Orientation on Recruitment Process & Talent Management By

Pooja Soni

IV semester

Reg. 12MB9812

GUIDE

PROF. AVJEET KAUR

Project Report Submitted to the University Of Mysore in partial

Fulfillment of requirements of IV semester MBA degree

Examination-2014

K.R.MANGALAM INSTITUTE OF MANAGEMENT

UNIVERSITY OF MYSORE

NEW DELHI-110048

CERTIFICATE

This i s to cer t i fy that the pro ject work “ O ri en t a t ion o n R ecru i t men t

Pro ces s & Tal en t Ma na gemen t” i s a bona f ide record of work done

by Pooja Soni under guidance of Ms. Avjeet Kaur in par t i a l

fu l f i l lment of the requirements for the p roject .

Ms. Avjeet Kaur

(HR Faculty)

Date: 30/09/2013

K.R.MANAGALAM INSTITUTE OF MANAGEMENT

STUDENTS’S DECLARATION

I, Pooja Soni, student of M.B.A, hereby declare that the project entitled, “Orientation on

Recuritment Process & Talent Management” submitted in partial fulfillment of the degree for

Master of Business Adminnistration to “K.R.MANAGALAM INSTITUTE OF

MANAGEMENT” is of my own creation.

I further declare, that all the facts and figures used in the project are of my own research and hard

work.

SUBMITTED BY:-

Pooja Soni (MBA)

ACKNOWLEDGEMENTS

I take immense pleasure in thanking Mr. Ashish Verma, respected Assistant

Manager – HR for having permitted me to carry out this project work under the

premise of TCE. I will also like to give a special mention to Ms. Avjeet Kaur,

respected HR faculty who gave me the opportunity to proceed with the project.

Pooja Soni

(MBA-4th

Semester)

Date: 30/09/2013

Index

SR.NO CONTENT PAGE NO.

1 Executive Summary 1

2 Objective of the Report 2

3 Services offered by TCE 3

4 Organizational Structure of TCE 6

5 Vision & Mission 9

6 Code Of Conduct 9

7 HR practices in TCE 15

8 Human Resource Planning 15

9 Model of HRP System 17

10 Orientation/Onboarding 32

11 Recruitment & Selection 37

12 Process of Recruitment 42

13 Recruitment at TCE 45

14 Roles and Responsibility of Engineers TCE 47

15 HR Interview Questions 48

16 Talent Management 50

17 Talent Management Process 57

18 DFD and ERD for HR activities -

19 Suggestion for Talent Management 74

20 Suggestion on Reducing Recruitment Cost

and Improve Recruitment Quality

77

21 Conclusion 79

22 Bibliography 81

1

EXECUTIVE SUMMARY

Tata Consulting Engineers Limited (TCE) is one of India's leading engineering consulting

organizations. Established as Tata-Ebasco Consulting Engineering Services in 1962, the

company is now a wholly-owned subsidiary of Tata Sons Limited. TCE is ISO 9001 - 2008

certified by Lloyd's Register Quality Assurance.TCE offers a wide range of multi-disciplinary

services in project engineering across several sectors. The firm has completed more than 5,000

assignments, including the engineering of several power plants with total installed capacity of

over 41,000MW, several large urban water supply and waste water projects (including those for

smaller towns), facilities inside battery limits and offsite facilities for several chemical and

industrial plants. TCE has always endeavored to provide state-of-the-art technology and cost-

effective solutions to its clients. This in turn has helped TCE to earn an international reputation

and awards for engineering excellence.

TCE QSTP-LLC, a subsidiary of TCE established in Doha, Qatar, operates from Qatar Science

& Technology Park Free Zone. TCE has successfully carried out several assignments overseas in

South East Asia, the Middle East, Africa, Europe, Asia Pacific, Australia and the Americas. TCE

has done projects funded by:

World Bank

Asian Development Bank

United Nations Development Bank

Japan Bank for International Corporation

United Nation Industrial Development Organization and many more.

TCE has highly qualified and experienced professionals on its rolls. Design offices are located in

several cities in India - Mumbai, Bangalore, New Delhi, Chennai, Kolkata, Pune and Jamshedpur, a

subsidiary office in Qatar and branch offices in the USA and South Africa.

TCE brings a set of unique skills and strengths to projects, thus enabling the company to achieve

excellence and customer satisfaction in a wide range of industries and business sectors.

Value driven organization

Vast experience gained over 45 years.

Adaptability to handle diverse projects

Large, well qualified and experienced workforce with cross-cultural experience

Well established quality system

Familiarity with International Standards

Strong customer orientation.

2

OBJECTIVES OF THE REPORT:

1) To understand about the organization

2) To understand the internal recruitment process

3) To understand the external recruitment process

4) Learn the importance of Orientation process

5) Understand various Talent Management schemes

3

Services Offered by TCE

TCE provides wide range of services with major roles in:

TCE operates in multiple roles:

For the lender

Lender's engineer

For the owner Owner's consultant

Detailed engineering consultant

Project management consultant

Sub consultant to PMC

For the EPC contractor Detailed engineering consultant

Project Management consultant

The range of TCE services covers the entire gamut of project engineering and management, from

inception to project commissioning, and turnkey design, supply and installation of TCE

engineered equipment. TCE’s scope of services cover:

Pre-project activities

Design engineering

Procurement assistance

Project management and co-ordination

Inspection and expediting

Construction supervision

Commissioning support

Pre-project activities

Site assessment and surveys

Environment impact assessment

Preliminary planning

Evaluation of technologies

System studies

Feasibility and detailed project reports

4

Design engineering

Basic studies/engineering

Concept and system design

Detailed specification

Design calculations and drawings

Enquiry specifications

Technical bid analysis

Vendor drawing review

Procurement assistance

Vendor prequalification

Issuing enquiries and receiving offers

Commercial bid evaluation

Purchase recommendation

Purchase order preparation

Project management and coordination

Project planning, scheduling and control

Budgetary and cost control

Communication management

Interface co-ordination

Contract administration

Liaison with statutory authorities

Inspection and expediting

Vendor appraisal

Stage wise inspection

Final inspection

Expediting deliveries

Construction supervision

Monitoring of project schedule and cash flow

Planning of field activities

Scheduling, monitoring and control of field activities

Supervision

Certification

Safety

Site coordination

5

Commissioning support

Start-up and commissioning assistance

Site performance tests

O& M manual preparation

As-built documentation

Training of owner's personnel

Trouble shooting

Tata Consulting Engineers Limited & Dassaul Systemes alliance combines TCE’s core

capabilities in key Energy, Process, Utilities and Construction sectors and Dassault Systèms’

3DEXPERIENCE solutions .to provide services such as:

Simulation of plant behavior in virtual world to analyze efficiency and safety at optimum

cost and anticipate the risk associated with the plant

Multi disciplinary plant 3D for integrated digital plant knowledge, conflict detection and

resolution.

Virtual operator training to ensure leaner operation and maintenance

Engineering analysis for reliable and robust designs.

Simulation of construction/refurbishment/maintenance in safe virtual world to execute it

right the first time in real world

Program management for optimizing EPC project execution collaboratively across the

value chain

Customers will benefit from the smart solutions that TCE has to offer –

Holistic PLM solutions across segments

Enhanced customer experience

Resource optimization

Value engineering that are safety and environmentally sustainable

Technical requirements combined with business needs

Virtual delivery model

Predictive risk management

Dassault Systems((Euronext Paris: #13065, DSY.PA), is a world leader in 3DSExperience

Solutions and Product Lifecycle Management (PLM) solutions.

6

Organizational Structure of TCE:-

Power: TCE has participated in power projects aggregating over 41,000MW capacity in

India and abroad. Its expertise and competencies extend to both conventional and non-

conventional power generation – coal and oil-fired thermal plants, gas turbine based open

and combined cycle plants, cogeneration plants, diesel generator plants, hydro power

stations, pumped storage schemes and nuclear power plants.

TCE provides a wide range of services to meet the diverse requirements of different

participating agencies - utilities, independent power producers (IPP), EPC contractors and

lending institutions. Decades of experience in the design and development of power

plants has enabled the company to pioneer features and improve efficiency, availability

and reliability of units.

Primarily, TCE's role is that of an Architect and/or Engineer for several clients, including

the state electricity boards in India. The company has also been associated with several

power projects implemented on an EPC basis as Owner's Engineer. TCE has provided

pre-bid engineering services as well as detailed engineering services to Indian and foreign

EPC contractors. The company has also conducted due diligence studies and other

services as Lender's Engineer on power projects.

Infrastructure and Industrial : TCE has been deeply involved in engineering and

consulting on a large number of infrastructure development projects across India and

overseas. The company has been very active in projects relating to water supply, sewage

and wastewater treatment, building of roads and bridges, airports, seaports and harbors.

Board of Directors

Managing Director

Chief Operating

Officer

BU1-Power BU2-

Chemical BU3- Infrastructure

& Industrial BU4- Mining

& Mineral

BU5- Steel &

Metal

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Over the last 30 years, TCE has also worked on planning, designing, building and

supporting urban development projects that include information technology parks, hotels,

hospitals, new townships, as well as special projects such as earthquake resistant housing

and renovation of flood-affected structures.

TCE contributes its expertise and competencies to a large number of industries and

sectors. The following projects are cement, automobiles and auto components, glass,

tyres and other industrial sectors Special projects.

Chemical: TCE has been associated with the chemical industry since the 1970s. The

company has built up a broad bank of experience and knowledge in a large number of

sub-sectors.

Steel and Metal: Steel and metals, plays a crucial role in development of India. It

encompasses recovery, refinement and processing of ferrous as well as non ferrous

metals used in Iron & Steel production. Steel production in India is around 58 million

tons / year against world production of 1350 million tons / year. Projected Indian steel

production capacity for year 2020 is estimated to be 300 million tons / year.

Such a capacity creation requires huge design and engineering support in various facets

of iron & steel making, starting from mining, beneficiation (crushing, screening, washing,

jigging), iron making (DRI, BF), steel making (BOF, EAF, IF), continuous casting (slab,

bloom, billet, near shape casting), rolling (hot & cold), finishing (annealing, galvanizing,

tinning, color coating).

Mining and minerals : TCE has vast experience in geological services, mine

planning and a range of allied activities. It has highly experienced professionals in the

fields of geology, mining, environmental and geotechnical engineering, material

handling, mine infrastructure facilities and utility services. Its technical services received

encomiums from the clients for their high level of accuracy and reliability. TCE is a one-

stop solution for any mining project - from conceptualization to commissioning.

TCE has expertise in the following areas:

1. Planning and monitoring of mineral exploration programs

2. 3-D geological/ore body modeling

3. Conceptual, scoping, pre-feasibility, feasibility studies

4. Detailed Project Reports (DPR)

5. Site selection studies, due diligence.

6. Technical evaluations and consulting for mines.

7. Technical evaluations and consulting for mine plans including equipment selection

8. Design of material handling system

9. Design of mine infrastructure facilities and utility services

10. Technical due diligence studies

11. Pre-bid technical services and detailed engineering

12. Technical services as owner's engineer

8

Nuclear : TCE has extensive experience in the field of civilian nuclear energy in:

1. Power generation

2. Auxiliary facilities

3. Waste disposal

4. Fuel fabrication

5. Fuel handling

The company has been responsible for detailed project reports, detailed design and

engineering and procurement for all conventional systems – reactor buildings, civil

structures, piping design and auxiliary systems associated with the nuclear power

generation, layout, instrumentation and control, electrical systems and cabling.

TCE has also provided design engineering consultancy, procurement and inspection

assistance, construction and commissioning supervision and project and construction

management services for waste tank farms, spent fuel storage facilities and fuel

reprocessing facilities.

Construction: TCE has extensive experience in providing Construction Supervision,

Construction Management/ Project Management services in the following sectors:

1. Power

2. Infrastructure

3. Buildings and IT Parks

4. Chemical

5. Industrial, Mining, Minerals and Metallurgical

6. Nuclear

7. Safety Related Services

9

VISION & MISSION

Vision:

To be an internationally respected engineering consultant offering comprehensive solutions.

Mission:

Provide technically excellent and innovative solutions, for adding value for all stakeholders and

operate globally as professional consulting engineers.

Values: a. Customer satisfaction and loyalty

b. Employee dignity and self respect

c. Technical excellence with professional ethics

d. Organizational and individual growth

e. Responsibility to society

Tata Code of Conduct:

Tata codes of conducts are guidelines for business ethics that all the employees of the

organization and the company adhere to. Ethics are referred as principle which helps in defining

the righteous way / actions to be taken in certain situation. TCOC do not define rules to be

followed but simple principle that one must take account of. Few are as follows:

o Financial Reporting and Records

o Competition

o Equal-Opportunities Employer

o Gifts and Donations

o Government Agencies

o Political Non-Alignment

o Health, Safety and Environment

o Quality of Products and Services

o Corporate Citizenship

o Co-operation of Tata Companies

10

Clause:1

National interest

The Tata Group is committed to benefit the economic development of the countries in which it

operates. No Tata company shall undertake any project or activity to the detriment of the wider

interests of the communities in which it operates.

A Tata company’s management practices and business conduct shall benefit the country,

localities and communities in which it operates, to the extent possible and affordable, and shall

be in accordance with the laws of the land. A Tata company, in the course of its business

activities, shall respect the culture, customs and traditions of each country and region in which it

operates. It shall conform to trade procedures, including licensing, documentation and other

necessary formalities, as applicable.

Clause:2

Financial reporting and records

A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance

with the accounting and financial reporting standards which represent the generally accepted

guidelines, principles, standards, laws and regulations of the country in which the company

conducts its business affairs. Internal accounting and audit procedures shall reflect, fairly and

accurately, all of the company’s business transactions and disposition of assets, and shall have

internal controls to provide assurance to the company’s4 board and shareholders that the

transactions are accurate and legitimate. All required information shall be accessible to company

auditors and other authorized parties and government agencies. There shall be no willful

omissions of any company transactions from the books and records, no advance-income

recognition and no hidden bank account and funds. Any willful, material misrepresentation of

and / or misinformation on the financial accounts and reports shall be regarded as a violation of

the Code, apart from inviting appropriate civil or criminal action under the relevant laws. No

employee shall make, authorize, abet or collude in an improper payment, unlawful commission

or bribing.

Clause:3

Competition

A Tata company shall fully support the development and operation of competitive open markets

and shall promote the liberalization of trade and investment in each country and market in which

it operates. Specifically, no Tata company or employee shall engage in restrictive trade

practices, abuse of market dominance or similar unfair trade activities. A Tata company or

employee shall market the company’s products and services on their own merits and shall not

make unfair and misleading statements about competitors’ products and services. Any collection

of competitive information shall be made only in the normal course of business and shall be

obtained only through legally permitted sources and means.

11

Clause:4

Equal opportunities employer

A Tata company shall provide equal opportunities to all its employees and all qualified

applicants for employment without regard to their race, caste, religion, colour, ancestry, marital

status, gender, sexual orientation, age, nationality, ethnic origin or disability. Human resource

policies shall promote diversity and equality in the workplace, as well as compliance with all

local labour laws, while encouraging the adoption of international best practices.

Employees of a Tata company shall be treated with dignity and in accordance with the Tata

policy of maintaining a work environment free of all forms of harassment, whether physical,

verbal or psychological. Employee policies and practices shall be administered in a manner

consistent with applicable laws and other provisions of this Code, respect for the right to privacy

and the right to be heard, and that in all matters equal opportunity is provided to those eligible

and decisions are based on merit.

Clause:5

Gifts and donations

A Tata company and its employees shall neither receive nor offer or make, directly or indirectly,

any illegal payments, remuneration, gifts, donations or comparable benefits that are intended, or

perceived, to obtain uncompetitive favors for the conduct of its business. The company shall

cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud and

corruption.

However, a Tata company and its employees may, with full disclosure, accept and offer nominal

gifts, provided such gifts are customarily given and / or are of a commemorative nature. Each

company shall have a policy to clarify its rules and regulations on gifts and entertainment, to be

used for the guidance of its employees.

Clause:6

Government agencies

A Tata company and its employees shall not, unless mandated under applicable laws, offer or

give any company funds or property as donation to any government agency or its representative,

directly or through intermediaries, in order to obtain any favorable performance of official

duties. A Tata company shall comply with government procurement regulations and shall be

transparent in all its dealings with government agencies.

Clause:7

Political non-alignment

A Tata company shall be committed to and support the constitution and governance systems of

the country in which it operates. A Tata company shall not support any specific political party or

candidate for political office. The company’s7 conduct shall preclude any activity that could be

interpreted as mutual dependence / favour with any political body or person, and shall not offer

or give any company funds or property as donations to any political party, candidate or

campaign.

12

Clause:8

Health, safety and environment

A Tata company shall strive to provide a safe, healthy, clean and ergonomic working

environment for its people. It shall prevent the wasteful use of natural resources and be

committed to improving the environment, particularly with regard to the emission of greenhouse

gases, and shall endeavour to offset the effect of climate change in all spheres of its activities. A

Tata company, in the process of production and sale of its products and services,shall strive for

economic, social and environmental sustainability.

Clause:9

Quality of products and services

A Tata company shall be committed to supply goods and services of world class quality

standards, backed by after-sales services consistent with the requirements of its customers, while

striving for their total satisfaction. The quality standards of the company’s goods and services

shall meet applicable national and international standards.

Clause:10

Corporate citizenship

A Tata company shall be committed to good corporate citizenship, not only in the compliance of

all relevant laws and regulations but also by actively assisting in the improvement of quality of

life of the people in the communities in which it operates. The company shall encourage

volunteering by its employees and collaboration with community groups. Tata companies are

also encouraged to develop systematic processes and conduct management reviews, as stated in

the Tata ‘corporate sustainability protocol’ from time to time so as to set strategic direction for

social development activity. The company shall not treat these activities as optional, but should

strive to incorporate them as an integral part of its business plan.

Clause:11

Cooperation of Tata companies

A Tata company shall cooperate with other Tata companies including applicable joint ventures,

by sharing knowledge and physical, human and management resources, and by making efforts to

resolve disputes amicably, as long as this does not adversely affect its business interests and

shareholder value. In the procurement of products and services, a Tata company shall give

preference to other Tata companies, as long as they can provide these on competitive terms

relative to third parties.

Clause:12

Public representation of the company and the Group

The Tata Group honours the information requirements of the public and its stakeholders. In all its

public appearances, with respect to disclosing company and business information to public

constituencies such as the media, the financial community, employees, shareholders, agents,

franchisees, dealers, distributors and importers, a Tata company or the Tata Group shall be

13

represented only by specifically authorized directors and employees. It shall be the sole

responsibility of these authorized representatives to disclose information about the company or

the Group.

Clause:13

Third party representation

Parties which have business dealings with the Tata Group but are not members of the Group,

such as consultants, agents, sales representatives, distributors, channel partners, contractors and

suppliers, shall not be authorized to represent a Tata company without the written permission of

the Tata company, and / or if their business conduct and ethics are known to be inconsistent with

the Code.

Clause:14

Use of the Tata brand

The use of the Tata name and trademark shall be governed by manuals, codes and agreements to

be issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata Brand

Equity and Business Promotion agreement. No third party or joint venture shall use the Tata

brand to further its interests without specific authorization.

Clause:15

Group policies

A Tata company shall recommend to its board of directors the adoption of policies and

guidelines periodically formulated by Tata Sons.

Clause:16

Shareholders

A Tata company shall be committed to enhancing shareholder value and complying with all

regulations and laws that govern shareholder rights. The board of directors of a Tata company

shall duly and fairly inform its shareholders about all relevant aspects of the company’s business,

and disclose such information in accordance with relevant regulations and agreements.

Clause:17

Ethical conduct

Every employee of a Tata company, including full-time directors and the chief executive, shall

exhibit culturally appropriate deportment in the countries they operate in, and deal on behalf of

the company with professionalism, honesty and integrity, while conforming to high moral and

ethical standards. Such conduct shall be fair and transparent and be perceived to be so by third

parties. Every employee of a Tata company shall preserve the human rights of every individual

and the community, and shall strive to honour commitments. Every employee shall be

responsible for the implementation of and compliance with the Code in his / her environment.

Failure to adhere to the Code could attract severe consequences, including termination of

employment.

14

Clause:18

Regulatory compliance

Employees of a Tata company, in their business conduct, shall comply with all applicable laws

and regulations, in letter and spirit, in all the territories in which they operate. If the ethical and

professional standards of applicable laws and regulations are below that of the Code, then the

standards of the Code shall prevail.

And many more.

15

HR PRACTICES IN TCE

HUMAN RESOURCE PLANNING

Planning is very important to our everyday activities. Several definitions have been given by

different writers what planning is all about and its importance to achieving our objectives. It is

amazing that this important part of HR is mostly ignored in HR in most organizations because

those at the top do not know the value of HR planning. Organizations that do not plan for the

future have fewer opportunities to survive the competition ahead. This article will discuss the

importance of HR planning; the six steps of HR planning that is: Forecasting; inventory, audit,

HR Resource Plan; Plan of Action; Monitoring and Control.

DEFINITION OF HR PLANNING

Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure

that correct number of employees with the necessary skills are available when they are required.

When we prepare our planning program, Practitioners should bear in mind that their staff

members have their objective they need to achieve. This is the reason why employees seek

employment. Neglecting these needs would result in poor motivation that may lead to

unnecessary poor performance and even Industrial actions.

HR Planning involves gathering of information, making objectives, and making decisions to

enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most

neglected in the HR field. When HR Planning is applied properly in the field of HR

Management, it would assist to address the following questions:

1. How many staff does the Organization have?

2. What type of employees as far as skills and abilities does the Company have?

3. How should the Organization best utilize the available resources?

4. How can the Company keep its employees?

HR planning makes the organization move and succeeds in the 21st Century that we are in.

Human Resources Practitioners who prepare the HR Planning program would assist the

Organization to manage its staff strategically. The program assists to direct the actions of HR

department.

The program does not assist the Organization only, but it will also facilitate the career planning

of the employees and assist them to achieve the objectives as well. This augment motivation and

16

the Organization would become a good place to work. HR Planning forms an important part of

Management information system.

HR have an enormous task keeping pace with the all the changes and ensuring that the right

people are available to the Organization at the right time. It is changes to the composition of the

workforce that force managers to pay attention to HR planning. The changes in composition of

workforce not only influence the appointment of staff, but also the methods of selection, training,

compensation and motivation. It becomes very critical when Organizations merge, plants are

relocated, and activities are scaled down due to financial problems.

Human resources planning is an important component of securing future operations. For

sustainability, plans must be made to ensure that adequate resources are available and trained for

all levels of an organization. Although policy organizations are stretched to meet current service

requirements, it is important that they also spend time to create plans to ensure there will be

officers to fill future positions. These plans must be prepared well in advance, with targets set for

the short, mid and long term. Not only must adequate resourcing be considered for the bulk of

the workforce but special consideration must be given for the leadership of each organization.

This requires developing specialized succession plans for identifying and grooming potential

future leaders. The leader candidates must receive management, leadership, and all relevant

knowledge and skills training. Plans should also be created to leverage the knowledge of those

leaving today’s leadership roles so that future leaders are fully informed. Securing future

policing operations requires careful planning and a clear implementation strategy.

On employees: The way to hold employees today is to make their work and their day-

to-day activities in the company exciting enough for them to stay. Not everyone will

stay, but I think if we can empower more people and are willing to pass on the

responsibility for that, and if people are satisfied and motivated, there’s less chance of

them wanting to leave and go to a competitor.

By- Ratan Tata

On ethics: What worries me is that the threshold of acceptability or the line between

acceptability and non-acceptability in terms of values, business ethics, etc, is blurring.

By- Ratan Tata

The basic purpose of having a manpower plan is to have accurate estimate of required manpower

with matching skills requirements. The main objectives are:

. Forecast manpower requirements.

. Cope with changes – environment, economic, organizational.

. Use existing manpower productively.

. Promote employees in a systematic way.

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MODEL OF HRP SYSTEM

Human Resource Policies:- Manpower Planning

Recruitment & Selection

Training & Development

Performance Appraisal

Promotion, Transfer, & Demotion

Administration Section

Grievance Handling

Kaizen suggestion

Welfare Activities

Orientation

18

1)Manpower Planning : which is also called as Human Resource Planning consists of putting right

number of people, right kind of people at the right place, right time, doing the right things for which

they are suited for the achievement of goals of the organization. Human Resource Planning has got an

important place in the arena of industrialization. Human Resource Planning has to be a systems

approach and is carried out in a set procedure. The procedure is as follows:

1. Analyzing the current manpower inventory

2. Making future manpower forecasts

3. Developing employment programmes

4. Design training programmes

Steps in Manpower Planning

1. Analysing the current manpower inventory- Before a manager makes forecast of future

manpower, the current manpower status has to be analysed. For this the following things have

to be noted-

Type of organization

Number of departments

Number and quantity of such departments

Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower

forecasts are known, planning can be done for the future manpower requirements in

several work units.

The Manpower forecasting techniques commonly employed by the organizations are as

follows:

a. Expert Forecasts: This includes informal decisions, formal expert surveys and

Delphi technique.

b. Trend Analysis: Manpower needs can be projected through extrapolation

(projecting past trends), indexation (using base year as basis), and statistical

analysis (central tendency measure).

c. Work Load Analysis: It is dependent upon the nature of work load in a

department, in a branch or in a division.

d. Work Force Analysis: Whenever production and time period has to be analysed,

due allowances have to be made for getting net manpower requirements.

e. Other methods: Several Mathematical models, with the aid of computers are

used to forecast manpower needs, like budget and planning analysis, regression,

new venture analysis.

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3. Developing employment programmes- Once the current inventory is compared with

future forecasts, the employment programmes can be framed and developed accordingly,

which will include recruitment, selection procedures and placement plans.

4. Design training programmes- These will be based upon extent of diversification,

expansion plans, development programmes,etc. Training programmes depend upon the

extent of improvement in technology and advancement to take place. It is also done to

improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing,

directing and controlling are based upon the manpower. Human resources help in the

implementation of all these managerial activities. Therefore, staffing becomes a key to all

managerial functions.

2. Efficient utilization- Efficient management of personnels becomes an important function

in the industrialization world of today. Seting of large scale enterprises require

management of large scale manpower. It can be effectively done through staffing

function.

3. Motivation- Staffing function not only includes putting right men on right job, but it also

comprises of motivational programmes, i.e., incentive plans to be framed for further

participation and employment of employees in a concern. Therefore, all types of

incentive plans becomes an integral part of staffing function.

4. Better human relations- A concern can stabilize itself if human relations develop and

are strong. Human relations become strong trough effective control, clear

communication, effective supervision and leadership in a concern. Staffing function also

looks after training and development of the work force which leads to co-operation and

better human relations.

5. Higher productivity- Productivity level increases when resources are utilized in best

possible manner. higher productivity is a result of minimum wastage of time, money,

efforts and energies. This is possible through the staffing and it's related activities (

Performance appraisal, training and development, remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses the

current human resources but also makes manpower forecasts and thereby draw employment

programmes. Manpower Planning is advantageous to firm in following manner:

1. Shortages and surpluses can be identified so that quick action can be taken wherever

required.

2. All the recruitment and selection programmes are based on manpower planning.

3. It also helps to reduce the labour cost as excess staff can be identified and thereby

overstaffing can be avoided.

4. It also helps to identify the available talents in a concern and accordingly training

programmes can be chalked out to develop those talents.

5. It helps in growth and diversification of business. Through manpower planning, human

resources can be readily available and they can be utilized in best manner.

20

6. It helps the organization to realize the importance of manpower management which

ultimately helps in the stability of a concern.

21

2) Training and Development:

Human Resource Management, training and development is the field which is concerned with

organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. It has been known by several names, including human resource

development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel

and Development during its review of professional standards in 1999/2000. "Employee

Development" was seen as too evocative of the master-slave relationship between employer and

employee for those who refer to their employees as "partners" or "associates" to feel comfortable

with. "Human Resource Development" was rejected by academics, who objected to the idea that

people were "resources" &m dash; an idea that they felt to be demeaning to the individual.

Eventually, the CIPD settled upon "Learning and Development", although that was itself not free

from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still

widely known by the other names.

Training and development (T&D) encompasses three main activities: training, education, and

development. Garavan, Costine, and Heraty, of the International Institute of Market Research

and Analytics, note that these ideas are often considered to be synonymous. However, to

practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost impossible to

evaluate.

The "stakeholders" in training and development are categorized into several classes. The

sponsors of training and development are senior managers. The clients of training and

development are business planners. Line managers are responsible for coaching, resources, and

performance. The participants are those who actually undergo the processes. The facilitators are

Human Resource Management staff. And the providers are specialists in the field. Each of these

groups has its own agenda and motivations, which sometimes conflict with the agendas and

motivations of the others.

The conflicts that are the best part of career consequences are those that take place between

employees and their bosses. The number one reason people leave their jobs is conflict with their

bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John

Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the

boss look stupid." Training an employee to get along well with authority and with people who

entertain diverse points of view is one of the best guarantees of long-term success. Talent,

22

knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or

customer.

3) Performance Appraisals

Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a

developmental tool used for all round development of the employee and the organization. The

performance is measured against such factors as job knowledge, quality and quantity of output,

initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and

health. Assessment should be confined to past as well as potential performance also. The second

definition is more focused on behaviors as a part of assessment because behaviors do affect job

results.

Performance Appraisals and Job Analysis Relationship

Job Analysis à Performance Standards à Performance Appraisals

Describe the work and

personnel requirement of a

particular job.

Translate job requirements

into levels of acceptable or

unacceptable performance

Describe the job relevant

strengths and weaknesses

of each individual.

Objectives of Performance Appraisals

Use of Performance Appraisals

1. Promotions

2. Confirmations

3. Training and Development

4. Compensation reviews

5. Competency building

23

6. Improve communication

7. Evaluation of HR Programs

8. Feedback & Grievances

4 Goals of Performance Appraisals

General Goals Specific Goals

Developmental Use Individual needs

Performance feedback

Transfers and Placements

Strengths and Development needs

Administrative Decisions / Uses Salary

Promotion

Retention / Termination

Recognition

Lay offs

Poor Performers identification

Organizational Maintenance HR Planning

Training Needs

Organizational Goal achievements

Goal Identification

HR Systems Evaluation

Reinforcement of organizational needs

Documentation Validation Research

For HR Decisions

Legal Requirements

24

Performance Appraisal Process

1. Objectives definition of appraisal

2. Job expectations establishment

3. Design an appraisal program

4. Appraise the performance

5. Performance Interviews

6. Use data for appropriate purposes

7. Identify opportunities variables

8. Using social processes, physical processes, human and computer assistance

4)A Transfer is the movement to another job that is previously established through an approved

personnel requisition, has the same salary range and may involve a salary increase. A transfer

may result in a title change.

A promotion is the movement to another job in a higher job classification and will result in a

title change. There are two types of promotions.

o Market-based promotions occur when an employee assumes another job that has a

higher value in the marketplace and has been assigned a higher salary range.

o Contribution Level promotions occur when an employee assumes another job that

has been assigned a higher contribution level and a higher salary range in the job

classification system.

A demotion is the movement to a job with a lower salary range and/or lower contribution level.

A demotion may result in a title change and may involve a decrease in salary.

5)Administration section:

Human Resource (HR) administration refers to the managing of human capital within an

organization or industry. Once called “personnel management,” human resources is leading the

way for improving the overall employment experience for billions of hard-working professionals

around the world. In addition, human resource administration provides the business strategy by

which organizations can meet the demands of the future.

In many organizations, human resource administration is handled by a team of human resources

professionals headed by a senior human resources director. The duties of the members of the

team can range from recruiting and employee relations to payroll and benefits administration.

The entire team works together to achieve the human resources goals of the organization under

the direction of the human resources manager.

25

For the best results, HR administration should be closely linked with the executive management

of an organization. Each department must communicate the personnel needs and goals of the

company on a regular basis so that the human resources division can best support the objectives

of the organization. Without continual communication and resources, any organization can face

shortages of skilled staff to handle the many responsibilities in departments, resulting in low

performance.

A growing majority of organizations rely on human resources outsourcing to manage the

administration of human resources. This practice can often be a more cost-effective way to

ensure that all personnel matters are handled responsively and professionally by a team of human

resources specialists that have the training and expertise needed to get the job done, In addition,

outsourcing of human resources processes can save companies significantly because there is no

need for an in-house team. Outsourcing human resources work is a practice that many small to

medium sized businesses use to save time, money and get a larger range of services that will

adapt to a growing organizational structure.

For many companies, contracting a portion of services to an independent human resources

consulting firm makes good business sense. Human resources consultants can handle some or all

of the human resource administration such as payroll, recruiting, or training needs of the

company so that leaders can focus on running the business. In this case, the consulting firm

creates custom solutions that will best support the needs of the company, without trying to take

over any of the operational aspects.

Human resource administration of today requires trained individuals who have the personality

traits and the commitment to providing expert support. When planning a human resources

strategy, it's best for organizations to look for human resources professionals who have the

education and experience to manage the complex issues that human resources departments often

face. In addition, human resources divisions must stay on top of employment and legal trends in

order to best protect the companies they serve.

6)Grievance Handling : Purposes of the Grievance Procedure:

The primary purposes of a grievance procedure are to:

(1) channel conflict into an institutionalized mechanism for peaceful resolution;

(2) facilitate communication between labor and management regarding problems that arise in a

collective bargaining relationship;

(3) enable employees to complain with dignity knowing that there is a system of appeals leading

to an impartial decision-maker; and

(4) enforce compliance with the terms and conditions negotiated by the parties.

Handling Employee Grievance:

The following checklist is provided as guidance when an employee comes to you with a

complaint:

26

CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS:

PREREQUISITES:

-Know the contract.

-Make sure that meetings with employees to handle complaints are held in accordance with any

contract provisions that regulate the time and/or location for such meetings.

-Develop good listening and note taking skills.

-Be prepared to spend the time to get the evidence and testimony to support your case and to

refute management's case.

-Treat all employees fairly and consistently.

-Do not make judgments about the case to the employee or anyone else until you get the facts.

-Keep good records of all transactions, oral and written, that occur from the time a complaint is

brought to you until the case is resolved in the grievance procedure or in arbitration.

-Know who, when and how to ask for help.

INTERVIEW:

-Let the employee tell his/her story without interruption. Take notes. When the employee has

finished, ask, "Is there anything else you would like to add?"

-Review the employee's description of the case with him/her to make sure you have all the facts.

Make sure you get the answers to the questions who, what, when, where, why and how.

-Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask

the employee to tell you what he/she thinks each witness knows about the case. Record this

information. Try to clarify any uncertainties about what a witness is supposed to know.

-Ask the employee to give you all of the evidence he/she has concerning the case. Make copies

so that no information is lost.

-Before the employee leaves, check one more time to make sure you have all the facts, names of

witnesses and evidence.

REVIEW:

-Refer to the grievance procedure in the contract to make sure the issue the employee has raised

is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not

a proper subject of a grievance, the best thing to do is to tell the employee and explain how this

affects his/her case.

-Check to make sure that the procedural requirements set forth in the grievance procedure have

been complied with.

Key considerations include:

-Is the complaint timely?

-Who should the employee and/or union representative meet with at the first step?

-What information must be presented by both parties at the first step?

-Review the contract provisions alleged to have been violated to make sure they fit the issue

described by the employee and that no provisions have been left out.

-Review the evidence. Go through all the documents the employee has given you. Make sure

everything is dated and signed. Carefully check the content of each document to find out what it

actually states, if this information pertains to the case and is timely. Check for inconsistencies in

the documents and between the documents and the information the employee has given you.

Make a list of all inconsistencies. Check to see if the documents contain the names of other

potential witnesses that the employee did not mention and/or that might be called by

27

management. Make a list of these persons and find out how to contact them.

-Find out is there is any other evidence, e.g., rules and regulations, past grievances and

arbitration decisions, past practice, documents in the employee's personnel file that he/she may

not have, etc., that have a bearing on the case as viewed by both the union and the employer.

Request documents from the employer as appropriate, in a timely fashion and in writing.

-Match the evidence you have with the list of potential witnesses. Make a list of questions to ask

each witness when you interview them. Be sure to include at the end of each list the questions,

"Is there anything else you would like to add?" and "Do you know of any other witnesses?"

-Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following

things as you consider what witnesses state that they know about the case:

-Does the witness have direct personal knowledge about what happened or is his/her knowledge

based only on hearsay (i.e., second hand)?

-Is the witness credible (i.e., able to give a reasonable explanation about the events, and an

honest, accurate accounting even if this means revealing negative things about his/her

record/conduct)?

-Does the witness' statement confirm what the employee has said, or are there

differences/inconsistencies?

-Does the witness have any reason to be less than truthful in stating what he/she knows about the

case?

-If there is more than one witness who knows about a given event, note which ones would be

best able to present clear testimony under the pressure of examination and cross-examination at

an arbitration hearing.

-Verify name, address, telephone, work shift and location.

ANALYSIS:

After you have thoroughly reviewed all of these matters, you may find that a complaint is not

grievable/arbitrable or that the case lacks merit. One way to proceed is to explain your findings

to the employee and ask if there is any additional information he/she has that might have a

bearing on the case. If not, you should be guided by local or international union policy and

perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should

be screened out to conserve a union's resources for other cases. This can be done by committee in

consultation with an international representative or counsel. This determination should be made

with care because unions have a legal duty to fairly represent all employees in the bargaining

unit whether or not they are union members.

-Can you account for any inconsistencies in the case and, if so, how?

-Are there any mitigating circumstances that could explain the employee's behavior and thus

lessen or remove any disciplinary action?

-Does the evidence and testimony the union has demonstrate one or all of the following:

-Disparate treatment;

-Arbitrary and capricious action; and/or Discrimination.

-Are there any past practices which pertain to the case and, if so, how?

-Does the evidence and testimony the union has support the remedy requested or should some

modification be made in that remedy?

-Do you have hard evidence and testimony based upon direct personal knowledge to support

your case or is your case largely based upon circumstantial evidence?

-Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of

28

an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.?

-Is the contract provision(s) you are relying upon modified by more specific language in the

provision or elsewhere in the contract?

-Where rules and regulations are concerned, have they been posted and given to employees, are

they reasonable and have they been fairly, consistently and equitably enforced?

-What has been the outcome of other similarly situated cases? Does this information help or hurt

your case? How?

Once you have reviewed and analyzed all these considerations with respect to the union case,

prepare a summary of what you think the employer's response will be and determine if you have

a sound rebuttal for each of the points the employer could raise.

FILING:

Be sure to properly and timely complete the grievance form. This includes such items as: names;

dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have

been violated; and remedy requested.

This is a checklist, not a magic wand. It highlights key points to consider in handling employee

complaints. This task is time consuming and requires the application of a number of skills. There

are no real short cuts. If you take them, an employer will usually find them at some stage in the

grievance procedure or in arbitration. The result may be very damaging involving not only loss

of a case that might have been won, but also expenditures of time, other resources and credibility

that a union can ill afford.

Handling Discipline and Discharge Cases:

In all likelihood, most of the grievances you handle will involve discipline or discharge. Since

management is the party that took the action, (i.e., is the moving party) the BURDEN OF

PROOF is on the employer to show that it has just cause for such action. This means that, in

arbitration, management must go first in showing what evidence and testimony it has to support

the action taken. A union then responds with the evidence and testimony it has in defense of the

grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted

tests for just cause. These are:

1. If a rule is alleged to have been violated, was that rule reasonable?

2. Was the grievant given adequate notice that the conduct

complained about was improper?

3. Was the alleged offense sufficiently investigated?

4. Was the investigation fair?

5. Was the misconduct proved?

6. Did the employee receive equal treatment with all others who have

committed a similar offense? If not, were there any mitigating

circumstances?

7. Was the penalty appropriate for the offense committed?

Refer back to the Checklist for Handling Complaints to remind yourself of the type of

information you must collect to support a complaint in a discipline or discharge case. Remember

to find out: who; what; when; where; why; and how. Collect all of the evidence and interview

witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you

an idea of the strength of support for the union's case. Remember, you must also consider what

evidence and testimony management may be able to present and assess your case accordingly.

29

Contract Interpretation Cases:

These cases involve disputes over the interpretation of contract language. Unlike discipline and

discharge cases, the party that claims the contract language has been improperly interpreted has

the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation

case can be: evidence obtained from the bargaining history of the parties (what have they done in

the past, for how long, and what was the intent at the bargaining table); and have any past

practices developed that have changed the meaning of that contract language. The tests for a

binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and

acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and

established practice accepted by both parties. Mutual acceptance may be tacit, however, an

implied mutual agreement determined by inference from the circumstances. It is very important

in contract interpretation cases that you obtain witnesses who were actually at the bargaining

table when the disputed language was agreed to, and/or have direct knowledge that the language

has been rolled over in successive contracts without dispute for a period of years, or of past

practices that have changed the meaning of the disputed language. In such cases, the kinds of

proof that can be critical to support either party's case may include:

Copies of past contracts;

Notes from bargaining sessions;

-Other documentation that will prove how the language has actually been Implemented (e.g.,

other arbitration awards);

-Employees with long service that can testify about how a contract provision has been

implemented;

-Whether the disputed language is clear and unambiguous on its face;

-is general language limited by more specific language in the same provision or elsewhere in the

contract;

-Are the disputed terms being interpreted in normal language or as they usually are in your

business or is the interpretation strained;

2. Study the grievance procedure and practice in your organisation and present a brief report.

COMPANY POLICY

COMPANY .................. aims to resolve problems and grievances promptly and as close to the

source as possible with graduated steps for further discussions and resolution at higher levels of

authority as necessary.

Statement of General Principles

• Complaints must be fully described by the person with the grievance

• The person(s) should be given the full details of the allegation(s) against them

• The person(s) against whom the grievance/complaint is made should have the opportunity and

be given a reasonable time to put their side of the story before resolution is attempted

• Proceedings should be conducted honestly, fairly and without bias

• Proceedings should not be unduly delayed.

30

PROCEDURES

The following is a four level process:

1. The Employee attempts to resolve the complaint as close to the source as possible.

This level is quite informal and verbal

If the matter is not resolved

2. The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the

grievance and states the remedy sought.

Discussion should be held between employee and any other relevant party.

This level will usually be informal, but either party may request written statements and

agreements.

This level should not exceed one week.

If the matter is not resolved:

3. The Supervisor must refer the matter to the Manager (or Board of Directors if applicable).

A grievance taken to this level must be in writing from the employee.

The Supervisor will forward to the Manager any additional information thought relevant

The Manager will provide a written response to the Employee

The Manager also communicate with any other parties involved or deemed relevant.

This level should not exceed one week following the next scheduled meeting.

If the matter is not resolved:

4. The Employee will be advised of his/her rights to pursue the matter with external authorities

if they so wish.

7)Welfare Activities: Welfare facilities can be largely categorized into two types:

Intramural facilities: These are provided within the establishment such as rest centers

canteen, uniforms.

Extramural facilities: These are activities which are undertaken outside the

establishment such as child welfare, transport facility etc.

Examples of Welfare Facilities

Intramural Facilities Extramural Facilities

Drinking water

Toilets

Washing & bathing facilities

Rest shelters

Uniforms

Protective clothing

Recreating facilities

Canteens

Subsidized food

Medical aid

Housing

Education facilities

Maternity benefits

Transportation

Sports facilities

Leave travel

Vocational training

Holiday homes

Cooperative stores

Fair price shops

Social insurance

31

Benefits of Employee Welfare Measures

They provide better physical and mental health to workers and thus promote a healthy

work environment.

Facilities like housing schemes, medical benefits, and education and recreation facilities

for worker's families help in raising their standards of living. This makes workers to pay

more attention towards work and thus increases their productivity.

Employers get stable labor force by providing welfare facilities. Workers take active

interest in their jobs and work with a feeling of involvement and participation.

Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace.

The social evils prevalent among the labors such as substance abuse, etc are reduced to a

greater extent by the welfare policies.

8) Kaizen and Management: Management has two major components:

1. maintenance, and

2. improvement.

The objective of the maintenance function is to maintain current technological, managerial, and

operating standards. The improvement function is aimed at improving current standards. Under

the maintenance function, the management must first establish policies, rules, directives and

standard operating procedures (SOPs) and then work towards ensuring that everybody follows

SOP. The latter is achieved through a combination of discipline and human resource

development measures.

Under the improvement function, management works continuously towards revising the current

standards, once they have been mastered, and establishing higher ones. Improvement can be

broken down between innovation and Kaizen. Innovation involves a drastic improvement in the

existing process and requires large investments. Kaizen signifies small improvements as a result

of coordinated continuous efforts by all employees.

32

Orientation/Onboarding:

The orientation program is an introductory program that extends from 1 hour to 1 day at most. It

is established by the HR personnel of the firm for newly recruit or the trainee such that they get

adjusted to the new environment and feel welcomed in the organization.

Employee orientation is part of a long-term investment in a new employee. It is an initial process

that provides easy access to basic information, programs and services, gives clarification and

allows new employees to take an active role in their organization.

Introduce new employees to their new environment

Make new employees feel welcome and comfortable

Retain a pool of new, capable employees

Benefits: Establish clear standards that help reduce disputes and limit liability

Promote consistent management

Inform new employees of the company’s policies

Demonstrate a commitment to equal treatment of personnel

Provide protection from claims of discrimination and sexual harassment

In some organizations an employee handbook is available to all employees. The content of the

handbook covers the key topics covered in an orientation session for new employees.

33

What is the difference between Orientation and On-boarding? Orientation is an event; on-boarding is a process.

Orientation is a structured event that focuses on the information the new employee needs to

know to get started, such as an introduction to the organizational structure, policies, and

procedures. It is once piece of the on-boarding process. On-boarding however can last anywhere

from 3 months to a year, depending on the responsibilities of the position and the amount of

organizational understanding necessary to be successful in the role. The goal is to align new

employees with Ryerson's culture, mission, and values, and focuses on strengthening the

employee's connection to the organization and its people. It provides a more strategic plan for

employee success than orientation alone.

For information on group specific employee orientation programs, see group sections.

Whose Responsibility is On-boarding? On-boarding is a shared responsibility with activities managed by the hiring department/faculty,

Human Resources and, in some cases, e.g. for faculty, the Learning and Teaching office and

Office of the Vice Provost, Faculty Affairs.

Employee Department/Faculty Human Resources/

Learning and

Teaching Office/ Vice

Provost, Faculty

Affairs

Attends New

Employee

Orientation

workshop and

any other group

specific

workshops,

e.g. faculty

orientation

Submits

completed new

hire

documentation,

including

employment

equity self

identification

survey, some of

which may be

done online

Completes the

self-guided

Pre-Arrival Activities

Completes or approves

any new hire

documentation/authorizat

ions

Ensures workplace is set

up

Provides information

about technology access

and any necessary

department requests or

approvals.

For each employee that

requires accommodation

in the event of an

emergency, work

together to review the

instructions

on implementing

individualized emergency

plan and complete

the individual emergency

Processes new

hire

documentation

where

necessary

Coordinates

and facilitates

orientation

session

34

orientation

(through the

online On-

boarding portal,

coming soon!).

Responsible for

identifying a

disability that

may not be

apparent, which

may require

accommodation

in the event of

an emergency.

plan form.

Conducts departmental

welcome and

introductions

Conducts on-boarding

follow up

Supervisor's Pre-Arrival Activities

The following should be done to prepare for the new hire's arrival:

Call the new hire to confirm the start date, time, location, parking or other transportation

options and dress code, if applicable.

Assemble a department orientation packet and orientation schedule, including names and

titles of colleagues and people with whom the new person will commonly interact; where

to find frequently used information/forms; etc.

Prepare the work area/office, including arranging for phones, computer equipment, etc.

Obtain appropriate key(s) or other means to access work area.

If the employee is relocating from another country or province, make sure to walk them

through the relocation policy.

Provide information on system access and submit any necessary system access requests

and approvals for department/job specific systems as necessary.

Purchase any necessary new equipment (computer, printer, cell phone, PDA, etc.) as

approved.

Order necessary supplies.

The first day One of the most lasting impressions employees have of their department and the university is

how they are treated during their first day on the job.

Suggested activities for the first day may include, where appropriate, e.g. faculty, full time staff,

etc.:

Make sure you (as hiring manager) and/or a designated faculty/staff member is present to

greet the new employee

Introduce him/her to co-workers and work areas

Identify a go-to person or mentor

35

Review the job responsibilities and objectives

Coordinate a site/office tour (include copy machine, employee mailboxes, supplies,

where to buy food and eat and restrooms)

Coordinate a group lunch

Review and explain on-line resources

Conduct basic telephone and computer instruction (if required)

Meet with HR or administrative staff to review and sign up for benefits, Ryerson ID card,

etc. if applicable (This will be available via the portal in 2012)

Review basic guidelines (i.e. security , emergency procedures , parking, office and work

hours, if applicable)

During the first and the second weeks on the Job

The goal is to ensure that the employee understands Ryerson's mission , the Academic Plan , any

Faculty or department plans, and how these tie into the expectations and responsibilities of the

job. Meet with the employee to establish goals and job expectations, to complete the planning

stage of performance evaluation and review the performance management process. There may be

group specific performance management and evaluation processes, e.g. faculty evaluation and

review, some of which may be detailed in policies or collective agreements.

Meet with the employee and create a development plan to ensure acquisition and

maintenance of needed professional and/or job specific skills and knowledge.

Ensure the mentor and new employee are meeting and establishing a productive

relationship, where applicable.

Ensure that some work assignments are ready for the employee so that he or she can feel

productive immediately.

Share unwritten rules, nuances, and traditions with the employee (such as casual Friday).

Review other departments' overall functions where relevant.

Schedule meetings with key faculty and/or staff members from outside the employee's

team or work group that they will be interacting with, e.g. for faculty meeting with

Research and Innovation staff.

Review relevant decision making processes.

If the employee will supervise others, ensure he or she meets with direct reports one-on-

one and as a group.

Ensure the employee completes any mandatory training that is a condition of

employment, such as AODA training .

Until end of probation The goal is to review the expectations, progress made, areas for improvement and to continue

efforts towards integration.

Make sure to:

Discuss initial experience and whether it matches the employee's expectations

Discuss any concerns or issues the employee has

Review progress towards initial goals

36

Review progress on development plan

Identify any additional systems or job specific training needed

Identify any upcoming opportunities to meet with key individuals

Answer any questions Solicit feedback from employee

37

RECRUITMENT & SELECTION

Recruitment refers to the process of screening, and selecting qualified people for a job at an

organization or firm, or for a vacancy in a volunteer-based organization or community group.

While generalist managers or administrators can undertake some components of the recruitment

process, mid- and large-size organizations and companies often retain professional recruiters or

outsource some of the process to recruitment agencies. External recruitment is the process of

attracting and selecting employees from outside the organization.

A. Internal Sources:- . Promotions and Transfer

. Job postings

. Employee Referrals

B. External Sources:- . Advertisement

. Employment Agencies

. On campus Recruitment

. Employment exchanges

. Education and training institute

38

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job

at an organization or firm. For some components of the recruitment process, mid- and large-size

organizations often retain professional recruiters or outsource some of the process to recruitment

agencies. The recruitment industry has five main types of agencies: employment agencies,

recruitment websites and job search engines, "headhunters" for executive and professional

recruitment, niche agencies which specialize in a particular area of staffing, or employer

branding strategy and in-house recruitment. The stages in recruitment include sourcing

candidates by advertising or other methods, and screening and selecting potential candidates

using tests or interviews.

SOURCES OF RECRUITMENT

In-house recruitment

Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their

own in-house recruitment, using their human resources department, front-line hiring managers

and recruitment personnel who handle targeted functions and populations. In addition to

coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies

on their own websites, coordinate internal employee referrals, work with external associations,

trade groups and/or focus on campus graduate recruitment. Some large employers choose to

outsource all or some of their recruitment process(recruitment process outsourcing) however a

much more common approach is for employers to introduce referral schemes where employees

are encouraged to source new staff from within their own network.

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Internal Sources of Recruitment

The internal sources of recruitment are:-

1. Promotions : Promotion means to give a higher position, status, salary and responsibility

to the employee. So, the vacancy can be filled by promoting a suitable candidate from the

same organization.

2. Transfers : Transfer means a change in the place of employment without any change in

the position, status, salary and responsibility of the employee. So, the vacancy can be

filled by transferring a suitable candidate from the same organization.

3. Internal Advertisements : Here, the vacancy is advertised within the organization. The

existing employees are asked to apply for the vacancy. So, recruitment is done from

within the organization.

4. Retired Managers : Sometimes, retired managers may be recalled for a short period.

This is done when the organization cannot find a suitable candidate.

5. Recall from Long Leave : The organization may recall a manager who has gone on a

long leave. This is done when the organization faces a problem which can only be solved

by that particular manager. After he solves the problem, his leave is extended.

Merits of Internal Sources

The benefits / advantages / merits of using internal sources of recruitment:-

1. It is time saving, economical, simple and reliable.

2. There is no need of induction training because the candidate already knows everything

about the organization, the work, the employee, the rules and regulations, etc.

3. It motivates the employees of work hard in order to get higher jobs in the same

organization.

4. It increases the morale of the employees and it improves the relations in the organisation.

5. It reduce executive turnover.

6. It develops loyalty and a sense of responsibility.

Demerits of Internal Sources

The limitations / demerits of using internal sources of recruitment:-

1. It prevents new blood from entering the organization. New blood brings innovative ideas,

fresh thinking and dynamism into the organization.

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2. It has limited scope because it is not possible to fill up all types of vacancies from within

the organization.

3. The position of the person who is promoted or transferred will be vacant.

4. There may be bias or partiality in promoting or transferring persons from within the

organization.

5. Those who are not promoted will be unhappy.

6. The right person may be promoted or transferred only if proper confidential reports of all

employees are maintained. This involves a lot of time, money and energy.

External Sources of Recruitment

The external sources of recruitment are:-

1. Management Consultants : Management consultants are used for selecting higher-level

staff. They act as a representative of the employer. They make all the necessary

arrangements for recruitment and selection. In return for their services, they take a

service charge or commission.

2. Public Advertisements : The Personnel department of a company advertises the vacancy

in newspapers, the internet, etc. This advertisement gives information about the company,

the job and the required qualities of the candidate. It invites applications from suitable

candidates. This source is the most popular source of recruitment. This is because it gives

a very wide choice. However, it is very costly and time consuming.

3. Campus Recruitment : The organization conducts interviews in the campuses of

Management institutes and Engineering Colleges. Final year students, who're soon to get

graduate, are interviewed. Suitable candidates are selected by the organization based on

their academic record, communication skills, intelligence, etc. This source is used for

recruiting qualified, trained but inexperienced candidates.

4. Recommendations : The organization may also recruit candidates based on the

recommendations received from existing managers or from sister companies.

5. Deputation Personnel : The organization may also recruit candidates who are sent on

deputation by the Government or Financial institutions or by holding or subsidiary

companies.

Advantages of External Sources

The benefits / merits / advantages of using external sources of recruitment:-

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1. It encourages young blood with new ideas to enter the organization.

2. It offers wide scope for selection. This is because a large number of suitable candidates

will come for the selection process.

3. There are less chances of bias or partiality.

4. Here there is no need to maintain confidential records.

Limitations of External Sources

The demerits / limitations of using external sources of recruitment:-

1. It is very costly. This is because advertisements, test, medical examination etc., has to be

conducted.

2. It is very time consuming. This is because the selection process is very lengthy.

3. It may not develop loyalty among the existing managers.

4. The existing managers may leave the organization if outsiders are given higher post.

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Process

A) Job analysis: The proper start to a recruitment effort is to perform a job analysis, to

document the actual or intended requirement of the job to be performed. This information is

captured in a job description and provides the recruitment effort with the boundaries and

objectives of the search. Oftentimes a company will have job descriptions that represent a

historical collection of tasks performed in the past. These job descriptions need to be reviewed or

updated prior to a recruitment effort to reflect present day requirements. Starting recruitment

with an accurate job analysis and job description ensures the recruitment effort starts off on a

proper track for success. Job analysis defines the duties and human requirements of the

company’s jobs. The next step is to recruit and select employees. We can envision the

recruitment and selection process as a series of steps:

1) Decide the positions to fill, through personnel planning and forecasting.

2) Build a pool of candidates or these jobs, by recruiting internal or external

candidates.

3) Have candidates complete application forms and perhaps undergo initial

screening interviews.

4) Use selection tools like tests, background investigations, and physical exams to

identify viable candidates.

5) Decide who to make an offer to, by having the supervisor and perhaps others

interview the candidates.

B) Sourcing

Sourcing involves:

a)Advertising, a common part of the recruiting process, often encompassing multiple

media, such as the Internet, general newspapers, job ad newspapers,

professional publications, window advertisements, job centers, and campus graduate

recruitment programs; and

b) Recruiting research, which is the proactive identification of relevant talent who

may not respond to job postings and other recruitment advertising methods done in

a). This initial research for so-called passive prospects, also called name-generation,

results in a list of prospects who can then be contacted to solicit interest, obtain a

resume/CV, and be screened.

C) Screening and selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and

computer skills. Qualifications may be shown through résumés, job applications, interviews,

educational or professional experience, the testimony of references, or in-house testing, such

as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or

employment testing. Other resume screening criteria may include length of service, job titles and

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length of time at a job. In some countries, employers are legally mandated to provide equal

opportunity in hiring. Business management software is used by many recruitment agencies to

automate the testing process. Many recruiters and agencies are using an applicant tracking

system to perform many of the filtering tasks, along with software tools for psychometric testing.

Onboarding:

"Onboarding" is a term which describes the process of helping new employees become

productive members of an organization. A well-planned introduction helps new employees

become fully operational quickly and is often integrated with a new company and environment.

Onboarding is included in the recruitment process for retention purposes. Many companies have

onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may

last anywhere from 1 week to 6 months.

Internet recruitment and websites:

Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job

boards allow member companies to post job vacancies. Alternatively, candidates can upload a

résumé to be included in searches by member companies. Fees are charged for job postings and

access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass

end-to-end recruitment. Websites capture candidate details and then pool them in client accessed

candidate management interfaces (also online).

What are Recruiting agencies?

Recruitment agencies are designed to manage the recruitment process from start to finish.

Recruitment agencies hold large databases of candidates and can advertise on your behalf. Their

advertising methods include both print and online mediums although the latter has become more

common in recent years.

Advantages

Reduces the impact on company resources and time spent on recruitment

Agencies can manage & pay contract workers and take care of tax issues

You can often get a rebate for unsuitable placements within a specific period of time or

be provided with another candidate

Expertise and knowledge in their specialist field

Disadvantages

Lost time if they are not able to find a suitable candidate

Expensive – you may have to pay as much as 20% of the employee’s first years annual

salary. This means that if an employee is paid 80%in the first year you could be paying as

much as 20% in recruitment fees per vacancy. Even at a conservative 12% you would be

paying 10%.

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Planning and forecasting:

Employment personnel planning: The process of deciding what positions the firm will have to

fill, and how to fill them. The recruitment and selection process starts with employment or

personnel planning. This is the process of deciding what positions the firm will have to fill, and

how to fill them. Personnel planning embrace all future positions, from maintenance clerk to

CEO. However, most firms call the process of deciding how to fill executive jobs succession

planning. Employment planning should flow from the firm’s strategic plans. Plans to enter new

business build new plants or reduce costs all influence the types of positions the firm will need

to fill (or eliminate).

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Recruitment Process in TCE

Recruitment will be carried out either through campus or Lateral (Including staff on Fixed

Tenure Contract (FTC) for the complete recruitment process.

Depending upon the requirements company may engage technical/functional experts on long

term, short term or as required basis.

Campus Recruitment

Campus Recruitment Programme is a bench strength programme wherein selected candidates go

through an year long training programme before absorption.

Trainees are selected through premier institutes as well as other recognized institutes across the

country. Institutes from remote geographical areas/places are also visited by TCE to provide

opportunities to candidates, facilitating new employees coming from diverse regions,

background and cultures.

Lateral Recruitment

Lateral recruitment to be done based on current and future workforce requirements and

skill/experience criteria.

Buddy and Mentoring:

This is a program held within the TCE organization to help newly recruit to feel comfortable

with the company’s environment and to help them to understand the roles and policies of the

organization.

Buddy:

Make joinee feel at home.

To help new joinee get familiar with TCE process and policies for first 6 months.

Mentoring:

Help and support individual to manage their own leaving order to maximize once

potential.

Steps involved in recruitment:

1) Finalizing Job Description

2) Organization Structure for Positional Requirements.

3) Sourcing for appropriate CVs

4) Short listing of CVs

5) Interview

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Selection process:

The selection in Campus Recruitment is done through written test and technical Interview.

Trainees are selected from premier institute like IITs & NITs as well as other recognized

Engineering Colleges.

For lateral recruitment candidates are selected /recruited from job sites, advertisement,

recruitment agencies, direct applicants and the employee referral system. Selected candidates are

put through psychometric test and pre-employment medical test.

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Roles and Responsibility of engineers TCE:

As a Civil Engineer:

Civil engineering is one of the most popular and broadest fields of engineering. It is a branch of

engineering that deals with the construction and design of highways, dams, buildings, tunnels,

bridges, reservoirs and other similar facilities. Civil engineers have a great deal of responsibility

in their field. They are directly responsible for the planning and management of construction to

take place. Not only do they aid in designing but also take an effective part in estimating,

scheduling, obtaining materials, planning, costs, controlling costs and selecting equipment that is

to be used.

In the field of a construction civil engineer, design of the process analysis, construction,

mathematics and science all are very important and necessary. Civil engineers are also directly

responsible for the construction of many important buildings that you come across on a daily

basis.

There are two crucial aspects within this field. You may face difficulty in consulting both a civil

engineer and contracting a civil engineer. The key responsibility of a consulting civil engineer is

regarding designing of the project while contracting civil engineers deal with the actual

construction where they play a significant role in transforming a planned designed layout into

real architecture. Moreover, being a civil engineer, there are many further specializations that are

an essential part of the sector.

A civil engineer job is engaged in different activities starting from the selection of land to the

final construction.

Role of Civil Engineer:

Analysis & Design of RCC / Steel Structures for:

•Buildings which house equipments

•Special Structures like Chimneys, Canals, Roads, Bridges, Dams, Silos and Bunkers

•Supporting Structures for Pipes, Cable Trays, Conveyors

•High rise office buildings

Water Treatment and Supply, Sewerage Treatment

Geotech investigation reviews

Environmental aspects

Role of Mechanical /Chemical Engineer :

•Systems design – Selection of suitable process technology, Equipment sizing and Design

Basis

•Plot Plan And General Arrangement Drawing

•Equipment Specifications – Pumps, Fans, Compressors, Boilers, Turbine, Heat

exchangers, Cranes, Hoists , Water Treatment Systems, Coal, Ash and Other Material

Handling Systems

•Piping Layouts

•Air Conditioning & Ventilation Sizing, Duct Layout

•Equipment Inspection

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Role of Electrical Engineer:

•System Design – Power requirement, Power

distribution, Switchyard and Substation Design,

Electrical Control and Protection, Relay Coordination

•Single Line Diagrams

•Equipment specification – Motors. Transformers,

Batteries, Switch Gear, Cables etc.

•Equipment Layout, Cable Layout, Earthing Layout

•Power System Studies

Transmission & Distribution

HR Interview Questions for TCE:

Tell me about yourself?

Why should I hire you?

What are your strengths and weaknesses?

Why do you want to work at our company?

What is the difference between confidence and overconfidence?

What is the difference between hard work and smart work?

How do you feel about working nights and weekends?

Can you work under pressure?

Are you willing to relocate?

What are your goals?

What motivates you to do a job?

What makes you angry?

Give an example of your creativity?

How long will you be willing to work with us if hired?

Are you not overqualified for this position?

Explain how would you be an asset for the company?

Would you lie for the company?

Who has inspired you in your life and why?

What was the toughest decision you ever had to make?

HR questions for experienced people:

From everything you have learned about this role, me and our company, tell me how you

feel you did make a contribution?

Why should we hire you?

If you could start your career over again, what would you do differently?

When I contact your last supervisor and ask which area of your work needs the most

improvement, what will I learn?

Describe the best boss you ever had?

Tell me about what motivates you?

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What frustrates you?

Tell me about the toughest negotiation you have ever been in?

How do you involve your staff when an important company strategy decision needed to

be made?

Where do you see yourself in five years?

Give an example of your creativity?

What kind of salary and offer you are looking for?

For the employees of the organization Performance management system (PMS) is conducted

under which the performance of the employees is managed against standards. Important point to

consider is to define the Key Result Area (KRA) and Key Performance Area(KPA).

KRA refers to general areas of outcomes or outputs for which the department’s role is

responsible. A typical role targets three to five KRA.

Identifying KRA will help individuals:

Clarify their roles

Align their roles to organizational strategic plan

Focus on result rather than activity

Communicate their roles and purpose to others

Set objectives and goals

Prioritize their activity and therefore, improve their time/work management.

When KRA is large, it is broken into manageable area of managing evaluation which are referred

to as KPA’s. Key performance indicator is also set accordingly.

Performance Management System helps in:

Helps in defining the objective of job role.

Set standards which are achievable

Measure the actual performance to standards

Analyze the result

Improve the limitation and create innovative methods to enhance performance efficiency.

Maintain the performance by continuous monitoring.

Sustain by adhering to change.

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Talent Management In today‘s challenging business environment of going global and competition becoming intense,

organizations have mounting pressure to perform better than before. Over the years, creation and

preservation of knowledge has become a key tool in accelerating competitiveness and enhancing

organizational capabilities to respond to market changes wherein employees ‘skills and

personalities are appropriately deployed to optimize performance, is a critical and difficult task.

Furthermore, identifying and developing executives who have leadership potential, like every

other vital strategic function, is a demanding process that is equal parts of Arts and Science.

Not only Software and BPO Companies, no organization can rest in peace under the assumption

that once they have recruited the employee in place, their job is done. The real challenge that is

faced by these industries is not hiring the right person for the right job, neither their Performance

Management System, nor their Work Climate nor Culture, but in retaining the employee. It is

proven beyond argument that it is the people who make or break the organization.

Managing the talent of key employees is critical to achieve the success in long-term by any

organization. Talent management involves individual and organizational development in

response to a changing and complex operating environment. It includes the creation and talent in

general terms refers to the capabilities, skills or the art, a person possess in a particular field. It also

refers to those people who have high potential, scarce knowledge and skill or who

can successfully bring about transformation and change in the organization. Such individuals are

usually sought after in the market and their contributions to the business add direct value to its strategic or

competitive positioning.

Coming to the word Talent Management in an organization, it refers to those special steps an organization

adopts to recruit, develop and retain its pool of top talent. Talent Management also denotes a deliberate

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approach taken up by an organization to attract, develop and retain people with the aptitude and

abilities to meet not only the current requirements but also future organizational needs.

In today’s talent-hungry market scenario, one of the greatest challenges that organizations are

facing is to successfully attract, assess, train and retain talented employees. Talent Management

encompasses in itself the entire process of Planning, Recruiting, Developing, Managing,

and Compensating employees throughout the organization. Organizations have realized the need for talent

management and are now focusing to develop and retain the existing talent in their organization

rather than trying to acquire a new talent because the cost of identifying, developing and

retaining the talent internally is more cost effective instead of replacing the talent which is lost from

external market. Though it may appear initially that in the process of retaining talent, we are spending more in

terms of increased wages, rewards and recognition, when we practically analyze, the cost of acquiring a new talent

is higher. Apart from higher cost of acquiring the new talent it has to additionally face the initial hiccups

of this new employee getting along with the organizational goals and strategies. Every business unit

is making sure that they can respond and withstand the challenges of talent crisis by developing an

effective talent management strategy like identifying the key talented people in the organization, cultivating

and developing the skill of their present workforce and retaining highly talented employees by

protecting them from competitors

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History

Talent management is a term that emerged in the 1990s to incorporate developments in Human

Resources Management which placed more of an emphasis on the management of human

resources or talent. The term was coined by David Watkins of Softscape published in an article

in 1998, and further defined in the book "Talent Management Systems" in 2004 " however the

connection between human resource development and organizational effectiveness has been

established since the 1970s. Talent management is part of the Evolution of Talent Measurement

Technologies.

The issue with many companies today is that their organizations put tremendous effort into

attracting employees to their company, but spend little time into retaining and developing talent.

A talent management system must be worked into the business strategy and implemented in daily

processes throughout the company as a whole. It cannot be left solely to the human resources

department to attract and retain employees, but rather must be practiced at all levels of the

organization. The business strategy must include responsibilities for line managers to develop the

skills of their immediate subordinates. Divisions within the company should be openly sharing

information with other departments in order for employees to gain knowledge of the overall

organizational objectives. Companies that focus on developing their talent integrate plans and

processes to track and manage their employee talent, including the following:

Sourcing, attracting, recruiting and on boarding qualified candidates with competitive

backgrounds

Managing and defining competitive salaries

Training and development opportunities

Performance management processes

Retention programs

Promotion and transitioning

The talent management strategy may be supported by technology such as HRIS (HR Information

Systems) or HRMS (HR Management Systems). Modern techniques also use Competency-based

management methodologies to capture and utilize competencies appropriate to strategically drive

an organization's long term plans.

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Talent Management: Concept

Wide variations exist in how the term ‘talent’ is defined across differing sectors, and

organisations may prefer to adopt their own interpretations rather than accepting universal or

prescribed definitions. That said, it is helpful to start with a broad definition and, from our

research, we have developed a working definition for both ‘talent’ and ‘talent management’:

Talent consists of those individuals who can make a difference to organisational

performance either through their immediate contribution or, in the longer-term, by

demonstrating the highest levels of potential.

Talent management is the systematic attraction, identification, development,

engagement, retention and deployment of those individuals who are of particular value to

an organisation, either in view of their ‘high potential’ for the future or because they are

fulfilling business/operation-critical roles.

These interpretations underline the importance of recognising that it is not sufficient simply to

attract individuals with high potential. Developing, managing and retaining those individuals as

part of a planned strategy for talent is equally important, as well as adopting systems to measure

the return on this investment.

More organisations are also now broadening their definitions, looking at the ‘talents’ of all their

staff and working on ways to develop their strengths (see ‘inclusive versus exclusive approaches’

below). At its broadest, then, the term ‘talent’ may be used to encompass the entire workforce of

an organisation.

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Talent is everywhere; the difficulty today lies in identifying the right kind. Talent is a complex

chemistry that combines personal history, a great capacity for analysis and contextualization, the

ability to listen, respect for others and a perfect knowledge of one's profession, practices and

changes. Previously, talent was easily identifiable. Now we have to find it with tools such as

annual reviews, the 360 °, assessment centers, social networks, work groups and all the Web 2.0

tools. However, according to the survey of BCG, 60% of companies have no experience on the

subject. This is a new challenge that lies before us in the training and skills management business

to help companies with the identification process. They can benefit from benchmarking done

with the help of our knowledge on this topic.

Talent management as part of skills management has become a key element for business

performance. It is a source of individual recognition, which is a key factor for internal mobility

and generates change for innovation. Identifying talent is finding the people that will transform

business knowledge by sharing it around them and transforming it into tools, goods or services

that can create future wealth for the company.

Talent management refers to the anticipation of required human capital the organization needs

at the time then setting a plan to meet those needs. Talent management in this context does not

refer to the management of entertainers. Companies engaging in a talent management strategy

shift the responsibility of employees from the human resources department to all managers

throughout the organization. The process of attracting and retaining profitable employees, as it is

increasingly more competitive between firms and of strategic importance, has come to be known

as "the war for talent." Talent management is also known as HCM (Human Capital

Management).

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The term "talent management" means different things to different organizations. To some it is

about the management of high-worth individuals or "the talented" whilst to others it is about how

talent is managed generally - i.e. on the assumption that all people have talent which should be

identified and liberated.

Talent Management in organisations is not just limited to attracting the best people from the

industry but it is a continuous process that involves sourcing, hiring, developing, retaining and

promoting them while meeting the organisations requirements simultaneously. For instance, if an

organisation wants the best talent of its competitor to work with it, it needs to attract that person

and offer him something that is far beyond his imagination to come and join and then stick to the

organisation. Only hiring him does not solve the purpose but getting the things done from him is

the main task. Therefore, it can be said that talent management is a fully fledged process that not

only controls an entry of an employ but also his or her exit.

To achieve success in business, the most important thing is to recognize the talent that can

accompany one in achieving his goal. Attracting them to work for and strategically fitting them

at a right place in the organisation is the next step. It is to be remembered that placing a

candidate at a wrong place can multiply the problems regardless of the qualifications, skills,

abilities and competence of that person. How brilliant he or she may be, but placing them at a

wrong place defeats the whole purpose. The process of talent management is incomplete if you

are unable to fit the best talent of the industry at the place where he or she should be.

Some organizations may find the whole process very unethical especially who are at the giving

end (who loses their high-worth employee). But in this cut-throat competition where survival is a

big question mark, the whole concept sounds fair. Every organization requires the best talent to

survive and remain ahead in competition. Talent is the most important factor that drives an

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organization and takes it to a higher level, and therefore, cannot be compromised at all. It won’t

be exaggerating saying talent management as a never-ending war for talent!

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Talent Management: Process and Importance

Process

People are, undoubtedly the best resources of an organization. Sourcing the best people from the

industry has become the top most priority of the organizations today. In such a competitive

scenario, talent management has become the key strategy to identify and filling the skill gap in a

company by recruiting the high-worth individuals from the industry. It is a never-ending process

that starts from targeting people. The process regulates the entry and exit of talented people in an

organization. To sustain and stay ahead in business, talent management cannot be ignored. In

order to understand the concept better, let us discuss the stages included in talent management

process:

● Understanding the Requirement: It is the preparatory stage and plays a crucial role in

success of the whole process. The main objective is to determine the requirement of talent. The

main activities of this stage are developing job description and job specifications.

●Sourcing the Talent: This is the second stage of talent management process that involves

targeting the best talent of the industry. Searching for people according to the requirement is the

main activity.

●Attracting the Talent: it is important to attract the talented people to work with you as the

whole process revolves around this only. After all the main aim of talent management process is

to hire the best people from the industry.

●Recruiting the Talent: The actual process of hiring starts from here. This is the stage when

people are invited to join the organization.

●Selecting the Talent: This involves meeting with different people having same or different

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qualifications and skill sets as mentioned in job description. Candidates who qualify this round

are invited to join the organization.

●Training and Development: After recruiting the best people, they are trained and developed

to get the desired output.

●Retention: Certainly, it is the sole purpose of talent management process. Hiring them does not

serve the purpose completely. Retention depends on various factors such as pay package, job

specification, challenges involved in a job, designation, personal development of an employee,

recognition, culture and the fit between job and talent.

●Promotion: No one can work in an organization at the same designation with same job

responsibilities. Job enrichment plays an important role.

●Competency Mapping: Assessing employees’ skills, development, ability and competency is

the next step. If required, also focus on behaviour, attitude, knowledge and future possibilities of

improvement. It gives you a brief idea if the person is fir for promoting further.

●Performance Appraisal: Measuring the actual performance of an employee is necessary to

identify his or her true potential. It is to check whether the person can be loaded with extra

responsibilities or not.

●Career Planning: If the individual can handle the work pressure and extra responsibilities

well, the management needs to plan his or her career so that he or she feels rewarded. It is good

to recognize their efforts to retain them for a longer period of time.

●Succession Planning: Succession planning is all about who will replace whom in near future.

The employee who has given his best to the organization and has been serving it for a very long

time definitely deserves to hold the top position. Management needs to plan about when and how

succession will take place.

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●Exit: The process ends when an individual gets retired or is no more a part of the organization.

Talent Management process is very complex and is therefore, very difficult to handle. The sole

purpose of the whole process is to place the right person at the right place at the right time. The

main issue of concern is to establish a right fit between the job and the individual.

Importance

Talent Management is on HR professional’s minds these days, as HR works to obtain, retain and

develop manpower. For talent management to be effective, what is important is to hire

employees who seem to be the best fit in the organization. Organizations are taking steps to

manage talent most effectively and also to develop their own employer brand. These brands

simplify decision-making and communicate the value they create for their customers. Likewise,

employees also identify themselves with certain organizations especially in the light of

forecasted labour shortage. Organizations that formally decide to "manage their talent"

undertake a strategic analysis of their current HR processes. This is to ensure that a co-ordinated,

performance oriented approach is adopted.

Quite often, of late organizations are adopting a Talent Management approach and are focusing

on co-coordinating and integrating various aspects, such as:

Recruitment, Retention, Employee development, Leadership and "high potential

employee" development, Performance management, Workforce planning and Culture.

The Researcher found from the present study that, there is a tremendous change in human

resources in the past decades. The reasons behind are the changes in technology and global

economic environment. Even though organizations are aware of the need for human talent they

were neglecting it all these years without giving comprehensive outlook.

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The novel Economy is a different place from the aged one and requires a shift in value systems

to become accustomed. To deal with this changing world the present age bracket needs to be

aware of its contributions, developments and ability to manage both the present and

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 co-ordinated, performance oriented approach is

adopted.

Quite often, organizations adopting a TM approach will focus on co-ordinating and integrating:

Recruitment - ensuring the right people are attracted to the organisation.

Retention - developing and implementing practices that reward and support employees.

Employee development - ensuring continuous informal and formal learning and

development.

Leadership and "high potential employee" development - specific development programs

for existing and future leaders.

Performance management - specific processes that nurture and support performance,

including feedback/measurement.

Workforce planning - planning for business and general changes, including the older

workforce and current/future skills shortages.

Culture - development of a positive, progressive and high performance "way of

operating".

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An important step is to identify the staff or employees (people and positions) that are critical to

the organization. They do not necessarily have to be senior staff members. Many organizations

lost a lot of "organizational knowledge" in the downsizing exercises of a few years ago. The

impact of the loss was not immediately apparent. However, it did not take long for many

companies to realize their mistake when they did not have people with the knowledge and skills

to either anticipate or solve problems that arose.

The current discussions about skill shortages and the ageing population are also helping

organizations to focus on the talent management issue. It may not be possible to simply go out

and recruit new people to meet operational needs. Many leading companies have decided to

develop their own people, rather than trying to hire fully skilled workers.

TCE conduct programs in order to encourage employees to work better at job and obtain better

efficiency and quality of work.

A) Young Engineer Development: Technical as well as behavioral training is provided for

the trainees.

B) Leadership accelerated program: This program is conducted for experienced

employees only in order to enhance their participating behavior.

C) Continuing Education program: Technical training is provided for the experienced

employees.

TCE under the talent management schema motivates employees for higher education and

provide them with no objection certificate so as the employees can enhance their skill set and

bring knowledge to their work making it more effective.

Under Talent Management, to sustain and motivate the employees various cross culture activities

are performed:

Town hall meet/ Channel of communication: Under this activity organization

communicates about the goals, achievement and expectation of the organization to the

employees. Clarifying the objective and doubts of employees about any policy are also

considered in which employee are free to express their opinions, suggestions and issues.

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Talent Management: Principles and Challenges

Principles

There are no hard and fast rules for succeeding in execution of management practices, if you

ask me. What may work wonders for one organization may ruin another one! For

convenience sake however there are certain principles of Talent Management that one should

follow or keep in mind.

Principle 1 - Avoid Mismatch Costs

In planning for future manpower requirements, most of the HR professionals prepare a deep

bench of candidates or manpower inventory. Many of the people who remain in this bracket

start searching for other options and move when they are not raised to a certain position and

profile. In such a scenario it is better to keep the bench strength low and hire from outside

from time to time to fill gaps. This in no way means only to hire from outside, which leads to

a skill deficit and affects the organizational culture.

Principle 2 - Reduce the Risk of Being Wrong

In manpower anticipations for future an organization can ill afford to be wrong. It’s hard to

forecast talent demands for future business needs because of the uncertainty involved. It is

therefore very important to attune the career plans with the business plans. A 5 year career

plan looks ridiculous along with a 2 year business plan.

Principle 3 - Recoup Talent Investments

Developing talent internally pays in the longer run. The best way to recover investments

made in talent management is to reduce upfront costs by finding alternative and cheaper

talent delivery options. Organizations also require a rethink on their talent retention strategy

to improve employee retention.

Another way that has emerged of late in many organizations is sharing development costs

with the employees. Many of TATA companies for example sponsor their employees’

children education. Similarly lots of organizations use ‘promote then develop’ programs for

their employees where the cost of training and development is shared between the two. One

important way to recoup talent investments is spotting the talent early, this reduces the risk.

More importantly this identified lot of people needs to be given opportunities before they get

it elsewhere.

Principle 4 - Balancing Employee Interests

How much authority should the employees’ haves over their own development? There are

different models that have been adopted by various corporations globally. There is ‘the chess

master model’, but the flipside in this is that talented employees search for options.

Organizations can also make use of the internal mobility programs which are a regular

feature of almost all the top organizations.

These principles are just broader guidelines; their application varies across industries and

organizational cultures.

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Challenges

There is no dearth of professionals but there is an acute shortage of talented professionals

globally. Every year b-schools globally churn out management professionals in huge

numbers but how many of are actually employable remains questionable! This is true for

other professions also.

The scenario is worse even in developing economies of south East Asia. Countries like U.S

and many European countries have their own set of problems. The problem is of aging

populations resulting in talent gaps at the top. The developing countries of south East Asia

are a young population but quality of education system as a whole breeds a lot of talent

problems. They possess plenty of laborers - skilled and unskilled and a huge man force of

educated unemployable professionals. These are the opportunities and challenges that the

talent management in organizations has to face today - dealing with demographic talent

problems. It faces the following opportunities and challenges:

Recruiting talent

Training and Developing talent

Retaining talent

Developing Leadership talent

Creating talented ethical culture

Recruiting Talent

The recent economic downturn saw job cuts globally. Those who were most important to

organizations in their understanding were retained, other were sacked. Similarly huge

shuffles happened at the top leadership positions. They were seen as crisis managers unlike

those who were deemed responsible for throwing organizations into troubled waters. It is the

jurisdiction of talent management to get such people on onboard, who are enterprising but

ensure that an organization does not suffer for the same.

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Training and Developing Talent

The downturn also opened the eyes of organizations to newer models of employment - part

time or temporary workers. This is a new challenge to talent management, training and

developing people who work on a contractual or project basis. What’s more big a challenge

is increasing the stake of these people in their work.

Retaining Talent

While organizations focus on reducing employee overheads and sacking those who are

unessential in the shorter run, it also spreads a wave of de motivation among those who are

retained. An uncertainty about the firing axe looms in their mind. It is essential to maintain a

psychological contract with employees those who have been fired as well as those who have

been retained. Investing on people development in crisis is the best thing an organization can

do to retain its top talent.

Developing Leadership Talent

Leadership in action means an ability to take out of crisis situation, extract certainty out of

uncertainty, set goals and driving change to ensure that the momentum is not lost. Identifying

people from within the organization who should be invested upon is a critical talent

management challenge.

Creating Talented Ethical Culture

Setting standards for ethical behavior, increasing transparency, reducing complexities and

developing a culture of reward and appreciation are still more challenges and opportunities

for talent management.

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Management Strategy

The human resource professionals are the cornerstone of any organizations. They not only solve

business problems today but also participate in strategic aspects of the organization; talent

management is one of them.

Formulation of a talent management strategy is the responsibility of the HR function. This is

often done in consultation with the business function. Be it talent mapping and planning or

performance, recruitment and retention the human resource professionals of the day are seeking

out ways to streamline and integrate their functions with the broader business functions.

people are empowered very early in their careers to give them more responsibilities and build

more competencies in employees. This enables to develop high potential personnel. The

organization runs an internal program ID venture where they promote entrepreneurship. You

have an idea; you come forward, share and develop a comprehensive business plan. The best

plan receives a support from the organization!

Some strategies followed are:

Aligning Business strategies with the HR strategies: Business HR is one function that is

developing fast as part of the human resource department. The person is responsible for ensuring

a smooth relationship between business and HR functions. They work with business heads to

develop people strategies to support both short term and long term business objectives.

Performance Planning and Evaluation: An integrated HR approach means that are uniform

and standard procedures for employee performance evaluation and compensation, up and down

the organization. Performance is linked to growth and the process adds value for employees to

evaluate their work on their own. Indian digital disk giant Moser Baer employs such process.

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Strategic Manpower Planning: HR and Business function are interrelated. None can exist

without the other. HR functions need to work in collaboration to assess current and future

manpower requirements are plan for the same. They need to strategize on the approximate

manpower requirements, the relevant skills and educational qualification, compensation and the

like. This has to happen well in advance. Recruitment itself means a host of other activities like

training and development, compensation, induction and orientation etc.

Mapping your Talent: An ever increasing emphasis is being laid on identifying the top

performing and talented employees to think of ways to develop, nurture and retain them. Further

organizations also like to keep skill inventories for contingencies. As organizations realize the

skills and abilities of individuals, they can then be more focused on devising means and

strategies to attract, develop and retain these people.

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TALENT PROGRAM

Talent management program deepens employee engagement. Talent program addresses the

entire HR lifecycle helping companies streamline their HR processes and reduce operational

costs. The platform is built on state-of-the-art technology and is delivered in the Cloud on an

outcome-based pricing model.

Leading global enterprises, across industries, are already talent management journey with talent

programs. Talent program deepens employee interaction through rich social engagement and

interactive self-service capabilities. The social collaboration features of the platform helps

companies improve access to organization-wide expertise, generate ideas, and accelerate

innovation. The platform also allows employees to access HR functionalities "on-the-go"

through mobile and smart devices thereby enabling an always-connected workforce.

Talent program simplifies the entire Hire-to-retire lifecycle of the HR function. The platform

brings together preconfigured, best-in-class industry processes that helps enterprises streamline

HR operations and free up time spent on transactional HR activities such as payroll, attendance,

benefits processing, etc.

Talent program optimizes costs and delivers better spend predictability to the HR organization.

This frees up significant capital expenditure typically locked into HR technology and process

investments, allowing the HR function to be a strategic enabler of an organization’s business

objectives. Talent program provides companies with the convenience of single point of

accountability by taking complete ownership from technology to business operations.

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Highlights of Talent program

Employee On-boarding: The offering includes a set of pre-configured employee-hire

templates that can be fine-tuned based on client requirements. This template-driven hiring

approach accelerates employee on-boarding process

Administer Personal and Job Data: At the core of the HR solution is an enterprise-

wide human resources database that supports a multitude of HR processes and serves as

the single source of personal and job data

Manager Self-Service: This web-deployed solution enables managers to initiate and

approve job data to their direct/ indirect reports, including promotions, transfers,

terminations, and other status changes and requests

Employee Self-Service: The solution enables employees to access and control their

personal information including name, address, phone number, and marital status through

an intuitive and user friendly interface thereby reducing administrative costs and hassles

Monitor Health and Safety: The solution facilitates tracking of workplace incidents,

injuries, illnesses, first aid and medical treatment, management of accident investigations,

corrective actions, and tracking of compensation claims

Reporting/ Regulatory Compliance: The solution includes a whole host of delivered

HR metrics and reports that aid decision making and ensure better regulatory compliance.

Managing Organization Structure: The solution supports setting-up of organizational

structure, department trees and creation of organization charts. It provides managers with

easy-to-comprehend visual representation of the organization structure

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Record Issues/ Grievances: Employee issues and grievances can be tracked and

monitored right from the time they are raised to up until they are resolved

Benefits of any talent management programs are:

Reduces employee on-boarding time by paper-less and error-free processes

Empowers employees and managers by providing self-service access. It results in

reduced administrative costs and drives employee satisfaction

Drives informed decision making by providing timely and relevant information through

metrics/ reports

Reduces time and effort spent on administrative activities resulting in employee retention,

effective people management and sharper focus on core business activities

Integrates seamlessly with other modules to form a single source for all HR data thereby

reducing data inconsistencies significantly

Improves employee productivity through simplified and unified interfaces

The Highlights of talent management program with IT follows:

360 Degree View Dashboard: Provides the recruiter with alerts on overall recruitment

status that includes details about new applicants, job openings, unconfirmed interviews,

unevaluated answers, online job offers, quick search, and auto-match results.

Integrated Interview Management: Provides bi-directional integration with MS

Outlook 2007 to schedule interviews and enables the recruitment team to allocate

resources needed to conduct interviews.

Profile Utilization: Imports person profiles and creates new job openings, thereby saving

the effort of creating jobs from scratch.

Robust Multi-tiered Auto-screening: Automates screening to filter out applicants in the

online application process. Screening consists of mandatory questions for applicants, with

points assigned to them. The application can be configured with multiple levels of

screening options such as preliminary levels to final, which sorts applicants at various

stages of recruitment.

Online Job Offer: Enables applicants to review, accept, and reject job offers online via

their career portal page. Online features include attachments such as offer letters, benefit

details and corporate policy documents.

Approval Delegation: Authorizes proxy users to temporarily act on behalf of

administrators to approve job openings and offers.

Search: Notifies registered candidates when a matching job opportunity opens up.

Employee Referrals: By using the employee referral option, applicants can mention

names of employees who have referred them to the job opening.

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Benefits of IT based talent management Recruitment are as follows:

Highly configurable and flexible features to meet business needs accurately

End-to-end integrated solution, from searching for the right candidates to hiring the best

talent

Easy integration of job-boards, job posting, and background checks by third party

vendors

Reduced effort and time by template based hiring

Reduction of paperwork with enhanced online actions and workflow-driven processes

Applicant-job combination searches enabled by robust search capabilities

Easy use and generation of custom reports

Benefits to employees of IT talent management

It enables implementation of a full spectrum of benefits including health, insurance, saving,

spending, and additional non-standard plans. The solution is designed to define various types of

benefit events including open enrolment; employment changes such as hire and termination;

family status changes such as birth and marriage; passive events based on employees and

dependents age; and Consolidated Omnibus Budget Reconciliation Act (COBRA) qualifying

events.

Highlights of Administrative Benefits

Employee Self Service: Internet-based self-service module enables employees to update

personal, dependent and beneficiary information, initiate life events such as marriage and

birth, and to enrol for various benefits

Evidence of Insurability (EOI) administration: Life and disabilities are covered by

transfer of electronic files to vendor and making enrolment changes after high coverage

vendor approval.

Documentation Proofs: The solution tracks documentation proofs required for life

events such as birth and marriage and follows up with employees for the same

Unpaid leave billing: It enables billing for unpaid leave, and pay for retired employees

by generating monthly invoices

Family and Medical Leave Act (FMLA): It processes Family and Medical Leave Act

(FMLA) in compliance with federal and state requirements, by generating notification/

warning letters and leave packets

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Vendor Compatibility: It Interfaces with vendors by dispatching eligibility and

enrollment information electronically in the industry-standard ANSI 834 format or in

custom format

Change Notification: It notifies employees about the changes in benefit enrollments

along with costs triggered by a benefit event via e-mail - for instance, changes resulting

from a life event, such as marriage or birth

Administrative Help: The solution enables administrators to resolve life event issues by

providing real-time summary of life events status

Benefits:

Employees can view, compare or make enrolment changes themselves through the self-

service module. This results in reduced operation costs. It also reduces printing costs for

Enrolment and Confirmation worksheets. Employee satisfaction increases as they are in

full control of their data.

The solution sends approval notifications to personnel administrator, as and when

employees initiate life events. Employees are allowed to process life events and make

enrolment changes only after they receive the administrator's approval.

The solution provides one-stop help desk with a toll-free number for employees to make

enrolments, initiate life events, receive confirmation statements and get clarifications for

benefit queries related to eligibility and costs

It automates open enrolment and event maintenance processing which reduces manual

errors and premium overpayments

Unifies interfaces and provides consistent data through seamless, real-time integration

with all system components such as payroll and core HR

Monitors changes in policies that affect eligibility.

Performance Management

Performance Management is a basic and critical element of an enterprises’ talent management

strategy. The module manages performance by setting certain parameters like performance goals,

aligning individual's goals with corporate objectives, progress monitoring, periodic performance

rating, identifying development needs, and rewarding performers.

Highlights of Performance Management

Configurability in Goal Setting Phase: Various parameters including goal status,

percentage completion, start date, end date, employee measurement, and adding and

deletion of goals can be configured. Users can choose to either display participant

evaluator information or maintain anonymity.

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Writing Tools: The platform leverages HR writing tools such as Results Writer,

Performance Notes, Language Checker, Spell Checker, and Development Tips.

o Both the employee and the manager can record private, free-format notes at any time

during the review period and store them along with their performance documents

o The Language Sensitivity Checker reduces the risk of inappropriate language in

performance assessments

o Managers can access Results Writer that aids in writing constructive feedback based on

employee performance rating

o Managers can access Development Tips to identify ways in which an employee can attain

a certain competency or goal

o Usage of Spell Checker increases professionalism and accuracy of performance reviews

Goal Cascading and Goal alignment: This feature enables cascading of goals through

defined hierarchy - from corporate goals to individual goals. For instance, it enables

manager performance goals to be passed on to an employee performance document.

Electronic Document Sign-off: Users can electronically sign-off performance

documents, without generating paper copies.

Simplified Processes Initiation: Document creation process is made flexible for

employees, managers and HR administrators.

360 Degree Evaluation: Apart from the manager and employee, peers and team

members also participate in evaluation process. It offers flexibility in configuring

participant evaluation.

Benefits of Performance Management:

Easy-to-use, one stop solution: Streamlines performance management for

employees, managers and HR administrator.

Increases Employee Performance: Defines clear performance targets

collaboratively at the beginning of the performance period. It includes feedback

from peers, managers, or other parties to foster development. Managers can

provide interactive feedback, coaching, and development to employees

throughout the performance period.

Drives Business Results: Links individual goals and rewards to business

objectives by communicating employee contributions. Ensures adequate support

of key initiatives and tracks progress.

Improves Talent Management: Identifies high performers and team members in

need of performance improvement.

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Improves Feedback to Employees: Enables managers to construct high-quality

feedback to employees with the help of writing tools that aid in appropriate

language usage.

Embedded Analytics and Normalization Reports: Managers and administrators

can access reports that show performance review summary status, reviews owned

by the manager, reports of late or missing review documents, goal alignment

details, goal completion progress, and online graphs of review rating distributions

for defined groups of employees.

Integration with other solutions:

Enables cultivation of pay for performance culture by integrating it with

compensation solution

Provides profile and competency data flow

Determines and adds to learning of an employee by integrating with learning

solutions

Achieves integrated talent management by integrating Performance Management

solution with Core HR, Successions and learning solution. It enables use of

critical information about talent across business functions by providing deep

insight into workforce, thereby aiding in informed talent management decisions.

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Best Talent Management Suggestion:

Suggestion 1: Start with the end in mind—talent strategy must be tightly aligned with

business strategy. Effective talent management requires that your business goals and strategies

drive the quality and quantity of the talent you need.

Suggestion 2: Talent management professionals need to move from a seat at the table to setting

the table. When we gather groups of HR professionals for events, we often ask them who owns

talent management. They point to senior management. Many have a seat at the table, where

they’re involved in discussions about business and leadership strategies that were previously held

behind closed boardroom doors. But securing the right to listen in is not enough. Senior

management need to own parts of the process and serve as partners, guides, and trust

advisors when it comes time to talk talent.

Suggestion 3: We should know what we are looking for—the role of Success Profiles.

Numerous studies show that companies with better financial performance are more likely to use

competencies as the basis for succession management, external hiring, and inside promotions.

Competencies: A cluster of related behaviors that is associated with success or

failure in a job.

Personal Attributes: Personal dispositions and motivations that relate to

satisfaction, success, or failure in a job.

Knowledge: Technical and/or professional information associated with successful

performance of job activities.

Experience: Educational and work achievements associated with successful

performance of job activities.

The end result: detailed definitions of what is required for exceptional performance in a given

role or job. Success Profiles can be used across the entire spectrum of talent management

activities—from hiring and performance management to development.

Suggestion 4: Many organizations equate the concept of talent management with senior

leadership succession management. While succession planning is obviously important, talent

management must encompass a far broader portion of the employee population. Value

creation does not come from senior leadership alone. The ability of an organization to compete

depends upon the performance of all its key talent, and its ability to develop and promote that

talent.

Suggestion 5: Potential, performance and readiness are not the same thing.

Many organizations understand the idea of a high-potential pool or a group of people who

receive more developmental attention. But sometimes, they fail to consider the differences

between potential, performance, and readiness.

Why should an organization place the higher priority on selection rather than development?

Not everything can be developed. Many elements of Success Profiles are impossible, or at least

very difficult, to develop. Training people to improve their judgment, learning agility,

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adaptability—all core requirements for most of the talent hired today—is difficult, if not

impossible. Lack of motivation for a specific role or a poor fit between employees’ values and

those of the organization leads to poor performance, and no classroom experience or learning

activity will change this fundamental mismatch. But you can get a read on these areas during a

well-designed hiring/promotion process.

Hiring for the right skills is more efficient than developing those skills. What about the areas that

are developable, like interpersonal skills, decision-making, or technical skills? Assessing those

areas at the time of hire is likely to cost less than developing them later.

Suggestion 6:

Organizations have many “whats” relative to talent management, including executive resource

boards, software platforms, nine box grid comparing potential to performance, development

plans, and training, training and more training. These “whats” promise nothing by themselves.

Guarantees come from “hows” instead. Our five realization factors for sound execution are:

Communication—Links the talent management initiative to the business drivers,

puts forward a vision the organization can rally around, and sets expectations for

what will happen in the organization.

Accountability—Role clarity so that each individual in the talent management

initiative knows what is expected of them.

Skill-Developing the right skills and providing coaches and mentors for support.

Alignment-Must align talent management initiatives to the business drivers but also

need the right kinds of systems to identify high potentials, to diagnose for

development, to link to performance management, and to do development that really

changes behavior.

Measurement -you can’t manage what you don’t measure. It creates the tension, and

objectives become clearer to help execute a talent strategy. The most effective

measurements go beyond mere statistics to quantify what’s working in talent

management, why those initiatives are effective, and what impact they have on the

organization.

Financial Benefit

There are pros and cons of every management philosophy and the associated processes.

Talent management is no exception to it. While many organizations simply decline to have it

under their umbrella because it costs the exchequer, still others approve of it equally strongly

as an effective people management process.

Before we discuss the financial benefits of talent management the following may be of our

interest and worth a thought:

Most of the organizations are short sighted, when it comes to people management.

People management may not go well with pure capitalists.

Organizations and industries are growing at a fast pace, faster than the rate at which talent is

produced.

There is dearth of talented and skilled professionals both at the top as well as bottom.

Due to cut throat competition and a consequent lack of talented professionals the attrition

rates have increased across all industries, especially so in services industry.

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Poaching has become common place; employee retention has become the Achilles heel of

corporations.

All the above mentioned statements clearly indicate that the talent is unable to keep pace

with the growing industry and also that the industry has failed to breed the pool of talented

individuals as per its requirements. A fast industry growth meant that there would be a need

for talented professionals for upcoming avenues and unfortunately corporate seemed to miss

out on this. Business houses nowadays have diversified interests in different industries,

employment opportunities are fast coming up but unfortunately the talent is pool is shrinking.

This tells upon the finances of an organization in a big way.

Less attrition means lesser expenditure on hiring: BPO’s and start ups, for example where the

attrition rate is the highest remain occupied in searching for people every now and then. Now

this incurs financial losses to the organization. An organization not only pays an employee

for his/her work but also spends a considerable amount on their training and development.

There is transfer of skill and expertise and when the same employee leaves after a brief stint

with the organization, it costs the latter.

The problem gets even worse when such a scenario occurs at the top level. An unoccupied

executive position can cost an organization dearly. The solution - a proper talent management

in place can solve this problem. The following facts become worth consideration here:

New employees cost the company 30-60 % more than the existing employee in terms of

compensation only. There is an additional cost incurred on training and developing the new

individual.

The process of recruitments itself costs an organization in a big way, right from advertising a

post, to attracting talent and finally short listing and hiring someone for the job. Often there is

a compromise in hiring when the need is urgent.

Organizations clearly need to look inside for solutions and design and develop better

employee retention, rewards and recognition strategy. Performance management needs to be

taken care of.

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Suggestion on Reducing Recruitment Cost and Improve Recruitment Quality

Recruiting costs a lot, but if you save money by reducing the quality of your recruiting process

the organization is doomed. What can HR do? Here are the top tips for reducing recruiting costs.

1. Assess value, not cost –

By far the biggest cost of recruiting is hiring poor performers. Assess quality of hire and

go the extra step of asking managers to put a dollar figure on the difference between top,

average and poor performers.

2. Go all out to improve retention –

You don’t have to spend a ton of money hiring new people if your existing good

employees stick around. Study retention, track it, and continuously work to improve it.

3. Get decent applicant tracking software –

There is nothing more painful than watching skilled recruiters waste time because they

are stuck with lousy recruitment software. Get them a tool that does the job. There’s no

excuse to lose the talent acquisition battle for want of decent software.

4. Stay on top of new sourcing technology –

No area of recruiting is as volatile as sourcing. A continual investment in experimenting

with the latest techniques will pay off. Don’t let the pressure of today stop you from

keeping sourcing capability in top form.

5. Consider bringing executive search in-house –

If you do a lot of executive search consider bringing it in house. Don’t confuse it with

everyday recruiting—you will need a different kind of recruiter and you will need to

compensate them differently. However, if you take the plunge and do it right there is a lot

of money to be saved.

6. Ramp up your employee referrals –

Research shows employee referrals are one of the best ways to find high performers and

one of the cheapest ways to recruit talent. Invest a little in sprucing up employee referral

program as an integral piece of your talent management software.

7. Take onboarding on-board –

It is sad when after HR has successfully recruited a strong candidate that they get

dropped into an organization that appears not to care. Onboarding is an integral part of

recruiting and employee onboarding software should guide a seamless transition from

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being hired to being a happily integrated new employee. If necessary, bring onboarding

under the aegis of the recruiting function.

8. Assessment technology –

Have we mentioned how important technology has become in recruitment? When

recruitment software includes assessment tools you save money by speeding up and

improving selection. Just be sure to validate the tool and continue to check how well it is

working.

9. Consider outsourcing –

If your hiring needs are volatile it can be hard to staff your recruiting department

appropriately. Recruitment process outsourcing can help—but only if you do it to get a

better overall outcome customized to your needs. If you only look at costs you court

disaster.

10. Use social recruiting –

Twitter, Facebook and LinkedIn are inexpensive tools for building your employment

brand, advertising openings and seeking passive candidates. Perhaps, those hours your

kids spend on Facebook are not wasted; maybe they are developing their skills in social

recruiting.

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Conclusion

One of the biggest risks facing many organizations is having the right talent to enable them to

compete in the future. The reality for many businesses today is that a large majority of its key

executives will probably retire in the next 5-10 years. While this may not have been an issues 10

or 15 years ago, pressure have been such that businesses have had to reorganize and resize

themselves to a point where the talent pool that would have been ready to step up into key roles

are either not ready or not there. Companies need to integrate their talent and succession

planning with their strategic business plans and view talent management as a long-term,

continuous process.

1. Think strategically. Talent management requires a strategic perspective. What are the things

that might impact your organization in the future? Will it grow and acquire other businesses, or

is the market shrinking and therefore a different leadership approach may be needed? What

‘type’ of managers and business leaders will be needed in the future?

2. Understand key roles. Which functions and roles in the organisation drive the majority of the

business’s value? Think broadly, and not just about traditional leadership roles, specialist

technical roles such as product development may be as equally important. Once this is complete

it is a straightforward task to examine the age profiles of those currently in the key roles. How

many of these could retire in the next 5-10 years? How many of these roles have ‘ready now’

successors?

3. Identify the requirements of the key roles. Effective talent management requires clarity on

technical and behavioral requirements for the roles as well as specific experience, such as

international or specific market experience. All key roles should have the necessary components

and characteristics for superior performance clearly defined. These requirements can then be

used as a basis to assess people, either internally via a promotion or externally via recruitment.

4. Understand who your talent is. Use assessment centers to identify talent internally.

5. Agree your succession strategy. Once the organization knows who is likely to retire, and who

the potential talent is, objective decisions can be made about how the key roles will be filled in

the future. Does the business need to actively recruit and bring in new blood or can all the key

roles be filled from within? Should the strategy be a balance of recruiting externally as well as

promoting internally?

6. Define career paths for internal promotions. Once your succession strategy is clear,

establishing career paths and the ability to describe the requirements for pursuing the path

becomes easier. Creating effective career paths requires two components, knowing the

requirements for the next level and creating clear plan of how to gain the necessary skills,

behaviors and experience.

7. Link talent management with performance management. Talent management and succession

planning should become a part of the organisation’s performance management and career

development processes. Regular performance discussions are important to collect evidence of

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how potential successors have performed. In addition, the discussions also provide the

opportunity for managers to coach talent to ensure ongoing development and readiness.

8. Provide ongoing development. Managers need to support the ongoing development of their

talent to ensure that make the necessary progress.

9. Monitor readiness and prepare a succession plan. Senior managers should meet at least

annually to initially agree who the potential successors are for the key roles and to subsequently

monitor their progress. Who is ready now to move to their next role? Is their evidence to suggest

that any of the successors will not ‘make the grade’? If not what needs to be done?

10. Ensure ownership . Succession planning needs to be owned by line managers and needs to be

actively led by the Chief Executive or owner of the business for it to be successful.

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WEBLIOGRAPHY

1) Wikipedia

2) tce.co.in

3) Human resource management by V.S.P.Rao(edoc)

4) Timesjob.com

5) TCS-google

6) Slideshare