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Table of Contents
INTRODUCTION .......................................................................................................................... 2
Key Business Processes ......................................................................................................... 3
The process of talent management ....................................................................................... 3
Talent Management v/s Traditional HR Approach............................................................... 4
The focus of talent management ............................................................................................ 5
Knowledge Management ....................................................................................................... 10
LITERATURE REVIEW: ............................................................................................................ 11
PROBLEM IDENTIFICATION................................................................................................... 13
OBJECTIVES .............................................................................................................................. 13
NEED OF THE STUDY.............................................................................................................. 13
RESEARCH METHODOLOGY ................................................................................................ 14
PRIMARY DATA ..................................................................................................................... 14
SECONDARY DATA .............................................................................................................. 15
STATISTICAL TOOLS: .......................................................................................................... 15
SAMPLING TECHNIQUES: .................................................................................................. 15
ANALYSIS: .................................................................................................................................. 16
HR PROFESSIONAL ............................................................................................................. 16
EMPLOYEE ............................................................................................................................. 23
FINDINGS .................................................................................................................................... 28
HR MANAGERS ..................................................................................................................... 28
EMPLOYEES .......................................................................................................................... 29
RECOMMENDATIONS.............................................................................................................. 30
CONCLUSION ............................................................................................................................ 31
LIMITATIONS .................................................................................. Error! Bookmark not defined.
ANNEXURE ................................................................................................................................. 32
BIBLIOGRAPHY ......................................................................................................................... 33
INTRODUCTION

This new age economy, with its attendant paradigm shifts in relation to the human capital, in
terms of its acquisition, utilisation, development and retention, has placed a heavy demand on
today’s HR professionals. Today HR is expected to identify potential talent and also
comprehend, conceptualise and implement relevant strategies to contribute effectively to
achieve organisational objectives. Hence a serious concern of every HR manager in order to
survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified
available candidates to replace valuable employees when they leave, dramatically underscoring
the difficulty to attract, motivate and retain the best employees in an organisation. To analyse
the reasons, we first need to understand what “TALENT” means. People have different views
and definitions. According to Leigh Branham, vice president, consulting service at Right
Management Consultants and author of the book, “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”.

Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a
combination of abilities and attitudes. The real trick is to match the right motivated talents to
the right role, individually and collectively, harnessing and harmonizing this crucial attribute to
achieve the objectives of your company.

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 organisations 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 organisational success.

As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares, achieving zero percent
turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—
more money, better benefits, the appearance of a greener pasture- and this has been a practice
from the very beginning. Then, what is it that has really changed?

Despite intense competition being the key to market development and success, organisations
have failed to identify some of the major reasons which highlight why ‘good performers’ leave.
In his study, Branham clearly states that one major reason why people leave their organisation is
because of the organisation’s failure to bring about a correlation between pay and performance.
Human Resource experts in the industry believe matching the right blend of talent with the right
job profile can lead to superior performance.
 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, organisations are realising that it is imperative to hire employees who
can do the job and be successful at it. The organisation no longer wants to just hire to hire, in
fact they are striving to find the right people, bring them into the organisation 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.

Key Business Processes

The following matrix appropriately defines key business processes for an organization:

Leveraging Key Business

High Processes Processes
Impact on shareholders

Low
Support Service
Processes Processes

Low High

Impact on customers

Talent management is a key business process and like any business process takes
inputs and generates output.

The process of talent management

Vision

Mission

Strategy

INPUT
Talent Management v/s Traditional HR Approach

Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone
approach, especially for companies operating in fast evolving industries, since
competencies become redundant with time and new competencies need to be
developed. Thus, over time, the 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 N A
Point of Departure Navigation Point of Arrival

Clear understanding of the

Translating organizational vision
into goals and mapping the
required level of capacities and
competencies to achieve goals
varied roles within the
Aligning individual values
organization and appreciation
and vision with
of the value-addition from self
organizational values and
and others leading to building
vision
a culture of trust, sharing and
team orientation

Individual growth to meet and

Assessment of talent to profile the
level of capacities and set of
competencies possessed within
the organization
Enhancing capacities to accept varied, incremental
learn, think relate and and transformational roles in
act through development an overall scenario of
initiatives acknowledged need for
change

Helping individuals
realize their full Developed individuals
Gap analysis and identification of
potential through enabling breakthrough
development path
learning and performance
development

The focus of talent management

At the heart of talent management is developing the following intrinsic human

capacities:

1. Capacity to learn (measured as learning quotient LQ)

Enhancing an individual’s capacity to learn improves the person’s awareness. It adds
to the person’s quest to know more and delve into newer areas. This capacity is
developed by holistic education that teaches how to learn, an enabling environment
and good mentoring. Capacity to learn comprises of the following:

Introspection
To
Flow
Reflection &
Learn contemplation

 Introspection is the individual’s willingness to look back and learn ability to

learn from mistakes and identifying areas of improvement.
 Reflection and contemplation is the individual’s ability to observe his own
thoughts, actions and emotions/feelings and using the awareness to improve
further and perform better.
 Getting into the flow is the individual’s ability to get into a new experience
and flow with the experience. It is the person’s child-like ability to derive joy
out of learning.

2. Capacity to think (measured as conceptual quotient CQ)

An individual’s quest to know more leads his mind to create images. Enhancing an
individual’s capacity to think helps the person not only take learning to a higher level
of intellect but also improves creativity. Capacity to think comprises of the following:

Analysis
To
Judgment
Think Creativity

 Analysis is about asking the right questions and breaking complex things into
simpler elements.
 Creativity is about generating new thoughts and breaking the existing patterns
of thought.
 Judgment requires both. This is what helps an individual take quality
decisions.
3. Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and thoughts. This
leads the person to be able to relate to other individuals and the environment around
him. The outcome is indeed a sense of belongingness and an environment of trust at
the organizational level and team spirit at the individual level. Capacity to relate
comprises of the following:

Empathizing
To
Trust
Relate Listening
  Listening is the individual’s ability to listen with warmth and respect. Active
listening is free of biases, evaluation and pre-conceived notions.
 Empathizing is the ability to put self in someone else’s shoes and getting out of
one’s own shoes.
 Trust requires a combination of both empathizing and listening. It is about
authenticity, openness and genuineness.

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

Action is how the above three capacities of an individual are manifested. It is the
individual’s ability to enact his intentions. Following are components of capacity to
act:

Organizing
Work
To under
Act pressure
Implementing

 Organizing refers to the individual’s ability to organize his time and resources
so as to enable him to convert intentions into reality.
 Implementing means delegating, attention to detail, and focus on the right
process.
 Perform under pressure means the ability to work under pressure and time
constraints and handle multiple tasks without negative stress.

The individual’s values help in discriminating amongst alternatives and act as the
bedrock for decisions. They act as multipliers in enhancing the individual’s capacities,
a sigma of which reflects the individual’s true talent.

Thus:

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

Organizations provide individuals the opportunity and space for physically manifesting
their talent into performance for achieving individual and organizational vision.
Talent manifests into performance as follows:

Talent

Vision/Mission/Strategy

Skills & Competencies

 +

Role & structure

Opportunity

Encouragement & Recognition

Training & Development

Coaching

Action Plan & Goals

Resources

Performance

Management

System

Performance

Thus the domain of talent management focuses not only on development of

individual’s intrinsic capacities, but also on culture building and change management
to provide the other elements listed above for manifestation of talent into
performance.

The service and consulting areas of talent management that thus emerge are:

 Talent appreciation

 Potential enhancement

 Acquisition of talent

 Knowledge management
Grow Talent offers services in all the above areas. Grow Talent’s offerings are based
on the models discussed above and follow a unique methodology.

Talent appreciation (TAPTM)

TAPTM services from Grow Talent 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 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.

Potential enhancement (PEPTM)

The focus of PEPTM 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 Grow Talent PEPTM 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, service quality, strategic selling, process designing,
interviewing skills, etc.

Acquisition of talent (ACTTM)

Grow Talent’s approach to helping 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
Knowledge Management

As said earlier, the domain of talent management includes culture-building and change
management. Knowledge management services from Grow Talent are aimed at
leveraging knowledge for 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, Grow Talent is strongly positioned to help organizations gain a
competitive and sustained talent advantage.
LITERATURE REVIEW:
A detailed survey of the concerned literature has been carried out based on various
journals, reviews concerned magazines and internet and presented below:

Any 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.
[KARTHIKEYAN,2007]. Emphasis has been paid on initiatives that can be put in place to
help organization to retain and nurture the talent [PANDIT, 2007]. 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 conventional school of
thoughts about organizational behavior has been advocated and a new approach has
been suggested for HR [ANANDARAM, 2007.]

The Strategic Development of Talent by William J. Rothwell

"Rothwell ignites the imagination, expands the possibilities, and offers practical
strategies any organisation can use to effectively develop, retain and utilise talent for
the benefit of an organisation and enter the fluid, flexible future. Managers at all
levels will cheer the sanity Rothwell suggests."

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

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…………
PROBLEM IDENTIFICATION
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 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

“A conscious, deliberate approach undertaken to attract, develop and retain

people with the aptitude and abilities to meet current and future organizational
need”

Organization need to have a vision and a well defined strategy on hiring for the future.

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

OBJECTIVES
 To identify various upcoming challenges of talent management
 To establish upcoming trends in talent management.
 To identify the ways to retain the best talent.

NEED OF THE STUDY

The supply side 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 Indian talent
scenario so as to analyze its emerging challenges and trends.
RESEARCH METHODOLOGY
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.

QUESTIONNAIRE: HR Professional
LINK:

http://www.eSurveysPro.com/Survey.aspx?id=49e4bb13-faf3-424c-bdb8-b0c9d885ef60

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 telecommunications and technology, financial services, education, health
care, energy, retail, transportation, consumer products and manufacturing.

Sample Size: 25

QUESTIONNAIRE: EMPLOYEES
LINK:

http://www.eSurveysPro.com/Survey.aspx?id=3859dd23-64e9-471f-b0b8-4acdd4d66b22

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.

Sample Size: 30

These questionnaire links were mailed to the respective respondent and data was collected
through the website. The researcher created an account with the hosting website
www.surveyspro.com for uploading as well as assessing the response database.
SECONDARY DATA
 Journals and Research Paper
 Newsletters
 HR websites

STATISTICAL TOOLS:
 Pie charts
 Bar graphs
 Averages
 Correlation

SAMPLING TECHNIQUES:
Judgmental Sampling
ANALYSIS:

HR PROFESSIONAL

Does your organization have any

specific talent management
initiatives in place? Response Total
Yes No

18%

82%

Are talent management initiatives a

top priority for your organization?
YES NO
14%

86%

How does your organization identify

talent?
By competences By results By potential

29%
42%

29%
What are the areas your organization needs to improve in terms of talent management initiatives?

Aligning employees with the mission and vision of your organization 40.91%
Assessing candidates skills earlier in the hiring process 50.00%
Creating a culture that makes employees want to stay with the organization 40.91%
Creating a culture that makes individuals want to join the organization 40.91%
Creating a culture that values employees work 40.91%
Creating an environment where employees are excited to come to work each 50.00%
day
Creating an environment where employees ideas are listened to and valued 50.00%
Creating policies that encourage career growth and development opportunities 63.64%
Identifying gaps in current employees and candidate competency levels 59.09%
What are the areas your organization needs to improve in terms of talent 40.91%
management initiatives?

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

No one Department Hr staff Internal Mentor Outside others

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

Does your organization have a staff member whose position is exclusively

responsible for overseeing talent management initiatives?

Yes, at the management/ executive level No

32%

68%
 What are your talent retention
initiatives?
Acquiring new talents Leveraging existing talents
Retaining the current potential

27%
38%

35%

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

Within your organization what kinds of talent development

activities are carried out?
Building class room workshops

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

Short terms assignments

9% 18%
Action learning
14%
Others
 To what extent do you agree or disagree with the following statements?
(Tick one per statement)

Strongly disagree agree Strongly

disagree agree
Aligning employees with the mission and vision 4% (1) 9% (2) 38% 47% (10)
of your organization (8)
Assessing candidates skills earlier in the hiring 9% (2) 0% (0) 76% 14% (3)
process (16)
Creating a culture that makes employees want to 5% (1) 0% (0) 35% 60% (12)
stay with the organization (7)
Creating a culture that makes individuals want 9% (2) 9% (2) 28% 52% (11)
to join the organization (6)
Creating a culture that values employees work 4% (1) 0% (0) 33% 61% (13)
(7)
Creating an environment where employees are 4% (1) 9% (2) 33% 52% (11)
excited to come to work each day (7)
Creating an environment where employees ideas 9% (2) 4% (1) 42% 42% (9)
are listened to and valued (9)
Creating policies that encourage career growth 5% (1) 5% (1) 47% 42% (8)
and development opportunities (9)
Identifying gaps in current employees and 4% (1) 19% (4) 28% 47% (10)
candidate competency levels (6)
Identifying vacancies that will be created as the 9% (2) 14% (3) 57% 19% (4)
company advances and expands (12)
Rewarding top performing employees 9% (2) 0% (0) 42% 47% (10)
(9)

In the next three years how effective will the following elements of compensation be in terms
of attracting and retaining top performers?
1(most effective) 2 3 4 5(least effective)
Base pay 57% 33% 0% 9% 0%
Health care benefits 19% 42% 23% 14% 0%
Retirement/education benefits 33% 33% 19% 14% 0%
Share options/equity 33% 14% 28% 14% 9%
participation
Child care costs/arrangement 25% 10% 35% 30% 0%
Job security 52% 19% 23% 0% 4%
 Excluding financial compensation which of the following do you believe are effective means of
rewarding motivating and retaining talent?

Providing international …
Maintaining the reputation of …
Encouraging risk taking and …
Funding educational needs
Providing the opportunity to …
Series1
Providing a collaborative …
Providing mentoring and fast …
Working with employees to …
Providing training

0.00% 20.00% 40.00% 60.00% 80.00%

How accurately do the following statements describe actions taken, or soon to be taken by your
organization?

We have moved processes/ operations

offshore to reduce costs.
We use certification to enhance the
value of our training and …
We partner with
universities/consultancies to execute …
We partner with
universities/consultancies to … Series1
We increasingly require non complete
agreements from staff( in addition to …
We move processes/ operations
offshore to access talent.
We acquire companies to obtain
talent.

0% 20% 40% 60% 80% 100%

Excluding financial compensation which of the following do you believe are your organization’s most
effective means of rewarding motivating and retaining talent?

Funding educational needs

Providing the opportunity to …

Providing a collaborative …
Series1
Providing mentoring and fast…

Working with employees to …

Providing training

0% 20% 40% 60% 80%

In the next three years how effective will the following elements of compensation be in terms of attracting
and retaining top performers?
1(most effective) 2 3 4 5(least effective)

Base pay 66% (12) 27% (5) 5% (1) 0% (0) 0% (0)

Health care benefits 33% (6) 33% (6) 27% (5) 0% (0) 5% (1)
Retirement/education benefits 22% (4) 38% (7) 38% (7) 0% (0) 5% (1)

Share options/equity participation 27% (5) 16% (3) 38% (7) 5% (1) 16% (3)

Child care costs/arrangement 11% (2) 29% (5) 35% (6) 17% (3) 5% (1)

Job security 55% (10) 16% (3) 27% (5) 0% (0) 0% (0)
Which broadly defined job description are the most critical in terms of attracting and retaining
employees?

12

10

sales
6
marketing
4
Business development
2

0
1 (very 2 3 4 5 (not
critical) critical)

How do you expect your budget for recruiting developing and

retaining employees to change over the next three years?

Decrease
Increase
No change
EMPLOYEE
How long have you been working for the company?

Less than a year

1-2 years
2-5 years
5-10 years
More than 10 years

Have you been made aware of the policies and procedures? Do you know and understand them?

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

Yes, I feel quite clear

about this
I think so, but would like
to discuss it further
No, I am not at all clear
about this

What do you know about your job, and what would you like to know more about?

I know enough I know a little, but need to I need to know a lot

about this know more more about this
Your position in the organisation 84% (22) 3% (1) 11% (3)
Management - to whom you are 87% (21) 0% (0) 12% (3)
responsible
The people you are directly 83% (20) 12% (3) 4% (1)
responsible for
The people you are indirectly 64% (16) 20% (5) 16% (4)
responsible for
Your hours of work 88% (22) 4% (1) 8% (2)
Your pay 84% (21) 12% (3) 4% (1)
Other benefits you are entitled to 76% (19) 8% (2) 16% (4)
The telephone system 76% (19) 12% (3) 12% (3)
The organisation computer 76% (19) 8% (2) 16% (4)
systems
The staff canteen 76% (19) 12% (3) 12% (3)
The managing director or CEO 66% (16) 29% (7) 4% (1)
The shop floor sales staff 50% (12) 20% (5) 29% (7)
The organisation directors 50% (12) 41% (10) 8% (2)
The team you work within 88% (22) 0% (0) 12% (3)
The machinery you will operate 83% (20) 8% (2) 8% (2)
Please rate your satisfaction with the employee benefits and policies.

Extremely Dissatisfied Neither dissatisfied Satisfied Extremely

dissatisfied satisfied nor satisfied
Accuracy of job 0% (0) 0% (0) 4% (1) 72% 24% (6)
description (18)
Salary review 0% (0) 8% (2) 20% (5) 60% 12% (3)
(15)
Adequate information 0% (0) 9% (2) 14% (3) 66% 9% (2)
provided about any (14)
job changes / promotion 0% (0) 4% (1) 16% (4) 60% 20% (5)
(15)
Leave of absence 0% (0) 4% (1) 12% (3) 58% 25% (6)
(14)
Health care benefits 0% (0) 8% (2) 0% (0) 68% 24% (6)
(17)
Retirement benefits 0% (0) 20% (5) 8% (2) 52% 20% (5)
(13)

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

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

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

Excluding financial compensation which of the following do you believe are your organization’s most
effective means of rewarding motivating and retaining talent?

Providing international …
Maintaining the reputation of …
Encouraging risk taking and …
Funding educational needs
Providing the opportunity to …
Series1
Providing a collaborative …
Providing mentoring and fast …
Working with employees to …
Providing training

0.0% 20.0% 40.0% 60.0% 80.0%

 Would you benefit from further training in any of the items
specified in your job description?
No
8%

Yes
92%

Please rate your satisfaction with the salary and benefits package you receive.

Extremely Dissatisfied Neither satisfied nor Satisfied Extremely

dissatisfied dissatisfied satisfied
Medical insurance 0% (0) 4% (1) 16% (4) 56% (14) 24% (6)
package
Company savings plan 8% (2) 12% (3) 33% (8) 37% (9) 8% (2)
Retirement plan 4% (1) 8% (2) 50% (12) 33% (8) 4% (1)
Holiday Entitlement 4% (1) 12% (3) 25% (6) 41% (10) 16% (4)
Job market 8% (2) 12% (3) 20% (5) 48% (12) 12% (3)
competitiveness of my
salary
Share option plan 4% (1) 21% (5) 39% (9) 26% (6) 8% (2)

Overall, how satisfied are you with your company's personnel

policies?

Extremely Dissatisfied

36% Very Dissatisfied

Neither Satisfied nor

64% Dissatisfied
Very Satisfied

Extremely Satisfied
Overall, how satisfied are you with this company as a place to work
compared to other places you have worked?

Extremely dissatisfied

32%
8% Dissatisfied
4%
4%
Neither satisfied nor
dissatisfied
Satisfied

52% Extremely satisfied

FINDINGS
HR MANAGERS

 Most of the covered companies have talent specific initiative in place (81%) and they
give them top priority in their organization (86%).They also have exclusive staff member
for managing talent initiatives (68%)
 In most of the companies the talent is identified by competencies (42%) and the HR
professional view to increase career growth opportunity.
 HR staffs as well as the department heads are responsible for recruiting individuals
(64%)
 Retaining the current talent is top priority for the organization(38%)
 Sales and business development are the two areas where retaining talent is most
difficult
 Class room workshop, mentoring and coaching are usually used by the organization to
carry out talent development activities.
 More than 60% of the respondent view organizational culture as a main driving force for
the new talent and for the existing talent. Even rewarding plays a important role (48%)
 Base pay (57%) and Job security (52%) are the two main areas for retaining talent in
coming years. Other than this, training plays an important role in motivating the
employee.
 Organizations are using certification for improving the training programs.
 In more than 90% of the organizations budget for recruiting developing and retaining
employees is going to increase over the next three years
EMPLOYEES

 Most the employees have a clear knowledge about the company’s vision, mission and

objectives. And they know how to achieve these objectives (76%)

 They are clear about their role and responsibility (85%) and they know about other staff

members also.

 Most of the respondent are satisfied by job description, salary review, health care

benefits etc.

 Base pay (60%) and Job security (44%) are in top priority for the employees in coming

years.

 Apart from financial benefits, employee emphasis more on career growth, work culture

and international opportunities.

 91% of the employees want more training in their specified job.

 The employees have a mix response on benefits like Medical insurance package,

Company savings plan, Retirement plan, Holiday Entitlement, Job market etc.

 64% of the employees are satisfied with the company's personnel policies where as 36% are

neither satisfied nor dissatisfied

 Overall 32 % employee are extremely satisfied where as 52% are just satisfied with their
organization.
RECOMMENDATIONS

 Organizations must have meaningful descriptions of the capabilities (skills, behaviors,

abilities and knowledge) required throughout the organization.
 Organizations must be able to relate those skills and capabilities to a role or a center of
demand, such as a job position, project or leadership role.
 Talent management processes must create a comprehensive profile of their talent. They
must be able to track meaningful talent related information about all of their people -
employees, contractors, or candidates.
 The working culture of the organization should be improved and maintained to retain
talent in long run.
 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 integration
• Integrate and optimize processes
• Apply robust technology to enable processes
• Prepare the workforce for changes associated with the new environment
CONCLUSION

As organizations continue to pursue high performance and improved results through TM

practices, they are taking a holistic approach to talent management—from attracting and
selecting wisely, to retaining and developing leaders, to placing employees in positions of
greatest impact. The mandate is clear: for organizations to succeed in today’s rapidly changing
and increasingly competitive marketplace, intense focus must be applied to aligning human
capital with corporate strategy and objectives. 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.

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ANNEXURE
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BIBLIOGRAPHY

1. 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. Flexible Work Arrangements: The Demand Will Only Strengthen," Donna J. Bear, Human
Resource Institute, September 2004
6. "Attracting and Retaining the Mature Workforce," Barbara 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.
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

For more Notes, Presentations, Project Reports visit

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