Description
Managing talent in a global organization is more complex and demanding than it is in a national business and few major worldwide corporations have risen to the challenge. This paper focuses on highlighting the way in which the organizations should embrace talent management to obtain and retain the best talent available for the success of their organization.
Human Resource Management Research 2013, 3(3): 61-70
DOI: 10.5923/j.hrmr.20130303.01
Empirical Study of Talent Management Program and Its
Impact on the Employee’s Retainment and Performance
in Indian Supermarket Big Bazaar
Rajpreet Kaur
Rayat and Bahra Institute of Management, Bohan 146001, Hoshiarpur (Punjab), India
Abstract Managing talent in a global organizat ion is more complex and demanding than it is in a national business and
few major worldwide corporations have risen to the challenge. This paper focuses on highlighting the way in which the
organizations should embrace talent management to obtain and retain the best talent available for the success of their
organization. The objective of this paper is to analyze and retain the employees by managing their talent in Indian
supermarket (Big Bazaar). The sample size has been taken as 220 out of total population of 500. This paper also accounts
for the impacts of talent management program on employees. Additional calculations are also shown to understand that
how much it helps to retain. From the analysis, it was found that almost all of the respondents are satisfied with the result of
the talent management program. Almost all the employees agreed that the talent management program creating a good
work culture as well as enhances the values of employees and decrease in turnover of employees. Final observations of the
study are that most of the employees are satisfied that talent management program helps to identify the strength and
weakness of employees.
Keywords Talent Management, Strategic Human Resources, Big Bazaar
1. Introduction
Before going into the deeper discussion on Talent
Management, it would be advantageous to understand the
word “talent”. Talent generally refers to the capabilities,
skills or the art of a part icular person possess in a part icular
field. In other words, it refers to those people who have
high potent ial even though they might have scarce
knowledge and skills or who can successfully bring out
transformat ion and change in the organizat ion with the
motto of “keeping people who keep you in business”. The
word talent management in an organization was coined[1]
by David Watkins of Softscape in 1998. It is defined as the
process of attracting and retaining profitable employees. It
also refers to those special steps an organization adopts to
recruit, develop and retain its pool of top talent. The steps
adopted should normally be creat ive and should not project
bureaucracy. Talent Management also denotes a deliberate
approach taken up by an organization to attract, develop and
retain people with the aptitude and abilities to meet not only
the current requirements but also future organizational need.
It should be noted that talent management in this context
* Corresponding author:
[email protected] (Rajpreet Kaur)
Published online at http://journal.sapub.org/hrmr
Copyright © 2013 Scientific & Academic Publishing. All Rights Reserved
does not refer to the management of entertainers. The
current business and economic environment is exposing a
host of weaknesses in the talent management practices of
many organizations, as well as the lack of a comprehensive
understanding of skills, capabilities, key workforces and top
talent, etc. Talent management is the process of attracting,
selecting, training, developing, and promoting employees
throughout the institution. The primary focus of these
practices is to obtaining and developing talent which
ensures that staff has the necessary tools, support, and
resources to perform the task in a well organized manner. It
also ensures that they are properly motivated and
compensated; and ready to transition into leadership roles as
appropriate. Staff becomes valuable assets because, over
time, they develop the necessary core competencies and
internalize institutional core values. Talent management is
also known as HCM (human capital management), HRIS
(human resources information systems) or HRMS (human
resources management systems), and HR Modules[2].
Organizations mainly focus on developing their talent by
integrating the plans and processes to track and manage
their employee’s talent. The following points[2] are
generally considered during the integration process: (i)
Sourcing, attracting and recruit ing qualified candidates with
competitive backgrounds, (ii) Overlook of competit ive
salaries, (iii) Professional development opportunities, (iv)
Performance management processes, (v) Retention
62 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
programs, and (vi) Promotion and transitioning, etc.
Key[3] discussed that talent management helps
supermarket chain live brand promise. Key[3] detailed that
united supermarket ’s learning and performance
management strategies help the company increase employee
engagement, maintain costumer loyalty and control the cost.
Key[3] summarized as “We believed our growth and
success are tied to our commitment to service. By aligning
our talent management processes to support this
commitment, and using the right technology solution, we
are more capable than ever of living to our brand promise
throughout the organization”. Keeping in the views of
Key[3] and talent management practices, this paper focuses
on highlighting the way in which the organizations should
embrace talent management to obtain and retain the best
talent available for the success of their organization. It
accounts for the impacts of talent management program on
employees. The broad objective of the study is to analyze
the talent management program of big bazaar (one of the
Indian supermarket) and its impact on the employees.
Additional analysis has also been done to investigate the
satisfaction of employees with TMP and theirs retaining
strategies.
2. Importance of Talent Management
Program in Organization
Talent management brings together a number of
important human resources and management initiatives.
Quite often, organizations adopting a talent management
approach will focus on co-coordinating and integrating of
the following strategies[4]:
? Recruit ment - ensuring the right people are attracted
and employed in the organization.
? Retention - development and implementation
practices that reward and support employees.
? Professional development - ensuring continuous
informal and formal learning and development.
?Advanced leadership and development - specific
development programs for existing and future leaders
having strong potential toward the organizat ion.
? Performance management - specific processes that
nurture and support performance, including feedback /
measurement.
? Workforce planning - planning for business and
general changes, including the older workforce and
current/future skills shortages.
? Culture - development of a positive, progressive and
high performance “way of operating”. An important step is
to identify the staff or employees (people and positions) that
are critical to the organizat ion. They do not necessarily have
to be senior staff members.
With the help of the above detailed integration process as
a part of the talent management program, organizations
provide individuals the opportunity and space for physically
manifesting their talent into performance for achieving
individual and organizational vision. Talent manifests into
performance as shown in Figure 1. Thus, in addition to the
overall development of individual’s intrinsic capacities, the
domain of talent management also focuses on better
working environment and positive changes in the
management to provide the other elements listed above for
manifestation of talent into performance. In general, talent
management programs (TMP) aims to accomplish the
following[5,6]:
? To provide a holistic view of the individual: current
and future.
? To help in identifying and preparing future leadership
talent.
? To provide key resources with recognition and
growth opportunities.
? To facilitate retention of high performers.
? To help identify and groom potential development
plans.
? To complement the rewards system.
Fi gure 1. A pict orial represent at ion of st eps in conversion of t alent to
performance
The supply side puts pressure on organization to attract
the best talent and ensure that employees join the company
and choose to stay in the organizat ion rather than look for
opportunities elsewhere. In the recent days, the human
resources department of any organization is vested with the
responsibility of managing the talent, in addition to its
conventional function of providing good human capital to
an organization. In order to perform this function, they use
the following methods:
1. Identifying the suitable talent
2. Right selection of the talent
3. Implementing competit ive compensation plans
4. Training and continuous development of competencies
5. Practicing state-of-the–art performance appraisal
systems
Human Resource Management Research 2013, 3(3): 61-70 63
6. Aligning the acquired talent
7. Developing and nurturing the talent, and
8. Retaining the talent
3. Background Review
Over the years, considerable research efforts have been
put into the development and implementations of talent
management program. The available literature reveals that
organizations have focused on talent management and
understood that talent management is aligned to the
employees with the mission and vision of the organization
which ends up with better results to their organizations. A
voluminous body of informat ion has emerged in the
literature (journal articles, text books, handbooks, websites,
etc.). For instance, a survey on the global talent
management practices conduced by the Industrial Relations
Consellor’s Inc[7,8] reported that the assessment processes
with open and frank discussion are seen to one of the most
effective process in identifying the suitable talent. It was
also mentioned that many of the mult inational companies
explicit ly seek and encourage diverse workforce in their
talent pools. Lewis and Heckman[9] in their critical review
of talent management discussed the some of the basic
questions like what is talent management and what does it
have in scientific principles of human resources and
management? They addressed such question by reviewing
problems with the definit ion of talent management and the
lack of data supporting many practit ioner claims. Based on
responses of above questions, they proposed a way which
supports a systems oriented definit ion of talent management
that focuses on the strategic management of talent. They
also outlined future avenues of research to further develop
the field of talent management and t ie it more closely to the
large volume of work in strategic human resources
management. The best practices in the talent management
are documents in a recent book[10]. It includes the most
up-to-date thinking tools, models, instruments and case
studies necessary to identify, learn and manage the talent
within the organizat ion with the focus on the results. It also
provides the way to put the thought leadership into the
real-world pract ices. More recently, the most
comprehensive book on talent management[11] explains
how organizat ions can identify and hold onto their most
valuable employees. It also suggests how to get the most
out of high potential people by developing and promoting
them to the key positions in the organizations.
Approachable human resources strategies tied with the
business success measures are discussed in this
handbook[11]. It thoroughly integrates the key elements of
human resources assessment (performance, potential,
competencies, career planning, and succession planning)
into a cogent system that can be utilized by both managers
and human resources professionals in realizing organization
success. Subsequently, Effron and Ort[12] presented a
revolutionary approach on talent management practices.
They argued that the organizations unwittingly add layers of
complexity to their talent building models–without
evaluating whether those component provide any added
values to the overall processes. Consequently, simple
processes such as setting employee performance goals
become multi-page, headache-inducing time-consuming
which turn managers off to the whole process and fail to
improve results. Overall, this book provides a good
overview of the key areas of the talent management which
may significantly enhance the credibility of human
resources. McDonnell et al.[13] utilized data from 260
multinational enterprises to re-address the deficit
“organizations are becoming relentless in managing and
developing their key talent”. They explored the extent to
which multinational enterprises engage in global talent
management and decipher some of the factors which may
explain the appropriateness of usage of global talent
management practices. They found that although a
significant number of multinational enterprises have
systems and mechanis ms in place to strategically identify
and develop their talent many more seemingly adopt an
ad-hoc or haphazard approach. For instance, less than 50%
of all multinational enterprises have both global succession
planning and formal management development programs
for their high potentials. More recently, Gopal and Vij[14]
discussed talent management practices in the Indian
informat ional technology industries. Piansoongenern et
al.[15] studied the strategies of the talent management in
Thai cement companies. Their investigation focused on the
factors influencing employees engagement.
In summary, there have been great efforts on
identification, implementations and planning of the talent
management practices. As much as known to the author,
none of the study has explored the talent management
practices and its impact on the employees of the Indian
supermarkets. Therefore, the present study is aimed to find
out the existing Indian talent scenario in the big bazaar to
analyze its emerging challenges and trends. The sample size
has been taken as 220 out of the total population of 500.
The talent management program process is applicable to all
employees in big bazaar who have been employed for at
least six months tenure in the organisation as on-roll
employee.
4. Limitations of the Study
Since this study requires survey in the various super
markets (big bazaar’s) and the employees are directed not to
give much informat ion. They are also quite busy with their
duties. There are certain limitations of the study as listed
below:
1. This study was done in the organization and the
respondents were busy. The respondents filled up the
questionnaire in between their busy schedule.
2. Employees responded according to their own
perceptions.
64 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
3. Due to the medium scale organization (big bazaar,
Indian supermarket), sample size of 50 or less was possible
from a single organizat ion. The sample size has been taken
as 220 out of total population of 500.
4. Employees fear to disclose the information as company
has not allowed disclosing confidential information.
5. Employees are less educated which results in the lack
of knowledge.
6. Time factors (i.e., working hour of employees or shift
timings, etc.) was the major limitation of this survey.
7. Availability of the employees (including absenteeism)
at the particular t imings of the survey was another concern
while collecting the data.
8. Since not many employees work for a long time with
such type of organizations, the talent management program
analysis used herein this study is applicable to all
employees of big bazaar who have been employed therein
for atleast of 6 months tenure as on-roll employee. This, in
turn, also reduces the sample size from an individual big
bazaar’s.
5. Research Design and Methodology
The present study is descriptive in nature as it attempts to
understand the employee’s opinion regarding the talent
management program of the Big Bazaar. To fulfill this
purpose, a closed-end questionnaire (see the Appendix –I)
was prepared with questions on employee’s demographic
profile and on the specific talent management program. The
questionnaire has been properly prepared in order to cover
all the specific Information required for the study.
(a) Primary source of data: The primary data has been
collected through the questionnaire. The primary data has
been obtained by scheduled and structured interview with
the officers and staff in the different division of the Big
Bazaar as well as through the questionnaire distributed to
the employees in different depart ments in that particular
division of Big Bazaar.
(b) Secondary sources of data: As per the standard
practices used in this type of studies, secondary data is
collected from various books available in the library. Due to
the growing importance and availability of various journal
and periodical related to the talent management are also
referred for the data collection and validation purpose.
Additional sources being the magazines published
electronic resources and general website for the suitable
secondary data collection. All the electronic sources of data
collection are chosen based on their reliability check and
analysis from various references. In addition to all the
secondary sources mentioned above, some of specimens of
company and company website are also referred in this
study.
(c) Sampling plan: In this work, universal sampling
method is used to collect to analyze the information’s.
Universal sampling from a finite population refers to the
method of sample select ion which gives each possible
sample combination an equal probability of being picked up
and each item in the entire population to have equal chance
of being included in the sample.
The sample size of 220 (out of 500 total populations) was
chosen for this study from the part icular divisions of Big
Bazaar’s. Keeping in view of the objectives as well as
limitat ions of this study, an objective type questionnaire
(see Appendix - I) was distributed to 220 persons for the
sample and collected different opinions and ideas of the
employees of the Big Bazaar.
(d) Sampling techniques: As mentioned in the sources of
primary data, the sampling techniques used in this research
were non-probability convenient sampling techniques. The
survey was conducted through questionnaire and scheduled
interview with in the various Big Bazaars located in Punjab
state (India).
(e) Hypothesis: Having collected the sufficient
informat ion from the various primary and secondary
sources, the following hypotheses were used in this study:
? Null hypothesis includes the following points for the
talent management system:
? Employee’s taking benefits from talent
management programs
? Employee’s are retained successfully for the
benefit of the organizat ion
? Enhancement in the employee’s performance by
the talent management
? Influence of the procedural implementation of this
program on the turnover of the organizations.
? Alternate hypothesis covered the following points for
the talent management system:
? Employees are unable to take benefits from the
talent management system
? Employees are not retained successfully for the
benefits of the organization
? No alternation in the employee’s performance due
to the program
? Turnover of the organization not influenced with
the talent management program.
6. Data Analysis and Interpretations
Having obtained all the required informat ion from the
various sources of data collection, data analysis was done. It
is a process of breaking down a complex set of facts into
simple element. Date analysis is followed by an
interpretation which stands for the explanations which
analyzed the statements and also make out or bring out the
meaning of creat ive work. It is expected that such analysis
and interpretation will definitely help the company in their
future strategic planning’s. As per questionnaire, the data
analysis and interpretations have been explained herein in
step wise.
(i). Identificati on of working period in the
organization: The first question of the survey was to look
out for the stability of employees in the Big Bazaar’s.
Human Resource Management Research 2013, 3(3): 61-70 65
Figure 2 summarizes the respondent status based on their
employment period in the organizat ion obtained from the
primary sources.
< 1
40%
1 – 2
30%
2 – 5
22%
> 5
8%
Fi gure 2. Ident ificat ion of working period of the employees of the big
bazaar
It was observed that the more than 60% employee’s, who
were part of the survey, has been working in the Big
Bazaar’s for more than one year. It can be observed from
Figure 2 that 40% of employees were new appointed and
have been working in the organizat ion for less than one year,
30% employees have been working therein for 1 to 2 years,
22% employees have worked for more than 2 years but less
than 5 yrs and the remaining 8% employees have been
working for the period longer than 5 years.
Strongly agree
40%
Agree
40%
Neither agree nor
disagree
12%
Disagree
6%
Strongly disagree
2%
Fi gure 3. Identificat ion of st rengt h of t alent management program
(ii). Strength and weakness of the talent management
program: Figure 3 summarizes the strength and weakness
of the talent management programs being applied in the Big
Bazaar. It can be observed the large number of part icipants
(about 80%) agreed with the implementation of the talent
management program and its positivity in the strength
development of the employees. It also suggests that the
talent management program, in general, helps us to
determine the weakness or strength of the employees.
About 40% of the participant employees strongly agreed
with the talent management program at the same t ime 40%
agreed with it. 12% of part icipated employees responded in
a neutral way that they are not clear about the positive side
of the talent management program and whether it can really
helps them to identify the strength and weakness of the
employees. On the other hand, s mall number of part icipants
(about 6%) did not agree with the concept of talent
management program whereas negligible number of
participants (2%) were strongly disagree with the scope of
the program in indentifying the strength and weakness of
the employees.
Change in motivating
strategy
36%
Restructure of
organization or
individual objectives
8%
Improvement in the
management employees
relationship
44%
Making changes in
dissatisfaction areas
6%
No decision taken
6%
Fi gure 4. Influence of t alent management program on t he st rategic
changes in the organizat ion
(iii). Influence of the talent management on the
strategic changes in the organizati on: An analysis of
Figure 4 suggests that largest number (44%) of participated
employees experienced an improvement in the management
and employees relationship due to the talent management
program. Almost equal but little less number (36%) of
participants were in agreement with the change in the
motivational strategic (both monetary and non-monetary)
which helps for the development of the employees and as
well as for the organization. All these affects were due to
the proper implementation of the program. The above two
responses in terms of the management and employees
relationship and strategic development of employees and
organization were clearly due to the employees who have
spent longer work period in the Big Bazaar. Restructuring
of organization or individual elements in the organization
due to the talent management have also been experienced
by about 8% of the respondent. The 6% of the respondent
agreed with the possible changes in the area’s of
dissatisfaction of employees of the organization. The
remaining 6% of the participants were in in-line with the
talent management and responded that no decision making
is possible due to the bound to the limitations or
shortcomings of talent management program.
66 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
Most important
15%
Very important
39%
Less important
42%
Not at all important
4%
Fi gure 5. Usefulness of t alent management program in the employee’s
performance
Standards
24%
Monetary incentives
10%
Appraisal
14%
Employee Development
52%
Fi gure 6. Import ance of the t alent management in t he improvement of
part icular areas
(i v). Usefulness of the talent management in the
empl oyee’s performance: It can be observed from Figure 5
that the responses in relation to the usefulness of the
program in the performance of the employees are also in
accordance with the response to previous items of the
questionnaire. In general, above 50% of the participated
employees agreed with the role of talent management
program and its usefulness in the enhancement of their
performance. 15% of the part icipants were in strong
agreement that the talent management program is most
important to develop their performance. However, 39% of
the participants responded that talent management plays a
very important role in enhancing their performance. On the
other hand, about 42% of the employees did not agree and
responded that talent management is less important in this
aspect whereas 4% suggested that talent management is not
at all important in their performance.
(v) Importance of the talent management in the
improvement of particul ar areas: It can be observed from
Figure 6 that most of the respondent felt that the talent
management program can bring improvements in one or
another area of employees or organizational interests. For
instance, about 24% of the participants responded about the
standard improvements, in general whereas large number of
participants (52%) were in agreement with the employees
overall development due to the talent management practices.
Small number (10%) of participants also responded that
talent management helps them in terms of the monetary
incentives; however, 14% employees were looking forward
about the appraisal gains due to the talent management. All
in all, most of the participants were possible in one or other
way of the improvements in the employees results due to
the talent management program.
(vi). Effecti veness of the talent management on the
empl oyee’s potential advancement: Figure 7 represents
the effectiveness of the talent management on the
employee’s potential development. The response was
obtained in four levels, i.e., highly effect ive, effect ive,
neutral or ineffective. It is seen from the figure that the
large population responded in the positive manner, i.e.,
about 28% of the employees felt that the talent management
programs adopted by the big bazaar are highly effective for
their potential advancement. Along the same line, about
40% of employees are in agreement of effectiveness of such
programs. Over all, about 68% of the respondents were
positive about the effectiveness in the employee’s potential
development. Like all other surveys, about 24% of the
respondent were neutral in their response, however, very
small fraction (8%) of the participants were not at all in the
agreement with the effectiveness of the talent management
program in their potential advancements.
Highly effective
28%
Effective
40%
Neutral
24%
Ineffective
8%
Fi gure 7. Effect iveness of t he t alent management on the employee’s
potent ial advancement
(vii). Identification of empl oyee’s moti vating factor
towards the work environment: Figure 8 identifies the
motivating scale of the talent management on the
employee’s work environment. Similar to the previous
discussions, here also, it can be seen that about 28% of the
participants were highly motivated and about 52% of the
employees were fairly mot ivated towards their work
environment which was due to the proper implementation
of talent management practices. The survey suggests that
small number of part icipants (about 16%) remained neutral,
Human Resource Management Research 2013, 3(3): 61-70 67
however, 4% of the participants were negative in terms of
the motivating factor.
(viii). Co-operation and team work due to the talent
management program: Figure 9 identifies whether the
talent management program helps to win co-operation and
team work among the employees of the organization. The
response of the participants in this regards was fairly
positive. For instance, 38% of the participants felt that the
talent management program helps them very frequently, on
the other hand, 32% responded that its helps them
occasionally to easily cooperate and team work. Almost
equal number of participants felt that they rarely (17%
participants) or never (13% part icipants) get any positive
help in winning up cooperation and team work. Overall,
there is also win-win situation of talent management
program.
Highly motivating
28%
Fairly motivating
52%
Neutral
16%
De-motivating
4%
Fi gure 8. Ident ificat ion of employees mot ivat ing fact or towards their
work environment
Frequently
38%
Occasionally
32%
Rarely
17%
Never
13%
Fi gure 9. Co-operat ion and t eam work due t o t alent management
program
Human Resource
Department
28%
Senior leadership
24%
Supervisor/manager
40%
Everyone
8%
Fi gure 10. Responsibilit y for t alent management program and employees
engagement in the organizat ion
(ix). Responsi bility for talent management program
and its empl oyee engagement in the organization: The
study also explored whether the participants understand that
who is responsible for the talent management and its
employee’s engagement in the organization. In the survey
(Figure 10), about 28% of the participants replied that
human resources department is responsible for such type of
the activities with the organizat ion. Almost equal number of
participants (i.e., 24%) thought that senior leadership of the
organization has to take care of this responsibility. The
large number of participants (about 40%) replied that the
supervisors and managers are responsible in proper
implementation of talent management program and its
employee’s engagement in the organization. However, very
small fraction (about 8%) of the employees think that each
and every individuals working for the organization has to
take the responsibility of proper and successful practices of
the talent management.
Aligning employees with
the mission and vision of
your organization
18%
Creating a culture that
makes employees want to
stay with the
organization
14%
Creating a culture that
values employees work
14%
Creating an environment
where employees are
excited to come to work
each day
20%
Creating an environment
where employees ideas
are listened to and valued
24%
Identifying gaps in
current employees and
candidate competency
levels
10%
Fi gure 11. Suggest ion to improve the t alent management program of t he
big bazaar
(x). Suggestions to improve the talent management
program in the big bazaar: Finally, the suggestions are
also collected through the survey to improve the talent
management program in the big bazaar. Figure 11
summaries the fract ion of various suggestions asked in
68 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
questionnaire. It can be seen that the largest number of
employees (24%) suggested that the organizat ion should
create an environment where the employee’s ideas are listed
and valued in the proper way. It is also suggested by 20% of
the employees that the organization should create an
environment where employees are excited to come to work
each day. About 18% of the part icipants said that the
organization should align their employees with the mission
and vision layouts. Equal number of participants (14%)
suggested that organization should create a culture which
makes employees to stay with organizat ion and also the
employees work should be valued in appropriate manner.
About 10% of the part icipants suggested identifying the
gaps in current employees and candidate competence levels.
Over all, the suggestions are very much appreciated by the
author.
7. Summary of the Observations
From the analysis shown in the previous section, it was
found that almost all of the respondents are satisfied with
the result of the talent management program. Almost all the
employees agreed that the talent management program
creating a good work culture as well as enhances the values
of employees and decrease in turnover of employees. Final
observations of the study are as follow:
? Training room, education, mentoring and coaching
are usually used by the organization to carry out talent
development activities
? Most the employees have a clear knowledge about the
company’s vision, mission and objectives. And they know
how to achieve these objectives.
? Employees are clear about their role and
responsibilit ies.
? Almost all of the respondents are satisfied with the
result of the talent management program (changes in the
organisation).
? Almost all the employees are agreed that due talent
management program, creating a good work culture as well
as increase the values of employees, decrease in turnover of
employees.
? Most of the employees are satisfied that talent
management program helps to identify the strength and
weakness of employees.
? Improvement in personal skills of employees,
employee’s relationship in the organisation.
8. Concluding Remarks
As organizations continue to pursue high performance
and improved results through talent management program,
they are taking a holistic approach to talent management –
from attracting and selecting wisely, to retaining and
developing personal skills of employees, to increase the
confidence of employers, to placing employees in positions
of greatest impact. Therefore, every organization want to
grow and improve their systems and processes, so Big
Bazaar must focus on the employee’s performance and
potential or employees practices the allow or foster that
growth and improvement through known best practices of
the talent management program. The key variables
(leadership competencies, experience, personal skill,
employee’s interest, and rewards) that motivate employees
to succeed have been identified and successfully put into
practice. It is a viable path toward improving organizat ional
performance
9. Recommendations
Based on the analysis conducted in the organizat ion, the
following recommendations are made to the organization:
? As some of the employees are not agreed with results
of the talent management program and talent management
program is very important for developing the employee’s
skills, so the organization has to take some more steps to
improve the job environment and working conditions.
? Some of employees get de-motivated with the result
of talent management program, so organization should
undertake those activities so that employees should get
motivated.
? Divisional manager of the organizat ion should create
the full confidence in the agents/employees of the
organization.
? Sometimes quite difficult to identify the talent of
number of employees in the organization, so divisional
manager/supervisor of that organizat ion should divide the
employees/agents into the groups so that they can easily
identify exact talent of the employees.
? Manager should undertake interesting activities so
that hidden talent of employees can be improved.
? The relationship b/w agents/employees and manager
with in the organizat ion should be clear, so that agents can
easily transfer the employees problems to manager without
hesitation.
Annexure
Questionnaire for Talent Management Program of
Employees of Big Bazaar
Employee code Employee Designation_____
Q. 1. How long you have been working in the
organization?
a) Less than 1 yr
b) 1-2 yrs
c) 2-5 yrs
d) More than 5 yrs
Q. 2. Do you think Talent Management Program
helps to identify the strength and weakness of
employees?
Human Resource Management Research 2013, 3(3): 61-70 69
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
Q. 3. What changes have taken place in the
organization as a result of Talent Management
Program?
a) Change in motivating strategy
b) Restructure of organizat ion or
individual object ives
c) Improvement in the management
employees relationship
d) Making changes in dissatisfaction
areas
e) No decision taken
Q. 4.How it is useful for your performance?
a) Not at all important
b) Less important
c) Very important
d) Most important
Q. 5. According to you which areas improved due
to this Program?
a) Standards
b) Monetary incentives
c) Appraisal
d) Employee Development
Q. 6. How it becomes effective to identify
employee’s potential for advancement?
a) Highly effective
b) Effect ive
c) Neutral
d) Ineffect ive
Q. 7. To what extent is Talent Management
Program mot ivating the work environment?
a) Highly mot ivating
b) Fairly motivating
c) Neutral
d) De-mot ivating
Q. 8. In your opinion does Talent Management
Program helps to win co-operation and team work?
a) Frequently
b) Occasionally
c) Rarely
d) Never
Q. 9. Who is responsible for Talent Management
Program and its employee engagement in your
organization?
a) Human Resource Depart ment
b) Senior leadership
c) Supervisor/ manager
d) Everyone
Q. 10. Suggestions your organization needs to
improve the most in terms of Talent Management
Program? (Choose Any One)
a) Aligning employees with the mission
and vision of your organization
b) Creat ing a culture that makes
employees want to stay with the
organization
c) Creating a culture that values
employees work
d) Creat ing an environment where
employees are excited to come to work
each day
e) Creating an environment where
employees ideas are listened to and
valued
f) Identifying gaps in current
employees and candidate competency
levels
Thank you for filling up the questionnaire…
REFERENCES
[1] Uba C. (2011). Talent management strategy. Business World
Intelligence. http://businessworldng.com/web/articles/1739/
1/Talent-Management-Strategy/
[2] Bryan, L., Joyce, C. and Weiss, L. (2006). Making a market
in talent. McKinsey Quarterly, 2.
[3] Key C. Talent management helps supermarket chain live
brand promise. http://www.cornerstoneondemand.com/talent
-management-helps-supermarket-chain-live-brand-promise
[4] Talent management concept - definition and explanation.
http://derekstockley.com.au/newsletters-05/020-talent-mana
gement.html
[5] Lockwood N.R. (2006). Talent management: driver for
organizational success. SHRM Research Quarterly.
[6] Pasmore, W. (2011). Developing a leadership strategy: a
critical ingredient for organization success. A white paper by
Center for Creative Leadership, 28 pages.
[7] Industrial Relations Counselors, Inc. (2004). IRC survey of
global talent management practices.
[8] Industrial Relations Counselors, Inc. (2009). An executive
summary on “Talent management processes for a diverse
leadership team”. A study conducted by ORC Worldwide
Global Equality, Diversity and Inclusion Practices for IRC,
Inc.
[9] Lewis R.E. and Heckman R.J. (2006). Talent management: a
critical review. Human Resource Management Review 16(2)
70 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
139 – 154.
[10] Goldsmith M. and Carter L. (2009). Best Practices in Talent
Management: How the World's Leading Corporations
Manage, Develop, and Retain Top Talent (Pfeiffer Essential
Resources for Training and HR Professionals). Pfeiffer
Publications.
[11] Berger L. and Berger D. (2010). The Talent Management
Handbook: Creating a Sustainable Competitive Advantage
by Selecting, Developing, and Promoting the Best People,
2
nd
edition. McGraw-Hill
[12] Effron M. and Ort M. (2010). One Page Talent Management:
Eliminating Complexity, Adding Value. Harvard Business
Review Press
[13] McDonnel A., Lamare R., Gunnigle P. And Lavelle J. (2010).
Developing tomorrow's leaders—evidence of global talent
management in multinational enterprises. Journal of World
Business 45 (2) 150 – 160.
[14] Gopal R. and Vij P. (2011) Talent management in IT
industry. UGAM Research Journal, 3 - 12.
[15] Piansoongenern O., Anurit P. and Kuiyawattananonta S.
(2011). Talent management in Thai cement companies: a
study of strategies and factors influencing employees
engagement. African Journal of Business Management 5(5),
1578 – 1583.
doc_666528358.pdf
Managing talent in a global organization is more complex and demanding than it is in a national business and few major worldwide corporations have risen to the challenge. This paper focuses on highlighting the way in which the organizations should embrace talent management to obtain and retain the best talent available for the success of their organization.
Human Resource Management Research 2013, 3(3): 61-70
DOI: 10.5923/j.hrmr.20130303.01
Empirical Study of Talent Management Program and Its
Impact on the Employee’s Retainment and Performance
in Indian Supermarket Big Bazaar
Rajpreet Kaur
Rayat and Bahra Institute of Management, Bohan 146001, Hoshiarpur (Punjab), India
Abstract Managing talent in a global organizat ion is more complex and demanding than it is in a national business and
few major worldwide corporations have risen to the challenge. This paper focuses on highlighting the way in which the
organizations should embrace talent management to obtain and retain the best talent available for the success of their
organization. The objective of this paper is to analyze and retain the employees by managing their talent in Indian
supermarket (Big Bazaar). The sample size has been taken as 220 out of total population of 500. This paper also accounts
for the impacts of talent management program on employees. Additional calculations are also shown to understand that
how much it helps to retain. From the analysis, it was found that almost all of the respondents are satisfied with the result of
the talent management program. Almost all the employees agreed that the talent management program creating a good
work culture as well as enhances the values of employees and decrease in turnover of employees. Final observations of the
study are that most of the employees are satisfied that talent management program helps to identify the strength and
weakness of employees.
Keywords Talent Management, Strategic Human Resources, Big Bazaar
1. Introduction
Before going into the deeper discussion on Talent
Management, it would be advantageous to understand the
word “talent”. Talent generally refers to the capabilities,
skills or the art of a part icular person possess in a part icular
field. In other words, it refers to those people who have
high potent ial even though they might have scarce
knowledge and skills or who can successfully bring out
transformat ion and change in the organizat ion with the
motto of “keeping people who keep you in business”. The
word talent management in an organization was coined[1]
by David Watkins of Softscape in 1998. It is defined as the
process of attracting and retaining profitable employees. It
also refers to those special steps an organization adopts to
recruit, develop and retain its pool of top talent. The steps
adopted should normally be creat ive and should not project
bureaucracy. Talent Management also denotes a deliberate
approach taken up by an organization to attract, develop and
retain people with the aptitude and abilities to meet not only
the current requirements but also future organizational need.
It should be noted that talent management in this context
* Corresponding author:
[email protected] (Rajpreet Kaur)
Published online at http://journal.sapub.org/hrmr
Copyright © 2013 Scientific & Academic Publishing. All Rights Reserved
does not refer to the management of entertainers. The
current business and economic environment is exposing a
host of weaknesses in the talent management practices of
many organizations, as well as the lack of a comprehensive
understanding of skills, capabilities, key workforces and top
talent, etc. Talent management is the process of attracting,
selecting, training, developing, and promoting employees
throughout the institution. The primary focus of these
practices is to obtaining and developing talent which
ensures that staff has the necessary tools, support, and
resources to perform the task in a well organized manner. It
also ensures that they are properly motivated and
compensated; and ready to transition into leadership roles as
appropriate. Staff becomes valuable assets because, over
time, they develop the necessary core competencies and
internalize institutional core values. Talent management is
also known as HCM (human capital management), HRIS
(human resources information systems) or HRMS (human
resources management systems), and HR Modules[2].
Organizations mainly focus on developing their talent by
integrating the plans and processes to track and manage
their employee’s talent. The following points[2] are
generally considered during the integration process: (i)
Sourcing, attracting and recruit ing qualified candidates with
competitive backgrounds, (ii) Overlook of competit ive
salaries, (iii) Professional development opportunities, (iv)
Performance management processes, (v) Retention
62 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
programs, and (vi) Promotion and transitioning, etc.
Key[3] discussed that talent management helps
supermarket chain live brand promise. Key[3] detailed that
united supermarket ’s learning and performance
management strategies help the company increase employee
engagement, maintain costumer loyalty and control the cost.
Key[3] summarized as “We believed our growth and
success are tied to our commitment to service. By aligning
our talent management processes to support this
commitment, and using the right technology solution, we
are more capable than ever of living to our brand promise
throughout the organization”. Keeping in the views of
Key[3] and talent management practices, this paper focuses
on highlighting the way in which the organizations should
embrace talent management to obtain and retain the best
talent available for the success of their organization. It
accounts for the impacts of talent management program on
employees. The broad objective of the study is to analyze
the talent management program of big bazaar (one of the
Indian supermarket) and its impact on the employees.
Additional analysis has also been done to investigate the
satisfaction of employees with TMP and theirs retaining
strategies.
2. Importance of Talent Management
Program in Organization
Talent management brings together a number of
important human resources and management initiatives.
Quite often, organizations adopting a talent management
approach will focus on co-coordinating and integrating of
the following strategies[4]:
? Recruit ment - ensuring the right people are attracted
and employed in the organization.
? Retention - development and implementation
practices that reward and support employees.
? Professional development - ensuring continuous
informal and formal learning and development.
?Advanced leadership and development - specific
development programs for existing and future leaders
having strong potential toward the organizat ion.
? Performance management - specific processes that
nurture and support performance, including feedback /
measurement.
? Workforce planning - planning for business and
general changes, including the older workforce and
current/future skills shortages.
? Culture - development of a positive, progressive and
high performance “way of operating”. An important step is
to identify the staff or employees (people and positions) that
are critical to the organizat ion. They do not necessarily have
to be senior staff members.
With the help of the above detailed integration process as
a part of the talent management program, organizations
provide individuals the opportunity and space for physically
manifesting their talent into performance for achieving
individual and organizational vision. Talent manifests into
performance as shown in Figure 1. Thus, in addition to the
overall development of individual’s intrinsic capacities, the
domain of talent management also focuses on better
working environment and positive changes in the
management to provide the other elements listed above for
manifestation of talent into performance. In general, talent
management programs (TMP) aims to accomplish the
following[5,6]:
? To provide a holistic view of the individual: current
and future.
? To help in identifying and preparing future leadership
talent.
? To provide key resources with recognition and
growth opportunities.
? To facilitate retention of high performers.
? To help identify and groom potential development
plans.
? To complement the rewards system.
Fi gure 1. A pict orial represent at ion of st eps in conversion of t alent to
performance
The supply side puts pressure on organization to attract
the best talent and ensure that employees join the company
and choose to stay in the organizat ion rather than look for
opportunities elsewhere. In the recent days, the human
resources department of any organization is vested with the
responsibility of managing the talent, in addition to its
conventional function of providing good human capital to
an organization. In order to perform this function, they use
the following methods:
1. Identifying the suitable talent
2. Right selection of the talent
3. Implementing competit ive compensation plans
4. Training and continuous development of competencies
5. Practicing state-of-the–art performance appraisal
systems
Human Resource Management Research 2013, 3(3): 61-70 63
6. Aligning the acquired talent
7. Developing and nurturing the talent, and
8. Retaining the talent
3. Background Review
Over the years, considerable research efforts have been
put into the development and implementations of talent
management program. The available literature reveals that
organizations have focused on talent management and
understood that talent management is aligned to the
employees with the mission and vision of the organization
which ends up with better results to their organizations. A
voluminous body of informat ion has emerged in the
literature (journal articles, text books, handbooks, websites,
etc.). For instance, a survey on the global talent
management practices conduced by the Industrial Relations
Consellor’s Inc[7,8] reported that the assessment processes
with open and frank discussion are seen to one of the most
effective process in identifying the suitable talent. It was
also mentioned that many of the mult inational companies
explicit ly seek and encourage diverse workforce in their
talent pools. Lewis and Heckman[9] in their critical review
of talent management discussed the some of the basic
questions like what is talent management and what does it
have in scientific principles of human resources and
management? They addressed such question by reviewing
problems with the definit ion of talent management and the
lack of data supporting many practit ioner claims. Based on
responses of above questions, they proposed a way which
supports a systems oriented definit ion of talent management
that focuses on the strategic management of talent. They
also outlined future avenues of research to further develop
the field of talent management and t ie it more closely to the
large volume of work in strategic human resources
management. The best practices in the talent management
are documents in a recent book[10]. It includes the most
up-to-date thinking tools, models, instruments and case
studies necessary to identify, learn and manage the talent
within the organizat ion with the focus on the results. It also
provides the way to put the thought leadership into the
real-world pract ices. More recently, the most
comprehensive book on talent management[11] explains
how organizat ions can identify and hold onto their most
valuable employees. It also suggests how to get the most
out of high potential people by developing and promoting
them to the key positions in the organizations.
Approachable human resources strategies tied with the
business success measures are discussed in this
handbook[11]. It thoroughly integrates the key elements of
human resources assessment (performance, potential,
competencies, career planning, and succession planning)
into a cogent system that can be utilized by both managers
and human resources professionals in realizing organization
success. Subsequently, Effron and Ort[12] presented a
revolutionary approach on talent management practices.
They argued that the organizations unwittingly add layers of
complexity to their talent building models–without
evaluating whether those component provide any added
values to the overall processes. Consequently, simple
processes such as setting employee performance goals
become multi-page, headache-inducing time-consuming
which turn managers off to the whole process and fail to
improve results. Overall, this book provides a good
overview of the key areas of the talent management which
may significantly enhance the credibility of human
resources. McDonnell et al.[13] utilized data from 260
multinational enterprises to re-address the deficit
“organizations are becoming relentless in managing and
developing their key talent”. They explored the extent to
which multinational enterprises engage in global talent
management and decipher some of the factors which may
explain the appropriateness of usage of global talent
management practices. They found that although a
significant number of multinational enterprises have
systems and mechanis ms in place to strategically identify
and develop their talent many more seemingly adopt an
ad-hoc or haphazard approach. For instance, less than 50%
of all multinational enterprises have both global succession
planning and formal management development programs
for their high potentials. More recently, Gopal and Vij[14]
discussed talent management practices in the Indian
informat ional technology industries. Piansoongenern et
al.[15] studied the strategies of the talent management in
Thai cement companies. Their investigation focused on the
factors influencing employees engagement.
In summary, there have been great efforts on
identification, implementations and planning of the talent
management practices. As much as known to the author,
none of the study has explored the talent management
practices and its impact on the employees of the Indian
supermarkets. Therefore, the present study is aimed to find
out the existing Indian talent scenario in the big bazaar to
analyze its emerging challenges and trends. The sample size
has been taken as 220 out of the total population of 500.
The talent management program process is applicable to all
employees in big bazaar who have been employed for at
least six months tenure in the organisation as on-roll
employee.
4. Limitations of the Study
Since this study requires survey in the various super
markets (big bazaar’s) and the employees are directed not to
give much informat ion. They are also quite busy with their
duties. There are certain limitations of the study as listed
below:
1. This study was done in the organization and the
respondents were busy. The respondents filled up the
questionnaire in between their busy schedule.
2. Employees responded according to their own
perceptions.
64 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
3. Due to the medium scale organization (big bazaar,
Indian supermarket), sample size of 50 or less was possible
from a single organizat ion. The sample size has been taken
as 220 out of total population of 500.
4. Employees fear to disclose the information as company
has not allowed disclosing confidential information.
5. Employees are less educated which results in the lack
of knowledge.
6. Time factors (i.e., working hour of employees or shift
timings, etc.) was the major limitation of this survey.
7. Availability of the employees (including absenteeism)
at the particular t imings of the survey was another concern
while collecting the data.
8. Since not many employees work for a long time with
such type of organizations, the talent management program
analysis used herein this study is applicable to all
employees of big bazaar who have been employed therein
for atleast of 6 months tenure as on-roll employee. This, in
turn, also reduces the sample size from an individual big
bazaar’s.
5. Research Design and Methodology
The present study is descriptive in nature as it attempts to
understand the employee’s opinion regarding the talent
management program of the Big Bazaar. To fulfill this
purpose, a closed-end questionnaire (see the Appendix –I)
was prepared with questions on employee’s demographic
profile and on the specific talent management program. The
questionnaire has been properly prepared in order to cover
all the specific Information required for the study.
(a) Primary source of data: The primary data has been
collected through the questionnaire. The primary data has
been obtained by scheduled and structured interview with
the officers and staff in the different division of the Big
Bazaar as well as through the questionnaire distributed to
the employees in different depart ments in that particular
division of Big Bazaar.
(b) Secondary sources of data: As per the standard
practices used in this type of studies, secondary data is
collected from various books available in the library. Due to
the growing importance and availability of various journal
and periodical related to the talent management are also
referred for the data collection and validation purpose.
Additional sources being the magazines published
electronic resources and general website for the suitable
secondary data collection. All the electronic sources of data
collection are chosen based on their reliability check and
analysis from various references. In addition to all the
secondary sources mentioned above, some of specimens of
company and company website are also referred in this
study.
(c) Sampling plan: In this work, universal sampling
method is used to collect to analyze the information’s.
Universal sampling from a finite population refers to the
method of sample select ion which gives each possible
sample combination an equal probability of being picked up
and each item in the entire population to have equal chance
of being included in the sample.
The sample size of 220 (out of 500 total populations) was
chosen for this study from the part icular divisions of Big
Bazaar’s. Keeping in view of the objectives as well as
limitat ions of this study, an objective type questionnaire
(see Appendix - I) was distributed to 220 persons for the
sample and collected different opinions and ideas of the
employees of the Big Bazaar.
(d) Sampling techniques: As mentioned in the sources of
primary data, the sampling techniques used in this research
were non-probability convenient sampling techniques. The
survey was conducted through questionnaire and scheduled
interview with in the various Big Bazaars located in Punjab
state (India).
(e) Hypothesis: Having collected the sufficient
informat ion from the various primary and secondary
sources, the following hypotheses were used in this study:
? Null hypothesis includes the following points for the
talent management system:
? Employee’s taking benefits from talent
management programs
? Employee’s are retained successfully for the
benefit of the organizat ion
? Enhancement in the employee’s performance by
the talent management
? Influence of the procedural implementation of this
program on the turnover of the organizations.
? Alternate hypothesis covered the following points for
the talent management system:
? Employees are unable to take benefits from the
talent management system
? Employees are not retained successfully for the
benefits of the organization
? No alternation in the employee’s performance due
to the program
? Turnover of the organization not influenced with
the talent management program.
6. Data Analysis and Interpretations
Having obtained all the required informat ion from the
various sources of data collection, data analysis was done. It
is a process of breaking down a complex set of facts into
simple element. Date analysis is followed by an
interpretation which stands for the explanations which
analyzed the statements and also make out or bring out the
meaning of creat ive work. It is expected that such analysis
and interpretation will definitely help the company in their
future strategic planning’s. As per questionnaire, the data
analysis and interpretations have been explained herein in
step wise.
(i). Identificati on of working period in the
organization: The first question of the survey was to look
out for the stability of employees in the Big Bazaar’s.
Human Resource Management Research 2013, 3(3): 61-70 65
Figure 2 summarizes the respondent status based on their
employment period in the organizat ion obtained from the
primary sources.
< 1
40%
1 – 2
30%
2 – 5
22%
> 5
8%
Fi gure 2. Ident ificat ion of working period of the employees of the big
bazaar
It was observed that the more than 60% employee’s, who
were part of the survey, has been working in the Big
Bazaar’s for more than one year. It can be observed from
Figure 2 that 40% of employees were new appointed and
have been working in the organizat ion for less than one year,
30% employees have been working therein for 1 to 2 years,
22% employees have worked for more than 2 years but less
than 5 yrs and the remaining 8% employees have been
working for the period longer than 5 years.
Strongly agree
40%
Agree
40%
Neither agree nor
disagree
12%
Disagree
6%
Strongly disagree
2%
Fi gure 3. Identificat ion of st rengt h of t alent management program
(ii). Strength and weakness of the talent management
program: Figure 3 summarizes the strength and weakness
of the talent management programs being applied in the Big
Bazaar. It can be observed the large number of part icipants
(about 80%) agreed with the implementation of the talent
management program and its positivity in the strength
development of the employees. It also suggests that the
talent management program, in general, helps us to
determine the weakness or strength of the employees.
About 40% of the participant employees strongly agreed
with the talent management program at the same t ime 40%
agreed with it. 12% of part icipated employees responded in
a neutral way that they are not clear about the positive side
of the talent management program and whether it can really
helps them to identify the strength and weakness of the
employees. On the other hand, s mall number of part icipants
(about 6%) did not agree with the concept of talent
management program whereas negligible number of
participants (2%) were strongly disagree with the scope of
the program in indentifying the strength and weakness of
the employees.
Change in motivating
strategy
36%
Restructure of
organization or
individual objectives
8%
Improvement in the
management employees
relationship
44%
Making changes in
dissatisfaction areas
6%
No decision taken
6%
Fi gure 4. Influence of t alent management program on t he st rategic
changes in the organizat ion
(iii). Influence of the talent management on the
strategic changes in the organizati on: An analysis of
Figure 4 suggests that largest number (44%) of participated
employees experienced an improvement in the management
and employees relationship due to the talent management
program. Almost equal but little less number (36%) of
participants were in agreement with the change in the
motivational strategic (both monetary and non-monetary)
which helps for the development of the employees and as
well as for the organization. All these affects were due to
the proper implementation of the program. The above two
responses in terms of the management and employees
relationship and strategic development of employees and
organization were clearly due to the employees who have
spent longer work period in the Big Bazaar. Restructuring
of organization or individual elements in the organization
due to the talent management have also been experienced
by about 8% of the respondent. The 6% of the respondent
agreed with the possible changes in the area’s of
dissatisfaction of employees of the organization. The
remaining 6% of the participants were in in-line with the
talent management and responded that no decision making
is possible due to the bound to the limitations or
shortcomings of talent management program.
66 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
Most important
15%
Very important
39%
Less important
42%
Not at all important
4%
Fi gure 5. Usefulness of t alent management program in the employee’s
performance
Standards
24%
Monetary incentives
10%
Appraisal
14%
Employee Development
52%
Fi gure 6. Import ance of the t alent management in t he improvement of
part icular areas
(i v). Usefulness of the talent management in the
empl oyee’s performance: It can be observed from Figure 5
that the responses in relation to the usefulness of the
program in the performance of the employees are also in
accordance with the response to previous items of the
questionnaire. In general, above 50% of the participated
employees agreed with the role of talent management
program and its usefulness in the enhancement of their
performance. 15% of the part icipants were in strong
agreement that the talent management program is most
important to develop their performance. However, 39% of
the participants responded that talent management plays a
very important role in enhancing their performance. On the
other hand, about 42% of the employees did not agree and
responded that talent management is less important in this
aspect whereas 4% suggested that talent management is not
at all important in their performance.
(v) Importance of the talent management in the
improvement of particul ar areas: It can be observed from
Figure 6 that most of the respondent felt that the talent
management program can bring improvements in one or
another area of employees or organizational interests. For
instance, about 24% of the participants responded about the
standard improvements, in general whereas large number of
participants (52%) were in agreement with the employees
overall development due to the talent management practices.
Small number (10%) of participants also responded that
talent management helps them in terms of the monetary
incentives; however, 14% employees were looking forward
about the appraisal gains due to the talent management. All
in all, most of the participants were possible in one or other
way of the improvements in the employees results due to
the talent management program.
(vi). Effecti veness of the talent management on the
empl oyee’s potential advancement: Figure 7 represents
the effectiveness of the talent management on the
employee’s potential development. The response was
obtained in four levels, i.e., highly effect ive, effect ive,
neutral or ineffective. It is seen from the figure that the
large population responded in the positive manner, i.e.,
about 28% of the employees felt that the talent management
programs adopted by the big bazaar are highly effective for
their potential advancement. Along the same line, about
40% of employees are in agreement of effectiveness of such
programs. Over all, about 68% of the respondents were
positive about the effectiveness in the employee’s potential
development. Like all other surveys, about 24% of the
respondent were neutral in their response, however, very
small fraction (8%) of the participants were not at all in the
agreement with the effectiveness of the talent management
program in their potential advancements.
Highly effective
28%
Effective
40%
Neutral
24%
Ineffective
8%
Fi gure 7. Effect iveness of t he t alent management on the employee’s
potent ial advancement
(vii). Identification of empl oyee’s moti vating factor
towards the work environment: Figure 8 identifies the
motivating scale of the talent management on the
employee’s work environment. Similar to the previous
discussions, here also, it can be seen that about 28% of the
participants were highly motivated and about 52% of the
employees were fairly mot ivated towards their work
environment which was due to the proper implementation
of talent management practices. The survey suggests that
small number of part icipants (about 16%) remained neutral,
Human Resource Management Research 2013, 3(3): 61-70 67
however, 4% of the participants were negative in terms of
the motivating factor.
(viii). Co-operation and team work due to the talent
management program: Figure 9 identifies whether the
talent management program helps to win co-operation and
team work among the employees of the organization. The
response of the participants in this regards was fairly
positive. For instance, 38% of the participants felt that the
talent management program helps them very frequently, on
the other hand, 32% responded that its helps them
occasionally to easily cooperate and team work. Almost
equal number of participants felt that they rarely (17%
participants) or never (13% part icipants) get any positive
help in winning up cooperation and team work. Overall,
there is also win-win situation of talent management
program.
Highly motivating
28%
Fairly motivating
52%
Neutral
16%
De-motivating
4%
Fi gure 8. Ident ificat ion of employees mot ivat ing fact or towards their
work environment
Frequently
38%
Occasionally
32%
Rarely
17%
Never
13%
Fi gure 9. Co-operat ion and t eam work due t o t alent management
program
Human Resource
Department
28%
Senior leadership
24%
Supervisor/manager
40%
Everyone
8%
Fi gure 10. Responsibilit y for t alent management program and employees
engagement in the organizat ion
(ix). Responsi bility for talent management program
and its empl oyee engagement in the organization: The
study also explored whether the participants understand that
who is responsible for the talent management and its
employee’s engagement in the organization. In the survey
(Figure 10), about 28% of the participants replied that
human resources department is responsible for such type of
the activities with the organizat ion. Almost equal number of
participants (i.e., 24%) thought that senior leadership of the
organization has to take care of this responsibility. The
large number of participants (about 40%) replied that the
supervisors and managers are responsible in proper
implementation of talent management program and its
employee’s engagement in the organization. However, very
small fraction (about 8%) of the employees think that each
and every individuals working for the organization has to
take the responsibility of proper and successful practices of
the talent management.
Aligning employees with
the mission and vision of
your organization
18%
Creating a culture that
makes employees want to
stay with the
organization
14%
Creating a culture that
values employees work
14%
Creating an environment
where employees are
excited to come to work
each day
20%
Creating an environment
where employees ideas
are listened to and valued
24%
Identifying gaps in
current employees and
candidate competency
levels
10%
Fi gure 11. Suggest ion to improve the t alent management program of t he
big bazaar
(x). Suggestions to improve the talent management
program in the big bazaar: Finally, the suggestions are
also collected through the survey to improve the talent
management program in the big bazaar. Figure 11
summaries the fract ion of various suggestions asked in
68 Rajpreet Kaur: Empirical Study of Talent Management Program and Its Impact on
the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar
questionnaire. It can be seen that the largest number of
employees (24%) suggested that the organizat ion should
create an environment where the employee’s ideas are listed
and valued in the proper way. It is also suggested by 20% of
the employees that the organization should create an
environment where employees are excited to come to work
each day. About 18% of the part icipants said that the
organization should align their employees with the mission
and vision layouts. Equal number of participants (14%)
suggested that organization should create a culture which
makes employees to stay with organizat ion and also the
employees work should be valued in appropriate manner.
About 10% of the part icipants suggested identifying the
gaps in current employees and candidate competence levels.
Over all, the suggestions are very much appreciated by the
author.
7. Summary of the Observations
From the analysis shown in the previous section, it was
found that almost all of the respondents are satisfied with
the result of the talent management program. Almost all the
employees agreed that the talent management program
creating a good work culture as well as enhances the values
of employees and decrease in turnover of employees. Final
observations of the study are as follow:
? Training room, education, mentoring and coaching
are usually used by the organization to carry out talent
development activities
? Most the employees have a clear knowledge about the
company’s vision, mission and objectives. And they know
how to achieve these objectives.
? Employees are clear about their role and
responsibilit ies.
? Almost all of the respondents are satisfied with the
result of the talent management program (changes in the
organisation).
? Almost all the employees are agreed that due talent
management program, creating a good work culture as well
as increase the values of employees, decrease in turnover of
employees.
? Most of the employees are satisfied that talent
management program helps to identify the strength and
weakness of employees.
? Improvement in personal skills of employees,
employee’s relationship in the organisation.
8. Concluding Remarks
As organizations continue to pursue high performance
and improved results through talent management program,
they are taking a holistic approach to talent management –
from attracting and selecting wisely, to retaining and
developing personal skills of employees, to increase the
confidence of employers, to placing employees in positions
of greatest impact. Therefore, every organization want to
grow and improve their systems and processes, so Big
Bazaar must focus on the employee’s performance and
potential or employees practices the allow or foster that
growth and improvement through known best practices of
the talent management program. The key variables
(leadership competencies, experience, personal skill,
employee’s interest, and rewards) that motivate employees
to succeed have been identified and successfully put into
practice. It is a viable path toward improving organizat ional
performance
9. Recommendations
Based on the analysis conducted in the organizat ion, the
following recommendations are made to the organization:
? As some of the employees are not agreed with results
of the talent management program and talent management
program is very important for developing the employee’s
skills, so the organization has to take some more steps to
improve the job environment and working conditions.
? Some of employees get de-motivated with the result
of talent management program, so organization should
undertake those activities so that employees should get
motivated.
? Divisional manager of the organizat ion should create
the full confidence in the agents/employees of the
organization.
? Sometimes quite difficult to identify the talent of
number of employees in the organization, so divisional
manager/supervisor of that organizat ion should divide the
employees/agents into the groups so that they can easily
identify exact talent of the employees.
? Manager should undertake interesting activities so
that hidden talent of employees can be improved.
? The relationship b/w agents/employees and manager
with in the organizat ion should be clear, so that agents can
easily transfer the employees problems to manager without
hesitation.
Annexure
Questionnaire for Talent Management Program of
Employees of Big Bazaar
Employee code Employee Designation_____
Q. 1. How long you have been working in the
organization?
a) Less than 1 yr
b) 1-2 yrs
c) 2-5 yrs
d) More than 5 yrs
Q. 2. Do you think Talent Management Program
helps to identify the strength and weakness of
employees?
Human Resource Management Research 2013, 3(3): 61-70 69
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
Q. 3. What changes have taken place in the
organization as a result of Talent Management
Program?
a) Change in motivating strategy
b) Restructure of organizat ion or
individual object ives
c) Improvement in the management
employees relationship
d) Making changes in dissatisfaction
areas
e) No decision taken
Q. 4.How it is useful for your performance?
a) Not at all important
b) Less important
c) Very important
d) Most important
Q. 5. According to you which areas improved due
to this Program?
a) Standards
b) Monetary incentives
c) Appraisal
d) Employee Development
Q. 6. How it becomes effective to identify
employee’s potential for advancement?
a) Highly effective
b) Effect ive
c) Neutral
d) Ineffect ive
Q. 7. To what extent is Talent Management
Program mot ivating the work environment?
a) Highly mot ivating
b) Fairly motivating
c) Neutral
d) De-mot ivating
Q. 8. In your opinion does Talent Management
Program helps to win co-operation and team work?
a) Frequently
b) Occasionally
c) Rarely
d) Never
Q. 9. Who is responsible for Talent Management
Program and its employee engagement in your
organization?
a) Human Resource Depart ment
b) Senior leadership
c) Supervisor/ manager
d) Everyone
Q. 10. Suggestions your organization needs to
improve the most in terms of Talent Management
Program? (Choose Any One)
a) Aligning employees with the mission
and vision of your organization
b) Creat ing a culture that makes
employees want to stay with the
organization
c) Creating a culture that values
employees work
d) Creat ing an environment where
employees are excited to come to work
each day
e) Creating an environment where
employees ideas are listened to and
valued
f) Identifying gaps in current
employees and candidate competency
levels
Thank you for filling up the questionnaire…
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