INTRODUCTION

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 organization. To analyze 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 does. 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 demandsupply equation with such erratic attrition trends and cutthroat competition has
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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 devise a strategy to curb unprecedented turnover from affecting organizational 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 reasonsmore 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, organizations 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 organization is because of the organizations 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, 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.
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Talent management is a key business process and like any business process takes inputs and generates output.

The process of talent management

Fig: 1.1

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.
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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 of individual potential. In fact, the following appropriately describes the role of talent management:

D
Point of Departure

N
Navigation

A
Point of Arrival Clear understanding of

Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals

Aligning individual values and vision with organizational values and vision

the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation Individual growth to

Assessment of talent to profile the level of capacities and set of competencies possessed within the organization

Enhancing capacities to learn, think relate and act through development initiatives

meet and accept varied, incremental and transformational roles in an overall scenario of acknowledged need for change

Gap analysis and identification of development path

Helping individuals realize their full potential through learning and development Developed individuals enabling breakthrough performance

Table: 1.1
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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 individuals capacity to learn improves the persons awareness. It adds to the persons 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 is the individuals willingness to look back and learn ability to learn from mistakes and identifying areas of improvement. Reflection and contemplation is the individuals 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 individuals ability to get into a new experience and flow with the experience. It is the persons child-like ability to derive joy out of learning. 2. Capacity to think (measured as conceptual quotient CQ) An individuals quest to know more leads his mind to create images. Enhancing an individuals capacity to think helps, the person not only takes learning to a higher level of intellect but also improves creativity. Capacity to think comprises of the following: 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
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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: Listening is the individuals ability to listen with warmth and respect. Active listening is free of biases, evaluation and preconceived notions. Empathizing is the ability to put self in someone elses shoes and getting out of ones 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 individuals ability to enact his intentions. Following are components of capacity to act: Organizing refers to the individuals 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 individuals values help in discriminating amongst alternatives and act as the bedrock for decisions. They act as multipliers in enhancing the individuals capacities, a sigma of which reflects the individuals 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

Fig: 1.2

Thus the domain of talent management focuses not only on development of individuals intrinsic capacities, but also on culture building and change
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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 Talents 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, and service quality, strategic selling, process designing, interviewing skills, etc.
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Acquisition of talent (ACTTM)

Grow Talents 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
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.

Succession Planning - An Evolution into Talent Management

For organizations faced with more demanding leadership requirements in a changing, more competitive business environment, the installation and use of a process for succession planning may be the most important human capital investment they can make. This process, which more than ever requires a computerized succession planning information system, can provide benefits that go well beyond the traditional reason for succession planning, which has always been to assure the continuity of leadership at the top. Although the basic process of succession planning has not changed dramatically, the technical and business requirements have evolved. In addition, many reasons for having a formal, data-rich approach to succession planning still include: Reorganizations, mergers, and management flattening efforts that have disrupted existing success planning ladders, often eliminating jobs that were traditional stepping stones to the top, The continuing migration of jobs offshore and the compression of workforces in industries such as automotive are still major issues. Changing organizations moving into new lines of business, new global markets, or new technology, which demands new types of managers with different qualifications, competencies and talents. Any organization that believes in career development for all or most managers and professionals the 90 to 95 percent of managers who feed succession planning is candidate files requiring an approach that motivates employees to succeed and helps the organization prepare future business leaders. The potential "talent gap" in the upcoming years as vast numbers o capable managers and executives retire. In addition, employees no longer have the belief that their company will always be there for them and are making career decisions based on their own vested self-interest rather than the company's. However, in the intervening years many economic and technology issues have occurred that are impacting the entire process:
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 Just as the technology bubble burst was receding from our memories, the housing/credit crisis of 2007 reared its ugly head. Corporate executives reaped incredible compensation for those decisions that led to the housing/credit crisis. CEOs for major corporations subsequently lost their jobs. The very succession planning processes that elevated these CEOs to their position are now being called into question. Financial organizations that evaluate companies, more than ever, give increasing importance to the succession plans of the organization has an indication of stability and the ability to continue growth. The widespread availability of web-based applications has minimized the onerous data collection tasks needed to support succession planning and talent management systems. The development of better decision-support tools to help facilitate succession-planning processes.

A New Model for Talent Management

A new model for managing the overall "talent management" of a company is now an integrated approach rather than a separate, unconnected succession process only dealing with a small, executive population within a company. Succession planning has now become one of the many integrated components of a large-scale initiative to ensure that all aspects of human capital are being managed within an organization. These new reasons for succession planning often require consideration of a computerized system to handle extensive data and automate procedures, but first the process involved in succession planning needs to be defined by the organization within the context of talent management.

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Fig: 1.3

Figure 1.3 illustrates the new model of talent management. Seen in the figure are the major components of strategic staffing of which succession planning is a special case. In order to understand how succession planning should work as a process, we need to examine the impact and connection of the other processes. Employee data drives all of these processes. Core human resource information systems (HRIS) typically provide critical employee data. However, in spite of the enormous sums spent on these enterprise-wide applications, in many cases only core demographic data is available from the HRIS. Many organizations have a separate talent management software system, linked via nightly imports of data, to support this process. Data necessary to underpin much of the talent management process comes directly from the employee or from their manager.

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For example, it is important in a succession planning system to know the employee's mobility, that is, would they move (and where, e.g., locally, internationally) for another position and under what circumstances (e.g., for a promotion or a lateral assignment). Additional data such as career or position interests might also be required. Normally, this information is only available directly from the employee. Therefore, the requirement for employee and manager self-service is paramount to support such an integrated process and system. Once an employee understands the need and use for such information, employee self-service allows them to keep this Information up-to-date rather than requiring HR to enter the data. It is necessary to determine exactly the extent of viable data within the organization's HRIS. Although the "capability" for extensive data is there within the HRIS, in reality, in most organizations you will find very limited population of that data. In addition, data may be old or incomplete. Therefore, a decision is necessary as to which data will be sourced from the HRIS and which data will be kept up-to-date using the selfservice component of the talent management system. One easy way to determine this is to produce an employee resume from the current HRIS. Typical resumes contain data such as education, external work history, language skills, etc. If there is a method for employees to keep this information uptodate in the HRIS, that data should be fed nightly into the talent management system. However, in most cases, for use in a succession planning process, a manager would be very unlikely to use a resume as generated from a HRIS. In most cases, the resume is too detailed and not in the more generalized form used. For example, the resume under Internal Work History might contain an extensive list of jobs, positions and responsibilities held by the manager. However, for a resume used for succession planning purposes, the Internal Work History section tends to only list "significant" work experiences edited by the manager. Therefore, in a talent management system, it would be

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important for the manager to be able to create their own "resume" specifically focusing on position for which they are interested. Although HRIS work history may be imported, the manager would have the option to tailor their resume in the talent management system. This situation always tends to bring up the question about data flowing back to the HRIS. Most organizations strive for a single data source and hope to eliminate duplicate data in downstream systems. The question, however, is if you push data back to the HRIS (which is always technically possible) then who will use it. Experience has shown that once such talent management systems have been implemented; there really is no necessity to load the data back into the HRIS. From a reporting standpoint, the users who need this information already have it available for access and reporting in the talent management system. In addition, since all the other necessary data required from the HRIS is refreshed nightly, users of the talent management system would have no need to utilize the HRIS for reporting purposes (other than data not shared such as compensation, benefits, etc.)

What is succession planning?

Succession planning is identifying and preparing the right people for the right jobs. Though applicable at all levels, it is at the highest level that the most formidable challenge exists. Succession planning is typically done in different stages: Identification of key positions and when vacancies might crop up. Determining the skills and performance standards for these positions. Identifying potential candidates for development. Developing and coaching the identified candidates.

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 It engages senior management in a disciplined review of the leadership talent available with the organization. It guides the development activities of key executives It ensures continuity of leadership and sends the right signals to employees as well as external stakeholders. It guides the promotion policies and helps to ensure that the right people are promoted at the right time. It facilitates a critical review of selection, appraisal and management development processes of the organization.

Fig: 1.4

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INDUSTRY PROFILE
Placement industry in India is becoming very large with the increase in the demand as well as easy availability of professional and trained manpower. Moreover number of jobs, candidates and companies have become so large that need for job consultants, who act as a mediator between candidate & employers, have felt badly. This has given a way to increase in the number of placement consultant agencies in India. These placement consultant agencies are in contact with top MNCs, corporate firms, private limited firms and other big & small companies in India and abroad. Companies, which are commonly called client, tell their manpower requirements to these placement agencies, which in turn find the right candidate for them. Internationally India is a place that is the most sought after for employees because they have right mindset, education and knowledge. Sincerity, responsibility and dependability are other features that has led to the more demand of Indian manpower. So with this placement consultant agencies are mounting in number.

What is a Placement Firm?

Placement firm is a human resources sourcing or a recruitment firm, which does the employee hunting for their clients. It is also called manpower consulting, manpower recruitment agencies, hr consultants or hr recruitment firms. For recruitment and selection, almost all the big or small companies these days do human resources outsourcing. These recruitment firms find the suitable employee as per their client's requirements. The initial rounds of interview either are taken up in these recruitment firms or can be scheduled at the company itself. Alternatively, the human resourcing outsourcing firms can schedule the candidate's interview over the phone. The placement consultant agencies not only work for Indian companies but also do the hiring for organizations in abroad.

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With the increase in the number of candidates and need for job, the human resources outsourcing firms or the placement industry India is recognized as the fastest growing industry. In India only, while 150 lacs agencies help non-professional labor with placements such as construction, transport and certain industrial jobs, about 800 lacs work with professionals in ever-widening fields, such as nursing, IT, HR, engineering and teaching. Recruitment firms or consultants take the commission from employee's salary if their selected candidate got the job. HR Sourcing (placement) is a large and complex universe in itself, encompassing many different functions associated with the HR department. The human capital marketplace remains highly competitive and is poised for enormous growth in the next 10 years, since companies around the world are investing heavily in their human resources infrastructure.

Rise of the Placement Industry in India

Any aspect of HR can be outsourced. The research by Gartner, Inc., shows that around 80 percent of companies these days are outsourcing at least one HR activity, and the number such companies and the extent of human resources outsourcing is swiftly increasing. Companies are now looking at specialized firms in recruitment and placement to complete various aspects of human resource management.

Benefits of Recruitment Firms

While outsourcing is beneficial in many ways and make sense for various reasons. The major benefit is in terms of cost cutting in companies' expenditure on recruitment and administrative work. There is seen large reduction in the costs of routine transactional and administrative work of the company that goes for human resources outsourcing. Another key reason is the belief that a company should outsource all non-mission critical aspects of its business.
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The Placement consultant agencies, more commonly known as the professional employer organization (PEO), are well equipped to take on the entire human resources activity. Most PEO clients are small- to medium-sized companies that sign up with a PEO, obtaining better deals on the purchase of benefits as a group rather than as a single small entity. Larger companies are also outsourcing HR tasks, but they more typically go with specialty firms. The most commonly outsourced function is employee assistance, and outplacement services. Apart from firms and companies, candidates can also consult the placement and recruitment firms for job. Online they can submit their resume and explain their job requirement. On having any opportunity, the candidates are then called for the interview. Candidate can check for the employment in India and abroad. Key Players in Placement Industry are: Hewitt Associates, Towers Perrin, Watson Wyatt, Sibson, Mercer Human Resources Consulting, AON Consulting. Recruitment Firms in India Sl. No. 1 2 3 4 5 6 7 8 9 10 Company Ernest & Young Private Limited ABC Consultants Private Limited Advanced Consultancy Services Manpower from India Datamatics Staffing Services Exclusive Search Recrutiment Consultants Focus Management Consultants Private Limited Ma Foi Management Consultants Limited Strategic Career Networks Private Limited Dalal Consultants and Engineers Limited Table: 2.1

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Larger companies are also outsourcing HR tasks, but they more typically go with specialty firms. The most commonly outsourced function is employee assistance, and outplacement services.

Scope and prospects of HR Consulting Industry It was early 2000 when India experienced a tangible transit from a manufacturing to a service dominated nation. There was a gradual shift from Job hunting by individuals to mass recruitment by employers. This happened due to emergence of IT and ITES. Our manpower had an edge due to which we became a global outsource destination, the factors being largest English speaking nation primarily and low cost of operations too played an important role. The impact on country economics was so high which boosted financial sector as there was a scope of investments and savings beyond mere reducing the income tax liability. This growth followed by increased consumerism in the country thus retail sector along with food chain businesses mushroomed. In between overall growth one major industry which emerged higher and higher with each sector growing was telecom sector and aviation. Telecom sector grows with IT, ITES, Retail and Finance because all the sectors require mass human capital which requires higher person to person communication. There is a sizeable requirement of manpower in India and what is the current and future scope of HR consulting Industry. Emergence of above sectors will clearly indicate huge requirement of mass human capital with special respect to young and frontline manpower. In some sectors like IT, ITES, Finance the human resource will be professionally qualified and sectors like retail, telecom and aviation may absorb less qualified manpower based on skills and attitudes our young generation acquires. The wave on one hand will create a demand of sizeable manpower requirement though on the other hand will increase the demand and responsibility of HR consulting industry.

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There is an importance in refocusing on the root cause of the growth and understand the negligence before we further define the scope and prospects of HR consulting. Our growth started, with special respect to human resource demand, with an emergence of IT and ITES and that we became an outsource destination. The primary reason is that we are the largest English speaking nation in the world. However we never focused on this issue earlier because we thought we will enjoy monopoly forever, somehow we neglected CHINA factor, they being a non-English speaking country. China raced ahead on many fronts because of productivity, now they are training themselves to speak English and as per my information they are already number two outsource destination and are ready to Challenge Indias monopoly as far as ITES is concerned. Attrition control and employee retention is a key issue because of less availability of trained manpower. Organisations spend on the training of their employees only to witness Job change for better prospects by their employees. I was training at a leading technical support BPO in Noida where young engineers were on an average 6 months old in the organization and it was quite normal for them as an average Job change duration. Large companies and sectors, in most cases have annual recruitment plan of 500 to 3000 people, not because of expansion only but major issue being attrition makeup. HR industry has and will have a good scope of innovation in this area. Employee attrition is the key issue wherever mass manpower is operating. We can clearly visualize a huge scope for consultants to innovate and produce processes and methodologies for the organizations to increase employee loyalty and retention. This can be done through growth based compensation plans, performance based revenues but most effective tool will be an assessment methodology of Individuals Job expectations and responsibility to their delight. Nothing more can motivate individuals if they have a responsibility as per their strengths and not weakness and they are empowered in a suitable open communication environment and mentoring program. Mentoring and Empowerment of people as per their strengths develops and grooms them, this
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helps them to have a sense of accomplishment. Training and development from HR industry point of view is only scratching the surface, we have yet to start digging the depth. This area is yet to be organized. Most of the organizations we have trained have focused less on Training need analysis (TNA).

The Indian Scenario of Succession planning

The problems associated with succession planning are particularly acute in India, where family managed businesses proliferate. Such companies throw discretion to the winds and spend time on dividing the family silver among the next generation rather than in grooming the right person to take over the top job. Family managed companies would do well to remember that the chosen successor should have the necessary education and skills and be made to work his or her way up the management to gain the maturity needed to appreciate the privileges and responsibilities involved. Alternatively, they should be bold enough to appoint a professional manager, when there is no suitable candidate within the family. Some of the more progressive Indian business houses like Ranbaxy, the Murugappa group and the Eicher group have demonstrated a high degree of professionalism in this regard. Many Indian companies are now beginning to appreciate the importance of planning successions carefully. At L&T, one of Indias leading engineering companies, many of the companys senior managers are expected to retire in the first few years of the new millennium. CEO A M Naik has been attempting to deal with the situation, naming the top 10 percent of his executives as stars and chalking out a fast track career path for them. Before initiating the program, L&T employed the services of an HR consulting firm to list the positions falling vacant and the required competencies. L&T now fills vacant posts with internal candidates wherever possible.

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COMPANY PROFILE
Global Group is India's leading business group focused on Network Services and Shared Telecom Infrastructure. Global Holding Corporation Pvt. Ltd. is the holding company of "Global Group" that has 7 operating companies, two of which are listed on Indian Stock Exchanges. The Group owns more than 32,000 towers, have revenues in excess of US$ 1.5 Billion, Balance sheet size of over US$ 5 Billion, and more than 35,000 professionals(FY 2012E). The Group has operations in more than 40 countries, employs people of 22 nationalities and supports 18 social causes. For over 2 decades Global Group has been partnering with leading telecom operators and OEMs offering its expertise in wireless communications. From 2G Networks to 3G, from WiMAX to IPTV, Global Group provides complete life-cycle solutions around Network Services. The services include Network Planning and Design, Network Deployment, Network Operations and Maintenance, Infrastructure Management, Energy Management and Professional services. Global Group Enterprises have received more than 35 accolades and awards for excellence in Business, CSR and Corporate Governance. The group's flagship company GTL features in the in the S&P's ESG India Index, is the recipient of "Outstanding Achievement" trophy from IMC RBNQA, "Certificate for strong Commitment" from CII-ITC for Sustainable

Development and "Greentech Environment Excellence" Award. GTL Infra has won "Best Independent Infrastructure Provider" from Tele.Net, "Innovative Infrastructure Company of the year" by CNBC TV18 and "Top Independent Infrastructure Provider of India" by V&D. Global Towers has been awarded the "Best in class Innovation in Manufacturing Award" at International India Innovation summit, 2010.The Group offers excellent working conditions and provides social benefits like free Medical Care and Insurance for the employees' families.

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Vision and Values

At the Global Group, the purpose is to enable people to be in touch with each other and improve the quality of life of the communities they serve. They do this through leadership in sectors like Telecom and associated Infrastructure, to which the Group brings a distinct set of capabilities. Their capability to execute Complex Global Scale Projects, ability to Continuously Innovate, commitment to enhance the Quality of Life and make a Positive Contribution to Society, binds our Customers, employees, and shareholders together. The culture of the group is enriched and nourished by formalizing the high standards of Corporate Governance, Ethics and behavior expected from employees and businesses. The Global Group represents Vision, Leadership & Innovation. The tag line "Endless Possibilities" signifies the entrepreneurial spirit of the Group, exploring new opportunities, moving into new frontiers of innovation, service excellence and commitment to build sustainable businesses. The group will leverage this asset to enhance Group synergy and become globally competitive.

Group Vision
We provide affordable connectivity by offering quality and green network solutions to telecom carriers across the world.

Core Values
The Global Group of companies shares a set of six core values: Ethics & Transparency Proactively manage change Delight customers through superior services Develop entrepreneurs through an achievement - oriented culture Build a Sustainable global organization Share knowledge and focus on end-result
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These values, which have been part of the Group's beliefs and convictions from its earliest days, continue to guide, and drive the business decisions of Global Group Enterprises. The Group and its enterprises have been steadfast and distinctive in their adherence to business ethics and their commitment to ESG. (Environment, Society and Governance).

Geographical Presence
Global Group has operations across 46 countries spread across Asia Pacific, Middle East, Africa, Americas and Europe. 1. Global Group in Africa 2. Global Group in Americas 3. Global Group in Asia Pacific 4. Global Group in Europe 5. Global Group in Middle East

Group Companies
Global Group has seven operating companies, two of which are listed on Indian Stock Exchanges. The Group Companies offer services focused on the telecom sector and provide a comprehensive array of services that address the requirements of service providers. 1. Global InnovSource 2. GTL 3. GTL Infrastructure 4. Global Projects 5. Global Towers 6. Global Proserv 7. Global Rural Netco

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Global InnovSource

Fig 3.1

About Global InnovSource Global InnovSource (www.globali.in) is a company committed to the advancement of HR solutions to growing companies. A venture of the Global Group Enterprise (www.globalgroupenterprise.com), Global InnovSource is the Group's HR venture. Among Global Group's other listed flagship ventures are GTL Limited (www.gtllimited.com) and GTL Infrastructure

(www.gtlinfra.com). The group has investments concentrated in the Telecom, Wireless, Infrastructure, Aviation, Projects and Outsourcing spaces, and is fast diversifying into other areas. Global InnovSource is focused solely on enhancing the performance of your organization. We do this by leveraging our very best in talent, tools, and processes in Human Resources.

Vision:
To be amongst the top 5 quality Staffing Companies.

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Values:
Proactive & professional approach to customers Receptive to organizational need Deliver with Integrity Knowledge & Information Sharing Focused and committed towards excellence

Services
Global InnovSource is an End-to End HR-Solutions company, focused on enhancing the performance of your organization by leveraging our experience in managing your talent and HR processes. 1. Staffing Services Temporary manpower outsourcing and management Temping / Contract Staffing Payroll & Benefits Management HR Operations Outsourcing Statutory Compliances 2. Caretaking Services Management of unmanned passive facilities O&M Caretaking Surveillance & Upkeep Maintenance Services Vendor Management 3. Recruitment Services Large format high volume referral recruitment Executive Search Recruitment Drives Turnkey Recruitment Recruitment Process Outsourcing

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4. Integrated Facilities Management Housekeeping, facilities maintenance & specialty services Housekeeping & Cleaning Food & Hospitality Services Faade & Landscaping Engineering & Technical Services

Global InnovSource Advantage

Management and HR have a lot of theory and concepts as a backing. Theory and concepts are always available at our disposal. However, not many are in a position to reap the benefits of these concepts when it comes to simple, practical, usable and cost effective implementation. Global InnovSource brings to you this unique advantage. Knowledge Advantage: Our consultants bring in a great deal of knowledge with them. Having grown up serving HR areas in both operating and consulting capacity, we have acquired the depth and practical experience of exploring and practicing newer HR concepts. We constantly update our knowledge synchronizing ourselves with the latest happenings in the world. This takes us steps ahead and gives us the advantage of picking and choosing the right technology for your requirement. Simplicity Advantage: Our consultants are equipped to understand your problems and use complex concepts and yet offer solutions that are simple. We work with you in comprehending complex management concepts into terminology that is easily understood by you. Every theory is based on simple underlying principles that need to be understood and internalized. And that way the gap between understanding and implementation of the solution is overcome easily. Down-to-Earth Advantage: We do spend adequate amount of time in working at the ground level activities if need be, to identify the root cause of problems or situations. Beings consultants, we have no airs about that.

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Practicality Advantage: We believe in management concepts. We believe in theory. We believe that there is science behind every action, every behavior and every effect. This does not restrict us from being practical, from mapping theory to practice, and from adapting the theory to local and current situations rather than blindly applying them. Handholding Advantage: Recommending newer systems and policies is going to be our objective. However, we are going to stand behind our clients so that they learn newer practices and are trained to manage and operate and modify these them. Dynamism Advantage: Customer requirements are sometimes rightly identified. In some cases, the symptoms are wrongly read. However, in our proposal we have given our plan of action for specific needs, we are flexible and dynamic enough to change our methodology and ways of working if need be. Besides, newer areas may crop up during the course of projects, and that would not deter our approach. With all these advantages and more, we are sure our Clients find working with Global InnovSource a pleasure. Global InnovSource takes their customers seriously, making them partners first. We are team of dedicated professionals with years of experience in providing quality HR services to our clients. It is this dedication and focus helps us empathize with all our associates and clients. We believe and act on the premise of Putting Client First and ensuring quality delivery every time.

What Global InnovSource offer Clients:

Strong HR support. 24/7/365 helpline to handle queries. Pan India Presence. Domain expertise across industries. Guaranteed and Quality service. On demand services. Client Web Interface self service
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 Robust technology and infrastructure.

What Global InnovSource offer Employees: Web Based Portal Online attendance system. 24/7/365 1-800 Help line Number. Comprehensive Insurance Coverage. Assistance in employability. Professional counselling.

Strengths
Integrated HRIS System: An integrated HRIS system helps us manage employee database, handling over 50,000 employee records and history, with an inbuilt document management system and client access for better control over information. Background: Respected Company built on ethics, values and integrity PAN-India Presence: Service branch network that is 100% COMPANY OWNED in over 30 locations: Ahmedabad, Agra, Amritsar, Bangalore, Baroda, Bhopal, Bhuvaneshwar, Chandigarh, Chennai, Coimbatore, Dehradun, Delhi, Goa, Gurgaon, Guwahati, Hyderabad, Indore, Jaipur, Jammu, Kolkata, Kota, Lucknow, Ludhiana, Mysore, Mumbai, Nagpur, Navi Mumbai, Patna, Pune, Raipur, Siliguri, Visakhapatnam and plans to open operations in 65 more locations in the next one year. Deployment: Over 17000 staff across 480 deployment zones Process Reliability: ISO 9001:2008 Certified processes Team: Professional Team of 650 HR professionals and recruiters with 700,000 active candidate database JobEx Recruiter Extranet: JobEx, our recruiter extranet helps manage the recruitment process ever smoothly, apart from providing us access to

29

candidates not listed on portals. Unique referral network of 8750 JobEx recruiters across the country. Financial Strength: Strong financial backing of a 25 year old US$ 5 bn balance sheet reputed group Staff Benefits: Full cover and benefits to our resources, including self-service and 1-800-helpline Verticals: Strong focus on key verticals IT, Telecom, Banking Financial Services & Insurance, Engineering, Pharma, Construction, Retail, Education, etc. Staffing & Temping Solutions: Addressing your dynamic staffing needs Our Mantra: Providing ON time Quality delivery EVERY time

What is Staffing / Temping

Staffing, or better known as Temping, is primarily outsourcing of Manpower on a skill requirement basis or project completion basis for a limited period of time. Staffing may be desired when there is a dynamic requirement of people, or there is a requirement of skilled staff, or the requirement is for a limited period. Benefits of Staffing: To the Employers Just-in-time workforce Temp to perm possibility Easy recruitment and demobilization Control over long-term costs Outsourcing of invisible costs Specialists with wide experience To the Employees Entry into blue-chip firms Work for respected company Dignity of employment
30

 Social security benefits Enhanced employability Temp to perm possibility More importantly, to compete in the global and competitive market, it is important for organizations to: Follow strict policies and procedures as per Labour Act, and Contract Act, Minimum Wages Act, ESI Act, Payment of Bonus Act, Gratuity Act, etc. Ensure that employees get all the benefits proposed by Law and are not paid on vouchers or cash. This provides better audit and prevents pilferage of money. Follow strict corporate governance, internal audit, and disclosure procedures, especially if it they area public limited company

Range of services includes Talent search, Deployment, Payroll & Benefits Management, Statutory compliances, Process management & consolidation.

Recruitment & Sourcing Solutions: Addressing Companys Talent sourcing needs

Hiring new recruits is a time-consuming and expensive process. Making the right choices can be the difference between long-term success and failure. Global understand this difference and endeavor to give their clients the right person at the right time. Recruitment services across industries and sectors for sourcing solutions. Recruitment Process Outsourcing Candidate career mapping, placements & 'value-added' talent acquisition Requisition assessment & comprehension Strategy deployment for staffing solutions Candidate profiling & screening for match Candidate interview, assessment, compensation fixing
31

 Coordination and rigorous follow-up till joining Candidate background & referral checks.

Integrated facilities Management: Addressing facilities needs

Integrated Facilities Management involves management and maintenance of business and industrial facilities with quality standards along with commitment of upkeep under our IFM brand, commonly known as InnovEx. They provide an array of services including Housekeeping & Cleaning, Food & Hospitality Services, Faade & Landscaping, and Engineering & Technical Services. They use best industry practices and meeting your expectations of 24 x 7 operations. A dedicated helpline, state-of-the-art equipments, mechanization and technology, ability to manage the assets of next-gen Intelligent Buildings, the delivery structure has been built keeping in tune with quality commitments and expectations. Efficient and detailed reporting will keep abreast with events as they happen and control and establish an efficient Service Level Benchmarks. Services Housekeeping & Cleaning General house-keeping, mechanized cleaning, specialized cleaning, faade cleaning, pest control, business support services Faade & Landscaping Landscaping, horticulture, waste management, water storage tank cleaning, water testing, floral arrangements Engineering &Technical Services Complete infrastructure services, technical support services, BMS including access control and CCTV, UPS systems with battery banks, elevators, fire protection systems, water supplies, STP/WTP, general maintenance Food Services and Hospitality Solutions

32

Managing food courts, industrial canteens, executive cafeteria, VIP fine dining, student cafeteria, therapeutic patient menu in hospitals, corporate services apartments, guesthouse management services

Caretaking Services: Addressing Caretaking needs

Caretaking services are designed to manage unmanned facilities and passive infrastructure, which is a unique combination of staffing, facilities management and vendor aggregation. Our strength lies in: Skilled manpower to cater the needs of the Industry Need based customization of service offerings Commitment to lower TCO (total cost of ownership) Pan India footprint to spearhead multiple locations and operations. Services Tower caretaking Tower surveillance Operations maintenance Vendor aggregation

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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. Research methodology talks of the research methods, logic behind the methods and explain why we are using particular method and why we are not using others.

Objectives
To identify the impact of talent management in succession planning To identify various upcoming challenges and trends of 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 and analyze emerging challenges and trends in talent management.

Sampling Design
A sampling design is a definite plan for obtaining a sample from a given population. It refers to the technique the researcher would adopt in selecting items for the sample. Sample design includes size of the sample, sampling technique, parameters chosen for sampling. Sample A sample is a subject chosen from a population for investigation. Type of Universe The type of universe is finite. In finite universe, the number of items is certain. Here the universe is Global InnovSource, Cochin.
34

Sampling Unit The sample unit was employees and HR professionals in Global InnovSource, Cochin. Sampling Size The total sample size was 50. The sample size was set as 30 for employees, 20 for HR professionals. Budgetary constraint Considering the cost, the sample size was restricted to a single branch of Global InnovSource. Sampling Technique Convenient Sampling technique was used by considering the large size of the population. Convenient sampling is the non-probability sampling technique. Non-probability sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sample.

Research Design
Research design is the conceptual structure within which research is conducted, constitutes blue print for collection, measurement and analysis of data. A research design provides a framework for the collection and analysis of data. The structure guides the execution of a research method and analysis of subsequent data. There are different classifications for the research design. Here a descriptive study is used. Descriptive studies are those used to describe phenomena associated with a subject population or to estimate proportions of the population that have certain characteristics.

Data collection
The data collection plan specifies the details of the task. In essence it answers the questions who, what, when, how and where.

35

Primary Data For the purpose of collection of primary data, two questionnaires 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. Secondary Data Studies made by others for their own purpose represent secondary data. The secondary data was collected through organizations own data archives like Company Brochures and published documents of outside authors. Also the following: Journals and Research Paper Newsletters HR websites

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 organization can use to
36

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 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

37

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 is 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 do not 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. Indias 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?

Data collection Tool

Self - administered survey method is used for data collection. Questionnaire Sir Francis Galton invented the questionnaire. A questionnaire is a research instrument consisting of a series of questions and other prompts for gathering information from respondents. Although they are often designed for
38

statistical analysis of the responses, this is not always the case. Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized answers may frustrate users. Questionnaires are also sharply limited by the fact that respondents must be able to read the questions and respond to them. Thus, for some demographic groups conducting a survey by questionnaire may not be practical. Usually, a questionnaire consists of a number of questions that the respondent has to answer in a set format. A distinction is made between openended and closed-ended questions. An open-ended question asks the respondent to formulate his own answer, whereas a closed-ended question has the respondent pick an answer from a given number of options. The response options for a closed-ended question should be exhaustive and mutually exclusive. Four types of response scales for closed-ended questions are distinguished: Dichotomous, where the respondent has two options Nominal-polychromous, where the respondent has more than two unordered options Ordinal-polychromous, where the respondent has more than two ordered options Continuous(bounded), where the respondent is presented with a continuous scale Questionnaire 1: HR Professionals 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,
39

communication, culture and attributes related to these tangible and intangible aspects. Sample Size: 20 Questionnaire 2: Employees 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

Hypothesis Testing
In classical test of significance, two kinds of hypotheses are used. The null hypothesis is used for testing. It is a statement that no difference exists between the parameters and the statistic being compared to it. Analysts usually test to determine whether there has been no change in the population of interest or whether a real difference exists. A second, alternative hypothesis holds that there has been a change in average mpg. The alternative hypothesis is the logical opposite of the null hypothesis. Chi Square The most widely used non-parametric test of significance is the chisquare (x2) test. It is particularly useful in tests involving nominal data. However, can be used for higher scales. Typical are cases where persons, events, or objects are grouped in two or more nominal categories such as yesno, favour-undecided-against, class A, B, C, or D.

Limitations of the study

No research can be guaranteed to be a complete one. Even though the researcher tried his best to accomplish the objectives and complete the study efficiently and effectively, the study may be prone to certain limitations. The limitations of the study are as follows.
40

1. The answers dependent on the attitude, opinion and sharing mentality of the respondents. 2. There is no guarantee that the respondents give full and correct information. 3. Errors are possible. 4. The findings of the study are solely based on the data collected from the survey of employees and the study is not supplemented with any other method.

Analysis involves estimating the value of unknown parameters of the population and testing hypothesis for drawing interferences. Interpretation refers to the task of drawing interferences from the collected facts for an analytical study. Interpretation is essential because the usefulness of research findings lies in the proper interpretation. The percentages of respondents to entire questions are presented to provide an understanding of respondents perception.

Tools of Analysis
Tabulation Tabulation was used for entering all the data collected through the questionnaire. The tabulated data (in the form of a master table) was used for further analysis. Percentile Analysis Simple analysis using percentile method was adopted for analyze the data.

Analysis of different statements in questionnaire

The analysis includes unique and conventional techniques including graphical and tabular devices to visualize the data. Data visualization is the integral part in the data analysis and necessary step prior to hypothesis testing. A major contribution of the exploratory approach lies in the emphasis on visual representations and graphical techniques over summary statistics. Summary statistics may obscure, conceal or even misrepresent the underlying
41

structure of the data. When numerical summaries are used exclusively and accepted without visual inspection, the selection of confirmatory models may be based on the flawed assumptions. Data analysis should begin with visual inspection. Frequency tables, histograms, bar diagrams, stem and leaf displays, Pareto diagrams, pie charts, mapping, cross tabulation etc can be used for visual representations.

42

ANALYSIS AND INTERPRETATION

QUESTIONAIRE 1: HR PROFESSIONAL Statement 1: Experience of the employee Response: Table 4.1
Sl. No 1 2 3 4 5 Options Less than 1 year 1 - 2years 2-5 years 5-10 years More than 10 years Respondents 4 7 6 2 1 Percentage 20 35 30 10 5

Fig 4.1
Less than a year 1-2 years 2-5 years 5-10 years More than 10 years

5% 10% 20%

30% 35%

Interpretation: From the above table and chart, it is apparent that 35% of respondents have 1-2 year experience in Global InnovSource, 30% have 2-5 years and 20% have less than a year experience.

43

Statement 2: Areas where organization needs improvement in terms of talent management initiatives Response: Table 4.2 Sl. No 1 Options Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels Percentage 40.91

50.00

40.91

4 5 6

40.91 40.91 50.00

50.00

63.64

59.09

Interpretation: From the above table, it is clear that the company has to improve in creating policies that encourage career growth and other development opportunities. Nearly 40% of the employees opted for improvement in all the talent management initiatives of the company.

44

Statement 3: In the organization primarily responsibility for Response: Table 4.3

No one Recruiting individuals Further developing Employees Retaining employees 0% (0) 25% (5) 5% (1) Departme nt Head 10% (2) HR Staff 75% (15) 15% (3) 15% (3) Internal coach 0% (0) Mentor Outside consultant 5% (1) Others 10% (2) 5% (1)

0% (0)

60% (12)

5% (1)

0% (0)

5% (1)

65% (13)

10% (2)

5% (1)

0% (0)

0% (0)

Fig 4.2
No one Mentor 75% 65% 60% Department Head Outside consultant HR Staff Others Internal coach

25% 15% 10% 5% 0% 0% 0% Recruiting individuals 10% 5% 0% Further developing employees 5% 5% 5% 15% 10% 5% 0% 0% Retaining employees

Interpretation: From the above table and chart, it is evident 75% of the respondents support that recruitment is the responsibility of HR staff. In addition, 60% and 65% of the respondents consider the development activities and employee retention as the responsibility of the department head.

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Statement 4: Job description that is most critical in terms of attracting and retaining employees Response: Table 4.4
1 (very critical) 2 3 4 5 (not critical)

Sales

80% (16)

15% (3) 50% (10)

5% (1)

0% (0)

0% (0)

Marketing

30% (6)

15% (3)

5% (1)

0% (0)

Business Development Finance Field operations

70% (14)

20% (4)

5% (1)

5% (1)

0% (0)

30% (6)

40% (8)

20% (4)

10% (2)

0% (0)

50% (10)

20% (4)

60% (12)

5% (1)

10% (2)

Research and Development Innovation Senior management

10% (2)

40% (8)

25% (5)

20% (4)

5% (1)

25% (5)

36% (9)

20% (4)

5% (1)

5% (1)

50% (10)

25% (5)

20% (4)

5% (1)

0% (0)

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Fig 4.3
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1 (very critical) 2 3 4 5 (not critical)

Interpretation: From the above table and chart, 80% respondents articulate that it is critical to attract and retain employees in sales. Moreover, 70% respondents find it difficult to retain employees in business development.

47

Statement 5: Talent development activities in the organization Response: Table 4.5

Sl. No 1 2 3 4 5 6 7 Options
Building class room workshops Coaching Mentoring Education Short term assignments Action learning Others

Respondents 4 2 4 3 2 1 4

Percentage 20 10 20 15 10 5 20

Fig 4.4
Building class room workshops Mentoring Short term assignments Others Coaching Education Action learning

20% 5% 10% 15%

20%

10%

20%

Interpretation: From the above table and chart, 20% respondents make it clear that the main talent development activities in Global InnovSource are building class room workshops and mentoring. Moreover, 15% respondents have chosen education as another initiative of the company.
48

Statement 6: Degree of agreement with the following statements:Response: Table 4.6

Strongly disagree Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes 0%(0) 0%(0) 5%(1) 20%(4) 75%(15) 0%(0) Disagree Neutral Agree Strongly Agree 60%(12)

5%(1)

10%(2)

25%(5)

0%(0)

0%(0)

20%(4)

45%(9)

35%(7)

employees want to stay with the organization Creating individuals organization Creating a culture that values a culture want to that join makes the

0%(0)

0%(0)

5%(1)

5%(1)

90%(18)

employees work Creating an environment where

0%(0)

0%(0)

10%(2)

15%(3)

75%(15)

employees are excited to come to work each day Creating an environment where

0%(0)

0%(0)

5%(1)

15%(3)

80%(16)

employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels Identifying vacancies that will be created as the company advances and expands Rewarding top performing employees

0%(0)

0%(0)

5%(1)

25%(5)

70%(14)

0%(0)

0%(0)

10%(2)

5%(1)

85%(17)

0%(0)

5%(1)

15%(3)

25%(5)

55%(11)

0%(0)

0%(0)

5%(1)

30%(6)

65%(13)

0%(0)

0%(0)

0%(0)

20%(4)

80%(16)

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Fig 4.5
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Strongly disagree Disagree Neutral Agree Strongly Agree

Interpretation: From the above table and chart, it is evident that 90% respondents strongly agree in creating a culture that makes individuals want to join the organization, 85% in creating policies that encourage career growth and development opportunities, 80% in rewarding top performing employees and creating an environment where employees are excited to come to work each day, 75% in creating a culture that makes employees want to stay with the organization and creating a culture that values employees work, 65% in identifying vacancies that will be created as the company advances and expands, 60% in aligning employees with the mission and vision of your organization, 55% in identifying gaps in current employees and candidate competency levels, 35% in assessing candidates skills earlier in the hiring process.
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Statement 7: Effectiveness of the following elements of compensation in terms of attracting and retaining top performers in the next three years Response: Table 4.7
5(most effective) Base pay Health care benefits Retirement/education benefits Share options /equity participation Child care costs/ arrangement Job security 4(effective) 3(partially effective) 2(less effective) 1(least effective)

55%(11) 25%(5) 45%(9) 40%(8) 25%(5) 50%(10)

30%(6) 45%(9) 30%(6) 10%(2) 10%(2) 20%(4)

10%(2) 20%(4) 20%(4) 15%(3) 35%(7) 25%(5)

5%(1) 10%(2) 5%(1) 25%(5) 30%(6) 0%(0)

0%(0) 0%(0) 0%(0) 10%(2) 0%(0) 5%(1)

Fig 4.6
60% 50% 40% 30% 20% 10% 0% 1(most effective) 2 3 4 5(least effective)

51

Interpretation: From the above table and chart, it is evident that 55% respondents agree that Base pay is the most effective, 30% opted it as effective, 10% as partially effective, and 5% as less effective, way in attracting and retaining top performers in the next three years. 45% respondents agree that Health care benefits is effective, 25% opted it as effective, 20% as partially effective, and 10% as less effective, way in attracting and retaining top performers in the next three years. 45% respondents agree that Retirement or education benefits is the most effective, 30% opted it as effective, 20% as partially effective, and 5% as less effective, way in attracting and retaining top performers in the next three years. 40% respondents agree that Share option or equity participation is the most effective, 10% opted it as effective, 15% as partially effective, and 25% as less effective, 10% as least effective way in attracting and retaining top performers in the next three years. 35% respondents agree that Child care costs and arrangements are partially effective, 30% opted it as less effective, 25% as most effective, and 10% as effective, way in attracting and retaining top performers in the next three years. 50% respondents agree that Job security is the most effective, 25% as partially effective, 20% opted it as effective, and 5% as least effective, way in attracting and retaining top performers in the next three years.

52

QUESTIONAIRE 2:EMPLOYEES Statement 1: Experience of the employee Response: Table 4.8

Sl. No 1 2 3 4 5 Options Less than 1 year 1 - 2years 2-5 years 5-10 years More than 10 years Respondents 9 13 5 3 0 Percentage 30 43.33 16.67 10 0

Fig 4.7
Less than a year 1-2 years 2-5 years 0% 10% 30% 17% 5-10 years More than 10 years

43%

Interpretation: From the above table and chart, it is apparent that 43% of respondents have 1-2 year experience in Global InnovSource, 30% have less than a year and 17% have 2-5 years of experience.

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Statement 2: Awareness of the policies and procedures Response: Table 4.9

Aware but Aspects Not aware need more information The organization mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Policy on absence? 3.33%(1) 13.33% (4) 3.33%(1) 3.33%(1) 40% (12) 56.67% (17) 6.67% (2) 10% (3) 40% (12) 56.67% (17) 46.67% (14) 40% (12) Aware and understand well

90% (27) 76.67% (23) 56.67% (17) 40% (12) 13.33% (4) 3.33%(1)

3.33%(1) 6.67% (2) 10% (3) 3.33%(1)

46.67% (14) 13.33% (4) 13.33% (4) 10% (3)

50% (15) 80% (24) 76.67% (23) 86.67% (26)

Fig:4.8
100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

Not aware

Aware but need more information Aware and understand well

54

Interpretation: From the above table and chart, it is evident that 90% of the respondents are aware, 7% are aware but they need more information and 3% are not aware about the organization mission statement. 77% of the respondents are aware, 10% are aware but they need more information and 13% are not aware about the structure of the company. 57% of the respondents are aware, 40% are aware but they need more information and 3% are not aware about the aims of the company. 40% of the respondents are aware, 57% are aware but they need more information and 3% are not aware about the Safety and healthy procedures of the company. 47% of the respondents are aware but they need more information, 40% are aware and 13% are not aware about the Equal opportunity policy of the company. 57% of the respondents are not aware, 40% are aware but they need more information and 3% are aware about the Policy on handling any legal problems. 50% of the respondents are aware, 47% are aware but they need more information and 3% are not aware about the Policy on handling customer problems. 80% of the respondents are aware, 13% are aware but they need more information and 7% are not aware about the Staff disciplinary procedures. 77% of the respondents are aware, 13% are aware but they need more information and 10% are not aware about the Policy on holiday entitlement. 87% of the respondents are aware, 10% are aware but they need more information and 3% are not aware about the Policy on absence.

55

Statement 3: Degree to which organization achieve its aims Response Table 4.10
Sl. No 1 2 Options YES NO Respondents 16 12 Percentage 60 40

Fig 4.9
Yes No

40%

60%

Interpretation From the above table and chart, it is apparent that 60% of respondents support that Global InnovSource successfully achieves its aims, 40% does not support the statement.

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Statement 4: Knowledge about job profile Response: Table 4.11

I know Aspects enough about this Your position in the organization Management - to whom you are responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organization computer systems The managing director or CEO The organization directors 83.33% (25) 86.67% (26) I know a little, but need to know more 6.67% (2) 0% (0) I need to know a lot more about this 10% (3) 13.33% (4)

83.33% (25)

10% (3)

6.67% (2)

56.67% (17) 90% (27) 86.67% (26) 73.33% (22) 86.67% (26) 76.67% (23) 53.33% (16) 50% (15)

23.33%(7) 10% (3) 10% (3) 16.67% (5) 10% (3) 23.33%(7) 30% (9) 40% (12)

20% (6) 0% (0) 3.33% (1) 10% (3) 3.33% (1) 0% (0) 16.67% (5) 10% (3)

Fig:4.10
100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

I know enough about this I know a little, but need to know more I need to know a lot more about this

57

Interpretation: From the above table and chart, it is evident that 83% of employees know enough, 10% need to know a lot more and 7% know a little but need to know more, about their position in the organization. 87% of employees know enough, 13% need to know a lot more, about the management to whom they are responsible for. 83% of employees know enough, 10% know a little but need to know more and 7% need to know a lot more, about the people they are directly responsible for. 57% of employees know enough, 23% know a little but need to know more and 20% need to know a lot more, about the people they are indirectly responsible for. 90% of employees know enough, 10% know a little but need to know more about their hours of work. 87% of employees know enough, 10% know a little but need to know more and 3% need to know a lot more, about their pay. 73% of employees know enough, 17% know a little but need to know more and 10% need to know a lot more, about other benefits employees are entitled to. 87% of employees know enough, 10% know a little but need to know more and 3% need to know a lot more, about the telephone system in the company. 77% of employees know enough, 23% know a little but need to know more, about the computer system in the organization. 53% of employees know enough, 30% know a little but need to know more and 17% need to know a lot more, about the managing director or CEO of the organization. 50% of employees know enough, 40% know a little but need to know more and 10% need to know a lot more, about the organization directors.
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Statement 5: Degree of satisfaction with the employee benefits and policies. Response: Table 4.12
Aspects Extremely dissatisfied Neither Dissatisfied satisfied nor dissatisfied 0% (0) 6.67% (2) 3.33% (1) 3.33% (1) 80%(24) Satisfied Extremely satisfied

Accuracy of job description Salary review Adequate information provided about the company Job changes / promotion Leave of absence Health care benefits Retirement benefits

0% (0) 0% (0)

16.67% (5)

73.33%(22) 16.67% (5)

0% (0)

3.33% (1)

6.67% (2)

70%(21)

20% (6)

0% (0)

6.67% (2)

13.33% (4)

50%(15)

30% (9)

0% (0)

3.33% (1)

10% (3)

56.67%(17)

30% (9)

0% (0)

6.67% (2)

0% (0)

73.33%(22)

20% (6)

0% (0)

16.67% (5)

6.67% (2)

53.33%(16)

23.33%(7)

Fig 4.11
Extremely dissatisfied Neither satisfied nor dissatisfied Extremely satisfied 100% 80% 60% 40% 20% 0% Accuracy of job description Salary review Adequate Job changes information / promotion provided about the company Leave of absence Health care Retirement benefits benefits Dissatisfied Satisfied

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Interpretation: From the above table and chart, it is evident that 80% respondents are satisfied, 17% are extremely satisfied, 3% are neither satisfied nor dissatisfied, in the accuracy of job description. 73% respondents are satisfied, 17% are extremely satisfied, 7% are dissatisfied, 3% are neither satisfied nor dissatisfied, in the salary review. 70% respondents are satisfied, 20% are extremely satisfied,7% are neither satisfied nor dissatisfied, 3% are dissatisfied in providing adequate information about the company 50% respondents are satisfied, 30% are extremely satisfied, 13% are neither satisfied nor dissatisfied, 7% are dissatisfied in job changes or promotion in the company. 57% respondents are satisfied, 30% are extremely satisfied, 10% are neither satisfied nor dissatisfied, 3% are dissatisfied in leave of absence. 73% respondents are satisfied, 20% are extremely satisfied, 7% are dissatisfied in health care benefits of the company. 53% respondents are satisfied, 23% are extremely satisfied, 7% are neither satisfied nor dissatisfied, 17% are dissatisfied with retirement benefits of the company.

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Statement 6: Effectiveness of the following elements of compensation in terms of attracting and retaining top performers in the next three years. Response: Table 4.13
1(most effective) Base pay Health care benefits Retirement/ education benefits Share options/ equity participation Child costs /arrangement Job security 40% (12) 33.33% (10) 16.67% (5) care 20% (6) 40% (12) 10% (3) 26.67% (8) 20% (6) 63.33% (19) 26.67% (8) 2(effective) 3(partially effective) 16.67% (5) 4(less effective) 0% (0) 5(least effective) 0% (0)

20% (6) 53.33% (16) 66.67% (20)

13.33% (4)

6.67% (2)

0% (0)

10% (3)

3.33% (1)

0% (0)

40% (12)

16.67% (5)

3.33% (1)

13.33% (4)

23.33% (7)

6.67% (2)

6.67% (2)

3.33% (1)

Fig 4.12
80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

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

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Interpretation: From the above table and chart, it is evident that 63% respondents agree that Base pay is the most effective, 20% opted it as effective, 17% as partially effective, way in attracting and retaining top performers in the next three years. 53% respondents agree that Health care benefits is effective, 27% opted it as effective, 13% as partially effective, and 7% as less effective, way in attracting and retaining top performers in the next three years. 67% respondents agree that Retirement or education benefits is the effective, 20% opted it as most effective, 10% as partially effective, and 3% as less effective, way in attracting and retaining top performers in the next three years. 40% respondents agree that Share option or equity participation is the effective, 27% opted it as most effective, 17% as partially effective, and 13% as least effective, 3% as less effective, way in attracting and retaining top performers in the next three years. 40% respondents agree that Childcare costs and arrangements are effective, 23% opted it as less effective, 20% as most effective, and 10% as partially effective, 7% as least effective, way in attracting and retaining top performers in the next three years. 40% respondents agree that Job security is the most effective, 33% opted it as effective, 17% as partially effective, 7% less effective and 3% as least effective, way in attracting and retaining top performers in the next three years.

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Statement 7: Benefit from further training in any of the items specified in your job profile Response: Table 4.14
Sl. No 1 2 Options YES NO Respondents 16 14 Percentage 53.33 46.67

Fig 4.13

No 47% Yes 53%

Interpretation From the above table and chart, it is apparent that 53% of respondents support that they benefit from further training in any of the items specified in their job profile, 47% does not support the statement.

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Statement 8: Satisfaction with the salary and other benefits employees receive. Response: Table 4.15 Extremely dissatisfied Neither Dissatisfied satisfied nor dissatisfied Satisfied Extremely satisfied

Aspects

Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market competitiveness of my salary Share option plan

0% (0) 6.67% (2) 3.33% (1) 3.33% (1)

3.33% (1) 10% (3) 6.67% (2) 10% (3)

16.67% (5) 26.67% (8) 46.67% (14) 16.67% (5)

60% (18) 43.33% (13) 33.33% (10) 60% (18)

20% (6) 13.33% (4) 10% (3) 10% (3)

6.67% (2) 3.33% (1)

10% (3) 16.67% (5)

16.67% (5) 10% (3)

63.33% (19) 63.33% (19)

3.33% (1) 6.67% (2)

Fig 4.14
70% 60% 50% 40% 30% 20% 10% 0% Extremely dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied

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Interpretation: From the above table and chart, it is evident that 60% respondents are satisfied, 20% are extremely satisfied, 17% are neither satisfied nor dissatisfied, and 3% are dissatisfied in the medical insurance package provided by the company. 43% respondents are satisfied, 27% are neither satisfied nor dissatisfied, 13% are extremely satisfied, 10% are dissatisfied, and 7% are extremely dissatisfied with the company savings plan. 47% are neither satisfied nor dissatisfied, 33% respondents are satisfied, 10% are extremely satisfied, 7% are dissatisfied, and 3% are extremely dissatisfied with the company retirement plan. 60% respondents are satisfied, 17% are neither satisfied nor dissatisfied, 10% are extremely satisfied, 10% are dissatisfied, and 3% are extremely dissatisfied with the company holiday entitlement. 63% respondents are satisfied, 17% are neither satisfied nor dissatisfied,10% are dissatisfied, and 7% are extremely dissatisfied, 13% are extremely satisfied with the job market competitiveness of their salary. 63% respondents are satisfied, 17% are dissatisfied, 10% are neither satisfied nor dissatisfied, 7% are extremely satisfied, and 3% are extremely dissatisfied with the share option plan of the company.

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Statement 9: Satisfaction with company's personnel policies Response: Table 4.16

Sl. No 1 2 3 4 5 Options Extremely Dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied Respondents 0 2 6 12 10 Percentage 0 6.67 20 40 33.33

Fig 4.15
Extremely Dissatisfied Neither satisfied nor dissatisfied Extremely satisfied 0% 7% 33% 20% Dissatisfied Satisfied

40%

Interpretation From the above table and chart, it is apparent that 40% of respondents are satisfied, 33% are extremely satisfied, 20% are neither satisfied nor dissatisfied, 7% are dissatisfied with companies personal policies.

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Statement 10: Satisfaction with the company as a place to work compared to other places you have worked Response: Table 4.17
Sl. No 1 2 3 4 5 Options Extremely Dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied Respondents 0 4 8 12 6 Percentage 0 13.33 26.67 40 20

Fig 4.16
0% 13% 20% Extremely dissatisfied Dissatisfied 27% Neither satisfied nor dissatisfied Satisfied Extremely satisfied 40%

Interpretation From the above table and chart, it is apparent that 40% of respondents are satisfied, 20% are extremely satisfied, 27% are neither satisfied nor dissatisfied, 13% are dissatisfied with company compared to other companies they worked.

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Statement 11: Organizations most effective means of rewarding motivating and retaining talent Response: Table 4.18
Sl. No 1 2 3 4 Options Recreational activities Innovations Appreciation for initiation External training sessions Respondents 5 7 8 10 Percentage 16.67 23.33 26.67 33.33

Fig 4.17

Recreational activities

Innovations

Appreciation for initiation

External training sessions

10

15

20

25

30

35

Interpretation From the above table and chart, it is apparent that 33% of respondents choose external training sessions, 27% like appreciation for initiation, 23% choose innovations, 17% opted recreational activities, as means of rewarding motivating and retaining talent.

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HYPOTHESIS TESTING

Chi Square Test

A chi-square test (also called as chi-squared or 2 test) is any statistical hypothesis test in which the sampling distribution of the test statistic is a chisquare distribution when the null hypothesis is true, or any in which this is asymptotically true, meaning that the sampling distribution (if the null hypothesis is true) can be made to approximate a chi-square distribution as closely as desired by making the sample size large enough. Chi-square test is done by using SPSS software. SPSS is a computer program used for survey authoring and deployment, data mining, text analytics, statistical analysis, and collaboration & deployment.

H0: Talent Management does not have an impact on Succession Planning H1: Talent Management has an impact on Succession Planning

The result of the chi-square test is given as:SP * TM Cross Tabulation Table: 4.19 Count TM 1 SP Total 1 2 15 0 15 2 0 5 5 Total 15 5 20

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Table:4.20 Chi-Square Tests Asymp. Sig. (2df sided) 1 .000 1 1 .000 .000 .000 19.000 1 .000 .000 Exact Sig. (2sided) Exact Sig. (1sided)

Pearson Chi-Square Continuity Correctionb Likelihood Ratio Fisher's Exact Test Linear-byLinear Association N of Valid Cases

Value 20.000a 15.022 22.493

20

Table 4.20 Shows the result of the Chi-square Test, here the significance level is 0.00 that is, below 0.05 so, the null hypothesis can be rejected and the alternative hypothesis is accepted, which proves that Talent management has an impact on Succession Planning.

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FINDINGS
Talent management has an impact on Succession planning. Global InnovSource have talent specific initiative in place and they give them top priority in their organization. They also have exclusive staff member for managing talent initiatives. In Global InnovSource the talent is identified by competencies and the HR professional view to increase career growth opportunity. HR staffs as well as the department heads are responsible for recruiting individuals. Retaining the current talent is top priority for the organization. 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 an important role. Base pay and Job security are the two main areas for retaining talent in coming years. Other than this, training plays an important role in motivating the employee. Organization is using certification for improving the training programs. Budget for recruiting developing and retaining employees is going to increase over the next three years. Most the employees have a clear knowledge about the companys vision, mission and objectives. Moreover, they know how to achieve these objectives. Employees are clear about their role and responsibility and they know about other staff members. Most of the respondents are satisfied by job description, salary review, health care benefits etc.
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 Base pay and Job security 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. Most 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. Most of the employees are satisfied with the company's personnel policies where some are neither satisfied nor dissatisfied. Overall 20 % employee are extremely satisfied where as 40% are just satisfied with the organization.

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RECOMMENDATIONS Organization must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. Organization 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 employees 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, organization 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

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CONCLUSION As Global InnovSource continue to pursue high performance and improved results through Talent Management practices, they are taking a holistic approach to talent managementfrom attracting and selecting wisely, to retaining and developing leaders, to placing employees in positions of greatest impact. The mandate is clear: for organization 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.

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BIBLIOGRAPHY Six Ways to Mine Teen Talent, Andrea C. Poe, Society for Human Resource Management, March 2001 Flexible Work Arrangements: The Demand Will Only Strengthen, Donna J.Bear, Human Resource Institute, September 2004 "Attracting and Retaining the Mature Workforce," Barbara McIntosh, Ph.D., Society 2004 Talent Management: Overview: Talent Management Series Part I," Nancy R. http://innovsource.com

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ANNEXURE - I
Dear Sir/Madam I, Soumya K C, IVth semester MBA student, SNGIST, North Paravur is conducting a descriptive study on EMPLOYEE TALENT MANAGEMENT WITH REFERENCE TO SUCCESSION PLANNING. This project is for academic purpose and your response would serve as a data for my analysis. Your answers will be kept confidential. I would be grateful if you could fill this form and return it back as early as possible.
QUESTIONAIRE ON EMPLOYEE TALENT MANAGEMENT WITH REFERENCE TO SUCCESSION PLANNING

NAME AGE DESIGNATION

: : :

1. How long have you been working for the company? Less than a year and above.
2. 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 Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels

1-2 years

2-5 years

5-10 years

10

years

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3. In your organization who is primarily responsible for (Tick one per statement) No one Recruiting individuals Further developing Employees Retaining employees Department Head HR Staff Internal coach Mentor Outside Others consultant

4. Which broadly defined job description are the most critical in terms of attracting and retaining employees? 1 (very critical) Sales Marketing Business Development Finance Field operations Research and Development Innovation Business unit leadership Senior management 2 3 4 5 (not critical)

5. Within your organization what kinds of talent development activities are carried out? Building class room workshops Coaching Mentoring Education Short terms assignments Action learning 77

Others

6. To what extent do you agree or disagree with the following statements? (Tick one per statement) Strongly disagree Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where want to join the Disagree Neutral Agree Strongly Agree

employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels Identifying vacancies that will be created as the company advances and expands Rewarding top performing employees

78

7. 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) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 2 3 4 5(least effective)

79

ANNEXURE II
Dear Sir/Madam I, Soumya K C, IVth semester MBA student, SNGIST, North Paravur is conducting a descriptive study on EMPLOYEE TALENT MANAGEMENT WITH REFERENCE TO SUCCESSION PLANNING. This project is for academic purpose and your response would serve as a data for my analysis. Your answers will be kept confidential. I would be grateful if you could fill this form and return it back as early as possible.
QUESTIONAIRE ON EMPLOYEE TALENT MANAGEMENT WITH REFERENCE TO SUCCESSION PLANNING

NAME AGE DESIGNATION

: : :

Q1. How long have you been working for the company? Less than a year and above. 1-2 years 2-5 years 5-10 years 10 years

Q2. Have you been made aware of the policies and procedures? Do you know and understand them? Aware but Aspects Not aware need more information The organization mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy?
80

Aware and understand well

Professional association membership? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Policy on absence?

Q3. Do you know how you can help the organization to achieve its aims? Yes No

Q4. What do you know about your job, and what would you like to know more about? I know Aspects enough about this Your position in the organization Management responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organization computer systems The staff canteen The managing director or CEO
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I know a little, but need to know more

I need to know a lot more about this

to

whom

you

are

The shop floor sales staff The organization directors The machinery you will operate

Q5. Please rate your satisfaction with the employee benefits and policies. Extremely dissatisfied Dissatis fied Neither satisfied nor dissatisfied Satisfied Extremely satisfied

Aspects

Accuracy of job description Salary review Adequate information provided about the company Job changes / promotion Leave of absence Health care benefits Retirement benefits

Q6. 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) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 2 3 4 5(least effective)

Q7. Would you benefit from further training in any of the items specified in your job profile? Yes No If yes then specify the areas

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_____________________________________________________________________ ____________________________________________________________________ Q8. Please rate your satisfaction with the salary and other benefits you receive. Aspects Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market Competitiveness of my salary Share option plan Q9. Overall, how much are you satisfied with your companys personnel policies? Extremely Dissatisfied Dissatisfied Extremely dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Extremely satisfied

Neither Satisfied Nor Dissatisfied. Satisfied Extremely Satisfied

Q10. Overall how much satisfied are you with this company as a place to work as compared to other places you have worked? Extremely Dissatisfied Dissatisfied

Neither Satisfied Nor Dissatisfied. Satisfied Extremely Satisfied.

Q11. Excluding financial compensation, which of the following do you believe are your organizations most effective means of rewarding motivating and retaining talent? External Training Sessions Appreciation for initiation.
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Innovations

Recreational Activities.

84