Description
Talent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort.
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.1449=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 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 $#nd ne( talentF
'll the organi+ations are ,inding loads o, business opportunities and
conse.uently, their revenues are growing at a rapid pace. /he increasing business
opportunities has necessitated that these organi+ations go in ,or massive recruitment.
0ut, the .uestion is where to ,ind the best talent which is able to ,it the job description
and also adjust to the organi+ationHs values and norms. I, we scan the environment,
we ,ind there is a shortage o, skilled work,orce that can be employed.
=ome o, the possible reasons that have led to the shortage are4 2
>emograp%#c Con!tra#nt!*
/his is a common problem ,aced by many o, the developed countries, where
a large chunk o, its population is nearing the age o, retirement or is over ?5 years.
bad er,ormance throughout the
organi+ation indicates how well the human resource ,unction is
per,orming.
Trad#t#onal and modern Met%od! o$ 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.
A$ 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
?A
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
A$ 'nalysis o, =election process
'ene$#t! o$ Succe!!#on plann#ng*
7$ 3acilitates communication I knowledge management
2$ 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
A:
• Improves morale
• Improves impersonal skills
e!#gn t%e tra#n#ng program
Stage @ Implementat#on.
Stage 0 =valuat#on o$ tra#n#ng program.
%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.
AA
?#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
A6
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.
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*
AB
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.
A8
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, AO 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
A? A?
(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 A?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 A5O 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
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
BA
)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 ! :BA$
:$ "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_484877930.doc
Talent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort.
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.1449=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 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.
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.
A$ 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
?A
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
A$ 'nalysis o, =election process
'ene$#t! o$ Succe!!#on plann#ng*
7$ 3acilitates communication I knowledge management
2$ 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
A:
• Improves morale
• Improves impersonal skills
e!#gn t%e tra#n#ng program
Stage @ Implementat#on.
Stage 0 =valuat#on o$ tra#n#ng program.
%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.
AA
?#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
A6
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.
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*
AB
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.
A8
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, AO 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
A? A?
(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 A?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 A5O 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
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
BA
)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 ! :BA$
:$ "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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