Dissertation ASCERTAINING PERFORMANCE OF TALENT MANAGEMENT IN ENGINEERING BASED ORGANIZATIONS

A REPORT SUBMITTED TO THE DEPARTMEI T OF BUSII ESS ADMII ISTRATION, FEDERAL URDU UNIVERSITY, KARACHI IN PARTIAL FULFILLMET OF THE REQUIREMENTS FOR THE DEGREE OF MASTERS IN BUSINESS ADMIINISTRATION

Submitted By:

Enrolment No: MBA/E/136/08 Seat No: 815151

Submitted to

MUHAMMED MAZHAR MANZOOR (CO-ORDINATOR TO DEAN)

Department of Business Administration Federal Urdu University of Arts, Science & Technology Karachi.

Ascertaining Performance of Talent Management In Engineering Based Organizations

FEDERAL URDU UNIVESITY OF ARTS SCIENCEAND TECHNOLOGY (BUSINESS ADMINISTRATION DEPARTMENT) GULSHAN-E-IQBAL CAMPUS, KARACHI.

Dissertation Final Report (General Management)

2

Submitted to:

Sir Muhammed Mazhar Manzoor

In the Name of Allah who is the

Beneficial And the Merciful
Read the name of Lord, Who created man from a clot of blood. Read! Thy Lord is most Bounteous who taught by pen.(96:1-4)
Allah is love. He gives us the Sun, Moon, Stars, Galaxies, Earth, Mountains, flowers and all kinds of creatures. He who is the Master of death is also the Master of life. So that we should bow to Him, and realize that our success was due to His mercy and favor.
May His mercy be upon us in this World and in Here after. 3

(Aamin)

DEDICATION

To My Parents
Whose prayers are great source of strength and power for me.

To our Beloved Teachers

Who are the symbol of guidance in our lives and induced as a sense of deep love to strengths.

PREFACE

Bigger is always not the better, likely a 700 pages report could not be better & excellent indeed, notwithstanding after a brief & confined approach can make a report studious. This manual is particularly for those who are under going to research over talent management in respect of utilization of personnel for the organization(s). This manual is structured to give readers and insight to the concept of talent management & related issues and change activities that happen in this field. While developing this manual shortcomings and suggestions pointed out by amateurs and/ or professionals books have been dealt with to the maximum. I am confident that this manual will be of advantage to the readers in general understanding the topic and its practical aspects of its contents.

Comments and suggestions for improvement are invited to be incorporated in future if I get this topic again, which will go in a long way in achieving the goals of improved training/research

ABSTRACT

Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment. The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation. This report is based on a review of the academic and popular talent management literatures. Engineering organizations interested in implementing a talent management strategy 6

would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence-based best practices. This report will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement specially for engineering based organizations.

Table Of Contents ABSTRACT

Serial No
1.0 1.1 1.2 1.3 1.3.1 1.3.1.2 1.3.1.3 1.3.1.3 1.3.1.4 1.3.2 1.4 1.4.1 1.4.2 1.4.3 1.4.4 7

Title Of Contents
Acknowledgement Executive Summary Introduction Importance Increased Competition The Ascertaining Performance Challenge The First Challenge - Where To Find New Talent? demographic Constraints Existing Educational System cost Factor Attracting The Best Talent The Second Challenge - How To Retain The Existing Per Formative Employees? The Question Is - How To Manage The Performative Talent? Hire The Right People: Keep The Promises Good Working Environment Recognition Of Merit:

Page No
11 12 13 15 15 16 16 16 16 17 17 17-18 19 19 19 19 20

1.4.5 1.4.6 1.5 1.6 1.7 1.8 2.0 2.1 2.2 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.4 2.5 2.6 2.7 2.8 2.9 3.0 4.0 4.1 4.2

Providing Learning Opportunities Shielding From High Work Pressure Talent Management Back Ground Human Capitial Management Talent Marketplace Current Application Of Talent Management In Engineering Chapter # 2 Talent Management Model Approaches And Focus Scenario The Process Of Talent Management (Talent Management Model) Talent Management V/S Traditional Hr Approach: The Focus Of Talent Management Talent Appreciation Potential Enhancement Acquisition Of Talent Knowledge Management Statement Of The Problem Objectives Of The Study Need Of The Study The Strategic Importance Of Talent Succession The Concept Of The People Strategy Importance Of Talent Management Chapter # 3 Literature Review Chapter # 4 Research Process Theoretical Frame Work Variables Which Can Be Affected On Performance Of Talent Management Engineering Prospects Of Per Formative Talent Management

20 20 20 21 22 23 24 24 25 26 27 28 28 28 29 30 30-32 32 33 35 36-43 44-45 46 47 48 50 51 52 52 53 53 54 54 54 54 55 56 57

Engineering Productivity: The Management Of Improvement 4.3 4.4 Factors Influencing Talent Management Strategy Shifts 4.5 Hiring Recruitment 4.6 True Talent 4.7 Capability And Capacity Planning 4.8 Talent Resource Planning In Practice 4.9 Cost/Benefit Analysis And Managing The Talent Inventory 4.10 Data Needed To Power Talent Resource Planning Successful Talent Management Four Fundamental Elements 4.11 4.11.1 Talent Management 4.11.2 Employee Involvement 4.11.3 Program Champion 5.0 Chapter # 5 Research Design Meth0dology 5.1 Research Design

5.2 5.2.1 5.2.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.11.1 6.0 6.1 6.1.2 6.1.3 6.1.4 6.1.5 6.2 6.2.1 6.2.2 6.2.3 6.2.4 6.2.5 6.3 6.3.1 6.3.2 6.3.3 6.3.4 6.3.5 6.3.6 6.4 6.4.1 6.4.2 6.4.3 6.4.4 6.4.5 6.5 6.5.1 9

Sources Of Data Primary Data Secondary Data Statistical Tools Method Of Data Collection Questionnaire: Hr/ Engineering Professional Method Of Sampling Sampling Size Sampling Techniques: Analytical Procedures Analytical Tools (Soft Wares) Statistical Hypothesis Test Hypothesis Of The Study Chapter # 6 Data Analysis And Interpretation Companies Profile Statistics Talent Management Process Frequency Table Respondent Companies Persons Intelligence New Hiring Skills And Energy Required Bar Chart Statistics training & Development Frequency Table Respondent Companies Training And Development Management Appraisal Judgmental Process Bar Chart Statistics Talent Managing Responsibilities Frequency Table Respondant Companies Skills And Energy Required True Talent Crucial Methods Surety Of Success Bar Chart Statistics Talent Approach Viz Talent Performance & Career Development Frequency Table Respondent Companies Tools For Good Direction Of Command Motivational Rewards Special Task Bar Chart T- Test Of Crucial Variables One-Sample Statistics

57 57 57 58 58 58 59 59 59 59 60 60 60 61 62-66 67 67 67 68 68 68-70 70 71 71 71 71 72-73 74 74 74 75 75 75 76-78 79 79 79 80 80 81-82 83 83

6.5.2 6.6 6.6.1 6.6.2 6.7 6.7.1 7.0 7.1 8.0 8.1 8.2 9.0

One-Sample Statistics One Way Anova Descriptive Anova Curve Fit Skills And Energy Required Chapter 7 Graphs Analysis Engineers/ Hr Professionals Chapter 8 Recommendations & Conclusion Recommendations Conclusion Chapter 9 References Model Questionnaire

83 83 84 84 85 86 87 88 89 90 91 92-94 95-98

LIST OF GRAPHS PHSABSTRACT

Serial No
6.1.5 6.2.5 6.3.6 6.4.5 6.7.1 7.1

List Of Graphs
Bar Chart Bar Chart Bar Chart Bar Chart Curve fit Skills And Energy Required Engineers/ HR Professionals

Page No
68-70 72-73 76-78 81-82 86 90

LIST OF illustrations
Serial No
1.8 2.1 3 6 4.0 4.1 10

List Of Illustrations
Current application of talent management in Engineering The Process of Talent Management (Talent Management Model) The Focus Of Talent Management Need Of The Study Theoretical frame Work Variables which Can Be Affected on Performance of Talent

Page No
26 28 30 33 44 45

6.7.1 7.1

Management. Skill And Energy Required Engineers/ HR Professionals

86 90

LIST OF Table
Serial No
2.2 6.1 6.1.2 6.1.3 6.1.4 6.2 6.2.1 6.2.2 6.2.3 6.2.4 6.3 6.3.1 6.3.2 6.3.3 6.3.4 6.3.5 6.4 6.4.1 6.4.2 6.4.3 6.4.4 6.5 6.5.1 6.5.2 6.6 6.6.1 11

List Of Tables
Talent Management v/s Traditional HR Approach Statistics Talent Management Process Frequency Table Respondent Companies Persons Intelligence New Hiring Skills And Energy Required Statistics training & Development Frequency Table Respondent Companies Training And Development Management Appraisal Judgmental Process Statistics Talent Managing Responsibilities Frequency Table Respondant Companies Skills And Energy Required True Talent Crucial Methods Surety Of Success Statistics Talent Approach Viz Talent Performance & Career Development Frequency Table Respondent Companies Tools For Good Direction Of Command Motivational Rewards Special Task T- Test Of Crucial Variables One-Sample Statistics One-Sample Statistics One Way Anova Descriptive

Page No
29 67 67 67 68 68 70 71 71 71 71 74 74 74 75 75 75 79 79 79 80 80 83 83 83 83 84

ACKNOWLEDGEMEN T
Praise is to Allah Almighty, the one testing us all at all times and making decisions about what we dont know and cant know. Writing this report appeared to be a great experience to me as it added a lot to my knowledge. If I say that this report is one of my memorable experiences in student life, then it would not be wrong. This thesis owes its existence to the help, support and inspiration of many people. In the first place, I would like to express my sincere appreciation during provided everyone. the for We and gratitude work. to my His teacher help MUHAMMED and His MAZHAR MANZOOR for his support and encouragement thesiss an guideline acknowledgement lead us to make it possible. He has optimum also working like to environment. show my uncompressing quest for excellence significantly shapes would genuine appreciation and thanks to Syed Anwar Saeed & Noman Waseem Usmani for their tremendous contribution with the simulations. I appreciate their cooperative spirit. I am tempted to individually thank all of my collogues and friends but as the list might be long and for fear I might omit someone, I will simply and genuinely say: thank you to you love, care and trust for their constant presence and care and instant moral support. I cannot finish without acknowledging how eternally grateful and I am to the one, The Everlasting, The all determiner, The trustee, The dependable and the 12

protecting friend that guide us, teaches us to be patient and to never give up.

executive summary

This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilization, development and retention, has placed a heavy demand on todays professionals who are concerned with talent management viz-a-viz HR management. Talent management categorically focuses on D.N.A: a) Point of Departure (key points to be equipped with), b) Point of Navigation (project process & efficiencies with effective utilization of talent resources), & c) Point of Arrival (Fruitful results). Today talent management is expected to identify potential talent and also comprehend, conceptualize and implement relevant strategies to contribute effectively in order achieve in engineerings organizational objectives. Hence a serious concern is to survive amongst the war of talent hunt, this War for Talent, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organization. To analyze the reasons & the discourse in this regard, we first need to understand what TALENT means people have different views and definitions. Talent for engineering organization categorically focuses that Keeping People Who Keep You in Business, a talent is not rare and precious. Everyone has talent too many to possibly name all. Talent is behavior; things we do more easily than the next person. We speak of natural born talent but those with a gift, knack, ability or flair for something can refine and develop that talent through experience. Talent, however, cannot be taught. As someone once said, you can teach a turkey to climb a tree, but it is easier to hire a squirrel. a) My study encompasses categorically for the following: b) Where to find new talent? (First Challenge),

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c) How to retain the existing employees? (Second challenge), d) How talent can be polished e) How to manage the talent? (Third Challenge), f) How talent management affects directly to the results of the company. g) How it can be elucidated that talent cannot be utilized in a proper way without giving employees the gradual training and development at subsequent stages? h)How HR approaches can facilitate the talent management pedagogy? i)How talent management can increase the profitability of the organization?

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CHAPTER # 1 INTRODUCTION

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1: Introduction
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 fro m: 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. The biggest problem is how to retain the present workforce and stop them from quitting? This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilization, development and retention, has placed a heavy demand on todays HR professionals. Today HR is expected to identify potential talent and also comprehend, conceptualize and implement relevant strategies to contribute effectively to achieve organizational objectives. Hence a serious concern of every HR manager in order to survive this War for Talent, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an 16

organization. The reasons, we first need to understand what TALENT means. People have different views and definitions. Today, companies have become fiercely competitive when it comes to attracting and retaining talent. According to Branham, 75 per cent of the senior executives admit that employee retention is a major concern today, the obvious reason being the increasing rate of turnover. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organizations to focus on mechanisms pertaining to attracting and retaining talent. It is an accepted truth that turnover will happen and companies need to device a strategy to curb unprecedented turnover from affecting organizational success. The present scenario with abundant opportunities has triggered a wave of employees, perpetually on the move, forever seeking better opportunities whenever, wherever and however they can. What is behind the restlessness of these hard to keep employees? By focusing on productivity, organizations are realizing that it is imperative to hire employees who can do the job and be successful at it. The organization no longer wants to just hire to hire, in fact they are striving to find the right people, bring them into the organization and retain their services. One of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter formulate strategies for acquiring them. As the leading HR heads of the country point out, the solution is not just about finding the correct retention mechanisms, but it starts from the very beginning by devising ways to acquire the right people for the right jobs.

1.1 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.

1.2 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 17

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.

1.3 The Ascertaining Performance Challenge: The performance challenge of

talent management has two facets to it. 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.

1.3.1 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: -

1.3.1.2Demographic 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 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.

1.3.1.2 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.

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1.3.1.3Cost 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.

1.3.1.4 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.

1.3.2 The Second Challenge - How to retain the existing Per formative employees?
It is a fact that its the people that add value to organizations by given some performative targets . It is also a fact that humans are a restless species who, unlike the immovable Banyan 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. 19

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. 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. Retaining 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. Now 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. 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.

1.4 The Question is - How to Manage the Per formative TALENT?

It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat for engineering organizations specially. One who possesses it dictates. Not he 20

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: -

1.4.1 Hire the Right People: Proper care must be taken while hiring the people itself.
It would be beneficial for an organization to recruit young people and nurture them, than to substitute by hiring from other organizations. Questions to be asked at this stage are: Whether the person has the requisite skills needed for the job? Whether the person's values and goals match with those of organizations? In short, care must be taken to fit the right person to the right job.

1.4.2 Keep the Promises: Good talent cannot be motivated by fake platitudes, halftruths 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.

1.4.3 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.

1.4.4 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 21

two objectives - it makes employee feel that he is considered important (a highly motivating factor) and gets the work done in a efficient manner to get the best in the employee.

1.4.5 Providing Learning Opportunities: Employees must be provided with

continuous learning opportunities on and off work field through management development programmes and distance learning programmes. This will also benefit the organization in the form of highly talented workforce.

1.4.6 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 di-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 programmes, 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.

1.5

Talent Management Back Ground

Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees talents and skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that many organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the 22

overall organizational objectives. Companies that focus on developing their talent integrate plans and processes to track and manage their employee talent, including the following:

Sourcing_(personnel), attracting and recruiting qualified competitive backgrounds Managing and defining competitive salaries Training and development opportunities Performance management processes Retention programs Promotion and transitioning

candidates with

Talent management is also known as HCM (Human Capital Management), HRIS (HR Information Systems) or HRMS (HR Management Systems), and HR Modules.

1.6 Human capitial 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 mindset of this more personal human resources approach seeks to not only hire the most qualified and valuable employees, but also puts a strong emphasis on retention. Since the initial hiring process is so expensive to a company, it is important to place the individual in a position where his skills are being extensively 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. From a talent management standpoint, employee evaluations concern two major areas of measurement: performance and potential. Current employee performance within a specific job has always been a standard evaluation measurement tool of the profitability of an employee. However, talent management also seeks to focus on an 23

employees potential, meaning an employees future performance, if given the proper development of skills. The major aspects of talent management practiced within an organization must consistently include:

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).

1.7 Talent marketplace

A talent marketplace is an employee training and development strategy that is set in place within an organization. It is found to be most beneficial for companies where the most productive employees can pick and choose the projects and assignments that are most ideal for the specific employee. An ideal setting is where productivity is employee centric and tasks are described as judgment-based work, for example, in a law firm. The point of activating a talent marketplace within a department is to harness and link individuals particular skills (project management or extensive knowledge in a particular field) with the task at hand. Examples of companies that implement the talent marketplace strategy are American Express and IBM.

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1.8Current application of talent management in Engineering

In current economic conditions, many companies have felt the need to cut expenses. This should be the ideal environment to execute a talent management system as a means of optimizing the performance of each employee and the organization. However, within many companies the concept of human capital management has just begun to develop. In fact, only 5 percent of organizations say they have a clear talent management strategy and operational programs in place today. Every organization today has to be deeply concerned about selecting and retaining competent, committed people - also known as talent. Accurately describing what talent looks like in a specific organization in specific jobs is the first major step in creating an effective approach to talent management. Performance Management, Succession Planning, and Development in a way that increases the percentage of outstanding performers in the workplace. Today's demanding business environment requires maximum performance from each person. Outstanding performers must be encouraged, supported and retained. Better performance must be drawn from average performers. And poor performers must be developed, reassigned to positions where they can be good performers, or be moved out of the organization. Annual performance appraisals and quarterly progress reviews are not enough. Business organizations need to create a culture where coaching and feedback occur as a routine part of each workday,

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CHAPTER # 2 Talent management model Approaches and focus scenario

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2.1 The Process of Talent Management (Talent Management Model)

Talent Management is a deliberate and conscious process of preparing, developing and retaining employees to meet the needs of future. It is a system-wide initiative that builds a Vision pipeline of talent so that when opportunities become available, current Mission and potential employees are recruited and selected to fit the needs Strategyof Talent The goal Management is to help internal/external candidates be more competitive when positions are open and to strengthen the leadership of those who are currently employed. The Talent INPUT Management Model was developed and depicts the underlying vision/mission and values as set forth by the Governing Board and C.E.O. This foundation supports the underlying Structure assumptions and the framework of Talent Management including selection, recruitment, Roles Competencies are based on development and retention for all employees (existing and new). Input areas required (Selecting and structure/roles required competences and vision, mission strategies, but the out put factors developing) for getting asserting results specially in engineering based organizations are the knowledge which having full potential to do the work which will be assigned by the line manager and supervisor as well as getting some thing new which are implicit the actual work to do. These all Factors of talent management model integrated to generate the best and Breakthrough effective talent architecture to develop and enhance the talented working capability. TALENT

MANAGEMENT

2.2 Talent Management v/s Traditional HR Approach:

Traditional HR systems approach people development from the perspective of developing competencies in the engineering organization. This can actually be aKnowledge risk-prone approach, especially for companies operating in fast evolving industries, since competencies become Tapping the full potential redundant with time and new competencies need to be developed. Thus, over time, the
OUTPUT

entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNA of an organization and also of individual potential. In fact, the following appropriately describes the role of talent management: D 27 N A

Performance

Point of Departure

Navigation

Point of Arrival

Clear understanding of the varied Translating organizational vision Aligning required level of capacities and organizational competencies to achieve goals and vision roles within the and individual organization

into goals and mapping the values and vision with appreciation of the valuevalues addition from self and others leading to building a culture of trust, sharing and team orientation Individual growth to meet Assessment of talent to profile Enhancing capacities to the level of capacities and set of learn, think relate and competencies possessed within act the organization through development initiatives and accept varied, and scenario need of for incremental overall change Helping Gap analysis and identification of development path realize potential learning development individuals their full Developed through enabling and performance individuals breakthrough

transformational roles in an acknowledged

2.3 THE FOCUS OF TALENT MANAGEMENT

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.

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Potential Enhancemen t

Talent Appreciation
TALENT MANAGEMEN T

Accusation of talent

Knowledge Management

The service and consulting areas of talent management that thus emerge are: Talent appreciation Potential enhancement Acquisition of talent Knowledge management

2.3.1 Talent appreciation

TAP services are focused on assessing the way individuals learn, think, relate to others, and act. Tap is used to evaluate the capacities, competencies and values of individuals for assessment of potential for career development and succession planning. This is intricately linked to helping organizations map their capacity and competency requirements and then assessing talent to draw up individual development plans. The talent 29

profiling thus done for organizations helps them identify critical competencies to be developed and capacities to be enhanced in order to meet future business requirements and achieve plans.

2.3.2 Potential enhancement

The focus of PE is to create learning experiences and solutions for individuals that will help convert their talent into competence. It also involves designing learning events and processes that enhance the potential of individuals. Two intrinsic components of Talent PE are: Capacity building modules - which focus on enhancing the four capacities of individuals Competence building modules which focus on specific areas like consulting skills, problem solving, and service quality, strategic selling, process designing, interviewing skills, etc.

2.3.3 Acquisition of talent

Organizations acquire talent is based on the following:

Helping organizations define roles for specific leadership positions based on 'preferred futures' and strategy Identifying the competencies required for each of these jobs Determining the levels of fundamental capacities of learning, thinking, relating and acting needed to acquire these competencies Defining the values which are needed to display the desired behaviors Identifying individuals who would fit into these positions Enable organizations and individuals to establish mutually acceptable contracts for employment and lay the foundation of win-win relationships

2.3.4 Knowledge Management

As said earlier, the domain of talent management includes culture-building and change management. As Knowledge management are aimed at leveraging knowledge for 30

performance by creating an environment for sharing by building trust. The focus of knowledge management is to connect people and technology to capture and harness the tacit knowledge of the organization. By making trust the bandwidth of communication, knowledge management enhances sharing and thereby creates an appropriate environment for talent to translate into performance. With its comprehensive spectrum of services for talent management and unique methodology, Talent management is strongly positioned to help organizations gain a competitive and sustained advantage. 2.4 STATEMENT OF THE PROBLEM: IT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those who can recognize the worth of a diamond can value it, for others it's just a stone! Talent is doing easily what others find difficult. In an engineering based organization, there is nothing more crucial than fitting the right employee in the right position. Or else you would be trying to fit a square peg in a round hole. When people do jobs that just don't suit their liking, inclination or temperament, the results, or rather the lack of them will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and other negative behavior will become typical till the employee is shown the door. Or perhaps, there is another option - Talent Management. Here, in this dissertation, we are going to ascertain the Talent management in respect of the performance in an engineering based organization. On the basis of this evaluation, we shall achieve the desired benchmarks of an organization and the aftermaths of implementing an effective Talent management strategy. Any engineering Organization needs to have a vision and a well defined strategy on hiring for the future. We should have the right talent to attract and retain the best available talent for which a number of measures for talent management are required. Emphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent. The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed. The need to disband the

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conventional school of thoughts about organizational behavior has been advocated and a new approach has been suggested for HR.

2.5 OBJECTIVES OF THE STUDY:

To identify various upcoming challenges of talent management To establish upcoming trends in talent management. To identify the ways to retain the best talent. What are the most prevalent approaches to implement a talent management suite? What are the talent management suite / architecture? What are the business drivers for implementing a talent management?

The objective of study to broad this study not only enable us to find the factors which motivate the people of Engineering based organization towards Talent Management in pursuance of better skilled & best fitted employees. The study not only elaborated the factor regarding the Talent but also elaborate the factors which given sufficient consideration by HR professionals.

2.6 NEED OF THE STUDY:

The supply side discussed puts pressure on companies to attract the best talent and ensure that employees join the company and choose to stay in the organization rather than look for opportunities elsewhere. Present study is supposed to find out the existing talent scenario so as to analyze its emerging challenges and trends in engineering organizations.

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Talent Management and Succession Planning processes are proving crucial for the long term success of organizations. Through such processes, they can ensure sustainable availability of top talent to meet ever changing demands and circumstance. Effective processes ensure appropriate recruitment, deployment, development/redeployment, as well as organization change.

Performance. How a person performs is a key indicator of the current talent levels of any business. Performance indicators enable you to understand whether or not people are thriving in their jobs. If theyre not, they could be bored, in the wrong job altogether, or not have access to the support, resources, or skills they need to tackle the tasks theyve been given.

Stretch projects. Assigning new responsibilitiesor an entirely new projectto an employee is a good way of assessing talent and pushing competence boundaries into new areas. This will often help to demonstrate hidden talent and an individuals capacity to shoulder new levels of responsibility.

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Evaluation and Development. Using expertise from within the organization or from external consultants, it is valuable to formally evaluate employees capability levels and their potential to grow. These types of assessments put individuals through a range of tasks, both independently and as part of a team. In the process, they demonstrate a range of behaviors and skills that allow managers to determine their potential for advancement within the context of the organizations goals. After assessment comes development. In this phase, it is important to establish a context for people to explore and understand their own behaviors, and to recognize how management views those behaviors. The outcome of this process might include a plan that helps individuals manage and develop their careers; such an effort will also help the organization understand what resources will be needed to support each individual. Line managements involvement is critical to the success of any development plan.

Pilat offers tools and processes to enable you to effectively manage your talent, including:

Succession Planning Establish problems and need Access agency of key indicators of need. Enlist senior management support/ determine necessary staff resource. Talent Pool Management/ enlist senior management support. Retention Management/ determine program measurement &evaluation criteria. Talent Risk Assessment/ determine program cost, benefits and cost. Career Planning

2.7 The Strategic Importance of Talent succession

A talent management strategy often falls to human resources (HR) professionals working in consultation with the business functions. But HR also carries out the more traditional administrative functions such as handling employee benefits, delivering payrolls, 34

ensuring compliance with government regulations, and recruiting and interviewing new staff. To become truly value-added partners in any business, HR needs the resources, tools and management buy-in to get the administrative tasks under control and move up to a position of strategic adviser. From talent mapping and planning to performance evaluation, recruitment, retention and even benefits administration, todays human capital professionals are constantly seeking new ways to streamline, integrate and align human capital functions with broader corporate objectives. Converging economic, societal, and technological forces have all elevated the importance of talent for 21st century organizations. Talent powered organizations anticipate and take advantage of the rapidly changing talent landscape shaped by sustained worldwide growth, the rise of new economic sectors, and the increasing role of human capital in creating value for organizations. In an increasingly talent dependent world, talent powered engineering organizations understand the strategic importance of talent and view talent management as a critical organizational capability.

2.8 The Concept of the People Strategy

The company's "people strategy" must include things which go beyond what we would call "talent management:"

Talent segmentation or "audience analysis" - identifying the critical pools of people in the organization and how they will be managed, compensated, trained, and hired differently. These segments will be used for many purposes: different sourcing and recruiting policies, different compensation programs, different training and career development strategies, and different general management approaches.

Understanding pivotal talent - the concepts of "pivotal talent" have been around for a few years. Which roles in your organization drive the greatest level of value today - and which will be even more important into the future? If you had only one dollar to spend on development, where would you spend it? When you need to downsize, which roles can you afford to do without? Organizations do not yet know 35

how to identify their pivotal talent, but I believe they will focus on this in the coming years.

Integrated compensation or total reward strategies - most "talent management" teams are very OD focused. . While "total rewards" may not fit into today's definition of the talent management strategy (in some organizations it does), it definitely fits into the "People Strategy." For example, during a downturn, which groups will get lower bonuses and compensation, which will suffer layoffs, and which may in fact see compensation increases? Where and how should we implement pay-for-performance over different pools of talent? Where can we afford to pour more money and where should we hold back?

Diversity - how will we dovetail our diversity strategy into our talent management strategy? Several HR leaders have asked me why diversity is not included in our framework, and I told them that I have yet to see it included in most organizations' view. Yet in today's rapidly changing labor market, diversity is not just a compliance issue, it drives your competitive advantage. If you cannot hire, manage, and operate as a diverse organization your business opportunities will be severely limited. It must be part of the "people strategy." Talent planning - how will we plan, model, forecast, and manage the pool of

people we have, the people we need, and their requisite skills and capabilities? This is one of the emerging areas we are studying in early 2009. The term "workforce planning" is widely used today, but in most cases it refers to a system of collecting open headcount. In a "people strategy" workforce planning must be accurate, dynamic, and integrated with the business. For example, can you get a handle on the contingent workforce in your company and identify whether those roles are strategic or tactical and how cost-effective they are? Using highly skilled contingent workers is a business strategy, not just something to account for in HR.

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2.9 Importance of talent management

Talent management (TM) brings together a number of important human resources (HR) and management initiatives. Organizations that formally decide to "manage their talent" undertake a strategic analysis of their current HR processes. This is to ensure that a coordinate, performance oriented approach is adopted. Quite often, organizations adopting a TM approach will focus on coordinating and integrating:

Recruitment - ensuring the right people are attracted to the organization. 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 - 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".

An important step is to identify the staff or employees (people and positions) that are critical to the organization. They do not necessarily have to be senior staff members. Many organizations lost a lot of "organizational knowledge" in the downsizing exercises of a few years ago. The impact of the loss was not immediately apparent. However, it did not take long for many companies to realize their mistake when they did not have people with the knowledge and skills to either anticipate or solve problems that arose. The current discussions about skill shortages and the ageing population are also helping organizations to focus on the talent management issue. It may not be possible to simply go out and recruit new people to meet operational needs. Many leading companies have decided to develop their own people, rather than trying to hire fully skilled workers.

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CHAPTER # 3 LITERATURE REVIEW

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Talent Management is now growing very rapidly in recent decade. Talent Management not only gains importance. A detailed survey of the concerned literature has been carried out based on various journals, reviews concerned magazines and internet and presented below: KARTHIKEYAN, 2007Any Organization needs to have a vision and a well defined strategy on hiring for the future. We should have the right talent to attract and retain the best available talent for which a number of measures for talent management are required. PANDIT, 2007 Emphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent ANANDARAM, 2007The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed. The need to disband the conventional school of thoughts about organizational behavior has been advocated and a new approach has been suggested for HR William J. Roth well The Strategic Development of Talent by William J. Roth well "Roth well ignites the imagination, expands the possibilities, and offers practical strategies any organization can use to effectively develop, retain and utilize talent for the benefit of an organization and enter the fluid, flexible future. Managers at all levels will cheer the sanity Roth well suggests." Lance A. Berger The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by Lance A. Berger "This is an outstanding reference work that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating business environment. The book plainly gives advice on how to avoid high staff turnover, poor morale, and poor performance."

NEWSLETTER
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Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4 Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent

JOURNALS
KARTHIKEYAN J (May 2007), Talent management strategies, NHRD journal, Hyderabad, p23-26 Organization need to have a vision and a well defined strategy on hiring for the future. Do we have the right talent within to attract and retain the best available talent? A number of measures for talent management are Suggested.. PANDIT Y V L (May 2007), Talent retention strategies in a competitive environment, NHRD journal, Hyderabad, p27-29 Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent Mary Massung she is an H R-focused executive at Unisys Corporation and vice-president of Unisys University, an in-house training and development vehicle. She is among those who claim that it is people who create the value in an enterprise: Thats especially true in a service business like ours, where youre not just selling your company; youre selling the skills and abilities of your people. If your people dont have the right skills to meet the expectations of your clients, your organization will fail. According to Ms Massung, the management team at Unisys Corporation very much understands the strategic value of human resources. In fact, she says, business managers at the company very much view us in HR as a strategic partnersomeone they can turn to help them achieve their business goals.

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The most visible challenge for Dr Misra, by now a familiar refrain within this report, is how do us at-tract, develop and retain our talent? This challenge, as Dr Misra sees it, is multi-faceted. For example, one piece of the puzzle is figuring out how to accelerate leadership development, he says. The company is currently experiencing double-digit growth both in India and globally, creating enormous pressure to move executives up in the organization. Basically, says Dr Misra, new investments are proceeding almost faster than we can grow our talent. Another related challenge is the increasingly far-flung nature of ABGs operations. Dr Misra Talent approach explains, not only is there great demand for leaders and talent, we need to develop managers who are capable of managing in a context of fastchanging economies and markets, and multiple cultures. Next up are the particular challenges of attracting and retaining talent in a high-growth emerging market. he explains, with the fast growth in the domestic economy, companies are always competing for the best managersthere is a real talent shortage. Finally, the critical challenge is finding a way to get the actual talent for organizational performance. (Talent approach Dr. Misra) June 23, 2005. Talent Imperatives for a New Economic World Chinese proverb When the winds of change blow, some people build walls and others build windmills Chinese proverb The world is changing at a bewildering pace. Everywhere new markets are opening up, new workforces are emerging, and new ways of working are challenging our thinking. We are in a new stage of globalization where talent and brainpower are becoming the predominant currency. The traditional management paradigms which focused on productivity and efficiency were designed for the 20th century economy. Enabled by technology and process engineering, they derived from the need to obtain high productivity from a workforce whose costs were rising. This narrow focus made sense for the worlds developed economies at a time when 41

more than half the world was effectively excluded from the global marketplace. In the past two decades, politics and technology have changed the world beyond recognition: with total world population of 6.4 billion, fewer than 100 million people is excluded from the new global economy. The first phases of globalization in this new era focused on outsourcing as a means to reduce costs working cheaper. Now we are emerging into an era which is about working everywhere ~going where the talent is, where the resources are, and where the markets are, connecting up people and processes globally and breaking down traditional barriers. Kjell Nordstrom The famous war for talent has gone global, or as observed in his book Funky Business: Talent Makes Capital Dance, The war for talent is over and talent won. We want to explore what this means, especially for how we think about talent and workforces and manage them ~and what new disciplines and capabilities we will need to do this a lot more effectively as we must. Dilip Peter A new Context Of Engineering Talent2005: The task of finding and managing talent has become more complex, turbulent and contradictory than ever before. Once familiar talent pools are drying up as new ones are rapidly opening rich and seething but often full of crosscurrents and hidden rocks. This is creating great challenges for managers and leaders of organizations large and small. Talent managers today must cope with a world of change and contrast: 42 global abundance but local scarcity of talent fewer young people and more older people, many heading rapidly towards rising demand for new skills aggravated by demographic pressures and new methods of working and new relationships between users and suppliers more diverse and remote or even virtual workforces with different attitudes

retirement educational shortcomings of talent

to work across the generations steady change in the nature of work with more and more of us working in the fuzzy world of information. Overlaying all of these trends is the challenge of engagement. Finding talent is not enough if it is not aligned and motivated, yet the evidence suggests that many of our workforces are less and less engaged. Attitudinal differences to work across the generations make it harder to understand how to deal with this. But without that understanding, business growthis unsustainable. Harold Macmillan, British Prime Minister in the late 1950s. When asked about the hardest thing about his job, he replied events, dear boy, events. All these trends have propelled talent issues to the top of the corporate agenda. They have brought with them a mix of new opportunities and challenges which must be met with new thinking. When all taken together, they represent an extraordinary level of change almost the perfect storm. Five talent imperatives by Juliana Stewart: Talent management corresponds to the five ensuing imperatives in her theme which can navigate your way to success and become a truly talent powered organization: 1. Talent is a strategic issue and a human capital strategy is an intrinsic part of any business strategy. This means understanding the value of talent, and recognizing the critical components of business strategy that require us to think through the talent and organizational implications and options. 2. Diversity is your organizations biggest asset, and your ability to attract and work with diverse talent is a critical competitive advantage. 3. Learning and skills development are now the most important capability for the talent powered organization. They need to be focused and built around a clear understanding of the specific skills and competencies your organisation needs to

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4. succeed. 5. Engagement of Engineering is the mystery ingredient that can transform business performance. Aligning and motivating people will enable you to multiply talent in your organization and improve its performance. 6. Talent management is everyones job in your organization. The HR function is a key enabler, but best practices and a talent mindset must be embedded and sustained throughout your business. We hope that these talent imperatives will help you to navigate the new economic environment, so we shall tackle them in order.

Madeleine Laurens All Aboard blog Top 5 Talent Acquisition Tips

January 27, 2009 With one year ending and another beginning it is a time to reflect on the past and look to the future. I enjoyed reading Madeleine Laurens All Aboard blog and I have repositioned her predictions with regards to the UK market and realigned it with our business objectives. With this in mind, here are 5 top tips for the world of recruiting in 2009, 1. Explore new innovations. Companies will expect advances in technology to offer new ways to hire better, faster, and smarter. Technology is increasingly changing the landscape of recruitment and the industry has responded with new digitized CVs from companies like iProfile, Broad beans multiple job board postings and now Talent Acquisition Networks. The Talent Acquisition Network offers a recruitment dedicated business to business network that connects hiring companies with agencies. With a combination of an unstable economy and highly scrutinized budgets, these tools promise a way to save money, improve hiring techniques and economically expand a companys recruitment footprint. Technology has demonstrated in all industries the ability to open up markets and level playing fields and recruitment will not be immune from this phenomenon. 2. Do not underestimate talent shortages. Despite the large number of redundancies hitting our headlines there will still be talent shortages in specific functions. According to Bersin & AssociatesTalentWatch report published in 2008, the greatest talent shortages exist in the areas of: o Line managers (43 percent of organizations cite severe or major shortages); o Executive positions (34 percent of organizations cite severe or major shortages); 44

Engineering and technical professionals (cited by 42 percent of

organizations, with 14 percent stating their shortages are urgent). 3. Recruitment Planning. Short-term, reactionary recruiting strategies can lead to expensive problems in the future as the economic climate rapidly changes. As a result, workforce planning and succession planning will be a focus for many companies looking to gain competitive advantage. The use of contractors and interim managers is gaining in popularity to keep down internal headcount. It is a growing practice used to overcome hire freezes and is helping companies navigate these unprecedented times. 4. Tap into the younger generation. W.Stanton Smith, National Director, Next Generation Initiatives (NGI) at Deloitte , has written an excellent book titled Decoding the Generational Differences: Fact, Fiction.or should we just get back to work? it deepens the knowledge about the Millenials and how they differ from their Baby Boomer employers and the necessary mindset changes required in companies to attract candidates including flexible working hours, options to work from home, training and mentoringprograms. 5. Embrace new social media sites. The maturing social media sites have attracted growing attention from European companies and are intertwining themselves with big business names, such as British Airways, Cap Gemini, BskyB, Shop Direct Group (UK) and ING. More companies are using social media sites to interact with employees and customers. According to a Nielsen Online report, Twitter grew by 343%, Ning sites grew by 251%, and LinkedIn grew by 193%. In a s 6. tudy by emarketer, 25% of small businesses said that they would increase their spending on the medium this year. It is only logical that more companies will look to these sites as they enter the mainstream to find better ways of engaging new candidates. Whatever the economic future, the pace of change and innovation will not bow to economic uncertainty. Technological advancements will continue to challenge and restructure our business practices and work methods. Technology has a tendency to throw light and transparency on the dark monopolies of the 21th century and level the playing field for all those who embrace it.

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CHAPTER # 4 Research Process Theoretical frame work

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4.0 Theoretical Frame work

Talent Manageme nt Independe nt Variable

SUCCESSION FACTOR (Intervening Variable)

Ascertaining Performance in engineering organizations (Dependent variable)

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4.1 Variables Which Can Be Affected On Performance Of Talent Management

Target Target Oriented Oriented approach approach

Persons Persons Intelligence Intelligence

New hiring New hiring

Special Task Special Task

Skills and Skills and energy energy required required

Motivational Motivational Rewards Rewards

Talent Talent Management Management

True Talent True Talent

Training and Training and Development Development

Crucial Crucial Methods Methods

Tools for Good Tools for Good Direction Of Direction Of Command Command Management Management Appraisal Appraisal Judgmental Judgmental Process Process

Surety of Surety of Success Success

4.2Engineering Prospects of Per formative Talent Management

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In my Talent Management Framework, we describe how organizations can integrate their people processes (sourcing & recruiting, performance management, succession planning, leadership development, learning & development, and succession planning) to address their urgent talent challenges in engineering organizations.

1. Talent challenges exist in the context of the underlying business strategy. It is because the business is growing (or shrinking) that a certain skills or talent
gap exists. It is because of the companys expansion into a new market that new managers are needed. If we, as an HR or L&D manager do not understand this underlying business strategy, we cannot possibly hope to design, implement, and manage a process to solve it.2. The detailed solution to these problems is unique to any organization, but can leverage best practices. We cannot buy a book on talent management to solve these problems. These all problems can be solved by the implicit changes and actual activities which are directly inherited to the actual goal or task 3. The

solutions to these challenges demand ownership by business leaders and managers. The solution to the problem of a shortage of engineers cannot be solved by
the staffing and recruiting organization: it must be solved by managers, directors, and executives in the product and engineering organization who carefully define the skills needed, work with recruiters to attract these people, develop the internal candidates for these positions, and manage their teams to increase retention and job mobility. It is the VP of Engineering or Product Operations who feels the pinch when he or she cannot hire the right caliber of people, not the VP of HR.Talent Management processes are typically found in numerous parts of an organization. Thus, many engineering organizations struggle align their talent management under one cohesive strategy. It may be a considerable challenge to make this happen. Talent Management, often times referred to as Human Capital Management, is the process recruiting, managing, assessing, developing and maintaining an organizations most important resource-its people! In present talent-hungry marketplace, one of the greatest challenges that organizations are facing is to successfully attract, assess, train and retain talented employees. Talent Management is the end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout the engineering organization. The 4 pillars of talent management are: recruiting, performance management, learning management, and compensation management. These 4 industries have now begun to converge, providing end-to-end talent management solutions that enable organizations to better recruit, get more out of the employee appraisal process, manage learning to develop employees' strategically-critical competencies, and compensate employees fairly. Talent management solutions relieves the stress of writing employee performance reviews by automating the task and using your exact workflow. Organizations can establish and communicate critical corporate goals, measure employee performance improvement, and ensure that all levels of the organization are aligned all working towards the same goals. The employee performance appraisal. to investigate the talent management specially for engineering organizations. It is as ubiquitous as mission statements and values charters; a dependable rock on the corporate landscape. Engineering Organizations invest a great deal 49

of time and money in getting staff to sit down with their managers and complete these things and with the advent of the 360 feedback tool even more time and effort is invested in delving ever deeper into understanding the detail of each persons performance. In fact, as perverse as it may seem, it appears that organizations are managing to function in spite of their performance appraisal system. The evidence is that significant numbers of companies are grossly under utilizing their appraisal system by mismanaging both the process and the data it generates. It seems that tens of thousands of well meaning managers and their staff across the globe are going through the appraisal process for no particular reason and with little organizational interest. Huge potential exists to do far more with performance appraisals but somebody needs to suggest it as a good idea.With the global talent crisis challenging workforce planners everywhere, most agree that we need to be better at leveraging the latent capacity we already have. After all, we are already paying these employees a wage so it makes sense to deploy their abilities as strategically as possible. I think that the employee performance appraisal can be a logical tool with which to build employee capacity; I will come back to that point later with an example how. First, a little about that survey and what the respondents had to say.

4.3Engineering productivity: The management of improvement

Productivity improvement of many of our major industries has become a national priority. Much of the responsibility for improving the productivity of resources within organizations will fall on the engineering professionals. Central to this challenge is the development and implementation of measurement and improvement strategies for the engineers themselves. An activity matrix is proposed along with appropriate action steps which can be utilized to improve engineering productivity. Issues of measurement are also addressed.

An acceptance of a need for alternative paths: an agile strategy must predict a possible range of paths possible and offer relevant solutions regardless of whatever path environmental conditions dictate taking.

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Core business strategy integration: to ensure that talent management solutions are truly relative versus reactive, talent management planning must become a component of core business strategy development versus being cascaded from it.

Data-driven decision making: one of the most difficult elements to enable is diverging from past practice. In an agile talent management strategy, decisions are made much more quickly using all available data and facts, and then reevaluated frequently rather than following a path dictated by tradition.

Intra-enterprise prioritization: to maximize labor ROI, an agile talent management strategy focuses resources on the highest impact business units, jobs, regions, individuals, and critical skills. This is a direct contrast to most strategies that advocate equal treatment across the enterprise and make customization or delivery of one-size-fits-one solutions nearly impossible.

Holistic focus: unlike the majority of talent-management strategies that focus solely on permanent employees, an agile strategy looks at coordinating talent management activities across all segments of the labor force, including numerous alternative labor types such as part-time workers, seasonal workers, outsource service providers, contract labor, strategic partner labor, and project-based deployment of retirees/interns/alumni/customers.

Aggressive perspective: An agile talent management strategy doesnt aim at enabling organizational survival, it aims at total domination of the industry by employing talent management tools and approaches that provide the organization significant influence over the talent marketplace.

Consistently revised business case: as a result of a dynamns/business environment, the business case for talent management activities must be consistently revised. However, due to better alignment of deliverables with business need that proves a consistent positive impact, many agile strategies seek multi-cycle funding to enable greater resource usage flexibility.

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Extensive use of existing proven business tools/approaches: another major break from traditional talent management strategy is an increased focus on using non-HR tools and approaches to support talent management activities. Agile strategies borrow concepts often related to inventory management, quality control, adaptive manufacturing, CRM, and supply chain management. It is from these models that we get talent management terms such as talent pipeline and talent inventory.

Comprehensive planning: delivering organizational agility requires that every activity that influences the organizations ability to execute business strategy, including every talent management activity, incorporate a need for enabling agility into tactical and operational planning. To ensure that roadblocks to agility to do not occur, all plans should be analyzed using if/then scenarios prior to approval.

While not elements of the strategy itself, executing an agile talent management strategy requires two management practices that are not found in many organizations. Those practices include:

Extensive use of recognition and rewards for delivering agility An organizational preference for agile individuals

Without management practices that focus on these two things, executing an agile strategy is nearly impossible.

4.4 Factors Influencing Talent Management Strategy Shifts

Many factors affect an organizations ability to be successful, but when it comes to talent management the five key factors that should trigger a possible change in strategy include:

Changing internal business needs: need to cut labor costs, need to rapidly add talent or to change skills, need to meet expanding business goals, need to accelerate product development, or a need to increase the rate of innovation.

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Changes in external economic factors: when external economic factors like the unemployment rate, interest rates, or labor quality change.

Changes in the relative power of talent: changes in the supply and demand of labor. As talent becomes more powerful, organizations must become more talentcentric.

As talent interests change: whenever what talent expects or demands in a job or work environment changes, so must the talent management approach change.

Changes in a competitors talent management strategy: unlike most traditional talent management strategies, an agile strategy must monitor and react to the talentmanagement-related actions of organizations you compete with for talent.

4.5 Hiring recruitment

Employees take a centre stage in companies and play the essential role for business success. Hence, companies have the highest interest to recruit and keep high qualified manpower. In this study, an overview about recruitment methodologies is provided. Additionally, benefits and drawbacks of recruiting methods are analyzed and compared. Recruitment is the discovering and obtaining of potential applicants for actual or anticipated organizational vacancies. Except the recruiting methods applied, many factors could influence the recruiting efforts: image of the organization, attractiveness and nature of the job, internal policies, government requirements, and recruiting budget. There are a high number of recruiting methods which can be classified in different ways: active and passive, internal and external, print and digital methods. The principle sources of recruiting employees include internal search, advertisements (in print or digital media), employee referrals, employment agencies, educational institutions and unsolicited applicants. Recruitment alternatives such as temporary staffing services, employee leasing, and independent contractors can be used meaningfully to acquire the temporary manpower. Because of benefits and drawbacks of different recruiting methods, the task of HR management is to select and apply the right method for an efficient and effective recruiting.

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The recruiting process provides a basis for the selection of the right candidate and should be well accomplished.

4.6 True talent

Driving the transformation of talent management is the realization by senior leadership that talent as much as and if not more than technology is the driver capable of increasing or limiting the capability or capacity of the organization. Supported by the select few HR professionals who get it and a host of talent imported from other functions, these organizations are going where none have gone before, establishing new practices that demonstrate talent management is as much a science as any other management discipline.

4.7

Capability

and

capacity

planning

At the core of this transformation is the application of a science known as capability and capacity planning (CCP), long used in other areas of the business, to the macro-level talent pool that makes up the organization. Capability and capacity planning from the talent management perspective is all about balancing the load of labor needed by an organization to meet or exceed its strategic objectives with the optimal mix of resources capable of doing so. The appearance of CCP in the staffing world is not entirely new, but the current scope to which it is being applied is. For organizations that have used metrics to govern the allocation of recruiting budget to recruiting sources that have a proven capability of producing hires and a capacity to meet projected headcount needs, CCP is already in use in a limited way. Expanding the scope of CCP to govern all of the interrelated activities that create the inventory and manage the deployment of talent present in the organization brings us to the modern day practice of talent management.

4.8

Talent

resource

planning

in

practice

With the understanding that talent can be managed on a macro level like any other asset, lets turn our attention to the leading practice in the area of talent management, talent resource planning. Talent resource planning is the application of CCP to the inventory of 54

talent that comprises the organization. The analysis which drives it looks at: The capability and capacity of labour needed to achieve the strategic objectives of the organization. The The The capability gaps methods and capacity that capable of exist of the current between filling talent the the inventory. two. gaps.

The disaster plan should any of the methods fail to close the gaps in the time allotted. As with all CCP analysis, constant attention is paid to maximizing benefit while minimizing cost. (Most engineering organizations miss the maximizing benefit part, opting instead to focus solely on cost containment. It is after all easier!)

4.9

Cost/benefit

analysis

and managing

the

talent

inventory

One of the questions that arises when analyzing the methods capable of filling the gaps in an organizations talent inventory is, which method produces the greatest cost/benefit to the organization? It is widely accepted that there are only two methods of augmenting the inventory of skills present in your organization. The first method is to acquire new skills through recruitment and outsourcing, or the second method is to develop them through training and development activities. As anyone who has ever baked a cake, painted a house, or built a piece of furniture can attest, sometimes it is cheaper to build or develop from scratch than to acquire something ready to use. When you procure something that is ready for immediate use, you pay a higher margin after all, whoever sold it to you has to derive some value for doing the work for you. The same is true with talent in an organization: acquiring talent may be more costly than developing it, but it also may not be. In a talent management organization, a robust analysis coordinates both the distribution of labour and methods used to produce talent resources.

4.10

Data

needed

to

power talent

resource

planning

Talent resource planning and talent management in general requires that functions within HR coordinate, and work together at levels few organizations have ever witnessed. This 55

interdependence on one another drives analysis and actions that have the potential to profoundly impact the bottom line of the organization. Unfortunately, getting people who are used to working in a vacuum to work in an integrated environment isnt easy. To help get you started, following are some of the types of data that will be needed to help you power a talent resource planning initiative in your organization : 4.11 Successful Talent Management Four Fundamental Elements

4.11.1 Talent Management

TM, provides a scope for the HR activities associated ith managing human capital, it provides no specific direction on how to turn scope and theory into business success. With so many different interpretations of what managing corporate talent really means, it is no wonder that launching a TM initiative can feel like heading a ship into uncharted waters. Fortunately, there are some common, fundamental elements that will bring focus and success to any talent management program. Make sure to include these elements to ensure success regardless of the size and breadth of the talent management initiative.

4.11.2 Employee Involvement

Many employees greet new programs with an experience-based attitude that goes something like, this is just another one of managements wacky ideas. If we just wait it out, things will get back to normal. Employees who have no involvement in defining a process that will greatly affect their work and career have little or no loyalty to the program. This is a deep hole from which to start a program that is designed to attract, retain, and grow the best contributors. One solution is to create a cross-organizational task force. Avoid using only managers. They are only one part of the organization that will be affected by the talent management initiative. The better the cross-section of the workforce on the TM task-force, the better the program buy-in will be. Let the program champion set the scope and empower the taskforce team. Then, let the team nominate a leader, create the details and advise the program champion on the most effective schedule for the program rollout.

56

4.11.2 Program Champion The program champion is a single individual who takes
personal responsibility for the success of the talent management initiative. This individual does not do all the work! The champions role is to ensure that any resistance is dealt with effectively. Because this is such a crucial role, the program champion should be as high up in the management hierarchy as possible. The best results are achieved when the CEO, President, Board Chairman, or their direct report has the role of the program champion. Without high level management support, a TM initiative will be plagued and undermined by both overt and covert resistance to the plan.

57

CHAPTER # 5 RESEARCH DESIGN METHODOLDOGY

5.1 Research Design

In this study data were collected through different sources. I try to find out the relation between two variable the Talent Management and performance factors in

58

engineering based organizations. My focal point is try to find the relationship of above mentioned variables that how can we success by getting an effective talent management activity in any engineering organization. In this scenario to build identify relation between these two variables matching by the some other mini variables which all are directly hit to independent variable and using different statistical tools. In my study i have taken two variable x and y. where x represent talent management factors and y stands for performance in engineering organizations. In this study x variable is independent variable while the y is dependent variable. In order to find out the relation between these two variables i use two statistical tools the correlation and regression analysis. Correlation represents the relation between the two variables while regressions express the Talent performance factors with respect to development of organization

5.2 Sources of Data

I selected primary & secondary data collection methods in my study, such as Literature reviews, Books, Web browsing, and questionnaire (with respect to Likert scale) 5.2.1 PRIMARY DATA: For the purpose of collection of primary data two web administered questionnaire were prepared. One questionnaire was made for HR professionals or the people involve with the talent management in the organization and other one was for the employees of the organizations. 5.2.2 SECONDARY DATA: Journals and Research Paper Newsletters HR websites Books

59

5.3 STATISTICAL TOOLS:

Pie charts Bar graphs Averages Correlation

5.4 Method of Data Collection

For the purpose of analysis in my study I collect data from five manufacturing and service oriented organization through questionnaire I chosed following organization as sampling, 1. NED UNIVERSITY OF ENGINEERING AND TECHNALOGY 2. AGE CABLES PVT LTD 3. AUTO SOFT (PVT) LTD 4. SIEMENS PAKISTAN 5. KESTRAL SPD (PVT) LTD

5.5 Questionnaires: hr/ engineering professional

The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards practices, leadership and management effectiveness, communication, culture and attributes related to these tangible and intangible aspects. Respondents came from a range of industries, including electrical, telecommunications and technology, financial services, education, health care, energy, retail, transportation, 60

consumer products and manufacturing. The prime focus of this questionnaire was to compare with the responses obtained by above questionnaire. The talent management initiative is taken by the HR professionals but the implication of this initiative is on the employees. By this questionnaire, the researcher tried to find out the effectiveness of such talent management initiative as well as the satisfaction level of the employees. (Questionnaire sample attached at last of this report) .5.6 Method of Sampling:. Sampling is most important in any kind of research weather its qualitative or quantitative. My basal study is quantitative type study. Quantitative research seeks explanatory laws. Quantitative research generates statistics and gives numerical description of some fraction of population.

5.7 Sampling size

My sampling size were limited as 30.

5.8 SAMPLING TECHNIQUES:

Judgmental Sampling

5.9 Analytical Procedures

For analyzing the relation that there is positive or negative relation between both variables. I use the two statistical tools correlation and regression. I have taken two variable x and y in my study. Where x represent talent factors and y stands for performance development of engineering organizations. In this study x variable is independent variable while the y is dependent variable

5.10 Analytical Tools (Soft wares):

In this report I got my results by adopting some specific statistical soft wares like 61

 SALSAT 7 Excel 2007 SPSS 17

5.11 Statistical Hypothesis test

A statistical hypothesis test is a method of making statistical decisions using experimental data. In statistics, a result is called statistically significant if it is unlikely to have occurred by
chance.

Hypothesis testing is sometimes called confirmatory data analysis, in contrast to

null hypothesis

analysis. Every hypothesis test requires the analyst to state a

hypothesis.

and an alternative

The hypotheses are stated in such a way that they are mutually exclusive. That is,

if one is true, the other must be false; and vice versa.

5.11.1 Hypothesis of the Study

The factors of invigorating growth determine by generation of hypothesis that there are one main factor enlisted due to which the performance share increasing due to emphasis on talent management. Hypothesis proves that increasing performance of employees in an engineering based organization specifically is subjected to the effective talent management and talent hunt. In this regard makes it rigorous that leads towards the fruitful results.

Ho{Rapidincreaseinperformanceisbeingobserved ofadoptingtalentmanagementstrategiesinanengineering basedorganization} H1 {Rapid increase in performance is not being observed ofadoptingtalent management strategies inan engineeringbasedorganization}

62

CHAPTER # 6 DATA ANALYSIS AND INTERPRETATION

63

Companies Profile:
Established in 1968, A.G.E. industries (Pvt) Limited is a Pakistani company manufacturing A.G.E. Cables as per British Standard Specification (BSS) and International Electrotechnical Commission (IEC) standard, Geneva, Switzerland. It is the first company of Pakistan to achieve quality as a distinction in the field of cable manufacturing. A.G.E. Cables has an extensive sales network and an efficient distribution system in Pakistan. The hard work and team effort with which A.G.E. products are produced has resulted in acceptance of A.G.E. brand products by quality conscious consumers throughout the country. Our trademark quality, availability of stock and in-time delivery are the hallmarks of our system. A.G.E. Industries (Pvt.) Limited has blossomed into one of the largest manufacturer of electric wires and cables in the country, providing the customers with outstanding quality, service and pricing. Since its inception it has been providing cables under "A.G.E. Cables" brand name. The company has established a reputation in providing quality products as per British Standard Specification (BSS) and International Electrotechnical Commission (IEC) Standards, Geneva, Switzerland. A.G.E. Cables has been awarded ISO 9001-2000 Certification and ISO 14001 Certification. The core value of the company includes manufacturing economically priced high quality products and dedication to serve our customers. These are also the guiding principles of our company. We give our customers more than they expect which is why our customers always come back. We process our own raw material in our own in-house facility including aluminum casting, steel drawing and galvanizing.

64

Here at AutoSoft Dynamics Pvt. Ltd. we are banking experts with diversified banking experience and IT backgrounds. Having worked in the industry for more than a decade, we have seen how great an impact information technology has made on the financial services industry, vastly improving its efficiency and profitability. At AutoSoft, we have brought together the technical expertise and diversified banking experience of our professional staff to offer cutting edge solutions to the consumer banking industry. We are delighted to offer readily available, customizable, cost-effective software solutions and quality consulting services to banks looking forward to automating their systems and processes or enhancing their existing computing facilities. Our products and services have been specifically designed to allow banks to compete in an ever-changing banking environment. Since our inception we have developed, deployed and supported sophisticated software solutions for the banking industry worldwide. Our flagship product - Auto BANKER I - is a modular COBOL based software package supporting all aspects of banking activities providing for comprehensive retail, commercial, treasury and international banking operations with the flexibility to incorporate emerging banking trends and new technologies as they appear on the market. Our Competitive Advantages: o In depth expertise of the financial sector o Commitment to build everlasting strategic partnership with our clients o Most competitive prices in the market o Worldwide diversified client portfolio o Extremely professional, creative and experienced engineering team o Process of attaining ISO 9001:2000 certification Our Core Expertise and careers: ASD employees are the company's most valuable assets. We provide a work environment conducive to both personal growth and career advancement; emphasis being laid on balancing hard work and dedication with quality of life. Our employees appreciate theWe have Banking and IT expertise available at the most competitive prices with complete customer support and services.

65

The NED University of Engineering & Technology is the oldest degree-level engineering institution in Pakistan. With its current enrollment of more than 6000 students, NED University offers bachelors degree programs in nineteen departments of engineering disciplines, as well as, masters degrees in some disciplines. Additionally, there are programs for doctoral development of faculty. The University also offers bachelors degree programs in Architecture (B-ARCH) and in Computer Science / Information Technology (BCIT). The NED University has its own Internet facility (LAN) over end-to-end Fibre Optic Network available to all the departments. Among public-sector institutions, the NEDUET is unique in that it has a computerized Library Management System interlinked with Optical Fibre Network which makes the library resources available to all the departments while also providing them easy access to libraries / institutions all over the world. NEDUET is also a ISO9000certified University.... It is in the Public Sector i.e. Government owned having begun initially as an Engineering College in 1922 established by subscriptions from private donors. The University retains the initials in honour of the principal donor for that College Nadirshaw Edulji Dinshaw in its name! Like other such Government owned institutions in developing countries, it has had over the years to overcome various handicaps ranging from shortage of funds to brain drain of Faculty Members as well as students. Nevertheless, because of its transparent admission policy which has established its reputation over the years, it attracts the best students including even some foreigners lacking resources for seeking admission in Universities of developed countries! This University presently offers undergraduate programmes in nineteen (19) Engineering disciplines along with one each in Architecture and in Information Technology. It is also presently offering twenty-seven (27) Masters level postgraduate programmes; this number is also increasing each year. At present, the programmes for Doctoral studies are restricted to Faculty Members; this university is implementing its wide-ranging Development Programme in which its demands for Faculty Development are of such intensity that they leave no room for offering Doctorate programmes for external candidates. The independent Internet Facility installed in June 1999 was the first of its kind making this University an independent Internet Service Provider for internal usage. These efforts have greatly facilitated and also extended its scope for students obtaining gainful employment almost immediately after graduation. This University can thus without pretending to possess the ability to provide its students the same facilities as in developed countries

66

Kestral is operating in Pakistan since 1984. At the time of inception the main line of business was Aviation Consultancy. Since then Kestral has grown and diversified its fields of activities. With around 350 experienced employees Kestral is now operating in eleven clusters, each under a company of the Kestral Group, whose ownership vests in Kestral Holding (Pvt.) Ltd. These companies are active in the field of Trading, Logistics, Project Management, Energy, Facilities Management, Air Charter Services, Construction, Information Technology, IT Audit and Security, Security Consultancy, Legal Services and the Glass Industry. On the basis of its specialized skills, Kestral provides in country consultancy services to a number of multinational corporations based in the USA, Canada, Europe and China. Likewise, Kestral also provides, through its partners, services to the state agencies and the private sector in Bangladesh, Sri Lanka, Malaysia, Brunei, Afghanistan, Dubai, Kuwait, Bahrain, Nigeria and USA who utilize the products and services of Kestral, its principals and business partners. Kestral has provided indispensable services in planning and facilitating a number of key projects for its customers, foremost among them being the Armed Forces of Pakistan. This constitutes core activity of Kestral to this day. To add strength to the company a well thought diversification plan has been conceived and carried out. Only in few years Kestral has achieved notable success in Trading, Logistics, IT, IT Security, and Special Project Management. Kestrels Energy division, though in its infancy, is actively pursuing promising leads. A team of dedicated professionals from the private sector, civil services and the military, possessing the necessary professional skills and experience, have made it possible for the company to help successfully execute many projects with a very structured and efficient approach. In the process Kestral has steadily built its reputation for reliability, effectiveness and integrity. Mission of the Organization: To consolidate and expand its position as a premier consultant and service provider for international and domestic clients doing business in Pakistan, with the Government of Pakistan and the private sector, in the national interest. Kestral helps to manage programmes and projects, and provides follow on support to meet clients needs effectively, with its pool of qualified professionals. Kestral has organized its programmes and projects so as to cut across the traditional functional lines, and tap into the collective wisdom of its personnel and principals, in order to achieve optimum results. Kestral is diversifying its activities in the region and overseas to take advantage of the rapid change that business is undergoing. Vision Statement: Kestrel remains focused on growth and diversification. It is committed to the success of its clients, employees and the countries where it operates. Kestral has grown by creating successful clients and pursuing innovation in its programmes and projects. A robust infrastructure and business processes provide a sustained competitive advantage. And, Kestrels global team of diverse, talented individuals is fully engaged in the pursuit of the common goal: results. 67

Siemens Pakistan Engineering Company Limited is the largest employer of engineering graduates Pakistan It works primarily in the energy, industry and health care sectors. The company is among the top 25 companies of the country and has won several awards including the prestigious CSR award from the employers federation of Pakistan Siemens was the O&M partner for the electric power utility in Karachi and worked to overhaul the aging system. This contract was however terminated, allegedly due to non-cooperation and inability to stabilize the current system Siemens AG is Europe's largest engineering conglomerate. Siemens' international

headquarters are located in Berlin, Munich and Erlangen,Germany. The company has three main business sectors: Industry, Energy and Healthcare; with a total of 15 divisions. Worldwide Siemens and its subsidiaries employ approximately 480,000 people in nearly 190 countries and reported global revenue of 77.327 billion euros as of 2008. Siemens AG is listed on the Frankfurt the New
York Stock Exchange Stock Exchange,

and has been listed on

since March 12, 2001.Siemens was part of a joint venture

with Nokia in 2008 to provide Iran's monopoly telecom company with technology that allowed it to intercept the internet communications of its citizens to an unprecedented degree. The technology reportedly allowed it to use 'deep
packet inspection'

to read and even

change the content of everything from "emails and internet phone calls to images and messages on social-networking sites such as Face book and Twitter". The technology "enables authorities to not only block communication but to monitor it to gather information about individuals, as well as alter it for disinformation purposes" expert insiders told the Wall Street Journal. During the post-election protests in Iran in June 2009, Iran's internet access was reported to have slowed to less than a tenth of its normal speeds, and experts suspected this was due to the use of the interception technology. The joint venture company, Nokia-Siemens Networks, asserted in a press release that it provided Iran only with a 'lawful intercept capability' "solely for 68

monitoring of local voice calls". "Nokia Siemens Networks has not provided any deep packet inspection, web censorship or Internet filtering capability to Iran.

6.1 STATISTICS TALENT MANAGEMENT PROCESS

Frequencies
RESPONDAN T COMPANIES 5 0 Skills and Energy required 5 0 22.80 .490 22.00 22 1.095 1.200 .609 .913 22.00 22.00 24.00

N Mean Std. Error of Mean Median Mode Std. Deviation Variance Skewness Std. Error of Skewness Percentiles

Valid Missing

Persons Intelligence 5 0 22.40 .400 22.00 22 .894 .800 2.236 .913

New hiring 5 0 22.00 .548 22.00 22(a) 1.225 1.500 -1.361 .913 21.00 22.00 23.00

25 50 75

22.00 22.00 23.00

a Multiple modes exist. The smallest value is shown

6.1.1 FREQUENCY TABLE RESPONDANT COMPANIES

Frequency Valid AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS Total 1 1 1 1 1 5 Percent 20.0 20.0 20.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 20.0 20.0 20.0 100.0 Cumulative Percent 20.0 40.0 60.0 80.0 100.0

6.1.2 PERSONS INTELLIGENCE

Frequency Percent Valid Percent Cumulative Percent

69

Valid

22 24 Total

4 1 5

80.0 20.0 100.0

80.0 20.0 100.0

80.0 100.0

6.1.3 NEW HIRING

Frequency 1 2 2 5 Percent 20.0 40.0 40.0 100.0 Valid Percent 20.0 40.0 40.0 100.0 Cumulative Percent 20.0 60.0 100.0

Valid

20 22 23 Total

6.1.4 SKILLS AND ENERGY REQUIRED

Frequency 3 2 5 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0

Valid

22 24 Total

6.1.5 Bar Chart

70

RESPONDANT COMPANIES

20

15

10

t n c r e P
5 0 AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS

RESPONDANT COMPANIES

Persons Intelligence

80

60

40

t n c r e P
20 0 22 24

Persons Intelligence

71

New hiring

40

30

20

t n c r e P
10 0 20 22 23

New hiring

Skills and Energy required

60

50

40

30

t n c r e P
20 10 0 22 24

Skills and Energy required

6.2 STATISTICSTRAINING & DEVELOPMENT

72

Frequencies
RESPONDANT COMPANIES 5 0 Training and Development 5 0 24.00 .775 25.00 25 1.732 3.000 -1.925 .913 25 50 75 a Multiple modes exist. The smallest value is shown 22.50 25.00 25.00 Management Appraisal 5 0 21.80 .917 21.00 20(a) 2.049 4.200 .441 .913 20.00 21.00 24.00 Judgmental Process 5 0 19.20 1.200 19.00 19 2.683 7.200 -.999 .913 17.00 19.00 21.50

N Mean Std. Error of Mean Median Mode Std. Deviation Variance Skewness Std. Error of Skewness Percentiles

Valid Missing

6.2.1 FREQUENCY TABLE RESPONDANT COMPANIES

Frequency 1 1 1 1 1 5 Percent 20.0 20.0 20.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 20.0 20.0 20.0 100.0 Cumulative Percent 20.0 40.0 60.0 80.0 100.0

Valid

AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS Total

6.2.2 Training and Development

Frequency 1 1 3 5 Percent 20.0 20.0 60.0 100.0 Valid Percent 20.0 20.0 60.0 100.0 Cumulative Percent 20.0 40.0 100.0

Valid

21 24 25 Total

6.2.3 MANAGEMENT APPRAISAL

Frequency Percent Valid Percent Cumulative Percent

73

Valid

20 21 24 Total

2 1 2 5

40.0 20.0 40.0 100.0

40.0 20.0 40.0 100.0

40.0 60.0 100.0

6.2.4 JUDGMENTAL PROCESS

Frequency 1 2 1 1 5 Percent 20.0 40.0 20.0 20.0 100.0 Valid Percent 20.0 40.0 20.0 20.0 100.0 Cumulative Percent 20.0 60.0 80.0 100.0

Valid

15 19 21 22 Total

6.2.5 Bar Chart

RESPONDANT COMPANIES

20

15

10

t n c r e P
5 0 AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS

RESPONDANT COMPANIES

74

Training and Development

60

50

40

30

t n c r e P
20 10 0 21 24 25

Training and Development

Management Appraisal

40

30

20

t n c r e P
10 0 20 21 24

Management Appraisal

75

Judgemental Process

40

30

20

t n c r e P
10 0 15 19 21 22

Judgemental Process

6.3 STATISTICS TALENT MANAGING RESPONSIBILITIES Frequencies

RESPONDANT COMPANIES 5 0 Skills and Energy required 5 0 22.80 .490 22.00 22 1.095 1.200 .609 .913 25 50 75 a Multiple modes exist. The smallest value is shown 22.00 22.00 24.00 True Talent 5 0 24.60 .600 24.00 24(a) 1.342 1.800 .166 .913 23.50 24.00 26.00 Crusial Methods 5 0 23.20 .663 23.00 23 1.483 2.200 -.552 .913 22.00 23.00 24.50 Surity of Success 5 0 22.60 .748 23.00 21(a) 1.673 2.800 .512 .913 21.00 23.00 24.00

N Mean Std. Error of Mean Median Mode Std. Deviation Variance Skewness Std. Error of Skewness Percentiles

Valid Missing

76

6.3.1 FREQUENCY TABLE RESPONDANT COMPANIES

Frequency 1 1 1 1 1 5 Percent 20.0 20.0 20.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 20.0 20.0 20.0 100.0 Cumulative Percent 20.0 40.0 60.0 80.0 100.0

Valid

AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS Total

6.3.2 Skills and Energy required

Frequency 3 2 5 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0

Valid

22 24 Total

6.3.3 True Talent

Frequency 1 2 2 5 Percent 20.0 40.0 40.0 100.0 Valid Percent 20.0 40.0 40.0 100.0 Cumulative Percent 20.0 60.0 100.0

Valid

23 24 26 Total

6.3.4 CRUCIAL METHODS

Frequency 1 2 1 1 5 Percent 20.0 40.0 20.0 20.0 100.0 Valid Percent 20.0 40.0 20.0 20.0 100.0 Cumulative Percent 20.0 60.0 80.0 100.0

Valid

21 23 24 25 Total

6.3.5 Surety of Success

77

Valid

21 23 25 Total

Frequency 2 2 1 5

Percent 40.0 40.0 20.0 100.0

Valid Percent 40.0 40.0 20.0 100.0

Cumulative Percent 40.0 80.0 100.0

6.3.6 Bar Chart

78

RESPONDANT COMPANIES

20

15

10

t n c r e P
5 0 AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS

RESPONDANT COMPANIES

Skills and Energy required

60

50

40

30

t n c r e P
20 10 0 22 24

Skills and Energy required

79

True Talent

40

30

20

t n c r e P
10 0 23 24 26

True Talent

Crusial Methods

40

30

20

t n c r e P
10 0 21 23 24 25

Crusial Methods

80

Surity of Success

40

30

20

t n c r e P
10 0 21 23 25

Surity of Success

6.4 STATISTICS TALENT APPROACH VIZ TALENT PERFORMANCE & CAREER DEVELOPMENT Frequencies
Tools for Good Direction of Command 5 0 24.20 .490 24.00 24 1.095 1.200 1.293 .913 25 50 75 23.50 24.00 25.00

N Mean Std. Error of Mean Median Mode Std. Deviation Variance Skewness Std. Error of Skewness Percentiles

Valid Missing

RESPONDANT COMPANIES 5 0

Motivational Rewards 5 0 22.60 .245 23.00 23 .548 .300 -.609 .913 22.00 23.00 23.00

Special Task 5 0 21.60 .245 22.00 22 .548 .300 -.609 .913 21.00 22.00 22.00

81

6.4.1 Frequency Table Respondent Companies

Frequency 1 1 1 1 1 5 Percent 20.0 20.0 20.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 20.0 20.0 20.0 100.0 Cumulative Percent 20.0 40.0 60.0 80.0 100.0

Valid

AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS Total

6.4.2 Tools for Good Direction of Command

Frequency 1 3 1 5 Percent 20.0 60.0 20.0 100.0 Valid Percent 20.0 60.0 20.0 100.0 Cumulative Percent 20.0 80.0 100.0

Valid

23 24 26 Total

6.4.3 Motivational Rewards

Valid

22 23 Total

Frequency 2 3 5

Percent 40.0 60.0 100.0

Valid Percent 40.0 60.0 100.0

Cumulative Percent 40.0 100.0

6.4.4 Special Task

82

Valid

21 22 Total

Frequency 2 3 5

Percent 40.0 60.0 100.0

Valid Percent 40.0 60.0 100.0

Cumulative Percent 40.0 100.0

6.4.5 Bar Chart

RESPONDANT COMPANIES

20

15

10

t n c r e P
5 0 AGE CABLES AUTOSOFT KESTRAL NED UNIVERSITY SIEMENS

RESPONDANT COMPANIES

83

Tools for Good Direction of Command

60

50

40

30

t n c r e P
20 10 0 23 24 26

Tools for Good Direction of Command

Motivational Rewards

60

50

40

30

t n c r e P
20 10 0 22 23

Motivational Rewards

84

Special Task

60

50

40

30

t n c r e P
20 10 0 21 22

Special Task

6.5 T- TEST OF CRUCIAL VARIABLES

T-Test
6.5.1 One-Sample Statistics

COMPANY ID Persons Intelligence Surity of Success Management Appraisal Training Development and

N 5 5 5 5 5 5

Mean 3.00 22.40 22.60 21.80 24.00 21.40

Std. Deviation 1.581 .894 1.673 2.049 1.732 .548

Std. Error Mean .707 .400 .748 .917 .775 .245

Target Oriented Approch

6.5.2 One-Sample Test

Test Value = 0 t df

Sig. (2-tailed)

Mean Difference

95% Confidence Interval of the Difference

85

COMPANY ID Persons Intelligence Surity of Success Management Appraisal Training Development and

4.243 56.000 30.201 23.786 30.984 87.365

4 4 4 4 4 4

.013 .000 .000 .000 .000 .000

3.000 22.400 22.600 21.800 24.000 21.400

Lower 1.04 21.29 20.52 19.26 21.85 20.72

Upper 4.96 23.51 24.68 24.34 26.15 22.08

Target Oriented Approch

6.6 ONE WAY ANOVA

Post hoc tests are not performed for COMPANY ID because there are fewer than three groups. Post hoc tests are not performed for Persons Intelligence because there are fewer than three groups. Post hoc tests are not performed for Surity of Success because there are fewer than three groups.

6.6.1 DESCRIPTIVE
N Mean Std. Deviation Std. Error 95% Confidence Interval for Mean Lower Upper Bound Bound -2.50 7.84 -2.85 9.85 1.04 19.80 22.00 21.29 18.03 9.29 20.52 4.96 25.54 22.00 23.51 27.97 34.71 24.68 Minimum Maximum

COMPANY ID

21 22 Total 21 22 Total

3 2 5 3 2 5 3 2 5

2.67 3.50 3.00 22.67 22.00 22.40 23.00 22.00 22.60

2.082 .707 1.581 1.155 .000 .894 2.000 1.414 1.673

1.202 .500 .707 .667 .000 .400 1.155 1.000 .748

1 3 1 22 22 22 21 21 21

5 4 5 24 22 24 25 23 25

Persons Intelligence

Surity Success

of

21 22 Total

6.6.2 ANOVA
COMPANY ID Between Groups (Combined) Sum Squares .833 of df 1 Mean Square .833 F .273 Sig. .638

86

Linear Term

Unweighted Weighted

.833 .833 9.167 10.000

1 1 3 4 1 1 1 3 4 1 1 1 3 4

.833 .833 3.056 .533 .533 .533 .889 1.200 1.200 1.200 3.333

.273 .273

.638 .638

Within Groups Total Persons Intelligence Between Groups (Combined) Linear Term Unweighted Weighted Within Groups Total Surity of Success Between Groups (Combined) Linear Term Unweighted Weighted Within Groups Total

.533 .533 .533 2.667 3.200 1.200 1.200 1.200 10.000 11.200

.600 .600 .600

.495 .495 .495

.360 .360 .360

.591 .591 .591

6.7 CURVE FIT

Curve Fit
Dependent variable.. Skills_and_Energy_required Listwise Deletion of Missing Data Multiple R R Square Adjusted R Square Standard Error .28868 .08333 -.22222 1.21106 Method.. LINEAR

Analysis of Variance: DF Regression Residuals F = 1 3 .27273 Sum of Squares .4000000 4.4000000 Signif F = .6376 Mean Square .4000000 1.4666667

-------------------- Variables in the Equation -------------------Variable B SE B Beta T Sig T

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COMPANY_ (Constant) _

.200000 22.200000

.382971 1.270171

.288675

.522 17.478

.6376 .0004 Method..

Dependent variable.. Skills_and_Energy_required QUADRATI Listwise Deletion of Missing Data Multiple R R Square Adjusted R Square Standard Error .37796 .14286 -.71429 1.43427

Analysis of Variance: DF Regression Residuals F = 2 2 .16667 Sum of Squares .6857143 4.1142857 Signif F = .8571 Mean Square .3428571 2.0571429

-------------------- Variables in the Equation -------------------Variable COMPANY_ COMPAN_1 (Constant) Abbreviated Name COMPAN_1 COMPANY_ B -.657143 .142857 23.200000 Extended Name COMPANY_ID**2 COMPANY_ID SE B 2.344250 .383326 3.076176 Beta -.948504 1.261006 T -.280 .373 7.542 Sig T .8056 .7452 .0171

6.7.1 Skills and Energy Required

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Skills and Energy required

24

Observed Linear Quadratic

23.5

23

22.5

22 1 2 3 4 5

COMPANY ID

89

CHAPTER 7

GR A P HS ANALYSIS

7.1 Engineers/ HR Professionals

90

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CHAPTER # 8 RECOMMENDATION & CONCLUSION

8.1 RECOMMENDATIONS

92

? Organizations

must

have

meaningful

descriptions

of

the

capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. ? Organizations must be able to relate those skills and capabilities to a role or a center of demand, such as a job position, project or leadership role. ? Talent management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people employees, contractors, or candidates. ? The working culture of the organization should be improved and maintained to retain talent in long run. ? More certified training should be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation. ? The organization should identify the crucial talent initiative to attract and retain the employee. They should know which talent management elements can have the greatest impact on the business and therefore provide a better basis for prioritization and implementation. ? To create a sophisticated talent management environment, organizations must: Define a clear vision for talent management Develop a roadmap for technology and process Integrate and optimize processes Apply robust technology to enable processes

7.2 CONCLUSION

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As organizations continue to pursue high performance and improved results through TM practices, they are taking a holistic approach to talent management for engineering organizations to retaining and developing leaders, to placing employees in positions of greatest impact. The mandate is clear: for organizations to succeed in todays rapidly changing and increasingly competitive marketplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting and retaining talented people and continues by sustaining the knowledge and competencies across the entire workforce. With rapidly changing skill sets and job requirements, this becomes an increasingly difficult challenge for organizations. Meeting this organizational supply and demand requires the right Talent DNA and supporting technology solutions. By implementing an effective talent management strategy, including integrated data, processes, and analytics, organizations can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future. The definition of talent is quite extensive. What the people have something special ability to do good or bad achievement is the sign of talent but we generally recognize only good deed as talent. The reason is that bad deed only brings harmful effect on our life so it is not talent. If we think it from a different angle, it is the negative talent manifestation. Whatever talent you may have, it will make you somehow proud.Behind any extraordinary achievement, the trait of a special ability of its creator has worked which is we called talent. Every man is born with some kind of talent although some persons can show it but others cannot. Talent needs hard work, good environment, perseverance, patience, resolute aim, tolerance and a little bit of luck. Especially in Engineering organizations There is another way to show their talent is the right time. Time is vital for talent manifestation to complete any task or project. Talent is always limited for a time being. Measuring talent management programmes in engineering organizations are an important signal to the rest of the organization is valuable as a discipline and may be essential to get continuing support and we can ascertain all related activities which can implement during the performance evaluation. You have everything to gain by making sure that you, not others, lead the performance agenda.

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CHAPTER 9

R EFERENCES

BIBLIOGRAPHY
1. 95 Six Ways to Mine Teen Talent," Andrea C. Poe, Society for

Human Resource Management, March 2001 2. Winning the Best and Brightest: Increasing the Attraction of Public

Service," Carol Chetkovich, The PricewaterhouseCoopers Endowment for The Business of Government, July 2001. 3. Attracting and Keeping The Best and the Brightest: Survey Results

From Council for Excellence in Government Principals on How to Get, Develop and Retain Excellent People in Government Service," Council for Excellence in Government, 2002 4. Spherion Emerging Workforce Study," Spherion Pacific

Enterprises LLC, 2002-2003 5. 2004 6. "Attracting and Retaining the Mature Workforce," Barbara Flexible Work Arrangements: The Demand Will Only

Strengthen," Donna J. Bear, Human Resource Institute, September

McIntosh, Ph.D., Society 2004 7. Development, And Work Motivation," Ruth Kanfer, Phillip L.

Ackerman, Academy Of Management Review, 2004. 8. Staying Ahead of the Curve 2004: Employer Best Practices for

Mature Workers," Study Conducted for AARP by Mercer Human Resource Consulting, September 2004 9. Talent Management: Overview: Talent Management Series Part I," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005. 10.Talent Management: Employee Engagement: Talent Management Series Part III," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

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11.Talent Management: Leadership Development: Talent Management Series Part II," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005 12."Strategies for Recruiting Workers Over Age 50," Society for Human Resource Management, Cathy Fyock, December 2005. 13. Taking Action against the Quiet Crisis in Recruitment and Retention," AFT Public Employees, AFL-CIO. 2005

Books:
Michaels, Ed, Helen Handfield-Jones, and Beth Axelrod. The War for Talent. Boston, MA: Harvard Business School Press, 2001. Pepitone, James S. Human Performance Consulting: Transforming Human Potential into Productive Business Performance. Houston, TX: Gulf Professional Publishing Company, 2000. Seagal, Sandra, and David Horne. Human Dynamics: A New Framework for Understanding People and Realizing the Potential in Our Organizations. Waltham, MA: Pegasus Communications, 2000. Tulgan, Bruce. Managing Generation X: How to Bring Out the Best in Young Talent. New York: W.W. Norton & Company, 2000.

Web Sites:
International Institute for Management Development (based in Switzerland, but with ties to U.S. academic centers including MIT and Sloan):
www02.imd.ch/infocentre Knowledge Pool: www.usa.knowledgepool.com

QUESTIONNAIRE SAMPLE
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The purpose of the questionnaire is to obtain current information solely for engineering organizational sector in order to get a brief review of implementation of effective Talent. Your good-self know your specific functionality to measure talent management assign duties and responsibilities better than anyone else, that is why i need your help to get an accurate description to enhance the productive output in Talent scenario. I plea to you to complete this questionnaire that categorically ask for target information as to how to evaluate, manage and implement Talent in your engineering organization. The below mentioned questionnaire does not ask about your job performance; it only emphasize about your views to search out talent for the effective implementation of your day-to-day assignments. Please complete this questionnaire honestly, completely and accurately as you can. B ase your answers on what is normal to your current job, not special projects or temporary assignment duties, unless these tasks are a based on appropriate study and experiences on implementation and fulfill the requirements of Talent Management in any engineering based organization. This questionnaire needs to cover many parameters, so the questions are not specifically about your job. Your supervisor and manager will not be allowed to change your answers. I appreciate your active participation in this important study. If you have questions, please feel free to ask me or your line manager/supervisor.

Guidelines: Part One:

Please read each of the following statements and indicate your level of agreement on a scale of 1 to 6 as below: 6= Strongly Agree 5=Agree 4= Mildly Agree 3= Mildly Disagree 2= Disagree 1= Strongly Disagree Please tick () the number that best reflects your response. If you dont know what to answer or his statement doesnt apply to you, then skip to the next statement. S. No. 98 AGREMENT LEVEL

STATEMENTS TO BE RECTIFIED

Talent management process

01 02 03 04 Talent management is a core process to control all the activities wisely to produce fruitful outputs. Talent management implies recognizing a persons intelligence & inherited skills. Is there any pedagogical research needed in respect of the effective talent management for the implementation. Purpose of finding talent management for new hiring in engineering sector needs constant endeavor. Always establish new procedures for the hunt of talent which will be made more effective for any concerned department by getting feed back. Tool of gauging talent needs to analyze for a particular job in engineering sector by taking into consideration, skills required to do a job.

05

06

Talent managing responsibilities

07 08 09 10 11 12 How much do you feel you invest in your job in terms of skill and energy. Recommended time in an engineering organization to measure Talent of any person should be after every six months. Job satisfaction must be inherited by the true talent. How much do you feel you get in return from your work in terms of Recognition and Prestige? Sometime the methods for professional talent hunt are crucial. Can only the talent management be the surety of the success in terms of getting fruitful results in the organizations?

Training and development

13 14 15 16 99 True analyses enhance the capability and skills of personnel. Most of the questions which are not related to person create conflict defining his/her attitude in respect of talent hunt. Talent management caters for the judgmental process. Selection procedures should be clear for

17 18

analysis. Research on training for personnel provides personnel motivation and grooming of talent. Management appraisal is imparted for new talent requirements in the organizations.

Talent Approach
19 20 21 22 23 24
Good talent management and the good direction for command produce an effective working environment.

Communication style is also an element cater for impact on final judgment on talent hunt. Modern tools must be appreciated during analysis of talent. Most of the organizations provide the training and development before finalizing results of talent. Motivational rewards based on the evaluation enhance the organizations approach for employees. After analysis you have good opportunity style for departmentalization. Talent descriptions focus on job analysis for certain features of incumbent.
Special tasks need proper talent management results of employees in order to assign training and project based tasks.

Talent performance and career development

25 26 27 28 29 30

Employees are given appraisal in order to motivate their capabilities. Questionnaire technique is better than others for evaluation. Lack of leadership activity should not be considered during analysis. Analysis modules are designed keeping in view the target oriented approach for organizations.

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Part Two:
ABOUT YOUR SELF: Fill these blanks with appropriate words FULL NAME ________________________________

NAME OF ORGANIZATION _________________________________ NAME OF DEPARTMENT DESIGNATION GROUP/ SCALE AGE GROUP SERVICE YEARS QUALIFICATION _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________

EXTRA QUALIFICATIONS _________________________________ CONTACT NO E-MAIL OTHER COMMENTS _________________________________ _________________________________ _________________________________

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