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A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH SPECIAL REFERENCE TO THE NAVEENA PRINTING MILL...
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Transcript of A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH SPECIAL REFERENCE TO THE NAVEENA PRINTING MILL...
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CONTENTS
CHAPTER
NOTITLE PAGE
NO
ABSTRACTLIST OF TABLE
LIST OF CHARTS
I INTRODUCTION
1.1 Introduction About The Study 1
1.2 Industry Profile 6
1.3 Company Profile 10
1.4 Organizational Chart 13
II EPARTMENT STUDY
2.1 Purchase department 15
2.2 Production department 22
2.3 Human resource department 25
2.4 Finance department 26
2.5 scope of the study 29
2.6 Limitation of the study 30
III MAIN THEME OF PROJECT3.1 objective of the study 31
3.2 Need of the study 32
3.3 Research methodology 33
3.4 Review of literature 36
IV DATA ANALYSIS AND INTERPRETATION 39
V FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Findings 53
5.2 Suggestion 55
5.3 Conclusion 56
APPENDIX 57
BIBLIOGRAPHY 59
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LIST OF TABLE
TABLE NO. NAME OF THE TABLE PAGE NO.
4.1 Gender of the respondents 39
4.2 Age of the respondents 40
4.3 Qualification of the respondents 41
4.4 Experience of the respondents 42
4.5 Current position of the respondents 43
4.6 Organization identify talent 44
4.7 Believe of the respondents 45
4.8 Talent management important for company 46
4.9 Talent management important for employees 47
4.10 Talent management initiatives a top priority in
organization
48
4.11 Organization specific talent management initiatives 49
4.12 Talent management implement regular and feedback 50
4.13 Following action taken by the company after the
feedback
51
4.14
Complete work within a given time
52
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LIST OF CHARTS
TABLE NO. NAME OF THE TABLE PAGE NO.
4.1 Gender of the respondents 39
4.2 Age of the respondents 40
4.3 Qualification of the respondents 41
4.4 Experience of the respondents 42
4.5 Current position of the respondents 43
4.6 Organization identify talent 44
4.7 Believe of the respondents 45
4.8 Talent management important for company 46
4.9 Talent management important for employees 47
4.10 Talent management initiatives a top priority in
organization
48
4.11 Organization specific talent management initiatives 49
4.12 Talent management implement regular and feedback 50
4.13 Following action taken by the company after the
feedback
51
4.14 Complete work within a given time 52
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ABSTRACT
The project is on the basis of work conducted on A Study Talent Identification and
Management with reference to NAVEENA PRINTING MILL.
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 Managementpractices 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
50. The data collected through this method was analyzed using statistical techniques such as
simple percentage.
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CHAPTER I
INTRODUCTION OF THE STUDY
1.1 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 allmanagers 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
Definition Talent Management: Talent management is the process of ensuring that
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the organization attracts, retains, motivates and develops the talented people it needs.
Its 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 Talent1. 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 talentor human capital of any organization.
Why Talent/Human Capital management?
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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 todays 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.
Thats 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
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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 ontheir unique abilities, while helping them to structure training and enhancement programs
for maximum effectiveness.
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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.
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1.2 INDUSTRY PROFILE
Printing Industry
The Indian printing textile industry is one the largest and oldest sectors in the country andamong the most important in the economy in terms of output, investment and employment.
India vis--vis Global Textile Printing
The global textile and clothing industry is estimated to be worth about US$ 4,395 bn and
currently global trade in textiles and clothing stands at around US$ 360 bn. The US market is the
largest, estimated to be growing at 5% per year, and in combination with the EU nations,
accounts for 64% of clothing consumption.
The Indian textile industry is valued at US$ 36 bn with exports totaling US$ 17 bn in 2005 2006.
At the global level, Indias textile exports account for just 4.72% of global textile and clothing
exports. The export basket includes a wide range of items including cotton yarn and fabrics,
manmade yarn and fabrics, wool and silk fabrics, madeups and a variety of garments. Quota
constraints and shortcomings in producing valueadded fabrics and garments and the absence of
contemporary design facilities are some of the challenges that has impacted textile exports from
India.
The industry structure is fully vertically integrated across the value chain, extending from fibre
to fabric to garments. Knitting and hosiery units account for around 17% of fabric production in
the country. According to data available for the year 2000, India had about 6,000 knitting units
registered as producers or exporters and most of these units were registered as small-scale units.
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Trends in Production
Yarn and fabric production has been growing annually at 1.9% and 2.7% respectively, since
2000.
Yarn production has increased from 3,940 mn kg in 1999 00 to 4,326 mn kg in 200405. Man
made yarn has driven much of this, showing a robust growth of 4.3% in the last five years. Spun
yarn production and the cotton yarn sector have also grown, albeit less impressively, recording
growths of 2.4% and 0.6% respectively.
Fabric production has been growing at 2.7% annually between 2000 and 2005, driven primarily
by the small-scale, independent power loom sector. Growth in the 100% noncotton segment
touched 5%, followed by cotton fabric at 1.5% and blended fabric at 0.3%. Fabric production
touched a peak 45,378 million sq mtrs in 200405, and in Nov 06, production recorded a robust
9% growth compared to the corresponding period in the previous year.
Screen Printing
This process has many advantages such as it can offer many formats, can print intense
colors and most substrates. It can print novel ink formulation and coatings. The print quality will
improve further with time
Since it is has high unit cost and problem with half tone printing, it can be used with
other printing processes. This combination technology is however in demand in India. It is used
for point-of-sale displays, packaging, containers, nameplates, signage, plastic cards, folders, CDs
and DVDs, promotional items and other textile and industrial manufacturing markets
High end screen printing machines are imported. There is an increasing demand for
rotary screen machines in an integrated system. Imports are predicted to increase
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Digital
The process is economical and there occurs no paper wastage with just-in time
production. The print quality is very high and is expected to improve with time
the digital market growth rate in India was 100%
On-demand printing, variable data printing and messaging (telephone bills, tax statements and
receipts) use the digital printing technology. Personalization and customization are two trends
now
The machines using this technology are largely imported
Wide Format
It is used for signage and poster market
Inkjet machines are used as they are fast and good weather resistant for external use
They are used for offset and digital printing
Large printers purchase expensive machines but the small printers import low cost machines
from China.
There is rise id demand for these kind of machines using wide format technology, specially in
the end use markets
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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
Strengths of Indian Printing Industry:
India has rich resources of raw materials of textile industry. It is one of the largest
producers of cotton in the world and is also rich in resources of fibers like polyesters, silk,
viscose and cotton printing.
India is highly competitive in printing sector and has presence in almost all processes of
the value chain.
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1.3 COMPANY PROFILE
NAVEENA PRINTING MILL PVT LTD
About us:-
Established in India (2010), Naveena printing mill have worked to be a force in
the global apparel industry. Situated in the heart of the textile printing cluster of south India,
Erode, we are proud to have the best infrastructure and state-of-the-art technology. We believe in
achieving excellence by providing superior quality products and finest customer care. 110
Employee and we are the service provider of Fabric printing, Bleaching printing, Printing,
Curing printing, Fabric finishing.
Certifications
The focus is global, bring our motto, we make sure we meet international
standards in all the disciplines. Our company has a certification of A level compliance WRAP.
Products & Services
Our vast infrastructure allows manufacturing almost every product in printing
wear. We are capable of Bleaching printing services, Fabric printing services, Fabric finishing
services, Curing printing services, printing services.
Fact Sheet:-
Year of Establishment: 2010 India mart Member Since: 2011 Nature of Business: Service Provider No of Employees: 101 to 500 Major Markets: Indian sub continents
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WHAT DO WE DO:
The Naveena printing mill company is feeding to the exports of tirupur & karur.
The company has a good reputation in printing of woven and knitted fabrics. To make the
company become a vertical integrated unit from grey to finish and it has been declared as
a green house project by the leading buying houses.
OUR STRENGTHS:
Skilled team Large company maturity with the soul of a small company Robust Infrastructure Domain knowledge with industries certifications
OUR SERVICES:
Customized application development Enhancements Migration Re-engineering
PRINTING
The dyed and dried the fabric is printed according to customers requirements in
our printing division. It features a 12 color rotary printing, chest printing, sticker printing, and
roll printing. Our printing division is equipped to print pigment and discharge prints up to 12
colors on any fabric.
Printing division is fully complemented by the computer graphics studio with plotter, exposing
unit and screen cutting unit.
Silt open gumming machine Rotary printing Loop steamer
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Screen printing
Quality control & packing
Our quality control department is manned by highly trained QC inspectors. All
the products are subject to through checking by skilled supervisors. In order to satisfy our
customers and meet internal quality standards, we have our own laboratory; we also have needle
detectors to thoroughly scan packed products for any broken needles
Our products after passing the QC for construction, is ironed, folded and packed.
We use packing supplies sourced from all around the world to meet our customer needs. The
packed products are then packed on to QC for packing.
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1.4 ORGANIZATION CHART
BOARD OF DIRECTOR
MANAGING DIRCTOR
MANAGER
ASSITENT MANAGER
SUPERVISIOR
DEPARTMENT OF SUPERVISIOR
MACHINE OPERATOR
LABOUR
NAVEENA
PRINTING
MILL P.LTD
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CHAPTER II
DEPARTMENT PROFILE
2.1PURCHASE DEPARTMENT
2.2PRODUCTION DEPARTMENT
2.3HUMAN RESOURCE DEPARTMENT
2.4FINANCE DEPARTMENT
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2.1 PURCHASE DEPARTMENT
Every aspect of organization for the manufacturing of the product like sundries, stationary,
parts of machineries that can be available locally, chemicals and dyes etc. have to be purchase
locally from the local markets. These are usually the general items, involve local purchase
for the purchase of machines machinery that is not available in the local market, import
department involves in such purchases. This whole import department is concerned with the
high involvement machinery. They whole purchase department is do not work the work order
or purchase order. Things are purchased according the buyer demand. No buying is done
without the order. As such no inventory level is maintained for such goods as these goods are
utilized immediately and plan is made for the minimum for the week. Three most important
documents are used in the purchase department.
Store Plan Store plan comes from the Store and purchase Requisition; It comes from the
warehouse. Buyer provides purchase Order and according to this the store department make
plan. It is made for one supplier only at one time only. Demand of the supplier is mentioned in
the purchase order. These documents are used all over department.
MPR: Material Procurement Recognition
Every department issues this then the purchase department is responsible for procurement.
MRP: Material Requirement and Planning
This document is used within factory for issuing the material.
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EXPORT DEPARTMENT
Purchase order is received from buyer through the merchandizing department. A fax message is
send to buying house/buyer for opening L/C. Expected Audit date/time received and go-head is
taken from concerned unit (manager) to carry shipment. Arrangements are made for the
transportation to move the consignment by the road/train/air as per plan.
Funds arrangement for the transportation and custom clearance charges.
Shipment moves for the Karachi through the following ways. Eg. Truck, Train, and Air. Rates
are as per shipment volume.
Cargo lifting advice is fixed to custom clearing agent/ Forwarder/ Transportation. Forwarder /clearing agent make arrangements for the custom clearance and booking of the space at earliest
vessel. Following documents are required for the custom clearance. Detail is given following;
Export-FORM
E-FORM is issued and attested by the concerned bank.
VALUATION FORM
It is for the custom purpose to inform the value of the consignment to the State Bank of
Pakistan.
BILL OF ENTRY
Applicable only in case of the imported material used in the manufacturing of the garments
for the export purposes.
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SHIPPING BILL
The forwarder prepares shipping bill. After the sub Management Information Systems ion of the
custom docs, by the forwarder, custom authorities check the docs. And examine the shipment
accordingly. They write the report on the backside of the shipping bill and allow the shipment for
the export from the Pakistan. All these docs are then returned to the export department.
QUOTA PROCEDURE
Arrangement of the quota for the exporting the above goods or the garments as per category.
Quota purchase from the open market/ EPB (export promotion bureau)
VISA PROCESS
After receiving the Docs from the forwarder, Export Department prepares the Visa docs, which
are required for the export of garment to the following countries; USA, CANADA, EUROPEAN
countries.
The set of Visa with required docs is presented to P.H.M.A. for the issuing/ entering of the
Passbook and the given serial numbers.
After this P.H.M.A. pass the Visa to the E.B.P. for the Visa issuance. Then after the checking of
the docs Visa is signed and stamped by the Director of the E.P.B (textile section). All original
docs are returned to the export department.
NEGOTIATION / COLLECTION
After the completion of the Visa process, we submit the docs in the Bank for the negotiation/
collection. The docs are prepared according to the L/C. or the buyer requirement.
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DOCUMENTS FOR THE BUYER
Export department also prepare documents for the buyer for the custom clearance of the
shipment at the destination.
PAYMENT PROCEDURE
After the negotiation/ collection procedure of the docs, bank dispatches the same to L/C opening
bank, to realize the payment. Foreign bank is bound to realize the same within the 10 to 15 days.
After realization of the payment, our bank is bound to issue the PRC within the working days.
REBATE CLAIM
After receiving the PRC, export department claims the duty draw back (rebate) from the
customhouse in Karachi or Lahore.
COMMERCIAL INVOIVCE
In the commercial invoice all the details are mentioned required under conditions of L/C for the
custom clearance and other necessary purposes.
PACKING LIST
It consists of color, weight, product code/other, coding numbers, no. of cartons, carton
dimension, and carton packing.
BILL OF LADING/ AIRWAY
This is according to the L/C terms and conditions.
SHIPPING CERTIFICATE
In this certificate the shipping line intimates that the vessel /flight is not affected buy on Indian
or the Israeli Flag vessel.
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BENEFICIARYS CERTIFICATE
It is according to per buyer requirement.
Business Operation
Management:
The management team of NAVEENA comprises of dedicated and highly motivated individuals,
laying much emphasis on teamwork and interdependency, which brings synergetic results.
They bring with them, experience in the knitwear industry and diverse educational backgrounds,both local and international.
NAVEENA has tried to develop a company culture where quality is given the top priority,
innovation is encouraged, system are followed and fool proof inspection procedures at every
stage of production and carried out.
Quality Standers:
Continuity in quality is an integral part of this organization. there is team of professionals who
head this department .their work starts from yarn till the end product .strict quality control
measures are implemented from the beginning and at all subsequent levels to maintain standards
.
Quality Emphasis:
The organization has already achieved ISO 9002 certification and has acquired various qualitycertificates and awards.
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Laboratory Testing:
The organization have a comprehensive lab to check dye lots .its the organizational routine to
check fabric for shrinkage, lot to lot shade continuity, color fastness to corking etc.
Among other equipment the most noted are the data colors, spectra flash, tumbler and washing.
Major Clients:
The organization is working with leading multinational companies and believes in developing
long term, sustainable relationships rather then one time commercial contract. Organizational
buyers are recognized and respected names in the international apparel industry, including the
followings
Factory Facility
Factory area KHI 12000sq.yards covered area 175000sq .FT
Factory area LHR 5375sq. yards covered area 150000sq FT
No. Of employees-KHI 2500
No. Of employees LHR 1500
Govt departments involve with organization:
There are many departments, which are involved in term of Govt intervention in the textile
industry, which are followings,
CBR
Ministry of labor and manpower
Ministry of excise and taxation
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Custom department
Quality standards assurance organization
State bank of Pakistan
Structure and design of organization:
Structure of the organization is flat and functional. And it is to some extend is a mechanistic
organization. But it is due to its mass production .The organization along with its functional
structures has horizontal linkage which is most necessary thing in garment industry because of
high quality consciousness.
Plant and Equipment:
The organizations most of the plant and equipment is procured internationally, configured to
generate optimal production at all stages and to ensure high quality.
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2.2 Production Department
1. Yarn store2. Knitting3. Dyeing4. Cutting5. Stitching6. Packing & Finishing7. Purchases
PRODUCTION PLANNING AND CONTROL
Production Planning and Control (PPC) is the nervous system of the organization and its basic
task is to receive information from the merchandiser and link it to the production. It involves the
Pre-Production Analysis to ensure quality and reproducibility.
PPC has two further branches
A) Material Resource Planning
B) Production Planning and Monitoring
MATERIAL RESOURCE PLANNING
Material Resource Planning is done for the material procurement, like sundries, yarn and fabric.
It is basically done to analyze that how much is needed, what is needed, when is needed, what isthe cost of the material and how to acquire the resources.
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PRODUCTION PLANNING
It includes the planning like the Sewing Plan (we can also call it as the Master Plan). Back Ward
Production Planning is done and this Production Time Line involves whens and whats of the
production. Date Wise Plans are made from work order to delivery.
MONITORING
It is the different entity. Monitoring is done for the whole production process and in this we
check out the planning implementation. If the planning is failed, re-planning is done for that.
Off- the- track and On-the- track planning is also done by the PPC.
DOCUMENTS RECEPTION IN PPC
Two types of the documents are received by the in the PPC from RESEARCH AND
DEVELOPMENT and Cutting.
RESEARCH AND DEVELOPMENT
PPC receive Quality Plan from the RESEARCH AND DEVELOPMENT. In this Quality Plan
specification, quality, width, weight, dyes, gauges and counts are mentioned.
Cutting
PPC receive Fabric Consumption Patterns from the Cutting department and plans that how much
fabric must be used.
DOCUMENTS GENERATION IN PPC
Store Plan
Store Plan can also be called as Accessories Plan. It involves all the documentation about the
sundries being used in the production of the order. It also involves the information about
Threads, Buttons, Sewing and Labels. Store Plan is basically a Quantity Plan.
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Dyeing Plan
It is related with the Dyeing of the fabric that how much fabric is required for an order, and then
it is converted in to the Acro fabric. It plans for how much dyes and chemicals are required. For
the procurement of the materials, PPC goes for the purchase department.
EXTRA PLANNING
3-5% extra planning is done for the losses. There are some visible losses and some invisible
losses. Visible losses occur from cutting to shipment. Invisible losses are being made in Dyeing
process and Finishing Process. Any extra planning requires extra cost. So for the additional
planning and additional cost, PPC managers have to go for the Chief Executive.
The Production Planning and Control is the nervous system of our organization and undoubtedly
it is our key success factor. The nucleus of NAVEENA and Sarahs remarkable success has been
its impeccable system. PPC conducts detailed pre-production analysis to ensure quality and
reproducibility.
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2.3 HUMAN RESOURCE DEPARTMENT
Human resource department is responsible for
Recruiting
In NAVEENA for management hiring three interviews are conducted if they are experienced. If
they fresh graduate then first written test is done after this initial interview, and then final
interview is conducted. This process is done for management trainees.
For workers and officer level the head of department hire. His criteria will accord job
requirements.
Training
On the job training is mostly provided. But sometimes for management we conduct seminars; in
LUMS some lectures are scheduled. Some mangers they visit to foreign countries for getting
training.
Compensation
For management trainees they provide Rs.12000 and other according to job requirement and
skills of the employee. They also compensate according market going situation. For workers they
are providing minimum Rs. 3000 according to government rolls. For officers the G.M decide
how much salary will be provided. This depends on the nature of the job and skills, experience of
the employees.
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2.4 FINANCE DEAPRTMENT
The office manager is the head of this department under this department
There are account officer, assistant, casher, clerks, steno and office boys. This
Department records are maintained by the use of computer.
The books are maintained by computer are:
a) cash bookb) Bank bookc) Purchase journald) Sales journale) Purchase ledgerf) General ledger
In this department casher plays a may by roll in doing all the activity to Be recorded day
to day.
TRANSACTIONS VOUCHER:
Every company deal fully with voucher they are.
Cash voucher Journal voucher Bank voucher
These voucher deal with the company internal and external dealing.
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CASH VOUCHER:
This voucher with the cash expenses done by the company. It includes all
Expenses like machinery repairs, diesel for car and auto mobile. The cash payment
Can be given up to Rs.10000/- all transaction are fonded under different head and
Codes. There are two types of voucher.
a) Receipt voucherb) Payment voucher
BANK VOUCHER:
The mill mainly has its transaction with state bank of india. The bank voucher
Contain, date, particular of the transaction. Cheque member, bank name etc., its is
Paid, if its a receipt from whom it was received should be noted in that the company
Maintained a fixed amount of balance in the bank, every month the bank company
Compared with the cashbook company and bank reconciliation statement is
Prepared
JOURNAL LEDGER:
Journal means double entry book keeping this voucher deals with the
Company in internal dealing of the company. That means the companys expenses
and others with inside the accounting system, by the following of double entry book
Keeping, every debit has a corresponding credit.
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COMPANY LEDGERS:
The company maintains mainly three types of ledger. There are
1. debtor ledger2. creditor ledger3. general ledger
DEBTORS LEDGER:
All the parties who are in dealing with this company in connection with the
Purchase of earn are on this debtors ledger. This contain the code name numbers
And companys party name.
CREDITOR LEDGER:
This ledger lives details pertaining to credit purchase of cotton, polyester,
And storage processing and also through the commission to selling agents. The
Creditors ledger should be compulsorily are maintained.
GENTRAL LEDGER:
The ledger deals with all nominal expenses and incomes about the liability
Of concern. It is a basis for the preparation of profit and loss account and balance
sheet
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2.5 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 its 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 dont 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 behavior will become typical in the
employees is shown the door. Or perhaps, there is another optionTalent management.
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2.6 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 erode branch NAVEENA printing
mill Private Limited.
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CHAPTER III
3.1 OBJECTIVES OF THE STUDY
o To understand the necessity of talent management among employees.
o To study the level of employee satisfaction and problem associated with TalentManagement System.
o To study employee perception about the Talent Management System and variouschallenges of talent identification and management.
o To give suitable Suggestions for improvement of Talent management System.
o To recruit from the market and development of valuable and talented candidates.
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3.2 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 amongthe 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.
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3.3 RESEARCH METHODOLOGY
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.
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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 Chittode, Erode.
SAMPLE SIZE:
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 naveena
printing mill, the researcher selected 50 persons as sample size. The respondents were selected
on the basis of Random Sampling Technique;
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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 NAVEENA PRINTING MILL.
Primary data is collected from Employees of the NAVEENA PRINTING MILL.
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 NAVEENA PRINTING MILL 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 300, 50 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 nonconventional 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 Chi Square.
STATISTICAL TOOL:
The collected data were classified tabulated, and analyzed with some of the
statistical tools like.
1. Percentage analysis
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3.4 REVIEW OF LITERATURE
1. School of Business and Economics.
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. Psychological characteristics and talent identification in soccer-Journal of Sports
Sciences.
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 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
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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. Talent identification and development: an academic review.
The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent
Identification and Development Programmed 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. Talent management strategies, NHRD.
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. Talent retention strategies in a competitive environment
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. 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.
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7. Managing talent, HRD 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. The Strategic Development of Talent
"Roth well ignites the imagination, expands the possibilities, and offers practical strategies any
organization can use to effectively develop, retain and utilize talent for the benefit of an
organization and enter the fluid, flexible future. Managers at all levels will cheer the sanity Roth
well suggests."
9. Leadership Talent Identification and Development
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.
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CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
GENDER OF THE RESPONDENTS
S. NO GENDERNO. OF
RESPONDENTSPERCENTAGE
1 Male 30 60
2 Female 20 40
Total 50 100
INTERPRETATION:
From the above table it is inferred that 60% are male workers and 40% are female workers.
More than half of the respondents are male.
CHART- 4.1
GENDER OF THE RESPONDENTS GENDER
Male Female
Series1 60 40
0
10
20
30
40
50
60
70
NOEMPLOYEES
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TABLE 4.2
AGE OF THE RESPONDENTS
S. NO AGE NO. OFRESPONDENTS
PERCENTAGE
1 18- 25 years 10 20
2 26-35 years 20 40
3 36-45 years 11 22
4 Above 45 years 9 18
Total 50 100
INTERPRETATION:
From the above table it is inferred that 20% respondents are between the age group 18-25,
40% of the respondents fall between the age group 26-35, 22% respondents fall between the age group
36-45, 18% of the respondents fall between the age group above 45
CHART- 4.2
AGE OF THE RESPONDENTS
18- 25 years 26-35 years 36-45 yearsAbove 45
years
Series1 20 40 22 18
0
5
10
15
20
25
30
35
40
45
NOOFEMPLOYEES
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TABLE 4.3
QUALIFICATION OF THE RESPONDENTS
S. NO EDUCATIONALQUALIFICATION
NO. OFRESPONDENTS
PERCENTAGE
1 SSLC 9 18
2 HSC 15 30
3 DIPLOMA 14 28
4 DEGREE 12 24
TOTAL 50 100
INTERPRETATION:
From the above table it is inferred that 18% respondents are between the qualification of SSLC,
30% of the respondents fall between the qualification of HSC, 28% respondents fall between the
qualification of DIPLOMA, 24% of the respondents fall between the qualifications of DEGREE.
CHART- 4.3
QUALIFICATION OF THE RESPONDENTS
SSLC HSC DIPLOMA DEGREE
Series1 18 30 28 24
0
5
10
15
20
25
30
35
NOOFEM
PLOYEES
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TABLE 4.4
EXPERIENCE OF THE RESPONDENTS
S. NOEXPERIENCE OF
EMPLOYEE
NO. OF
RESPONDENTSPERCENTAGE
1 Below -2 7 14
2 3-6 8 16
3 7-10 19 38
4 Above-10 16 32
TOTAL 50 100
INTERPRETATION:
From the above table it is inferred that 14% respondents are between the experience less than 2years, 16%
of the respondents fall between the experience less than 3-6years, 38% respondents fall between the
experiences less than 7-10years,32% of the respondents fall between the experience of less than 2years
more than 10years.
CHART4.4
EXPERIENCE OF THE RESPONDENTS
0
5
10
15
20
25
30
35
40
Below -2 3 TO 6 7 TO 10 Above-10
NOOFEMPLOYEES
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TABLE 4.5
CURRENT POSITION OF THE RESPODENTS
INTERPRETATION:
From the above table it is inferred that 18% respondents are between the position of trainee, 26%of the respondents fall between position of process associate, 34% respondents fall between the positionof senior process associate,32% of the respondents fall between the position of system analyst, 10% ofthe respondents fall between the positions of system
CHART- 4.5
CURRENT POSITION OF THE RESPODENTS
TraineeProcess
associate
Senior
process
associate
System
analystOthers
Series1 18 26 34 12 10
0
10
20
30
40
NOOFRM
PLOYEES
S. NOCURRENT
POSITION
NO. OF
RESPONDENTSPERCENTAGE
1 Trainee 9 18
2 Process associate 13 26
3Senior process
associate17 34
4 System analyst 6 12
5 Others 5 10
TOTAL 50 100
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TABLE 4.6
ORGANIZATION IDENTIFY TALENT
S. NOIDENTIFY
TALENT OF THE
EMPLOYEES
NO. OF
RESPONDENTSPERCENTAGE
1 By competencies 3 6
2 By result 19 38
3 By potentials 14 28
4 Others 14 28
TOTAL 50 100
INTERPRETATION:
From the above table it is inferred that 6% respondents are the identify talents by
competencies, 38% of the respondents are identify talents by results, 28% respondents are identify talents
by potentials,28% of the respondents are identify talents by others.
CHART- 4.6
ORGANIZATION IDENTIFY TALENT
By
competenciesBy result By potentials Others
Series1 6 38 28 28
0
5
10
15
20
25
30
35
40
NOOFEMPLOYEES
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TABLE 4.7
BELIEVE OF THE RESPODENTS
S. NOBELIEVE OF THE
EMPLOYEE
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 31 62
2 No 19 38
Total 50 100
INTERPRETATION:
From the above table it is inferred that 62% respondents are YES and 38% of the respondents are
NO for believe for talent identification and management.
CHART- 4.7
BELIEVE OF THE RESPODENTS
Yes No
Series1 62 38
0
10
20
30
40
50
60
70
N
OOFEMPLOYEES
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TABLE 4.8
TALENT MANAGEMENT IMPORTANT FOR COMPANY
S. NO IMPORTANT FORCOMPANY
NO. OFRESPONDENTS
PERCENTAGE
1 Yes 39 78
2 No 11 22
Total 50 100
INTERPRETATION:
From the above table it is inferred that 78% respondents are YES and 22% of the respondents
are NO for believe for talent identification and Management
CHART- 4.8
TALENT MANAGEMENT IMPORTANT FOR COMPANY
Yes No
Series1 78 22
0
10
20
30
40
50
60
70
80
90
NOOFEMPLOYEES
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TABLE 4.9
TALENT MANAGEMENT IMPORTANT FOR EMPLOYEES
S. NO IMPORTANT FOREMPLOYEES
NO. OFRESPONDENTS
PERCENTAGE
1 Yes 20 40
2 No 30 60
Total 50 100
INTERPRETATION:
From the above table it is inferred that 40% respondents are YES and 60% of the respondents are
NO talent identification and management important for employees.
CHART-4.9
TALENT MANAGEMENT IMPORTANT FOR EMPLOYEES
Yes No
Series1 40 60
0
10
20
30
40
50
60
70
AxisTitle
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TABLE 4.10
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN
ORGANIZATION
S. NOTOP PRIORITY IN
ORGANIZATION
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 45 90
2 No 5 10
Total 50 100
INTERPRETATION:
From the above table it is inferred that 90% respondents are YES and 10% of the respondents are
NO talent identification and management initiatives top priority in organization.
CHART- 4.10
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN
ORGANIZATION
Yes NoSeries1 90 10
0
20
40
60
80
100
NOOFEMPLOYEES
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TABLE 4.11
ORGANIZATION SPECIFIC TALENT MANAGEMENT INITIATIVES
S. NO
ORGANIZATIONSPECIFIC TALENT
MANAGEMENT
INITIATIVES
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 50 100
Total 50 100
INTERPRETATION:
From the above table it is inferred that 100% respondents are YES and 0% of the respondents are
NO specific talent identification and management initiatives in organization.
CHART- 4.11
ORGANIZATION SPECIFIC TALENT MANAGEMENT INITIATIVES
1
Yes 100
0
20
40
60
80
100
120
NOOFEMPLOYEES
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TABLE 4.12
TALENT MANAGEMENT IMPLEMENT REGULAR AND FEEDBACK
S. NOIMPLEMENTOF TALENT
MANAGEMENT
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 30 60
2 No 20 40
Total 50 100
INTERPRETATION:
From the above table it is inferred that 60% respondents are YES and 40% of the respondents are
NO talent identification and management regular feedback given.
CHART- 4.12
TALENT MANAGEMENT IMPLEMENT REGULAR AND FEEDBACK
Yes No
Series1 54 46
42
44
46
48
50
52
54
56
NOOFEMPLOYEES
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TABLE 4.13
FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE
FEEDBACK
S. NO
FEEDBACK
ABOUT
COMPANY
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 27 54
2 No 23 46
Total 50 100
INTERPRETATION:
From the above table it is inferred that 54% respondents are YES and 46% of the respondents are
NO talent identification and management regular feedback action.
CHART- 4.13
FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE
FEEDBACK
Yes No
Series1 54 46
42
44
46
48
50
52
54
56
NOOFEMPLOYEES
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TABLE 4.14
COMPLETE WORK WITHIN A GIVEN TIME
S. NOCOMPLETE
WORK WITHIN A
TIME
NO. OF
RESPONDENTSPERCENTAGE
1 Yes 27 54
2 No 23 46
Total 50 100
INTERPRETATION:
From the above table it is inferred that 54% respondents are YES and 46% of the respondents are
NO talent identification and management regular work completion in organization
CHART- 4.14
COMPLETE WORK WITHIN A GIVEN TIME
Yes No
Series1 54 46
42
44
46
48
50
52
54
56
N
OOFEMPLOYEES
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CHAPTER-V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
Majority (60%) of the respondents belongs to the category of male people. Majority (34%) of the respondents belong to the age group of 2635 years 30% of the respondents completed their HSC and lowly 18% of the respondents
completed their SSLC.
Majority (38%) of the respondents are work experience is 7-10years. Majority (34%) of the employees are senior process associate. 38% employees respondents that the organization identifies talent by results. 62% half of the respondents believe the talent management system. 78% of the
employees respond that talent management is important for company.
60% of the respondents employees respond that talent management is not necessary forthem.
90% of the employees respond that talent management initiatives a top priority in theorganization.
Three-fourth of the employees responds that organization has specific TalentManagement Initiative.
Majority of the respondents i.e. 60% of them workers interest.
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Level of satisfaction of employees with the following of salary and benefit package.
(i) Most of the respondents (30%) are neutral with medical insurance package.
(ii) Most of the respondents (40%) are neutral with Company savings plan.
(iii) Most of the respondents (35%) are satisfied with retirement plan.
(iv) Most of the respondents (10%) are neutral with Holiday entitlement.
(v) Most of the respondents (15%) are neutral with the competitive of my salary.
30% of the employees are respondents that retaining the current is the talent retentioninitiative. Majority of the respondents are satisfied with personnel policies of the
company.
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5.2 SUGGESTIONS
Organization is meaningful descriptions of the capabilities (skills, behaviors, abilities andknowledge) required throughout the organization.
Organization is able to relate those skills and capabilities to a role or a centre of demand,such as job position, project or leadership role.
More certified training can be given to the employee to boost their effectiveness andefficiency. It should be used as a tool of motivation.
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
The organization can develop rewards and compensation structures which will begeared towards incentivizing on spot and develop talented employees.
The organization provide skills, training, and knowledge and encourage them to engage andconduct 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.
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5.3CONCLUSION
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 clearfor organization to succeed in todays 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 helpensure that the right people are in the right place at the right time, as well as organizational
readiness for the future
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APPENDIX
QUESTIONNAIRE
A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT
NAVEENA PRINTING MILL PRIVATE LTD.
1) Name: (Optional) ______________________________________________
2) Gender: a) Male b) Female
3) Age: a) 1825 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.................
8) Do you believe Talent Management System is necessary?
(a) Yes (b) No
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9) Do you think a Talent Management System is important for Company?
(a) Yes (b) No
10) Do you think a Talent Management System is important for you?
(a) Yes (b) No
11) Are Talent Management initiatives a top priority in your Organization?
(a) Yes (b) No
12) Does your Organization have any specific Talent Management Initiative?
(a) Yes (b) No
13) Is Talent Management System implemented regularly and feedback Given to you?
(a) Yes (b) No
14) Is any following action taken by the Company after the feedback?
(a) Yes (b) No
15) Can you complete your work within a given time?
(a) Yes (b) No
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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.naveenaprintinggroups.com
2) www.google.com
3) www.humanresourcemanagement search.com
4) www.hrmagazines.com
5) www.wikipedia.com
6)www.yahoo.com
http://www.naveenaprintinggroups.com/http://www.naveenaprintinggroups.com/http://www.naveenaprintinggroups.com/http://www.yahoo.com/http://www.yahoo.com/http://www.yahoo.com/http://www.yahoo.com/http://www.naveenaprintinggroups.com/ -
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