Talent Chaman

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AProject report

on

Talent Management Survey

In

COMPANY Ltd.

in partial fulfillment of the requirements for the

degree of

MASTERS OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY:

Ms. CHARU AGGARWAL CHAMANDEEP KAUR

GURINDER SINGHMBA 2ND A

CHANDIGARH BUSINESS SCHOOL,

GHARUAN, MOHALI.


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PREFACE

The project topic is A study on customer satisfaction level towards the

product of HUL has been conducted to fulfill the requirement as is imposed

by PUNJAB TECHNICAL UNIVERSITY, JALANDHAR in support of

MASTERS OF BUSINESS ADMINISTRATION. This system of education is

highly appreciated as it provides students with an opportunity to acquaint

themselves with various aspects in practical as have studied in courses

during post graduation. This support concern with Customer satisfaction level

towards HUL products is prepared on the basis information collected by

survey in some areas of Chandigarh. The aim of the study was to have in

depth knowledge of various aspects of customer preferences about HUL

products in their mind. This report is made by me but with the help, guidance

and suggestions of some very experience and intellectual persons. The

required information was obtained from the survey through the questionnaire

as well as the secondary sources like internet, magazines and annual reports.

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CERTIFICATE

This is to certify that this project entitled A study on the customer

satisfaction level towards the products of HUL has been completed byCHAMANDEEP KAUR DHALIWAL AND GURINDER SINGH in

partial fulfillment of the degree of MASTERS OF BUSINESS

ADMIISTRATION of PUNJAB TECHNICAL UNIVERSITY,

JALANDHAR and no other part of this project has been submitted for

any other degree.

Ms. CHARU AGGARWAL

MBA

CHANDIGARH BUSINESS SCHOOL,

GHARUAN, MOHALI.

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ACKNOWELEDGEMENT

I take this opportunity to offer my deep gratitude to all those who

have extended their valued support and advice to complete this project. I

cannot in full measure reciprocate the kindness showed and contributionmade by various persons in this endeavor.

I acknowledge my sincere thanks to Ms.

who stood behind me as a pillar of strength throughout the course of work

and under whose guidance the project arrives out successfully. I am

grateful to her for her valuable suggestions.

I owe my debt to Ms. for her regular

encouragement and time to time consideration at every stage. I would like

to thanks each and every person who helped me in this project.

(sign)

CHAMANDEEP KAUR

GURINDER SINGH

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CONTENTS

Introduction

Objectives

Review of Literature

Limitations

Analysis and Interpretation

Conclusion

Suggestions

Bibliography

Annexure

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Talent Management Survey

Index

7

Sr. No. Contents PageNo.

1 Chapter 1: Introduction

1.1 Object of the project

1.2 Introduction of study

1.3 Objectives of the study

1.4 Rationale of the study

1.5 Scope of the Project

1.6 Limitations of the Study

7-11

2 Chapter 2: Research Methodology

Review of literature

Research Design and sample size

2.3 Primary and secondary data and its

sources

2.4 Statement of hypothesis

12-17

3 Chapter 3: Profile of the

Organization

3.1 Introduction of the organization

3.2 Network/Products/Branches of

organization

3.3 Flow Chart of the organization

3.4 Mission of the organization

18-25

4 Chapter 4: Introduction of Talent

Management

4.1 Introduction of Talent Management

4.2 Talent Management v/s Traditional HR

Approach

4.3 Understanding Talent

4.4 Human Capital Management

26-30

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8

Sr.

No.

Name of Chapter Page

No.5 Chapter 5: Talent Management

5.1 Meaning and Definition of Talent Management,

Importance of Talent

Management.

5.2 Challenges of Talent Management,

5.3 How to Manage Talent?

5.4 Steps involved in Talent Management Process

31-42

6

Chapter 6: Performance appraisal6.1 What is Performance appraisal?

6.2 Methods of Performance appraisal

6.3 How performance appraisal conduct in Company

Ltd.

43-49

7

Chapter 7: Training and Development7.1 Training and development: Meaning, Definition,

Procedure, method.

7.2 How training is necessary for Development

7.3 Method of training

7.4 How training is conduct in Company ltd. Nasik?

Documentation and procedure for training in

Company ltd. Nasik.

61-69

8 Chapter 8: Conclusion and testing of

hypothesis

9 Chapter 9: Suggestions and

recommendations

10 AppendicesI Questionnaire

II Bibliography

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Chapter 1: Introduction


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1.1 Introduction of the study

Talent Management

Talent management implies recognizing a person's inherent skills,traits, personality and offering him a matching job. Every person has a

unique talent that suits a particular job profile and any other position will

cause discomfort. It is the job of the Management, particularly the HR

Department, to place candidates with prudence and caution. A wrong fit

will result in further hiring, re-training and other wasteful activities.

Talent Management is beneficial to both the organization and the

employees. The organization benefits from: Increased productivity and

capability; a better linkage between individuals' efforts and business

goals; commitment of valued employees; reduced turnover; increasedbench strength and a better fit between people's jobs and skills.

Employees benefit from: Higher motivation and commitment; career

development; increased knowledge about and contribution to company

goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only

constant factor, it is important for an organization to develop the most

important resource of all - the Human Resource. In this globalize world, it

is only the Human Resource that can provide an organization the

competitive edge because under the new trade agreements, technology

can be easily transferred from one country to another and there is no

dearth for sources of cheap finance. But it is the talented workforce that is

very hard to find.

Talent signals an ability to learn and develop in the face of new

challenges. Talent is about future potential rather than past track record.

So talent tends to be measured in terms of having certain attributes, such

as a willingness to take risks and learn from mistakes, a reasonable (but

not too high) level of ambition and competitiveness, the ability to focus

on big picture issues, and an awareness of their own strengths,

limitations and impact on others.Several talent management processes need to be in place on a

strategic level in order ensure its success. Such processes/strategies

include talent identification, recruitment & assessment, competency

management, performance management, career development,

learning management, compensation, succession planning etc.

Talent management has a number of benefits to offer such as

employee engagement, retention, aligning to strategic goals in order

to identify the future leadership of the organization, increased

productivity, culture of excellence and much more.

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1.2 Objectives of Study:-

In the current scenario of cutthroat competition, every company has

to survive to satisfy its customers by providing them quality products and

services. The summer training at Company, was undertaken with a view

to study certain fundamental as well as the commercial and operational

aspects of the company. The training involved the study of the following:

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.

1.1 Rationale of the study

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The talent in an organization refers to the current employees and their

valuable

Knowledge, skills and competencies. Talent management (or succession

management) is the ongoing process of analyzing, developing andeffectively utilizing talent to meet Business needs. It involves a specific

process that compares current talent in a department to the strategic

business needs of that department. Results lead to the development and

implementation of corresponding strategies to address any talent gaps or

surpluses.

Talent management for the HR Community is a priority of the HR

Strategy for the HR Community. Not only does the HR Strategy support

the HR Community as its own professional group, but it also recognizes

and will support the role human resource professionals have to help theirclients become skilled, committed and accountable public servants. The

implementation of a talent management process that is transparent and

equitable is expected to create an environment for people to develop their

skills in preparation for a range of future possibilities thereby preparing

the workplace for changing roles. The goal of this process is to map the

business needs of the HR Community with the potential and career

development needs of our people in order to develop a comprehensive

Talent Management Plan.

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1.2 Limitations of Study:-

1) All the functions are only related with the personnel department.

2) Limitation about the working hour of the worker in the factory.

3) Limitation about the time and absenteeism.

4) Company not allowing to disclose confidential information

5) Time factor was the major limitation of this survey. Because duringsurvey any activity of organization which is directly or indirectly

related to the production process should not disturb due to survey.

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Chapter 2: Research

Methodology


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Research Methodology

Research Methodology is a way to systematically solve the research

problems. It may be understand as a science of studying how research isdone scientifically. In it we are studying his research problems along with

the logic behind them. It is necessary the researcher to know not only the

research method techniques but also the methodology.

Types of Research:-

It is descriptive type of research. Descriptive Research survey and fact

finding inquiries of different kind. The major purpose of descriptive

research is descriptive the state of affairs, as it exist at present. The main

control over the variable; he can only report what has to discover the even

when there he cannot the variable. The methods has to researcher utilized

in descriptive research are survey methods of all kind.

Data Source:-

The source of project depends on accurate data. Thats why data

collecting the appropriate data, which differ considerable in context

money, cost, time and other resources at the disposal researcher.

There are two types of data collection methods available:-

1) Primary Data Collection Method.

2) Secondary Data Collection Method.

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2.3 Primary And Secondary data

1) Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment their

purpose. I have taken Primary Data through personal visit of HR head,

and HR executive, of Company Ltd. At all levels and observation

methods to get more reliable information. I also collected primary data

by filled, Yes or No format questionnaire by the employee ofCompany, This data helped me to justify the statements that have made

in this project.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we

can say already saved or ready data by others. I got secondary data from

their journals, records, specimen of appraisal form etc. And from

newspapers magazines, articles, internet etc I got basic information of

Talent Management. I collect secondary data by referring some specimen

of company and by referring some books and web sites of company from

internet.

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Chapter 3: Profile of the

Organization.


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3.1 History of Company

Founder of Company-Werner von Company

Born- 13 Dec. 1816 to 6 December 1892

Company was founded by Werner von Company on 12 October,

1847. Based on the telegraph, his invention used a needle to point to thesequence of letters, instead of using Morse code. The company then

called Telegraphen-Bauanstalt von Company & Halske opened its first

workshop on October 12.

In 1848, the company built the first long-distance telegraph line in

Europe; 500 km from Berlin to Frankfurt am Main. In 1850 the founder's

younger brother, Sir William Company (born Carl Wilhelm Company),

started to represent the company in London. In the 1850s, the company

was involved in building long distance telegraph networks in Russia. In

1855, a company branch headed by another brother, Carl von Company,opened in St Petersburg, Russia. In 1867, Company completed the

monumental Indo-European (Calcutta to London) telegraph line.

In 1881, a Company AC Alternator driven by a watermill was used to

power the world's first electric street lighting in the town of Godalming,

United Kingdom. The company continued to grow and diversified into

electric trains and light bulbs.

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As Werner had envisioned, the company he started grew from strength

to strength in every field of electrical engineering. From constructing the

world's first electric railway to laying the first telegraph line linking

Britain and India, Company was responsible for building much of the

modern world's infrastructure.

Company is today a technology giant in more than 190 countries,

employing some 440,000 people worldwide. Our work in the fields of

energy, industry, communications, information, transportation, healthcare,components and lighting has become essential parts of everyday life.

While Werner was a tireless inventor during his days, Company today

remains a relentless innovator. With innovations averaging 18 a day, it

seems like the revolution Werner started is still going strong.

In 1890, the founder retired and left the company to his brother Carl and

sons Arnold and Wilhelm. Company & Halske (S&H) was incorporated

in 1897. In 1907 Company had 34,324 employees and was the seventh-

largest company in the German empire by number of employees.

In 1919, S&H and two other companies jointly formed the Osram

lightbulb company. A Japanese subsidiary was established in 1923.

During the 1920s and 1930s, S&H started to manufacture radios,

television sets, and electron microscopes.

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3.3 COMPANY AG - A Strong Global Presence

Company is a world-class supplier of electrical and electronics

products and system serving one of the longest and most diversified

markets worldwide. Company Ltd. in India is a subsidiary of Company

AG, Germany. Company AG have been closely involved with

developments that are at the leading edge of electrical and electronics

engineering ever since the pioneering inventions of the founder of the

company Werner Von Company.

Company strength, acquired over many decades of pioneering

research and practical experience, lies in the development of advance

technologies and in their timely application to a wide range of high

Quality, Innovative and cost effective products. As a global company,

Company have manufacturing, sales and services facilities in more than

170 countries. Employees worldwide in the offices, factories, laboratories

and service organizations total to about 3, 90,600. All committed to

providing the highest standards of technological competence that

Company has been a synonym for, right since inception.

3.4 Company in India

Company association with India began in 1867 when WernerVon-

Company personally supervised the laying of the first sub marine

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telegraph line between Calcutta and London. This historical event marked

with the beginning of a long and fruitful association. Company and India

have grown together. In making the countrys priorities its own, Company

has put its experience and expertise in areas of national importance.

Company grew out of a response to the needs of the nation. Today

Company involvement reflects the current trends in electronic and

electrical technology in switchgear, motors, drivers, automation systems,

power generation and distribution, projects, transport, medical

engineering, communications and components.

Company have about 8000 employees in India and an extensive

network which includes 10 works, 3 training Centers (Units), 7 sales

offices, 23 representative, 300 dealers, System houses and Service

Centers, all geared to meet the requirement of customer.

Being closely associated with our principals Company AG,

Germany gives Company in India access to the worlds latest

developments in every field. This Combined with its experience in India

makes Company the ideal partner for catalyzing the countrys progress.

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3.2 Company Product

Founded in 1847 at Berlin, Prussia Founder(s) Werner von

Company Headquarters at Berlin and Munich.

Products and Services

Communication Systems Power Generation

Automation Lighting

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Medical technology Transportation and Automotive

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Trains and Trams Water Technologies

Building Technologies Home Appliances

Fire Alarms IT Services

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Financing Construction

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Chapter 4: Introduction of

Talent

Management.


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4.1 Meaning Definition

With businesses going global and competition becoming intense, there

is mounting pressure on organizations to deliver more and better than

before. Organizations therefore need to be able to develop and deploypeople who can articulate the passion and vision of the organization and

make teams with the energy to perform at much higher levels.

These people build and drive the knowledge assets of a corporation, the

value of which has been established to be many times more than the

tangibles.

The 1990s ended with a call-to-arms to fight the war for talent. While

the war for talent clearly has cooled in the early stages of the 21st century,dampened by economic doldrums & concerns with global security; the

rear battle to attract, motivate, development & retain talent is going to

heat up considerably. A looming demographic time-bomb will make

Talent Management a priority for organizations.

Talent Management describes the process through which employers of all

kinds Firms, Govt., and Non-profit organizations anticipate their

human capital needs & set about meeting them. Thus Talent Management

refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS into theRIGHT JOBS.

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It is a professional term, also known as Human Capital

Management that refers to the process of developing & fostering new

workers through on boarding, developing & keeping current workers &

attracting highly skilled workers to work for your company. Companiesthat are engaged in Talent Management are strategic & deliberate in how

they recruit, manage asses, develop & maintain an organizations most

important resource its PEOPLE. This term also incorporates how

companies drive performance at the individual level.

Decisions about Talent Management shape the competencies that

organizations have & their ultimate success; & from the perspectives of

individuals, these decisions determine the path & pace of careers. We

may thus understand that this term is usually associated with competency

based HRM practices. 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 & personal traits.

4.2 Human capital management

Companies that engage in talent management (Human Capital

Management) are strategic and deliberate in how they source, attract,

select, train, develop, retain, promote, and move employees through the

organization. Research done on the value of such systems implemented

within companies consistently uncovers benefits in these critical

economic areas: revenue, customer satisfaction, quality, productivity,

cost, cycle time, and market capitalization. The term talent managementmeans 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. From a talent

management standpoint, employee evaluations concern two major areas

of measurement: performance and potential.

The major aspects of talent management practiced within an

organization must consistently include.

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performance management

leadership development

workforce planning/identifying talent gaps

recruiting

This term of talent management is usually associated with

competency-based human resource management practices. 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).

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Chapter 5: Talent

Management


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Chapter 5: Talent Management

5.1 Meaning and definition

Talent management implies recognizing a person's inherent skills,

traits, personality and offering him a matching job. Every person has a

unique talent that suits a particular job profile and any other position will

cause discomfort. It is the job of the Management, particularly the HR

Department, to place candidates with prudence and caution. A wrong fit

will result in further hiring, re-training and other wasteful activities.

Talent Management is beneficial to both the organization and the

employees. The organization benefits from: Increased productivity and

capability; a better linkage between individuals' efforts and business

goals; commitment of valued employees; reduced turnover; increased

bench strength and a better fit between people's jobs and skills.

Employees benefit from: Higher motivation and commitment; career

development; increased knowledge about and contribution to company

goals; sustained motivation and job satisfaction.

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In these days of highly competitive world, where change is the only

constant factor, it is important for an organization to develop the most

important resource of all - the Human Resource. In this globalize world, it

is only the Human Resource that can provide an organization the

competitive edge because under the new trade agreements, technologycan be easily transferred from one country to another and there is no

dearth for sources of cheap finance. But it is the talented workforce that is

very hard to find. The biggest problem is how to retain the present

workforce and stop them from quitting

Importance

First, let us look at some of the reasons for the importance of talent

management.

Globalization:

Now for any jobseeker the whole world is the potential place to

find employment. One can know the opportunities available in any part of

the world easily and the number of talent seekers has also increased.

Increased Competition:

Increased competition in the market place has necessitated the needfor consistently good performance on the side of organizations. These

have made the companies to put in all efforts to hire and retain the best

talent in the respective field of operation.

Increasing Knowledge:

The knowledge era has necessitated the retaining of those talents

which have the ability to assimilate new technologies and knowledge,which are growing at a pace never seen before.

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How Talent Management important for an Organization:

1) Cost cutting:

One experienced & skilled employee can replace instead of two or

more employees. Organization can save hundreds of thousands of dollars.

2) Maximum Output

Organization can make maximum out put in minimum resources.

3) Time Saving technique

It is a time saving technique. Because for every job a skilled

person can place. Its helpful to complete job in minimum time.

4) Perfection increase

Due to skilled employee Perfection in work is increase. There is

low probability of mistakes.

How Talent Management important for an Employee:

Recruitment

Its ensuring that right people are attracted to the organization,

due to providing exposure for there skills.

Retention

Developing and implementing practices that reward and support

employees.

Employee development

Ensuring continuous informal and formal learning and development.

Leadership and "high potential employee" development

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Specific development programs for existing and future leaders.

Performance management

Specific processes that nurture and support performance, includingfeedback/measurement.

Workforce planning

Planning for business and general changes, including the older

workforce and current/future skills shortages.

Culture

Development of a positive, progressive and high performance

"way of operating".

5.2 The Challenge

The challenge of talent management has two faces. First is how tofind new people and second is how to retain the present workforce. Each

of the challenges has to be tackled in the most efficient way possible so

that the organization can achieve its objectives.

The First Challenge - Where to find new talent?

All the organizations are finding loads of business opportunities

and consequently, their revenues are growing at a rapid pace. The

increasing business opportunities has necessitated that these organizationsgo in for massive recruitment. But, the question is where to find the best

talent which is able to fit the job description and also adjust to the

organizations values and norms. If we scan the environment, we find

there is a shortage of skilled workforce that can be employed.

Some of the possible reasons that have led to the shortage are: -

Demographic Constraints:

This is a common problem faced by many of the developedcountries, where a large chunk of its population is nearing the age of

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retirement or is over 50 years. USA, Germany and Japan are facing the

same problem. All these countries will see a decline in their workforce

and talent. In the coming years, they will see a great shortage in their

skilled professionals.

Existing Educational System:

The graduates and the postgraduates that are being churned out of

the universities are found to be ill-equipped to handle the challenges of

the workplace. They are mostly equipped with only the theoretical aspects

of the issues and lack the application part. The educational system is

faulty and does not take industry needs into consideration, resulting in a

mismatch between industry requirements and educational preparation.

Cost Factor:

Recruiting new employees is becoming tougher and tougher in

the developing countries, where the HR department has to sort out

thousands of applications for a handful of jobs. Finding right person for

the right job becomes a very difficult process. It also involves very high

cost to conduct the recruitment and selection process for such a large

population of applicants.

Attracting the Best Talent:

This is another challenge. As was the case in the past, the best

available talent is not just motivated by the name and fame of the

organization. Not any more. They have a new set of motivators like -

challenging work, conducive work environment and freedom from

bureaucratic structure.

The Second Challenge - How to retain the existing employees?

Gone are the days when a person would join an organization in his mid-20s and would work till his retirement in the late-50s. Today the young

professionals hop jobs, especially during the first 4-5 years of their work

life. Though the Indian service industry is basking in the light of

outsourced jobs from the developed countries, they also cannot ignore the

fact that the BPO industry is also facing one of the highest attrition rates,

in fact never heard before in India, of around 35%.

It is a fact that its the people that add value to organizations. It is also a

fact that humans are a restless species who, unlike the immovable Banyan

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Tree, cannot stay rooted in one place. People need to move on for one

reason or another, and the organization stands to lose.

Let us look at some of the reasons behind the massive attrition rates:

-

1. Gap between organizational values and goals and the personal

values and goals is one of the major reasons of the attrition rates. If

they go parallel, there is no way both would be satisfied and

inevitably, the organization would lose out on a talented employee.

2. Working environment is another major factor. Employees in the

knowledge era demand creative and a democratic work

environment. Failure on the part of the management to provide

such an environment will result in a talented employee leaving the

organization.

3. The competitive world has made sure that there is high work

pressure on the employees of any organization. This has led to

psychological problems like stress, and in extreme situations, total

burnouts. It also leads to other health related problems.

4. Movement for higher salary is also common among the younger

professionals. There is no shortage for organizations who arelooking for talented employees and who are ready to shell out a

hefty salary for a talented person. Other lures like better job

opportunities, higher posts and overseas assignments are also major

factors in the attrition rates.

5. Not taking proper care during the recruitment and selection process

and not taking proper care to fit the right person to the right job also

breeds dissatisfaction among the employees.

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6. Bad or opaque policies from management on issues of succession

planning and promotion, appointments for senior positions also is a

major factor which makes the organization lose out on the talentedemployees.

7. The professionals have different aspirations at different times of

their career. During the initial years, they have good salary and

foreign assignments. Next on the list is working on cutting edge

technology. More seasoned professionals look for learning

opportunities. So employees tend to move to those organizations

which provide them with means to fulfill their aspirations.

Also it takes some time for the new employee to adjust to the new work

environment. During this time the productivity of the employee will be

low. The HR department will have to fit the new employee into a proper

role in the organization. Apart from causing the company a monetary loss

and breaks in their day-to-day operations, attrition contributes to

knowledge transfer, which is a great loss and adversely affects business.

5.3 How to Manage the TALENT?

It is now proved beyond doubt that, in the era of technology andknowledge, talent is in the driving seat. One who possesses it dictates.

Not he who pays for it. It is the demand of the time that business leaders

elevate management of talent to a burning corporate priority. It is not a

walk in the park for the talent market. Quality people are no longer

available in plenty, easily replaceable and relatively inexpensive.

These are some of the measures that should be taken into account to hire

and retain talent in the organization, to be efficient and competitive in this

highly competitive world: -

Hire the Right People:

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Proper care must be taken while hiring the people itself. It would be

beneficial for an organization to recruit young people and nurture them,

than to substitute by hiring from other organizations. Questions to be

asked at this stage are: Whether the person has the requisite skills needed

for the job? Whether the person's values and goals match with those oforganizations? In short, care must be taken to fit the right person to the

right job.

Keep the Promises:

Good talent cannot be motivated by fake platitudes, half-truths and

broken promises. Unfulfilled expectations can breed dissatisfaction

among the employees and make them either leave the organization orwork below their productive level. Promises made during the hiring stage

must be kept to build loyalty among the employees, so that they are

satisfied and work to their fullest capability.

Good Working Environment:

It has to be accepted by the organizations that highly talented persons

make their own rules. They have to be provided with a democratic and a

stimulating work environment. The organizational rules must be flexible

enough to provide them with freedom to carry out their part of task to

their liking, as long as the task is achieved. Opportunities should also be

provided to the employees to achieve their personal goals.

Recognition of Merit:

It is highly motivating for any person if his talent is recognized and

is suitably rewarded. One way is providing them with salarycommensurate with their performance. Promotions and incentives based

on performance are another way of doing it. Another way is by providing

them with challenging projects. This will achieve two objectives - it

makes employee feel that he is considered important (a highly motivating

factor) and gets the work done in an efficient manner and brings out the

best in the employee.

Providing Learning Opportunities:

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Employees must be provided with continuous learning opportunities

on and off work field through management development programs and

distance learning programs. This will also benefit the organization in the

form of highly talented workforce.

Shielding from High Work Pressure:

If an organization has to make the most of the available talent, they

should be provided with adequate time to relax, so that they can did-stress

themselves. It is very important to provide them with holidays and all-

expenses-paid trips, so that they can come back refreshed to work and

with increased energy. They must also be encouraged to pursue their

interests which are also a good way of reducing work environment stress.

Recreation clubs, entertain programs, fun activities with in the work area

will also reduce the work life stress of the employees and developcamaraderie among the workers and result in a good working

environment.

TALENT & PERFORMANCE

Organizations provide individuals the opportunity and space for

physically manifesting their talent into performance for achieving

individual and organizational vision. Talent manifests into performance as

follows:

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Talent+

Vision/Mission/Strategy+

Skills & Competencies+

Role & structure

+Opportunity

+Encouragement & Recognition

+Training & Development

+Coaching

+Action Plan & Goals

+

ResourcesPerformanceManagementSystem

Performance


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Thus the domain of talent management focuses not only on

development of individuals intrinsic capacities, but also on culture

building and change management to provide the other elements listed

above for manifestation of talent into performance.

The New HR Mission and Talent Management Processes

Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers.

Impending retirement of the baby boomers.

Low levels of employee engagement.

Acknowledgement of the high cost of turnover.

Arduous demands of managing global workforces.

Importance of succession planning.

Off shoring and outsourcing trends.

This requires new thinking and a new mission to achieve business

success. These factorscoupled with the need to align people directly

with corporate goalsare forcing HR to evolve from policy creation,

cost reduction, process efficiency, and risk management to driving a

new talent mindset in the organization.

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One important distinction is the evolution of the difference between

tactical HR and strategic talent management. Transactional HR

activities are administrative overhead. Talent management is a

continuous process that delivers the optimal workforce for your

business.

With this view, talent management may be defined as the

implementation of integrated strategies or systems designed to improve

processes for recruiting, developing and retaining people with the

required skills and aptitude to meet current and future organizational

needs.

Taleos graphical representation emphasizes the mandate of talent

management to respond to business goals and consequently be thedriver of business performance. Talent management is depicted as a

circularnot a linearset of activities.

5.4 Why Talent Management?

Workforce cost is the largest category of spend for most

organizations. Automation and analysis of your recruiting and hiring

processes provides the immediate workforce visibility and insights you

need to significantly improve your bottom line. Performance

management provides the ongoing processes and practices to maintain a

stellar workforce.

Today, many organizations are struggling with silos of HR processesand technologies. The future of talent management is embodied in

solutions designed from the ground up to provide business-centric

functionality on a unified talent management platform.

Since nearly all competitive business factors have become

commoditized, talent is what ultimately drives business success and

creates value. Leading organizations rely on Taleo solutions and

services to assess, acquire, develop, and align talent with business

objectives while significantly reducing process costs, improving qualityof hire, reducing risk, and achieving higher levels of performance.

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Though it may seem intuitive, it is worthwhile to articulate the

fundamental significance of successful talent management practices:

The key enabler of any organization is talent.

The quality of your people is your last true competitive

differentiator.

Talent drives performance.

Talent management requires strong executive support, along with

systems and processes all directed towards having the right talent doing

the right work at the right time. Thats when talent truly drives higher

business performance.

Indirect implementation of Talent Management in

Company Ltd., Nasik Works. By following Steps:

Performance appraisal

Career Planning

Succession Planning

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Training and Development

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6.1 What is Performance Appraisal?

Meaning: - Performance appraisal is a method of evaluating the behavior

of employees in the work spot, normally including both the quantitative

and qualitative aspects of job performance. Performance here refers to the

degree of accomplishment of the tasks that make up an individuals job. It

indicates how well an individual is fulfilling the job demands. Often the

term is confused with effort, but performance is always measured in terms

of results and not efforts.

Need of Performance Appraisal:

-Performance appraisal is needed in order to:

(1) Provides information about the performance ranks, basing on

which decision regarding salary fixation, confirmation,

promotion, transfer and demotion are taken.

(2) Provide feedback information about the level of achievement

and behavior of subordinate. This information helps to review

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the performance of the subordinate, rectifying performance

deficiencies and to set new standards of work, if necessary.

(3) Provide information, which helps to counsel the subordinate.

(4) Provide information to diagnose deficiency in employee

regarding skill, knowledge, determine training and

developmental needs and to prescribe the means for employee

growth provides information for correcting placement.

(5) To prevent grievances and in disciplinary activities.

Purpose

Performance appraisal aims at attaining the different purpose.

They are:

(1) To create and maintain a satisfactory level of performance.

(2) To contribute to the employee growth and development through

training self and management development programs.

(3) To help the superiors to have a proper understanding about their

subordinates.

(4) To guide the job changes with the help to continuous ranking.

(5) To facilitate fair and equitable compensation based on

performance.

(6) To facilitate for testing and validating selection tests, interview

techniques through comparing their scores with performance

appraisal ranks.

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(7) To provide information for making decisions regarding lat off,

retrenchment etc.

(8) To ensure organizational effective through correcting employee

for standard and improved performance, and suggesting thechange in employee behavior.

6.2 Methods of Performance Appraisal:

The methods of performance Appraisal are basically classifiedas Traditional Methods, Modern Methods and result Oriented

Appraisal: -

a) The Traditional Methods consists of Graphic Rating Scales,

Ranking Method, Paired comparison Method, Forced

Distribution Method, Checklist method, Essay or free from

APPRAISAL, Group Appraisal and confidential Report.

b) Modern Methods of evaluating performance appraisal areBehaviorally Anchored Rating Scales, Assessment Center,

Human Resource Accounting, Management by objectives,

Psychology Appraisal.

Uses of Performance Appraisals:-

Performance Improvement: Performance feedback allows the

employee, manager, and personnel specialists to intervene with

appropriate actions to improve performance.

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Compensation Adjustments; Performance evaluations help

decision-makers determine who should receive pay raises. Many

firms grant part or all of their pay increases and bonuses based

upon merit, which is determined mostly through performance

appraisals.

Placement Decisions: Promotions, transfers, and demotions are

usually based on past or anticipated performance. Often

promotions are a reward for past performance.

Training and Development; Poor performance may indicate the

need for retraining. Likewise, good performance may indicate

untapped potential that should be developed.

Career Planning and Development: Performance feedback

guides career decisions about specific career paths one should

investigate.

Staffing Process Deficiencies: Good and Bad performance

implies strength or weakness in the personnel departments

staffing procedures.

Informational Inaccuracies: Poor performance may indicate

errors in job analysis information, human resource plans, or

other parts of the personnel management information system.

Reliance on inaccurate information may have led to

inappropriate hiring, training, or counseling decisions.

Job Design Errors: Poor performance may be a symptom of ill-

conceived job designs. Appraisals help diagnose these errors.

Equal Employment Opportunity: Accurate performance

appraisals that actually measure job related performance

ensure that internal placement decisions are not

discriminatory.

External Challenges: Sometimes performance is influenced by

factor outside the work environment, such as family, financial,health, or other personal matters. If uncovered through

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appraisals, the human resource department may be to provide

assistance.

Feedback to Human Resources: Good/bad Performance

throughout the organization indicates how well the humanresource function is performing.

Traditional and modern Methods of Performance Appraisal

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METHODS OF PERFORMANCE APPRAISAL

Traditional methods ModernMethods

1) Graphic rating scales 1) Behaviorally anchored ratingscales2) Ranking Method 2) Assessment centers3) Paired comparison method 3) Human Asset accounting method

4) Forced distribution method 4) Management by Objectivesmethod5) Checklist methods 5) 360 Performance appraisalmethoda) Simple Checklistb) Weighted checklistc) Critical incident method


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6.3 How implement performance appraisal.

Introduction

Now a days Performance appraise is very important from company

point of view. It is use to take various managerial decision. E.g.

decision regarding employees increment or decision regarding

employees future career planning etc. In Company they use Grading

and Ranking method to appraise performance of there employee.

Who Appraise

Performance appraise by Head of the department or from

the superior. They did not conduct performance appraisal on officers

level it conduct only on officers basis.

In Company Performance is appraising by head of the department,

Supervisor, manager, etc.

Process:

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Head of the department submit one copy of performance appraisal to

HR Department and discuss with the employee whose performance is

down. One copy of performance appraisal report is attached to that

employees personnel file as a record.

If that employees performance is going down then head of thedepartment can talk with that employee regarding increase performance.

Even Hr Manager also should talk with that employee to know his

problem and HR Manager should motivate that employee to increase

performance.

Employees increment is depend upon there performance. Head of the

department or HR manager may stop increment of employee regarding

low performance.

General use of performance report in Any Company:

Need of training.

Head of the department or HR manager can decide whether

employee needs training for good performance or not.

Career Planning.

Career planning generally use to retain skilled employee. They can

find out skilled employee for skilled employees career planning from

performance appraisal report.

Succession planning:

From performance appraisal Report Company can select candidate

to make succession planning.

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Benefits of employee to company

Companys employee are companys asset, it is helpful to

calculate that companys employee how much give returns to company.Or which employee is beneficial for company and which is not beneficial.

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7.1 Meaning and Definition

Introduction

After an employee selected, placed and introduced her or she must

be provided with training facilities. Training is the act of increasing theknowledge and skills of an employee for doing a particular job. Training

is a short-term educational process and utilizing a systematic and

organized procedure by which employees learn technical knowledge and

skills for a definite purpose. Dale S. Beach Define training, The

organized procedure by which people learn knowledge and/or skill for a

definite purpose.

In other words training improves, changes, moulds the employees

knowledge, skill, behavior, aptitude, and attitude towards the

requirements of the job and organization. Training refers to the teaching

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and learning activity carried on for the primary purpose of helping

members on an organization, to acquire and apply the knowledge, skills,

abilities and attitudes needed by a particular job and organization.

Thus, training bridges the difference between job requirement and

employees present specifications.

No organisat5ion matches the candidate who exactly matches with the

job and the organizational requirements. Hence, Training is important

to develop the employee and make him suitable to the job.

Job and organizational requirement are not static, they are changed

from time to time in view of technological advancement and change in

the awareness of the total quality and productivity

Management(TQPM). The objective of the TQPM can be achieved

only through training as training develops human skills and efficiency.

Trained employees would be a valuable asset to an organization.

Benefits of training

For organization

Lead to prove profitability and/or more positive attitudes

towards profit orientation

Improves the job knowledge and skills at all level of the

organization Improves the morale of workforce

Helps people identify with organizational goal

Helps create a better corporate image

Aids in organizational development

Learns from the trainee

Helps to prepare guideline for work

Organization gets more effective decision making and problem

solving

It helps to improve labor-management relations.

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Benefits to the individual which in turn ultimately should

benefit the organization

Helps the individual in making

better decisions and effective problem solving

Through training and development,

motivational variables of achievement, growth, responsibilities

and advancement are internalized and operationised

It helps to an individual to handle

stress tension or conflicts.

It provides information to improve

leadership knowledge.

Develops a sance of growth inlearning

Improves morale

Improves impersonal skills

7.2 Need for training

Need for training arises due to following reasons:

1) To match the employee specification with the job recruitment

and organizational needs:

An employees specification may not exactly suit to the

requirement of the job and the organization irrespective of his past

experience, qualifications, skills knowledge, etc. Thus every

management finds deviation between employees present

specifications and the job requirements and organizational needs.

Training is needed to fill this gap by developing and molding the

employees skill, knowledge attitude behavior etc. to the tune of the

job requirements and organizational needs.

2) Technological advances:

Every organization in order to survive and to be effective

should adopt the latest technology, i.e. mechanization,

computerization, automation. Adoption of the latest technology

means and methods will not be complete until they are manned by

employees possessing skill to operate them. So, organization should

train the employee to enrich them in the areas of changing technical

skills and knowledge from time to time.

3) Human relations:

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Trends in approach towards personel management have

change from the commodity approach to partnership approach,

crossing the human relations approach. So, today, management of

most of the organization has to maintain human relations besides

maintaining sound industrial relations although hitherto themanagers are not accustomed to deal with workers accordingly. So,

training in human relations is necessary to deal with human

problems and to maintain human relations.

4) Change in the job assignment:

Training is also necessary when the existing employee is

promoted to the higher level in the organization and when there is

some new job or occupation due to transfer. Training is also

necessary to equip the old employees with the advanced disciplines

techniques or technology.

The need for training also arises to:

Increase productivity

Improve quality of the product / Services

Help a company to fulfill its future personnel needs.

Improve organizational climate.

Improve health and safety.

Prevent obsolescence

Effect the personnel growth

Minimize the resistance to change.

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Stages in training as follows

Stage 1 Assessment of training needs

Stage 2 Design the training program

Stage 3 Implementation.

Stage 4 Evaluation of training program.

7.3 Methods of Training

Methods of training

On-job methods Off-job methods

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Job relations

Lectures/ConferencesCoaching

Films Job instruction

Simulation Exercise

Training through

Cases

Step by step Programmed

instructions

Committee assignments Audio visual

methodsInternship training Computer based

training

E-Learning.

The most widely used methods of training used by organizations are

classified into two categories: On-the-Job Training & Off-the-JobTraining.

ON-THE-JOB TRAINING

Its given at the work place by superior in relatively short

period of time. This type of training is cheaper & less time-consuming.

This training can be imparted by basically four methods: -

Coaching

Itis learning by doing. In this, the superior guides his sub-

ordinates & gives him/her job instructions. The superior points out the

mistakes & gives suggestions for improvement.

Job Rotation: -

In this method, the trainees move from one job to another, so that

he/she should be able to perform all types of jobs. E.g. In banking

industry, employees are trained for both back-end & front-end jobs. In

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case of emergency, (absenteeism or resignation), any employee would

be able to perform any type of job.

OFF THE JOB TRAINING: -

It is given outside the actual work place.

Lectures/Conferences:-

This approach is well adapted to convey specific information,

rules, procedures or methods. This method is useful, where the

information is to be shared among a large number of trainees. The cost

per trainee is low in this method.

Films: -

It can provide information & explicitly demonstrate skills that are not

easily presented by other techniques. Motion pictures are often used in

conjunction with Conference, discussions to clarify & amplify those

points that the film emphasized.Simulation Exercise: -

Any training activity that explicitly places the trainee in an artificial

environment that closely mirrors actual working conditions can be

considered a Simulation. Simulation activities include case

experiences, experiential exercises, vestibule training, managementgames & role-play.

Experiential Exercises: -

Are usually short, structured learning experiences where

individuals learn by doing. For instance, rather than talking about

inter-personal conflicts & how to deal with them, an experientialexercise could be used to create a conflict situation where employees

have to experience a conflict personally & work out its solutions.

Vestibule Training: -

Employees learn their jobs on the equipment they will be using,

but the training is conducted away from the actual work floor. While

expensive, Vestibule training allows employees to get a full feel for

doing task without real world pressures. Additionally, it minimizes the

problem of transferring learning to the job.

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Role Play: -

Its just like acting out a given role as in a stage play. In this

method of training, the trainees are required to enact defined roles on

the basis of oral or written description of a particular situation.

Management Games: -

The game is devised on a model of a business situation. The

trainees are divided into groups who represent the management of

competing companies. They make decisions just like these are made in

real-life situations. Decisions made by the groups are evaluated & the

likely implications of the decisions are fed back to the groups. The

game goes on in several rounds to take the time dimension into

account.

In-Basket Exercise: -

Also known as In-tray method of training. The trainee is presented

with a pack of papers & files in a tray containing administrative

problems & is asked to take decisions on these problems & is asked to

take decisions on these within a stipulated time. The decisions taken

by the trainees are compared with one another. The trainees are

provided feedback on their performance.

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Introduction of Data Analysis.

The word Analysis means the process of breaking down a

Complex set of facts into simple element while Interpretation stands for

the explanations which analyzed the statements and also make out or

bring out the meaning of creative work.

Analysis and Interpretation are done according to department

wise and according to questionnaire. This analysis and Interpretation will

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Chapter 8:Collection, analysis &

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definitely help to the company for the future strategies. Following are the

analysis and Interpretation of the results.

These all analysis is imagine for general company. It is very necessary

to understand the psychological tendency of employee. Because it is a

quietly subjective so it will slightly deviate the opinion of the employee.

The Department of the company where I conduct survey. There are

100 employees in each department. Total employees are 500.

1. Purchase

2. Finance

3. Production

4. Packing and dispatch

5. Research and Development

Table No 8.1

Survey in Purchase Department:

Option Responses PercentageYes 70 70No 30 30

(Source: Primary data: Questionnaire)

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70%

30%

Survey in Purchace Department

Yes No

Graph No8.1

Figure No. 8.1/7(Source: primary data survey questionnaire)

INTERPRETATION: -

The above pie-diagram shows that 70% of employees of purchase department are

highly satisfied with the Talent Management process. Hence, we can say in Purchase

department talent management is effective process for employee as well as

organization.

Survey in Finance Department:

(Source: Primary Data: Questionnaire)

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Option Responses Percentage

Yes 72 72No 28 28

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72%

28%

Survey in Finance Department

Yes No

Graph No 8.2

Figure No. 8.2/7(Source: primary data survey questionnaire)

INTERPRETATION: -

The above pie-diagram shows that 80% of employee of finance department are

highly satisfied with the Talent Management process, 10%are satisfied, 6% are

natural, 4%are dissatisfied. Hence, we can say in Finance department, talent

management is effective process for employee as well as organization.

Survey in Production Department:

Option Responses Percentage65 65

No 35 35

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65%

35%

Survey in Production Department

Highlly Satisfied

Satisfied

Graph No 8.3

Figure No. 8.3/7 (Source: primary data survey questionnaire)

INTERPRETATION: -

In Production department we can observe that 65% employee are

answering Yes, they getting exposure to show there talent in company. And 35%

employees are answering No. means here, more than 60% employee answering

Yes means process of talent management is effective in this department.

Survey in packing and dispatch Department:


Yes 86 86No 14 14

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Survey in packing and dispatchDepartment

86%

14%

Yes No


INTERPRETATION: -





Survey in Research and development Department:


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Yes 72 73No 28 15

Survey in Research and development

Department

72%

28%

Yes No


INTERPRETATION: -





Employees performance before implementing Talent Management

concept:

Department Good Bad

Purchase 61 39Finance 52 48

Production 62 38

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R & D 45 55Dispatch 68 32

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Purchase Finance Production R & D Dispatch

Bad

Good

Figure No. 8.6/7(Source: secondary data average performance

appraisal report of employee.)

Employees performance after implementing Talent Management

concept:

Department Good Bad

Purchase 75 25Finance 90 10

Production 85 15

R & D 80 20Dispatch 70 30

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Purchase FinanceProduction R & D Dispatch

Bad

Good

Figure No. 8.7/7(Source: secondary data from average performance

appraisal report of employee.)

INTERPRETATION: -

In above both diagram we can compare performance of all department, before

implementing concept of talent management and after implementing concept of talent

management. We can observe that, performance of all departments is increase after

implementing talent management concept.

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Conclusion

Talent Management for the HR Community is an opportunity for HR

professionals to develop in their areas of expertise and in their careers. A

strong HR Community helps create a strong public service. The goal of

talent management is to better understand our people in the HR

Community so we can support professional and career development and

align individual needs and goals with the business focus of HR. We also

want to ensure that we as a Community have the agility to develop people

so that we are meeting the future needs of the community and government

and our clients. This first broad sweep of the Community provides a

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foundation on which to ensure leadership continuity, knowledge transfer

and service continuity. The initial

implementation resulted in a number of important human resource

priorities and strategies, such as performance management, leadership and

management development, attraction and retention, employee learningand development and culture, all of which are supported by the HR

Strategy for the HR Community.

The critical next step in the process is the implementation of the Talent

Management

Plan for the HR Community. Individually, members of the community

and their managers should work together to move forward individual

career development plans.

The HR Community must work together to promote a talent management

mindset,

commit to supporting development as a professional group, and integrate

talent management into the daily fabric of doing business.

1) Recruitment

We understand it help to ensuring the right people are attracted to

the organization.

2) Retention

We understand it help to developing and implementing practices that

reward and support employees.

3) Employee development

Talent Management ensuring continuous informal and formal

learning and development.

4)Performance management

Talent Management is specific processes that nurture and

support performance, including feedback/measurement.

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5) Workforce planning

It use to make planning for business and general changes,

including the older workforce and current/future skills shortages.

Suggestion and Recommendation

1) Organization should make research to avoid talent drain.

2) HR Department should interact and expose inbound employee

3) Perform various task to motivate employee for work, because

various employee can not work with motivation they just do it,

because organization pay for them.

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Chapter 10: Appendices


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Company Workshop

Name of Employee:

Roll No.

Department:

Designation:

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Joining Date:

Qualification:

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

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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

Any other feedback or suggestions by employee:

BIBLIOGRAPHY

Books:

1) Human Capital Management ----- Garry Desslar (P 542)

2) Human Resource Management ---- Himalaya Publications (P 386)

3) Human Resource Management --- Oxford Higher education ( p74)

4) Human Resource Management System ----- Prof. Mr. Subbarao (P,

243)

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Web Sources:

1) Oneclickhr.com

2) Weckipedia.com

3) Google.com

4) Reddiff.com

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Talent Chaman

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