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jai gajanan
 A Project report on
“Creating a Competitive Advantage through
Talent
Management”
In

Beekaylon Synthetics Pvt. Ltd.

A Project Report submitted in partial fulfillment of

the requirements for the degree of
Business of Business Administration

By

Krunal Desai
T.Y.BBA,SEM-VI

SSR
College of Acs,
Sayli road, Silvassa,
Silvassa-396230.

Project Guide: Ms. Aadity Sharma

To
Pune University-Pune-411007
Year-2011-12
 ACKNOWLEDGEMENT

Words put on paper are mere ink marks, but when they have a
purpose there exist a thought behind them. I too have a purpose to
express my gratitude towards those individuals without whose
guidance the project would not have been possible.

I would like to express my thanks to Mr. Mahesh Lakhwani

(DIRECTOR), Beekaylon Synthetics Pvt. Ltd. Who has kindly
permitted me to undertake the project in the organization.

It was a pleasure to be associated with Beekaylon Synthetics

Pvt. Ltd The experience that I have garnered has had a profound
impact on my career choices and has helped me realize what is
requisite for success in the corporate world. I carry high regards for
the complete team of Beekaylon Synthetics Pvt. Ltd

I also take this opportunity to express a great sense of

gratitude towards our Director, Dr. Vijay Raibagkar and internal
project guide Mrs. Aadity Sharma for providing me vital inputs to co-
relate the present project work and hence provide a sound base to the
report structure. A special word of thanks also goes to all the teaching
and non teaching staff of my institute and my Friends.

Date: Krunal Desai

 DECLARATION

I hereby declare that this Project Report titled creating a Competitive

Advantage through Talent Management submitted by me is based on
actual work carried out by me under the guidance and supervision of
Ms. Aadity Sharma. Any reference to work done by any other
person or institution or any material obtained from other sources
have been duly cited and referenced. It is further to state that this
work is not submitted any where else for any examination.

SSR college of Signature of Student

Acs.
Sayli Road,Silvassa.
Silvassa-396230. Krunal Desai

Date:
 Index

S r. no Chapter name
1 Introduction
1.1 introduction of study
1.2 objectives of the study
1.3 scope of the study
1.4limiations of the the study
1.5research methodology
1.6 data collection

2 Profile of the organization

2.1 background and history of the organization
2.2products offered by the organization
2.3 interdepartmental relationships

3 Conceptual background
3.1creating a competitive advantage through talent
management
3.2 Company retention policy

4 Data analysis & interpretation

5 Findings
5.1 findings & conclusions

6 Recommendations

7 Annexure

8 bibliography
Chapter 1: Introduction
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; 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.
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.
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 Project 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.

.
1.3 Scope of Study:-
In the recent days, the HR Department of any organization is
vested with the responsibility of managing the Talent in addition to its
conventional function of providing good human capital to an organization. In
order to perform this function, they use the following methods viz.

 Identifying the talent which is required

 Right selection of the talent

 Implementing competitive compensation plan

 Training and Continual Development of competencies

 Aligning the acquired talent

 Retaining the talent

The scope of Talent Management is quite wide and adopts an

integrative approach to the functions mentioned above. The
purpose is to have a synergistic effect between the various
activities so as to ensure a maxi-maxi effect.
1.4 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 disclosing confidential information

Time factor was the major limitation of this survey. Because

during survey any activity of organization which is directly or
indirectly related to the production process should not disturb due to
survey
1.5 Research Methodology:-

Methodology means a particular set of methods used for

collecting the information pertaining to the objectives of the project.
Research methodology is a way to systematically solve research
problem. It may be understood as a science of studying how research
problem. The study of research methodology gives us the necessary
training in gathering materials, arranging them, participating in field
when required and training in technique for the collection of data
appropriate for a particular problem. The research methodology is the
most practical way of obtaining and analyzing data and it plays an
important role in project work

RESEARCH TYPE:
This project is based on a descriptive type of research, which
includes structured interviews, and fact finding inquiries of different
kinds. The major purpose of descriptive research is description of the
state of affairs, as it exists at present.

RESEARCH DESIGN- DESCRIPTIVE RESEARCH

DESIGN:
A research design is a specification of methods and procedure
for acquiring the information. A research design is a master plan or
model for the conduct of formal investigation. Research design is
purely and simply the frame work or place for a study that guides
data. It is a blue print that is followed in completing a study.
1.6 Data collection:-

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 of Company, The
prime focus of this questionnaire was to compare with
the responses obtained from HR professionals. The talent
management initiative is taken by the hr professionals but the
implication of this initiative is on the employees. By this
questionnaire, the researcher tried to find out the effectiveness
of such talent management initiative as well as the satisfaction
level of the employees.

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
Chapter 2: Profile of the
Organization.
2.1 Background and History of the Organization

Company Profile:

Beekaylon Synthetics Pvt. Ltd. is a well reputed company

engaged in the manufacturing, importing and supplying of Polyester
Yarns like Dyed Polyester Yarn, Textured Polyester Yarn and Dope
Dyed Black Polyester Yarn. The company has been successfully
catering to the needs of the clients since past 3 decades. Moreover, its
ethical business practice and transparent dealings have helped the
company marks its name in the international market.

The company has a vast experience in this field and that has helped it
in having better understanding of the client’s requirements. Thus, the
company makes sure that the products are in match with the client’s
requirements and needs. With such dedicated efforts, the company has
secured cordial relations with all its valuable clients.

History:

Incepted in 1981, Beekaylon Synthetics Pvt. Ltd. is amongst the

well reputed Manufacturers, Importers and Suppliers of Dyed
Polyester Yarn, Textured Polyester Yarn and Dope Dyed Black
Polyester Yarn. The company has been working successfully under
the leadership of its C.E.O, Mr. Rahul Khemani. With his valuable
guidance, the company has grown manifolds. It is situated in Mumbai,
Maharashtra.
Vision and Mission

Vision:

following ethical and fair business practices

Maintaining respect of all human beings.

Mission:

Achieve growth at higher rate

Aim at zero defect products
Expand distribution network in neighboring
Countries

Impart training, motivation and respect to all employees

Infrastructure:
We have a highly sophisticated manufacturing unit. Our infrastructure
is well to equipped with technologically advanced machinery and
equipment, owing which we are able to do smooth and flawless
production of the Polyester Yarn.
Team:
A competent team is an indispensable part of any organization. We
are backed by such a team that consists of well qualified, experienced
and dedicated professionals who are experts in their respective fields.
 The team works in full coordination to assure timely delivery of the
products.
2.2 Products offered by Organization:

Dyed Polyester Yarn

We are engaged in the manufacturing, importing and

supplying of Dyed Polyester Yarn. The Dyed Polyester Yarn is of
optimum quality and therefore helps in the fabrication of high quality
fabric. Available in different colors, the Dyed Polyester Yarn can be
availed at competitive prices from us

Specifications

110 BRT catonic 150 ROTO

30 NIM dyed 150 warp
30 txt/1000 TPM 155 txt/350 TPM
80 warp 155 txt/500 TPM
80 NIM 155 brt/350 TPM
80 ROTO 320 NIM
80 ROTO/twist 320 ROTO
 150 NIM 320 txt/125 TPM

Textured Polyester yarn

We bring forth optimum Textured Polyester Yarn for our clients.

The Textured Polyester Yarn is very soft and manufactured while
maintaining high quality standards. Our Textured Polyester Yarn has
been highly appreciated by the clients and there has been a consistent
demand for them in the market.

Specifications

75 NIM 155 ROTO

75 ROTO 155/108 Lim
80/72 cotluk 155/2/108 Lim
80/2/72 cotluk roto 155/2/48 Lim S&Z
80/2/72 cotluk lim 320 NIM
 80/108 micro ROTO 310 Micro Lim
145 NIM

Dope dyed black Polyester Yarn

Catering to the needs of the clients, we bring forth Dope Dyed Black
Polyester Yarn. Our Dope Dyed Black Polyester Yarn has a soft
texture and it will lead to the fabrication of optimum quality fabric.
We provide the Dope Dyed Black Polyester Yarn at market leading
prices for our clients.

Specifications

30 NIM 155 Roto

30 txt/1000 TPM 155 txt/300 TPM
80 NIM 155 txt/350 TPM
80 Roto 155 txt/500 TPM
155 NIM 320 txt/200 TPM
2.3 Interdepartmental Relationship:-

There are many departments in Beekaylon synthetics pvt. Ltd. and all
these are departments work in coordination with each other, working
together to achieve the end objective of the organization. In
Beekaylon synthetics Pvt. Ltd., Purchase department’s function is to
arrange the supply of materials by the organization froe right source,
at right price, in right quantity, with desired quality and at right time.
Then the purchased materials stored at store department in systematic
way using codification and classification techniques. Then the
materials requisitions are arranged in store department which in turns
send to production department on regular basis.
The Quality control department measures and controls the quality of
the product. Account and costing department arranges for funds and
make the payment to the suppliers of the materials, wages, salaries
and other expenses. The costing department arrives at the unit cost of
the production and takes step in reducing the cost in all areas of the
production. Human Resource department also plays an important
role in maintaining the good employee relation. There are many sub-
department which plays important role in achieving organization’s
objectives
Chapter 3: Conceptual
Background
3.1 Creating a Competitive Advantage Through Talent
Management:-
The employee base can provide a substantial and renewable
resource for corporate success and a competitive advantage when
well-managed. Leaders spend a great deal of time considering how to
improve organizational output by leveraging the assets they manage.
An underappreciated variable lies in a company’s human assets,
which have been empirically linked with improved financial,
customer and operational outcomes. The clear message is the
employee base can provide a substantial and renewable resource for
corporate success and a competitive advantage when well-managed.
Leadership and organization development processes often focus on
one aspect of highly performing companies, such as quality
leadership, talent management or an engaged workforce. However,
excellence in any one or two of these components is not sufficient to
ensure long-term success. Added value is gained by integrating all
three components together in a synergistic effort. The integration of
efforts has received attention from leading management thinkers. For

example, David Ulrich, Jack Zenger and Norman Smallwood� assert

that successful leaders focus simultaneously on strategic direction,

leadership, garnering employee commitment, creating organizational
capability and balancing the outcomes of each competency. Similarly,
maximizing work force impact on organizational outcomes over time
lies in understanding and proactively managing three elements of an
 organization’s talent: leadership, staff capabilities and employee
engagement. Quality stewardship of these creates a powerful and
measurable drive for organizational performance.
Workforce Capability: The Foundation of Success
Workforce capability refers to an organization’s ability to accomplish
objectives through its employees. Comprised of the aggregated talent
base, the capacity necessary to carry out the mission and achieve the
vision, and the appropriate deployment of staff, this capability is
defined as:
 Employee knowledge, skills and abilities as evidenced by education,
years of relevant experience, certifications, specialized skills,
functions performed and tenure in current position. It also can include
measures of “ability to contribute,” such as performance evaluations
and competency model assessments.
 The number and levels of people with various skill sets in the
workforce and their projected turnover, recruitment and retention.
“Restocking” consideration also is given here, including recruitment
goals, development needs and plans, and retirement projections that
typically fall into talent management planning.
 Immediate and projected availability of given talent pools at stated
capacity levels in a time frame required to achieve business goals and
strategies.
This is the “right number, right skills, right time” conversation that
line managers concern themselves with when new or evolving staffing
needs emerge Effective measurement requires a focus on
understanding, predicting and tracking organizational readiness to
accomplish critical strategic objectives. It starts with understanding
organizational strategy related to product mix and timing decisions,
and then assessing the attendant talent demographics and needs.
Measurement includes an assessment of critical skill turnover and net
hiring, education and experience blend by job family, product line or
facility. Further, an assessment of the relationship between critical
employee performance and unit outcomes — employee success ratio
— helps identify who to place on given efforts or product lines.

Engagement: Making Employees Owners

The element in the model refers to the extent to which employees are
fully occupied and focused on their work and the company’s mission.
There is compelling evidence — including a 2006 global employee
engagement study by ISR — that employee engagement is linked to
organizational outcomes, including productivity, profitability,
retention, customer satisfaction, operating margin, net profit margin,
operating income, net income and earnings per share. Organizations
with employees who understand and believe in the company’s
mission, customer proposition, values and standards enjoy greater
success on a range of business outcomes. Various models and
formulations exist, with survey questions asking whether an employee
would refer a friend to the company, if one is considering leaving the
company, etc. Models also have been developed to measure
employees’ engagement in the company’s business and outcomes.
Three aspects of employee engagement emerge from these models:
 Personal connection, enthusiasm and pride with the mission and
values of the organization.
 The opportunity to use one’s skills, learn and develop professionally.
 Commitment to excellence in work effort and product.

In the form of an employee survey, data is collected and analyzed to

identify both strengths and opportunities for improvement. Whether
one chooses to use an existing in-house survey or one specially
tailored for this purpose, a key element of engagement measurement
is recurring administration, both as a pre- and post-test of an
intervention and as an ongoing scorecard for management tracking
and attention.

It is best to survey a random sampling of employees across the

enterprise on a regular basis so that every employee is polled once per
year. These will keep the dashboard data fresh in leaders’ and
managers’ minds

Performance
The objective of the model is improved organizational
performance. It is important to note that meta-measures such
as stock price, profitability and other primarily financial
measures are indictors of overall outcomes, and the
influences driving them encompass much more than just the
workforce. To establish workforce impact, one must measure
the extent to which organizational performance is specifically driven
by employees.

For this reason, using performance measures directly linked to each of

the three model components is crucial to demonstrate the impacts of
any interventions on them. This is most easily achieved at the
business-unit level, where the cause and effect and/or correlation
relationships with specified efforts happen. The direct influence of the
workforce on performance outcomes is more clearly articulated in
strategy-targeted metrics, rather than global performance metrics that
are impacted by other factors such as stock-market trends.

Measurement: Linking the Pieces

linking leadership performance to workforce capability and employee
ownership via clearly communicated measurement connects the
workforce factors that affect the bottom line. This improves
performance by not only ensuring the proper mix of necessary
workforce requirements, but by improving accountability. Efficiency
is gained by directing the focus of efforts to aspects of the model that
contribute to enhanced organizational success. Results, reported via an
integrated dashboard, provide a basis to focus on activities that
indicate a need to either change course or rebalance priorities.
The Power of Three
Each of the three aforementioned components of the model is
linked to quality of organizational outcomes. The competitive
advantage is gained by integrating the management of all
three together. Putting this into practice requires not only the
multidimensional focus on leaders, capabilities and
engagement, but also an attention to the specific impact of the
combination of the three, measured and evaluated through clearly
reported analysis to identify organizational strengths,
weaknesses and resulting action plans. While companies seek
improvement and market leadership through a variety of
avenues, only a handful have achieved greatness by
leveraging human assets. However, by integrating, measuring
and focusing efforts on leadership, workforce capability and
employee engagement simultaneously, the employee base
can be turned into a competitive advantage. Disciplined
approaches to understanding and managing these, with a
course of action designed to improve the company position,
will lead to a workforce that is prepared, deployed and
motivated to make an impact on organizational strategies.
 3.2 Company Retention policy:-
Some of the measures undertaken by Beekaylon Synthetics Pvt.
Ltd. to hire and retain talent in the organization, to be efficient and
competitive in this highly competitive world are

Hire the Right People:

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 of organizations? 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 or work below their productive level. Promises made
during the hiring stage must be kept to build loyalty among the
employees, so that they are 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 salary
commensurate 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:

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 develop camaraderie 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:

Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Encouragement & Recognition
+
Training & Development
+
:
Coaching
+
Action Plan & Goals
+
Resources
Performance
Management
System

Performance

Thus Company 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.
 Chapter 4: Analysis
&Interpretation of Data
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
definitely help to the company for the future strategies. Following are
the analysis and Interpretation of the results.

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 conducted survey. There

were total 100 employees in Department.
Analysis
1. Does your organization have any specific talent management
initiatives in place?

ANSWERS yes NO CAN’T

SAY

NO. OF 48 13 5
EMPLOYEES

Series 1
60

50

40

30
Series 1
20

10

0
YES NO CAN'T SAY
2. Are talent management initiatives a top priority in your
organization?

answers yes No Can’t say

No. of 20 13 0
employees

Series 1
25

20

15

10 Series 1

0
yes no can't say
3. what are the areas where talent management needs to be
improved?

Areas vision Employes Growth &

work development

Ranking 45% 30% 80%

%

Sales

vision
employees work
research & development
4. How does your organization identify talent?
methods Retainin Leveragin Acquirin
g the g existing g new
current talent talent
potential
Rankin 40% 30% 20%
g%

Series 1
45%

40%

35%

30%

25%

20% Series 1

15%

10%

5%

0%
retaining current potential leveraging existing talent acquiring new talent
 5. What kinds of activities are carried out to improve the talent of
the employees?

Activities coaching short term workshops Personality

assignments development

Ranking % 30% 10% 15% 8%

sales

coaching
short term assignments
workshop
personality development
6.How does your organization identify talent?

activities By By By
potential results competencies

Ranking 60% 40% 50%

%

Series 1
70

60

50

40

Series 1
30

20

10

0
by potential by results by competencies
7. Does your organization have a staff member whose position is
exclusively responsible for overseeing talent management
initiatives?

ANSWER YES NO

NO OF 43 37
EMPLOYEES

Series 1
44

42

40
Series 1
38

36

34
YES NO
8. Do you know how you can help the organization to achieve its
aims through your talent?

Answer yes no I think so

No of 60 40 20
employees

Series 1
70

60

50

40

Series 1
30

20

10

0
YES NO I THINK SO
Chapter 5: Findings
5.1 Findings

Company has talent specific initiative in place (48%)

Company gives them top priority in their organization (20%)

45% Respondent said that for improving talent management

Initiatives organization vision align with the employee’s career
Goal

80% Respondent said that organization made such policies that

Encourage growth and development opportunities for improving
Talent management initiatives

Retaining the current potential (40%) as comparing to leveraging

Existing talent (30%) is top priority for the organization

Class room workshop, short term assignments and coaching are

Usually used by the organization to carry out talent development
Activities

Companies give the more Weight age to identify the talent by

Potential (60%) as compare to result (40%)

Organization has a staff member responsible for overseeing

Talent management initiatives (43%)
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 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 learning and 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.
 Chapter 6:
Recommendation
Recommendations
Organization must have meaningful description of the
capabilities required throughout the organization

Organizations must be able to relate those skills and

capabilities to a role or a center of demand, such as a job position,
project or leadership role.

The working culture of the organization should be improved and

maintained to retain talent in long run.

More certified training should be given to the employee

to boost their effectiveness and efficiency. It should be used as a
tool of motivation.

The organization should identify the crucial talent initiative

to attract and retain the employee. They should know which talent
management elements can have the greatest impact on the business
and therefore provide a better basis for prioritization and
implementation.

To create a sophisticated talent management environment,

organizations must:
• De f i n e a c l e a r v i s i o n f o r t a l e n t ma n a g e me n t
• Develop a roadmap for technology and process integration
• Integrate and optimize processes
• Ap p l y r o b u s t t e c h n o l o g y t o e n a b l e p r o c e s s e s
Chapter 7: Annexure
Questionnaire
Q1. Does your organization have any specific Talent Management initiatives
in place?
A.YES ( ) B.NO ( ) C.CANT SAY ( )
Q2. Are Talent Management initiatives a top priority in your organization?
A.YES ( ) B.NO ( ) C.CANT SAY ( )
Q3.what Are the areas where talent management needs to be improved?
A. Vision ( ) B. Employees work ( ) c. growth & development ( )
Q4. How does your organization identify talent?
A. Retaining the current potential ( ) B. Leveraging existing talent.( )
C. Acquiring new talent( )
Q5. What kinds of activities are carried out to improve the talent of the
employees?
A. Coaching ( ) B. Short term assignments.( )
C. Workshops ( ) D. Others ( )
Q6. How does your organization identify talent?
A. by Potential ( ) B. By Results.( ) C. By competencies ( )
Q7. Does your organization have a staff member whose position is
exclusively responsible for overseeing talent management initiatives?
A. Yes. ( ) B.NO.( )
Q8.Do you know how you can help the organization to achieve its aims
through your talent?
A.YES ( ) B.NO ( ) C.I THINK SO ( )
Chapter 8: Bibliography
I am overwhelmed in presenting my project report in Beekaylon synthetics
Pvt. Ltd., Silvassa works for this I wish to express my deep sense of
gratitude for following web sources and authors to take there references for
these project.

Web Sources:

1) Citehr.com
2) Weckipedia.com
3) Google.com
4) Managementparadise.com
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