Talent Mnagement

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Talent mnagement- MBA(HR) projectDocument

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1. A Project report on Talent Management Survey In COMPANY Ltd. A ProjectReport submitted in partial fulfillment of the requirements for the degree of Master ofBusiness Administration By Amol Bhagwan Kasar PRN: Kalyani Ravindra Sapkal

College of Management Studies, Sapkal Knowledge Hub, Kalyani Hills, Anjaneri-Wadholi, Trimbakeshwar Rd, Nashik-422212. Tel-(02594)220165. Project Guide: Mrs.

Manisha Gaikwad To Pune University-Pune-411007 Year-2008-10

2. 2 ACKNOWLEDGEMENT Words put on paper are mere ink marks, but when theyhave a purpose there exist a thought behind them. I too have a purpose to express my

gratitude towards those individuals without whose guidance the project would not have

been possible. I would like to express my thanks to Mr. G. M. Pitale (Head Personnel

Division), COMPANY Ltd. Who has kindly permitted me to undertake the project in theorganization. I am also thankful to Mrs. Alka Jadhav and other members of the

organization for their support and providing the required information. It was a pleasure tobe associated with COMPANY Ltd. The experience that I have garnered has had a

profound impact on my career choices and has helped me realize what is requisite forsuccess in the corporate world. I carry high regards for the complete team of COMPANY

Ltd. I also take this opportunity to express a great sense of gratitude towards our Director,

Dr. B. B. Rayate and internal project guide Mrs. Manisha Gaikwad for providing me vitalinputs to co-relate the present project work and hence provide a sound base to the report

structure. A special word of thanks also goes to all the teaching and non teaching staff of

my institute and my Friends. Date: 07-11-09 Amol B. Kasar 3. 3 DECLARATION I hereby declare that this Project Report titled Talent Management

submitted by me is based on actual work carried out by me under the guidance and

supervision of Mrs. Manish Gaikwad. Any reference to work done by any other person or

institution or any material obtained from other sources have been duly cited andreferenced. It is further to state that this work is not submitted any where else for any

examination. K. R. Sapkal college of Signature of Student Management Studies. Kalyani

Hills, Sapkal Knowledge Hub, Anjaneri-Wadholi, Trimbakeshwar Rd, Nashik-422212.

Amol. B. Kasar Tel-(02594) 220165. Date: 07-11-09 4. 4 CERTIFICATE FROM THE GUIDE This is certify that Amol Bhagwan Kasar has

completed the Project Report on Talent Management under my guidance and supervision

, and submitted the report as laid down by Pune University, Pune. The material that hasbeen obtained from other sources is duly acknowledged in the report. It is further

certified that the work or its part has not been submitted to any other university or

examination under my supervision. I consider this work worthy for the award of the

degree of Master in Business Administration. K. R. Sapkal college of Signature of GuideManagement Studies. Kalyani Hills, Sapkal Knowledge Hub, Anjaneri-Wadholi,

Trimbakeshwar Rd, Nashik-422212. Name: Tel-(02594) 220165. Date:

5. 5 Talent Management Survey Index Sr. No. Contents Page No. 1 Chapter 1:Introduction 7-11 1.1 Object of the project 1.2 Introduction of study 1.3 Objectives of the

study 1.4 Rationale of the study 1.5 Scope of the Project 1.6 Limitations of the Study 2

Chapter 2: Research Methodology 12-17 2.1 Review of literature 2.2 Research Design


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and sample size 2.3 Primary and secondary data and its sources 2.4 Statement of

hypothesis 3 Chapter 3: Profile of the 18-25 Organization 3.1 Introduction of theorganization 3.2 Network/Products/Branches of organization 3.3 Flow Chart of the

organization 3.4 Mission of the organization 4 Chapter 4: Introduction of Talent 26-30

Management 4.1 Introduction of Talent Management 4.2 Talent Management v/s

Traditional HR Approach 4.3 Understanding Talent 4.4 Human Capital Management 6. Sr. Name of Chapter Page 6 No. No. 5 Chapter 5: Talent Management 31-42 5.1Meaning and Definition of Talent Management, Importance of Talent Management. 5.2

Challenges of Talent Management, 5.3 How to Manage Talent? 5.4 Steps involved inTalent Management Process 6 43-49 Chapter 6: Performance appraisal 6.1 What is

Performance appraisal? 6.2 Methods of Performance appraisal 6.3 How performance

appraisal conduct in Company Ltd. 7 50-60 Chapter 7: Career Planning 7.1 Meaning,Definition and procedure of Career planning, 7.2 Benefits of Career Planning, 7.3 How

implement career planning in Company Ltd, Nasik. 7.4 Succession Planning: Meaning,

Definition Importance. 7.5 Implementation in Company of succession planning. 8 61-69

Chapter 8: Training and Development 8.1 Training and development: Meaning,

Definition, Procedure, method. 8.2 How training is necessary for Development 8.3Method of training 8.4 How training is conduct in Company ltd. Nasik? Documentation

and procedure for training in Company ltd. Nasik. 9 Chapter 9: Conclusion and testing of72-80 hypothesis 10 Chapter 10: Suggestions and 81-85 recommendations 11 Appendices

86-89 I Questionnaire II Bibliography

7. 7 Chapter 1: Introduction Chapter 1 8. 8 1.1 Introduction of the study Talent Management Talent management implies

recognizing a person's inherent skills, traits, personality and offering him a matching job.

Every person has a unique talent that suits a particular job profile and any other position

will cause discomfort. It is the job of the Management, particularly the HR Department,to place candidates with prudence and caution. A wrong fit will result in further hiring,

re-training and other wasteful activities. Talent Management is beneficial to both the

organization and the employees. The organization benefits from: Increased productivity

and capability; a better linkage between individuals' efforts and business goals;commitment of valued employees; reduced turnover; increased bench strength and a

better fit between people's jobs and skills. Employees benefit from: Higher motivation

and commitment; career development; increased knowledge about and contribution tocompany goals; sustained motivation and job satisfaction. In these days of highly

competitive world, where change is the only constant factor, it is important for an

organization to develop the most important resource of all - the Human Resource. In thisglobalize world, it is only the Human Resource that can provide an organization the

competitive edge because under the new trade agreements, technology can be easily

transferred from one country to another and there is no dearth for sources of cheap

finance. But it is the talented workforce that is very hard to find. Talent signals an abilityto 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 pictureissues, and an awareness of their own strengths, limitations and impact on others. Several

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


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

competency management, performance management, career development, learningmanagement, 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 identify the future leadership of the organization, increased productivity, culture

of excellence and much more. 9. 9 1.2 Objectives of Study:- In the current scenario of cutthroat competition, everycompany has to survive to satisfy its customers by providing them quality products and

services. The summer training at Company, was undertaken with a view to study certainfundamental as well as the commercial and operational aspects of the company. The

training involved the study of the following: To understand the entire procedure of

Talent management To understand the need of Talent Management To study theaccuracy and quality of work of employees by talent management procedure. Tosuggest possible improvement in Talent Management process. 1.1 Rationale of the study

10. 10 The talent in an organization refers to the current employees and their valuableKnowledge, skills and competencies. Talent management (or succession management) is

the ongoing process of analyzing, developing and effectively utilizing talent to meetBusiness needs. It involves a specific process that compares current talent in a department

to the strategic business needs of that department. Results lead to the development andimplementation of corresponding strategies to address any talent gaps or surpluses. Talent

management for the HR Community is a priority of the HR Strategy for the HR

Community. Not only does the HR Strategy support the HR Community as its own

professional group, but it also recognizes and will support the role human resourceprofessionals have to help their clients become skilled, committed and accountable public

servants. The implementation of a talent management process that is transparent and

equitable is expected to create an environment for people to develop their skills inpreparation for a range of future possibilities thereby preparing the workplace for

changing roles. The goal of this process is to map the business needs of the HR

Community with the potential and career development needs of our people in order to

develop a comprehensive Talent Management Plan. 1.2 Limitations of Study:- 11. 11 1) All the functions are only related with the personnel department. 2) Limitation

about the working hour of the worker in the factory. 3) Limitation about the time and

absenteeism. 4) Company not allowing to disclose confidential information 5) Timefactor was the major limitation of this survey. Because during survey any activity of

organization which is directly or indirectly related to the production process should not

disturb due to survey. Object of the project: This Talent Management Project Icompleted from Company, For the fulfillment of the full time course of MBA of Pune

university for the year 2009-2010. In Company I made research on Talent Management

process because company want to know that, is it talent management is really beneficial

for them or not. I proved them that talent management is really beneficial for company bydoing this project. I completed this project because it was a requirement of our MBA full

time course. I learned various things in this project, like audit, SAP HR module, personal

administration. Etc. 12. 12 Chapter 2: Research Methodology 13. 13 Chapter 2: Research Methodology Review of literature TALENT

MANAGEMENT V/S TRADITIONAL HR APPROACH Traditional HR systems


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approach people development from the perspective of developing competencies in the

organization. This can actually be a risk-prone approach, especially for companiesoperating in fast evolving industries, since competencies become redundant with time and

new competencies need to be developed. Thus, over time, the entire approach to

development of people might be rendered obsolete calling for rethinking the entire

development initiative. Talent management on the other hand focuses on enhancing thepotential of people by developing capacities. Capacities are the basic DNA of an

organization and also of 14. 14 individual potential. D Point of Departure N Navigation A Point of Arrival In fact,

the following appropriately describes the role of talent management: Translating

organizational vision into goals and mapping the required level of capacities and

competencies to achieve goals aligning individual values and vision with organizationalvalues and vision. Clear understanding of the varied roles within the organization and

appreciation of the value-addition from self and others leading to building a culture of

trust, sharing and team orientation. Assessment of talent to profile the level of capacities

and set of competencies possessed within the organization. Enhancing capacities to learn,

think relate and act through development initiatives. Individual growth to meet andaccept varied incremental and transformational roles in an overall scenario of

acknowledged need for change. Gap analysis and identification of development pathhelping individuals realize their full potential through learning & dev. Developed

individuals enabling breakthrough performance 4.3 Understanding Talent The idea of

developing talent is not a new concept in any business. In fact every successful company

that has 'stood the test of time' has done so, Because of their ability to attract, retain and

get the best out of their talent. Today we read of a 'war for talent. This has emerged, notbecause companies have forgotten about talent, or allowed it drop off of the radar but,

because in some fundamental ways, the talent has changed. We have a new kind of youngperson entering the business world, with a very different world view, set of values,

priorities and goals.

15. 15 Focus 1: Attracting and recruiting Talent: In order to effectively attract and recruittalented employees you need to understand what talent is looking for in a career and howthey will view your business in terms of fitting in with their needs. Your approach to each

one of your potential recruits needs to be altered to suit that they are. By examining this

through the perspectives of the different generations, we are able to look at their attitudesto work what kind of career, organization and benefits they are looking for and know

what kind of techniques will ensure that your recruitment process is successful in each

generational context. This focus unit looks at the following: o attitudes to work o careergoals o views on organizations and how they are currently run o what benefits each

generation is looking for o Techniques to attract the different generations: what will make

your organization stand out? o Techniques to recruit the different generations: how

should the job offer be presented? Focus 2: Retaining and developing Talent In order toeffectively retain and develop Talent you need to understand what the generations are

looking in a future career and in an organization. Your approach to each one of your

employees needs to be altered to fit individual goals and personal needs. This focus unit

looks at the following: o work ethics and values o career planning o work environmentsand culture o benefits and reward systems o ways of motivating Focus 3: ManagingTalent


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16. 16 An in depth look at how the generations internalize authority will enable you toadjust your management style to fit in with who they are. We are able to look at theattitudes of the different generations to leadership and management; what kind of

management approaches will ensure that you gain maximum loyalty, productivity and job

satisfaction from each of your employees. This focus unit looks at the following: o

attitudes to authority o management styles for the different generations includingconflict management o leadership styles used by the different generations o specifictechniques to help you manage different generations including communication and

feedback preferences o coaching and mentoring preferences including The role ofcoach The coaching process How to plan for and create conversations ResearchMethodology Research Methodology is a way to systematically solve the research

problems. It may be understand as a science of studying how research is done

scientifically. In it we are studying his research problems along with the logic behind

them. It is necessary the researcher to know not only the research method techniques butalso the methodology. Types of Research:- It is descriptive type of research. Descriptive

Research survey and fact finding inquiries of different kind. The major purpose of

descriptive research is descriptive the state of affairs, as it exist at present. The maincontrol over the variable; he can only report what has to discover the even when there hecannot the variable. The methods has to researcher utilized in descriptive research are

survey methods of all kind. Data Source:-

17. 17 The source of project depends on accurate data. Thats why data collecting theappropriate data, which differ considerable in context money, cost, time and other

resources at the disposal researcher. There are two types of data collection methods

available:- 1) Primary Data Collection Method. 2) Secondary Data Collection Method.2.3 Primary And Secondary data 1) Primary Data Collection Method. Primary data are

those that are obtain by the user for fulfillment their purpose. I have taken Primary Data

through personal visit of HR head, and HR executive, of Company Ltd. At all levels and

observation methods to get more reliable information. I also collected primary data byfilled, Yes or No format questionnaire by the employee of Company, This data helped

me to justify the statements that have made in this project. 2) Secondary Data Collection

Method. 18. 18 The Secondary Data is that which is already collected and stored or we can say

already saved or ready data by others. I got secondary data from their journals, records,

specimen of appraisal form etc. And from newspapers magazines, articles, internet etc I

got basic information of Talent Management. I collect secondary data by referring somespecimen of company and by referring some books and web sites of company from

internet. 2.4 Statement of Hypothesis Hypotheses are the essential assumptions which the

researcher formulates about the possible causes, findings and ultimate output of the issue

in under research. Under hypotheses mere assumptions or suppositions are made whichare to be proved or disproved. For researcher it is a formal question that he intends to

resolve. A hypotheses consist either of a suggested explanation for a phenomenon or of a

reasoned proposal suggesting a possible correlation between multiple phenomenon. Theassumptions be true or false are to be proved through the completion of project.

19. 19 The hypotheses for this project are as follows: Null Hypothesis: Employeetaking benefits from Talent Management System Employee can retain successfully forthe benefit of organization Employees performance increased by talent management


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Employee turnover of organization affected by Talent Management Procedure Alternate

Hypothesis: Employee are not able to take benefits from Talent Management System Employee can not retain successfully for the benefit of organization Employeesperformance can not increased by talent management. Talent Management is notaffecting on employee turnover of organization Chapter 3: Profile of the Organization.

20. 20 3.1 History of Company 21. 21 Founder of Company-Werner von Company Born- 13 Dec. 1816 to 6 December

1892 Company was founded by Werner von Company on 12 October, 1847. Based on the

telegraph, his invention used a needle to point to the sequence of letters, instead of using

Morse code. The companythen called Telegraphen-Bauanstalt von Company & Halske

opened its first workshop on October 12. In 1848, the company built the first long-

distance telegraph line in Europe; 500 km from Berlin to Frankfurt am Main. In 1850 the

founder's younger brother, Sir William Company (born Carl Wilhelm Company), started

to represent the company in London. In the 1850s, the company was involved in buildinglong distance telegraph networks in Russia. In 1855, a company branch headed by

another brother, Carl von Company, opened in St Petersburg, Russia. In 1867, Company

completed the monumental Indo-European (Calcutta to London) telegraph line. In 1881,a Company AC Alternator driven by a watermill was used to power the world's first

electric street lighting in the town of Godalming, United Kingdom. The company

continued to grow and diversified into electric trains and light bulbs. As Werner had

envisioned, the company he started grew from strength to strength in every field ofelectrical engineering. From constructing the world's first electric railway to laying the

first telegraph line linking Britain and India, Company was responsible for building much

of the modern world's infrastructure. Company is today a technology giant in more than190 countries, employing some 440,000 people worldwide. Our work in the fields of

energy, industry, communications, information, transportation, healthcare, components

and lighting has become essential parts of everyday life. While Werner was a tireless

inventor during his days, Company today remains a relentless innovator. Withinnovations averaging 18 a day, it seems like the revolution Werner started is still going

strong. In 1890, the founder retired and left the company to his brother Carl and sons

Arnold and Wilhelm. Company & Halske (S&H) was incorporated in 1897. In 1907Company had 34,324 employees and was the seventh-largest company in the German

empire by number of employees. In 1919, S&H and two other companies jointly formed

the Osram lightbulb company. A Japanese subsidiary was established in 1923. During the1920s and 1930s, S&H started to manufacture radios, television sets, and electron

microscopes.

22. 22 3.3 COMPANY AG - A Strong Global Presence Company is a world-classsupplier of electrical and electronics products and system serving one of the longest and

most diversified markets worldwide. Company Ltd. in India is a subsidiary of CompanyAG, Germany. Company AG have been closely involved with developments that are at

the leading edge of electrical and electronics engineering ever since the pioneering

inventions of the founder of the companyWerner Von Company. Company strength,acquired over many decades of pioneering research and practical experience, lies in the

development of advance technologies and in their timely application to a wide range of

high Quality, Innovative and cost effective products. As a global company, Company


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have manufacturing, sales and services facilities in more than 170 countries. Employees

worldwide in the offices, factories, 23. 23 laboratories and service organizations total to about 3, 90,600. All committed to

providing the highest standards of technological competence that Company has been a

synonym for, right since inception. In todays fiercely competitive business environment,

corporate strength can be achieved and maintained only with a strong base of highlyqualified and motivated employees. Qualified professional training however provides

merely the basis for a successful career. Changes in technology and the business

environment occur so rapidly that know-how and skills must be constantly updated,enhanced or completely supplanted. Each year more than 150000 employee at Company

AG participate in over 20000 seminars and courses designated to none professional and

personal skills. While 10800 trainees are undergoing training in manufacturing, technicaland commercial trades. 3.4 Company in India Company association with India began in

1867 when WernerVon- Company personally supervised the laying of the first sub

marine telegraph line between Calcutta and London. This historical event marked with

the beginning of a long and fruitful association. Company and India have grown together.

In making the countrys priorities its own, Company has put its experience and expertisein areas of national importance. Company have played an active role in the technological

progress experienced in the last four decades. Company grew out of a response to theneeds of the nation. Today Company involvement reflects the current trends in electronic

and electrical technology in switchgear, motors, drivers, automation systems, power

generation and distribution, projects, transport, medical engineering, communications and

components. 24. 24 Company have about 8000 employees in India and an extensive network which

includes 10 works, 3 training Centers (Units), 7 sales offices, 23 representative, 300

dealers, System houses and Service Centers, all geared to meet the requirement ofcustomer. Being closely associated with our principals Company AG, Germany gives

Company in India access to the worlds latest developments in every field. ThisCombined with its experience in India makes Company the ideal partner for catalyzing

the countrys progress. 3.2 Company Product Founded in 1847 at Berlin, PrussiaFounder(s) Werner von Company Headquarters at Berlin and Munich. Products and

Services Communication Systems Power Generation 25. 25 Automation Lighting 26. 26 Medical technology Transportation and Automotive 27. 27 Trains and Trams Water Technologies Building Technologies Home Appliances

Fire Alarms IT Services 28. 28 Financing Construction Chapter 4: Introduction of Talent Management. 29. 29 Chapter 4: Introduction 4.1 Meaning Definition With businesses going global and

competition becoming intense, there is mounting pressure on organizations to deliver

more and better than before. Organizations therefore need to be able to develop anddeploy people who can articulate the passion and vision of the organization and make

teams with the energy to perform at much higher levels. These people build and drive the

knowledge assets of a corporation, the value of which has been established to be many

times more than the tangibles. The capacity of an organization to hire, develop and retain

talent is therefore the most crucial business process and priority on the CEOs agenda.The 1990s ended with a call-to-arms to fight the war for talent. While the war for


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talent clearly has cooled in the early stages of the 21st century, dampened by economic

doldrums & concerns with global security; the rear battle to attract, motivate,development & retain talent is going to heat up considerably. A looming demographic

time-bomb will make Talent Management a priority for organizations. A host of issues

like: loss of human capital, talent shortages, ageism, and cultural clash has made

acquiring & managing talent difficult. Talent Management describes the process throughwhich employers of all kindsFirms, Govt., and Non-profit organizationsanticipate

their human capital needs & set about meeting them. Thus Talent Management refers to:

getting the RIGHT PEOPLE with the RIGHT SKILLS into the RIGHT JOBS. 30. 30 It is a professional term, also known as Human Capital Management that refers

to the process of developing & fostering new workers through on boarding, developing &

keeping current workers & attracting highly skilled workers to work for your company.Companies that are engaged in Talent Management are strategic & deliberate in how they

recruit, manage asses, develop & maintain an organizations most important resource

its PEOPLE. This term also incorporates how companies drive performance at the

individual level. Decisions about Talent Management shape the competencies that

organizations have & their ultimate success; & from the perspectives of individuals, thesedecisions determine the path & pace of careers. We may thus understand that this term is

usually associated with competency based HRM practices. Talent Management decisionsare often driven by a set of organizational core competencies as well as position

specific competencies. The competency set may include knowledge, skills, experience &

personal traits. 4.2 Human capital management Companies that engage in talent

management (Human Capital Management) are strategic and deliberate in how theysource, attract, select, train, develop, retain, promote, and move employees through the

organization. Research done on the value of such systems implemented within companies

consistently uncovers benefits in these critical economic areas: revenue, customersatisfaction, quality, productivity, cost, cycle time, and market capitalization. The

mindset of this more personal human resources approach seeks not only to hire the most

qualified and valuable employees but also to put a strong emphasis on retention. Since

the initial hiring process is so expensive to a company, it is important to place theindividual in a position where his skills are being extensively utilized. 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 howtalent is managed generally - i.e. on the assumption that all people have talent which

should be identified and liberated. From a talent management standpoint, employee

evaluations concern two major areas of measurement: performance and potential. Currentemployee performance within a specific job has always been a standard evaluation

measurement tool of the profitability of an employee. However, talent management also

seeks to focus on an employees potential, meaning an employees future performance, if

given the proper development of skills. The major aspects of talent managementpracticed within an organization must consistently include.

31. 31 performance management leadership development workforceplanning/identifying talent gaps recruiting This term of talent management is usually

associated with competency-based human resource management practices. Talentmanagement decisions are often driven by a set of organizational core competencies as

well as position-specific competencies. The competency set may include knowledge,


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skills, experience, and personal traits (demonstrated through defined behaviors). Older

competency models might also contain attributes that rarely predict success (e.g.education, tenure, and diversity factors that are illegal to consider in relation to job

performance in many countries, and unethical within organizations). Chapter 5: Talent

Management

32. 32 Chapter 5: Talent Management 5.1 Meaning and definition Talent managementimplies recognizing a person's inherent skills, traits, personality and offering him a

matching job. Every person has a unique talent that suits a particular job profile and any

other position will cause discomfort. It is the job of the Management, particularly the HRDepartment, to place candidates with prudence and caution. A wrong fit will result in

further hiring, re-training and other wasteful activities. Talent Management is beneficial

to both the organization and the employees. The organization benefits from: Increasedproductivity and capability; a better linkage between individuals' efforts and business

goals; commitment of valued employees; reduced turnover; increased bench strength and

a better fit between people's jobs and skills. Employees benefit from: Higher motivation

and commitment; career development; increased knowledge about and contribution to

company goals; sustained motivation and job satisfaction. In these days of highlycompetitive world, where change is the only constant factor, it is important for an

organization to develop the most important resource of all - the Human Resource. In thisglobalize world, it is only the Human Resource that can provide an organization the

competitive edge because under the new trade agreements, technology can be easily

transferred from one country to another and there is no dearth for sources of cheap

finance. But it is the talented workforce that is very hard to find. The biggest problem ishow to retain the present workforce and stop them from quitting

33. 33 Importance First, let us look at some of the reasons for the importance of talentmanagement. Globalization: Now for any jobseeker the whole world is the potentialplace to find employment. One can know the opportunities available in any part of the

world easily and the number of talent seekers has also increased. IncreasedCompetition: Increased competition in the market place has necessitated the need for

consistently good performance on the side of organizations. These have made thecompanies to put in all efforts to hire and retain the best talent in the respective field of

operation. Increasing Knowledge: The knowledge era has necessitated the retaining of

those talents which have the ability to assimilate new technologies and knowledge, whichare growing at a pace never seen before.

34. 34 How Talent Management important for an Organization: 1) Cost cutting: Oneexperienced & skilled employee can replace instead of two or more employees.Organization can save hundreds of thousands of dollars. 2) Maximum Output

Organization can make maximum out put in minimum resources. 3) Time Saving

technique It is a time saving technique. Because for every job a skilled person can place.

Its helpful to complete job in minimum time 4) Perfection increase Due to skilledemployee Perfection in work is increase. There is low probability of mistakes. How

Talent Management important for an Employee: Recruitment Its ensuring that rightpeople are attracted to the organization, due to providing exposure for there skills.

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


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development programs for existing and future leaders. Performance management

Specific processes that nurture and support performance, includingfeedback/measurement.

35. 35 Workforce planning Planning for business and general changes, including theolder workforce and current/future skills shortages. Culture Development of a positive,

progressive and high performance "way of operating". 5.2 The Challenge The challengeof talent management has two faces. First is how to find new people and second is how to

retain the present workforce. Each of the challenges has to be tackled in the most efficient

way possible so that the organization can achieve its objectives. The First Challenge -Where to find new talent? All the organizations are finding loads of business

opportunities and consequently, their revenues are growing at a rapid pace. The

increasing business opportunities has necessitated that these organizations go in formassive recruitment. But, the question is where to find the best talent which is able to fit

the job description and also adjust to the organizations values and norms. If we scan the

environment, we find there is a shortage of skilled workforce that can be employed. Some

of the possible reasons that have led to the shortage are: - Demographic Constraints: This

is a common problem faced by many of the developed countries, where a large chunk ofits population is nearing the age of retirement or is over 50 years. USA, Germany and

Japan are facing the same problem. All these countries will see a decline in theirworkforce and talent. In the coming years, they will see a great shortage in their skilled

professionals. Existing Educational System: The graduates and the postgraduates that are

being churned out of the universities are found to be ill-equipped to handle the challenges

of the workplace. 36. 36 They are mostly equipped with only the theoretical aspects of the issues and lack

the application part. The educational system is faulty and does not take industry needs

into consideration, resulting in a mismatch between industry requirements andeducational preparation. Cost Factor: Recruiting new employees is becoming tougher and

tougher in the developing countries, where the HR department has to sort out thousands

of applications for a handful of jobs. Finding right person for the right job becomes a

very difficult process. It also involves very high cost to conduct the recruitment andselection process for such a large population of applicants. Attracting the Best Talent:

This is another challenge. As was the case in the past, the best available talent is not just

motivated by the name and fame of the organization. Not any more. They have a new setof motivators like - challenging work, conducive work environment and freedom from

bureaucratic structure. The Second Challenge - How to retain the existing employees?

Gone are the days when a person would join an organization in his mid-20s and wouldwork till his retirement in the late-50s. Today the young professionals hop jobs,

especially during the first 4-5 years of their work life. Though the Indian service industry

is basking in the light of outsourced jobs from the developed countries, they also cannot

ignore the fact that the BPO industry is also facing one of the highest attrition rates, infact never heard before in India, of around 35%. It is a fact that its the people that addvalue to organizations. It is also a fact that humans are a restless species who, unlike the

immovable Banyan Tree, cannot stay rooted in one place. People need to move on for

one reason or another, and the organization stands to lose. Let us look at some of thereasons behind the massive attrition rates: - 1. Gap between organizational values and

goals and the personal values and goals is one of the major reasons of the attrition rates.


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If they go parallel, there is no way both would be satisfied and inevitably, the

organization would lose out on a talented employee. 2. Working environment is anothermajor factor. Employees in the knowledge era demand creative and a democratic work

environment. Failure on the part

37. 37 of the management to provide such an environment will result in a talentedemployee leaving the organization. 3. The competitive world has made sure that there ishigh work pressure on the employees of any organization. This has led to psychological

problems like stress, and in extreme situations, total burnouts. It also leads to other health

related problems. 4. Movement for higher salary is also common among the youngerprofessionals. There is no shortage for organizations who are looking for talented

employees and who are ready to shell out a hefty salary for a talented person. Other lures

like better job opportunities, higher posts and overseas assignments are also major factorsin the attrition rates. 5. Not taking proper care during the recruitment and selection

process and not taking proper care to fit the right person to the right job also breeds

dissatisfaction among the employees. 6. Bad or opaque policies from management on

issues of succession planning and promotion, appointments for senior positions also is a

major factor which makes the organization lose out on the talented employees. 7. Theprofessionals have different aspirations at different times of their career. During the

initial years, they have good salary and foreign assignments. Next on the list is workingon cutting edge technology. More seasoned professionals look for learning opportunities.

So employees tend to move to those organizations which provide them with means to

fulfill their aspirations. Retaining the present employees is of the foremost importance to

the organizations because; the company would have already incurred heavy costs in theform of training and development. Now if the organization has to look for a replacement

for the employee who has left, it involves a lot of costs like - hiring costs, training costs

and the induction costs. Also it takes some time for the new employee to adjust to thenew work environment. During this time the productivity of the employee will be low.

The HR department will have to fit the new employee into a proper role in the

organization. Apart from causing the company a monetary loss and breaks in their day-to-

day operations, attrition contributes to knowledge transfer, which is a great loss andadversely affects business.

38. 38 5.3 How to Manage the TALENT? It is now proved beyond doubt that, in the eraof technology and knowledge, talent is in the driving seat. One who possesses it dictates.Not he who pays for it. It is the demand of the time that business leaders elevate

management of talent to a burning corporate priority. It is not a walk in the park for the

talent market. Quality people are no longer available in plenty, easily replaceable andrelatively inexpensive. These are some of the measures that should be taken into account

to hire and retain talent in the organization, to be efficient and competitive in this highly

competitive world: - Hire the Right People: Proper care must be taken while hiring the

people itself. It would be beneficial for an organization to recruit young people andnurture them, than to substitute by hiring from other organizations. Questions to be asked

at this stage are: Whether the person has the requisite skills needed for the job? Whether

the person's values and goals match with those of organizations? In short, care must be

taken to fit the right person to the right job. Keep the Promises: Good talent cannot bemotivated by fake platitudes, half-truths and broken promises. Unfulfilled expectations

can breed dissatisfaction among the employees and make them either leave the


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organization or work below their productive level. Promises made during the hiring stage

must be kept to build loyalty among the employees, so that they are satisfied and work totheir fullest capability. Good Working Environment: It has to be accepted by the

organizations that highly talented persons make their own rules. They have to be

provided with a democratic and a stimulating work environment. The organizational rules

must be flexible enough to provide them with freedom to carry out their part of task totheir liking, as long as the task is achieved.

39. 39 Opportunities should also be provided to the employees to achieve their personalgoals. Recognition of Merit: It is highly motivating for any person if his talent isrecognized and is suitably rewarded. One way is providing them with salary

commensurate with their performance. Promotions and incentives based on performance

are another way of doing it. Another way is by providing them with challenging projects.This will achieve two objectives - it makes employee feel that he is considered important

(a highly motivating factor) and gets the work done in an efficient manner and brings out

the best in the employee. Providing Learning Opportunities: Employees must be provided

with continuous learning opportunities on and off work field through management

development programs and distance learning programs. This will also benefit theorganization in the form of highly talented workforce. Shielding from High Work

Pressure: If an organization has to make the most of the available talent, they should beprovided with adequate time to relax, so that they can did-stress themselves. It is very

important to provide them with holidays and all-expenses-paid trips, so that they can

come back refreshed to work and with increased energy. They must also be encouraged

to pursue their interests which are also a good way of reducing work environment stress.Recreation clubs, entertain programs, fun activities with in the work area will also reduce

the work life stress of the employees and develop camaraderie among the workers and

result in a good working environment. Talent + Vision/Mission/Strategy + Skills &Competencies + TALENT & PERFORMANCE Role & structure + Opportunity

Organizations provide individuals the opportunity and space for physically + manifesting

their talent into performance for achieving individual and organizational Encouragement

& Recognition vision. Talent manifests into performance as follows: + Training &Development + Coaching + Action Plan & Goals + Resources Performance Management

System Performance 40. 40 Thus the domain of talent management focuses not only on development of

individuals intrinsic capacities, but also on culture building and change management toprovide the other elements listed above for manifestation of talent into performance. The

New HR Mission and Talent Management Processes Many challenging workforce issues

confront HR, including: Heightened competition for skilled workers. Impendingretirement of the baby boomers. Low levels of employee engagement. Acknowledgement of the high cost of turnover. Arduous demands of managing global

workforces. Importance of succession planning. Off shoring and outsourcing trends.This requires new thinking and a new mission to achieve business success. These

factorscoupled with the need to align people directly with corporate goalsare forcing

HR to evolve from policy creation, cost reduction, process efficiency, and risk

management to driving a new talent mindset in the organization. 41. 41 One important distinction is the evolution of the difference between tactical HR

and strategic talent management. Transactional HR activities are administrative overhead.


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Talent management is a continuous process that delivers the optimal workforce for your

business. In this new modelinstead of being the owners of processes, forms, andcomplianceHR becomes the strategic enabler of talent management processes that

empower managers and employees while creating business value. With this view, talent

management may be defined as the implementation of integrated strategies or systems

designed to improve processes for recruiting, developing and retaining people with therequired skills and aptitude to meet current and future organizational needs. Anecdotally,

talent management is often defined as performance management, incentive

compensation, or talent acquisition. Talent management is also often confused withleadership development. Although leadership development is a crucial function of your

organization, focusing on it exclusively is a legacy of last century. Our modern service

and knowledge economies in the talent age require a broad and holistic view. A high

performance business depends on a wide range of talent. Taleos graphical representation

emphasizes the mandate of talent management to respond to business goals and

consequently be the driver of business performance. Talent management is depicted as a

circularnot a linearset of activities. 5.4 Why Talent Management? Workforce cost is

the largest category of spend for most organizations. Automation and analysis of yourrecruiting and hiring processes provides the immediate workforce visibility and insights

you need to significantly improve your bottom line. Performance management providesthe ongoing processes and practices to maintain a stellar workforce. Today, many

organizations are struggling with silos of HR processes and technologies. The future of

talent management is embodied in solutions designed from the ground up to provide

business-centric functionality on a unified talent management platform. Since nearly allcompetitive business factors have become commoditized, talent is what ultimately drives

business success and creates value. Leading organizations

42. 42 rely on Taleo solutions and services to assess, acquire, develop, and align talentwith business objectives while significantly reducing process costs, improving quality of

hire, reducing risk, and achieving higher levels of performance. Though it may seem

intuitive, it is worthwhile to articulate the fundamental significance of successful talent

management practices: The key enabler of any organization is talent. The quality of

your people is your last true competitive differentiator. Talent drives performance.

Talent management requires strong executive support, along with systems and processes

all directed towards having the right talent doing the right work at the right time. Thatswhen talent truly drives higher business performance. Indirect implementation of Talent

Management in Company Ltd., Nasik Works. By following Steps: Performance appraisal

Career Planning Succession Planning 43. 43 Training and Development Chapter 6: Performance Appraisal 44. 44 Chapter: 6 Performance appraisals 6.1 What is Performance Appraisal? Meaning: -

Performance appraisal is a method of evaluating the behavior of employees in the work

spot, normally including both the quantitative and qualitative aspects of job performance.Performance here refers to the degree of accomplishment of the tasks that make up an

individuals job. It indicates how well an individual is fulfilling the job demands. Oftenthe term is confused with effort, but performance is always measured in terms of results

and not efforts. Need of Performance Appraisal: -Performance appraisal is needed inorder to: (1) Provides information about the performance ranks, basing on which decision

regarding salary fixation, confirmation, promotion, transfer and demotion are taken. (2)


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Provide feedback information about the level of achievement and behavior of

subordinate. This information helps to review the performance of the subordinate,rectifying performance deficiencies and to set new standards of work, if necessary. (3)

Provide information, which helps to counsel the subordinate. (4) Provide information to

diagnose deficiency in employee regarding skill, knowledge, determine training and

developmental needs and to prescribe the means for employee growth providesinformation for correcting placement. (5) To prevent grievances and in disciplinary

activities. 45. 45 Purpose Performance appraisal aims at attaining the different purpose. They are:

(1) To create and maintain a satisfactory level of performance. (2) To contribute to the

employee growth and development through training self and management development

programs. (3) To help the superiors to have a proper understanding about theirsubordinates. (4) To guide the job changes with the help to continuous ranking. (5) To

facilitate fair and equitable compensation based on performance. (6) To facilitate for

testing and validating selection tests, interview techniques through comparing their scores

with performance appraisal ranks. (7) To provide information for making decisions

regarding lat off, retrenchment etc. (8) To ensure organizational effective throughcorrecting employee for standard and improved performance, and suggesting the change

in employee behavior. 6.2 Methods of Performance Appraisal: The methods ofperformance Appraisal are basically classified as Traditional Methods, Modern Methods

and resultOriented Appraisal: - a) The Traditional Methods consists of Graphic RatingScales, Ranking Method, Paired comparison Method, Forced Distribution Method,

Checklist method, Essay or free from APPRAISAL, Group Appraisal and

confidential Report. b) Modern Methods of evaluating performance appraisal areBehaviorally Anchored Rating Scales, Assessment Center, Human Resource

Accounting, Management by objectives, Psychology Appraisal.

46. 46 Uses of Performance Appraisals:- Performance Improvement: Performancefeedback allows the employee, manager, and personnel specialists to intervene withappropriate actions to improve performance. Compensation Adjustments; Performanceevaluations help decision- makers determine who should receive pay raises. Many firmsgrant part or all of their pay increases and bonuses based upon merit, which is determined

mostly through performance appraisals. Placement Decisions: Promotions, transfers,and demotions are usually based on past or anticipated performance. Often promotions

are a reward for past performance. Training and Development; Poor performance mayindicate the need for retraining. Likewise, good performance may indicate untapped

potential that should be developed. Career Planning and Development: Performancefeedback guides career decisions about specific career paths one should investigate. Staffing Process Deficiencies: Good and Bad performance implies strength or weakness

in the personnel departments staffing procedures. Informational Inaccuracies: Poorperformance may indicate errors in job analysis information, human resource plans, orother parts of the personnel management information system. Reliance on inaccurate

information may have led to inappropriate hiring, training, or counseling decisions. JobDesign Errors: Poor performance may be a symptom of ill-conceived job designs.

Appraisals help diagnose these errors. Equal Employment Opportunity: Accurateperformance appraisals that actually measure jobrelated performance ensure that

internal placement decisions are not discriminatory. External Challenges: Sometimes


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performance is influenced by factor outside the work environment, such as family,

financial, health, or other personal matters. If uncovered through appraisals, the human

resource department may be to provide assistance. Feedback to Human Resources:Good/bad Performance throughout the organization indicates how well the human

resource function is performing.

47. 47 METHODS OF PERFORMANCE APPRAISAL Traditional and modern Methodsof Performance Appraisal Traditional methods Modern Methods 1) Graphic rating scales

1) Behaviorally anchored rating scales 2) Ranking Method 2) Assessment centers 3)

Paired comparison method 3) Human Asset accounting method 4) Forced distributionmethod 4) Management by Objectives method 5) Checklist methods 5) 360 Performance

appraisal method a) Simple Checklist b) Weighted checklist c) Critical incident method

6) Essay from appraisal 7) Group appraisal 8) Confidential reports. 48. 48 6.3 How implement performance appraisal. Introduction Now a days Performance

appraise is very important from company point of view. It is use to take various

managerial decision. E.g. decision regarding employees increment or decision regardingemployees future career planning etc. In Company they use Grading and Ranking

method to appraise performance of there employee. Who Appraise Performanceappraise by Head of the department or from the superior. They did not conduct

performance appraisal on officers level it conduct only on officers basis. In Company

Performance is appraising by head of the department, Supervisor, manager, etc. Process:Head of the department submit one copy of performance appraisal to HR Department and

discuss with the employee whose performance is down. One copy of performance

appraisal report is attached to that employees personnel file as a record. If that employeesperformance is going down then head of the department can talk with that employee

regarding increase performance. Even Hr Manager also should talk with that employee to

know his problem and HR Manager should motivate that employee to increase

performance. Employees increment is depend upon there performance. Head of the

department or HR manager may stop increment of employee regarding low performance.General use of performance report in Any Company:

49. 49 Need of training. Head of the department or HR manager can decide whetheremployee needs training for good performance or not. Career Planning. Career planning

generally use to retain skilled employee. They can find out skilled employee for skilled

employees career planning from performance appraisal report. Succession planning:

From performance appraisal Report Company can select candidate to make succession

planning. Benefits of employee to company Companys employee are companys asset, itis helpful to calculate that companys employee how much give returns to company. Or

which employee is beneficial for company and which is not beneficial. 50. 50 Chapter 7: Career Planning 51. 51 Chapter: 7 Career Planning 7.1 Introduction and meaning Introduction The career

is all the jobs that are held during ones working life. According to E.B. Flippo, career is

a sequence of separate but related work activitys that provides continuity, order and

meaning in a persons life. Definition: 1) Edwin Flippo define a career as a sequence ofseparate but related work activities that provides continuity, order and meaning in a

persons life. 2) Wreather and Davis defined various terms of career planning as givenbelow: A career path is the sequential pattern of jobs that form a career (as per figure).

Career Planning is the process by which one selects career goals and the path to these


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goals. Career development is these personal improvements one undertakes to achieve a

personal career plan. 3) Career management is the process of designing andimplementing goals, plan and strategies to enable the organization to satisfy employee

needs while allowing individuals to achieve their career goals. Life and career Stages

Human resource managers must understand the issues that individuals face throughout

their careers. A study of career development theories, life development theories andinterrelationship among career stages and life stages will provide and

52. 52 understanding of the issues that the individual face. Career and life stages areclosely related as both are linked to age and cultural norms. Need for career planningCareer planning is necessary due to following reasons 1) Attract competent person To

retain the competent person or to attract them company need career planning, because

this kind of person are companys asset. Competitors can try to hire this person so,company always try to retain these person. 2) Provide suitable promotional opportunities

To give exposure for employees knowledge and talent, Career planning is important. 3)Training for future challenges Enable employee to develop and make them ready to meet

the future challenges. 4) reduce job dissatisfaction It helps to increase job satisfaction for

employee. When employee get exposure to show skill and when he learn more from jobprofile at that time job satisfaction automatically increase. 5) Improve motivation and

morale Career Planning is useful to improve motivation and morale of employees. 7.2Process of Career Planning. a) Analysis of individual skills, knowledge, abilities,

aptitudes etc.

53. 53 b) Analysis of career opportunities both within and outside of organization. c)Analysis of career demand on the incumbent of skills, knowledge, abilities, aptitude, etc.,and in terms of qualifications, experience and training received etc. d) Relating specific

ob to different career opportunities. e) Establishment of realistic goals both short term

and long term. f) Formulating career strategy covering areas of change and adjustment. g)Preparing and implementing action plan including acquiring resources for achieving

goals. Varies stages of career planning and development are shown in figure. Successful

Matching Mismatching 54. 54 Advantage of Career planning and development For individuals 1) It helps to the

individuals to have the knowledge of various career opportunities, his prioritys etc. 2) Ithelps to select career which is suitable for his life styles, preferences, family

environment, scope for self-development etc. 3) It helps the organization identify internalemployees who can be promoted. 4) Internal promotions, up-gradations and transfers

motivate the employees; boost up their morale and also satisfaction. 5) Increase job

satisfactions enhance employee commitment and create a sense of belongingness andloyalty to the organization. 6) Employee will await his turn of promotion rather than

changing to another organization. 7) It helps to improve employee performance on the

job by taping their potential abilities and further employee growth. 8) It satisfied

employee esteem needs. For organization 1) The efficient policies and practices improve

the organizations ability to attract and retain highly skilled and talent employees. 2) A

proper Career Planning ensures that the woman and people who belongs to the backward

communities get opportunities for growth and development 3) It continuously tries to

satisfy the employee expectations and such as minimizes employee frustrations. 4) Byattracting and retaining the people from different cultures, enhances cultural diversity. 5)

Protecting employees interest result s in promoting organizational good will.


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55. 55 7.3 Implementation of Career Planning Career Planning is generally done by everyorganization. But method of career planning can differ. career planning for companysemployee, as follows: Activity for Career Planning: Training and development: Most of

the time company can try to retain the skilled employee, therefore company provide

various type of knowledge or training, for company benefits as well as employee.

Transfer department to department or unit to unit If any employee would like to work inspecific department or unit for his skilled work and if it will beneficial for company then

its also part of career planning. Promotion In career planning, promotion is also a one

part. To retain the skilled employee. Company makes promotion of this kind of

employee. Career planning at Officers levels: 56. 56 For career planning company refer report of Performance appraisal, from that

report they sort out an employee whose performance is above expectations. For this kind

of employee they conduct career planning to retain that particular employee. Analyzeskill of worker: They analyze skill of worker by performance appraisals report, and thenthey decide career planning of employee. Transfer of worker: They search about interest

of employees in his work profile. And then they decide whether transfer of worker is

suitable or not. Or change in work profile is suitable or not. Promotion: They decideabout employees promotion if required and his training They analyses whether training

is required for employee or not. As per the need of organization HR head make his careerplanning for promotion. Use of performance appraisal report: By Performance appraisal

report, company can decide whether that employee should promote or not, They can

study about employees job satisfaction, his job skills, his talent etc. Job enrichment Most

of the time company checks job enrichment of employee, to check capacity of workwithin a given time as well as their skills also. Job enrichment is helpful to increase skills

in employee. 7.4 Succession Planning Introduction Success, growth and survival are the

most important responsibilities of the top management of the organization. Successionplanning is the activity connected with the succession of incumbents to fill the key

positions in the organizations hierarchy as and when a vacancy arises. Succession

planning focus on identification of vacancies and locating the probable successor. It

provides the succession chart in respect of a particular position. 57. 57 The succession planning ensures the availability of the right kind of the

management staff at the right time and in the right position in order to provide for

continued organizational vitality and strength. What is Succession Planning? Successionplanning is the systematic identification and professional development of internal talent.

Its goal is to cultivate internal human capital in preparation for assuming leadership roles

and other key positions that may become vacant due to retirement, expected orunexpected separations. For Succession planning for management staffing plans are

required to be developed properly on an individual basis for all anticipated needs in the

immediate year a head and also for key positions. The business plans must be reviewed to

determine there effects on managerial needs. Succession planning is one of the importantfunctions of the top management. In fact the direct responsibilities of the chief executive

and the top management group. For Example: Suppose, Mr. A will retire within some

days, from the post of Production Manager Then HR manager should place right

person who will able to carry liability of that post. For selection of right person as well asto give idea about job to candidate, mostly HR Manager prepare planning, like: HR

Manager will place candidate under supervision of Mr. A to learn difficult things of job,


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or he will give training to that candidate or he will search a candidate who already have

idea about job profile of Production Manager, i.e. Succession planning. In shortwhen any employee or candidates leave job, HR manager should prepare plan to place

correct candidate on that post. What is need for succession planning: - To make

succession planning following points are important. 1) Job Information 2) Job analysis 3)

Job profile 4) Qualification and Experience define. Etc. 5) Availability of candidate 6)Analysis of Selection process Benefits of Succession planning: 1) Facilitates

communication & knowledge management 2) Uninterrupted work productivity 3)

Leadership continuity 1) Custom designed training programs 58. 58 2) Candidate can understand job easily. 3) Challenges of Effective Succession

Planning Successful succession planning, as we've seen, is an ongoing and complex

endeavor that is necessarily broad in scope. It therefore presents significant barriers toboth implementation and long-term maintenance. Here are some of the more challenging

obstacles: MULTIPLE OWNERS: Traditionally, HR has been considered owner of thesuccession planning process, but meaningful success really requires a genuine sense of

ownership and commitment at many levels of the organization. While HR may be best

positioned to oversee the process, it can never fully know or evaluate every processparticipant the way managers and supervisors can. NUMBER OF POSITIONS: All but

the smallest of organizations have a substantial number of positions critical to long-termperformance, whether these involve leadership skills or technical expertise that would be

difficult to quickly replace. Comprehensive succession planning must incorporate all

such positions; yet, as the number of positions grows so too does the administrative

burden. STRATEGIC ALIGNMENT: Succession plans need to reflect long-termorganizational goals and strategies. Companies must give thoughtful consideration not

only to the plan's design and implementation, but also to sustaining the process over time.

As strategies and goals shift, so too must the plan if the organization is to recruit and

develop the workforce its future success will require. ORGANIZATIONALCOMPLEXITY: Conglomerate, geographically dispersed, multi-industry, and other

complex organizational forms significantly increase the challenge of succession planning.

Often, higher-level positions require well-designed cross training to inculcate the uniqueknowledge and skills success in the organization requires. ORGANIZATIONALCHANGE: As companies evolve in response to marketplace threats and opportunities,

the skills, talents, and expertise they will need to thrive evolve, as well. 59. 59 EFFECTIVENESS & EFFICIENCY: The larger and more complex an

organization, the more challenging it is to maintain an effective and efficient succession

planning process. Yet, by definition, the best process is the one that enables the firm toidentify the best candidate in least amount of time and at the lowest cost. Having this

process in place is vital to the success of the organization because the individuals

identified in the plan will eventually be responsible for ensuring the company is able to

tackle future challenges. These 'high potential' candidates must be carefully selected andthen provided training and development that gives them skills and competencies needed

for tomorrow's business environment. Another reason its important is because these high

potentials will one day become the leaders of the Company. This is why their

development needs to incorporate a broad range of learning opportunities in yourorganization. The individuals should also be exposed to as much of the working

environment as possible so that they gain a good understanding of what the company


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requires to remain successful. 7.5 Implementation of Succession Planning: Succession

panning is the planning to place a person on another employees place who will retireafter one or two year. Succession planning is conduct in every organization. It is a part of

Career planning. Officers level: At officers level Succession planning conduct by

following methods. 1) Personal meeting Head of the department take the personnel

meeting with the employee who is going to retire because he wants to know thatemployees opinion about to place new right candidate on his place. 2) Employeedialogue: Employee dialogue is a dialogue between employee (who will go to retire) and

head of the department, regarding place new candidate at his post, which have ability tofulfill requirements of job. 3) Opinion of subordinate:

60. 60 The head of the department should consider the opinion of other staff orsubordinate also. Employee assessment centre Introduction This method was first appliedin Germany Army in 1930. Later business and industrial houses started using this

method. This is not a technique of a performance appraisal by itself. In fact it is a system

or organization, where assessment of several individuals is done by various experts by

using various techniques. In these approach, individual from various department are

bought together to spend two or three days, working on an individual or groupassignment similar to the ones they would be handling when promoted. Observers rank

the performance of each and every participant in order of merit. Since assessment centreare basically meant for evaluating the potential of candidates to be consider for

promotion, training and development, they offer an excellent means for a conducting

evaluation process in an objective way. All assess get an equal opportunity to show their

talent and capabilities and secure promotion based on merit. Since the evaluators knowthe position requirements intimately and are trained to perform the evaluation process in

an objective manner, the performance rating may find favor with majority of the

employees. A considerable amount of research evidence is available to support thecontention that people chosen by this method prove better than those chosen by other

methods. The centre enable working in a low status department to compete with people

from well-known departments and enlarge there promotional chances. Such

opportunities, when created on regular basis, will go a long way in improving the moraleof promising candidates working in less important positions. Employee assessment

centre: Employee assessment is a committee of a Psychiatrist, advocate, consultant etc.

there are 3 to 5 people on the committee. They give a one task to the employee and heshould complete that task within a given time e.g. Give a presentation on specific topic

within half an hour. Work of the Committee: Mainly committee observes how

employee can survive in specific situation. How he can handle situation. They try tofind out the tendency of employee.

61. 61 They try to find out method of thinking of employee. In employee assessmentthey consider only an officers career planning.

62. 62 Chapter 8: Training and Development Chapter 8: Training and Development 8.1Meaning and Definition Introduction After an employee selected, placed and introduced

her or she must be provided with training facilities. Training is the act of increasing the

knowledge and skills of an employee for doing a particular job. Training is a short-term

educational process and utilizing a systematic and organized procedure by whichemployees learn technical knowledge and skills for a definite purpose. Dale S. Beach

Define training, The organized procedure by which people learn knowledge and/or skill


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for a definite purpose. In other words training improves, changes, moulds the

employees knowledge, skill, behavior, aptitude, and attitude towards the requirements ofthe job and organization. Training refers to the teaching and learning activity carried on

for the primary purpose of helping members on an organization, to acquire and apply the

knowledge, skills, abilities and attitudes needed by a particular job and organization.

Thus, training bridges the difference between job requirement and employees presentspecifications.

63. 63 No organisat5ion matches the candidate who exactly matches with the job and theorganizational requirements. Hence, Training is important to develop the employee andmake him suitable to the job. Job and organizational requirement are not static, they are

changed from time to time in view of technological advancement and change in the

awareness of the total quality and productivity Management(TQPM). The objective of theTQPM can be achieved only through training as training develops human skills and

efficiency. Trained employees would be a valuable asset to an organization. Benefits of

training For organization Lead to prove profitability and/or more positive attitudes

towards profit orientation Improves the job knowledge and skills at all level of the

organization Improves the morale of workforce Helps people identify withorganizational goal Helps create a better corporate image Aids in organizational

development Learns from the trainee Helps to prepare guideline for work Organization gets more effective decision making and problem solving It helps toimprove labor-management relations. Benefits to the individual which in turn ultimately

should benefit the organization Helps the individual in making better decisions and

effective problem solving Through training and development, motivational variables ofachievement, growth, responsibilities and advancement are internalized and operationised

It helps to an individual to handle stress tension or conflicts. It provides information to

improve leadership knowledge. Develops a sance of growth in learning Improves

morale Improves impersonal skills 8.2 Need for training Need for training arises due tofollowing reasons: 4) To match the employee specification with the job recruitment and

organizational needs: An employees specification may not exactly suit to the

requirement of the job and the organization irrespective of his past experience,qualifications, skills

64. 64 knowledge, etc. Thus every management finds deviation between emp loyeespresent specifications and the job requirements and organizational needs. Training is

needed to fill this gap by developing and molding the employees skill, knowledgeattitude behavior etc. to the tune of the job requirements and organizational needs. 5)

Technological advances: Every organization in order to survive and to be effective shouldadopt the latest technology, i.e. mechanization, computerization, automation. Adoption of

the latest technology means and methods will not be complete until they are manned by

employees possessing skill to operate them. So, organization should train the employee to

enrich them in the areas of changing technical skills and knowledge from time to time. 6)Human relations: Trends in approach towards personel management have change from

the commodity approach to partnership approach, crossing the human relations approach.

So, today, management of most of the organization has to maintain human relations

besides maintaining sound industrial relations although hitherto the managers are notaccustomed to deal with workers accordingly. So, training in human relations is

necessary to deal with human problems and to maintain human relations. 7) Change in


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the job assignment: Training is also necessary when the existing employee is promoted to

the higher level in the organization and when there is some new job or occupation due totransfer. Training is also necessary to equip the old employees with the advanced

disciplines techniques or technology. The need for training also arises to: Increase

productivity Improve quality of the product / Services Help a company to fulfill its

future personnel needs. Improve organizational climate. Improve health and safety. Prevent obsolescence Effect the personnel growth Minimize the resistance to change.

Stages in training as follows Stage 1 Assessment of training needs 65. 65 Stage 2 Design the training program Stage 3 Implementation. Stage 4 Evaluation

of training program. 8.3 Methods of Training Methods of training On-job methods Off-

job methods Job relations Lectures/Conferences Coaching Films Job instruction

Simulation Exercise 66. 66 Training through Cases Step by step Programmed instructions Committee

assignments Audio visual methods Internship training Computer based training E-

Learning. The most widely used methods of training used by organizations are classified

into two categories: On-the-Job Training & Off-the-Job Training. ON-THE-JOB

TRAINING Its given at the work place by superior in relatively short period oftime.This type of training is cheaper & less time-consuming. This training can be imparted by

basically four methods: - Coaching It is learning by doing. In this, the superior guides hissub-ordinates & gives him/her job instructions. The superior points out the mistakes &

gives suggestions for improvement. Job Rotation: - In this method, the trainees move

from one job to another, so that he/she should be able to perform all types of jobs. E.g. In

banking industry, employees are trained for both back-end & front-end jobs. In case ofemergency, (absenteeism or resignation), any employee would be able to perform any

type of job. OFF THE JOB TRAINING: - It is given outside the actual work place.

Lectures/Conferences:- This approach is well adapted to convey specific information,rules, procedures or methods. This method is useful, where the information is to be

shared among a large number of trainees. The cost per trainee is low in this method.

Films: - It can provide information & explicitly demonstrate skills that are not easily

presented by other techniques. Motion pictures are often used in conjunction withConference, discussions to clarify & amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the trainee in an

artificial environment that closely mirrors actual working conditions can be considered a 67. 67 Simulation. Simulation activities include case experiences, experiential exercises,

vestibule training, management games & role-play. Cases: - Present an in depth

description of a particular problem an employee might encounter on the job. Theemployee attempts to find and analyze the problem, evaluate alternative courses of action

& decide what course of action would be most satisfactory. Experiential Exercises: - Are

usually short, structured learning experiences where individuals learn by doing. For

instance, rather than talking about inter-personal conflicts & how to deal with them, anexperiential exercise could be used to create a conflict situation where employees have to

experience a conflict personally & work out its solutions. Vestibule Training: -

Employees learn their jobs on the equipment they will be using, but the training is

conducted away from the actual work floor. While expensive, Vestibule training allowsemployees to get a full feel for doing task without real world pressures. Additionally, it

minimizes the problem of transferring learning to the job. Role Play: - Its just like acting


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out a given role as in a stage play. In this method of training, the trainees are required to

enact defined roles on the basis of oral or written description of a particular situation.Management Games: - The game is devised on a model of a business situation. The

trainees are divided into groups who represent the management of competing companies.

They make decisions just like these are made in real-life situations. Decisions made by

the groups are evaluated & the likely implications of the decisions are fed back to thegroups. The game goes on in several rounds to take the time dimension into account. In-

Basket Exercise: - Also known as In-tray method of training. The trainee is presented

with a pack of papers & files in a tray containing administrative problems & is asked totake decisions on these problems & is asked to take decisions on these within a stipulated

time. The decisions taken by the trainees are compared with one another. The trainees are

provided feedback on their performance. 68. 68 8.4 Implementation of training and Development: Method of training: Method of

training is totally depending upon the profile of training. E.g. for technical training if

possible then they give on-job training otherwise company use method of off job training.

Procedure of training: Assessment of need of training: It is the first step of training

procedure. Head of the department and HR department assess the need whether employeeneed training or not. They find employee who require training. Prepare budget for

training: HR manager decide budget for training by considering its cost from the market.And benefits for the company. Search for Internal or External trainer: Internal Trainer:

69. 69 After assessment of need of training, they search for a trainer in theirs companywho can train there employee. They search trainer among their employees. External

trainer: If they didnt find internal trainer then they go for External trainer. They try tofind external professional trainer from their personnel contact, by giving advertisement in

news paper etc. Design program for training: HR manager or head of the department

present there need to trainer. They assess type of training and design training program bythe help of trainer within the budget. Report to head of the plant: HR manager give the

details about training to head of the plant and sanction the approval of training.

Implementation: After designing the program for training, they implement in practical in

their employee. 70. 70 Chapter 9: Collection, analysis & interpretation of data 71. 71 Chapter: 9 Introduction of Data Analysis. The word Analysis means the process of

breaking down a Complex set of facts into simple element while Interpretation stands forthe explanations which analyzed the statements and also make out or bring out the

meaning of creative work. Analysis and Interpretation are done according to department

wise and according to questionnaire. This analysis and Interpretation will definitely helpto the company for the future strategies. Following are the analysis and Interpretation of

the results. These all analysis is imagine for general company. It is very necessary to

understand the psychological tendency of employee. Because it is a quietly subjective so

it will slightly deviate the opinion of the employee. The Department of the companywhere I conduct survey. There are 100 employees in each department. Total employees

are 500. 1. Purchase 2. Finance 3. Production 4. Packing and dispatch 5. Research and

Development 72. 72 Table No 9.1 Survey in Purchase Department: Option Responses Percentage Yes

70 70 No 30 30 (Source: Primary data: Questionnaire) S urvey in P urc hac e Department


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concept of talent management. We can observe that, performance of all departments is

increase after implementing talent management concept. Chapter 9: Conclusion andtesting of hypothesis

80. 80 9.1 Testing of Hypothesis Talent Management has been developed as a platformfor corporate world to manage talents of employee, for company benefits. From above

surveys and changes in performance report getting follows information: For companytalent management is effective process.

81. 81 Talent management is effective for Company if: Remark from Data of Analysis= Yes OR X = No Quality of the Product increase. Ratio of employees to left job isdecrease, and new candidate are increase in organization. Employee gettingsatisfaction from the job Complaints of employee reduced. Above table show thatall the criteria set for Company, to show effective talent management process, which is

helpful to employee as well as organization. Therefore project is proved the its Null

hypothesis & disprove the alternative hypothesis. Null Hypothesis: Employee takingbenefits from Talent Management System Employee can retain successfully for thebenefit of organization Employees performance increased by talent management

Employee turnover of organization affected by Talent Management ProcedureConclusion Talent Management for the HR Community is an opportunity for HR

professionals to develop in their areas of expertise and in their careers. A strong HRCommunity helps create a strong public service. The goal of talent management is to

better understand our people in the HR Community so we can support professional and

career development and align individual needs and goals with the business focus of HR.We also want to ensure that we as a Community have the agility to develop people so that

we are meeting the future needs of the community and government and

Talent Mnagement

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