Talent Identification and Management - Copy - Copy

A STUDY ON TALENT IDENTIFICATION AND

MANAGEMENT WITH REFERENCE TO

CONGRUENT SOLUTIONS PVT LTD

A PROJECT REPORT

Submitted by

E.J. AARTHY

(Reg No. 21610631002)

in partial fulfilment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

SAVEETHA ENGINEERING COLLEGE

THANDALAM, CHENNAI

ANNA UNIVERSITY: CHENNAI-600 025

May: 2012

SAVEETHA ENGINEERING COLLEGE

Saveetha Nagar, Thandalam, Chennai -602105

BONAFIDE CERTIFICATE

Certified that this project report “A STUDY ON TALENT IDENTIFICATION AND

MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD” is

the bonafide work of “E.J. AARTHY” Reg. No: 21610631002 who carried out the project

work under my supervision.

SIGNATURE SIGNATURE

Prof. A. GANDHI., MBA, M.Phil.(Ph.d.,) MR. R. MURALI., MBA

HEAD OF THE DEPARTMENT ASSISTANT PROFESSOR (OG)

SAVEETHA MANAGEMENT SCHOOL SAVEETHA MANAGEMENT SCHOOL

SAVEETHA ENGINEERING COLLEGE SAVEETHA ENGINEERING COLLEGE

THANDALAM. THANDALAM

II

DECLARATION

I, E.J. AARTHY, (Reg. No.21610631002) a bonafide student of Saveetha Management

School, Saveetha Engineering College, Chennai would like to declare that the project

entitled, “A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH

REFERENCE TO CONGRUENT SOLUTIONS PVT LTD” in partial fulfilment of

Master of Business Administration course of the Anna University is my original project

work.

Place: Chennai

Date: E.J. AARTHY

IV

ACKNOWLEDGEMENT

It is an immense source to pleasure to place on record my deep sense of gratitude and special

thanks to all of them for their encouragement, support and helpful guidance and wishes.

First of all, I would like to express deep felt gratitude to Dr. N.M. VEERAIYAN, President

and DR. S.RAJESH, Director of Saveetha Engineering College.

I would like to express deep felt gratitude to Dr. R. VENKATASAMY, Principal and

Prof. R. DHEENADAYALU, Dean of Saveetha Engineering College for providing the

required arrangements to carry out this project work.

My deepest gratitude to my department HOD Prof. A. GANDHI, MBA, M. Phil,(Ph.D.,)

My sincere thanks to Mrs. Muthumala and Mr. C. SreeGanesan, HR Team of Congruent

Solutions, who helped me to identify the project and provided me with all the support and

direction to collect the data and complete my project.

My deepest gratitude to my project guide MR. R. MURALI., ASSISTANT PROFESSOR,

(OG) MBA for constant encouragement to go one step further.

I wish to express my sincere thanks and gratitude to my entire department Faculty Members,

especially overall project guide Mr. S. CHANDRAMOULI, MBA (Ph.D) Asst. Professor.

I wish to express my sincere thanks and gratitude to “The respondents and higher

authorities from Congruent Solutions who participated in this research”. This research

report would not have been possible without your generosity and willingness to participate.

Finally, I thank my parents, sister and friends who showed their blessings and supports to

complete this project.

(E.J. AARTHY)

V

ABSTRACT

The project is on the basis of work conducted on “A Study Talent Identification and

Management” with reference to Congruent Solutions Pvt Ltd.

Talent Identification and Management practice within an organization is a human resource

strategy that seeks to identify, develop, deploy and retain talented and high potential

employees. Although Talent Identification and Management practices may be applied in

company, they can only contribute optimally to business performance if both higher

authorities and employees are aligned on its objectives and implementation in the

organization.

The study examined the perception of employees in Talent Identification and Management

practices in the company. The study then compares the perceptions of employees’ higher

authorities themes of Talent identification and management practices. The empirical results

revealed that the perception of the employees particularly on the themes of implementation

and the instruments used to identify high potential employees.

The objectives were achieved through a descriptive study. The researcher used a structured

questionnaire, which was circulated among the employees of the company. The sample size

was 65. The data collected through this method was analyzed using statistical techniques such

as Pearson’s Chi Square, Chi Square, and Correlation

VI

TABLE OF CONTENTS

Chapter No. Description Page No.

Title Page I

Bonafide certificate II

Organization certificate III

Declaration IV

Acknowledgement V

Abstract VI

Table of Contents VII

List of Tables VIII

List of Charts IX

I

Introduction1.1 Introduction 11.2 Objectives of the study 5

1.3 Need for the study 6

1.4 Scope of the study 6

1.5 Limitations of the study 6

1.6 Organization profile 8

II Review of Literature 14

III

Research Methodology3.1 Sources of data 18

3.2.Sampling design 18

3.3.Questionnaire design 20

IV Data Analysis and Interpretation 23

V Findings, Suggestions and Conclusion 75

Annexure 80

Bibliography 85

VII

LIST OF TABLES

TABLE

NOTITLE

PAGE

NO

1 GENDER OF EMPLOYEES 23

2 AGE OF EMPLOYEES 24

3 EDUCATIONAL QUALIFICATION OF EMPLOYEES 25

4 WORK EXPERIENCE IN CORNGRUENT 26

5 CURRENT POSITION IN CONGRUENT 27

6 ORGANIZATION IDETIFY TALENT OF EMPLOYEES 28

7.1 TALENT MANAGEMENT NECESSARY 29

7.2 TALENT MANAGEMENT NECESSARY FOR COMPANY 30

7.3 TALENT MANAGEMENT NECESSARY FOR YOU 31

7.4TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN

ORGANIZATION – (CO.RELATION)32

7.5ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT

INITIATIVES34

7.6TALENT MANAGEMENT IMPLEMENTED REGULARLY AND

FEEDBACK GIVEN TO YOU35

7.7FOLLOWING ACTION TAKEN BY THE COMPANY AFTER

THE FEEDBACK36

7.8 COMPLETE WORK WITHIN A GIVEN TIME 37

7.9 PERFORM WORK WITH INTEREST 38

7.10 ANY TIME FEEL THAT YOU ARE WATING YOUR TIME 39

8SATISFACTION OF TALENT MANAGMENT AMONG

EMPLOYEES – PEARSON-CHISQUARE40

9 SATISFACTION WHILE COMPLETE YOU’RE WORK 42

10LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT

PACKAGE RECEIVE

10.1 MEDICAL INSURANCE PACKAGE 42

10.2 COMPANY SAVINGS PLAN 43

10.3 RETIREMENT PLAN 44

10.4 HOLIDAY ENTITLEMENT 45

10.5 COMPETITIVE OF SALARY 46

11REWARDING, MOTIVATING AND RETAINING TALENT IN

YOUR ORGANIZATION48

12TRANSPARENCY SYSTEM ADOPTED IN TALENT

MANAGEMENT49

13 TALENT RETENTION INITIATIVES 50

14SATISFED WITH EXISTING PERSONNEL POLICIES OF

COMPANY51

SUBORDINATES

1 GENDER OF SUBORDINATES 52

2 AGE OF SUBORDNINATES 53

3 EDUCATIONAL QUALIFICATION 54

4 WORK EXPERIENCE IN CONGRUENT 55



7OPINION ABOUT TALENT IDENTIFICATION AND

MANAGEMENT

7.1ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR

ORGANIZATION58

7.2ACCESSING CANDIDATES SKILLS EARLIER IN HIRING

PROCESS59

7.3CREATING A CULTURE THAT MAKES EMPLOYEES WANT

TO STAY WITH THE ORGANIZATION60

7.4CREATING A CULTURE THAT MAKES INDIVIDUALS WANT

TO JOIN THE ORGANIZATION61

7.5 CREATING A CULTURE THAT VALUES EMPLOYEES WORK 62

7.6CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE

EXCITED TO EXCELLENT AT WORK63

7.7CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS

ARE ENCOURAGED DEVELOP REQUIRED TALENTS64

7.8

CREATING POLICIES THAT ENCOURAGE CAREER GROWTH

AND DEVELOPMENT OPPORTUNITIES BASED ON TALENT

IDENTIFICATION

65

7.9 GIVING PRODUCTIVE FEEDBACK 66

7.10IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR

EXISTING TALENTS67

7.11 REWARDING TOP PERFORMING EMPLOYEES 68

8JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND

RETAINING TALENT OF THE EMPLOYEES69

9TALENT MANAGEMENT ACTIVITIES INVOLVED IN

ORGANIZATION72

10FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN

TERMS OF COMPENSATION73

VIII

LIST OF CHARTS

CHART NO TITLEPAGE

NO

1 GENDER OF EMPLOYEES 23

2 AGE OF EMPLOYEES 24

3 EDUCATIONAL QUALIFICATION OF EMPLOYEES 25




7.1 TALENT MANAGEMENT NECESSARY 29

7.2 TALENT MANAGEMENT NECESSARY FOR COMPANY 30

7.3 TALENT MANAGEMENT NECESSARY FOR YOU 31

7.4TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN

ORGANIZATION – (CO.RELATION)32

7.5ORGANIZATION HAVE SPECIFIC TALENT

MANAGEMENT INITIATIVES34

7.6TALENT MANAGEMENT IMPLEMENTED REGULARLY

AND FEEDBACK GIVEN TO YOU35

7.7FOLLOWING ACTION TAKEN BY THE COMPANY AFTER

THE FEEDBACK36

7.8 COMPLETE WORK WITHIN A GIVEN TIME 37

7.9 PERFORM WORK WITH INTEREST 38

7.10 ANY TIME FEEL THAT YOU ARE WATING YOUR TIME 39

8SATISFACTION OF TALENT MANAGMENT AMONG

EMPLOYEES – PEARSON-CHISQUARE41

9 SATISFACTION WHILE COMPLETE YOU’RE WORK 42

10LEVEL OF SATISFACTION WITH THE SALARY &

BENEFIT PACKAGE RECIEVE43

10.1 MEDICAL INSURANCE PACKAGE 43

10.2 COMPANY SAVINGS PLAN 44

10.3 RETIREMENT PLAN 45

10.4 HOLIDAY ENTITLEMENT 46

10.5 COMPETITIVE OF SALARY 48

11REWARDING, MOTIVATING AND RETAINING TALENT

IN YOUR ORGANIZATION49

12TRANSPARENCY SYSTEM ADOPTED IN TALENT

MANAGEMENT50

13 TALENT RETENTION INITIATIVES 51

14SATISFED WITH EXISTING PERSONNEL POLICIES OF

COMPANY

SUBORDINATES 52

1 GENDER OF SUBORDINATES 53

2 AGE OF SUBORDINATES 54

3 EDUCATIONAL QUALIFICATION 55



6 ORGANIZATION IDETIFY TALENT OF EMPLOYEES

7OPINION ABOUT TALENT IDENTIFICATION AND

MANAGEMENT

7.1ALIGNING EMPLOYEES WITH THE CORE VALUES OF

YOUR ORGANIZATION58

7.2ACCESSING CANDIDATES SKILLS EARLIER IN HIRING

PROCESS59

7.3CREATING A CULTURE THAT MAKES EMPLOYEES

WANT TO STAY WITH THE ORGANIZATION60

7.4CREATING A CULTURE THAT MAKES INDIVIDUALS

WANT TO JOIN THE ORGANIZATION61

7.5CREATING A CULTURE THAT VALUES EMPLOYEES

WORK62

7.6CREATING AN ENVIRONEMNT WHERE EMPLOYEES

ARE EXCITED TO EXCELLENT AT WORK63

7.7

CREATING AN ENVIRONMENT WHERE EMPLOYEES

IDEAS ARE ENCOURAGED DEVELOP REQUIRED

TALENTS

64

7.8 CREATING POLICIES THAT ENCOURAGE CAREER 65

7.8GROWTH AND DEVELOPMENT OPPORTUNITIES BASED

ON TALENT IDENTIFICATION

7.9 GIVING PRODUCTIVE FEEDBACK 66

7.10IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR

EXISTING TALENTS67

7.11 REWARDING TOP PERFORMING EMPLOYEES 68

8JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING

AND RETAINING TALENT OF THE EMPLOYEES69

9TALENT MANAGEMENT ACTIVITIES INVOLVED IN

ORGANIZATION72

10FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN

TERMS OF COMPENSATION73

IX

CHAPTER-1

INTRODUCTION

INTRODUCTION

TALENT IDENTIFICATION AND MANAGEMENT

Talent identification and management refers to the skills of attracting highly skilled

workers, of integrating new workers, and developing and retaining current workers to meet

current and future business objectives. 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).

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 signals an ability to learn and develop in the face of new challenges. Talent is about

future potential rather than past track record. So talent tends to be measured in terms of

having certain attributes, such as a willingness to take risks and learn from mistakes, a

reasonable (but not too high) level of ambition and competitiveness, the ability to focus on

‘big picture’ issues, and an awareness of their own strengths, limitations and impact on

others…’

http://en.wikipedia.org/wiki/The_war_for_talent

http://en.wikipedia.org/wiki/Entertainers

http://en.wikipedia.org/wiki/Skilled_worker

http://en.wikipedia.org/wiki/Skilled_worker

Definition Talent Management: ‘Talent management is the process of ensuring that the

organization attracts, retains, motivates and develops the talented people it needs.

It’s important to note that organization associate the term talent or talent management only to

key performing individuals. However, it is essential to remember that each one of us has

some talent potential and hence it should not be restricted to the very few. Nevertheless, it is

highly likely that more attention is going to be paid to employees with high potential or

exceptional skills.

Several talent management processes need to be in place on a strategic level in order ensure

its success. Such processes/strategies include talent identification, recruitment & assessment,

competency management, performance management, career development, learning

management, compensation, succession planning etc.

Talent management has a number of benefits to offer such as employee engagement,

retention, aligning to strategic goals in order to indentify the future leadership of the

organization, increased productivity, culture of excellence and much more.

Meaning of Talent

1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack.

2. Unusual natural ability to do something well that can be developed by training.

3. Person or people with an exceptional ability.

Talent or Human Capital of an Organization

The pool of people with talent as described under the title "meaning of talent" is the talent or

human capital of any organization.

Why Talent/Human Capital management?

Organizations all over the world have realized that the success of their businesses largely

depend upon the talents of people.

These are those talents or talented people who possesses the talents as required by a particular

organization or those people who have shown promise to acquire the talents needed by an

organization and sharpen them further.

Therefore, the organizations should manage these talents well.

They must devise effective plans and processes to identify their talent needs, locate the

talents, attract the talents to work for their organizations, help the selected people to

enhance/upgrade their talents and to obtain their association to work for the organizations for

longer terms.

How Talent Management Can Help Your Organization

Talent management solutions are becoming more and more vital to the growth and

profitability of today’s organization. Why? Because companies invest a tremendous amount

of money in their employees. The expenses associated with soliciting, acquiring, training,

promoting, and retaining staff members can take up a huge portion of any corporate budget.

But, as the workforce continues to be viewed as an increasingly strategic asset, these costs are

all considered to be money well-spent.

That’s where talent management comes in. Talent management software helps to ensure that

companies achieve maximum return on their employee investment.

Whether or not an employee – or the workforce as a whole – is productive and successful

depends upon many factors. Skills, work histories, formal training, and educational

backgrounds all play a major role. But, so do personalities, work ethics, and other traits that

determine whether or not a staff member will fit well into a corporate culture. Talent

management solutions can make it easier for a business to understand what makes each

employee unique, including their specific strengths and weaknesses. This allows them to fully

leverage the potential of each individual worker, applying their talents and characteristics in

the most effective way towards the achievement of corporate goals. Some of the other key

benefits that can be realized through the deployment and use of a talent management software

package include:

Improved Employee Morale and Retention

Workers in all types of businesses are feeling frustrated and unmotivated, which explains the

high levels of attrition companies across all industries are currently challenged with.

With a talent management solution in place, an organization can create a more worker-

friendly environment that is both nurturing and supportive. Companies can capitalize on key

competencies to reach strategic objectives, while ensuring that employees are happy and

satisfied in their roles. This, in turn, will minimize stress and boost morale, by building

stronger relationships between company and employee, while facilitating greater workforce

efficiency and loyalty.

Enhanced Efficiency

In order to ensure that all employees are performing at optimum levels, companies must

understand what tasks and activities each individual employee is good – or not good - at.

With talent management software, companies can identify strengths and weaknesses, as well

as significant gaps in skills and knowledge. This intelligence will allow them to more

accurately assign roles and responsibilities to employees based on their unique abilities, while

helping them to structure training and enhancement programs for maximum effectiveness.

Lower Expenses

External job searches – whether conducted in-house or through a third-party personnel search

firm – require a tremendous amount of time and money. Advertising, interviewing, and other

activities can drain both human and financial resources. But, with talent management

software, companies can develop internal leadership programs that prepare employees for

possible advancement. By promoting from within more often, organizations that use talent

management solutions can eliminate the expenses associated with finding, hiring, and

training outside candidates.

OBJECTIVES

OF THE

STUDY

1.2 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:

To study the “TALENT IDENTIFICATION AND MANAGMENT” in Congruent Solutions

Pvt Ltd., Guindy, at Chennai to suggest improvements, if any, or confirm the appropriateness

of the present system.

SECONDARY OBJECTIVE:

1. To understand the necessity of talent management among employees

2. To study the level of employee satisfaction and problem associated with Talent

Management System.

3. To study employee perception about the Talent Management System and various

challenges of Talent Identification and management

4. To give suitable Suggestions for improvement of Talent management System.

NEED FOR

THE STUDY

LIMITATIONS

OF THE

STUDY

1.3 NEED FOR THE STUDY:

1. The company gives lot of weight ages and importance to identify, recognize and reward,

and develop talent of the employees, so that the companies’ preeminent position among

the clients is to retain and also make to grow. Therefore “Talent Identification and

Management” is an important function in the Company.

2. It is also needed for the both to improve company performance and also to boost

employees’ well-being.

1.4 SCOPE OF THE STUDY:

The scope of the study helps to understand the necessary of Talent Identification and

Management. It also helps to study the perseverance of employees in the Talent Management

System in the Company. The study helps whether talent appeals it’s in terms of employee

satisfaction and also suggesting the possible improvement in Talent Management.

PROBLEM DEFINITION

It takes talent to spot talent! A tone deaf will never be able to appreciate the music of

maestros. Talent is doing easily what other find difficult.

In an organization, there is nothing more crucial than fitting the right employees in the right

position. Or else you would be trying to fit a square peg in a round hold. When people do

jobs that just don’t suit their liking, inclination and temperament, the results or rather the lack

of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism

another negative behaviour will become typical in the employees is shown the door. Or

perhaps, there is another option – Talent management.

1.5 LIMITATIONS OF THE STUDY :

1. Some information required for the study may be confidential and therefore company is not

disclosing the same.

2. Time factor can be major limitation of this survey. Because it has to be completed within

the time limit without disturbing the production process or the work of the concern

employees.

3. The study was confined to the employees of Guindy branch of CONGRUENT Solutions

Private Limited.

CHAPTER SCHEME

1. The first chapter is introduction, which gives the outline of the project. The topics

included in this chapter are objectives, scope and limitations of the study

2. The second chapter includes the review of literature.

3. The third chapter includes the Research Methodology, data analysis and interpretation.

4. The fourth chapter includes findings from interpretation. From that suggestion were given

with an implication. This chapter ends with conclusion.

COMPANY

PROFILE

1.6 COMPANY PROFILE

CONGRUENT SOLUTIONS PVT LTD

WHO ARE WE

Congruent Solutions is an SEI CMMi Level 5 Compliant and ISO 9001:2008 certified

Software & KPO Services Company with presence in

United States (California, New Jersey)

Asia Pacific (Singapore)

Europe (London, Luxembourg)

To support mission critical business processes and applications, we have put in place world-

class infrastructure in our delivery center based in Chennai, India.

OUR STRENGTHS

Skilled team

Large company maturity with the soul of a small company

Robust Infrastructure

Domain knowledge with industries certifications

Congruent Solutions provides Technology Services and Pension Plan Administration

Services. We have an excellent track record in successfully incubating offshore delivery

centers for organizations looking to outsource technology and business processes for the first

time in a cost-effective manner.

WHAT DO WE DO

Congruent is a mature IT services company with an excellent track record in developing

solutions using Microsoft, Java & Open source technologies. Our BPO division provides

comprehensive back office services to the Pension Plan Administration industry.

Congruent focuses on providing solutions in two major domains namely Retirement/Pensions

Administration and Education. The focus gives us the ability to speak the same language as

our customers and function as an extended delivery arm for clients worldwide.

BENEFIT BEYOND BOUNDARIES

Congruent compelling value proposition is its ability to rapidly configure project

management practices to meet the requirements of small as well as large projects.

Our robust process models enable us to:

cut costs

provide efficiency and

ensure prompt deliverables at proper deadlines

We constantly strive to exceed customer expectations, by providing excellence in quality,

performance, value, delivery and support of our services.

CORE VALUES

We put our customers first, as without them we have no reason to be in business.

We encourage high levels of cooperation and communication among our customers, our

suppliers and ourselves.

We value openness and transparency in all our communication and believe in not

committing what we cannot deliver

We deploy our resources to create value for our customers, our stockholders, our

communities and ourselves.

We are passionate about excellence at an individual and organizational level in everything

we do.

We treat each other with the utmost respect.

We provide a safe and rewarding place to work, a place where we are proud of our

company and our work, and have fun doing what we do.

We believe that we all are caring, loyal, honest individuals; doing our best to further

interests of our company and our colleagues.

ADVANTAGE

We at Congruent Solutions have some key compelling factors for you to choose us as your partner.

SEI CMMi Level 5

Congruent is part of an elite club of CMMi Level 5 assessed companies. The assessment

indicates that the company has achieved the highest level of maturity for its processes. For

the clients, this assessment means low project risk, conformance to planned deliveries,

minimal defect rate, high process visibility and enhanced satisfaction.

Our team underwent a Class A SCAMPI (Standard CMMI Appraisal Method for Process

Improvement) appraisal and satisfied all 22 processes applicable.

ISO for PENSION PLAN PROCESS

ISO 9001:2000 certification has institutionalized our domain expertise. This assures clients

of:

Superior productivity

Few or no defects

Shorter development cycle

Infallible schedule compliance

Savings in development and maintenance cost

Minimum TCO

Maximum ROI

We are probably the first and the only company in India to be certified ISO 9001:2000 for

our Pension Plan Administration services.

INFORMATION SECURITY

Congruent has implemented a comprehensive security policy that safeguards the:

organizational information

assets

processes

systems

networks

critical to internal and external customers.

For this purpose, systems and controls complying with the ISO27001 standards are being

implemented through our ISMS.

This process-based model is employed in defining, implementing and maintaining ISMS.

PENSION PLAN ADMINISTRATION

By the nature of its business, the pension plan administration is time and people intensive.

The seasonality of certain critical processes, such as Form 5500 and Compliance Testing,

poses immense challenge to TPAs and Plan Providers.

Congruent Solutions helps TPAs and Plan Providers not only manage the resources for

seasonal work but also provide cost savings of upto 30-50%.

Congruent Solutions is ISO 9001:2008 certified for Pension Plan Administration (401k)

services. Its delivery centre based in Chennai, India, offers a secure and robust infrastructure.

Congruent has experience in handling processes in both Defined Contribution and Defined

Benefits space.

APPLICATION DEVELOPMENT

Congruent’s application development services help organization automate business process

using technology in a very cost effective manner. We have unmatched experience in

developing web applications using Microsoft, Java and Open Source technologies.

We have a mature software development methodology providing an excellent framework for

migration of client requirements to our development centre, development, testing and finally

transitioning of the developed application to the clients place. SPLM™, a tool built 'in-house'

provides 24/7 window on the work-in-progress.

OUR SERVICES Customized application development

Enhancements

Migration

Re-engineering

MAINTENAENCE

Maintenance of applications is as critical to businesses as developing. Changes in business

processes and user patterns call for constant enhancements and maintenance. Our Fix

It methodology highlights our expertise in handling such client needs.

PRODUCT DEVELOPMENT

Product development services demands a process framework that allows quick turn-around

times, delivering multiple builds, ability to replicate product technology platform as well as

test environments and transparency in efforts spent by the offshore team. Congruent’s

processes are geared to address these requirements and over the years, we have mastered the

art of managing product development services for organizations.

Our services include

Product Development

Maintenance

Product Enhancements

Product Testing

Integration

INFORMATION SECURITY

Congruent values the importance and necessity of protecting data from unauthorized access,

use, destruction and modification. An important aspect of information security is recognizing

the value of information and defining appropriate procedures and protection requirements for

the information. We protect information throughout the life cycle of the information and put

back the modified data.

Companies make investments in sophisticated data protection software and tools without

paying attention to certain “soft” issues, which go a long way in ensuring data protection.

Congruent's common sense approach to data security covers all dimensions of data security.

Here are some of the best practices we adopt to guarantee data protection for our customers:

Congruent has a security program defined and established for the organization. The

security policies have been defined to meet ISO 9001:2008 requirements and are in line

with the ISO 27001 standards.

Congruent has ensured physical security and network security in all possible ways for the

ease of our clients.

Customer data or configuration information would not be stored on Congruent’s network.

A Sterile environment is created at Congruent to lay the foundation of entire data security.

A plan is also documented to monitor and respond to security incidents.

Our network infrastructure (firewall, switches), applications, and operating systems are

configured securely by utilizing Microsoft recommended security practices.

Security related events are logged and reviewed by respective functional heads. IT systems

are audited once in a quarter by internal auditor and audit results are reviewed by the

senior management.

Congruent has implemented simple yet effective security policies and tools that ensure

complete data protection and privacy for its customers. Our solution approach to ensure data

security has a balanced emphasis on an optimum combination of technologies, tools and

organization policies.

CHAPTER-II

REVIEW

OF

LITERATURE

2. REVIEW OF LITERATURE

1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National

University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield

Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2

May 2009”.

“Despite a significant degree of academic and practitioner interest the topic of talent

management remains underdeveloped. A key limitation is the fact that talent management

lacks a consistent definition and clear conceptual boundaries. The specific contribution of the

current paper is in developing a clear and concise definition of strategic talent management.

We also develop a theoretical model of strategic talent management. In so doing we draw

insights from a number of discreet literature bases. Thus, the paper should aid future research

in the area of talent management through (1) helping researchers to clarify the conceptual

boundaries of talent management and (2) providing a theoretical framework that could help

researchers in framing their research efforts in the area. Additionally, it aids managers in

engaging with some of the issues they face with regard to talent management”.

2. “ T. Morris”, “Volume 18, Issue 9, 2000”, “Psychological characteristics and talent

identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”.

“I review research on psychological characteristics and sports performance and examine the

literature on talent identification with particular reference to soccer to derive implications for

the use of psychological variables in the talent identification and development process.

Although the many cross-sectional studies of psychological characteristics and performance

http://www.tandfonline.com/toc/rjsp20/18/9

http://www.tandfonline.com/loi/rjsp20?open=18

http://www.tandfonline.com/action/doSearch?action=runSearch&type=advanced&result=true&prevSearch=+authorsfield:(Morris,+T.)

in all football codes conducted over the last 30 years have revealed no clear patterns, studies

of both general inventories and specific variables are still being conducted. Reports on talent

identification in all codes have increased in recent years, but most are descriptive in nature. In

this review, I suggest that research on systematic expert observation has potential as a

practical approach, but more studies of this type are needed. Considering the examination of

specific psychological variables, only a solitary investigation of creativity in adolescents has

shown promise. Further research on creativity and talent identification is required to replicate

the positive results found in that study. In summarizing the research on psychological

characteristics and talent identification, I conclude that cross-sectional research on adults

cannot be extrapolated for use in talent identification with adolescents. I propose that

resources would be more effectively used in the provision of psychological skills training for

adolescent soccer players, pending more sophisticated research on a wider range of

psychological variables. It is recommended that longitudinal or quasi-longitudinal research is

essential to determine whether the same psychological variables are important for outstanding

performance throughout the process of development and whether psychological variables

measured during adolescence can predict outstanding performance in adulthood”.

3. “Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K”, “(2002)”, “Talent

identification and development”:” an academic review”.” Sport Scotland, Edinburgh.

ISBN 185060 418 5”.

“The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent

Identification and Development Programme which operated from early 2000 to the end of

2001. The Review highlights that the actual resources required for talent identification in the

UK are concentrated on anthropometrical measures whereas the required resources should

concentrate primarily on the psychological dimensions supported by the development of

fundamental motor skills”.

4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD

journal, Hyderabad, p23-26”.

“Organization needs to have a vision and a well defined strategy on hiring for the future. Do

we have the right talent within to attract and retain the best available talent? A number of

measures for talent management are suggested.”

5. “PANDIT Y V L”, “(May 2007)”, “Talent retention strategies in a competitive

environment” , ”NHRD journal”, “Hyderabad, p27-29”

“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the

article outlines initiative that can be put in place to help organization retain nurture and retain

the talent.”

6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational

Excellence by Identifying, Developing, and Promoting Your Best People”.

“This is an outstanding reference work that succinctly explains a simple and practical

approach to the identification, assessment and management of talent in the current, dynamic

operating business environment. The book plainly gives advice on how to avoid high staff

turnover, poor morale, and poor performance”.

7. “Sridhar S Preetham”,” (July 2007)”, “Managing talent, HRD Newsletter, vol23 issue -

4”, “Newsletter”.

“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the

article outlines initiative that can be put in place to help organization retain nurture and retain

the talent”.

8. “William J. Rothwell”-“The Strategic Development of Talent”

"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies

any organisation can use to effectively develop, retain and utilise talent for the benefit of an

organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity

Rothwell suggests."

9. “Christopher Rhodes - University of Birmingham, “[email protected]”, “Mark

Brundrett” & “Liverpool John Moores” – “University Alan Nevill University of

Wolverhampton” – “Leadership Talent Identification and Development”

Different Primary and Secondary Schools in England .

http://ema.sagepub.com/search?author1=Alan+Nevill&sortspec=date&submit=Submit

http://ema.sagepub.com/search?author1=Alan+Nevill&sortspec=date&submit=Submit

http://ema.sagepub.com/search?author1=Mark+Brundrett&sortspec=date&submit=Submit



mailto:[email protected]

http://ema.sagepub.com/search?author1=Christopher+Rhodes&sortspec=date&submit=Submit

“Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This

article reports on outcomes from a study funded by the National College for School

Leadership (NCSL) designed to explore leadership talent identification, development,

succession and retention in contextually different primary and secondary schools in England.

Focus groups and a questionnaire were used to secure perceptions of heads, middle leaders

and classroom teachers about leadership talent identification and development. Twenty

characteristics indicative of leadership talent were identified. Agreement and disjuncture

were recorded concerning the importance of characteristics among respondent groups. The

implications of these findings for leadership development and succession, in the face of a

potential leadership crisis in the UK and internationally, are discussed. The longer-term

career planning of staff, the place of needs analysis, self-disclosure and senior leadership

decision-making are examined with respect to leadership talent identification and

development. The article offers a basis upon which schools can reflect on their role in

providing a good training ground for future leaders. School-based changes are recommended

so that individual school's longer-term leadership requirements may be better addressed”.

CHAPTER-III

RESEARCH

METHODOLOGY

OVERVIEW OF RESEARCH METHODOLOGY

RESEARCH DESIGN

Type of Research : Descriptive Research

Population Size : 100

Sample Size : 65

Types of Data : Primary Data

Secondary Data

Data Collection Instrument : Questionnaire

Data Collection Method : Survey

Sampling Technique : Random Sampling

Statistical Tool for Analysis : a. Percentage Method

b. Chi-Square Method

c. Pearson Chi-Square

d. Correlation Co-efficient

3.RESEARCH METHODOLOGY

3.1. Sources of data

Research can be defined as “A Scientific and systematic search for pertinent information on a

specific topic.

Research is an organized activity with specific focus (objective) on a problem or issue

supported by compilation of related data and facts, involving application of relevant tools of

analysis and deriving logically sound inferences based on originality.

RESEARCH DESIGN:

The researcher has used descriptive research design. In descriptive research design, the

researcher is supposed to describe the problem using a questionnaire or a schedule. This

method helps the researcher to explore new areas of investigation. A researcher develops his/

her hypothesis based on his knowledge about the subject matter of the study.

Descriptive Research includes fact-finding enquires.

Descriptive Research studies are those studies, which are concerned with describing

characteristics of a particular individual, or of a group.

The main characteristic of this method is that the researcher has no control over the

variables; he can only report what has happened or what is happening.

3.2 SAMPLE DESIGN:

Sample design is a definite plan determined before any data are actually collected for

obtaining a sample from a given population. Deciding the way of selecting a sample is

popularly known as sample design.

The researcher used an unrestricted sampling design. The sampling design consists of two

steps:

Sampling unit and

Sampling size.

SAMPLE UNIT:

The area selected for the study is Guindy, Chennai.

SAMPLE SIZE:

Hr professional:

The researcher focused on a comprehensive set of workplace practices that influence

employee motivation, commitment and willingness and desire to achieve at work. The

researcher identified these practices and a deep understanding of typical organizational

programs to ensure that the questionnaire covered the broadest spectrum of tangible and

intangible aspects of the work environment. As a result, the questionnaire included items

about the full range of rewards, practices leadership and management effectiveness,

communication culture and attributes relegated to these tangible and intangible aspects.

Employees:

The prime focus of this questionnaire was to compare with the responses obtained by the

above questionnaire. The talent identification and management initiative is taken by the hr

professionals but the implication of this initiative is on the employees. By this questionnaire,

the researcher tried to find out the effectiveness, necessary of such talent management

initiative as well as the satisfaction level of the employees.

To analyze the effectiveness of talent identification and management at altech star BPO, the

researcher selected 50 persons as sample size. The respondents were selected on the basis of

Random Sampling Technique;

SAMPLE METHOD:

The study involved probability random sample for selecting the respondents. It is one of the

types in probability sampling. When population elements are selected randomly on uniform

size then if they are selected randomly and if every element get a chance equally, it can be

called as random or unrestricted sampling.

3.3 FORMULATION OF QUESTIONNAIRE:

The required information for the study is collected through a structured questionnaire. The

questionnaire consists of closed-ended questions and open ended questions. In this type of

questionnaire, both the questions and the answers are well structured. The questionnaire has

two types of questions:

Dichotomous Question:

In this type, the questions have only 2 answers (i.e.) Yes and No.

Multiple Choice Questions:

These are questions, which has a number of options to select. It allows the respondent

to select the appropriate one of their own.

METHODS OF DATA COLLECTION:

There are several ways of collecting the appropriate data, which differ considerably in

context of money costs, time and other resources. With regard to this study questionnaire

method of data collection is followed. Since the study is to know the effectiveness of talent

identification and management at CONGRUENT Solutions Private Solutions.

Primary data is collected from Employees of CONGRUENT Solutions Private Limited. A

well-structured non-disguised questionnaire was made use to collect the relevant data for the

study. The questionnaire was framed such a way so as to elicit the required information.

From a list of employees at CONGRUENT Solutions Private Limited at random 100

employees were considered for the study. Out of the 100 employees, only 65 employees

responded. Hence out of a total population of 100, 65 employees was the research sample

size.

The secondary data was collected through company profile, books, and internets. Through

secondary data basic information about the organization was known.

STATISTICAL DESIGN:

To draw inferences and conclusions from the data collected appropriate conventional and

non-conventional techniques were adopted in the study. The conventional techniques used

here is percentage analysis, pie chart, the non-conventional technique used in this study is

Pearson Chi Square, Chi Square and Correlation.

STATISTICAL TOOL:

The collected data were classified tabulated, and analyzed with some of the statistical tools

like.

1. Percentage method

2. Chi-square method

a) Pearson Chi Square

3. Correlation co-efficient

PERCENTAGE METHOD:

Percentage method is an analysis which is derived from the statistical technique for finding

the average of collected data/information. This techniques is used to draw the bar diagram,

histogram, pie-chart etc.

This helps to pin point the percentage of collected data’s.

Number of respondents

Percentage= -------------------------------- *100

Total number of respondents

CHI-SQUARE TEST:

Chi-square test is a non parametric test used most frequently by researchers to test

hypothesis. This test is employed for testing hypothesis when distributed of population is not

known and when nominal data is to be analyzed.

The following formula for calculating the value of chi-square,

x2 =∑ (O-E) 2/E

Where, O = Observed frequency

E = Expected frequency

CORRELATION CO-EFFICIENT:

Correlation is used in measuring the closeness of the relationship between the two variables.

It mainly determines the existence of the relationship and tests significantly. It establishes a

cause and effect relationship. The Pearson co-efficient of correlation is denoted by the

symbols that are used universally for describing the degree of correlation between two series.

The formula for computing Karl Pearson ‘r’ is

N∑xy - ∑x∑y

r = ------------------------------------

(√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)

CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION

TABLE - 1

GENDER OF EMPLOYEES

FACTORS NO. OF REPONDENTS PERCENTAGE

MALE 27 54

FEMALE 23 46

TOTAL 50 100

CHART – 1

GENDER OF EMPLOYEES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 54% of the

employees are Male and 46% of them are Female. It is concluded that majority of the

respondents are Male.

TABLE -2

AGE OF EMPLOYEES

FACTORS NO. OF RESPONDENTS PERCENTAGE

18 - 25 14 28

26 - 35 17 34

36 – 45 10 20

Above 45 9 18

Total 50 100

CHART – 2

AGE OF EMPLOYEES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 28% of

employees fall under the age group 18 – 25 years, 34% of employees falls under the age of

26 – 35 years, 20% of employees fall under the age group of 36 – 45 years and 18% of

employees are above the age group of 45. It is concluded that majority of respondents fall

under the age group of 26 – 35 years.

TABLE – 3

EDUCATIONAL QUALIFICATION


UG 29 58

PG 21 42

TOTAL 50 100

CHART – 3


INFERENCE:


employees has UG qualification and 42% of employees has PG qualification. It is concluded

that majority of the respondents are UG qualification.

TABLE – 4

WORK EXPERIENCE IN CONGRUENT


< 1 Year 5 10

2 – 3 Years 12 24

4 – 5 Years 18 36

5 Years and above 15 30

Total 50 100

CHART – 4

WORK EXPERIENCE

INFERENCE:


employees have less than 1 year work experience, 24% of employees have 2 -3 years work

experience, 36% of employees have 4 -5 years work experience, 30% of employees have 6

years and above experience. It is concluded that majority of employees work experience are 4

-5 years.

TABLE – 5

CURRENT POSITION IN CONGRUENT


Trainee 6 12

Process Associate 24 48

Senior – Process Associate 15 30

System Analyst 5 10

Total 50 100

CHART – 5


INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 12 % of

employees position are Trainees, 48% of employees are Process Associates, 30% of

employees are Senior – process Associate, 10% of employees are System Analyst. It is

concluded that majority of employees are Process Associates.

TABLE – 6

ORGANIZATION IDENTIFY TALENT OF EMPLOYEES


By competencies 6 12

By Potential 9 68

By Results 34 18

All the Above 1 2

Total 50 100

CHART – 6

ORGANIZATION IDENTIFY TALENT

INFERENCE:


employees respondent that organization identify talent by Competencies, 18% of employees

answered by Results, 68% of employees answered by Potential, 2% of employees respondent

answered all the above. It is concluded that majority of employee’s respondent that

organization identify talent by potential.

PART – B

TABLE – 7.1

TALENT MANAGEMENT NECESSARY


YES 46 92

NO 4 8

TOTAL 50 100

CHART – 7.1

TALENT MANAGEMENT NECESSARY

INFERENCE:


employees’ respondent that talent management is necessary, and 8% of employees’

respondent that talent management is not necessary. It is concluded that the majority of

employees’ respondent that talent management is necessary.

TABLE – 7.2

TALENT MANAGEMENT IMPORTANT FOR COMPANY


YES 48 96

NO 2 4

TOTAL 50 100

CHART – 7.2

TALENT MANAGEMENT IMPORTANT FOR COMPANY

INFERENCE:


employees’ respondent that talent management is necessary for Company, and 4% of

employees’ respondent that talent management is not necessary for Company. It is concluded

that the majority of employees’ respondent that talent management is important for

Company.

TABLE – 7.3

TALENT MANAGEMENT IMPORTANT FOR YOU


YES 49 98

NO 1 2

TOTAL 50 100

CHART – 7.3

TALENT MANAGEMENT IMPORTANT FOR YOU

INFERENCE:


employees’ responds that talent management is important for them, and 2% of employees’

responds that talent management is not necessary for them. It is concluded that the majority

of employees’ respondent that talent management is necessary for them.

TABLE – 7.4

TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

NULL HYPOTHESIS : There is no significant association between the male

and female talent management initiative a top

priority in organization.

ALTERNATIVE HYPOTHESIS : There is a significant association between the male

and female that the talent management initiative a

top priority in organization.

GENDER YES NO TOTAL

MALE 26 28 54

FEMALE 34 12 46

TOTAL 60 40 100

X Y X^2 Y^2 XY

26 28 676 784 728

34 12 1156 144 408

∑X=60 ∑Y=40 ∑X^2= 1832 ∑Y^2=928 ∑XY= 1136

Correlation Coefficient:

(∑xy / n – (∑x /n) (∑y /n))

r = −−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−

(√ ((∑x2/n) – (∑x/ n) 2) √ ((∑y2/n) – (∑y/ n) 2)

(1136/100) - (60/100) (40/100)

r = ---------------------------------------------------------------------------------

(√(1832/100) - √(60/100)^2 * (√(928/100) -√(1832/100) - √(60/100)^2

r = (11.36) - (0.6)*(0.4) /√17.96 * √9.12

r = 11.12/12.73 = 0.873 ~ 1

CHART – 7.4

TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

INFERENCE:

From the above analysis, we found that both the gender specifies that talent management

initiative a top priority in the organization especially when compared to male, female

respondents respond that talent management initiative a top priority in the organization.

TABLE – 7.5

ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES


YES 35 70

NO 15 30

TOTAL 50 100

CHART – 7.5

ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

INFERENCE:


employee’s respond that talent management initiatives a top priority in the organization, 40%

of employees respond that talent management are not given top priority in the organization. It

is concluded that the majority of employees’ respondent that organization have specific talent

management initiative.

TABLE – 7.6

TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN

TO YOU


YES 27 54

NO 23 46

TOTAL 50 100

CHART – 7.6

TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK

GIVEN TO YOU

INFERENCE:


employee’s respond that talent management implemented regularly and feedback given to

them, 46% of employees’ respond that talent management are not implemented regularly and

feedback given to them. It is concluded that the majority of employees’ respondent that talent

management implemented regularly and feedback given to them.

TABLE – 7.7

FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK


YES 30 60

NO 20 40

TOTAL 50 100

CHART – 7.7

FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK

INFERENCE:


employee’s respond that following action taken by the company after the feedback , 40% of

employees’ respond that following action are not taken by the company after the feedback. It

is concluded that the majority of employees’ responds that following action taken by the

company after the feedback.

TABLE – 7.8

COMPLETE WORK WITHIN A GIVEN TIME


YES 49 98

NO 1 2

TOTAL 50 100

CHART – 7.8

COMPLETE WORK WITHIN A GIVEN TIME

INFERENCE:


employee’s respond that they complete the work within a given time, 2% of employees’

respond that they are not complete the work within a given time. It is concluded that the

majority of employees’ responds that they complete the work within a given time.

TABLE – 7.9

PERFORM WORK WITH INTEREST


YES 35 70

NO 15 30

TOTAL 50 100

CHART – 7.9

PERFORM WORK WITH INTEREST

INFERENCE:


employee’s respond that they perform the work with interest, 30% of employees’ respond

that they are not perform the work with interest. It is concluded that the majority of

employees’ responds that the employees perform work with interest.

TABLE – 7.10

ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME


YES 10 20

NO 40 80

TOTAL 50 100

CHART – 7.10

ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

INFERENCE:


employee’s respond that they feel they are wasting the time, 80% of employees’ respond that

they are not wasting their time. It is concluded that the majority of employees’ are not

wasting the time.

TABLE – 8

SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES

PEARSONS CHI SQUARE TEST

Null Hypothesis : There is no significant association between the gender and the

satisfaction of talent management.

Alternative Hypothesis: There is significant association between the gender and the

satisfaction of talent management.

GENDER YES(%) NO(%)ROW

TOTALMALE 30 24 54

FEMALE 27 19 46COLUMN

TOTAL57 43 100

OBSERVED EXPECTED (Oi-Ei) (Oi-Ei)^2/Ei

FREQUENCY FREQUENCY

30 30.78 -1 0.019766

24 23.22 1 0.026202

27 26.22 1 0.610221

19 19.78 -1 0.808898

100 100 0 1.465087

Chi square (χ2) = ∑ ((O-E) 2/E) = 1.465

Expected frequency = (Row Total * Column Total) / Grand Total

Therefore, the calculated value of Chi Square (χ2) = 1.465

Degrees of freedom = (r-1) (n-1) = (2-1) (2-1) = 1

Table value of chi square (χ2) = χ2 (r-1) (c-1), 5% = χ2

1, 5 % = 3.84

INFERENCE:

Since the calculated value of chi square (χ2) is less than table value of chi square (χ2), we

accept Ho at 5% level of significance. Hence we conclude that there is no significant

association between the gender i.e. both the genders are satisfied with talent management.

TABLE – 9

SATISFACTION WHILE COMPLETE YOU’RE WORK


Highly dissatisfied 0 0

Dissatisfied 1 2

Neither 7 14

Satisfied 40 80

Highly Satisfied 2 4

Total 50 100

CHART - 9

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 0% of employee’s

respond that they are highly dissatisfied while complete the work, 2% of employees’ respond

that they are dissatisfied, 14% of employees respond neither, 80% of employees’ respond that

they are satisfied and 4 % of employees’ respond that they are highly satisfied. It is

concluded that the majority of employees’ respond that they are satisfied with that they feel

satisfaction while complete your work.

TABLE – 10.1

LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE

RECEIVE

MEDICAL INSURANCE PACKAGE



Dissatisfied 2 4

Neither 5 10

Satisfied 32 64


Total 50 100

CHART – 10.1


RECEIVE

INFERENCE:


respond that they are highly dissatisfied with medical insurance package, 4% of employees’

respond are dissatisfied, 10% of employees respond neither, 64% of employees’ respond that

they are satisfied and 20% of employees’ respond that they are highly satisfied. It is

concluded that the majority of employees’ respond that they are satisfied with the medical

insurance package.

TABLE – 10.2


RECEIVE

COMPANY SAVINGS PLAN



Dissatisfied 3 6

Neither 10 20

Satisfied 30 60


Total 50 100

CHART – 10.2


RECEIVE

INFERENCE:


respond that they are highly dissatisfied with company savings plan, 6% of employees’



concluded that the majority of employees’ respond that they are satisfied with the company

savings plan.

TABLE – 10.3


RECEIVE

RETIREMENT PLAN



Dissatisfied 3 6

Neither 16 32

Satisfied 20 40


Total 50 100

CHART – 10.3


RECEIVE

INFERENCE:


employee’s respond that they are highly dissatisfied with retirement plan, 6% of employees’



concluded that the majority of employees’ respond that they are satisfied with the retirement

plan.

TABLE – 10.4


RECEIVE

HOLIDAY ENTITLEMENT



Dissatisfied 7 14

Neither 5 10

Satisfied 25 50


Total 50 100

CHART – 10.4


RECEIVE

INFERENCE:


respond that they are highly dissatisfied with holiday entitlement, 14% of employees’



concluded that the majority of employees’ respond that they are satisfied with the holiday

entitlement.

TABLE – 10.5

COMPETITIVE OF MY SALARY

TOOL APPLIED: CHI – SQUARE TEST

AGE Highly Dissatisfied Neutral SatisfiedHighly

SatisfiedTotal

Dissatisfied

18-25 0 1 0 6 7 14

26-35 1 6 3 5 2 17

36-45 1 7 2 0 0 10

above 45 3 1 3 1 1 9

Total 5 15 8 12 10 50

Null hypothesis: Ho: The opinion about the level of salary that you receive is

satisfied according to the age-wise

Alternative Hypothesis: H1: The opinion about the level of salary that you receive is not

satisfied according to the age - wise.

Observed FrequencyExpected Frequency

(Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2

Ei

0 1 -1 1 0.71

1 4 -3 9 2.14

0 2 -2 2 0.89

6 3 3 9 2.68

7 3 4 16 5.71

1 2 -1 1 0.59

6 5 1 1 0.20

3 3 0 0 0.00

5 4 1 1 0.25

2 3 -1 1 0.29

1 1 0 0 0.00

7 3 4 16 5.33

2 2 0 0 0.00

0 2 -2 4 1.67

0 2 -2 4 2.00

3 1 2 4 4.44

1 3 -2 4 1.48

3 1 2 4 2.78

1 2 -1 1 0.46

1 2 -1 1 0.56

Chi square (χ2) = ∑ ((O-E) 2/E)

Calculated value of Chi-square (χ2) = 32.19

Degrees of freedom = (n-1) = (5-1) = 4

Table value of chi square (χ2) = χ2 (n-1), 5%

= χ2 4, 5 % = 9.488

Tabulated Value = 9.488

INFERENCE:

Since the calculated value of chi square (χ2) is greater than table value of chi square (χ2), we

reject Ho at 5% level of significance. Hence we conclude that the opinion level of salary that

you receive is not satisfied according to the age - wise.

TABLE – 11

REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR

ORGANIZATION

FACTORS NO. OF RESPONDENT PERCENTAGE

External Talent Sessions 10 20

Appreciation for Initiation 20 40

Creativity Knowledge 5 10

Recreational Activities 15 30

Total 50 100

CHART – 11

REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR

ORGANIZATION

INFERENCE:


employee’s respond external talent sessions, 40% of employees’ respond appreciation for

innovation, 10% of employees respond creativity knowledge, 30% of employees’ respond

recreational activities. It is concluded that the majority of employees’ respond that

appreciation for initiation rewarding, motivating and retaining talent in the organization.

TABLE – 12

TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT


Fully 4 9

To a great extent 8 16

To a reasonable extent 23 47

To a limited extent 10 19

Not at all 5 9

Total 50 100

CHART – 12

TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT

INFERENCE:


respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a

reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond

not at all. It is concluded that the majority of employees’ feel that it is a reasonable extent that

transparency system adopted in talent management system.

TABLE – 13

TALENT RETENTION INITITATIVES


Accruing new talent 13 26

Leveraging existing talent 12 24

Retaining the current 15 30

Potential for future 10 20

Total 50 100

CHART – 13

TALENT RETENTION INITIATIVES

INFERENCE:


employee’s respond accruing new talent, 24% of employees’ respond leveraging existing

talent, 30% of employees respond retaining the current, 20% of employees’ respond potential

for future. It is concluded that the majority of employees’ retaining the current talent

retention initiatives.

.

TABLE – 14

SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY



Dissatisfied 2 4

Neither 15 30

Satisfied 16 32


Total 50 100

CHART – 14

SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY

INFERENCE:


employee’s respond that they are highly dissatisfied ,4% of employees’ respond are

dissatisfied, 30% of employees respond neither, 32% of employees’ respond that they are

satisfied and 24% of employees’ respond that they are highly satisfied. It is concluded that

the majority of employees’ respond that they are satisfied existing personnel policies of the

company.

TABLE-1

GENDER OF SUBORDINATES

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Male 10 67

Female 5 33

Total 15 100

CHART -1

GENDER

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher

authorities are Male and 33% of them are Female. It is concluded that majority of the

respondents are Male.

TABLE - 2

AGE

AGE NO OF RESPONDENTS PERCENTAGE

18-25 years 1 6

26-35 Years 2 13

36-45 Years 7 46

Above 45 Years 5 33

Total 15 100

CHART – 2

AGE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher

authorities fall under the age group 18 – 25 years, 14% of higher authorities falls under the

age of 26 – 35 years, 47% of higher authorities fall under the age group of 36 – 45 years and

33% of higher authorities are above the age group of 45. It is concluded that majority of

respondents fall under the age group of 36-45 years.

TABLE -3

EDUCATIONAL QUALIFICATION OF SUBORDINATES


UG 0 0

PG 15 100

TOTAL 15 100

CHART – 3


INFERENCE:


authorities has UG qualification and 100% of higher authorities has PG qualification. It is

concluded that majority of the respondents are PG qualification.

TABLE – 4

WORK EXPERIENCE IN CONGRUENT


< 1 year 2 13

2-3 years 3 18

4-5 years 4 25

5 years and above 7 44

Total 15 100

CHART – 4

WORK EXPERIENCE

INFERENCE:


authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years

work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher

authorities have 6 years and above experience. It is concluded that majority of higher

authorities work experience are 6 and above.

TABLE – 5



HR 3 20

Team Leaders 5 33

Manager 7 47

Total 15 100

CHART – 5


INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 20 % of

respondents are HR professionals, 33% of respondents are Team Leader, and 47% of

respondents are Managers. It is concluded that majority of authorities are Manager.

TABLE – 6

ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES


By competencies 1 7

By Potential 12 81

By Results 1 7

All the Above 1 7

Total 15 100

CHART – 6

ORGANIZATION IDENTIFY TALENT

INFERENCE:


authorities respondent that organization identify talent by Competencies, 7% of higher

authorities answered by Results, 81% of higher authorities answered by Potential, 7% of

higher authorities respondent answered all the above. It is concluded that majority of higher

authorities’ respondent that organization identify talent by potential.

TABLE – 7

OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT

7.1 Aligning employees with the core values of your organization


Strongly Disagree 1 7

Disagree 1 7

Neutral 4 26

Agree 7 47

Strongly Agree 2 13

Total 15 100

CHART -7.1

Aligning employees with the core values of your organization

INFERENCE:


authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond

Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that

majority of respondents respond Agree that aligning employees with the core values of the

Organization.

TABLE – 7.2

Assessing Candidates skills earlier in hiring process



Disagree 2 13

Neutral 4 27

Agree 7 48

Strongly Agree 1 6

Total 15 100

CHART -7.2

Assessing candidates skills earlier in hiring process

INFERENCE:




majority of respondents respond Agree that assessing candidate’s skills earlier in hiring

process

TABLE – 7.3

Creating a culture that makes employees want to stay with the Organization



Disagree 1 6

Neutral 2 13

Agree 8 54

Strongly Agree 3 21

Total 15 100

CHART -7.3

Creating a culture that makes employees want to stay with the Organization

INFERENCE:



Neutral, 54% of them respond Agree, 21% of them respond Strongly Agree. It is concluded

that majority of respondents respond Agree that creating a culture that makes employees want

to stay with the organization.

TABLE – 7.4

Creating a culture that makes individuals want to join the Organization



Disagree 1 6

Neutral 1 6

Agree 8 55

Strongly Agree 4 27

Total 15 100

CHART -7.4

Creating a culture that makes individuals want to join the Organization

INFERENCE:




majority of respondents respond Agree that creating a culture that makes individuals want to

join the Organization

TABLE – 7.5

Creating a culture that values employees work



Disagree 1 7

Neutral 1 6

Agree 9 60

Strongly Agree 3 20

Total 15 100

CHART -7.5


INFERENCE:



Neutral, 60% of them respond Agree, 20% of them respond Strongly Agree. It is concluded

that majority of respondents respond Agree that creating a culture that values employees

work.

TABLE – 7.6

Creating an environment where employees are excited to excellent at Work



Disagree 1 6

Neutral 2 13

Agree 8 54

Strongly Agree 4 27

Total 15 100

CHART -7.6


INFERENCE:


authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond

Neutral, 54 of them respond Agree, and 27% of them respond Strongly Agree. It is concluded

that majority of respondents respond Agree that creating an environment where employees

are excited to excellent at Work.

TABLE – 7.7

Creating an environment where employees ideas are encouraged develop required talents



Disagree 1 7

Neutral 1 6

Agree 9 60

Strongly Agree 3 20

Total 15 100

CHART -7.7

Creating an environment where employees ideas are encouraged develop required

talents

INFERENCE:




majority of respondents respond Agree that creating an environment where employee’s ideas

are encouraged develop required talents

TABLE – 7.8

Creating policies that encourage career growth and development opportunities based on

Talent Identification



Disagree 1 7

Neutral 1 7

Agree 10 66

Strongly Agree 2 13

Total 15 100

CHART -7.8

Creating policies that encourage career growth and development opportunities based

on Talent Identification

INFERENCE:




majority of respondents respond Agree that Creating policies that encourage career growth

and development opportunities based on Talent Identification

TABLE – 7.9

Giving Productive Feedback



Disagree 1 7

Neutral 1 7

Agree 11 72

Strongly Agree 1 7

Total 15 100

CHART -7.9

Giving Productive Feedback

INFERENCE:




majority of respondents respond Agree that Giving Productive Feedback.

TABLE – 7.10

IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS



Disagree 1 7

Neutral 2 13

Agree 8 53

Strongly Agree 3 20

Total 15 100

CHART -7.10

IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG

TALENTS

INFERENCE:




majority of respondents respond Agree that identifying vacancies that will fit in with your

existing talents.

TABLE – 7.11

Rewarding Top Performing Employees



Disagree 0 0

Neutral 1 7

Agree 10 67

Strongly Agree 3 20

Total 15 100

CHART -7.11

Rewarding top performing employees

INFERENCE:


authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond


majority of respondents respond Agree that rewarding top performing employees.

TABLE – 8

JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT

OF THE EMPLOYEES

Job Description

(In percentages)

Very

Critical

(1)

(2) (3) (4)Not Critical

(5)

Trainee 6 7 70 9 9

Process Associate 10 60 15 10 5

Senior- Process Associate 70 10 20 0 0

System Analyst 60 30 10 0 0

Team leader 70 10 10 10 0

Asst. Manager 80 20 0 0 0

Senior Manager 100 0 0 0 0

CHART – 8

JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING

TALENT OF THE EMPLOYEES

INFERENCE:


authorities respondent respond very critical, 7% of them respond critical ,70% of them

respond Neutral, 9 of them respond somewhat not critical , 9% of them respond not critical. It

is concluded that majority of respondents respond job description is neutral for attracting and

retaining talent of the trainees.



respond Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical.

It is concluded that majority of respondents respond job description is critical for attracting

and retaining talent of the process associate.



respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical.

It is concluded that majority of respondents respond job description is neutral for attracting

and retaining talent of the senior process associate.




It is concluded that majority of respondents respond job description is very critical for

attracting and retaining talent of the system analyst.



respond Neutral, 10% of them respond somewhat not critical , 0% of them respond not

critical. It is concluded that majority of respondents respond job description is very critical

for attracting and retaining talent of team leader.




It is concluded that majority of respondents respond job description is very critical for

attracting and retaining talent of Assistant Manager.


authorities respondent respond very critical, 0% of them respond critical ,0% of them respond

Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is

concluded that majority of respondents respond job description is very critical for attracting

and retaining talent of Senior Manager.

TABLE -9

TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION

FACTORS NO. OF RESPONDENT PERCENTAGES

Virtual Team Training 3 20

Cross Team Training 3 20

Knowledge Transfer Training 3 20

Soft Skill Training 3 20

External Training 3 20

Total 15 100

CHART -9

TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION

INFERENCE:


authorities respondent Virtual Team Training, 20% of them respond Cross Team Training,

20% of them respond KT session, 20 of them respond Soft skill Training, 20% of the

respond External Training. It is concluded that all of respondents respond all the talent

management activities are involved in the organization.

TABLE -10

FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF

COMPENSATION

Compensation criteria

Most effective

(1)(2) (3) (4)

Least effective

(5)

(In Percentages)

Base Pay 20 60 10 10 0

Health care Benefits 20 50 10 20 0

Training Benefits 12 60 14 8 6

Retirement Benefits 70 10 14 0 6

Job security 89 0 6 5 0

CHART -10

FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF

COMPENSATION

INFERENCE:


authorities respondent respond Most effective, 60% of them respond effective ,10% of them

respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond

least effective. It is concluded that majority of respondents feel the effectiveness of talented

employees in terms of compensation of base pay is effective


authorities respondent respond Most effective, 50% of them respond effective ,10% of them

respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond


employees in terms of compensation of Health care benefits is effective


authorities respondent respond Most effective, 60% of them respond effective, 14% of them

respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond


employees in terms of compensation of training is effective


authorities respondent respond Most effective, 10% of them respond effective, 14% of them



employees in terms of compensation of retirement is most effective but no one is use this

retirement benefit.


authority’s respondent respond Most effective, 0% of them respond effective, 6% of them



employees in terms of compensation of job security is most effective.

FINDINGS,

SUGGESTIONS &

CONCLUSION

FINDINGS

Findings from employees

1. Half of the respondents are Male.

2. Most of the respondents (34%) belong to the age group of 26 – 35 years.

3. Half of the employees are UG degree holders.

4. Most of the respondents(36%) work experience are 4 – 5 years

5. Most of the employees(46%) are Process Associate.

6. Half of the employees respond that the organization identifies talent by potential.

7. (i) 92% of the employees respond that talent management is necessary.

(ii) 96% of the employees respond that talent management is important for company.

(iii) 98% of the employees respond that talent management is necessary for them.

(iv) More than half of the employees(60%) respond that talent management initiatives

a top priority in the organization.

(v)Three-fourth of the employees responds that organization has specific Talent

Management Initiative.

(vi) Half of the employees respond that talent management implemented regularly and

feedback given to them.

(vii) More than half of the employees respond that following action taken by the

company after the feedback.

(viii) 98% of the employees respond that they complete the work within a given time.

(ix) Three-fourth of the employees responds that they perform work with interest.

(x) 80% of the employees respond that they are not wasting any time.

8. Half of the employees respond that they are satisfied by the talent management in the

company.

9. 80% of the employees respond that they feel satisfied while completing the work.

10. Level of satisfaction of employees with the following of salary and benefit package.

(i) More than half of the employees respond that they are satisfied with medical

insurance package.

(ii) More than half of the respondents are satisfied with Company savings plan.

(iii) Most of the respondents (40%) are satisfied with retirement plan.

(iv) Half of the respondents are satisfied with Holiday entitlement.

(v) Most of the respondents are dissatisfied with the competitive of my salary.

11. Most of the employees (40%) respond that appreciation for initiation rewarding,

motivating and retaining talent in the organization.

12. Most of the employees (47%) feel that it is a reasonable extent transparency adopted in

the talent management system.

13. Most of the employees(30%) respond that retaining the current is the talent retention

initiative. Most of the respondents are satisfied with personnel policies of the company.

Findings from Subordinates:

14. 67% of the respondents are Male.

15. Most of the respondents belong to the age group of 36 – 45 years.

16. All the respondents are PG holders.

17. Most of the respondents (44%) work experience 6 years and above.

18. Most of the respondents i took are Managers.

19. More than three fourth of the respondent respond that organization identify talents by

potential and the professionals view to increase career growth opportunity.

20. (i) Half of the respondent agrees that aligning employees with the core values of

your organization.

(ii) Half of the respondent agrees that assessing candidates skills earlier in hiring

process.

(iii)Half of the respondent agrees that they are creating a culture that makes

employees want to stay with the organization.

(iv) Half of the respondent agrees that they are creating a culture a culture that makes

individuals want to join the organization.

(v) More than half of the respondent (60%) agrees that they are a creating a culture

that values employees work

(vi) Half of the respondent agrees that creating an environment where employees are

excited to excellent at work.

(vii) More than half of the respondent that creating an environment where employee’s

ideas are encouraged develops required talents.

(viii) Three-fourth of the respondent agrees that they creating the policies that encourage

career growth and development opportunities based on Talent Identification.

(ix) Three – fourth of the respondent agrees that they giving productive feedback.

(x) Half of the respondent agrees that they identifying vacancies that will fit in with

your existing talents.

(xi) Half of the respondent agrees that they are rewarding top performing employees.

21. (i) Three – fourth of the respondents respond says that attracting and retaining talent of

the trainee employees is neutral.

(ii) More than half of the respondents say that attracting and retaining talent of the

Process associate employees is critical.

(iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior

- process associate employees is very critical.

(iv) More than half of the respondent says that attracting and retaining talent of the

System analyst is very critical.

(v) Three - fourth of the respondent says that attracting and retaining talent of the Team

leader is very critical.

(vi) 80% of the respondent responds that attracting and retaining talent of the Assistant

manager is very critical.

(vii) All of the respondents respond that attracting and retaining talent of the Senior

Manager is very critical.

22. Virtual team training, Cross team training, KT session training, Soft Skill training,

External training are usually used by the organization to carry out talent development

activities.

23. (i) More than half of the respondent feel base pay is effective for talented employees in

terms of compensation.

(ii) Half of the respondent feels that Health care benefits are effective for talented

employees in terms of compensation.

(iii) Half of the respondent feels that training benefits are effective for talented


(iv) Three – fourth of the respondent feels that retirement benefits are most effective for

talented employees in terms of compensation.

(v) 89% of the respondent feels that job security benefits are most effective for talented


SUGGESTIONS

1. Organization must have meaningful descriptions of the capabilities (skills, behaviors,

abilities and knowledge) required throughout the organization.

2. Organization must be able to relate those skills and capabilities to a role or a centre of

demand, such as job position, project or leadership role.

3. Talent Identification and Management processes must create a comprehensive profile

of their talent. They must be able to track meaningful talent related information about

all of their people – employees.

4. The working culture of the organization can be improved and maintained to retain

talent in long run.

5. More certified training can be given to the employee to boost their effectiveness and

efficiency. It should be used as a tool of motivation.

6. The organization can identify the crucial talent initiative to attract and retain the

employees, they should know while talent management elements can have the greatest

impact on the business and therefore provide a better basic for prioritization and

implementation.

7. To create a sophisticated talent management environment, Organization must

Define a clear vision for Talent Management.

Develop a roadmap for the process integration.

Integrate and optimize process.

Prepare the work for changed association with the new environment.

8. The organization can develop rewards and compensation structures which will be

geared towards incentivizing on spot and develop talented employees.

9. The organization must provide skills, training, and knowledge and encourage them to

engage and conduct regular conversation with employees especially around their

career aspirations and developmental needs as to ensure right allocation of work

assignment are assigned to high potential employees to increase the retention within

the organization.

CONCLUSION

As organization continue to pursue high performance and improved results through Talent

Management practices, they are taking a holistic approach to talent management from

attracting and selecting wisely, to retaining and developing leaders, to placing employees in

position of greatest impact. The mandate is clear; for organization to succeed in today’s

rapidly changing and increasingly competitive workplace, intense focus must be applied to

aligning human capital with corporate strategy and objectives. It starts with recruiting and

retaining talented people and continues by sustaining the knowledge and competencies across

the entire work force. With rapidly changing skill sets and join requirements, this becomes

an increasingly difficult challenge for organization. By implementing an effective Talent

Identification and Management strategy, including integrated data, process and analytics,

organization can help ensure that the right people are in the right place at the right time, as

well as organizational readiness for the future.

ANNEXURE

QUESTIONNAIRE ( FOR EMPLOYEES )

I am AARTHY E.J. doing project study titled “A STUDY ON TALENT

IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS

PRIVATE LTD”. Your response will be kept confidential. Kindly spare few minutes to fill

this questionnaire.

PART-A

(1) Name: (Optional) _________________________________________________

(2) Gender: a) Male □ b) Female □

(3) Age: a) 18 – 25 b) 26 -35 c) 36-45 d) above 45

(4) Qualification: a) UG □ b) PG □

(5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 years and above □

(6) Current position:

(a) Trainee □ (b) Process Associate □ (c) Senior Process Associate □

(d) System Analyst □ (e) Others □

(7) How does your organization identify talent of the employees?

(a) By competencies □ (b) By Results □ (c) By potential□ (d) others.................

PART - B

8 ) Kindly put tick mark at appropriate column

S. No Description Employee Response

Yes No1 Do you believe Talent Management System is necessary?

2 Do you think a Talent Management System is important for Company?3 Do you think a Talent Management System is important for you?4 Are Talent Management initiatives a top priority in your Organization?5 Does your Organization have any specific Talent Management

Initiative?6 Is Talent Management System implemented regularly and feedback

Given to you?7 Is any following action taken by the Company after the feedback?

8 Can you complete your work within a given time?9 Can you perform work with interest?10 At any time do you feel that you are wasting your time?

9. Are you satisfied with Talent Management System in your Company? a) Yes b) No

10. Do you feel satisfaction while complete your work?

(a) Highly dissatisfied (b) Dissatisfied (c) Neutral (d) Satisfied (e) Highly Satisfied

11. Please rate your Level of Satisfaction with the salary and benefit package you receive.

Description HighlyDissatisfied

Dissatisfied Neither Satisfied Highly Satisfied

Medical Insurance Package

Company Savings Plan

Retirement Plan

Holiday Entitlement

Competitive of my salary

12. Could you specify any other rewarding, motivating and retaining talent in your Organization?

(a) External Talent sessions □

(b) Appreciation for initiation □

(c) Innovation □

(d) Recreational Activities □

13. How do you feel the transparency system adopted in talent management system?

(a) Fully □ (b) To a great extent □ (c) To a reasonable extent □

(d) To a limited extent □ (e) Not at all □

14. What are your talent retention initiatives?

(a) Accruing new talent □ (b) Leveraging existing talent □

(c) Retaining the current □ (d) Potential for future □

15. Are you satisfied with existing personnel policies of the company?

(a) Highly Dissatisfied □ (b) Dissatisfied □ (c) Neutral □

(d) Satisfied□ (e) Highly satisfied □

16. Please give your valuable suggestions for the improvement and talent management of the

organization.

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

I am very thankful to all the participants for this cooperation.

QUESTIONNAIRE

(HR PROFESSIONALS & TEAM LEADERS)

I am AARTHY E.J. doing project study titled “A STUDY ON TALENT

IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS

PRIVATE LTD, CHENNAI”. Your responses will be kept confidential. Kindly spare few

minutes to fill it up this questionnaire.

(1) Name: (Optional) _________________________________________________

(2) Gender: a) Male □ b) Female □

(3) Age: a) 18- 25 yrs□ b) 26-35 yrs c) 36-45 yrs d) Above 45□

(4) Qualification: a) UG □ b) PG □

(5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 yrs and above□

(6) Current position: a) HR b) Team Leaders c) Manager

(7) How does your organization identify talent of the employees?

(a) By competencies □ (b) By Results □ (c) By potential□

(d) others.................

8) Kindly give your opinion for the following statements of Talent Identification and

Management. Put tic mark in the appropriate Column.

Description Strongly Disagree

Disagree Neutral Agree StronglyAgree

Aligning employees with the core values of your organization.

Assessing candidates skills earlier in hiring process

Creating a culture that makes employees want to stay with the organization

Creating a culture that makes individuals want to join the organization



Creating an environment where employees ideas are encouraged developrequired talents.

Creating policies that encourage career growth and development opportunities based on Talent IdentificationGiving Productive Feedback Identifying vacancies that will fit in with your existing talents

Rewarding top performing employees

9) How do you feel the job description is most critical for attracting and retaining talent

of the employees?

Job descriptions Very Critical(1) (2) (3) (4)

Not Critical(5)

Trainee

Process Associate

Senior – Process Associate

System Analyst

Team Leader

Assistant Manager

Senior Manager

10. Kindly specify the different talent management activities are involved in your

organization?

(a) Virtual Team Training □ (b) Cross Team Training □

(c) KT Session Training □ (d) Soft Skill Training □

(e) External Training □

11. How do you feel the effectiveness of talented employees in terms of compensation ?

Compensation criteria

Most

effective

(1)(2) (3) (4)

Least

effective

(5)

Base Pay

Health care Benefits

Training Benefits

Retirement Benefits

Job security

12. Please give your valuable suggestions for the improvement talent identification and

management of the organization.

___________________________________________________________________________

Thank you for your kind information

BIBLIOGRAPHY

1) Human Resource Management ---- Himalaya Publications (P 386)

2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)

3) Ravilochanan P, Research Methodology with business correspondence and report

writing. Chennai; Margham Publications, 2003

4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi

agency, 1998

5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource

Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002

WEBLIOGRAPHY:

1) www.congruentsolutions.com

2) www.findarticles.com

3) www.google.com

4) www.humanresourcemanagement search.com

5) www.humanResourcemanagement.info

6) www.hindustantimes.com

7) www.hrmagazines.com

8) www.wikipedia.com

9) www.yahoo.com

http://www.humanResourcemanagement.info/

http://www.congruentsolutions.com/

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