A Project report on

Talent Management Survey

In
COMPANY Ltd.
A Project eport !u"m#tted #n part#al
$ul%llment o$ t&e re'u#rement! $or t&e
degree o$
Ma!ter o$ (u!#ne!! Adm#n#!trat#on
(y
Amol (&ag)an *a!ar
PN+
*alyan# av#ndra Sap,al
College o$ Management Stud#e!-
Sap,al *no)ledge .u"- *alyan#
ACKNOWLEDGEMENT
Words put on paper are mere ink marks, but when they have a purpose there exist a
thought behind them. I too have a purpose to express my gratitude towards those individuals
without whose guidance the project would not have been possible.
I would like to express my thanks to Mr. G. M. Pitale !ead Personnel "ivision#,
$%MP&'( )td. Who has kindly permitted me to undertake the project in the organi*ation.
I am also thank+ul to Mrs. &lka ,adhav and other members o+ the organi*ation +or their
support and providing the re-uired in+ormation.
It was a pleasure to be associated with $%MP&'( )td. .he experience that I have
garnered has had a pro+ound impact on my career choices and has helped me reali*e what is
re-uisite +or success in the corporate world. I carry high regards +or the complete team o+
$%MP&'( )td.
I also take this opportunity to express a great sense o+ gratitude towards our "irector,
"r. /. /. 0ayate and internal project guide Mrs. Manisha Gaikwad +or providing me vital inputs to
co1relate the present project work and hence provide a sound base to the report structure. & special
word o+ thanks also goes to all the teaching and non teaching sta++ o+ my institute and my 2riends.
Date: 07-11-09 Amol B.
Kasar
DECLARATION
I ere!" #e$lare tat t%s &ro'e$t Re(ort t%tle# Tale)t Ma)a*eme)t s+!m%tte# !" me
%s !ase# o) a$t+al ,or- $arr%e# o+t !" me +)#er te *+%#a)$e a)# s+(er.%s%o) o/
Mrs. Ma)%s Ga%-,a#. A)" re/ere)$e to ,or- #o)e !" a)" oter (erso) or %)st%t+t%o)
or a)" mater%al o!ta%)e# /rom oter so+r$es a.e !ee) #+l" $%te# a)# re/ere)$e#. It
%s /+rter to state tat t%s ,or- %s )ot s+!m%tte# a)" ,ere else /or a)"
e0am%)at%o).
3. 0. 4apkal college o+ 4ignature o+ 4tudent
Management 4tudies.
*alyan# .#ll!- Sap,al *no)ledge .u"-
Anjaner#/0ad&ol#- Tr#m"a,e!&)ar d-
Na!&#,/122232.
Amol. (. *a!ar
Tel/4526718 225396.
Date: 07-11-
09
CERTI1ICATE 1ROM T2E G3IDE
T%s %s $ert%/" tat Amol Ba*,a) Kasar as $om(lete# te &ro'e$t
Re(ort o) Tale)t Ma)a*eme)t +)#er m" *+%#a)$e a)# s+(er.%s%o) 4 a)# s+!m%tte#
te re(ort as la%# #o,) !" &+)e 3)%.ers%t"4 &+)e. Te mater%al tat as !ee)
o!ta%)e# /rom oter so+r$es %s #+l" a$-)o,le#*e# %) te re(ort. It %s /+rter $ert%5e#
tat te ,or- or %ts (art as )ot !ee) s+!m%tte# to a)" oter +)%.ers%t" or
e0am%)at%o) +)#er m" s+(er.%s%o). I $o)s%#er t%s ,or- ,ort" /or te a,ar# o/ te
#e*ree o/ Master %) B+s%)ess A#m%)%strat%o).
3. 0. 4apkal college o+ 4ignature o+ Guide
Management 4tudies.
*alyan# .#ll!- Sap,al *no)ledge .u"-
Anjaner#/0ad&ol#- Tr#m"a,e!&)ar d-
Na!&#,/122232.
Name+
Tel/4526718 225396.
Talent Management Survey
Sr. No. Contents Page
No.
1 Chapter 1: Introduction
1 %bject o+ the project
6 Introduction o+ study
7 %bjectives o+ the study
8 0ationale o+ the study
9 4cope o+ the Project
: )imitations o+ the 4tudy
7-11
2
Chapter 2: Research Methodology
0eview o+ literature
0esearch "esign and sample si*e
5.6 Primary and secondary data and its
sources
5.7 4tatement o+ hypothesis
12-17
3
Chapter 3: Profile of the
rgani!ation
6.8 Introduction o+ the organi*ation
6.5 'etwork9Products9/ranches o+
organi*ation
6.6 2low $hart o+ the organi*ation
6.7 Mission o+ the organi*ation
18-25
4
Chapter ": Introduction of Talent
Management
7.8 Introduction o+ .alent Management
7.5 .alent Management v9s .raditional !0
&pproach
7.6 :nderstanding .alent
7.7 !uman $apital Management
26-30
Inde#
Chapter 1: Introduction
Sr$
%o$
%ame of Chapter Page
%o$
5
Chapter &: Talent Management
1 Meaning and "e+inition o+ .alent Management,
Importance o+ .alent
Management.
6 $hallenges o+ .alent Management,
7 !ow to Manage .alent;
8 4teps involved in .alent Management Process
31-42
'
Chapter ': Performance appraisal
<.8 What is Per+ormance appraisal;
<.5 Methods o+ Per+ormance appraisal
<.6 !ow per+ormance appraisal conduct in $ompany
)td.
"3(")
*
Chapter *: Career Planning
=.8 Meaning, "e+inition and procedure o+ $areer
planning,
=.5 /ene+its o+ $areer Planning,
=.6 !ow implement career planning in $ompany
)td, 'asik.
=.7 Succession Planning: Meaning, "e+inition
Importance.
=.> Implementation in $ompany o+ succession
planning.
&+('+
,
Chapter ,: Training and -evelopment
?.8 .raining and development@ Meaning, "e+inition,
Procedure, method.
?.5 !ow training is necessary +or "evelopment
?.6 Method o+ training
?.7 !ow training is conduct in $ompany ltd. 'asik;
"ocumentation and procedure +or training in
$ompany ltd. 'asik.
'1(')
) Chapter ): Conclusion and testing of
hypothesis
*2(,+
1+ Chapter 1+: Suggestions and
recommendations
,1(,&
11
Appendices
I Auestionnaire
II /ibliography
,'(,)
Chapter 1
1 Introduction of the study
Talent Management
.alent management implies recogni*ing a personBs inherent skills, traits, personality and
o++ering him a matching job. Cvery person has a uni-ue talent that suits a particular job pro+ile
and any other position will cause discom+ort. It is the job o+ the Management, particularly the
!0 "epartment, to place candidates with prudence and caution. & wrong +it will result in +urther
hiring, re1training and other waste+ul activities. .alent Management is bene+icial to both the
organi*ation and the employees. .he organi*ation bene+its +rom@ Increased productivity and
capabilityD a better linkage between individualsB e++orts and business goalsD commitment o+
valued employeesD reduced turnoverD increased bench strength and a better +it between peopleBs
jobs and skills. Cmployees bene+it +rom@ !igher motivation and commitmentD career
developmentD increased knowledge about and contribution to company goalsD sustained
motivation and job satis+action.
In these days o+ highly competitive world, where change is the only constant +actor, it is
important +or an organi*ation to develop the most important resource o+ all 1 the !uman
0esource. In this globali*e world, it is only the !uman 0esource that can provide an organi*ation
the competitive edge because under the new trade agreements, technology can be easily
trans+erred +rom one country to another and there is no dearth +or sources o+ cheap +inance. /ut it
is the talented work+orce that is very hard to +ind.
.alent signals an ability to learn and develop in the +ace o+ new challenges. .alent is about
+uture potential rather than past track record. 4o talent tends to be measured in terms o+ having
certain attributes, such as a willingness to take risks and learn +rom mistakes, a reasonable but
not too high# level o+ ambition and competitiveness, the ability to +ocus on Ebig pictureF issues,
and an awareness o+ their own strengths, limitations and impact on others.
4everal talent management processes need to be in place on a strategic level in order
ensure its success. 4uch processes9strategies include talent identi+ication, recruitment G
assessment, competency management, per+ormance management, career development,
learning management, compensation, succession planning etc.
.alent management has a number o+ bene+its to o++er such as employee engagement,
retention, aligning to strategic goals in order to identi+y the +uture leadership o+ the
organi*ation, increased productivity, culture o+ excellence and much more.
1$2 ./ectives of Study:(
In the current scenario o+ cutthroat competition, every company has to survive to satis+y its
customers by providing them -uality products and services. .he summer training at $ompany,
was undertaken with a view to study certain +undamental as well as the commercial and
operational aspects o+ the company. .he training involved the study o+ the +ollowing@
.o understand the entire procedure o+ .alent management
.o understand the need o+ .alent Management
.o study the accuracy and -uality o+ work o+ employees by talent management
procedure.
.o suggest possible improvement in .alent Management process.
1 Rationale of the study
.he EtalentF in an organi*ation re+ers to the current employees and their valuable
3nowledge, skills and competencies. .alent management or succession management# is the
ongoing process o+ analy*ing, developing and e++ectively utili*ing talent to meet /usiness needs.
It involves a speci+ic process that compares current talent in a department to the strategic
business needs o+ that department. 0esults lead to the development and implementation o+
corresponding strategies to address any talent gaps or surpluses.
.alent management +or the !0 $ommunity is a priority o+ the !0 4trategy +or the !0
$ommunity. 'ot only does the !0 4trategy support the !0 $ommunity as its own pro+essional
group, but it also recogni*es and will support the role human resource pro+essionals have to help
their clients become skilled, committed and accountable public servants. .he implementation o+
a talent management process that is transparent and e-uitable is expected to create an
environment +or people to develop their skills in preparation +or a range o+ +uture possibilities
thereby preparing the workplace +or changing roles. .he goal o+ this process is to map the
business needs o+ the !0 $ommunity with the potential and career development needs o+ our
people in order to develop a comprehensive .alent Management Plan.
6 0imitations of Study:(
8# &ll the +unctions are only related with the personnel department.
5# )imitation about the working hour o+ the worker in the +actory.
6# )imitation about the time and absenteeism.
7# $ompany not allowing to disclose con+idential in+ormation
9 .ime +actor was the major limitation o+ this survey. /ecause during survey any activity o+
organi*ation which is directly or indirectly related to the production process should not
disturb due to survey.
./ect of the pro/ect:
.his H.alent ManagementI Project I completed +rom $ompany, 2or the +ul+illment o+ the
+ull time course o+ M/& o+ Pune university +or the year 5JJK15J8J. In $ompany I made research
on .alent Management process because company want to know that, is it talent management is
really bene+icial +or them or not. I proved them that talent management is really bene+icial +or
company by doing this project.
I completed this project because it was a re-uirement o+ our M/& +ull time course. I
learned various things in this project, like audit, 4&P !0 module, personal administration. Ctc.
Chapter 2: Research
Methodology
Chapter 2: Research Methodology
Revie1 of literature
T203%T M2%243M3%T 56S TR2-ITI%20 7R 2PPR2C7
.raditional !0 systems approach people development +rom the perspective o+ developing
competencies in the organi*ation. .his can actually be a risk1prone approach, especially +or
companies operating in +ast evolving industries, since competencies become redundant with time
and new competencies need to be developed. .hus, over time, the entire approach to
development o+ people might be rendered obsolete calling +or rethinking the entire development
initiative.
.alent management on the other hand +ocuses on enhancing the potential o+ people by
developing capacities. $apacities are the basic "'& o+ an organi*ation and also o+ individual
potential.
-

Point of -eparture

%

%avigation

2

Point of 2rrival
In +act, the +ollowing appropriately describes the role o+ talent management@
.ranslating organi*ational vision into goals and mapping the re-uired level o+ capacities
and competencies to achieve goals aligning individual values and vision with organi*ational
values and vision.
$lear understanding o+ the varied roles within the organi*ation and appreciation o+ the value1
addition +rom sel+ and others leading to building a culture o+ trust, sharing and team orientation.
&ssessment o+ talent to pro+ile the level o+ capacities and set o+ competencies possessed within
the organi*ation.
Cnhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and trans+ormational roles in an overall
scenario o+ acknowledged need +or change.
Gap analysis and identi+ication o+ development path helping individuals reali*e their +ull
potential through learning G dev.
"eveloped individuals enabling breakthrough per+ormance
"$3 8nderstanding Talent
.he idea o+ developing talent is not a new concept in any business. In +act every
success+ul company that has Bstood the test o+ timeB has done so, /ecause o+ their ability to
attract, retain and get the best out o+ their talent.
.oday we read o+ a Bwar +or talentF. .his has emerged, not because companies have +orgotten
about talent, or allowed it drop o++ o+ the radar but, because in some +undamental ways, the talent
has changed. We have a new kind o+ young person entering the business world, with a very
di++erent world view, set o+ values, priorities and goals.
9ocus 1: 2ttracting and recruiting Talent:

In order to e++ectively attract and recruit talented employees you need to understand what
talent is looking +or in a career and how they will view your business in terms o+ +itting in with
their needs. (our approach to each one o+ your potential recruits needs to be altered to suit that
they are.
/y examining this through the perspectives o+ the di++erent generations, we are able to look at
their attitudes to work what kind o+ career, organi*ation and bene+its they are looking +or and
know what kind o+ techni-ues will ensure that your recruitment process is success+ul in each
generational context.
This focus unit loo:s at the follo1ing:
o attitudes to work
o career goals
o views on organi*ations and how they are currently run
o what bene+its each generation is looking +or
o .echni-ues to attract the di++erent generations@ what will make your organi*ation stand
out;
o .echni-ues to recruit the di++erent generations@ how should the job o++er be presented;
9ocus 2: Retaining and developing Talent
In order to e++ectively retain and develop .alent you need to understand what the generations are
looking in a +uture career and in an organi*ation. (our approach to each one o+ your employees
needs to be altered to +it individual goals and personal needs.
This focus unit loo:s at the follo1ing:
o work ethics and values
o career planning
o work environments and culture
o bene+its and reward systems
o ways o+ motivating
9ocus 3: Managing Talent
&n in depth look at how the generations internali*e authority will enable you to adjust your
management style to +it in with who they are.
We are able to look at the attitudes o+ the di++erent generations to leadership and managementD what
kind o+ management approaches will ensure that you gain maximum loyalty, productivity and job
satis+action +rom each o+ your employees.
This focus unit loo:s at the follo1ing:
o attitudes to authority
o management styles +or the di++erent generations including con+lict management
o leadership styles used by the di++erent generations
o speci+ic techni-ues to help you manage di++erent generations including
communication and +eedback pre+erences
o coaching and mentoring pre+erences including
.he role o+ coach
.he coaching process
!ow to plan +or and create conversations

Research Methodology
0esearch Methodology is a way to systematically solve the research problems. It may be
understand as a science o+ studying how research is done scienti+ically. In it we are studying his
research problems along with the logic behind them. It is necessary the researcher to know not
only the research method techni-ues but also the methodology.
Types of Research:(
It is descriptive type o+ research. "escriptive 0esearch survey and +act +inding in-uiries o+
di++erent kind. .he major purpose o+ descriptive research is descriptive the state o+ a++airs, as it
exist at present. .he main control over the variableD he can only report what has to discover the
even when there he cannot the variable. .he methods has to researcher utili*ed in descriptive
research are survey methods o+ all kind.
-ata Source:(
.he source o+ project depends on accurate data. .hatFs why data collecting the appropriate data,
which di++er considerable in context money, cost, time and other resources at the disposal
researcher.
.here are two types o+ data collection methods available@1
1 Primary "ata $ollection Method.
6 4econdary "ata $ollection Method.
2$3 Primary 2nd Secondary data
1 Primary -ata Collection Method$
Primary data are those that are obtain by the user +or +ul+illment their purpose. I have taken
Primary "ata through personal visit o+ !0 head, and !0 executive, o+ $ompany )td. &t all
levels and observation methods to get more reliable in+ormation. I also collected primary data by
+illed, E(esF or E'oF +ormat -uestionnaire by the employee o+ $ompany, .his data helped me to
justi+y the statements that have made in this project.
6 Secondary -ata Collection Method$
.he 4econdary "ata is that which is already collected and stored or we can say already saved
or ready data by others. I got secondary data +rom their journals, records, specimen o+ appraisal
+orm etc. &nd +rom newspapers maga*ines, articles, internet etc I got basic in+ormation o+ .alent
Management. I collect secondary data by re+erring some specimen o+ company and by re+erring
some books and web sites o+ company +rom internet.
2$" Statement of 7ypothesis
!ypotheses are the essential assumptions which the researcher +ormulates about the
possible causes, +indings and ultimate output o+ the issue in under research. :nder hypotheses
mere assumptions or suppositions are made which are to be proved or disproved. 2or researcher
it is a +ormal -uestion that he intends to resolve. & hypotheses consist either o+ a suggested
explanation +or a phenomenon or o+ a reasoned proposal suggesting a possible correlation
between multiple phenomenon. .he assumptions be true or +alse are to be proved through the
completion o+ project.
The hypotheses for this pro/ect are as follo1s:
%ull 7ypothesis:
Cmployee taking bene+its +rom .alent Management 4ystem
Cmployee can retain success+ully +or the bene+it o+ organi*ation
CmployeeFs per+ormance increased by talent management
Cmployee turnover o+ organi*ation a++ected by .alent Management Procedure
2lternate 7ypothesis:

Cmployee are not able to take bene+its +rom .alent Management 4ystem
Cmployee can not retain success+ully +or the bene+it o+ organi*ation
CmployeeFs per+ormance can not increased by talent management.
.alent Management is not a++ecting on employee turnover o+ organi*ation
Chapter 3: Profile of the
rgani!ation$
3$1 7istory of Company
9ounder of Company(Werner von Company
Born- 13 Dec. 1816 to 6 December 1892
$ompany was +ounded by Werner von $ompany on 12 cto.er; 1,"*$ /ased on the
telegraph, his invention used a needle to point to the se-uence o+ letters, instead o+ using Morse
code. .he company L then called Telegraphen-Bauanstalt von Company & Halske L opened its
+irst workshop on %ctober 85.
In 8?7?, the company built the +irst long1distance telegraph line in CuropeD >JJ km +rom /erlin
to 2rank+urt am Main. In 8?>J the +ounderBs younger brother, 4ir William $ompany born $arl
Wilhelm $ompany#, started to represent the company in )ondon. In the 8?>Js, the company was
involved in building long distance telegraph networks in 0ussia. In 8?>>, a company branch
headed by another brother, $arl von $ompany, opened in 4t Petersburg, 0ussia. In 8?<=,
$ompany completed the monumental Indo1Curopean $alcutta to )ondon# telegraph line.
In 8??8, a $ompany &$ &lternator driven by a watermill was used to power the worldBs +irst
electric street lighting in the town o+ Godalming, :nited 3ingdom. .he company continued to
grow and diversi+ied into electric trains and light bulbs.
&s Werner had envisioned, the company he started grew +rom strength to strength in every
+ield o+ electrical engineering. 2rom constructing the worldBs +irst electric railway to laying the
+irst telegraph line linking /ritain and India, $ompany was responsible +or building much o+ the
modern worldBs in+rastructure.
$ompany is today a technology giant in more than 8KJ countries, employing some 77J,JJJ
people worldwide. %ur work in the +ields o+ energy, industry, communications, in+ormation,
transportation, healthcare, components and lighting has become essential parts o+ everyday li+e.
While Werner was a tireless inventor during his days, $ompany today remains a relentless
innovator. With innovations averaging 8? a day, it seems like the revolution Werner started is still
going strong.
In 8?KJ, the +ounder retired and le+t the company to his brother $arl and sons &rnold and
Wilhelm. $ompany G !alske 4G!# was incorporated in 8?K=. In 8KJ= $ompany had 67,657
employees and was the seventh1largest company in the German empire by number o+ employees.
In 8K8K, 4G! and two other companies jointly +ormed the %sram lightbulb company. & ,apanese
subsidiary was established in 8K56.
"uring the 8K5Js and 8K6Js, 4G! started to manu+acture radios, television sets, and electron
microscopes.
3$3 CMP2%< 24 ( 2 Strong 4lo.al Presence
$ompany is a world1class supplier o+ electrical and electronics products and system
serving one o+ the longest and most diversi+ied markets worldwide. $ompany )td. in India is a
subsidiary o+ $ompany &G, Germany. $ompany &G have been closely involved with
developments that are at the leading edge o+ electrical and electronics engineering ever since the
pioneering inventions o+ the +ounder o+ the company L Werner Mon $ompany.
$ompany strength, ac-uired over many decades o+ pioneering research and practical
experience, lies in the development o+ advance technologies and in their timely application to a
wide range o+ high Auality, Innovative and cost e++ective products. &s a global company,
$ompany have manu+acturing, sales and services +acilities in more than 8=J countries.
Cmployees worldwide in the o++ices, +actories, laboratories and service organi*ations total to
about 6, KJ,<JJ. &ll committed to providing the highest standards o+ technological competence
that $ompany has been a synonym +or, right since inception.
In todayFs +iercely competitive business environment, corporate strength can be achieved
and maintained only with a strong base o+ highly -uali+ied and motivated employees. Auali+ied
pro+essional training however provides merely the basis +or a success+ul career. $hanges in
technology and the business environment occur so rapidly that know1how and skills must be
constantly updated, enhanced or completely supplanted. Cach year more than 8>JJJJ employee
at $ompany &G participate in over 5JJJJ seminars and courses designated to none pro+essional
and personal skills. While 8J?JJ trainees are undergoing training in manu+acturing, technical
and commercial trades.
3$" Company in India
$ompany association with India began in 8?<= when WernerLMon1$ompany personally
supervised the laying o+ the +irst sub marine telegraph line between $alcutta and )ondon. .his
historical event marked with the beginning o+ a long and +ruit+ul association. $ompany and India
have grown together. In making the countryFs priorities its own, $ompany has put its experience
and expertise in areas o+ national importance. $ompany have played an active role in the
technological progress experienced in the last +our decades. $ompany grew out o+ a response to
the needs o+ the nation. .oday $ompany involvement re+lects the current trends in electronic and
electrical technology in switchgear, motors, drivers, automation systems, power generation and
distribution, projects, transport, medical engineering, communications and components.
$ompany have about ?JJJ employees in India and an extensive network which includes
8J works, 6 training $enters :nits#, = sales o++ices, 56 representative, 6JJ dealers, 4ystem
houses and 4ervice $enters, all geared to meet the re-uirement o+ customer.
/eing closely associated with our principals $ompany &G, Germany gives $ompany in
India access to the worldFs latest developments in every +ield. .his $ombined with its experience
in India makes $ompany the ideal partner +or cataly*ing the countryFs progress.
3$2 Company Product
9ounded in 1,"* at =erlin; Prussia 9ounder>s? @erner von Company 7eadAuarters at
=erlin and Munich$
Products and Services
Communication Systems Po1er 4eneration

2utomation 0ighting

Medical technology Transportation and 2utomotive

Trains and Trams @ater Technologies

=uilding Technologies 7ome 2ppliances

9ire 2larms IT Services

9inancing Construction


Chapter ": Introduction of
Talent
Management$
Chapter ": Introduction
"$1 Meaning -efinition
@ith businesses going global and competition becoming intense, there is mounting pressure
on organi*ations to deliver more and better than be+ore. %rgani*ations there+ore need to be able
to develop and deploy people who can articulate the passion and vision o+ the organi*ation and
make teams with the energy to per+orm at much higher levels.
.hese people build and drive the knowledge assets o+ a corporation, the value o+ which has been
established to be many times more than the tangibles. .he capacity o+ an organi*ation to hire,
develop and retain talent is there+ore the most crucial business process and priority on the $C%Fs
agenda.
.he 8KKJFs ended with a call1to1arms to +ight Hthe war +or talentI. While the war +or talent
clearly has cooled in the early stages o+ the 58st century, dampened by economic doldrums G
concerns with global securityD the rear battle to attract, motivate, development G retain talent is
going to heat up considerably. & looming demographic time1bomb will make .alent Management
a priority +or organi*ations.
& host o+ issues like@ loss o+ human capital, talent shortages, ageism, and cultural clash has made
ac-uiring G managing talent di++icult.
.alent Management describes the process through which employers o+ all kinds L 2irms, Govt.,
and 'on1pro+it organi*ations L anticipate their human capital needs G set about meeting them.
.hus .alent Management re+ers to@ getting the 0IG!. PC%P)C with the 0IG!. 43I))4 into
the 0IG!. ,%/4.
It is a pro+essional term, also known as H!uman $apital ManagementI that re+ers to the
process o+ developing G +ostering new workers through on boarding, developing G keeping
current workers G attracting highly skilled workers to work +or your company. $ompanies that
are engaged in .alent Management are strategic G deliberate in how they recruit, manage asses,
develop G maintain an organi*ationFs most important resource L its PC%P)C. .his term also
incorporates how companies drive per+ormance at the individual level.
"ecisions about .alent Management shape the competencies that organi*ations have G their
ultimate successD G +rom the perspectives o+ individuals, these decisions determine the path G
pace o+ careers. We may thus understand that this term is usually associated with competency
based !0M practices. .alent Management decisions are o+ten driven by a set o+ organi*ational
core competencies as well as position L speci+ic competencies. .he competency set may include
knowledge, skills, experience G personal traits.
"$2 7uman capital management
$ompanies that engage in talent management !uman $apital Management# are strategic
and deliberate in how they source, attract, select, train, develop, retain, promote, and move
employees through the organi*ation. 0esearch done on the value o+ such systems implemented
within companies consistently uncovers bene+its in these critical economic areas@ revenue,
customer satis+action, -uality, productivity, cost, cycle time, and market capitali*ation. .he
mindset o+ this more personal human resources approach seeks not only to hire the most
-uali+ied and valuable employees but also to put a strong emphasis on retention. 4ince the initial
hiring process is so expensive to a company, it is important to place the individual in a position
where his skills are being extensively utili*ed.
.he term talent management means di++erent things to di++erent organi*ations. .o some it
is about the management o+ high1worth individuals or Nthe talentedN whilst to others it is about
how talent is managed generally 1 i.e. on the assumption that all people have talent which should
be identi+ied and liberated. 2rom a talent management standpoint, employee evaluations concern
two major areas o+ measurement@ performance and potential. $urrent employee per+ormance
within a speci+ic job has always been a standard evaluation measurement tool o+ the pro+itability
o+ an employee. !owever, talent management also seeks to +ocus on an employeeFs potential,
meaning an employeeFs +uture per+ormance, i+ given the proper development o+ skills.
.he major aspects o+ talent management practiced within an organi*ation must consistently
include.
per+ormance management
leadership development
work+orce planning9identi+ying talent gaps
recruiting
.his term o+ talent management is usually associated with competency1based human
resource management practices. .alent management decisions are o+ten driven by a set o+
organi*ational core competencies as well as position1speci+ic competencies. .he competency
set may include knowledge, skills, experience, and personal traits demonstrated through
de+ined behaviors#. %lder competency models might also contain attributes that rarely predict
success e.g. education, tenure, and diversity +actors that are illegal to consider in relation to
job per+ormance in many countries, and unethical within organi*ations#.
Chapter &: Talent
Management
Chapter &: Talent Management
&$1 Meaning and definition
.alent management implies recogni*ing a personBs inherent skills, traits, personality and
o++ering him a matching job. Cvery person has a uni-ue talent that suits a particular job pro+ile
and any other position will cause discom+ort. It is the job o+ the Management, particularly the
!0 "epartment, to place candidates with prudence and caution. & wrong +it will result in +urther
hiring, re1training and other waste+ul activities.
.alent Management is bene+icial to both the organi*ation and the employees. .he organi*ation
bene+its +rom@ Increased productivity and capabilityD a better linkage between individualsB e++orts
and business goalsD commitment o+ valued employeesD reduced turnoverD increased bench
strength and a better +it between peopleBs jobs and skills. Cmployees bene+it +rom@ !igher
motivation and commitmentD career developmentD increased knowledge about and contribution to
company goalsD sustained motivation and job satis+action.
In these days o+ highly competitive world, where change is the only constant +actor, it is
important +or an organi*ation to develop the most important resource o+ all 1 the !uman
0esource. In this globali*e world, it is only the !uman 0esource that can provide an organi*ation
the competitive edge because under the new trade agreements, technology can be easily
trans+erred +rom one country to another and there is no dearth +or sources o+ cheap +inance. /ut it
is the talented work+orce that is very hard to +ind. .he biggest problem is how to retain the
present work+orce and stop them +rom -uitting
Importance
2irst, let us look at some o+ the reasons +or the importance o+ talent management.
4lo.ali!ation:
'ow +or any jobseeker the whole world is the potential place to +ind employment. %ne
can know the opportunities available in any part o+ the world easily and the number o+ talent
seekers has also increased.
Increased Competition:
Increased competition in the market place has necessitated the need +or consistently good
per+ormance on the side o+ organi*ations. .hese have made the companies to put in all e++orts to
hire and retain the best talent in the respective +ield o+ operation.
Increasing Bno1ledge:
.he knowledge era has necessitated the retaining o+ those talents which have the ability to
assimilate new technologies and knowledge, which are growing at a pace never seen be+ore.
7o1 Talent Management important for an rgani!ation:
1? Cost cutting:
%ne experienced G skilled employee can replace instead o+ two or more employees.
%rgani*ation can save hundreds o+ thousands o+ dollars.
6 Ma#imum utput
%rgani*ation can make maximum out put in minimum resources.
7 Time Saving techniAue
It is a time saving techni-ue. /ecause +or every job a skilled person can place. ItFs
help+ul to complete job in minimum time
8 Perfection increase
"ue to skilled employee Per+ection in work is increase. .here is low probability o+
mistakes.
7o1 Talent Management important for an 3mployee:
Recruitment
ItFs ensuring that right people are attracted to the organi*ation, due to providing
exposure +or there skills.
Retention
"eveloping and implementing practices that reward and support employees.
3mployee development
Cnsuring continuous in+ormal and +ormal learning and development.
0eadership and Chigh potential employeeC development
4peci+ic development programs +or existing and +uture leaders.
Performance management
4peci+ic processes that nurture and support per+ormance, including +eedback9measurement.
@or:force planning
Planning +or business and general changes, including the older work+orce and current9+uture
skills shortages.
Culture
"evelopment o+ a positive, progressive and high per+ormance Nway o+ operatingN.
&$2 The Challenge
.he challenge o+ talent management has two +aces. 2irst is how to +ind new people and
second is how to retain the present work+orce. Cach o+ the challenges has to be tackled in the
most e++icient way possible so that the organi*ation can achieve its objectives.
The 9irst Challenge ( @here to find ne1 talentD
&ll the organi*ations are +inding loads o+ business opportunities and conse-uently, their
revenues are growing at a rapid pace. .he increasing business opportunities has necessitated that
these organi*ations go in +or massive recruitment. /ut, the -uestion is where to +ind the best
talent which is able to +it the job description and also adjust to the organi*ationFs values and
norms. I+ we scan the environment, we +ind there is a shortage o+ skilled work+orce that can be
employed.
4ome o+ the possible reasons that have led to the shortage are@ 1
-emographic Constraints:
.his is a common problem +aced by many o+ the developed countries, where a large
chunk o+ its population is nearing the age o+ retirement or is over >J years. :4&, Germany and
,apan are +acing the same problem. &ll these countries will see a decline in their work+orce and
talent. In the coming years, they will see a great shortage in their skilled pro+essionals.
3#isting 3ducational System:
.he graduates and the postgraduates that are being churned out o+ the universities are
+ound to be ill1e-uipped to handle the challenges o+ the workplace. .hey are mostly e-uipped
with only the theoretical aspects o+ the issues and lack the application part. .he educational
system is +aulty and does not take industry needs into consideration, resulting in a mismatch
between industry re-uirements and educational preparation.
Cost 9actor:
0ecruiting new employees is becoming tougher and tougher in the developing
countries, where the !0 department has to sort out thousands o+ applications +or a hand+ul o+
jobs. 2inding right person +or the right job becomes a very di++icult process. It also involves very
high cost to conduct the recruitment and selection process +or such a large population o+
applicants.
2ttracting the =est Talent:
.his is another challenge. &s was the case in the past, the best available talent is not just
motivated by the name and +ame o+ the organi*ation. 'ot any more. .hey have a new set o+
motivators like 1 challenging work, conducive work environment and +reedom +rom bureaucratic
structure.
The Second Challenge ( 7o1 to retain the e#isting employeesD
Gone are the days when a person would join an organi*ation in his mid15Js and would work till
his retirement in the late1>Js. .oday the young pro+essionals hop jobs, especially during the +irst
71> years o+ their work li+e. .hough the Indian service industry is basking in the light o+
outsourced jobs +rom the developed countries, they also cannot ignore the +act that the /P%
industry is also +acing one o+ the highest attrition rates, in +act never heard be+ore in India, o+
around 6>O.
It is a +act that itFs the people that add value to organi*ations. It is also a +act that humans are a
restless species who, unlike the immovable /anyan .ree, cannot stay rooted in one place. People
need to move on +or one reason or another, and the organi*ation stands to lose.
0et us loo: at some of the reasons .ehind the massive attrition rates: (
1 Gap between organi*ational values and goals and the personal values and goals is one o+
the major reasons o+ the attrition rates. I+ they go parallel, there is no way both would be
satis+ied and inevitably, the organi*ation would lose out on a talented employee.
6 Working environment is another major +actor. Cmployees in the knowledge era demand
creative and a democratic work environment. 2ailure on the part o+ the management to
provide such an environment will result in a talented employee leaving the organi*ation.
7 .he competitive world has made sure that there is high work pressure on the employees
o+ any organi*ation. .his has led to psychological problems like stress, and in extreme
situations, total burnouts. It also leads to other health related problems.
8 Movement +or higher salary is also common among the younger pro+essionals. .here is
no shortage +or organi*ations who are looking +or talented employees and who are ready
to shell out a he+ty salary +or a talented person. %ther lures like better job opportunities,
higher posts and overseas assignments are also major +actors in the attrition rates.
9 'ot taking proper care during the recruitment and selection process and not taking proper
care to +it the right person to the right job also breeds dissatis+action among the
employees.
: /ad or opa-ue policies +rom management on issues o+ succession planning and
promotion, appointments +or senior positions also is a major +actor which makes the
organi*ation lose out on the talented employees.
7 .he pro+essionals have di++erent aspirations at di++erent times o+ their career. "uring the
initial years, they have good salary and +oreign assignments. 'ext on the list is working
on cutting edge technology. More seasoned pro+essionals look +or learning opportunities.
4o employees tend to move to those organi*ations which provide them with means to
+ul+ill their aspirations.
0etaining the present employees is o+ the +oremost importance to the organi*ations becauseD the
company would have already incurred heavy costs in the +orm o+ training and development. 'ow
i+ the organi*ation has to look +or a replacement +or the employee who has le+t, it involves a lot
o+ costs like 1 hiring costs, training costs and the induction costs.
&lso it takes some time +or the new employee to adjust to the new work environment. "uring
this time the productivity o+ the employee will be low. .he !0 department will have to +it the
new employee into a proper role in the organi*ation. &part +rom causing the company a
monetary loss and breaks in their day1to1day operations, attrition contributes to knowledge
trans+er, which is a great loss and adversely a++ects business.
&$3 7o1 to Manage the T203%TD
It is now proved beyond doubt that, in the era o+ technology and knowledge, talent is in the
driving seat. %ne who possesses it dictates. 'ot he who pays +or it. It is the demand o+ the time
that business leaders elevate management o+ talent to a burning corporate priority. It is not a walk
in the park +or the talent market. Auality people are no longer available in plenty, easily
replaceable and relatively inexpensive.
.hese are some o+ the measures that should be taken into account to hire and retain talent in the
organi*ation, to be e++icient and competitive in this highly competitive world@ 1
7ire the Right People:
Proper care must be taken while hiring the people itsel+. It would be bene+icial +or an
organi*ation to recruit young people and nurture them, than to substitute by hiring +rom other
organi*ations. Auestions to be asked at this stage are@ Whether the person has the re-uisite skills
needed +or the job; Whether the personBs values and goals match with those o+ organi*ations; In
short, care must be taken to +it the right person to the right job.
Beep the Promises:
Good talent cannot be motivated by +ake platitudes, hal+1truths and broken promises.
:n+ul+illed expectations can breed dissatis+action among the employees and make them either
leave the organi*ation or work below their productive level. Promises made during the hiring
stage must be kept to build loyalty among the employees, so that they are satis+ied and work to
their +ullest capability.
4ood @or:ing 3nvironment:
It has to be accepted by the organi*ations that highly talented persons make their own rules.
.hey have to be provided with a democratic and a stimulating work environment. .he
organi*ational rules must be +lexible enough to provide them with +reedom to carry out their part
o+ task to their liking, as long as the task is achieved. %pportunities should also be provided to
the employees to achieve their personal goals.
Recognition of Merit:
It is highly motivating +or any person i+ his talent is recogni*ed and is suitably rewarded.
%ne way is providing them with salary commensurate with their per+ormance. Promotions and
incentives based on per+ormance are another way o+ doing it. &nother way is by providing them
with challenging projects. .his will achieve two objectives 1 it makes employee +eel that he is
considered important a highly motivating +actor# and gets the work done in an e++icient manner
and brings out the best in the employee.
Providing 0earning pportunities:
Cmployees must be provided with continuous learning opportunities on and o++ work +ield
through management development programs and distance learning programs. .his will also
bene+it the organi*ation in the +orm o+ highly talented work+orce.
Shielding from 7igh @or: Pressure:
I+ an organi*ation has to make the most o+ the available talent, they should be provided
with ade-uate time to relax, so that they can did1stress themselves. It is very important to provide
them with holidays and all1expenses1paid trips, so that they can come back re+reshed to work and
with increased energy. .hey must also be encouraged to pursue their interests which are also a
good way o+ reducing work environment stress. 0ecreation clubs, entertain programs, +un
activities with in the work area will also reduce the work li+e stress o+ the employees and develop
camaraderie among the workers and result in a good working environment.
T203%T E P3R9RM2%C3
%rgani*ations provide individuals the opportunity and space +or physically mani+esting their
talent into per+ormance +or achieving individual and organi*ational vision. .alent mani+ests into
per+ormance as +ollows@
.hus the domain o+ talent management +ocuses not only on development o+ individualFs
intrinsic capacities, but also on culture building and change management to provide the other
elements listed above +or mani+estation o+ talent into per+ormance.
The %e1 7R Mission and Talent Management Processes
Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Encouragement & Recognition
+
Training & Development
Many challenging work+orce issues con+ront !0, including@
!eightened competition +or skilled workers.
Impending retirement o+ the baby boomers.
)ow levels o+ employee engagement.
&cknowledgement o+ the high cost o+ turnover.
&rduous demands o+ managing global work+orces.
Importance o+ succession planning.
%++ shoring and outsourcing trends.
.his re-uires new thinking and a new mission to achieve business success. .hese +actorsP
coupled with the need to align people directly with corporate goalsPare +orcing !0 to evolve
+rom policy creation, cost reduction, process e++iciency, and risk management to driving a new
talent mindset in the organi*ation.
%ne important distinction is the evolution o+ the di++erence between tactical !0 and strategic
talent management. .ransactional !0 activities are administrative overhead. .alent
management is a continuous process that delivers the optimal work+orce +or your business.
In this new modelPinstead o+ being the owners o+ processes, +orms, and complianceP!0
becomes the strategic enabler o+ talent management processes that empower managers and
employees while creating business value.
With this view, talent management may be de+ined as the implementation o+ integrated
strategies or systems designed to improve processes +or recruiting, developing and retaining
people with the re-uired skills and aptitude to meet current and +uture organi*ational needs.
&necdotally, talent management is o+ten de+ined as per+ormance management, incentive
compensation, or talent ac-uisition. .alent management is also o+ten con+used with leadership
development. &lthough leadership development is a crucial +unction o+ your organi*ation,
+ocusing on it exclusively is a legacy o+ last century. %ur modern service and knowledge
economies in the talent age re-uire a broad and holistic view. & high per+ormance business
depends on a wide range o+ talent.
.aleoFs graphical representation emphasi*es the mandate o+ talent management to respond to
business goals and conse-uently be the driver o+ business per+ormance. .alent management is
depicted as a circularPnot a linearPset o+ activities.
&$" @hy Talent ManagementD
Work+orce cost is the largest category o+ spend +or most organi*ations. &utomation and
analysis o+ your recruiting and hiring processes provides the immediate work+orce visibility
and insights you need to signi+icantly improve your bottom line. Per+ormance management
provides the ongoing processes and practices to maintain a stellar work+orce.
.oday, many organi*ations are struggling with silos o+ !0 processes and technologies. .he
+uture o+ talent management is embodied in solutions designed +rom the ground up to provide
business1centric +unctionality on a uni+ied talent management plat+orm.
4ince nearly all competitive business +actors have become commoditi*ed, talent is what
ultimately drives business success and creates value. 0eading organi!ations rely on .aleo
solutions and services to assess, ac-uire, develop, and align talent with business objectives
while signi+icantly reducing process costs, improving -uality o+ hire, reducing risk, and
achieving higher levels o+ per+ormance.
.hough it may seem intuitive, it is worthwhile to articulate the +undamental signi+icance o+
success+ul talent management practices@
.he key enabler o+ any organi*ation is talent.
.he -uality o+ your people is your last true competitive di++erentiator.
.alent drives per+ormance.
.alent management re-uires strong executive support, along with systems and processes all
directed towards having the right talent doing the right work at the right time. .hatFs when
talent truly drives higher business per+ormance.
Indirect implementation of Talent Management in
Company 0td$; %asi: @or:s$ =y follo1ing Steps:
Performance appraisal

Career Planning

Succession Planning
Training and -evelopment
Chapter ': Performance
2ppraisal
Chapter: ' Performance appraisals
'$1 @hat is Performance 2ppraisalD

Meaning: 1 Per+ormance appraisal is a method o+ evaluating the behavior o+ employees in the
work spot, normally including both the -uantitative and -ualitative aspects o+ job per+ormance.
Per+ormance here re+ers to the degree o+ accomplishment o+ the tasks that make up an
individualEs job. It indicates how well an individual is +ul+illing the job demands. %+ten the term
is con+used with e++ort, but per+ormance is always measured in terms o+ results and not e++orts.
%eed of Performance 2ppraisal:
(Per+ormance appraisal is needed in order to@
1 Provides in+ormation about the per+ormance ranks, basing on which decision
regarding salary +ixation, con+irmation, promotion, trans+er and demotion are taken.
6 Provide +eedback in+ormation about the level o+ achievement and behavior o+
subordinate. .his in+ormation helps to review the per+ormance o+ the subordinate,
recti+ying per+ormance de+iciencies and to set new standards o+ work, i+ necessary.
7 Provide in+ormation, which helps to counsel the subordinate.
8 Provide in+ormation to diagnose de+iciency in employee regarding skill, knowledge,
determine training and developmental needs and to prescribe the means +or employee
growth provides in+ormation +or correcting placement.
9 .o prevent grievances and in disciplinary activities.
Purpose
Per+ormance appraisal aims at attaining the di++erent purpose. .hey are@
1 .o create and maintain a satis+actory level o+ per+ormance.
6 .o contribute to the employee growth and development through training sel+ and
management development programs.
7 .o help the superiors to have a proper understanding about their subordinates.
8 .o guide the job changes with the help to continuous ranking.
9 .o +acilitate +air and e-uitable compensation based on per+ormance.
: .o +acilitate +or testing and validating selection tests, interview techni-ues through
comparing their scores with per+ormance appraisal ranks.
7 .o provide in+ormation +or making decisions regarding lat o++, retrenchment etc.
; .o ensure organi*ational e++ective through correcting employee +or standard and
improved per+ormance, and suggesting the change in employee behavior.
'$2 Methods of Performance 2ppraisal:

.he methods o+ per+ormance &ppraisal are basically classi+ied as .raditional
Methods, Modern Methods and result L %riented &ppraisal@ 1
a .he .raditional Methods consists o+ EGraphic 0ating 4calesF,F 0anking MethodF,F
Paired comparison MethodF, E2orced "istribution MethodF, E$hecklist methodF,
ECssay or +ree +rom &PP0&I4&)F, EGroup &ppraisal and Econ+idential 0eportF.
! Modern Methods o+ evaluating per+ormance appraisal are E/ehaviorally &nchored
0ating 4calesF, &ssessment $enterF, !uman 0esource &ccountingF, Management by
objectivesF, Psychology &ppraisalF.
8ses of Performance 2ppraisals@1
Per+ormance Improvement@ Per+ormance +eedback allows the employee, manager,
and personnel specialists to intervene with appropriate actions to improve
per+ormance.
$ompensation &djustmentsD Per+ormance evaluations help decision1makers determine
who should receive pay raises. Many +irms grant part or all o+ their pay increases and
bonuses based upon merit, which is determined mostly through per+ormance
appraisals.
Placement "ecisions@ Promotions, trans+ers, and demotions are usually based on past
or anticipated per+ormance. %+ten promotions are a reward +or past per+ormance.
.raining and "evelopmentD Poor per+ormance may indicate the need +or retraining.
)ikewise, good per+ormance may indicate untapped potential that should be
developed.
$areer Planning and "evelopment@ Per+ormance +eedback guides career decisions
about speci+ic career paths one should investigate.
4ta++ing Process "e+iciencies@ Good and /ad per+ormance implies strength or
weakness in the personnel departmentEs sta++ing procedures.
In+ormational Inaccuracies@ Poor per+ormance may indicate errors in job analysis
in+ormation, human resource plans, or other parts o+ the personnel management
in+ormation system. 0eliance on inaccurate in+ormation may have led to
inappropriate hiring, training, or counseling decisions.
,ob "esign Crrors@ Poor per+ormance may be a symptom o+ ill1conceived job designs.
&ppraisals help diagnose these errors.
C-ual Cmployment %pportunity@ &ccurate per+ormance appraisals that actually
measure job L related per+ormance ensure that internal placement decisions are
not discriminatory.
Cxternal $hallenges@ 4ometimes per+ormance is in+luenced by +actor outside the work
environment, such as +amily, +inancial, health, or other personal matters. I+ uncovered
through appraisals, the human resource department may be to provide assistance.
2eedback to !uman 0esources@ Good9bad Per+ormance throughout the organi*ation
indicates how well the human resource +unction is per+orming.
Traditional and modern Methods of Performance 2ppraisal
METHODS OF PERFORMANCE APPRAISAL
Traditional methods Modern Methods
'$3 7o1 implement performance appraisal$
Introduction
'ow a dayFs Per+ormance appraise is very important +rom company point o+ view. It is use
to take various managerial decision. C.g. decision regarding employeeFs increment or
decision regarding employeeFs +uture career planning etc. In $ompany they use HGrading and
0anking Hmethod to appraise per+ormance o+ there employee.

@ho 2ppraise
Per+ormance appraise by !ead o+ the department or +rom the superior. .hey did
not conduct per+ormance appraisal on o++icerFs level it conduct only on o++icerFs basis.
In $ompany Per+ormance is appraising by head o+ the department, 4upervisor, manager, etc.
Process:
!ead o+ the department submit one copy o+ per+ormance appraisal to !0 "epartment and
discuss with the employee whose per+ormance is down. %ne copy o+ per+ormance appraisal
report is attached to that employees personnel +ile as a record.
I+ that employees per+ormance is going down then head o+ the department can talk with that
employee regarding increase per+ormance. Cven !r Manager also should talk with that employee
to know his problem and !0 Manager should motivate that employee to increase per+ormance.
Cmployees increment is depend upon there per+ormance. !ead o+ the department or !0
manager may stop increment o+ employee regarding low per+ormance.
4eneral use of performance report in 2ny Company:
%eed of training$
!ead o+ the department or !0 manager can decide whether employee needs training
+or good per+ormance or not.
Career Planning$
$areer planning generally use to retain skilled employee. .hey can +ind out skilled
employee +or skilled employees career planning +rom per+ormance appraisal report.
Succession planning:
2rom per+ormance appraisal 0eport $ompany can select candidate to make succession
planning.
=enefits of employee to company

$ompanyFs employee are companyFs asset, it is help+ul to calculate that companyFs
employee how much give returns to company. %r which employee is bene+icial +or company and
which is not bene+icial.
Chapter *: Career Planning
Chapter: * Career Planning
*$1 Introduction and meaning
Introduction
.he career is all the jobs that are held during ones working li+e. &ccording to EC./.
2lippoF, career is a se-uence o+ separate but related work activityFs that provides continuity,
order and meaning in a personFs li+e.
-efinition:
1 Cdwin 2lippo de+ine a career as a se-uence o+ separate but related work activities that
provides continuity, order and meaning in a persons li+e.
6 Wreather and "avis de+ined various terms o+ career planning as given below@
& career path is the se-uential pattern o+ jobs that +orm a career as per +igure#. $areer
Planning is the process by which one selects career goals and the path to these goals.
$areer development is these personal improvements one undertakes to achieve a personal
career plan.
7 $areer management is the process o+ designing and implementing goals, plan and
strategies to enable the organi*ation to satis+y employee needs while allowing individuals
to achieve their career goals.
0ife and career Stages
!uman resource managers must understand the issues that individuals +ace throughout
their careers. & study o+ career development theories, li+e development theories and
interrelationship among career stages and li+e stages will provide and understanding o+ the
issues that the individual +ace. $areer and li+e stages are closely related as both are linked to
age and cultural norms.
%eed for career planning
$areer planning is necessary due to +ollowing reasons
1 2ttract competent person

.o retain the competent person or to attract them company need career planning,
because this kind o+ person are companyFs asset. $ompetitors can try to hire this
person so, company always try to retain these person.
6 Provide suita.le promotional opportunities
.o give exposure +or employeeFs knowledge and talent, $areer planning is
important.
7 Training for future challenges
Cnable employee to develop and make them ready to meet the +uture challenges.
8 reduce /o. dissatisfaction
It helps to increase job satis+action +or employee.
When employee get exposure to show skill and when he learn more +rom job
pro+ile at that time job satis+action automatically increase.
9 Improve motivation and morale
$areer Planning is use+ul to improve motivation and morale o+ employees.
*$2 Process of Career Planning$
a &nalysis o+ individual skills, knowledge, abilities, aptitudes etc.
! &nalysis o+ career opportunities both within and outside o+ organi*ation.
$ &nalysis o+ career demand on the incumbent o+ skills, knowledge, abilities, aptitude, etc.,
and in terms o+ -uali+ications, experience and training received etc.
# 0elating speci+ic ob to di++erent career opportunities.
e Cstablishment o+ realistic goals both short term and long term.
/ 2ormulating career strategy covering areas o+ change and adjustment.
* Preparing and implementing action plan including ac-uiring resources +or achieving
goals.
5aries stages of career planning and development are sho1n in figure$




4uccess+ul Matching


Mismatching


2dvantage of Career planning and development
9or individuals
1 It helps to the individuals to have the knowledge o+ various career opportunities, his
priorityFs etc.
6 It helps to select career which is suitable +or his li+e styles, pre+erences, +amily
environment, scope +or sel+1development etc.
7 It helps the organi*ation identi+y internal employees who can be promoted.
8 Internal promotions, up1gradations and trans+ers motivate the employeesD boost up their
morale and also satis+action.
9 Increase job satis+actions enhance employee commitment and create a sense o+
belongingness and loyalty to the organi*ation.
: Cmployee will await his turn o+ promotion rather than changing to another organi*ation.
7 It helps to improve employee per+ormance on the job by taping their potential abilities
and +urther employee growth.
; It satis+ied employee esteem needs.
9or organi!ation
1 .he e++icient policies and practices improve the organi*ationFs ability to attract and
retain highly skilled and talent employees.
6 & proper $areer Planning ensures that the woman and people who belongs to the
backward communities get opportunities +or growth and development
7 It continuously tries to satis+y the employee expectations and such as minimi*es
employee +rustrations.
8 /y attracting and retaining the people +rom di++erent cultures, enhances cultural
diversity.
9 Protecting employeeFs interest result s in promoting organi*ational good will.
*$3 Implementation of Career Planning
$areer Planning is generally done by every organi*ation. /ut method o+ career planning
can di++er.
career planning +or companyFs employee, as +ollows@
2ctivity for Career Planning:
Training and development:
Most o+ the time company can try to retain the skilled employee, there+ore
company provide various type o+ knowledge or training, +or company bene+its as well as
employee.
Transfer department to department or unit to unit
I+ any employee would like to work in speci+ic department or unit +or his skilled
work and i+ it will bene+icial +or company then itFs also part o+ career planning.
Promotion
In career planning, promotion is also a one part. .o retain the skilled employee. $ompany
makes promotion o+ this kind o+ employee.
FCareer planning at fficerGs levels:
2or career planning company re+er report o+ Per+ormance appraisal, +rom that report they
sort out an employee whose per+ormance is above expectations. 2or this kind o+ employee
they conduct career planning to retain that particular employee.
2naly!e s:ill of 1or:er:
.hey analy*e skill o+ worker by per+ormance appraisalFs report, and then they decide
career planning o+ employee.
Transfer of 1or:er:
.hey search about interest o+ employees in his work pro+ile.
&nd then they decide whether trans+er o+ worker is suitable or not. %r change in work pro+ile
is suitable or not.
Promotion:
.hey decide about employeeFs promotion i+ re-uired and his training
.hey analyses whether training is re-uired +or employee or not.
&s per the need o+ organi*ation !0 head make his career planning +or promotion.
8se of performance appraisal report:
/y Per+ormance appraisal report, company can decide whether that employee should
promote or not,
.hey can study about employeeFs job satis+action, his job skills, his talent etc.
Ho. enrichment
Most o+ the time company checks job enrichment o+ employee, to check capacity o+ work
within a given time as well as their skills also. ,ob enrichment is help+ul to increase skills in
employee.
*$" Succession Planning
Introduction
4uccess, growth and survival are the most important responsibilities o+ the top
management o+ the organi*ation. 4uccession planning is the activity connected with the
succession o+ incumbents to +ill the key positions in the organi*ations hierarchy as and when a
vacancy arises. 4uccession planning +ocus on identi+ication o+ vacancies and locating the
probable successor. It provides the succession chart in respect o+ a particular position.
.he succession planning ensures the availability o+ the right kind o+ the management sta++ at
the right time and in the right position in order to provide +or continued organi*ational vitality
and strength.
@hat is Succession PlanningD
Succession planning is the systematic identification and professional development of
internal talent. Its goal is to cultivate internal human capital in preparation for assuming
leadership roles and other key positions that may become vacant due to retirement e!pected or
une!pected separations.
2or 4uccession planning +or management sta++ing plans are re-uired to be developed
properly on an individual basis +or all anticipated needs in the immediate year a head and
also +or key positions. .he business plans must be reviewed to determine there e++ects on
managerial needs. 4uccession planning is one o+ the important +unctions o+ the top
management. In +act the direct responsibilities o+ the chie+ executive and the top management
group.
9or 3#ample:
4uppose, Mr. & will retire within some days, +rom the post o+ HProduction ManagerI
.hen !0 manager should place right person who will able to carry liability o+ that post. 2or
selection o+ right person as well as to give idea about job to candidate, mostly !0 Manager
prepare planning, like@ !0 Manager will place candidate under supervision o+ Mr. & to learn
di++icult things o+ job, or he will give training to that candidate or he will search a candidate
who already have idea about job pro+ile o+ HProduction ManagerI, i.e. H4uccession
planning.I
In short when any employee or candidates leave job, !0 manager should prepare plan to
place correct candidate on that post.
@hat is need for succession planning: (
To ma:e succession planning follo1ing points are important$
1 ,ob In+ormation
6 ,ob analysis
7 ,ob pro+ile
8 Auali+ication and Cxperience de+ine. Ctc.
9 &vailability o+ candidate
: &nalysis o+ 4election process
=enefits of Succession planning:
8# 2acilitates communication G knowledge management
6 :ninterrupted work productivity
6# )eadership continuity
8# $ustom designed training programs
6 $andidate can understand job easily.
6
Challenges of 3ffective Succession Planning
4uccess+ul succession planning, as weBve seen, is an ongoing and complex endeavor that is
necessarily broad in scope. It there+ore presents signi+icant barriers to both implementation and
long1term maintenance. !ere are some o+ the more challenging obstacles@
M80TIP03 @%3RS:
.raditionally, !0 has been considered owner o+ the succession planning process, but
meaning+ul success really re-uires a genuine sense o+ ownership and commitment at many
levels o+ the organi*ation. While !0 may be best positioned to oversee the process, it can
never +ully know or evaluate every process participant the way managers and supervisors
can.
%8M=3R 9 PSITI%S:
&ll but the smallest o+ organi*ations have a substantial number o+ positions critical to
long1term per+ormance, whether these involve leadership skills or technical expertise that
would be di++icult to -uickly replace. $omprehensive succession planning must incorporate
all such positionsD yet, as the number o+ positions grows so too does the administrative
burden.
STR2T34IC 20I4%M3%T:
4uccession plans need to re+lect long1term organi*ational goals and strategies. $ompanies
must give thought+ul consideration not only to the planBs design and implementation, but also
to sustaining the process over time. &s strategies and goals shi+t, so too must the plan i+ the
organi*ation is to recruit and develop the work+orce its +uture success will re-uire.
R42%II2TI%20 CMP03JIT<:
$onglomerate, geographically dispersed, multi1industry, and other complex
organi*ational +orms signi+icantly increase the challenge o+ succession planning. %+ten,
higher1level positions re-uire well1designed cross training to inculcate the uni-ue knowledge
and skills success in the organi*ation re-uires.
R42%II2TI%20 C72%43:
&s companies evolve in response to marketplace threats and opportunities, the skills,
talents, and expertise they will need to thrive evolve, as well.
3993CTI53%3SS E 399ICI3%C<:
.he larger and more complex an organi*ation, the more challenging it is to maintain an
e++ective and e++icient succession planning process. (et, by de+inition, the best process is the
one that enables the +irm to identi+y the best candidate in least amount o+ time and at the
lowest cost.
!aving this process in place is vital to the success o+ the organi*ation because the
individuals identi+ied in the plan will eventually be responsible +or ensuring the company is
able to tackle +uture challenges. .hese Bhigh potentialB candidates must be care+ully selected
and then provided training and development that gives them skills and competencies needed
+or tomorrowBs business environment.
&nother reason its important is because these high potentials will one day become the leaders
o+ the $ompany. .his is why their development needs to incorporate a broad range o+
learning opportunities in your organi*ation. .he individuals should also be exposed to as
much o+ the working environment as possible so that they gain a good understanding o+ what
the company re-uires to remain success+ul.
*$& Implementation of Succession Planning:
4uccession panning is the planning to place a person on another employeeFs place
who will retire a+ter one or two year.
4uccession planning is conduct in every organi*ation. It is a part o+ $areer planning.
fficerGs level:
&t o++icerFs level 4uccession planning conduct by +ollowing methods.
1 Personal meeting
!ead o+ the department take the personnel meeting with the employee who is
going to retire because he wants to know that employeeFs opinion about to place new right
candidate on his place.
6 3mployee dialogue:
Cmployee dialogue is a dialogue between employee who will go to retire# and
head o+ the department, regarding place new candidate at his post, which have ability to
+ul+ill re-uirements o+ job.

7 pinion of su.ordinate:
.he head o+ the department should consider the opinion o+ other sta++
or subordinate also.
3mployee assessment centre
Introduction

.his method was +irst applied in Germany &rmy in 8K6J. )ater business and
industrial houses started using this method. .his is not a techni-ue o+ a per+ormance appraisal
by itsel+. In +act it is a system or organi*ation, where assessment o+ several individuals is
done by various experts by using various techni-ues.
In these approach, individual +rom various department are bought together to spend
two or three days, working on an individual or group assignment similar to the ones they
would be handling when promoted. %bservers rank the per+ormance o+ each and every
participant in order o+ merit. 4ince assessment centre are basically meant +or evaluating the
potential o+ candidates to be consider +or promotion, training and development, they o++er an
excellent means +or a conducting evaluation process in an objective way. &ll assess get an
e-ual opportunity to show their talent and capabilities and secure promotion based on merit.
4ince the evaluators know the position re-uirements intimately and are trained to per+orm the
evaluation process in an objective manner, the per+ormance rating may +ind +avor with
majority o+ the employees. & considerable amount o+ research evidence is available to
support the contention that people chosen by this method prove better than those chosen by
other methods. .he centre enable working in a low status department to compete with people
+rom well1known departments and enlarge there promotional chances. 4uch opportunities,
when created on regular basis, will go a long way in improving the morale o+ promising
candidates working in less important positions.
3mployee assessment centre:
Cmployee assessment is a committee o+ a Psychiatrist, advocate, consultant etc. there are
6 to > people on the committee. .hey give a one task to the employee and he should complete
that task within a given time e.g. Give a presentation on speci+ic topic within hal+ an hour.
@or: of the Committee:
Mainly committee observes how employee can survive in speci+ic situation. !ow he can
handle situation.
.hey try to +ind out the tendency o+ employee.
.hey try to +ind out method o+ thinking o+ employee.
In employee assessment they consider only an o++icers career planning.
Chapter ,: Training and
-evelopment
Chapter ,: Training and -evelopment
,$1 Meaning and -efinition
Introduction
&+ter an employee selected, placed and introduced her or she must be provided with
training +acilities. .raining is the act o+ increasing the knowledge and skills o+ an employee +or
doing a particular job. .raining is a short1term educational process and utili*ing a systematic and
organi*ed procedure by which employees learn technical knowledge and skills +or a de+inite
purpose. "ale 4. /each "e+ine training, H.he organi*ed procedure by which people learn
knowledge and9or skill +or a de+inite purpose.I
In other words training improves, changes, moulds the employeeFs knowledge, skill,
behavior, aptitude, and attitude towards the re-uirements o+ the job and organi*ation. .raining
re+ers to the teaching and learning activity carried on +or the primary purpose o+ helping
members on an organi*ation, to ac-uire and apply the knowledge, skills, abilities and attitudes
needed by a particular job and organi*ation.
.hus, training bridges the di++erence between job re-uirement and employeeFs present
speci+ications.
'o organisat>ion matches the candidate who exactly matches with the job and the
organi*ational re-uirements. !ence, .raining is important to develop the employee and make
him suitable to the job.
,ob and organi*ational re-uirement are not static, they are changed +rom time to time in view
o+ technological advancement and change in the awareness o+ the total -uality and
productivity Management.APM#. .he objective o+ the .APM can be achieved only
through training as training develops human skills and e++iciency. .rained employees would
be a valuable asset to an organi*ation.
=enefits of training
9or organi!ation
)ead to prove pro+itability and9or more positive attitudes towards pro+it orientation
Improves the job knowledge and skills at all level o+ the organi*ation
Improves the morale o+ work+orce
!elps people identi+y with organi*ational goal
!elps create a better corporate image
&ids in organi*ational development
)earns +rom the trainee
!elps to prepare guideline +or work
%rgani*ation gets more e++ective decision making and problem solving
It helps to improve labor1management relations.
=enefits to the individual 1hich in turn ultimately should .enefit the organi!ation
!elps the individual in making better decisions and e++ective problem solving
.hrough training and development, motivational variables o+ achievement, growth,
responsibilities and advancement are internali*ed and operationised
It helps to an individual to handle stress tension or con+licts.
It provides in+ormation to improve leadership knowledge.
"evelops a sQance o+ growth in learning
Improves morale
Improves impersonal skills
,$2 %eed for training
'eed +or training arises due to +ollowing reasons@
8 .o match the employee speci+ication with the job recruitment and organi*ational
needs@
&n employeeFs speci+ication may not exactly suit to the re-uirement o+ the job and
the organi*ation irrespective o+ his past experience, -uali+ications, skills knowledge, etc.
.hus every management +inds deviation between employeeFs present speci+ications and the
job re-uirements and organi*ational needs. .raining is needed to +ill this gap by developing
and molding the employeeFs skill, knowledge attitude behavior etc. to the tune o+ the job
re-uirements and organi*ational needs.
9 .echnological advances@
Cvery organi*ation in order to survive and to be e++ective should adopt the latest
technology, i.e. mechani*ation, computeri*ation, automation. &doption o+ the latest
technology means and methods will not be complete until they are manned by employees
possessing skill to operate them. 4o, organi*ation should train the employee to enrich them
in the areas o+ changing technical skills and knowledge +rom time to time.
: !uman relations@
.rends in approach towards personel management have change +rom the
commodity approach to partnership approach, crossing the human relations approach. 4o,
today, management o+ most o+ the organi*ation has to maintain human relations besides
maintaining sound industrial relations although hitherto the managers are not accustomed
to deal with workers accordingly. 4o, training in human relations is necessary to deal with
human problems and to maintain human relations.
7 $hange in the job assignment@
.raining is also necessary when the existing employee is promoted to the higher
level in the organi*ation and when there is some new job or occupation due to trans+er.
.raining is also necessary to e-uip the old employees with the advanced disciplines
techni-ues or technology.
.he need +or training also arises to@
Increase productivity
Improve -uality o+ the product 9 4ervices
!elp a company to +ul+ill its +uture personnel needs.
Improve organi*ational climate.
Improve health and sa+ety.
Prevent obsolescence
C++ect the personnel growth
Minimi*e the resistance to change.
Stages in training as follo1s
Stage 1 2ssessment of training needs
Stage 2 -esign the training program
Stage 3 Implementation$
Stage " 3valuation of training program.
,$3 Methods of Training
Methods of training
n(/o. methods ff(/o. methods
,ob relations )ectures9$on+erences
$oaching 2ilms
,ob instruction 4imulation Cxercise
.raining through $ases
4tep by step Programmed instructions
$ommittee assignments &udio visual methods
Internship training $omputer based training
C1)earning.
.he most widely used methods o+ training used by organi*ations are classi+ied into two
categories@ %n1the1,ob .raining G %++1the1,ob .raining.
%(T73(H= TR2I%I%4
ItFs given at the work place by superior in relatively short period o+ time. .his type o+
training is cheaper G less time1consuming. .his training can be imparted by basically +our
methods@ 1
Coaching
It is learning by doing. In this, the superior guides his sub1ordinates G gives him9her job
instructions. .he superior points out the mistakes G gives suggestions +or improvement.
Ho. Rotation: (
In this method, the trainees move +rom one job to another, so that he9she should be able
to per+orm all types o+ jobs. C.g. In banking industry, employees are trained +or both back1
end G +ront1end jobs. In case o+ emergency, absenteeism or resignation#, any employee
would be able to per+orm any type o+ job.
99 T73 H= TR2I%I%4: (
It is given outside the actual work place.
0ectures6Conferences:(
.his approach is well adapted to convey speci+ic in+ormation, rules, procedures or
methods. .his method is use+ul, where the in+ormation is to be shared among a large number
o+ trainees. .he cost per trainee is low in this method.
9ilms: (
It can provide in+ormation G explicitly demonstrate skills that are not easily presented by
other techni-ues. Motion pictures are o+ten used in conjunction with $on+erence, discussions
to clari+y G ampli+y those points that the +ilm emphasi*ed.
Simulation 3#ercise: (
&ny training activity that explicitly places the trainee in an arti+icial environment that
closely mirrors actual working conditions can be considered a 4imulation. 4imulation
activities include case experiences, experiential exercises, vestibule training, management
games G role1play.
Cases: (
Present an in depth description o+ a particular problem an employee might encounter on
the job. .he employee attempts to +ind and analy*e the problem, evaluate alternative courses
o+ action G decide what course o+ action would be most satis+actory.
3#periential 3#ercises: (
&re usually short, structured learning experiences where individuals learn by doing. 2or
instance, rather than talking about inter1personal con+licts G how to deal with them, an
experiential exercise could be used to create a con+lict situation where employees have to
experience a con+lict personally G work out its solutions.
5esti.ule Training@ 1
Cmployees learn their jobs on the e-uipment they will be using, but the training is
conducted away +rom the actual work +loor. While expensive, Mestibule training allows
employees to get a +ull +eel +or doing task without real world pressures. &dditionally, it
minimi*es the problem o+ trans+erring learning to the job.
Role Play: (
ItFs just like acting out a given role as in a stage play. In this method o+ training, the
trainees are re-uired to enact de+ined roles on the basis o+ oral or written description o+ a
particular situation.
Management 4ames: (
.he game is devised on a model o+ a business situation. .he trainees are divided into
groups who represent the management o+ competing companies. .hey make decisions just
like these are made in real1li+e situations. "ecisions made by the groups are evaluated G the
likely implications o+ the decisions are +ed back to the groups. .he game goes on in several
rounds to take the time dimension into account.
In(=as:et 3#ercise@ 1
&lso known as In1tray method o+ training. .he trainee is presented with a pack o+ papers
G +iles in a tray containing administrative problems G is asked to take decisions on these
problems G is asked to take decisions on these within a stipulated time. .he decisions taken
by the trainees are compared with one another. .he trainees are provided +eedback on their
per+ormance.
,$" Implementation of training and -evelopment:
Method of training:
Method o+ training is totally depending upon the pro+ile o+ training. C.g. +or technical
training i+ possible then they give on1job training otherwise company use method o+ o++ job
training.
Procedure of training:
2ssessment of need of training:
It is the +irst step o+ training procedure. !ead o+ the department and !0 department
assess the need whether employee need training or not. .hey +ind employee who re-uire
training.
Prepare .udget for training:
!0 manager decide budget +or training by considering its cost +rom the market. &nd
bene+its +or the company.
Search for Internal or 3#ternal trainer:
Internal Trainer:
&+ter assessment o+ need o+ training, they search +or a trainer in theirs company
who can train there employee. .hey search trainer among their employees.
3#ternal trainer:
I+ they didnFt +ind internal trainer then they go +or Cxternal trainer. .hey try to +ind
external pro+essional trainer +rom their personnel contact, by giving advertisement in news
paper etc.
-esign program for training:
!0 manager or head o+ the department present there need to trainer. .hey assess
type o+ training and design training program by the help o+ trainer within the budget.
Report to head of the plant:
!0 manager give the details about training to head o+ the plant and sanction the
approval o+ training.
Implementation:
&+ter designing the program +or training, they implement in practical in their
employee.
C&apter 7+ Collect#on- analy!#!
: #nterpretat#on o$ data
Chapter: )
Introduction of -ata 2nalysis$
.he word &nalysis means the process o+ breaking down a $omplex set o+ +acts
into simple element while Interpretation stands +or the explanations which analy*ed the
statements and also make out or bring out the meaning o+ creative work.

&nalysis and Interpretation are done according to department wise and according
to -uestionnaire. .his analysis and Interpretation will de+initely help to the company +or the
+uture strategies. 2ollowing are the analysis and Interpretation o+ the results.
.hese all analysis is imagine +or general company. It is very necessary to understand the
psychological tendency o+ employee. /ecause it is a -uietly subjective so it will slightly deviate
the opinion o+ the employee.
.he "epartment o+ the company where I conduct survey. .here are 8JJ employees in
each department. .otal employees are >JJ.
1 Purchase
6 2inance
7 Production
8 Packing and dispatch
9 0esearch and "evelopment
Ta.le %o )$1
Survey in Purchase -epartment:
ption Responses Percentage
(es =J =J
'o 6J 6J
>Source: Primary data: Kuestionnaire?
0.7
0.7
Survey #n Purc&ace ;epartment
<es No
9igure %o$ )$16*>Source: primary data survey Auestionnaire?
I%T3RPR3T2TI%: (
.he above pie1diagram shows that =JO o+ employees o+ purchase department are highly
satis+ied with the .alent Management process. !ence, we can say in Purchase department talent
management is e++ective process +or employee as well as organi*ation.
Survey in 9inance -epartment:
>Source: Primary -ata: Kuestionnaire?
0.76
0.6;
Survey #n <#nance ;epartment
<es No
9igure %o$ )$26*>Source: primary data survey Auestionnaire?
I%T3RPR3T2TI%: (
ption Responses Percentage
(es =5 =5
'o 5? 5?
.he above pie1diagram shows that ?JO o+ employee o+ +inance department are highly satis+ied
with the .alent Management process, 8JOare satis+ied, <O are natural, 7Oare dissatis+ied.
!ence, we can say in 2inance department, talent management is e++ective process +or employee
as well as organi*ation.
Survey in Production -epartment:
ption Responses Percentage
<> <>
'o 6> 6>
:9=
79=
Survey #n Product#on ;epartment
2%*ll" >at%s5e# >at%s5e#
9igure %o$ )$36* >Source: primary data survey Auestionnaire?
I%T3RPR3T2TI%: (
In Production department we can observe that <>O employee are answering
E(esF, they getting exposure to show there talent in company. &nd 6>O employees are
answering E'oF. means here, more than <JO employee answering E(esF means process o+ talent
management is e++ective in this department.
Survey in pac:ing and dispatch -epartment:
ption Responses Percentage
(es
,' ,'
'o
1" 1"
0.;:
0.18
Survey #n pac,#ng and d#!patc& ;epartment
<es No
9igure %o$ )$"6* >Source: primary data survey Auestionnaire?
I%T3RPR3T2TI%: (
In Production department we can observe that ?<O employee are answering
E(esF, they getting exposure to show there talent in company. &nd 87O employees are
answering E'oF. means here, more than <JO employee answering E(esF means process o+ talent
management is e++ective in this department.
Survey in Research and development -epartment:
ption Responses Percentage
(es
*2 *3
'o
2, 1&
0.76
0.6;
Survey #n e!earc& and development ;epartment
<es No
9igure %o$ )$&6* >Source: primary data survey Auestionnaire?
I%T3RPR3T2TI%: (
In Production department we can observe that =5O employee are answering
E(esF, they getting exposure to show there talent in company. &nd 5?O employees are
answering E'oF. means here, more than <JO employee answering E(esF means process o+ talent
management is e++ective in this department.
3mployeeGs performance .efore implementing Talent Management concept:
-epartmen
t
4ood =ad
Purchase
'1 3)
2inance
&2 ",
Production
'2 3,
0 G "
"& &&
"ispatch
', 32
&+r$ase 1%)a)$e &ro#+$t%o) R ? D D%s(at$
0=
10=
60=
70=
80=
90=
:0=
70=
;0=
90=
100=
Ba# Goo#
9igure %o$ )$'6*>Source: secondary data average performance appraisal
report of employee$?
3mployeeGs performance after implementing Talent Management concept:
-epartmen
t
4ood =ad
Purchase
*& 2&
2inance
)+ 1+
Production
,& 1&
0 G "
,+ 2+
"ispatch
*+ 3+
&+r$ase 1%)a)$e &ro#+$t%o) R ? D D%s(at$
0=
10=
60=
70=
80=
90=
:0=
70=
;0=
90=
100=
Ba# Goo#
9igure
%o$ )$*6*>Source: secondary data from average performance appraisal report
of employee$?
I%T3RPR3T2TI%: (
In above both diagram we can compare per+ormance o+ all department, be+ore implementing
concept o+ talent management and a+ter implementing concept o+ talent management. We can
observe that, per+ormance o+ all departments is increase a+ter implementing talent management
concept.
)$1 Testing of 7ypothesis
Chapter ): Conclusion and
testing of
hypothesis
.alent Management has been developed as a plat+orm +or corporate world to manage talents o+
employee, +or company bene+its.
2rom above surveys and changes in per+ormance report getting +ollows in+ormation@
2or company talent management is e++ective process.
.alent management is e++ective +or $ompany i+@ 0emark +rom H "ata o+
&nalysisI
R (es
%0
S R 'o
Auality o+ the Product increase.

0atio o+ employees to le+t job is decrease, and new

candidate are increase in organi*ation.

Cmployee getting satis+action +rom the job

$omplaints o+ employee reduced.

&bove table show that all the criteria set +or $ompany, to show e++ective talent
management process, which is help+ul to employee as well as organi*ation.
.here+ore project is proved the its 'ull hypothesis G disprove the alternative
hypothesis.
%ull 7ypothesis:
Cmployee taking bene+its +rom .alent Management 4ystem
Cmployee can retain success+ully +or the bene+it o+ organi*ation
CmployeeFs per+ormance increased by talent management
Cmployee turnover o+ organi*ation a++ected by .alent Management Procedure
Conclusion
.alent Management +or the !0 $ommunity is an opportunity +or !0 pro+essionals to develop
in their areas o+ expertise and in their careers. & strong !0 $ommunity helps create a strong
public service. .he goal o+ talent management is to better understand our people in the !0
$ommunity so we can support pro+essional and career development and align individual needs
and goals with the business +ocus o+ !0. We also want to ensure that we as a $ommunity have
the agility to develop people so that we are meeting the +uture needs o+ the community and
government and our clients. .his +irst broad sweep o+ the $ommunity provides a +oundation on
which to ensure leadership continuity, knowledge trans+er and service continuity. .he initial
implementation resulted in a number o+ important human resource priorities and strategies, such
as per+ormance management, leadership and management development, attraction and retention,
employee learning and development and culture, all o+ which are supported by the !0 4trategy
+or the !0 $ommunity.
.he critical next step in the process is the implementation o+ the .alent Management
Plan +or the !0 $ommunity. Individually, members o+ the community and their managers should
work together to move +orward individual career development plans.
.he !0 $ommunity must work together to promote a talent management mindset,
commit to supporting development as a pro+essional group, and integrate talent management into
the daily +abric o+ doing business.
1 Recruitment
We understand it help to ensuring the right people are attracted to the organi*ation.
2? Retention
We understand it help to developing and implementing practices that reward and support
employees.
3? 3mployee development
.alent Management ensuring continuous in+ormal and +ormal learning and
development.
"? Performance management
.alent Management is speci+ic processes that nurture and support per+ormance,
including +eedback9measurement.
&? @or:force planning
It use to make planning +or business and general changes, including the older work+orce
and current9+uture skills shortages.
Chapter 1+: Suggestion and
recommendation
Chapter 1+: Suggestion and Recommendation
1 %rgani*ation should make research to avoid talent drain.
6 !0 "epartment should interact and expose inbound employee
7 Per+orm various task to motivate employee +or work, because various employee can
not work with motivation they just do it, because organi*ation pay +or them.
Chapter 11: 2ppendices
>In this pro/ect follo1ing form are prepare for survey$ ?
Company @or:shop
%ame of 3mployee:
Roll %o$
-epartment:
-esignation:
Hoining -ate:

Kualification:
Kuestionnaire:
1? -o you feel satisfaction 1hile you complete your 1or:D
(es 'o
2? Can you complete your 1or: 1ithin a timeD
(es 'o

3? Can you perform 1or: 1ith interestD
(es 'o
"? 2t any time do you feel that you 1asting your timeD
(es 'o
&? 2ny1here do you feel that; you doing a .ulloc: 1or:D
(es 'o
'? -o you feel that you select 1rong field to 1or:D
(es 'o
2ny other feed.ac: or suggestions .y employee:
Chapter 11: =i.liography
I am overwhelmed in presenting my summer project report in
$ompany ).", 'asik works +or this I wish to express my deep sense o+ gratitude +or +ollowing
web sources and authors to take there re+erences +or these project.
=oo:s:
1 !uman $apital Management 11111 Garry "esslar P >75#
6 !uman 0esource Management 1111 !imalaya Publications P 6?<#
7 !uman 0esource Management 111 %x+ord !igher education p=7#
8 !uman 0esource Management 4ystem 11111 Pro+. Mr. 4ubbarao P, 576#
@e. Sources:
1 %neclickhr.com
6 Weckipedia.com
7 Google.com
8 0eddi++.com