A STUDY ON EMPLOYEE TALENT MANAGEMENT IN SRIRAM

ENTERPRISES AT AMBATTUR
By
R.VIVEKANANDAN
Reg. No: 112419631102
of
SRI VENKATESWARA COLLEGE OF ENGINEERING AND
TECHNOLOGY
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In Partial Fulfilment of the
Requirement For the Award of the
Degree
of
MASTER OF BUSINESS ADMINISTRATION
In (Human
Resources)

ANNA
UNIVERSITY
CHENNAI – 25
APRIL 2021
i
 BONAFIDE CERTIFICATE

Certified that this project report Titled "A STUDY ON EMPLOYEE

TALENT MANAGEMENT IN SRIRAM ENTERPRISES ," is a bonafide
work of R.VIVEKANANDAN (Reg.No.112419631102) who carried out the
research under my supervision. Certified further, that to the best of my
knowledge, the work reported here in does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred an
earlier occasion on this or any candidate.

SUPERVISOR/GUIDE HEAD OF THE DEPARTMENT

Submitted to project evaluation held on at

Sri Venkateswara College of Engineering & Technology,
Thirupachur, Thiruvallur District.

INTERNAL EXAMINER EXTERNAL EXAMINER

ii
 DECLARATION

R.VIVEKANANDAN (Reg.No: 112419631102) Bonafide student of The

Department of Management studies, Sri Venkateswara College of Engineering
& Technology, Thirupachur, Thiruvallur District declare that the project work
entitled, "A STUDY ON EMPLOYEE TALENT MANAGEMENT IN
SIRRAM ENTERPRISES," Carried out for the partial fulfilment of the degree
of "MASTER OF BUSINESS ADMINISTRATION" of the Anna University,
Chennai is my original work.

Place:
Date: R.VIVEKANANDAN

ii
 ABSTRACT

This project entitled on “A STUDY ON EMPLOYEE TALENT MANAGEMENT

IN SRIRAM ENTERPRISES”.

The main objectives of the study is to find out in this study of employee perception
and various challenges of employees talent management system towards organization, to
study the level of employees satisfaction and problem associated with employee talent
management system ,it can help to how the employee talent themselves on their work and
which measures help them to increase their involvement and efficiency. All the data was
collected by questionnaires issued for collecting the information from the employees and I
used descriptive research design for this study.

The various types of statistical tools such as chi square, weighed average method and
correlation method has been used for data analyze and interpretation ,from the analyzes
valuable suggestions and conclusion were given according to the findings which will be more
helpful to the organization to enlarge the employee talent level.

i
 ACKNOWLEDGEMENT

It is my great pleasure to regard my deep sense of gratitude to Honourable Chairman Dr.

K.C. VASUDEVAN Ph.D. and the principal SRI VENKATESWARA COLLEGE OF
ENGINEERING AND TECHNOLOGY THIRUPACHUR THIRUVALLUR for the
patronage and all the facilities offered.

I take my immense pleasure in expressing my sincere thanks to Mrs.P.YASODHA MBA.,

M.Phill., NET (Ph.D.,) Head - Department of management studies, Sri Venkateswara
college of Engineering and Technology, Thirupachur, Thiruvallur, who has certainly helped
in doing this project.

I sincerely thankful to Mrs.V.JHANSI., MBA., PROJECT COORDINATOR for his

valuable guidance to me for doing this project. Also acknowledge profound of gratitude and
sincere thanks to all my faculty members of Management Studies.

I would like to thank my project guide V.JHANSI., MBA., of Management studies, Sri
Venkateswara College of Engineering and Technology, Thirupachur, Thiruvallur.

I would like to express my deep sense of gratitude and heartful thanks to

Mr.M.SATHISHKUMAR HR for their unflinching help, enthusiastic involvement, in
valuable guidance and suggestion given to me in every stage of my project work.

I also thank all the faculty members for giving the necessary support in all forms whenever I
need them. I thank my classmates aspiring to be managers who have taken their best of
efforts tp present this study in a way they can follow and derive maximum benefits. Above all
by no means the least I thank god almighty for being with me from the day one till now.

v
 TABLE OF CONTENT
PAG
CHAPTER TITL
NO E E
NO
Certificate i
Bonafide Certificate ii
Declaration iii
Abstract iv
Acknowledgment v
List of Tables vii
List of Charts viii
CHAPTER I INTRODUCTION
1.1 Introduction 1
1.2 Objectives of the Study 6
1.3 Need of the Study 7
1.4 Scope of the Study 8
1.5 Limitation of the Study 9
CHAPTER II REVIEW OF LITERATURE
2.1 Review of Literature 10
2.2 Industry Profile 17
2.3 Company profile 24
CHAPTER RESEARCH METHODOLOGY 28
III
CHAPTER DATA ANALYSIS AND INTERPRETATION
IV
4.1 Data Analysis & Interpretation 32
4.2 Weighted Average Method 80
4.3 Correlation Method 81
4.4 Chi –Squire 82
CHAPTER V SUMMARY AND CONCLUSION
5.1 Findings 84
5.2 Suggestions 85
5.3 Conclusion 86
Bibliography 87

v
ANNEXURE Questionnaires 88

v
 LIST OF TABLES
TAB PA
PARTICULA
LE G
RS
NO E
N
O
4.1. The Table showing age of the respondents 3
1 2
4.1. The Table showing Gender of the respondents 3
2 4
4.1. The Table showing Marital Status of the Respondents 3
3 6
4.1. The Table showing Year of Experience of the Respondents 3
4 8
4.1. The Table showing Educational Qualification of the Respondents 4
5 0
4.1. The Table Showing Organization Enhance Talent Progress 4
6 2
4.1. The Table Showing Policy On Employee Talent Management 4
7 4
4.1. The Table Showing Talent Using at What Extent By The Organization 4
8 6
4.1. The Table Showing Satisfy With The Work 4
9 8
4.1. The Table Showing Your Talent Has Identified by Organization 5
10 0
4.1. The Table Showing Recruitment Method Efficient & Suitable 5
11 2
4.1. The Table Showing Company Plan To Help The Employee 5
12 4
4.1. The Table Showing Training To Enhance The Skill 5
13 6
4.1. The Table Showing Last Benefit For The Ideas In An Organization 5
14 8
4.1. The Table Showing Training For Develop Talent 6
15 0
The Table Showing Organization Have Rewarding Motivating And Retaining
4.1. 6
16 Talent 2
4.1. The Table Showing Level Of Satisfaction To Pay Benefits 6
17 4
4.1. The Table Showing Working Environment Is Highly Satisfied 6
18 6
4.1. The Table Showing Comfortable Sharing The Opinions At Work 6
19 8
4.1. The Table Showing Empowered Encouraged To Solve Problems 7
20 0
4.1. The Table Showing Strong Sense Of Personal Satisfaction 7

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 21 2
4.1. The Table Showing Different Ideas Are Valued In This Organization 7
22 4
4.1. The Table Showing Work Is According To Qualification 7
23 6
4.1. The Table Showing Satisfied With The Current Job 7
24 8

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 LIST OF CHARTS
CHART PARTICULA PAGE
NO RS NO
4.1.1 The Chart showing age of the respondents 33

4.1.2 The Chart showing Gender of the respondents 35

4.1.3 The Chart showing Marital Status of the Respondents 37

4.1.4 The Chart showing Year of Experience of the Respondents 39

4.1.5 The Chart showing Educational Qualification of the Respondents 41

4.1.6 The Chart Showing Organization Enhance Talent Progress 43

4.1.7 The Chart Showing Policy On Employee Talent Management 45

The Chart Showing Talent Using At What Extent By

4.1.8 47
The Organization
4.1.9 The Chart Showing Satisfy With TheWork 49

4.1.10 The Chart Showing Your Talent Been Identified by Organization 51

4.1.11 The Chart Showing Recruitment Method Efficient & Suitable 53

4.1.12 The Chart Showing Company Plan To Help The Employee 55

4.1.13 The Chart Showing Training To Enhance The Skill 57

4.1.14 The Chart Showing Last Benefit For The Ideas In An Organization 59

4.1.15 The Chart Showing Training For Develop Talent 61

The Chart Showing Organization Have Rewarding Motivating

4.1.16 63
And Retaining Talent
4.1.17 The Chart Showing Level Of Satisfaction To Pay Benefits 65

4.1.18 The Chart Showing Working Environment Is Highly Satisfied 67

4.1.19 The Chart Showing Comfortable Sharing The Opinions At Work 69

4.1.20 The Chart Showing Empowered Encouraged To Solve Problems 71

4.1.21 The Chart Showing Strong Sense Of Personal Satisfaction 73

4.1.22 The Chart Showing Different Ideas Are Valued In This 75

Organization
4.1.23 The Chart Showing Work Is According To The Qualification 77

4.1.24 The Chart Showing Satisfied With The Current Job 79

x
 CHAPTER 1
INTRODUCTION
A conscious, deliberate approach undertaken to attract, develop and retain people with the
aptitude and abilities to meet current and future organizational needs. Talent management
involves individual and organizational development in response to a changing and complex
operating environment. It includes the creation and maintenance of a supportive, people
oriented organization culture
It’s important to note that some organizations associate the term talent or talent
management only to key performing individuals. However, it is essential to remember that
each one of us has some talent potential and hence it should not be restricted to the very few.
Nevertheless, it is highly likely that more attention is going to be paid to employees with high
potential or exceptional skills.

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,
learning management, compensation, succession planning etc.

Talent management has a number of benefits to offer such as employee engagement,

retention, aligning to strategic goals in order to indentify the future leadership of the
organization, increased productivity, culture of excellence and much more.

In today‘s challenging business environment of going global and competition becoming

intense, organizations have mounting pressure to perform better than before. Over the years,
creation and preservation of knowledge has become a key tool in accelerating
competitiveness and enhancing organizational capabilities to respond to market changes
(Bryan, 2004)., wherein employees‘ skills and personalities are 2 appropriately deployed to
optimize performance, is a critical and difficult task. Furthermore, identifying and developing
executives who have leadership potential, like every other vital strategic function, is a
demanding process that is equal parts of Arts and Science (Judy Klein and Stephen A. Miles,
2003)

To carry out this mission, organizations should develop and deploy talented people who
can articulate the passion and vision of their organizations. Though operating excellence,

1
technical competence, marketing savvy, energy and drive are always important, talent-
intensive organizations also require soft skills that facilitate execution across departments.

Not only Software and BPO Companies, no organization can rest in peace under the
assumption that once they have recruited the employee in place, their job is done. The real
challenge that is faced by these industries is not hiring the right person for the right job,
neither their Performance Management System, nor their Work Climate nor Culture, but in
retaining the employee. It is proven beyond argument that it is the people who make or break
the organization.

Managing the talent of key employees is critical to achieve the success in long-term by
any organization.

Talent management involves individual and organizational development in response to a

changing and complex operating environment. It includes the creation and maintenance of a
supportive, people oriented organization culture.

Meaning of Talent Management

The term Talent Management is being used to describe sound and integrated human
resource practices with the objectives of attracting and retaining the right individuals, for the
right positions, at the right time. Organizations are run by people, and the talent of these
people will determine the success of organizations. So, talent management is management‘s
main priority (Michaels, Handfield-jones, H. & Axelrod, 2002). Today‘s businesses face
increased global competition, shifting markets, and unforeseen events. No wonder they are
finding it more difficult than ever to attract, develop, and retain the skilled workers they need
(McCauley & Wakefield, 2006). Talent management is ―a conscious 4 and deliberate
approach undertaken to attract, develop and retain people with the aptitude and abilities to
meet current and future organizational needs‖ (Derek Stokley).

Talent management, also known as Human Capital Management, is the process of

recruiting, managing, assessing, developing, and maintaining an organization‘s most
important resource – i.e. its people (Bhatla, 2007). Talent management initiatives must
involve dialogue and engagement with business in order to hire, retain and develop the talent
that is needed to achieve the business goals. (HR Focus, 2008). Talent management involves
individual and organizational development in response to a changing and complex operating

2
environment. It includes the creation and maintenance of a supportive and people oriented
organization culture.

Talent Management refers to identifying the employee talent and utilizing it effectively
and retaining the same talent to compete with similar organizations. Talent is a competitive
advantage. According to New Value Systems will converge and reinforce each other, creating
a company capable of winning big Most of the 5 organizations fail to identify the suitable
candidates at the first place, and in case they do identify they fail to retain them.

As per knowledge infusion, talent management‖ is defined as the integrated process of

ensuring that an organization has a continuous supply of highly productive individuals in the
right job at the right time

Talent Management is on HR professionals‘ minds these days, as HR works to obtain,

retain and develop manpower. For talent management to be effective, what is important is to
hire employees who seem to be the best fit in the organization. Organizations are taking steps
to manage talent most effectively and also to develop their own employer brand. These
brands simplify decision-making and communicate the value they create for their customers.
Likewise, employees also identify themselves with certain organizations (Shravanthi and
Sumanth, 2008)9 especially in the light of forecasted labour shortage. Organizations that
formally decide to "manage their talent" undertake a strategic analysis of their current HR
processes. This is to ensure that a co-ordinated, performance oriented approach is adopted.

Quite often, of late organizations are adopting a Talent Management approach and are
focusing on co-coordinating and integrating various aspects, such as:

Recruitment, Retention, Employee development, Leadership and "high potential

employee" development, Performance management, Workforce planning and Culture.

The Researcher found from the present study that, there is a tremendous change in
human resources in the past decades. The reasons behind are the changes in technology and
global economic environment. Even though organizations are aware of the need for human
talent they were neglecting it all these years without giving comprehensive outlook

The novel Economy is a different place from the aged one and requires a shift in value
systems to become accustomed. To deal with this changing world the present age bracket

3
needs to be aware of its contributions, developments and ability to manage both the present and
future.

Therefore, it is important for the organizations to develop adequate and appropriate plans
and put in efforts to attract the best pool of available candidates, and also to nurture and
retain the current employees.

Talent Management Models

Researcher found in the study that, to manage talent effectively, organizations have to
follow certain models which help them in smooth functioning. The following are the two
models identified in the study which are explained in detail:

Talent management is a continuous process that plans talent needs, attracts the very best
talent, speeds time to productivity, retains the highest performers, and enables talent mobility
across the organization. In order to successfully balance the notion of talent supply with
business demand, there must be a match between capabilities and needs.

Knowledge infusion was approached to different talent management centers on the

concept of talent DNA. In order to successfully balance the notion of talent supply with
business demand, knowledge infusion breaks down the talent DNA model into three parts.

Talent management, on the other hand, focuses on enhancing the potential of people by
developing capacities. Capacities are the basic DNA of an organization and also of individual
potential. In fact, the following appropriately describes the role of talent management:

Organizational culture assumes immense significance as a central theme for attaining

competitive advantage. Organizational culture is hypothesized to play a decisive role in the
development of a unique corporate identity, which in turn provides organizations with the
opportunity to leverage their corporate identity to achieve strategic 22 leadership. Cultural
influences have a strong bearing on the character and persona of an organization.

4
Process of Talent Management:

The HR managers today are required to identify the talent gap and forecast the shortfalls
in advance based on their experience and based on the changes taking place in the
organization. They have to focus their plans and initiatives to help improve the availability of
needed talent and knowledge. Recent surveys indicate that more than 62% HR managements
are worried about the shortages of Talent company -wide. HR Manager should keep in mind
the following factors which are responsible for employees to change jobs frequently

 Rapid changes in the world economy.

 Strong and continuous economic growth
 Globalization making easy the business boundaries
 Most competitive job market
 New competency requirements
 Rise in the outsourcing and off shoring
 Unexpected economic melt down and recession.
 Cascading effect of the above factors on employment potential resulting
inwage cuts, lay offs, pink slips etc.

5
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE :
 To study the Employee Talent Management in Sriram Enterprises

SECONDARY OBJECTIVES :
 To study the level of employees satisfaction and problem associated with employee
talent management system.

 To study the employees perception and various challenges of employee talent

management system.

 To know greater company loyalty and retention of talented employees.

 To suggest improve the morale and job satisfaction among employees.

6
 NEED OF THE STUDY

● Talent management is gaining increased attention.

● Talent management brings together a number of important human resources (HR)
and management initiatives.
● Organisations that formally decide to "manage their talent" undertake a strategic
analysis of their current HR processes.
● This is to ensure that a co-ordinated, performance oriented approach is adopted.
● Organisations adopting a Talent management approach will focus on co-
coordinating and integrating.

7
 SCOPE OF STUDY

 Identifying the Talent which is required

 Right Selection of the Talent
 Implementing competitive compensation plans
 Training and continual development of Competencies
 Practicing state-of-the–art performance appraisal systems

8
 LIMITATIONS OF THE STUDY

 A core drawback of talent management for small companies is that the programs
are often developed and coordinated by human resources professionals.
 Small businesses may struggle to bring in and develop enough effective store
managers or business unit leaders to complete with other small companies as well
as larger competitors.
 Several workplace realities impede the impact of talent management. Many small
businesses rely on part-time and temporary workers.
 The time, resources and financial costs to operate a talent management program
can be high.
 HR needs with the goals and vision of the organization, and ensure that top
performers are recruited, developed and retained.

9
 CHAPTER II
REVIEW OF LITERATURE

Book Review:
Michaels E, Handfield-Jones H and Axelrod B, (2001) have explained the importance
of rewards and recognition in talent management practices. They pointed out “While it takes
more than money to build a winning EVP (Employee Value Proposition), if employee don’t
stay competitive with the market price for the best managerial talent, employee will have a
hard time.” Just as pricing of services to customers constant attention and updating, the
financial dimension of these employment package always going to provide a baseline for the
brand. While reward is the major symbol of recognition, it is only one of them. Survey after
survey reveals that recognition is one of the most critical factors in employee motivation.
Feeling valued (particularly for the discretionary effort) is a critical Please purchase PDF
Split-Merge on www.verypdf.com to remove this watermark. 33 factor in employee
engagement and recognition. Whether through prize giving or incentive schemes, or a general
management tendency to offer praise for work well done, recognition is one of the simplest
and most direct ways of demonstrating the people matter.

Barlett & Ghoshal (2002) explores with general products saying, the culture cannot be
imitable if it is going to be sustainable. This research suggests that if firms can modify their
cultures to improve not only financial results but also increase engagement and still maintain
a culture that is imperfectly imitable, it will sustain superior performance. Here is where
HR/OD can play a pivotal role in developing this type of sustainable culture. HR/OD must
undertake the objective to help management develop an engaging, motivating and bonding
culturenecessary to attract and keep talented employees.

Heather A. Earle, (2003) examines the characteristics of the different generations that
currently make up the workforce and discusses the expectation of employees from their
employers and also from their work environments. It also delves into the role the workplace
plays in recruitment and retention and the way in which it can be used to improve an
organization’s corporate identity. It then looks at what types of perks are actually valued most
by employees, and explores how the physical environment can be aligned to help and shape a
company’s organizational culture and facilitate the communication, teamwork and creativity
that are necessary to sustain a culture of continual innovation.

1
 Punita Jasrotia, (2003) explores that “The IT industry being people oriented, what
differentiates the best from the rest the quality of human capital in every organization”. While
there is plenty of talent available, the difficulty comes in finding the talent with best fit to the
organization. Potential employees would like to associate themselves with companies which
have a “brand” of success, leadership, people development initiatives and also instill a deep
sense of pride and commitment. Not much effort has been made by organizations to improve
their corporate image internally.

Rochelle Turoff Mucha(2004), opines that talent had become the driving force for
business success. In both uncertain economic times as well as at the height of a boom,
effective talent management is essential for achieving organizational excellence. It also
mainly focused on aligning existing performance appraisal processes with the creation of
potential identification processes. It also found that once an organization has assessed its
future needs and roles, then it is ready to identify and match individuals to sweet spot. The
sweet spot describes a model that positions the best person in the job for them.

According to Swapnika C and Amitabh Kondwani,(2005) high performance

organizations are built around elements such as innovations, values, purpose, leadership, and
trust. However, the core element, which acts as a dynamo, is “people” where they bring best
performance processes. Therefore, people management practices must be revamped and
synthesized to form high performance work systems. High performance work systems are a
management approach in achieving optimal “fit” among people, technology, work, and
information-social and technical subsystems.

Cindy McCauley and Michael Wakefield (2006) explained that talent management
processes include workforce planning, talent gap analysis, recruiting, staffing, education and
development, retention, talent reviews, succession planning and evaluation. It also found that
to drive performance, deal with an increasingly Please purchase PDF Split-Merge on
www.verypdf.com to remove this watermark. 34 rapid pace of change, and create sustainable
success, a company must integrate and align these processes with its business strategies. By
assessing available talent and placing the right people in their best roles, organization can
survive and thrive in today’s increasingly competitive markets.

1
 Chartered Institute of Personnel and Development, CIPD (2008) has published a
guide on Employer branding. According to the guide, Talent management is an investment
that should and must demonstrate a return comparable to other forms of business investment.
To prove a talent’s effectiveness and demonstrate its ROI, organizations need to accurately
measure their current performance in recruitment and retention. Engagement – and the
financial value of engagement – can be accurately measured.

Julia Christensen Hughes and Evelina Rog(2008) opines that Talent management is an
espoused and enacted commitment to implementing an integrated, strategic and technology
enabled approach to human resource management (HRM). This commitment stems in part
from the widely shared belief that human resources are the organization’s primary source of
competitive advantage; an essential asset that is becoming an increasingly short supply. The
benefits of an effectively implemented talent management strategy include improved
Employee recruitment and retention rates, and enhanced employee engagement. These
outcomes in turn have been associated with improved operational and financial performance.

Gordon Barker(2009) had described that the increased importance of performance

management is designed to ensure that the best people feel valued and the cost of
underperformance is removed quickly from the business. It was found that the restrictions on
the ability to buy in new talent mean that HR is being tasked with providing enhanced ways
of identifying, developing and retaining high performers.

Patrica K. Zingheim, Jay R. Schuster & Marvin G.Dertien. (2009) provides an insight
how the top executives of fast-growth companies have managed the transition from startup to
sustained fast growth from the standpoint of talent-management strategies, practices and
programs. The leadership challenge is to sustain business growth and success while
stabilizing a workforce of high performing key talent who possess the company's core
competencies. To do this, organizations have chosen an integrated view of total compensation
and total rewards, including training, development and career opportunities as their
performance-based compensation approaches.
Sanne Lehmann (2009), had explored in his study that talent management had become a
prioritized area, and IT and performance systems have been set up to support the
advancement of talents. However, performance appraisals being the main mechanism to
reward knowledge workers implies that the focus on financial achievements is forwarded into
the motivational structure of firms promoting an environment of competition and control.

1
 Gaye Karacay-Aydin (2009) had analyzed the under-researched effects of mentoring on
talent management among female employees and employees from less advantaged
socioeconomic backgrounds. It examined the moderating effects of gender and
socioeconomic background; and talent management highlights the positive outcomes of
mentoring for women and employees from disadvantaged backgrounds. It also found how to
use mentoring programs to attract, retain ,motivate, and develop these talent pools. This is the
first conceptual paper that ties mentoring applications with talent management programs for
the identified employee groups.

Jeanne Harris, Elizabeth Craig and Henry Egan(2010) opined that a strategic
approach to managing analytical talent have considered the needs of the entire enterprise. It
was found that by building and aligning the four key talent management capabilities–defining
needs, discovering new sources, developing capabilities and deploying effectively–
organizations can maximize the strategic impact of their analytical talent and continually
expand the organization’s collective analytical capabilities. That is, they can build a talent-
powered analytical organization.

Ahmad Yousef Areiqat, Tawfiq Abdelhadi, Hussien and Ahmad Al- Tarawneh
(2010) opines that the process of recruiting talented employee requires the best practice of
human resources management in business organization, based on a strategic issue. And this
includes distinguishing between a recruiter and talent scout. Employee who got recruited
must start to build himself and his own talents, when this happens they can develop posture to
help themselves in performing their tasks. This is because the recruiter does not take the time
to actually get to know a person or even ask them what they are interested in, or what their
goals are, or what sort of talents they even have. All they want is the sign up. The thrill of
sign up is a rush for them.

Peter Cheese (2010) opines that attracting and retaining the talent businesses need, will
require renewed focus and energy on employee value propositions, with greater flexibility to
attract increasingly diverse talent. Responsible and sustainable business is going to play an
increasingly important Please purchase PDF Split-Merge on www.verypdf.com to remove
this watermark. 43 part in this, not just in terms of environment, but social and economic
responsibility. Many more people will be making decisions about employers based on these
characteristics than in the past.

1
 Mark L.Frigo, John D.Rapp and Roy W.Templin(2011) opined that the benefits of
transformation center on employee engagement and talent had made the system for attracting
and retaining talent at all levels of the organization. It was found that Employee satisfaction
with professional development opportunities increased from approximately 55% in 2006 to
85% in 2010. Retention of leadership development employees went from less than 25% in
2005 to greater than 85% in 2010.

Santhoshkumar. R. and Rajasekar. N. (2012) opines that creativity and innovation,

leadership, teamwork, interpersonal sensitivity, personal motivation, association and team
spirit play an important role in influencing the talent in the organization. It was also found
that there is no significant difference between the opinion of automobile industry and IT
sector employees with regard to a set of factors which constitutes talent management
practices. The study helps the company to retain the present talented workforce and stop them
from quitting the organization. Critical talent has been defined and identified covering all
staff-level Please purchase PDF Split-Merge on www.verypdf.com to remove this watermark.
45 positions in line with company’s requirements and capabilities in order to select perfect
and highly skilled employees for the organization.

General Review:

This has been the go-to resource for HR professionals, CEO’s and business leaders who
want to take the lead in building a diverse, talented, and motivated workforce. Each section of
this book offers state-of-the-art processes, step-by-step practical management tools and
techniques, and up-to-the-minute resources that will equip you to discover and develop new
talent, inspire and train future leaders, reward and retain the top talent and plan a culture of
organizational excellence.
Written by two HR practitioners who have implemented these programs in Fortune 100
and Fortune 500 companies, Building Tomorrow’s Talent provides practical ideas and tools
to help others create and enhance these programs in their own organizations. This is a user-
friendly guide that provides you with step-by step instructions for starting talent management
programs from the beginning, or taking an existing program to the next level. Building
Tomorrow’s Talent represents a landmark book in the field of succession planning and talent
management.

1
 Best Practices in Talent Management includes the most relevant thinking, tools, models,
instruments, and case studies necessary to identify, lead, and manage talent within an
organization. With a focus on results, this book provides insights from thought to leadership
for real-world talent management practices.

The ideas, principles, and approaches outlined in Effective Talent Management will
enable the reader to understand the strategic nature of talent and design a response that meets
the needs of their own organization. Case studies are provided in this book to illustrate the
concepts and proven methodologies guide the day-to-day practice of the reader. Content
provided in Effective Talent Management will link the strategic intent of HR with the
practical actions it takes to make a positive impact on the business’s results.

It includes case studies and interviews with executive board and C-suite level individuals
that provide a rare insight into how they’ve implemented approaches in their organizations to
improve the bottom line and performance. Strengths-Based Recruitment and Development
shows how strengths-based talent management goes beyond simply recruiting the right
people to creating a strategy and culture that has a transformational effect on organisational
culture and results.

A search for knowledge cannot yield something meaningful if its relationship with the
existing knowledge has not been examined. A research study is never conducted in a vacuum.
So attempt should be made as for as possible, to find out to what has already been done, what
is still to be done and in what way the proposed study is going to search for the new. Review
of literature is one of the most important early steps in a research study. It is designed to
identify related research studies articles, to set the current research study within a conceptual
and theoretical context. When looked at that way, almost no topic is so new or unique that
you cannot locate relevant and informative related literature. Literature reviews are academic
documents that researcher writes in order to provide a critique of an element of literary work.
However, a literature review is an assignment in which research students not only need to
read and understand a literary work but they also need to think critically about specific
themes, ideas, and information presented in the work. Writing a literature review is an
essential part of the research paper. A literature review requires the knowledge of some
concrete piece of literature

1
 Over the years, talent management has evolved, along with expanding responsibilities and
sophistication of the HR profession to be incorporated into the goals and strategy of an
organization. Talent management has moved away from being an administrative process to a
continuous organizational practice with a strategic focal point that drives organizational
outcomes. The treasure of talent is now hunted in the famous talent wars. It is the top
business priority for leaders, surpassing the growth as a commercial objective, according to a
new international study.

Talent management is the ability to create ad use talent to achieve organizational

objectives. The term covers a wide range of talents such as technological talents, managerial
talents etc. Talent management is the proven practice of using interconnected human resource
processes to provide a simple fundamental benefit to any organization.

The tem talent management means different things to different organizations. To some
it is about the management of high worth individual or the talented, whilst to others it is about
how talent is managed generally-i.e. on the assumption that all people have talents which
should be identified and liberated.

Talent management is the last major business function to be automated with

comprehensive Data capture and analytics. As a result, many companies know more about
their laptops than their people. This concept refers to the anticipation of required human
capital the organization need at the time then setting a plan to meet those needs. Talent
management in this context does not refer to the management of entertainers.

1
 INDUSTRY PROFILE

The global sheet metal market can be bifurcated into automobile, aerospace, building &
construction for roofing/ panels etc, steel pipes and tube industries, Air Conditioning Ducts
Pipe, agricultural machinery, shipbuilding, and others machinery viz industrial, chemical,
pharma, food, etc as well as in in furniture, utensils, consumer durable and electronic and
computer industry, etc. The products are used in large volumes. Steel sheets of various
grades, stainless steel, Aluminum and brass, copper etc sheet metals parts are being
consumed in variety of equipment.

The global sheet metal equipment market is growing steadily since last decade and
will post a CAGR of almost 7% by 2020. The market analysis identifies the growing demand
for fabricated metal products. Though most manufacturing companies produce only a limited
range of products, the requirement of fabricated metals has been considerably high in
automotive and consumer durable/ appliances segments and other local machinery segments.
The market of sheet metal fabricators and part manufacturers appears to be fragmented as
competition among the major vendors in the market is quite intense in automotive and
consumer durable market leaving out several industrial and electronics product market having
huge demand that is still not met fully by local vendors.

The industry has several regional and local vendors offering customized parts having
reasonable volumes at a comparatively lower cost, in turn, posing a stiff competition to
international vendors. Though there are entry barriers for in terms of quality, features,
functionalities, and services. The introduction of new products in computer, electronic,
kitchen appliance, etc will generate new demand with new features and technologies that can
be tapped by new units and offer competition to existing vendors.

Precision Sheet metal components and structures are having wide use in industrial and
machinery manufacturing activities.

The main industries that require the sheet metal components are all types of
automobile, off road, heavy vehicles for body and other components, domestic white goods,
electronics for equipment chassis, material handling and mining, electrical control panels and
internal components like cable trays, rails etc., Industrial machine casings, guards, housing
and construction industry, medical equipment, defense and aviation sector.

1
 All of these sectors are undergoing rapid growth in our country. Also there is good
scope for exports of precision sheet metal components for diverse applications in electrical
and electronic etc.

The entrepreneur should develop precision products in different industry sectors for
diverse application and emerge as innovative and reliable supplier for success.

Sheet metal is metal in the form of thin, broad sheets. Sheet metal itself is seldom a
finished product. Rather, manufacturers use it to create many different products in a wide
range of industries. Some of these include aerospace, automotive, communication, computer,
construction, electronics, food processing and storage, military, and pharmaceuticals.

Products Produced

Precision sheet metal fabrication service providers can use their capabilities to create
a wide variety of parts and products. Examples of some of these parts and products include
metal furniture (stainless steel storage units, metal cabinets, steel shelving, etc.), stairwell
railings, fencing and cages, HVAC industry parts (ductwork, grating, venting, etc.), lighting
hoods, scissors, structural elements (stainless steel bridge skeletons, aircraft framework, etc.),
and silverware.

Once you have written down all of your specifications, you can start looking at the sheet
metal fabrication suppliers that we’ve listed. Use your specifications list as a guide. Compare
and contrast the capabilities and offered sheet metal fabrication services of each supplier with
what you have written down. Based on that, pick out three or four suppliers in which you are
interested. Then, reach out to each supplier and discuss your application at length. After you

1
have spoken with representatives from each supplier, decide which company can best fit your
needs, and go with them.

Aluminum’s properties make it ideal for uses that vary widely across industrial,
commercial, and consumer applications, including:

 Aerospace, which uses aluminum’s weight-to-strength ratio and corrosion resistance

for wings, fuselages, and parts.
 Packaging, including cans and foil, which rely on aluminum’s easy workability,
softness, and durability.
 Automotive applications, which use aluminum to absorb crash forces. It is also used
to make car bodies and components lighter and therefore more fuel efficient.
 Construction, where aluminum acts both as decoration and as structural material
thanks to its energy efficiency and sustainability.
 Electronics and electrical applications. Power grids use aluminum wiring and
conductors in power grids. Consumer electronics like refrigerators and laptops use the
metal thanks to its thermal abilities, light weight, and structural strength.

The aluminium scenario has undergone tremendous changes in recent times. There is
now great scope for growth ofthe industry because of diversified applications and forward
looking linkages. Developing the production and its use is an impelling and compelling
necessity which spells out India’s thrust for dominant position in Africa, South East Asia and
other Middle East countries. India’s aluminium is one of the most economic among other
leading producers of USA, France, Australia, Jamaica, China and Brazil
The Indian aluminium industry seems well set after passing through a bad time in
1992 and 1993. After that domestic industry has experienced steady fortunes characterised by
balanced demands and discernible short falls. In the world, here are about 3000 fields where
aluminium can be applied. Although only 300 fields have been explored in India, it is likely
that the ongoing reforms and the integration of economy would further create an increasing
awareness about newer applications more than the present application in the field ofbuilding
and construction, transportation, packaging, general engineering, aircraft manufacturing, rail,
electricity industries etc1
The potential for the growth of the aluminium industry in this country is not only
unlimited but also very much wanted. The present installed aluminium and primary
aluminium capacity in the country is around 1.7 and 0.63 mtpa. Today there are five

1
operators with six alumina plants and seven aluminium smelters. The last greenfield
production was commissioned in 1987 after the first birth of industry in 1943. While three
private sector players contribute to a share of 41 per cent in the alumina and 50 per cent in the
primary metal market,
The present operating costs of these establishments, are even though competitive in
the overall sense, much is required to be done to make them really effective. In the present
challenging and exciting scenario the aluminium industry has unprecedented potential for
growth in each and every sphere of aluminium activity. Improvement of the financial position
of manufacturers, rationalisation of export and import policies, having state-of-the-art
technology and efficiency in management have favoured alround growth and progress. It has
given the products of international acclaim, thereby meeting both the domestic demand and
tap the vast export market potential. The metal is already set to play a key role in the progress
of industrial development in India because it serves as a basic input for a number of industries
apart from its use as a metal. Starting from household utensils , it has made its way high up
into space. Aluminium, indeed, a very versatile metal can be termed as a metal of opportunity
with a host of areas and methods of application.
This wonder metal is light, ductile, good conductor of electricity and heat, non-
magnetic, non-toxic durable and decorative. It can be alloyed with copper, manganese, zinc,
silicon, magnesium etc. to form various kinds ofrolled products, extrusions and drawn
products. The metal is environmental friendly that can be called “ Green Metal” also. Besides
its longevity cycle, aluminium is more an energy saver than an energy consumer as often it is
accused of with all these virtues, it has right to become the thrust non-ferrous metal of the
future and to be called “metal of the millenniums

Design

When deciding how to fabricate a custom metal part or parts, manufacturers factor in
specifications like product purpose, required product strength, product quantity request,
standard requirements, required material characteristics (corrosion resistance, impact
resistance, heat resistance, etc.), and the like.

Sheet metal fabricators can create virtually any piece of custom sheet metal or custom
sheet metal products. They can vary custom products by shape, size, complexity, materials,
and more. To find out more about custom fabrication, talk to your potential suppliers.

2
 Machinery Used

Sheet metal fabricators may perform sheet metal fabrication manually or with the
guidance of a computer operated (CNC) machine. Sheet metal fabricators have at their
disposal a wide range of equipment in their sheet metal fabrication shops. Some of the many
machines that sheet metal fabricators use, CNC controlled or otherwise, include punch and
die machines, automated lines, press brakes, and various tools, such as drills and laser cutters.

Punch and die machines form products from sheet. To use them, manufacturers first
secure one or more flat metal sheets on a designated surface. Once the workpiece is in the
place, the punch comes down and literally punches the metal sheet. The metal then deforms
and takes on whatever shape the punch has. Alternatively, manufacturers can place metal
sheets on top of a die, and then use a press brake to press the metal into the die.

Automated lines are assembly lines that use robot workers instead of humans.
Automated lines are incredibly efficient, and less likely to yield errors. They are most
common in large factories.

Press brakes are machine brakes that metalworkers use to bend sheet metal. Often,
metalworkers use press brakes in conjunction with other equipment, like shaped dies or
punches.

Drills are cutting tools with rotating tips that manufacturers use to create holes in
material.

Laser cutting tools use laser beams to make extremely clean, high quality cuts.

Variations and Similar Processes

As we noted earlier, some of the basic sheet metal fabrication and machining
processes (CNC or manual) include bending, drawing, flanging, stretching, punching,
shearing, and spinning.

Bending is typically carried out on a standard die set, where the most common bends
produced include C-shapes, V-shapes, and channel shapes. During bending, the bending
machine bends or deforms the metal along a straight line.

2
 Drawing, as well as deep drawing, are stamping processes that transform flat sheet metal
into any number of three-dimensional forms.

Flanging is another stamping process. During flanging, manufacturers bend material

along a curved line.

Stretching is yet another stamping process. Stretching involves clamping flat sheet metal
around its edges and then stretching it to create products like smooth auto body parts.

Punching pierces sheet metal when, after the metal has been placed between a punch and
a die mounted in a press, the press pushes the punch into the die with enough force to create a
hole. In addition, sometimes, the punch and die “nest” together to create a depression instead
of a hole in the metal. Punching should not be confused with perforating, which is a process
that produces multiple small holes on a flat surface.

Shearing is a cutting method that uses large shears to slice into sheet metal. Next,
spinning uses rigid tools or rollers to hold a heated sheet in place against a rotating form, or
mandrel, where it stretches it until it forms a tubular part. Most often, manufacturers use this
process to fabricate satellite dishes, metal kitchen funnels, rocket motor casings, and missile
nose cones.

Some other sheet metal fabrication and machining processes include wheeling, water
jet cutting, rolling, roll forming, press brake forming, photochemical machining, laser cutting,
ironing, incremental sheet forming, hemming and sealing, hydroforming, expanding, curling,
and decambering.

Things to Consider

To find the best supplier for you, we recommend that you check out the list of quality
sheet metal fabrication suppliers that we have posted on this page.

Before you start looking over our list of suppliers, take some time to write down your
specifications, questions, and concerns. Make sure to include information like your budget,
your timeline/deadline, your quality standard requirements, your delivery preferences, and
your post-delivery preferences (installation assistance, parts replacement, maintenance, etc.).

Once you have written down all of your specifications, you can start looking at the
sheet metal fabrication suppliers that we’ve listed. Use your specifications list as a guide.

2
Compare and contrast the capabilities and offered sheet metal fabrication services of each
supplier with what you have written down. Based on that, pick out three or four suppliers in
which you are interested. Then, reach out to each supplier and discuss your application at
length. After you have spoken with representatives from each supplier, decide which
company can best fit your needs, and go with them.

Aluminum’s properties make it ideal for uses that vary widely across industrial,
commercial, and consumer applications, including:

 Aerospace, which uses aluminum’s weight-to-strength ratio and corrosion resistance

for wings, fuselages, and parts.
 Packaging, including cans and foil, which rely on aluminum’s easy workability,
softness, and durability.
 Automotive applications, which use aluminum to absorb crash forces. It is also used
to make car bodies and components lighter and therefore more fuel efficient.
 Construction, where aluminum acts both as decoration and as structural material
thanks to its energy efficiency and sustainability.
 Electronics and electrical applications. Power grids use aluminum wiring and
conductors in power grids. Consumer electronics like refrigerators and laptops use the
metal thanks to its thermal abilities, light weight, and structural strength.

2
 COMPANY PROFILE
Company Name: SRIRAM ENTERPRISES
Sriram Enterprises
Address: Shed No: 199,Sidco Industrial Estate,
Ambattur, Chennai – 98.
Off: (044) 42080069
Phone:
E- Mail ID: sriramenterprises199@yahoo.com
Year of Establishment 1983
S. RAMAKRISHNAN Proprietor
Ownership Details
98848 66357
1. Manufacture and Supply of Sheet Metal
Fabrications Jobs like fuel tank Brackets to
Ashok Leyland Ltd.,
Line of Activities 2. Aluminum and Stainless steel fabrications
like Body Side Sliding Doors, Windows,
Electrical Cable Trays to ICF And All Indian
Railways
Branches & BEML LTD.,
1. Ashok Leyland Ltd
2. Indian Railways
Customers:
3. ICF
4. BEML
10000 Sq ft Total
Details of Land and Building: Area 6000 Sq ft
Shed Area
1500 Sq ft for Non Ferrous Material Fabrication
149 H.P
Connected Power
124 KVA (Welding Power)

ISO Certified Company: ISO 9001 – 2000

List of Machinery Enclosed

It is our honour to welcome you into family of Sriram Enterprise, manufacture and
exporter of wide range of Brass and Aluminium products. Sriram Enterprise was established

2
in 1983 with a vision to manufacture precision turned components for the global market. We

2
have always proved that we value our costumers by serving them well, putting their needs
and interests at the centre of everything we do. We emphasize best quality product for long
time services and competitive price. Explore our products now for further information or
query, please feel free to contact us by e-mail, phone, post/courier.
Sriram enterprise, established in 1983 with a mission to provide a wide range of high
quality brass and aluminium products. Our products are useful and highly demanded all over
India, for their long lasting life and flawless performance.
We were established with the leadership of Mr. Suresh Changani, who led us this far with
the assistance of his immense domain knowledge and experience.

In today’s global market , there are numbers of manufacturing industries which are at
the same level in this competitive market and which also have all the capabilities of full-
filling the costumers requirement. But the question arises here is ,why sriram enterprise
Following are some of the factors that have obtained us an edge over others in this highly
competitive market
● Best qualified machines
● Dimensional accuracy
● Best Design
● Dedicated Performance
● Affordable product price
● Time delivery and Best investment
● World wide approach
● Reliable
Our main aim is to provide the best quality products to satisfy all our costumers in
terms of product life, competitive price, on time delivery, reliable services etc. Hence
we use superior quality of raw materials like brass and aluminum to manufacture the
products and these products are tested on the dimensional accuracy, parameters of
size, finishing.

2
 QUALITY ASSURANCE

Our main aim is to provide the best quality products to satisfy all our costumers in terms
of product life, competitive price, on time delivery, reliable services etc. Hence we use
superioir quality of raw materials like brass and aluminium to manufacture the products and
these products are tested on the dimensional accuracy, parameters of size, finishing.

Sriram Enterprises is a Non-govt company, incorporated on 06 Feb, 1989. It's a public

unlisted company and is classified as 'company limited by shares'. Company's authorized
capital stands at Rs 5.0 lakhs and has 2.0% paid-up capital which is Rs 0.1 lakhs.

2
 PRODUCT PROFILE

AGRO PARTS ANCHORS

BALL VALVE CABLE LUGS

CONNECTORS EARTHING PARTS

2
 CHAPTER III
RESEARCH METHODOLOGY
RESEARCH MEANING:
The advanced learner ‘s dictionary of current english lays down the meaning of
research as ‘’a careful investigation or inquiry. especially through search for new facts in any
branch of knowledge’’.

DEFINITION :
According to T.CLIFFORD WOODY ‘’Research comprises defining and redefining
problems formulating the hypothesis are suggested solution and collecting, organizing and
evaluation data making deductions and reaching conclusion to determine whether they are fit
the formulating hypothesis’’.

RESEARCH DESIGN
DEFINITION :
According to kerlinger ‘’research design in the plan, structure, blueprint and strategy
of investigation conceived, so as to obtain answers to research questions and to control’’ The
project works titled “A Study on Employee Talent Management” in Sriram Enterprises,
ambattur. Descriptive research design was chosen keeping in view the objectives of the
research with accurate results.

DATA COLLECTION METHOD :

The methods of collecting primary data are to be originally collected.

Primary data:
Questionnaires are prepared and personal interview was conducted through survey
method and observation also made for further information.
Secondary data:
Secondary data was used for through the organizational broucher, company records,
books, internet, company web site, company annual reports, journals and magazine of the
company for analyzing the data.

2
SAMPLING METHOD
Non probability sampling method was used for selecting the unit of the samples.

Population :
The total size of the population is 500.

Sample size :
The total size of the sample 150 employees and The employees are selected by simple
random sampling.

Research approach :
Survey method, observation and personal interview.

Types of research:
The study is descriptive in nature since the objectives are laid down and the entire
study is primarily focused on these objectives an initial exploratory work is done in order to
get insight about the topic.

Research instrument:
A questionnaire was used in part of this study to collect data from the face to face
interview. Question with open ended and close ended questions.

DESCRIPTION OF STATISTICAL TOOLS USED

● Percentage method
● Weighted average method
● Correlation

(A) Analysis Using Percentage Method

Percentage analysis shows the entire population in terms of percentage. It reveals the
number of belonging is a particular category or the number of people preferring a particular
thing etc.

Number of respondents
PERCENTAGE = X 100
Total respondents

3
(B) Analysis Using Weighted Average Method

● Weighted average can be defined as an average whose component items are multiplied by
certain values (weights) and the aggregate of the products are divided by the total of
weights.

● One of the limitations of simple arithmetic mean is that it gives equal importance to all
the items of the distribution.

● In certain cases relative importance of all the items in the distribution is not the same.
Where the importance of the items varies.

● It is essential to allocate weight applied but may vary in different cases. Thus weighted
average is a number standing for the relative importance of the items.

Formula:

∑(𝑤𝑥)
Weighted average =
∑𝑥
Correlation:
Correlation analysis deals with the association between two or more variables.
Correlation does not necessary imply causation or functional relationship though the
existence of causation always implies correlation, by itself it establishes only co-variation.
Correlation is the technique of determining the degree of correlation between two variables in
case of ordinal data where ranks are given to the different values of the variables.

FORMULA:

n (∑xy)-(∑x) (∑y)
r =
√ [n∑x2-(∑x)2] [n∑y2-(∑y)2]

3
Chi-Square Analysis:
Chi –Square Analysis in statistics is to test the goodness of fit to verify the
distribution of observed data with assumed theoretical distribution .There fore it the formula
for computing Chi-Square is as follows.

Chi –Square =∑{(O-E)2 /E }

The Calculated value of Chi –Square is compared with the table of Chi –Square for the
given degrees of freedom at the specified level of significance if the calculated value is
greater than the tabulated value the than tabulated value then the difference between the
observed frequency and the expected frequency are significant.

The degrees of freedom is (n-2) where ‘n’ is number of observed frequencies and in case
of contingency table the degrees of freedom is (C-1) (R-1) where C is number of columns
and R is number of rows.

3
 CHAPTER IV

DATA ANALYSIS & INTERPRETATION

TABLE 4.1.1
THE TABLE SHOWS AGE OF THE RESPONDENTS

PERCENTAG
NO .OF
S.N PARTICULA E OF
RESPONDEN
O RS RESPONDEN
TS
TS

1 18-25 31 20
%

2 26-35 67 45
%

3 36-45 45 30
%

4 ABOVE 45 7 5%

TOT 150 100

AL %

INFERENCE:
From the above table it is inferred that 45% of employees were in the age of 26-35, 30%
of respondents were 36-45 age group, 20% of respondents were18-25 age group and 5% of
employees were above 45 age group.

3
 CHART 4.1.1
THE CHART SHOWS AGE OF THE RESPONDENTS

50%
45%
45%

40%

35%

30%
30%

25%

20%
20%

15%

10%

5%
5%

0%
18-25 26-35 36-45 ABOVE 45

3
 TABLE 4.1.2
THE TABLE SHOWS GENDER OF THE RESPONDENTS

PERCENTAG
NO .OF
S.N PARTICULA E OF
RESPONDEN
O RS RESPONDEN
TS
TS

1 Male 97 65
%

2 Female 53 35
%

TOT 150 100

AL %

INFERENCE:
From the above table showing 65% of the employees were male and 35% of the
were female.

3
 CHART 4.1.2
THE CHART SHOWS GENDER OF THE RESPONDENTS

70%
65%

60%

50%

40%
35%

30%

20%

10%

0%
Male Female

3
 TABLE 4.1.3
THE TABLE SHOWS MARITAL STATUS OF THE RESPONDENTS

PERSENTAG
NO .OF
S.N PARTICULA E OF
RESPONDEN
O RS RESPONDEN
TS
TS

1 Married 1 78
1 %
7

2 Unmarried 3 22
3 %

TOT 1 100
AL 5 %
0

INFERENCE :
From the above table it is inferred that 78% of the respondents were married and 22% of
the respondents were unmarried.

3
 CHART 4.1.3
THE CHART SHOWS MARITAL STATUS OF THE RESPONDENTS

90%

80%78%

70%

60%

50%

40%

30%
22%
20%

10%

0%
Married Unmarried

3
 TABLE 4.1.4
THE TABLE SHOWS LEVELS OF EXPERIENCE OF THERESPONDENTS

PERCENTAG
NO .OF
S.N PARTICULA E OF
RESPONDEN
O RS RESPONDEN
TS
TS

1 0-2 Year 27 18
%

2 3-5 Year 40 26
%

3 6-8 Year 41 27
%

4 >8 Year 43 29
%

TOTAL 150 100

%

INFERENCE:
From the above table it is inferred that 29% of the respondents were > 8 years of
experience, 27% of the respondents were 6-8 years of experience ,26% of the employees
were 3-5 years and 18% of the respondents were 0-2 years of experience.

3
 CHART 4.1.4
THE CHART SHOWS LEVELS OF EXPERIENCE OF THE RESPONDENTS

35%

30%29%
27%
26%
25%

20%
18%

15%

10%

5%

0%
0-2 YEAR 3-5 YEAR 6-8 YEAR > 8 YEAR

4
 TABLE 4.1.5
THE TABLE SHOWS EDUCATIONAL QUALIFICATOIN OF THE
RESPONDENTS

PERCENTAG
NO .OF
S.N PARTICULA E OF
RESPONDEN
O RS RESPONDEN
TS
TS

1 SSLC 102 68%

2 HSC 19 13%

Diploma / IT 19 13%
3

4 U.G / P.G 10 6
%

TOT 150 100%

AL

INFERENCE:
From the above table it is inferred that 68% of the respondents were SSLC , 13% of the
respondents were HSC, 13% of the respondents were diploma / IT and 6% of the respondents
were U.G/P.G in educational qualification.

4
 CHART 4.1.5
THE CHART SHOWS EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS

80%

70%68%

60%

50%

40%

30%

20%
13% 13%

10%
6%

0%
SSLC HSC DIPLOMA/IT U.G/P.G

4
 TABLE NO: 4.1.6

THE TABLE SHOWS ORGANIZATION ENHANCE TALENT PROGRESS

PERCENTAG
NO .OF
S.N PARTICULA E OF
O RS RESPONDEN
RESPONDEN
TS
TS

1 Easy 1 89
3 %
4

2 Difficult 1 11
6 %

TOT 1 100
AL 5 %
0

INFERENCE
From the above table 89% respondents feel that organization enhance talent
progress is easy and 11% of respondents feel it is difficult to enhance their talent.

4
 CHART NO : 4.1.6

THE CHART SHOWS ORGANIZATION ENHANCE TALENT PROGRESS

100%
90% 89%

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

11%
10%
0%

Easy Difficult

4
 TABLE NO: 4.1.7

THE TABLE SHOWS POLICY ON EMPLOYEE TALENT MANAGEMENT

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENTS
TS

1 Yes 127 85%

2 No 23 15%

TOT 150 100%

AL

INFERENCE :
From the above table it is inferred that 85% of the respondents were said yes
about policy on employee talent management and 15% of the respondents were said no
about policy on employee talent management .

4
 CHART NO : 4.1.7

THE CHART SHOWS POLICY ON EMPLOYEE TALENT MANAGEMENT

90% 85%

80%

70%

60%

50%

40%

30%

20%

15%

10%

0%
yes no

4
 TABLE NO: 4.1.8

THE TABLE SHOWS TALENT USING AT WHAT EXTENT BY THE

ORGANIZATION

PERCENTA
NO OF
S.N PARTICULARS GE
RESPONDEN
O OF
TS
RESPONDEN
TS

1 Extremely High 9 6%
Extent

2 High Extent 100 67%

3 Moderate Extent 18 12%

4 Small Extent 21 14%

5 Extremely Small 2 1%
Extent

TOT 150 100%

AL

INFERENCE :
From the above table showing 67% of respondents that talent using by the
organization is high Extent, 14% of the respondents were small extent,12% of respondents
were moderate extent ,6% of respondents were extremely high extent,1% of respondents were
extremely small extent.

4
 CHART NO : 4.1.8

THE CHART SHOWS TALENT USING AT WHAT EXTENT BY THE

ORGANIZATION

80%

70% 67%

60%

50%

40%

30%

20%
14%
12%
10% 6%
1%
0%
Extremely HighHigh Extent Moderate Small ExtentExtremely Small
Extent Extent Extent

4
 TABLE NO: 4.1.9

THE TABLE SHOWS SATISFY WITH THE WORK

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENT
TS S

1 Yes 137 91
%

2 No 13 9%

TOT 150 100

AL %

INFERENCE
From the above table showing 91% of the respondents were accepted to satisfy with
their work , 9% of respondents were doesn’t accept the work .

4
 CHART NO : 4.1.9

THE CHART SHOWS SATISFY WITH THE WORK

100%
91%
90%

80%

70%

60%

50%

40%

30%

20%
9%
10%

0% yes no

5
 TABLE NO: 4.1.10

THE TABLE SHOWS TALENT HAS IDENTIFIED BY THE ORGANIZATION

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENTS
TS

1 Yes 124 83%

2 No 26 17%

TOT 150 100%

AL

INFERENCE :
From the above table showing 83% of the respondents were talent has identified by
organization,17% of the respondents were doesn’t have talent has identified by organization.

5
 CHART NO : 4.1.10

THE CHART SHOWS TALENT HAS IDENTIFIED BY THE ORGANIZATION

90%
83%
80%

70%

60%

50%

40%

30%

20%
17%

10%

0%
YES NO

5
 TABLE NO: 4.1.11

THE TABLE SHOWS RECRUITMENT METHOD EFFICIENT & SUITABLE

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENTS
TS

1 Yes 130 87%

2 No 20 13%

TOT 150 100%

AL

INFERENCE:
From the above table it is inferred that 87% of the respondents were accepted that a
recruitment methods efficient and suitable and 13% of the respondents doesn’t accept that a
recruitment methods efficient and suitable .

5
 CHART NO : 4.1.11

THE CHART SHOWS RECRUITMENT METHOD EFFICIENT & SUITABLE

100%

90%87%

80%

70%

60%

50%

40%

30%
20%
13%
10%

0%
yes no

5
 TABLE NO: 4.1.12

THE TABLE SHOWS COMPANY PLAN TO HELP THE EMPLOYEE

NO OF
S.N PARTICULA PERCENTA
O RS RESPONDEN GE
TS
1 Extraordinary 6 4%

2 High 100 67%

3 Medium 26 17%

4 Low 18 12%

TOT 150 100%

AL

INFERENCE :
From the above table showing 67% of the respondents were high to company plan
help the employee ,17% of the respondents were medium,12% of the respondents were low
and 6% of the respondents were extraordinary.

5
 CHART NO : 4.1.12

THE CHART SHOWS COMPANY PLAN TO HELP THE EMPLOYEE

80%

70% 67%

60%

50%

40%

30%

20% 17%
12%
10%
4%

0%
Extraordinary High Medium Low

5
 TABLE NO: 4.1.13

THE TABLE SHOWS TRAINING TO ENHANCE THE SKILL

PERCENTA
NO OF
S.N PARTICULARS GE OF
O RESPONDEN
RESPONDENT
TS S

1 Yes 130 87%

2 No 20 13%

TOT 150 100%

AL

INFERENCE:
From the above table it is inferred that 87% of the respondents were agree that the
training program to enhance skill and 13% of the respondents were disagree.

5
 CHART NO : 4.1.13

THE CHART SHOWS TRAINING TO ENHANCE THE SKILL

100%

90%87%

80%

70%

60%

50%

40%

30%

20%
13%
10%

0%
yesno

5
 TABLE NO: 4.1.14

THE TABLE SHOWS LAST BENEFIT FOR THE IDEAS IN AN

ORGANIZATION

PERCENTA
NO OF
S.N PARTICULAR GE OF
O S RESPONDEN
RESPONDENT
TS S

1 A month ago 0 0%

2 Three months 9 67%

ago 5

3 Six months ago 1 7%

4

4 A year ago 3 26%

9

TOT 1 100%
AL 5
0

INFERENCE:
From the above table showing 67% of the respondents three month ago benefits for
the ideas in the organization, 26% of the respondents a year ago to benefits, 7% of the
respondents six months ago to benefits and 0% of the respondents a month ago to benefits

5
 CHART NO : 4.1.14

THE CHART SHOWS LAST BENEFIT FOR THE IDEAS IN THE

ORGANIZATION

80%

70%67%

60%

50%

40%

30% 26%

20%

10% 7%

0%
0%
amonth agothree month ago six month ago a year ago

6
 TABLE NO: 4.1.15

THE TABLE SHOWS TRAINING FOR DEVELOP TALENT

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENT
TS S

1 Yes 129 86%

2 No 21 14%

TOT 150 100%

AL

INFERENCE:
From the above table showing 86% of the respondents were accept a training for develop
talent and 14% of the respondents doesn’t accept a training for develop talent.

6
 CHART NO : 4.1.15

THE CHART SHOWS TRAINING FOR DEVELOP TALENT

100%

90%86%

80%

70%

60%

50%

40%

30%

20%
14%

10%

0%
Yes No

6
 TABLE NO: 4.1.16

THE TABLE SHOWS ORGANIZATION HAVE REWADING

MOTIVATING AND RETAINING TALENT

PERCENTA
NO OF
S.N PARTICULARS GE OF
O RESPONDEN
RESPONDENT
TS S

1 External Training 8 5%
Sessions

2 Appreciation for 12 8%
initiation

3 Innovation 110 73
%

4 Recreation activities 12 8%

5 Recognition 8 5%

TOT 150 100

AL %

INFERENCE:
From the above table it is inferred 73% of the respondents an organization have
rewarding motivating and retaining talent through innovation, 8% of the respondents were
recreation activities, 8% of the respondents were appreciation for initiation, 5% of the
respondents are external training sessions and 5% of the respondents an organization have
rewarding motivating and retaining talent through recognition.

6
 CHART NO : 4.1.16

THE CHART SHOWS ORGANIZATION HAVE REWADING

MOTIVATING AND RETAINING TALENT

80%
73%
70%

60%

50%

40%

30%

20%

10%

8% 8%
5% 5%

0%

6
 TABLE NO: 4.1.17

THE TABLE SHOWS LEVEL OF SATISFACTION TO PAY BENEFITS

NO OF
S.N PARTICULAR PERCENTA
O S RESPONDEN GE
TS
1 Highly satisfied 107 71%

2 Satisfied 14 9%

3 Not satisfied 22 15%

4 Highly 7 5%
dissatisfied

TOT 150 100%

AL

INFERENCE :
From the above table it is inferred that 71% of the respondents were highly satisfied the
level of satisfaction to pay benefits, 9% of the respondents were satisfied, 15% of the
respondents were not satisfied,5% of the respondents were highly dissatisfied the level of
satisfaction to pay benefits.

6
 CHART NO : 4.1.17

THE CHART SHOWS LEVEL OF SATISFACTION TO PAY

BENEFITS

80%
71%
70%

60%

50%

40%

30%
15%
20% 9%
10% 5%

0%
Highly satisfied Satisfied Not satisfied Highly dissatisfied

6
 TABLE NO: 4.1.18

THE TABLE SHOWS WORKING ENVIRONMENT IS HIGHLY SATISFIED

NO OF
S.N PARTICULA PERCENTA
O RS RESPONDEN GE
TS

1 Yes 1 99%
4
8

2 No 2 1%

TOT 1 100%
AL 5
0

INFERENCE:
From the above table showing 99% of the respondents feel that working environment
is suitable and 1% of the respondents feel that working environment is not suitable.

6
 CHART NO : 4.1.18

THE CHART SHOWS WORKING ENVIRONMENT IS HIGHLY SATISFIED

120%

100%

80%

60%

40%

20%

0%
Yes No

6
 TABLE NO: 4.1.19

THE TABLE SHOWS COMFORTABLE SHARING THE OPINIONS AT WORK

NO OF
S.N PARTICULA PERCENTAG
O RS RESPONDEN E
TS

1 Yes 1 82%
2
3

2 No 2 18%
7

TOT 1 100%
AL 5
0

INFERENCE :
From the above table showing 82% of the respondents have a comfortable sharing
their opinions at work and 18% of the respondents doesn’t have a comfortable sharing their
opinions at work .

6
 CHART NO : 4.1.19

THE CHART SHOWS COMFORTABLE SHARING THE OPINIONS AT

WORK

140
yes, 123
120

100

80

60

40
no, 27

20

0
yes no

7
 TABLE NO: 4.1.20

THE TABLE SHOWS EMPOWERED ENCOURAGED TO SOLVE

PROBLEMS

PERCENTA
NO. OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENT
TS S

1 Yes 115 77
%

2 No 35 23
%

TOT 150 100

AL %

INFERENCE:
From the above table showing 77% of the respondents have empowered and
encouraged to solve problems on your own and 23% of the respondents doesn’t have
empowered and encouraged to solve problems on your own.

7
 CHART NO : 4.1.20

THE CHART SHOWS EMPOWERED ENCOURAGED TO SOLVE

PROBLEMS

90
8077
70

60

50

40

30
23
20

10

0
Yes No

7
 TABLE NO: 4.1.21

THE TABLE SHOWS STRONG SENSE OF PERSONAL SATISFACTION

NO OF
S.N PARTICULA PERCENTA
O RS RESPONDEN GE
TS

1 Yes 116 77%

2 No 34 23%

TOT 150 100%

AL

INFERENCE :
From the above table it is inferred that 77% of the respondents were accept to strong
sense of personal satisfaction and 23% of the respondents were doesn’t accept to strong
sense of personal satisfaction.

7
 CHART NO : 4.1.21

THE CHART SHOWS STRONG SENSE OF PERSONAL SATISFACTION

90%

80%
.
70%

60%

50%

40%
77%

30%

20%

10% 23%

0% 0
YesNo

7
 TABLE NO: 4.1.22

THE TABLE SHOWS DIFFERENT IDEAS ARE VALUED IN THIS

ORGANIZATION

NO OF
S.N PARTICULA PERCENTA
O RS RESPONDEN GE
TS

1 Agree 104 69%

2 Neutral 18 12%

3 Disagree 4 3%

4 Unable rate 24 16%

TOT 150 100%

AL

INFERENCE:
From the above table it is inferred that 69% of the respondents were agree that the
different ideas are valued in this organization, 12% of the respondents were neutral, 3% of the
respondents were disagree and 16% of the respondents were unable rate with different ideas
are valued in this organization.

7
 CHART NO : 4.1.22

THE CHART SHOWS DIFFERENT IDEAS ARE VALUED IN THIS

ORGANIZATION

80%

69%
70%

60%

50%

40%

30%

20% 16%
12%
10%
3%

0%
Agree Neutral Disagree Unable rate

7
 TABLE NO: 4.1.23

THE TABLE SHOWS WORK IS ACCORDING TO YOUR QUALIFICATION

PERCENTA
NO OF
S.N PARTICULA GE OF
O RS RESPONDEN
RESPONDENT
TS S

1 Yes 1 80%
2
0

2 No 3 20%
0

TOT 1 100%
AL 5
0

INFERENCE:
From the above table showing 80% of the respondents were qualification and skill is
related to their work, 20% of the respondents were qualification and skill is not related to
their work.

7
 CHART NO : 4.1.23

THE CHART SHOWS WORK IS ACCORDING TO YOUR QUALIFICATION

90%
80%
80%

70%

60%

50%

40%

30%
20%
20%

10%

0%
Yes No

7
 TABLE NO: 4.1.24
THE TABLE SHOWS SATISFIED WITH THE CURRENT JOB

PERCENTAG
NO OF E
S.N PARTICULAR
O S RESPONDEN OF
RESPONDEN
TS
TS
1 Highly satisfied 1 68%
0
2

2 Satisfied 4 27%
0

3 Not satisfied 2 1%

4 Highly 6 4%
dissatisfied

TOT 1 100%
AL 5
0

INFERENCE:
From the above table it is inferred that 68% of the respondents were highly satisfied
about with their current job, 27% of the respondents were satisfied, 4% of the respondents
were highly dissatisfied, 1% of the respondents were not satisfied with their current job.

7
 CHART NO : 4.1.24

THE CHART SHOWS SATISFIED WITH THE CURRENT JOB

80%
70%68%
60%

50%

40%

30% 27%

20%

10% 4%
1%
0%
Highly satisfied Satisfied Not satisfied Highly dissatisfied

8
 ANALYSIS USING WEIGHTED AVERAGE METHOD
LEVEL OF SATISFACTION TO PAY BENEFITS

PARTICULAR NO.OF.RESPONDEN W (W
S TS X)
Highly satisfied 107 4 428
satisfied 14 3 42
Not satisfied 22 2 44
Highly 7 1 7
dissatisfied
Total 150 521
∑
∑(𝑤𝑥) = (
𝑤
𝑥)
∑
𝑥

= 521
150

=3.47 or 3

SATISFIED WITH CURRENT JOB

NO.OF RESPONDENTS W (WX)
PARTICULARS
Highly satisfied 1 4 408
0
2
satisfied 4 3 120
0
Not satisfied 2 2 4
Highly dissatisfied 6 1 6
TOTAL 1 538
5
0
∑(
∑(𝑤𝑥) = 𝑤𝑥
)
∑𝑥

= 538
150

8
 = 3.58 or 3

RESULT:
The organization shows more weighted average towards level of satisfaction to
pay benefits Vs satisfied with current job to employees.

8
 ANALYSIS USING CORRELATION METHOD

Based on respondents level of satisfaction to pay benefits VS satisfied with current Job of
the respondents.
Let X be the level of satisfaction to pay benefits vs Let Y be the satisfied with current Job
.
X Y X2 Y2 XY
1 102 114 104 109
0 49 04 14
7
1 40 196 160 560
4 0
2 2 484 4 44
2
7 6 49 36 42
1 150 121 120 115
5 78 44 60
0

𝒓= 𝒏(∑𝒙𝒚)−(∑𝒙)(∑𝒚)
𝟐 𝟐 𝟐 𝟐
√[𝒏(∑𝐱 )− (∑𝐱) ] [𝒏(∑𝒚 )−(∑𝒚) ]

4(11560) − (150)(150)
=
√[4(12178) − (150)2][4(12044) − (150)2]

= 46240−22500
√(48712−22500)(48176−22500)

= 46240−22500
√(26212)(25676)

= 23740
√673019312

=23740
25943
= 0.91

RESULT:
Since correlation value lies (91) there is a perfect positive correlation between
the level of satisfaction to pay benefits and satisfaction with the current job.

8
 STATISTICAL ANALYSIS

CHI-SQUARE TEST
Null Hypothesis(Ho):
There is no significant difference between talent has identified by the organization and
training for develop skill/ talent

Alternate Hypothesis(H1):
There is significant difference between talent has identified by the organization and
training for develop skill/ talent

TRAINING
TALENT HAS FOR
RESPONDENT TOTA
IDENTIFIED BY THE DEVELOP
S L
ORGANIZATION SKILL/
TALENT

YES 124 129 253

NO 26 21 47

TOTAL 150 150 300

E(i) – Expected Frequency

E(i) = (Row Total x Column Total) / Grand

Total
E(124 = (253 x 150/300) =126.5
)
E(26) = (47 x 150/300) = 23.5

E(129 = (253 x 150/300) = 126.5

)
E(21) = (47 x 150/300) = 23.5

8
 TABULATION:

Observ Expect (Oi- (Oi- (Oi-

ed ed Ei) Ei)2 Ei)2/Ei
(Oi) (Ei)
124 126.5 -2.5 6.25 0.049

26 23.5 2.5 6.25 0.266

129 126.5 2.5 6.25 0.049

21 23.5 -2.5 6.25 0.266

TOT 0.63
AL

Degree of Freedom = (r-1) (c-1)

= (2-1)(2-1)
=1
Table Value (0.05) = 9.46
Calculated χ2 value = 0.63
Calculated value < Table Value
0.62 < 9.46
H0 is Accepted
H1 is Rejected

RESULT:
Since, The table value 9.46 is much greater than calculated value 0.63 at 5% level of Significance,
talent has identified by the organization and training for develop skill/ talent.

8
 CHAPTER V
FINDINGS

● 45% of the respondents were in the age of 26-45.65% of the employees were
male.78% of the respondents were married.29% of the respondents were above 8 year
of experience.
● 68% of the employees were education qualification in SSLC. 89% of the respondents
at feel that the organization enhance talent progress is easy.
● 85% of the respondents to follow the organization policy on employee talent
management.
● 67% of the employees were high extents the organization using talent effectively.
91% of the employees were satisfied with work.
● 83% of the employees talent has identified by the organization.67% of the
respondents were three month ago with pay benefits in the organization. 86% of the
employees were to get training for develop skill or talent.
● 73% of the employees are agree with organization rewarding motivation and retaining
talent.71% of the employees were highly satisfied with level of satisfaction to pay
benefits.
● 99% of the employees feel that working environment is highly satisfied. 82% of the
employees are comfortable to sharing the opinions at work.77% of the employees
were empowered and encouraged to solve their problems.
● 77% of the employees have strong sense of personal satisfaction. 69% of the
employees have agree to different ideas are valued in this organization.
● 80% of the employees are satisfied with their qualification and skill is related their
work.68% of the employees were satisfied with their current job in the organization.

8
 SUGGESTIONS

● Organization should make research to avoid talent drain.

● 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.
● Develop clear job description so you know the skill, abilities and experience needed
from a new employee.
● Provide effective employee ongoing training and development opportunities and the
organization needs.
● Conduct quarterly performance development planning discussions that focus on the
employees interest for career development.
● Design effective compensation and recognition system that reward people for their
contributions.
● Provide promotional and career development opportunities for employees with in a
system that includes career paths and on the job training opportunities.
● Negotiate requirements and accomplishment based performance standard, outcomes
and measures within a performance development planning system.
● Recruitment, retention, employee development, leadership and high potential
employee development, performance management, workforce planning and culture.

8
 CONCLUSION

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

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

It starts with recruiting and retaining talented people and continues by sustaining the
knowledge and competencies across the entire workforce. With rapidly changing skill sets
and job requirements, this becomes an increasingly difficult challenge for organizations.
Meeting this organizational supply and demand requires the right “Talent DNA” and
supporting technology solutions. By implementing an effective talent management strategy,
including integrated data, processes, and analytics, organizations can help ensure that the
right people are in the right place at the right time, as well as organizational readiness for the
future.

8
 ANNEXURE
BIBLIOGRAPH
Y

 Michaels E, Handfield-Jones H and Axelrod B, (2001) Talent Management in

Public Sector.
 Punita Jasrotia, (2003) Consistently Acquiring and Retaining Top Talent,
Taleo.
 Gaye Karacay-Aydin (2009) Best Practices of Talent Management and
Succession Planning, Trade Press Services, November 2008
 Cindy McCauley and Michael Wakefield (2006) ) Strategic
Talent Management, Human Resource Management Review 19:4,
304-313
 P.B.S.Kumar (2006) An Article on Talent Management,
 Bettina Chang (2011) Talent Excellence, Talent Management
Magazine February 2011
 Santhoshkumar. R. and Rajasekar. N. (2012) Intimacy and Talent, Talent
Management Magazine, February 2011
 The Talent Management Handbook, Second Edition:
 Ahmad Yousef Areiqat, Tawfiq Abdelhadi, Hussien and Ahmad Al- Tarawneh
(2010)
 Mark L.Frigo, John D.Rapp and Roy W.Templin(2011
 Jeanne Harris, Elizabeth Craig and Henry Egan(2010)
 Julia Christensen Hughes and Evelina Rog(2008

Website:
www.slideshare.net/
https://www.scribd.com/
http://www.srirament..co.in/
https://www.thebalance.com

8
 A STUDY ON EMPLOYEES TALENT MANAGEMENT
IN SRIRAM ENTERPRISES, AMBATTUR
Questionnaire
I am P.Reena doing MBA in Sri Venkateswara College of Engineering and
Technology, Thirupachur here I request you to help for my project by answering above
questions, I assure you that all the information will be use only for academic purpose and
confidential.

1. Name :

2. Age : a) 18 – 25 b) 26-35 c)36-45 d) Above 45

3. Gender : a) Male b) Female

4. Marital Status : a)Married b)Unmarri

ed
5. Years of Experience: a)0-2 b)3-5 years c)6-8 years d)>8
years years

6. Educational Qualification: a) SSLC b)HSC c) Diploma/IT d) U.G/ P.G

7. How does the organization enhance talent progress?

a) Easy b) Difficult

8. Does the organization have a policy on employee talent

management? a)Yes b) No

9. To what extent is the organization using talent effectively?

a) Extremely high extent b) High extent

c) Moderate extent d) Small extent

e) Extremely small extent

10. Are you satisfy with your work/job?

a) Yes b) No

9
11. Has your talent /skill been identified by the organization?

a) Yes b) No

12. Are your recruitment methods efficient and suitable?

a) Yes b) No

13. How does the company plan to help employee development at what level?

a) Extrordinary b) High

c) Medium d) Low

14. Would you willing to go on a training to enhance your skill ?

a) Yes b) No

15. When you get last benefit for the skill/ideas in the organization?

a) A month ago b)Three months ago

c) Six months ago d)A year ago

16. Are you want to get training for develop skill/talent?

a) Yes b) No

17. Excluding financial compensation which of the following do you believe are

your organization most effective means of rewarding motivating and retaining

talent?

a) External training sessions b)Appreciation for initiation

c) Innovations d)Recreational

activities e)Recognition

18. What is your level of satisfaction to pay benefits?

a) Highly Satisfied b)Satisfied

9
c) Not Satisfied d)Highly dissatisfied

9
19. Do you feel working environment is highly satisfactory in Sriram Enterprise?

a) Yes b) No

20. Do you comfortable sharing your opinions at work?

a) Yes b) No

21. Are you empowered and encouraged to solve problems on your own?

a) Yes b) No

22. Are your job give you a strong sense of personal satisfaction?

a) Yes b) No

23. People with different ideas are valued in this organization?

a) Agree b) Neutral

c) disagree d) Unable rate

24. Your work is according to your qualification and skills?

a) Yes b) No

25. How much are you satisfied with the current job?

a) Highly Satisfied b)Satisfied

c) Not Satisfied d)Highly dissatisfied