A STUDY ON

TALLENT MANAGEMENT
AIRTEL
 ABSTRACT

Talent Management: Talent management is a dynamic process involving planning,

recruiting, developing, managing, and compensating employees in the organization. For an
efficient and effectivetalent management system, the process should be aligned with company’s
objectives and strategic goals, active !" participation and #$ management. The process refers
to classification of significant positions which are crucial for organization to maintain its
sustainable competitive advantage, development of a reservoir comprising of potential and
proficient talents, and formulating a method of facilitating competent personals to fill these
roles. Talent management is about putting the right person with right s%ills in the right position
at the right time. The process also enables the company to assess its ability to source, select,
develop, and promote employees. &n the present scenario of competitive mar%etplace, talent
management is the %ey factor for an organization’s success. "rganization’s on assessing the
importance and difficulties in harnessing talent transformed their attitude from reactive to
proactive towards talent management. Talent management is crucial because with increase in
comple'ities in business demand for diverse and high performance employees is also increasing.
(ut at the same time, employee’s e'pectation for faster growth and career development signifies
the need of effective talent management system in an organization

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Table of Contents

Contents Page
No.
Chapter 1: Introduction

1.1 Objective of the project

1.2 Introduction of study
1.3 Objectives of the study
1.4 Rationale of the study
1.5 Scope of the Project
1.6 Research Methodology
1.7 Limitations of the Study

CHAPTER-2
REVIEW OF LITERATURE

CHAPTER-3
COMPANY PROFILE
INDUSTRY PROFILE 72-80

CHAPTER-4
DATA ANALYSIS
&
INTERPRETATION

CHAPTER-5
FINDINGS
SUGGESTIONS
CONCLUSIONS

Appendices
I Questionnaire
II Bibliography

3
 CHAPTER-1

INTRODUCTION

4
 INTRODUCTION

Talent management implies recognizing a person's inherent skills, traits, personality and
offering him a matching job. Every person has a unique talent that suits a particular job profile
and any other position will cause discomfort. It is the job of the Management, particularly the
HR Department, to place candidates with prudence and caution. A wrong fit will result in further
hiring, re-training and other wasteful activities. Talent Management is beneficial to both the
organization and the employees.
The organization benefits from: Increased productivity and capability; a better linkage between
individuals' efforts and business goals; commitment of valued employees; reduced turnover;
increased bench strength and a better fit between people's jobs and skills.
Employees benefit from: Higher motivation and commitment; career development; increased
knowledge about and contribution to company goals; sustained motivation and job satisfaction.
In these days of highly competitive world, where change is the only constant factor, it is
important for an organization to develop the most important resource of all - the Human
Resource. In this globalize world, it is only the Human Resource that can provide an
organization the competitive edge because under the new trade agreements, technology can be
easily transferred from one country to another and there is no dearth for sources of cheap
finance. But it is the talented workforce that is very hard to find.
Talent signals an ability to learn and develop in the face of new challenges. Talent is about
future potential rather than past track record. So talent tends to be measured in terms of having
certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but
not too high) level of ambition and competitiveness, the ability to focus on ‘big picture’ issues,
and an awareness of their own strengths, limitations and impact on others. Several talent
management processes need to be in place on a strategic level in order ensure its success. Such
processes/strategies include talent identification, recruitment & assessment, competency
management, performance management, career development, knowledge management,
compensation, succession planning etc.

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

OBJECTIVES OF STUDY

 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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 SCOPE OF THE PROJECT

This particular study about Talent Management is restricted within the organization. The
study is conducted on the employees of the organization. This is not because of non-availability
of resources but the nature of the study itself restricts it.
The ‘Talent’ in an organization refers to the current employees and their valuable: Knowledge,
skills and competencies. Talent management (or succession management) is the ongoing process
of analyzing, developing and effectively utilizing talent to meet Business needs. It involves a
specific process that compares current talent in a department to the strategic business needs of
that department. Results lead to the development and implementation of corresponding strategies
to address any talent gaps or surpluses.

Talent management for the HR Community is a priority of the HR Strategy for the HR
Community. Not only does the HR Strategy support the HR Community as its own professional
group, but it also recognizes and will support the role human resource professionals have to help
their clients become skilled, committed and accountable public servants. The implementation of
a talent management process that is transparent and equitable is expected to create an
environment for people to develop their skills in preparation for a range of future possibilities
thereby preparing the workplace for changing roles. The goal of this process is to map the
business needs of the HR Community with the potential and career development needs of our
people in order to develop a comprehensive Talent Management Plan.

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8
 RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problems. It may be

understand as a science of studying how research is done scientifically. In it we are studying this
research problem along with the logic behind them. It is necessary for the researcher to know not
only the research method techniques but also the methodology. The researcher methodology has
many dimensions and research methods to constitute a part of the research methodology. It is
necessary for the researcher to design the methodology for his problem as it may differ from
problem to problem. Since employees were operating, study on the whole system could not be
undertaken as a whole and is restricted to/within the unit of the company.

Types of Research

It is descriptive type of research. Descriptive Research survey and fact finding inquiries of
different kind. The major purpose of descriptive research is describe the state of affairs, as it
exists at present. The present study is partly exploratory, partly descriptive and partly causal.

Data Source

The source of project depends on accurate data. That’s why data collected is the appropriate
data, which differ considerable in context money, cost, time and other resources at the disposal
researcher.

There are two types of data collection methods available:

1: Primary Data Collection Method.
2: Secondary Data Collection Method.

Primary and Secondary data

1) Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment of their purpose. I have taken
Primary Data through personal visit of HR head and HR executive of Company Ltd and the used
observation methods to get more reliable information. I also collected primary data by filled,
‘Yes’ or ‘No’ format questionnaire by the employee of Company. This data helped me to justify
the statements that I have made in this project.

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 2) 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 company’s journals, records, specimen of
appraisal forms, newspapers magazines, articles and Internet. I got basic information of Talent
Management. I collect secondary data by referring some specimen of company and by referring
some books and web sites of company from internet.

Statement of Hypothesis

Hypotheses are the essential assumptions which the researcher formulates about the possible
causes, findings and ultimate output of the issue 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 intends to resolve. A hypotheses consist either of a suggested
explanation for a phenomenon or of a reasoned proposal suggesting a possible correlation
between multiple phenomenon. The assumptions be true or false are to be proved through the
completion of project.

The hypotheses for this project are as follows:

Null Hypothesis:
 Employee taking benefits from Talent Management System

 Employee can retain successfully for the benefit of organization

 Employee’s performance increased by talent management

 Employee turnover of organization affected by Talent Management Procedure

Alternate Hypothesis:

 Employee are not able to take benefits from Talent Management System

 Employee cannot retain successfully for the benefit of organization

 Employee’s performance cannot be increased by talent management.

 Talent Management is not affecting on employee turnover of organization

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 LIMITATIONS OF STUDY

1) All the functions are only related with the personnel department.

2) Limitation about the working hour of the worker in the factory.

3) Limitation about the time and absenteeism.

4) Company not ready to disclose confidential information
5) Time factor was the major limitation of this survey. Because during survey any activity
of organization which is directly or indirectly related to the production process should
not disturb due to survey.

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 CHAPTER-2

REVIEW OF LETERATURE

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 REVIEW OF LITERATURE
Sheokand and Verma (2015) found that the talent management concept is emerging
slowly in today‟s business scenario. The human resources also called as the human capital of the
organizations serve as the most important component of achieving competitive edge and now,
the organizations that function at a global level have started to realize their value and
importance. The research gave a detailed review based on other studies that were conducted in
the past and they found out that in the 21st century, the concept of talent management is
debatable but it definitely leads to a high performing organization. Oladapo (2014) stated that
when an organization is successful in retaining its top/key talent, it definitely has an impact on
the profitability of that organization and he also cited that if the organization is able to manage
its talent effectively by having the best talent management practices, it will definitely be
beneficial in the long term for the company. He also stated that retaining the employees is
dependent on having the best talent management practices and for that the organizations need to
have a basic understanding of the concept of talent management.
Sireesha and Ganapavarapu (2014) indicated that talent management is all about getting the right
person for the right job at the right place and also at the right time. For this, the organizations
need to understand how its employees will behave in future and getting them to behave different
from the past to get better results. The ultimate goal of talent management practices or programs
implemented by the company must be to get the right people for the right jobs in order to make
the company successful but this goal is not that easy to achieve as it sounds.
Rana and Abbasi (2013) studied the impact of talent management and employee turnover on the
efficiency of the organization in Pakistan‟s telecom sector. They found out that all the variables
are positively correlated and have a direct impact on each other. Nowadays, only those
organizations gain a competitive advantage and become successful who effectively manage their
talented employees. Hanif and Yunfei (2013) cited thatdifferent practices related to talent
management play an important role for motivating and therefore retaining the talent in the
organization. Different human resource functions like recruitments, training, performance
management, succession planning etc. play a major role in the incorporation of effective talent
management practices. The successful implementation of these strategies related to talent
managementhas a tremendous positive impact on the business outcomes of any company and on
the productivity and efficiency of its employee performance as well.
Kaur (2013) stated that global organizations or multinationals find it difficult to manage their
talent as compared to the local or national companies but some of them have really worked hard

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to overcome this challenge. Research showed how the organizations can effectively manage
their talent by developing and retaining them effectively as they are the drivers of the success.
Khoram and Samadi (2013) studied the relationship between managing the talent and
organizational creativity and effectiveness in the banking industry. They took sample of 202
respondents for conducting their research and their study revealed that there is positive
relationship between organizational creativity, effectiveness and talent management. Sastry
(2013) stated that the employees that possess the required skills, competencies and knowledge
appropriate for doing a particular job is known as the talent of the organization. If the talent
management processes of the company are efficient and transparent, then, it creates a work
culture where the employees can work on developing their competencies and skills which as a
result will help them to prepare themselves for the changing business environment and also the
changing roles and responsibilities.
Kehinde (2012) researched the impact of talent management on the performance of the
organization. The research showed that it has a positive impact on the overall performance of the
organization. It also cited that various multinational and national companies are clearly benefited
by the talent management practices but the small and medium sized companiesare not gaining
any advantage because of these practices in the business environment of Nigeria. Haghparast,
Moharamzadeh and Mohamadzadeh (2012) studied the impact of talent management on the
organizational productivity and success. For any organization, in order to grow, effective talent
management is necessary. It is very essential to hire talented resourcesbecause with their help
only the organizations are able to gain a competitive edge in the market.
Singh, Sharma and Garg (2012) expressed that in the era of globalization and immense cut throat
competition, talent management had become the need of the hour. The organizations therefore
should understand their core competencies if they want to overpower their competitors. So, in
order to succeed, organizations should focus on hiring the best talent that has the passion and
commitment to work to achieve its goals and objectives and strategically deploy them to get the
most out of them.
Kamil, Hamid, Hashim and Omar (2011) stated that in order to grow fast and to achieve high
performance, all the organizations need to incorporate effective talent management strategies.
They also showed that the companies that consider talent management as a strategic activity will
definitely achieve greater success levels and will also be able to sustain it for long term. The
study also concluded that the talent management is not merely an initiative of the human
resource department but it is an integral part of the overall development of the organization.

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Snell (2011) cited that the human resources are the biggest assets for all organizations and hence,
they should be well managed and taken care of. It‟s the employees only that generate value for
the company and its success is totally dependent on their skills and competencies. But the
business leaders as well the HR managers don‟t have clarity as to how they can make captive
use of these resources for exceptional business results. Bano, Khan, Rehman and Humayoun
(2011) found out that talent management has positive impact on the attitude of the employees
and also the organizational performance. They also concluded that organizations which want to
gain competitive advantage over their competitors need to take effective measures to manage
their talent pool.
Khatri, Gupta, Gulati and Chauhan (2010) cited that the organizations need to formulate an
effective talent management strategy to effectively manage and retain the talent and should
always consider it
one of the most important functions to grow in the dynamic business conditions. Sahoo and
Prasad (2010) stated that acquiring and retaining good talent has become one of the most critical
issues for the human resource department these days. It puts a lot of pressure on the businesses
as their success is dependent on their human capital. There are two most important factors for
doing business for every company and that are time and cost.
Farndale, Scullion and Sparrow (2010) studied the role of corporate human resource function in
managing the talent of the organization on a global level. They also highlighted that managing
the global talent has become a new area of concern for the organizations in the current scenario.
Collings and Mellahi (2009) stated that the organizations which have talent management
practices in place have enhanced performance and productivity. And to achieve this, they need to
develop their high performing workforce in order to fill the top positions.
Hughes and Rog (2008) cited that talent management is a form of a business strategy that helps
in making employee recruitment, engagement and retention of the talented employees successful
within different organizations.The research identified various factors that are required for the
effective implementationof the talent management strategies. They concluded that with the help
of talent management, the operational and also the financial performance of the company
improves to a great extent.
Ashton and Morton (2005) stated thatthe talent management practices and all the systems and
processes related to this should be properly aligned with the corporate goals and objectives to
achieve exceptional business growth and profits. Salkey (2005) cited that today organizations
have realized that the talented employees are the assets to the organizations which need to be

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developed and retained for long term. HR managers should therefore, focus on benchmarking
the best talent management practices in the industry to sustain the success for long term.

Talent Management V/s Traditional HR Approach

In Traditional HR approach people develop from the perspective of developing competencies in
the organization. This can actually be a risk-prone approach, especially for companies operating
in fast evolving industries, since competencies become redundant with time and new
competencies need to be developed. Thus, over time, the entire approach to development of
people might be rendered obsolete calling for rethinking the entire development initiative.
Talent management on the other hand focuses on enhancing the potential of people by
developing capacities. Capacities are the basic DNA of an organization and also of individual
potential.

D Point 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 individual values and vision with organizational values
and vision.

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

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. Individual growth to 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 & developed individuals enabling 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 a '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.

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Focus 1: Attracting and recruiting Talent:

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 with their
needs. Your approach to each one of your potential recruits needs to be altered to suit that they
are. By examining this through the perspectives of the 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.

This focus unit looks at the following:

 Attitude towards work

 Career goals
 Views on organizations and how they are currently running
 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?

Focus 2: Retaining and developing Talent

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 individual goals and personal needs.

This focus unit looks at the following:

 Work ethics and values
 Career planning
 Work environment and culture
 Benefits and reward systems
 Ways of motivating
Focus 3: Managing Talent

An in depth look at how the generations internalize authority will enable you to adjust your
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 approaches will ensure
that you gain maximum loyalty, productivity and job satisfaction from each of your employees.

This focus unit looks at the following:

 Attitudes of authority
 Management styles for the different generations including conflict management
 Leadership styles used by the different generations
 Specific techniques to help you manage different generations including
communication and feedback
 How to plan for and create conversations

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  Coaching and mentoring includes
 The role of coach
 The coaching process

Human capital management

Companies that engage in talent management (Human Capital Management) are strategic and
deliberate in how they source, attract, select, train, develop, retain, promote, and move
employees through the organization. Research done on the value of such systems implemented
within companies consistently uncovers benefits in these critical economic areas: revenue,
customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The
mindset of this more personal human resources approach seeks not only to hire the most
qualified and valuable employees but also to put a strong emphasis on retention. Since the initial
hiring process is so expensive to a company, it is important to place the individual in a position
where his skills are being extensively utilized.

The term talent management means different things to different organizations. To some it
is about the management of high-worth individuals or "the talented" whilst to others it is about
how talent is managed generally - i.e. on the assumption that all people have talent which should
be identified and liberated. From a talent management standpoint, employee evaluations concern
two major areas of measurement: Performance and Potential. Current employee performance
within a specific job has always been a standard evaluation measurement tool of the profitability
of an employee. However, talent management also seeks to focus on an employee’s potential,
meaning an employee’s future performance, if given the proper development of skills.

The major aspects of talent management practiced within an organization must consistently
include.

 Performance management
 Leadership development
 Workforce planning/identifying talent gaps
 Recruiting

This term of talent management is usually associated with competency-based human

resource management practices. Talent management decisions are often driven by a set of
organizational core competencies as well as position-specific competencies. The competency
set may include knowledge, skills, experience, and personal traits (demonstrated through
defined behaviors).
Older competency models might also contain attributes that rarely predict success (e.g.
education, tenure, and diversity factors that are illegal to consider in relation to job
performance in many countries, and unethical within organizations).

Talent management implies recognizing a person's inherent skills, traits, personality and offering
him a matching job. Every person has a unique talent that suits a particular job profile and any
other position will cause discomfort. It is the job of the Management, particularly the HR

18
Department, to place candidates with prudence and caution. A wrong fit will result in further
hiring, re-training and other wasteful activities.

Talent Management is beneficial to both the organization and the employees. The organization
benefits from: Increased productivity and capability; a better linkage between individuals' efforts
and business goals; commitment of valued employees; reduced turnover; increased bench
strength and a better fit between people's jobs and skills. Employees benefit from: Higher
motivation and commitment; career development; increased knowledge about and contribution
to company goals; sustained motivation and job satisfaction.

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

Talent Management: Importance

Let us look at some of the reasons for the importance of talent management.

 Globalization: Now for any jobseeker the whole world is the potential place to find
employment. One can know the opportunities available in any part of the world easily and the
number of talent seekers has also increased.
 Increased Competition: Increased competition in the market place has necessitated the
need for consistently good performance on the side of organizations. These have made the
companies to put in all efforts to hire and retain the best talent in the respective field of
operation.
 Increasing Knowledge: The knowledge era has necessitated the retaining of those
talents which have the ability to assimilate new technologies and knowledge, which are
growing at a pace never seen before.

How talent management is important for an organization?

 Cost cutting: One experienced & skilled employee can replace instead of two or more
employees. Organization can save hundreds of thousands of dollars.
 Maximum Output: Organization can make maximum output in minimum resources.

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  Time saving technique: It is a time saving technique; because for every job a skilled
person when placed can help to complete the job in minimum time.
 Perfection increases: Due to skilled employee Perfection in work is increased and there
is low probability of mistakes.

How talent management is important for an employee?

 Recruitment: It ensures that right people are attracted to the organization.

 Retention: Developing and implementing practices that reward and support employees.
 Employee development: Ensuring continuous informal and formal learning and
development.
 Leadership and "high potential employee" development: Specific development
programs for existing and future leaders.
 Performance management: Specific processes that nurture and support performance,
including feedback/measurement.
 Workforce planning: Planning for business and general changes, including the older
workforce and current/future skills shortages.
 Culture: Development of a positive, progressive and high performance "way of
operating".

5.2 Challenges of Talent Management

The challenge of talent management has two faces. First is how to find new people and second is
how to retain the present workforce. Each of the challenges has to be tackled in the most
efficient way possible so that the organization can achieve its objectives.

 The First Challenge - Where to find new talent?

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All the organizations are finding loads of business opportunities and consequently, their
revenues are growing at a rapid pace. The increasing business opportunities has necessitated that
these organizations go in for massive recruitment. But, the question is where to find the best
talent which is able to fit the job description and also adjust to the organization’s values and
norms. If we scan the environment, we find there is a shortage of skilled workforce that can be
employed.

Some of the possible reasons that have led to the shortage are: -

Demographic Constraints: This is a common problem faced by many of the developed

countries, where a large chunk of its population is nearing the age of retirement or is over 50
years. USA, Germany and Japan are facing the same problem. All these countries will see a
decline in their workforce and talent. In the coming years, they will see a great shortage in their
skilled professionals.

Existing Educational System: The graduates and the postgraduates that are being churned out
of the universities are found to be ill-equipped to handle the challenges of the workplace. They
are mostly equipped with only the theoretical aspects of the issues and lack the application part.
The educational system is faulty and does not take industry needs into consideration, resulting in
a mismatch between industry requirements and educational preparation.

Cost Factor: Recruiting new employees is becoming tougher and tougher in the developing
countries, where the HR department has to sort out thousands of applications for a handful of
jobs. Finding right person for the right job becomes a very difficult process. It also involves very
high cost to conduct the recruitment and selection process for such a large population of
applicants.

Attracting the Best Talent: This is another challenge; as was the case in the past, the best
available talent is not just motivated by the name and fame of the organization; not anymore.
They have a new set of motivators like - challenging work environment and freedom from
bureaucratic structure.

 The Second Challenge - How to retain the existing employees?

Gone are the days when a person would join an organization in his mid-20s and would work till
his retirement in the late-50s. Today the young professionals hop jobs, especially during the first

21
4-5 years of their work life. Though the Indian service industry is basking in the light of
outsourced jobs from the developed countries, they also cannot ignore the fact that the BPO
industry is also facing one of the highest attrition rates, in fact never heard before in India, of
around 35%.

It is a fact that it’s the people that add value to organizations. It is also a fact that humans are a
restless species who, unlike the immovable Banyan Tree, cannot stay rooted in one place. People
need to move on for one reason or another, and the organization stands to lose.

Some of the reasons behind the massive attrition rates: -

Gap between organizational values - goals and the personal values - goals is one of the major
reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and
inevitably, the organization would lose out on a talented employee.

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

The competitive world has made sure that there is high work pressure on the employees of any
organization. This has led to psychological problems like stress, and in extreme situations, total
burnouts. It also leads to other health related problems.

Movement for higher salary is also common among the younger professionals. There is no
shortage for organizations who are looking for talented employees and who are ready to shell out
a hefty salary for a talented person. Other lures like better job opportunities, higher posts and
overseas assignments are also major factors in the attrition rates.

Not taking proper care during the recruitment and selection process and not taking proper care to
fit the right person to the right job also breeds dissatisfaction among the employees.

Bad or opaque policies from management on issues of succession planning and promotion,
appointments for senior positions also is a major factor which makes the organization lose out on
the talented employees.

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The professionals have different aspirations at different times of their career. During the initial
years, they have good salary and foreign assignments. Next on the list is working on cutting
edge technology. More seasoned professionals look for learning opportunities. So employees
tend to move to those organizations which provide them with means to fulfill their aspirations.

Retaining the present employees is of the foremost importance to the organizations because; the
company would have already incurred heavy costs in the form of training and development.
Now if the organization has to look for a replacement for the employee who has left, it involves
a lot of costs like - hiring costs, training costs and the induction costs.

Also it takes some time for the new employee to adjust to the new work environment. During
this time the productivity of the employee will be low. The HR department will have to fit the
new employee into a proper role in the organization. Apart from causing the company a
monetary loss and breaks in their day-to-day operations, attrition contributes to knowledge
transfer, which is a great loss and adversely affects business.

How to manage talent?

It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the
driving seat. One who possesses it dictates; not the one who pays for it. It is the demand of the
time that business leaders elevate management of talent to a burning corporate priority. It is not a
walk in the park for the talent market. Quality people are no longer available in plenty, easily
replaceable and relatively inexpensive.

These are some of the measures that should be taken into account to hire and retain talent in the
organization, to be efficient and competitive in this highly competitive world:

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

Keep the Promises: Good talent cannot be motivated by fake platitudes, half-truths and broken
promises. Unfulfilled expectations can breed dissatisfaction among the employees and make

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them either leave the organization or work below their productive level. Promises made during
the hiring stage must be kept to build loyalty among the employees, so that they are satisfied and
work to their fullest capability.

Good Working Environment: It has to be accepted by the organizations that highly talented
persons make their own rules. They have to be provided with a democratic and a stimulating
work environment. The organizational rules must be flexible enough to provide them with
freedom to carry out their part of task to their liking, as long as the task is achieved.
Opportunities should also be provided to the employees to achieve their personal goals.

Recognition of Merit: It is highly motivating for any person if his talent is recognized and is
suitably rewarded. One way is providing them with salary commensurate with their
performance. Promotions and incentives based on performance are another way of doing it.
Another way is by providing them with challenging projects. This will achieve two objectives -
it makes employee feel that he is considered important (a highly motivating factor) and gets the
work done in an efficient manner and brings out the best in the employee.

Providing Learning Opportunities: Employees must be provided with continuous learning

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

Shielding from High Work Pressure: If an organization has to make the most of the available
talent, they should be provided with adequate time to relax, so that they can de-stress
themselves. It is very important to provide them with holidays and all-expenses-paid trips, so
that they can come back refreshed to work and with increased energy. They must also be
encouraged to pursue their interests which are also a good way of reducing work-environment
stress. Recreation clubs, entertain programs, fun activities within the work area will also reduce
the work life stress of the employees and develop camaraderie among the workers and result in a
good working environment.

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 TALENT & PERFORMANCE

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: Thus the domain of talent management focuses not only on
development of individual’s intrinsic capacities, but also on culture building and change
management to provide the other elements listed above for manifestation of talent into
performance.

The New HR Mission and Talent Management Processes:

Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers.

Impending retirement of the baby boomers.

Low levels of employee engagement.
Acknowledgement of the high cost of turnover.
Arduous demands of managing global workforces.
Importance of succession planning.
Off shoring and outsourcing trends.

This requires new thinking and a new mission to achieve business success. These factors—
coupled with the need to align people directly with corporate goals—are forcing HR to evolve
from policy creation, cost reduction, process efficiency, and risk management to drive a new
talent mindset in the organization.

One important distinction is the evolution of the difference between tactical HR and strategic
talent management. Transactional HR activities are administrative overhead. Talent
management is a continuous process that delivers the optimal workforce for your business.

In this new model—instead of being the owners of processes, forms, and compliance—HR
becomes the strategic enabler of talent management processes that empower managers and
employees while creating business value.

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With this view, talent management may be defined as the implementation of integrated
strategies or systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future organizational needs.

Anecdotally, talent management is often defined as performance management, incentive

compensation, or talent acquisition. Talent management is also often confused with leadership
development. Although leadership development is a crucial function of your organization,
focusing on it exclusively is a legacy of last century. Our modern service and knowledge
economies in the talent age require a broad and holistic view. A high performance business
depends on a wide range of talent.

Taleo’s graphical representation emphasizes the mandate of talent management to respond to

business goals and consequently be the driver of business performance. Talent management is
depicted as a circular—not a linear—set of activities.

Steps involved in Talent Management Process

Workforce cost is the largest category of spend for most organizations. Automation and analysis
of your recruiting and hiring processes provides the immediate workforce visibility and insights
you need to significantly improve your bottom line. Performance management provides the
ongoing processes and practices to maintain a stellar workforce.

Today, many organizations are struggling with silos of HR processes and technologies. The
future of talent management is embodied in solutions designed from the ground up to provide
business-centric functionality on a unified talent management platform.

Since nearly all competitive business factors have become commoditized, talent is what
ultimately drives business success and creates value. Leading organizations rely on Taleo
solutions and services to assess, acquire, develop, and align talent with business objectives while
significantly reducing process costs, improving quality of hire, reducing risk, and achieving
higher levels of performance.

Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of

successful talent management practices:

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 The key enabler of any organization is talent.
The quality of your people is your last true competitive differentiator.
Talent drives performance.

Talent management requires strong executive support, along with systems and processes all
directed towards having the right talent doing the right work at the right time. That’s when
talent truly drives higher business performance.

What is Performance Appraisal?

Performance appraisal is a method of evaluating the behavior of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performance.
Performance here refers to the degree of accomplishment of the tasks that make up an
individual‘s job. It indicates how well an individual is fulfilling the job demands. Often the term
is confused with effort, but performance is always measured in terms of results and not efforts.

Need of Performance Appraisal:

Performance appraisal is needed in order to:
 Provide information about the performance ranks, basing on which decision regarding
salary fixation, confirmation, promotion, transfer and demotion are taken.

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  Provide feedback information about the level of achievement and behavior of
subordinate. This information helps to review the performance of the subordinate,
rectifying performance deficiencies and to set new standards of work, if necessary.
 Provide information, which helps to counsel the subordinate.
 Provide information to diagnose deficiency in employee regarding skill, knowledge,
determine training and developmental needs and to prescribe the means for employee
growth provides information for correcting placement.
 To prevent grievances and in disciplinary activities.
Purpose:
Performance appraisal aims at attaining the different purpose. They are:

 To create and maintain a satisfactory level of performance.

 To contribute to the employee growth and development through training self and
management development programs.
 To help the superiors to have a proper understanding about their subordinates.
 To guide the job changes with the help to continuous ranking.
 To facilitate fair and equitable compensation based on performance.
 To facilitate for testing and validating selection tests, interview techniques through
comparing their scores with performance appraisal ranks.
 To provide information for making decisions regarding lay off, retrenchment etc.
 To ensure organizational effective through correcting employee for standard and
improved performance, and suggesting the change in employee behavior.

Methods of Performance Appraisal:

The methods of performance Appraisal are basically classified as Traditional Methods,
Modern Methods and result – Oriented Appraisal.

a) The Traditional Methods consists of ‘Graphic Rating Scales’, ‘Ranking Method’,

‘Paired comparison Method’, ‘Forced Distribution Method’, ‘Checklist method’,
‘Essay or free from APPRAISAL’, ‘Group Appraisal’ and ‘confidential Report’.

b) Modern Methods of evaluating performance appraisal are ‘Behaviorally

Anchored Rating Scales’, ‘Assessment Center’, ‘Human Resource Accounting’,
‘Management by objectives’, ‘Psychology Appraisal’.

Uses of Performance Appraisals:

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  Performance Improvement: Performance feedback allows the employee, manager,
and personnel specialists to intervene with appropriate actions to improve
performance.

 Compensation Adjustments: Performance evaluations help decision-makers

determine who should receive pay raises. Many firms grant part or all of their pay
increases and bonuses based upon merit, which is determined mostly through
performance appraisals.

 Placement Decisions: Promotions, transfers, and demotions are usually based on past
or anticipated performance. Often promotions are a reward for past performance.

 Training and Development: Poor performance may indicate the need for retraining.
Likewise, good performance may indicate untapped potential that should be
developed.

 Career Planning and Development: Performance feedback guides career decisions

about specific career paths one should investigate.

 Staffing Process Deficiencies: Good and Bad performance implies strength or

weakness in the personnel department‘s staffing procedures.

 Informational Inaccuracies: Poor performance may indicate errors in job analysis

information, human resource plans, or other parts of the personnel management
information system. Reliance on inaccurate information may have led to
inappropriate hiring, training, or counseling decisions.

 Job Design Errors: Poor performance may be a symptom of ill-conceived job

designs. Appraisals help diagnose these errors.

 Equal Employment Opportunity: Accurate performance appraisals that actually

measure job – related performance ensure that internal placement decisions are not
discriminatory.

 External Challenges: Sometimes performance is influenced by factor outside the

work environment, such as family, financial, health, or other personal matters. If
uncovered through
METHODS appraisals, the human APPRAISAL
OF PERFORMANCE resource department may be to provide
assistance.

 Feedback to Human Resources: Good/bad Performance throughout the organization

indicates how well the human resource function is performing.

TRADITIONAL AND MODERN METHODS OF PERFORMANCE APPRAISAL

Traditional methods Modern Methods

1) Graphic rating scales
2) Ranking method
3) Paired comparison method
4) Forced distribution method
5) Confidential reports
1) Behavioral anchored rating scales
2) Assessment centers
3) Human Asset accounting method
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4) Management by Objectives method
5) 360°Performance appraisal method
6.3 Performance appraisal in the company

Introduction:
Now a day’s Performance appraisal is very important from company point of view. It is use to
take various managerial decision. Example: Decision regarding employee’s increment or
Decision regarding employee’s future career planning etc. In Company they use “Grading and
Ranking “method to appraise performance of their employees.

Who Appraise?
Performance appraisal is done by the Head of the department, superior, manager etc.

Process:
Head of the department submits one copy of performance appraisal to HR Department and
discusses with the employee whose performance is down (low). One copy of performance
appraisal report is attached to that employees personnel file as a record.
If employee’s performance is going down then head of the department can talk with that
employee to increase his/her performance. Even Hr Manager also should talk with that employee
to know his problem and HR Manager should motivate that employee to increase performance.

Employee’s increment is depended upon their performance. Head of the department or HR

manager may stop increment of employee regarding low/poor performance.

General use of performance report:

Need of training: Head of the department or HR manager can decide whether employee needs
training for good performance or not.

Career Planning: Career planning generally use to retain skilled employee. They can find out
skilled employee for skilled employees career planning from performance appraisal report.

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Succession planning: From performance appraisal report, company can select candidate to
make succession planning.

Benefits of employee to the company: Company’s employee are company’s asset, it is helpful
to calculate as to how much the company’s employee give returns to the company. Or which
employee is beneficial for company and which is not beneficial.

Career Planning: Meaning and Definition

The career is: All the jobs that are held during ones working life. According to ‘E.B. Flippo’,
career is a sequence of separate but related work activity’s that provides continuity, order and
meaning in a person’s life.

Definition:
1) Edwin Flippo defined a career as: A sequence of separate but related work activities that
provides continuity, order and meaning in a person’s life.

2) Wreather and Davis defined career planning as: A career path which is the sequential
pattern of jobs that form a career. Career Planning is the process by which one selects
career goals and the path to these goals. Career development is these personal
improvements one undertakes to achieve a personal career plan.

3) Career management is the process of designing and implementing goals, plan and
strategies to enable the organization to satisfy employee needs while allowing individuals
to achieve their career goals.

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Life and Career Stages:
Human resource managers must understand the issues that individuals face throughout their
careers. A study of career development theories, life development theories and interrelationship
among career stages and life stages will provide and understanding of the issues that the
individual face. Career and life stages are closely related as both are linked to age and cultural
norms.
Need for career planning:
Attract competent person: To retain the competent person or to attract them company needs
career planning, because this kind of person are company’s asset. Competitors can try to hire this
person so, company always try to retain these person.

Provide suitable promotional opportunities: To give exposure for employee’s knowledge and
talent, Career planning is important.

Training for future challenges: Enable employee to develop and make them ready to meet the
future challenges.

Reduce job dissatisfaction: When employee get exposure to show skill and when he learns
more from the job, then the job satisfaction automatically increase.

Improve motivation and morale: Career Planning is useful to improve motivation and morale
of employees.

Benefits of Career Planning

a) Analysis of individual skills, knowledge, abilities, aptitudes etc.

b) Analysis of career opportunities both within and outside of organization.

c) Analysis of career demand on the incumbent of skills, knowledge, abilities, aptitude. Also in
terms of qualification, experience and training received etc.

d) Relating specific objective to different career opportunities.

e) Establishment of realistic goals both short term and long term.

f) Formulating career strategy covering areas of change and adjustment.

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g) Preparing and implementing action plan including acquiring resources for achieving goals.

Advantage of Career planning and development

For individuals:
1) It helps the individuals to have the knowledge of various career opportunities, his
priority’s etc.
2) It helps to select career which is suitable for his life styles, preferences, family
environment, scope for self-development etc.
3) It helps the organization identify internal employees who can be promoted.
4) Internal promotions, up-gradations and transfers motivate the employees; boost up their
morale and also satisfaction.
5) Increase job satisfactions enhance employee commitment and create a sense of
belongingness and loyalty to the organization.
6) Employee will wait for his turn of promotion rather than changing to another
organization.
7) It helps to improve employee performance on the job by taping their potential abilities
and further employee growth.
8) It satisfies employee esteem needs.

For organization:
1) The efficient policies and practices improve the organization’s ability to attract and retain
highly skilled and talent employees.
2) A proper Career Planning ensures that the woman and people who belongs to the
backward communities get opportunities for growth and development
3) It continuously tries to satisfy the employee expectations and such as minimizes
employee frustrations.
4) By attracting and retaining the people from different cultures, enhances cultural diversity.
5) Protecting employee’s interest results in promoting organizational good will.

How to implement Career Planning?

Career Planning is generally done by every organization. But method of career planning can
differ from company to company. Career planning for company’s employee, is as follows:

Activities for Career Planning:

Training and development: Most of the time company can try to retain the skilled
employee, therefore company provide various type of knowledge or training, for company
benefits as well as employee.

Transfers: If any employee would like to work in specific department or unit for his skilled
work and if it will be beneficial for the company then it’s also part of career planning.

Promotion: In career planning, promotion is also one part. To retain skilled employee,
company promotes this kind of employee.

Career planning at Officer’s levels:

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 For career planning company refer report of Performance appraisal, from that report they
sort out an employee whose performance is above expectations. For this kind of employee
they conduct career planning to retain that particular employee.

Analyze skills of worker: They analyze skills of worker by performance appraisal’s report,
and then they decide career planning of employee.

Transfer of worker: They search about interest of employees in his work profile. And then
they decide whether transfer of worker is suitable or not.

Promotion: They decide about employee’s promotion if required and his training. They
analyze whether training is required for employee or not.
As per the need of organization HR head makes career planning.

Use of performance appraisal report:

By Performance appraisal report, company can decide whether that employee should be
promoted or not. They can study about employee’s job satisfaction, his job skills, his talent
etc.

Job enrichment: Most of the time company checks job enrichment of its employees, to
check the capacity of work within a given time as well as their skills. Job enrichment is
helpful to increase skills in employee.

SUCCESSION PLANNING: MEANING AND DEFINITION

Introduction:
Success, growth and survival are the most important responsibilities of the top management of
the organization. Succession planning is the activity connected with the succession of
incumbents to fill the key positions in the organizations hierarchy as and when a vacancy arises.
Succession planning; focus on identification of vacancies and locating the probable successor. It
provides the succession chart in respect of a particular position.

The succession planning ensures the availability of the right kind of the management staff at the
right time and in the right position in order to provide for continued organizational vitality and
strength.

What is Succession Planning?

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Succession planning is the systematic identification and professional development of internal
talent. Its goal is to cultivate internal human capital in preparation for assuming leadership roles
and other key positions that may become vacant due to retirement, expected or unexpected
separations.
For Succession planning; management staffing plans are required to be developed properly on an
individual basis for all anticipated needs in the immediate year ahead and also for key positions.
The business plans must be reviewed to determine their effects on managerial needs. Succession
planning is one of the important functions of the top management; in fact the direct
responsibilities of the chief executive and the top management group.
For Example:
Suppose, Mr. X will retire within few days, from the post of “Production Manager” Then HR
manager should place right person who will able to carry liability of that post. For selection
of right person as well as to give idea about job to candidate, mostly HR Manager prepare
planning, like: HR Manager will place candidate under supervision of Mr. X to learn
difficult things of job, or he will give training to that candidate or he will search a candidate
who already have idea about the job profile of “Production Manager”, i.e. “Succession
planning.”

In short when any employee or candidate leaves job, HR manager should prepare plan to
place correct candidate on that post.

What is need for Succession Planning?

To make succession planning following points are important.
1) Job Information
2) Job analysis
3) Job profile
4) Qualification and Experience
5) Availability of candidate
6) Analysis of Selection process
Benefits of Succession Planning:
 Facilitates communication & knowledge management
 Uninterrupted work productivity
 Leadership continuity
 Custom designed training programs
 Candidate can understand job easily.

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Challenges of Effective Succession Planning: Successful succession planning, as we've seen, is
an ongoing and complex endeavor that is necessarily broad in scope. It therefore presents
significant barriers to both implementation and long-term maintenance. Here are some of the
more challenging obstacles:

Multiple Owners: Traditionally, HR has been considered owner of the succession planning
process, but meaningful success really requires a genuine sense of ownership and commitment at
many levels of the organization. While HR may be best positioned to oversee the process, it can
never fully know or evaluate every process participant the way managers and supervisors can.

Number of positions: All but the smallest of organizations have a substantial number of
positions critical to long-term performance, whether these involve leadership skills or technical
expertise that would be difficult to quickly replace. Comprehensive succession planning must
incorporate all such positions; yet, as the number of positions grows so too does the
administrative burden.

Strategic Alignment: Succession plans need to reflect long-term organizational goals and
strategies. Companies must give thoughtful consideration not only to the plan's design and
implementation, but also to sustaining the process over time. As strategies and goals shift, so too
must the plan if the organization is to recruit and develop the workforce its future success will
require.

Organizational complexity: Conglomerate, geographically dispersed, multi-industry, and

other complex organizational forms significantly increase the challenge of succession planning.
Often, higher-level positions require well-designed cross training to inculcate the unique
knowledge and skills success in the organization requires.

Organizational change: As companies evolve in response to marketplace threats and

opportunities, the skills, talents, and expertise they will need to thrive evolve, as well.

Effectiveness & efficiency: The larger and more complex an organization, the more
challenging it is to maintain an effective and efficient succession planning process. Yet, by
definition, the best process is the one that enables the firm to identify the best candidate in least
amount of time and at the lowest cost.

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Having this process in place is vital to the success of the organization because the individuals
identified in the plan will eventually be responsible for ensuring the company is able to tackle
future challenges. These 'high potential' candidates must be carefully selected and then provided
training and development that gives them skills and competencies needed for tomorrow's
business environment.

Implementation of Succession Planning

Succession planning is the planning to place a person on another employee’s place who will
retire after one or two year. Succession planning is conducted in every organization. It is a part
of Career planning.

Officer’s level:
At officer’s level Succession planning is conduct by following methods.

Personal meeting: Head of the department take the personnel meeting with the employee
who is going to retire because he wants to know that employee’s opinion about to place new
right candidate on his place.

Employee dialogue: Employee dialogue is a dialogue between employee (who will go to

retire) and head of the department, regarding place new candidate at his post, which have
ability to fulfill requirements of job.

Opinion of subordinate: The head of the department should consider the opinion of other
staff or subordinate also.

Employee Assessment Centre:

Introduction:
This method was first applied in Germany Army in 1930. Later business and industrial
houses started using this method. This is not a technique of a performance appraisal by itself.
In fact it is a system or organization, where assessment of several individuals is done by
various experts by using various techniques.

In this approach, individual from various department are bought together to spend two or
three days, working on an individual or group assignment similar to the ones they would be
handling when promoted. Observers rank the performance of each and every participant in
order of merit. Since assessment centre are basically meant for evaluating the potential of

37
 candidates to be consider for promotion, training and development, they offer an excellent
means for a conducting evaluation process in an objective way.

All assess get an equal opportunity to show their talent and capabilities and secure promotion
based on merit. Since the evaluators know the position requirements intimately and are
trained to perform the evaluation process in an objective manner, the performance rating may
find favor with majority of the employees.

A considerable amount of research evidence is available to support the contention that

people chosen by this method prove better than those chosen by other methods.
The centre enabled working in a low status department, to compete with people from well-
known departments and enlarge their promotional chances. Such opportunities, when created
on regular basis, will go a long way in improving the morale of promising candidates
working in less important positions.
Employee Assessment Committee: Employee assessment is a committee of a Psychiatrist,
advocate, consultant etc. There are 3 to 5 people on the committee. They give one task to the
employee and he should complete that task within a given time period e.g. Give a
presentation on specific topic within half an hour.

Work of the Committee:

 Mainly committee observes how employee can survive in specific situation. How he
can handle situation and so on.
 They try to find out the tendency of employee.
 They try to find out method of thinking of employee.
 In employee assessment they consider only an officers career planning.

Training and Development: Meaning and Definition

Introduction:
After an employee is selected, placed and introduced he or she must be provided with training
facilities. Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. Training is a short-term educational process and utilizing a systematic and
organized procedure by which employees learn technical knowledge and skills for a definite
purpose. Dale S. Beach defined training as, “The organized procedure by which people learn
knowledge and/or skill for a definite purpose.”

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In other words training improves, changes, moulds the employee’s knowledge, skill, behavior,
aptitude, and attitude towards the requirements of the job and organization. Training refers to the
teaching and learning activity carried on for the primary purpose of helping members of the
organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a
particular job and organization. Thus, training bridges the difference between job requirement
and employee’s present specifications.

No organization matches, the candidate who exactly matches with the job and the organizational
requirements. Hence, Training is important to develop the employee and make him suitable to
the job.

Job and organizational requirement are not static, they are changed from time to time in view of
technological advancement and change in the awareness of the Total Quality and Productivity
Management (TQPM). The objective of the TQPM can be achieved only through training as
training develops human skills and efficiency.
Trained employees would be a valuable asset to an organization.

The following are the two biggest factors that contribute to the increased need to training and
development in organizations:

1: Change: The word change encapsulates almost everything. It is one of the biggest
factors that contribute to the need of training and development. There is in fact a direct
relationship between the two. Change leads to the need for training and development and
training and development leads to individual and organizational change, and the cycle
goes on and on. More specifically it is the technology that is driving the need; changing
the way how businesses function, compete and deliver.

2: Development: It is again one the strong reasons for training and development
becoming all the more important. Money is not the sole motivator at work and this is
especially very true for the 21st century. People who work with organizations seek more
than just employment out of their work; they look at holistic development of self.

Benefits of training:

To organization:
 Lead to prove profitability and/or more positive attitudes towards profit orientation
 Improves the job knowledge and skills at all level of the organization
 Improves the morale of workforce

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  Helps people identify with organizational goal
 Helps create a better corporate image
 Aids in organizational development
 Learns from the trainee
 Helps to prepare guideline for work
 Organization gets more effective decision making and problem solving
 It helps to improve labor-management relations
To individual:
(This in return should benefit the organization)
 Helps the individual in making better decisions and effective problem solving
 Through training and development, motivational variables of achievement, growth,
responsibilities and advancement are internalized
 It helps an individual to handle stress tension or conflicts
 It provides information to improve leadership knowledge
 Develops a sense of growth in learning
 Improves morale
 Improves skills

How training is necessary for Development?

Need for training arises due to following reasons:

1) To match the employee specification with the job recruitment and organizational
needs:
An employee’s specification may not exactly suit to the requirement of the job and the
organization irrespective of its past experience, qualifications, skills knowledge, etc.
Thus every management finds deviation between employee’s present specifications
and the job requirements and organizational needs. Training is needed to fill this gap
by developing and molding the employee’s skill, knowledge attitude behavior etc. to
the tune of the job requirements and organizational needs.

2) Technological advances:
Every organization in order to survive and to be effective should adopt the latest
technology, i.e. mechanization, computerization, automation. Adoption of the latest
technology means and methods will not be complete until they are manned by
employees possessing skill to operate them. So, organization should train the
employee to enrich them in the areas of changing technical skills and knowledge from
time to time.

3) Human relations:
Trends in approach towards personnel management have change from the commodity
approach to partnership approach, crossing the human relations approach. So today,
management of most of the organization has to maintain human relations besides
maintaining sound industrial relations although hither to the managers are not
accustomed to deal with workers accordingly. So, training in human relations is
necessary to deal with human problems and to maintain human relations.

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 4) Change in the job assignment:
Training is also necessary when the existing employee is promoted to the higher level
in the organization and when there is some new job or occupation due to transfer.
Training is also necessary to equip the old employees with the advanced disciplines
techniques or technology.

The need for training also arises to:

 Increase productivity
 Improve quality of the product / Services
 Help a company to fulfill its future personnel needs
 Improve organizational climate
 Improve health and safety
 Prevent obsolescence
 Effect the personnel growth
 Minimize the resistance to change

Stages in Training are as follows:

Stage 1 Assessment of training needs

Stage 2 Design the training program

Stage 3 Implementation

Stage 4 Evaluation of training program

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Methods of Training

Methods of Training

On-job methods Of-job methods

Job rotation Films

Lectures/Conferences Simulation Exercise
Coaching Cases
Job instruction Programmed instructions
Training Audio visual methods
Committee assignments Computer based training
Internship training e-Learning

The most widely used methods of training by organizations are classified into two categories:
On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING:
It’s given at the work place by superior in relatively short period of time. This type of training is
cheaper & less time-consuming. This training can be implemented basically by four methods:

Coaching:
It is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job
instructions. The superior points out the mistakes & gives suggestions for improvement.

Job Rotation:
In this method, the trainees move from one job to another, so that he/she should be able to
perform all types of jobs. E.g. In banking industry, employees are trained for both back-

42
 end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee
would be able to perform any type of job.

OFF-THE-JOB TRAINING:
It is given outside the actual work place.

Lectures/Conferences:
This approach is well adapted to convey specific information, rules, procedures or
methods. This method is useful, where the information is to be shared among a large
number of trainees. The cost per trainee is low in this method.

Films:
It can provide information & explicitly demonstrate skills that are not easily presented by
other techniques. Motion pictures are often used in conjunction with Conference,
discussions to clarify & amplify those points that the film emphasized.

Simulation Exercise:
Any training activity that explicitly places the trainee in an artificial environment that
closely mirrors actual working conditions can be considered a Simulation. Simulation
activities include case experiences, experiential exercises, vestibule training,
management games & role-play.

Cases:
Present an in depth description of a particular problem an employee might encounter on
the job. The employee attempts to find and analyze the problem, evaluate alternative
courses of action & decide what course of action would be most satisfactory.

Experiential Exercises:
Are usually short, structured learning experiences where individuals learn by doing. For
instance, rather than talking about inter-personal conflicts & how to deal with them, an
experiential exercise could be used to create a conflict situation where employees have to
experience a conflict personally & work out its solutions.

Vestibule Training:

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 Employees learn their jobs on the equipment they will be using, but the training is
conducted away from the actual work floor. While expensive, Vestibule training allows
employees to get a full feel for doing task without real world pressures. Additionally, it
minimizes the problem of transferring learning to the job.

Role Play:
It’s just like acting out a given role as in a stage play. In this method of training, the
trainees are required to enact defined roles on the basis of oral or written description of a
particular situation.

Management Games:
The game is devised on a model of a business situation. The trainees are divided into
groups who represent the management of competing companies. They make decisions
just like these are made in real-life situations. Decisions made by the groups are
evaluated & the likely implications of the decisions are fed back to the groups. The game
goes on in several rounds to take the time dimension into account.

In-Basket Exercise:
Also known as In-tray method of training. The trainee is presented with a pack of papers
& files in a tray containing administrative problems & is asked to take decisions on these
problems & is asked to take decisions on these within a stipulated time. The decisions
taken by the trainees are compared with one another. The trainees are provided feedback
on their performance.

Implementation of training and Development:

Method of training:

44
 Method of training is totally depending upon the profile of training. E.g. for technical
training if possible then they give on-job training otherwise company use method of off job
training.

Procedure of training:

Assessment of need of training:

It is the first step of training procedure. Head of the department and HR department
assess the need whether employee need training or not. They find employee who require
training.

Prepare budget for training:

HR manager decide budget for training by considering its cost from the market. And
benefits for the company.

Search for Internal or External trainer:

Internal Trainer:
After assessment of need of training, they search for a trainer in theirs company
who can train there employee. They search trainer among their employees.

External trainer:

If they didn’t find internal trainer then they go for External trainer. They try to find
external professional trainer from their personnel contact, by giving advertisement in news
paper etc.

Design program for training:

HR manager or head of the department present there need to trainer. They assess
type of training and design training program by the help of trainer within the budget.

Report to head of the plant:

HR manager give the details about training to head of the plant and sanction the
approval of training.

Implementation:
After designing the program for training, they implement in practical in their
employee.

45
CHAPTER 3
COMPANY PROFILE
INDUSTRY PROFILE

46
 COMPANY PROFILE
Vision
"As we spread wings to expand our capabilities and explore new horizons, the fundamental
focus remains unchanged: seek out the best technology in the world and put it at the service of
our ultimate user: our customer."

These are the premise on which Bharti Enterprises has based its entire plan of action.

Bharti Enterprises has been at the forefront of technology and has revolutionized
telecommunications with its world-class products and services. 

Established in 1985, Bharti has been a pioneering force in the telecom sector. With many firsts
and innovations to its credit, ranging from being the first mobile service in Delhi, first private
basic telephone service provider in the country, first Indian company to provide comprehensive
telecom services outside India in Seychelles and first private sector service provider to launch
National Long Distance Services in India. Bharti had approximately 3.21 million total customers
– nearly 2.88 million mobile and 334,000 fixed line customers. 

Its services sector businesses include mobile operations in Andhra Pradesh, Chennai, Delhi,
Gujarat, Haryana, Himachal Pradesh, Karnataka, Kerala, Kolkata, Madhya Pradesh circle,
Maharashtra circle, Mumbai, Punjab, Tamil Nadu and Uttar Pradesh (West) circle. In addition, it
also has fixed-line operations in the states of Madhya Pradesh and Chhattisgarh, Haryana, Delhi,
Karnataka and Tamil Nadu and nationwide broadband and long distance networks.

Bharti has recently launched national long distance services by offering data transmission
services and voice transmission services for calls originating and terminating on most of India's
mobile networks.

The Company is also implementing a submarine cable project connecting Chennai-Singapore for
providing international bandwidth.

Bharti Enterprises also manufactures and exports telephone terminals and cordless phones. Apart
from being the largest manufacturer of telephone instruments, it is also the first telecom
company to export its products to the USA.

Bharti Tele-Ventures' strategic objective is “to capitalize on the growth opportunities that the
Company believes are available in the Indian telecommunications market and consolidate its
position to be the leading integrated telecommunications services provider in key markets in
India, with a focus on providing mobile services”.

47
The Company has developed the following strategies to achieve its strategic objective:

 Focus on maximizing revenues and margins;

 Capture maximum telecommunications revenue potential with minimum geographical

coverage;

 Offer multiple telecommunications services to provide customers with a "one-stop shop"

solution;

 Position itself to tap data transmission opportunities and offer advanced mobile data
services;

 Focus on satisfying and retaining customers by ensuring high level of customer

satisfaction;

 Leverage strengths of its strategic and financial partners; and

 Emphasize on human resource development to achieve operational efficiencies.

Businesses
Bharti Tele-Ventures current businesses include -

 Mobile services

 Fixed-line 

 National and international long distance services

 VSAT, Internet services and network solutions 

 Broadband services with DSL and Wi-Fi network

Competitive Strengths
Bharti Tele-Ventures believes that the following elements will contribute to the Company's
success as an integrated telecommunication services provider in India and will provide the
Company with a solid foundation to execute its business strategy:

 Nationwide Footprint - approximately 92% of India's total mobile subscribers resided in

the Company's fifteen mobile circles. These 15 circles collectively accounted for
approximately 56% of India's land mass; 

48
  Focus on telecommunications to enable the Company to better anticipate industry trends
and capitalize on new telecommunications-related business opportunities.

 The strong brand name recognition and a reputation for offering high quality service to
its customers;

 Quality management team with vision and proven execution skills; and 

 The Company's strong relationships with international strategic and financial investors
such as SingTel, Warburg Pincus, International Finance Corporation, Asian
Infrastructure Fund Group and New York Life Insurance.

Brand Architecture:
Bharti is working on a complex three-layered branding architecture — to:

 Create specific brands for each service,

 Build sub-brands within each of these services and

 Use Bharti as the mother brand providing the group its corporate identity as
well as defining its goal to become a national builder of telecoms
infrastructure.

49
Airtel - The flagship brand for cellular operations all across the Indian country.

Touchtel - The brand earmarked for basic service operations.

India One - The brand for national long distance (NLD) telephony

Though the costs of creating new brands are heavy but the group wants to create “distinct
independent brands to address different customers and profiles”.

Brand Strategy:
To understand the brand strategy, let’s first look at the brand building exercise associated with
Airtel — a brand that had to be repositioned recently to address new needs in the market.

When the brand was launched seven years ago, cellular telephony wasn’t a mass market by any
means. For the average consumer, owning a cellular phone was expensive as tariff rates (at Rs 8
a minute) as well as instrument prices were steep — sometimes as much as buying a second-
hand car.

Bharti could have addressed the customer by rationally explaining to him the economic
advantage of using a mobile phone. But Sachdev says that such a strategy would not have
worked for the simple reason that the value from using the phone at the time was not
commensurate with the cost.

“Instead of the value-proposition model, we decided to address the sensory benefit it gave to the
customer as the main selling tack. The idea was to become a badge value brand,” he explains.

So the Airtel “leadership series” campaign was launched showing successful men with their
laptops and in their deluxe cars using the mobile phone. In simple terms, it meant Airtel was

50
positioned as an inspirational brand that was meant for leaders, for customers who stood out in a
crowd.

Did it work? Repeated surveys following the launch showed that there were three core benefits
that were clearly associated with the brand — leadership, dynamism and performance.

These were valuable qualities, but they only took Airtel far enough to establish its presence in
the market. As tariffs started dropping, it became necessary for Airtel to appeal to a wider
audience. And the various brand-tracking exercises showed that despite all these good things,
there was no emotional dimension to the brand — it was perceived as cold, distant and efficient.

Sachdev and his team realized that in a business in which customer relationships were the core
this could be a major weakness. The reason with tariffs identical to competitor Vodafone
telecomm and roughly the same level of service and schemes, it had now become important for
Bharti to “humanize” Airtel and use that relationship as a major differentiation.

The brand had become something like Lufthansa — cold and efficient. What they needed was to
become Singapore Airlines, efficient but also human. A change in tack was important because
this was a time when the cellular market was changing.

The leadership series was okay when you were wooing the crème de la crème of society. Once
you reached them you had to expand the market so there was need to address to new customers.

By that time, Bharti was already the leading cellular subscriber in Delhi with a base of 3.77 lakh
(it now has 1.8 million customers). And with tariffs becoming more affordable — as cell
companies started cutting prices — it was time to expand the market.

How could Bharti leverage this leadership position down the value chain? Surveys showed that
the concept of leadership in the customer’s minds was also changing. Leadership did not mean
directing subordinates to execute orders but to work along with a team to achieve common
objectives — it was, again, a relationship game that needed to be reflected in the Airtel brand.

Also, a survey showed that 50 per cent of the new customers choose a mobile phone brand
mostly through word-of-mouth endorsements from friends, family or colleagues. Thus, existing
customers were an important tool for market expansion and Bharti now focused on building
closer relationships with them.

That is precisely what the brand tried to achieve through its new positioning under the Airtel
“Touch Tomorrow” brand campaign. This set of campaigns portrayed mobile users surrounded

51
by caring family members. Says Sachdev: “The new campaign and positioning was designed to
highlight the relationship angle and make the brand softer and more sensitive.”

As it looks to expand its cellular services nationwide —to eight new circles apart from the seven
in which it already operates — Bharti is now realizing that there are new compulsions to rework
the Airtel brand, and a new exercise is being launched to this effect. Right now, the company is
unwilling to discuss the new positioning in detail. But broadly, the focus is on positioning Airtel
as a power brand with numerous regional sub-brands reflecting customer needs in various parts
of the country.

If Airtel is becoming more humane and more sensitive as a brand, Bharti has also understood
that one common brand for all cellular operations might not always work in urban markets that
are now getting increasingly saturated.

To bring in new customers, the company decided that it needed to segment the market. One such
experiment, launched last year, is Youtopia, a brand aimed at the youth in the 14 to 19 age
bracket and for those who are “young at heart”. With its earlier positioning, Airtel was perceived
as a brand for the well-heeled older customer; there was nothing for younger people. With
Youtopia, Airtel hoped to reverse that.

In order to deliver the concept, Airtel offered rock bottom tariff rates (25 paise for 30 seconds) at
night to Youtopia customers — a time when they make the maximum number of calls. It also set
up merchandising exercises around the scheme — like a special portal for young people to buy
things or bid for goods.

The company is now looking at offering other services at affordable prices to this segment which
include music downloads on the mobile and bundling SMS rates with normal calls to make it
cheaper for young people to use.

The other experiment that Bharti has worked on is to go in for product segmentation through the
Tango brand name. The brand was created to offer mobile users Internet-interface services or
what is known as WAP (Wireless Application Protocol).

The idea was to bring Internet and mobile in perfect harmony. “The name was chosen from the
popular movie title It Takes Two to Tango: basically, you need the two services to tango to offer
customers a new choice”, says Sachdev.

This, however, had less to do with the branding exercise as with inefficiency of service
(accusingly slow download speeds) and the limited utility of WAP services.

52
Subsequently, the ads were withdrawn, but the company re-iterated that the branding exercise
could be revived because Tango will be the brand to offer GPRS services — or permanent
Internet connectivity on the mobile phone — which Airtel is expected to launch soon.

The Magic
Perhaps the more ambitious experiment has been with Magic — the pre-paid card. The idea was
to make the brand affordable, accessible and, most importantly, feasible as a means of expanding
the market even faster.

PHASE I –
Magic was aimed at bringing in infrequent users of a mobile phone into the market and assure
him that he would have to pay only if he made a call. Such a customer used the phone sparingly
— mostly for emergencies — and was not willing to pick up a normal mobile connection with its
relatively high rentals (pre-paid cards do not include rental charges).

To achieve its objectives Bharti did three things.

 One, the product was made available at prices ranging from Rs 300 to Rs 3,000 with no
strings attached and was simple to operate.

 Two, the product was made accessible and distributed through small stores, telephone
booths and even kirana shops so that the offering was well within arms reach.

 Third, to make the product more “approachable” to the customer, the company came with
vernacular ad campaigns

Like “Magic Daalo Say Hello” which appealed to local sensibilities.

This apart, the company roped in Karisma Kapoor and Shah Rukh Khan for a major ad campaign
all across Delhi, a ruse that saw the number of subscribers go up from 5.47 lakh to 1.2 million
today, overtaking Essar’s branded pre-paid card Speed, which was launched much ahead of
Magic. The company is now re-working its Magic strategy even further.

Earlier, the branding strategy was aimed at roping in only interested customers — that is,
customers who were already inclined to opt for mobile services. But now, with basic service
providers having been allowed limited mobility at far cheaper rates, mobile service providers
could find themselves under threat again.

53
That is why the new exercise is aimed at co-opting non-adopters. While the exact strategy is
under wraps, insiders say the new branding strategy would be aimed at offering them value
which they had not perceived would be available from using a pre-paid card.

PHASE II -
Bharti used Airtel Magic to build a strong value proposition and accelerate market expansion
through India’s first national pre-paid card TV brand campaign

 First time ever in India - any pre-paid card brand goes on TV

 A combination of the film genre exposed through the TV medium designed to connect
with the masses of India

 Youth based - romance driven strategy platform makes the value proposition of Airtel
Magic - ‘Mumkin Hai’ come alive

 All elements - user imagery, context, tone & language created to connect the category to
the lives of the SEC B & SEC C segment – the middle class non-mobile user.

 Airtel Magic positions itself on the platform of being excellent for emergency situations -
increasing productivity as a part of everyday life.

 Sharukh Khan makes ‘everything in life possible’ while romancing pretty Kareena
Kapoor with Airtel Magic, India’s leading pre-paid mobile card.  

Airtel today unveiled its strategy for market expansion with the launch of its new Airtel Magic
pre-paid card brand campaign – ‘Magic hai to Mumkin hai’. The strategy is targeted at the non-
user

Segment defined as young adults, 15-30 years of age; in the Sec B & C segment is aimed at
accelerating market expansion. The value proposition is centered around a person’s desire to
make all his / her dreams, ambitions & aspirations instantly possible. The new campaign for
Airtel Magic is all about empowering millions of Indians to be on top of their lives.

The brand is positioned to be relevant to the mass-market who want to make all their dreams,
hopes & desires come alive… instantly. (At just Rs.300/- per month Airtel Magic is so easy to
buy.) Improving productivity, letting you befriend the world and opening up new horizons. It
gives you the freedom to control your life in a way never possible before. Indeed, anything that
you think is possible is possible with Airtel Magic. The new brand slogan ‘Magic hai to
Mumkin hai’ has been specially created to capture this effectively.

54
This strategy is designed to help us talk to this segment directly in the tone, manner & language
of the masses. The “Mumkin hai” value proposition will help us expand the market and gain a
higher percentage of market shares in the process.

The brand ambassadors Shahrukh Khan and Kareena Kapoor embody this ‘can do’ or “Mumkin
Hai” spirit (infact that is the reason they were selected as brand ambassadors). Sharukh rose
from a TV actor to become India’s top film star and national heartthrob. Kareena’s success is
due to her ‘attitude’, talent, hard work and the sheer ability to make a mark in such a short time.
Both these stars have said ‘Mumkin hai’ and made it happen for themselves.

The genre of this new strategy & campaign is Hindi cinema led. This genre connects millions
across India. The spirit of romance, dancing… the Indian cinema, well known to most as
Bollywood, holds millions of Indians together as one.

The new TV campaign of Airtel Magic crafted in the Hindi film idiom, magnifies the
empowering optimism of “Mumkin Hai”, in the endearing situation of a boy-girl romance.
Where Sharukh Khan, sets his eyes on Kareena Kapoor and wins her love with the help of Airtel
Magic. (Poignantly conveying that special feeling we all get when a dream is made possible and
a victory of the heart is won).

The strategy & new brand campaign is targeted at the large untapped base of intending mobile
customers from Sec A, B & C. The estimated addressable market of such customers in the next
two years is around 25 million in Airtel’s 16 states. The new strategy aims at correcting the
perception that the mobile category is useful mainly for ‘business’ or ‘work’ related scenarios.

The new strategy, brand positioning & brand slogan is an outcome of an extensive nationwide
research and is an integral part of Airtel Magic’s new multi-media campaign. The campaign has
been created by Percept Advertising.  

PHASE III -
Bharti used Airtel Magic to build a strong value proposition and accelerate market expansion
through India’s first national pre-paid card TV brand campaign

 First time ever in India - any pre-paid card brand gives such freedom to recharge any
value

 A combination of the film genre exposed through the TV medium designed to connect
with the masses of India

55
  Youth based - romance driven strategy platform makes the value proposition of Airtel
Magic - ‘Aisi azaadi aur kahan?” come alive

 Sharukh Khan Makes ‘everything in life possible’ Airtel today unveiled its strategy for
market expansion with the launch of its new Airtel Magic pre-paid card brand campaign
– ‘Magic Hai to Mumkin Hai’. . The value proposition is centered on a person’s desire
to make all his / her dreams, ambitions & aspirations instantly possible. The new
campaign for Airtel Magic is all about empowering millions of Indians to be on top of
their lives.

Fig: 3.1.3 Management Structure

The group has been structured to create functional and operational specialization with a linear

56
vision of business lines and functional areas.

The Company is headed by Chairman and Group Managing Director- Sunil Bharti Mittal who is
assisted by two Joint Managing Directors- Akhil Gupta and Rajan Bharti Mittal. The Company
also has two Presidents- President Mobile Services and President Infotel Services, this
responsibility includes Fixed-line, Long Distance and Broadband Services. The Presidents report
to the Group Chairman and Managing Director. The head of units and SBUs report to the
respective business's President.

An apex team of Corporate Directors has been constituted. The corporate directors have
supervisory and strategic responsibilities for functional areas across business lines. The directors
oversee functional areas including Business Development, Human Resources, Marketing,
Corporate Communication, IT & Technology, Finance, Legal, Corporate Affairs, Corporate
Strategy & Planning and Supervisory Director cum Chief Mentor - mobility.

BOARD OF DIRECTORS
MR. SUNIL BHARTI MITTAL
MR. RAKESH BHARTI MITTAL
MR. RAJAN BHARTI MITTAL

BOARD OF DIRECTORS

Name Designation
Sunil Bharti Mittal Chairman and Managing director
Ajay Lal Director
Arun Bharat Ram Director
Chua Sock Koong Director
Nikesh Arora Director
N Kumar Director
Pulak Chandan Prasad Director
Rajan Bharti Mittal Director
Lim Chuan Poh Director
Name Designation
Manoj Kohli Joint Managing Director & CEO
Akhil Gupta Director
Bashir Abdulla Currimjee Director

57
Craig Ehrlich Director
Mauro Sentinelli Director
Paul O’Sullivan Director
Quah Kung Yang Director
Rakesh Bharti Mittal Director
Tan Yong Choo Director

58
 INDIAN TELECOM INDUSTRY

"Telecommunications is the backbone of our future economy. International

competitiveness increasingly depends on the development of a telecommunications
infrastructure that is compatible with international standards"

The cellular industry all over the world has been witnessing very high growth rates in
subscriber base in recent years. For developing countries in particular, cellular services are
becoming a very significant proportion of the overall telecom infrastructure. The mechanics of
competition within this market involve complex feedback effects between individual service
providers and with their operating environment, and these forces play an important role in
governing the growth of this industry.

The Indian telecommunications sector has undergone a major process of transformation

because of significant Government policy reforms during the recent years .Although India's
Tele-density has improved from under 4% in March 2001 to over 15% at the end of September
2006, we are way behind other developing nations. The total annual telecom revenue is
estimated to be over Rs 650 bn and the sector can broadly be divided into three segments – basic
telephony, cellular telephony and the Internet.

The cellular telephony segment has emerged as the fastest growing segment in the Indian
telecom industry. The mobile subscriber base (GSM and CDMA combined) has grown from 1.9
m at the end of FY00 to 130 m at the end of September 2006. A slew of tariff reduction in the
past few years has helped the segment to gain in scale. The cellular segment is playing an
important role in the industry by making itself available in the rural and semi urban areas where
teledensity is the lowest.

On the international basic telephony front, the end of VSNL's monopoly in 2002 brought
three private players in the international basic telephony business and the immediate effect was
the fall in tariffs. In the first six months only, the tariffs fell by 50% and the trend is likely to

59
continue. With the most favored customer status given to VSNL by fixed line majors like BSNL
and MTNL going away, the segment has been witness to fierce competition.

Further developments:
 1902 - First wireless telegraph station established between Saugor Islands and Sand heads.
 1907 - First Central Battery of telephones introduced in Kanpur
 1913-1914 - First Automatic Exchange installed in Shimla.
 July 23, 1927 - Radio-telegraph system between the UK and India, with beam stations at Khadki and
Daund, inaugurated by Lord Irwin by exchanging greetings with the King of England.
 1933 - Radiotelephone system inaugurated between the UK and India.
 1953 - 12 channel carrier system introduced.
 1960 - First subscriber trunk dialing route commissioned between Kanpur and Lucknow.
 1975 - First PCM system commissioned between Mumbai City and Andheri telephone exchanges.
 1976 - First digital microwave junction introduced.
 1979 - First optical fibre system for local junction commissioned at Pune.
 1980 - First satellite earth station for domestic communications established at Secunderabad, A.P..
 1983 - First analog Stored Program Control exchange for trunk lines commissioned at Mumbai.
 1984 - C-DOT established for indigenous development and production of digital exchanges.
 1985 - First mobile telephone service started on non-commercial basis in Delhi.

60
 CHAPTER-4
DATA ANALYSIS & INTERPRETATION

61
 DATA ANALYSIS & INTERPRETATION
Table No 1
Survey in Purchase Department:
Option Responses Percentage
Yes 70 70
No 30 30
(Source: Primary data: Questionnaire)

S urvey in P urc hac e Department

G raph No 9.1

30%

Y es No

70%

Figure No. 9.1/7(Source: primary data survey questionnaire)

INTERPRETATION: -
The above pie-diagram shows that 70% of employees of purchase department are highly
satisfied with the Talent Management process. Hence, we can say in Purchase department talent
management is effective process for employee as well as organization.

62
Survey in Finance Department:
Option Responses Percentage
Yes 72 72
No 28 28

(Source: Primary Data: Questionnaire)

Survey in Finance Department

Graph No 9.2

28%

Yes No

72%

Fig
ure No. 9.2/7(Source: primary data survey questionnaire)
INTERPRETATION: -
The above pie-diagram shows that 80% of employee of finance department are highly
satisfied with the Talent Management process, 10%are satisfied, 6% are natural, 4%are
dissatisfied. Hence, we can say in Finance department, talent management is effective process
for employee as well as organization.

63
Survey in Production Department:

Option Responses Percentage

65 65
No 35 35

S urvey in P roduc tion Department

G raph No 9.3

65%
Highlly S atis fied

S atis fied

35%

Figure No. 9.3/7 (Source: primary data survey questionnaire)

INTERPRETATION: -
In Production department we can observe that 65% employee are answering
‘Yes’, they getting exposure to show there talent in company. And 35% employees are
answering ‘No’. means here, more than 60% employee answering ‘Yes’ means process of talent
management is effective in this department.

64
Survey in packing and dispatch Department:
Option Responses Percentage
Yes 86 86
No 14 14

S urvey in pac king and dis patc h

Department

86%
Y es No

14%

Figure No. 9.4/7 (Source: primary data survey questionnaire)

INTERPRETATION: -
In Production department we can observe that 86% employee are answering
‘Yes’, they getting exposure to show there talent in company. And 14% employees are
answering ‘No’. means here, more than 60% employee answering ‘Yes’ means process of talent
management is effective in this department.

65
Survey in Research and development Department:
Option Responses Percentage
Yes 72 73
No 28 15

S urvey in R es earc h and development

Department

72%

Y es No

28%

Figure No. 9.5/7 (Source: primary data survey questionnaire)

INTERPRETATION: -
In Production department we can observe that 72% employee are answering
‘Yes’, they getting exposure to show there talent in company. And 28% employees are
answering ‘No’. means here, more than 60% employee answering ‘Yes’ means process of talent
management is effective in this department.

Employee’s performance before implementing Talent Management concept:

Department Good Bad

66
 Purchase 61 39
Finance 52 48
Production 62 38
R&D 45 55
Dispatch 68 32

100%

90%
B ad
80%

70% G ood

60%

50%

40%

30%

20%

10%

0%
P urc has e F inanc e P roduc tion R & D Dis patc h

Figure No. 9.6/7(Source: secondary data average performance appraisal

report of employee.)

Employee’s performance after implementing Talent Management concept:

Department Good Bad
Purchase 75 25
Finance 90 10
Production 85 15
R&D 80 20

67
 Dispatch 70 30

100%

90%
B ad
80%

70%
G ood
60%

50%

40%

30%

20%

10%

0%
P urc has e F inanc e P roduc tion R & D Dis patc h
Figure
No. 9.7/7(Source: secondary data from average performance appraisal report
of employee.)

INTERPRETATION: -
In above both diagram we can compare performance of all department, before implementing
concept of talent management and after implementing concept of talent management. We can
observe that, performance of all departments is increase after implementing talent management
concept.

CHAPTER-5

68
 FINDINGS,
SUGGESTIONS
CONCLUSIONS

FINDINGS

 Most of the covered companies have talent specific initiative in place (81%) and they
give them top priority in their organization (86%).They also have exclusive staff member
for managing talent initiatives (68%)
 In most of the companies the talent is identified by competencies (42%) and the HR
professional view to increase career growth opportunity.

69
 HR staffs as well as the department heads are responsible for recruiting individuals
(64%)
 Retaining the current talent is top priority for the organization(38%)
 Sales and business development are the two areas where retaining talent is most difficult
 Class room workshop, mentoring and coaching are usually used by the organization to
carry out talent development activities.
 More than 60% of the respondent view organizational culture as a main driving force for
the new talent and for the existing talent. Even rewarding plays a important role (48%)
 Base pay (57%) and Job security (52%) are the two main areas for retaining talent in
coming years. Other than this, training plays an important role in motivating the
employee.
 Organizations are using certification for improving the training programs.
 In more than 90% of the organizations budget for recruiting developing and retaining
employees is going to increase over the next three years

SUGGESTIONS
1) Organization should make research to avoid talent drain.

2) HR Department should interact and expose inbound employee

70
3) Perform various task to motivate employee for work, because various employee can
not work with motivation they just do it, because organization pay for them.

71
 CONCLUSION

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

develop in their areas of expertise and in their careers. A strong HR Community helps create a
strong public service. The goal of talent management is to better understand our people in the
HR Community so we can support professional and career development and align individual
needs and goals with the business focus of HR. We also want to ensure that we as a Community
have the agility to develop people so that we are meeting the future needs of the community and
government and our clients. This first broad sweep of the Community provides a foundation on
which to ensure leadership continuity, knowledge transfer and service continuity. The initial
implementation resulted in a number of important human resource priorities and strategies, such
as performance management, leadership and management development, attraction and retention,
employee learning and development and culture, all of which are supported by the HR Strategy
for the HR Community.
The critical next step in the process is the implementation of the Talent Management
Plan for the HR Community. Individually, members of the community and their managers
should work together to move forward individual career development plans.
The HR Community must work together to promote a talent management mindset,
commit to supporting development as a professional group, and integrate talent management into
the daily fabric of doing business.
1) Recruitment
We understand it help to ensuring the right people are attracted to the organization.
2) Retention

We understand it help to developing and implementing practices that reward and support
employees.
3) Employee development
Talent Management ensuring continuous informal and formal learning and
development.
4) Performance management
Talent Management is specific processes that nurture and support performance,
including feedback/measurement.
5) Workforce planning

It use to make planning for business and general changes, including the older workforce
and current/future skills shortages.

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APPENDICES

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(In this project following form are prepare for survey. )

Company Workshop

Name of Employee:

Roll No.

Department:

Designation:

Joining Date:

Qualification:

Questionnaire:

1) Do you feel satisfaction while you complete your work?

Yes No

2) Can you complete your work within a time?

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 Yes No

3) Can you perform work with interest?

Yes No

4) At any time do you feel that you wasting your time?

Yes No

5) Anywhere do you feel that, you doing a bullock work?

Yes No

6) Do you feel that you select wrong field to work?

Yes No

Any other feedback or suggestions by employee:

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 BIBLIOGRAPHY
I am overwhelmed in presenting my summer project report in AIRTEL PVT LTD
HYDERABAD works for this I wish to express my deep sense of gratitude for following web
sources and authors to take there references for these project.
Books:
1) Human Capital Management ----- Garry Desslar (P 542)
2) Human Resource Management ---- Himalaya Publications (P 386)
3) Human Resource Management --- Oxford Higher education ( p74)
4) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)
Web Sources:
1) Oneclickhr.com
2) Weckipedia.com
3) Google.com
4) Reddiff.com

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