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TERM PAPER

OF

MANAGEMENT PRATICES

AND

ORGANISATION BEHAVIOR

ON

TOPIC: TALENT MANAGEMENT

SUBMITTED TO: SUBMITTED BY:

MARLYN KOUL MAM AKASH TYAGI.

(LECT. IN MANAGEMENT) REGD. NO. 10904909.

ROLL NO. 17 (A).

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TABLE OF CONTENTS

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INTRODUCTION .......................................................................................................................... 4

Key Business Processes ......................................................................................................... 5

The process of talent management ....................................................................................... 6

Talent Management v/s Traditional HR Approach............................................................... 7

The focus of talent management ............................................................................................ 8

Knowledge Management....................................................................................................... 12

LITERATURE REVIEW: ............................................................................................................ 13

PROBLEM IDENTIFICATION................................................................................................... 15

OBJECTIVES .............................................................................................................................. 15

NEED OF THE STUDY.............................................................................................................. 15

RESEARCH METHODOLOGY ................................................................................................ 16

PRIMARY DATA ..................................................................................................................... 16

SECONDARY DATA .............................................................................................................. 17

STATISTICAL TOOLS: .......................................................................................................... 17

SAMPLING TECHNIQUES: .................................................................................................. 17

ANALYSIS: .................................................................................................................................. 18

HR PROFESSIONAL ............................................................................................................. 18

EMPLOYEE ............................................................................................................................. 25

FINDINGS.................................................................................................................................... 30

HR MANAGERS ..................................................................................................................... 30

EMPLOYEES .......................................................................................................................... 31

RECOMMENDATIONS.............................................................................................................. 32

CONCLUSION ............................................................................................................................ 33

LIMITATIONS .................................................................................. Error! Bookmark not defined.

ANNEXURE ................................................................................................................................. 34

BIBLIOGRAPHY ......................................................................................................................... 35

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INTRODUCTION

This new age economy, with its attendant paradigm shifts in relation to the human capital, in

terms of its acquisition, utilisation, development and retention, has placed a heavy demand on

todays HR professionals. Today HR is expected to identify potential talent and alsocomprehend, conceptualise and implement relevant strategies to contribute effectively to

achieve organisational objectives. Hence a serious concern of every HR manager in order to

survive this War for Talent, is to fight against a limited and diminishing pool of qualified

available candidates to replace valuable employees when they leave, dramatically underscoring

the difficulty to attract, motivate and retain the best employees in an organisation. To analyse

the reasons, we first need to understand what TALENT means. People have different views

and definitions. According to Leigh Branham, vice president, consulting service at Right

Management Consultants and author of the book, Keeping People Who Keep You in Business,

a talent is not rare and precious. Everyone has talent too many to possibly name all. Talent is

behavior; things we do more easily than the next person. We speak of natural born talent butthose with a gift, knack, ability or flair for something can refine and develop that talent through

experience. Talent, however, cannot be taught. As someone once said, you can teach a turkey

to climb a tree, but it is easier to hire a squirrel.

Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a

combination of abilities and attitudes. The real trick is to match the right motivated talents to

the right role, individually and collectively, harnessing and harmonizing this crucial attribute to

achieve the objectives of your company.

Today, companies have become fiercely competitive when it comes to attracting and retaining

talent. According to Branham, 75 per cent of the senior executives admit that employee

retention is a major concern today, the obvious reason being the increasing rate of turnover.

This dynamically changing and volatile demand-supply equation with such erratic attrition

trends and cut throat competition has led organisations to focus on mechanisms pertaining to

attracting and retaining talent. It is an accepted truth that turnover will happen and companies

need to device a strategy to curb unprecedented turnover from affecting organisational success.

As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares, achieving zero percent

turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons

more money, better benefits, the appearance of a greener pasture- and this has been a practice

from the very beginning. Then, what is it that has really changed?

Despite intense competition being the key to market development and success, organisations

have failed to identify some of the major reasons which highlight why good performers leave.

In his study, Branham clearly states that one major reason why people leave their organisation is

because of the organisations failure to bring about a correlation between pay and performance.

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Human Resource experts in the industry believe matching the right blend of talent with the right

job profile can lead to superior performance.

The present scenario with abundant opportunities has triggered a wave of employees,

perpetually on the move, forever seeking better opportunities whenever, wherever and

however they can. What is behind the restlessness of these hard to keep employees? Byfocusing on productivity, organisations are realising that it is imperative to hire employees who

can do the job and be successful at it. The organisation no longer wants to just hire to hire, in

fact they are striving to find the right people, bring them into the organisation and retain their

services. One of the critical functions of HR is a sound Human Resource Planning through which

they are able to project the demand for human resource and thereafter formulate strategies for

acquiring them. As the leading HR heads of the country point out, the solution is not just about

finding the correct retention mechanisms , but it starts from the very beginning by devising ways

to acquire the right people for the right jobs.

Key Business Processes

The following matrix appropriately defines key business processes for an organization:

Talent management is a key business process and like any business process takes

inputs and generates output.

Impactonshareho

lders High

Low

Impact on customers

HighLow

Key Business

Processes

Service

Processes

Support

Processes

Leveraging

Processes

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The process of talent management

Vision

Mission

Strategy

Structure

Roles

Competencies required

(Selecting and developing)

INPUT

TALENT MANAGEMENT

Knowledge

Tapping the full potential

Breakthrough Performance

OUTPUT

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Talent Management v/s Traditional HR Approach

Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone

approach, especially for companies operating 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 the potential of people by

developing capacities. Capacities are the basic DNA of an organization and also of

individual potential. In fact, the following appropriately describes the role of talent

management:

D N A

Point of Departure Navigation Point of Arrival

Translating organizational vision

into goals and mapping the

required level of capacities andcompetencies to achieve goals

Aligning individual values

and vision with

organizational values andvision

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 and

accept varied, incremental

and transformational roles in

an overall scenario of

acknowledged need for

change

Gap analysis and identification of

development path

Helping individuals

realize their full

potential through

learning and

development

Developed individuals

enabling breakthrough

performance

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The focus of talent management

At the heart of talent management is developing the following intrinsic human

capacities:

1. Capacity to learn (measured as learning quotient LQ)

Enhancing an individuals capacity to learn improves the persons awareness. It adds

to the persons quest to know more and delve into newer areas. This capacity is

developed by holistic education that teaches how to learn, an enabling environment

and good mentoring. Capacity to learn comprises of the following:

Introspection is the individuals willingness to look back and learn ability tolearn from mistakes and identifying areas of improvement.

Reflection and contemplation is the individuals ability to observe his ownthoughts, actions and emotions/feelings and using the awareness to improvefurther and perform better.

Getting into the flow is the individuals ability to get into a new experienceand flow with the experience. It is the persons child-like ability to derive joyout of learning.

2. Capacity to think (measured as conceptual quotient CQ)

An individuals quest to know more leads his mind to create images. Enhancing an

individuals capacity to think helps the person not only take learning to a higher level

of intellect but also improves creativity. Capacity to think comprises of the following:

Analysis is about asking the right questions and breaking complex things intosimpler elements.

Creativity is about generating new thoughts and breaking the existing patternsof thought.

Judgment requires both. This is what helps an individual take qualitydecisions.

To

Learn

Introspection

Reflection &

contemplation

Flow

To

Think

Analysis

Creativity

Judgment

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3. Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and thoughts. This

leads the person to be able to relate to other individuals and the environment around

him. The outcome is indeed a sense of belongingness and an environment of trust at

the organizational level and team spirit at the individual level. Capacity to relate

comprises of the following:

Listening is the individuals ability to listen with warmth and respect. Activelistening is free of biases, evaluation and pre-conceived notions.

Empathizing is the ability to put self in someone elses shoes and getting out of

ones own shoes. Trust requires a combination of both empathizing and listening. It is about

authenticity, openness and genuineness.

4. Capacity to act (measured as action quotient AQ)

Action is how the above three capacities of an individual are manifested. It is the

individuals ability to enact his intentions. Following are components of capacity to

act:

Organizing refers to the individuals ability to organize his time and resourcesso as to enable him to convert intentions into reality.

Implementing means delegating, attention to detail, and focus on the rightprocess.

Perform under pressure means the ability to work under pressure and timeconstraints and handle multiple tasks without negative stress.

The individuals values help in discriminating amongst alternatives and act as the

bedrock for decisions. They act as multipliers in enhancing the individuals capacities,

a sigma of which reflects the individuals true talent.

Thus:

(LQ + CQ + RQ + AQ) X Values = Talent

To

Relate

Empathizing

Listening

Trust

To

Act

Organizing

Implementing

Work

under

pressure

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Organizations provide individuals the opportunity and space for physically manifesting

their talent into performance for achieving individual and organizational vision.

Talent manifests into performance as follows:

Talent

+

Vision/Mission/Strategy

+

Skills & Competencies

+

Role & structure

+

Opportunity

+

Encouragement & Recognition

+

Training & Development

+

Coaching

+

Action Plan & Goals

+

Resources

Performance

Management

System

Performance

Thus the domain of talent management focuses not only on development of

individuals intrinsic capacities, but also on culture building and change management

to provide the other elements listed above for manifestation of talent into

performance.

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The service and consulting areas of talent management that thus emerge are:

Talent appreciation

Potential enhancement

Acquisition of talent

Knowledge management

Grow Talent offers services in all the above areas. Grow Talents offerings are based

on the models discussed above and follow a unique methodology.

Talent appreciation (TAPTM)

TAPTM services from Grow Talent are focused on assessing the way individuals learn,

think, relate to others, and act. Tap is used to evaluate the capacities, competencies

and values of individuals for assessment of potential for career development and

succession planning.

This is intricately linked to helping organizations map their capacity and competency

requirements and then assessing talent to draw up individual development plans. The

talent profiling thus done for organizations helps them identify critical competencies

to be developed and capacities to be enhanced in order to meet future business

requirements and achieve plans.

Potential enhancement (PEPTM)

The focus of PEPTM is to create learning experiences and solutions for individuals that

will help convert their talent into competence. It also involves designing learning

events and processes that enhance the potential of individuals.

Two intrinsic components of Grow Talent PEPTM are:

Capacity building modules - which focus on enhancing the four capacities of

individuals

Competence building modules which focus on specific areas like consultingskills, problem solving, service quality, strategic selling, process designing,interviewing skills, etc.

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Acquisition of talent (ACTTM)

Grow Talents approach to helping organizations acquire talent is based on the

following:

Helping organizations define roles for specific leadership positions based on'preferred futures' and strategy

Identifying the competencies required for each of these jobs Determining the levels of fundamental capacities of learning, thinking, relating

and acting needed to acquire these competencies Defining the values which are needed to display the desired behaviors Identifying individuals who would fit into these positions Enable organizations and individuals to establish mutually acceptable contracts

for employment and lay the foundation of win-win relationships

Knowledge Management

As said earlier, the domain of talent management includes culture-building and change

management. Knowledge management services from Grow Talent are aimed at

leveraging knowledge for performance by creating an environment for sharing by

building trust. The focus of knowledge management is to connect people and

technology to capture and harness the tacit knowledge of the organization. By making

trust the bandwidth of communication, knowledge management enhances sharing and

thereby creates an appropriate environment for talent to translate into performance.

With its comprehensive spectrum of services for talent management and unique

methodology, Grow Talent is strongly positioned to help organizations gain a

competitive and sustained talent advantage.

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LITERATURE REVIEW:

A detailed survey of the concerned literature has been carried out based on various

journals, reviews concerned magazines and internet and presented below:

Any Organization needs to have a vision and a well defined strategy on hiring for the

future. We should have the right talent to attract and retain the best available talent

for which a number of measures for talent management are required.

[KARTHIKEYAN,2007]. Emphasis has been paid on initiatives that can be put in place to

help organization to retain and nurture the talent [PANDIT, 2007]. The fundamental

aspects about the definitions of human recourses have been discussed and planning of

new models has been discussed. The need to disband the conventional school of

thoughts about organizational behavior has been advocated and a new approach has

been suggested for HR [ANANDARAM, 2007.]

The Strategic Development of Talent by William J. Rothwell

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

strategies any organisation can use to effectively develop, retain and utilise talent for

the benefit of an organisation and enter the fluid, flexible future. Managers at all

levels will cheer the sanity Rothwell suggests."

The Talent Management Handbook: Creating Organizational Excellence by

Identifying, Developing, and Promoting Your Best People by Lance A. Berger

"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."

NEWSLETTER

Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4

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

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JOURNALS

KARTHIKEYAN J (May 2007), Talent management strategies, NHRD journal,

Hyderabad, p23-26

Organization need 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..

PANDIT Y V L (May 2007), Talent retention strategies in a competitive

environment, NHRD journal, Hyderabad, p27-29

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

mangers, the article outlines initiative that can be put in place to help organization

retain nurture and retain the talent

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PROBLEM IDENTIFICATIONIT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of

maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those

who can recognize the worth of a diamond can value it, for others it's just a stone! Talent is

doing easily what others find difficult.

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

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

that just don't suit their liking, inclination or temperament, the results, or rather the lack of

them will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism

and other negative behavior will become typical till the employee is shown the door. Or

perhaps, there is another option - Talent Management

A conscious, deliberate approach undertaken to attract, develop and retain

people with the aptitude and abilities to meet current and future organizational

need

Organization need to have a vision and a well defined strategy on hiring for the future.

India has become the outsourcing capital of the world and this has created its own set of HR

challenges. Indias biggest problem is that qualified graduates are becom ing scarce. Despite the

large population, the supply of engineers cannot keep up with the sharply increased demand.

So, do we have the right talent within to attract and retain the best available talent?

OBJECTIVES

To identify various upcoming challenges of talent management

To establish upcoming trends in talent management.

To identify the ways to retain the best talent.

NEED OF THE STUDY

The supply side discussed puts pressure on companies to attract the best talent and ensure that

employees join the company and choose to stay in the organization rather than look for

opportunities elsewhere. Present study is supposed to find out the existing Indian talentscenario so as to analyze its emerging challenges and trends.

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RESEARCH METHODOLOGYPRIMARY DATAFor the purpose of collection of primary data two web administered questionnaire were

prepared. One questionnaire was made for HR professionals or the people involve with the

talent management in the organization and other one was for the employees of the

organizations.

QUESTIONNAIRE: HR Professional

LINK:

http://www.eSurveysPro.com/Survey.aspx?id=49e4bb13-faf3-424c-bdb8-b0c9d885ef60

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

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

identified these practices and a deep understanding of typical organizational programs to

ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects

of the work environment. As a result, the questionnaire included items about the full range of

rewards practices, leadership and management effectiveness, communication, culture and

attributes related to these tangible and intangible aspects. Respondents came from a range of

industries, including telecommunications and technology, financial services, education, health

care, energy, retail, transportation, consumer products and manufacturing.

Sample Size: 25

QUESTIONNAIRE: EMPLOYEES

LINK:

http://www.eSurveysPro.com/Survey.aspx?id=3859dd23-64e9-471f-b0b8-4acdd4d66b22

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

questionnaire. The talent 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 of such talent management initiative as well as the satisfaction level

of the employees.

Sample Size: 30

These questionnaire links were mailed to the respective respondent and data was collectedthrough the website. The researcher created an account with the hosting website

www.surveyspro.comfor uploading as well as assessing the response database.

http://www.surveyspro.com/http://www.surveyspro.com/http://www.surveyspro.com/

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SECONDARY DATA Journals and Research Paper

Newsletters

HR websites

STATISTICAL TOOLS: Pie charts

Bar graphs

Averages

Correlation

SAMPLING TECHNIQUES:Judgmental Sampling

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ANALYSIS:

HR PROFESSIONAL

82%

18%

Does your organization have any

specific talent managementinitiatives in place? Response Total

Yes No

86%

14%

Are talent management initiatives a

top priority for your organization?

YES NO

42%

29%

29%

How does your organization identify

talent?

By competences By results By potential

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What are the areas your organization needs to improve in terms of talent management initiatives?

Aligning employees with the mission and vision of your organization 40.91%

Assessing candidates skills earlier in the hiring process 50.00%

Creating a culture that makes employees want to stay with the organization 40.91%

Creating a culture that makes individuals want to join the organization 40.91%

Creating a culture that values employees work 40.91%

Creating an environment where employees are excited to come to work each

day

50.00%

Creating an environment where employees ideas are listened to and valued 50.00%

Creating policies that encourage career growth and development opportunities 63.64%

Identifying gaps in current employees and candidate competency levels 59.09%

What are the areas your organization needs to improve in terms of talent

management initiatives?

40.91%

In your organization who is primarily responsible for (tick one per statement)

No one Departmenthead(excludes

employeesupervisor)

Hr staff Internalcoach(excludes

employeesupervisor)

Mentor(excludesemployee

supervisor)

Outsideconsultant

Others

Recruitingindividuals

0% (0) 63% (14) 63% (14) 4% (1) 4% (1) 4% (1) 4% (1)

Further developing

employees

4% (1) 54% (12) 31% (7) 13% (3) 18% (4) 4% (1) 13% (3)

Retaining employees 4% (1) 63% (14) 50% (11) 9% (2) 4% (1) 9% (2) 9% (2)

68%

32%

Does your organization have a staff member whose position is exclusively

responsible for overseeing talent management initiatives?

Yes, at the management/ executive level No

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Which broadly defined job description are the most critical in terms of attracting andretaining employees?

1 (verycritical)

2 3 4 5 (not critical)

0%(0) 0%(0) 0%(0) 0%(0) 0%(0)sales 55% (10) 33% (6) 5% (1) 5% (1) 0% (0)

marketing 27% (5) 44% (8) 22% (4) 5% (1) 0% (0)Business development 50% (10) 35% (7) 20% (4) 0% (0) 0% (0)

finance 15% (3) 25% (5) 45% (9) 15% (3) 0% (0)Field operations 5% (1) 21% (4) 36% (7) 26% (5) 10% (2)

Research anddevelopment

23% (5) 38% (8) 28% (6) 4% (1) 4% (1)

innovation 25% (5) 40% (8) 25% (5) 10% (2) 0% (0)Business unit leadership 25% (5) 35% (7) 30% (6) 10% (2) 0% (0)

Senior management 38% (8) 38% (8) 19% (4) 4% (1) 0% (0)Programme management 19% (4) 23% (5) 47% (10) 9% (2) 0% (0)

27%

35%

38%

What are your talent retention

initiatives?

Acquiring new talents Leveraging existing talents

Retaining the current potential

18%

9%

18%

14%

9%

10%

11%

11%

Within your organization what kinds of talent development

activities are carried out?

Building class room workshops

Coaching

Mentoring

Education

Developmental experience

Short terms assignments

Action learning

Others

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To what extent do you agree or disagree with the following statements? (Tick one per statement)

Stronglydisagree

disagree agree Stronglyagree

Aligning employees with the mission and visionof your organization

4% (1) 9% (2) 38%(8)

47% (10)

Assessing candidates skills earlier in the hiringprocess

9% (2) 0% (0) 76%(16)

14% (3)

Creating a culture that makes employees want tostay with the organization

5% (1) 0% (0) 35%(7)

60% (12)

Creating a culture that makes individuals wantto join the organization

9% (2) 9% (2) 28%(6)

52% (11)

Creating a culture that values employees work 4% (1) 0% (0) 33%(7)

61% (13)

Creating an environment where employees areexcited to come to work each day

4% (1) 9% (2) 33%(7)

52% (11)

Creating an environment where employees ideasare listened to and valued

9% (2) 4% (1) 42%(9)

42% (9)

Creating policies that encourage career growthand development opportunities

5% (1) 5% (1) 47%(9)

42% (8)

Identifying gaps in current employees andcandidate competency levels

4% (1) 19% (4) 28%(6)

47% (10)

Identifying vacancies that will be created as thecompany advances and expands

9% (2) 14% (3) 57%(12)

19% (4)

Rewarding top performing employees 9% (2) 0% (0) 42%(9)

47% (10)

In the next three years how effective will the following elements of compensation be in termsof attracting and retaining top performers?

1(most effective) 2 3 4 5(least effective)Base pay 57% 33% 0% 9% 0%

Health care benefits 19% 42% 23% 14% 0%Retirement/education benefits 33% 33% 19% 14% 0%

Share options/equityparticipation

33% 14% 28% 14% 9%

Child care costs/arrangement 25% 10% 35% 30% 0%Job security 52% 19% 23% 0% 4%

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Excluding financial compensation which of the following do you believe are effective means of

rewarding motivating and retaining talent?

How accurately do the following statements describe actions taken, or soon to be taken by your

organization?

0.00% 20.00% 40.00% 60.00% 80.00%

Providing training

Working with employees to

Providing mentoring and fast

Providing a collaborative

Providing the opportunity to

Funding educational needs

Encouraging risk taking and

Maintaining the reputation of

Providing international

Series1

0% 20% 40% 60% 80% 100%

We acquire companies to obtain

talent.

We move processes/ operations

offshore to access talent.

We increasingly require non complete

agreements from staff( in addition to

We partner with

universities/consultancies to

We partner with

universities/consultancies to execute

We use certification to enhance the

value of our training and

We have moved processes/ operations

offshore to reduce costs.

Series1

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Excluding financial compensation which of the following do you believe are your organizations most

effective means of rewarding motivating and retaining talent?

In the next three years how effective will the following elements of compensation be in terms of attractingand retaining top performers?

1(most effective) 2 3 4 5(least effective)

Base pay 66% (12) 27% (5) 5% (1) 0% (0) 0% (0)

Health care benefits 33% (6) 33% (6) 27% (5) 0% (0) 5% (1)

Retirement/education benefits 22% (4) 38% (7) 38% (7) 0% (0) 5% (1)

Share options/equity participation 27% (5) 16% (3) 38% (7) 5% (1) 16% (3)

Child care costs/arrangement 11% (2) 29% (5) 35% (6) 17% (3) 5% (1)

Job security55% (10) 16% (3) 27% (5) 0% (0) 0% (0)

0% 20% 40% 60% 80%

Providing training

Working with employees to

Providing mentoring and fast

Providing a collaborative

Providing the opportunity to

Funding educational needs

Series1

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Which broadly defined job description are the most critical in terms of attracting and retaining

employees?

0

2

4

6

8

10

12

1 (very

critical)

2 3 4 5 (not

critical)

sales

marketing

Business development

How do you expect your budget for recruiting developing andretaining employees to change over the next three years?

Decrease

Increase

No change

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EMPLOYEEHow long have you been working for the company?

Have you been made aware of the policies and procedures? Do you know and understand them?

Not at all aware ofthis

Aware of this but need moreinformation

Know and understandthis

The organisation missionstatement?

3% (1) 7% (2) 88% (23)

The structure of thecompany?

3% (1) 7% (2) 88% (23)

The aims of the company? 0% (0) 15% (4) 84% (22)Our health and safety

procedures?3% (1) 26% (7) 69% (18)

Our equal opportunitiespolicy?

7% (2) 15% (4) 76% (20)

Professional associationmembership?

19% (5) 23% (6) 57% (15)

Policy on handling anylegal problems?

16% (4) 44% (11) 40% (10)

Policy on handlingcustomer problems?

4% (1) 40% (10) 56% (14)

Staff disciplinaryprocedures?

4% (1) 24% (6) 72% (18)

Policy on holidayentitlement?

4% (1) 28% (7) 68% (17)

Policy on absense? 8% (2) 4% (1) 88% (22)Policy on maternity/

paternity leave?12% (3) 16% (4) 72% (18)

Less than a year

1-2 years

2-5 years

5-10 years

More than 10 years

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Do you know how you can help the organisation to achieve its aims?

What do you know about your job, and what would you like to know more about?

I know enoughabout this

I know a little, but need toknow more

I need to know a lotmore about this

Your position in the organization 84% (22) 3% (1) 11% (3)Management - to whom you are

responsible87% (21) 0% (0) 12% (3)

The people you are directlyresponsible for

83% (20) 12% (3) 4% (1)

The people you are indirectlyresponsible for

64% (16) 20% (5) 16% (4)

Your hours of work 88% (22) 4% (1) 8% (2)Your pay 84% (21) 12% (3) 4% (1)

Other benefits you are entitled to 76% (19) 8% (2) 16% (4)The telephone system 76% (19) 12% (3) 12% (3)The organisation computer

systems76% (19) 8% (2) 16% (4)

The staff canteen 76% (19) 12% (3) 12% (3)The managing director or CEO 66% (16) 29% (7) 4% (1)

The shop floor sales staff 50% (12) 20% (5) 29% (7)The organisation directors 50% (12) 41% (10) 8% (2)The team you work within 88% (22) 0% (0) 12% (3)

The machinery you will operate 83% (20) 8% (2) 8% (2)

Yes, I feel quite clear

about this

I think so, but would like

to discuss it further

No, I am not at all clear

about this

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Please rate your satisfaction with the employee benefits and policies.

Extremelydissatisfied

Dissatisfied Neithersatisfied nor

dissatisfied Satisfied Extremelysatisfied

Accuracy of jobdescription

0% (0) 0% (0) 4% (1) 72%(18)

24% (6)

Salary review 0% (0) 8% (2) 20% (5) 60%(15)

12% (3)

Adequate informationprovided about any

0% (0) 9% (2) 14% (3) 66%(14)

9% (2)

job changes / promotion 0% (0) 4% (1) 16% (4) 60%(15)

20% (5)

Leave of absence 0% (0) 4% (1) 12% (3) 58%(14)

25% (6)

Health care benefits 0% (0) 8% (2) 0% (0) 68%(17)

24% (6)

Retirement benefits 0% (0) 20% (5) 8% (2) 52%(13)

20% (5)

In the next three years how effective will the following elements of compensation be in terms of

attracting and retaining top performers?

1(most effective) 2 3 4 5(least effective)Base pay 60% (15) 24% (6) 12% (3) 4% (1) 0% (0)

Health care benefits 24% (6) 44% (11) 24% (6) 8% (2) 0% (0)Retirement/education benefits 25% (6) 25% (6) 25% (6) 25% (6) 0% (0)

Share options/equity participation 36% (9) 32% (8) 16% (4) 12% (3) 4% (1)Child care costs/arrangement 20% (5) 28% (7) 32% (8) 16% (4) 4% (1)

Job security 44% (11) 36% (9) 8% (2) 4% (1) 8% (2)

Excluding financial compensation which of the following do you believe are your organizations most

effective means of rewarding motivating and retaining talent?

0.0% 20.0% 40.0% 60.0% 80.0%

Providing training

Working with employees to

Providing mentoring and fast

Providing a collaborativeProviding the opportunity to

Funding educational needs

Encouraging risk taking and

Maintaining the reputation of

Providing international

Series1

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Please rate your satisfaction with the salary and benefits package you receive.

Extremelydissatisfied

Dissatisfied Neither satisfied nordissatisfied

Satisfied Extremelysatisfied

Medical insurancepackage

0% (0) 4% (1) 16% (4) 56% (14) 24% (6)

Company savings plan 8% (2) 12% (3) 33% (8) 37% (9) 8% (2)Retirement plan 4% (1) 8% (2) 50% (12) 33% (8) 4% (1)

Holiday Entitlement 4% (1) 12% (3) 25% (6) 41% (10) 16% (4)Job market

competitiveness of mysalary

8% (2) 12% (3) 20% (5) 48% (12) 12% (3)

Share option plan 4% (1) 21% (5) 39% (9) 26% (6) 8% (2)

Yes

92%

No

8%

Would you benefit from further training in any of the items

specified in your job description?

36%

64%

Overall, how satisfied are you with your company's personnel

policies?

Extremely Dissatisfied

Very Dissatisfied

Neither Satisfied norDissatisfied

Very Satisfied

Extremely Satisfied

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8%4%

4%

52%

32%

Overall, how satisfied are you with this company as a place to work

compared to other places you have worked?

Extremely dissatisfied

Dissatisfied

Neither satisfied nor

dissatisfied

Satisfied

Extremely satisfied

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FINDINGSHR MANAGERS

Most of the covered companies have talent specific initiative in place (81%) and they

give them top priority in their organization (86%).They also have exclusive staff member

for managing talent initiatives (68%)

In most of the companies the talent is identified by competencies (42%) and the HR

professional view to increase career growth opportunity.

HR staffs as well as the department heads are responsible for recruiting individuals

(64%)

Retaining the current talent is top priority for the organization(38%)

Sales and business development are the two areas where retaining talent is most

difficult

Class room workshop, mentoring and coaching are usually used by the organization to

carry out talent development activities.

More than 60% of the respondent view organizational culture as a main driving force for

the new talent and for the existing talent. Even rewarding plays a important role (48%)

Base pay (57%) and Job security (52%) are the two main areas for retaining talent in

coming years. Other than this, training plays an important role in motivating the

employee.

Organizations are using certification for improving the training programs.

In more than 90% of the organizations budget for recruiting developing and retaining

employees is going to increase over the next three years

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EMPLOYEES

Most the employees have a clear knowledge about the companys vision, mission and

objectives. And they know how to achieve these objectives (76%)

They are clear about their role and responsibility (85%) and they know about other staff

members also.

Most of the respondent are satisfied by job description, salary review, health care

benefits etc.

Base pay (60%) and Job security (44%) are in top priority for the employees in coming

years.

Apart from financial benefits, employee emphasis more on career growth, work culture

and international opportunities.

91% of the employees want more training in their specified job.

The employees have a mix response on benefits like Medical insurance package,

Company savings plan, Retirement plan, Holiday Entitlement, Job market etc.

64% of the employees are satisfied with the company's personnel policies where as 36% are

neither satisfied nor dissatisfied

Overall 32 % employee are extremely satisfied where as 52% are just satisfied with their

organization.

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RECOMMENDATIONS

Organizations must have meaningful descriptions of the capabilities (skills, behaviors,

abilities and knowledge) required throughout the organization.

Organizations must be able to relate those skills and capabilities to a role or a center of

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

Talent management processes must create a comprehensive profile of their talent. They

must be able to track meaningful talent related information about all of their people -

employees, contractors, or candidates.

The working culture of the organization should be improved and maintained to retain

talent in long run.

More certified training should be given to the employee to boost their effectiveness and

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

The organization should identify the crucial talent initiative to attract and retain the

employee. They should know which talent management elements can have the greatest

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

implementation.

To create a sophisticated talent management environment, organizations must:

Define a clear vision for talent management

Develop a roadmap for technology and process integration

Integrate and optimize processes

Apply robust technology to enable processes

Prepare the workforce for changes associated with the new environment

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CONCLUSION

As organizations continue to pursue high performance and improved results through TM

practices, they are taking a holistic approach to talent managementfrom attracting and

selecting wisely, to retaining and developing leaders, to placing employees in positions of

greatest impact. The mandate is clear: for organizations to succeed in todays rapidly changing

and increasingly competitive marketplace, 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

workforce. With rapidly changing skill sets and job requirements, this becomes an increasingly

difficult challenge for organizations. Meeting this organizational supply and demand requires

the right Talent DNA and supporting technology solutions. By implementing an effective

talent management strategy, including integrated data, processes, and analytics, organizations

can help ensure 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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ANNEXURE

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BIBLIOGRAPHY

1. Six Ways to Mine Teen Talent," Andrea C. Poe, Society for Human Resource Management,

March 2001

2. Winning the Best and Brightest: Increasing the Attraction of Public Service," Carol Chetkovich,The PricewaterhouseCoopers Endowment for The Business of Government, July 2001.

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Government Principals on How to Get, Develop and Retain Excellent People in Government

Service," Council for Excellence in Government, 2002

4. Spherion Emerging Workforce Study," Spherion Pacific Enterprises LLC,2002-2003

5. Flexible Work Arrangements: The Demand Will Only Strengthen," Donna J. Bear, Human

Resource Institute, September 2004

6. "Attracting and Retaining the Mature Workforce," Barbara McIntosh, Ph.D., Society 2004

7. Development, And Work Motivation," Ruth Kanfer, Phillip L. Ackerman, Academy Of

Management Review, 2004.8. Staying Ahead of the Curve 2004: Employer Best Practices for Mature Workers," Study

Conducted for AARP by Mercer Human Resource Consulting, September 2004

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GPHR, Society for Human Resource Management, July 2005.

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Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

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Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005

12."Strategies for Recruiting Workers Over Age 50," Society for Human Resource Management,

Cathy Fyock, December 2005.

13.Taking Action against the Quiet Crisis in Recruitment and Retention," AFT Public Employees, AFL-

CIO. 2005