Talent Management for Today’s Workforce Gestion du talent pour la main d’oeuvre d’aujourd’hui
Final PROJECT Main Talent
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Transcript of Final PROJECT Main Talent
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INTRODUCTION
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INTRODUCTION
Today, most organizations are struggling to understand the characteristics,
enabling technologies and definition of talent management. While they know
how to administratively recruit, retain and replace, they struggle with the
strategic elements of managing talent. The process of managing the supply
and demand of talent to achieve business goals represents one of the greatest
opportunities for organizations. It also offers guidance for implementing an
effective talent management strategy, with enterprise resource planning
(ERP) technology as the core enabler.
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Executive Summary
People are the last weapon of competitive advantage in the global market
today. No matter your industry, company, or nationality, there is a battle-
ready competitor somewhere who is busy thinking how to beat you. Products
can be quickly duplicated and services cheaply emulated ± but innovation,
execution, and knowledge cannot. The collective talent of an organization is
its prime source of its ability to effectively compete and win. In the new
economy, competition is global, capital is abundant, products are developed
quickly and cheaply, and people are willing to change jobs often. And even as
the demand for this talent goes up, the supply of it will be going down.
Organizations are increasingly recognizing the need to radically change the
role of their Human Resource function.
Today, there is a progressive movement to transform the HR function and
establish a Human Capital Management (HCM) environment that truly
leverages the workforce as a competitive weapon. Organizations leading the
way in HR transformation are focusing less on administrative aspects and
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more on strategic issues. Talent management tops the list as a strategy for
radically improving workforce productivity to drive higher value for the
organization.
Talent management is an organizational function now. The ability to
effectively hire, retain, deploy, and engage talent²at all levels²is really the
only true competitive advantage an organization possesses on employee
wages and benefits. Organizational growth has transformed from´ quantity of
talent´ to ´quality of talent.´ As organizations seek new ways of improving
workforce productivity, ³talent management´ has become a vital element in
establishing a human capital management (HCM) environment.
A continuous, integrated process that helps employers to:
� Effectively plan talent needs
� Attract the very best talent
� Speed time to productivity
� Motivate the right behavior
� Develop targeted capabilities and knowledge
� Retain the highest performers
� Enable talent mobility across the organization
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The study aims to find out the impact of managing the workforce by
increasing productivity and motivating their behavior. This is done in order to
address new business opportunities and challenges, ultimately developing and
allocating the right people with the right skills and experience at the right
time.
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WHAT
IS
TALENT MANAGEMENT
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DEFINING TALENT MANANGEMENT
³A conscious, deliberate approach undertaken to attract, develop and
retain people with the aptitude and abilities to meet current and future
organizational needs.´
Talent Management is a process that emerged in the 1990s. The companies
develop plans and processes to track and manage their employee talent. It
includes the following:
y Attracting and recruiting qualified candidates with competitive backgrounds
y Managing and defining competitive salaries
y Training and development opportunities
y Performance management processes
y Retention programs
y
Promotion and transitioning
Talent management is also known as HCM (Human Capital Management), HRIS (HR
Information Systems) or HRMS (HR Management Systems), and HR Modules.
A company with talented and successful work force can develop a public reputation to
work, which fosters loyalty among current employees.
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Organizations today have an adequate supply of talent. Gaps exist at the top of the
organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is
an increasingly scarce resource, so it must be managed to the fullest effect.
The purpose of talent management is to ensure that a firm has the right skills at
the right time.
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TALENT MANAGEMENT
GOALS
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GOALS OF TALENT MANAGEMENT
TM approach will focus on coordinating and integrating:
y Recruitment - ensuring the right people are attracted to the
organization.
y Retention - developing and implementing practices that reward and
support employees.
y Employee development - ensuring continuous informal and formal
learning and development.
y Leadership and "high potential employee" development - specific
development programs for existing and future leaders.
y
Performance management - specific processes that nurture and
support performance, including feedback/measurement.
y Workforce planning - planning for business and general changes,
including the older workforce and current/future skills shortages.
y Culture - development of a positive, progressive and high performance
"way of operating".
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IMPORTANCE
OF
TALENT MANAGEMENT
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IMPORTANCE
Like human capital, talent management is gaining increased attention.
Talent management (TM) brings together a number of important human resources
(HR) and management initiatives.
Organizations that formally decide to "manage their talent" undertake a strategic
analysis of their current HR processes. This is to ensure that a coordinated,
performance oriented approach is adopted.
The implementation of TM resulted in the discovery of managers qualified to fill the
higher-level management positions. The TM also allowed the senior leadership in
the company to begin succession planning as well as to consistently recognize and
develop existing talent.
Talent management has never been more of an immediate concern than it is right
now. Organizations that focus on maximizing their investment in people, rather than
administering it, understand they will gain a significant competitive advantage.
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Organizations that effectively optimize human capital focus their talent
management strategy around three key principals:
y Business focus- By increasing productivity and motivating workforce
behavior, talent management leads to higher levels of organizational
performance, including:
� Rapid product introductions
� Improved service delivery
� Increased innovation
� Lower production costs
� Increased on-time, on-budget projects
� Higher customer satisfaction
� Sustained organizational improvements
y Agility- Organizations expanding into new markets and developing new
products and services depend on their people to conceive, communicate, lead
and execute those initiatives. Being able to rapidly address new organizational
opportunities and challenges by developing and allocating the right people with
the right skills is the essence of workforce agility.
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y
Alignment- People must understand what they need to do, be able to do
it and be rewarded for doing it well. Pay-for-performance reward structures
serve to motivate behavior that supports the goals and strategy of the
organization. Effective alignment allows work to be measured through
Performance metrics and scorecards to create a shared vision.
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COMPONENTS
OF
TALENT MANAGEMENT
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Key components of a highly effective talent management are:
> A clear understanding of the organization¶s current and future business
strategies.
> Identification of the key gaps between the talent in place and the talent
required to drive business success.
> A sound talent management plan designed to close the talent gaps. It
should also be integrated with strategic and business plans.
> Accurate hiring and promotion decisions.
> Connection of individual and team goals to corporate goals, and providing
clear expectations and feedback to manage performance.
> Development of talent to enhance performance in current positions as well
as readiness for transition to the next level.
> A focus not just on the talent strategy itself, but the elements required for
successful execution.
> Business impact and workforce effectiveness measurement during and after
Implementation.
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NEED
TO DEVELOP
TALENT MANAGEMENT
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There are a number of reasons why the attraction, growth and retention of
talent is important to firms.
Costs: The costs of having to replace someone with scarce skills are
considerable. Firstly, the recruitment costs are substantial. Qualified staff, are
not freely available in the market place. Consultants are required to find such
talent and they are expensive. Further costs are incurred during the first 3 ±
6 months of employment during which new staff are seldom fully functional.
Risks: Despite every attempt to follow effective selection practices, there is
always a risk that new staff will not perform as expected. It is often said that
while organizations select people on their competence and experience, they
fire or lose them due to lack of cultural fit. A highly competent professional
who is unable to fit the organizational culture is unlikely to be effective or
remain for long.
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Client Service and Opportunity Costs: In a service
organisation service excellence relies largely on personal relationships. It
demands that clients feel confident in the people providing the service and
that service providers have a memory of client needs and issues.
If that relationship is broken as a result of key talent leaving the organisation,
the capacity of the firm to provide sustainable service is severely
compromised. This has the potential to compromise future business with the
associated opportunity costs.
Lack of Capacity: Lack of people with suitable skills and talent is a key
restraint in terms of service capacity. Firms soon reach a state of overload.
Deadlines are missed, standards and quality of work drop and a vicious cycle
emerges and feeds on itself. This is a very common phenomenon with small
and medium sized professional firms.
The firm is so consumed with meeting operational deadlines that it loses its
ability to keep up to date with latest best practice, legislation or other issues
demanding new skills.
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These are some of the more visible risks to firms who do not pay attention to
the attraction, growth and retention of key talent.
Staff morale declines because leadership talent is absent and this energy drop
is transferred to the client. Internal politics and protection of territory or
unwillingness to share information and surface problems affect the functioning
of the firm. All of these things affect the ability of the organization to offer
great service and take advantage of opportunities to grow.
The purpose of talent management is to ensure that a firm has the
right talent with the right skills at the right time. However, what may
have been the right skills in the past may not be all that is required in
the future. Many things change presenting new challenges and
requiring new skills.
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TALENT MANAGEMENT
PROCESS
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The Talent Management Process (TM) is an ongoing, dynamic process
assessing the current managerial talent present in an organization so that
action plans may be created to develop each manager to their full potential
The TM is a strategic 360-degree tool supporting an organization in the
constructive utilization of its human resources. The TM combines online
survey with action planning to assist an organization in integrating individual
career development with the organization¶s business needs.
Workitect designs and builds job competency models and
competency-based HR systems, with talent management applications
for:
y Assessment & selection,
y Performance management,
y Succession planning,
y Training and development,
y Leadership coaching.
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PROFILE
OF
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ALL ABOUT THE COMPANY
Vision, Mission and Objective of
³RELIANCE COMMUNICATIONS LTD´
The Vision, Mission and Objective of ³RELIANCE COMMUNICATIONS
LTD.´ are
Vision: We will leverage our strengths to execute complex global-scale
projects to facilitate leading-edge information and communication services
affordable to all individual consumers and businesses in India.
We will offer unparalleled value to create customer delight and enhance
business productivity.
We will also generate value for our capabilities beyond Indian borders and
enable millions of India's knowledge workers to deliver their services
globally.´
Mission: Reliance values being an international leader in the distribution of
wireless devices and communication in providing customized logistic
Objective:
y To achieve viewers delightfulness
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y To generate internal resources for profitable growth
y To create a facilitating environment for people to realize their full
potential through continuous learning and team work
y To give value for money to customers and create wealth for stake
holders
y To constantly bench-mark organization¶s performance with best-in-class
History
Reliance ± Anil Dhirubhai Ambani Group, an offshoot of theReliance Group founded by Shri Dhirubhai H Ambani (1932-2002),
ranks among India¶s top three private sector business houses in
terms of net worth. The group has business interests that range
from telecommunications (Reliance Communications Limited) to
financial services (Reliance Capital Ltd) and the generation and
distribution of power (Reliance Energy Ltd).
Reliance ± ADA Group¶s flagship company, Reliance
Communications, is India's largest private sector information and
Communications Company, with over 40 million subscribers. It has
established a pan-India, high-capacity, integrated (wireless and
wireline), convergent (voice, data and video) digital network, to
offer services spanning the entire infocomm value chain.
Other major group companies ² Reliance Capital and Reliance
Energy ² are widely acknowledged as the market leaders in their
respective areas of operation.
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RELIANCE CAPITAL-
Reliance Capital is one of India¶s leading and fastest growing
private sector financial services companies, and ranks among the
top 3 private sector financial services and banking companies, in
terms of net worth.
The company has interests in asset management and mutual funds,
life and general insurance, private equity and proprietary
investments, stock broking and other activities in financial
services.
RELIANCE ENERGY LIMITED -
Reliance Energy Limited, incorporated in 1929, is a fully integrated
utility engaged in the generation, transmission and distribution of
electricity. It ranks among India¶s top listed private companies on
all major financial parameters, including assets, sales, profits and
market capitalization.
It is India¶s foremost private sector utility with aggregate
estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total
assets of Rs 10,700 crore (US$ 2.4 billion).
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Reliance Energy Limited distributes more than 21 billion units of
electricity to over 25 million consumers in Mumbai, Delhi, Orissa
and Goa, across an area that spans 1,24,300 sq. kms. It generates
941 MW of electricity, through its power stations located in
Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.
The company is currently pursuing several gas, coal, wind and
hydro-based power generation projects in Maharashtra, Uttar
Pradesh, Arunachal Pradesh and Uttaranchal with aggregate
capacity of over 12,500 MW. These projects are at various stages
of development.
Reliance Energy Limited is vigorously participating in emerging
opportunities in the areas of trading and transmission of power. It
is also engaged in a portfolio of services in the power sector in
Engineering, Procurement and Construction (EPC) through a
network of regional offices in India.
RELIANCE HEALTH-
In a country where healthcare is fast becoming a booming industry,
Reliance Health is a focused healthcare services company enabling
the provision of solution to Indians, at affordable prices. The
company aims at providing integrated health services that will
compete with the best in the world. It also plans to venture into
diversified fields like Insurance Administration, Health careDelivery and Integrated Health, Health Informatics and Information
Management and Consumer Health.
Reliance Health aims at revolutionizing healthcare in India by
enabling a healthcare environment that is both affordable and
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accessible through partnerships with government and private
businesses.
RELIANCE MEDIA AND ENTERTAINMENT-
As part of the Reliance - ADA Group, Reliance Entertainment is
spearheading the Group¶s foray into the media and entertainment
space. Reliance Entertainment¶s core focus is to build significant
presence for Reliance in the Entertainment eco-system: across
content and distribution platforms.
The key content initiative are across Movies, Music, Sports,
Gaming, Internet & mobile portals, leading to direct opportunities
in delivery across the emerging digital distribution platforms:
digital cinema, IPTV, DTH and Mobile TV.
Reliance ADA Group acquired Adlabs Films Limited in 2005, one of
the largest entertainment companies in India, which has interests
in film processing, production, exhibition & digital cinema.
Reliance Entertainment has made an entry into the FM Radio
business through Adlabs Radio www.big927fm.com Having won 45
stations in the recent bidding, BIG 92.7 FM is already India¶s
largest private FM radio network with 12 radio stations across the
country.
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RELIANCE COMMUNICATION LIMITED-
The flagship company of the Reliance ± ADA Group, Reliance
Communications Limited, is the realization of our founder¶s dream
of bringing about a digital revolution that will provide every Indian
with affordable means of communication and a ready access to
information.
The company began operations in 1999 and has over 706.37 million
telephone (landlines and mobile) subscribers and 670.60 Million mobile phone
connections as of Aug2010.It offers a complete range of integrated
telecom services. These include mobile and fixed line telephony;
broadband, national and international long distance services, data
services and a wide range of value added services and applications
aimed at enhancing the productivity of enterprises and individuals.
Apart from these some other businesses are:
Reliance Mutual Fund Reliance Life Insurance
Reliance Portfolio Management
ServiceReliance General Insurance
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IT´S STRUCTURE-
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COMPANY¶S VALUES-
y Shareholder Interest
They value the trust of shareholders, and keep their interests
paramount in every business decision we make, every choicethey exercise.
y People Care
They possess no greater asset than the quality of their human
capital and no greater priority than the retention, growth and
well being of their vast pool of human talent
y Consumer Focus
They rethink every business process, product and service from
the standpoint of the consumer ± so as to exceed expectations
at every touch point.
y Excellence in Execution
They believe in excellence of execution ± in large, complex
projects as much as small everyday tasks. If something is worth
doing, it is worth doing well.
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y Team Work
The whole is greater than the sum of its parts; in their rapidly-
changing knowledge economy, organizations can prosper only by
mobilizing diverse competencies, skill sets and expertise; by
imbibing the spirit of ³thinking together´ -- integration is the
rule, escalation is an exception.
y Proactive Innovation
They nurture innovation by breaking silos, encouraging cross-
fertilization of ideas & flexibility of roles and functions. They
create an environment of accountability, ownership and
problem-solving ±based on participative work ethic and leading-
edge research
y Leadership by Empowerment
They believe leadership in the new economy is about consensus
building, about giving up control; about enabling and
empowering people down the line to take decisions in their areas
of operation and competence.
y Social Responsibility
They believe that organizations, like individuals, depend on the
support of the community for their survival and sustenance, and
must repay this generosity in the best way they can.
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y Respect for Competition
They respect competition ± because there¶s more than one way
of doing things right. They can learn as much from the success
of others as from their own failures
CHAIRMAN¶S MESSAGE-
A New Reliance For A New World
If the last century was about meeting human needs, the new
millennium is about matching human aspirations.
We live in a world where the young are reaching higher, dreaming
bigger and demanding more; a world that is challenging the limits
of hope and possibility.
Nowhere is this more strikingly visible than in India ± a country
that wakes up every morning a little younger in age, but infinitely
more ambitious in spirit.
India¶s demographic transition is an extraordinary moment in world
history. Today, over 600 million young people, or more than 1 in 2
Indians, are below the age of 25. In 15 years, this number is set to
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touch 700 million, making India the largest community of youth
anywhere in the world.
New India shows the impatience of youth; the desire for real and
rapid change -- for a quality of life that is second to none.
Transportation, communications, energy, information,
entertainment, technology, education, healthcare and personal
finance, New India wants world-class products and services.
Reliance Anil Dhirubhai Ambani Group embodies the spirit of this
new resurgent India.
Our goal is not just to build a great enterprise for our
stakeholders, but, more importantly, to build a great future for our
country and the world at large; to give hundreds of millions of
people the power to fulfill their dreams, shape their own destiny,
and the means to realize their true and diverse potential.
Energy and communications, financial services and infrastructure,
new economy and old --- our businesses will span the entire varied
landscape of emerging human aspirations.
We will work with commitment and resolve to create pathways that
connect ambition to achievement, promise to performance,
potential to reality...
We will bridge the gap between quantity and quality; leveraging
our strength in managing large-scale operations even as we deliver
best-of-class products and services to our consumers. Focusing on
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the burgeoning aspirations of our young consumers will remain one
of our key driving values.
We will rethink every business process, product and service from
the standpoint of the consumer ± with a commitment to enhance
experience at every touch point.
Our founder, the legendary Dhirubhai Ambani, gave us a simple
mantra for entrepreneurship:
³Think big. Think fast. Think Ahead.´
We will think bigger. We will think faster. But, most important of
all, we will Think Better ± to stay ahead of competition and of our
times.
Welcome to the Reliance Anil Dhirubhai Ambani Group.
It is the New Reliance for the New World!
Anil Dhirubhai Ambani
Group Chairman & CEO
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AN OVERVIEW-
The Late Dhirubhai Ambani dreamt of a digital India ² an India
where the common man would have access to affordable means of
information and communication. Dhirubhai, who single-handedly
built India¶s largest private sector company virtually from scratch,
had stated as early as 1999: ³Make the tools of information and
communication available to people at an affordable cost. They will
overcome the handicaps of illiteracy and lack of mobility.´
It was with this belief in mind that Reliance Communications
(formerly Reliance Infocomm) started laying 60,000 route
kilometers of a pan-India fiber optic backbone. This backbone was
commissioned on 28 December 2002, the auspicious occasion of
Dhirubhai¶s 70th birthday, though sadly after his unexpected
demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated
(both wireless and wire line) and convergent (voice, data and
video) digital network. It is capable of delivering a range of
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services spanning the entire infocomm (information and
communication) value chain, including infrastructure and services
² for enterprises as well as individuals, applications, and
consulting.
Today, Reliance Communications is revolutionizing the way India
communicates and networks, truly bringing about a new way of
life.
IT¶S BUSINESS-
Reliance Communications is the flagship company of the Anil
Dhirubhai Ambani Group (ADAG) of companies. Listed on the
National Stock Exchange and the Bombay Stock Exchange, it is
India¶s leading integrated telecommunication company with over 40
million customers.
Our business encompasses a complete range of telecom services
covering mobile and fixed line telephony. It includes broadband,
national and international long distance services and data services
along with an exhaustive range of value-added services and
applications. Our constant endeavor is to achieve customer delight
by enhancing the productivity of the enterprises and individuals we
serve.
Reliance Mobile (formerly Reliance India Mobile), launched on 28December 2002, coinciding with the joyous occasion of the late
Dhirubhai Ambani¶s 70th birthday, was among the initial initiatives
of Reliance Communications. It marked the auspicious beginning of
Dhirubhai¶s dream of ushering in a digital revolution in India.
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Today, we can proudly claim that we were instrumental in
harnessing the true power of information and communication, by
bestowing it in the hands of the common man at affordable rates.
We endeavor to further extend our efforts beyond the traditional
value chain by developing and deploying complete telecom
solutions for the entire spectrum of society.
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HR DEPARTMENT IN RELIANCE
COMMUNICATONS ³In my book, we have no greater asset than the quality of our
intellectual capital, and no greater priority than the growth and
retention of our vast pool of talent´ ± Anil Dhirubhai Ambani
At Reliance - Anil Dhirubhai Ambani Group, they recognize the
critical role that their people play in the success and growth of
each of their businesses. It is the skill and initiative of their
workforce that sets them apart from their peers in today¶s
knowledge-driven economy. It is their commitment and dedication
that lends them the competitive edge, and helps them stay ahead
of the curve.
Their strong team of professionals is among the youngest in the
country, and consists of some of the most dynamic, motivated andqualified individuals to be found anywhere in the world. First-rate
management graduates, highly trained engineers, top-notch
financial analysts and razor sharp accountants² they have on their
rolls some of the brightest minds in the business.
The Department¶s Mission
Their transparent HR policies and robust processes are driven by a
single overarching objective: To attract, nurture, grow and retain
the best leadership talent in every sector and industry is which
they operate.
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Their aim is to create a team of world beaters that is:
y Committed to excellence in quality,
y
Focused on creation and enhancement of stakeholder value
y Responsive to evolving business needs and challenges
y Dedicated to uphold the core values of the Group
The Department¶s Promise
In order to achieve their objective, they offer their people:
y Growth opportunities to expand leadership capabilities
y True meritocracy and freedom to choose career paths
y Opportunities to develop and hone leadership and functional
capabilities
y An entrepreneurial environment where people can pursue their
dreams
y Competitive compensation
In addition, they follow a well-defined Rewards & Recognitions
programmed that periodically identifies exceptional individual and
team achievers among the various business functions and verticals
in the Group.
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The Department¶s Expectations
Reliance ± ADAG encourages it¶s employees to take leadership, at
all levels of the organization, and participate in accelerating
growth of their businesses to build a formidable enterprise.
Leaders in Reliance - ADAG are expected to:
y Always keep the customers¶ needs in mind and constantly
innovate
y Execute flawlessly and with speed
y Sustain and strengthen the group¶s spirit of entrepreneurship²
taking ownership and accountability for their actions
y Leverage synergies to learn and build on the diverse experiences
and skill sets of their various businesses and teams
y Create a true meritocracy with a pervasive commitment to
transparent systems and processes
y Do all this with unquestionable Integrity to ensure total
compliance with the laws of the land.
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RELIANCE HR SERVICES PRIVATE
LIMITED
Anil Ambani wants to go one-up on the likes of HR consulting
giants like Manpower. The ADAG chairman wants to expand the
scope of recently formed group company Reliance HR Services-
whose present mandate is to handle in-house staffing
requirements-to one which is capable of meeting similar needs of
other companies so that it can emerge as a highly lucrative cash
cow.
The company which came into being on April 1, 2008 intends to
close 2008-09 with a turnover of Rs. 300-500 crore. Amitabh
Ghosh, CEO of Reliance HR Services Private Limited wants to move
out from merely meeting internal needs of group to cover third-
parties also from 2009-10. Thus, the company intends to handle
both domestic and global corporations.
The company recently employs 20,000, who are seconded to
various ADAG firms. In the next five years the company intends to
employ 5 lakh professionals for the group itself. Reliance HR
Services Private Limited currently operates out of office premises
of various ADAG companies. The offices of the company would be
spread all over the country in the manner shown below:
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Organization Structure ± Location
AREA MANAGER OR
STATE HEAD
OPERATIONS TALENT ACQUISITION
Sr. EXEXUTIVE OPERATIONS
EXECUTIVE OPERATIONS
OFFICER OPERATIONS
Sr. ASSOCIATE
OPERATIONS
ASSOCIATE OPERATIONS
Sr. EXICUTIVE TALENTACQUISITION
EXECUTIVE TALENT
ACQUISITION
OFFICER TALENT
ACQUISITION
Sr. ASSOCIATE TALENT
ACQUISITION
ASSOCIATE TALENT
ACQUISITION
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Human Resource
Human Resource is the most valuable asset of ³RELIANCE
COMMUNICATIONS LTD.´. It takes utmost care to keep its human
resources satisfied and motivated. Performance and resulting productivity is
an indicator of the satisfaction level of its employees.
HR policies at ³RELIANCE COMMUNICATIONS LTD.´ revolve around the basic
tenet of creating a highly motivated, vibrant and self driven team. The
organization cares for each and every employee and has inbuilt systems to
recognize and reward them. Motivation plays an important role in HR
development. In order to keep its employees motivated the organization has
incorporated schemes such as reward & recognition scheme, grievance
handling procedure and suggestion schemes.
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Human Resource Mission
"Human Resources fosters partnerships to attract, develop and retain a highly
qualified workforce leading to create a culture that promotes excellence
throughout the organization and aligning business priorities with aspiration of
employees leading to development of knowledge capital enriched, responsive
and competent human capital".
Human Resource Objective
y To develop and sustain core values of the organization
y Develop people to be their best in order to meet the needs of the
organization.
y To provide job gratification through empowerment, accountability
and responsibility
y To build and upgrade competencies through virtual learning,
opportunities for growth and providing challenges in the job
y To promote a climate of creativity, innovation and enthusiasm to
sustain the quality of the services
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Human Resource Strategies
y Provide organizational development services that will facilitate
change and continuous improvement in the organization
y Recognize and reward individual and team contribution
y Re-strengthening mutual faith, trust, respect and maintaining a
proactive employee relation process
y Inculcating a spirit of learning & enjoying challenge
y Value organizational diversity and patronizing the same to the
employees.
Role of Human Resource
y Alignment of HR vision with corporate vision
y Shift from support group to strategic partner in business operations
y HR as a change agent and perform as a catalyst for organizational
development
y
Enhance productivity and performance by developing employee
competency and Potential
y Developing professional attitude and approach
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RESEARCH
STUDY
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OBJECTIVE OF THE STUDY
y To know about the climate prevailing in the company.
y To know about the retention policies of the company.
y
To examine about the entire program of talent management.
y To know about the growth and development opportunities available to
employees.
SCOPE OF THE STUDY:
The scope of the study was to know about the procedure adopted for
acquiring right talent when required. It was related to acquisition of talent in
which the organization dealt with several activities in order to manage
potential and apt people like compensation benefits, performance appraisals,
succession planning, and career development plans.
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METHODOLOGY:
y PROBLEM DEFINITION ±
To know about the process of Talent Management of µRELIANCE
COMMUNICATIONS LTD.¶
RESEARCH DESIGN ±
Information needed is about the process of managing the talent of RELIANCE
COMMUNICATIONS LTD. Secondary data analysis as well as primary data
analysis was done. I found out that 20 item questionnaire was useful in
surveying and collecting responses regarding the organizational commitment
towards the organization which directly affects the retention of the employees
of that organization. It is an exploratory research.
FIELDWORK OR DATA COLLECTION ±
Questionnaire was distributed among the employees of reliance HRS and
Billing and collection department, COSD, e-governance department. They
were required to fill the questionnaire.
Primary Data ± Data collected through questionnaire. Answers of the
respondents or employees of RELIANCE COMMNICATIONS were taken as the
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primary data for analysis. Primary sources of data included interactions with
HOD¶s, talent acquisition officer, payroll executives, compliance officer and the
employees.
SECONDARY DATA ± Secondary sources of data were intranet facility of
reliance communications, internet and articles. Referred books on talent
management, various HR related sites for details of the project and deriving
an idea about the project related topics.
DATA ANALYSIS ±
Data was prepared by editing details of the questionnaire feedback sheets. I
counted the total number of ³YES´ and ³NO´ which were marked by the
employees. With the help of pie charts, the entire data is represented which
indicates that how many employees said yes and no to 20 questions.
Finally the result which came out or the analysis of the feedback is done.
Findings and recommendations were provided on the basis of the above found
data.
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SAMPLING DESIGN ±
The sample is taken from a finite universe and stratified random sampling
technique was used.
Sampling Unit ± RELIANCE COMMUNICATIONS LTD.
Sample Size ± 8
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PROCESS OF TALENT
MANAGEMENT IN RELIANCE
COMMUNICATIONS
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Talent management is an ongoing process of analyzing, developing and
effectively utilizing talent to meet the business needs.
The implementation of a talent management process that is transparent and
equitable as it helps the people to develop their skills for the changing roles.
The goal of this process is to map the business needs with the potential and
career development needs of the employees so as to have a concrete talent
management plan.
There are 3 major stages related to talent management process used by the
company- preparation, identify talent, manage talent. Each stage has a
number of activities and involves all levels of work- leadership, manager,
consultant, development and support in order to ensure as open, transparent
and honest process.
STAGE 1- PREPARATION STAGE
The objectives of the preparation stage were to ensure that the company is
ready to undertake the process and have the required resources context and
materials to do so effectively.
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STAGE 2- IDENTIFICATION STAGE
The objective of this stage is to capture a broad picture by knowing the key
positions within the company and identifying existing departmental talent. By
gathering relevant information, the company will be able to make strategies.
STAGE3- MANAGEMENT OF TALENT
The objective of this stage is to identify and address gaps between existing
talent and business needs. This stage covers the analysis and action stage
such as recruitment, retention, diversity and career development.
SEGMENTS OF
TALENT
MANAGEMENT
E-RECRUITING
SOFTWARE
EMPLOYEE
PERFORMANCEMANAGEMENT
COMPENSATION
MANAGEMENT
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E-recruiting software
Recruitment management software has three major components:-
y Workforce planning- solutions help in planning organizational needs,
creating a staffing plan, acquiring budgets to fill positions, and
establishing job openings.
y Recruiting- software helps requisition, identity, interview, compare and
hire new candidates.
y On boarding- it helps to track new hire checklist that ensures
employees resources are procured timely and incorporate a training
schedule for new employees.
Employee performance management
The technology and service should offer a platform which supports multiple types of
performance appraisals (likert, short answer), 360 feedback, compensation
management, workforce and succession planning.
The notable benefits when this system is automated-
±
Performance appraisals and employee reviews will take less time.
± Performance appraisals will have consistency in the whole organization.
± Better data and reports help in taking a better decision
± Better quality feedback leads to better performance by the employees.
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Compensation management
Compensation and benefits- The company links the performance
reviews to employee compensation. Pay-for-performance is the fair and unbiased
way to reward and retain the talent in the organization.
They identify the top performers and reward them appropriately. Rewarding top
performers is the better way to retain the crucial talent in any organization.
Skills gap analysis- identifying business-critical skills in the organization,
locating potential gaps (today or in the future) and making plans to fill or avoid
these gaps.
The company tries to address the issue today by developing the talent before
these gaps occur.
Succession planning- identifying the pool of candidates for new positions.
The HR people use succession planning for strategic HR engagement:-
1) Right person for the right position at the right time for the right pay.
2) Involve succession planning in the strategic planning process so that we have
talent to implement our strategy.
3) Engage key stakeholders in order to build consultative relationships.
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SUCCESSION
PLANNING
TRAIN &
DEVELOP
ASSESS
RECOGNIZE &
REWARD
MOVE &
PROMOTE
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Successful talent management makes use of an analytical and objective
method of recruitment of talents. The use of MBTI, etc into the selection
process helps in recruitment of the right person with the right capabilities
attitude to the right job. An effective recruitment can absorb people of high
technical, leadership and professional calibre. It also increases employee
satisfaction and helps to create a healthy environment which helps the
employees to perform better. Thus creation of employee loyalty improves the
retention within the company.
Sometimes the company goes for lateral recruitment. It helps the company in
the way that the employees start working with the immediate effect.
Once the manpower has been acquired, the next step is to ensure that the
people are put into the right job. If there is an immediate need for skill, the
concerned person checks out the intranet for the availability of employees
who can be appointed to the project as early as possible. The company keeps
a buffer to meet the contingencies that comes into existence when any key
employee resigns such as off rolls.
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Similarly the company has to take pains to retain the key players within the
organization as the loss of them leads to unnecessary cost in the form of
recruitment and training of new recruits, loss of working hours, etc.
In order to identify top employees, the company evaluates them on the basis
of their performance.
The performance of the employees is done on a yearly basis on all India level.
The notification for the performance appraisal is intimidated to them one
month before. In Reliance communications, evaluation is done from Mumbai,
Headquarters. The appraisal of performance is done through a rating scale
ranging from 1 to 5 for all the positions in the company. They are judged by
keeping in mind their targets which they got, the work they did, in what
situations they were assigned the job and how well they came up with some
new ideas.
According to these ratings which every employee receives categorizes them
into key performers or non-key performers. This helps the company to
identify them and give them proper training and guidance to go extra mile
and boost up their potential to achieve their set targets and enhance their
capabilities.
When the performance appraisal is completed, the employees who excelled in
their respective fields are rewarded and recognized on all India level.
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The rewards are in the form of ESOPs, salary hike, compensation benefits,
shopping coupons, certificates, medals, etc.
This helps the employees to foresee a direction in which their career will
travel. Now the management has to pave the way for employee development
by identifying their strengths and weaknesses. They should be assisted in
recognizing various opportunities that adds to their growth.
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DATA ANALYSIS
&
INTER PRETATION
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QUESTION 2
We have an employee centric culture that values both employees and
customers?
YES = 6
NO = 2
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QUESTION 3
Our employees have many opportunities to understand the role their job plays
in the organization and how it contributes?
YES = 5NO = 3
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QUESTION 4
We provide our employees with opportunities for growth and development?
YES = 7NO = 1
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QUESTION 5
We provide a comfortable, safe work environment and have a good reputation
in the community?
YES = 3NO = 5
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QUESTION 6
Leadership is accessible, shares the organizational vision and direction?
YES = 6NO = 2
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QUESTION 7
We care for the well-being of our people by making their lives easier and less
stressed?
YES = 6
NO = 2
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QUESTION 8
We know how much it costs too replace every employee who resigns or needs
to be replaced?
YES = 4NO =4
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QUESTION 9
We know the reasons for these departures and the difference between an
avoidable and an unavoidable departure?
YES = 4
NO = 4
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QUESTION 10
We understand why employees stay or leave our company and what keeps
them engaged?
YES = 5NO = 3
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QUESTION 11
The rate of turnover in our company is lower than the industry average?
YES = 4NO = 4
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QUESTION 12
We spend more time and money on our retention program than on
recruitment?
YES = 2NO = 6
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QUESTION 13
Our salaries and bonuses are linked to performance or the development of
competencies?
YES = 5
NO = 3
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QUESTION 14
Our managers are trained to select, identify, guide, coach, reward and retain
their people?
YES = 5NO = 3
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QUESTION 15
Our managers know their job forecast and professional development plan for
the next two years?
YES = 4
NO = 4
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QUESTION 16
Our employees are aware that they are an 'asset' in which we will invest and
not a 'cost' to be reduced?
YES = 2
NO = 6
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QUESTION 17
We use a job satisfaction or engagement survey to understand the
requirements of our employees?
YES = 5
NO = 3
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QUESTION 18
We know the talents of our employees and utilize them regularly?
YES = 5NO = 3
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QUESTION 19
Our company does what is needed to retain our valuable employees?
YES = 4NO = 4
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QUESTION 20
We regularly measure the effect of our retention strategy?
YES = 3
NO = 5
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DATA INTER P
RETATION
1) The company is highly regarded by job seekers and employees are proudly
associated with the company.
2) The company¶s culture is employee oriented which gives priority to both
employees and customers.
3) There is appropriate understanding of their jobs and how they contribute to
their company.
4) There is very high degree of growth and development opportunities to
employees.
5)
The company is not able to provide healthy environment.
6) The company takes care of the people but reducing their stress and making
their stress and making their lives better.
7) They don¶t know how much its cost to the company when any employee
resigns or replaced.
8) It shows that the company is more spending and concentrating on
recruitment instead of retention program.
9) It provides salaries, bonuses which are linked to performance or competency
development.
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10) The managers have neutral reply regarding their professional development
plan for the next 2 years.
11) No, the employees are not aware about the fact that they are an ³ASSET´
and not the ³LIABILITY´ to be reduced.
12) The company uses a job satisfaction pr engagement survey in order to know
about the requirements of our employees.
13)
It exactly knows about the talents of our employees and knows exactly how
to utilize them.
14) The company has a neutral approach as to what is needed to retain our
valuable employees
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FINDINGS
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1)
The company provides a healthy environment to their employees.
2) In relation to the retention policies that are adopted by the company,
continuous review meetings are held for freshers as well as for the
existing employees. They can freely communicate within the organization
which plays a major role in retaining them.
3)
The entire Talent Management process helped the company to retain and
attract new and valuable assets. In this, performance appraisal, fair and
equitable treatment, review meetings boosts up the process.
4) The employees have frequent opportunities to learn and grow in their
careers, knowledge and skills. The career workshops, training given to the
people helped them to move a step ahead.
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RECOMMENDATIONS
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1) The company should make the balanced allocation of funds on both
recruitment and retention program.
2) The employees should be treated as assets of the company.
3) The company must decide to identify competencies needed for a gamut of
roles, each carrying a rating from one for beginner and five for the master.
Using this, soon employees will come to a position to view not only a profile
their competencies but also what competencies are required for a more
challenging positions.
4) Communicate the talent management and review processes (preparation,
mini reviews, spreadsheets), meetings process (structure and agenda) and
logistics in as few email as possible-face-to face meetings for a greater
impact.
5) Focusing on career development workshops for providing better growth and
development opportunities.
6) More certified training should be given to the employee to boost their
effectiveness and efficiency. It should be used as a tool of motivation.
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LIMITATIONS
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LIMITATIONS
Limitations of this research are as follows:
1. Sampling Error: The error that results when the same sample is not
perfectly representative of the population.
(b) Administrative error: Problems in the execution of the sample.
(c) Random error: Due to chance and cannot be avoided
2. Error in Questionnaires :
(a) Memory: Respondents cannot remember correctly.
(b) Knowledge: Simply may not know Attitude measurements are
more prone to error.
3. Other type of limitations are that:
± Information only as good as the methodology used
± Results may not be what the business wants to hear
± May stifle initiative and µgut feeling¶
± Always a problem that we may never know enough to be sure.
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CONCLUSION
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CONCLUSION
A strong HR professional helps to create a strong team which thereby provides
strong public service. The goal of talent management is to better understand
our people. Thus by doing this, the company can support professional and
career development and align individual needs and goals.
Today HR is expected to identify potential talent and also comprehend,
conceptualize and implement relevant strategies to contribute effectively to
achieve organizational objectives. Hence a serious concern of every HR
manager in order to survive this µWar for Talent¶, is to fight against a limited
and diminishing pool of qualified available candidates to replace valuable
employees when they leave, the difficulty to attract, motivate and retain the
best employees in an organization.
The company must work together to promote a talent management mindset. Human Resource experts in the industry believe matching the right blend of
talent with the right job profile can lead to superior performance.
As someone once said, ³you can teach a turkey to climb a
tree, but it is easier to hire a squirrel´.
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APPENDIX
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BIBLIOGRAPHY
Books Referred :
y Prof. Masood Hasan, Anil k. Singh and Dhamjiya/Talent
Management in India-challenges andopportunities/Atlantic(2009)
y Neha Mohan/Talent Management in India/p1-2,13
y HRM Review magazine/February edition 2010
Web Sites Referred :
y www.citehr.com
y www.library.bub.ernet.in
y www.iceg.net
y www.books.google .co. in
y www.relianceada.com
y www.chrm.org
y www.successorg.com
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Organization Retention QuestionnaireUse the following questionnaire to understand the capacity of your companyto keep its employees engaged. Engagement is directly related toperformance and retention. Place a check next to each correct statement
about your company.
1_____My company is highly regarded by job seekers and employees are
proudly associated with the company.
2._____We have an employee-centric culture that values both employees and
customers.
3_____Our employees have many opportunities to understand the role their
job plays in the organization and how it contributes
to the bottom line of the company.
4_____We provide our employees with opportunities for growth and
development.
5_____We provide a comfortable, safe work environment and have a good
reputation in the community.
6_____Leadership is accessible, shares the organizational vision and direction.
7_____We care for the well-being of our people by making their lives easier
and less stressed.
8_____We know how much it costs to replace every employee who resigns or
needs to be replaced.
9_____We know the reasons for these departures and the difference between
an avoidable and an unavoidable departure.
10_____We understand why employees stay or leave our company and what
keeps them engaged.
11_____The rate of turnover in our company is lower than the industry
average.
12_____We spend more time and money on our retention program than on
recruitment.
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13_____Our salaries and bonuses are linked to performance or the
development of competences.
14_____Our managers are trained to select, identify, guide, coach, reward
and retain their people.
15_____Our managers know their job forecast and professional development
plan for the next two years.
16_____Our employees are aware that they are an µasset¶ in which we will
invest and not a µcost¶ to be reduced.
17_____We use a job satisfaction or engagement survey to understand the
requirements of our employees.
18_____We know the talents of our employees and utilize them regularly.
19_____Our company does what is needed to retain our valuable employees.
20_____We regularly measure the effect of our retention strategy.
How many did you check?
Under 5/20: Your organization is regularly in the job market and finding it
increasingly difficult to attract staff. This indicates you have not made
retention a priority. You may be under the mistaken impression that just a job
and pay are enough to retain talent. Obviously, that isn¶t the case. If it were,
you wouldn¶t be regularly replacing staff.
Between 5 and 10: The retention practices of your company are still focused
on financial rewards and group activities. Retention is about individual needs,
performance and relationship building It is not ³one size fits all´