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Table of Contents
INTRODUCTION.....................................................................................................2 Key Business Processes.........................................................................................2 The process of talent management..............................................................................2 Talent Management v s Tra!itional "R #pproach..............................................................2 The focus of talent management.................................................................................2 Kno$le!ge Management.........................................................................................2 %IT&R#TUR& R&'I&().............................................................................................2 PROB%&M ID&NTI*IC#TION.......................................................................................2 OB+&CTI'&,.........................................................................................................2 N&&D O* T"& ,TUD-..............................................................................................2 R&,&#RC" M&T"ODO%O.-......................................................................................2 PRIM#R- D#T#..................................................................................................2 ,&COND#R- D#T#..............................................................................................2 ,T#TI,TIC#% TOO%,)...........................................................................................2 ,#MP%IN. T&C"NI/U&,)......................................................................................2 #N#%-,I,)............................................................................................................2 "R PRO*&,,ION#%.............................................................................................2 &MP%O-&&........................................................................................................2 *INDIN.,.............................................................................................................2 "R M#N#.&R,...................................................................................................2 &MP%O-&&,......................................................................................................2 R&COMM&ND#TION,..............................................................................................2 CONC%U,ION........................................................................................................2 %IMIT#TION,.......................................................Error!

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#NN&0UR&...........................................................................................................2 BIB%IO.R#P"-......................................................................................................2

BIBLIO R!P"#

INTRODUCTION
$his ne% age econom&, %ith its atten'ant para'igm shifts in relation to the h(man capital, in terms of its ac)(isition, (tilisation, 'evelopment an' retention, has place' a heav& 'eman' on to'a&*s "R professionals. $o'a& "R is e+pecte' to i'entif& potential talent an' also comprehen', concept(alise an' implement relevant strategies to contrib(te effectivel& to achieve organisational objectives. "ence a serio(s concern of ever& "R manager in or'er to s(rvive this ,-ar for $alent*, is to fight against a limite' an' 'iminishing pool of )(alifie' available can'i'ates to replace val(able emplo&ees %hen the& leave, 'ramaticall& (n'erscoring the 'iffic(lt& to attract, motivate an' retain the best emplo&ees in an organisation. $o anal&se the reasons, %e first nee' to (n'erstan' %hat .$!L/N$0 means. People have 'ifferent vie%s an' 'efinitions. !ccor'ing to Leigh Branham, vice presi'ent, cons(lting service at Right 1anagement 2ons(ltants an' a(thor of the boo3, .4eeping People -ho 4eep #o( in B(siness0, a talent is not rare an' precio(s. /ver&one has talent 5 too man& to possibl& name all. $alent is behavior6 things %e 'o more easil& than the ne+t person. -e spea3 of .nat(ral born talent0 b(t those %ith a gift, 3nac3, abilit& or flair for something can refine an' 'evelop that talent thro(gh e+perience. $alent, ho%ever, cannot be ta(ght. !s someone once sai', .&o( can teach a t(r3e& to climb a tree, b(t it is easier to hire a s)(irrel0. 7ice Presi'ent, "R of 8eagram, 1r. opi Nambiar, sa&s talent can be best 'escribe' as a combination of abilities an' attit('es. $he real tric3 is to match the right motivate' talents to the right role, in'ivi'(all& an' collectivel&, harnessing an' harmonizing this cr(cial attrib(te to achieve the objectives of &o(r compan&. $o'a&, companies have become fiercel& competitive %hen it comes to attracting an' retaining talent. !ccor'ing to Branham, 9: per cent of the senior e+ec(tives a'mit that emplo&ee retention is a major concern to'a&, the obvio(s reason being the ,increasing rate of t(rnover*. $his '&namicall& changing an' volatile 'eman';s(ppl& e)(ation %ith s(ch erratic attrition tren's an' c(t throat competition has le' organisations to foc(s on mechanisms pertaining to attracting an' retaining talent. It is an accepte' tr(th that t(rnover %ill happen an' companies nee' to 'evice a strateg& to c(rb (nprece'ente' t(rnover from affecting organisational s(ccess. !s the <irector, "R =!sia> of Ba(sch ? Lomb, 1r. P. . eorge 'eclares, achieving zero percent t(rnover is neither realistic nor 'esirable. People ten' to see3 change for a variet& of reasons@more mone&, better benefits, the appearance of a greener past(re; an' this has been a practice from the ver& beginning. $hen, %hat is it that has reall& change'A

<espite intense competition being the 3e& to mar3et 'evelopment an' s(ccess, organisations have faile' to i'entif& some of the major reasons %hich highlight %h& ,goo' performers* leave. In his st('&, Branham clearl& states that one major reason %h& people leave their organisation is beca(se of the organisation*s fail(re to bring abo(t a correlation bet%een pa& an' performance. "(man Reso(rce e+perts in the in'(str& believe matching the right blen' of talent %ith the right job profile can lea' to s(perior performance. $he present scenario %ith ab(n'ant opport(nities has triggere' a %ave of emplo&ees, perpet(all& .on the move0, forever see3ing better opport(nities %henever, %herever an' ho%ever the& can. -hat is behin' the restlessness of these har' to 3eep emplo&eesA B& foc(sing on pro'(ctivit&, organisations are realising that it is imperative to hire emplo&ees %ho can 'o the job an' be s(ccessf(l at it. $he organisation no longer %ants to j(st hire to hire, in fact the& are striving to fin' the right people, bring them into the organisation an' retain their services. One of the critical f(nctions of "R is a so(n' "(man Reso(rce Planning thro(gh %hich the& are able to project the 'eman' for h(man reso(rce an' thereafter form(late strategies for ac)(iring them. !s the lea'ing "R hea's of the co(ntr& point o(t, the sol(tion is not j(st abo(t fin'ing the correct retention mechanisms , b(t it starts from the ver& beginning b& 'evising %a&s to ac)(ire the right people for the right jobs.

Key Business Processes

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

Im Impact High Low Service Key everaging Support Business on Processes customers pa Processes ct on sh ar e ho ld er s

Talent management is a key business process and like any business process takes inputs and generates output!

The process of talent management

INPUT ()T*)T

ission Brea#through Performance "oles Kno"ledge TALENT !trategy Com#eten!ies re$ ired %Sele!ting and de&elo#ing'

Str !t re Vision

Tapping the full potential

MANAGEMENT

Talent

anagement $%s Traditional &R 'pproach

Traditional "# 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! &apacities are the basic '() of an organization and also of individual potential! *n fact% the following appropriately describes the role of talent management:

D
Point of Departure

N
Na$igation

'
Point of 'rri$al

Translating organizational vision into goals and mapping the re+uired level of capacities and competencies to achieve goals

)ligning individual values and vision with organizational values and vision

&lear 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 *ndividual growth to meet and accept varied% incremental and transformational roles in an overall scenario of acknowledged need for change 'eveloped individuals enabling breakthrough performance

)ssessment of talent to profile the level of capacities and set of competencies possessed within the organization

,nhancing capacities to learn% think relate and act through development initiatives "elping individuals realize their full potential through learning and development

-ap analysis and identification of development path

The focus of talent management

)t the heart of talent management is developing the following intrinsic human capacities: () Capacity to learn *measured as learning +uotient ,-.

,nhancing an individual.s capacity to learn improves the person.s awareness! *t adds to the person.s +uest to know more and delve into newer areas! This capacity is developed by holistic education that teaches how to learn% an enabling environment and good mentoring! &apacity to learn comprises of the following:

3low #eflection *ntrospection 2 To NALNT to attra!tcontemplation and retain the em#lo-ee.ti&eness and effi!ien!-. ,t !an also be long r n. earn

*ntrospection is the individual.s willingness to look back and learn ability to learn from mistakes and identifying areas of improvement! #eflection and contemplation is the individual.s ability to observe his own thoughts% actions and emotions/feelings and using the awareness to improve further and perform better! -etting into the flow is the individual.s ability to get into a new experience and flow with the experience! *t is the person.s child$like ability to derive 0oy out of learning!

/) Capacity to thin# *measured as conceptual +uotient C-. )n individual.s +uest to know more leads his mind to create images! ,nhancing an individual.s capacity to think helps the person not only take learning to a higher level of intellect but also improves creativity! &apacity to think comprises of the following: )nalysis 1udgment &reativity To Thin k

)nalysis is about asking the right +uestions and breaking complex things into simpler elements! &reativity is about generating new thoughts and breaking the existing patterns of thought! 1udgment re+uires both! This is what helps an individual take +uality decisions!

0) Capacity to relate *measured as relationship +uotient R-. *t is important for an individual to be able to relate to his learning and thoughts! This leads the person to be able to relate to other individuals and the environment around him! The outcome is indeed a sense of belongingness and an environment of trust at the organizational level and team spirit at the individual level! &apacity to relate comprises of the following: Trust ,mpathizing istening To #ela te

istening is the individual.s ability to listen with warmth and respect! )ctive listening is free of biases% evaluation and pre$conceived notions! ,mpathizing is the ability to put self in someone else.s shoes and getting out of one.s own shoes! Trust re+uires a combination of both empathizing and listening! *t is about authenticity% openness and genuineness!

1) Capacity to act *measured as action +uotient '-. )ction is how the above three capacities of an individual are manifested! *t is the individual.s ability to enact his intentions! 3ollowing are components of capacity to act: 4rganizing 5ork *mplementing T under o pressure ) ct

4rganizing refers to the individual.s ability to organize his time and resources so as to enable him to convert intentions into reality! *mplementing means delegating% attention to detail% and focus on the right process! Perform under pressure means the ability to work under pressure and time constraints and handle multiple tasks without negative stress!

The individual.s values help in discriminating amongst alternatives and act as the bedrock for decisions! They act as multipliers in enhancing the individual.s capacities% a sigma of which reflects the individual.s true talent! Thus: *,- 2 C- 2 R- 2 '-. 3 Values 4 Talent 4rganizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving individual and organizational vision! Talent manifests into performance as follows:
Talent 2 Vision% ission%!trategy 2 !#ills 5 Competencies 2 Role 5 structure 2 Opportunity 2 6ncouragement 5 Recognition 2 Training 5 De$elopment 2 Coaching 2 'ction Plan 5 7oals 2 Resources Performance anagement !ystem Performance

Thus the domain of talent management focuses not only on development of individual.s intrinsic capacities% but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance!

The service and consulting areas of talent management that thus emerge are: Talent appreciation Potential enhancement )c+uisition of talent Knowledge management

-row Talent offers services in all the above areas! -row Talent.s offerings are based on the models discussed above and follow a uni+ue methodology! Talent appreciation *T'PT . T)PT6 services from -row Talent are focused on assessing the way individuals learn% think% relate to others% and act! Tap is used to evaluate the capacities% competencies and values of individuals for assessment of potential for career development and succession planning! This is intricately linked to helping organizations map their capacity and competency re+uirements and then assessing talent to draw up individual development plans! The talent profiling thus done for organizations helps them identify critical competencies to be developed and capacities to be enhanced in order to meet future business re+uirements and achieve plans! Potential enhancement *P6PT . The focus of P,PT6 is to create learning experiences and solutions for individuals that will help convert their talent into competence! *t also involves designing learning events and processes that enhance the potential of individuals! Two intrinsic components of -row Talent P,PT6 are:

&apacity building modules $ which focus on enhancing the four capacities of individuals

&ompetence building modules 7 which focus on specific areas like consulting skills% problem solving% service +uality% strategic selling% process designing% interviewing skills% etc!

'c+uisition of talent *'CTT . -row Talent.s approach to helping organizations ac+uire talent is based on the following: "elping organizations define roles for specific leadership positions based on 8preferred futures8 and strategy *dentifying the competencies re+uired for each of these 0obs 'etermining the levels of fundamental capacities of learning% thinking% relating and acting needed to ac+uire these competencies 'efining the values which are needed to display the desired behaviors *dentifying individuals who would fit into these positions ,nable organizations and individuals to establish mutually acceptable contracts for employment and lay the foundation of win$win relationships

Kno"ledge

anagement

)s said earlier% the domain of talent management includes culture$building and change management! Knowledge management services from -row Talent are aimed at leveraging knowledge for performance by creating an environment for sharing by building trust! The focus of knowledge management is to connect people and technology to capture and harness the tacit knowledge of the organization! By making trust the bandwidth of communication% knowledge management enhances sharing and thereby creates an appropriate environment for talent to translate into performance! 5ith its comprehensive spectrum of services for talent management and uni+ue methodology% -row Talent is strongly positioned to help organizations gain a competitive and sustained talent advantage!

,IT6R'TUR6 R6VI689
) detailed survey of the concerned literature has been carried out based on various 0ournals% reviews concerned magazines and internet and presented below: )ny 4rganization needs to have a vision and a well defined strategy on hiring for the future! 5e should have the right talent to attract and retain the best available talent for which a number of measures for talent management are re+uired! 9K)#T"*K,:)(%;<<=>! ,mphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent 9P)('*T% ;<<=>! The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed! The need to disband the conventional school of thoughts about organizational behavior has been advocated and a new approach has been suggested for "# 9)()(')#)6% ;<<=!> The !trategic De$elopment of Talent :y 8illiam ;) Roth"ell ?#othwell ignites the imagination% expands the possibilities% and offers practical strategies any organisation can use to effectively develop% retain and utilise talent for the benefit of an organisation and enter the fluid% flexible future! 6anagers at all levels will cheer the sanity #othwell suggests!? The Talent anagement &and:oo#9 Creating Organi<ational 6=cellence :y

Identifying> De$eloping> and Promoting ?our Best People :y ,ance ') Berger ?This is an outstanding reference work that succinctly explains a simple and practical approach to the identification% assessment and management of talent in the current% dynamic operating business environment! The book plainly gives advice on how to avoid high staff turnover% poor morale% and poor performance!? N68!,6TT6R !riiddar ! Preetham *;uly /@@A.> anaging talent> &RD Ne"sletter> $ol/0 issue B1

3ocusing on the challenge of attracting and retaining talent faced by *ndian "# mangers% the article outlines initiative that can be put in place to help organization retain nurture and retain the talent@@@@

;OURN',! K'RT&IK6?'N ; * ay /@@A.> Talent management strategies> N&RD Cournal> &ydera:ad> p/0B/D 4rganization need to have a vision and a well defined strategy on hiring for the future! 'o we have the right talent within to attract and retain the best available talentA ) number of measures for talent management are Suggested@@@!! P'NDIT ? V , * ay /@@A.> Talent retention strategies in a competiti$e en$ironment> N&RD Cournal> &ydera:ad> p/AB/E 3ocusing on the challenge of attracting and retaining talent faced by *ndian "# mangers% the article outlines initiative that can be put in place to help organization retain nurture and retain the talent@@@@

PROB,6

I$ $!4/8 $alent to spot $alentB ! tone 'eaf %ill never be able to appreciate the m(sic of maestros. Onl& a seasone' je%eler %o(l' 3no% that all that glitters is not realB !n', onl& those %ho can recognize the %orth of a 'iamon' can val(e it, for others itCs j(st a stoneB $alent is 'oing easil& %hat others fin' 'iffic(lt. In an organization, there is nothing more cr(cial than fitting the right emplo&ee in the right position. Or else &o( %o(l' be tr&ing to fit a s)(are peg in a ro(n' hole. -hen people 'o jobs that j(st 'onCt s(it their li3ing, inclination or temperament, the res(lts, or rather the lac3 of them %ill be 'isastro(sl& obvio(s. Lo% pro'(ctivit&, 'issatisfaction, lo% morale, absenteeism an' other negative behavior %ill become t&pical till the emplo&ee is sho%n the 'oor. Or perhaps, there is another option ; $alent 1anagement .A conscious, deliberate approach undertaken to attract,

ID6NTIFIC'TION

develop and retain people with the aptitude and abilities to meet current and future organizational need
Organization nee' to have a vision an' a %ell 'efine' strateg& on hiring for the f(t(re. In'ia has become the o(tso(rcing capital of the %orl' an' this has create' its o%n set of "R challenges. In'ia*s biggest problem is that )(alifie' gra'(ates are becoming scarce. <espite the large pop(lation, the s(ppl& of engineers cannot 3eep (p %ith the sharpl& increase' 'eman'. 8o, 'o %e have the right talent %ithin to attract an' retain the best available talentA

OB;6CTIV6!
$o i'entif& vario(s (pcoming challenges of talent management $o establish (pcoming tren's in talent management. $o i'entif& the %a&s to retain the best talent.

N66D OF T&6 !TUD?

$he s(ppl& si'e 'isc(sse' p(ts press(re on companies to attract the best talent an' ens(re that emplo&ees join the compan& an' choose to sta& in the organization rather than loo3 for opport(nities else%here. Present st('& is s(ppose' to fin' o(t the e+isting In'ian talent scenario so as to anal&ze its emerging challenges an' tren's.

R6!6'RC&

PRI 'R? D'T'

6T&ODO,O7?

For the p(rpose of collection of primar& 'ata t%o %eb a'ministere' )(estionnaire %ere prepare'. One )(estionnaire %as ma'e for "R professionals or the people involve %ith the talent management in the organization an' other one %as for the emplo&ees of the organizations.

QUESTIONNAIRE: HR Professional
L,N/0 http://www.eSurveysPro.com/Survey.asp !id"#$e#bb%&'faf&'#(#c' bdb)'b*c$d))+ef,* $he researcher foc(se' on a comprehensive set of %or3place practices that infl(ence emplo&ee motivation, commitment an' %illingness an' 'esire to achieve at %or3. $he researcher i'entifie' these practices an' a 'eep (n'erstan'ing of t&pical organizational programs to ens(re that the )(estionnaire covere' the broa'est spectr(m of tangible an' intangible aspects of the %or3 environment. !s a res(lt, the )(estionnaire incl('e' items abo(t the f(ll range of re%ar's practices, lea'ership an' management effectiveness, comm(nication, c(lt(re an' attrib(tes relate' to these tangible an' intangible aspects. Respon'ents came from a range of in'(stries, incl('ing telecomm(nications an' technolog&, financial services, e'(cation, health care, energ&, retail, transportation, cons(mer pro'(cts an' man(fact(ring. Sam#le Si1e0 23

QUESTIONNAIRE: EMPLOYEES
L,N/0 http://www.eSurveysPro.com/Survey.asp !id"&)+$dd(&',#e$'#-%f' b*b)'#acdd#d,,b(( $he prime foc(s of this )(estionnaire %as to compare %ith the responses obtaine' b& above )(estionnaire. $he talent management initiative is ta3en b& the "R professionals b(t the implication of this initiative is on the emplo&ees. B& this )(estionnaire, the researcher trie' to fin' o(t the effectiveness of s(ch talent management initiative as %ell as the satisfaction level of the emplo&ees. Sam#le Si1e0 45 $hese )(estionnaire lin3s %ere maile' to the respective respon'ent an' 'ata %as collecte' thro(gh the %ebsite. $he researcher create' an acco(nt %ith

the hosting %ebsite www.surveyspro.com for (ploa'ing as %ell as assessing the response 'atabase.

!6COND'R? D'T'
Do(rnals an' Research Paper Ne%sletters "R %ebsites

!T'TI!TIC', TOO,!9
Pie charts Bar graphs !verages 2orrelation

!' P,IN7 T6C&NI-U6!9

D('gmental 8ampling

'N',?!I!9
&R PROF6!!ION',

-hat are the areas &o(r organization nee's to improve in terms of talent management initiativesA

!ligning emplo&ees %ith the mission an' vision of &o(r organization !ssessing can'i'ates s3ills earlier in the hiring process 2reating a c(lt(re that ma3es emplo&ees %ant to sta& %ith the organization 2reating a c(lt(re that ma3es in'ivi'(als %ant to join the organization 2reating a c(lt(re that val(es emplo&ees %or3 2reating an environment %here emplo&ees are e+cite' to come to %or3 each 'a& 2reating an environment %here emplo&ees i'eas are listene' to an' val(e' 2reating policies that enco(rage career gro%th an' 'evelopment opport(nities I'entif&ing gaps in c(rrent emplo&ees an' can'i'ate competenc& levels

65.789 35.559 65.789 65.789 65.789 35.559 35.559 :4.:69 37.579

-hat are the areas &o(r organization nee's to improve in terms of talent management initiativesA

65.789

In your organi1ation $ho is primarily responsi2le for 33 4tic5 one per statement6
No one Department head(excludes employee supervisor) Hr staff Internal coach(exclude s employee supervisor) Mentor (excludes employee supervisor ) "% (!) !&% (") Outside consultant others

Recruiting in!ivi!uals *urther !eveloping employees Retaining employees

0% (0) "% (!)

6 % (!") #"% (!$)

6 % (!") !% (%)

"% (!) ! %( )

"% (!) "% (!)

"% (!) ! %( )

"% (!)

6 % (!")

#0% (!!)

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'% ($)

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(hich )roadly defined *o) description are the most critical in terms of attractin+ and retainin+ employees, ! (very critical) 0%(0) sales mar5eting Business !evelopment finance *iel! operations Research an! !evelopment innovation Business unit lea!ership ,enior management Programme management ##% (!0) $%% (#) #0% (!0) !#% ( ) #% (!) $ % (#) $#% (#) $#% (#) &% (&) !'% (") $ 0%(0) % (6) ""% (&) #% (%) $#% (#) $!% (") &% (&) "0% (&) #% (%) &% (&) $ % (#) 0%(0) #% (!) $$% (") $0% (") "#% (') 6% (%) $&% (6) $#% (#) 0% (6) !'% (") "%% (!0) " 0%(0) #% (!) #% (!) 0% (0) !#% ( ) $6% (#) "% (!) !0% ($) !0% ($) "% (!) '% ($) # (not critical) 0%(0) 0% (0) 0% (0) 0% (0) 0% (0) !0% ($) "% (!) 0% (0) 0% (0) 0% (0) 0% (0)

; it h ino ro r g a n i1 a t io nw h a tk in d so ft a le n td e & e lo # m e n t a ! t i& it ie sa r e! a r r ie do t <

B ( il' in gc la ssro o m% o r3 sh o p s

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8 h o rt te rm sa ssig n m e n ts ! c tio nle a rn in g O th e rs

-o .hat extent do you a+ree or disa+ree .ith the follo.in+ statements, (-ic/ one per statement)

0tron+ly disa+ree

disa+ree '% ($)

a+ree &% (&) %6% (!6) #% (%) $&% (6) % (%) %

0tron+ly a+ree "%% (!0)

#ligning employees $ith the mission an! vision of your organi1ation #ssessing can!i!ates s5ills earlier in the hiring process Creating a culture that ma5es employees $ant to stay $ith the organi1ation Creating a culture that ma5es in!ivi!uals $ant to 7oin the organi1ation Creating a culture that values employees $or5 Creating an environment $here employees are

"% (!)

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0% (0)

!"% ( )

#% (!)

0% (0)

60% (!$)

'% ($)

'% ($)

#$% (!!)

"% (!) "% (!)

0% (0) '% ($)

6!% (! ) #$% (!!)

e8cite! to come to $or5 each !ay Creating an environment $here employees i!eas are listene! to an! value! Creating policies that encourage career gro$th an! !evelopment opportunities I!entifying gaps in current employees an! can!i!ate competency levels I!entifying vacancies that $ill 2e create! as the company a!vances an! e8pan!s Re$ar!ing top performing employees
'% ($) "% (!)

(%) "$% (') "%% (') $&% (6) #%% (!$) "$% (') "$% (')

#% (!)

#% (!)

"$% (&)

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"%% (!0)

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'% ($)

0% (0)

"%% (!0)

In the next three years ho. effective .ill the follo.in+ elements of compensation )e in terms of attractin+ and retainin+ top performers, !(most effective) Base pay "ealth care 2enefits Retirement e!ucation 2enefits ,hare options e9uity participation Chil! care costs arrangement +o2 security #%% !'% % % $#% #$% $ % "$% % !"% !0% !'% 0% $ % !'% $&% #% $ % " '% !"% !"% !"% 0% 0% #(least effective) 0% 0% 0% '% 0% "%

E=!l ding finan!ial !om#ensation whi!h of the following do -o belie&e are effe!ti&e means of rewarding moti&ating and retaining talent<

P ro v i' in g in t e r n a t io n a l 1 a in t a in in gt h er e p ( t a t io no f / n c o ( ra g in gris 3t a 3 in ga n ' F ( n ' in g e ' ( c a t io n a ln e e ' s P ro v i' in g t h eo p p o rt ( n it &t o P r o v i' in g ac o lla b o r a t iv e P ro v i' in g m e n t o r in ga n 'fa s t o r3 in g % it he m p lo & e e st o P r o v i' in g t r a in in g

L L L

L L L L

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K J . J J G

F J . J J G

How a!! ratel- do the following statements des!ribe a!tions taken> or soon to be taken b- -o r organi1ation<

-eha v em ov e' processes M opera tions offshoreto re'(cecos ts . -e(s ecertifica tion to enha ncethe va l(eof o(r tra ining a n' L -epa rtner % ith (niv ers itiesMcons(lta ncies to e+ ec(te L -epa rtner % ith (niv ersitiesMcons(lta ncies to L -eincrea sing l&re)(irenoncom plete a g reem ents froms ta ff= in a ''ition to L -em ov e process esM opera tions offs horeto a cces s ta lent. -ea c)(irecom pa nies to obta in ta lent. JG 2JG IJG KJG FJG EJJG

8 eriesE

E=!l ding finan!ial !om#ensation whi!h of the following do -o belie&e are -o r organi1ation?s most effe!ti&e means of rewarding moti&ating and retaining talent<

F(n'inge'(cational nee's Provi'ingthe opport(nit& toL Provi'inga collaborative L Provi'ingm entoring an' fastL -or3ing%ith emplo&ees toL Provi'ingtraining JG 2JG IJG KJG FJG 8eriesE

In the next three years ho. effective .ill the follo.in+ elements of compensation )e in terms of attractin+ and retainin+ top performers,
!(most effective) $ $%% (#) % (6) &% (%) !6% ( ) $'% (#) !6% ( ) #% (!) $%% (#) &% (%) &% (%) #% (6) $%% (#) " 0% (0) 0% (0) 0% (0) #% (!) !%% ( ) 0% (0) #(least effective) 0% (0) #% (!) #% (!) !6% ( ) #% (!) 0% (0)

Base pay "ealth care 2enefits Retirement e!ucation 2enefits ,hare options e9uity participation Chil! care costs arrangement +o2 security

66% (!$) % (6) $$% (") $%% (#) !!% ($) ##% (!0)

;hi!h broadl- defined @ob des!ri#tion are the most !riti!al in terms of attra!ting and retaining em#lo-ees<

E2 EJ F K I 2 J E =ver& critical> 2 N I : =not critical> sales mar3eting B(siness 'evelopm ent

6 P,O?66
How long ha&e -o been working for the !om#an-<

Lessthan a &ear E;2 &ears 2;: &ears :;EJ &ears 1ore than EJ &ears

Ha&e -o

been made aware of the #oli!ies and #ro!ed res< Ao -o and nderstand them<
Not at all a$are of this #$are of this 2ut nee! more information %% ($) %% ($) !#% (") $6% (%) !#% (") $ % (6) ""% (!!) "0% (!0) $"% (6)

know

Kno$ an! un!erstan! this &&% ($ ) &&% ($ ) &"% ($$) 6'% (!&) %6% ($0) #%% (!#) "0% (!0) #6% (!") %$% (!&)

The organisation mission statement: The structure of the company: The aims of the company: Our health an! safety proce!ures: Our e9ual opportunities policy: Professional association mem2ership: Policy on han!ling any legal pro2lems: Policy on han!ling customer pro2lems: ,taff !isciplinary proce!ures:

% (!) % (!) 0% (0) % (!) %% ($) !'% (#) !6% (") "% (!) "% (!)

Policy on holi!ay entitlement: Policy on a2sense: Policy on maternity paternity leave:

"% (!) &% ($) !$% ( )

$&% (%) "% (!) !6% (")

6&% (!%) &&% ($$) %$% (!&)

Ao -o

know how -o

!an hel# the organisation to a!hie&e its aims<

#es, I feel )(ite clear abo(t this I thin3 so, b(t %o(l' li3e to 'isc(ss it f(rther No, I am not at all clear abo(t this

;hat do -o abo t<

know abo t -o r @ob> and what wo ld -o

I 5no$ enough a2out this

like to know more

I nee! to 5no$ a lot more a2out this !!% ( )

I 5no$ a little; 2ut nee! to 5no$ more % (!)

-our position in the organisation

&"% ($$)

Management < to $hom you are responsi2le The people you are !irectly responsi2le for The people you are in!irectly responsi2le for -our hours of $or5 -our pay Other 2enefits you are entitle! to The telephone system The organisation computer systems The staff canteen The managing !irector or C&O The shop floor sales staff The organisation !irectors The team you $or5 $ithin The machinery you $ill operate

&%% ($!) & % ($0) 6"% (!6) &&% ($$) &"% ($!) %6% (!') %6% (!') %6% (!') %6% (!') 66% (!6) #0% (!$) #0% (!$) &&% ($$) & % ($0)

0% (0) !$% ( ) $0% (#) "% (!) !$% ( ) &% ($) !$% ( ) &% ($) !$% ( ) $'% (%) $0% (#) "!% (!0) 0% (0) &% ($)

!$% ( ) "% (!) !6% (") &% ($) "% (!) !6% (") !$% ( ) !6% (") !$% ( ) "% (!) $'% (%) &% ($) !$% ( ) &% ($)

*lease rate -o r satisfa!tion with the em#lo-ee benefits and #oli!ies.

&8tremely !issatisfie! #ccuracy of 7o2 !escription ,alary revie$ #!e9uate information provi!e! a2out any 7o2 changes promotion %eave of a2sence "ealth care 2enefits 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) Dissatisfie! Neither satisfie! nor 0% (0) &% ($) '% ($) "% (!) "% (!) &% ($) !issatisfie! "% (!) $0% (#) !"% ( ) !6% (") !$% ( ) 0% (0) ,atisfie! %$% (!&) 60% (!#) 66% (!") 60% (!#) #&% (!") 6&% (!%) &8tremely satisfie! $"% (6) !$% ( ) '% ($) $0% (#) $#% (6) $"% (6)

Retirement 2enefits

0% (0)

$0% (#)

&% ($)

#$% (! )

$0% (#)

,n the ne=t three -ears how effe!ti&e will the following elements of !om#ensation be in terms of attra!ting and retaining to# #erformers<
=4most effective6 Base pay "ealth care 2enefits Retirement e!ucation 2enefits ,hare options e9uity participation Chil! care costs arrangement +o2 security 60% (!#) $"% (6) $#% (6) 6% (') $0% (#) ""% (!!) > $"% (6) ""% (!!) $#% (6) $% (&) $&% (%) 6% (') ? !$% ( ) $"% (6) $#% (6) !6% (") $% (&) &% ($) @ "% (!) &% ($) $#% (6) !$% ( ) !6% (") "% (!) A4least effective6 0% (0) 0% (0) 0% (0) "% (!) "% (!) &% ($)

E=!l ding finan!ial !om#ensation whi!h of the following do -o belie&e are -o r organi1ation?s most effe!ti&e means of rewarding moti&ating and retaining talent<

Provi'inginterna tional L 1ainta ining the rep(tation of L / nco(rag ingris3 ta 3ing an' L F(n'inge'(ca tiona l nee's Provi'ingthe opport(nit& to L Provi'inga colla borative L Provi'ingm entoring a n' fast L -or3ing%ith em plo&ees to L Provi'ingtra ining J.JG 2J.JG IJ.JG KJ.JG FJ.JG 8 eriesE

;o ld -o benefit from f rther tra ining in a n- of theitems s #e! ified in -o r @ob des ! ri#tion< No FG

#es H2G

*lease rate -o r satisfa!tion with the salar- and benefits #a!kage -o re!ei&e.
&8tremely !issatisfie! Me!ical insurance pac5age Company savings plan Retirement plan "oli!ay &ntitlement +o2 mar5et competitiveness of my salary ,hare option plan 0% (0) &% ($) "% (!) "% (!) &% ($) "% (!) Dissatisfie! "% (!) !$% ( ) &% ($) !$% ( ) !$% ( ) $!% (#) Neither satisfie! nor !issatisfie! !6% (") % (&) #0% (!$) $#% (6) $0% (#) '% (') ,atisfie! #6% (!") %% (') % (&) "!% (!0) "&% (!$) $6% (6) &8tremely satisfie! $"% (6) &% ($) "% (!) !6% (") !$% ( ) &% ($)

(&era ll> how s atis fied a re -o with -o r ! om#a n-Bs #ers onnel #oli! ies< /+trem el&<issatisfie' NKG 7er&<issatisfie' Neither 8atisfie' nor <issatisfie' 7er&8atisfie' /+trem el&8atisfie'

KIG

(&erall> how s a tis fied a re -o with this! om#a n- as a#la! e to work ! om#ared to other #la ! es -o ha&e work ed< /+trem el& 'issatisfie' N2G FG IG IG <issatisfie' Neither satisfie' nor 'issatisfie' 8atisfie' :2G /+trem el& satisfie'

FINDIN7!
&R

'N'76R!

1ost of the covere' companies have talent specific initiative in place =FEG> an' the& give them top priorit& in their organization =FKG>.$he& also have e+cl(sive staff member for managing talent initiatives =KFG> In most of the companies the talent is i'entifie' b& competencies =I2G> an' the "R professional vie% to increase career gro%th opport(nit&. "R staffs as %ell as the 'epartment hea's are responsible for recr(iting in'ivi'(als =KIG> Retaining the c(rrent talent is top priorit& for the organization=NFG> 8ales an' b(siness 'evelopment are the t%o areas %here retaining talent is most 'iffic(lt 2lass room %or3shop, mentoring an' coaching are (s(all& (se' b& the organization to carr& o(t talent 'evelopment activities. 1ore than KJG of the respon'ent vie% organizational c(lt(re as a main 'riving force for the ne% talent an' for the e+isting talent. /ven re%ar'ing pla&s a important role =IFG> Base pa& =:9G> an' Dob sec(rit& =:2G> are the t%o main areas for retaining talent in coming &ears. Other than this, training pla&s an important role in motivating the emplo&ee. Organizations are (sing certification for improving the training programs. In more than HJG of the organizations b('get for recr(iting 'eveloping an' retaining emplo&ees is going to increase &ears over the ne+t three

6 P,O?66! 1ost the emplo&ees have a clear 3no%le'ge abo(t the compan&*s vision, mission an' objectives. !n' the& 3no% ho% to achieve these objectives =9KG> $he& are clear abo(t their role an' responsibilit& =F:G> an' the& 3no% abo(t other staff members also. 1ost of the respon'ent are satisfie' b& job 'escription, salar& revie%, health care benefits etc. Base pa& =KJG> an' Dob sec(rit& =IIG> are in top priorit& for the emplo&ees in coming &ears. !part from financial benefits, emplo&ee emphasis more on career gro%th, %or3 c(lt(re an' international opport(nities. HEG of the emplo&ees %ant more training in their specifie' job.
$he emplo&ees have a mi+ response on benefits li3e 1e'ical ins(rance

pac3age, 2ompan& savings plan, Retirement plan, "oli'a& /ntitlement, Dob mar3et etc.
KIG of the emplo&ees are satisfie' %ith the companyBs personnel policies $here
as ?CD are neither satisfie! nor !issatisfie!

Overall ?> D employee are e8tremely satisfie! $here as A>D are 7ust satisfie! $ith their
organi1ationE

R6CO

6ND'TION!

Organizations m(st have meaningf(l 'escriptions of the capabilities =s3ills, behaviors, abilities an' 3no%le'ge> re)(ire' thro(gho(t the organization. Organizations m(st be able to relate those s3ills an' capabilities to a role or a center of 'eman', s(ch as a job position, project or lea'ership role. $alent management processes m(st create a comprehensive profile of their talent. $he& m(st be able to trac3 meaningf(l talent relate' information abo(t all of their people ; emplo&ees, contractors, or can'i'ates. $he %or3ing c(lt(re of the organization sho(l' be improve' an' maintaine' to retain talent in long r(n. 1ore certifie' training sho(l' be given to the emplo&ee to boost their effectiveness an' efficienc&. It sho(l' be (se' as a tool of motivation. $he organization sho(l' i'entif& the cr(cial talent initiative to attract an' retain the emplo&ee. $he& sho(l' 3no% %hich talent management elements can have the greatest impact on the b(siness an' therefore provi'e a better basis for prioritization an' implementation. $o create P P P a sophisticate' talent management environment, organizations m(stO <efine a clear vision for talent management <evelop a roa'map for technolog& an' process integration Integrate an' optimize processes

P !ppl& rob(st technolog& to enable processes

P Prepare the %or3force for changes associate' %ith the ne% environment

CONC,U!ION
!s organizations contin(e to p(rs(e high performance an' improve' res(lts thro(gh $1 practices, the& are ta3ing a holistic approach to talent management@from attracting an' selecting %isel&, to retaining an' 'eveloping lea'ers, to placing emplo&ees in positions of greatest impact. $he man'ate is clearO for organizations to s(ccee' in to'a&*s rapi'l& changing an' increasingl& competitive mar3etplace, intense foc(s m(st be applie' to aligning h(man capital %ith corporate strateg& an' objectives. It starts %ith recr(iting an' retaining talente' people an' contin(es b& s(staining the 3no%le'ge an' competencies across the entire %or3force. -ith rapi'l& changing s3ill sets an' job re)(irements, this becomes an increasingl& 'iffic(lt challenge for organizations. 1eeting this organizational s(ppl& an' 'eman' re)(ires the right .$alent <N!0 an' s(pporting technolog& sol(tions. B& implementing an effective talent management strateg&, incl('ing integrate' 'ata, processes, an' anal&tics, organizations can help ens(re that the right people are in the right place at the right time, as %ell as organizational rea'iness for the f(t(re.

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'NN63UR6

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BIB,IO7R'P&?
E. 8i+ -a&s to 1ine $een $alent,Q !n'rea 2. Poe, 8ociet& for "(man Reso(rce 1anagement, 1arch 2JJE 2. -inning the Best an' BrightestO Increasing the !ttraction of P(blic 8ervice,Q 2arol 2het3ovich, $he Price%aterho(se2oopers /n'o%ment for $he B(siness of overnment, D(l& 2JJE. N. !ttracting an' 4eeping $he Best an' the BrightestO 8(rve& Res(lts From 2o(ncil for /+cellence in overnment Principals on "o% to et, <evelop an' Retain /+cellent People in overnment 8ervice,Q 2o(ncil for /+cellence in overnment, 2JJ2 I. 8pherionR /merging -or3forceR 8t('&,Q 8pherion Pacific /nterprises LL2,2JJ2;2JJN :. Fle+ible -or3 !rrangementsO $he <eman' -ill Onl& 8trengthen,Q <onna D. Bear, "(man Reso(rce Instit(te, 8eptember 2JJI K. Q!ttracting an' Retaining the 1at(re -or3force,Q Barbara 1cIntosh, Ph.<., 8ociet& 2JJI 9. <evelopment, !n' -or3 1otivation,Q R(th 4anfer, Phillip L. !c3erman, !ca'em& Of 1anagement Revie%, 2JJI. F. 8ta&ing !hea' of the 2(rve 2JJIO /mplo&er Best Practices for 1at(re -or3ers,Q 8t('& 2on'(cte' for !!RP b& 1ercer "(man Reso(rce 2ons(lting, 8eptember 2JJI H. $alent 1anagementO Overvie%O $alent 1anagement 8eries Part I,Q Nanc& R. Loc3%oo', 8P"R, P"R, 8ociet& for "(man Reso(rce 1anagement, D(l& 2JJ:. EJ.$alent 1anagementO /mplo&ee /ngagementO $alent 1anagement 8eries Part III,Q Nanc& R. Loc3%oo', 8P"R, P"R, 8ociet& for "(man Reso(rce 1anagement, D(l& 2JJ:. EE.$alent 1anagementO Lea'ership <evelopmentO $alent 1anagement 8eries Part II,Q Nanc& R. Loc3%oo', 8P"R, P"R, 8ociet& for "(man Reso(rce 1anagement, D(l& 2JJ: E2.Q8trategies for Recr(iting -or3ers Over !ge :J,Q 8ociet& for "(man Reso(rce 1anagement, 2ath& F&oc3, <ecember 2JJ:. EN.$a3ing !ction against the S(iet 2risis in Recr(itment an' Retention,Q !F$ P(blic /mplo&ees, !FL;2IO. 2JJ:

For more Notes, Presentations, Project Reports visit EI.hrmba.blogspot.com

E:.mbafin.blogspot.com EK.a2zmba.blogspot.com