MU0017

Q1. Explain the key elements of Talent Management System.

Answer- Key Elements of Talent Management System
 Recruitment and Selection: Recruitment is the process of finding and hiring the best-
qualified candidate for a job opening, in a timely and cost effective manner. Recruitment and
retention have become a big challenge for organisations due to the continuing global talent
shortage, the changing worldview of work by new generation employees entering the
workforce, and the ever increasing evidence that poor recruitment decisions have a direct
impact on the bottom line.
 Induction: Induction is the process of formal entry of the selected candidates into the
organisation and preparing them for their new role. Employers should not assume that new
hires can cover for themselves, and will only need brief introductions and a chunk of
corporate information to get them started. A proper induction program helps to reduce
employee discomfort, improve productivity and save money.
 Training: Training is a way to develop new and existing employees’ knowledge, skills and
competencies by bringing the employees to an agreed standard of proficiency through various
methods such as teaching, instructions, facilitating practices and exercises. An effective,
useful and timely training experience not only offers progressing development chances that
support the individual in the role, but also helps the organisation in achieving its broader
objectives. Such training, where possible and practical, should be “in-time” rather than “in-
case”. The training provided should meet the training requirements or demands of individuals
and groups precisely at the time when new skills are needed.
 Capability development: Customised improvement opportunities for key talent are seen as
an essential component for motivation and retention of employees. In the present scenario,
developing the current employees is more cost effective and efficient means of managing
talent rather than recruiting new people and using vital resources on their training. Career
development has a major impact also on job satisfaction.
Performance: A performance management system increases the productivity and confidence in an
organisation, if planned and implemented effectively. The increasing number of new generation
employees in the workforce adds thrust to the importance of a transparent, objective performance
management process as they perform best in a culture that encourages feedback.
 Retention and succession: Retention is the measure taken to encourage the employees to
remain in the organisation for longer period of time. Employee retention is an important issue
for top leaders in organisations all over the world. In today’s world, employers compete to
attract and retain the talent in order to fulfil their organisational objectives. Talent retention is
necessary to good quality, customer satisfaction and operational efficiency.
 Other key elements of talent management
o Accountability: Talent management assigns accountability to the chief talent
executive for managing the talent pool, who is responsible for results or the outcome
and not just effort.
o Rewards and metrics: Talent management builds support and relationship between
earlier independent efforts through its common objectives, metrics and rewards. Thus,
no independent effort can be considered successful unless the overall talent
management effort is also successful.
o Balanced metrics: Talent management attracts managers’ attention by instituting a
system of methods and rewards that ensures every executive is acknowledged and
rewarded for excellence in their area. It simultaneously evaluates employee
 commitment to ensure that managers reach their productivity goals while using the
appropriate organisation behaviours.
o Recognition of the business cycle: The talent management strategy involves
identifying the different types of talent required with respect to changing business
situations. Consequently, talent management requires the constant internal movement
of talent in and out of jobs and business units based on current business needs and also
based on the position of the company in its business cycle.
o Truly global: Talent management encourages attracting, retaining, and developing
the best talent no matter where it is available.
o Focus on service: Ensuring flawless service is the expectation of talent management
system. Customer satisfaction, process speed, quality, and commitment are
continually measured.
o Anticipation: While conventional recruiting and retention tend to be reactive, talent
management is forward looking. It predicts and alerts managers about upcoming
problems and opportunities. It indicates managers to act before the need arises with
respect to talent management issues.

Q3. Define Talent Management. Discuss the Talent management Approaches.

Answer- Talent management
Talent management is defined as a conscious and systematic approach taken up to attract, identify,
develop and retain productive and engaged employees with aptitude and abilities to meet current and
future organisational needs by fulfilling the business/operation critical roles. The goal of talent
management is to create a high-performance, sustainable organization that meets its strategic and
operational goals and objectives. Talent Management is useful to both the organisation and the
employees.
In a competitive marketplace, talent management is a primary driver for organizational success.
Broadly defined, talent management is the implementation of integrated strategies or systems
designed to increase workplace productivity by developing improved processes for attracting,
developing, retaining and utilizing people with the required skills and aptitude to meet current and
future business needs.
Talent management Approaches
 Talent selection: Having the right person in the right job is the key to the success of any
business, while having the wrong person in a key position adversely affects an organisation.
Every key job or position has a number of complex requirements that might be difficult to
identify.
Talent selection is an enduring procedure that requires proper planning in order to achieve the
expected results.
The Talent selection consists of five selection processes. They are:
 Job benchmark: This process determines key responsibilities of the job which is being
benchmarked, as well as individual competencies, motivation and skills required by the
job.
 Assess candidates: This process is used to assess Candidates with the Personal Talent
Report.
 Compare job and talent: The third process is to compare the requirements of the job and
the talents inherited by the candidate.
 Behavioural interviewing: The fourth selection process is to enhance the assessment data
with effective behavioural interviewing.
 Selection: The last stage of the process is making the selection.
 Talent alignment: A truly talented individual has many choices and over time will choose to
associate themselves with an organisational environment they calibrate with. Talent alignment
explores all the possible talent strategies in the talent model and the organisational framework
that will attract, retain and motivate talent. Different types of talent exist and individuals may be
considered talented in one perspective and not necessarily in another. Talent alignment considers
talent in terms of both competence required and a capacity for attraction and alignment.
Organisational culture constitutes the framework within which talent works and this can be either
beneficial to talented people or be an area of conflict. The talent environment can range from a
foul and fatal environment through to a good, great or even inspiring environment. There are
tools to gain greater insight to these environments. Knowing the current and desired framework,
one is far more able to explore appropriate media.
 Talent development: A talent development process is the basis of a career affiliation with the
employees. The development process gives the organisation opportunity to set objectives that
will ensure that the organisation realises the absolute potential of each employee. The Talent
Development Process analyses employee development at the organisation, group and individual
level. The primary motive of either a career or performance development is to help employees set
up realistic goals, assess their particular strengths, and chart where they can best contribute and
grow. Successful development programs not only help an organisation to assist an individual in
the development process, but also address the activities of self-development undertaken by the
individual. The development strategy is established on the basis that most development occurs on
the job through experiences gained by effectively performing the daily task. Developing
relationships with key individuals throughout the organisation to get the context on their business
is also an important development activity. Finally, formal learning programs approaches are the
used to ensure that individuals in the company have sufficient knowledge and skills to be able to
effectively carry out their jobs while continuously learning and growing as professionals.
Talent retention: An efficient employee retention program is an organised endeavour to create and
promote an environment that encourages employees to remain with the company by having policies
and practices in place that address their various needs. As there is huge expectation from employees,
employers have to extensively change the way they manage the talent. Talented individuals
constantly require new challenges and objectives they can achieve, and a continuous supply of data
and resources they can utilise to solve business problems. And naturally, the employees will in return
demand more lucrative and good compensations, an encouraging work environment and effective
HR policies. Even in the recession, companies are evaluating and upgrading their employee
development programs. A number of surveys have indicated that the reason behind people leaving
their jobs is because of their relationship with the boss, not because of displeasure with their job. A
recession is an ideal time to review leadership approach and training to increase employee agreement
with management

Q3. What are the responsibilities undertaken by an HR to ensure compliance to regulations?

Explain the steps involved in ensuring safe work environments
Answer- The HR duties to ensure compliance to regulations are as follows :-
 Have the right skills and experience to support the compliance process.
 Be updated with all the laws as the laws change constantly, and communicate the same to
all the employees.
 Create manuals on HR policy, regularly update it, and get it reviewed by the lawyer
before implementing it.
 Train managers and review the policy with each manager, as they interact regularly with
the employees. They must also ensure that the managers adhere to the policies and be role
 models for other employees.
 Train employees, bring awareness among the employees on the issues like sexual
harassment, and update employees about the new policies.
 Listen to all the employees when they come with an issue. This helps the HR to know the
cause for the compliance risk, mange those risks, and bring it to the notice of other
employees of the organisation.
 Provide feedback to ensure employees meet the expectation. HR must also provide
employees an opportunity to correct their mistakes.
 Document all the policies, key decisions, and employee evaluation. A copy of the policy
must be given to every employee. The failure to document can leave the HR prone to non-
compliance claims.
The steps involved in ensuring safe work environments:
Every employee in an organisation that is, from supervisor to workers has a right for safe and healthy
workplace. The HR managers must develop safety programs, policies, and a clear workable plan for
having a safe workplace. The safety programs like seasonal vaccinations and training the employee
in handling emergency situations must be carried out. The management must train employees on
safety issues by conducting safety programs. This helps in bringing in accountability and
compliance. The best way to bring about seriousness among employees with regard to safety issues is
to involve them in safety committees, make them part of safety inspection, set goals and so on. Doing
this helps the employee feel free to communicate these safety issues to their colleagues and others in
the organisation.
Ensuring safety at workplace also involves:
 Diversity management: This involves managing diversity issues like gender, nationality,
racism, physical appearance, and so on. The HR is responsible to develop and implement
diversity plan as the employees approach the HR directly if they face any such issues.
 Dealing with drugs in the workplace: Some employees get into the habit of taking drugs or
alcohol due to the constant work pressure as well as some personal issues. It is the
responsibility of the HR to ensure drug-free work place by implementing drug free policy or
conducting drug tests for employees.
 Ergonomics for employee safety: The employees can be trained to use ergonomics in order
to overcome work pressure and work safely.
 Dealing with HIV/AIDS in the workplace: This is to encourage people to support
individuals suffering from HIV/AIDS. It also involves fighting and prevention against
HIV/AIDS.
 Preventing violence in the workplace: The HR is responsible to prevent violence at work
place such as threatening or employees killing their colleagues by implementing policies and
procedures.
 Supporting spirituality in the workplace: Realising that every employee has his/her own
belief, respecting their beliefs, and allowing them to hold on to their beliefs is the
responsibility of the HR. This helps in creating a friendly environment.

Q4. What do you mean by Total Rewards? Discuss the elements of Total Rewards.
Answer- Total Rewards
All of the tools available to the employer that may be used to attract, motivate and retain employees
can be termed as Total Rewards. Total rewards include everything the employees perceive to be of
value resulting from the employment relationship. The general elements of total rewards include salary,
bonuses, stock options or participation in the equity of the organisation. All these elements involve
financial investments. Rewards which do not result in monetary benefit can also be used. Examples of
such rewards are developing skill, putting into practice one’s ideas. These help in reducing the
financial investments of the company and provide a higher degree of satisfaction to certain individuals.
Elements of Total Rewards

1. Compensation: Providing monetary value in return for the work performed is known as
compensation. Job performance and job satisfaction can be improved by providing compensation. The
business needs, goals and available resources are factors that govern compensation plans.
Compensation may be used to:
 Recruit and retain qualified employees.
 Increase or maintain morale/satisfaction.
 Reward and encourage peak performance.
 Achieve internal and external equity.
 Reduce turnover and encourage company loyalty.
 Modify (through negotiations) practices of unions
2. Benefits: Benefits provided by the organisation can be either due to legal compliance or other
benefits which the company is willing to provide to employees though not mandated by law. Facilities
such as minimum wage, overtime, leave under Family Medical Act, unemployment and workers
compensation and disability are enjoyed by employee since they are made mandatory by law. Benefits
such as Hazard Pay, Health Care, Maternity, Paternity, and Adoption Leave, Paid Holidays, Pay Raise,
Severance Pay, Sick Leave, Termination, Vacation Leave, Work Breaks and Meal Breaks are benefits
provided by employers to employees in order to retain them within the organisation.
3. Work-life: Attracting, recruiting, motivating, and methods employed to retain the workforce
determine the success of an organisation. Organisations need to be really flexible in order to retain and
develop the workforce and so as to enjoy their commitment and loyalty towards the organisation.
Organisations need to constantly work on improving the quality of work life of the employees.
4. Performance and recognition: Recognition for performance is an integral and important
component of the total rewards portfolio and provides a high return on investment. Workers value
recognition for achievement more than any financial reward. Awards directly associated with
performance further motivate individuals to perform better. These recognition programs are highly cost
effective and valued by employees and are able to reinforce desired behaviour among employees. It is a
proven fact that there is a strong link between non cash incentives and improved job performance.
5. Development and career opportunities: Career opportunities can be defined as 'providing
employees an opportunity to grow', especially to those employees who deliver performance.
Development could be in terms of a promotion, increase in pay, acquiring higher skills and opportunity
to avail certain exclusive perks. Career development cannot be viewed as a managerial responsibility
but it is a composite process. Factors that need to be considered are the people involved, their
ambitions, generating roles in accordance with their potential, and creating job positions to satisfy the
growth and development ambition of employees.

Q5. Explain the organizational issues pertaining to Talent Management

Answer- Organisational Issues
Organisational issues pertaining to talent management could arise because of focus and fit.
(i) Focus: The different types of focus are:
 Step by step focus: In this, managers look for employees with potential to take one step ahead in
their career. Talent management needs to have a proactive approach to both skill enhancement
and career progress
 Leadership focus: The leadership focus of talent management function is to produce future
leaders. Organisations need to work on the required talent to equip employees to become future
 leaders
 Functional level or workforce level focus: Talent management can be associated with the
recruiting and training of functional or professional groups. This is what the functional or
workforce level focus stresses on.
 Specific critical posts: The specific critical focus of talent management brings about the role of
talent management in filling individual posts that are difficult to be filled in and are a risk to
business
(ii) Fit: There are several dimensions to getting the fit right. These include:
 Fit to focus: This answers the question “how will the process achieve the strategic objectives?”
Fit to focus is associated with involving both senior managers and the workforce for the talent
management program. The talent management program needs to be aligned with the
organisations strategy in order to be efficient. Linking the talent management program with the
strategy ensures that the program is never static and remains future oriented and helps to measure
employee development.
 Fit to culture: This answers the question “will the process reflect the organisation's values,
purpose, and underpinning philosophy?”. The structure of the corporation is a major reason for
the cultural challenges facing the organisation. The structure could be centralised or
decentralised. Organisational culture can also be affected by the decision making process, or
transparency of organisation and so on. The talent program can fit right by certain degree of
openness in the organisation, transparency, employee involvement and so on. Cultural fit is
highly essential for the success of the organisation.
 Fit to workforce: This answers the question “what do employees want talent management to do
for them?”. Fit to workforce can be achieved by ensuring that the talent management processes
understands the psychological contracts between organisation and employees. The talent
management process must be in alignment with the needs of the individuals.
 Fit to other HR policies: This answers the question “how will talent management integrate and
be supported by other HR practices?”. The talent management processes need to fit with other
HR policies and processes in order to be effective.
 Fit to management capability: This answers the question “does the current workforce and
management have the capability and capacity to make talent management work?”. Talent
management processes require commitment and capability for the process to work. A talent
mind-set needs to be established throughout the organisation. Senior managers need to support
the talent management process while the line managers along with HR need to spot, develop
talent and manage performance and provide feedback.
In conclusion we can say that having a clear idea about talent management can transform an abstract
idea to something practical. A real difference is made to the organisation by taking proactive action to
attracting and developing talent. There may be several areas of focus in a talent management initiative
which need to be identified and developed. The talent pool should be of sufficient size and there should
be adequate time for developing talent.

Q6. Write short notes on:

a)Workforce Analysis
b)Talent Review
Answer-
a)Workforce Analysis
It is a systematic process in which an organisation identifies the critical jobs and competencies, needed
for the current and future employees, and develops strategies to overcome any gaps.
Its main priority is using information to obtain an overview of the workforce and targeting talent
management initiatives which include:
a) Identifying critical job roles for analysis and planning.
b) Reviewing knowledge/skills/attributes needed.
c) Determining employee population for review.
d) Gathering demographic information.
After recognising organisational priorities, the next step focuses on the roles and skills needed for the
department to be successful.
 Identification of critical roles: The management team determines the key job functions and
roles that will be the primary focus of the talent review discussions.
Based on the requirement, a talent review committee focuses on any of these groups:
a) All staff in a particular function or organisation unit.
b) A specific group or job category of the employee population.
c) A specific level of leaders, managers, or supervisors.
 Inventory of skills and knowledge: Here, the leaders discuss on skills, knowledge, and
performance that are prerequisite to success for the identified job roles. This information serves
as a basis for evaluating the performance and potential of a particular employee group. This
process also includes an overall strength/gap analysis of the department that encapsulates existing
workforce capabilities and identifies gaps that is required to be met by external hiring or internal
development initiatives.

b)Talent Review
Talent review helps in developing a clear talent management strategy and to increase awareness of
available talent and successors in an organization. All organizations should conduct regular talent
review meetings to be prepared for a variety of business changes, such as mergers, company growth, or
a decrease in talent needs. It is designed to review the performance and career potential of employees,
to discuss possible vacancy risks of current employees, to identify successors and top talent in the
organization, and to create development action plans to prepare employees for future roles in the
organization.
A Talent Review is a process to involve more senior business executives in sharing and analysing
talent information, mostly focussing on an overall succession management process. Compared to talent
alignment sessions, talent reviews present a chance to discuss talent at a higher level of depth and
focus.
It provides an overview of how to encourage a discussion of key talent in the given ways to:
a) Identify readiness and potential for future assignments or positions.
b) Review possible succession plans.
c) Determine strengths and development needs of employees.

Having set the organisational goals, management teams can start with the process of reviewing talent in
the organisation. The type and significance of a talent review can vary based on the department's need.