A Project report on Talent Management Survey In

COMPANY Ltd.
in partial fulfillment of the requirements for the degree of
MASTERS OF BUSINESS ADMINISTRATION

SUBMITTED TO: Ms. CHARU AGGARWAL

SUBMITTED BY: CHAMANDEEP KAUR GURINDER SINGH MBA 2ND A

CHANDIGARH BUSINESS SCHOOL, GHARUAN, MOHALI.

PREFACE
The project topic is A study on customer satisfaction level towards the product of HUL has been conducted to fulfill the requirement as is imposed by PUNJAB TECHNICAL UNIVERSITY, JALANDHAR in support of MASTERS OF BUSINESS ADMINISTRATION. This system of education is highly appreciated as it provides students with an opportunity to acquaint themselves with various aspects in practical as have studied in courses during post graduation. This support concern with Customer satisfaction level towards HUL products is prepared on the basis information collected by survey in some areas of Chandigarh. The aim of the study was to have in depth knowledge of various aspects of customer preferences about HUL products in their mind. This report is made by me but with the help, guidance and suggestions of some very experience and intellectual persons. The required information was obtained from the survey through the questionnaire as well as the secondary sources like internet, magazines and annual reports.

CERTIFICATE

This is to certify that this project entitled A study on the customer satisfaction level towards the products of HUL has been completed by CHAMANDEEP KAUR DHALIWAL AND GURINDER SINGH in partial fulfillment of the degree of MASTERS OF BUSINESS ADMIISTRATION of PUNJAB TECHNICAL UNIVERSITY, JALANDHAR and no other part of this project has been submitted for any other degree. Ms. CHARU AGGARWAL MBA CHANDIGARH BUSINESS SCHOOL, GHARUAN, MOHALI.

ACKNOWELEDGEMENT
I take this opportunity to offer my deep gratitude to all those who have extended their valued support and advice to complete this project. I cannot in full measure reciprocate the kindness showed and contribution made by various persons in this endeavor. I acknowledge my sincere thanks to Ms. who stood behind me as a pillar of strength throughout the course of work and under whose guidance the project arrives out successfully. I am grateful to her for her valuable suggestions. I owe my debt to Ms. for her regular encouragement and time to time consideration at every stage. I would like to thanks each and every person who helped me in this project. (sign) CHAMANDEEP KAUR GURINDER SINGH

CONTENTS Introduction Objectives Review of Literature Limitations Analysis and Interpretation Conclusion Suggestions Bibliography Annexure

Talent Management Survey Index

Sr. No. Contents Page No. 7-11

Chapter 1: Introduction
1.1 1.2 1.3 1.4 1.5 1.6 Object of the project Introduction of study Objectives of the study Rationale of the study Scope of the Project Limitations of the Study

Chapter 2: Research Methodology

Review of literature Research Design and sample size 2.3 Primary and secondary data and its sources 2.4 Statement of hypothesis

12-17

Chapter 3: Profile of the Organization

3.1 Introduction of the organization 3.2 Network/Products/Branches of organization 3.3 Flow Chart of the organization 3.4 Mission of the organization

18-25

Chapter 4: Introduction of Talent Management

4.1 Introduction of Talent Management 4.2 Talent Management v/s Traditional HR Approach 4.3 Understanding Talent 4.4 Human Capital Management

26-30

Sr. No.
5

Name of Chapter Chapter 5: Talent Management

5.1 Meaning and Definition of Talent Management, Importance of Talent Management. 5.2 Challenges of Talent Management, 5.3 How to Manage Talent? 5.4 Steps involved in Talent Management Process

Page No.
31-42

6 Chapter 6: Performance appraisal

6.1 What is Performance appraisal? 6.2 Methods of Performance appraisal 6.3 How performance appraisal conduct in Company Ltd.

43-49

7 Chapter 7: Training and Development

7.1 Training and development: Meaning, Definition, Procedure, method. 7.2 How training is necessary for Development 7.3 Method of training 7.4 How training is conduct in Company ltd. Nasik? Documentation and procedure for training in Company ltd. Nasik.

61-69

8 9 10

Chapter 8: Conclusion and testing of hypothesis Chapter 9: Suggestions and recommendations

Appendices
I Questionnaire II Bibliography

Chapter 1: Introduction

10 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.
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1.2 Objectives of Study:In the current scenario of cutthroat competition, every company has to survive to satisfy its customers by providing them quality products and services. The summer training at Company, was undertaken with a view to study certain fundamental as well as the commercial and operational aspects of the company. The training involved the study of the following:

To understand the entire procedure of Talent management To understand the need of Talent Management To study the accuracy and quality of work of employees by talent management procedure. To suggest possible improvement in Talent Management process.

1.1

Rationale of the study

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The talent in an organization refers to the current employees and their valuable Knowledge, skills and competencies. Talent management (or succession management) is the ongoing process of analyzing, developing and effectively utilizing talent to meet Business needs. It involves a specific process that compares current talent in a department to the strategic business needs of that department. Results lead to the development and implementation of corresponding strategies to address any talent gaps or surpluses. Talent management for the HR Community is a priority of the HR Strategy for the HR Community. Not only does the HR Strategy support the HR Community as its own professional group, but it also recognizes and will support the role human resource professionals have to help their clients become skilled, committed and accountable public servants. The implementation of a talent management process that is transparent and equitable is expected to create an environment for people to develop their skills in preparation for a range of future possibilities thereby preparing the workplace for changing roles. The goal of this process is to map the business needs of the HR Community with the potential and career development needs of our people in order to develop a comprehensive Talent Management Plan.

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1.2

Limitations of Study:-

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

2)

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

3) Limitation about the time and absenteeism. 4) Company not allowing to disclose confidential information
5) Time factor was the major limitation of this survey. Because during

survey any activity of organization which is directly or indirectly related to the production process should not disturb due to survey.

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Chapter 2: Research Methodology

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Research Methodology
Research Methodology is a way to systematically solve the research problems. It may be understand as a science of studying how research is done scientifically. In it we are studying his research problems along with the logic behind them. It is necessary the researcher to know not only the research method techniques but also the methodology.

Types of Research:It is descriptive type of research. Descriptive Research survey and fact finding inquiries of different kind. The major purpose of descriptive research is descriptive the state of affairs, as it exist at present. The main control over the variable; he can only report what has to discover the even when there he cannot the variable. The methods has to researcher utilized in descriptive research are survey methods of all kind.

Data Source:The source of project depends on accurate data. Thats why data collecting the appropriate data, which differ considerable in context money, cost, time and other resources at the disposal researcher. There are two types of data collection methods available:1) Primary Data Collection Method. 2) Secondary Data Collection Method.

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2.3 Primary And Secondary data 1) Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment their purpose. I have taken Primary Data through personal visit of HR head, and HR executive, of Company Ltd. At all levels and observation methods to get more reliable information. I also collected primary data by filled, Yes or No format questionnaire by the employee of Company, This data helped me to justify the statements that have made in this project.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say already saved or ready data by others. I got secondary data from their journals, records, specimen of appraisal form etc. And from newspapers magazines, articles, internet etc I got basic information of Talent Management. I collect secondary data by referring some specimen of company and by referring some books and web sites of company from internet.

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Chapter 3: Profile of the Organization.

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3.1 History of Company

Founder of Company-Werner von Company Born- 13 Dec. 1816 to 6 December 1892 Company was founded by Werner von Company on 12 October, 1847. Based on the telegraph, his invention used a needle to point to the sequence of letters, instead of using Morse code. The company then called Telegraphen-Bauanstalt von Company & Halske opened its first workshop on October 12. In 1848, the company built the first long-distance telegraph line in Europe; 500 km from Berlin to Frankfurt am Main. In 1850 the founder's younger brother, Sir William Company (born Carl Wilhelm Company), started to represent the company in London. In the 1850s, the company was involved in building long distance telegraph networks in Russia. In 1855, a company branch headed by another brother, Carl von Company, opened in St Petersburg, Russia. In 1867, Company completed the monumental Indo-European (Calcutta to London) telegraph line. In 1881, a Company AC Alternator driven by a watermill was used to power the world's first electric street lighting in the town of Godalming, United Kingdom. The company continued to grow and diversified into electric trains and light bulbs.

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As Werner had envisioned, the company he started grew from strength to strength in every field of electrical engineering. From constructing the world's first electric railway to laying the first telegraph line linking Britain and India, Company was responsible for building much of the modern world's infrastructure. Company is today a technology giant in more than 190 countries, employing some 440,000 people worldwide. Our work in the fields of energy, industry, communications, information, transportation, healthcare, components and lighting has become essential parts of everyday life. While Werner was a tireless inventor during his days, Company today remains a relentless innovator. With innovations averaging 18 a day, it seems like the revolution Werner started is still going strong. In 1890, the founder retired and left the company to his brother Carl and sons Arnold and Wilhelm. Company & Halske (S&H) was incorporated in 1897. In 1907 Company had 34,324 employees and was the seventhlargest company in the German empire by number of employees. In 1919, S&H and two other companies jointly formed the Osram lightbulb company. A Japanese subsidiary was established in 1923. During the 1920s and 1930s, S&H started to manufacture radios, television sets, and electron microscopes.

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3.3 COMPANY AG - A Strong Global Presence Company is a world-class supplier of electrical and electronics products and system serving one of the longest and most diversified markets worldwide. Company Ltd. in India is a subsidiary of Company AG, Germany. Company AG have been closely involved with developments that are at the leading edge of electrical and electronics engineering ever since the pioneering inventions of the founder of the company Werner Von Company. Company strength, acquired over many decades of pioneering research and practical experience, lies in the development of advance technologies and in their timely application to a wide range of high Quality, Innovative and cost effective products. As a global company, Company have manufacturing, sales and services facilities in more than 170 countries. Employees worldwide in the offices, factories, laboratories and service organizations total to about 3, 90,600. All committed to providing the highest standards of technological competence that Company has been a synonym for, right since inception.

3.4 Company in India

Company association with India began in 1867 when WernerVonCompany personally supervised the laying of the first sub marine
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telegraph line between Calcutta and London. This historical event marked with the beginning of a long and fruitful association. Company and India have grown together. In making the countrys priorities its own, Company has put its experience and expertise in areas of national importance. Company grew out of a response to the needs of the nation. Today Company involvement reflects the current trends in electronic and electrical technology in switchgear, motors, drivers, automation systems, power generation and distribution, projects, transport, medical engineering, communications and components. Company have about 8000 employees in India and an extensive network which includes 10 works, 3 training Centers (Units), 7 sales offices, 23 representative, 300 dealers, System houses and Service Centers, all geared to meet the requirement of customer. Being closely associated with our principals Company AG, Germany gives Company in India access to the worlds latest developments in every field. This Combined with its experience in India makes Company the ideal partner for catalyzing the countrys progress.

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3.2 Company Product

Founded in 1847 at Berlin, Prussia Founder(s) Werner von Company Headquarters at Berlin and Munich.

Products and Services

Communication Systems

Power Generation

Automation

Lighting

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Medical technology

Transportation and Automotive

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24 Trains and Trams Water Technologies

Building Technologies

Home Appliances

Fire Alarms

IT Services

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Financing

Construction

Chapter 4: Introduction of Talent Management.

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4.1 Meaning Definition With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. These people build and drive the knowledge assets of a corporation, the value of which has been established to be many times more than the tangibles. The 1990s ended with a call-to-arms to fight the war for talent. While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums & concerns with global security; the rear battle to attract, motivate, development & retain talent is going to heat up considerably. A looming demographic time-bomb will make Talent Management a priority for organizations. Talent Management describes the process through which employers of all kinds Firms, Govt., and Non-profit organizations anticipate their human capital needs & set about meeting them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS into the RIGHT JOBS.
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It is a professional term, also known as Human Capital Management that refers to the process of developing & fostering new workers through on boarding, developing & keeping current workers & attracting highly skilled workers to work for your company. Companies that are engaged in Talent Management are strategic & deliberate in how they recruit, manage asses, develop & maintain an organizations most important resource its PEOPLE. This term also incorporates how companies drive performance at the individual level. Decisions about Talent Management shape the competencies that organizations have & their ultimate success; & from the perspectives of individuals, these decisions determine the path & pace of careers. We may thus understand that this term is usually associated with competency based HRM practices. Talent Management decisions are often driven by a set of organizational core competencies as well as position specific competencies. The competency set may include knowledge, skills, experience & personal traits.

4.2 Human capital management Companies that engage in talent management (Human Capital Management) are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. Research done on the value of such systems implemented within companies consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The term talent management means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. From a talent management standpoint, employee evaluations concern two major areas of measurement: performance and potential. The major aspects of talent management practiced within an organization must consistently include.

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performance management leadership development workforce planning/identifying talent gaps recruiting

This term of talent management is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to job performance in many countries, and unethical within organizations).

Chapter 5: Talent Management

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Chapter 5: Talent Management

5.1 Meaning and definition Talent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training and other wasteful activities. Talent Management is beneficial to both the organization and the employees. The organization benefits from: Increased productivity and capability; a better linkage between individuals' efforts and business goals; commitment of valued employees; reduced turnover; increased bench strength and a better fit between people's jobs and skills. Employees benefit from: Higher motivation and commitment; career development; increased knowledge about and contribution to company goals; sustained motivation and job satisfaction.

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In these days of highly competitive world, where change is the only constant factor, it is important for an organization to develop the most important resource of all - the Human Resource. In this globalize world, it is only the Human Resource that can provide an organization the competitive edge because under the new trade agreements, 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. The biggest problem is how to retain the present workforce and stop them from quitting

Importance First, let us look at some of the reasons for the importance of talent management. Globalization: Now for any jobseeker the whole world is the potential place to find employment. One can know the opportunities available in any part of the world easily and the number of talent seekers has also increased. Increased Competition: Increased competition in the market place has necessitated the need for consistently good performance on the side of organizations. These have made the companies to put in all efforts to hire and retain the best talent in the respective field of operation.

Increasing Knowledge: The knowledge era has necessitated the retaining of those talents which have the ability to assimilate new technologies and knowledge, which are growing at a pace never seen before.
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How Talent Management important for an Organization: 1) Cost cutting: One experienced & skilled employee can replace instead of two or more employees. Organization can save hundreds of thousands of dollars. 2) Maximum Output Organization can make maximum out put in minimum resources. 3) Time Saving technique It is a time saving technique. Because for every job a skilled person can place. Its helpful to complete job in minimum time.

4)

Perfection increase Due to skilled employee Perfection in work is increase. There is low probability of mistakes.

How Talent Management important for an Employee: Recruitment Its ensuring that right people are attracted to the organization, due to providing exposure for there skills. Retention Developing and implementing practices that reward and support employees. Employee development Ensuring continuous informal and formal learning and development. Leadership and "high potential employee" development
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Specific development programs for existing and future leaders. Performance management Specific processes that nurture and support performance, including feedback/measurement. Workforce planning Planning for business and general changes, including the older workforce and current/future skills shortages. Culture Development of a positive, progressive and high performance "way of operating".

5.2 The Challenge The challenge of talent management has two faces. First is how to find new people and second is how to retain the present workforce. Each of the challenges has to be tackled in the most efficient way possible so that the organization can achieve its objectives. The First Challenge - Where to find new talent? All the organizations are finding loads of business opportunities and consequently, their revenues are growing at a rapid pace. The increasing business opportunities has necessitated that these organizations go in for massive recruitment. But, the question is where to find the best talent which is able to fit the job description and also adjust to the organizations values and norms. If we scan the environment, we find there is a shortage of skilled workforce that can be employed. Some of the possible reasons that have led to the shortage are: Demographic Constraints: This is a common problem faced by many of the developed countries, where a large chunk of its population is nearing the age of
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retirement or is over 50 years. USA, Germany and Japan are facing the same problem. All these countries will see a decline in their workforce and talent. In the coming years, they will see a great shortage in their skilled professionals. Existing Educational System: The graduates and the postgraduates that are being churned out of the universities are found to be ill-equipped to handle the challenges of the workplace. They are mostly equipped with only the theoretical aspects of the issues and lack the application part. The educational system is faulty and does not take industry needs into consideration, resulting in a mismatch between industry requirements and educational preparation. Cost Factor: Recruiting new employees is becoming tougher and tougher in the developing countries, where the HR department has to sort out thousands of applications for a handful of jobs. Finding right person for the right job becomes a very difficult process. It also involves very high cost to conduct the recruitment and selection process for such a large population of applicants. Attracting the Best Talent: This is another challenge. As was the case in the past, the best available talent is not just motivated by the name and fame of the organization. Not any more. They have a new set of motivators like challenging work, conducive work environment and freedom from bureaucratic structure. The Second Challenge - How to retain the existing employees? Gone are the days when a person would join an organization in his mid20s and would work till his retirement in the late-50s. Today the young professionals hop jobs, especially during the first 4-5 years of their work life. Though the Indian service industry is basking in the light of outsourced jobs from the developed countries, they also cannot ignore the fact that the BPO industry is also facing one of the highest attrition rates, in fact never heard before in India, of around 35%. It is a fact that its the people that add value to organizations. It is also a fact that humans are a restless species who, unlike the immovable Banyan

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Tree, cannot stay rooted in one place. People need to move on for one reason or another, and the organization stands to lose.

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

1. Gap between organizational values and goals and the personal values and goals is one of the major reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and inevitably, the organization would lose out on a talented employee.

2. Working environment is another major factor. Employees in the knowledge era demand creative and a democratic work environment. Failure on the part of the management to provide such an environment will result in a talented employee leaving the organization.

3. The competitive world has made sure that there is high work pressure on the employees of any organization. This has led to psychological problems like stress, and in extreme situations, total burnouts. It also leads to other health related problems.

4. Movement for higher salary is also common among the younger professionals. There is no shortage for organizations who are looking for talented employees and who are ready to shell out a hefty salary for a talented person. Other lures like better job opportunities, higher posts and overseas assignments are also major factors in the attrition rates.

5. Not taking proper care during the recruitment and selection process and not taking proper care to fit the right person to the right job also breeds dissatisfaction among the employees.
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6. Bad or opaque policies from management on issues of succession planning and promotion, appointments for senior positions also is a major factor which makes the organization lose out on the talented employees.

7. The professionals have different aspirations at different times of their career. During the initial years, they have good salary and foreign assignments. Next on the list is working on cutting edge technology. More seasoned professionals look for learning opportunities. So employees tend to move to those organizations which provide them with means to fulfill their aspirations.

Also it takes some time for the new employee to adjust to the new work environment. During this time the productivity of the employee will be low. The HR department will have to fit the new employee into a proper role in the organization. Apart from causing the company a monetary loss and breaks in their day-to-day operations, attrition contributes to knowledge transfer, which is a great loss and adversely affects business.

5.3 How to Manage the TALENT? It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time that business leaders elevate management of talent to a burning corporate priority. It is not a walk in the park for the talent market. Quality people are no longer available in plenty, easily replaceable and relatively inexpensive. These are some of the measures that should be taken into account to hire and retain talent in the organization, to be efficient and competitive in this highly competitive world: Hire the Right People:
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Proper care must be taken while hiring the people itself. It would be beneficial for an organization to recruit young people and nurture them, than to substitute by hiring from other organizations. Questions to be asked at this stage are: Whether the person has the requisite skills needed for the job? Whether the person's values and goals match with those 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:

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Employees must be provided with continuous learning opportunities on and off work field through management development programs and distance learning programs. This will also benefit the organization in the form of highly talented workforce. Shielding from High Work Pressure: If an organization has to make the most of the available talent, they should be provided with adequate time to relax, so that they can did-stress themselves. It is very important to provide them with holidays and allexpenses-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 Talent individual and organizational vision. Talent manifests into performance as + follows: Vision/Mission/Strategy
+ Skills & Competencies + Role & structure + Opportunity + Encouragement & Recognition + Training & Development + Coaching + Action Plan & Goals + Resources Performance Management System Performance 37

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

The New HR Mission and Talent Management Processes Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers. Impending retirement of the baby boomers. Low levels of employee engagement. Acknowledgement of the high cost of turnover. Arduous demands of managing global workforces. Importance of succession planning. Off shoring and outsourcing trends.

This requires new thinking and a new mission to achieve business success. These factorscoupled with the need to align people directly with corporate goalsare forcing HR to evolve from policy creation, cost reduction, process efficiency, and risk management to driving a new talent mindset in the organization.
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One important distinction is the evolution of the difference between tactical HR and strategic talent management. Transactional HR activities are administrative overhead. Talent management is a continuous process that delivers the optimal workforce for your business. With this view, talent management may be defined as the implementation of integrated strategies or systems designed to improve processes for recruiting, developing and retaining people with the required skills and aptitude to meet current and future organizational needs. Taleos graphical representation emphasizes the mandate of talent management to respond to business goals and consequently be the driver of business performance. Talent management is depicted as a circularnot a linearset of activities.

5.4 Why Talent Management? Workforce cost is the largest category of spend for most organizations. Automation and analysis of your recruiting and hiring processes provides the immediate workforce visibility and insights you need to significantly improve your bottom line. Performance management provides the ongoing processes and practices to maintain a stellar workforce. Today, many organizations are struggling with silos of HR processes and technologies. The future of talent management is embodied in solutions designed from the ground up to provide business-centric functionality on a unified talent management platform. Since nearly all competitive business factors have become commoditized, talent is what ultimately drives business success and creates value. Leading organizations rely on Taleo solutions and services to assess, acquire, develop, and align talent with business objectives while significantly reducing process costs, improving quality of hire, reducing risk, and achieving higher levels of performance.
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Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of successful talent management practices:

The key enabler of any organization is talent. The quality of your people is your last true competitive differentiator. Talent drives performance.

Talent management requires strong executive support, along with systems and processes all directed towards having the right talent doing the right work at the right time. Thats when talent truly drives higher business performance.

Indirect implementation of Talent Management in Company Ltd., Nasik Works. By following Steps:

Performance appraisal

Career Planning

Succession Planning
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Training and Development

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Chapter 6: Performance Appraisal

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6.1 What is Performance Appraisal? Meaning: - Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of results and not efforts. Need of Performance Appraisal: -Performance appraisal is needed in order to: (1) Provides information about the performance ranks, basing on which decision regarding salary fixation, confirmation, promotion, transfer and demotion are taken. Provide feedback information about the level of achievement and behavior of subordinate. This information helps to review
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the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary. (3) (4) Provide information, which helps to counsel the subordinate. Provide information to diagnose deficiency in employee regarding skill, knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for correcting placement. To prevent grievances and in disciplinary activities.

(5)

Purpose
Performance appraisal aims at attaining the different purpose. They are: (1) To create and maintain a satisfactory level of performance. (2) (3) (4) (5) (6) To contribute to the employee growth and development through training self and management development programs. To help the superiors to have a proper understanding about their subordinates. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance. To facilitate for testing and validating selection tests, interview techniques through comparing their scores with performance appraisal ranks.
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(7) (8)

To provide information for making decisions regarding lat off, retrenchment etc. To ensure organizational effective through correcting employee for standard and improved performance, and suggesting the change in employee behavior.

6.2 Methods of Performance Appraisal: The methods of performance Appraisal are basically classified as Traditional Methods, Modern Methods and result Oriented Appraisal: a) The Traditional Methods consists of Graphic Rating Scales, Ranking Method, Paired comparison Method, Forced Distribution Method, Checklist method, Essay or free from APPRAISAL, Group Appraisal and confidential Report. Modern Methods of evaluating performance appraisal are Behaviorally Anchored Rating Scales, Assessment Center, Human Resource Accounting, Management by objectives, Psychology Appraisal.

b)

Uses of Performance Appraisals: Performance Improvement: Performance feedback allows the employee, manager, and personnel specialists to intervene with appropriate actions to improve performance.
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Compensation Adjustments; Performance evaluations help decision-makers determine who should receive pay raises. Many firms grant part or all of their pay increases and bonuses based upon merit, which is determined mostly through performance appraisals. Placement Decisions: Promotions, transfers, and demotions are usually based on past or anticipated performance. Often promotions are a reward for past performance. Training and Development; Poor performance may indicate the need for retraining. Likewise, good performance may indicate untapped potential that should be developed. Career Planning and Development: Performance feedback guides career decisions about specific career paths one should investigate.

Staffing Process Deficiencies: Good and Bad performance implies strength or weakness in the personnel departments staffing procedures.

Informational Inaccuracies: Poor performance may indicate errors in job analysis information, human resource plans, or other parts of the personnel management information system. Reliance on inaccurate information may have led to inappropriate hiring, training, or counseling decisions. Job Design Errors: Poor performance may be a symptom of illconceived job designs. Appraisals help diagnose these errors. Equal Employment Opportunity: Accurate performance appraisals that actually measure job related performance ensure that internal placement decisions are not discriminatory. External Challenges: Sometimes performance is influenced by factor outside the work environment, such as family, financial, health, or other personal matters. If uncovered through
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appraisals, the human resource department may be to provide assistance. Feedback to Human Resources: Good/bad Performance throughout the organization indicates how well the human resource function is performing.

METHODS OF PERFORMANCE APPRAISAL Traditional and modern Methods of Performance Appraisal

Traditional methods Methods

1) Graphic rating scales scales 2) Ranking Method 3) Paired comparison method 4) Forced distribution method method 5) Checklist methods method a) Simple Checklist b) Weighted checklist c) Critical incident method 6) Essay from appraisal

Modern
1) Behaviorally anchored rating 2) Assessment centers 3) Human Asset accounting method 4) Management by Objectives 5) 360 Performance appraisal 46

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6.3 How implement performance appraisal.

Introduction Now a days Performance appraise is very important from company point of view. It is use to take various managerial decision. E.g. decision regarding employees increment or decision regarding employees future career planning etc. In Company they use Grading and Ranking method to appraise performance of there employee. Who Appraise Performance appraise by Head of the department or from the superior. They did not conduct performance appraisal on officers level it conduct only on officers basis. In Company Performance is appraising by head of the department, Supervisor, manager, etc. Process:

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Head of the department submit one copy of performance appraisal to HR Department and discuss with the employee whose performance is down. One copy of performance appraisal report is attached to that employees personnel file as a record. If that employees performance is going down then head of the department can talk with that employee regarding increase performance. Even Hr Manager also should talk with that employee to know his problem and HR Manager should motivate that employee to increase performance. Employees increment is depend upon there performance. Head of the department or HR manager may stop increment of employee regarding low performance.

General use of performance report in Any Company: Need of training. Head of the department or HR manager can decide whether employee needs training for good performance or not.

Career Planning. Career planning generally use to retain skilled employee. They can find out skilled employee for skilled employees career planning from performance appraisal report. Succession planning: From performance appraisal Report Company can select candidate to make succession planning.
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Benefits of employee to company Companys employee are companys asset, it is helpful to calculate that companys employee how much give returns to company. Or which employee is beneficial for company and which is not beneficial.

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Chapter 7: Training and Development

7.1 Meaning and Definition Introduction After an employee selected, placed and introduced her or she must be provided with training facilities. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S. Beach Define training, The organized procedure by which people learn knowledge and/or skill for a definite purpose. In other words training improves, changes, moulds the employees knowledge, skill, behavior, aptitude, and attitude towards the requirements of the job and organization. Training refers to the teaching
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and learning activity carried on for the primary purpose of helping members on an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. Thus, training bridges the difference between job requirement and employees present specifications. No organisat5ion matches the candidate who exactly matches with the job and the organizational requirements. Hence, Training is important to develop the employee and make him suitable to the job. Job and organizational requirement are not static, they are changed from time to time in view of technological advancement and change in the awareness of the total quality and productivity Management(TQPM). The objective of the TQPM can be achieved only through training as training develops human skills and efficiency. Trained employees would be a valuable asset to an organization.

Benefits of training For organization

Lead to prove profitability and/or more positive attitudes towards profit orientation Improves the job knowledge and skills at all level of the organization Improves the morale of workforce Helps people identify with organizational goal Helps create a better corporate image Aids in organizational development Learns from the trainee Helps to prepare guideline for work Organization gets more effective decision making and problem solving It helps to improve labor-management relations.
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Benefits to the individual which in turn ultimately should benefit the organization Helps the individual in making better decisions and effective problem solving Through training and development, motivational variables of achievement, growth, responsibilities and advancement are internalized and operationised It helps to an individual to handle stress tension or conflicts. It provides information to improve leadership knowledge. Develops a sance of growth in learning Improves morale Improves impersonal skills 7.2 Need for training Need for training arises due to following reasons: 1) To match the employee specification with the job recruitment and organizational needs: An employees specification may not exactly suit to the requirement of the job and the organization irrespective of his past experience, qualifications, skills knowledge, etc. Thus every management finds deviation between employees present specifications and the job requirements and organizational needs. Training is needed to fill this gap by developing and molding the employees skill, knowledge attitude behavior etc. to the tune of the job requirements and organizational needs. 2) Technological advances: Every organization in order to survive and to be effective should adopt the latest technology, i.e. mechanization, computerization, automation. Adoption of the latest technology means and methods will not be complete until they are manned by employees possessing skill to operate them. So, organization should train the employee to enrich them in the areas of changing technical skills and knowledge from time to time. 3) Human relations:
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Trends in approach towards personel management have change from the commodity approach to partnership approach, crossing the human relations approach. So, today, management of most of the organization has to maintain human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with workers accordingly. So, training in human relations is necessary to deal with human problems and to maintain human relations.

4) Change in the job assignment:

Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip the old employees with the advanced disciplines techniques or technology.

The need for training also arises to: Increase productivity Improve quality of the product / Services Help a company to fulfill its future personnel needs. Improve organizational climate. Improve health and safety. Prevent obsolescence Effect the personnel growth Minimize the resistance to change.

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Stages in training as follows

Stage 1 Assessment of training needs

Stage 2

Design the training program

Stage 3

Implementation.

Stage 4

Evaluation of training program.

7.3 Methods of Training

Methods of training

On-job methods

Off-job methods
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Job relations Lectures/Conferences Coaching Films Simulation Exercise Training through Cases Step by step instructions Committee assignments methods Internship training training

Job instruction

Programmed Audio visual Computer based E-Learning.

The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING Its given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically four methods: Coaching It is learning by doing. In this, the superior guides his subordinates & gives him/her job instructions. The superior points out the mistakes & gives suggestions for improvement. Job Rotation: In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In
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case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job. OFF THE JOB TRAINING: It is given outside the actual work place. Lectures/Conferences:This approach is well adapted to convey specific information, rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method. Films: It can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized. Simulation Exercise: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play.

Experiential Exercises: Are usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions. Vestibule Training: Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job.
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Role Play: Its just like acting out a given role as in a stage play. In this method of training, the trainees are required to enact defined roles on the basis of oral or written description of a particular situation. Management Games: The game is devised on a model of a business situation. The trainees are divided into groups who represent the management of competing companies. They make decisions just like these are made in real-life situations. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. The game goes on in several rounds to take the time dimension into account. In-Basket Exercise: Also known as In-tray method of training. The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & is asked to take decisions on these within a stipulated time. The decisions taken by the trainees are compared with one another. The trainees are provided feedback on their performance.

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Chapter 8: Collection, 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

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definitely help to the company for the future strategies. Following are the analysis and Interpretation of the results. These all analysis is imagine for general company. It is very necessary to understand the psychological tendency of employee. Because it is a quietly subjective so it will slightly deviate the opinion of the employee. The Department of the company where I conduct survey. There are 100 employees in each department. Total employees are 500. 1. Purchase 2. Finance 3. Production 4. Packing and dispatch 5. Research and Development

Table No 8.1

Survey in Purchase Department: Option Responses Yes 70 No 30 (Source: Primary data: Questionnaire)

Percentage
70 30

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S urveyin P urchaceD epartm ent

Gra No8 ph .1

30%

Yes

No

70%

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

INTERPRETATION: The above pie-diagram shows that 70% of employees of purchase department are highly satisfied with the Talent Management process. Hence, we can say in Purchase department talent management is effective process for employee as well as organization.

Survey in Finance Department: Option

Yes No

Responses 72 28

Percentage 72 28

(Source: Primary Data: Questionnaire)

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S urveyin F inance Departm ent

Gra No 8 ph .2

28%

Yes 72%

No

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

INTERPRETATION: The above pie-diagram shows that 80% of employee of finance department are highly satisfied with the Talent Management process, 10%are satisfied, 6% are natural, 4%are dissatisfied. Hence, we can say in Finance department, talent management is effective process for employee as well as organization.

Survey in Production Department:

Option
No

Responses 65 35

Percentage
65 35

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S urveyin Production Departm ent

Gra No 8 ph .3

65%

Highlly Satisfied

35% Satisfied

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

INTERPRETATION: In Production department we can observe that 65% employee are answering Yes, they getting exposure to show there talent in company. And 35% employees are answering No. means here, more than 60% employee answering Yes means process of talent management is effective in this department.

Survey in packing and dispatch Department: Option

Yes No

Responses

Percentage

86 14

86 14
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Survey in packing and dispatch Department

86% Yes 14% No

Figure No. 8.4/7 (Source: primary data survey questionnaire)

INTERPRETATION: In Production department we can observe that 86% employee are answering Yes, they getting exposure to show there talent in company. And 14% employees are answering No. means here, more than 60% employee answering Yes means process of talent management is effective in this department.

Survey in Research and development Department: Option Responses Percentage

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72 28

73 15

Survey in Research and development Department

72% Yes No

28%

Figure No. 8.5/7 (Source: primary data survey questionnaire)

INTERPRETATION: In Production department we can observe that 72% employee are answering Yes, they getting exposure to show there talent in company. And 28% employees are answering No. means here, more than 60% employee answering Yes means process of talent management is effective in this department.

Employees performance before implementing Talent Management concept: Department

Purchase Finance Production

Good

Bad

61 52 62

39 48 38
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45 68

55 32

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Purchase Finance Production R & D Dispatch Bad

Good

Figure No. 8.6/7(Source: secondary data average performance appraisal report of employee.)

Employees performance after implementing Talent Management concept: Department

Purchase Finance Production R&D Dispatch

Good

Bad

75 90 85 80 70

25 10 15 20 30
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100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% P urchase Finance Production R & D Dispatch Good Bad

Figure No. 8.7/7(Source: secondary data from average performance appraisal report of employee.)
INTERPRETATION: In above both diagram we can compare performance of all department, before implementing concept of talent management and after implementing concept of talent management. We can observe that, performance of all departments is increase after implementing talent management concept.

Chapter 9: Conclusion and suggestions

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Conclusion Talent Management for the HR Community is an opportunity for HR professionals to develop in their areas of expertise and in their careers. A strong HR Community helps create a strong public service. The goal of talent management is to better understand our people in the HR Community so we can support professional and career development and align individual needs and goals with the business focus of HR. We also want to ensure that we as a Community have the agility to develop people so that we are meeting the future needs of the community and government and our clients. This first broad sweep of the Community provides a
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foundation on which to ensure leadership continuity, knowledge transfer and service continuity. The initial implementation resulted in a number of important human resource priorities and strategies, such as performance management, leadership and management development, attraction and retention, employee 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.

1) Recruitment We understand it help to ensuring the right people are attracted to the organization. 2) Retention We understand it help to developing and implementing practices that reward and support employees. 3) Employee development Talent Management ensuring continuous informal and formal learning and development. 4) Performance management Talent Management is specific processes that nurture and support performance, including feedback/measurement.
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5) Workforce planning It use to make planning for business and general changes, including the older workforce and current/future skills shortages.

Suggestion and Recommendation

1) Organization should make research to avoid talent drain. 2) HR Department should interact and expose inbound employee 3) Perform various task to motivate employee for work, because

various employee can not work with motivation they just do it, because organization pay for them.

Chapter 10: Appendices

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Company Workshop
Name of Employee:

Roll No. Department: Designation:

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Joining Date:

Qualification:

Questionnaire:
1) Do you feel satisfaction while you complete your work? Yes No

2) Can you complete your work within a time? Yes No

3) Can you perform work with interest? Yes No

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5) Anywhere do you feel that, you doing a bullock work? Yes No

6) Do you feel that you select wrong field to work? Yes No

Any other feedback or suggestions by employee:

BIBLIOGRAPHY
Books: 1) Human Capital Management ----- Garry Desslar (P 542) 2) Human Resource Management ---- Himalaya Publications (P 386)
3) Human Resource Management --- Oxford Higher education ( p74) 4) Human Resource Management System ----- Prof. Mr. Subbarao (P,

243)
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Web Sources: 1) Oneclickhr.com 2) Weckipedia.com 3) Google.com 4) Reddiff.com

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