TALENT MANAGEMENT

UPCOMING TRENDS
&
CHALLENGES

Presented By

Neha Mohan
057516
INTRODUCTION
Today HR is expected to identify potential talent
and also comprehend, conceptualise and
implement relevant strategies to contribute
effectively to achieve organisational objectives.
Hence a serious concern of every HR manager
in order to survive this ‘War for Talent’, is to fight
against a limited and diminishing pool of
qualified available candidates to replace
valuable employees when they leave,
dramatically underscoring the difficulty to attract,
motivate and retain the best employees in an
organisation.
THE FOCUS OF TALENT MANAGEMENT
 Capacity to learn (measured as learning quotient
LQ)
Introspection
To
Learn Flow
Reflection &
contemplation

 Capacity to think (measured as conceptual

quotient CQ)
Analysis
To
Think Judgment
Creativity
THE FOCUS OF TALENT MANAGEMENT

3. Capacity to relate (measured as relationship

quotient RQ)
Empathizing
To
Relate Trust
Listening

4. Capacity to act (measured as action quotient AQ)

Organizing
Work under
To
pressure
Act
Implementing
TALENT EQUATION

The individual’s values help in discriminating

amongst alternatives and act as the bedrock
for decisions.

(LQ + CQ + RQ + AQ) X Values = Talent

PROBLEM IDENTIFICATION

India has become the outsourcing capital of the

world and this has created its own set of HR
challenges. India’s biggest problem is that
qualified graduates are becoming scarce.
Despite the large population, the supply of
engineers cannot keep up with the sharply
increased demand. So, do we have the right
talent within to attract and retain the best
available talent?
OBJECTIVES

 To identify various upcoming challenges of

talent management
 To establish upcoming trends in talent
management.
 To identify the ways to retain the best talent.
NEED OF THE STUDY
The supply side puts pressure on companies to
attract the best talent and ensure that
employees join the company and choose to stay
in the organization rather than look for
opportunities elsewhere. Present study is
supposed to find out the existing Indian talent
scenario so as to analyze its emerging
challenges and trends.
RESEARCH METHODOLOGY
PRIMARY DATA
SAMPLE SIZE : 25
QUESTIONNAIRE: HR Professional http://
www.eSurveysPro.com/Survey.aspx?id
=49e4bb13-faf3-424c-bdb8-b0c9d885ef60

SAMPLE SIZE : 30
QUESTIONNAIRE: EMPLOYEES
final ppt
\QUESTIONNAIRE MAJOR PROJECT Conducted By Neha
eSurveysPro_com.htm
RESEARCH METHODOLOGY
 SECONDARY DATA
– Journals and Research Paper
– Newsletters
– HR websites

 STATISTICAL TOOLS:
– Pie charts
– Bar graphs
– Averages

 SAMPLING TECHNIQUES:
– Judgmental Sampling
DATA COLLECTION

The questionnaires’ links were sent to various yahoo

groups including alumni groups as well as in form of bulk
messages on networking websites such as facebook and
orkut.
HR PROFESSIONAL EMPLOYEES

BANKS 6 BANKS 8

IT 11 IT 11

OTHERS 8 OTHERS 11
ANALYSIS:HR PROFESSIONALS

BANKS

33%

Yes
No

67%

IT
11%

Yes
No

89%
ANALYSIS:HR PROFESSIONALS

BANKS
17%

YES
NO

83%

IT
17%

YES
NO

83%
ANALYSIS:HR PROFESSIONALS

BANKS
17% 17% By
competences
By results

By potential
66%

IT
11% By
33% competences
By results

By potential
56%
ANALYSIS:HR PROFESSIONALS

What are the areasyour organization needsto improve in termsof talent management initiatives?

Aligningemployeeswith the mission and vision of your organization 40.91%

Assessingcandidatesskillsearlier in the hiringprocess 50.00%
Creatinga culture that makes employeeswant to stay with the organization 40.91%
Creatinga culture that makes individualswant to join the organization 40.91%
Creatinga culture that valuesemployeeswork 40.91%
Creatingan environment where employeesare excited to come to work each day 50.00%
Creatingan environment where employeesideasare listened to and valued 50.00%
Creatingpoliciesthat encourage career growth and development opportunities 63.64%
Identifyinggapsin current employees and candidate competency levels 59.09%
What are the areasyour organization needsto improve in termsof talent 40.91%
management initiatives?
ANALYSIS:HR PROFESSIONALS

In your organization who is primarily responsible for …… (tick one per statement)

No one Department Hr staff Internal Mentor Outside others

head(excludes coach(excludes (excludes consultant
employee employee employee
supervisor) supervisor) supervisor)
Recruiting 0% (0) 63% (14) 63% (14) 4% (1) 4% (1) 4% (1) 4% (1)
individuals
Further developing 4% (1) 54% (12) 31% (7) 13% (3) 18% (4) 4% (1) 13% (3)
employees
Retaining 4% (1) 63% (14) 50% (11) 9% (2) 4% (1) 9% (2) 9% (2)
employees
ANALYSIS:HR PROFESSIONALS

BANKS

Yes, at the
33% management/
executive level
No
67%

IT

22%
Yes, at the
management/
executive level
No

78%
ANALYSIS:HR PROFESSIONALS
BANKS

17%

33% Acquiring new talents

Leveraging existing talents

Retaining the current

potential

50%

IT

22% Acquiring new

33%
talents
Leveraging existing
talents
Retaining the
current potential
45%
ANALYSIS:HR PROFESSIONALS

Which broadly defined job description are the most critical in terms of attracting and retaining
employees?
1 (very critical) 2 3 4 5 (not critical)
0%(0) 0%(0) 0%(0) 0%(0) 0%(0)
sales 55% (10) 33% (6) 5% (1) 5% (1) 0% (0)
marketing 27% (5) 44% (8) 22% (4) 5% (1) 0% (0)
Business development 50% (10) 35% (7) 20% (4) 0% (0) 0% (0)
finance 15% (3) 25% (5) 45% (9) 15% (3) 0% (0)
Field operations 5% (1) 21% (4) 36% (7) 26% (5) 10% (2)
Research and 23% (5) 38% (8) 28% (6) 4% (1) 4% (1)
development
innovation 25% (5) 40% (8) 25% (5) 10% (2) 0% (0)
Business unit leadership 25% (5) 35% (7) 30% (6) 10% (2) 0% (0)
Senior management 38% (8) 38% (8) 19% (4) 4% (1) 0% (0)
Programme management 19% (4) 23% (5) 47% (10) 9% (2) 0% (0)
ANALYSIS:HR PROFESSIONALS

Withinyourorganizationwhat kindsof talent development

activitiesarecarriedout?
Building class roomworkshops

Coaching
11%
18%
Mentoring
11%
Education
9%
10% Developmental experience

Short terms assignments

9% 18%
Action learning
14%
Others
ANALYSIS:HR PROFESSIONALS

To what extent do you agree or disagree with the following statements?

(Tick one per statement)

Strongly disagree agree Strongly

disagree agree
Aligning employees with the mission and vision 4% (1) 9% (2) 38% 47% (10)
of your organization (8)
Assessing candidates skills earlier in the hiring 9% (2) 0% (0) 76% 14% (3)
process (16)
Creating a culture that makes employees want to 5% (1) 0% (0) 35% 60% (12)
stay with the organization (7)
Creating a culture that makes individuals want 9% (2) 9% (2) 28% 52% (11)
to join the organization (6)
Creating a culture that values employees work 4% (1) 0% (0) 33% 61% (13)
(7)
Creating an environment where employees are 4% (1) 9% (2) 33% 52% (11)
excited to come to work each day (7)
Creating an environment where employees ideas 9% (2) 4% (1) 42% 42% (9)
are listened to and valued (9)
Creating policies that encourage career growth 5% (1) 5% (1) 47% 42% (8)
and development opportunities (9)
Identifying gaps in current employees and 4% (1) 19% (4) 28% 47% (10)
candidate competency levels (6)
Identifying vacancies that will be created as the 9% (2) 14% (3) 57% 19% (4)
company advances and expands (12)
Rewarding top performing employees 9% (2) 0% (0) 42% 47% (10)
(9)
ANALYSIS:HR PROFESSIONALS
In the next three years how effective will the following elements of compensation be in terms of
attracting and retaining top performers?
1(most effective) 2 3 4 5(least effective)
Base pay 57% 33% 0% 9% 0%
Health care benefits 19% 42% 23% 14% 0%
Retirement/education benefits 33% 33% 19% 14% 0%
Share options/equity 33% 14% 28% 14% 9%
participation
Child care costs/arrangement 25% 10% 35% 30% 0%
Job security 52% 19% 23% 0% 4%
ANALYSIS:HR PROFESSIONALS
 Which broadly defined job description are the
most critical in terms of attracting and retaining
employees?
12

10

sales
6
marketing
4
Business development
2

0
1 (very 2 3 4 5 (not
critical) critical)
ANALYSIS:HR PROFESSIONALS
BANKS
0%
17%

Decrease
c
Increase
No change

83%

IT
0%

Decrease
Increase
No change

100%
ANALYSIS:EMPLOYEES
BANKS

13% 0%
25% Less than a year
13% 1-2 years
2-5 years
5-10 years
Lessthan a year More than 10 years
49%
1-2 years
2-5 years
5-10 years
IT
More than 10 years
9% 0%

37% Less than a year

27% 1-2 years
c
2-5 years
5-10 years
More than 10 years

27%
ANALYSIS:EMPLOYEES
Have you been made aware of the policies and procedures? Do you
know and understand them?
Not at all aware of Aware of this but need more Know and understand
this information this
The organisation mission 3% (1) 7% (2) 88% (23)
statement?
The structure of the 3% (1) 7% (2) 88% (23)
company?
The aims of the company? 0% (0) 15% (4) 84% (22)
Our health and safety 3% (1) 26% (7) 69% (18)
procedures?
Our equal opportunities 7% (2) 15% (4) 76% (20)
policy?
Professional association 19% (5) 23% (6) 57% (15)
membership?
Policy on handling any 16% (4) 44% (11) 40% (10)
legal problems?
Policy on handling 4% (1) 40% (10) 56% (14)
customer problems?
Staff disciplinary 4% (1) 24% (6) 72% (18)
procedures?
Policy on holiday 4% (1) 28% (7) 68% (17)
entitlement?
Policy on absense? 8% (2) 4% (1) 88% (22)
Policy on maternity/ 12% (3) 16% (4) 72% (18)
paternity leave?
ANALYSIS:EMPLOYEES
 Do you know how you can help the organisation to
achieve its aims? BANKS
Yes, I feel quite clear
13% about this

I think so, but would

25% like to discuss it
further
62%
No, I am not at all
clear about this

Yes, I feel quite clear

about this
I think so, but would like
to discuss it further IT
No, I am not at all clear
about this
9%
Yes, I feel quite clear
about this
27% I think so, but would like
to discuss it further
64% No, I amnot at all clear
about this
ANALYSIS:EMPLOYEES

BANKS

Would you benefit fromfurther training in any of theitems 38%

specified in your job description?
Yes
No
8% No
62%

IT
Yes
92% 18%

Yes
No

82%
ANALYSIS:EMPLOYEES
In the next three years how effective will the
following elements of compensation be in terms of
attracting and retaining top performers?

1(most effective) 2 3 4 5(least effective)

Base pay 60% (15) 24% (6) 12% (3) 4% (1) 0% (0)
Health care benefits 24% (6) 44% (11) 24% (6) 8% (2) 0% (0)
Retirement/education benefits 25% (6) 25% (6) 25% (6) 25% (6) 0% (0)
Share options/equity participation 36% (9) 32% (8) 16% (4) 12% (3) 4% (1)
Child care costs/arrangement 20% (5) 28% (7) 32% (8) 16% (4) 4% (1)
Job security 44% (11) 36% (9) 8% (2) 4% (1) 8% (2)
ANALYSIS:EMPLOYEES

 Please rate your satisfaction with the salary and

benefits package you receive.
Extremely Dissatisfied Neither satisfied nor Satisfied Extremely
dissatisfied dissatisfied satisfied
Medical insurance 0% (0) 4% (1) 16% (4) 56% (14) 24% (6)
package
Company savings plan 8% (2) 12% (3) 33% (8) 37% (9) 8% (2)
Retirement plan 4% (1) 8% (2) 50% (12) 33% (8) 4% (1)
Holiday Entitlement 4% (1) 12% (3) 25% (6) 41% (10) 16% (4)
Job market 8% (2) 12% (3) 20% (5) 48% (12) 12% (3)
competitiveness of my
salary
Share option plan 4% (1) 21% (5) 39% (9) 26% (6) 8% (2)
ANALYSIS:EMPLOYEES
BANKS
0% Extremely
13%
Overall, how satisfied are you with your company's personnel 25% Dissatisfied
Very Dissatisfied
policies?
Neither Satisfied nor
Dissatisfied
ExtremelyDissatisfied Very Satisfied
37%
25% Extremely Satisfied
36% VeryDissatisfied

Neither Satisfied nor

64% Dissatisfied IT
VerySatisfied Extremely Dissatisfied
9% 0%
18%
Very Dissatisfied
ExtremelySatisfied
27%
Neither Satisfied nor
Dissatisfied
Very Satisfied

46% Extremely Satisfied

ANALYSIS:EMPLOYEES
BANKS
0% 11% Extremely dissatisfied
0%
33% Dissatisfied

Neither satisfied nor

Overall, how satisfied are you with thiscompany as aplace to work dissatisfied
compared to other places you have worked? Satisfied

56% Extremely satisfied

Extremelydissatisfied

32%
8% Dissatisfied
4%
4% IT
Neither satisfied nor
dissatisfied Extremely
9% 0% dissatisfied
Satisfied 18%
Dissatisfied

52% Extremelysatisfied Neither satisfied

nor dissatisfied
Satisfied

73% Extremely satisfied

FINDINGS:BANKS
HR PROFESSIONALS
Only 67% of the banks has TM
initiatives
Although 83% of the banks give
it top priority
67% of the banks has exclusive
post for TM
50% of the banks believes in
managing their current talent
level
83% of the managers feel that
TM budget is going to increase
in coming years
EMPLOYEES
62% are clear about their role for
achieving organizational goal
62% feel the necessity of
training
Only 25% are very satisfied with
companies’ personnel policies
52% are neither satisfied nor
dissatisfied with their
organization
33% are satisfied with their
organization
FINDINGS:IT
HR PROFESSIONALS EMPLOYEES
89% organization has TM 64% are clear about their role for
initiatives achieving organizational goal

83% organizations give it top 82% feel the necessity of

priority training

Most companies (52%) Only 27% are very satisfied with

identify talent by results companies’ personnel policies

78% have exclusive post for 46% are neither satisfied nor
talent management dissatisfied with their
organization
45% believes in leveraging 18% are neither satisfied nor
current talent dissatisfied with organization

In all organizations TM 73% are satisfied with their

budget is going to increase organization
FINDINGS : HR MANAGERS
 Most of the covered companies have talent specific initiative in
place (81%) and they give them top priority in their organization
(86%).They also have exclusive staff member for managing talent
initiatives (68%)
 In most of the companies the talent is identified by competencies
(42%) and the HR professional view to increase career growth
opportunity.
 HR staffs as well as the department heads are responsible for
recruiting individuals (64%)
 Retaining the current talent is top priority for the organization(38%)
 Sales and business development are the two areas where retaining
talent is most difficult
 Class room workshop, mentoring and coaching are usually used by
the organization to carry out talent development activities.
FINDINGS : HR MANAGERS
 More than 60% of the respondent view organizational
culture as a main driving force for the new talent and for
the existing talent. Even rewarding plays a important
role (48%)
 Base pay (57%) and Job security (52%) are the two
main areas for retaining talent in coming years. Other
than this, training plays an important role in motivating
the employee.
 Organizations are using certification for improving the
training programs.
 In more than 90% of the organizations budget for
recruiting developing and retaining employees is going
to increase over the next three years
FINDINGS:EMPLOYEES
 Most the employees have a clear knowledge about the
company’s vision, mission and objectives. And they
know how to achieve these objectives (76%)
 They are clear about their role and responsibility (85%)
and they know about other staff members also.
 Most of the respondent are satisfied by job description,
salary review, health care benefits etc.
 Base pay (60%) and Job security (44%) are in top
priority for the employees in coming years.
FINDINGS:EMPLOYEES
 Apart from financial benefits, employee emphasis more
on career growth, work culture and international
opportunities.
 91% of the employees want more training in their
specified job.
 The employees have a mix response on benefits like
Medical insurance package, Company savings plan,
Retirement plan, Holiday Entitlement, Job market etc.
 64% of the employees are satisfied with the company's
personnel policies where as 36% are neither satisfied
nor dissatisfied
 Overall 32 % employee are extremely satisfied where as
52% are just satisfied with their organization.
RECOMMENDATIONS
 Organizations must have meaningful descriptions of the capabilities
(skills, behaviors, abilities and knowledge) 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.
 Talent management processes must create a comprehensive
profile of their talent. They must be able to track meaningful talent
related information about all of their people - employees,
contractors, or candidates.
 The working culture of the organization should be improved and
maintained to retain talent in long run.
 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.
RECOMMENDATIONS
 More certified training should be given to the employee
to boost their effectiveness and efficiency. It should be
used as a tool of motivation.
 To create a sophisticated talent management
environment, organizations must:
– Define a clear vision for talent management
– Develop a roadmap for technology and process integration
– Integrate and optimize processes
– Apply robust technology to enable processes
– Prepare the workforce for changes associated with the new
environment
CONCLUSION
As organizations continue to pursue high
performance and improved results through TM
practices, they are taking a holistic approach to
talent management—from attracting and
selecting wisely, to retaining and developing
leaders, to placing employees in positions of
greatest impact. The mandate is clear: for
organizations to succeed in today’s rapidly
changing and increasingly competitive
marketplace, intense focus must be applied to
aligning human capital with corporate strategy
and objectives.
UMANG
SRIVASTAVA HCL INFOSYSTEMS LTD

PRASHANT
SINGH THE NIELSEN COMPANY
PREETI
SRIVASTAVA ARMACELL INDIA PVT.LTD.

KUNAL
SHARMA ABN AMRO BANK
TANUPRIYA HDFC BANK LTD

POONAM
NOTANI INFOSYS TECHNOLOGY

ACHINT
SARAN SATYAM COMPUTER SERVICES
BHATNAGAR LTD

DEEPESH
KUMAR ACNIELSEN

TARUN
KUMAR
SRIVASTAVA INFOSYS TECHNOLOGIES LIMITED

SUPRIYA AMERICAN EXPRESS SERVICES

MANOCHA INDIA LIMITED

V. ALAKH
PRASAD MATRIX SERVICES PVT. LTD.

GAURAV
SRIVASTAVA IBM INDIA PVT. LTD.

SUNIL
KUMAR CUMMINS INDIA LTD.

AMAL HCL TECHNOLOGIES

NANDITA
SHARMA FISERV INDIA PVT INDIA LTD

SASHWATA
ROY EDELWEISS CAPITAL

AMAL
SINHA AMERICAN EXPRESS
MAHIMA
SINHA ABN AMRO (ACES)

ABHILASH
R HP GLOBALSOFT LTD

KANUPRIYA
PRASHANT HDFC LTD

UTKARSH
SRIVASTAV HCL TECHNOLOGIES

DEEPTI
TIWARI HCL TECHNOLOGIES
ARVIND