Description
Traditional HR systems approach people development from the perspective of developing competencies in the organization
TALENT MANAGEMENT V/S
TRADITIONAL HR APPROACH
Traditional HR systems approach people development from the perspective of developing competencies
in the organization. This can actually be a risk-prone approach, especially for companies operating in fast
evolving industries, since competencies become redundant with time and new competencies need to be
developed. Thus, over time, the entire approach to development of people might be rendered obsolete
calling for rethinking the entire development initiative.
Talent management on the other hand focuses on enhancing the potential of people by developing
capacities. Capacities are the basic DNA of an organization and also of individual potential.
D
Point of Departure
N
Navigation
A
Point of Arrival
In fact, the following appropriately describes the role of talent management:
Translating organizational vision into goals and mapping the required level of capacities and
competencies to achieve goals aligning individual values and vision with organizational values and vision.
Clear understanding of the varied roles within the organization and appreciation of the value-addition
from self and others leading to building a culture of trust, sharing and team orientation.
Assessment of talent to profile the level of capacities and set of competencies possessed within the
organization.
Enhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and transformational roles in an overall
scenario of acknowledged need for change.
Gap analysis and identification of development path helping individuals realize their full potential
through learning & dev.
Developed individuals enabling breakthrough performance
4.3 Understanding Talent
The idea of developing talent is not a new concept in any business. In fact every successful
company that has 'stood the test of time' has done so, Because of their ability to attract, retain and get
the best out of their talent.
Today we read of a 'war for talent’. This has emerged, not because companies have forgotten about
talent, or allowed it drop off of the radar but, because in some fundamental ways, the talent has
changed. We have a new kind of young person entering the business world, with a very different world
view, set of values, priorities and goals.
Focus 1: Attracting and recruiting Talent:
In order to effectively attract and recruit talented employees you need to understand what talent
is looking for in a career and how they will view your business in terms of fitting in with their needs. Your
approach to each one of your potential recruits needs to be altered to suit that they are.
By examining this through the perspectives of the different generations, we are able to look at their
attitudes to work what kind of career, organization and benefits they are looking for and know what
kind of techniques will ensure that your recruitment process is successful in each generational context.
This focus unit looks at the following:
o attitudes to work
o career goals
o views on organizations and how they are currently run
o what benefits each generation is looking for
o Techniques to attract the different generations: what will make your organization stand out?
o Techniques to recruit the different generations: how should the job offer be presented?
Focus 2: Retaining and developing Talent
In order to effectively retain and develop Talent you need to understand what the generations are
looking in a future career and in an organization. Your approach to each one of your employees needs to
be altered to fit individual goals and personal needs.
This focus unit looks at the following:
o work ethics and values
o career planning
o work environments and culture
o benefits and reward systems
o ways of motivating
Focus 3: Managing Talent
An in depth look at how the generations internalize authority will enable you to adjust your
management style to fit in with who they are.
We are able to look at the attitudes of the different generations to leadership and management;
what kind of management approaches will ensure that you gain maximum loyalty, productivity and
job satisfaction from each of your employees.
This focus unit looks at the following:
o attitudes to authority
o management styles for the different generations including conflict management
o leadership styles used by the different generations
o specific techniques to help you manage different generations including
communication and feedback preferences
o coaching and mentoring preferences including
? The role of coach
? The coaching process
How to plan for and create conversations
Research Methodology
Research Methodology is a way to systematically solve the research problems. It may be understand
as a science of studying how research is done scientifically. In it we are studying his research problems
along with the logic behind them. It is necessary the researcher to know not only the research method
techniques but also the methodology.
Types of Research:-
It is descriptive type of research. Descriptive Research survey and fact finding inquiries of different kind.
The major purpose of descriptive research is descriptive the state of affairs, as it exist at present. The
main control over the variable; he can only report what has to discover the even when there he cannot
the variable. The methods has to researcher utilized in descriptive research are survey methods of all
kind.
Data Source:-
The source of project depends on accurate data. That’s why data collecting the appropriate data, which
differ considerable in context money, cost, time and other resources at the disposal researcher.
There are two types of data collection methods available:-
1) Primary Data Collection Method.
2) Secondary Data Collection Method.
2.3 Primary And Secondary data
1) Primary Data Collection Method.
Primary data are those that are obtain by the user for fulfillment their purpose. I have taken Primary
Data through personal visit of HR head, and HR executive, of Company Ltd. At all levels and observation
methods to get more reliable information. I also collected primary data by filled, ‘Yes’ or ‘No’ format
questionnaire by the employee of Company, This data helped me to justify the statements that have
made in this project.
2) Secondary Data Collection Method.
The Secondary Data is that which is already collected and stored or we can say already saved or ready
data by others. I got secondary data from their journals, records, specimen of appraisal form etc. And
from newspapers magazines, articles, internet etc I got basic information of Talent Management. I
collect secondary data by referring some specimen of company and by referring some books and web
sites of company from internet.
2.4 Statement of Hypothesis
Hypotheses are the essential assumptions which the researcher formulates about the possible
causes, findings and ultimate output of the issue in under research. Under hypotheses mere
assumptions or suppositions are made which are to be proved or disproved. For researcher it is a formal
question that he intends to resolve. A hypotheses consist either of a suggested explanation for a
phenomenon or of a reasoned proposal suggesting a possible correlation between multiple
phenomenon. The assumptions be true or false are to be proved through the completion of project.
The hypotheses for this project are as follows:
Null Hypothesis:
? Employee taking benefits from Talent Management System
? Employee can retain successfully for the benefit of organization
? Employee’s performance increased by talent management
? Employee turnover of organization affected by Talent Management Procedure
Alternate Hypothesis:
? Employee are not able to take benefits from Talent Management System
? Employee can not retain successfully for the benefit of organization
? Employee’s performance can not increased by talent management.
? Talent Management is not affecting on employee turnover of organization
doc_446570226.docx
Traditional HR systems approach people development from the perspective of developing competencies in the organization
TALENT MANAGEMENT V/S
TRADITIONAL HR APPROACH
Traditional HR systems approach people development from the perspective of developing competencies
in the organization. This can actually be a risk-prone approach, especially for companies operating in fast
evolving industries, since competencies become redundant with time and new competencies need to be
developed. Thus, over time, the entire approach to development of people might be rendered obsolete
calling for rethinking the entire development initiative.
Talent management on the other hand focuses on enhancing the potential of people by developing
capacities. Capacities are the basic DNA of an organization and also of individual potential.
D
Point of Departure
N
Navigation
A
Point of Arrival
In fact, the following appropriately describes the role of talent management:
Translating organizational vision into goals and mapping the required level of capacities and
competencies to achieve goals aligning individual values and vision with organizational values and vision.
Clear understanding of the varied roles within the organization and appreciation of the value-addition
from self and others leading to building a culture of trust, sharing and team orientation.
Assessment of talent to profile the level of capacities and set of competencies possessed within the
organization.
Enhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and transformational roles in an overall
scenario of acknowledged need for change.
Gap analysis and identification of development path helping individuals realize their full potential
through learning & dev.
Developed individuals enabling breakthrough performance
4.3 Understanding Talent
The idea of developing talent is not a new concept in any business. In fact every successful
company that has 'stood the test of time' has done so, Because of their ability to attract, retain and get
the best out of their talent.
Today we read of a 'war for talent’. This has emerged, not because companies have forgotten about
talent, or allowed it drop off of the radar but, because in some fundamental ways, the talent has
changed. We have a new kind of young person entering the business world, with a very different world
view, set of values, priorities and goals.
Focus 1: Attracting and recruiting Talent:
In order to effectively attract and recruit talented employees you need to understand what talent
is looking for in a career and how they will view your business in terms of fitting in with their needs. Your
approach to each one of your potential recruits needs to be altered to suit that they are.
By examining this through the perspectives of the different generations, we are able to look at their
attitudes to work what kind of career, organization and benefits they are looking for and know what
kind of techniques will ensure that your recruitment process is successful in each generational context.
This focus unit looks at the following:
o attitudes to work
o career goals
o views on organizations and how they are currently run
o what benefits each generation is looking for
o Techniques to attract the different generations: what will make your organization stand out?
o Techniques to recruit the different generations: how should the job offer be presented?
Focus 2: Retaining and developing Talent
In order to effectively retain and develop Talent you need to understand what the generations are
looking in a future career and in an organization. Your approach to each one of your employees needs to
be altered to fit individual goals and personal needs.
This focus unit looks at the following:
o work ethics and values
o career planning
o work environments and culture
o benefits and reward systems
o ways of motivating
Focus 3: Managing Talent
An in depth look at how the generations internalize authority will enable you to adjust your
management style to fit in with who they are.
We are able to look at the attitudes of the different generations to leadership and management;
what kind of management approaches will ensure that you gain maximum loyalty, productivity and
job satisfaction from each of your employees.
This focus unit looks at the following:
o attitudes to authority
o management styles for the different generations including conflict management
o leadership styles used by the different generations
o specific techniques to help you manage different generations including
communication and feedback preferences
o coaching and mentoring preferences including
? The role of coach
? The coaching process
How to plan for and create conversations
Research Methodology
Research Methodology is a way to systematically solve the research problems. It may be understand
as a science of studying how research is done scientifically. In it we are studying his research problems
along with the logic behind them. It is necessary the researcher to know not only the research method
techniques but also the methodology.
Types of Research:-
It is descriptive type of research. Descriptive Research survey and fact finding inquiries of different kind.
The major purpose of descriptive research is descriptive the state of affairs, as it exist at present. The
main control over the variable; he can only report what has to discover the even when there he cannot
the variable. The methods has to researcher utilized in descriptive research are survey methods of all
kind.
Data Source:-
The source of project depends on accurate data. That’s why data collecting the appropriate data, which
differ considerable in context money, cost, time and other resources at the disposal researcher.
There are two types of data collection methods available:-
1) Primary Data Collection Method.
2) Secondary Data Collection Method.
2.3 Primary And Secondary data
1) Primary Data Collection Method.
Primary data are those that are obtain by the user for fulfillment their purpose. I have taken Primary
Data through personal visit of HR head, and HR executive, of Company Ltd. At all levels and observation
methods to get more reliable information. I also collected primary data by filled, ‘Yes’ or ‘No’ format
questionnaire by the employee of Company, This data helped me to justify the statements that have
made in this project.
2) Secondary Data Collection Method.
The Secondary Data is that which is already collected and stored or we can say already saved or ready
data by others. I got secondary data from their journals, records, specimen of appraisal form etc. And
from newspapers magazines, articles, internet etc I got basic information of Talent Management. I
collect secondary data by referring some specimen of company and by referring some books and web
sites of company from internet.
2.4 Statement of Hypothesis
Hypotheses are the essential assumptions which the researcher formulates about the possible
causes, findings and ultimate output of the issue in under research. Under hypotheses mere
assumptions or suppositions are made which are to be proved or disproved. For researcher it is a formal
question that he intends to resolve. A hypotheses consist either of a suggested explanation for a
phenomenon or of a reasoned proposal suggesting a possible correlation between multiple
phenomenon. The assumptions be true or false are to be proved through the completion of project.
The hypotheses for this project are as follows:
Null Hypothesis:
? Employee taking benefits from Talent Management System
? Employee can retain successfully for the benefit of organization
? Employee’s performance increased by talent management
? Employee turnover of organization affected by Talent Management Procedure
Alternate Hypothesis:
? Employee are not able to take benefits from Talent Management System
? Employee can not retain successfully for the benefit of organization
? Employee’s performance can not increased by talent management.
? Talent Management is not affecting on employee turnover of organization
doc_446570226.docx