $ollo(#ng $orm are prepare $or !urvey. 7
Company /or+!%op
Name o$ =mployee*
oll No.
>epartment*
B?
>e!#gnat#on*
Jo#n#ng >ate*
Mual#$#cat#on*
Mue!t#onna#re*
27 >o you $eel !at#!$act#on (%#le you complete your (or+F
)es (o
17 Can you complete your (or+ (#t%#n a t#meF
)es (o
@7 Can you per$orm (or+ (#t% #ntere!tF
)es (o
07 At any t#me do you $eel t%at you (a!t#ng your t#meF
B@
)es (o
57 Any(%ere do you $eel t%at, you do#ng a "ulloc+ (or+F
)es (o
87 >o you $eel t%at you !elect (rong $#eld to (or+F
)es (o
Any ot%er $eed"ac+ or !ugge!t#on! "y employee*
C%apter 22* '#"l#ograp%y
I am overwhelmed in presenting my summer project report in
%ompany */#, (asik works ,or this I wish to express my deep sense o, gratitude ,or
,ollowing web sources and authors to take there re,erences ,or these project.
'oo+!*
7$ "uman %apital Management 22222 Garry #esslar ! ?;2$
2$ "uman 1esource Management 2222 "imalaya ublications ! :B@$
:$ "uman 1esource Management 222 &x,ord "igher education ! p6;$
;$ "uman 1esource Management =ystem 22222 ro,. Mr. =ubbarao !, 2;:$
B6
/e" Source!*
7$ &neclickhr.com
2$ Weckipedia.com
:$ Google.com
;$ 1eddi,,.com
BB
doc_743708271.doc
“Talent Management Survey”
In
COMPANY Ltd.
A Project eport !u"m#tted #n part#al $ul$#llment o$
t%e re&u#rement! $or t%e degree o$
Ma!ter o$ 'u!#ne!! Adm#n#!trat#on
'y
Amol '%ag(an )a!ar
PN*
)alyan# av#ndra Sap+al
College o$ Management Stud#e!,
Sap+al )no(ledge -u", )alyan# -#ll!,
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Tel.3415607114285.
Project 9u#de* Mr!. Man#!%a 9a#+(ad
To
Pune :n#ver!#ty.Pune.02244;
Year.144<.24
2
AC)NO/L=>9=M=NT
Words put on paper are mere ink marks, but when they have a purpose there exist a
thought behind them. I too have a purpose to express my gratitude towards those individuals
without whose guidance the project would not have been possible.
I would like to express my thanks to Mr. G. M. itale !"ead ersonnel #ivision$,
%&M'() *td. Who has kindly permitted me to undertake the project in the organi+ation.
I am also thank,ul to Mrs. 'lka -adhav and other members o, the organi+ation ,or their
support and providing the re.uired in,ormation.
It was a pleasure to be associated with %&M'() *td. /he experience that I have
garnered has had a pro,ound impact on my career choices and has helped me reali+e what is
re.uisite ,or success in the corporate world. I carry high regards ,or the complete team o,
%&M'() *td.
I also take this opportunity to express a great sense o, gratitude towards our #irector,
#r. 0. 0. 1ayate and internal project guide Mrs. Manisha Gaikwad ,or providing me vital inputs to
co2relate the present project work and hence provide a sound base to the report structure. ' special
word o, thanks also goes to all the teaching and non teaching sta,, o, my institute and my 3riends.
#ate4 56277258 'mol 0. 9asar
:
>=CLAATION
I hereby declare that this roject 1eport titled /alent Management submitted by me is based on
actual work carried out by me under the guidance and supervision o, Mrs. Manish Gaikwad. 'ny
re,erence to work done by any other person or institution or any material obtained ,rom other
sources have been duly cited and re,erenced. It is ,urther to state that this work is not submitted
any where else ,or any examination.
). . Sap+al college o$ S#gnature o$ Student
Management Stud#e!.
)alyan# -#ll!, Sap+al )no(ledge -u",
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Amol. '. )a!ar
Tel.3415607 114285.
#ate4 56277258
;
C=TI?ICAT= ?OM T-= 9:I>=
/his is certi,y that 'mol 0hagwan 9asar has completed the roject 1eport on
/alent Management under my guidance and supervision , and submitted the report as laid down
by une <niversity, une. /he material that has been obtained ,rom other sources is duly
acknowledged in the report. It is ,urther certi,ied that the work or its part has not been submitted
to any other university or examination under my supervision. I consider this work worthy ,or the
award o, the degree o, Master in 0usiness 'dministration.
). . Sap+al college o$ S#gnature o$ 9u#de
Management Stud#e!.
)alyan# -#ll!, Sap+al )no(ledge -u",
Anjaner#./ad%ol#, Tr#m"a+e!%(ar d,
Na!%#+.011121. Name*
Tel.3415607 114285.
>ate*
Sr. No. Contents Page
No.
2 C%apter 2* Introduct#on
2.2 &bject o, the project
2.1 Introduction o, study
2.@ &bjectives o, the study
2.0 1ationale o, the study
2.5 =cope o, the roject
2.8 *imitations o, the =tudy
7-11
2
C%apter 1* e!earc% Met%odology
2.7 1eview o, literature
2.2 1esearch #esign and sample si+e
2.: rimary and secondary data and its
sources
2.; =tatement o, hypothesis
12-17
3
C%apter @* Pro$#le o$ t%e
Organ#Aat#on
:.7 Introduction o, the organi+ation
:.2 (etwork>roducts>0ranches o,
organi+ation
:.: 3low %hart o, the organi+ation
:.; Mission o, the organi+ation
18-25
4
C%apter 0* Introduct#on o$ Talent
Management
;.7 Introduction o, /alent Management
;.2 /alent Management v>s /raditional "1
'pproach
;.: <nderstanding /alent
;.; "uman %apital Management
26-30
Talent Management Survey
?
IndeB
@
Sr.
No.
Name o$ C%apter Page
No.
5
C%apter 5* Talent Management
?.7 Meaning and #e,inition o, /alent Management,
Importance o, /alent
Management.
?.2 %hallenges o, /alent Management,
?.: "ow to Manage /alentA
?.; =teps involved in /alent Management rocess
31-42
8
C%apter 8* Per$ormance appra#!al
@.7 What is er,ormance appraisalA
@.2 Methods o, er,ormance appraisal
@.: "ow per,ormance appraisal conduct in %ompany
*td.
[email protected]
;
C%apter ;* Career Plann#ng
6.7 Meaning, #e,inition and procedure o, %areer
planning,
6.2 0ene,its o, %areer lanning,
6.: "ow implement career planning in %ompany
*td, (asik.
6.; Succe!!#on Plann#ng* Meaning, #e,inition
Importance.
6.? Implementation in %ompany o, succession
planning.
54.84
<
C%apter <* Tra#n#ng and >evelopment
B.7 /raining and development4 Meaning, #e,inition,
rocedure, method.
B.2 "ow training is necessary ,or #evelopment
B.: Method o, training
B.; "ow training is conduct in %ompany ltd. (asikA
#ocumentation and procedure ,or training in
%ompany ltd. (asik.
82.86
6 C%apter 6* Conclu!#on and te!t#ng o$
%ypot%e!#!
;1.<4
6
24 C%apter 24* Sugge!t#on! and
recommendat#on!
<2.<5
22
Appendices
I Cuestionnaire
II 0ibliography
<8.<6
B
C%apter 2* Introduct#on
C%apter 2
2.2 Introduct#on o$ t%e !tudy
Talent Management
/alent management implies recogni+ing a personDs inherent skills, traits,
personality and o,,ering him a matching job. Every person has a uni.ue talent that
suits a particular job pro,ile and any other position will cause discom,ort. It is the job
o, the Management, particularly the "1 #epartment, to place candidates with
prudence and caution. ' wrong ,it will result in ,urther hiring, re2training and other
waste,ul activities. /alent Management is bene,icial to both the organi+ation and the
employees. /he organi+ation bene,its ,rom4 Increased productivity and capabilityF a
better linkage between individualsD e,,orts and business goalsF commitment o, valued
employeesF reduced turnoverF increased bench strength and a better ,it between
peopleDs jobs and skills. Employees bene,it ,rom4 "igher motivation and commitmentF
career developmentF increased knowledge about and contribution to company goalsF
sustained motivation and job satis,action.
In these days o, highly competitive world, where change is the only constant
,actor, it is important ,or an organi+ation to develop the most important resource o, all
2 the "uman 1esource. In this globali+e world, it is only the "uman 1esource that can
provide an organi+ation the competitive edge because under the new trade
agreements, technology can be easily trans,erred ,rom one country to another and
there is no dearth ,or sources o, cheap ,inance. 0ut it is the talented work,orce that is
very hard to ,ind.
/alent signals an ability to learn and develop in the ,ace o, new challenges.
/alent is about ,uture potential rather than past track record. =o talent tends to be
measured in terms o, having certain attributes, such as a willingness to take risks and
learn ,rom mistakes, a reasonable !but not too high$ level o, ambition and
competitiveness, the ability to ,ocus on Gbig pictureH issues, and an awareness o, their
own strengths, limitations and impact on others.
=everal talent management processes need to be in place on a strategic
level in order ensure its success. =uch processes>strategies include talent
identi,ication, recruitment I assessment, competency management, per,ormance
management, career development, learning management, compensation,
succession planning etc.
/alent management has a number o, bene,its to o,,er such as employee
engagement, retention, aligning to strategic goals in order to identi,y the ,uture
leadership o, the organi+ation, increased productivity, culture o, excellence and
much more.
8
2.1 O"ject#ve! o$ Study*.
In the current scenario o, cutthroat competition, every company has to survive
to satis,y its customers by providing them .uality products and services. /he summer
training at %ompany, was undertaken with a view to study certain ,undamental as
well as the commercial and operational aspects o, the company. /he training
involved the study o, the ,ollowing4
• /o understand the entire procedure o, /alent management
• /o understand the need o, /alent Management
• /o study the accuracy and .uality o, work o, employees by talent management
procedure.
• /o suggest possible improvement in /alent Management process.
75
2.; at#onale o$ t%e !tudy
/he GtalentH in an organi+ation re,ers to the current employees and their valuable
9nowledge, skills and competencies. /alent management !or succession management$
is the ongoing process o, analy+ing, developing and e,,ectively utili+ing talent to meet
0usiness needs. It involves a speci,ic process that compares current talent in a
department to the strategic business needs o, that department. 1esults lead to the
development and implementation o, corresponding strategies to address any talent
gaps or surpluses.
/alent management ,or the "1 %ommunity is a priority o, the "1 =trategy ,or
the "1 %ommunity. (ot only does the "1 =trategy support the "1 %ommunity as its
own pro,essional group, but it also recogni+es and will support the role human
resource pro,essionals have to help their clients become skilled, committed and
accountable public servants. /he implementation o, a talent management process that
is transparent and e.uitable is expected to create an environment ,or people to
develop their skills in preparation ,or a range o, ,uture possibilities thereby preparing
the workplace ,or changing roles. /he goal o, this process is to map the business
needs o, the "1 %ommunity with the potential and career development needs o, our
people in order to develop a comprehensive /alent Management lan.
77
2.< L#m#tat#on! o$ Study*.
7$ 'll the ,unctions are only related with the personnel department.
2$ *imitation about the working hour o, the worker in the ,actory.
:$ *imitation about the time and absenteeism.
;$ %ompany not allowing to disclose con,idential in,ormation
?$ /ime ,actor was the major limitation o, this survey. 0ecause during survey any
activity o, organi+ation which is directly or indirectly related to the production
process should not disturb due to survey.
O"ject o$ t%e project*
/his J/alent ManagementK roject I completed ,rom %ompany, 3or the
,ul,illment o, the ,ull time course o, M0' o, une university ,or the year 255822575.
In %ompany I made research on /alent Management process because company want
to know that, is it talent management is really bene,icial ,or them or not. I proved
them that talent management is really bene,icial ,or company by doing this project.
I completed this project because it was a re.uirement o, our M0' ,ull time
course. I learned various things in this project, like audit, =' "1 module, personal
administration. Etc.
72
C%apter 1* e!earc% Met%odology
7:
C%apter 1* e!earc%
Met%odology
ev#e( o$ l#terature
TAL=NT MANA9=M=NT CDS TA>ITIONAL -
APPOAC-
/raditional "1 systems approach people development ,rom the perspective o,
developing competencies in the organi+ation. /his can actually be a risk2prone
approach, especially ,or companies operating in ,ast evolving industries, since
competencies become redundant with time and new competencies need to be
developed. /hus, over time, the entire approach to development o, people might be
rendered obsolete calling ,or rethinking the entire development initiative.
/alent management on the other hand ,ocuses on enhancing the potential o, people by
developing capacities. %apacities are the basic #(' o, an organi+ation and also o,
individual potential.
>
Po#nt o$ >eparture
N
Nav#gat#on
A
Po#nt o$ Arr#val
In ,act, the ,ollowing appropriately describes the role o, talent management4
/ranslating organi+ational vision into goals and mapping the re.uired level o,
capacities and competencies to achieve goals aligning individual values and vision
with organi+ational values and vision.
%lear understanding o, the varied roles within the organi+ation and appreciation o, the
value2addition ,rom sel, and others leading to building a culture o, trust, sharing and
team orientation.
'ssessment o, talent to pro,ile the level o, capacities and set o, competencies
possessed within the organi+ation.
Enhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and trans,ormational roles in
an overall scenario o, acknowledged need ,or change.
7;
Gap analysis and identi,ication o, development path helping individuals reali+e their
,ull potential through learning I dev.
#eveloped individuals enabling breakthrough per,ormance
0.@ :nder!tand#ng Talent
/he idea o, developing talent is not a new concept in any business. In ,act
every success,ul company that has Dstood the test o, timeD has done so, 0ecause o,
their ability to attract, retain and get the best out o, their talent.
/oday we read o, a Dwar ,or talentH. /his has emerged, not because companies have
,orgotten about talent, or allowed it drop o,, o, the radar but, because in some
,undamental ways, the talent has changed. We have a new kind o, young person
entering the business world, with a very di,,erent world view, set o, values, priorities
and goals.
?ocu! 2* Attract#ng and recru#t#ng Talent*
In order to e,,ectively attract and recruit talented employees you need to
understand what talent is looking ,or in a career and how they will view your business
in terms o, ,itting in with their needs. )our approach to each one o, your potential
recruits needs to be altered to suit that they are.
0y examining this through the perspectives o, the di,,erent generations, we are able to
look at their attitudes to work what kind o, career, organi+ation and bene,its they are
looking ,or and know what kind o, techni.ues will ensure that your recruitment
process is success,ul in each generational context.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o attitudes to work
o career goals
o views on organi+ations and how they are currently run
o what bene,its each generation is looking ,or
o /echni.ues to attract the di,,erent generations4 what will make your
organi+ation stand outA
o /echni.ues to recruit the di,,erent generations4 how should the job o,,er be
presentedA
?ocu! 1* eta#n#ng and develop#ng Talent
7?
In order to e,,ectively retain and develop /alent you need to understand what the
generations are looking in a ,uture career and in an organi+ation. )our approach to
each one o, your employees needs to be altered to ,it individual goals and personal
needs.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o ?work ethics and values
o ?career planning
o ?work environments and culture
o ?bene,its and reward systems
o ?ways o, motivating
?ocu! @* Manag#ng Talent
'n in depth look at how the generations internali+e authority will enable you to adjust
your management style to ,it in with who they are.
We are able to look at the attitudes o, the di,,erent generations to leadership and
managementF what kind o, management approaches will ensure that you gain maximum
loyalty, productivity and job satis,action ,rom each o, your employees.
T%#! $ocu! un#t loo+! at t%e $ollo(#ng*
o ?attitudes to authority
o ?management styles ,or the di,,erent generations including con,lict management
o ?leadership styles used by the di,,erent generations
o ?speci,ic techni.ues to help you manage di,,erent generations including
communication and ,eedback pre,erences
o ?coaching and mentoring pre,erences including
? ?/he role o, coach
? ?/he coaching process
?"ow to plan ,or and create conversations
e!earc% Met%odology
1esearch Methodology is a way to systematically solve the research problems. It
may be understand as a science o, studying how research is done scienti,ically. In it
we are studying his research problems along with the logic behind them. It is
7@
necessary the researcher to know not only the research method techni.ues but also the
methodology.
Type! o$ e!earc%*.
It is descriptive type o, research. #escriptive 1esearch survey and ,act ,inding
in.uiries o, di,,erent kind. /he major purpose o, descriptive research is descriptive
the state o, a,,airs, as it exist at present. /he main control over the variableF he can
only report what has to discover the even when there he cannot the variable. /he
methods has to researcher utili+ed in descriptive research are survey methods o, all
kind.
>ata Source*.
/he source o, project depends on accurate data. /hatHs why data collecting the
appropriate data, which di,,er considerable in context money, cost, time and other
resources at the disposal researcher.
/here are two types o, data collection methods available42
7$ rimary #ata %ollection Method.
2$ =econdary #ata %ollection Method.
76
1.@ Pr#mary And Secondary data
27 Pr#mary >ata Collect#on Met%od.
rimary data are those that are obtain by the user ,or ,ul,illment their purpose. I
have taken rimary #ata through personal visit o, "1 head, and "1 executive, o,
%ompany *td. 't all levels and observation methods to get more reliable in,ormation.
I also collected primary data by ,illed, G)esH or G(oH ,ormat .uestionnaire by the
employee o, %ompany, /his data helped me to justi,y the statements that have made
in this project.
17 Secondary >ata Collect#on Met%od.
/he =econdary #ata is that which is already collected and stored or we can say
already saved or ready data by others. I got secondary data ,rom their journals,
records, specimen o, appraisal ,orm etc. 'nd ,rom newspapers maga+ines, articles,
internet etc I got basic in,ormation o, /alent Management. I collect secondary data by
re,erring some specimen o, company and by re,erring some books and web sites o,
company ,rom internet.
7B
1.0 Statement o$ -ypot%e!#!
"ypotheses are the essential assumptions which the researcher ,ormulates
about the possible causes, ,indings and ultimate output o, the issue in under research.
<nder hypotheses mere assumptions or suppositions are made which are to be proved
or disproved. 3or researcher it is a ,ormal .uestion that he intends to resolve. '
hypotheses consist either o, a suggested explanation ,or a phenomenon or o, a
reasoned proposal suggesting a possible correlation between multiple phenomenon.
/he assumptions be true or ,alse are to be proved through the completion o, project.
T%e %ypot%e!e! $or t%#! project are a! $ollo(!*
Null -ypot%e!#!*
? Employee taking bene,its ,rom /alent Management =ystem
? Employee can retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance increased by talent management
? Employee turnover o, organi+ation a,,ected by /alent Management rocedure
Alternate -ypot%e!#!*
? Employee are not able to take bene,its ,rom /alent Management =ystem
? Employee can not retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance can not increased by talent management.
? /alent Management is not a,,ecting on employee turnover o, organi+ation
78
25
C%apter @* Pro$#le o$ t%e
Organ#Aat#on.
@.2 -#!tory o$ Company
?ounder o$ Company.Werner von Company
Born- 13 Dec. 1816 to 6 December 1892
%ompany was ,ounded by Werner von %ompany on 21 Octo"er, 2<0;. 0ased on
the telegraph, his invention used a needle to point to the se.uence o, letters, instead o,
using Morse code. /he company L then called Telegraphen-Bauanstalt von Company
& Halske L opened its ,irst workshop on &ctober 72.
In 7B;B, the company built the ,irst long2distance telegraph line in EuropeF ?55 km
,rom 0erlin to 3rank,urt am Main. In 7B?5 the ,ounderDs younger brother, =ir William
%ompany !born %arl Wilhelm %ompany$, started to represent the company in *ondon.
In the 7B?5s, the company was involved in building long distance telegraph networks
in 1ussia. In 7B??, a company branch headed by another brother, %arl von %ompany,
opened in =t etersburg, 1ussia. In 7B@6, %ompany completed the monumental Indo2
European !%alcutta to *ondon$ telegraph line.
In 7BB7, a %ompany '% 'lternator driven by a watermill was used to power the
worldDs ,irst electric street lighting in the town o, Godalming, <nited 9ingdom. /he
company continued to grow and diversi,ied into electric trains and light bulbs.
's Werner had envisioned, the company he started grew ,rom strength to strength
in every ,ield o, electrical engineering. 3rom constructing the worldDs ,irst electric
railway to laying the ,irst telegraph line linking 0ritain and India, %ompany was
responsible ,or building much o, the modern worldDs in,rastructure.
%ompany is today a technology giant in more than 785 countries, employing some
;;5,555 people worldwide. &ur work in the ,ields o, energy, industry,
27
communications, in,ormation, transportation, healthcare, components and lighting has
become essential parts o, everyday li,e.
While Werner was a tireless inventor during his days, %ompany today remains a
relentless innovator. With innovations averaging 7B a day, it seems like the revolution
Werner started is still going strong.
In 7B85, the ,ounder retired and le,t the company to his brother %arl and sons
'rnold and Wilhelm. %ompany I "alske !=I"$ was incorporated in 7B86. In 7856
%ompany had :;,:2; employees and was the seventh2largest company in the German
empire by number o, employees.
In 7878, =I" and two other companies jointly ,ormed the &sram lightbulb company.
' -apanese subsidiary was established in 782:.
#uring the 7825s and 78:5s, =I" started to manu,acture radios, television sets, and
electron microscopes.
22
@.@ COMPANY A9 . A Strong 9lo"al Pre!ence
%ompany is a world2class supplier o, electrical and electronics products and
system serving one o, the longest and most diversi,ied markets worldwide. %ompany
*td. in India is a subsidiary o, %ompany 'G, Germany. %ompany 'G have been
closely involved with developments that are at the leading edge o, electrical and
electronics engineering ever since the pioneering inventions o, the ,ounder o, the
company L Werner Mon %ompany.
%ompany strength, ac.uired over many decades o, pioneering research and
practical experience, lies in the development o, advance technologies and in their
timely application to a wide range o, high Cuality, Innovative and cost e,,ective
products. 's a global company, %ompany have manu,acturing, sales and services
,acilities in more than 765 countries. Employees worldwide in the o,,ices, ,actories,
laboratories and service organi+ations total to about :, 85,@55. 'll committed to
providing the highest standards o, technological competence that %ompany has been a
synonym ,or, right since inception.
In todayHs ,iercely competitive business environment, corporate strength can
be achieved and maintained only with a strong base o, highly .uali,ied and motivated
employees. Cuali,ied pro,essional training however provides merely the basis ,or a
success,ul career. %hanges in technology and the business environment occur so
rapidly that know2how and skills must be constantly updated, enhanced or completely
supplanted. Each year more than 7?5555 employee at %ompany 'G participate in
over 25555 seminars and courses designated to none pro,essional and personal skills.
While 75B55 trainees are undergoing training in manu,acturing, technical and
commercial trades.
2:
@.0 Company #n Ind#a
%ompany association with India began in 7B@6 when WernerLMon2%ompany
personally supervised the laying o, the ,irst sub marine telegraph line between
%alcutta and *ondon. /his historical event marked with the beginning o, a long and
,ruit,ul association. %ompany and India have grown together. In making the countryHs
priorities its own, %ompany has put its experience and expertise in areas o, national
importance. %ompany have played an active role in the technological progress
experienced in the last ,our decades. %ompany grew out o, a response to the needs o,
the nation. /oday %ompany involvement re,lects the current trends in electronic and
electrical technology in switchgear, motors, drivers, automation systems, power
generation and distribution, projects, transport, medical engineering, communications
and components.
%ompany have about B555 employees in India and an extensive network
which includes 75 works, : training %enters !<nits$, 6 sales o,,ices, 2: representative,
:55 dealers, =ystem houses and =ervice %enters, all geared to meet the re.uirement o,
customer.
0eing closely associated with our principals %ompany 'G, Germany gives
%ompany in India access to the worldHs latest developments in every ,ield. /his
%ombined with its experience in India makes %ompany the ideal partner ,or
cataly+ing the countryHs progress.
2;
@.1 Company Product
?ounded #n 2<0; at 'erl#n, Pru!!#a ?ounder3!7 /erner von Company
-ead&uarter! at 'erl#n and Mun#c%.
Product! and Serv#ce!
Commun#cat#on Sy!tem! Po(er 9enerat#on
Automat#on L#g%t#ng
2?
Med#cal tec%nology Tran!portat#on and Automot#ve
2@
Tra#n! and Tram! /ater Tec%nolog#e!
'u#ld#ng Tec%nolog#e! -ome Appl#ance!
?#re Alarm! IT Serv#ce!
26
?#nanc#ng Con!truct#on
2B
C%apter 0* Introduct#on o$
Talent
Management.
C%apter 0* Introduct#on
0.2 Mean#ng >e$#n#t#on
/ith businesses going global and competition becoming intense, there is
mounting pressure on organi+ations to deliver more and better than be,ore.
&rgani+ations there,ore need to be able to develop and deploy people who can
articulate the passion and vision o, the organi+ation and make teams with the energy
to per,orm at much higher levels.
/hese people build and drive the knowledge assets o, a corporation, the value o,
which has been established to be many times more than the tangibles. /he capacity o,
an organi+ation to hire, develop and retain talent is there,ore the most crucial business
process and priority on the %E&Hs agenda.
/he 7885Hs ended with a call2to2arms to ,ight Jthe war ,or talentK. While the war ,or
talent clearly has cooled in the early stages o, the 27st century, dampened by
economic doldrums I concerns with global securityF the rear battle to attract,
motivate, development I retain talent is going to heat up considerably. ' looming
demographic time2bomb will make /alent Management a priority ,or organi+ations.
' host o, issues like4 loss o, human capital, talent shortages, ageism, and cultural
clash has made ac.uiring I managing talent di,,icult.
/alent Management describes the process through which employers o, all kinds L
3irms, Govt., and (on2pro,it organi+ations L anticipate their human capital needs I
set about meeting them. /hus /alent Management re,ers to4 getting the 1IG"/
E&*E with the 1IG"/ =9I**= into the 1IG"/ -&0=.
28
It is a pro,essional term, also known as J"uman %apital ManagementK that
re,ers to the process o, developing I ,ostering new workers through on boarding,
developing I keeping current workers I attracting highly skilled workers to work ,or
your company. %ompanies that are engaged in /alent Management are strategic I
deliberate in how they recruit, manage asses, develop I maintain an organi+ationHs
most important resource L its E&*E. /his term also incorporates how companies
drive per,ormance at the individual level.
#ecisions about /alent Management shape the competencies that organi+ations have
I their ultimate successF I ,rom the perspectives o, individuals, these decisions
determine the path I pace o, careers. We may thus understand that this term is
usually associated with competency based "1M practices. /alent Management
decisions are o,ten driven by a set o, organi+ational core competencies as well as
position L speci,ic competencies. /he competency set may include knowledge, skills,
experience I personal traits.
0.1 -uman cap#tal management
%ompanies that engage in talent management !"uman %apital Management$
are strategic and deliberate in how they source, attract, select, train, develop, retain,
promote, and move employees through the organi+ation. 1esearch done on the value
o, such systems implemented within companies consistently uncovers bene,its in
these critical economic areas4 revenue, customer satis,action, .uality, productivity,
cost, cycle time, and market capitali+ation. /he mindset o, this more personal human
resources approach seeks not only to hire the most .uali,ied and valuable employees
but also to put a strong emphasis on retention. =ince the initial hiring process is so
expensive to a company, it is important to place the individual in a position where his
skills are being extensively utili+ed.
/he term talent management means di,,erent things to di,,erent organi+ations.
/o some it is about the management o, high2worth individuals or Nthe talentedN whilst
to others it is about how talent is managed generally 2 i.e. on the assumption that all
people have talent which should be identi,ied and liberated. 3rom a talent
management standpoint, employee evaluations concern two major areas o,
measurement4 per$ormance and potent#al. %urrent employee per,ormance within a
speci,ic job has always been a standard evaluation measurement tool o, the
pro,itability o, an employee. "owever, talent management also seeks to ,ocus on an
employeeHs potential, meaning an employeeHs ,uture per,ormance, i, given the proper
development o, skills.
/he major aspects o, talent management practiced within an organi+ation must
consistently include.
:5
• per,ormance management
• leadership development
• work,orce planning>identi,ying talent gaps
• recruiting
/his term o, talent management is usually associated with competency2based
human resource management practices. /alent management decisions are o,ten
driven by a set o, organi+ational core competencies as well as position2speci,ic
competencies. /he competency set may include knowledge, skills, experience, and
personal traits !demonstrated through de,ined behaviors$. &lder competency
models might also contain attributes that rarely predict success !e.g. education,
tenure, and diversity ,actors that are illegal to consider in relation to job
per,ormance in many countries, and unethical within organi+ations$.
:7
C%apter 5* Talent
Management
C%apter 5* Talent Management
5.2 Mean#ng and de$#n#t#on
/alent management implies recogni+ing a personDs inherent skills, traits,
personality and o,,ering him a matching job. Every person has a uni.ue talent that
suits a particular job pro,ile and any other position will cause discom,ort. It is the job
o, the Management, particularly the "1 #epartment, to place candidates with
prudence and caution. ' wrong ,it will result in ,urther hiring, re2training and other
waste,ul activities.
/alent Management is bene,icial to both the organi+ation and the employees. /he
organi+ation bene,its ,rom4 Increased productivity and capabilityF a better linkage
between individualsD e,,orts and business goalsF commitment o, valued employeesF
reduced turnoverF increased bench strength and a better ,it between peopleDs jobs and
skills. Employees bene,it ,rom4 "igher motivation and commitmentF career
developmentF increased knowledge about and contribution to company goalsF
sustained motivation and job satis,action.
In these days o, highly competitive world, where change is the only constant ,actor,
it is important ,or an organi+ation to develop the most important resource o, all 2 the
"uman 1esource. In this globali+e world, it is only the "uman 1esource that can
provide an organi+ation the competitive edge because under the new trade
agreements, technology can be easily trans,erred ,rom one country to another and
there is no dearth ,or sources o, cheap ,inance. 0ut it is the talented work,orce that is
:2
very hard to ,ind. /he biggest problem is how to retain the present work,orce and stop
them ,rom .uitting
Importance
3irst, let us look at some o, the reasons ,or the importance o, talent management.
• 9lo"al#Aat#on*
(ow ,or any jobseeker the whole world is the potential place to ,ind
employment. &ne can know the opportunities available in any part o, the world easily
and the number o, talent seekers has also increased.
• Increa!ed Compet#t#on*
Increased competition in the market place has necessitated the need ,or
consistently good per,ormance on the side o, organi+ations. /hese have made the
companies to put in all e,,orts to hire and retain the best talent in the respective ,ield
o, operation.
• Increa!#ng )no(ledge*
::
/he knowledge era has necessitated the retaining o, those talents which have the
ability to assimilate new technologies and knowledge, which are growing at a pace
never seen be,ore.
-o( Talent Management #mportant $or an Organ#Aat#on*
27 Co!t cutt#ng*
&ne experienced I skilled employee can replace instead o, two or more
employees. &rgani+ation can save hundreds o, thousands o, dollars.
17 MaB#mum Output
&rgani+ation can make maximum out put in minimum resources.
@7 T#me Sav#ng tec%n#&ue
It is a time saving techni.ue. 0ecause ,or every job a skilled person
can place. ItHs help,ul to complete job in minimum time
07 Per$ect#on #ncrea!e
#ue to skilled employee er,ection in work is increase. /here is low
probability o, mistakes.
-o( Talent Management #mportant $or an =mployee*
• ecru#tment
ItHs ensuring that right people are attracted to the organi+ation, due to
providing exposure ,or there skills.
• etent#on
#eveloping and implementing practices that reward and support employees.
• =mployee development
Ensuring continuous in,ormal and ,ormal learning and development.
• Leader!%#p and E%#g% potent#al employeeE development
=peci,ic development programs ,or existing and ,uture leaders.
• Per$ormance management
:;
=peci,ic processes that nurture and support per,ormance, including
,eedback>measurement.
• /or+$orce plann#ng
lanning ,or business and general changes, including the older work,orce and
current>,uture skills shortages.
Culture
#evelopment o, a positive, progressive and high per,ormance Nway o,
operatingN.
5.1 T%e C%allenge
/he challenge o, talent management has two ,aces. 3irst is how to ,ind new
people and second is how to retain the present work,orce. Each o, the challenges has
to be tackled in the most e,,icient way possible so that the organi+ation can achieve its
objectives.
T%e ?#r!t C%allenge . /%ere to $#nd ne( talentF
'll the organi+ations are ,inding loads o, business opportunities and
conse.uently, their revenues are growing at a rapid pace. /he increasing business
opportunities has necessitated that these organi+ations go in ,or massive recruitment.
0ut, the .uestion is where to ,ind the best talent which is able to ,it the job description
and also adjust to the organi+ationHs values and norms. I, we scan the environment,
we ,ind there is a shortage o, skilled work,orce that can be employed.
=ome o, the possible reasons that have led to the shortage are4 2
>emograp%#c Con!tra#nt!*
/his is a common problem ,aced by many o, the developed countries, where
a large chunk o, its population is nearing the age o, retirement or is over ?5 years.
<=', Germany and -apan are ,acing the same problem. 'll these countries will see a
decline in their work,orce and talent. In the coming years, they will see a great
shortage in their skilled pro,essionals.
:?
=B#!t#ng =ducat#onal Sy!tem*
/he graduates and the postgraduates that are being churned out o, the
universities are ,ound to be ill2e.uipped to handle the challenges o, the workplace.
/hey are mostly e.uipped with only the theoretical aspects o, the issues and lack the
application part. /he educational system is ,aulty and does not take industry needs
into consideration, resulting in a mismatch between industry re.uirements and
educational preparation.
Co!t ?actor*
1ecruiting new employees is becoming tougher and tougher in the
developing countries, where the "1 department has to sort out thousands o,
applications ,or a hand,ul o, jobs. 3inding right person ,or the right job becomes a
very di,,icult process. It also involves very high cost to conduct the recruitment and
selection process ,or such a large population o, applicants.
Attract#ng t%e 'e!t Talent*
/his is another challenge. 's was the case in the past, the best available talent
is not just motivated by the name and ,ame o, the organi+ation. (ot any more. /hey
have a new set o, motivators like 2 challenging work, conducive work environment
and ,reedom ,rom bureaucratic structure.
T%e Second C%allenge . -o( to reta#n t%e eB#!t#ng employee!F
Gone are the days when a person would join an organi+ation in his mid225s and
would work till his retirement in the late2?5s. /oday the young pro,essionals hop jobs,
especially during the ,irst ;2? years o, their work li,e. /hough the Indian service
industry is basking in the light o, outsourced jobs ,rom the developed countries, they
also cannot ignore the ,act that the 0& industry is also ,acing one o, the highest
attrition rates, in ,act never heard be,ore in India, o, around :?O.
It is a ,act that itHs the people that add value to organi+ations. It is also a ,act that
humans are a restless species who, unlike the immovable 0anyan /ree, cannot stay
rooted in one place. eople need to move on ,or one reason or another, and the
organi+ation stands to lose.
Let u! loo+ at !ome o$ t%e rea!on! "e%#nd t%e ma!!#ve attr#t#on rate!* .
7. Gap between organi+ational values and goals and the personal values and
goals is one o, the major reasons o, the attrition rates. I, they go parallel, there
is no way both would be satis,ied and inevitably, the organi+ation would lose
out on a talented employee.
2. Working environment is another major ,actor. Employees in the knowledge era
demand creative and a democratic work environment. 3ailure on the part o,
the management to provide such an environment will result in a talented
employee leaving the organi+ation.
:. /he competitive world has made sure that there is high work pressure on the
employees o, any organi+ation. /his has led to psychological problems like
stress, and in extreme situations, total burnouts. It also leads to other health
related problems.
;. Movement ,or higher salary is also common among the younger pro,essionals.
/here is no shortage ,or organi+ations who are looking ,or talented employees
and who are ready to shell out a he,ty salary ,or a talented person. &ther lures
like better job opportunities, higher posts and overseas assignments are also
major ,actors in the attrition rates.
?. (ot taking proper care during the recruitment and selection process and not
taking proper care to ,it the right person to the right job also breeds
dissatis,action among the employees.
@. 0ad or opa.ue policies ,rom management on issues o, succession planning
and promotion, appointments ,or senior positions also is a major ,actor which
makes the organi+ation lose out on the talented employees.
6. /he pro,essionals have di,,erent aspirations at di,,erent times o, their career.
#uring the initial years, they have good salary and ,oreign assignments. (ext
on the list is working on cutting edge technology. More seasoned pro,essionals
look ,or learning opportunities. =o employees tend to move to those
organi+ations which provide them with means to ,ul,ill their aspirations.
1etaining the present employees is o, the ,oremost importance to the organi+ations
becauseF the company would have already incurred heavy costs in the ,orm o, training
and development. (ow i, the organi+ation has to look ,or a replacement ,or the
employee who has le,t, it involves a lot o, costs like 2 hiring costs, training costs and
the induction costs.
'lso it takes some time ,or the new employee to adjust to the new work environment.
#uring this time the productivity o, the employee will be low. /he "1 department
:6
will have to ,it the new employee into a proper role in the organi+ation. 'part ,rom
causing the company a monetary loss and breaks in their day2to2day operations,
attrition contributes to knowledge trans,er, which is a great loss and adversely a,,ects
business.
5.@ -o( to Manage t%e TAL=NTF
It is now proved beyond doubt that, in the era o, technology and knowledge, talent is
in the driving seat. &ne who possesses it dictates. (ot he who pays ,or it. It is the
demand o, the time that business leaders elevate management o, talent to a burning
corporate priority. It is not a walk in the park ,or the talent market. Cuality people are
no longer available in plenty, easily replaceable and relatively inexpensive.
/hese are some o, the measures that should be taken into account to hire and retain
talent in the organi+ation, to be e,,icient and competitive in this highly competitive
world4 2
-#re t%e #g%t People*
roper care must be taken while hiring the people itsel,. It would be bene,icial ,or
an organi+ation to recruit young people and nurture them, than to substitute by hiring
,rom other organi+ations. Cuestions to be asked at this stage are4 Whether the person
has the re.uisite skills needed ,or the jobA Whether the personDs values and goals
match with those o, organi+ationsA In short, care must be taken to ,it the right person
to the right job.
)eep t%e Prom#!e!*
Good talent cannot be motivated by ,ake platitudes, hal,2truths and broken
promises. <n,ul,illed expectations can breed dissatis,action among the employees and
make them either leave the organi+ation or work below their productive level.
romises made during the hiring stage must be kept to build loyalty among the
employees, so that they are satis,ied and work to their ,ullest capability.
9ood /or+#ng =nv#ronment*
:B
It has to be accepted by the organi+ations that highly talented persons make their
own rules. /hey have to be provided with a democratic and a stimulating work
environment. /he organi+ational rules must be ,lexible enough to provide them with
,reedom to carry out their part o, task to their liking, as long as the task is achieved.
&pportunities should also be provided to the employees to achieve their personal
goals.
ecogn#t#on o$ Mer#t*
It is highly motivating ,or any person i, his talent is recogni+ed and is suitably
rewarded. &ne way is providing them with salary commensurate with their
per,ormance. romotions and incentives based on per,ormance are another way o,
doing it. 'nother way is by providing them with challenging projects. /his will
achieve two objectives 2 it makes employee ,eel that he is considered important !a
highly motivating ,actor$ and gets the work done in an e,,icient manner and brings out
the best in the employee.
Prov#d#ng Learn#ng Opportun#t#e!*
Employees must be provided with continuous learning opportunities on and o,,
work ,ield through management development programs and distance learning
programs. /his will also bene,it the organi+ation in the ,orm o, highly talented
work,orce.
S%#eld#ng $rom -#g% /or+ Pre!!ure*
I, an organi+ation has to make the most o, the available talent, they should be
provided with ade.uate time to relax, so that they can did2stress themselves. It is very
important to provide them with holidays and all2expenses2paid trips, so that they can
come back re,reshed to work and with increased energy. /hey must also be
encouraged to pursue their interests which are also a good way o, reducing work
environment stress. 1ecreation clubs, entertain programs, ,un activities with in the
work area will also reduce the work li,e stress o, the employees and develop
camaraderie among the workers and result in a good working environment.
TAL=NT G P=?OMANC=
&rgani+ations provide individuals the opportunity and space ,or physically
mani,esting their talent into per,ormance ,or achieving individual and organi+ational
vision. /alent mani,ests into per,ormance as ,ollows4
:8
Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Encouragement & Recognition
+
Training & Development
+
Coaching
+
Action Plan & Goals
+
Resources
Performance
Management
/hus the domain o, talent management ,ocuses not only on development o,
individualHs intrinsic capacities, but also on culture building and change management
to provide the other elements listed above ,or mani,estation o, talent into
per,ormance.
T%e Ne( - M#!!#on and Talent Management Proce!!e!
Many challenging work,orce issues con,ront "1, including4
"eightened competition ,or skilled workers.
Impending retirement o, the baby boomers.
*ow levels o, employee engagement.
'cknowledgement o, the high cost o, turnover.
'rduous demands o, managing global work,orces.
Importance o, succession planning.
&,, shoring and outsourcing trends.
/his re.uires new thinking and a new mission to achieve business success. /hese
,actorsPcoupled with the need to align people directly with corporate goalsPare
;5
,orcing "1 to evolve ,rom policy creation, cost reduction, process e,,iciency, and
risk management to driving a new talent mindset in the organi+ation.
&ne important distinction is the evolution o, the di,,erence between tactical "1 and
strategic talent management. /ransactional "1 activities are administrative
overhead. /alent management is a continuous process that delivers the optimal
work,orce ,or your business.
In this new modelPinstead o, being the owners o, processes, ,orms, and
complianceP"1 becomes the strategic enabler o, talent management processes
that empower managers and employees while creating business value.
With this view, talent management may be de,ined as the implementation o,
integrated strategies or systems designed to improve processes ,or recruiting,
developing and retaining people with the re.uired skills and aptitude to meet current
and ,uture organi+ational needs.
'necdotally, talent management is o,ten de,ined as per,ormance management,
incentive compensation, or talent ac.uisition. /alent management is also o,ten
con,used with leadership development. 'lthough leadership development is a
crucial ,unction o, your organi+ation, ,ocusing on it exclusively is a legacy o, last
century. &ur modern service and knowledge economies in the talent age re.uire a
broad and holistic view. ' high per,ormance business depends on a wide range o,
talent.
/aleoHs graphical representation emphasi+es the mandate o, talent management to
respond to business goals and conse.uently be the driver o, business per,ormance.
/alent management is depicted as a circularPnot a linearPset o, activities.
5.0 /%y Talent ManagementF
Work,orce cost is the largest category o, spend ,or most organi+ations.
'utomation and analysis o, your recruiting and hiring processes provides the
immediate work,orce visibility and insights you need to signi,icantly improve your
bottom line. er,ormance management provides the ongoing processes and
practices to maintain a stellar work,orce.
/oday, many organi+ations are struggling with silos o, "1 processes and
technologies. /he ,uture o, talent management is embodied in solutions designed
,rom the ground up to provide business2centric ,unctionality on a uni,ied talent
management plat,orm.
;7
=ince nearly all competitive business ,actors have become commoditi+ed, talent is
what ultimately drives business success and creates value. Lead#ng organ#Aat#on!
rely on /aleo !olut#on! and !erv#ce! to assess, ac.uire, develop, and align talent
with business objectives while signi,icantly reducing process costs, improving
.uality o, hire, reducing risk, and achieving higher levels o, per,ormance.
/hough it may seem intuitive, it is worthwhile to articulate the ,undamental
signi,icance o, success,ul talent management practices4
/he key enabler o, any organi+ation is talent.
/he .uality o, your people is your last true competitive di,,erentiator.
/alent drives per,ormance.
/alent management re.uires strong executive support, along with systems and
processes all directed towards having the right talent doing the right work at the
right time. /hatHs when talent truly drives higher business per,ormance.
Ind#rect #mplementat#on o$ Talent Management #n
Company Ltd., Na!#+ /or+!. 'y $ollo(#ng Step!*
Per$ormance appra#!al
Career Plann#ng
Succe!!#on Plann#ng
;2
Tra#n#ng and >evelopment
;:
C%apter 8* Per$ormance
Appra#!al
C%apter* 8 Per$ormance appra#!al!
8.2 /%at #! Per$ormance Appra#!alF
Mean#ng* 2 er,ormance appraisal is a method o, evaluating the behavior o,
employees in the work spot, normally including both the .uantitative and .ualitative
aspects o, job per,ormance. er,ormance here re,ers to the degree o, accomplishment
o, the tasks that make up an individualGs job. It indicates how well an individual is
,ul,illing the job demands. &,ten the term is con,used with e,,ort, but per,ormance is
always measured in terms o, results and not e,,orts.
Need o$ Per$ormance Appra#!al*
.er,ormance appraisal is needed in order to4
!7$ rovides in,ormation about the per,ormance ranks, basing on which
decision regarding salary ,ixation, con,irmation, promotion, trans,er and
demotion are taken.
!2$ rovide ,eedback in,ormation about the level o, achievement and behavior
o, subordinate. /his in,ormation helps to review the per,ormance o, the
subordinate, recti,ying per,ormance de,iciencies and to set new standards
o, work, i, necessary.
!:$ rovide in,ormation, which helps to counsel the subordinate.
!;$ rovide in,ormation to diagnose de,iciency in employee regarding skill,
knowledge, determine training and developmental needs and to prescribe
the means ,or employee growth provides in,ormation ,or correcting
placement.
;;
!?$ /o prevent grievances and in disciplinary activities.
Purpo!e
er,ormance appraisal aims at attaining the di,,erent purpose. /hey are4
!7$ /o create and maintain a satis,actory level o, per,ormance.
!2$ /o contribute to the employee growth and development through training
sel, and management development programs.
!:$ /o help the superiors to have a proper understanding about their
subordinates.
!;$ /o guide the job changes with the help to continuous ranking.
!?$ /o ,acilitate ,air and e.uitable compensation based on per,ormance.
!@$ /o ,acilitate ,or testing and validating selection tests, interview techni.ues
through comparing their scores with per,ormance appraisal ranks.
!6$ /o provide in,ormation ,or making decisions regarding lat o,,,
retrenchment etc.
!B$ /o ensure organi+ational e,,ective through correcting employee ,or
standard and improved per,ormance, and suggesting the change in
employee behavior.
8.1 Met%od! o$ Per$ormance Appra#!al*
/he methods o, per,ormance 'ppraisal are basically classi,ied as
/raditional Methods, Modern Methods and result L &riented 'ppraisal4 2
a$ /he /raditional Methods consists o, GGraphic 1ating =calesH,H 1anking
MethodH,H aired comparison MethodH, G3orced #istribution MethodH,
G%hecklist methodH, GEssay or ,ree ,rom '1'I='*H, GGroup 'ppraisal
and Gcon,idential 1eportH.
;?
b$ Modern Methods o, evaluating per,ormance appraisal are G0ehaviorally
'nchored 1ating =calesH, 'ssessment %enterH, "uman 1esource
'ccountingH, Management by objectivesH, sychology 'ppraisalH.
:!e! o$ Per$ormance Appra#!al!42
? er,ormance Improvement4 er,ormance ,eedback allows the employee,
manager, and personnel specialists to intervene with appropriate actions to
improve per,ormance.
? %ompensation 'djustmentsF er,ormance evaluations help decision2
makers determine who should receive pay raises. Many ,irms grant part or
all o, their pay increases and bonuses based upon merit, which is
determined mostly through per,ormance appraisals.
? lacement #ecisions4 romotions, trans,ers, and demotions are usually
based on past or anticipated per,ormance. &,ten promotions are a reward
,or past per,ormance.
? /raining and #evelopmentF oor per,ormance may indicate the need ,or
retraining. *ikewise, good per,ormance may indicate untapped potential
that should be developed.
? %areer lanning and #evelopment4 er,ormance ,eedback guides career
decisions about speci,ic career paths one should investigate.
? =ta,,ing rocess #e,iciencies4 Good and 0ad per,ormance implies
strength or weakness in the personnel departmentGs sta,,ing procedures.
? In,ormational Inaccuracies4 oor per,ormance may indicate errors in job
analysis in,ormation, human resource plans, or other parts o, the personnel
management in,ormation system. 1eliance on inaccurate in,ormation may
have led to inappropriate hiring, training, or counseling decisions.
? -ob #esign Errors4 oor per,ormance may be a symptom o, ill2conceived
job designs. 'ppraisals help diagnose these errors.
? E.ual Employment &pportunity4 'ccurate per,ormance appraisals that
actually measure job L related per,ormance ensure that internal placement
decisions are not discriminatory.
? External %hallenges4 =ometimes per,ormance is in,luenced by ,actor
outside the work environment, such as ,amily, ,inancial, health, or other
;@
personal matters. I, uncovered through appraisals, the human resource
department may be to provide assistance.
? 3eedback to "uman 1esources4 Good>bad er,ormance throughout the
organi+ation indicates how well the human resource ,unction is
per,orming.
Trad#t#onal and modern Met%od! o$ Per$ormance Appra#!al
;6
METHODS OF PERFORMANCE APPRAISAL
Traditional methods Modern Methods
1) Graphic rating scales 1) Behaviorally anchored rating scales
2) Ranking Method 2) Assessment centers
3) Paired comparison method 3) Human Asset accounting method
4) Forced distribution method 4) Management by Objectives method
5) Checklist methods 5) 360° Performance appraisal method
a) Simple Checklist
b) Weighted checklist
c) Critical incident method
8.@ -o( #mplement per$ormance appra#!al.
Introduct#on
(ow a dayHs er,ormance appraise is very important ,rom company point o,
view. It is use to take various managerial decision. E.g. decision regarding
employeeHs increment or decision regarding employeeHs ,uture career planning etc.
In %ompany they use JGrading and 1anking Jmethod to appraise per,ormance o,
there employee.
/%o Appra#!e
er,ormance appraise by "ead o, the department or ,rom the superior.
/hey did not conduct per,ormance appraisal on o,,icerHs level it conduct only on
o,,icerHs basis.
In %ompany er,ormance is appraising by head o, the department, =upervisor,
manager, etc.
Proce!!*
"ead o, the department submit one copy o, per,ormance appraisal to "1
#epartment and discuss with the employee whose per,ormance is down. &ne copy o,
per,ormance appraisal report is attached to that employees personnel ,ile as a record.
I, that employees per,ormance is going down then head o, the department can
talk with that employee regarding increase per,ormance. Even "r Manager also
should talk with that employee to know his problem and "1 Manager should
motivate that employee to increase per,ormance.
;B
Employees increment is depend upon there per,ormance. "ead o, the department or
"1 manager may stop increment o, employee regarding low per,ormance.
9eneral u!e o$ per$ormance report #n Any Company*
Need o$ tra#n#ng.
"ead o, the department or "1 manager can decide whether employee
needs training ,or good per,ormance or not.
Career Plann#ng.
%areer planning generally use to retain skilled employee. /hey can ,ind out
skilled employee ,or skilled employees career planning ,rom per,ormance appraisal
report.
Succe!!#on plann#ng*
3rom per,ormance appraisal 1eport %ompany can select candidate to make
succession planning.
'ene$#t! o$ employee to company
%ompanyHs employee are companyHs asset, it is help,ul to calculate that
companyHs employee how much give returns to company. &r which employee is
bene,icial ,or company and which is not bene,icial.
;8
?5
C%apter ;* Career Plann#ng
C%apter* ; Career Plann#ng
;.2 Introduct#on and mean#ng
Introduct#on
/he career is all the jobs that are held during ones working li,e. 'ccording to
GE.0. 3lippoH, career is a se.uence o, separate but related work activityHs that
provides continuity, order and meaning in a personHs li,e.
>e$#n#t#on*
7$ Edwin 3lippo de,ine a career as a se.uence o, separate but related work
activities that provides continuity, order and meaning in a persons li,e.
2$ Wreather and #avis de,ined various terms o, career planning as given below4
' career path is the se.uential pattern o, jobs that ,orm a career !as per
,igure$. %areer lanning is the process by which one selects career goals and
the path to these goals. %areer development is these personal improvements
one undertakes to achieve a personal career plan.
?7
:$ %areer management is the process o, designing and implementing goals, plan
and strategies to enable the organi+ation to satis,y employee needs while
allowing individuals to achieve their career goals.
L#$e and career Stage!
"uman resource managers must understand the issues that individuals ,ace
throughout their careers. ' study o, career development theories, li,e development
theories and interrelationship among career stages and li,e stages will provide and
understanding o, the issues that the individual ,ace. %areer and li,e stages are
closely related as both are linked to age and cultural norms.
Need $or career plann#ng
%areer planning is necessary due to ,ollowing reasons
27 Attract competent per!on
/o retain the competent person or to attract them company need
career planning, because this kind o, person are companyHs asset.
%ompetitors can try to hire this person so, company always try to
retain these person.
17 Prov#de !u#ta"le promot#onal opportun#t#e!
/o give exposure ,or employeeHs knowledge and talent, %areer
planning is important.
@7 Tra#n#ng $or $uture c%allenge!
Enable employee to develop and make them ready to meet the ,uture
challenges.
07 reduce jo" d#!!at#!$act#on
It helps to increase job satis,action ,or employee.
When employee get exposure to show skill and when he learn more
,rom job pro,ile at that time job satis,action automatically increase.
?2
57 Improve mot#vat#on and morale
%areer lanning is use,ul to improve motivation and morale o,
employees.
;.1 Proce!! o$ Career Plann#ng.
a$ 'nalysis o, individual skills, knowledge, abilities, aptitudes etc.
b$ 'nalysis o, career opportunities both within and outside o, organi+ation.
c$ 'nalysis o, career demand on the incumbent o, skills, knowledge, abilities,
aptitude, etc., and in terms o, .uali,ications, experience and training received
etc.
d$ 1elating speci,ic ob to di,,erent career opportunities.
e$ Establishment o, realistic goals both short term and long term.
,$ 3ormulating career strategy covering areas o, change and adjustment.
g$ reparing and implementing action plan including ac.uiring resources ,or
achieving goals.
Car#e! !tage! o$ career plann#ng and development are !%o(n #n
$#gure.
=uccess,ul Matching
?:
Mismatching
Advantage o$ Career plann#ng and development
?or #nd#v#dual!
7$ It helps to the individuals to have the knowledge o, various career
opportunities, his priorityHs etc.
2$ It helps to select career which is suitable ,or his li,e styles, pre,erences, ,amily
environment, scope ,or sel,2development etc.
:$ It helps the organi+ation identi,y internal employees who can be promoted.
;$ Internal promotions, up2gradations and trans,ers motivate the employeesF
boost up their morale and also satis,action.
?$ Increase job satis,actions enhance employee commitment and create a sense o,
belongingness and loyalty to the organi+ation.
@$ Employee will await his turn o, promotion rather than changing to another
organi+ation.
6$ It helps to improve employee per,ormance on the job by taping their potential
abilities and ,urther employee growth.
B$ It satis,ied employee esteem needs.
?or organ#Aat#on
7$ /he e,,icient policies and practices improve the organi+ationHs ability to
attract and retain highly skilled and talent employees.
2$ ' proper %areer lanning ensures that the woman and people who belongs
to the backward communities get opportunities ,or growth and development
:$ It continuously tries to satis,y the employee expectations and such as
minimi+es employee ,rustrations.
?;
;$ 0y attracting and retaining the people ,rom di,,erent cultures, enhances
cultural diversity.
?$ rotecting employeeHs interest result s in promoting organi+ational good
will.
;.@ Implementat#on o$ Career Plann#ng
%areer lanning is generally done by every organi+ation. 0ut method o, career
planning can di,,er.
career planning ,or companyHs employee, as ,ollows4
Act#v#ty $or Career Plann#ng*
Tra#n#ng and development*
Most o, the time company can try to retain the skilled employee,
there,ore company provide various type o, knowledge or training, ,or company
bene,its as well as employee.
Tran!$er department to department or un#t to un#t
I, any employee would like to work in speci,ic department or unit ,or
his skilled work and i, it will bene,icial ,or company then itHs also part o, career
planning.
Promot#on
??
In career planning, promotion is also a one part. /o retain the skilled
employee. %ompany makes promotion o, this kind o, employee.
HCareer plann#ng at O$$#cerI! level!*
3or career planning company re,er report o, er,ormance appraisal, ,rom that
report they sort out an employee whose per,ormance is above expectations. 3or
this kind o, employee they conduct career planning to retain that particular
employee.
• AnalyAe !+#ll o$ (or+er*
/hey analy+e skill o, worker by per,ormance appraisalHs report, and then they
decide career planning o, employee.
• Tran!$er o$ (or+er*
/hey search about interest o, employees in his work pro,ile.
'nd then they decide whether trans,er o, worker is suitable or not. &r change in
work pro,ile is suitable or not.
Promot#on*
/hey decide about employeeHs promotion i, re.uired and his training
/hey analyses whether training is re.uired ,or employee or not.
's per the need o, organi+ation "1 head make his career planning ,or promotion.
:!e o$ per$ormance appra#!al report*
0y er,ormance appraisal report, company can decide whether that employee
should promote or not,
/hey can study about employeeHs job satis,action, his job skills, his talent etc.
Jo" enr#c%ment
Most o, the time company checks job enrichment o, employee, to check
capacity o, work within a given time as well as their skills also. -ob enrichment is
help,ul to increase skills in employee.
;.0 Succe!!#on Plann#ng
?@
Introduct#on
=uccess, growth and survival are the most important responsibilities o, the
top management o, the organi+ation. =uccession planning is the activity connected
with the succession o, incumbents to ,ill the key positions in the organi+ations
hierarchy as and when a vacancy arises. =uccession planning ,ocus on identi,ication
o, vacancies and locating the probable successor. It provides the succession chart in
respect o, a particular position.
/he succession planning ensures the availability o, the right kind o, the
management sta,, at the right time and in the right position in order to provide ,or
continued organi+ational vitality and strength.
/%at #! Succe!!#on Plann#ngF
Succession planning is the systematic identification and professional
development of internal talent. Its goal is to cultivate internal human capital in
preparation for assuming leadership roles and other key positions that may become
vacant due to retirement e!pected or une!pected separations.
3or =uccession planning ,or management sta,,ing plans are re.uired to be
developed properly on an individual basis ,or all anticipated needs in the
immediate year a head and also ,or key positions. /he business plans must be
reviewed to determine there e,,ects on managerial needs. =uccession planning is
one o, the important ,unctions o, the top management. In ,act the direct
responsibilities o, the chie, executive and the top management group.
?or =Bample*
=uppose, Mr. ' will retire within some days, ,rom the post o, Jroduction
ManagerK /hen "1 manager should place right person who will able to carry
liability o, that post. 3or selection o, right person as well as to give idea about job
to candidate, mostly "1 Manager prepare planning, like4 "1 Manager will place
candidate under supervision o, Mr. ' to learn di,,icult things o, job, or he will
give training to that candidate or he will search a candidate who already have idea
about job pro,ile o, Jroduction ManagerK, i.e. J=uccession planning.K
In short when any employee or candidates leave job, "1 manager should
prepare plan to place correct candidate on that post.
/%at #! need $or !ucce!!#on plann#ng* .
To ma+e !ucce!!#on plann#ng $ollo(#ng po#nt! are #mportant.
7$ -ob In,ormation
2$ -ob analysis
:$ -ob pro,ile
;$ Cuali,ication and Experience de,ine. Etc.
?$ 'vailability o, candidate
?6
@$ 'nalysis o, =election process
'ene$#t! o$ Succe!!#on plann#ng*
7$ 3acilitates communication I knowledge management
2$ <ninterrupted work productivity
:$ *eadership continuity
7$ %ustom designed training programs
2$ %andidate can understand job easily.
:$
C%allenge! o$ =$$ect#ve Succe!!#on Plann#ng
=uccess,ul succession planning, as weDve seen, is an ongoing and complex
endeavor that is necessarily broad in scope. It there,ore presents signi,icant barriers to
both implementation and long2term maintenance. "ere are some o, the more
challenging obstacles4
• M:LTIPL= O/N=S*
/raditionally, "1 has been considered owner o, the succession planning
process, but meaning,ul success really re.uires a genuine sense o, ownership and
commitment at many levels o, the organi+ation. While "1 may be best positioned
to oversee the process, it can never ,ully know or evaluate every process
participant the way managers and supervisors can.
• N:M'= O? POSITIONS*
'll but the smallest o, organi+ations have a substantial number o, positions
critical to long2term per,ormance, whether these involve leadership skills or
technical expertise that would be di,,icult to .uickly replace. %omprehensive
succession planning must incorporate all such positionsF yet, as the number o,
positions grows so too does the administrative burden.
• STAT=9IC ALI9NM=NT*
=uccession plans need to re,lect long2term organi+ational goals and strategies.
%ompanies must give thought,ul consideration not only to the planDs design and
implementation, but also to sustaining the process over time. 's strategies and
goals shi,t, so too must the plan i, the organi+ation is to recruit and develop the
work,orce its ,uture success will re.uire.
• O9ANIKATIONAL COMPL=LITY*
%onglomerate, geographically dispersed, multi2industry, and other complex
organi+ational ,orms signi,icantly increase the challenge o, succession planning.
?B
&,ten, higher2level positions re.uire well2designed cross training to inculcate the
uni.ue knowledge and skills success in the organi+ation re.uires.
• O9ANIKATIONAL C-AN9=*
's companies evolve in response to marketplace threats and opportunities, the
skills, talents, and expertise they will need to thrive evolve, as well.
• =??=CTIC=N=SS G =??ICI=NCY*
/he larger and more complex an organi+ation, the more challenging it is to
maintain an e,,ective and e,,icient succession planning process. )et, by de,inition,
the best process is the one that enables the ,irm to identi,y the best candidate in
least amount o, time and at the lowest cost.
"aving this process in place is vital to the success o, the organi+ation because
the individuals identi,ied in the plan will eventually be responsible ,or ensuring
the company is able to tackle ,uture challenges. /hese Dhigh potentialD candidates
must be care,ully selected and then provided training and development that gives
them skills and competencies needed ,or tomorrowDs business environment.
'nother reason its important is because these high potentials will one day become
the leaders o, the %ompany. /his is why their development needs to incorporate a
broad range o, learning opportunities in your organi+ation. /he individuals should
also be exposed to as much o, the working environment as possible so that they
gain a good understanding o, what the company re.uires to remain success,ul.
;.5 Implementat#on o$ Succe!!#on Plann#ng*
=uccession panning is the planning to place a person on another
employeeHs place who will retire a,ter one or two year.
=uccession planning is conduct in every organi+ation. It is a part o, %areer
planning.
O$$#cerI! level*
't o,,icerHs level =uccession planning conduct by ,ollowing methods.
27 Per!onal meet#ng
?8
"ead o, the department take the personnel meeting with the
employee who is going to retire because he wants to know that employeeHs
opinion about to place new right candidate on his place.
17 =mployee d#alogue*
Employee dialogue is a dialogue between employee !who will go to
retire$ and head o, the department, regarding place new candidate at his post,
which have ability to ,ul,ill re.uirements o, job.
@7 Op#n#on o$ !u"ord#nate*
/he head o, the department should consider the opinion o,
other sta,, or subordinate also.
=mployee a!!e!!ment centre
Introduct#on
/his method was ,irst applied in Germany 'rmy in 78:5. *ater business
and industrial houses started using this method. /his is not a techni.ue o, a
per,ormance appraisal by itsel,. In ,act it is a system or organi+ation, where
assessment o, several individuals is done by various experts by using various
techni.ues.
In these approach, individual ,rom various department are bought
together to spend two or three days, working on an individual or group assignment
similar to the ones they would be handling when promoted. &bservers rank the
per,ormance o, each and every participant in order o, merit. =ince assessment
centre are basically meant ,or evaluating the potential o, candidates to be consider
,or promotion, training and development, they o,,er an excellent means ,or a
conducting evaluation process in an objective way. 'll assess get an e.ual
opportunity to show their talent and capabilities and secure promotion based on
merit. =ince the evaluators know the position re.uirements intimately and are
trained to per,orm the evaluation process in an objective manner, the per,ormance
rating may ,ind ,avor with majority o, the employees. ' considerable amount o,
research evidence is available to support the contention that people chosen by this
method prove better than those chosen by other methods. /he centre enable
working in a low status department to compete with people ,rom well2known
departments and enlarge there promotional chances. =uch opportunities, when
created on regular basis, will go a long way in improving the morale o, promising
candidates working in less important positions.
=mployee a!!e!!ment centre*
Employee assessment is a committee o, a sychiatrist, advocate, consultant
etc. there are : to ? people on the committee. /hey give a one task to the
@5
employee and he should complete that task within a given time e.g. Give a
presentation on speci,ic topic within hal, an hour.
/or+ o$ t%e Comm#ttee*
• Mainly committee observes how employee can survive in speci,ic situation.
"ow he can handle situation.
• /hey try to ,ind out the tendency o, employee.
• /hey try to ,ind out method o, thinking o, employee.
In employee assessment they consider only an o,,icers career planning.
@7
C%apter <* Tra#n#ng and >evelopment
<.2 Mean#ng and >e$#n#t#on
Introduct#on
',ter an employee selected, placed and introduced her or she must be
provided with training ,acilities. /raining is the act o, increasing the knowledge and
skills o, an employee ,or doing a particular job. /raining is a short2term educational
process and utili+ing a systematic and organi+ed procedure by which employees learn
technical knowledge and skills ,or a de,inite purpose. #ale =. 0each #e,ine training,
@2
C%apter <* Tra#n#ng and
>evelopment
J/he organi+ed procedure by which people learn knowledge and>or skill ,or a de,inite
purpose.K
In other words training improves, changes, moulds the employeeHs knowledge,
skill, behavior, aptitude, and attitude towards the re.uirements o, the job and
organi+ation. /raining re,ers to the teaching and learning activity carried on ,or the
primary purpose o, helping members on an organi+ation, to ac.uire and apply the
knowledge, skills, abilities and attitudes needed by a particular job and organi+ation.
/hus, training bridges the di,,erence between job re.uirement and employeeHs
present speci,ications.
(o organisat?ion matches the candidate who exactly matches with the job and the
organi+ational re.uirements. "ence, /raining is important to develop the
employee and make him suitable to the job.
-ob and organi+ational re.uirement are not static, they are changed ,rom time to
time in view o, technological advancement and change in the awareness o, the
total .uality and productivity Management!/CM$. /he objective o, the /CM
can be achieved only through training as training develops human skills and
e,,iciency. /rained employees would be a valuable asset to an organi+ation.
'ene$#t! o$ tra#n#ng
?or organ#Aat#on
• *ead to prove pro,itability and>or more positive attitudes towards pro,it
orientation
• Improves the job knowledge and skills at all level o, the organi+ation
• Improves the morale o, work,orce
• "elps people identi,y with organi+ational goal
• "elps create a better corporate image
• 'ids in organi+ational development
• *earns ,rom the trainee
• "elps to prepare guideline ,or work
• &rgani+ation gets more e,,ective decision making and problem solving
• It helps to improve labor2management relations.
'ene$#t! to t%e #nd#v#dual (%#c% #n turn ult#mately !%ould "ene$#t t%e
organ#Aat#on
• "elps the individual in making better decisions and e,,ective problem
solving
• /hrough training and development, motivational variables o, achievement,
growth, responsibilities and advancement are internali+ed and
operationised
• It helps to an individual to handle stress tension or con,licts.
• It provides in,ormation to improve leadership knowledge.
• #evelops a sQance o, growth in learning
@:
• Improves morale
• Improves impersonal skills
<.1 Need $or tra#n#ng
(eed ,or training arises due to ,ollowing reasons4
07 /o match the employee speci,ication with the job recruitment and
organi+ational needs4
'n employeeHs speci,ication may not exactly suit to the re.uirement o, the
job and the organi+ation irrespective o, his past experience, .uali,ications, skills
knowledge, etc. /hus every management ,inds deviation between employeeHs
present speci,ications and the job re.uirements and organi+ational needs.
/raining is needed to ,ill this gap by developing and molding the employeeHs
skill, knowledge attitude behavior etc. to the tune o, the job re.uirements and
organi+ational needs.
57 /echnological advances4
Every organi+ation in order to survive and to be e,,ective should adopt
the latest technology, i.e. mechani+ation, computeri+ation, automation.
'doption o, the latest technology means and methods will not be complete until
they are manned by employees possessing skill to operate them. =o,
organi+ation should train the employee to enrich them in the areas o, changing
technical skills and knowledge ,rom time to time.
87 "uman relations4
/rends in approach towards personel management have change ,rom
the commodity approach to partnership approach, crossing the human relations
approach. =o, today, management o, most o, the organi+ation has to maintain
human relations besides maintaining sound industrial relations although hitherto
the managers are not accustomed to deal with workers accordingly. =o, training
in human relations is necessary to deal with human problems and to maintain
human relations.
;7 %hange in the job assignment4
/raining is also necessary when the existing employee is promoted to
the higher level in the organi+ation and when there is some new job or
occupation due to trans,er. /raining is also necessary to e.uip the old employees
with the advanced disciplines techni.ues or technology.
/he need ,or training also arises to4
• Increase productivity
• Improve .uality o, the product > =ervices
• "elp a company to ,ul,ill its ,uture personnel needs.
• Improve organi+ational climate.
• Improve health and sa,ety.
• revent obsolescence
@;
• E,,ect the personnel growth
• Minimi+e the resistance to change.
Stage! #n tra#n#ng a! $ollo(!
Stage 2 A!!e!!ment o$ tra#n#ng need!
Stage 1 >e!#gn t%e tra#n#ng program
Stage @ Implementat#on.
Stage 0 =valuat#on o$ tra#n#ng program.
<.@ Met%od! o$ Tra#n#ng
Met%od! o$ tra#n#ng
@?
On.jo" met%od! O$$.jo" met%od!
-ob relations *ectures>%on,erences
%oaching 3ilms
-ob instruction =imulation Exercise
/raining through %ases
=tep by step rogrammed instructions
%ommittee assignments 'udio visual methods
Internship training %omputer based training
E2*earning.
/he most widely used methods o, training used by organi+ations are classi,ied
into two categories4 &n2the2-ob /raining I &,,2the2-ob /raining.
ON.T-=.JO' TAININ9
ItHs given at the work place by superior in relatively short period o, time.
/his type o, training is cheaper I less time2consuming. /his training can be
imparted by basically ,our methods4 2
Coac%#ng
It is learning by doing. In this, the superior guides his sub2ordinates I gives
him>her job instructions. /he superior points out the mistakes I gives suggestions
,or improvement.
Jo" otat#on* .
In this method, the trainees move ,rom one job to another, so that he>she
should be able to per,orm all types o, jobs. E.g. In banking industry, employees
are trained ,or both back2end I ,ront2end jobs. In case o, emergency,
!absenteeism or resignation$, any employee would be able to per,orm any type o,
job.
O?? T-= JO' TAININ9* .
It is given outside the actual work place.
Lecture!DCon$erence!*.
/his approach is well adapted to convey speci,ic in,ormation, rules,
procedures or methods. /his method is use,ul, where the in,ormation is to be
shared among a large number o, trainees. /he cost per trainee is low in this
method.
@@
?#lm!* .
It can provide in,ormation I explicitly demonstrate skills that are not easily
presented by other techni.ues. Motion pictures are o,ten used in conjunction with
%on,erence, discussions to clari,y I ampli,y those points that the ,ilm
emphasi+ed.
S#mulat#on =Berc#!e* .
'ny training activity that explicitly places the trainee in an arti,icial
environment that closely mirrors actual working conditions can be considered a
=imulation. =imulation activities include case experiences, experiential exercises,
vestibule training, management games I role2play.
Ca!e!* .
resent an in depth description o, a particular problem an employee might
encounter on the job. /he employee attempts to ,ind and analy+e the problem,
evaluate alternative courses o, action I decide what course o, action would be
most satis,actory.
=Bper#ent#al =Berc#!e!* .
're usually short, structured learning experiences where individuals learn by
doing. 3or instance, rather than talking about inter2personal con,licts I how to
deal with them, an experiential exercise could be used to create a con,lict situation
where employees have to experience a con,lict personally I work out its
solutions.
Ce!t#"ule Tra#n#ng4 2
Employees learn their jobs on the e.uipment they will be using, but the
training is conducted away ,rom the actual work ,loor. While expensive, Mestibule
training allows employees to get a ,ull ,eel ,or doing task without real world
pressures. 'dditionally, it minimi+es the problem o, trans,erring learning to the
job.
ole Play* .
ItHs just like acting out a given role as in a stage play. In this method o,
training, the trainees are re.uired to enact de,ined roles on the basis o, oral or
written description o, a particular situation.
Management 9ame!* .
/he game is devised on a model o, a business situation. /he trainees are
divided into groups who represent the management o, competing companies.
/hey make decisions just like these are made in real2li,e situations. #ecisions
made by the groups are evaluated I the likely implications o, the decisions are
,ed back to the groups. /he game goes on in several rounds to take the time
@6
dimension into account.
In.'a!+et =Berc#!e4 2
'lso known as In2tray method o, training. /he trainee is presented with a
pack o, papers I ,iles in a tray containing administrative problems I is asked to
take decisions on these problems I is asked to take decisions on these within a
stipulated time. /he decisions taken by the trainees are compared with one
another. /he trainees are provided ,eedback on their per,ormance.
<.0 Implementat#on o$ tra#n#ng and >evelopment*
Met%od o$ tra#n#ng*
Method o, training is totally depending upon the pro,ile o, training. E.g. ,or
technical training i, possible then they give on2job training otherwise company
use method o, o,, job training.
Procedure o$ tra#n#ng*
A!!e!!ment o$ need o$ tra#n#ng*
@B
It is the ,irst step o, training procedure. "ead o, the department and "1
department assess the need whether employee need training or not. /hey ,ind
employee who re.uire training.
Prepare "udget $or tra#n#ng*
"1 manager decide budget ,or training by considering its cost ,rom the
market. 'nd bene,its ,or the company.
Searc% $or Internal or =Bternal tra#ner*
Internal Tra#ner*
',ter assessment o, need o, training, they search ,or a trainer in
theirs company who can train there employee. /hey search trainer among their
employees.
=Bternal tra#ner*
I, they didnHt ,ind internal trainer then they go ,or External trainer. /hey try to
,ind external pro,essional trainer ,rom their personnel contact, by giving
advertisement in news paper etc.
>e!#gn program $or tra#n#ng*
"1 manager or head o, the department present there need to trainer.
/hey assess type o, training and design training program by the help o, trainer
within the budget.
eport to %ead o$ t%e plant*
"1 manager give the details about training to head o, the plant and
sanction the approval o, training.
Implementat#on*
',ter designing the program ,or training, they implement in practical in
their employee.
@8
65
C%apter 6* Collect#on, analy!#! G
#nterpretat#on o$ data
C%apter* 6
Introduct#on o$ >ata Analy!#!.
/he word 'nalysis means the process o, breaking down a %omplex set
o, ,acts into simple element while Interpretation stands ,or the explanations which
analy+ed the statements and also make out or bring out the meaning o, creative work.
'nalysis and Interpretation are done according to department wise and
according to .uestionnaire. /his analysis and Interpretation will de,initely help to the
company ,or the ,uture strategies. 3ollowing are the analysis and Interpretation o, the
results.
/hese all analysis is imagine ,or general company. It is very necessary to
understand the psychological tendency o, employee. 0ecause it is a .uietly subjective
so it will slightly deviate the opinion o, the employee.
/he #epartment o, the company where I conduct survey. /here are 755
employees in each department. /otal employees are ?55.
7. urchase
67
2. 3inance
:. roduction
;. acking and dispatch
?. 1esearch and #evelopment
Ta"le No 6.2
Survey #n Purc%a!e >epartment*
Opt#on e!pon!e! Percentage
)es 65 65
(o :5 :5
3Source* Pr#mary data* Mue!t#onna#re7
62
?#gure No. 6.2D;3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
/he above pie2diagram shows that 65O o, employees o, purchase department are
highly satis,ied with the /alent Management process. "ence, we can say in urchase
department talent management is e,,ective process ,or employee as well as
organi+ation.
Survey #n ?#nance >epartment*
Opt#on e!pon!e! Percentage
)es 62 62
(o 2B 2B
3Source* Pr#mary >ata* Mue!t#onna#re7
6:
?#gure No. 6.1D;3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
/he above pie2diagram shows that B5O o, employee o, ,inance department are
highly satis,ied with the /alent Management process, 75Oare satis,ied, @O are
natural, ;Oare dissatis,ied. "ence, we can say in 3inance department, talent
management is e,,ective process ,or employee as well as organi+ation.
Survey #n Product#on >epartment*
Opt#on e!pon!e! Percentage
@? @?
(o :? :?
6;
?#gure No. 6.@D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that @?O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd :?O
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
Survey #n pac+#ng and d#!patc% >epartment*
Opt#on e!pon!e! Percentage
)es
<8 <8
(o
20 20
6?
?#gure No. 6.0D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that B@O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd 7;O
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
Survey #n e!earc% and development >epartment*
Opt#on e!pon!e! Percentage
6@
)es
;1 ;@
(o
1< 25
?#gure No. 6.5D; 3Source* pr#mary data !urvey &ue!t#onna#re7
INT=P=TATION* .
In roduction department we can observe that 62O employee are
answering G)esH, they getting exposure to show there talent in company. 'nd 2BO
employees are answering G(oH. means here, more than @5O employee answering
G)esH means process o, talent management is e,,ective in this department.
=mployeeI! per$ormance "e$ore #mplement#ng Talent Management
concept*
>epartment 9ood 'ad
urchase
82 @6
3inance
51 0<
roduction
81 @<
66
1 I #
05 55
#ispatch
8< @1
?#gure No. 6.8D;3Source* !econdary data average per$ormance
appra#!al report o$ employee.7
=mployeeI! per$ormance a$ter #mplement#ng Talent Management
concept*
>epartment 9ood 'ad
urchase
;5 15
3inance
64 24
roduction
<5 25
1 I #
<4 14
6B
#ispatch
;4 @4
?#gure No. 6.;D;3Source* !econdary data $rom average per$ormance
appra#!al report o$ employee.7
INT=P=TATION* .
In above both diagram we can compare per,ormance o, all department, be,ore
implementing concept o, talent management and a,ter implementing concept o, talent
management. We can observe that, per,ormance o, all departments is increase a,ter
implementing talent management concept.
68
C%apter 6* Conclu!#on and
te!t#ng o$
%ypot%e!#!
6.2 Te!t#ng o$ -ypot%e!#!
/alent Management has been developed as a plat,orm ,or corporate world to manage
talents o, employee, ,or company bene,its.
3rom above surveys and changes in per,ormance report getting ,ollows
in,ormation4
3or company talent management is e,,ective process.
B5
/alent management is e,,ective ,or %ompany i,4 1emark ,rom J #ata o,
'nalysisK
? R )es
&1
S R (o
• Cuality o, the roduct increase. ?
• 1atio o, employees to le,t job is decrease, and new
candidate are increase in organi+ation.
?
• Employee getting satis,action ,rom the job
?
• %omplaints o, employee reduced.
?
'bove table show that all the criteria set ,or %ompany, to show e,,ective talent
management process, which is help,ul to employee as well as organi+ation.
/here,ore project is proved the its (ull hypothesis I disprove the alternative
hypothesis.
Null -ypot%e!#!*
? Employee taking bene,its ,rom /alent Management =ystem
? Employee can retain success,ully ,or the bene,it o, organi+ation
? EmployeeHs per,ormance increased by talent management
? Employee turnover o, organi+ation a,,ected by /alent Management rocedure
Conclu!#on
/alent Management ,or the "1 %ommunity is an opportunity ,or "1 pro,essionals
to develop in their areas o, expertise and in their careers. ' strong "1 %ommunity
helps create a strong public service. /he goal o, talent management is to better
understand our people in the "1 %ommunity so we can support pro,essional and
career development and align individual needs and goals with the business ,ocus o,
"1. We also want to ensure that we as a %ommunity have the agility to develop
B7
people so that we are meeting the ,uture needs o, the community and government and
our clients. /his ,irst broad sweep o, the %ommunity provides a ,oundation on which
to ensure leadership continuity, knowledge trans,er and service continuity. /he initial
implementation resulted in a number o, important human resource priorities and
strategies, such as per,ormance management, leadership and management
development, attraction and retention, employee learning and development and
culture, all o, which are supported by the "1 =trategy ,or the "1 %ommunity.
/he critical next step in the process is the implementation o, the /alent Management
lan ,or the "1 %ommunity. Individually, members o, the community and their
managers should work together to move ,orward individual career development plans.
/he "1 %ommunity must work together to promote a talent management mindset,
commit to supporting development as a pro,essional group, and integrate talent
management into the daily ,abric o, doing business.
27 ecru#tment
We understand it help to ensuring the right people are attracted to the
organi+ation.
17 etent#on
We understand it help to developing and implementing practices that reward and
support employees.
@7 =mployee development
/alent Management ensuring continuous in,ormal and ,ormal learning and
development.
07 Per$ormance management
/alent Management is speci,ic processes that nurture and support
per,ormance, including ,eedback>measurement.
57 /or+$orce plann#ng
It use to make planning ,or business and general changes, including the older
work,orce and current>,uture skills shortages.
B2
C%apter 24* Sugge!t#on and
recommendat#on
C%apter 24* Sugge!t#on and ecommendat#on
7$ &rgani+ation should make research to avoid talent drain.
2$ "1 #epartment should interact and expose inbound employee
B:
:$ er,orm various task to motivate employee ,or work, because various
employee can not work with motivation they just do it, because
organi+ation pay ,or them.
B;
C%apter 22* Append#ce!
3In t%#! project $ollo(#ng $orm are prepare $or !urvey. 7
Company /or+!%op
Name o$ =mployee*
oll No.
>epartment*
B?
>e!#gnat#on*
Jo#n#ng >ate*
Mual#$#cat#on*
Mue!t#onna#re*
27 >o you $eel !at#!$act#on (%#le you complete your (or+F
)es (o
17 Can you complete your (or+ (#t%#n a t#meF
)es (o
@7 Can you per$orm (or+ (#t% #ntere!tF
)es (o
07 At any t#me do you $eel t%at you (a!t#ng your t#meF
B@
)es (o
57 Any(%ere do you $eel t%at, you do#ng a "ulloc+ (or+F
)es (o
87 >o you $eel t%at you !elect (rong $#eld to (or+F
)es (o
Any ot%er $eed"ac+ or !ugge!t#on! "y employee*
C%apter 22* '#"l#ograp%y
I am overwhelmed in presenting my summer project report in
%ompany */#, (asik works ,or this I wish to express my deep sense o, gratitude ,or
,ollowing web sources and authors to take there re,erences ,or these project.
'oo+!*
7$ "uman %apital Management 22222 Garry #esslar ! ?;2$
2$ "uman 1esource Management 2222 "imalaya ublications ! :B@$
:$ "uman 1esource Management 222 &x,ord "igher education ! p6;$
;$ "uman 1esource Management =ystem 22222 ro,. Mr. =ubbarao !, 2;:$
B6
/e" Source!*
7$ &neclickhr.com
2$ Weckipedia.com
:$ Google.com
;$ 1eddi,,.com
BB
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