ABSTRACT Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped.

A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of talent management. We also develop a theoretical model of talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through: (1) Helping researchers to clarify the conceptual boundaries of talent management. (2) Providing a theoretical framework that could help researchers in framing their research efforts in the area. (3) It aids managers in engaging with some of the issues they face with regard to talent management. OBJECTIVES OF THE STUDY: To understand the entire procedure of Talent management To understand the need of Talent Management To study the accuracy and quality of work of employees by talent management procedure. To suggest possible improvement in Talent Management process. REVIEW OF LITERATURE: Since a group of McKinsey consultants coined the phrase the War for Talent in 1997 (see Michaels et al., 2001; Axelrod et al., 2002), the topic of talent management has received a remarkable degree of practitioner and academic interest. This relatively recent emphasis on talent management represents a paradigm shift from more traditional human resource related sources of competitive advantage literature such as those that focus on organizational elites, including upper echelon literature (Ham brick and Mason, 1984; Miller, Burke and Glick, 1998), and strategic human resource management (SHRM) (Huselidetal., 1997; Schuler, 1989; Wright and McMahon, 1992) towards the management of talent specifically suited to todays dynamic competitive environment. While the context may have shifted significantly since the latter part of the last century, the notion of talent management remains important. Arguably the challenge of maximising the competitive advantage of an organisations human capital is even more significant in the recessionary climate of the latter part of the opening decade of the twenty first century. We define strategic talent management as activities and processes that involve the systematic identification of key positions which differentially contribute to the organizations sustainable competitive advantage, the development of a talent

pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization. In 3this regard, it is important to note that key positions are not necessarily restricted to the top management team (TMT) but also include key positions at levels lower than the TMT and may vary between operating units and indeed over time. This review is motivated by two key factors. First, despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear. A recent paper concluded that there is a disturbing lack of clarity regarding the definition, scope and overall goals of talent management (Lewis and Heckman, 2006: 139), a view which also prevails in the practitioner literature. In this regard, a UK survey found that 51 per cent of HR professionals surveyed undertook talent management activities, however only 20 per cent of them operated with a formal definition of talent management (CIPD, 2006). Thus, the field would benefit from a clear and comprehensive definition of the concept. Second, the current state of talent management literature is exacerbated by the fact that, in addition to ambiguities around the definition of the concept, there has also been an alarming lack of theoretical development in the area (for notable exceptions see Boudreau and Ramstad, 2005; 2007; Cappelli, 2008; Lewis and Heckman, 2006). The above highlighted shortcomings in the literature on talent management have limited both scholarly work on the topic and its practical usefulness. This weakness is significant for a number of reasons. Most notably, a significant body of strategic HRM literature has pointed to the potential of human resources as a source of sustainable competitive advantage (Becker and Huselid, 2006; Schuler and Jackson, 1987), and argued that the resources and capabilities that underpin firms competitive advantage are directly tied to the capabilities of talented individuals who make up the firm's human 4capital pool (Cheese, Thomas and Craig, 2008; Wright, McMahan, and McWilliams, 1994). Further, a recent study of 40 global companies found that virtually all of them identified a lack of a sufficient talent pipeline to fill strategic positions within the organization, which considerably constrained their ability to grow their business (Ready and Conger, 2007). Finally, talent management activities occupy a significant amount of organizational resources. Indeed, a recent study found that Chief Executive Officers (CEOs) are increasingly involved in the talent management process, with the majority of those surveyed spending over 20 per cent of their time on talent issues, while some spent up to 50 per cent of their time on talent issues (Economist Intelligence Unit, 2006). The economic climate at the time of writing (2009) means that for firms trying to weather the current economic crisis, the challenge has shifted from organisational growth to organisation sustainability. The issue of talent management is thus of interest to a wide range of stakeholders beyond human resource (HR) academics and professionals. Indeed, the Economist Intelligence Unit (2006) found that most CEOs explicitly argued that talent management was too important to be left to HR alone, while a Boston

Consulting Group (2007) report identified talent management as one of five critical challenges for HR in the European context. The BCG findings were based not only on those capabilities that executives expect to be most important in managing human capital, but tellingly are also those they perceive their organisations to be weakest at. Thus, the area is likely to be relevant, inter alia for scholars and practitioners in the fields of strategic management, human resources and organizational behaviour. SUMMARY AND OVERVIEW OF THE REVIEW: In conclusion, talent therefore appears to depend on genetics, environment, opportunity, encouragement, and the effect of these variables on physical and psychological traits. The question is no longer whether genetic or environmental factors determine behaviour, but how they interact. It is extremely unlikely that there is such a thing as a 'poetry gene' or a 'music gene', since complex human behaviours typically have a polygenic basis. Furthermore, such abilities are not inherited in a simple fashion. It is true that genetic factors are likely to contribute not only to specific abilities, but also to traits such as persistence, the capacity to concentrate and confidence (Liken, 1998, in Howe et al., 1996). It also is likely that psychological qualities are indirectly influenced by genetic influences known as quantitative loci that affect human characteristics in a probabilistic rather than a predetermined manner (Palomino & Thompson, 1993, cited in Howe et al., 1996). In other words, psychological factors are affected by an individual's genetic makeup, albeit not in a stable rigid manner. Genetic factors will affect an individual's response to training and tuition, as genetics appear to underpin exposure to nurturing social and physical experiences (Liken, 1998 cited in Howe et al., 1996). However, without the correct' environment, namely one in which the individual is encouraged and supported, and has opportunity to learn and practise, optimum performance will never be obtained. Consequently, talent detection and identification programmes not only need to be able to identify relevant psychological, physical and physiological characteristics, but need to be capable of identifying potential and developed talent. Underpinning such programmes with science can enable objectivity and aid in recognising individuals who have not yet received training in a certain domain. Lastly, it is difficult and possibly immoral to separate the processes of talent detection and development. Talent detection should be a continuous process, and should not be dependent on an individuals performance during any single audition, competitive event or performance test. It must be recognised therefore that the identification of talent is complex, with many factors that must be catered for if the process is to be optimally effective. Accordingly, this report considers both the characteristics of effective talent detection and identification processes and the efficacy of current procedures. The review is subdivided into 7 main parts: (a) Talent detection and identification research.

(b) Conceptual models of talent detection and identification. (c) Talent detection and identification practices in sport. (d) Talent detection and identification practices out with sport. (e) The dichotomy between empirical evidence and talent detection and identification practices. (f) Theoretical models of talent development and current practices. A brief outline of each of these sections follows: Talent Detection and Identification Research (Section 2): This section considers research that has contemplated the importance of performance determinants in the talent detection and identification process. Many have emphasised the need for processes to focus on innate factors. Accordingly, initial consideration is given to the possible use of anthropometrical and physiological measures as indicators of potential. However, it is argued that researchers and practitioners incorrectly have taken innate as tantamount to stable. Due to the instability of anthropometrical and physiological factors during maturation, the limitation of employing these factors to identify talent is highlighted. Following on from a consideration of innate determinants of performance, the importance of fundamental movement skills (e.g., balance) to an individual ls potential within sport is considered. Unlike anthropometrical factors, an individuals performance on fundamental movement skills will be partly influenced by the environment. Consequently, the importance of ensuring that all children have appropriate movement experiences prior to being tested on these skills is highlighted. Finally, the role of psychological and behavioural factors in obtaining and maintaining world-class performances is considered. It is argued that, initially at least, psycho-behavioural factors are key in facilitating an individual to acquire skills and develop into a world-class athlete. Since experiences and the environment shape these behaviours, the importance of providing opportunities for individuals to develop the required skills is highlighted. Conceptual Models of Talent Detection and Identification (Section 3): A number of conceptual models of talent detection and identification are reviewed. Whilst the importance of recognising multiple determinants of talent is highlighted, in the majority of cases, no distinction is made between determinants of performance and determinants of potential. One exception is the multidimensional model proposed by Simonton (1999). Talent Detection and Identification Procedures in Sport (Section 4):

This section analyses both British and worldwide talent detection and identification practices in sport, including the Australian Talent Search. The empirical weaknesses of both British and Non-British models are apparent. Where models have been reported as being successful, alternative explanations for sporting success are considered. Talent Detection and Identification Procedures out-with Sport (Section 5): Due to the complex problem of talent detection and identification, this section considers procedures that have occurred out-with sport. Particular emphasis is given to recent developments that have distinguished between determinants of performance and potential. Dichotomy between Empirical Evidence and Talent Detection and Identification Practices (Section 6): This section emphasises and provides a possible explanation for the dichotomy that exists between current talent detection and identification procedures and efficacious procedures as indicated by research. The optimum environment for developing individuals who have the capacity to develop in sport is considered. Theoretical Models of TD and Current Practices (Section 7): This section, recognising the influence of the environment on developing potential talent, contrasts theoretical and practical models of TD.

Conclusions (Section 8): The final section of the review provides an "action plan" for the future of TID. Future directions in terms of: (a) Research. (b) Funding and direction of talent detection and identification schemes. (3) Potential outcomes of TID schemes are suggested.

EMENT V/S TRADITIONAL HR APPROACH Traditional HR systems approach people development from the perspective of developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative.

Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNA of an organization and also of individual potential. D Point of Departure N Navigation A Point of Arrival In fact, the following appropriately describes the role of talent management: (1) Translating organizational vision into goals and mapping the required level of capacities and Competencies to achieve goals aligning individual values and vision with organizational values and vision. (2) Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation. (3) Assessment of talent to profile the level of capacities and set of competencies possessed within the organization. (4) Enhancing capacities to learn, think relate and act through development initiatives. Individual growth to meet and accept varied incremental and transformational roles in an overall scenario of acknowledged need for change. (5) Gap analysis and identification of development path helping individuals realize their full potential through learning & dev. Developed individuals enabling breakthrough performance.

Questionnaire: 1) Do you feel satisfaction while you complete your work? Yes No

2) Can you complete your work within a time? Yes No

3) Can you perform work with interest? Yes No

4) At any time do you feel that you wasting your time? Yes No

5) Anywhere do you feel that, you doing a bullock work? Yes No

6) Do you feel that you select wrong field to work? Yes No

1. Talent management: upcoming trends and challenges

Talent management broadly defined as the implementation of integrated strategies or systems designed to improve processes for recruiting developing and retaining people with required skills and aptitude to meet current and future organizational needs.

1. ORGANISATION

2. NAME

3. DESIGNATION

4. Does your organization have any specific talent management initiatives in place?

Yes

No

5. Are talent management initiatives a top priority for your organization? incr
eas ingl y req YE uire S non 6. How does your organization identify talent? co mpl ete agr ee By We me Cre Cre co By use nts Ide atin atin mp res cert fro ntif g g By ete ults ifica m yin an Cre an Cre pot 7. What are the areas your organization needs to improve in terms nce tion g Ide Cre env atin Alig Ide Cre env atin Alig enti s staf to in We vac ntif atin iron Cre g nin ntif atin iron Cre ga nin alf( a enh part add anc yin an me atin cult g Pro yin an me atin cult g anc ner We itio ies poli env nt ga ure em vidi poli env nt ga ure em hav e with part n to gap cies iron wh cult that Ass plo ng Pro Wo gap cies iron wh cult that Ass plo e in the uni ner one We will s that me ere ure ma essi yee the vidi rkin s in that me ere ure ma essi yee val ver with s mo be curr enc nt em that kes ng opp ng g curr enc nt em that kes ng s ved ue sitie uni fro ve cre ent our wh plo ma em can with ortu Pro me with ent our wh plo ma em can with of s/c ver m pro ate em age ere yee Cre kes plo did the Mai nity vidi ntor em em age ere yee Cre kes plo did the De our ons sitie bus ces d plo car em s atin indi yee ate mis ntai to ng ing plo plo car em s part atin indi yee ate mis trai ulta s/c ine ses We Re as yee eer plo are g vid sa sio Yes nin wor a and yee yee eer plo are g me vid sa sio nin nci ons ss / acq war the s gro yee exci cult ual wa skill n , at Pro g Enc k coll fast s to s gro yee exci cult ual wa skill n nt Furt g es ulta unit ope uire Chil Sha Buil the din co wth ted ure nt s and vidi the our with abo trac dev wth ted ure nt s hea and her and to nci lea rati co din d re Reti Ret ma g mp can ide that wa earl visi ng rep agi Fun lea rati k elo can and ide that wa to d(e earl visi dev dev exe es der ons mp car opti Sho rem Dev Pro g Bus aini Res Lev nag top any did as co val nt sta ier on Oth inte utat ng din ve adv p did dev as co val ntxclu sta ier on Ret eloBus Acq em Rec elo cut to s offs ani e ons ent/ rt He elo gra clas ine ng ear era perf adv ate are me ues y in of er rnat ion risk g wor anc indi ate elo are me ues to y in ofdes aini pinine uiri ent/ ruiti pm e imp and hor es cos /eq edu alth ter mm pm Sen s ss the ch gin orm anc co liste to em join with the you ple ion of 1(H the taki edu edg kin em vid Pro Stryou co pm liste to em em join with g Fiel g ng ssto ng exe ent inte rov sen to ts/a uity cati Acti car ms e ior ent unit roo and curr ing es mp ned wor plo the hiri r ase al the ng cati e ighl the g 1(m hiri ent ual vidi 1 ongr plo mp ent ned wor plo Hr emdev ne cuti No ng(verly org indi red al rnal ior acc obt Job on rran assi part al on m e ma ent lea exis d em and ete opp to k yee ng org spe org and ona tecost ng env opp car y ete opp to k yee yee one trai y disani staf dis No ope pot Incr elo ting ve Dec mar w ploder Co vidinn wor uce offe trai curr ma ess ain sec ge lear icip gn ben exp Bas Edu nag Me plo exp ncy ortu and eac s pro ani cify ani inn l effe pro hno iron ortu eer Acc s sup ncy ortu and eac f cha pm ksh eas keti enti rea sal tale lev yee ualfina ach cos ring nin icul nge tale urit me atio Oth efit nin e em me shi erie ova cati rati ntor yee and lev niti val h wor ces zati urat ces zati ova nee logi me niti pat nin agrzati criti wor ctiv h ervi lev niti val agr nge ent ops No e s ng al se es nts el ts. s. g. a. rs). ers nt. g y nt n s pay nts p tion nce ons on nce ing els ued day k on on tion ds nt es h e) s sor) g cal)ee on els es ued day k 2 ee

We

NO

of talent management initiatives?

Inte rnal coa ch( excl ude s em plo yee sup ervi sor) 3

Me ntor (ex clu des em plo yee sup ervi agr sor) ee

Out sid e con sult ant

Str 5(le 5(N ongot oth ast 5 ers ly(not Acc effe agr urat criti ctiv eecal) e)

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

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

years

5. Have you been made aware of the policies and procedures? Do you know and understand the
Not at all aware of this The organisation mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy? Professional association membership? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Aware of this but need more information

Know and understand t

Policy on absence? Policy on maternity/ paternity leave? Organisation car policy? Organisation travel to work policy? Policy on expenses? Performance payments? Other entitlements?

6. Do you know how you can help the organisation to achieve its aims?
Yes, I feel quite clear about this I think so, but would like to discuss it further No, I am not at all clear about this

7. What do you know about your job, and what would you like to know more about?
I know enough about this Your position in the organisation Management - to whom you are responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organisation computer systems

I know a little, but need to I need to know a lot mo know more about this

The staff canteen The managing director or CEO The shop floor sales staff The organisation directors The team you work within The machinery you will operate

8. Please rate your satisfaction with the employee benefits and policies.
Extremely dissatisfied Accuracy of job description Salary review Adequate information provided about any job changes / promotion Leave of absence Health care benefits Retirement benefits Dissatisfied Neither satisfied nor dissatisfied Satisfied

Extremely satisfied

9. In the next three years how effective will the following elements of compensation be in terms o attracting and retaining top performers?
1(most effective) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 2 3 4

5(least effecti

10. Excluding financial compensation which of the following do you believe are your organization most effective means of rewarding motivating and retaining talent?
Providing training Working with employees to develop individual career path Providing mentoring and fast track advancement opportunities Providing a collaborative working environment Providing the opportunity to work with leading edge technologies Funding educational needs Encouraging risk taking and innovation Maintaining the reputation of the organization Providing international opportunities

11. Would you benefit from further training in any of the items specified in your job description?
Yes No

12. Please rate your satisfaction with the salary and benefits package you receive.
Extremely dissatisfied Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market competitiveness of my salary Share option plan Dissatisfied Neither satisfied nor dissatisfied Satisfied

Extremely satisfied

Company car

13. Overall, how satisfied are you with your company's personnel policies?
Extremely Dissatisfied Very Dissatisfied Neither Satisfied nor Dissatisfied Very Satisfied Extremely Satisfied

14. Overall, how satisfied are you with this company as a place to work compared to other places you have worked?
Extremely dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied

How many employees does your organization have? _________________

Answer yes or no

Do you experience high employee turnover rates in a year? _____________________

Are you recruitment methods efficient and suitable? _________________

Is your organization losing some of its best employees to your competitors? ________________________

Does the HR department use the most effective and efficient system? _______________

Is your organization attracting the right kind of personnel that will help it grow? ______________________

How does the company plan to help employee development? _______________________________________________________________________

Do employees know how to get into the talent pool? _______________

How easy is it to enter into the talent pool?

* Quite easy * Easy * Difficult * quiet difficult

Who is in the talent pool?

* Just a few people * Everyone

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

How transparent is your talent management system? ________________

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

How does the organization enhance talent progress?

* Differentiated route * Accelerated route How many in the first team and reserve team squad are own developed players? 0-10% dont know 11-20% other 21-33% 34-50% 51-75% 75-100%

How many first team managers has this organisation had over the last ten years?

How long has the current first team manager been at his position (years)? Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

The current first team managers style differs considerably from his predecessor The current first team managers objectives differ considerably from his predecessor. The club will finish top three in the league/division at least once within the next three years. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our number one recruitment priority is to develop young non-established inexperienced talent into mature players. Our number one recruitment priority is to persuade the best established talent to come and play for us. We have a very loyal fan base. It is a priority to increase our total fan base.

Please estimate how many of your existing fans are derived: 0-5% 6-10%11-25% 26-50% 51-75% 76-100% dont know

Locally (born locally and/or live within 1 hours drive) Regionally (born regionally and/or live within 2-3 hours drive) Nationally (born and/or live in the country, but outside the region) Internationally (people with other nationalities who live abroad) Please estimate how many of your fans in the year 2020 will be derived: 0-5% 6-10%11-25% 26-50% 51-75% 76-100% Don't Know

Locally (born locally and/or live within 1 hours drive) Regionally (born regionally and/or live within 2-3 hours drive) Nationally (born and/or live in the country, but outside the region) Internationally (people with other nationalities who live abroad) The following four sections deal specifically with questions regarding talent development. This section focuses on questions regarding organisational structure. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

We have made significant changes to our organisational structure within the last ten years to cope with the demands of the modern sports business industry. The first team manager has the best overview of the human resource needs of the squad. Our first team manager is heavily involved in the search for talent.

We have intentionally appointed a general manager to oversee the long-term strategies for renewing our squad of players. Yes No dont know

We have intentionally appointed a general manager to oversee the short-term decisions for renewing our squad of players. Yes No dont know

Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

We use the same playing system/philosophy throughout the whole club, from the youth team up to the first team squad. We primarily pick talent that will fit into a certain role in the playing system. Our playing system gives our scouts a check-list of fundamental physical attributes to look for in a talent. Our playing system makes it harder for us to find suitable players. The majority of our stock is owned by less than 5 people/families/institutions Yes Strongly Agree know No dont know Agree Neutral Disagree Strongly Disagree Don't

We are dependent on our majority owner(s) underwriting of new player purchases. Our owner(s) is primarily involved in this club as a long term investment. Roughly, how many years has the existing major stock owner(s) been the majority owner(s)? 0-2 years 3-5 years 6-10 years 11-15 years More than 25 years dont know other 16-25 years

Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our organisation emphasises the individual. Our organisation emphasises the group.

We have a systematic approach to detect exceptional talent in our youth teams. We have a systematic evaluation process for the development of young players. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our club is well known in European football (strong brand name). Several of our players throughout the history of the club were national "household" names. We pay better salaries to our players than our direct competitors. Our club is one of the most desired clubs in England for a young inexperienced player to start his career in. Our club culture consists of certain values that only players who have been developed internally fully understand. In the last 24 months, my organisation has conducted activities intended to: Yes No dont know

Change old training routines Change how we motivate our players and coaching staff. Listen to dissenters, doubters, and bearers of warnings inside the organisation. In the last 24 months, my organisation has conducted activities intended to: Yes No dont know

Evaluate what we did to be successful in the past. Evaluate what has caused us not to reach our full potential in the past. Evaluate young players' off the pitch behaviour, before signing them. Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our first team manager has an important part in the long-term (5-10 years) planning of the teams human resources.

During the present first team managers appointment: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

We have been successful in identifying and signing domestic young inexperienced talent. We have been successful in identifying and signing international young inexperienced talent. During the last five years, we have been successful in making "margins" by identifying and signing established players below their market value. Roughly how long has this club's present first team manager been in a management position in the football industry? 0-2 years 3-5 years 6-10 years 11-15 years more than 25 years dont know other 16-25 years

Is this club's present first team manager a former professional player? Yes No dont know

Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our present first team manager has been pivotal for the development of young players during his time at the club. Our present first team manager is heavily dependent on his coaching staff for development of players. We have had a significant increase in promotions from the youth team to the first team with the current first team manager in charge. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

We primarily appointed our first team manager for his proven track record of developing inexperienced talent in other clubs. First team managers tend to bring their preferred coaches to the club they get appointed to. Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

Our first team manager has a paternalistic approach to the young in-experienced talent. Our first team manager works closely with the youth team to follow the young talents development. Our first team manager leaves the development of young inexperienced talent to his coaches. Our first team manager is at his best when he gets to work with seasoned players. This section is about physical facilities (training ground, club house, stadium etc.) Please indicate the extent to which you agree or disagree with the following statements: Strongly Agree know Agree Neutral Disagree Strongly Disagree Don't

We have spent a considerable amount of effort and money on designing and building our physical facilities. Outstanding training facilities are important when convincing an established player to join us. Outstanding training facilities are important when convincing a non-established player to join us. We are located in a desirable geographical location to which players want to move. About the respondent. This information is for administrative use only, but it is vital since it enables us to tick off your club's name on the list of recipients when your questionnaire is completed. It will be kept confidential and will not be revealed to anyone outside the research group. Which club do you represent? What is your role/title in the club? How long have you been with the club (years)? Finally... ...do you want us to send the final report of our results at the end of this project to the club indicated above? * Yes No

1. Is your HR or Personnel Department organized and staffed for efficiency and effectiveness? Your HR Department is charged with Human Talent Management function. The effectiveness will affect every facet of your organization. Consider outsourcing if you think there is some serious deficiencies. 2. Does your HR function use the most effective technology and software to management your HR function? There is a lot of software out there that can help simplify and improve the efficiency of your recruitment, and development and other HR practices. Take a look at them once in a while even if you believe the system you have now is sufficient. Check out SHRM.org for whats out there. 3. Do you have an HR strategy? Is it tied to your organizations long-range plans? No matter how good your organizations planning processes, nothing can be achieved without an effective HR strategy that is forward looking, and tied to your plans. The plans once made must be implemented otherwise you get nothing. 4. Are you attracting the right kind of personnel that will help your organization grow and retain a good market share? The most effective vehicle for this is your employees, more than your clients, your funders/supporters. If they consider your organization a good place to work, they will be your evangelists. 5. Is your organization loosing good employees to the competition? If your attrition rate is higher than the market rate, look at why your employees are leaving, and take what they say in the exit interviews seriously. Not acting on exit interview data, can only make the situation worse and send the signal that you dont care. 6. Are you using competency-based recruitment practices (competency identification and behavioural assessment) to hire the right staff? The standard process of recruitment is hit-or misses. Using competency based recruitment practices ensures that you hire for the right skills and abilities, attitude and behaviour. 7. Do you have a system in place to identify and groom high potential employees for higher future roles in the organization? This doesnt need a comment. Your high potential employees are the most likely ones to leave for better opportunities elsewhere unless they find it in your organization. You organization needs to groom this group to ensure availability of capable talent in future roles. 8. Do you have organization-wide and individualized employee development plans? Employees need to be trained and have their skills upgraded not only to improve their performance in their job but also to keep them up to date with developments in their fields. If you have not paid adequate attention to this either because of money, or the workload, your performance will stagnate (at best) or worse still regress. 9. Does your compensation system pass internal equity and external competitiveness test? Simply put, is there serious disparity in compensation between roles within your organizations. How do stack up against ruling market

structure? A sense of internal inequity will drag down morale, and employees will leave for better pay elsewhere if your compensation package is not competitive. 10. What do you need to begin to focus on to ensure that you have a future oriented talent management system in place? What resources do you need? Where and how can you get them? What will it take? Have a prow-wow with executive staff, do a compensation study, and Have your Board look at your needs. Do something!