“A STUDY ON TALENT MANAGEMENT STRATEGIES AT TATA

MEDICAL CENTER, KOLKATA”

Submitted in partial fulfilment of the requirements for Certification of having

successfully completed the Post Graduate Program in Management (PGPM) from

United world School of Business, Kolkata

SUBMITTED BY:
OLIVIA SARKAR
ROLL NO-KS101820059

HUMAN RESOURCE
SB BATCH-10
(2018-2020)

UNDER THE GUIDANCE OF

PROJECT GUIDE: PROJECT MENTOR:

DR. MEENAKSHI KHEMKA MR. SUVASISH MUKHERJEE
HEAD HR PROFESSOR HR - HEAD
UNITED WORLD SCHOOL OF BUSINESS TATA MEDICAL CENTER

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 Student’s Declaration

I hereby declare that this Summer Internship Project (SIP/WIP) report titled (project title),
based on the work undertaken by me at (name of organization) during (month & year) under
the guidance of my Project Guide (name) is an original work prepared by me under the
guidance of Prof. (Faculty Guide’s name), and is submitted in partial fulfilment of the
requirements for a Certificate under the two-year full-time Post-Graduate Program in
Management conducted by United world School of Business, Kolkata, and that this has not
been submitted anywhere else for award of any other degree/ diploma or for any other
commercial purpose whatsoever.

Place: Kolkata Student’s Signature: Olivia Sarkar

Date: 22.7.2019 Student’s Name: Olivia Sarkar

Enrolment no: KS101820059

Batch: SUMMER BATCH-10

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 Faculty Guide’s Certification

I certify that this SIP was undertaken under my guidance and that I find the report
satisfactory for award of Certificate under the PGPM of UWSB.

Place: Kolkata Faculty Guide’s Signature: Dr. Meenakshi Khemka

Date: 23.7.2.19 Faculty Guide’s Name: Dr. Meenakshi Khemka

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 ACKNOWLEDGEMENT

I would like to take this opportunity to thank all those who have made working
on this project feasible for me.
I would like to express my gratitude to United World School of Business,
respected Dean and Faculty guides for giving me an opportunity to work with a
corporate organization during my MBA Program. I am extremely grateful to TATA
MEDICAL CENTER, KOLKATA for providing me with the opportunity to work at
HUMAN RESOURCE DEPARTMENT. It gave me an opportunity to understand the
real life situations in the corporate world and day-to-day proceedings of a Human
Resource Department.
I would like to thank Mr. Suvasish Mukherjee, Head-Human Resource at
TATA MEDICAL CENTER, for his valuable guidance and help in the day to day
working as well as the project and would also like to extend my gratitude to Sir, for
allowing me to work under his able guidance. Without his guidance, help and support,
this project would not have been possible.
I would also like to thank my Project Faculty Guide Dr. Meenakshi Khemka
and our Dean Prof. Amitava Ghosh for their guidance, comments, feedback and
support throughout the internship.
Last but not the least; I would like to thank my colleagues at Tata Medical Center
without whose support, co-operation and suggestions this project could not have been
completed.

Olivia Sarkar
MBA (Batch 2018-20)
United World School of Business.
Kolkata

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 TABLE OF CONTENT:

CHAPTERS TOPICS PAGE NO.

CHAPTER 1 -EXECUTIVE SUMMARY 06

CHAPTER 2 2.1- INTRODUCTION 7-8

2.1.1-OBJECTIVES OF THE 9
PROJECT

2.1.2-INDUSTRY PROFILE 10-11

2.1.3-COMPANY PROFILE 12-15

2.2-LITERATURE REVIEW 16-20

2.3-TALENT MANAGEMENT 21-25

AT TATA MEDICAL CENTER
2.3.1-MY OBSERVATION AT
THE ORGANIZATION 26-32

2.4-RESEARCH 33-34
METHODOLOGY

2.5-SAMPLE SIZE AND 34

SAMPLE DESIGN

CHAPTER 3 ANALYSIS AND FINDINGS 35-44

(OBSERVATIONS AT
DIFFERENT HOSPITALS)

CHAPTER4 4.1-LIMITATION 45
4.2-RECOMMENDATION 46
4.3-CONCLUSION 47

ANNEXURE A-1 GRAPHS 48-55

B-2 BIBLIOGRAPHY 57
QUESTIONNAIRE 58-62

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 CHAPTER ONE
EXECUTIVE SUMMARY

The topic of the project is Talent Management(TM): A study on how an organization

attempt to recruit, train, and nurture its work-force.

TM allows an organization to have a rounded picture of the individuals it employs, their

future skills, styles and behaviors needed to take the organization forward so as to
effectively deliver as per its priorities. This project studies the recruitment, management
and developing talents at Tata Medical Center (TMC). The study also focuses on the
problems faced by the organization in respect to attrition and retention. The purpose of
the study is to qualitatively evaluate the methodology as well as the procedure of
managing the talent of the employees from the perspective of 3 tiers i.e., the accepting
authority, the reporting authority and the reviewing authority of the organization. This
leads to transformation from mere traditional HR function to a HR function that works
strategically to attain the desired goals.

As in every organization of TMC stature, TMC effectively monitors employee

dissatisfactions and grievances and through proper consultation and grievance handling
mechanism it has effectively resolved employee dissatisfaction to a greater extent
resulting in increased retention rate and reduced attrition rate.

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 CHAPTER TWO
2.1 INTRODUCTION

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

In these days of highly competitive world, where change is the only constant factor, it is
important for an organisation to develop the most important resource of all- Human
Resource. In this globalize world, it is only the Human Resource that can provide an
organization the competitive edge because under the new trade agreements technology
can be easily transferred from one country to another and there is no dearth of sources of
cheap finance. But it is the talent workforce that is very hard to find.

Talent signals an ability to learn and develop in the face of nee challenges. Talent is
about future potential rather than past track record. So talent tend to be measured in
terms of having certain attributes such as willingness to take challenge and learn from
mistakes, a reasonable level of ambition and competitiveness, the ability to focus on big
pictures issues and an awareness of their own strengths, limitation and impact on others.

Several talent processes need to be in place on a strategic level in order to ensure its
success. Such processes/strategies include talent identification, recruitment and
assessment, competency management, performance Management, career development,
teaching management, compensation succession planning etc.

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Talent management has number of benefits to offer such as employee engagement,
retention, aligning to strategic goals in order to identify the future leadership of the
organization, increased productivity, culture of excellence and much more.

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2.1.1 Objectives of the study

In this current scenario of cutthroat competition every company has to survive to satisfy
its customers by providing them quality, products and services. The trainings at
company were undertaken with a view to study certain fundamental as well as the
commercial and operational aspects of the company.

The training involves the study of following:-

 To understand the entire procedure of talent management.

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

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 2.1.2 INTRODUCTION TO THE INDUSTRY

Indian Health care Industry growth story is moving ahead neck to neck with the
pharmaceutical industry and software industry of the nation. There has been much done
in the healthcare sector for bringing the improvement like till date, approximately 12%
of the scope offered by the industry has been tapped. In the years to come the healthcare
industry in India is reckoned to be the engine of the Indian economy. Today health care
industry in India worth $17 billion and there are anticipation and expectation of it to
grow by 13% every year. The healthcare sector consist of healthcare instruments,
healthcare in retail market, hospitals enrolled to the hospital networks, etc.

Indian healthcare industries include systems like ayurvedic, homeopathy and allopathy
which are increasingly gaining prominence overseas. Another major area for investment
in India is the research in the industry of healthcare. In India there is a tremendous
prospect with a huge talent pool and the rise of biotechnology and bioinformatics. India
is a rising and expanding destination for medical tourism. With affordable medical
expenses and a sound technology in place goes good with the growing sector which
would be bode well for the health care industry in India.

Indian Healthcare industry comprises of hospitals and allied sectors which is projected
to grow 23% per annum to touch US$ 77 billion by 2012 and according to the current
estimated size of US$ 35 billion. The industry has registered a growth of 9.3% between
2000-2009, as compared between sector wise growth rates of emerging economies such
as China, Brazil and Mexico. There would be increase in number of public and private
healthcare facilities which are expected to propel demand for the industry accounting for
another US$6.7 billion.

Indian Government expenditure on healthcare is highest among all the developing

countries. The expenses of this industry comprises of 5.25% of the GDP.

Private players have made significant investments in setting up the private hospitals in
cities like Mumbai, New Delhi, Chennai, Hyderabad and Kolkata. The Governments
share in healthcare delivery industry is 20% while 80% is in the private sector. The
emergence of corporate hospitals has led to increased professionalism in medical
practices and use of hospital management tools.

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Competitors in the market for healthcare sectors are Apollo group, Fortis, Max,
Wockhardt, Piramal, and Ranbaxy Group Company etc.

Indian healthcare Industry provides employment opportunities to as many as 4 million

people in the healthcare segment or other related sector catering to the needs of
medication.

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 2.1.3 INTRODUCTION TO THE COMPANY

Name of the Company - Tata Medical Center

Location- Rajarhat, Newtown (Kolkata)

Industry- Health Care Sector

Year of establishment: The Tata Medical Center (TMC) was inaugurated on May 16,
2011, by Mr.Ratan Tata.

Total Numbers of Doctors: 168 Total Numbers of Nurses: 330

Total Numbers of Beds: 183

Total Numbers of employee: 1080 (payroll) / 600 (outsource)

Various Medical Department: IPD, OPD, Emergency, Medical Records, Patient care

Various Non Medical Department: HR and Administration, Finance, IT and system

Governed by- Tata Medical Center Trust

Key Person- Dr. M Chandy (Chairman) and Dr. V. R. Ramanan ( Managing Director)

Conceptualized in the year 2004 as a philanthropic initiative for the Eastern and North-
Eastern parts of India and the neighboring countries, the Tata Medical Center (TMC)
started operations in Kolkata on May 16, 2011. The hospital is governed by a charitable
trust – Tata Medical Center Trust, established in the year 2005. The Trust has been
mandated with the task of governing operations of the Tata Medical Center. Comprising
of a panel of distinguished people, the Trust also has a mandate to encourage study,
research and training in the field of Oncology.

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The hospital was designed by Cannon Design, a renowned architectural firm from North
America. It is located on 13 acres of land at New Town in Kolkata, West Bengal.

The hospital is an integrated Oncology facility with well-trained professional staff and
equipped with modern facilities and contemporary medical equipment. The Hospital,
with a capacity of 437 beds, serves all sections of the society, with 75% of the
infrastructure earmarked for subsidized treatment for the underprivileged sections. It
provides a wide spectrum of services from diagnosis and therapy to rehabilitation and
palliative support. The Institution’s objective is to excel in service, education and
research.

The hospital campus is one of the three institutions planned for management of cancer,
the other two being Premashraya (an accommodation facility for outstation patients &
their relatives) and the Tata Translational Cancer Research Center (TTCRC). All three
facilities lie within a radius of 3 km.

Diagnosis and treatment are characterized by a multi-disciplinary approach with disease

management teams, wherein experts from different streams, viz., Surgical Oncology,
Radiation Oncology, Medical Oncology, Pathology, Radiology, and other clinical and
support groups participate in decision-making for treatment protocols, using evidence-
based medicine strategies and documented clinical guidelines appropriate to our
location.

The above facilities are complemented by state-of-the-art equipment from the best of
manufacturers worldwide, and supported by advanced technologies like Digital and
Molecular Imaging, Molecular Pathology, Robotic Surgery and the latest Radiation
treatment delivery systems.

The treatment teams are complemented by support services including Medical Social
Workers, Rehabilitation Services (Physiotherapy, Speech Therapy), Stoma Care, Dental
and Prosthetics. They are supported by NGOs and other voluntary organizations whose
services will include counseling, financial aid and patient navigation.

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Vision:-

The Tata Medical Centre is envisioned to be a state-of-the-art total Cancer Care Center
which will promote Prevention, Diagnosis and Treatment, Rehabilitation and Palliation
and Research.

Mission:-
Its mission is to promote prevention of cancer, to provide facilities for early diagnosis,
treatment, rehabilitation and palliation to cancer patients, and to do research in cancer.

LEGACY

MAKING A DIFFERENCE

“All of us in the TATA Group are the inheritors of a legacy of creating institutions that
make a difference to the world we live in. The doctrine of social responsibility as
professed by our founder was and will continue to be the central theme of the Tata way
of business.”

- Mr. Ratan Tata.

(Chairman Emeritus, Tata Son)

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Services offered at TATA MEDICAL CENTER

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 2.2 LITERATURE REVIEW

Talent Management
Talent Management, as the name itself suggests is managing the ability,
competency and power of employees within an organization. The concept is not
restricted to recruiting the right candidate at the right time but it extends to exploring the
hidden and unusual qualities of your employees and developing and nurturing them to
get the desired results. Hiring the best talent from the industry may be a big concern for
the organizations today but retaining them and most importantly, transitioning them
according to the culture of the organization and getting the best out of them is a much
bigger concern.

Talent Management in organizations is not just limited to attracting the best people from
the industry but it is a continuous process that involves sourcing, hiring, developing,
retaining and promoting them while meeting the organization’s requirements
simultaneously. For instance, if an organization wants the best talent of its competitor to
work with it, it needs to attract that person and offer him something that is far beyond
his imagination to come and join and then stick to the organization. Only hiring him
does not solve the purpose but getting the things done from him is the main task.
Therefore, it can be said that talent management is a full-fledged process that not only
controls the entry of an employee but also his or her exit.

We all know that it’s people who take the organization to the next level. To achieve
success in business, the most important thing is to recognize the talent that can
accompany you in achieving your goal. Attracting them to work for you and
strategically fitting them at a right place in your organization is the next step. It is to be
remembered that placing a candidate at a wrong place can multiply your problems
regardless of the qualifications, skills, abilities and competency of that person. How
brilliant he or she may be, but placing them at a wrong place defeats your sole purpose.
The process of talent management is incomplete if you’re unable to fit the best talent of
the industry at the place where he or she should be.

Some organizations may find the whole process very unethical especially who are at the
giving end (who loses their high-worth employee). But in this cut-throat competition
where survival is a big question mark, the whole concept sounds fair. Every organization

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requires the best talent to survive and remain ahead in competition. Talent is the most
important factor that drives an organization and takes it to a higher level, and therefore,
cannot be compromised at all. It won’t be exaggerating saying talent management as a
never-ending war for talent!

Talent Management V/S Traditional HR Approach

In Traditional HR system approach, people developing from the perspectives of
developing competencies in the organization. This can actually be a risk prone approach
industries, especially for companies operating in fast evolving industries, since
competencies become redundant with time and new competencies need to be developed.
Thus overtime, the entire approach to develop people might be rendered obsolete calling
for rethinking the entire development initiative.

Talent management on the other hand focuses on enhancing the potential of people by
developing capacities. Capacities are the basic DNA of the organization and also of
individual potential.

D Points of Departure

N Navigation

A Point of Arrival

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

Translating organizational vision into goals and mapping the required level of capacities
and competencies to achieve goals, aligning with that of individual’s values and vision
with organizational values and vision.

Clear understanding of varied roles within the organization and appreciation of value-
addition from self and others, leading to build a culture of trust, and team orientation.

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

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Enhancing capacities to learn, think, relate and act through development initiatives.
Individual growth to met and accept varied incremental and transformational roles in an
overall scenario of acknowledged need for change.

Gap analysis and identification development path, helping individuals realise their full
potential through learning and development

A developed individual enables a breakthrough performance.

Understanding Talent
The idea of developing talent is not a new concept in any business in fact every
successful company that has “stood the test of time” has done so, because of their ability
to attract, retain and get the best out of their talent.

Today we read of “war for talent”. This has emerged, not because companies have
forgotten about talent or allowed it drop off , of the radar, but because in some
fundamental ways, the talent has changed. We have a new kind of young person entering
the business world, with a very different world view, set of values, priorities and goals.

Talent Management Is an Important Business Strategy to Develop?

Talent management is just another one of those pesky Human Resources terms, right?
Wrong. Talent management is an organization's commitment to recruit, hire, retain,
and develop the most talented and superior employees available in the job market.

So, talent management is a useful term when it describes an organization's commitment

to hire, manage, develop, and retain talented employees. It comprises all of the work
processes and systems that are related to retaining and developing a superior workforce.

Talent management is a business strategy that organizations hope will enable them to
retain their topmost talented and skilled employees. Just like employee involvement or
employee recognition, it is the stated business strategy that will ensure the attraction of
top talent in competition with other employers.

When you tell a prospective employee that you are dedicated to a talent management
strategy that will ensure that he or she will have the opportunity to develop
professionally, you attract the best talent. This is because studies show consistently that
the opportunity to continue to grow and develop their professional and personal skills is
a major motivator for why employees take and stay at a job.

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 Talent Management Framework with respect of Business Analysis

PROCESSES:
 Recruitment planning meeting.
 Job description development.
 Job post writing and recruitment location placement for the posting.
 Application material review.
 Phone or online screening interview.
 In-house interviews that can involve multiple meetings with many of your
current employees.
 Credential review and background checking.
 Making the job offer to the selected person.
 Agreeing to the amount of the offer.
 Employee starting day and on boarding process.
 New employee welcome information and introductions.
 On the job-training.
 Goal setting and feedback.
 Coaching and relationship building by the manager.
 Formal feedback system such as performance management or an appraisal
process.
 Ongoing employee development.
 Career planning and developing career paths.
 Promotions, lateral moves, transfers.
 Employment termination by choice of the employee or cause by employer.

As stated, the majority of these work systems are squarely in the hands of the
employee’s manager. HR can provide support, training and backup, but the day to day
interactions that ensure the new employee’s success come from the manager.

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Developing and coaching the employee comes from his or her active, daily interaction
with the manager.

HR can take the lead in some of the activities you see on the list, especially in recruiting
and selecting new employees and in the case of employment termination. HR is also
deeply involved in the performance management system, career planning, and so forth
leading the development of the systems.

Process of Talent Management

EVALUATIONS:
From a talent management standpoint, employee evaluations concern two major areas of
measurement: performance and potential. Current employee performance within a
specific job has always been standard evaluation measurement tool of the profitability to
an employee. However, talent management also seeks to focus on an employee’s
potential, meaning an employee’s future potential, if given the proper development of
skills and increased responsibility.

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 2.3 Talent Management at Tata Medical Center

Creating a talent-rich workforce that can make a great deal of difference in the world of
business is the main agenda of TATA MEDICAL CENTER. Unleashing the talent,
ability and aptitude of the human resources, undoubtedly, is one of the most difficult
tasks in the world. But TMC is able to hire the best industry talent and balance the
human intellect; this is, for sure, more than a miracle. To get going and winning the
battle of competition, talent management professionals are of great help in TMC.

These days when there is so much uncertainty in the business world, talent management
professionals come as a rescue who handles the entire talent management lifecycle while
unleashing and harnessing the gift and intellect of the employees to this organization.
Talent management jobs in TMC, are not restricted to just recruitment and selection. It
means much more than that. However, it may be the beginning of one’s career. The core
responsibilities of a talent management professional in TMC include sourcing,
attracting, recruiting, selecting, and training, developing, deploying, evaluating,
appraising and retaining the best talent.

1. Planning & Requirements

It is often triggered by a line manager urgently asking when HR will be helping to hire
the additional headcount required, either because of new needs linked to new projects or
business growth, or of staff turnover, in which case people need to be replaced urgently.
HR tries to comply up writing up the job requirement and advertising the positions in
newspapers, websites or social media. If the organization is lucky, candidate starts
visiting your organization’s website and send in their CV’s. Then someone from the HR
team needs to sort through all applications and decide which candidate will be invited
for an interview.

This focus unit looks at the following:-

 Planning to fill the gap with right candidates.

 Plan to replace the non-profitable employee with the profitable ones.
 Plan to forecast the vacancy in the organization through various mediums.

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 2. Attracting & Recruiting the right candidate
First thing one must understand in talent acquisition is why would somebody with high-
level skills come to work for you? Employment branding is the concept that comes into
play at this moment. Best thing to do for employment branding is to be honest.
Searching for the people according to the requirement is the main activity in this step.
Look out for the platforms like LinkedIn where you can search highly talented people.
Despite the explosion of social networking sites like LinkedIn and twitter, there are still
lots of different ways people find new positions. Significant amount of them comes from
internal candidates and through referrals.
In order to effectively attract and recruit talented employees you need to understand
what talent is looking for in a career and how they will view your business in terms of
fitting in within their needs. Your approach to each one of your potential recruit needs to
be altered to suit that they are.
By examining this through the perspectives of different generations, we are able to look
at their attitudes to work what kind of career, organization and benefits they are looking
for and know what kind of techniques will ensure that your recruitment process is
successful in each generational context.

The focus unit looks at the following:-

 Attitude of work
 Career goals
 Views on organization and how they are currently being run.
 What benefits each generation is looking for.
 Techniques to attract the different generations: what will make your organization
stand out?
 Techniques to recruit the different generations: how should the job offer be
presented?

4. Employee Retention

Now that you have recruited the best employees, you need to make strategies to retain
those employees. How do you retain them?

In order to effectively retain and develop talent you need to understand what the
generations are looking in a future career and in an organization. Your approach to each
one of your employees needs to be altered to fit the individual goals and personal needs.

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The focus unit looks at:-

 Work ethics and Values.

 Career planning
 Work environment and culture
 Benefits and reward system
 Ways of motivating

5. Managing Talent

An in depth look at how the generations internalize authority will enable to adjust the
management style to fit in with who they are.

We are able to look at the attitudes of the different generations to leadership and
management; what kind of management will ensure that you gain maximum loyalty,
productivity and job satisfaction from each of your employee.

The focus unit looks at:-

 Attitudes to authority.
 Management styles for the different generations including conflict management.
 Leadership styles used by different generations.
 Specific techniques used to manage different generations including
communications and feedbacks preferences.

Talents present at Tata Medical Center

The talents present in this institution are:-

 Administration
 Clinical Associates
 Registrar
 TTRC
 Academics
 Honorary Consultants
 Ancillary Staff
 Scientific Staff
 Nursing Staff
 Nursing Administrative staff
 Medical officer
 Senior Administration (Non- Medical)
 Senior Administration (Medical)
 Study Projects
 Technical Staff
 Fellowship

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  Medical Consultant Doctors
In this institution there are about 985 employees present giving their best effort every
365 days to reach the goal of TMC, Kolkata. These employees are under payroll.

Other than these, there are employees that is outsourced in this institution which is near
about

IN TMC HOW TALENTS ARE IDENTIFIED

In TMC identifying talent is about accurately evaluating individuals. Identifying talent
should look at past performance, experience, expertise and the behaviours of an
individual.

 Performance indicators reflect the individual’s current skills and abilities and can
be accessed through appraisals and performance management.
 Rating behaviour is usually based on people’s perception and is supported by
a 360 feedback tool which can help to identify the individual’s behaviours and
development areas.
 Evaluating an individual’s potential requires a future-looking perspective,
looking at someone’s ambition as well as whether they have the skills and
competencies required to take on bigger, more complex roles. Potential can be
assessed based on a dialogue with the individual about their ambitions and
whether they have the skills and competencies to reach specific roles.
 Conducting talent reviews.
 Good communication skills.
 Characters.
 Cool under pressure.
 Commitment.
 Fearless decision-making.

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HOW TALENTS ARE NURTURED

The ability of the TMC employees to speak out freely within the organisation is another
key factor for the talent. Employer to share the company’s vision, industry growth and
how employee sees them in the changing scenario help a great deal to achieve
innovative employee intervention to retain talent.

The objective of Human Resource planning is to maintain and improve the

organisational ability to achieve its goal by developing strategies that will result in
optimum contribution of Human Resource role in TMC.

25
 2.3.1 MY OBSERVATION AT TATA MEDICAL CENTER
First thing one must understand in talent acquisition is why would somebody with high-
level skills come to work for you? Employment branding is the concept that comes into
play at this moment. Best thing to do for employment branding is to be honest.
Searching for the people according to the requirement is the main activity in this step.
Look out for the platforms like LinkedIn where you can search highly talented people.
Despite the explosion of social networking sites like LinkedIn and twitter, there are still
lots of different ways people find new positions. Significant amount of them comes from
internal candidates and through referrals.

Recruiting and Selecting the Talent

In recruitment Human resource department of TMC comes across a wide range of

people who are different in terms of their psyche, their attitudes, beliefs and all other
factors. Every year 30% of the employees are recruited at TMC. It becomes difficult to
judge what motivates whom. Incentives may motivate a certain person but may be
equally unimportant to some other. Money it has been observed is the prime motivator
in most of the cases but it motivates only to a certain extent and fails afterwards. How
does talent management deal with all this? Can we have strategies in place that are
almost universal in appeal or in other words can we design programs that motivate one
and all? A universal solution may or may not be possible and may vary across
organizations. But talent management at TMC has an answer i.e. look at the holistic
picture - deal with whatever you have. Therefore they have certain recruiting factors to
take care of that impact retention. Here they are:

 Candidates Who are Money Focused

It is very important to keep a track of people who are motivated by money. Often
people tend to switch fast if they are not offered raises, bonuses, and stock
options. No matter how great is the growth and development trajectory, if it is
not being well complemented by a corresponding raise in salary the employee
may leave soon! It is only during recruitment that such employees can be tracked
easily. It is the interview feedback database that helps in making an assessment
of what motivates whom. Further employee surveys may be conducted in order

26
 to receive their inputs on what they think is lacking in their professional lives.
Here the questions should be asked implicitly.

 Past Experience or Average Tenure with Other Organizations

Ones past experience can offer deep insights into the stability of the individual.
An individual whose resume reflects frequent job changes may well be one who
will soon leave the organization also once he gets onboard. On the other hand
there are individuals who are in high demand because of their talents and who
work on a project basis, their resumes will also reflect spontaneity. The decision
lies with the organization.

 Induction and Orientation

First impressions make lasting impacts. In this research conducted in TMC it was
found out that fresh employees decides in their very first days that how long they
were going to stay in that company. How is your induction and orientation
program - fine, good, too good, exhilarating? TMC create a kind of culture that
looks challenging and rewarding.

 Role of Recruiters after Hiring

Recruiter in TMC knows well what motivates and what de-motivates or annoys
the people they have hired. I observed a good practice of how employees keep in
touch with the ones who have hired them. They add value and offer mentorship
and guidance to the fresh employees. They suggest way outs of obstacles that
have come their way, both behavioural and otherwise.

How I witnessed the recruitment & selection of talents at Tata Medical Center

I myself was the part of few interviews as a HR co-ordinator and witnessed the
processes of recruiting the talents at this hospital.

First process starts with checking the CV’s of all the applicants who has dropped their
own. Then choose the one’s whose eligibility matches with the required criteria of the
organisation.

Then secondly they are called for interview either face to face with the panellist or
telephonic round happens. In face to face interviews their stays a set of panellist who

27
interviews all candidate by asking them few questions and that even so happens over
telephonic round.

Thirdly, after the interview phase is over they compare all the candidates with each other
and find the nest candidate that will fit the designated role. The methodology of
selecting candidate is as per the TMC recruitment policy.

Joining and Induction: This section lays down the detailed joining formalities to be
completed by new trainee with HR department. HR will be responsible for completing
the formalities for those employees who join.

I. Joining from
II. Medical check-up
III. Entry into Hospital Management System
IV. Appointment Letter
V. ID card and access card

28
The few questions that the panellist asks which is different for different interviews such
as:-

FELLOW DOCTORS INTERVIEW:-

The panellists are the group of senior ONCOPATHOLOGISTS and HEAD HR

1. Tell me about yourself?

2. Parent’s background?
3. Questions related to their own specifications
4. Reason to come to TMC?
5. Why should TMC take you?
6. What is the notice period?
7. Remuneration in the previous company?
8. Are they okay with the salary provided to them in this organization?
After all these questions, the candidates are said that the HR will get back to them. Then
after the interview is done the entire panellist discuss among them about which
candidate was good and which was not. Among all, they choose few candidates who can
get associated with the organisation with time.

CUSTOMERCARE INTERVIEW:-
The panellists are the HEAD HR and the GENERAL MANAGER OF
OPERATIONS.
1. Tell me about yourself?
2. Reason to come to TMC?
3. If did not continued after class 10 in the same institution, then why?
4. Parent’s background?
5. Hobbies?
6. Any external course other than academics?
7. Plan for future?
8. Put the person in a certain situation and ask them to get out of that situation.
9. Any idea about TMC?
10. Strengths and weaknesses?
11. Why should TMC take you?
12. Questions related to their current job?
13. Notice period to serve?
Then the process goes same as the selection of the fellow doctors. Then they choose
the candidates according to the criteria that have matched theirs.

29
NURSING INTERVIEW (WHETHER CAME FOR THE INTERVIEW BY OWN
OR OUTSOURCED):-
The panellists are the HEAD HR and the NURSING SUPER-INTENDENT.
1. Tell me about yourself?
2. Reason to come to TMC?
3. Any external course other than academics?
4. How long do you want to work here?
5. What do you know about TMC?
6. Why should TMC take you?
Then the process goes on same as customer-care and fellowship interview selections.
These are the few questions asked during the selection of preliminary round.
These all goes for recruitment and interview phase.
Well talents take few things into consideration while giving interview. These are the
building blocks involved in the process from event to result:-
 Context: - The environment and culture in which it takes place.
 Event: - The condition or the stimulus which initiates the behaviour process.
 Filter: - The attitudinal and motivational patterns that (a) filter and (b) enable us
to interpret experience.
 Evaluation: - The stage at which we make a (unconscious or unconscious)
judgement or decision about the event.
 Action: - The behaviour that we take as a result the event-filter-judgement chain.
 Emotions: - The feelings, experiences that both have an impact on and are
impacted by each stage each stage of the flow.
 Results: - The outcome or impact of our behaviour.
In talent management, the above process is often simplified to a triangle,

KNOWLEDGE

COMPETENCE
ATTITUDE SKILLS

It is said that “Competence”= Attitude X Knowledge X Skills

“Attitude is about wanting to; knowledge translates into knowing to; skills are about being
able to.”

30
 Employee Retention and Attrition
Next I observed how employee retention and attrition happened.

Now that you have recruited the best employees, you need to make strategies to retain
those employees. How do you retain them?

Almost 51% of the HR Departments have problem with employee retention. Tata
Medical Center is the one of them. Ever year they can retain 80% of the employees and
rest 20% leaves the organization being determined. High salary hikes and incentives are
not the only things you should do to retain your employees. You have to create
opportunities for growth and give them the room for creativity.
There are a couple of flaws with this line of reasoning. First, just because a recruiter has
sent you top-level talent doesn't mean that employee is going to stay and prosper with
your organization. I can't tell you how many talented employees I've seen in TMC, they
leave organizations because they were miscast for the job, management style, or
corporate culture. Second, never assume a turnover problem is just because the
employee was no good to begin with. Job fit and performance goes well beyond just
having a talented employee.

But along with retention I have observed a high rate of attrition especially in Nursing
Department at Tata Medical Center.

Let us discuss the issues or reason of attrition in this organization:-

 Job was not challenging.

 Performance Management was not of Transparent.

 Department was not adequately staffed.

 For marriage, family and personal reasons.

 To study abroad and better job opportunity etc.

As with any business goal, we have to implement a proven process and strategy to attain
that goal. The following will outline a seven-step strategy to increase employee
retention, one that helped Tata Medical Center which resulted a 67 percent increase in
retention in the first year of implementing all seven steps.

31
1. Conduct job analysis audits to provide realistic job previews. Conduct job
analysis audits with behavioral assessments, cognitive reasoning assessments, job
simulations, and hard skills assessments (i.e., computer skills, etc.) to objectively
define the core competencies required for success in each role (competency
modeling). This helps in providing a realistic job preview for candidates and
managers. Often, what managers think they need for a certain role is different
from what they actually need.

2. Implement a well-designed assessment and selection process. Include

behavioral assessments and structured behavioral interviewing techniques to
increase the likelihood of hiring people who can, and will, do the job at a high
level in your environment and for your managers (job fit assessment).

3. Provide good employee orientation. The people you hire today are, potentially,
your greatest resource for corporate success in the years ahead. As a senior leader,
your participation in new employee orientation sends a vital cultural and
leadership message: "We're all involved here in the drive toward what we want to
be in the future." Everyone— even the newest employee—has value.

4. Implement programs for employee training and development. Provide

ongoing professional development to show your willingness as an organization to
develop your greatest asset—your people.

5. Improve manager and employee relationships. Concentrate on the people who

stay with you to learn what makes them happy … then give them more of it!
"People leave managers, not companies. If you have a turnover problem, look
first at your managers,"

6. Provide an equitable or fair pay system and employee benefits. Be

competitive! TMC’s pay package and facilities consists of Basic+HRA (70%) of
basic + OA (70%) of basic + LTA (8.33%) of basic + Medical 1250/- (fixed).

7. Encourage succession & career planning. Identify roles for which employees
may be suited in the future and work with them on designing their succession plan
within the organization. Invest in cross-training, job shadowing, coaching,
mentoring, and cross-experience. Career planning is done as per TMC policy.
TMC has very wide Career progression policy for every role.

32
 2.4 RESEARCH METHODLOGY
Research methodology is way to systematically solve the research problems. It maybe
understands as a science of studying how research is done scientifically. We need to
study the research problems along with the logic behind them. It is necessary that the
researcher to know not only the research method techniques but also the methodology.

Types of Research:-

It is a descriptive type of research. Descriptive Research survey and fact finding

enquires to different kind. The major purpose of descriptive research is descriptive is to
describe the state of affairs, as it exist at present.

Data Sources:-

1. Primary Data Collection Method

2. Secondary Data collection Method

Primary Data Collection Method:-

Primary data collection methods are those that are obtained by the user for fulfillment of
their purpose. I have taken primary data through personal visit of HR Head and HR
Executives of Tata Medical Center, at all levels and observation methods to get more
reliable information. I also collected primary data filled by agree, strongly agree,
disagree and strongly disagree format questionnaire by few employee of the company.
This data helped me to justify the statements that have made in this project.

Secondary Data Collection Method:-

The secondary data is that which is already collected and stored or we can say already
saved or ready data by others. I got secondary data from their journals, record, specimen
of appraisal form etc. I got basic information of Talent Management. I collected
secondary data by referring some books and websites of company from internet.

33
Statement of Hypothesis:-

Hypotheses are the essential assumptions which the researcher formulates about the
possible causes, findings and ultimate output of the issue in under research. Under
hypotheses mere assumptions or suppositions are made which are to be proved or
disproved. For researcher it is a formal question that he tends to resolve. A hypothesis
consist either of a suggested explanation for a phenomenon or of a reasoned proposal
suggesting a possible correlation between multiple phenomenon. The assumptions are
true or false are to be proved through the completion of project.

The hypotheses for this project are as follows:-

Null Hypothesis

 Employees taking benefits from Talent Management system.

 Employee can retain successfully for the benefit of the organization.
 Employee’s performance increased by Talent Management
 Employee turnover of organization affected by Talent Management procedure.

Alternate Hypothesis

 Employees are not able to take benefits from Talent Management system.
 Employee cannot retain successfully for the benefit of the organization.
 Employee’s performance cannot be increased by Talent Management.
 Talent Management is not affecting on employee turnover of the organization.

2.5 Sample Size

Sample size is 25. Sample collected for HR Department of different Health
Sector.

Sample Design
Random Sampling was done by filling up the questionnaire.

34
 CHAPTER THREE
ANALYSIS & FINDINGS

Survey on Talent Management In Different Healthcare Organization

My Survey is divided in four section based on my topic Talent Management.
A. Recruitment and Attracting
1. I prioritize time to interview potential candidates when vacancies arise.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 0.5 1 1.5 2 2.5 3 3.5

Findings
It is found that most employee in the HR department of different healthcare
organizations has went with the option “ Agree”, nearly almost about 60% and rest
40% went with “strongly agree”.
2. I possess a good overall knowledge of HR recruitment process and policies.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 0.5 1 1.5 2 2.5 3 3.5

Findings

35
Most of the HR Department in different organization possesses a good knowledge about
its recruitment policies which made 60% select the option “Agree”, 20% to “Strongly
Agree” and rest 20% to “Neutral” (for the new joined employee in HR department)

3. I consistently appoint high caliber employees.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 0.5 1 1.5 2 2.5 3 3.5

Findings
It is found that again 60% of HR employees in different organization “strongly Agree”
to this, 20% normally Agreed and rest 20% is Neutral (not always appointing high
caliber employee)
4. I devote time and energy to attend the filling of a vacancy.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 0.5 1 1.5 2 2.5 3 3.5

Findings
It is found that 60% Agreed to this Question and rest 40% Strongly Agreed to this
Question.

36
 5. I ensure that vacancies do not remain open for a long period of time.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 0.5 1 1.5 2 2.5

Findings
It is found out that 40% employee agreed and 40% even choose the option neutral where
as 20% strongly agreed to this question.

B.Compensation and Rewarding

1. I nominate employees for various company awards (such as on the-spot and circle-of-
excellence awards).

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 72.7%% employee agreed where as 27.3% strongly agreed to this
question.

37
 2. I reward employees for exemplary work in a variety of ways.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10 12 14

Findings
It is found out that 92.3%% employee agreed where as 7.7% strongly agreed to this
question.

3. I provide verbal or written recognition for individual contribution where

appropriate.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 69.2% employee agreed, 15.4% strongly agreed and even 15.4%were
neutral to this question.

38
 4. I allocate increases fairly, according to individual performance

Neutral

Strongly Disagree

Disagree

Stronly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 69.2% employee agreed, 23.1% strongly agreed and 7.7%were
neutral to this question.

5. I ensure that salaries are at par industry standards.

Neutral

Strongly disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 69.2% employee agreed, 23.1% strongly agreed and 7.7% disagreed
to this question.

39
 6. I celebrate exceptional performance of employees in our team.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 69.2% employee agreed, 15.4% disagreed and 15.4%were even
neutral to this question.

Learning&Development
1. I possess a genuine interest to foster learning and development of people

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 1 2 3 4 5 6 7 8

Findings
It is found out that 63.6% employee agreed, 27.3% strongly agreed and 19.1.%were
even neutral to this question.

40
 2. I make an objective assessment of individual development needs.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10 12

Findings
It is found out that 83.3% employee agreed and 16.7% strongly agreed to this question.

3. I give honest feedback for development purpose.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 1 2 3 4 5 6

Findings
It is found out that 41.7% employee agreed as wel1 as 41.7% strongly agreed to this and
16.7% were neutral about this question.

41
 4. I actively create development opportunities for subordinates.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 66.7% employee agreed as wel1 as 25% strongly agreed to this and
8.3% were neutral about this question.

5. I meet with team members for formal career planning

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 66.7% employee agreed as wel1 as 25% strongly agreed to this and
8.3% were neutral about this question.

42
 Retaining Talent

1. I remind team members of the importance of retaining high caliber employees.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 1 2 3 4 5 6 7

Findings
It is found out that 46.2% employee agreed , 30.8% strongly agreed to this and 23.1%
were neutral about this question.

2. I prioritize the issue which concerns the development of employees.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10 12 14

Findings
It is found out that 92.3% employee agreed, and 7.7% were neutral about this question.

43
 3. I remind team members of the importance of recognizing exceptional performance.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10 12

Findings
It is found out that 84.6% employee agreed, 7.7% strongly agreed to this and as well as
7.7% were neutral about this question.

4. I ensure that all team members have an understanding approach towards the personal
and family needs to others.

Neutral

Strongly Disagree

Disagree

Strongly Agree

Agree

0 2 4 6 8 10

Findings
It is found out that 69.2% employee agreed, 15.4% strongly agreed to this and as well as
15.4% were neutral about this question.

Each graphical rating varies from each question to question as it is based on the number
of responses I got for each question out of all 25 responses.

44
 CHAPTER FOUR

LIMITATIONS

The major limitations that I faced during my internship period and preparation of this
report are as follows:

1. Employees are not allowed to provide sensitive and depth information.

2. The main constraint of the study was insufficient access to information which has
significantly disturbed the scope of the analysis that is required for the study.

3. As the employees were busy with their own duty, they could give me little time for
consultation.

4. Time restriction is another important for limitation of study.

5. Published information is not up to date.

45
 4.1 RECOMENDATIONS
Several challenges need to be addressed in order to bring the process recruitment and
selection to a successful conclusion and fix the high rate of attrition that I observed in
last two months.
A. Knowing what type of person suited for the job: - I recommend
formulating a model of excellence in order to map out the job requirements in
term of critical attitude patterns, values and skills.
B. Getting the right candidates: - this includes writing a job advert which
manages to attract the right candidates.
C. Knowing which resume to select:- rather than just looking at resume or
curriculum vitae (cv) the candidate sends, we recommend to develop a
candidate or profile template which can be matched to the job requirement
defined by the modelling, in addition to the candidate’s CV.
D. Recognising the best match: - there are certain issues in combination with a
scoring mechanism. Candidates who fall too far from the requirements can be
notified immediately that you will not take it further.
E. Minimizing Cycle time: - make sure you reply fast enough. Even if
legislation gives you month before you answer, today’s candidates expects to
receive feedback within a couple of days at most. If you cannot answer them
within a period.

I have seen that they are very upright in solving issues of every employee in every
situation, but however I have even witnessed a lot of attrition rate in last two months,
which I think they should take care of, by improving the performance management
system transparency, having a proper co-ordinator& releasing the work pressure on one
employee, providing better benefits at par to industry standards.

Attendance: Often it was found that medical officers do not comply with the attendance
norms and regulations. There should be strict follow up to it.

Vendor payroll: It was observed that a significant amount of employees served under the
vendor payroll and were not direct employee of TMC. This caused dissatisfaction and
inequality amongst employees leading to leaving of services.

46
 4.2 CONCLUSION
Cancer is not a single disease. It is a group of diseases, all of which display the common
features of cells showing uncontrolled growth. Cancer may affect people at all ages,
children and adults but the risk increase with the age. The branch of the medicine
concerned with the study, diagnosis, treatment and prevention of cancer is Oncology.

Tata Medical Center, Kolkata is a state-of-the-art tertiary Comprehensive Cancer care

center being established to serve the needs of the society in the eastern part of India. The
Center invites the healthcare professionals with competence, commitment and
compassion.

Talent Management for the HR community is an opportunity for HR professionals to

develop in their areas of expertise and careers. A strong HR community helps to develop
a strong Employee service. The goal of the Talent Management at TMC is to understand
and support their employees in their professional and career development and align an
individual’s goal with the business focus of HR.

The HR community must work together to promote a Talent Management mindset,

commit to supporting development as a professional group, and integrate TM into daily
fabric of doing business.

47
 ANNEXURE
CHARTS AND GRAPHS
Measurement and analytics
Although TM organizations across industries lag in the measurement arena overall,
never before in history has its significance been greater. First, with the looming mergers
and acquisitions trend as projected across healthcare, the size and complexity of
organizations will increase, and along with such expansion comes a heightened need for
aggregated information on the workforce and newly acquired operations. Second, the
HR community is experiencing pressure to provide data-centred insights from its
management teams and from increased publicity in the business press regarding the
emergence of “big data,” in which reams of information are now available on employee
and applicant activity. This, in particular, leads to the third primary force driving talent
measurement and analytics–integrated HR systems that compile cross-process data in a
single data repository and/or have built-in analytics capabilities. This emerging
capability enables HR and line managers’ ready access to comprehensive talent data on
employees. These data can now be provided in a single place, often presented in
graphical, easily reviewed and interpreted formats.

Talent Management Measurement at TMC

Compensation/Total Rewards Management 43%

Performance Management 54%

Succession Management 56%

Career Management 56%

Learning & Development 63%

Leadership Development 53%

Workforce Planning 75%

Recruiting/Talent Acquisition 67%

0% 10% 20% 30% 40% 50% 60% 70% 80%

48
Integration

Integration enables the talent outcomes that lead to enhanced business outcomes—
higher pay for high performers and high potentials, business-aligned development plans
via direct linkages to L&D offerings, or talent planning that accurately identifies critical
talent pool supply and demand. A multifaceted view of talent naturally flows from
this—one that point to a more rigorous and objective understanding of critical skill and
talent gaps that will present barriers to the achievement of business or operational
strategies. However, it is worth noting that in healthcare organizations we have studied,
these integrations are much less commonly used. And with the example of the retirement
bubble for nurses added to the growing need for those professionals, the ability to
develop their replacements, especially in lead or management positions over the next
several years, will be a vital element of success in withstanding the “future shock” that is
rapidly coming up on the industry.

The value of integration should not be underestimated—across industries, the most

mature TM organizations (again, those who enjoy 26 percent higher revenue per
employee, 40 percent lower turnover among high performers, etc.) are noted for the
extent to which they integrate processes. And those outcomes are exactly what
healthcare leaders are looking for.

Talent Management Integration at TMC

A standard set of competencies are 93%

used in performance…
Succession planning drives the 40%
prioritization of participants for…
Employee development plans 43%
(created in the performance…
Compensation/total rewards 55%
packages are differentiated for…
L&D programs are created to 72%
target critical skills gaps
Talent planning meetings are used 40%
to identify critical talent based…
0% 50% 100%

49
 ATTRITION RATE MONTH WISE FROM 2013-2015

2014
Dec/13
Nov/13
Oct/13
Sep/13
Aug/13
Jul/13
Jun/13
May/13
Apr/13
Mar/13
Feb/13
Jan/13

0 2 4 6 8 10 12 14 16

2015
Dec/14
Nov/14
Oct/14
Sep/14
Aug/14
Jul/14
Jun/14
May/14
Apr/14
Mar/14
Feb/14
Jan/14

0 2 4 6 8 10 12 14 16 18 20

50
 2016
Dec/15
Nov/15
Oct/15
Sep/15
Aug/15
Jul/15
Jun/15
May/15
Apr/15
Mar/15
Feb/15
Jan/15

0 2 4 6 8 10 12 14 16 18

2017
Dec/17

Nov/17

Oct/17

Sep/17

Aug/17

Jul/17

Jun/17

May/17

Apr/17

Mar/17

Feb/17

Jan/17

0 5 10 15 20 25 30 35 40

51
 2018
Dec/17
Nov/17
Oct/17
Sep/17
Aug/17
Jul/17
Jun/17
May/17
Apr/17
Mar/17
Feb/17
Jan/17

0 5 10 15 20 25 30 35 40

ATTRITION REASONS

2014-2018

60

50

40

30

20

10

0
Higher Govt job Family & Job at Marriage Better job
education personal abroad opportunity
reason

52
 DEPARTMENT WISE ATTRITION NUMBER (2014-2018)

Resignation Number
160

140

120

100

80

60

40

20

53
 GROWTH OF MANPOWER OVER THE YEARS (2014-2018)

1200

1000

800

600

400

200

0
2014 2015 2016 2017 2018

CHANGE OF EMPLOYEE JOINING RATE OVER YEARS (2014-2018)

700

600

500

400

300

200

100

0
2014 2015 2016 2017 2018

54
 RETENTION RATE OVER THE YEARS(2014-2018)

250

200

150

100

50

0
2014 2015 2016 2017 2018

PROMOTION IN DIFFERENT DEPARTMENTS (2014-2018)

60

50

Administration
40
Ancillary
Medical Consultant
30
Nursing
Scientific Officer
20 Technologist
TMCT

10

0
2014 2015 2016 2017 2018

55
 HYPOTHESIS TEST

Talent management is effective for TATA Remarks from “Data of

MEDICAL CENTER if : Analysis”

Ratio of employees to left job is decrease and new √

candidates are increase in the organization
Employee getting satisfaction from job √
Complaint of employee reduced √

Above table shows that all the criteria set for this Organization, to show effective talent
management process, which is helpful to employee to employee as well as organization.

Therefore the project is proved on Null hypothesis and disproves the alternate.

Null Hypothesis

 Employees taking benefits from Talent Management system.

 Employee can retain successfully for the benefit of the organization.
 Employee’s performance increased by Talent Management
 Employee turnover of organization affected by Talent Management procedure.

56
 BIBLIOGRAPHY

https://www.managementstudyguide.com/talent-management.htm

https://www.indianmirror.com/indian-industries/health.html

https://tmckolkata.com/tmc/about/hospital-accreditation/

https://www.google.com

https://en.wikipedia.org/wiki/Talent_management

57
 OUESTIONNAIRE

Section One

Recruitment and selection

1. I prioritize time to interview potential candidates when vacancies arise

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

2. I possess a good overall knowledge of HR recruitment process and policies.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

3. I consistently appoint high calibre employees.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

4. I devote time and energy to attend the filling of a vacancy.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

58
5. I ensure that vacancies do not remain open for a long period of time.
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

Section Two
Compensation and Rewarding

1. I nominate employees for various company awards (such as on the-spot and circle-of-
excellence awards).
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

2. I reward employees for exemplary work in a variety of ways.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

3. I provide verbal or written recognition for individual contribution where appropriate.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

59
4. I allocate increases fairly, according to individual performance
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

5. I ensure that salaries are at par industry standards

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

6. I celebrate exceptional performance of employees in our team.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

Section Three
Learning&Development
1. I possess a genuine interest to foster learning and development of people.
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

2. I make an objective assessment of individual development needs.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

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3. I give honest feedback for development purpose.
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

4. I actively create development opportunities for subordinates.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

5. I meet with team members for formal career planning.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

Section Four
Retaining Talent
1. I remind team members of the importance of retaining high caliber employees.
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

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2. I prioritize the issue which concerns the development of employees.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

3. I remind team members of the importance of recognizing exceptional performance.

 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

4. I ensure that all team members have an understanding approach towards the personal
and family needs to others.
 Agree.
 Strongly Agree.
 Disagree.
 Strongly Disagree.
 Neutral.

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