CHAPTER 1

1.1 INTRODUCTION.
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 capacity of an organization to hire, develop and retain talent is therefore the most crucial business process and priority on the CEO s agenda. The !""# s 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 '!st century, dampened by economic doldrums ( concerns with global security) the rear battle to attract, motivate, development ( retain talent is going to heat up considerably. * looming demographic time$bomb will make Talent +anagement a priority for organizations. * host of issues like, loss of human capital, talent shortages, ageism, and cultural clash has made ac-uiring ( managing talent difficult.

Talent +anagement describes the process through which employers of all kinds $.irms, /ovt., and 0on$profit organizations 1 anticipate their human capital needs ( set about meeting them. Thus Talent +anagement refers to, getting the 23/4T 5EO56E with the 23/4T 783667 into the 23/4T 9O:7. 3t is a professional term, also known as %4uman Capital +anagement& 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 +anagement are strategic ( deliberate in how they recruit, manage asses, develop ( maintain an organization s most important resource 1 its 5EO56E. This term also incorporates how companies drive performance at the individual level. ;ecisions about Talent +anagement 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 42+ practices. Talent +anagement decisions are often driven by a set of organizational core competencies as well as position specific competencies. The competency set may include knowledge, skills, e<perience ( personal traits.Companies that engage in talent management =4uman Capital +anagement> are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. 2esearch done on the value of such systems implemented within companies consistently uncovers benefits in these critical economic areas, revenue, customer satisfaction, -uality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most -ualified and

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valuable employees but also to put a strong emphasis on retention. 7ince the initial hiring process is so e<pensive to a company, it is important to place the individual in a position where his skills are being e<tensively utilized. 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. .rom a talent management standpoint, employee evaluations concern two ma@or areas of measurement, performance and potential. Current employee performance within a specific @ob has always been a standard evaluation measurement tool of the profitability of an employee. 4owever, talent management also seeks to focus on an employee s potential, meaning an employee s future performance, if given the proper development of skills. The ma@or aspects of talent management practiced within an organization must consistently include. 5erformance management leadership development workforce

planningAidentifying 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, e<perience, 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 @ob performance in many countries, and unethical within organizations>.

1.2 BACKGROUND OF STUDY.

Trafco 6ogistics =pvt> ltd. is 5akistanCs premium 6ogistic, .reight +anagement and Commercial 7hipping 7ervices Company with an incompatible network throughout the country and associates in more than 'D# destinations internationally. 7ince !"EF Trafco 6ogistics =pvt> ltd., has been the most vigorous, integrated and innovative 6ogistic full$end service providers. 7erving at the forefront of logistic companies, Trafco started with inbound and outbound services through various shipment means and is carrying the tradition of 3mports and E<ports to door$to$ door service through an ever e<panse mode. Talent management implies recognizing a personCs inherent skills, traits, personality and offering him a matching @ob. Every person has a uni-ue talent that suits a particular @ob profile and any other position will cause discomfort. 3t is the @ob of the +anagement, particularly the 42 ;epartment, to place candidates with prudence and caution. * wrong fit will result in further hiring, re$training and other wasteful activities. Talent +anagement is beneficial to both the organization and the employees. The organization benefits from, 3ncreased productivity and capability) a better linkage between individualsC efforts and business goals) commitment of valued employees) reduced turnover) increased bench strength and a better fit between peopleCs @obs and skills. Employees benefit from, 4igher motivation and

commitment) career development) increased knowledge about and contribution to company goals) sustained motivation and @ob satisfaction. 3n 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 4uman 2esource. 3n this globalize world, it is only the 4uman 2esource 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. :ut 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. 7o 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 Hbig picture issues, and an awareness of their own strengths, limitations and impact on others. 7everal talent management processes need to be in place on a strategic level in order ensure its success. 7uch processesAstrategies include talent identification, recruitment ( assessment, competency management, performance management, career development, teaching 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, increase productivity, culture of e<cellence and much more.

1.3 STATEMENT OF PROBLEM.

The purpose of the study is to find out, Why the talented employees are leaving the companyI Ways by which the company could retain talented employees with themI 4ow company develops shining employs to talented employeesI 4ow management system is affecting talented employeesI This study will investigate why talented employs leave Trafco 6ogistics 5vt 6td.

1.4 OBJECTIVES.
The purpose of this research is to elaborate the reasons that why talented employ are leaving the company. *lso to conducts a survey whose aim is to analyze employee satisfaction and get a broader view on leaving of talented employee. 3dentify the things to improve the employee satisfaction, inherent, nature of the @ob causing attrition, also to find the stepsAstrategy should be done by the company to reduce dissatisfaction and issues related to compensational and non$ compensational factors. 3n the current scenario of cutthroat competition, every company has to survive to satisfy its customers by providing them -uality products and services. The ob@ect of the study is also to involve the study of the following, To understand the entire procedure of Talent management

To understand the need of Talent +anagement To study the accuracy and -uality of work of employees by talent management procedure. To suggest possible improvement in Talent +anagement process.

1.5 SIGNIFICANCE OF RESEARCH.

Talent management is a key succession planning tool that provides an integrated means of identifying, selecting, developing and retaining top talent within our organization which is re-uired for long term planning. Talent management provides a means of accelerating the development of employees by identifying opportunities for career growth ( development within the organization identifying internal talent pools and transferring knowledge to others within the organization evaluating and planning for the pro@ected departure of positions identified as critical for reasons of retirement or otherwise

1.6 RESEARCH QUESTIONS

What are different approaches for talent management system in TrafcoI Talent +anagement 7ystem is effective in retention of employees in previous

yearsI ;oes this system have any effect on performance of employeeI What are the best ways to motivate and create committed employeesI

What is the statistically significant correlation between @ob tenure and 3s 42 or 5ersonnel ;epartment organized and staffed for efficiency and

turnover intentionsI effectiveness. %Trafco& ;o using competency$based have recruitment and practices =competency employee

identification and behavioral assessment> to hire the right staff or notI %Trafco& organization$wide individualized development plansI 4ave a system in place to identify and groom high potential employees for

higher future roles in the organization

CHAPTER 2
2.1 LITERATURE REVIE

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

Talent management implies recognizing a personCs inherent skills, traits, personality and offering him a matching @ob. Every person has a uni-ue talent that suits a particular @ob profile and any other position will cause discomfort. 3t is the @ob of the +anagement, particularly the 42 ;epartment, to place candidates with prudence and caution. * wrong fit will result in further hiring, re$training and other wasteful activities.

Talent +anagement is beneficial to both the organization and the employees. The organization benefits from, 3ncreased productivity and capability) a better linkage between individualsC efforts and business goals) commitment of valued employees) reduced turnover) increased bench strength and a better fit between peopleCs @obs and skills. Employees benefit from, 4igher motivation and commitment) career development) increased knowledge about and contribution to company goals) sustained motivation and @ob satisfaction.

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3n 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 4uman 2esource. 3n this globalize world, it is only the 4uman 2esource 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. :ut 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 -uitting

I*+),("#-!.

.irst, let us look at some of the reasons for the importance of talent management.

G/)0"/$1"($)#.

0ow for any @obseeker 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.

I#-,!"2!& C)*+!($($)#.

3ncreased 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.

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I#-,!"2$#% K#)3/!&%!.

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.

H)3 T"/!#( M"#"%!*!#( $*+),("#( '), "# O,%"#$1"($)#.

C)2( -4(($#%. One e<perienced ( skilled employee can replace instead of two or more employees. Organization can save hundreds of thousands. M"5$*4* O4(+4( Organization can make ma<imum output in minimum resources.

T$*! 2"6$#% (!-7#$84! 3t is a time saving techni-ue. :ecause for every @ob a skilled person can place. 3t s helpful to complete @ob in minimum time

P!,'!-($)# $#-,!"2!

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;ue to skilled employee 5erfection in work is increase. There is low probability of mistakes.

H)3 T"/!#( M"#"%!*!#( $*+),("#( '), "# E*+/)9!!.

R!-,4$(*!#( 3t s ensuring that right people are attracted to the organization, due to providing e<posure for their skills.

R!(!#($)# ;eveloping and implementing practices that reward and support employees.

E*+/)9!! &!6!/)+*!#(. Ensuring continuous informal and formal learning and development.

L!"&!,27$+ "#& :7$%7 +)(!#($"/ !*+/)9!!: &!6!/)+*!#( 7pecific development programs for e<isting and future leaders.

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P!,'),*"#-! *"#"%!*!#(

7pecific

processes

that

nurture

and

support

performance,

including

feedbackAmeasurement.

),;'),-! +/"##$#% 5lanning for business and general changes, including the older workforce and Current C4/(4,! ;evelopment of a positive, progressive and high performance ?way of operating? future 7kill shortages.

T7! C7"//!#%! of talent management has two faces. .irst 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 ob@ectives.

T7! F$,2( C7"//!#%! <

7!,! () '$#& #!3 ("/!#(=

*ll the organizations are finding loads of business opportunities and conse-uently, their revenues are growing at a rapid pace. The increasing business

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opportunities has necessitated that these organizations go in for massive recruitment. :ut, the -uestion is where to find the best talent which is able to fit the @ob description and also ad@ust to the organization s values and norms. 3f we scan the environment, we find there is a shortage of skilled workforce that can be employed. 7ome of the possible reasons that have led to the shortage are, $

D!*)%,"+7$- C)#2(,"$#(2.

This is a common problem faced by many of the developed countries, where a large chunk of its population is nearing the age of retirement or is over F# years. K7*, /ermany and 9apan are facing the same problem. *ll these countries will see a decline in their workforce and talent. 3n the coming years, they will see a great shortage in their skilled professionals.

E5$2($#% E&4-"($)#"/ S92(!*. The graduates and the postgraduates that are being churned out of the universities are found to be ill$e-uipped to handle the challenges of the workplace. They are mostly e-uipped 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 re-uirements and educational preparation.

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C)2( F"-(),. 2ecruiting new employees is becoming tougher and tougher in the developing countries, where the 42 department has to sort out thousands of applications for a handful of @obs. .inding right person for the right @ob becomes a very difficult process. 3t also involves very high cost to conduct the recruitment and selection process for such a large population of applicants.

A((,"-($#% (7! B!2( T"/!#(. This is another challenge. *s was the case in the past, the best available talent is not @ust motivated by the name and fame of the organization. 0ot anymore. They have a new set of motivators like $ challenging work, conducive work environment and freedom from bureaucratic structure. T7! S!-)#& C7"//!#%! < H)3 () ,!("$# (7! !5$2($#% !*+/)9!!2=

/one are the days when a person would @oin an organization in his mid$'#s and would work till his retirement in the late$F#s. Today the young professionals hop @obs, especially during the first G$F years of their work life. Though the 3ndian service industry is basking in the light of outsourced @obs from the developed countries, they also cannot ignore the fact that the :5O industry is also facing one of the highest attrition rates, in fact never heard before in 3ndia, of around BFL. 3t is a fact that it s the people that add value to organizations. 3t is also a fact that humans are a restless species who, unlike the immovable Tree, cannot stay rooted in one place. 5eople need to move on for one reason or another, and the organization stands to lose.

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L!( 42 /)); "( 2)*! )' (7! ,!"2)#2 0!7$#& (7! *"22$6! "((,$($)# ,"(!2. <

/ap between organizational values and goals and the personal values and goals is one of the ma@or reasons of the attrition rates. 3f they go parallel, there is no way both would be satisfied and inevitably, the organization would lose out on a talented employee.

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

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 e<treme situations, total burnouts. 3t also leads to other health related problems.

+ovement 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 @ob opportunities, higher posts and overseas assignments are also ma@or factors in the attrition rates.

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0ot taking proper care during the recruitment and selection process and not taking proper care to fit the right person to the right @ob also breeds dissatisfaction among the employees.

:ad or opa-ue policies from management on issues of succession planning and promotion, appointments for senior positions also is a ma@or factor which makes the organization lose out on the talented employees.

The professionals have different aspirations at different times of their career. ;uring the initial years, they have good salary and foreign assignments. 0e<t on the list is working on cutting edge technology. +ore seasoned professionals look for learning opportunities. 7o employees tend to move to those organizations which provide them with means to fulfill their aspirations.

2etaining the present employees is of the foremost importance to the organizations because) the company would have already incurred heavy costs in the form of training and development. 0ow if the organization has to look for a replacement for the employee who has left, it involves a lot of costs like $ hiring costs, training costs and the induction costs. *lso it takes some time for the new employee to ad@ust to the new work environment. ;uring this time the productivity of the employee will be low. The 42 department will have to fit the new employee into a proper role in the organization. *part from causing the company a monetary loss and breaks in their

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day$to$day operations, attrition contributes to knowledge transfer, which is a great loss and adversely affects business.

2.2 THEORETICAL FRAME ORK.

3n this chapter we will present the theoretical foundation for our thesis. Talent management policies and practices of Trafco 6ogistics =5vt> 6td will be studied in order to answer the -uestion, how to motivate and retain employees. 3t will be analyzed in detail by identification of independent, dependent, and moderating variables. Then it will be continued by the theories discussing strategic approaches to talent development, which concern our second research -uestion, %4ow to develop employeesI The chapter will end with a synthesis that sums up the essentials of our theoretical foundation.

T"/!#( ,!(!#($)# "#& &!6!/)+*!#( On the process perspective, talent management includes recruiting, developing and retaining people within the organization =*lice 7nell, '##D>. 3n the whole process, Echols ='##D> claims the retention as the final struggle of the talent war, aiming to take measures to encourage employees to retain in the organization for the ma<imum period of time. Talent leaving is harmful to a companyCs productivity because costs of attrition are high. ;irect cost refers to leaving costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale =7chlesinger and 4eskett, !""!>. Talent ;evelopment is the process of changing

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an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization =2othwell and 8azanas,'##G>. *s businesses continually apply new technologies, new business growth models, and new market strategies, the workforceHs up skilling becomes constant and continuous. .ollowing is the diagrammatic representation of our research problem i.e. Talent +anagement.

3ndependent

+ediating

;ependent

Organizations 5erformance

Organization /oals ( Mision 9ob 5erformance 2emuneration 9ob Commitment Training ( ;evelopment Talent +anagement

Career Opportunities !"

This model is the basis of my research keeping in view of this model dependent ( independent variables for Talent +anagement are e<tracted. .or this research, according to the model given above for talent management following variables are taken into account

D!+!#&!#( V",$"0/!
Talent +anagement

I#&!+!#&!#( V",$"0/!2
Organizations 5erformance Organization /oals Mision 2emuneration and other benefits Training ;evelopment Career Opportunities

M!&$"($#% V",$"0/!2
9ob Commitment 9ob 5erformance

S4++),($#% M)&!/2 '), T7!),!($-"/ F,"*!3),;

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H$!,",-79 )' #!!&2 One of the most recognized motivation theories in the Western world is *braham +aslowHs 4ierarchy of 0eeds. 3t is depicted as a pyramid consisting of five levels, which signifies needs are predetermined in order of importance. While after the satisfaction of the basic needs in lower level, people are seeking physiological needs, they need to feel safety, need to be loved, to be respected and they want to achieve some sort of reputations or social class. The theory argues that employees must be fully satisfied by lower$level needs before they can move to high$order ones. *n employee on a higher level will e<ert more efforts and will be more efficient comparatively. .ocusing on the needs of its workforce, an organization can better attract and retain talent. 3n this way it can achieve a higher level of Talent +anagement.

E84$(9 (7!),9

*damHs E-uity Theory asserted that employees seek to maintain e-uity between the inputs that they bring to a @ob and the outcomes that they receive from it against the perceived inputs and Wenzhu Cai and Klyana 8lyushina outcomes of

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others. 5eople value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co$workers and the organization. * more satisfied employee will have higher organization loyalty, @ob performance, and @ob commitment. :y providing better returns to workforce an organization can attract and retain more and more talented employees.

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A-84$,!& N!!&2 T7!),9

3n ;avid +cClellandHs *c-uired 0eeds Theory, individualHs higher order needs are divided into three categories, achievement, affiliation, or power. 4e argues that people are not born with, but ac-uire these three reasons for working. *ccording to this theory employees strive to achieve and fulfill these needs. They are affiliated with their @ob and organization and strive for achievements in order to gain power. *chievements motivate an employee and in turn his @ob commitment and performance increases.

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2.3 HYPOTHESIS
4ypotheses are the essential assumptions which the researcher formulates about the possible causes, findings and ultimate output of the issue in under research. Knder hypotheses mere assumptions or suppositions are made which are to be proved or disproved. .or researcher it is a formal -uestion that he intends to resolve. * hypotheses consist either of a suggested e<planation for a phenomenon or of a reasoned proposal suggesting a possible correlation between multiple phenomenon. The assumptions be true or false are to be proved through the completion of pro@ect.

N4// H9+)(7!2$2. Employee taking benefits from Talent +anagement 7ystem Employee can retain successfully for the benefit of organization Employee s performance increased by talent management Employee turnover of organization affected by Talent +anagement 5rocedure

A/(!,#"(! H9+)(7!2$2. Employees are not able to take benefits from Talent +anagement 7ystem Employee cannot retain successfully for the benefit of organization Employee s performance cannot increase by talent management. Talent +anagement is not affecting on employee turnover of organization

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CHAPTER 3
RESEARCH METHODOLOGY

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2esearch +ethodology is a way to systematically solve the research problems. 3t may be understand as a science of studying how research is done scientifically. 3n it we are studying research problems along with the logic behind them. 3t is necessary the researcher to know not only the research method techni-ues but also the methodology.

3.1 RESEARCH DESIGN

The design of research is descriptive as it is addressing prevailing situation. To conduct the study the instrumentsAtechni-ues will be prepared. The nature of the study is both -uantitative and -ualitative.

3.2 POPULATION.
Employees of entire organization under study pertaining to different functional segments.

3.3 SAMPLING TECHNIQUE.

5robability sampling method i.e. random sampling used for this study.

3.4 SAMPLING SI>E

The sample size will be consisted of F# working employees based on following criteria Nualification. E<perience specific with the organization under study. 5rofessional -ualification A Certifications Trainings given to individuals.

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+a@or achievements with the 5articular organization in last three years.

3.5 RESEARCH INSTRUMENTS?TOOLS.

The -uestionnaire of B# items is developed on F point 6inker scale and Cranach alpha values are incorporated to check reliability and validity. The options are 7trongly ;isagree, ;isagree, *verage, and 7trongly *gree in this scale. The rating scale is administrated to the respondent and is scored to the following scheme.

R!2+)#2! 7trongly ;isagree ;isagree *verage *gree 7trongly *gree

R"(! ! ' B G F

C,)#0"-7 A/+7"

O P #.F #.F Q O P #.J #.J Q O P #.D #.D Q O P #." O R #."

3.6 DATA COLLECTION.

The researcher will personally conduct the survey) distribute the -uestionnaire to the respondents and later on collect. 3t is anticipated that the response rate will be ma<imum due to personal administration of the -uestionnaire.

QUESTIONNAIRE
D!", C)//!"%4!2.

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3, student of +aster of :usiness *dministration +:*, *llama 3-bal Open Kniversity 3 am conducting research on the topic @A S(4&9 )' T"/!#( M"#"%!*!#( S92(!* "#& $(2 I*+/$-"($)#2 $# T,"'-) L)%$2($-2 P6(. L(&.A. Sou are re-uested to provide your opinion on this -uestionnaire which would be kept strictly confidential. 7elect the appropriate bo<. 3 shall be thankful to you for your cooperation in the completion of this study. Thanking you. S"99!& A/$ A&#"#
I#2(,4-($)#. 8eeping in view your work situation, please tick the most appropriate response option in front of every given below where 1B 7trongly disagree, 2T ;isagree, 3T *verage, 4T *gree ( 5T 7trongly agree

RESPONDENT PROFILE. Nualification, UUUUUUUUUUUUUUUUUUUUU ;esignation, UUUUUUUUUUUUUUUUUUUUUU

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Working E<perience, UUUUUUUUUUUUUUU /ender, UUUUUUUUUUUUUUUUUUUUUUUUU ;epartmentUUUUUUUUUUUUUUUUUUUUUU CertificationUUUUUUUUUUUUUUUUUUUUU +a@or *chievementsUUUUUUUUUUUUUU

1B 7trongly disagree, 2T ;isagree, 3T *verage, 4T *gree ( 5T 7trongly agree

! 3 prioritize time to interview potential candidate when a vacancy arise 3 consistently appoint high caliber employees. 3 devote time and energy to attend the filling of a vacancy. 3 ensure that vacancies do not remain open for a long period of time. 3 possess a good overall knowledge of 42 recruitment process and policies. +anagement views faculty effectiveness as important in achieving institutional effectiveness. +anagement knows what critical positionsAroles help to

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differentiate itself in the market place. The Organization has a faculty management strategy that is e<plicitly linked to the overall performance of the Organization. The Organization accurately forecasts the demand for faculty =size and skills> over various time horizons. The Organization accurately forecasts the demand for faculty

=size and skills> over various time horizons. The Organization is able to bring new recruits on board effectively. The Organization attracts, retains values and fully utilizes a diverse workforce. The Organization is able to recruit desired employees in a timely and consistent manner. The Organization identifies high potential and key employees and has programs to retain them. .aculty understand their @ob responsibilities and how roles and contribute to the goals of the Organization. +anagement identifies and uses competencies of faculty members.

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The Organization is able to recruit desired employees in a timely and consistent manner. The Organization identifies high potential and key employees and has programs to retain them. There is proper co$operation and co$ordination among faculty members. .aculty members collaborate and share knowledge with others in a way that contributes to the company success Tools and resources e<ists to foster collaboration and knowledge sharing across the organization. .aculty members are able to identify relevant skills in the organization in a timely manner. +anagement provides virtualAremote working to improve fle<ibility andAor reduce costs. Organizational communications are aligned with leadership actions and behaviors. Communication ways is effective in our Organization. Employees are satisfied with welfare in the Company. There is enough reward and recognition given in our organization for doing good work. 3 am very satisfied with my @ob and therefore 3 do not see any other company. 7taff commitment is an asset. 42 policies are clear for all the employees working in the company. 3 am very satisfied with Training to develop myself professional Employee s needs are well met by the company. Thank you Mery +uch for showing your valuable interest

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REFERENCES

*lderfer, Clayton 5., E<istence, 2elatedness, and /rowth) 4uman 0eeds in Organizational 7ettings, 0ew Sork, .ree 5ress, !"D' *dams, 9.7. !"JF. 3ne-uity in social e<change. *dv. E<p. 7oc. 5sychol. J',BBF$ BGB. *ngelis ;. ='##G> VThe Wemployee value propositionH X competing for talent to drive your growth, :oneYone, ppG"$F# :entley, 2oss, VThey can learn their own way, Training ( Coaching Today, !DF!#E#F, +ay'##D :ersin, 9., VEnterprise 6earning Technology, management * 0ew :reed of 7olution, research :ulliten '##D The latest in Enterprise learning and talent

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Clark, 2uth Colvin, V4arnessing the Mirtual Classroom, TZ;, 0ov'##F, Mol. F" 3ssue !!, pG#$GB. Chen 9., principal +*delaine 5fau, V6et the war for talent begin$in China, 4eidrick (7truggles Chinese 7tatistic Searbook, '##D Conger, 9. and .ulmer, 2. ='##B>, V;eveloping your leadership pipeline, 4arvard :usiness 2eview, Mol. E! 0o. !', pp. DJ$"# C436;, 9. =!""G>. +anagement in China ;uring the *ge of 2eform. Cambridge, Cambridge Kniversity 5ress. Conrey, W ='##D>, VKpgrating your companyHs talent, The @ournal of commerce, page !##$!#B Chew, 9anet ='##G>. The influence of 4uman 2esource +anagement 5ractices on the 2etention of Core Employees of *ustralian Organizations, *n Empirical 7tudy, +urdoch Kniversity. Creelman. ; '##G, V2eturn on investment in talent management, +easures you can put to work right now, 4uman Capital 3nstitute, 7eptember Cunningham 3. '##D, VTalent management, making it real, :est 5ractices in Talent +anagement by +arshall /oldsmith. *nnual report Trafco 6ogistc =Case 7tudy>. Oneclickhr.com Weckipedia.com /oogle.com 2eddiff.com books.google.com

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