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TABLE OF CONTENTS

CHAPTER PAGE
CHAPTERS
NO NO
ACKNOWLEDGEMENT i
ABSTRACT ii
I. 1.1 INTRODUCTION 1
1.1.1 NEED FOR THE STUDY 7
1.1.2 SCOPE OF THE STUDY 8
1.1.3 OBJECTIVES OF THE STUDY 9
1.1.4 RESEARCH METHODOLOGY 10
1.1.4.1 RESEARCH DESIGN 11
1.1.4.2 DATA SOURCE 12
1.1.4.3 RESEARCH INSTRUMENT 13
1.1.4.4 ANALYTICAL TOOLS 16
1.1.5 LIMITATIONS OF THE STUDY 18
1.2 REVIEW OF LITERATURE 19
1.2.1 COMPANY PROFILE 22
1.2.2 INDUSTRY PROFILE 26
II. 2.1 DATA ANALYSIS AND INTERPRETATION 39
2.1 TABLES 30

2.2 CHARTS 30
2.3 STATISTICAL TOOLS 55
III. SUMMARY AND CONCLUSION
3.1 FINDINGS 66
3.2 SUGGESTIONS 67
3.3 CONCLUSION 68
IV. ANNEXURE
BIBLIOGRAPHY 69
QUESTIONNAIRE 70

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LIST OF TABLES
TABLE PAGE
TITLE
NO NO
2.1.1 Training Enables Me To Do My Job Well

Training Programs Are Effective For Individual & Organization


2.1.2
Development

2.1.3 Encouraged By Management To Learn New Things

2.1.4 Work On New Things


2.1.5 Work In Team To Solve The Customer Problems

2.1.6 Motivated By Company’s Change

2.1.7 Ability To Satisfy Its Customers.

2.1.8 General Attitude Towards Mentoring

2.1.9 Common Perspectives Concerning

2.1.10 Peers Are The Best Source Of Help

2.1.11 Performance Appraisal System


2.1.12 Assessment Of Performance Appraisal System
Performance Appraisal System Helps To Improve The Company’s
2.1.13
Productivity
Mobile Number Portable (Mnp) Its Boon For ​ ​Victory Software
2.1.14
Solutions

2.1.15 Creates More Revenue For ​ ​Victory Software Solutions

Marketing Is Required For ​ ​Victory Software SolutionsTo Increase


2.1.16
Revenue
2.1.17 Percentage Of Employees Need To Involved In Marketing

2.1.18 Service Of 24*7 To Compete In The Market

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2.1.19 Right Person At Right Place

LIST OF CHARTS
TABLE PAGE
TITLE
NO NO
2.1.1 Training Enables Me To Do My Job Well

Training Programs Are Effective For Individual & Organization


2.1.2
Development

2.1.3 Encouraged By Management To Learn New Things

2.1.4 Work On New Things


2.1.5 Work In Team To Solve The Customer Problems

2.1.6 Motivated By Company’s Change

2.1.7 Ability To Satisfy Its Customers.

2.1.8 General Attitude Towards Mentoring

2.1.9 Common Perspectives Concerning

2.1.10 Peers Are The Best Source Of Help

2.1.11 Performance Appraisal System


2.1.12 Assessment Of Performance Appraisal System
Performance Appraisal System Helps To Improve The Company’s
2.1.13
Productivity
Mobile Number Portable (MNP) Its Boon For ​ ​Victory Software
2.1.14
Solutions

2.1.15 Creates More Revenue For ​ ​Victory Software Solutions

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Marketing Is Required For ​ ​Victory Software SolutionsTo Increase
2.1.16
Revenue
2.1.17 Percentage Of Employees Need To Involved In Marketing

2.1.18 Service Of 24*7 To Compete In The Market

2.1.19 Right Person At Right Place

CHAPTER 1:
1.1 INTRODUCTION:

Talent Management practices helps in increasing the productivity and quality, and to gain
the competitive advantage of a workforce strategically aligned with the organization’s goals and
objectives. The Talent Management is done according to the Talent Management Practices of the
company. Which things to be done and which things should not be done depend upon this only.
It also helps the organization to achieve the target of the organization.

The best practices in the management of human resources are the ones which optimize a
workforce so that it can not only get work done, but also ensure a greater level of efficiency,
timeliness and quality as it accomplishes​ ​increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these
benefits and pay scales meet the company’s budget while remaining attractive and competitive
enough to pull in the very best talent possible.

All companies are having their Talent Management Practices but the company who is
having the best, is the most successful company among its competitors. So the company can get
success within its competitors by applying best, effective Talent Management Practices

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Talent Management strategy pertains to the means as to how to implement the specific
functions of Human Resource Management. An organization's Talent Management function may
possess recruitment and selection policies, disciplinary procedures, reward/recognition policies,
an Talent Management plan, or learning and development policies; however all of these
functional areas of Talent Management need to be aligned and correlated, in order to correspond
with the overall business strategy. An Talent Management strategy thus is an overall plan,
concerning the implementation of specific Talent Management functional areas. The
implementation of an Talent Management strategy is not always required, and may depend on a
number of Factors, namely the size of the firm, the organizational culture within the firm or the
industry that the firm operates in and also the people in the firm.

Employee Training
Employee training is the planned effort of an organization to help employees learn the job
related behaviors and skills they will need to do their job properly. It is a set of planned
activities that the organization will have their employees complete in order to increase their job
knowledge and skills and to have them get accustomed to the attitudes and social atmosphere
of the company. It will help the employee to be familiar with the goals of the organization and
the job requirements.
There are typical steps that go into a training program. These are outlined below.
1)​ Conduct Needs Assessment​:
A need is described as a "gap" between what is currently known and what will
be needed now and in the future. These gaps in knowledge could be between what an
organization expects to happen and what actually does, how employees are performing on the
job and how the organization desires them to perform, and existing skills and desired skill level.

In order to conduct an assessment there are some analyses that must be done.

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* An organizational analyses determines the effectiveness of an organization, where training is
needed and under what conditions the training will be conducted.

* A task analysis is used to provide data about a job or group of jobs, and the knowledge, skills,
attitudes and abilities that are needed to achieve optimum performance. This information can
come room job descriptions, task analyses, employee questionnaires and interviews,
performance evaluation, and observation of the workplace.

* Finally - person analysis analyses how well an individual employee is doing their job and
determines which specific employees need training and what kind of training. The methods of
this kind of analysis include employee questionnaires and interviews, performance evaluation,
skill and knowledge testing and the observation of behavior and results.

2) Implement Training Methods​:


Now that the analysis has been done, the training method needs to be chosen. The two
most frequently used training methods include:
Lecture​: Lecture involves one-way communication, from instructor to learner – the learner is
passive in the process.

*​On-the-job-training​: This method involves such methods as apprenticeship and mentoring,


where the employee is actively engaged in the type of work they will later be doing on their own.

*​ Programmed instruction​: This is a form of instruction that is pre-programmed and then


delivered methodologically to an individual. This form of instruction is self-paced - the
employee determines how fast they will learn and complete the steps and it is often completed
more quickly than group training. It can be delivered via a computer and can be costly to
prepare.

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*​Simulations​: This sort of training involves an employee being placed into a simulated situation
of what may occur in real on-the-job situations. Techniques include: Case studies where
trainees analyze a problem outlined in a report and offer solutions; role playing where simulated
roles are acted out; and behavioral modeling where trainees observe proper work behavior
and then role play it. Part of the implementation of the training is making sure that the training is
actually teaching the employees the skills they will need - this is known as the Transfer of
Training. A more technical definition is: the extent to which the knowledge, skills or attitudes
learned in the training will be used or applied on the job. There are ways to increase the
probability of what employees are being trained will really relate to their actual job behavior. To
do this, one can maximize the similarity between the training situation and the job situation,
provide a variety of examples when teaching skills and reward trained behaviors and ideas on the
job.
3)​ Training Evaluation​:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that
occurred, assess on-the-job behaviors, identify business results that are due to the training
and calculate if the investment in training has had any return in the gains of the company.
Business results can be measured in "hard" data and "soft" data. Hard data are measures of
productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft
data is items such as job satisfaction, teamwork, and organizational commitment on the part of
the employees.

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1.2 COMPANY PROFILE

VICTORY SOFTWARE SOLUTIONS is a different kind of offshore outsourcing


company. They bring the best of both worlds: the savings and superior quality of offshore
development, and the immediacy and trust of a local company. They have often been called “The
Home Team” of offshore outsourcing.

They deliver the full range of application outsourcing, business process, and consulting &
systems integration services that you expect. And, because of their background serving the
Global 2000, they are expert at managing the highly complex, long-term engagements that our

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clients require. Unlike our rivals, they work, not from contract to contract, but long-term
partnerships with our customers.

They offer the financial transparency and good corporate governance practices that are
expected. Governed by an independent board of directors, they comply with SEC and state
regulations dictating retention of independent auditors. They eliminate potential legal issues
because they pay locally prevailing salaries in every region where they operate, while observing
all local tax, social security, and immigration laws. And they give back to the community,
contributing to charitable and worthy causes that make our environment better.

With well over half of their business coming from financial services and healthcare, they
know how to manage privacy and data security issues. The set of international regulations
governing physical and network security, and are well-experienced in working with clients that
implement their own U.S. standards. They are routinely audited for security by our own clients,
and routinely enforce their U.S.-level standards wherever the work is performed.

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Taking Offshore Outsourcing to the Next Level

They have proven methodologies that deliver the benefits of high offshore staffing ratios in
as little as 6 to 8 weeks. Our approaches consistently deliver savings of 30 to 60%, and that is
only the start. Our Transforming While Performing service lets their company reinvest some of
the proceeds to additional savings of 40% or more by consolidating and optimizing your
software portfolio, while transforming and outsourcing selected business processes.

They can execute because of their unique, client-focused culture. Unlike their competitors,
they work with them over the long term. And while most of our rivals depend on local
contractors, they invest heavily in recruiting key executives, and project heads, and practice
leaders who are located close to our customers in North America and Europe. And they have
strong management and technology depth in India, where they have been consistently ranked as
the top business school recruiter.

They have the continuity and management depth to make sure that your technology
supports your business, not the other way around. They back it up with the resources to deliver
the cost, speed, and world-class process advantages of high offshore ratios.

Their ability to form tight partnerships with our customers has helped us pioneer the 4th
Generation Offshore Outsourcing model, a new kind of outsourcing that keeps local managers
close, transforming our world-class offshore teams into virtual extensions of your IT
organization.

VICTORY SOFTWARE SOLUTIONS can help a company create new opportunities for
improvement by reducing the costs of managing applications by over half. They offer a wide
range of solutions that can help transform your business and technology operations to
world-class excellence.

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Industry Practices

​VICTORY SOFTWARE SOLUTION knows your business. As the first major offshore
company to organize by vertical industry segment, they have industry practice heads, domain
experts, and consultants located close to our clients in North America and Europe, and at our
Indian development centers. Our industry practices include Banking & Financial Services,
Healthcare, Insurance, Manufacturing & Logistics, Life Sciences, Retail, and
Telecommunications.

Business Technology Consulting

They provide offerings that are based on rigorous and proven methodologies and
scientifically driven frameworks. In the areas of business processes, technologies and off
shoring, their offerings analyze the existing environment, identify opportunities for optimization
and provide a robust roadmap for significant cost savings and productivity improvement.

Advanced Solutions

Working closely with their Industry Practices, They offer state-of-the-art expertise in
Application Management & Development, Outsourced Testing Services and a wide range of
technologies including e-business and Enterprise Portals, Data Warehousing, CRM, ERP, EAI,
e-learning and more.

Transforming While Performing

▪ Rationalizing the applications portfolio and infrastructure


▪ Consolidating support
▪ Improving the flexibility of applications to support emerging requirements

At ​VICTORY SOFTWARE SOLUTIONS​, As the first major offshore company to


establish vertical industry practices, They have the experts who know the competitive challenges
that a company faces - and the solutions that a company needs to leap ahead of your rivals.

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Their commitment to offering vertical industry practices has paid off. Our ranking as the top
offshore provider in the healthcare field is just one example of the high recognition that they
have earned in sectors ranging from financial services, telecommunications to Life Sciences and
more.

Strong relationships

At ​VICTORY SOFTWARE SOLUTIONS​, they go the extra mile to get the job done.
That's why their client's turn to them again and again for assistance with a growing range of
complex IT problems. From the beginning of every project, they add value to our offerings by
assessing our complete IT environment and entire range of software applications.

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1.3 INDUSTRY PROFILE

The word "software" had been coined as a prank by at least 1953, but did not appear in
print until the 1960s. Before this time, computers were programmed either by customers, or the
few commercial computer vendors of the time, such as ​UNIVAC and ​IBM​. The first company
founded to provide software products and services was ​Computer Usage Company​ in 1955.

The software industry expanded in the early 1960s, almost immediately after computers
were first sold in mass-produced quantities. Universities, government, and business customers
created a demand for software. Many of these programs were written in-house by full-time staff
programmers. Some were distributed freely between users of a particular machine for no charge.
Others were done on a commercial basis, and other firms such as ​Computer Sciences
Corporation (founded in 1959) started to grow. The computer-makers started bundling ​operating
systems​ software and programming environments with their machines.

When ​Digital Equipment Corporation brought a relatively low-priced micro-computer to


market, it brought computing within reach of many more companies and universities worldwide,
and it spawned great innovation in terms of new, powerful programming languages and
methodologies. New software was built for micro-computers, and others, including IBM,
followed DECs example quickly, resulting in the IBM AS400 amongst others.

The industry expanded greatly with the rise of the personal computer in the mid-1970s,
which brought computing to the desktop of the office worker. In subsequent years, it also created
a growing market for games, applications, and utilities. DOS, ​Microsoft​'s first operating system
product, was the dominant operating system at the time.

In the early years of the 21st century, another successful business model has arisen for
hosted software, called software as a service, or ​SaaS​; this was at least the third time this model

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had been attempted. SaaS reduces the concerns about software piracy, since it can only be
accessed through the Web, and by definition no client software is loaded onto the end user's PC.

While large on hype (mostly centered around Microsoft’s .NET initiative), the current
real-world applications for Web services have been limited primarily to simple integration tasks,
such as managing online travel reservations and tracking shipping. If successful, however, the
shift to Web services could be a dramatic one, with packaged software largely disappearing and
companies instead purchasing, assembling, and modifying components as needed to create
specific business applications

INDIA IT INDUSTRY:

The Indian information technology (IT) industry has played a major role in placing India
on the international map. The industry is mainly governed by IT software and facilities for
instance System Integration, Software experiments, Custom Application Development and
Maintenance (CADM), network services and IT Solutions. According to Nasscom's findings
Indian IT-BPO industry expanded by 12% during the Fiscal year 2009 and attained aggregate
returns of US$ 71.6 billion. Out of the derived revenue US$ 59.6 billion was solely earned by the
software and services division. Moreover, the industry witnessed an increase of around US$ 7
million in FY 2008-09 i.e. US$ 47.3 billion against US$ 40.9 billion accrued in FY 2008-09.

IT Outsourcing in India:

As per NASSCOM, IT exports in business process outsourcing (BPO) services attained


revenues of US$ 48 billion in FY 2008-09 and accounted for more than 77% of the entire
software and services income. Over the years India has been the most favorable outsourcing hub
for firm on a lookout to offshore their IT operations. The factors behind India being a preferred
destination are its reasonably priced labor, favorable business ambiance and availability of expert
workforce. Considering its escalating growth, IBM has plans to increase its business process
outsourcing (BPO) functions in India besides employing 5,000 workforces to assist its growth.

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In the next few years, the industry is all set to witness some multi-million dollar
agreements namely:

● A 5 year agreement between HCL Technologies and News Corp for administering its
information centers and IT services in UK. As per the industry analysts, the pact is
estimated to be in the range of US$ 200-US$ 250 million
● US$ 50 million agreement between HCL Technologies and Meggitt, UK-based security
apparatus manufacturer, for offering engineering facilities.
● Global giant Wal-Mart has short listed their Indian IT dealers namely Cognizant
Technology Solutions, UST Global and Infosys Technologies for a contract worth US$
600 million

India's domestic IT Market:

India's domestic IT Market over the years has become one of the major driving forces of the
industry. The domestic IT infrastructure is developing contexts of technology.

In the FY 2008-09, the domestic IT sector attained revenues worth US$ 24.3 billion as
compared to US$ 23.1 billion in FY 2007-08, registering a growth of 5.4%. Moreover, the
increasing demand for IT services and goods by India Inc has strengthened the expansion of the
domestic market with agreements worth rising up extraordinarily to US$ 100 million. By the FY
2012, the domestic sector is estimated to expand to US$ 1.7 billion against the existing from US$
1 billion.

Government initiative in India's domestic IT Market:

● The Indian government has established a National Taskforce on IT with an aim of


formatting a durable National IT Policy for India
● Endorsement of the IT Act, which offers an authorized structure to assist electronic trade
and electronic operations.

Major investments in India's domestic IT Market

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● According to Andhra Pradesh Government the state's SEZs and Software Technology
Parks of India (STPI) will witness an investment of US$ 3.27 billion in the next few
years.
● VMware Inc, San Francisco-based IT firm is looking forward to invest US$ 100 million
by 2010 in India.
● EMC Corporation's total Indian assets is expected to reach US$ 2 billion by 2014

Future of Indian IT Industry

The Indian IT sector persists to be one of the flourishing sectors of Indian financial
system indicating a speedy expansion in the coming years. As per NASSCOM, the Indian IT
exports are anticipated to attain US$ 175 billion by 2020 out of which the domestic sector will
account for US$ 50 billion in earnings.

In total the export and domestic IT sector are expected to attain profits amounting to US$
225 billion along with new prospects from BRIC nations and Japan for its outsourcing
operations.

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1.4 NEED FOR THE STUDY:

Talent Management is the science of using strategic HR to improve business value and
make it possible for companies and organizations to reach their goals. Everything that is done to
recruit, retain, develop, reward and make people perform is part of Talent Management as well
as strategic workforce planning. A talent management strategy needs to be linked to the business
strategy to make sense.

Talent management improves the morale and efficiency of the employees thereby helps
the company to retain the employees. This study has been taken as a part of management’s effort
to improve the talent management practices at Victory Software Solutions.

1.5 SCOPE OF THE STUDY:


The scope of the study is restricted to only one aspect of Human Resource
Management – talent management. Further the study is only restricted to Victory Software
Solutions. Questionnaire for this survey was framed considering those factors where corrective
action can be taken at ​Victory Software Solutions. ​The study is limited to the staff employees of

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one unit. The major scope of this study is to assess the talent management activities and improve
its effectiveness at ​Victory Software Solutions

1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the Talent Management practices in Victory software solutions.

SECONDARY OBJECTIVES:

1. To understand the satisfaction level of employees towards the talent pool


2. To study the awareness about the Talent Management among the employees.
3. To identify the effective means of rewarding, motivating and retaining talent.
4. To understand the effectiveness of talent development activities

1.7 LIMITATIONS OF THE STUDY

The major limitations of the study are:

• Due to time constraint and busy schedules of the workers it was difficult to interact with
them completely.
• Some respondents were reluctant to give true details with respect to certain aspects,
fearing that it may hamper the relationship with the company.
• The information collected is mainly primary data and the accuracy is subject to the
responses received.
• The sample size was limited to 150 , as per the guidance of Talent Management officer.

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CHAPTER 2:​ ​LITERATURE REVIEW

A literature review is a body of text that aims to review the critical points of current
knowledge including substantive findings as well as theoretical and methodological contributions
to a particular topic. Literature reviews are secondary sources, and as such, do not report any
new or original experimental work.

Simai Haji Mati was quoted saying that literature review should be referred to as
reviewing and analyzing the work of literature in relation to the specified topic in research.

Most often associated with academic-oriented literature, such as a ​thesis​, a literature


review usually precedes a research proposal and results section. Its ultimate goal is to bring the
reader up to date with current literature on a topic and forms the basis for another goal, such as
future research that may be needed in the area

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Talent Management refers to the anticipation of required human capital the organization needs at
the time then setting a plan to meet those needs. Talent Management in this context does not
refer to the management of ​entertainers​. Companies engaging in a Talent Management strategy
shift the responsibility of employees from the human resources department to all managers
throughout the organization. The process of attracting and retaining profitable employees, as it is
increasingly more competitive between firms and of strategic importance, has come to be known
as "​the war for talent​." Talent Management is also known as HCM (Human Capital
Management).

The term " Talent Management " means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to others it is about how
talent is managed generally - i.e. on the assumption that all people have talent which should be
identified and liberated.

Talent Management is a term that emerged in the 1990s to incorporate developments in ​Human
Resources Management which placed more of an emphasis on the management of human
resources or talent. The term was coined by David Watkins of Soft scape published in an article
in 1998; however the connection between human resource development and organizational
effectiveness has been established since the 1970s. Talent Management is part of the ​Evolution
of Talent Measurement Technologies​.

The issue with many companies today is that their organizations put tremendous effort into
attracting employees to their company, but spend little time into retaining and developing talent.
A Talent Management system must be worked into the business strategy and implemented in
daily processes throughout the company as a whole. It cannot be left solely to the human
resources department to attract and retain employees, but rather must be practiced at all levels of
the organization. The business strategy must include responsibilities for line managers to develop
the skills of their immediate subordinates. Divisions within the company should be openly
sharing information with other departments in order for employees to gain knowledge of the

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overall organizational objectives. Companies that focus on developing their talent integrate plans
and processes to track and manage their employee talent, including the following:

The Talent Management strategy may be supported by technology such as ​HRIS (HR
Information Systems) or ​HRMS (HR Management Systems). Modern techniques also use
Competency-based management methodologies to capture and utilize competencies appropriate
to strategically drive an organization's long term plans.

Talent Management is a term that emerged in the 1990s to incorporate developments in ​Human
Resources Management which placed more of an emphasis on the management of human
resources or talent. The term was coined by David Watkins of Soft scape published in an article
in 1998, and further defined in the book " Talent Management Systems" in 2004

This term "Talent Management " is usually associated with ​competency-based management​.
Talent Management decisions are often driven by a set of organizational core competencies as
well as position-specific competencies. The competency set may include knowledge, skills,
experience, and personal traits (demonstrated through defined behaviors). Older ​competency
models might also contain attributes that rarely predict success (e.g. education, tenure, and
diversity factors that are illegal to consider in relation to job performance in many countries, and
unethical within organizations). New techniques involve creating a ​Competency architecture for
the organization that includes a ​Competency dictionary to hold the competencies in order to
build job descriptions.

To develop a clear Talent Management strategy and to increase awareness of available talent and
successors, all organizations should conduct regular Talent Review meetings to be prepared for a
variety of business changes, such as mergers, company growth, or a decrease in talent needs. In
the same way that all companies have regular meetings and reports regarding their financial
status and budgetary needs, the Talent Review meeting is designed to review the current talent
status and future successor needs in the organization.

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The Talent Review meeting is an important part of the overall Talent Management process; it is
designed to review the performance and career potential of employees, to discuss possible
vacancy risks of current employees, to identify successors and top talent in the organization, and
to create development action plans to prepare employees for future roles in the organization.
"This is what Talent Management is all about — gathering information about talent, analyzing
their career interests and organizational business needs, identifying top talent and successes, and
developing these individuals to reduce the risk of losing the best people and experiencing
extensive leadership gaps when turnover occurs."

CHAPTER 3: RESEARCH METHODOLOGY

Fundamental to the success of any formal marketing research project is a sound research
design. A good research design has the characteristics of problem definition, specific methods of
data collection and analysis, time required for research project and estimate of expenses to be
incurred. The function of a research design is to ensure that the require data are collected
accurately and economically. A research design is purely and simply the framework or plan for
an analysis of data. It is a blue print that is followed in completing a study. It resembles the

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architect`s blue-print (map) for constructing a house. It may be worthwhile to mention here that a
research design is nothing more than the framework for the study ensures that the study will be
relevant to the problem and the study will employ economical procedures.

Claire seltizetal defines Research Design as “Research design is a catalogue of the phases
and facts relating to the formulation of a research effort. It is the arrangement of collection and
analysis of data in a manner that aims to combine relevant to the research purpose with economy
in procedure”.

Three important about research design are


1. The design of investigation should stem from the problem
2. Whether the designs are productive in a given problem setting depends on how
imaginatively they are applied. An understanding of the basic design is needed so that
they can be modified to suit specific purpose
3. The three basic design are as follows
i. Exploratory Research design
ii. Descriptive Research design
iii. Casual Research design
The Research design used in the study is descriptive research design

3.1 RESEARCH DESIGN

Descriptive research design is also called explanatory design. This is the one that simply
describes something such as demographic characteristics. The descriptive study is typically
concerned with determining frequency with which something occurs or how two variables vary
together.

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3.2 SAMPLE SIZE
It refers to the number of elements of the population to sample. The sample size chosen
for the survey is 150.

3.3 DATA SOURCES

After identifying and defining the research problem and determining specific information
required to solve the problem, the researcher`s task is to look the type and sources of data which
may yield the desired results. Data sources are of two types through which data is collected.
Data sources may be classified as
1. Primary data
2. Secondary data

PRIMARY DATA
Primary data is the original data collected by the researcher first hand. It is collected for
the first time through field survey. These are those that are gathered specifically, for the problem
at hand. The various sources for collecting primary data are questionnaire, observation, interview
etc. The primary source used for the study is questionnaire.

SECONDARY DATA
Secondary data is the information which is already available in published or unpublished
form. When the needed information is collected from the census of population available in a
library means then it is a secondary data. It is also used for collecting historical data. The various
sources of secondary data are books, periodicals, journals, directories, magazines, statistical data
sources etc. The secondary source used for this study is company profile, scope, need, review of
literature.

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3.4 RESEARCH INSTRUMENTS

Research instrument are the instruments which is used for gathering or collecting
information. The instruments used in the study are
1. Direct questions
2. Close end questions
3. Dichotomous questions
4. Multiple choice questions

DIRECT QUESTIONS
Direct questions are just what their names indicate. They explicitly ask for the desired
data. However the directness of the question also relates to the way a response is interpreted.

CLOSE END QUESTIONS


Such questions are also called fixed alternative questions they refer to those questions in
which the respondent is given a limited number of alternative response frame which he/she is to
select one that most closely matches his/her opinion or attitude.

DICHOTOMOUS QUESTIONS
A dichotomous question refers to one which offers the respondent a choice between only
two alternatives and reduces the issue to its simple terms. The fixed alternatives are of the type,
yes/no, agree/disagree, true/false etc.

MULTIPLE CHOICE QUESTIONS


A multiple choice question refers to one which provides several set alternatives for its
answers. Thus, it is a middle ground between free answers and dichotomous question.

3.5 SAMPLING

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Collecting data about each and every unit of the population is called census method. The
approach, where only a few units of population under study are considered for analysis is called
sampling method. There are two main categories under which various sampling method can be
put.
The two categories are
1. Probability sampling
2. Non-probability sampling
The sampling method adopted for the study is convenience sampling under non-probability sampling.

NON-PROBABILITY SAMPLING
In non-probability sampling, the chance of any particular unit in the population being
selected is unknown, since randomness is not involved in the selection process. But this does not
mean that the findings obtained from non-probability sampling are of questionable value. If
properly conducted their findings can be accurate as those obtained from probability sampling.
The three frequencies used non-probability designs are
1. Judgment sampling
2. Convenience sampling
3. Quota sampling

3.6 CONVENIENCE SAMPLING:


In this method, the sample units are chosen primarily on the basis of the convenience to
the investigator. The units selected may be each person who comes across the investigator.

3.7 SAMPLE FRAME:


A Sample frame may be defined as the listing of the general components of the individual
units that comprise the defined population.

3.8 SAMPLE DESIGN

26
Sample design is the theoretical basis and the practice means by generalizing from
characteristics of relatively few of the comprising population. It is the method by which the
sample is chosen.

3.9ANALYTICAL TOOLS

ANALYSIS USING KARL PEARSON’S CORRELATION:

​Correlation analysis is the statistical tool used to measure the degree to which two
variables are linearly related to each other. Correlation measures the degree of association
between two variables. The Pearson product-moment correlation coefficient is a measure of the
strength and direction of association that exists between two variables measured on at least an
interval scale. It is denoted by the symbol ​r​.

CHI- SQUARE TEST I – (Ψ​2​)

A chi-squared test, also referred to as chi-square test or χ2 test, is any statistical hypothesis test
in which the sampling distribution of the test statistic is a chi-squared distribution when the
null hypothesis is true, or any in which this is asymptotically true, meaning that the sampling
distribution (if the null hypothesis is true) can be made to approximate a chi- squared
distribution as closely as desired by making the sample size large enough.

The χ2 test was first used by Karl Pearson in the year 1980. The quantity χ2 describes the
magnitude of the discrepancy between theory and observation.
It is calculated using:

χ² = Σ [( )2 / ]with (n - 1) degrees of

freedom. ​Where, refers to the observed frequency & to the

27
expected frequencies. χ² was used as a test of independence and goodness of fit.

PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making comparison
between two or more series of data. Percentages are used to describe relationships, it is expressed
as.
Percentage = (no of employees/total no of employees) 100

CHARTS:
Charts are graphic displays of data for easy understanding of relative positions that is not
always possible with descriptive words or numbers. Types of charts commonly used in business
data presentation are: Bar and pie.

BAR CHARTS:
The bar chart is commonly used for presentation of qualitative data. The data can be
continuous or discrete data, which are plotted against discrete data intervals. The vertical bar
diagram, also called bar chart where the length or height of bars represent the numerical value of
the event or measurement. Width or gap between the bars is of no significance to the bar chart
data, but they are uniform in a diagram.

28
DATA ANALYSIS AND INTERPRETATION

TABLE: 1 EXPERIENCE

PARTICULARS RESPONDENTS PERCENTAGE

Less than a year 36 24

1-2 years 45 30

2-5 years 33 22

5-10 years 24 16

Above 10years 12 8

Total 150 100

INFERENCE:

From the above table, it can be inferred that 30% of the employees have been working in
the company for 1-2 years, 24% of the employees have been working in the company for Less
than a year, 22% of the employees have been working in the company for 2-5 years, 16% of the
employees have been working in the company for 5-10 years and 8% of the employees have
been working in the company for more than 10 years.

CHART: 1 EXPERIENCE

29
TABLE: 2 KNOW TO GET INTO TALENT POOL

PARTICULARS RESPONDENTS PERCENTAGE

Yes 63 42

No 87 58

Total 150 100

CHART: 2 KNOW TO GET INTO TALENT POOL

30
INFERENCE:

From the above table, it can be inferred that 58% of the employees don’t know how to get
into talent pool and 42% of the employees know how to get into talent pool.

TABLE: 3 EASY TO ENTER

PARTICULARS RESPONDENTS PERCENTAGE

Quite easy 33 22

Easy 39 26

Difficult 36 24

Quite difficult 42 28

Total 150 100

31
INFERENCE:

From the above table, it can be inferred that 28% of the employees feel is quite difficult
to enter into the talent pool in their organization, 26% of the employees feel is Easy to enter into
the talent pool in their organization, 24% of the employees feel is difficult to enter into the talent
pool in their organization and 22% of the employees feel is quite easy to enter into the talent pool
in their organization.

CHART: 3

TABLE: 4 TALENT POOL

PARTICULARS RESPONDENTS PERCENTAGE

Just few people 95 63

Everyone 55 37

32
Total 150 100

INFERENCE:

​From the above table we find that, 63% of the respondents are accepting that just few people
have talent pool, 37% of the respondents are accepting that every one have talent.

CHART 4:

TABLE 5 SUPPORT GIVEN BY THE MANAGEMENT TO TALENT POOL

PARTICULARS RESPONDENTS PERCENTAGE

33
High 20 13

Medium 80 54

Low 50 33

Total 150 100

INFERENCE:

​From the above table we find that, 54% of the respondents are accepting that medium support
given by the management to talent pool, 33% of the respondents are accepting that low support is
given from management.

CHART 5

34
TABLE 6 LEVEL OF SUPPORT DO YOU PROVIDE TO YOUR TALENT POOL

PARTICULARS RESPONDENTS PERCENTAGE

High 50 33

Medium 80 54

Low 20 13

Total 150 100

INFERENCE:

​From the above table we find that, 54% of the respondents are accepting that medium level
of support given by them to talent pool, 33% of the respondents are accepting that high support
given by them to talent pool.

CHART 6

35
TABLE 7 RISK FOR THE ORGANIZATION WILLING TO PUT INTO THE

TALENT POOL

PARTICULARS RESPONDENTS PERCENTAGE

High Level 30 20

Average Level 100 67

Low Level 20 13

Total 150 100

INFERENCE:

36
​From the above table we find that, 67% of the respondents are accepting that average level of
risk taken by organization for talent pool, 30% of the respondents are accepting that high level of
risk taken by organization for talent pool.

CHART 7

TABLE 8 ORGANIZATION MOST EFFECTIVE MEANS OF REWARDING

MOTIVATION AND RETAINING TALENT

PARTICULARS RESPONDENTS PERCENTAGE

External Training sessions 40 27

Appreciation for Initiation 70 47

Innovations 10 6

Recreational activities 30 20

37
Total 150 100

INFERENCE:

​From the above table we find that, 47% of the respondents are accepting that appreciation for
initiation of rewarding motivation and retaining talent, 27% of the respondents are accepting that
external training sessions of rewarding motivation and retaining talent.

CHART 8

TABLE 9 ARE YOU SATISFIED WITH THE TALENT POOL IN YOUR COMPANY

PARTICULARS RESPONDENTS PERCENTAGE

Extremely Dissatisfied 25 17

Very Dissatisfied 30 20

38
Neither Satisfied nor Dissatisfied 50 34

Very Satisfied 40 26

Extremely Satisfied 5 3

Total 150 100

INFERENCE:

​From the above table we find that, 34% of the respondents are in the neutral state with the
talent pool provided by the company, 26% of the respondents are very satisfied.

CHART 9

TABLE 10 ORGANIZATION GIVES IMPORTANCE IN RECOGNIZING

39
EXCEPTIONAL PERFORMANCE

PARTICULARS RESPONDENTS PERCENTAGE

Never 25 17

Rarely 60 40

Sometimes 30 20

Often 20 13

Always 15 10

Total 150 100

INFERENCE:

​From the above table we find that, 40% of the respondents are accepting that organization
importance in recognizing exceptional performance is rare, 20% of the respondents are accepting
sometimes.

CHART 10

40
TABLE 11 DOES ORGANIZATION ENHANCE TALENT PROGRESS

PARTICULARS RESPONDENTS PERCENTAGE

Differentiated route 65 43

Accelerated route 85 57

Total 150 100

INFERENCE:

​From the above table we find that, 57% of the respondents are accepting that organization
following the accelerated route in enhance talent progress, 43% of the respondents are accepting
differentiated route.

CHART 12

41
TABLE 12 TALENT MANAGEMENT INTIATIVES ARE THE TOP PRIORITY

PARTICULARS RESPONDENTS PERCENTAGE

Strongly Agree 30 20

Agree 65 43

Neutral 35 24

Disagree 20 13

Strongly Disagree 0 0

Total 150 100

42
INFERENCE:

​From the above table we find that, 43% of the respondents are agree that organization
looking TALENT MANAGEMENT as top priority, 24% of the respondents are in the neutral
state.

CHART 12

TABLE 13 DOES YOUR ORGANIZATION IDENTIFY TALENT

PARTICULARS RESPONDENTS PERCENTAGE

By Competences 20 13

By Results 100 67

By Potential 30 20

43
Total 150 100

INFERENCE:

​From the above table we find that, 67% of the respondents are agree that by result only the
organization identify talent, 20% of the respondents are agree that through by potential.

CHART 13

TABLE 14 ORGANIZATION HAVE STAFF MEMBER WHOSE POSITION IS


EXCLUSIVELY RESPONSIBLE FOR OVERSEEING TALENT MANAGEMENT
INITIATIVES

PARTICULARS RESPONDENTS PERCENTAGE

44
Yes , at the management level 100 67

No 50 33

Total 150 100

INFERENCE:

​From the above table we find that, 67% of the respondents are agree that organization have
staff member whose position is overseeing TALENT MANAGEMENT initiatives, 33% of the
respondents are not agree with the statement.

CHART 14

TABLE 15 TALENT RETENTION INITATIVES IS YOUR ORGANIZATION

45
PARTICULARS RESPONDENTS PERCENTAGE

Acquiring new talents 50 33

Leveraging existing 85 57
talents

Retaining the Current 15 10


potential

Total 150 100

INFERENCE:

​From the above table we find that, 57% of the respondents are accepting that leveraging
existing talents, 33% of the respondents are accepting acquiring new talents.

CHART 15

46
TABLE 16 MANAGEMENT FOCUS INDIVIDUAL DEVELOPMENT ACTIVITIES

PARTICULARS RESPONDENTS PERCENTAGE

YES 110 73

NO 40 27

Total 150 100

INFERENCE:

​From the above table we find that, 73% of the respondents are accepting that management
focus individual development activities, 40% of the respondents are not accepting it.

47
CHART 16

TABLE 17 IS TALENT MANAGEMENT SYSTEM IS TRANSPARENT

PARTICULARS RESPONDENTS PERCENTAGE

Opaque 30 20

Transparent 85 57

Semi-Transparent 35 23

Total 150 100

INFERENCE:

48
​From the above table we find that, 57% of the respondents are accepting that TALENT
MANAGEMENT system is transparent, 23% of the respondents are accepting it is
semi-transparent.

CHART 17

TABLE 18 KINDS OF TALENT DEVELOPMENT ACTIVITES ARE CARRIED OUT

PARTICULARS RESPONDENTS PERCENTAGE

ng class room workshops 50 33

ing 25 17

ring 10 7

tion 20 13

49
opmental experience 15 10

terms assignments 10 7

n learning 20 13

s 0 0

TOTAL 150 100

INFERENCE:

​From the above table we find that, 33% of the respondents are accepting that building class
room workshops, 17% of the respondents are accepting through coaching methods.

CHART 18

50
51
TABLE 19 YOU’RE IDEAS ARE LISTENED AND VALUED

PARTICULARS RESPONDENTS PERCENTAGE

Strongly Agree 25 17

Agree 35 24

Neutral 65 43

Disagree 20 13

Strongly Disagree 5 3

Total 150 100

INFERENCE:

​From the above table we find that, 43% of the respondents are in the neutral state that their
ideas are listed and valued, 24% of the respondents are in the neutral state.

CHART 19

52
ANALYSIS USING​ ​KARL PEARSON’S​ ​CORRELATION

​Correlation analysis is the statistical tool used to measure the degree to which two variables are
linearly related to each other. Correlation measures the degree of association between two
variables.

Null hypothesis (Ho):

There is positive relationship between level of satisfaction with the talent pool in
the organization and effective means of rewarding motivating and retaining talent.

Alternate hypothesis (H1):

There is negative relationship between level of satisfaction with the talent pool in
the organization and effective means of rewarding motivating and retaining talent.

53
Descriptive Statistics

Mean Std. Deviation N

Satisfaction level of talent pool 2.54 1.240 150

most effective means of rewarding motivation and 2.20 .655 150


retentation talent

Correlations
Satisfaction level of most effective means
talent pool of rewarding
motivation and
retentation talent

Satisfaction level of talent pool Pearson Correlation 1 .840​**


Sig. (2-tailed) .000
Sum of Squares and Cross-products 229.260 101.800
Covariance 1.539 .683
N 150 150
most effective means of rewarding Pearson Correlation .840​** 1
motivation and retentation talent Sig. (2-tailed) .000
Sum of Squares and Cross-products 101.800 64.000
Covariance .683 .430
N 150 150

54
**. Correlation is significant at the 0.01 level (2-tailed).

= 0.840

INFERENCE:

Since r is positive, there is positive relationship between level of satisfaction with the
talent pool in the organization and effective means of rewarding motivating and retaining talent.

CHI- SQUARE TEST I – (ψ​2​)

Chi-square is the sum of the squared difference between observed (​o​) and the expected (​e​) data
(or the deviation, ​d)​ , divided by the expected data in all possible categories.

Null hypothesis (Ho):

There is no significant difference between ​numbers of years working and level of


support given by the management to the talent pool.

Alternate hypothesis (H1):

There is significant difference between ​numbers of years working and level of


support given by the management to the talent pool.

Expected frequency = Row Total * Column Total

55
Grand Total

Case Processing Summary

Cases

Valid Missing Total


N Percent N Percent N Percent
Level of support given to talent 150 100.0% 0 .0% 150 100.0%
pool * Year of working

Level of support given to talent pool * Year of working Crosstabulation


Year of working Total
less than a year 1-2 year 2-5yrs 5-10 years above 10 years
Level of support given to high Count 25 15 0 0 0
talent pool Expected Count 6.7 8.0 13.3 10.7 1.3 4
% within Level of support 62.5% 37.5% .0% .0% .0% 100.
given to talent pool
% within Year of working 100.0% 50.0% .0% .0% .0% 26.
% of Total 16.7% 10.0% .0% .0% .0% 26.
medium Count 0 15 50 5 0
Expected Count 11.7 14.0 23.3 18.7 2.3 7
% within Level of support .0% 21.4% 71.4% 7.1% .0% 100.
given to talent pool
% within Year of working .0% 50.0% 100.0% 12.5% .0% 46.
% of Total .0% 10.0% 33.3% 3.3% .0% 46.
low Count 0 0 0 10 0
Expected Count 1.7 2.0 3.3 2.7 .3 1
% within Level of support .0% .0% .0% 100.0% .0% 100.
given to talent pool
% within Year of working .0% .0% .0% 25.0% .0% 6.
% of Total .0% .0% .0% 6.7% .0% 6.

56
4 Count 0 0 0 25 5
Expected Count 5.0 6.0 10.0 8.0 1.0 3
% within Level of support .0% .0% .0% 83.3% 16.7% 100.
given to talent pool
% within Year of working .0% .0% .0% 62.5% 100.0% 20.
% of Total .0% .0% .0% 16.7% 3.3% 20.
Total Count 25 30 50 40 5 1
Expected Count 25.0 30.0 50.0 40.0 5.0 15
% within Level of support 16.7% 20.0% 33.3% 26.7% 3.3% 100.
given to talent pool
% within Year of working 100.0% 100.0% 100.0% 100.0% 100.0% 100.
% of Total 16.7% 20.0% 33.3% 26.7% 3.3% 100.

Chi-Square Tests
Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 23.054​a 12 .000


Likelihood Ratio 249.558 12 .000
Linear-by-Linear Association 112.584 1 .000

N of Valid Cases 150

a. 8 cells (40.0%) have expected count less than 5. The minimum expected count is .33.

Calculated value = 23.054

Tabulated value = 21.026

Z = Z cal >Z tab

Z= 23.054

Hence, the alternate hypothesis [H1] is accepted

INFERENCE:

Since the calculated value is greater than the tabulated value, we reject the null
hypothesis and hence there is significant difference between ​numbers of years working and level
of support given by the management to the talent pool.

57
ONE-WAY ANOVA CLASSIFICATION

Null hypothesis (Ho):

There is no significance difference between importance in recognizing


exceptional performance and top priority given for the TALENT MANAGEMENT .

Alternate hypothesis (H1):

There is a significance difference between importance in recognizing exceptional


performance and top priority given for the TALENT MANAGEMENT .

Descriptives
Recognizing exceptional performance

Std. Deviation Std. Error 95% Confidence Interval for Mean Between-
Component
Lower Bound Upper Bound Variance
Model Fixed Effects .350 .029 2.54 2.66

Random Effects .720 .31 4.89 1.836

58
ANOVA
Recognizing exceptional performance

Sum of Squares df Mean Square F Sig.

Between Groups 198.083 3 66.028 538.050 .000

Within Groups 17.917 146 .123

Total 216.000 149

Multiple Comparisons
Dependent Variable:Recognizing exceptional performance

(I) Top priority given for (J) Top priority given for Mean Std. Error Sig. 95% Confidence Interval
the TALENT the TALENT Difference (I-J)
Lower Bound Upper Bound
MANAGEMENT MANAGEMENT
LSD Strongly agree Agree -.833​* .080 .000 -.99 -.68
Neutral -2.167​* .083 .000 -2.33 -2.00
Disagree -3.583​* .101 .000 -3.78 -3.38
Agree Strongly agree .833​* .080 .000 .68 .99
Neutral -1.333​* .070 .000 -1.47 -1.19
Disagree -2.750​* .091 .000 -2.93 -2.57
Neutral Strongly agree 2.167​* .083 .000 2.00 2.33
Agree 1.333​* .070 .000 1.19 1.47
Disagree -1.417​* .094 .000 -1.60 -1.23
Disagree Strongly agree 3.583​* .101 .000 3.38 3.78
Agree 2.750​* .091 .000 2.57 2.93
Neutral 1.417​* .094 .000 1.23 1.60
Dunnett T3 Strongly agree Agree -.833​* .069 .000 -1.03 -.64
Neutral -2.167​* .099 .000 -2.43 -1.90
Disagree -3.583​* .121 .000 -3.92 -3.25
Agree Strongly agree .833​* .069 .000 .64 1.03
Neutral -1.333​* .071 .000 -1.53 -1.14
Disagree -2.750​* .099 .000 -3.04 -2.46
Neutral Strongly agree 2.167​* .099 .000 1.90 2.43
Agree 1.333​* .071 .000 1.14 1.53
Disagree -1.417​* .122 .000 -1.75 -1.08
Disagree Strongly agree 3.583​* .121 .000 3.25 3.92
Agree 2.750​* .099 .000 2.46 3.04
Neutral 1.417​* .122 .000 1.08 1.75
*. The mean difference is significant at the 0.05 level.

INFERENCE:

59
The calculated value of F is greater than the tabulated value. Hence, we reject the null hypothesis
and conclude that there is significance difference between importance in recognizing exceptional
performance and top priority given for the talent management. .

5.1 FINDINGS

➢ 30% of the employees have been working in the company for 1-2 years, 24% of the
employees have been working in the company for Less than a year, and 22% of the
employees have been working in the company for 2-5 years.
➢ 58% of the employees don’t know how to get into talent pool and 42% of the employees
know how to get into talent pool.
➢ 28% of the employees feel is quite difficult to enter into the talent pool in their
organization, 26% of the employees feel is Easy to enter into the talent pool in their
organization, 24% of the employees feel is difficult to enter into the talent pool in their
organization.
➢ 63% of the respondents are accepting that just few people have talent pool, 37% of the
respondents are accepting that every one have talent.
➢ 54% of the respondents are accepting that medium support given by the management to
talent pool, 33% of the respondents are accepting that low support is given from
management.
➢ 54% of the respondents are accepting that medium level of support given by them to
talent pool, 33% of the respondents are accepting that high support given by them to
talent pool.
➢ 67% of the respondents are accepting that average level of risk taken by organization for
talent pool, 30% of the respondents are accepting that high level of risk taken by
organization for talent pool.
➢ 47% of the respondents are accepting that appreciation for initiation of rewarding
motivation and retaining talent, 27% of the respondents are accepting 34% of the
respondents are in the neutral state with the talent pool provided by the company, 26% of

60
the respondents are very satisfied that external training session of rewarding motivation
and retaining talent.
➢ 57% of the respondents are accepting that organization following the accelerated route in
enhance talent progress, 43% of the respondents are accepting differentiated route.
➢ 43% of the respondents are agree that organization looking talent management as top
priority, 24% of the respondents are in the neutral state.
➢ 67% of the respondents are agree that by result only the organization identify talent, 20%
of the respondents are agree that through by potential.
➢ 67% of the respondents are agree that organization have staff member whose position is
overseeing talent management initiatives, 33% of the respondents are not agree with the
statement.
➢ 57% of the respondents are accepting that talent management system is transparent, 23%
of the respondents are accepting it is semi-transparent.
➢ 43% of the respondents are in the neutral state that their ideas are listed and valued

61
5.2 SUGGESTIONS
➢ As most of the respondents are not aware of the ways to get into the talent pool, the
management can guide all the employees to be a part of talent management.
➢ Management can reduce the difficulties for the employees to get it to the talent
management. This will ensure more talented employees in the talent management
programme.
➢ Company can acknowledge the employees while valuing their ideas though a common
company forum
➢ Equal importance can be given for all the ​talent management activities including the
coaching and mentoring.

62
CONCLUSION

As organization continue to pursue high performance and improved results through talent
management practices, they are taking a holistic approach to talent management from attracting
and selecting wisely to retaining and developing leaders, to placing employees in positions of
greatest impact. By implementing effective talent management strategy in the organization can
help ensure that the right people are in the right place at the right time, as well as organizational
readiness for future. Based on the outcome of this project, suitable suggestions have been
provided to the management to improve their talent management practices.

63
ANNEXURE

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 Businessof Government, July
2001.

3. Attracting and Keeping The Best and the Brightest: Survey Results FromCouncil for
Excellence in Government Principals on How to Get, Develop andRetain Excellent People in
Government Service," Council for Excellence inGovernment, 2002

4. Spherion® Emerging Workforce® Study," Spherion Pacific EnterprisesLLC,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.

64
8. Staying Ahead of the Curve 2004: Employer Best Practices for MatureWorkers," Study
Conducted for AARP by Mercer Human Resource Consulting,September 2004

9 .TALENT MANAGEMENT : Overview: TALENT MANAGEMENT Series Part I," Nancy


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

10. TALENT MANAGEMENT : Employee Engagement: TALENT MANAGEMENT Series


PartIII," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July
2005.

11. TALENT MANAGEMENT: Leadership Development: TALENT MANAGEMENT


SeriesPart II," Nancy R. 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," AFTPublic
Employees, AFL-CIO. 2005

QUESTIONNAIRE

1. How long have you been working for the company?

Less than a year 1-2 years 2-5 years 5-10 years above 10years

2. Do you know how to get into talent pool?

Yes No

3. How easy is it to enter into the talent pool in your organisation?

Quite easy Easy Difficult Quite difficult

4. Who is in the talent pool?

Just few people everyone

5. What is the level of support given by the management to the talent pool?

65
High Medium Low

6. What level of support do you provide to your talent pool?

High Medium Low

7. How much risk is the organization willing to put into the talent pool?

Higher level of risk

Average level of risk

Low level of risk

8. Which of the following do you believe that your organization’s most effective means of
rewarding motivating and retaining talent?

External training sessions Appreciation for initiation Innovations


Recreational activities

9. How satisfied are you with your talent pool in your organisation?

Extremely Dissatisfied
Very Dissatisfied
Neither Satisfied nor Dissatisfied
Very Satisfied

66
Extremely Satisfied

10. Is the organisation gives importance in recognizing exceptional performance?

Never

Rarely

Sometimes

Often

Always

11. How does the organization enhance talent progress?

Differentiated route Accelerated route

12. TALENT MANAGEMENT initiatives are the top priority for my organization?

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly Disagree

13. How does your organization identify talent?

By competences

67
By results

● By potential

14. Does your organization have a staff member whose position is exclusively responsible for
overseeing TALENT MANAGEMENT initiatives?

Yes, at the management/ executive level


No
15. What are talent retention initiatives in your organisation?

Acquiring new talents


Leveraging existing talents
Retaining the current potential

16. Where did the management focus individual development activities; primarily on strength
or weakness?

a) Strengths b) Weaknesses

17. How transparent is your TALENT MANAGEMENT system?

Opaque Transparent Semi-Transparent

18. Within your organization what kinds of talent development activities are carried out
efficiently?

Building class room workshops

68
Coaching
Mentoring
Education
Developmental experience
Short terms assignments
Action learning
Others

19. Your ideas are listened and valued?

a) Strongly Agree

b) Agree

c) Neutral

d) Disagree

e) Strongly Disagree

20. Any suggestion to improve the TALENT MANAGEMENT in your company?

______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________________

69

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