MRP Final Print Talent MGT Practices An Analysis

Major Research Project
(F. No: 5-244/2014(HRP)
on
Talent Management Practices in India – Issues and
Suggestions for Effectiveness
--A study in selected organizations in the State of
Andhra Pradesh--
Submitted by
Prof. N. Sambasiva Rao (Retd.)

Dept. of Commerce and Management Studies
Andhra University, Visakhapatnam, AP
Final Report
Submitted to
UNIVERSITY GRANTS COMMISSION
Ministry of HRD, Government of India
New Delhi
May 2019
CONTENTS
Acknowledgements i
Declaration ii
List of Tables iii - vi
List of graphs vii – viii
Executive Summary ix-x
Chapter I: Introduction 1-21
Chapter II: Review of literature, Objectives 22-75

Methodology
Chapter III: Socio-economic background
of the respondents – analysis 76-108
Chapter IV: Analysis of Respondents’ perception
on Talent Management Practices 109-163
Chapter V: Summary and Suggestions 164-170
Annexure: 171-197
Questionnaire
Bibliography
*****
ACKNOWLEDGEMENTS
We are indebted to University Grants Commission, New Delhi for sanctioning
this major research project, which enable us to enhance our knowledge base in this
concerned area of research. We are also thankful to Andhra University, our alma
mater, for allowing us to take up this project and for facilities being provided to
conduct this study.
Our gratitude goes to Professor G. Satyanarayana, present head of the
department and Prof. M. Madhusudana Rao, Prof. K. Rama Mohana Rao former
heads of the department, DCMS, AU for their moral support and administrative help
in different stages in completing our research project study. We are indebted to the
entire academic staff of the Department of Commerce and Management Studies of
Andhra University whose reaction in the proposal, work in progress, and final report
of this research provided the guidance and direction needed for the arrangement and
preparations of this dissertation. I take this opportunity to thank the supporting staff
of DCMS, AU for the help given to us during our research period.
I also acknowledge with appreciation the encouragement and immense
contributions of respondents from various selected organizations in the State of
Andhra Pradesh and for their sincere feedback on various aspects of the questionnaire
that were used for this work. They were indeed helpful in the supply of data used for
this project study.
Prof. N. Sambasiva Rao
Prof. M. Sandhya Sridevi
i
DECLARATION
We do hereby declare that the UGC Major Research Project entitled “Talent
Management Practices in India – Issues and Suggestions for Effectiveness”
submitted for the University Grants Commission for the support given to us is an
independent work done by us and that it has not previously formed the basis and not
submitted anywhere and for any publications.
Co-Investigator Principal Investigator
ii
LIST OF TABLES
S.NO Table Title of the Table Page No.

No
1 1.1 Distribution of Respondents According to their Gender 77
2 1.2 Distribution of Respondents by their Age 79
3 1.3 Distribution of Respondents According to their 81

Educational Qualifications
4 1.4 Distribution of Respondents According to the economic 83

sector
5 1.5 Distribution of Respondents by their Work Experience 85
6 1.6 Reliability testing 87
7 1.7 Perceptions of the respondents on the importance of 110

Talent Management with their position
8 1.8 Methods to identifying Talent Management 111
9 1.9 Perceptions of the respondents on Acquiring New 113

Talents
10 1.10 Perceptions of the respondents on Leveraging Existing 114

Talents
11 1.11 Perceptions of the respondents on Retaining the Current 115

Potency Talent
12 1.12 Perceptions of the respondents on Talent Retention in 116

the Organization
13 1.13 Perceptions of the respondents on Value Addition and 117

Talent Management
14 1.14 Perceptions of the respondents on various strategies of 118

Talent Development
15 1.15 Perceptions of the respondents on various dimensions of 119

Employee Career Development

Performance Management
iii
Employee Engagement

Competencies /Skills Mapping

Employee Retention
20 1.20 Mean scores of the respondents on Employee Retention 125

Succession Planning

Motivation
23 1.23 Perceptions of the respondents on Employee 128

Satisfaction towards Organizational Benefits and
Policies

Quality Commitment

Leadership Development and Assessment

Attraction

Recruiting and attracting

Compensation and Rewarding

Development

Builds and Maintain Positive Relationships

Work-life Balance

Identifies and differentiates Talented Employees
33 1.33 Gender based perceptional differences among 88
iv
employees regarding various Talent Management
Practices in the selected organizations
34 1.34 Age based perceptional differences among employees 90

regarding various Talent Management Practices in the
selected organizations
35 1.35 Qualification based perceptional differences among 95

36 1.36 Position based perceptional differences among 99

37 1.37 Experience based perceptional differences among 103

38 1.38 KMO and Bartlett’s test results 138
39 1.39 Communalities of various factors of Talent Pooling 139

Practice
40 1.40 Total variance of the factors 141
41 1.41 Component Matrix 144
42 1.42 Regression model to know the impact of talent 147

development
43 1.43 ANOVA results for the Impact of talent management 148

strategies on talent development
44 1.44 showing un-standardized and standardized coefficient 149

values for an understanding of Talent development
strategies
45 1.45 Results of Hypotheses testing: 152
46 1.46 Descriptive statistics of Hypothesis-1 153
47 1.47 Significance testing about talent management concepts 154
49 1.49 Significance testing about talent development strategies 155
v
52 1.52 Significance testing about Recruiting and attracting 158
54 1.53(a) Significance testing about Compensation and 159

Rewarding
56 1.55 Significance testing about development 160
58 1.57 Significance testing about Build and Maintain positive 161

Relationships
60 1.59 Significance testing about Managing Work-life Balance 162
62 1.61 Significance testing about ‘Identifies and differentiates 163

talented employees
vi
LIST OF CHARTS
S.NO Chart No Title of the Chart Page No.

Gender
2 1.2 Distribution of Respondents According to their Age 80
Educational Qualifications
4 1.4 Distribution of Respondents According to the 84
economic sector
5 1.5 Distribution of Respondents by their Work 86
Experience
6 1.8 Methods to identify Talent Management 112
7 1.9 Mean score of perceptions of the respondents on 113
Acquiring New Talents
Leveraging Existing Talents
Retaining the Current Potency Talent
Talent Retention in the Organization
Value Addition and Talent Management
talent development strategies
13 1.15 Mean scores of the respondents on Employee Career 119
Development
14 1.16 Mean scores of the respondents on Performance 120
Management
15 1.17 Mean scores of the respondents on Employee 121
Engagement
16 1.18 Mean scores of the respondents on Competencies 123
/Skills Mapping
Retention
vii
Commitment
19 1.21 Mean scores of the respondents on Succession 126
Planning
20 1.22 Mean scores of the respondents on Motivation 127
Satisfaction towards Organizational Benefits and
Policies
22 1.24 Mean scores of the respondents on Quality 129
Commitment
23 1.25 Mean scores of the respondents on Leadership 130
Development and Assessment
24 1.26 Mean scores of the respondents on Attraction 131
25 1.27 Mean scores of the respondents on Recruiting and 132
attracting
26 1.28 Mean scores of the respondents on Compensation 133
and Rewarding
27 1.29 Mean scores of the respondents on Development 134
28 1.30 Mean scores of the respondents on Builds and 135
Maintain Positive Relationships
29 1.31 Mean scores of the respondents on Work-life 136
Balance
30 1.32 Mean scores of the respondents on Identifies and 137
differentiates Talented Employees
viii
EXECUTIVE SUMMARY
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, acquisition and perpetuation of talent has become a key tool in
accelerating competitiveness and enhancing organizational capabilities to respond to
market changes wherein employees’ skills and personalities are appropriately
deployed to optimize performance.
In the current fast-moving business world companies are looking to add new
capabilities to their core businesses. To achieve their mission, organizations need to
consider the human capital practices, and take a proactive approach to talent
management. Talent management has become one of the most important buzzwords
in Corporate HR.
Talent management is a term that includes activities such as recruiting,

sustaining, developing/progressing and rewarding the talent acquired using the most
trusted practices. Gradually, modern-day entrepreneurs understand the ever-increasing
importance of talent management practices as this can set the stage for earning high
dividend in the long run. In fact, the startups or the well-established firms that fail to
acknowledge the potential of aligning its key business strategies with that of its talent
management schemes, often find themselves in great trouble down the road. It not just
leads to huge wastage of precious resources of the organisation but also make it a fit
case for failure in multiple ways.
Dedicated employees are always keen to find new and effective ways to carry
out the assigned work. This is not an automatic reaction of the employees but a result
of clubbing the business goals with that of the individual goals on part of the
organisation. When talent management is applied in an effective way, it makes it
certain that the organisation accelerates and grows in leaps and bounds as the
important decisions lying in the hands of the top officials are taken with utmost care
and concern and there are real time solutions as against the trend of postponing such
decisions. Though there are many tips and tricks to attract and manage the talent in an
organisation, talent management is not an easy matter to work on. The inclusiveness
of team members is directly linked to the performance of a company. In this aspect,
ix
entrepreneurs often grapple to understand how they can continue to maintaining the
moral of their teammates, keep the talent engaged at all times or even understand
what is the talent is line with the vision of the company.
‘Talent Management’ definition goes as, “Systematic attraction, identification,

development, engagement, retention and deployment of those individuals who are of
particular value to an organisation, either in view of their ‘high potential’ for the
future or because they are fulfilling business/operation-critical roles.”
It’s time for a fundamentally new approach to talent management that takes
into account the great uncertainty businesses face today. Fortunately, companies
already have such a model, one that has been well honed over decades to anticipate
and meet demand in uncertain environments—supply chain management. By
borrowing lessons from operations and supply chain research, firms can forge a new
model of talent management better suited to today’s realities.
Research studies indicate that there are hardly studies related to Indian
conditions and particularly in the State of Andhra Pradesh and if at all, they are all at
macro level general studies. Given an absence of clarity in the literature, the aim of
the present study is to gain a thorough understanding of Talent Management practices
among selected organizations in the State of Andhra Pradesh, to explore to what
extent this managerial idea represents anything new, and to find out why
organizations adopt TM. 12 companies were identified, and 1200 executives were
selected for this study covering major cities of the State of Andhra Pradesh covering
major companies both private and public sector and major categories of industries. A
convenience random sampling technique was used in selecting the respondents and
companies without losing the quality of research. Respondents’ were asked questions
to know their perceptions on various talent management practices. Based on their
reactions, data were analyzed using various statistical techniques and presented in
table and graphical forms. In the end suggestions were given based on the
perceptions and also based on the researcher observations.
x
CHAPTER – I
Introduction
xi
Talent Management Practices in India – Issues and
Suggestions for Effectiveness
--A study in selected organizations in the State of Andhra Pradesh--
“The key to developing people and creating a great organization is to catch people
doing things right.”
Ken Blanchard
In the current hard conditions of competition gaining a global character, in the

conditions of growing pressures of business environment globalization, human
resources are becoming more and more key aspects for organizations. It is not
financial means, modern and efficient techniques and technologies but people,
efficient employees who appear to be the main competitive edge. Organizations that
want to survive and grow, and overtake their existing competition and substantially
increase their added value in growing competition, and to implement a competitive
edge have to attract, cultivate and retain their talented employees, and as long as
possible, especially those who are extraordinary talented. However, this concerns a
relatively small and ultimate group of the most talented potential employees and that
is why a struggle of organizations for these employees is becoming considerably
harsh.
Stock of the most capable people in the current population is rather limited.
From that fact it clearly follows for organizations that in the interest of their
competitiveness they have to fight for these limited sources, and in the interest of their
victory in this fight to find and employ the most efficient instruments. A follow-up
care for talented employees, efforts aimed at their development and their retention in
the organization should also be done to retain them (Horváthová, 20111).

1
Horváthová , P., 2011: Talent management. Prague: ASPI, a. s., 252 p. ISBN 978-80-7357-
665-3.
1
in Corporate HR. A high-performance workplace exists when everyone in the
organization shares the same vision and values each other's contributions.
Organizations success depends upon the commitment and performance of employees.
Every organization has talent in form of human capital which must be developed
(Mandloi, 20142).
Corporate and Industries are concerned much on the talents to march forward
the business in the competitive era. Talent management has become a central
component of corporate human resource strategies and has recently gained increasing
interest in the area of HRM/HRD research. And also, it’s better to develop talent
rather than acquiring talents. But the industries do develop and recruit the talents and
managing. Hence the importance of talent and talent management has been prioritized
in life cycle of human resource activities (Dhanabhakyam and Kokilambal, 20143).
According to Lewis and Heckman’s (20064) Talent Management comprises of

three different conceptions which are as follows:
a) A collection of typical human resource department practices,

b) The flow of human resources throughout the organization
c) Sourcing, developing and rewarding employee talent.
Organizations that have declared their commitment to talent management, a

sense of “passion”, and “pride” can be found amongst those responsible for its
2
Mandloi (2014), Talent management: A strategic approach towards growth in IT Industry,
Research conference on Innovative Business Strategies, SIBM, Pune, 28th-29th March,2001.
3
M. Dhanabhakyam & K. Kokilambal, 2014. A Study on Existing Talent Management
Practice and Its Benefits across Industries. International Journal of Research in Business
Management (IMPACT: IJRBM) ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2, Issue 7,
Jul 2014, 23-36.
4
Robert E. Lewis and Robert J. Heckman, 2006. Talent Management: A critical
review. Human Resource Review16 (2006) 139-154.
2
implementation. So, organizations need to “elevate talent management to a burning
corporate priority.
Growing number of organizations globally and in India are implementing the

concept of talent management. Talent management cannot be excluded from business
strategy and neither can it be a mere sub-system in the realm of Human Resource
management function. Firms will be able to achieve better results by actively
engaging senior leaders along with Human Resource professionals in talent
management strategies (Mathew, n.d.).
According to Jyoti and Rani, 2014 5 business organizations work hard to

achieve sustainable competitive advantage, but there is still a wide gap between the
desired and actual success. If this gap arises due to the performance and management
of employees, then effective practices (such as strategic HR management) must be
undertaken to attain the desired success. Strategic management of talented and
committed people motivates other employees to exhibit their potential capabilities for
the growth of the organization as a whole which enables the organization to
outperform the competitors.
TM is seen as a fuel for the engine of human capital management (HCM).

Hence, its implementation is critical and a challenging factor for success and growth
of the employees as well the organization as confirmed by management practitioners,
experts, academicians. Beside this, TM has become an imperative managerial
decision for each organization at all levels to meet the various challenges vis-à-vis,
globalization, expansion, diversification, changing demography, and inadequate
development. (Jyoti and Rani, 20146)
TM strategies such as talent identification, talent attraction, talent

development, talent retention, talent engagement, talent review, talent-ship, talent
segmentation are being implemented by the HR executives to adjust and manage the
5
Jeevan Jyoti and Roomi Rani, 2014. Exploring talent management practices: antecedents and
consequences. Int. J. Management Concepts and Philosophy, Vol. 8, No. 4, 2014. Jammu,
Jammu and Kashmir (J&K) – 180006, India © 2014 Inderscience Enterprises Ltd.
6
3
future talent shortages or to meet the talent gap in present and upcoming phase of the
organization (Beechler and Woodward, 20097)
“Talented workforce” is the only scarce resource and corporate have come to
realize this fact. This is the very reason why retention occupies the top most seat in
the human resource manager’s “to – do” list. Retaining talent is the need of the hour,
in today’s dynamic and competitive era. This is exactly what led human resource
managers the world over to search for a newer way out of this crisis because the
traditional approaches were no longer able to sustain employees. This quest for a
better concept led to the birth of talent management – a newer approach
conceptualized to move towards retention of talent-ship. Since then, there was no
looking back and the field of literature on talent management started growing leaps
and bounds and within a short span of time “Talent Management” has become the
mantra for corporate success. Though the concept is not of recent origin its value
augmenting ability has been recognized only recently. Companies which initially
thought of talent management as a means to solve high employee turnover, have
learnt to incorporate it in their corporate strategy itself with a key responsibility
placed on the line managers.
However, in the Indian context, talent management as a concept is quite young,

leaving room for a lot of ambiguity and lack of clarity to exist for practicing
professionals.
HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is the function within an organization

that focuses on recruitment of, management of, and providing direction for the people
who work in the organization. It is the organizational function that deals with issues
related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication, administration, and training.
Human resource management (HRM or simply HR) is the management of

human resources. It is a function in organizations designed to maximize employee
performance in service of an employer's strategic objectives. It’s primarily concerned
7
Beechler, S., & Woodward, I. C. (2009). The global “war for talent.” Journal of
International Management, 15(3), 273–285.
4
is with the management of people within organizations, focusing on policies and on
systems. HR departments and units in organizations typically undertake a number of
activities, including employee benefits design, employee recruitment, "training and
development", performance appraisal, and rewarding (e.g., managing pay and benefit
systems). It also concerns itself with organizational change and industrial relations,
that is, the balancing of organizational practices with requirements arising from
collective bargaining and from governmental laws.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
Human Resource Management has a place of great importance. The proper or

improper use of the different factors of production depends on the wishes of the
human resources. Hence, besides other resources human resources need more
development. Human resources can increase cooperation, but it needs proper and
efficient management to guide it. Importance of personnel management is in reality
the importance of labor functions of personnel department which are indispensable to
the management activity itself. Because of the following reasons human resource
management holds a place of importance.
1. It helps management in the preparation adoption and continuing evolution of

personnel programmes and policies.
2. It supplies skilled workers through scientific selection process.
3. It ensures maximum benefit out of the expenditure on training and
development and appreciates the human assets.
4. It prepares workers according to the changing needs of industry and
environment.
5. It motivates workers and upgrades them so as to enable them to accomplish
the organization goals.
6. Through innovation and experimentation in the fields of personnel, it helps in
reducing casts and helps in increasing productivity.
7. It contributes a lot in restoring the industrial harmony and healthy employer-
employee relations.
8. It establishes mechanism for the administration of personnel services that are
delegated to the personnel department.
5
Thus, the role of human resource management is very important in an
organization and it should not be undermined especially in large scale enterprises. It is
the key to the whole organization and related to all other activities of the management
i.e., marketing, production, finance etc.
Human Resource Management is concerned with the managing people as

organizational resources rather than as factors of production. It involves a system to
be followed in business firm to recruit, select, hire, train and develop human assets. It
is concerned with the people dimension of an organization. The attainment of
organizational objectives depends, to a great extent, on the way in which people are
recruited, developed and utilized by the management. Therefore, proper co-ordination
of human efforts and effective utilization of human and others material resources is
necessary.
Source: Bersin, 2006
As (Mandloi, 2014), indicated in the article that one of the biggest challenges
facing companies all over the world is building and sustaining a strong talent .Not
only do businesses need to adjust to shifting demographics and work force
preferences, but they must also build new capabilities Executives and HR
management have always been focused on basic talent management—acquiring,
6
hiring and retaining talented employees. But, to drive optimal levels of success,
business leaders need engaged, high-performing employees. One of the crucial
elements of a successful business is having the best people in the world. It is a war to
find, develop and retain the best people, but it’s one that can be won with the right
tools at hand.
COMPETENCY-BASED MANAGEMENT
In the present business environment of cut throat competition and

globalization, competency-based practices have gained much of an attention from the
contemporary organizations. Globalization, individualization, digitalization and
increasing competition are changing the face of the industry as we know it. They aim
at achieving an optimum performance in the long term by developing the skills and
competencies of the employees on a continuous basis. Literature and best practices
indicate that if employers treat their employees as valued contributors, they tend to
remain in the organization. To this end, organizations train, offer competitive
compensation plans and increase benefits to secure their employee loyalty (Tripathi
and Agrawal , 20148).
WHAT IS TALENT ?
Talent is a collective knowledge, skills, abilities, experiences, values, habits,

and behaviors of the employees. Talent is about outstanding characteristics of human
beings to do something different or a higher order of difficulty and complexity in the
current and future time period. It comprises special groups such as senior leadership,
middle-level employees with leadership potential, key contributors or technical
experts and entry-level employees with leadership potential.
Different Scholars indicated that, talent is related to situation-specific

characteristics that cannot be defined without the relationship with the environment
(social and cultural) and the individual context because it can only be understood to
exist through behavior (Jyoti and Rani, 20149).
8
Kaushiki Tripathi and Manisha Agrawal , 2014. Competency Based Management In
Organizational Context: A Literature Review. Global Journal of Finance and Management.
Volume 6, Number 4 (2014), pp. 349-356 http://www.ripublication.com.
9
7
A talent is defined by resources as the ability by a person that is inherent,
inborn, or naturally occurring. A talent is said to be a special ability to do something
without prior experience, study, or tutelage. It is often classified or compared to an
instinct or a certain flair for doing something without extra effort and almost perfect
in execution. Since a talent is innate, only some people have actually acquired it. A
talent makes it somewhat restricting–some people have it and others do not. Because
it occurs naturally, a talent is also seen as raw ability which can be developed and
improved over time with direction like instruction and training. Consistent
improvement of any ability or craft gives an advantage for any individual. A talent
can drive an individual to success and fulfill a goal in life.
Talent need to be taken in the context of the strategic needs of the business.
Talent is only talent when it is critical to the success of the business and its value is
relative to the role that it plays in organization success. This value is not static but
dynamic, appreciates or depreciates depending on the business need and situation.
The strategic and effective management of organizational talent requires a process
and this process needs to be driven by the strategic needs of the organization.
Strategic positions required to implement the business strategy and achieve its
objectives need to be identified.
Tiwari and Shrivastava (201310), defined talent as a handful of employees

whose ideas, knowledge and skills give them the potential to produce the
disproportionate value from the resource they have available from them. They also
pointed out that talent can be considered as a complex mixture of employees' skills,
knowledge, cognitive ability and potential. Employee’s values and work preferences
are also of major importance. Talent therefore, is used as an all encompassing term to
describe the human resources that organizations want to acquire and develop in order
to meet their business goals.
TALENT MANAGEMENT
Dr. Usha Tiwari and Devanshi Shrivastava, 2013. Strategies and Practices of Talent
10
Management and Their Impact On Employee Retention And Effectiveness. The International
Journal Of Management, ISSN 2277-5846, Vol 2 Issue 4 (October, 2013), India
www.theijm.com
8
Building and enhancing employee potential will not only benefit employees, it
will also support the organization in meeting its goals and objectives while focusing
on the provision of excellence in public service.
Talent management is the science of using strategic human resource

planning to improve business value and to make it possible for companies and
organizations to reach its goals. Everything done to recruit, retain, develop, reward
and make people perform forms a part of talent management as well as strategic
workforce planning. A talent-management strategy needs to link to business
strategy to make sense. Talent management involves individual and organizational
development in response to a changing and complex operating environment. It is not
just limited to attracting the best people from the industry but it is a continuous
process that involves sourcing, hiring, developing, retaining and promoting them
while meeting the organization’s requirements simultaneously.
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. Talent-
management processes include workforce planning, talent gap analysis, recruiting,
staffing, education and development, retention, talent reviews, succession planning,
and evaluation. Simply put, talent management ensures that the right people, with the
right skills, are in the right place, and are engaged and focused on the right activities
to achieve targeted business results. It is the complete set of processes an organization
employs to identify, acquire, deploy, develop and manage the people it needs to
successfully execute its business strategy.
Talent management is one of the primary management tools for 21st century
human asset management because the significant resource for firms competing in this
century is no longer land, capital and other tangible assets but the human capital
necessary to adapt organizations to global competition and maximize the benefits
associated with the current technological boom (Tiwari and Shrivastava, 2013 11).
Talent management (TM) has become an imperative in the face of today's business
Dr. Usha Tiwari and Devanshi Shrivastava, 2013. Strategies and Practices of Talent
11
Management and Their Impact On Employee Retention And Effectiveness. The International
Journal Of Management, ISSN 2277-5846, Vol 2 Issue 4 (October, 2013), India
www.theijm.com
9
challenges. The challenge of doing more with less in today’s business environment
has placed increasing demands on the workforce to be multi-skilled, flexible and
independent.
As technology continues to advance breaking down traditional barriers, new

production methods introduced, increasingly demanding customers, shrinking product
life cycles, the criticality of an organization’s talent becomes a top priority for leaders.
In order to effectively support business strategies leaders need to conceive fashion and
successfully champion explicit strategies to ensure access to sufficient talent flow and
actively engage the organization’s talent to achieve the business objectives (Muduli,
n.d.). In countries like India where the demand for quality hires is rising day after day,
it is a tough call for a HR professional to adopt suitable strategies for Talent
Management
According to (Cannon and McGee 201112), talent management is the process by

which an organization identifies, manages and develops its people now and for the
future. It is concerned with:
 Developing a strategy to determine what the organization needs to meet the

current and future demands of the business plan
 Establishing processes to measure competence – required and available
 Creating a range of developmental tools and processes to provide tailored
approaches depending on the individual needs of employees
 Identifying ways to obtain and retain those who are critical to success
 Establishing suitable approaches to deal with those who no longer fit
organization requirements measuring the impact these strategies have so that
policy can be continually updated and refined to deliver high performance,
now and in years to come.
Talent management has a bias towards focusing on individual needs to bring

out the potential of each and recognizes the necessity of retaining key personnel in a
competitive labor market. The mindset of talent management assumes that there is
potential in each and every one, and any approach should be to try to release that. In
12
James A. Cannon, Rita McGee, Talent Management and Succession Planning, Chartered
Inst. of Personnel and Development, 2011.
10
addition, there are certain key competences an organization requires for sustainable
competitive advantage and the aim is to identify, retain and nurture them.
Managing talent is about ensuring that the organization has an external talent
pool available from which to draw, qualified candidates, while at the same time
continuing to build on the existing talent that exists within the organization. In
managing talent, an organization must build an attractive employer brand so that the
perception of the organization to both potential and existing employees is one of a
progressive employer that is focused on achieving organizational priorities and
excellence in public service, and recognizes the value of employees to organizational
efforts (Public Service Secretariat, 2008). Talent management is about more than just
attracting and retaining talent. It is also about researching, developing, and
implementing a series of human resource (HR) initiatives and looking at how these
initiatives fit together to manage the talent available to a Department.
Talent management (TM) has become an imperative in the face of today's

business challenges. Companies are increasingly realizing that successful TM is the
key to high performance. By assessing available talent, placing the right people in
their best roles and finally retaining them that organizations can survive and thrive in
today's increasingly competitive markets.
Broadly speaking, talent management is the implementation of integrated

strategies or systems designed to increase workplace productivity by developing
improved processes for attracting, developing, retaining and utilizing people with the
required skills and aptitude to meet current and future business needs. A recent study
shows that 85% of HR executives state that the "single greatest challenge in
workforce management is creating or maintaining their companies' ability to compete
for talent”. Without question, effective talent management provides one of the most
critical points of strategic leverage today (Tiwari and Shrivastava, 2013).
BENEFITS OF TALENT MANAGEMENT
11
Organizations that effectively manage their talent provide benefits to the
employee and to the clients whom the organization serves (Public Service Secretariat,
2008).
Talent management can be a discipline as big as the HR function itself or a

small bunch of initiatives aimed at people and organization development. Different
organizations utilize talent management for their benefits. This is as per the size of the
organization and their belief in the practice.
It could just include a simple interview of all employees conducted yearly,

discussing their strengths and developmental needs. This could be utilized for
mapping people against the future initiatives of the company and for succession
planning. There are more benefits that are wide ranged than the ones discussed above.
The benefits are:
 Right Person in the right Job: Through a proper ascertainment of people

skills and strengths, people decisions gain a strategic agenda. The skill or
competency mapping allows you to take stock of skill inventories lying with
the organization. This is especially important both from the perspective of the
organization as well as the employee because the right person is deployed in
the right position and employee productivity is increased. Also since there is a
better alignment between an individual’s interests and his job profile the job
satisfaction is increased.
 Retaining the top talent: Despite changes in the global economy, attrition
remains a major concern of organizations. Retaining top talent is important to
leadership and growth in the marketplace. Organizations that fail to retain their
top talent are at the risk of losing out to competitors. The focus is now on
charting employee retention programs and strategies to recruit, develop, retain
and engage quality people. Employee growth in a career has to be taken care
of, while succession planning is being performed those who are on the radar
need to be kept in loop so that they know their performance is being rewarded.
 Better Hiring: The quality of an organization is the quality of workforce it

possesses. The best way to have talent at the top is have talent at the bottom.
12
No wonder then talent management programs and trainings, hiring
assessments have become an integral aspect of HR processes nowadays.
 Understanding Employees Better: Employee assessments give deep insights

to the management about their employees. Their development needs, career
aspirations, strengths and weaknesses, abilities, likes and dislikes. It is easier
therefore to determine what motivates whom and this helps a lot Job
enrichment process.
 Better professional development decisions: When an organization gets to

know who its high potential is, it becomes easier to invest in their professional
development. Since development calls for investment decisions towards
learning, training and development of the individual either for growth,
succession planning, performance management etc, an organization remains
bothered where to make this investment and talent management just make this
easier for them.
Apart from this having a strong talent management culture also determines
how organization rate their organizations as work places. In addition if employees are
positive about the talent management practices of the organization, they are more
likely to have confidence in the future of their organization. The resultant is a
workforce that is more committed and engaged determined to outperform their
competitors and ensure a leadership position in the market for their organization.
The outcomes associated with effective talent management are depicted in the
figure below:
13
Source: (Public Service Secretariat, 2008)
Figure: Benefits of Talent Management Practices
Executive talent management process creates opportunity to connect with your

executives about their interests; enables better support them in career development.
Manager practicing talent management practices helps to know executives’ needs,
aspirations, willingness, and readiness for new challenges helps support succession
planning and ensures that executives are well placed in their current roles. Talent
Management enables the public service to keep and attract skilled leaders. Robust and
progressive talent management will better equip the public service to have the right
people, in the right place at the right time.
14
TALENT MANAGEMENT PROCESS
People are, undoubtedly the best resources of an organization. Sourcing the

best people from the industry has become the top most priority of the organizations
today. In such a competitive scenario, talent management has become the key strategy
to identify and filling the skill gap in a company by recruiting the high-worth
individuals from the industry. It is a never-ending process that starts from targeting
people. The process regulates the entry and exit of talented people in an organization.
To sustain and stay ahead in business, talent management cannot be ignored. In order
to understand the concept better, let us discuss the stages included in talent
management process:
 Understanding the Requirement: It is the preparatory stage and plays a

crucial role in success of the whole process. The main objective is to
determine the requirement of talent. The main activities of this stage are
developing job description and job specifications.
 Sourcing the Talent: This is the second stage of talent management process
that involves targeting the best talent of the industry. Searching for people
according to the requirement is the main activity.
 Attracting the Talent: it is important to attract the talented people to work

with you as the whole process revolves around this only. After all the main
aim of talent management process is to hire the best people from the industry.
 Recruiting the Talent: The actual process of hiring starts from here. This is
the stage when people are invited to join the organization.
 Selecting the Talent: This involves meeting with different people having
same or different qualifications and skill sets as mentioned in job description.
Candidates who qualify this round are invited to join the organization.
 Training and Development: After recruiting the best people, they are trained
and developed to get the desired output.
 Retention: Certainly, it is the sole purpose of talent management process.

Hiring them does not serve the purpose completely. Retention depends on
various factors such as pay package, job specification, challenges involved in
15
a job, designation, personal development of an employee, recognition, culture
and the fit between job and talent.
 Promotion: No one can work in an organization at the same designation with

same job responsibilities. Job enrichment plays an important role.
 Competency Mapping: Assessing employees’ skills, development, ability

and competency is the next step. If required, also focus on behavior, attitude,
knowledge and future possibilities of improvement. It gives you a brief idea if
the person is fir for promoting further.
 Performance Appraisal: Measuring the actual performance of an employee

is necessary to identify his or her true potential. It is to check whether the
person can be loaded with extra responsibilities or not.
 Career Planning: If the individual can handle the work pressure and extra
responsibilities well, the management needs to plan his or her career so that he
or she feels rewarded. It is good to recognize their efforts to retain them for a
longer period of time.
 Succession Planning: Succession planning is all about who will replace

whom in near future. The employee who has given his best to the organization
and has been serving it for a very long time definitely deserves to hold the top
position. Management needs to plan about when and how succession will take
place.
 Exit: The process ends when an individual gets retired or is no more a part of
the organization.
Talent Management process is very complex and is therefore, very difficult to

handle. The sole purpose of the whole process is to place the right person at the right
place at the right time. The main issue of concern is to establish a right fit between the
job and the individual.
16
TALENT MANAGEMENT - OPPORTUNITIES AND CHALLENGES
There is no dearth of professionals but there is an acute shortage of talented

professionals globally. Every year b-schools globally churn out management
professionals in huge numbers but how many of are actually employable remains
questionable! This is true for other professions also.
The scenario is worse even in developing economies of south East Asia.

Countries like U.S and many European countries have their own set of problems. The
problem is of aging populations resulting in talent gaps at the top. The developing
countries of south East Asia are a young population but quality of education system as
a whole breeds a lot of talent problems. They possess plenty of laborers - skilled and
unskilled and a huge man force of educated unemployable professionals. These are
the opportunities that the talent management in organizations has to face today -
dealing with demographic talent problems.
In addition, there are problem in the global context, it’s the demographics that
needs to be taken care of primarily and when we discuss the same in a local context
the problem becomes a bit simpler and easier to tackle. Nonetheless global or local at
the grass roots level talent management has to address similar concerns more or
less. It faces the following opportunities and challenges: Recruiting talent
 Training and Developing talent
 Retaining talent
 Developing Leadership talent
 Creating talented ethical culture
1. Recruiting Talent
The recent economic downturn saw job cuts globally. Those who were most
important to organizations in their understanding were retained, other were
sacked. Similarly, huge shuffles happened at the top leadership positions.
They were seen as crisis managers unlike those who were deemed responsible
for throwing organizations into troubled waters. It is the jurisdiction of talent
17
management to get such people on onboard, who are enterprising but ensure
that an organization does not suffer for the same.
2. Training and Developing Talent
The downturn also opened the eyes of organizations to newer models of

employment - part time or temporary workers. This is a new challenge to
talent management, training and developing people who work on a contractual
or project basis. What’s more big a challenge is increasing the stake of these
people in their work.
3. Retaining Talent
While organizations focus on reducing employee overheads and sacking those

who are unessential in the shorter run, it also spreads a wave of de motivation
among those who are retained. An uncertainty about the firing axe looms in
their mind. It is essential to maintain a psychological contract with employees
those who have been fired as well as those who have been retained. Investing
on people development in crisis is the best thing an organization can do to
retain its top talent.
4. Developing Leadership Talent
Leadership in action means an ability to take out of crisis situation, extract

certainty out of uncertainty, set goals and driving change to ensure that the
momentum is not lost. Identifying people from within the organization who
should be invested upon is a critical talent management challenge.
5. Creating Talented Ethical Culture
Setting standards for ethical behavior, increasing transparency, reducing

complexities and developing a culture of reward and appreciation are still
more challenges and opportunities for talent management.
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Graph: Key Elements of Talent Management
COMMON TALENT MANAGEMENT PRACTICES AMONG DIFFERENT

INDUSTRIES
The common talent management practices that were identified across industries are
19
Figure: Common Talent Management Practices
The talent management practices that were common in many industries were
recruitment and selection, succession planning, Training and development,
performance management, compensation, employee retention and senior management
involvement. Apart from the above-mentioned practices few more practices that are
practiced in many industries include Alignment with business goals, and culture.
Drivers for Talent Management:
The issue with many companies today is that their organizations put
tremendous effort into attracting employees to their company but spend little time into
retaining and developing talent. A talent management system must be worked into the
business strategy and implemented in daily processes throughout the company as a
whole. It cannot be left solely to the human resources department to attract and retain
employees, but rather must be practiced at all levels of the organization. The business
strategy must include responsibilities for line managers to develop the skills of their
immediate subordinates. Divisions within the company should be openly sharing
information with other departments in order for employees to gain knowledge of the
overall organizational objectives. The talent management strategy may be supported
by technology such as HRIS (HR Information Systems) or HRMS (HR Management
Systems).
20
To gain competitive advantage, the demand for human capital drives talent
management. Talent management strategies focus on five primary areas: attracting,
selecting, engaging, developing and retaining employees. Although pay and benefits
initially attract employees, top-tier leadership organizations focus on retaining and
developing talent.
Measurement of TM Practices:
Few companies are collecting information on their talent-management

practices and are, therefore, unable to gauge the success of their programs, according
to a recent study. While companies that do measure such practices tend to be higher
performing, it's sometimes difficult to know what metrics to capture, experts say. A
lot of companies may believe it's important to measure whether they are effectively
training and mentoring their employees, but far fewer are actually doing it.
In fact, only two in 10 companies that have systematic talent-management

practices in place to begin with actually try to collect such metrics, according to one
study. Another study, says the biggest obstacle to measuring talent-management
practices could be that many companies don't truly understand the value of their
human-capital data. One study with the respondents, comprised of 426 mostly HR
professionals in a wide range of industry sectors, said they measured the success of
their talent-management practices by gauging employee engagement (44 percent),
organizational financial success (38 percent), leadership success (38 percent),
management satisfaction (33 percent), scorecard improvement (32 percent), reduction
of costs (24 percent) and robustness of talent pipeline (22 percent).
In a bid to understand why employees leave an organization, more and more

companies are taking exit interviews seriously and making effective changes on the
feedback. Some companies are even taking services of specialized HR companies to
conduct exit interviews. Exit interviews reveal a lot about the culture of a company,
the management style, the compensation and opportunities for growth. With attrition
rate as high as 30 per cent in sectors like BPOs, companies are curious to know why
employees make that final decision. Feedback from exit interviews is helping
companies come up with systemic remedies. For instance, one company revamped the
entire salary structure, pruned hierarchy to enable the company to retain the talent.
21
When the whole world is looking for new talents, India has emerged as a hub
for most of the western and European countries. The reasons may be, the best of the
quality, lowest of the cost, good English-speaking skill or something else. With the
increase in the demand, the supply has grown drastically, but as the time passed on,
there are some questions like: are we providing the talent with same quality? Are the
clients happy with the new resources? (Especially with the new talents) Certainly the
wind is blowing from “yes” situation to “uncertain”. Why is this sudden shift in the
environment from the best of quality to good quality? Is it going to be “not so good
quality” in the coming future? What is the reason for it? Is it the quality or quantity?
HRD professionals must become skilled systems thinkers who can design and conduct
measurement and analysis across the organization and pinpoint the influences of HRD
efforts on employee productivity and organizational performance, linking past
research results to current practice. HRD professionals must have the skills to identify
valid measures of learning and growth and develop meaningful and accurate
interpretations, while being ever mindful of the myriad of intervening variables that
can influence learning and performance curves in work settings.
22
CHAPTER – II
Review of literature
Objectives
Methodology
21
Review of Literature:
To have a better idea and to identify the gap, the review of literature is being
undertaken. Near it has been identified for the last ten years research output.
Preeti et al (2010)13 indicated in their study that, management is responsible

for ensuring that the company defines clear job role - outlining necessary skill levels
and competencies for each role. Manager must determine the appropriate incentives,
rewards and compensation. Businesses only stand to benefit from the resurgence of
talent management techniques and technologies. Talent management can be a major
part of a company’s value proposition and a distinct competitive advantage.
Formulated strategies must be flexible enough to address employee age, culture and
personalities, globalization, industry consolidation and, the near-perfect
communication and connectivity that social software delivers.
Dmitry et al (2012)14, in their study have expressed that the employer brand
could be a key factor of competitiveness for a company in a contemporary labor
market. The purpose of this paper is to identify the features of human resource
development practices and talent management in companies with employer brand.
The authors examined three economic indicators. An employee survey was conducted
to study the human resource development system in the companies with employer
brand and in companies without the employer brand. Also, the survey was conducted
among applicants about their job preferences and identified that employer brand could
be a strong factor for attracting talent to the company. The results show considerable
differences in terms of economic indicators, human resource development practices
and talent management in the companies with employer brand in comparison with
companies with employer brand.
The potential advantages of employer brand for a company were identified.

The results of the study strongly supported that the companies with employer brand
gained a number of economic advantages due to lower rates of staff turnover and
higher rates of human resource development investments in training and development
13
Preeti Khatri, Shikha Gupta, Kapil Gulati and Santosh Chauhan (2010), Talent Management
in HR, Journal of Management and Strategy, Vol. 1, No. 1; December 2010.
14
Dmitry kucherov and Elena Zavyalova (2012), “Human Resource Development Practices
and Talent Management in the Companies with the Employer Brand”, European Journal of
Training and Development, Vol.36, No.2, pp.84-89.
22
activities of employees. Also, the authors found out that in the companies with
employer bran, internal recruitment practices, internal training programs and highly
efficient incentive activities were widespread, and employees were actively involved
in the decision-making and management processes.
This paper is the first large-scale study in Russia that examines the
relationship between the human resource development system and employer brand
and enables companies to modify their human resource development policies and
practices in order to become attractive employers in an era of the so-called war for
talents.
Study conducted by Jerry et al (2007)15 has presented evidence that the future
for domestic IT professionals in U.S. is very strong, as is for the world around. United
States could witness a self-fulfilling prophecy if today’s IT professionals and the
public continue to believe that IT jobs are only increasing offshore. U.S. must focus
on recruiting and educating its young people for growing IT career opportunities, and
universities have got to respond by providing the appropriate education for potential
new hires and helping to retrain existing IT professionals. For IT leaders, the IT talent
challenge is already being recognized and they must embrace this challenge to prepare
their IS organizations for the future.
Stahl et al (2012)16, in their study have expressed that one of the biggest
challenges multinational companies are facing is building and sustaining a strong
talent pipeline. Authors examined both qualitative and quantitative data at leading
companies extending various industries to learn how leading multinational companies
are facing the talent test. The research drew on 18 in-depth case studies, including
IBM, General Electric, Procter and Gamble, Shell, Siemens, Infosys and Samsung.
The two distinct views are how best to evaluate and manage talent. One group
assumed that some employees had more value or potential than others and that, as a
result, companies should focus the lion's share of corporate attention and resources on
them, the second group had a more inclusive view, believing that too much emphasis
on the top players could damage morale and hurt opportunities to achieve broader
15
Jerry Luftman & Rajkumar M. Kempaiah (2007), The IS Organization of the Future: The IT
Talent Challenge, Information Systems Management,
http://www.tandfonline.com/loi/uism20.
16
Stahl, Gunter, Biorkman, Ingmar and Patrick (2012), “Six Principles of Effective Global
Talent Management”, MIT Sloan Management Review, Vol.53, No.2, pp.25-32.
23
gains. Study found that successful companies subscribe to six key principles,
alignment with strategy, internal consistency, cultural embeddedness, management
involvement, balance of global and local needs, employer branding through
differentiation. Adopting a set of principles that have broad applications were
prioritized rather than best practices which are designed to work for one company
under one context.
Anthony et al (2011)17, in their study have expressed that there is a shift in

interest in recent decades towards talent management and its implication in
organization among practitioners, consultants and academics. Conceptual
development and subsequent empirical analysis has been limited and struggled to
keep pace with the plethora of management consultancy reports in the area. More
recently, global talent management has come to the forefront due to the increasing
importance and challenges multinational enterprises face in satisfying their talent
demands. This paper analyses the operationalization of the talent pool segmentation in
becoming a popular means of identifying and managing talent. Multinational
enterprises face a number of challenges in ensuring that it is an effective system.
Berger et al (2011)18 in their study also expressed that to create a culture of excellence
a talent management process must have 3 elements that include, a talent management
creed with a publicized set of principles, values and mutual expectations, a strategy
and a system for implementing the creed and the strategy. It also notes the creed of
companies like Johnson and Johnson, Microsoft and Starbucks.
Altman and Wilf (2008)19, in their study have expressed that the organizations
are trying to set up talent management process that guide in managing talent but real
success comes when we engage the hearts and minds of individuals. Individuals
joining an organization need to feel that they are valued and that their contribution
will make a difference. Companies that are known to practice talent management have
a better chance of attracting recruits at all levels. One of the challenges they face, is to
identify and develop the next generation of talent.
17
Anthony Mcdonnell, Catriona Hickey and Patrick Gunnigle (2011), “Global Talent
Management: Exploring Talent Identification in the Multinational Enterprise”, European
Journal of International Management, Vol.5, No.2, pp.3413-3428.
18
Berger, Lance and Dorothy (2011), “Traditional Approach in Talent Management”, Journal
of Leadership Excellence, Vol.28, No.1, pp.14-15.
19
Altman and Wilf, “Tuning in to Talent (talent management in organization)”, Journal of
Engineering and Technology, vol.3, No.4, pp.74-77, 2008.
24
In addition, Lewis et al (2006)20, the paper addresses the question by
reviewing problems with the definition of talent management and the lack of data
supporting many practitioner claims. Research outlines a systems-oriented definition
of talent management that focuses on the strategic management of talent. We then
outline future avenues of research to further develop the field of talent management
and tie it more closely to the large volume of work in strategic human resources
management. Oakes and Kevin (2006)21, in their study have expressed that the human
resource and learning technology convergence in United States. Business enterprises
are beginning to realize the need to align their training and human resource
department functions. The nation's leader in health insurance, Aetna, has implemented
an integrated business process that combined corporate goal setting, learning and
individual performance plans to solve multiple problems. The abundance of installed
learning management systems has enabled some to forecast that talent supervision
systems will probably utilize these platforms.
Farndale et al (2010)22 , discussed that talent management serve as

distinguished key driver of organizational performance helps organization towards
identifying succession and talent gaps, planning goals, developing strategies for
critical performance, priorities experience, skills, average tenure, retirements and
turnovers. Talent Management is considered as a managerial strategic priority of the
21st century. It enables the organizations to integrate their human capital processes to
address their urgent talent challenges faced by management. Talent gaps in a business
organization open door for new recruitment, talent management for attracting future
employees.
Collings and Mellahi (2009)23, discussed that participation and personal

relationships support motivation of knowledge workers as it raises their apprehensive
self-determination and builds psychological contracts on the basis of emotional
loyalties, including trust, fairness, justice, and aid punctuality. Every organization has
20
Lewis, Robert, Heckman and Robret (2006), “Talent Management: A Critical Review”,
Human Resource Management Review, Vol.16, No.2, pp.139-154.
21
Oakes and Kevin (2006), “The Emergence of Talent Management”, Journal of Training and
Development, Vol.60, No.4, pp.21-23.
22
Farndale, E., Scullion, H. and Sparrow, P R. (2010), The role of the corporate HR function
in global talent management. Journal of World Business, Vol. 45, No. 2, 2010, p. 161-168.
23
Collings, D. and Mellahi, K.(2009), Strategic talent management: a review and research
agenda, Human Resource Management Review. 19, 304-313.
25
to establish and implement a strategy for optimizing talent attraction, retention, and
development. It is of high importance to build goals that are based on strategy,
conduct performance against these goals, and provide feedback to the performer to
give a sense of common direction. Employees’ knowledge, skills and competencies
are an important competitive weapon; hence talent needs to be maximized and
recognized as one of the discrete source of organizational competitive advantage
otherwise the rare talent may certainly insist on mobility.
Talent Management System (2005)24, the Talent Management system is

comprised of two critical success factors that work together to ensure agencies have
people with the right skills, in the right places, at the right times. These two factors
are Recruitment and Retention. The certain key elements in both the factors that
makes organization successful are: Identifying the challenges involved in attracting a
high-quality workforce, establishing competency gap reduction goals and develops
action plans to address current and future competency gaps, using appropriate hiring
flexibilities and tools. Attracting and hire applicants who possess needed mission-
critical competencies, involving senior leaders and managers in recruitment planning
and the implementation of strategic recruitment initiatives to attract talent.
Strategically utilizing and developing talent with targeted investments in current
employees to eliminate competency gaps in mission-critical occupations. Training the
current workforce in mission-critical competencies needed by the agency, creating a
productive, supportive work environment through a variety of programs, such as
telework, childcare assistance, fitness centers, health assessments, safety seminars,
employee assistance programs, parking facilities, and transit subsidies.
Dmitry and Elena (2012)25, paper serves the purpose of identifying the features
of Human Resource Development (HRD) practices and talent management in
companies with Employer Brand (CEBs). The results show considerable differences
in terms of economic indicators, HRD practices and talent management in the CEBs
in comparison with Companies without Employer Branding. Study strongly supported
that the CEBs gained a number of economic advantages due to lower rates of staff
turnover and higher rates of HR investments in training and development activities of
24
Talent Management System (2005), Vol. 5, September 2005.
25
Dmitry Kucherov and Elena Zavyalova (2012), HRD Practices and Talent Management in
the companies with the Employer Brand, European Journal of Training and Development
Vol. 36 No. 1, pp. 86-104, 2012.
26
employees. The accurate understanding and practical application of the principles of
the employer brand concept, based on creation, maintenance and positioning of a
unique image of the company as a desirable employer in the labour market, attracts
both potential and current employees, could give an opportunity for a company to
operate successfully under the conditions of the so called “War for Talents”.
Suratkumari and Jaisheela (2011)26 , they found out that Human resource
challenges are critical for the efficient functioning of the railways and talent
management serve as an important tool for improved productivity. Developing
economies face fierce competition for talent often spanning national borders.
Traditional talent management practices were limited for attracting, developing and
retaining talented people. Today's management needs require certain new steps for the
effective management of talent.
The new approach required:
o Defining organization goals

o Clarifying employee accountability
o Recognizing talent
o Conducting Performance appraisal
o Attracting &Selecting talent
o Planning future talent requirement
o Evaluating individual value
o Providing opportunities for individual development and retaining talent.
Xin et al (2008)27, presented a paper by comparing models of HRM with

normative and empirical findings related to TM, this study concluded that TM seems
to prophesy some new and rather different approaches to the management of the
people resource in MNCs in China rather than a simple repackaging of old techniques
and ideas with a new brand or label. Study findings give grounds to challenge the idea
that TM is another struggle by HR professionals to enhance their legitimacy, status
and credibility. Rather, TM seems to be a new management ideology that may make a
26
M. Suratkumari M. and Jaisheela. B (2011) , Talent Management in South Central Railways,
Journal of Commerce & Management Thought, Volume II, no. 2.
27
Xin Chuai, David Preece and Paul Iles (2008), Is talent management just ‘‘old wine in new
bottles’’? The case of multinational companies in Beijing, to Management Research News
Vol. 31 No. 12, pp. 901-911, 2008.
27
difference to the success and competitive advantage of the organization studied in the
three Chinese cities in particular and to Chinese organizations in general.
Rakesh and Jyotsna (2009)28, this paper draws lessons on building a talent
management strategy based on competency profiling becomes a critical impact area
within the field of strategic HRM. If an organization’s goal is a superior, high
performance workforce that is focused on continuous improvement, it needs to
manage people within a performance management and development framework. All
high-performing employees want to visualize a career path in their organizations or
they will not hesitate to exit the system. They feel motivated when their performance
is periodically assessed, recognized and are given feedback. The values can easily be
translated into competencies which can become parameters for attraction,
management, development and engagement of workforce. The main findings were
that the talent mindset has helped the organization in recruiting the best talent from
the best pharmaceutical organizations. The attrition of the top and valued talent
segment has come down. Some of the key positions have been filled through
succession planning.
Ralf and Tony (2010)29, gave certain findings related to talent management.
Talent Management varies considerably with the application, the disparity between
two subsidiary units is due to a number of factors including host country effects and
local cultures. Moreover, talent management at Meddevco Company appears to suffer
from a lack of support and commitment from both management in the subsidiaries
and from the senior levels of the corporation at the regional level and is affected by a
lack of stakeholder involvement in the implementation process. Talent management
seems to be further mediated by micro political relationships between the US
headquarter and its subsidiaries and the subsidiaries themselves. The findings suggest
that global systems are utilized for the purposes of managing talent in practice may
diverge markedly amongst MNC subsidiaries.
28
Rakesh Sharma and Jyotsna Bhatnagar (2009), Talent management – competency
development: key to global leadership in Industrial and commercial Training, vol. 41 no. 3,
pp. 118-132, 2009.
29
Ralf Burbach and Tony Royle (2010), Talent on demand? Talent management in the
German and Irish subsidiaries of a US multinational corporation, Personnel Review, vol. 39
no. 4, pp. 414-431, 2010.
28
Carole (2011)30, he highlighted the terminological ambiguity around working
definitions of talent. Talent management is still in its infancy as a field of study and
whilst the practitioner community has long recognized its value, the academic
community has been slow in addressing the theoretical and practice gaps, with few
considering the field of training and development. This has serious implications for
those in organizations attempting to design and implement talent management
programmes. For one thing, we need a balanced view of talent as both innate and
learned, with the introduction of ‘‘creativity’’ as a specific element of talent and the
importance of the environment seen as having an influence on the development of
talent. A shared organizational language for talent is important. There is high level of
influence of management consultants in the development of the term in managing
people with unique knowledge and skills.
Schehar et al (2010)31 conceptualizes talent management and its effectiveness

for organizations in present competitive business environments. The study reveals that
talent management has positive significant influence on employee attitudinal
outcomes and organizational effectiveness e.g. employee work engagement, turnover
avoidance, and value addition. We conclude that organizations, which are enthusiastic
for gaining competitive advantage over their business rivals, need to manage their
talent in vigilant and effective ways. Findings reveal that talent management
initiatives seek to develop the talented employee’s capacity so that they might remain
engaged with their works to produce maximum returns. All the levels of management
must be updated with the vitality of talent management strategies that specifically
conduct the strategies. This helps an organization to identify and focus on new
competitive circumstances. Work engagement is achieved in human resource through
motivating employees. The encouragement is further supported if the pay is also
accompanied by social recognition or adds value to the procedures of self-
development such as feedback, coaching, job rotation, and provision of employee
training and developing a unified standard. Finally, all the organizations have realized
the value of managing their core talent and have initiated new human resource
practices which encourage the talent management as the top priority which responds
30
Carole Tansley, (2011) "What do we mean by the term “talent” in talent management?",
Industrial and Commercial Training, Vol. 43 Iss: 5, pp.266 – 274.
31
Schehar Bano, Dr. Muhamamd Aslam Khan, Qazi Habib Ur Rehman and Asad Afzal
Humayoun (2010), Schematizing Talent Management, A Core Business Issue, Far East
Journal of Psychology and Business Vol. 2 No 1, December 2010.
29
to the change or crisis arises due to enhancements in knowledge based economic
society.
McKinsey & Company (2001)32 in their paper illustrated that having great
managerial talent has always been important, but now it is critical. In today’s
competitive knowledge-based world, the caliber of a company’s talent increasingly
determines success in the marketplace. At the same time, attracting and retaining great
talent is becoming more difficult, as demand for highly skilled people outstrips
supply. The war for talent will persist for at least the next two decades. The forces that
are causing it are deep and powerful. The war for talent is a business reality.
Companies that recognize the strategic importance of talent and manage their
businesses accordingly stand to reap very large rewards. Companies that are leading
the way execute against five talent management imperatives:
1. Instill a talent mindset at all levels of the organization beginning with senior
Management.
2. Create a winning Employee Value Proposition (EVP) that brings scarce talent
through the doors and keeps them there.
3. Recruit great talent continuously.
4. Grow great leaders.
5. Differentiate and affirm.
As Lazarova and Tarique (2005)33 stated talent management initiatives seek to

develop the talented employee’s capacity so that they might remain engaged with
their works to produce maximum returns. All the levels of management must be
updated with the vitality of talent management strategies that specifically conduct the
strategies. This helps an organization to identify and focus on new competitive
circumstances. Work engagement can be achieved through motivating employees.
The encouragement is further supported if the pay is also accompanied by social
recognition or adds value to the procedures of self-development such as feedback,
McKinsey & Company (2001). The War for Talent, April 2001.
32
Lazarova, M. and Tarique, I (2005), Knowledge transfer upon repatriation, Journal of World
33
Business, 40, 361-373.
30
coaching, job rotation, and provision of employee training and developing a unified
standard. Therefore, employees demand for motivation on continuous basis.
Sunita et al (2015)34 identified the various strategic interventions which aid in

development of talent in manufacturing sector. The results support the fact that proper
emphasis on talent development has a significant relationship with organizational
success and sustainability. Managers must take up responsibilities in focusing on
factors influencing the development process that offer an edge to the organization.
Manufacturing organizations generally have a monotonous work environment along
with a retiring workforce. Organizations should accelerate their pace of talent
development so as to embrace the dynamic nature of competition and it’s difficult to
retain an employee with higher growth expectations. It becomes imperative to develop
talent and provide them with lucrative career opportunities within the organization to
achieve organizational success.
Subramaniam (2013)35 viewed that strategic management and strategic human

resource management (SHRM) theories that contribute to the strategic agility that
firms require to successfully compete globally. The adoption of a strategic business
partner role by human resources (HR) was prioritized to operate in the dynamic global
market to gain the competitive advantage. Author conducted study of 26 senior
executives of MNS firms in India that revealed a common perspective in nature and
importance of strategic agility. The executives also discussed a plethora of factors
which demand strategic agility – for example, growing competition, changing
financial and regulatory requirements, the need to contextualize business strategies in
diverse markets including the concepts of external and internal ‘fit’ (Delery 1998 36).
There was a general consensus that HR professionals needs to design their programs
flexibly in response to diverse business and social environments, and to ensure that
they are integrated with each other and focused towards organizational change. On the
practical front, the study finding confirmed the centrality of HRM strategies and
systems to the competitiveness of global organizations through the development of
appropriate processes and practices which will enhance their strategic agility. It
34
Sunita Panda Chandan Kumar Sahoo , (2015),"Strategic talent development interventions:
an analysis", Industrial and Commercial Training, Vol. 47 Issue 1 pp. 15 – 22.
35
Subramaniam Ananthram (2013), Strategic agility and the role of HR as a strategic business
partner: an Indian perspective, Asia Pacific Journal of Human Resources, 2013.
36
Delery JE (1998) Issues of fit in strategic human resource management: Implications for
research. Human Resource Management Review 8(3), 289–309.
31
identified these key processes and practices as comprehensive HR planning, talent
attraction and retention programs; ongoing HR development programs, and associated
rewards systems, and the links between them. HR professional’s potential must be
built and supported in order to adopt a strategic business partner role to avail
demonstrable contributions to business competitiveness
Evert Pruis (2011)37, this paper aims to address the issue of talent development
with five principles distilled, tested and evaluated. The five principles include:
 Clarify what ‘‘talent’’ means in your organization by formulating a crystal

clear policy.
 Perceive talent management as an integrated process and start organizing it as

a coherent effort, involving all human resource departments.
 Fulfill a clear and present organizational need with your talent development
efforts.
 Offer mentoring by true role models and thus enhance the talent’s
organizational ‘‘know-how’’ and business insight and accelerate their
development.
 Harness the power of the talent pool, because talents working in teams could
offer company a huge and largely untapped cognitive surplus.
Margaret and Leo (2015)38 conducted a review of recent literature in the fields
of employee retention and talent management. The importance of managing WLB has
been identified as essential to retain staff. Employee attitude such as job and pay
satisfaction or workload will impact on WLB as personal dimension such as stress
and substance abuse. If work and life elements are not addressed through well-
developed and relevant training programs, the provision of promotional opportunities,
and the genuine interest by managers in the well-being of employees’ family and
personal lives, then staff turnover will be much higher than the acceptable,
37
Evert Pruis (2011), The five key principles for talent development, Industrial And
Commercial Training Vol. 43 No. 4 2011, 206-216.
38
Margaret Deery and Leo Jago (2015), "Revisiting talent management, work-life balance and
retention strategies", International Journal of Contemporary Hospitality Management, Vol. 27
Issue 3, pp. 453 472.
32
particularly among the talented staff. Literature indicates Work-Life balance is a
prominent factor in determining talent retention.
Surya (2012)39 review suggests a theoretical point of view and a significant

degree of theoretical advancement is required. The paper aims to aid the future
research in the area of talent management through
1) Helping to clarify the conceptual boundaries of talent management
2) Providing a theoretical framework which can help in framing their research

efforts in the area. Implication of Strategic Talent Management leads to firm’s success
with certain mediating variables to reflect the significant attitudes and behaviors of
organization’s talent pool in achieving the financial performance.
Stephen (2013)40 considers and explored the ethical issues that arise from the
operation of talent management programs and adding a new dimension to the
expanding literature on the subject. Organizational approaches to talent management
are often concerned with identifying and managing the high-performing employees.
Author finds to establish a potential influence on the practical design of talent
programs from an ethical standpoint. It was found that ethical challenges in particular
suggest: full and fair identification of employees contributing far above average or
who have the potential and secondly, talent management has a stronger ethical footing
when the outcomes and effects extend beyond the select few to benefit the wider
majority.
Patiraj et al (2012)41, in their study have expressed that Oil and Gas being the
most important source of energy is considered the life line of any economy. There are
certain issues such as greenhouse gas emissions, climate change, and pricing, security,
constantly increasing budgets of exploration and production that are pressing the
industry. On the other hand the demand for oil and gas is constantly increasing. The
situation is very complex in terms of the work force related issues, putting oil and gas
companies into war for talent.
39
M. Surya M. Kumar (2012), International Journal of Management (IJM), Volume 3, Issue 3,
September- December (2012).
40
Stephen Swailes (2013), “The ethics of talent management”, Business Ethics: A European
Review Volume 22 Number 1 January 2013.
41
Patiraj Kumari and Prakash Bahuguna (2012), “Talent Management and its Role in Creating
High Performance Work System”, Research Journal of Economics and Business Studies,
Vol.4, No.6, pp.36-41.
33
Lack of awareness among people about the importance and attractiveness of
the sector, declining interest of the people towards science and technology involving
high degree of risk associated. The challenge for them is to develop rigorous talent
management system, which will ensure the availability of the right people for the
industry and create high performance work system to enhance productivity and
profitability.
James (2012)42 said that Talent management is a new but difficult

phenomenon to measure and to categorize due to different organization perspective
about what constitute talent in the staff within the firm. Impact of talent management
on the organization performance is a problem especially where only strategic staff is
treated as talent of the firm.
Prabir (2012)43, in his study stated that exit interviews provide an excellent
opportunity and comment relating to talent retention strategies by minimizing the gap
between management perception and employee aspiration. Meritorious people often
leave organizations because they are denied the opportunity to grow and advance.
Organizations need to know and emphasize a response mechanism accordingly. Face-
to-face exit interviews need to be conducted in order to promote better
communication and understanding between the management and employee.
The HR department should devise various methods that could facilitate

workplace alliances helpful in molding the people who feel isolated from the
mainstream. The exit interview is something more than a damage control exercise,
with a definite objective of building up a work climate by assimilating the diverse
attitudes and aspirations. Undoubtedly, the interviews are an excellent catalyst for
identifying specific mistakes and improving opportunities in the vital area of
management development and succession. Exit interviews when done correctly, they
can establish a win-win situation for both the organization and the leaver. It is widely
felt that the findings of the exit interviews can motivate the management to
concentrate on the job of nurturing the organization, rather than crisis management in
the wake of high staff turnover.
42
James Kehinde (2012), “Talent Management Effects on Organization Performance”,
Journal of Management Research, Vol.4, No.2, pp. 52-58.
43
Prabir Chandra Padly,(2012) “ A Bridge between Management Perception and Employees
Aspirations”, Journal of Social Science and Management, Vol.1, No.11, pp.24-28.
34
Ted Glenn (2012)44, in his study has analyzed that the capacity to recruit and
retain highly trained, qualified staff as key to public service renewal, sustainability
and success in the 21st century. Despite the consensus behind this priority, students of
Canadian public administration know little about the strategies and programs that are
in place to attract, recruit, retain and transition key public servants in this country. The
article tries to address a gap by describing talent management, to induce an approach
in getting the right people in the right place at the right time currently being inhabited
in British Columbia, Canada, New Brunswick, Newfoundland and Labrador, Nova
Scotia, Ontario and Saskatchewan.
Lesego et al (2012)45, put forth that Local government municipalities in South

Africa faced a serious challenge of service delivery. Research continues to point to a
plethora of problems in the public service that lead to the failure of municipalities in
the country to deliver services to the local population. One of the problems emanating
from research is poor talent management strategies that fail to retain key talent in the
public service. The aim of the study was to explore perceived challenges to talent
management at the City of Cape Town municipality.
A qualitative research method was adopted for the study with the semi
structured interview utilized as the data collection tool and conducted on twenty
senior managers at the municipality. Challenges facing talent management at the City
of Cape Town municipality included failure to retain key talent, lack of employee
recognition, succession planning and management problems, and sluggish career
management strategies. These talent management challenges were found to be
connected to the dependent variables of the study like pay satisfaction, turnover and
intention to turnover theories, organizational commitment, employee engagement and
motivation. To overcome these challenges, it was recommended that the City of Cape
Town municipality must devise a strategy that will ensure that highly talented
employees are retained for the longest time within the organization. The
recommendations include an initiation by senior managers focusing on recognition of
the individual input and efforts of those lead in the operations.
44
Ted Glenn (2012), “The State of Talent Management in Canadas Public Sector”, Journal of
Canadian Public Administration, Vol.55, No.1, PP.25-51.
45
Lesego Peejay Koketso and A.A.Braam Rust (2012), “Perceived Challenges to Talent
Management in the South African Public Service”, Journal of Business Management, Vol.6,
No.6, pp. 2221-2233.
35
Kapil and Garima (2012)46, in their study have said that Talent is a scarce
resource. Talent Management is a tool which helps the management to identify the
key employees of the organization. Amongst all the available resources, human
resource is of prime importance and plays a vital role in the organization success. A
well-developed human capacity base is not only an asset that enables society to
promote forward-looking ideas, initiate and guide action, and build on success, it also
makes them attractive destinations for investment and intellectual collaboration, both
of which, if managed appropriately, will lead to positive returns. A solid higher
education base is crucial for such transformation to take place.
The study is motivated to find out that how educational institutes are keeping a
track for the intellectual capital and how far the institutions are capable to inculcate a
strategic development of individual to fit in organization better. Impact of
globalization led to a distinctive and idealistic approach that is abundantly clear,
effective, and beneficial participation in the world that is emerging will depend, in no
small measure, on the ability of societies to build and take advantage of their human
resource capabilities. The purpose of the study is to propose mechanisms to retain
faculties, that are feasible under present conditions, and to gauge their effectiveness in
offsetting the risk of staff loss commonly associated with capacity building efforts in
the organization.
Bhanupriya and Tariq (2012)47, in their study have expressed that the
challenge of talent management has two faces. First, is how to find new people and
second is how to retain the present workforce. A lot has been written about the
acquisition and retention strategies of talent. In case, all strategies fail to retain the
talent, an unsought dimension of talent management, i.e. talent transition or exit
management evolves. The increased acceptance of modern concepts and practices of
talent management has made it necessary to give attention to this aspect of talent
management also.
46
Kapil Choudhary and Garima Tiwari (2012), “Strategies of Talent Retention for
Academia”,International Journal of Management Research and Reviews, Vol.2, No.2, pp.264-
271.
47
Bhanupriya Gidwani and Tariq Aziz (2012), “Talent Transition Strategies for Departing
Employees”, International Journal of Management Research, Vol.2, No. 1, pp.23-27.
36
Folke and Martha (2012)48, in their study have expressed that the lack of
career movement of members of ethnic minority groups in work organizations has
been widely documented. The purpose of this paper is to gain insight regarding the
conditions for the realization of diversity goals in case of talent development. The
authors make use of theories regarding effective diversity management and career
advancement of ethnic minority employees. Data were collected through semi-
structured interviews with regard to diversity management as a means of fostering
talent development of ethnic minorities. The key success factors mentioned in the
literature such as top-level commitment and strategic integration are insufficient and
overrated conditions. More important are non-issues in the formulation of diversity
strategies, organizational alignment of relevant organizational players, strategic
coherence and organizational culture. The case study design used in this research
facilitates case-sensitive analysis but is limited in estimations of validity and
explanatory strength of factors mentioned in the literature, as it is in generalizing
across organizations. Interventions aimed at fostering ethnic diversity in talent
development should start with precise analysis of cultural and organizational
conditions and processes underpinning standard practices of talent and career
development, and not only seek strategic integration and top management
commitment but arrange for broad-based organizational alignment. While there are
many theoretical and normative models tracing diversity outcomes to organizational
conditions and diversity management strategies, there is a dearth of empirical studies
in this field. The case study explores the merits of these models and adds new insights
on an empirical basis.
Christoffer, (2012)49, in his study projected that how organizations can support
their leaders in taking on the challenges of their leadership roles, including how to
manage talent effectively on a larger scale as they move up the ranks. The author
discussed the findings of a study by Corporate Executive Board regarding the support
required to move from being a business leader to a talent champion. This study is built
upon previous Corporate Executive Board research 2009 consisting a 360-degree
survey of 8000 business leaders based in North America, Europe, Asia, and South
48
Folke J Glastra and Martha merman (2012), “Developing Ethnic Talent in the Dutch
National Tax Administration” European Journal of Training and Development, Vol.36, No.1,
pp.105-124.
49
Christoffer Ellehuvs (2012), “Transforming Business Leaders into Talent Champions”,
Strategic HR Review, Vol.11, No.2, pp.84-89.
37
Africa exploring managers' skills, their knowledge, the proportion of time they spent
on tasks related to their role and their attitude towards talent management had shown
that the way managers manage their teams can have a significant impact on key
business outcomes. It aimed to expedite feasible and sensible ways for organizations
to support executives in making the leap from managing an individual team to facing
the challenge of leading a business unit comprising a broad spectrum of talent
portfolios effectively.
The survey was led open to CEB managers to determine involvement levels of
business leaders in succession planning and their accountability for talent and
business outcomes. The research found that there are four distinct types of managers
when it comes to talent management, ranging from those who are committed and
effective talent managers to those who are neither.
Vinita (2012)50, in his study has viewed that IT industry is changing rapidly
and an increased complexity is observed in post-recession period in detailing of IT
management and challenges. The economy is reverting back but at a very slow pace.
The study is a review of the post-recession strategies adopted by leading
organizations. The need to adopt appropriate strategic plans and new talent
management policies and changing global scenario in the fields of Information
Technology was observed that ensure an upturn for the organizations.
Swapna and Rose (2012)51, in their study have analyzed that business
transformation is a key executive management initiative that attempts to align an
organization's initiatives relating to people, process and technology aligned with its
business strategy and vision. Business Transformation is possible by inducing an
effective talent management system in an organization. Talent management is
identifying, recruiting, hiring and developing people with strong potential to succeed
in an organization.
Höglund and Mathias (2012)52, in their study have expressed that the direct
and indirect linkages between human resource management practices and human
50
Vinith Sinha (2012), “Mangers Challenges to widen Global Excellence and Talent
Management in Post-Recession World of Business and Information
Technology”,International Journal of Electronic Customer Relationship Management, Vol.6,
No.1, pp.74-86.
51
Swapna and Rose (2012), “The Role of Talent Management with special reference to
Service Sectors”, Journal of Advances in Management, Vol.5, No.2, pp.61-63.
38
capital within a talent management framework. The paper applies psychological
contract theory as a medium to assess employee perceptions of the talent qualities that
are rewarded and the effect of such perceptions on employee-felt obligations to
develop skills. The results indicate that human resource management practices are
positively related to employee-perceived talent inducements and those talent
inducements fully mediate the direct relationship between skill-enhancing human
resource management and human capital. Results imply a differential treatment of
employees based on criteria constituting talent can have positive effects on employee
motivation and felt obligations to develop skills and apply these in service of the
organization. The talent management framework reflects the functions relating to
defining, communicating and engendering the development of qualities required for
the achievement of present and future organizational goals.
Guerci et al (2012)53 studied on four Italian companies, focusing the

managerial practices they implemented for managing talent. The results show that, in
the Italian context, talent is managed for very different organizational objectives, with
the general aim to foster a segmented approach to the workforce and to commit top
and line managers to human resource development activities. The results are
compared with existing literature, and both implications for human resource
development practice and human resource development theory are highlighted.
Suratkumari and Jaisheela (2011)54, their study examines Talent Management

in South Central Railway and have expressed that Talent Management in service
sector industries are strategic and deliberate in how they source, attract, select, train,
develop, promote and move employees through the organization. The term Talent
Management varies in its implication, 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 Talent Management decisions are often driven by a set of organizational
core competencies as well as position specific competencies. Talent Management
52
Hoglund and Mathia (2012), Examing Talent Management through the Lens of
Psychological Contracts”, Journal of Personnel Review, Vol.41, No.2, pp.126-142.
53
Guer, Solari and Luca (2012), “Talent Management Practices in Italy – Implications for
Human Resource Development”, International Journal of Human Resource Development,
Vol.15, No.1, pp.25-41.
54
Suratkumari and Jaisheela (2011), “Talent Management in South Central Railways”, Journal
of Commerce and Management Thought, Vol.2, No.2, pp.63
39
refers to the process of developing and fostering new workers through on-boarding,
developing and keeping current workers and attracting highly skilled workers to work
for your company.
Opas et al (2011)55 expressed the talent management strategies and employee

engagement implemented in three leading cement companies in Thailand ranged from
the largest to smallest ones. In depth interviews conducted with multi-level employees
involved in managing talent including executives, potential employees, and human
resources staff for investigation of factors that influence employee engagement. The
findings revealed that robust talent management planning, supportive top
management, fair salary, good safety and health insurance, training opportunity,
career advancement, organizational unity, a balance of work and daily life, and other
environmental factors were crucial factors that keep talent rooted to the organization.
Priyanka (2011)56, in her article explored that the talent management

innovations, practices and processes in major telecom company in India, Bharti Airtel.
The paper is based on a study of the organization's talent management practices and a
survey of executives, including in-depth interviews with two key talent management
executives, and a study of employees' perceptions of the organization's talent
management and its impact. Talent management is an important element of the
development process for employees and is an organization wide practice. The process
of effective management of the talent pool has led to enhanced employee engagement,
reduced attrition, and proportionately increased the average tenure of employees. The
talent management strategy and processes have contributed in varying degrees to
development and growth of employees. This research addresses how talent
management is perceived in a successful organization and examines the recognition
and growing acceptance of talent management practices. Indian companies are
currently dealing with issues such as whether talent management is an offshoot of
human resource processes or an independent developmental process, and how it will
create a competitive advantage and enhance employee engagement.
55
Opaspiansoongnern, Pacapol Anurit and Sureporn Kuiyawattananomta (2011), “African
Journal of Business Management”, Vol.5, No.5, pp.1578-1583.
56
Priyanka Anand (2011), “Talent Development and Strategy at Telecom Major Bharthi
Airtel”, Journal of Strategic Review, Vol.10, No.6, pp.25-30.
40
Lesley (2011)57, in his study has viewed talent management as a need to look
like into aspect to meet the future needs of organizations and the requirements of the
upcoming generation of talented individuals. Author is from a specialist consulting
and executive search firm Jackson Samuel, shares findings to improve performance
by adopting a strategic and personalized approach to talent management. Focus
groups and in-depth interviews were conducted to analyze quantitative, qualitative
methods and market segmentation. Businesses can significantly improve their bottom-
line performance by using a segmented approach to talent management. The
organizations that understand what their most talented individuals want from their
employer, and then segment their talent population and differentiate the Employee
Value Proposition deliver higher total shareholder return than those organizations that
do not. Talent segmentation will allow organizations to get a greater degree of
differentiation helps an organization choose whom to focus on and to create
definitions for these different populations of talent; and it enables organizations to
really understand what the talented individuals within each population want from their
relationship with the organization.
David et al (2011)58, in his study has viewed that while talent management has
gained a central place in the managerial discourse, academic research in the area has
lagged behind. This paper considers talent management with a particular focus on the
European context and contribution to this field that provide a minimal point of
departure to Talent Management concept.
Eoin (2011)59, expedites on social network analysis that can support talent
management initiatives in knowledge intensive work environments. Social network
analysis was done on two European multinational firms by attaining the information
from its research and development divisions. Findings show that talent management
efforts not only need to go beyond identifying key positions but also need to consider
the connections between the individuals occupying complementary key positions.
57
Lesley Uren (2011),”What Talent Wants: the Journey of Talent Segmentation”, Journal of
Human Resource Review, Vol.10, No.6, pp.31-37.
58
David G colligs, Hugh Scultion and Vlad Vaian (2011), “European Perspectives on Talent
Management”, European Journal of International Management, Vol.5, No.5, pp.453-462.
59
Eoin Whelan (2011), “It’s Who You Know Not What You Know: A Social Network
Analysis Approach to Talent Management”, European Journal of International Management,
Vol.5, No.5, pp.484-500.
41
This paper contributes to the advancement of the talent management concept by
integrating a social network perspective.
Chung and Hugh (2011)60, their study expressed the link between Corporate
Social Responsibility and Global Talent Management with reference to UK and
Korea. The linking of CSR to that of Talent Management is not just a matter of the
management competency to connect it with strategy but closely related to the
country’s cultural and institutional context which demonstrates businesses to
incorporate Corporate Social Responsibility in certain ways which also influence
people's views on responsible business.
Pamela et al (2011)61, in their study have expressed that different talent

management strategies have different effects on organizational performance with
reference to 138 Swiss firms. The findings include an analysis of:
 The talent management focusing on retaining and developing talents has a

statistically significant positive impact on human resource outcomes such as job
satisfaction, motivation, commitment and trust in leaders.
 Talent management practices with a strong focus on corporate strategy have a

statistically higher significant impact on organizational outcomes such as company
attractiveness, the achievement of business goals, customer satisfaction.
 Talent Management focuses earns inevitable corporate profits.
Salvador et al (2011)62, in their study have expressed that Globalization had

led to intensification of change that fosters the genesis and application of new
knowledge. Organizational variables and talent management serve as superior
knowledge asset for the firm's whose objective is to achieve continuous learning.
Study takes an in-depth look at the relationship between a political phenomenon talent
management and a natural one within a particular organizational framework. The aim
60
Chung Hee Kim and Hugh Scullion (2011), “Exploring the links between Corporate Social
Responcibility and Global Talent Management: A Comparative Study of the UK and Korea”,
European Journal of International Management, Vol.5, No.5, pp.501-523.
61
Pamela Bethke Langenegger , Philippe Mahler and BruNo Staffelbach (2011),
“Effectiveness of Talent Management Strategies”, European Journal of International
Management, Vol.5, No.5, pp.524-539.
62
Salvador Vivas, Marta Peris and Carlos Rueda (2011), “Managing Talent for Organizational
Learning’s”, European Journal of International Management, Vol.5, No.5, pp. 540-557.
42
is to obtain evidence of the effect of organizational variables on learning and
knowledge in large Spanish firms.
Robinson et al. (2014), this study examines the application of the job
embeddedness in the hospitality industry, investigating the relationship between job
embeddedness and other job-related attitudes that influence employee turnover. A
negative relationship was found between organizational sacrifice and intentions to
leave, where as a positive relationship was found between community links and
intentions to leave.
Preece (2011)63, in their study have expressed that many human resource
apologists have long shown concern about the status and legitimacy of the occupation
in the eyes of executives and other actors, and, arguably, this has not been
unconnected to the range of titles it has been given over the years. Commentators
debated whether there was an element of management fashion about these title
changes, or whether they reflected some real change at the level of practice. Talent
management has recently emerged as a focus of interest in human resource
management, although differences exist over its definition and rationale. Drawing
upon the management fashion literature and an empirical study of seven companies in
Beijing, it analyses the role of fashion setters and followers in the fashion-setting
process. The companies embraced Talent management because they thought it could
address their need to attract, retain and motivate talented people in an intensifying
talent war.
Srinivasan (2011)64, in his study has viewed that in the emerging and future
world of business, the key factor of success will be not capital or technology but
talent. Discussions in literature are focused on retaining existing talent or in other
words manifest talent. Not much of creative attention is bestowed on the other aspect
of talent management: how to manifest the hidden talent in the average employee or
in other words, harness the unman fest talent. This article examines both these
dimensions of talent management in the light of an integral and evolutionary vision of
human development.
63
Preece David (2011),” Talent Management and Mast Fashion in Chinese Enterprises”,
International Journal of Human Resource Management, Vol.22, No.16, pp.3413-3428.
64
Srinivasan.M.S (2011), “An Integral Approach to Talent Management,” XIMB Journal of
Management, Vol.8, No.2, pp. 81-90.
43
McDonnell and Anthony (2011)65, in their study have expressed that the most
critical outstanding issues faced by practitioners in undertaking effective talent
management. In spite of the global financial crisis, talent management will continue
being one of the most important challenges faced by organizations in the coming
decade. Workforce demographics and skills shortages are likely to make the 'war for
talent' fiercer than ever before making effective talent management a competitive
necessity. While talent management is rapidly developing as a research field, there are
many areas and there is a need to explore regarding having a particularly important
applied benefit as they represent some of the key organisational challenges are
grappling with in effectively managing their talent.
Brotherton and Phaedra (2011)66, in their study have expressed that the
professional services firm Towers Watson which found that companies are
acknowledging the recovering economy by focusing on obtaining employees from
talent management programs. Specific talent management priorities focused upon by
companies are examined, including leadership development programs, career
planning, and coaching and mentoring.
Stuart (2010)67, in his study has viewed to identify issues around the use of the
concept talent management and its implementation in an international context. It also
highlights techniques/solutions for better international talent management, which can
be utilized by those who are responsible for managing a global workforce. This paper
draws on past and current reasons for organizations failing to adequately manage and
develop their key talent in a global context. It includes the steps taken by the
organization to try and improve its international workforce management techniques.
Little Bob (2010)68, in his study has viewed that the development of talent
management systems and their evolving relationship with learning management
systems and learning content management systems. With the traditional learning
management systems declining the learning content management systems has much in
65
Mcdonell and Anthony (2011), “Still Fighting the War for Talent? Bridging the Science
versus Paretic Gap”, Journal of Business and Psychology, Vol.26, No.2, pp.169-173.
66
Brotherton and Phaeedra (2011), “Improving Economy Boosts Talent Management Efforts”,
Journal of Training and Development, Vol.65, No.1, pp.16-17.
67
Sturat Woollard (2010),” Managing Talent across a Global Workforce”, Journal of Strategic
68
Little Bob (2010), “Talent Management and its Technological Partners”, Journal of
Industrial and Commercial Training, Vol.42, No.7, pp.389-393.
44
common with an augment a talent management system. Technological developments
are having an effect on these relationships. Talent management systems are becoming
increasingly important for would-be successful large companies. The capacity and the
business requirements of the learning management systems are changing. The
learning content management systems offers a number of advantages for the modern
business over the learning management systems and can collaborate with a talent
management system to achieve strategic business objectives. Competency data and
competency management - lie at the heart of building competitive advantage in the
modern business world.
Ogden and Garrett (2010)69, in their study have expressed that leadership skill
in personnel management geared towards reducing cost to help hospitals survive and
thrive in a tough economy. It notes that strong healthcare leaders can engage
workforce in greater productivity through talent management. It adds that leadership
development can help hospitals reduce turnover of talented staff, preserve quality and
control costs, and increase productivity.
Tymon et al (2010)70, in their study have expressed that the challenge of global
talent management is critical to firm eminence. Even with the global economic
slowdown of 2008 and 2009, there are continuing challenges in attracting, managing,
and retaining talent, especially in the developing regions of the world where economic
activity has outpaced the availability of skilled employees. The intrinsic rewards
experienced are a critical element in employee retention, satisfaction with the
organization, and career success. They explored four antecedents of intrinsic rewards:
the social responsibility of the employer, pride in the organization, manager support,
and performance management. It’s found that the importance of intrinsic rewards as a
mediating variable, as well as for the moderating role of certain hygiene factors.
Research suggests that employers may have non-pecuniary mechanisms to promote
retention and employee satisfaction, even in challenging labor market environments.
69
Ogden and Garrett (2010), “Talent Management in a Time of Cost Management”, Journal of
Healthcare Financial Management, Vol.64, No.3, pp.80-84.
70
Tymon, Walter, Stumpt, Stephen, Doh and Jonathan (2010), “Exploring Talent Management
in India: the neglected role of Intrinsic Rewards”, Journal of World Business, Vol.45, No.2,
pp.109-121.
45
David and Kamel (2009)71, in their study have expressed that despite a
significant degree of academic and practitioner interest, the topic of talent
management remains underdeveloped. A key limitation is the fact that talent
management lacks a consistent definition and clear conceptual boundaries. They
suggested a Strategic Talent Management System consisting number of mediating
variables that reflect the significance of attitudes and behavior of organizational talent
pool in achieving the outcomes. These variables recognize the importance of the
talent pool in achieving financial performance. The research developed a theoretical
model of strategic talent management.
Deborah and Kathy (2009)72, in their study have expressed that Real estate
organizations are now recognizing the value in attracting and retaining the best,
brightest employees in order to achieve higher than average market share and elevated
profiles. In the era of the knowledge worker, “talent” – narrowly is defined as a core
group of leaders, technical experts and other key contributors often become the most
important asset of an organization. Real Estate Company’s strategies implication must
be more integrated as they compete to embrace the top tier talent. Additional attention
must be given to increasing employee engagement for Generation Y, while at the
same time developing strategies focused on knowledge transfer and reverse
mentoring. In order to provide a holistic approach to achieve competitive market
share there lies a need to address the growing talent shortages in real estate, coupled
with retirement of workers, aggressive strategies must be adopted while addressing
critical talent issues. This paper provides real estate practitioners with strategic
systems and processes to attract and retain talent in an increasingly competitive
market.
Sharma et al (2009)73, in their study have expressed that the talent

management strategy based on competency profiling becomes a critical impact area
within the field of strategic HRM. The study discusses the environment and the issues
arising in context to talent management in an Indian pharmaceutical organization. The
71
David G Collings and Kamel Mellahi (2009), “Talent Management: A Review and Research
Agenda”, Human Resource Management Review, Vol.19, No.4, pp.7-16.
72
Deborah R Phillips and Kathy O Roper (2009),” Talent Management in Real Estate
Organizations”, Journal of Corporate Real Estate, Vol.11, No.1, pp.7-16.
73
Sharma, Rakesh, Bhatnagar and Jyotsna (2009), “Talent Management Competency
Development: Key to Global Leadership”, Journal of Industrial and Commercial Training,
Vol.41, No.3, pp.118-138.
46
talent mind set helped the organization in recruiting the best talent from the best
pharmaceutical organizations. The attrition of the top and valued talent segment has
come down. Some of the key positions have been filled through succession planning.
Practical implications lie in whether to grow talent or buy talent.
Yang et al. (2012), the authors of this study interviewed Taiwan hotel workers
who had resigned from a job. They found that 80 percent of the interviewees had left
to pursue career advancement, whereas 70 percent had experienced recruitment
propositions from other hotels. The study also found that managers need to
understand more fully the expectations of subordinates when providing career advice.
Relevant training programs should be introduced to enhance career opportunities.
Leisy et al (2009)74, in their study have expressed that Talent management has
a direct and quantifiable connection to overall business risk management, business
improvement and cost management. In fact, there are serious potential pitfalls in not
having the right people with the right skills in the right jobs at the right time. A blend
of crisis in financial, economic markets, changing business strategies, fickleness in
recruitment, retention and aging workforce bringing talent management to the
forefront of today's human resource risk concerns. With many organizations now
viewing the entire world, not just a single country or region, as the milieu in which
they conduct business, managing talent optimally is an increasingly complex and
critical goal. The most basic talent management programs focus almost entirely on
filling open positions with qualified individuals. But at the other end of the
continuum, and far more likely to contribute to an organization's success, is a fully
integrated approach that addresses all segments of the talent management life cycle
recruitment, development, retention and transition-and aligns each segment with the
organization's vision, mission and values. Also, any organization that maintains a
global presence needs to maintain a truly global perspective, striving for consistent
implementation of an integrated talent management program throughout the world.
Pan (2008)75, in his study has viewed challenges and strategies of attracting
and retaining the best in government, particularly from the perspective of government
74
Leisy, Bill, Pyron and Dina (2009), “Talent Management takes a New Urgency”, Journal of
Compensation and Benefits Review, Vol.41, No.4, pp.58-63.
75
Pan Suk Kim (2008), “How to Attract and Retain the Best in Government”, International
Review of Administrative Sciences, Vol.74, No.4, pp.637-652.
47
in developing countries or transitional economies. This article first touches briefly on
the technical and practical issues of how to attract and retain the best, followed by an
elaboration of current trends in human resource management. It also looks at a case of
the Korean experience on human resource management, followed by discussion of the
theoretical and policy implications on human resource management. Various kinds of
best practices and new ideas are available through diverse venues around the world,
but it is difficult to determine what really works for whom and how. The challenge is
to find out what is applicable to the specific country; and how things can be applied
while minimizing negative consequences. Points for the practitioners under rapidly
changing circumstances around the world with increasing pressure on performance
and innovation in government, old-fashioned personnel management must be
significantly transformed, in order to attract and retain the best as well as to win the
war for talent. Thus, human resource managers should initiate far-reaching, much
needed change in talent management in terms of how they source, attract, select, train,
develop, retain, promote, and move employees through the organization.
Julia and Evelina (2008)76, in their study have expressed typical meaning of
talent management and it is importance particularly with respect to its effect on
employee recruitment, retention, engagement and identified factors that are critical to
its effective implementation. Talent management is a supportive and enacted
commitment in implementing an integrated, strategic and technology enabled
approach to human resource management. 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 increasingly short in
supply. Improved employee recruitment, retention rates and enhanced employee
engagement in turn have been associated with improved operational and financial
performance.
Hospitality organizations interested in implementing a talent management

strategy would be well advised to: define what is meant by talent management; ensure
CEO commitment; align talent management with the strategic goals of the
organization; establish talent assessment, data management and analysis systems;
Julia Christensen Hughes and Evelina Rog (2008),”Talent Management: A Strategy for
76
Improving Employee Recruitment, Retention and Engagement with in Hospitality

Organizations”, International Journal of Contemporary Hospitality Management, Vol.20,
No.7, pp.743-757.
48
ensure clear line management accountability; and conduct an audit of all human
resource management practices in relation to evidence-based best practices.
Bernadette and Sheetal (2008)77, provided a bibliographic review of

developments in career management, notions of talent from both an organizational
and hospitality graduate perspective. It aims on recruitment, retention and progression
of talent across an industry, where success is ultimately dependent on the capabilities
of employees to deliver at the point of service. Hospitality organizations need to
develop a specific focus on graduates by way of assisting attraction and sending clear
messages relating to their value in the talent management system. Development of
talent management systems for the industry is not just a pre-occupation of the HR
function, but requires recognition and support from all other levels of the individual
hospitality organization. This includes the implicit engagement of the individual being
invested in. A systematic approach to talent management must be a continuous
process; this is of particular pertinence to the hospitality sector, given the often-
sporadic approach to training and development, which are frequently curtailed by
pressures of acute operational demands and budgetary constraints. Finally, the
hospitality industry in general must become better at recognizing and developing its
own talent, within a tangible performance enhancement culture at organizational
level. This will ensure the retention of future investments and ultimate survival of
smaller concerns, in response to the growing dominance of multi-national concerns.
Gillian and Samantha (2008)78, in their study have expressed that the
operational implications and strategic actions involved in talent management in
Scotland. In an industry with generally high labor turnover and negative public image
as an employer, talent management has significant potential to contribute to changing
approaches to managing people and improving opinions on careers in this sector and
would affect recruitment, retention and maintaining people. Practical implications are
that: individual businesses adopt talent management approaches that best suit their
business, employees and customers; industry bodies and leaders present exemplary
practice in TM; business strategies including talent management initiatives are
77
Bernadette Scott and Sheetal Revis (2008),Talent management in hospitality: graduate
career success and strategies, International Journal of Contemporary Hospitality Management
vol. 20 no. 7, pp. 781-791.
78
Gillian A Maxwell and Samantha Maclean (2008), “Talent Management in Hospitality and
Tourism in Scotland”, Operational Implications and Strategic Actions, International Journal
of Contemporary Hospitality Management, Vol.20, No.7, pp.820-830.
49
actively supported by senior and operational managers in organizations; and educators
develop, in liaison with the industry, toolkits for the implementation and evaluation of
talent management initiatives.
Guthridge (2008)79, in his study has viewed that talent management issues
faced by international business enterprises. Research into the personnel management
systems at multinational corporations is assessed with an eye toward understanding
the difficulties of moving management talent between countries. Logistical issues
facing senior managers with opportunities abroad are considered. The doubtful place
of overseas experience in facilitating career growth in multinational corporations is
presented as a barrier to the development of international experience. The relationship
between the internationalization of talent development in management and financial
success in multinational corporations is noted.
Stevens and Howard (2008)80, in their study has put forth a talent audit system
that help in addressing the first pinpoint i.e., reducing unwanted turnover by
accurately and systematically predicting the effectiveness of hiring the right talent and
avoiding the wrong talent. A talent audit system is also useful for revealing data that
are definable, measurable, and actionable to assist with succession planning, which is
the second pinpoint. According to Stevens, the third pinpoint is losing top talent often
caused by job dissatisfaction because of job mismatches. A talent audit can help
address the main causes of poor job fit. The fourth pinpoint occurs when the right
person is matched to the wrong job. Through a talent audit database, organizations
can benefit from a complete inventory of strengths and weaknesses for employees in
all key positions. By identifying managers who could thrive in certain roles,
organizations can improve the job match of both managers and subordinates. The
final pinpoint involves training the wrong personnel. A comprehensive inventory of
employees' strengths and weaknesses, such as those found in a talent audit database,
could help organizations to customize their training to the individuals who will most
benefit.
79
Guthridge and Matthew(2008), “ Why Multinationals Struggle to Manage Talent”, Journal
of Mckinsey, No.4, pp.10-13.
80
Steves and Howard (2008), “Total Quality Management Now Applies to Managing Talent
Management”, Journal for Quality and Participation, Vol.31, No.2, pp.15
50
Moncraz et al. (2009), this study examined the organizational practices of US
lodging properties on employee turnover and retention. The results found that
corporate culture, hiring and promotions and training practices influenced non-
management employee retention. Hiring and promotion practices also impacted
management retention. In addition, the organizational mission, goals, direction and
employee recognition, rewards and compensation were found to positively reduce
non-management employee turnover.
Rosenberg and Janice (2008)81, in their study have expressed views on the
importance of new talents in the real estate management industry and offers
suggestions on how property owners and managers can recruit ideal and effective
employees. Most companies are struggling in hiring entry level positions, particularly
the middle and upper level management. The author suggests that real estate
managers can explore various initiatives of recruiting qualified candidate, such as
professional research firms, online classifieds, through referrals or simply selecting on
current employees, and marketing the company.
According to Bersin and Josh (2008)82 financial services managers are tempted
to cut expenses in difficult times but talent management is one area where they should
proceed with caution. Credit problems roil the industry; banks need to continue their
focus on talent management as of strategic importance. Improved coaching, skills-
based workforce planning, competency models and performance management are
some of the practices recommends for improving talent management in financial
services.
Snell and Alice (2008)83, in their study have expressed that the importance of
talent management in a company. It refers to policy which deals with the manpower
of an institution which includes recruitment, career development, and compensation.
It is a strategy which involves organizational commitment, management and
technology. A discussion regarding the risk a business might encounter with the
absence of talent management is also tackled.
81
Rosenberg and Janice (2008), “Talent Management in Recruiting Talent”, Journal of
Property Management, Vol.73, No.1, pp.34-37.
82
Bersin and Josh (2008),”The Impact of Talent Management”, Journal of Banking Strategies,
Vol.84, No.5, pp.6-10.
83
Snell and Alice (2008),” The Future of Talent Management”, Journal of Workforce
Management, Vol.87, No.20, pp.55-56.
51
Lesley Uren (2007)84, in his study has viewed the key findings of that
investigates talent management processes, identifies the challenges to implementation
and highlights the best practices for achieving a culture of talent management
commitment rather than compliance.
Michael Baker et al (2006)85, in their study have expressed that human

resource return on investment is still important, as is the need to create business cases
for human resource programs. But, as companies move toward profitable growth, the
focus is no longer on strategic cost reduction and human resource transformation, but
on talent acquisition, management, retention.
Chris and Lynne (2005)86, in their study have expressed that getting the right
people in pivotal roles at the right time is nothing new to human resource
professionals, but when done effectively, talent management can create long-term
organizational success. Here, Lynne Morton and Chris Ashton show how to align
talent management strategies to business goals, integrate all related processes and
systems and create a talent mindset in your organization
Anuradha and Andy, (2005)87, in their study have expressed that many
companies claim to focus their resources on the development of their people, but few
can match the learning culture at Indian IT company, Mahindra BT. Its focus on
education and development had led to a rapidly growing business with enviable
employee recruitment and retention rates.
Jay and Lucy (2005)88, in their study have expressed that in Japan, talent
management means overhauling its approach to talent from hire to retire. It created a
84
Lesley Uren (2007), “From Talent Compliance to Talent Commitment: Moving Beyond the
Hype of Talent Management to Realizing the Benefits”, Strategic Human Resource Review,
Vol.6, No.3., pp.32-35.
85
Michael Baker, Diane Kvbal and Tom O Rourke (2006), “How to Use Innovative
Approaches to Retain Key Talent”, Strategic Human Resource Review, Vol.5, No.6, pp.5-5.
86
Chris Ashton and Iynne Morton (2005), “Managing Talent for Competitive Advantage:
Taking Systemic Approach to Talent Management”, Strategies Human Resource Review,
Vol.4, No.5, Pp.28-31.
87
Anuratha Deb and Andy Ranaweera (2005), “Nurturing Talent for Success a Mahindar BT:
Creating a learning Organization”, Strategic Human Resource Review, Vol.4, No.2, pp.32-35.
88
Jay Romans and Lucy Lardner (2005), “Integrated Talent Management at BD Japan: How a
Holistic Approach to Talent Management Built a High Performance Culture”, Strategic
52
new culture of accountability and engagement that helped the company exceed its
target to double sales in five years.
Anna (2003)89, in her study has viewed that with Baby Boomers aging and
fewer thirty something in the employment ranks, the graying of the workforce is right
around the corner. Involving a host of issues like loss of human capital, talent
shortages, ageism, and culture clashes force employers to rethink of their practices for
acquiring and managing talent. Employers can take specific steps now to cushion the
impact of the aging of their workforce, and those who act too late may find
themselves at a competitive disadvantage.
Donahue and Kristen (2001)90, in their study have expressed that talent
management is not something that executives delegate to the human resources
department. Senior leaders need to make it an integral part of their job. The need to
segment the different performance levels in a company's talent pool, invest in social
capital, differentiate the free agents from the loyalists was idealized. Employer
shouldn’t forget to parallelize the person's ability to materialize what he knows into
something that is appropriately novel and passionate. To encourage creativity among
employees, senior leaders need to match employees to the work they are doing, give
freedom to their work, must provide sufficient resources and send the right signals to
them.
Oracle (2008)91, bring to bear a holistic view of talent management. Talent

management enables HR to address urgent problems while establishing a foundation
for resolving critical issues on an ongoing basis for long term. HR decision makers
must be apprehensive of the organization’s ideal capability and must come up with a
full-fledged solution for the finite issues. Hasty decision making/lack of information,
HR organizations might add a niche offering to the core HR system to solve a talent
problem. As a result, HR loses decision making accuracy, workforce awareness and
ability to leverage consistent data across business processes. Native integration and
89
Anna Rappaport, Bancroff and Laure Okum (2003), “The Aging Work Force Raises New
Talent Management Issues for Employers”, Journal of Organizational Excellence, Vol.23,
No.1, pp.55-66.
90
Donahue and Kristen (2001), “Time to get serious about Talent Management”, Harvard
Business Review, Vol.79, No.7, pp.6-7.
91
Oracle (2008), White Paper, Integrated Talent Management: Extending the Value of a
Strategic Framework, An Oracle White Paper, March 2008,
www.oracle.com/us/industries/aerospace/018842.pdf
53
single data source equip HR with consistent data, enterprise wide line of sight
visibility and insight of decision making. The goal of talent management is to
seamlessly connect skills and competencies, learning objectives, performance and
succession planning data, employee development plans, training metrics, and financial
tracking information. HR must establish lasting solutions and build credible, long-
term strategies that support desired business outcomes now and in the future.
Perrin (2003)92, Talent management beset the instrumentation of unifying

strategies or processes in order to enhance the output of a wok place by deploying
meliorate systems and processes for attracting, development, retention and utilization
of required skills and abilities of work force matching the current and upcoming
business needs. Talent management strategies centralize around five basic areas such
as attracting, selecting, engaging, developing and retaining employees.
Ringoet al (2010)93 stated that talent in organization accumulation encourages

the ready availability of the required skills to attain the organizations short-term and
long-term business goals. Talent management is implemented to support individual
advancement and ensures flow in key positions, including management, technical, and
professional specialist roles across the professional sectors of human resource. It
concentrates on many of the organizational issues such as increasing retirement rates,
advanced turnover, tight labor market, limited competitiveness, and fast-paced shifts
in working styles and routines. Talent Management fidget with practices associated
with developing strategy, identifying talent gaps, succession planning, and recruiting,
selecting, educating, motivating and retaining talented employees’ human resource
though a variety of initiatives.
Tim et al (2008)94, ply that the application of talent management practices

makes a difference in organizational performance. Knowledge-intensive industries
tend to focus on developing and connecting their employees. Financial Service
92
Towers Perrin (2003), The 2003 Towers Perrin Talent Report: Working Today:
Understanding what Drives Employee Engagement, Research Report, Towers Perrin,
Stamford, CT.
93
Ringo, T., Schweyer, A., DeMarco, M., Jones, R. and Lesser, E. (2010), “Integrated talent
management – turning talent management into a competitive advantage – an industry view”,
IBM Global Business Services.
94
Tim Ringo, Allan Schweyer, Michael DeMarco, Ross Jones and Eric Lesser(2008),
Integrated Talent Management Part 3 – Turning talent management into a competitive
advantage: An industry view, USA, August.
54
companies tend to concentrate on attracting and retaining employees, with little
attention given to development or collaboration. Retailers focus heavily on talent
strategy, in addition to applying a notable number of talent management practices
overall. Without effective talent management practices, schools, hospitals and
government agencies face increasing attrition, the inability to attract the talent needed
to backfill departing baby boomers and challenges in achieving their mission. Tapping
into the organization’s knowledge base requires an understanding of the areas of
organizational competence, access to individuals with specific expertise, and the
ability to allow talented individuals to collaborate, regardless of physical location.
Hewitt Associates and Human Capital Institute (2008) 95, stated that the major
issues impacting the “next generation” workforce are impending skill shortages,
increasingly cross-generational and diverse workforce, the need for knowledge
transfer from retiring baby boomers, and significant leadership gaps. Intense cost
pressure from both traditional and emerging competitors, new markets, and more
demanding customers are additional elements that give a new sense of urgency to the
concept of talent management. Many of the organizations have highlighted with
effective talent management practices and deployment commitment has translated
into a strong base of talent and a pipeline of leaders with a demonstrable impact on
business results. Innovative ideas, strong execution, and a foundation of clear metrics
can enable many more talent management professionals to create a talent mindset that
will prepare their organizations to face the challenges ahead.
Folke and Martha (2012)96, expressed that talent is often seen as a

characteristic that differentiates an individual from others on the basis of their level of
possession of that characteristic. Talent needs timely and careful discovery,
assessment, development, placement and retention. Emphasis on the innovative
capacity fetches an organization with a competitive advantage in this service and
knowledge driven economy. Visibility and requisite competences, attitudes and
personalities make talent. It concluded that the key success factors such as top-level
95
Hewitt Associates and Human Capital Institute (2008), The State of Talent Management :
Today’s Challenges, Tomorrow’s Opportunities, October 2008.
96
Folke J. Glastra and Martha Meerman (2012), Developing Ethnic Talent in the Dutch
national Tax Administration: A Case Study, European Journal of Training and Development
Vol. 36 No. 1, pp. 105-124, 2012.
55
commitment and strategic integration are insufficient and overrated conditions
ultimately it the talent management that makes the difference.
Maura (2012)97, suggested that talent management has been significantly

influenced by the resource-based view (RBV), which regards internal factors;
physical and intellectual, as key sources of competitive advantage. The concept of
talent management is systematic identification of key positions which differentially
contribute to the organization’s sustained competitive advantage within the global
arena. Approach starts with identification of key talent positions or groups that reflect
the increasing recognition with greater degree of differentiation of roles within
organizations, with a greater focus on strategic choice between those organizational
roles that show marginal impact compared to those which can provide above-average
impact. Investing in talent management, specifically the development of the key talent
group of line managers is positively associated with perceived subsidiary
performance. The link between the Management Development (MD) variables and
perceived subsidiary performance is consistently positive and robust in all of the
models estimated.
Paul (2008)98, projected that it is hard for the hospitality industry to attract
suitable, motivated, trained and qualified employee who are capable of delivering the
service promises that organization make to its current and potential customers. The
main players would be the Generation Y. The learning styles, exposure to industry,
technology literacy and commitment must be developed in the Generation Y which
would be ultimately helpful to the sustainability of the hospitality industry.
Matthew (2011)99, it was stated that there are six key leadership and talent
strategies for success: empowering employees, building trust, enabling knowledge-
sharing, encouraging reflection, demonstrating learning’s value and formalizing
learning as a process. A company must be able to recognize potential talent in
97
Maura Sheehan (2012), Developing Managerial Talent Exploring the link between
management talent and perceived performance in multinational corporations (MNCs),
European Journal of Training and Development Vol. 36 No. 1, pp. 66-85, 2012
98
Paul Barron (2008), Education and talent management: Implications for the Hospitality
Industry, International Journal of Contemporary Hospitality Management Vol. 20 No. 7, pp.
730-742, 2008.
99
Matthew Rowland (2011), How to cement a diversity policy - The key role of talent
development in Human Resource Management International Digest, vol. 19, no. 5, pp. 36-38,
2011
56
employees and invest in them in order to develop them. Talent development strategies
can help companies to nurture in-house talent that are likely to provide a long-term
competitive edge. Investing in talent development systems and implementing
strategies is a crucial activity that the most stable and innovative organizations rarely
sacrifice.
Howard (2008)100, the basic idea that article gives is if the issue of retaining
quality employee is not addressed, they will leave, and company would suffer. The
article outlines ten strategies for identifying and retaining employees crucial to
ongoing success of an organization. These ten strategies are: Know your talented
employees, do not just manage, talk is cheap, leveraging diversity of thought and
behaviour, never tell your top performers that they there is nothing they can improve,
for a fresh start, recruit from within, identify and address ‘‘waning motivation’’, good
employees will leave, do not reward best performers just with work and recruit
talent’s talented friends.
Norma (2008)101, this paper presents the views of a number of senior managers
in the hospitality and tourism sector and develops a deeper understanding of their
perceptions around the value of TM, the approaches they adopt, and the issues and
challenges they face in the process. Talent management is a holistic approach to
human resource planning that aims at strengthening organizational capability and
driving business priorities using a range of HR interventions. These include a focus on
performance enhancement, career development and succession planning. The
diversity of the workforce in terms of age race and culture has put pressure on
employers to embrace and embed concepts of fairness and diversity in any TM
approach. Many of today’s employees have independent views about their own
lifestyles and access to information about career opportunities. The growing focus on
work life balance issues is driving TM policies to shift the focus from measuring
hours at work towards the quality of contribution made while at work. The other main
findings of this paper were that there is no shortage of talent, but their retention and
development is difficult. Approaches to TM were specific and driven by internal
100
Howard J. Morgan (2008), Identifying and retaining your star employees, Strategic
Direction, vol. 24, no. 9, pp. 6-8, 2008.
101
Norma D’Annunzio-Green (2008), Managing the talent management pipeline - Towards a
greater understanding of senior managers’ perspectives in the hospitality and tourism sector,
International Journal of Contemporary Hospitality Management, Vol. 20 No. 7, pp. 807-819,
2008
57
expertise and available resources – organizations would fit and tailor their TM
approach to their own context. Managers need to take responsibility for TM
particularly the motivation, coaching, mentoring and ongoing communication.
Thomas et al (2012)102, presented literature review to explore the concept of

talent development, define its scope and identify the issues involved in formulating
talent development strategies in organizations. Talent development focuses on the
planning, selection and implementation of development strategies for the entire talent
pool to ensure that the organization has both the current and future supply of talent to
meet strategic objectives and that development activities are aligned with
organizational talent management processes. Managerial talent is some combination
of a sharp strategic mind, leadership ability, emotional maturity, communications
skills, ability to attract and inspire other talented people, entrepreneurial instincts,
fundamental skills and the ability to deliver results. The literature highlights issues
concerning who is the talent to be developed, what competencies should be
developed, who drives development, what is the appropriate pace of development and
what is the architecture to support the development. The implications of the research
suggest that talent management activities targeted at fostering ethnic diversity in
talent development require specific awareness at the outset of cultural and
organizational conditions and processes underpinning standard practices of talent and
career development.
Mathias (2012)103, found that skill-enhancing HRM is positively related to

talent inducements indicate that the use of extensive skill-enhancing HRM practices
does communicate the centrality of employee qualities reflecting talent. Explicitly
communicated by the organization, or implicitly derived by the employees, such
inducements are positively related to employee felt obligations to develop skills.
Inducing employees based on talent qualities can create a continuous tournament, in
which employees are motivated and compelled to develop the qualities desired by the
organization. This perspective reflects a dynamic view of talent management in which
talent is not only a label granted to a fixed group of employees.
102
Thomas N. Garavan, Ronan Carbery and Andrew Rock (2012), presented literature review
in European Journal of Training and Development, vol. 36, no. 1, pp. 5-24, 2012.
103
Mathias Hoglund (2012), Quid pro quo? Examining talent management through the lens of
psychological contracts, Personnel Review in vol. 41 no. 2, pp. 126-142, 2012.
58
Pallavi and Jyotsna (2008)104, they suggested that as talent management
becoming an area of growing concern, there emerge a need for practicing due
diligence in their talent acquisition strategy. To meet the demands for talent with a
specific skill set in a given timeline, the organizations are adopting innovative
recruitment practices to find the correct skill sets and competencies. The purpose of
this paper is to discuss some of these practices and also to investigate talent
acquisition and its relationship to levels of employee engagement. By reflecting
recruitment and culture need fit, an environment is created at the workplace where
employees feel more passionate about their work and exhibit the behaviors that
organizations need to attain better results. It is suggested that organizations should
make efforts to build effective, practical and holistic talent strategies that are not only
able to attract talent but also address employee engagement and the retention of key
skills thus boosting the productivity and business performance.
Providing the employees with the knowledge and skills to do their job and
further recognizing and rewarding the knowledge and hard work of the employees,
providing a safe and stable work environment, giving them opportunity to be creative
and entrepreneurial are important tasks done by a company to retain employees.
Gillian and Samantha (2008)105, explored that the operational implications and
strategic actions involved in talent management (TM) in Scotland. In an industry with
generally high labour turnover and negative public image of an employer, TM has
significant potential to contribute towards a shift in approaches and managing people
and to improving opinions over career. TM is framed around activities related to
recruitment, employee development and staff retention. Individual businesses adopt
TM approaches that best suit their business, employees and customers within
businesses to reflect which roles are business critical so need particular management
attention and then business tend to expand in an incremental way.
Jyotsna (2007)106, investigate talent management and its relationship to levels

of employee engagement. Employee engagement, better talent management and
104
Pallavi Srivastava and Jyotsna Bhatnagar (2008), A case study on Talent acquisition due
diligence leading to high employee engagement: case of Motorola India MDB, Industrial and
Commercial training, vol. 40 no. 5, pp. 253-260, 2008.
105
Gillian A. Maxwell and Samantha MacLean (2008), Talent management in hospitality and
tourism in Scotland Operational implications and strategic actions, International Journal of
Contemporary Hospitality Management, vol. 20 no. 7, pp. 820-830, 2008.
106
Jyotsna Bhatnagar (2007), Employee Relations vol. 29 no. 6, pp. 640-663, 2007.
59
retention strategy may imply the following HR interventions for the BPO/ITES sector
in India: Identification of an engaged workforce at all levels with passion for
continuous learning and challenges, triggered through a continuous positive employee
relationship; further designing HR interventions to keep them engaged; a need to
establish a stronger psychological contract based on relational need rather than a
transactional one; create peer partners and mentors who care and nurture relationships
in terms of quality rather than quantity of time together and who take care of the
emotional needs and need for involvement of employees; treat employees as wealth
co-creators, and see employees as partners in the business and help them achieve the
satisfaction of creating and fulfilling new areas of business acumen.
Peter et al (2009)107, the sustainability imperative is reshaping the business

landscape – and will continue to do so. To become high performers, companies must
constantly come up with new ways to demonstrate environmental and social
responsibility – driving innovation in business processes, management practices,
products and services. Critical and focused investment in talent is required. If the
workforce is unable to induce an idea into the organization, the best sustainability
attempt would fall flat. Firms must invest in helping employees acquire and build the
knowledge, skills and attitudes required to carry out sustainability-related initiatives
and generate additional fresh ideas. Organizations must tap into employees’ desire to
make a positive difference in the communities and the world. The five levers –
organizational change, leadership development, employee learning, performance
management and employee engagement – can help. Today, when companies are
finding it increasingly difficult to grow, investing in talent to meet the sustainability
imperative may be the most potent way to achieve high performance. This paper
provides a series of initiatives to equip their employees’ talent – from top executives
to employees throughout the organization – with the much needed, but often sorely
lacking knowledge, skills and attitudes to spearhead efforts to attend to sustainability
both today and tomorrow.
Peter Lacy, James Arnott, Eric Lowitt (2009), "The challenge of integrating sustainability
107
into talent and organization strategies: investing in the knowledge, skills and attitudes to
achieve high performance", Corporate Governance: The international journal of business in
society, Vol. 9 Iss: 4, pp.484 – 494.
60
Evert (2011)108, gave important principles which are useful for the
organization. HR departments are unlikely to address talent management as an
integrated process. The form and purpose of talent development efforts are frequently
mismatched. Preferred learning styles and the design of talent programs are often at
odds. Talents have the potential to be much more engaged in and meaningful to their
organization. Research shows that clearly targeted TD approaches on high potentials
or out-performers work best for the short term i.e.25 years. TD approaches that regard
the entire organization as the existing talent pool reap the highest business benefits in
the longer run. It also found out that the strongest talent development programs are
the result of a coherent organizational talent management effort: from strategic
resource planning, to recruitment and assessment, pipelining, career planning, career
development, engagement, mentoring and coaching and (last but not least) learning
and development. Another finding was that the range of corporate challenges that
could potentially underpin talent development may be highly diverse. The ultimate
goal being to enhance the talent’s organizational ‘‘know-how’’ and business insight
and to accelerate their development. Finally, talents often feel under-utilized in their
tasks and assignments, primarily due to the fact that their daily activities claim all
available time, effort and energy. Talents may offer their companies a huge and
largely untapped cognitive surplus that could aid organizational development.
Sandra (2008)109, explored the field of hospitality management development

and discuss the implications of findings for the field of talent management. Analysis
says that the development of managers is a complex issue. Firstly, it cannot be seen as
an isolated process as it is influenced by external and internal factors. Therefore,
examining hospitality industry characteristics and structures provides some insights
into factors influencing the selection of the industry as a career choice and the
obstacles that organizations need to address to attract, retain and develop talented
managers. Secondly, approaches to developing managers are linked to other HR
systems and are influenced by the organizational values and priority given to
development. Thirdly, there is some discussion that focuses on career management
within hospitality. Research emphasis must be laid on which focuses managerial
108
Evert Pruis (2011), “The five key principles for talent Development”, Industrial and
Commerce vol. 43 no. 4, pp. 206-216, 2011.
109
Sandra Watson (2008), Where are we now? A review of management development issues in
the hospitality and tourism sector Implications for talent management, International Journal of
Contemporary Hospitality Management, vol. 20 no. 7, pp. 758-780, 2008.
61
learning and the role of education and technology in enhancing work-based learning.
In this article the four key themes of influences, managerial skills, career
advancement and development practices are presented as distinct sub themes.
Opas et al (2011)110, talent is identified as a high potential or performance of

employee. Recruitment of talent is heavily emphasized as the most significant process
in managing talent because firms believe in a concept of great input-great outcome.
Campus recruitment or marketing is considered as an effective approach for
recruitment in turbulent economic conditions. Management board members usually
pay more attention on talent recruitment, so, some firms invite them to participate in a
final interview panel because a new employee will familiarize with his or her direct
superior, while an executive can also realize attitude and expectation of an employee
wisely. This technique also encourages effectiveness of succession planning which is
the most popular approach in retaining talent in Thai organizations. Talent retention
depends on many factors found in the study. A management team is recommended to
make efforts to build effective, practical and holistic talent strategies that are not only
able to attract talent but also address employee engagement and retention of key skills
thus, boosting the productivity and business performance. Talent management should
be taken up as a business priority and not alone a HR intervention. An implication for
HR practitioners lies for first building a robust human resource management system.
Talent management to be successful has to be built upon a robust performance
management system. According to the results emerged from in-depth interviews,
building an employer brand of choice has a high impact on recruiting talent. In
developing this strategy, a firm would be well advised to pay attention to the key
factors associated with employee recruitment and successful retention for example,
competitive based pay and benefits, learning, skill development and career
advancement opportunities, work/life balance, a long-term strategic orientation, and
appropriate decision-making authority.
Opas Piansoongnern1, Pacapol Anurit1 and Sureeporn Kuiyawattananonta (2011), Talent

110
management in Thai cement companies: A study of strategies and factors influencing

employee engagement in African Journal of Business Management Vol.5 (5), pp. 1578-1583,
4 March, 2011.
62
Wasim et al (2011)111, examine the performance of intellectual capital (IC) of
insurance sector of Pakistan for year 2009. The aim of this paper is also to explore
various determinants of IC and its impact on financial performance of insurance
sector of Pakistan. The performance of IC is measured by Valued Added Intellectual
Coefficient (VAIC™) model which is employed by Ante Policy in its different
studies. VAIC™ is a well-known methodology which is used by many countries. The
empirical results revealed that human capital efficiency (HCE) plays a significant role
in IC performance of both life and non-life insurance sector of Pakistan. Efficient
people in the company mean having better performance of IC.
Petra and Irena (2011)112, not only the substance, significance, contributions
and particular processes of that approach but mainly to bring information on the
contents and the level of how talent management is used by organizations in the
region. Minute number of populations does use this approach in the organizations.
The main reasons why this approach is not used is either that organizations have no
knowledge of it or there is lack of financial and personnel resources. In the article
recommendations suggested by the author can be found for a wider application of
talent management in the Czech practice.
Khan et al. (2011), the study identified factors reducing employee turnover
and explore the impact of retention strategies on a hotel workforce in Pakistan. The
study showed that for higher control over retention, management must address
monetary rewards and career progression.
Nadya (2003)113, explained that strong foundations are well able to attract and
retain talent but less capable of letting go of unproductive staff, it is critical that
foundation executives and HR leaders ensure careful assessment of potential
candidates up front. In order to do this, they must fully articulate the key attributes
that will contribute to excellent performance in their foundations—which requires a
111
Wasim ul Rehman1, Muhammad Ilyas and Hafeez ur Rehman (2011), Intellectual capital
performance and its impact on financial returns of companies: An empirical study from
insurance sector of Pakistan, African Journal of Business Management Vol. 5(20), pp.
80418049, 16 September, 2011.
112
Petra Horváthová and Irena Durdová (2011), Talent Management and its Use in the Field of
Human Resources Management in the Organization of the Czech Republic, World Academy
of Science, Engineering and Technology 2011.
113
Nadya K. Shmavonian (2003), Foundation Strategies for Attracting and Managing Talent,
September 2003.
63
keen understanding of the work required of a program professional as well as the
competencies required to perform that work most effectively. Top foundation leaders
do not always fully appreciate the real work of program professionals, which can lead
to poor decisions about who is hired. This study suggests that a gap exists between the
skills that some program professionals bring to their foundation positions and the
skills needed to effect long-term change in fields—indirectly, as foundations
necessarily must do. The relatively frequent turnover among foundation leaders
increases the value of effective partnerships between CEOs and for HR professionals
to integrate program planning strategically with a foundation’s engines for
implementation— its program professionals.
Neeraj (2010)114, explained that in-order to guard against corporate brain drain,
companies need to formulate effective strategies to attract and engage the industry’s
newest resource: Younger Generation (below 30 years of age). He suggested the use
of Develop-Deploy-Connect model at the core of an organization’s talent strategy. In
general terms, employers can ‘develop’ their workers by providing them with
opportunities to learn through experience, ‘deploy’ them by designing effective
organizational roles and environments, and ‘connect’ them by creating seamless
networking infrastructures. By focusing on these three elements, organizations can
generate capability, commitment, and alignment in key workforce segments, which in
turn improve business performance. When this happens, the attraction and retention of
skilled talent largely take care of themselves. He concluded that the talent shortage is
looming and future retirement of experienced professional in the Indian upstream
sector has made it imperative for the E&P companies to evaluate and update the
existing approach of recruiting, developing, deploying, and connecting their people.
To increase the quality workforce pipeline, it’s important that organizations work
towards understanding the values and attraction of the incoming generation, and then
strategically rework their strategies for attracting, engaging and retaining young
entrants and experienced employees.
Robert (2012)115, an approach would be built on Canada’s soft-power strategy

by enhancing public diplomatic initiatives through a strategic, coordinated and
Neeraj Gupta (2010), Talent management in Indian upstream oil & gas sector, July 2010.
114
Robert J. Hanlon (2012), Leveraging talent: Exporting ideas in the Asian century, Canadian
115
Foreign Policy Journal, 18:3, 358-374, DOI: 10.1080/11926422.2012.742023.
64
informal policy agenda which should be done through individual rather than the high
level. By leveraging Canadian talent, the government could enhance its reputation at a
relatively low cost while reaping significant benefits. This paper has aimed to show,
the time to refocus and rebuild Canada’s Asia policy. Five specific policy strategies
formulated that could benefit the national interest of Canada in Asia are:
 Ottawa should consider organizing an annual regional forum on SD involving

non-state actors. This forum could rotate between Canada and Asia with the
intention of linking up entrepreneurs, activists and academics.
 Government should engage and leverage the Canadian citizens through chambers
of commerce to tap into the country’s vast network of overseas Canadians.
 Government should encourage young Canadian educators and entrepreneurs to go

to Asia by offering interest-free holidays on student loans.
 Government should provide greater resources in supporting all levels of Canadian

education in Asia. There is hyper-demand for western-style schooling based in
Asia that both the federal and provincial governments could help develop.
 Government should increase funding to the APFC for the purpose of an Asia
based expansion. Notably, the organization should open satellite offices in the
highly influential financial centers of Hong Kong and Singapore.
New foreign policy schemes of engaging Asia must be considered if Canada desires
to compete in an Asian Century.
Amir and Jessica (2016)116, this paper made emphasis on four major themes
within TD literature:
(a) Issues related to career development
(b) The influence of contextual factors
(c) The relationship between TD and attraction and retention of talents, and
(d) Issues of diversity in the context of TD.
Amir Hedayati Mehdiabadi and Jessica Li (2016), Understanding Talent Development and
116
Implications for Human Resource Development: An Integrative Literature Review.
65
Talent is a mixture of innate and developed abilities, HRD professionals help
individuals identify their innate talents as well as developing their knowledge and
skills based on the identified needs and their interests. This paper addressed
dimensions regarding defining talent for TD, aspects of focus on technical, generic or
both, architecture of TD, responsibility to carry the accelerated or traditionally paced
TD within the organization. It was even argued that approaches to development in TD
is different from other developmental approaches (e.g., employee development),
including careful attention to the personalized development of individuals based on
their abilities, interests, needs and motivations.
Rao and Sumeet (2009)117 in their paper highlighted that India is about to
experience the human capital of 25 years of age for the next two decades and a
planned development of manpower is necessary in order to pace a dynamic economic
growth. Conservative HRD policies have not helped India’s skill base to develop at
the same rate as economic progress. A lot of attention is directed towards recruitment,
retention and compensation strategies rather than to talent multiplication. It was
concluded that HRD managers need to recognize stakeholder expectations and
understand the overall business and strategic state of affairs in soaring value-adding
functions and activities. A constant focus on intellectual capital generation and
presume good ROI on training interventions are of primary importance. HRD
practitioners need to equip themselves with capacity and competencies needed to
engross proactive strategic partner possessing the ability to make practical
contribution towards organizational excellence.
Wenjia et al (2016)118, examined how strategic talent management (STM) is

defined and understood by Chinese small and medium-sized enterprises, and the talent
management and retention strategies SMEs in China use in the service sector. Study
show that managers have different views regarding talent in concern to the
investigated SMEs. Some of the managers defined STM as having the right candidate
in the right job, most managers considered that there is no difference between HRM
and STM due to lack of understanding about TM. Other than brand image an overall
117
T. V. Rao T. V. & Sumeet Varghese (2009), Trends and challenges of developing human
capital in India, Human Resource Development International, 12:1, 15-34.
118
Wenjia Cui, Zaheer Khan, Shlomo Y. Tarba (2016), Strategic Talent Management in
Service SMEs of China, Thunderbird International Business Review, Wiley Online Library
(wileyonlinelibrary.com) © 2016 Wiley Periodicals, Inc. • DOI: 10.1002/tie.21793.
66
package that include work environment, career growth and opportunities and good
pay are important for attracting talent.
Aamir et al (2014)119, studied conflicts magnitude amongst countries which

back the assertion that having ceaseless relationships in state of flux can be dicey for
GDP, foreign direct investment as well. Indian foreign policy will be the most crucial
determinant that will set the tone for the future milestones; imprudence here would
mean unenviable results, and a perpetual downward spiral. India was fuming with
religious intolerance and turmoil, most of the opportunities went ashes due those dire
straits. Than the IT boom followed by private sector headway, helped the dwindling
Indian economy to find a foothold. Indian economy is shackled with constraints; 300
million living below poverty, inactive talent yet to dig, dangerous living trends.
Infrastructure, social justice, religious ferment is other detrimental factors that require
deepen focus of Indian think tank to overcome internal conflicts. Major concern that
hampers growth and economy is the competitive strategy with neighbors will be the
biggest impediment for India to become an economic power house. India must ponder
a collaborative strategy with neighbors to alleviate its economy to become an
economic power house of the world.
Stephen and Colleen (2004)120 explained that talent Management practices to

attain enduring and sustained competitive advantage for a company over its rival
competitors. How the organization attracts, develops, motivates, manages and rewards
its talent is mostly firm-specific and unique for its business and human capital
context. Right enactment of practices in place enables a cohesive system that grasp a
greater mass of financial advantage. Paper emphasize on aligning interrelated Talent
Management practices with that of the business strategy to serve with the
sustainability for the organization. Effectiveness of talent management systems would
address: capability required for successful implementation of business design,
attracting top talent, recruiting and selecting “A” players, identifying top contributors-
both current and future, aligning performance and development strategies with
business strategies, in-depth focus towards pay, performance and career development
programs to check for its implication towards retention and organizational
119
Aamir Firoz Shamsi, Iqbal A. Panhwar, Badar Iqbal & Khizar Cheema (2014) India as an
Emerging Economy, Transnational Corporations Review, 6:1, 15-25.
120
Stephen J. Heinen and Colleen O’Neill (2004), Managing Talent to Maximize Performance,
Wiley Periodicals, Inc.
67
commitment. Senior management has to invest time and resources to realize benefits,
an organization can create the best business strategy, make the right acquisitions, and
invest in the right programs; however, if the organization does not acquire and
develop the necessary talent, those strategies will fail to be implemented, the
synergies from business transactions will fail to materialize, and investments will not
earn desired returns.
Hausknecht et al. (2009), this study coded a large number of employee surveys
to examine reasons for turnover. The coding found that job-satisfaction, extrinsic
rewards, constituent attachments, organizational commitment and organizational
prestige were the most frequently mentioned reasons for staying. High performers and
non-hourly workers were more likely to cite advancement opportunities and
organizational prestige as reasons for staying, whereas low performers and hourly
employees were more likely to cite extrinsic rewards.
Koustab et al (2010)121, their paper focus on turnover of managerial employees

at junior and middle levels has been widely recognized as a critical organizational
concern. Studies show that compensation alone does not explain the retention of
managerial employees and this problem is so intensified for service sector
organizations. This paper aims to focus on designing and balancing the organizational
social and technical subsystems elements in order to moderate the turnover of junior
and middle level managers in the company. IT firm is emphasized and the balance
between the soft (social) and hard (technical) factors is maintained by focused
approach towards socio-technical system elements in managerial job design. SAP
(situation-actor-process) - LAP (learning-action-performance) framework has been
used to structure the various factors playing an important role incidental to managerial
retention. The cultural disintegration and the misfit of organizational profiles between
the present organization and its parent company since the takeover can be
significantly attributed to the fact of higher managerial turnover and disturbed the
stability of its long-standing middle level managerial pool.
Koustab Ghosh and Sangeeta Sahney Vinod Gupta (2010), Organizational sociotechnical
121
diagnosis of managerial retention in an IT organization SAP-LAP framework, International

Journal of Organizational Analysis Vol. 18 No. 1, 2010 pp. 151-166.
68
Shawn (2006)122, analyzed organization staff size, the existence of talent
management initiatives, organization sector and HR department staff size are
presented and discussed, when applicable. Over one-half of HR professionals
indicated that their organizations had specific talent management initiatives in place
and over three-quarters indicated they were a top priority for their organizations.
According to HR professionals, the top four areas of improvement for their
organizations’ talent management programs were building a deeper reservoir of
successors at every level, creating a culture that made employees want to stay with the
organization, identifying gaps in current employee and candidate competency levels,
and creating policies that encouraged career growth and development opportunities.
The areas in the least need of improvement included creating a culture that valued
employees’ work, creating a culture that made individuals want to join the
organization and creating an environment where employees’ ideas were listened to
and valued. Respondents from organizations with talent management programs in
place were much more likely to rate their organizations more positively regarding
their workplace culture, planning, development opportunities, professional
advancement, reward management, recruitment and retention than those from
organizations without talent management programs. HR professionals plan to prepare
their mi-level employees to step into senior leadership positions.
Singh (2003)123 in his study insists that the importance of Intellectual Capital,
employment opportunities, skills required Indian IT industries and the salary
structure. The knowledge economy stands on many pillars most important among
them being "Knowledge assets- that is intellectual capital." Ideas, knowledge and
information define working life today. More than the conventional assets namely
financial and physical, intellectual capital is the most important asset of any
enterprise. Intellectual capital, the knowledge assets are talents, skills, know-how,
know-what and relationship- and machines and networks that embody them- that can
be used to create wealth. A company's intellectual capital is sum of its human capital
(talents), structural capital (intellectual property, methodology, software & other
knowledge artifacts) and customer capital (client relationship). Ability to leverage
122
Shawn Fegley (2006), Talent Management Survey Report, A Study by the Society for
Human Resource Management (SHRM).
123
Y P Singh Y P (2003) Intellectual Capital: Opportunities in IT Sector in India, IETE Journal
of Education.
69
physical and financial assets is limited while the ability to leverage knowledge capital
is unlimited. India’s main competitive advantage is its abundant, high-quality and
cost-effective human resources and to enhance it, India needs to tackle with
developing knowledge workers in growth targeted sectors and India has to ensure the
right mix of technical, business and functional skills. People are beginning to have
more different employers but fewer different occupations. This mobility pattern of
employees across employers, stability across profession and ever accelerating
obsolescence serve the reason in incorporating learning of human capital.
Guchait and Seonghee (2010)124, investigated the impact of a bundle of eight

human resource management practices on intention to leave, and to examine the
mediating effect of organizational commitment on the relationship between the HRM
practices and intention to leave of employees of a service organization in India. Prior
HRM practices-employee turnover studies have been focusing on HR Mangers point
but this study insisted in employee perspective. A conceptual model was presented by
the author as below:
Rakesh (2009)125, exhibits the urgency if OECD (Organization for Economic

Cooperation and Development) countries to face decline in labour force as their
population ages with a negative impact of 0.2-0.3% on per capita GDP growth. India
is to experience declining age-dependency ratios till 2035. The population in the age
group 15–59 years (currently 58%) is projected to increase to nearly 64% by 2016.
The declining proportion of workforce in many developed countries is expected to
result in greater dependence on developing countries with young, surplus, highly
educated and skilled workforce. Knowledge intensity of the world economy is
increasing, emerging innovation and technology regime implies greater emphasis on
R&D. Thus, elevating expenditure on higher education as a percentage of GDP is
critical to India’s future growth trajectory. India has been successful in establishing
itself in attracting large chunk of outsourcing work but needs to work hard to sustain
and broaden its edge to adjust competition from China, Russia, Brazil and Mexico.
124
Guchait & Seonghee Cho (2010), The impact of human resource management practices on
intention to leave of employees in the service industry in India: the mediating role of
organizational commitment, The International Journal of Human Resource Management,
21:8, 1228-1247, DOI: 10.1080/09585192.2010.483845.
125
Rakesh Gupta (2009), Leveraging Indian talent pool and demographics to build competitive
advantage, Education, Knowledge and Economy, 3:3, 213-229, DOI:
10.1080/17496890903445756.
70
The combined problem of skill mismatch, skill shortage is hindrances to long- term
skill development. This study suggests a complex interrelationship between global
and Indian demographic trends on one hand, and offshoring activities due to strong
and deep Indian talent pool on the other hand. The trend is already visible in the
outsourcing of services and manufacturing, the global IT off shoring market. India
stands at a critical juncture in history, a period when population dynamics have the
potential to catapult it onto a trajectory of high growth.
Bharwani and Butt (2012)126 examined the challenges for the global hospitality
industry and argue for the employment of higher quality staff. It also argues for the
implementation of better training and development interventions.
Sow et al (2015)127 assessed the level of casino employees’ burnout and the
relationships between burnout and demographic and work characteristics, burnout and
turnover intention (TI), and burnout and job satisfaction (JS). Findings reveal that
casino employees were moderately exhausted. Gender, age, marital status, length in
the profession, shift work, and job position are associated with burnout. Emotional
exhaustion, depersonalization, and JS are associated with TI. Burnout contributes to
the TI significantly, and it negatively affects JS. Management could pay more
attention to emotions and work stress experienced by employees, improve workload
and scheduling, and provide opportunities for all employees to channel their
emotions. Management should instill in employees a sense of belonging through more
open, frequent, and clear communication regarding personal performance. Chan and
Kuok examined hiring managers’ attitudes on selection methods, skills sought in new
employees and staff turnover reasons. The key method of recruiting was through
interviews, and the main reason for leaving the organization was pay. The authors
argue that increasing organizational commitment will reduce turnover.
126
Bharwani, S., & Butt, N. (2012), Challenges for the global hospitality: an HR perspective.
Worldwide Hospitality and Tourism Themes, 4(2), 150-162. doi:
10.1108/17554211211217325.
127
Sow Hup Chan, Yim King Peneny Wan & Oi Mei Kuok (2015), Relationships Among
Burnout Job Satisfaction and Turnout of Casino Employees in Macau, Journal of Hospitality
Marketing & Management, Vol.24, 2015, Issue 4, pages 345-374.
71
Kanwar et al (2012)128 in their study observed that Information Technology
(IT) and Information Technology Enabled Service (ITES) industries as the prime
movers of the service sector. Managing diversity is a major aspect that poses new
challenges in the workplace. High levels of job satisfaction lead to greater
productivity and committed employees have less turnover intent. The study clears that
there is a positive association between job satisfaction and organizational commitment
in both IT and ITES sectors. ITES show higher job satisfaction and organizational
commitment compared to the IT sector, hence resulting in higher turnover in the IT
sector, which is highly competitive and where the projects are time bound. IT sector
embrace highly qualified employees with obvious high expectations from their
organization. When the expectations are not met leads to lower job satisfaction and
exhibit lower organizational commitment on the part of the employee. ITES sector
requires monotonous repetitive functions to be performed on day to day bases which
require low qualification levels and hence expectations are low. Organizations prepare
the ITES employees well to cope with rigid, demanding and stressful situations. They
are trained to face such situations with poise and emotional stability. So, they are not
overwhelmed and are thus satisfied. The female employees with family
responsibilities, conflicting roles, mobility constraints, etc., do find it difficult to
manage the family and job responsibilities together, leading to lower satisfaction and
hence, they might have higher turnover intent. Work–life balance is certainly more
important for women than for men.
Objectives:
After going through the information on the concept and after reviewed the
literature, it was found there is a research gap and to reduce the gap, this project is
undertaken. In this direction, the following objectives are set to achieve through
empirical study:
1. To study the importance and relevance of Talent Management in the present-

day context
2. To take up the review of literature in detail to find out the gaps
Y.P.S. Kanwar Y.P.S., A.K. Singh Amitabh A.K. and Deo Kodwani (2012), A Study of
128
Job Satisfaction, Organizational Commitment and Turnover Intent among the IT and ITES
Sector Employees, Sage Publications.
72
3. To study the impact of socio-economic background of respondents on the
satisfaction level of TM Practices
4. To study the perceptions of the sample respondents regarding the

implementation and effectiveness of TM practices in their respective
organizations
5. To give certain suggestions to improve the TM system for effectiveness of the

organization
Methodology:
Talent Management (TM), as a new managerial concept with regard to Human

Resource Management (HRM), has increasingly gained concern and attention from
the academic as well as business world, but there are many gaps and omissions left for
further theoretical development and empirical study. Hence, understanding the
differences between TM and HRM becomes necessary. Research studies indicate that
there are hardly studies related to Indian conditions and particularly in the State of
Andhra Pradesh and if at all, they are all at macro level general studies. Given an
absence of clarity in the literature, the aim of the present study is to gain a thorough
understanding of TM among selected organizations in the State of Andhra Pradesh, to
explore to what extent this managerial idea represents anything new, and to find out
why organizations adopt TM. 12 companies were identified, and 1200 executives
were selected for this study covering major cities of the State of Andhra Pradesh
covering major companies both private and public sector and major categories of
industries. A convenience random sampling technique was used in selecting the
respondents and companies without losing the quality of research.
LIST OF COMPANIES IDENTIFIED:
 Amara Raja Batteries Private Limited, Tirupati

 International Paper Ltd., Rajahmundry
 BHEL HPVP, Visakhapatnam
 Coramandal International Ltd., Kakinada
73
 Gangavaram Port Pvt Ltd., Visakhapatnam
 HPCL, Visakhapatnam
 The Hindustan Shipyard Ltd., Visakhapatnam
 JSW Cement, Kurnool
 Nagarjuna Fertilizers and Chemicals Limited, Kakinada

 NTPC, Visakhapatnam
 ONGC, Rajahmundry
 Rashtriya Ispat Nigam Limited, Visakhapatnam
Results of Hypotheses testing: Detailed analysis part is in Chapter IV.
S.NO HYPOTHESIS TEST P- DECISOIN

STATISTIC VALUE
VALUE
1 There is no significant difference in the

perceptions of the respondents about talent
21.557 0.000 * Significant
management practices in the selected
organizations.
2 There is no significant difference in the level

of understanding of the respondents about 17.861 0.000 * Significant
talent development strategies in the selected
organizations
perceptions of the respondents about various
talent management components in the
selected organizations.
4 There is no significant difference in the 24.579 0.000 *

perceptions of respondents about recruiting Significant
and attracting in the selected organizations

perceptions of respondents about .001
0.00 * Significant
‘Compensation and Rewarding’ in the
6 There is no significant difference in the 3.335 0.036 **

perceptions of respondents about Significant
‘development’ in the selected organizations
74
perceptions of respondents about ‘Build and
Maintain positive Relationships’ in the

perceptions of respondents about ‘Managing Not
1.056 0.348
Work-life Balance’ in the selected Significant
organizations

perceptions of respondents about ‘identifies
and differentiates talented employees’ in the
* Significance at 0.01, ** Significance at 0.05
75
CHAPTER – III
SOCIO-ECONOMIC
BACKGROUND OF THE
RESPONDENTS - Analysis
75
SOCIO-ECONOMIC BACKGROUND OF THE RESPONDENTS – Analysis:
In this chapter, analysis was made to know the impact of socio-economic

background of respondents on various issues of talent management practices. It was
discussed that the gender and age wise responses on talent management practices.
Respondents’ designation, experience, educational qualifications are also considered.
Perceptions of the sample respondents regarding the implementation and

effectiveness of TM practices in their respective organizations
Analysis of the data is a process of transforming and presenting the data with
the objective of highlighting useful information, suggesting, conclusions, and support
to take best decisions. Analysis and Evaluation of data can be done by various
analytical techniques to examine various parameters which were done through
collected data. In this Chapter, the researcher attempted to analyze the data to
understand the respondent’s perspective and Perceptions of the sample respondents
regarding the implementation and effectiveness of TM practices in their respective
organizations. This Chapter consists of the opinion of 1200 respondents from various
organizations and it starts with a demographic profile of the respondents.
I. SOCIO-ECONOMIC BACKGROUND OF THE RESPONDENTS
The socio-economic background of the respondents has a significant bearing

upon the attitude towards the behavior of the employees at the workplace. Therefore,
there is a need to understand the personal background of the respondents. The
objective of this section is to analyze the personal background of the respondents in
terms of their personal data like qualification, age, respondent’s monthly income, a
cadre in the organization and work experience etc.
An insight into the socio-economic background of the respondents enables us

to understand the functional dimensions of the respondents. Demographic data is the
data about a certain population. It usually gathers personal information to be used in
opinion research.
Gender:
In our society gender plays a vital role. Especially in India, it is a male-

dominated society. Earlier men used to play a dominant role whereas women were
76
confined to home only. The days are changing so the role of women is also changing
accordingly. Nowadays women are also occupying important positions. It is an
accepted fact that the perceptions differ from person to person and from gender to
gender. Keeping this difference in view the researcher thought that it is necessary to
collect the gender wise data for the purpose of research.
Table-1.1: Distribution of Respondents According to their Gender
Position
Gender
Higher Level Middle Level Lower Level Total
Male Count 111 474 193 778
% of Total 9.2% 39.5% 16.1% 64.8%
Female Count 15 300 107 422
% of Total 1.2% 25.0% 8.9% 35.2%
Total Count 126 774 300 1200
% of Total 10.5% 64.5% 25.0% 100.0%
The Table-1.1, furnishes the Gender-wise distribution of the respondents by

their position. It is observed from the data that a majority of 64.8 percent of the
respondents are male while the remaining 35.2 percent are female respondents.
Further, in position wise High level management, 9.2 percent respondents are male
and 1.2 percent are female, in middle management 39.5 percent respondents are male
and 25 percent are female, in Lower level management 16.1 percent respondents are
male and 8.9 percent are female.
77
Chi-square result:
Chi-Square Tests Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 34.320a 2 .000
Likelihood Ratio 39.923 2 .000
Linear-by-Linear Association 10.380 1 .001
N of Valid Cases 1200
a. 0 cells (.0%) have expected count less than 5. The minimum expected count is
44.31.
Figure –1.1: Distribution of Respondents According to their Gender
Age
Age is the time of life when a person becomes qualified to assume certain civil
and legal duties and the prime of youth is indispensable for achieving the goals when
it is coupled with the experienced people. Age influences the perceptions of people.
One can find the difference in the opinions of younger and older generations. The
young want everything to be quick and neat whereas the old and the experienced
78
prefer the adage ‘slow and steady wins the race’. In order to record the perceptions of
the respondents according to their age, the collected data are sorted into feasible age
groups as presented in the table –1.2
Table –1.2: Distribution of Respondents by their Age
AGE Position
Higher Level Middle Level Lower Level

Total
Below 30 Count 00 00 143 143
% of Total 0.0% 0.0% 11.9% 11.9%
30 - 39 Count 00 278 88 366

% of Total 0.0% 23.2% 7.3% 30.5%
40 - 49 Count 59 260 39 358

% of Total 4.9% 21.7% 3.2% 29.8%
50 - 59 Count 67 236 30 333

% of Total 5.5% 19.6% 2.5% 7.2%
Total Count 126 774 300 1200

% of Total 10.5% 49.0% 40.5% 100.0%
From the table –1.2, it is clear that 7.2 percent of the respondents are in the
age group of 50 years – 59 years, 29.8 percent of the respondents are in the age
between 40 – 49 years of age, 30.5 percent of the respondents are in the age between
30 - 39 yrs, and 11.9 percent of the respondents are having below 30. It can be
concluded that, approximately 37 percent of the respondents in the study are in the
age between 40-59 yrs, who are experienced and had good knowledge of their work.
Figure - exemplifies the Age-wise distribution of the respondents by their respective
cadre.
Chi-Square Test result:
79
Value df sided)
9.03.
Figure –1.2: Distribution of Respondents According to their Age
Educational Qualification
80
Much importance is being laid on education as it plays an important role in
determining one’s socio-economic status in the entire society. Education enlightens
the human beings towards their work as well as responsibilities. Therefore, an
educational background of people has some bearing on the perceptions of the
individuals, as such certain academic and technical qualifications are mandatory to be
eligible for certain job opportunities in the organization. The higher the academic
qualification, the greater the amount of maturity can be found in human beings.
Education has a formative effect on the mind, character and physical ability of an
individual. So, educational background of people has some bearing on the perceptions
of the individuals. The following table –1.3 depicts the distribution of qualification of
the respondents of the sample by their cadre.
Table –1.3: Distribution of Respondents According to their Educational

Qualifications
Position
Qualification
Higher Level Meddle Level Lower Level Total
Under Graduate Count 00 382 274 656

% of Total 0.0% 31.8% 22.8% 54.7%
Master's Degree Count 99 378 26 503

% of Total 8.2% 31.5% 2.1% 41.9%
Ph.D Count 27 14 00 41
% of Total 2.25% 1.6% .0% 3.4%
Total Count 126 774 300 1200

% of Total 10.5% 64.5% 25.0% 100.0%
For the convenience of analysis, it has been sorted that the respondents into
three categories according to their Educational qualifications viz., under graduate,
Post Graduate and Ph.D. It is observed from the data that a majority 54.7 percent of
the respondents possess Graduation, while 41.9 percent respondents are Post graduate
holders and only 3.4 percent of the respondents are Ph.Ds.
81
Chi-Square Tests

Value df sided)
a. 1 cells (11.1%) have expected count less than 5. The minimum expected count is
2.73.
Figure-1.3: Distribution of Respondents According to their Educational

Qualifications
82
Economic Sector
Table – 1.4: Distribution of Respondents According to the economic sector
Economic Sector Position
Manufacturing Count
88 316 166 570
% of Total
7.3% 26.3% 13.8% 47.5%
Service Count
% of Total 12 352 47 411
1.0% 29.3% 3.9% 34.2%
Trade Count
% of Total 13 72 44 129
1.1% 6.0% 3.7% 10.8%
Construction Count
% of Total 6 5 10 21
.5% .4% .8% 1.8%
Others Count
% of Total 7 29 33 69
.6% 2.4% 2.8% 5.8%
Total Count
126 774 300 1200
% of Total
10.5% 64.5% 25.0% 100.0%
Chi-Square results:

Value df sided)
Pearson Chi-Square 1.474E2a 8 .000
a. 1 cells (6.7%) have expected count less than 5. The minimum expected count is
2.21.
Figure – : Distribution of Respondents According to the economic sector
83
Work Experience
Experience plays an important role in any organization. It is through

experience one can attain skill, knowledge, and commitment. A competent person is
an asset to the organization. Competency is related to experience. In general attrition
rate is high in the organization in the younger generation when compared to the
experienced persons. The organization's prosperity very much depends upon the
experienced and committed employees. Experience as a general concept comprises
knowledge or skill or observation of something or some event gained through
involvement or exposure to that thing or event.
84
Table –1.5: Distribution of Respondents by their Work Experience
Work Experience Position
Less than 5 Years Count 00 19 196 215

% of Total 0.0% 1.5% 16.3% 17.9%
5 - 10 years Count 00 285 118 403

% of Total 0.0% 23.8% 9.8% 33.5%
11 - 15 years Count
30 184 44 258
% of Total
2.5% 15.3% 3.6% 21.5%
16 - 20 years Count 49 115 32 196

% of Total 4.0% 9.6% 2.7% 16.3%
Above 20 years Count 47 71 10 128

% of Total 3.9% 5.9% 0.8% 10.6%
Total Count
126 774 300 1200
% of Total
10.5% 64.5% 25.0% 100.0%
The table –1.5 reveals the experience wise details of the respondents. Majority
33.5 percent of the respondents had an experience of 5 – 10 years, While 21.5 percent
of the respondents had 11 – 15 years of the experience, whereas 17.5 percent
respondents had less than 5 years of the experience. 16.5 percent respondents had 16
to 20 years of the experience and 10.6 percent respondents had above 20 years of the
experience. The experience of its employees enriches the quality of output of an
organization. The organization under study has been fortified with the gainful
experience of all the cadres. With this experience, the respondents would increase the
productivity of the organization. Hence, it is advantageous to the organization for
having a more experienced workforce.
Chi-Square Test result:
85
Value df sided)
11.66.
Figure – 1.5: Distribution of Respondents by their Work Experience
Reliability and Validity of the Study
The reliability and validity was confirmed through Cronbach’s alpha.

Extensive literature review was done and on the basis of it a total of 04 parameters
86
were identified and 137 items related to those were generated through discussions
with people belonging to different categories of employees of various organizations in
Andhra Pradesh. Participants responded using a 5 point Likert scale. Then to
maximize the reliability and validity of the questionnaire the survey questionnaire was
pre-tested on a small group of employees before being finalized. Based on the
feedback and the results of the pretest, redundant and/or look-alike questions were
eliminated. A few items were found to be redundant or repetitive and were removed
bringing down the total number of valid statements to 137. Generally Cronbach’s
alpha value of more than 0.70 is considered to be statistically acceptable. However,
previous literature has proved that any value greater than 0.90 is considered to be
excellent. In this study the Cronbach’s alpha turns out to be more than to α = .90, as
indicated in the table below.
Table-1.6: Reliability testing
S.No Dimension No. of Items Cronbach’s Alpha value
1 Talent Management Concepts 21 0.911
2 Talent Development Strategies 06 0.739
3 Talent Management Components 77 0.960
4 Talent pooling practice 33 0.921
87
Demographic profile based perceptional differences among
employees regarding various Talent Management Practices
Table –1.33 : Gender based perceptional differences among employees regarding
various Talent Management Practices in the selected organizations.
S.No Talent Gender N Mean Std. F-value p-value

Management Dev
practices
1 Acquire New Male 778 11.9062 1.87929
Talents 1.801 .180
Female 422 12.0616 1.98115
2 Leveraging Male 778 15.5784 2.52649
Existing 3.931 .048 **
Female 422 15.8768 2.41904
Talents
3 Retaining the Male 778 11.3766 1.99312
Current
Female 6.939 .009 *
Potency 422 11.6896 1.91279
Talent
4 Talent Male 778 18.9692 3.25044
Retention in
Female 9.643 .002 *
the 422 19.5687 3.08606
Organization
5 Value Male 778 23.1067 3.58822
Addition and
Female 4.460 .035 **
Talent 422 22.6564 3.40991
Management
6 Talent Male 778 23.2571 3.13583
development .001 .976
Female 422 23.2512 3.31102
strategies
7 Employee Male 778 22.9229 3.47104
Career 7.374 .007 *
Female 422 22.3720 3.13079
Devmnt
8 Performance Male 778 30.4794 4.29213
Management 2.960 .086
Female 422 30.9100 3.84083
9 Employee Male 778 26.9139 3.63934 2.508 .114
88
Engagement Female
422 27.2654 3.72966
10 Competencies/ Male 778 34.1144 4.53314

Skills 1.274 .259
Female 422 34.4265 4.64851
Mapping
11 Employee Male 778 18.9165 2.69314
Retention .791 .374
Female 422 18.7654 3.01374
12 Employee Male 778 26.9704 3.82438
Commitment .362 .547
Female 422 26.8341 3.59942
13 Succession Male 778 19.0347 3.06264
Planning 4.501 .034 **
Female 422 18.6493 2.89569
14 Motivation Male 778 23.4383 3.48476
12.135 .001 *
Female 422 22.6991 3.55639
15 Emp Male 771 27.4293 3.86911
satisfaction
Female
towars .014 .906
organizational 422 27.4028 3.39957
Benefits
16 Quality Male 778 19.9422 2.73459
Commitment 9.435 .002 *
Female 422 20.4597 2.88118
17 Leadership Male 773 23.4683 3.33502
Development .902 .343
Female 422 23.6564 3.15595
& Assessment
18 Attraction Male 778 24.6838 3.58572
.779 .378
Female 422 24.8744 3.54755
19 Recruiting & Male 778 19.9319 2.85185
Attracting 1.081 .299
Female 422 19.7559 2.69946
20 Compensation Male 778 23.2172 3.18262
& Rewarding .599 .439
Female 422 23.3697 3.39006
21 Development Male 778 22.8997 3.51979
1.079 .299
Female 422 23.1066 2.83103
22 Builds and Male 778 23.2339 3.34183
Maintain
Female .278 .598
positive 422 23.3365 2.96865
relationship
23 Work-life Male 778 14.9576 2.89356
Balance .916 .339
Female 422 14.8033 2.18539
24 Identifies & Male 778 23.3033 3.49377 .924 .337
89
differentiates Female
talented 422 23.0972 3.64422
employees
The perceptions of the respondents on talent management practices were

classified according to the gender and are shown in the above table-1.33. It is evident
from the table that, the p-values are less than to 0.05 for the factor like ‘Leveraging
Existing Talents’, ‘Retaining the Current Potency Talent’, ‘Talent Retention in the
Organization’, ‘Value Addition and Talent Management’, ‘Employee Career
Development’, ‘Succession Planning’, ‘Motivation’, ‘Quality Commitment’.
Therefore, there are differences in the perceptions of male and female in the above
said factors. Remaining p-values are above 0.05. so, the perceptions of male and
female on the remaining factors are same.
Table – 1.34: Age based perceptional differences among employees regarding
various Talent Management Practices in the selected organizations.
Talent Management Std.

N Mean
S.No practices Age Deviation F-value P-value
1 Acquire New Talents Below 30 329 11.9818 1.65453
30 - 39 427 12.0422 1.96641
40 - 49 358 11.9637 2.07191 2.194 .087
50 - 59 86 11.4651 1.88304
Total 1200 11.9608 1.91634
2 Below 30 329 15.3799 2.67868

Leveraging Existing
30 - 39 427 15.5667 2.35213
Talents
40 - 49 358 16.0978 2.50578 5.293 .001 *
50 - 59 86 15.6977 2.16425
Total 1200 15.6833 2.49230
3 Retaining the Current Below 30 329 11.3161 2.02810 5.751 .001 *

Potency Talent
30 - 39 427 11.5222 2.00734
40 - 49 358 11.4106 1.88807
90
N Mean
50 - 59 86 12.2791 1.71259
Total 1200 11.4867 1.97012
4 Talent Retention in the Below 30 329 19.2705 3.20961

Organization
30 - 39 427 18.9625 3.06249
40 - 49 358 19.2514 3.49284 1.334 .262
50 - 59 86 19.6163 2.53525
Total 1200 19.1800 3.20513
5 Below 30 329 23.0213 2.86529

Value Addition and
30 - 39 427 22.5129 3.45347
Talent Management
40 - 49 358 23.2011 4.23720 4.446 .004 *
50 - 59 86 23.7791 2.67186
Total 1200 22.9483 3.53167
6 Talent development Below 30 329 23.2857 3.32816

strategies
30 - 39 427 23.2670 2.95648
40 - 49 358 23.1760 3.47214 .149 .930
50 - 59 86 23.4070 2.63630
Total 1200 23.2550 3.19716
7 Employee Career Below 30 329 23.0760 3.22202

Devmnt
30 - 39 427 22.5714 3.20598
40 - 49 358 22.6676 3.72795 1.731 .159
50 - 59 86 22.4419 3.00433
Total 1200 22.7292 3.36431
8 Performance Below 30 329 30.8359 4.16253

Management
30 - 39 427 30.7588 3.59517
40 - 49 358 30.1620 4.72451 2.414 .065
50 - 59 86 31.1628 3.90131
Total 1200 30.6308 4.14253
91
N Mean
9 Below 30 329 27.3556 3.81164

Employee Engagement
30 - 39 427 26.8150 3.15276
40 - 49 358 27.1006 4.07987 1.681 .169
50 - 59 86 26.6628 3.71202
Total 1200 27.0375 3.67365
10 Competencies/ Skills Below 30 329 35.2128 4.72058

Mapping
30 - 39 427 33.9227 4.40296
40 - 49 358 33.6760 4.55235 7.576 .000 *
50 - 59 86 34.2209 4.41495
Total 1200 34.2242 4.57453
11 Employee Retention Below 30 329 19.1915 3.38349
30 - 39 427 18.4801 2.24371
40 - 49 358 19.1480 2.85463 6.508 .000 *
50 - 59 86 18.3256 2.43717
Total 1200 18.8633 2.80973
12 Employee Below 30 329 27.1641 4.15300

Commitment
30 - 39 427 27.0351 3.32527
40 - 49 358 26.8101 3.98002 2.812 .038 **
50 - 59 86 25.9070 2.83519
Total 1200 26.9225 3.74587
13 Succession Planning Below 30 329 19.5350 3.10971
30 - 39 427 18.5574 2.68597
40 - 49 358 18.7514 3.25175 7.173 .000 *
50 - 59 86 18.7791 2.75852
Total 1200 18.8992 3.00941
14 Motivation Below 30 329 23.3799 3.62642 1.299 .273
30 - 39 427 23.1897 3.46736
92
N Mean
40 - 49 358 22.9050 3.67548
50 - 59 86 23.4884 2.66456
Total 1200 23.1783 3.52636
15 Emp satisfaction Below 30 322 27.9534 4.01721

towars organizational
Benefits 30 - 39 427 27.0047 3.46139
40 - 49 358 27.4218 3.82799 4.043 .007 *
50 - 59 86 27.4767 2.89310
Total 1193 27.4199 3.70839
16 Below 30 329 20.2614 3.00788

Quality Commitment
30 - 39 427 20.0632 2.71117
40 - 49 358 20.1229 2.78280 .504 .680
50 - 59 86 19.9070 2.43324
Total 1200 20.1242 2.79677
17 Leadership Below 30 329 24.0942 3.51221

Development &
Assessment 30 - 39 422 23.5071 3.20461
40 - 49 358 23.2346 3.18799 5.816 .001 *
50 - 59 86 22.7791 2.67186
Total 1195 23.5347 3.27281
18 Attraction Below 30 329 24.7234 3.99994
30 - 39 427 24.6089 3.16884
40 - 49 358 25.1341 3.76835 3.007 .029 **
50 - 59 86 23.9651 2.63214
Total 1200 24.7508 3.57203
19 Below 30 329 20.4650 2.92271 9.315 .000 *

Recruiting & Attracting
30 - 39 427 19.6370 2.62112
40 - 49 358 19.8240 2.88816
50 - 59 86 18.9419 2.36322
93
N Mean
Total 1200 19.8700 2.79934
20 Compensation & Below 30 329 23.1398 3.76585

Rewarding
30 - 39 427 23.4731 2.94410
40 - 49 358 23.3045 3.11309

1.861 .134
50 - 59 86 22.6279 3.16617
Total
1200 23.2708 3.25648
21 Development Below 30 329 23.5653 3.67790
30 - 39 427 22.8525 3.07561
40 - 49 358 22.5894 3.24993 5.430 .001 *
50 - 59 86 22.8953 2.65697
Total 1200 22.9725 3.29431
22 Builds and Maintain Below 30 329 23.8267 3.50310

positive relationship
30 - 39 427 23.2178 3.18548
40 - 49 358 23.0587 2.97033 6.660 .000 *
50 - 59 86 22.2791 2.84771
Total 1200 23.2700 3.21466
23 Work-life Balance Below 30 329 15.2918 2.76299
30 - 39 427 14.8993 2.48218
40 - 49 358 14.7263 2.91099 5.048 .002 *
50 - 59 86 14.1744 1.75695
Total 1200 14.9033 2.66613
24 Below 30 329 23.3191 4.30452

Identifies &
30 - 39 427 23.8525 3.15101
differentiates talented
employees 40 - 49 358 22.7486 3.25971 11.513 .000 *
50 - 59 86 21.8140 2.57368
Total 1200 23.2308 3.54726
94
classified according to their age and are shown in the above table-1.34. It is evident
from the table that, the p-values are less than to 0.05 for the factors, ‘Leveraging
Existing Talents’, ‘Retaining the Current Potency Talent’, ‘ value addition, ‘skill
mapping’, ‘employee retention’, ‘employee commitment’, ‘succession planning’,
‘employee satisfaction’, ‘leadership’, ‘attraction’, ‘ ‘recruiting & attracting’,
‘development’, and ‘builds and Maintain positive relationship’, ‘work-life balance’,
‘Identifies & differentiates talented employees’. Therefore, there are differences in the
perceptions of respondents according to their age on talent management practices.
Remaining p-values are above 0.05. So, the perceptions of different age group
employees on talent management practices are same.
Table – 1.35: Qualification based perceptional differences among employees
regarding various Talent Management Practices in the selected organizations.
Talent
Std.
Management Qualification N Mean F-
S.No Deviation p-value
practices value
1 Acquire New Under Graduate 656 11.5366 1.94313
Talents
Master's Degree 518 12.4151 1.76675
43.152 .000 *
Ph.D 26 13.6154 .89786
Total 1200 11.9608 1.91634
2 Leveraging Under Graduate 656 15.2927 2.75731
Existing Talents
Master's Degree 518 16.1834 2.07387
19.067 .000 *
Ph.D 26 15.5769 .75753
Total 1200 15.6833 2.49230
3 Retaining the Under Graduate 656 11.2363 2.09119
Current Potency
Talent Master's Degree 518 11.8108 1.77096
12.615 .000 *
Ph.D 26 11.3462 1.69570
Total 1200 11.4867 1.97012
4 Talent Retention Under Graduate 656 18.7043 3.35180 18.557 .000 *
in the
Organization Master's Degree 518 19.8166 2.95013
Ph.D 26 18.5000 1.88149
95
Total 1200 19.1800 3.20513
5 Value Addition Under Graduate 656 22.5503 3.65754
and Talent
Management Master's Degree 518 23.5174 3.27683
12.887 .000 *
Ph.D 26 21.6538 3.61045
Total 1200 22.9483 3.53167
6 Talent Under Graduate 656 22.9314 3.25082
development
strategies Master's Degree 518 23.5965 3.13546
8.782 .000 *
Ph.D 26 24.6154 1.72225
Total 1200 23.2550 3.19716
7 Employee Under Graduate 656 22.4893 3.30346
Career Devmnt
Master's Degree 518 23.0869 3.40698
5.972 .003 *
Ph.D 26 21.6538 3.39343
Total 1200 22.7292 3.36431
8 Performance Under Graduate 656 30.3506 4.01474
Management
Master's Degree 518 30.9788 4.34596
3.356 .035 *
Ph.D 26 30.7692 2.35470
Total 1200 30.6308 4.14253
Engagement
Master's Degree 518 27.4382 3.53691
5.852 .003 *
Ph.D 26 26.1154 1.36607
Total 1200 27.0375 3.67365
10 Competencies/ Under Graduate 656 34.2607 4.54636
Skills Mapping
Master's Degree 518 34.2336 4.63957
.785 .456
Ph.D 26 33.1154 3.95299
Total 1200 34.2242 4.57453
Retention
Master's Degree 518 19.2568 2.87820
9.084 .000 *
Ph.D 26 18.6923 1.59422
Total 1200 18.8633 2.80973
96
Commitment
Master's Degree 518 27.1950 3.66786
9.608 .000 *
Ph.D 26 29.4231 3.67884
Total 1200 26.9225 3.74587
13 Succession Under Graduate 656 18.9116 2.99028
Planning
Master's Degree 518 18.9421 3.07554
2.021 .133
Ph.D 26 17.7308 1.73338
Total 1200 18.8992 3.00941
14 Motivation Under Graduate 656 23.0610 3.78538
Master's Degree 518 23.3166 3.21868
.806 .447
Ph.D 26 23.3846 2.43437
Total 1200 23.1783 3.52636
15 Emp satisfaction Under Graduate 649 27.2219 3.92209
towars
organizational Master's Degree 518 27.6622 3.44952
2.047 .130
Benefits Ph.D 26 27.5385 2.94253
Total 1193 27.4199 3.70839
16 Quality Under Graduate 656 19.9527 2.96790
Commitment
Master's Degree 518 20.2471 2.57212
7.665 .000 *
Ph.D 26 22.0000 1.67332
Total 1200 20.1242 2.79677
17 Leadership Under Graduate 656 23.2759 3.54837
Development &
Assessment Master's Degree 513 23.8090 2.90180
5.412 .005 *
Ph.D 26 24.6538 2.15299
Total 1195 23.5347 3.27281
18 Attraction Under Graduate 656 24.0823 3.72152
Master's Degree 518 25.4247 3.22363
34.611 .000 *
Ph.D 26 28.1923 .84943
Total 1200 24.7508 3.57203
19 Under Graduate 656 19.5351 2.77975 11.577 .000 *
97
Recruiting & Master's Degree 518 20.2355 2.79861
Attracting
Ph.D 26 21.0385 2.06844
Total 1200 19.8700 2.79934
20 Compensation & Under Graduate 656 22.7988 3.48069
Rewarding
Master's Degree 518 23.7992 2.90904
16.470 .000 *
Ph.D 26 24.6538 1.59856
Total 1200 23.2708 3.25648
21 Development Under Graduate 656 22.9009 3.50018
Master's Degree 518 23.0695 3.06143
.398 .672
Ph.D 26 22.8462 2.30985
Total 1200 22.9725 3.29431
22 Builds and Under Graduate 656 23.0107 3.26978
Maintain
positive Master's Degree 518 23.5290 3.15035
6.279 .002 *
relationship Ph.D 26 24.6538 2.26172
Total 1200 23.2700 3.21466
23 Work-life Under Graduate 656 15.0061 2.57468
Balance
Master's Degree 518 14.8108 2.68078
1.829 .161
Ph.D 26 14.1538 4.19230
Total 1200 14.9033 2.66613
24 Identifies & Under Graduate 656 23.0625 3.82647
differentiates
talented Master's Degree 518 23.3571 3.09143
4.184 .015
employees Ph.D 26 24.9615 4.24717
Total 1200 23.2308 3.54726

classified according to their qualifications and are shown in the above table-.35. It is
evident from the table that, the p-values are less than to 0.05 for the factor like,
‘acquire new talents’, ‘Leveraging Existing Talents’, ‘Retaining the Current Potency
Talent’, ‘Talent Retention in the Organization’, ‘employee career development’,
‘performance management’, ‘employee engagement’, ‘employee retention’,
98
‘employee commitment’, ‘Quality Commitment’, ‘leadership development’,
‘attraction’, ‘recruiting & attracting’, ‘compensation & rewarding’, and ‘builds and
Maintain positive relationship’. Therefore, there are differences in the perceptions of
respondents according to their qualification. Remaining p-values are above 0.05. So,
the perceptions of different qualifications on the remaining factors are same.
99
Table –1.36 : Position based perceptional differences among employees
Talent
Std. F-
Management N Mean p-value
S.No Position Deviation value
practices
1 Acquire New Higher Level 126 12.8810 1.52634
Talents
Level 774 11.9690 1.88452
22.062 .000 *
Lower Level 300 11.5533 2.01179
Total 1200 11.9608 1.91634
2 Leveraging Higher Level 126 16.1190 1.70930
Existing Talents
Middle Level 774 15.9070 2.48756
19.578 .000 *
Lower Level 300 14.9233 2.62687
Total 1200 15.6833 2.49230
3 Retaining the Higher Level 126 11.4286 1.89073
Current Potency
Talent Middle Level 774 11.6318 1.88480
6.957 .001 *
Lower Level 300 11.1367 2.16956
Total 1200 11.4867 1.97012
4 Talent Retention in Higher Level 126 19.1190 2.97619
the Organization
Middle Level 774 19.6034 3.05729
24.297 .000 *
Lower Level 300 18.1133 3.42338
Total 1200 19.1800 3.20513
5 Value Addition Higher Level 126 23.4683 3.08982
and Talent
Management Middle Level 774 23.1886 3.53626
11.819 .000 *
Lower Level 300 22.1100 3.56749
Total 1200 22.9483 3.53167
6 Talent Higher Level 126 24.0556 3.25529
development
strategies Middle Level 774 23.4703 2.97049
17.861 .000 *
Lower Level 300 22.3633 3.54399
Total
1200 23.2550 3.19716
100
7 Employee Career Higher Level 126 22.9444 3.07065 9.008 .000 *
Devmnt
Middle Level 774 22.9690 3.37122
Lower Level 300 22.0200 3.37504
Total 1200 22.7292 3.36431
8 Performance Higher Level 126 31.1111 3.05999
Management
Middle Level 774 30.8243 4.48284
6.034 .002 *
Lower Level 300 29.9300 3.50133
Total 1200 30.6308 4.14253
9 Employee Higher Level 126 27.3968 3.29382
Engagement
Middle Level 774 27.1137 3.71772
2.115 .121
Lower Level 300 26.6900 3.69587
Total 1200 27.0375 3.67365
10 Competencies/ Higher Level 126 34.9286 4.00236
Skills Mapping
Middle Level 774 34.3798 4.53224
5.470 .004 *
Lower Level 300 33.5267 4.83258
Total 1200 34.2242 4.57453
Retention
Middle Level 774 18.8075 2.88510
5.561 .004 *
Lower Level 300 18.6833 2.49207
Total 1200 18.8633 2.80973
Commitment
Middle Level 774 26.5917 3.75356
15.556 .000 *
Lower Level 300 27.0933 3.73960
Total 1200 26.9225 3.74587
13 Succession Higher Level 126 19.0000 2.97993
Planning
Middle Level 774 18.8824 2.98558
Lower Level 300 18.9000 3.09115 .083 .921
Total
1200 18.8992 3.00941
101
14 Motivation Higher Level 126 23.9603 3.50177
Middle Level 774 23.0788 3.59247
3.483 .031 **
Lower Level 300 23.1067 3.32950
Total 1200 23.1783 3.52636
15 Emp satisfaction Higher Level 126 29.1508 3.33003
towars
organizational Middle Level 767 27.2855 3.68053
16.235 .000 *
Benefits Lower Level 300 27.0367 3.74550
Total 1193 27.4199 3.70839
16 Quality Higher Level 126 21.1349 2.05661
Commitment
Middle Level 774 20.0775 2.69669
10.267 .000 *
Lower Level 300 19.8200 3.20445
Total 1200 20.1242 2.79677
17 Leadership Higher Level 126 23.7143 3.10833
Development &
Assessment Middle Level 769 23.6606 3.18738
2.987 .051
Lower Level 300 23.1367 3.52506
Total 1195 23.5347 3.27281
18 Attraction Higher Level 126 27.2698 2.61813
Middle Level 774 24.5220 3.62846
37.659 .000 *
Lower Level 300 24.2833 3.35169
Total 1200 24.7508 3.57203
19 Recruiting & Higher Level 126 21.4841 2.62216
Attracting
Middle Level 774 19.6434 2.88673
24.579 .000 *
Lower Level 300 19.7767 2.40125
Total 1200 19.8700 2.79934
20 Compensation & Higher Level 126 24.2778 2.98701
Rewarding
Middle Level 774 23.0762 3.04484
Lower Level 300 23.3500 3.78089 7.577 .001 *
Total
1200 23.2708 3.25648
102
21 Development Higher Level 126 23.2857 3.50510
Middle Level 774 22.7907 3.36447
3.335 .036 **
Lower Level 300 23.3100 2.97940
Total 1200 22.9725 3.29431
22 Builds and Higher Level 126 24.5079 3.10031
Maintain positive
relationship Middle Level 774 23.0258 3.21129
11.966 .000 *
Lower Level 300 23.3800 3.15417
Total 1200 23.2700 3.21466
23 Work-life Balance Higher Level 126 14.6508 3.80172
Middle Level 774 14.8863 2.53513
1.056 .348
Lower Level 300 15.0533 2.40759
Total 1200 14.9033 2.66613
24 Identifies & Higher Level 126 23.9683 3.35365
differentiates
talented employees Middle Level 774 23.0065 3.64480
5.170 .006 *
Lower Level 300 23.5000 3.31360
Total 1200 23.2308 3.54726

classified according to their position in the organization and are shown in the above
table-1.36. It is evident from the table that, the p-values are less than to 0.05 for the
factors, ‘acquire new talents’, ‘Leveraging Existing Talents’, ‘Retaining the Current
Potency Talent’, ‘Talent Retention in the Organization’, ‘ value addition and talent
management’, ‘talent development strategies’, ‘employee career development’,
‘performance management’, ’ skill mapping’, ‘employee retention’, ‘employee
commitment’, ‘motivation’, ‘employee satisfaction’, ‘Quality Commitment’,
‘attraction’, ‘recruiting & attracting’, ‘compensation & rewarding’, ‘development’,
and ‘builds and Maintain positive relationship’. Therefore, there are differences in the
perceptions of respondents according to their position in the organization. Remaining
p-values are above 0.05. So, the perceptions of different positions in the organization
on the remaining factors are same.
103
Table – 1.37: Experience based perceptional differences among employees
Talent
Std. F-
S.N Management Experience N Mean P-value
Deviation value
o practices
1 Acquire New Less than 5 Years 249 11.9197 1.81214
Talents
5 - 10 years 426 12.3967 1.74218
11 - 15 years 248 12.0726 2.04672
18.819 .000 *
16 - 20 years 166 10.9699 1.90191
Above 20 years 111 11.6126 1.92198
Total 1200 11.9608 1.91634
2 Less than 5 Years 249 15.4378 2.94252
Leveraging
5 - 10 years 426 15.8146 1.95499
Existing Talents
11 - 15 years 248 15.8669 2.79285
2.389 .049 **
16 - 20 years 166 15.7711 2.65980
Above 20 years 111 15.1892 2.18055
Total 1200 15.6833 2.49230
3 Retaining the Less than 5 Years 249 11.1807 2.26016
Current Potency
Talent 5 - 10 years 426 11.7300 1.77827
11 - 15 years 248 11.5282 2.02595
3.878 .004 *
16 - 20 years 166 11.2349 1.88428
Above 20 years 111 11.5225 1.86765
Total 1200 11.4867 1.97012
4 Talent Retention Less than 5 Years 249 18.5060 3.60792
in the
Organization 5 - 10 years 426 19.3099 2.64757
11 - 15 years 248 19.7863 3.55505
5.354 .000 *
16 - 20 years 166 19.0663 3.38828
Above 20 years 111 19.0090 2.82359
Total 1200 19.1800 3.20513
5 Less than 5 Years 249 22.5582 3.22628
3.093 .015 **
5 - 10 years 426 23.0000 3.32123
104
Value Addition 11 - 15 years 248 23.3710 3.75131
and Talent
Management 16 - 20 years 166 22.4398 3.94269
Above 20 years 111 23.4414 3.68211
Total 1200 22.9483 3.53167
6 Talent Less than 5 Years 249 22.9157 2.88575
development
strategies 5 - 10 years 426 23.7911 2.86825
11 - 15 years 248 22.9839 3.89640
5.253 .000 *
16 - 20 years 166 23.2048 3.31666
Above 20 years 111 22.6396 2.88820
Total 1200 23.2550 3.19716
7 Employee Career Less than 5 Years 249 22.5863 3.30102
Devmnt
5 - 10 years 426 23.0117 2.96447
11 - 15 years 248 23.0726 3.95659
5.661 .000 *
16 - 20 years 166 22.5542 3.56159
Above 20 years 111 21.4595 2.89446
Total 1200 22.7292 3.36431
8 Performance Less than 5 Years 249 30.8594 4.44141
Management
5 - 10 years 426 31.2864 3.48613
11 - 15 years 248 29.7742 4.23851
6.612 .000 *
16 - 20 years 166 30.3554 5.00305
Above 20 years 111 29.9279 3.69941
Total 1200 30.6308 4.14253
9 Less than 5 Years 249 27.4257 3.82947
Employee
5 - 10 years 426 27.1972 2.92954
Engagement
11 - 15 years 248 26.6532 3.87151
1.969 .097
16 - 20 years 166 26.8795 4.73132
Above 20 years 111 26.6486 3.56153
Total 1200 27.0375 3.67365
10 Competencies/ Less than 5 Years 249 35.1486 4.45022
Skills Mapping
5 - 10 years 426 34.6385 4.55097 7.626 .000 *
11 - 15 years 248 33.2379 4.05577
105
16 - 20 years 166 33.7169 5.50024
Above 20 years 111 33.5225 3.92856
Total 1200 34.2242 4.57453
11 Employee Less than 5 Years 249 18.6627 3.09504
Retention
5 - 10 years 426 19.0469 2.44038
11 - 15 years 248 19.1694 2.89414
2.787 .025 **
16 - 20 years 166 18.4458 3.17090
Above 20 years 111 18.5495 2.59979
Total 1200 18.8633 2.80973
12 Employee Less than 5 Years 249 27.3655 3.30673
Commitment
5 - 10 years 426 27.4155 3.76843
11 - 15 years 248 26.6774 3.44664
7.577 .000 *
16 - 20 years 166 26.1024 4.58803
Above 20 years 111 25.8108 3.37508
Total 1200 26.9225 3.74587
13 Succession Less than 5 Years 249 19.3293 3.18831
Planning
5 - 10 years 426 19.0047 2.70076
11 - 15 years 248 18.8790 2.90356
3.673 .006 *
16 - 20 years 166 18.4518 3.61739
Above 20 years 111 18.2432 2.80330
Total 1200 18.8992 3.00941
14 Motivation Less than 5 Years 249 23.5502 3.70136
5 - 10 years 426 23.4577 3.22335
11 - 15 years 248 23.0242 3.41576
4.312 .002 *
16 - 20 years 166 22.2831 4.11037
Above 20 years 111 22.9550 3.32316
Total 1200 23.1783 3.52636
15 Emp satisfaction Less than 5 Years 249 27.6265 4.14858 1.155 .329
towars
organizational 5 - 10 years 419 27.4654 3.32967
Benefits 11 - 15 years 248 27.5847 3.40292
16 - 20 years 166 26.9819 4.35747
106
Above 20 years 111 27.0721 3.60986
Total 1193 27.4199 3.70839
16 Less than 5 Years 249 20.4618 2.75760
Quality
5 - 10 years 426 20.1338 2.64681
Commitment
11 - 15 years 248 20.3266 2.76952
6.057 .000 *
16 - 20 years 166 20.0602 3.26171
Above 20 years 111 18.9730 2.48435
Total 1200 20.1242 2.79677
17 Leadership Less than 5 Years 244 24.1352 3.39604
Development &
Assessment 5 - 10 years 426 23.7817 3.18773
11 - 15 years 248 23.2177 2.84857
10.080 .000 *
16 - 20 years 166 23.5542 3.70831
Above 20 years 111 21.9459 2.97822
Total 1195 23.5347 3.27281
18 Attraction Less than 5 Years 249 25.2008 4.39940
5 - 10 years 426 24.5962 2.86502
11 - 15 years 248 24.9315 3.46751
1.966 .097
16 - 20 years 166 24.4819 3.87333
Above 20 years 111 24.3333 3.64899
Total 1200 24.7508 3.57203
19 Less than 5 Years 249 20.4940 2.92531
Recruiting &
5 - 10 years 426 20.1643 2.47933
Attracting
11 - 15 years 248 19.6210 2.72369
10.626 .000 *
16 - 20 years 166 19.1084 3.19094
Above 20 years 111 19.0360 2.74003
Total 1200 19.8700 2.79934
20 Compensation & Less than 5 Years 249 23.1165 3.97960 4.892 .001 *
Rewarding
5 - 10 years 426 23.6831 2.89674
11 - 15 years 248 23.2339 2.66362
16 - 20 years 166 23.2108 3.84363
Above 20 years 111 22.2072 2.74066
107
Total 1200 23.2708 3.25648
21 Development Less than 5 Years 249 24.0281 3.54397
5 - 10 years 426 22.8521 3.15695
11 - 15 years 248 22.8024 2.84364
9.501 .000 *
16 - 20 years 166 22.4880 4.09543
Above 20 years 111 22.1712 2.12292
Total 1200 22.9725 3.29431
22 Builds and Less than 5 Years 249 23.9197 3.19551
Maintain positive
relationship 5 - 10 years 426 23.7277 2.95950
11 - 15 years 248 22.7863 3.13248
11.387 .000 *
16 - 20 years 166 22.4337 3.95334
Above 20 years 111 22.3874 2.48329
Total 1200 23.2700 3.21466
23 Work-life Less than 5 Years 249 15.7831 2.66571
Balance
5 - 10 years 426 14.8239 2.34234
11 - 15 years 248 14.5605 2.88167
14.479 .000 *
16 - 20 years 166 15.1084 2.75906
Above 20 years 111 13.6937 2.57185
Total 1200 14.9033 2.66613
24 Less than 5 Years 249 23.8072 3.45405
Identifies &
5 - 10 years 426 23.6948 3.73106
differentiates
talented 11 - 15 years 248 23.0927 2.95915
employees 11.315 .000 *
16 - 20 years 166 22.3976 3.91714
Above 20 years 111 21.7117 2.96460
Total 1200 23.2308 3.54726
108
classified according to their experience in the organization and are shown in the above
table-1.37. It is evident from the table that, the p-values are less than to 0.05 for the
factors, ‘acquire new talents’, ‘Leveraging Existing Talents’, ‘Retaining the Current
Potency Talent’, ‘Talent Retention in the Organization’, ‘ value addition and talent
management’, ‘talent development strategies’, ‘employee career development’,
‘performance management’, ‘skill mapping’, ‘employee retention’, ‘employee
commitment’, ‘motivation’, , ‘Quality Commitment’, ‘recruiting & attracting’,
‘compensation & rewarding’, ‘development’, and ‘builds and Maintain positive
relationship’. Therefore, there are differences in the perceptions of respondents
according to their job experience in the organization. Remaining p-values are above
0.05 for the parameters ‘employee satisfaction’, and ‘attraction’. So, the perceptions
of different experienced employees on ‘employee satisfaction’, and ‘attraction’ are
same.
109
CHAPTER - IV
Respondents’ perception
on Talent Management Practices - Analysis
108
PERCEPTIONS OF THE RESPONDENTS REGARDING THE
IMPLEMENTATION AND EFFECTIVENESS OF TALENT MANAGEMENT
PRACTICES:
Various designations of employees were responded to the second section of the

questionnaire which asked questions regarding their perceptions on dimensions of
Talent Management.
The responses were generated on a 5 point likert scale where 1 denoted

strongly disagree, 2 represents Disagree, 3 represents for Neutral, 4 represents Agree
and 5 denoted strongly agree. Few of the items were also reversely coded.
In the following sections the first table represents the frequencies, the final
scores (Mean and Standard Deviation) for all Designations of the employees and their
responses for various statements on the factors. The statements have been divided as
per the identified parameters.
Analysis of Variance was used to further substantiate the hypothesis as per the
identified parameters. The next table denotes the p values obtained through analysis
of variance at 95% level of significance.
On the basis of the literature reviewed on the Research Problem various

parameters have been identified. Crucial issues have been ascertained which often
become the sources of Talent Management practices. Previous studies suggest some
common areas where most of the Talent Management occurs.
109
The parameters identified for the study includes:
1. Talent Management Concepts
2. Talent Development Strategies
3. Talent Management Components
4. Talent pooling practices.
PERCEPTIONS ON TALENT MANAGEMENT CONCEPTS
1) Importance of Talent Management in the organisation
Table-1.7: Perceptions of the respondents on the importance of Talent

Management with their position:
Position Importance of TM
Very Very
High High Medium Low Low Total
Higher Level Count
46 74 5 1 0 126
% of
3.8% 6.2% .4% .1% .0% 10.5%
Total
Meddle Level Count
180 272 214 103 5 774
% of
15.0% 22.7% 17.8% 8.6% .4% 64.5%
Total
Lower Level Count
68 92 70 70 0 300
% of
5.7% 7.7% 5.8% 5.8% .0% 25.0%
Total
110
Position Importance of TM
Total Count
294 438 289 174 5 1200
% of
24.5% 36.5% 24.1% 14.5% .4% 100.0%
Total Total
From the above table-1.7, a majority (37.7percent) of middle level management

respondents agree that the talent management practices are more important in their
organization. 6.2 percent of the respondents are agreed that the talent management
practices are high important.
Chi-Square Test results:
Chi-Square Tests Value df Asymp. Sig. (2-sided)

a. 3 cells (20.0%) have expected count less than 5. The minimum expected count is .53.
2) Way of identification of the talent in the organization
Table-1.8: Methods to identifying Talent Management
111
Method of identification of TM Frequency Percent
By Competency 421 35.1
By Result 305 25.4
By Qualification 238 19.8
By Reports 154 12.8
Others 82 6.8
Total 1200 100.0
Chart-1.8: Methods to identify Talent Management
112
113
PERCEPTIONS OF RESPONDENTS ON TALENT MANAGEMENT
CONCEPTS
1). Perceptions of the respondents on Acquire New Talents
Table-1.9: Perceptions of the respondents on Acquiring New Talents
S. Frequencies
N Sub Scales (Percentage) N Mea S.D
o SA A N DA SD n
Acquire New Talents
1 Attracting: By
406 424 345 25 00 1200
Creation of a 0.8
(33.8 (35.3 (28.8 (2.1 (00 (100 4.01
strong Employer 4
) ) ) ) ) )
Brand
2 Sourcing: Using 301 589 260 50 00 1200
0.7
various strategies (25.1 (49.1 (21.7 (4.2 (00 (100 3.95
9
of sourcing ) ) ) ) ) )
3 Selecting: Using 370 488 315 27 00 1200
0.8
effective selection (30.8 (40.7 (26.2 (2.2 (00 (100 4.00
1
process ) ) ) ) ) )
Graph-1.9: Mean score of perceptions of the respondents on Acquiring New Talents
114
2). Perceptions of the respondents on Leveraging Existing Talents
Table-1.10 Perceptions of the respondents on Leveraging Existing Talents
S. Frequencies
o SA A N DA SD n
Leveraging Existing Talents
1 Maximizing the
315 591 249 40 5 1200
value of the 0.8
(26.2 (49.2 (20.8 (3.3 (0.4 (100 3.98
current high 0
) ) ) ) ) )
potential talent
2 Realigning the
capabilities and 278 587 300 25 10 1200
0.7
responding to the (23.2 (48.9 (25.0 (2.1 (0.8 (100 3.92
9
changing ) ) ) ) ) )
conditions
3 Using effective
303 534 303 50 10 1200
Performance 0.8
(25.2 (44.5 (25.2 (4.2 (0.8 (100 3.89
Management 5
) ) ) ) ) )
System
4 Imparting relative 334
515 269 62 20 1200
Training and (27.8 0.9
(42.9 (22.4 (5.2 (1.7 (100 3.90
Development ) 2
) ) ) ) )
Programme
Graph-1.10: Mean score of perceptions of the respondents on Leveraging Existing

Talents
3). Perceptions of the respondents on Retaining the Current Potency Talent
115
Table-1.11: Perceptions of the respondents on Retaining the Current Potency Talent
S. Frequencies
o n
SA A N DA SD
Retaining the Current Potency Talent
1 Offering Value 340 523 282 55 1200

00
Proposition to the 3.96 0.83
potential (28.3 (43.6 (23.5 (4.6 (100
(00)
) ) ) ) )
2 Offering 215 512 381 82 10 1200

attractive 3.70 0.86
Rewards (17.9 (42.7 (31.8 (6.8 (0.8 (100
) ) ) ) ) )
3 Identifying &
enhancing the 298 478 351 68 5 1200
0.88
interest of the (24.8 (39.8 (29.2 (5.7 (0.4 (100 3.83
1
potential talented ) ) ) ) ) )
employee
Graph-1.11: Mean score of perceptions of the respondents on Retaining the

Current Potency Talent
4). Perceptions of the respondents on Talent Retention in the Organization
116
Table-1.12: Perceptions of the respondents on Talent Retention in the
Organization
S. Frequencies
No Sub Scales (Percentage) N Mea S.D
SA A N DA SD n
Talent Retention in the Organization
1 Retaining talented 352 417 359 52 20 1200
0.9
employees is a difficult (29.3 (34.8 (29.9 (4.3 (1.7 (100 3.86
4
task ) ) ) ) ) )
2 Most appropriate tools
268 509 368 4 10 1200
like Compensation, 0.8
(22.3 (42.4 (30.7 (3.8 (0.8 (100 3.82
Succession Planning 5
) ) ) ) ) )
are used for retaining
3 Employee retention
must be focused right 327 493 326 44 10 1200
0.8
from intake of an (27.2 (41.1 (27.2 (3.7 (0.8 (100 3.90
7
employee into the ) ) ) ) ) )
organization
4 Priority is given in 241 508 358 93 1200
00 0.8
retaining all types of (20.1 (42.3 (29.8 (7.8 (100 3.75
(00) 6
employees ) ) ) ) )
5 Performance based 276 558 293 63 10 1200
0.8
system is used for (23.0 (46.5 (24.4 (5.2 (0.8 (100 3.86
8
retaining ) ) ) ) ) )
Graph-1.12: Mean score of perceptions of the respondents on Talent Retention in the

Organization
5). Perceptions of the respondents on Value Addition and Talent Management
117
Table-1.13: Perceptions of the respondents on Value Addition and Talent
Management
S. Frequencies
SA A N DA SD n
Value Addition and Talent Management
1 Employees value 313 473 364 35 15 1200
0.8
addition is useful to (26.1 (39.4 (30.3 (2.9 (1.2 (100 3.86
8
organization ) ) ) ) ) )
2 Value addition activities 221 637 306 36 1200
00 0.7
are carried out by the (18.4 (53.1 (25.5 (3.0 (100 3.87
(00) 3
organization ) ) ) ) )
3 Employees are always 255 554 334 57 1200
00 0.8
interested in their value (21.2 (46.2 (27.8 (4.8 (100 3.84
(00) 1
addition ) ) ) ) )
4 Only high performers are 313 418 405 52 12 1200
0.9
interested in value (26.1 (34.8 (33.8 (4.3 (1.0 (100 3.81
0
addition activities ) ) ) ) ) )
5 Effective Seminars, 252 593 295 53 7 1200
0.8
Workshops, etc. are (21.0 (49.4 (24.6 (4.4 (0.6 (100 3.86
1
organized ) ) ) ) ) )
6 Value addition brings a 214 494 436 46 10 1200
0.7
relative difference in the (17.8 (41.2 (36.3 (3.8 (0.8 (100 3.71
6
organization ) ) ) ) ) )
Graph-1.13: Mean score of perceptions of the respondents on Value Addition

and Talent Management
118
Part III: PERCEPTIONS OF THE RESPONDENTS ON TALENT
DEVELOPMENT STRATEGIES
[
Table-1.14 Perceptions of the respondents on various strategies of Talent Development
S. Sub Scales Frequencies (Percentage)

No VH H M L VL N Mea S. D
n
Talent Development Strategies
1 Job specific experience 322 571 270 20 17 1200
0.82
matters (26.8 (47.6 (22.5 (1.7 (1.4 (100 3.97
9
) ) ) ) ) )
2 Accelerated development of 266 655 249 20 10 1200
0.75
high performers (22.2 (54.6 (20.8 (1.7 (0.8 (100 3.96
5
) ) ) ) ) )
3 Forge mentoring 242 517 386 55 1200
00 0.81
relationship to build (20.2 (43.1 (32.2 (4.6 (100 3.79
(00) 4
motivation and loyalty ) ) ) ) )
4 Focused Training Program
243 602 314 31 10 1200
of Technical Skills and 0.79
(20.2 (50.2 (26.2 (2.6 (0.8 (100 3.86
Leadership Development 0
) ) ) ) ) )
for Career Transition
5 Differentiated Coaching is a 274 541 337 43 5 1200
part of each development (22.8 (45.1 (28.1 (3.6 (0.4 (100 3.86 .820
discussion ) ) ) ) ) )
6 Consideration for Self 227 605 315 26 27 1200
0.84
evaluation (18.9 (50.4 (26.2 (2.2 (2.2 (100 3.82
1
) ) ) ) ) )
Graph-1.14: Mean score of perceptions of the respondents on talent development strategies
119
Part IV: TALENT MANAGEMENT COMPONENTS
1). Perceptions of the respondents on Employee Career Development
Table-1.15: Perceptions of the respondents on various dimensions of Employee
Career Development
S. Frequencies
SA A N DA SD n
Employee Career Development
1 Career advancement of 388 486 279 10 1200
37 0.86
employee is considered (32.3 (40.5 (23.2 (0.8 (100 4.00
(3.1) 9
) ) ) ) )
2 Frequent monitoring is carried 208 646 291 10 1200
45 0.78
in the organization (17.3 (53.8 (24.2 (0.8 (100 3.83
(3.8) 3
) ) ) ) )
3 Employee career development 249 522 273 149 7 1200
3.71 0.95
programs are linked to each (20.8 (43.5 (22.8 (12.4 (0.6 (100
0
employee’s career needs ) ) ) ) ) )
4 Every effort is made to use the 206 540 348 24 1200
82 0.90
core competencies of employees (17.2 (45.0 (29.0 (2.0 (100 3.68
(6.8) 4
before outsourcing ) ) ) ) )
5 Career Development Policy and 198 459 481 15 1200
47 0.84
its procedure is clearly outlined (16.5 (38.2 (40.1 (1.2 (100 3.65
(3.9) 4
and known to all employees ) ) ) ) )
6 The organization is bonded to 252 579 307 5 1200
57 0.81
employee development (21.0 (48.2 (25.6 (0.4 (100 3.85
(4.8) 9
) ) ) ) )
120
Graph-1.15: Mean scores of the respondents on Employee Career Development
121
2). Perceptions of the respondents on Performance Management
Table-1.16: Perceptions of the respondents on various dimensions of
S. Sub Scales Frequencies (Percentage)

N SA A N DA SD N Mea S.D
o n
1 The organization has an
365 529 284 10 12 1200
effective mechanism in place to 0.81
(30.4 (44.1 (23.7 (0.8 (1.0 (100 4.02
ensure performance and 5
) ) ) ) ) )
feedback
2 Organization conducts 176 659 340 25 1200
00 0.69
performance reviews regularly (14.7 (54.9 (28.3 (2.1 (100 3.82
(00) 4
) ) ) ) )
3 Based on after performance 243 548 326 66 17 1200
0.87
review relevant training and (20.2 (45.7 (27.2 (5.5 (1.4 (100 3.78
9
development is carried ) ) ) ) ) )
4 Decisions for which there could
206 616 348 25 5 1200
be an impact on work 0.74
(17.2 (51.3 (29.0 (2.1 (0.4 (100 3.83
performance are discussed in 4
) ) ) ) ) )
advance with the employee
5 Regular performance feedback is 233 596 278 78 15 1200
0.87
provided (19.4 (49.7 (23.2 (6.5 (1.2 (100 3.80
0
) ) ) ) ) )
6 Internal talent pool is assessed 252 489 342 100 17 1200
0.93
for filling the vacancies (21.0 (40.8 (28.5 (8.3 (1.4 (100 3.72
6
) ) ) ) ) )
7 High performers are recognized 263 557 320 50 10 1200
0.83
and affiliated (21.9 (46.4 (26.7 (4.2 (0.8 (100 3.84
9
) ) ) ) ) )
8 Equal chances are given to each 304 445 396 50 5 1200
0.87
employee to improve their (25.3 (37.1 (33.0 (4.2 (0.4 (100 3.83
1
performance ) ) ) ) ) )
Graph-1.16: Mean scores of the respondents on Performance Management
122
3). Perceptions of the respondents on Employee Engagement
Engagement
S. Frequencies
SA A N DA SD n
Employee Engagement
1 Tasks are shared with employees 411 478 275 26 10 1200
4.04 0.85
based on their capability to carry (34.2 (39.8 (22.9 (2.2 (0.8 (100
6
the specified work ) ) ) ) ) )
2 Employees are well informed in 181 569 399 36 15 1200
0.79
advance about what is anticipated (15.1 (47.4 (33.2 (3.0 (1.2 (100 3.72
9
from them ) ) ) ) ) )
3 Critical decisions are made in 313 608 238 41 1200
00 0.77
concern with the employee and (26.1 (50.7 (19.8 (3.4 (100 3.99
(00) 2
his superior ) ) ) ) )
4 Outstanding performance is 310 536 296 53 5 1200
0.84
recognized (25.8 (44.7 (24.7 (4.4 (0.4 (100 3.91
4
) ) ) ) ) )
5 Organization accommodate an 276 494 373 25 32 1200
0.90
effective internal communication (23.0 (41.2 (31.1 (2.1 (2.7 (100 3.80
8
system ) ) ) ) ) )
6 Employees morale is built with 263 469 390 73 5 1200
0.87
thorough encouragement and (21.9 (39.1 (32.5 (6.1 (0.4 (100 3.76
6
affirmation ) ) ) ) ) )
7 Employees are given the
267 518 344 61 10 1200
opportunity to handle tasks and 0.86
(22.2 (43.2 (28.7 (5.1 (0.8 (100 3.81
responsibilities that are outside 7
) ) ) ) ) )
their domain.
123
Graph-1.17: Mean scores of the respondents on Employee Engagement
4). Perceptions of the respondents on Competencies /Skills Mapping

S. Frequencies
o SA A N DA SD n
1 Organization encourages 336 485 329 20 1200
30 0.8
employees in developing (28.0 (40.4 (27.4 (1.7 (100 3.91
(2.5) 9
their skills ) ) ) ) )
2 Organization insists 218 495 461 5 1200
21 0.7
different competencies (18.2 (41.2 (38.4 (0.4 (100 3.75
(1.8) 8
for different tasks ) ) ) ) )
3 Alignment of employee
262 552 319 5 1200
competencies and job 62 0.8
(21.8 (46.0 (26.6 (0.4 (100 3.84
description help in better (5.2) 3
) ) ) ) )
retention of employees
4 Tasks are distributed 243 548 352 10 1200
47 0.8
based on competencies (20.2 (45.7 (29.3 (0.8 (100 3.81
(3.9) 3
to handle ) ) ) ) )
5 Organization undergo
258 447 348 127 20 1200
Competency Mapping to 0.9
(21.5 (37.2 (29.0 (10.6 (1.7 (100 3.66
estimate and forecast 8
) ) ) ) ) )
potency
6 Fair Competency 196 517 333 142 12 1200
0.9
Mapping is made (16.3 (43.1 (27.8 (11.8 (1.0 (100 3.62
2
available for further ) ) ) ) ) )
124
usage
7 Competency gap analysis 312 423 400 1200
65 00 0.8
is always done to help (26.0 (35.2 (33.3 (100 3.82
(5.4) (00) 8
identify training needs ) ) ) )
8 Employees are
237 562 339 12 1200
encouraged to undertake 50 0.8
(19.8 (46.8 (28.2 (1.0 (100 3.80
self-development (4.2) 3
) ) ) ) )
initiatives
9 Employees are given the
369 516 289 1200
opportunity to utilize 26 00 0.7
(30.8 (43.0 (24.1 (100 4.02
Talent, Skills and (2.2) (00) 9
) ) ) )
Resources
125
Graph-1.18: Mean scores of the respondents on Competencies /Skills Mapping
126
5). Perceptions of the respondents on Employee Retention
Table-1.19 Perceptions of the respondents on various dimensions of Employee Retention
S. Frequencies
o SA A N DA SD n
Employee Retention
1 Turnover of top talent can be 370 454 356 15 5 1200
0.8
reduced by rewarding and (30.8 (37.8 (29.7 (1.2 (0.4 (100 3.97
3
recognizing exceptional performance ) ) ) ) ) )
2 Recognition programs will entrust
178 530 431 41 20 1200
better grapple with challenges, 0.8
(14.8 (44.2 (35.9 (3.4 (1.7 (100 3.67
exploit opportunities and reduce 3
) ) ) ) ) )
turnover rates.
3 Harmonious working relationships 173 570 385 52 20 1200
0.8
and a Conducive work climate will (14.4 (47.5 (32.1 (4.3 (1.7 (100 3.69
3
enhance employee zeal ) ) ) ) ) )
4 Growth opportunities and enriched 230 652 264 34 20 1200
0.8
job contents will enhance corporate (19.2 (54.3 (22.0 (2.8 (1.7 (100 3.86
1
reputation as “employer of choice” ) ) ) ) ) )
5 Work-life balance and socially
supportive policies can lower 232 484 358 104 22 1200
0.9
Absenteeism, Negative attitude (19.3 (40.3 (29.8 (8.7 (1.8 (100 3.67
4
towards work and Attrition of key ) ) ) ) ) )
talents/voluntary resignation
Graph-1.19: Mean scores of the respondents on Employee Retention
6). Perceptions of the respondents on Employee Commitment
127
Commitment
S. Frequencies
No Sub Scales (Percentage) N Mea S.
SA A N DA SD n D
Employee Commitment
1 Rewarding excellence will 1200 4.02 0.7
615 224 32 05
make employees more 324 (100 7
(51.2 (18.7 (2.7 (0.4
productive and enhance their (27) )
) ) ) )
quality of work
2 Majority of the employees are 1200 3.79 0.7
214 549 405 32
happy to spend the rest of 00 (100 6
(17.8 (45.8 (33.8 (2.7
their career with the (00) )
) ) ) )
organization
3 Employees feel a strong sense 226 542 384 42 06 1200 3.78 0.8
of "belonging" to their (18.8 (45.2 (32.0 (3.5 (0.5 (100 0
department ) ) ) ) ) )
4 Employees are willing to put 1200 3.72 0.8
521 45 10
in extra effort to help the 204 420 (100 1
(43.4 (3.8 (0.8
organization in attaining (17) (35) )
) ) )
success
5 Organization offers 284 68 20 1200 3.80 0.9
504 324
outstanding services (23.7 (5.7 (1.7 (100 1
(42) (27)
) ) ) )
6 Employees feel privileged to 291 523 310 71 05 1200 3.85 0.8
be a part of this Organization (24.2 (43.6 (25.8 (5.9 (0.4 (100 6
) ) ) ) ) )
7 Employees feel committed 318 573 259 40 10 1200 3.96 0.8
towards the Organization (26.5 (47.8 (21.6 (3.3 (0.8 (100 7
) ) ) ) ) )
Graph-1.20: Mean scores of the respondents on Employee Commitment
128
7). Perceptions of the respondents on Succession Planning
Table-1.21: Perceptions of the respondents on various dimensions of Succession Planning
S. Frequencies (Percentage)
Mea
N Sub Scales SA A N DA SD N S.D
n
o
Succession Planning
1 Our leadership secession planning
335 466 340 54 05 1200
system enable as to effectively 0.8
(27.9 (38.8 (28.3 (4.5 (0.4 (100 3.89
manage a list of high potential 7
) ) ) ) ) )
leaders/managers
207 529 36 20 1200
system supports the appraisal of 408 0.8
(17.2 (44.1 (3.0 (1.7 (100 3.72
high potential leaders/managers (34) 4
) ) ) ) )
against a consistent set of skills
219 467 457 36 21 1200
system identifies gaps and 0.8
(18.2 (38.9 (38.1 (3.0 (1.8 (100 3.69
development needs for high 6
) ) ) ) ) )
potential leaders/managers
4 Our leadership secession planning 238 534 353 65 10 1200
0.8
system improves the diversity of (19.8 (44.5 (39.4 (5.4 (0.8 (100 3.77
5
our leaders/managers ) ) ) ) ) )
system helps us to increase and 317 419 414 35 15 1200
0.8
continuously improve our talent (26.4 (34.9 (34.5 (2.9 (1.2 (100 3.82
9
pool with employees that are ) ) ) ) ) )
ready for promotion
Graph-1.21: Mean scores of the respondents on Succession Planning
129
130
8). Perceptions of the respondents on Motivation
Table-1.22: Perceptions of the respondents on various dimensions of Motivation
S. Frequencies
No Sub Scales (Percentage) N Mea S.
SA A N DA SD n D
Motivation
1 Management focus on 385 517 266 27 05 1200 4.04 0.8
keeping employee (32.1 (43.1 (22.2 (2.2 (0.4 (100 1
motivated ) ) ) ) ) )
2 Employees are 1200 3.79 0.7
satisfied with the tools 538 398 31 05 (100 8
228
of motivation (44.8 (33.2 (2.6 (0.4 )
(19)
provided by ) ) ) )
management
3 Motivational factors 277 349 30 16 1200 3.85 0.8
528
motivate employees (23.1 (29.1 (2.5 (1.3 (100 4
(44)
) ) ) ) )
4 Fair Promotions 286 509 322 57 26 1200 3.81 0.9
motivate employees (23.8 (42.4 (26.8 (4.8 (2.2 (100 2
) ) ) ) ) )
5 Financial Incentives 309 509 325 37 20 1200 3.88 0.8
motivate employees (25.8 (42.4 (27.1 (3.1 (1.7 (100 8
) ) ) ) ) )
6 Esteem needs when 280 481 382 42 15 1200 3.87 0.7
met employee feels (23.3 (40.1 (31.8 (3.5 (1.2 (100 1
motivated ) ) ) ) ) )
Graph-1.22: Mean scores of the respondents on Motivation
131
8). Perceptions of the respondents on Employee Satisfaction towards
Organizational Benefits and Policies
Table-1.23: Perceptions of the respondents on Employee Satisfaction towards

S. Frequencies
o SA A N DA SD n
Employee Satisfaction towards Organizational Benefits and Policies
1 Accuracy of job 371 533 265 21 10 1200 4.03 0.8
description (30.9 (44.4 (22.1 (1.8 (0.8 (100 2
) ) ) ) ) )
2 Salary review 239 547 367 31 16 1200 3.80 0.8
(19.9 (45.2 (30.6 (2.6 (1.3 (100 3
) ) ) ) ) )
3 Adequate 1200 3.92 0.8
555 40 05
information 300 300 (100 1
(46.2 (3.3 (0.4
provided about (25) (25) )
) ) )
the company
4 Job changes / 342 453 339 61 05 1200 3.89 0.8
Promotion (28.5 (37.8 (28.2 (5.1 (0.4 (100 9
) ) ) ) ) )
5 Leave of Absence 270 531 359 30 10 1200 3.85 0.8
(22.5 (44.2 (29.9 (2.5 (0.8 (100 2
) ) ) ) ) )
6 Health care 305 555 274 51 15 1200 3.90 0.8
Benefits (25.4 (46.2 (22.8 (4.2 (1.2 (100 7
) ) ) ) ) )
6 Retirement 369 531 250 25 25 1200 4.00 0.8
Benefits (30.8 (44.2 (20.8 (2.1 (2.1 (100 8
) ) ) ) ) )
Graph-1.23: Mean scores of the respondents on Employee Satisfaction towards

132
9). Perceptions of the respondents on Quality Commitment
Table-1.24: Perceptions of the respondents on various dimensions of Quality Commitment
S. Frequencies
SA A N DA SD n
Quality Commitment
1 The organization take 1200 4.09 0.8
426 506 222 46 00
appropriate measures to (100 2
(35.5 (42.2 (18.5 (3.8 (0.0
protect the environment )
) ) ) ) )
during work
2 Organization ensure 373 556 246 25 00 1200 4.06 0.7
employee safety within (31.1 (46.3 (20.5 (2.1 (0.0 (100 7
every department ) ) ) ) ) )
3 Organization continuously 399 491 257 42 11 1200 4.02 0.8
works to improve working (33.2 (40.9 (21.4 (3.5 (0.9 (100 7
conditions. ) ) ) ) ) )
4 In the organization 268 628 254 50 00 1200 3.93 0.7
employees learn from (22.3 (52.3 (21.2 (4.2 (0.0 (100 7
mistakes. ) ) ) ) ) )
5 In organization 1200 4.02 0.8
368 566 205 41 20
departmental efforts are (100 7
(30.7 (47.2 (17.1 (3.4 (1.7
recognized to improve )
) ) ) ) )
quality.
Graph-1.24: Mean scores of the respondents on Quality Commitment
133
10). Perceptions of the respondents on Leadership Development and Assessment
Table-1.25: Perceptions of the respondents on various dimensions of Leadership
Development and Assessment
S. Frequencies
SA A N DA SD n
Leadership Development and Assessment
1 Immediate leader/supervisor 346 529 299 26 00 1200 4.00 0.7
appreciate the employee at (28.8 (44.1 (24.9 (2.2 (0.0 (100 9
times of desired goal met ) ) ) ) ) )
2 Quality of supervision is 579 258 46 05 1200 3.96 0.8
312
enhanced on a continuous (48.2 (21.5 (3.8 (0.4 (100 2
(26)
basis ) ) ) ) )
3 Leaders exhibit a fair and 274 533 353 30 10 1200 3.86 0.8
impartial employee (22.8 (44.4 (29.4 (2.5 (0.8 (100 2
treatment ) ) ) ) ) )
4 Leaders make employee feel 289 257 55 11 1200 3.91 0.9
588
valued, rewarded, (24.1 (21.4 (4.6 (0.9 (100 0
(49)
recognized and appreciated ) ) ) ) )
5 Employees are involved in 1200 3.90 0.7
284 570 291 50 05
decisions that affects their (100 6
(23.7 (47.5 (24.2 (4.2 (0.4
jobs and overall direction of )
) ) ) ) )
the company
6 The employees are 1200 3.91 0.9
359 453 327 50 11
recognized for professional (100
(29.9 (37.8 (27.2 (4.2 (0.9
as well as personal )
) ) ) ) )
significant events and
134
success
Graph-1.25: Mean scores of the respondents on Leadership Development and

Assessment
135
11). Perceptions of the respondents on Attraction
Table-1.26: Perceptions of the respondents on various dimensions of Attraction
S. Frequencies
SA A N DA SD n
Attraction
1 HR department have more
483 157 15 04 1200
responsibility to conduct 540 0.7
(40.2 (13.1 (1.2 (0.4 (100 4.28
recruitment and selection (45) 6
) ) ) ) )
process
2 An effective interviewer is 326 674 159 35 06 1200
0.7
an influencing factor of (27.2 (56.2 (13.2 (2.9 (0.5 (100 4.07
5
organization brand image ) ) ) ) ) )
3 Organization provides 522 412 226 35 06 1200
0.8
Induction programme to (43.5 (34.3 (18.8 (2.9 (0.4 (100 4.18
6
the new joiners ) ) ) ) ) )
4 Organization Induction
496 400 243 51 10 1200
programme helps to learn 0.9
(41.3 (33.3 (20.2 (4.2 (0.8 (100 4.10
organization policies and 2
) ) ) ) ) )
procedures
5 Induction programme is 547 219 45 05 1200
384 0.8
handled by the experienced (45.6 (18.2 (3.8 (0.4 (100 4.05
(32) 3
person in the organization ) ) ) ) )
6 Induction programme gives 426 500 229 30 15 1200
0.8
confidence about work (35.5 (41.7 (19.1 (2.5 (1.2 (100 4.08
6
environment. ) ) ) ) ) )
Graph-1.26: Mean scores of the respondents on Attraction
136
PART FIVE: TALENT POOLING PRACTICE
1) Perceptions of the respondents on Recruiting and attracting:

Table-1.27: Perceptions of the respondents on various dimensions of Recruiting
and attracting
S. Frequencies
SA A N DA SD n
Recruiting and attracting
1 Interview is scheduled to 458 457 250 25 10 1200 4.11 0.8
recruit potential candidate (38.2 (38.1 (20.8 (2.1 (0.8 (100 5
when a vacancy arises ) ) ) ) ) )
2 Overall knowledge of HR 317 571 272 35 05 1200 3.98 0.8
recruitment process and (26.4 (47.6 (22.7 (2.9 (0.4 (100 0
policies are well defined ) ) ) ) ) )
3 High caliber employees 354 507 304 25 10 1200 3.98 0.8
are appointed into various (29.5 (42.2 (25.3 (2.1 (0.8 (100 4
departments ) ) ) ) ) )
4 Adequate time and 1200 3.96 0.8
315 595 243 25 22
energy is allocated to (100 4
(26.2 (49.6 (20.2 (2.1 (1.8
attend the filling of a )
) ) ) ) )
vacancy
5 Vacancies are filled, and 327 518 269 30 56 1200 3.86 0.9
they do not remain open (27.2 (43.2 (22.4 (2.5 (4.7 (100 9
for a long period of time ) ) ) ) ) )
Graph-1.27: Mean scores of the respondents on Recruiting and attracting
137
2). Perceptions of the respondents on Compensation and Rewarding:

S. Frequencies
SA A N DA SD n
1 Employees are nominated 240 1200 4.03 0.7
344 585 26 05
for various company (20.0 (100 9
(28.7 (48.8 (2.2 (0.4
awards and rewards ) )
) ) ) )
2 Employees are rewarded 274 626 244 51 06 1200 3.93 0.7
for their exemplary work (22.8 (52.2 (20.3 (4.2 (0.4 (100 9
in a variety of ways ) ) ) ) ) )
3 Verbal or written 318 483 364 35 00 1200 3.90 0.8
recognition is given for (26.5 (40.2 (30.3 (2.9 (0.0 (100 2
individual contribution ) ) ) ) ) )
4 Fair increases are 255 549 319 62 15 1200 3.81 0.8
allocated according to the (21.2 (45.8 (26.6 (5.2 (1.2 (100 7
individual performance ) ) ) ) ) )
5 Salaries are market 329 52 15 1200 3.84 0.9
432 372
related (27.4 (4.3 (1.2 (100 1
(36) (31)
) ) ) )
6 Exceptional performance 237 524 388 20 31 1200 3.76 0.8
of employees are (19.8 (43.7 (32.3 (1.7 (2.6 (100 7
celebrated ) ) ) ) ) )
Graph-1.28: Mean scores of the respondents on Compensation and Rewarding
138
3). Perceptions of the respondents on Development:
Development
S. Frequencies
SA A N DA SD n
Development
1 Organization possess 1200 4.04 0.7
368 550 25 05
interest to foster the 252 (100 9
(30.7 (45.8 (2.1 (0.4
learning and development (21) )
) ) ) )
of people
2 Objective assessment of 262 570 321 47 00 1200 3.87 0.7
individuals development (21.8 (47.5 (26.8 (3.9 (0.0 (100 9
needs are focused ) ) ) ) ) )
3 One-to-one coaching is 232 459 454 35 20 1200 3.71 0.8
prioritized (19.3 (38.2 (37.8 (2.9 (1.7 (100 6
) ) ) ) ) )
4 Honest feedbacks are 254 62 20 1200 3.72 0.9
456 408
considered for (21.2 (5.2 (1.7 (100 1
(38) (34)
developmental purposes ) ) ) )
5 Developmental 1200 3.90 0.8
275 583 297 35 10
opportunities for (100 1
(22.9 (48.6 (24.8 (2.9 (0.8
subordinates are actively )
) ) ) ) )
created
6 Formal Career Planning 230 544 313 103 10 1200 3.73 0.8
session are scheduled (19.2 (45.3 (26.1 (8.6 (0.8 (100 9
along with subordinates ) ) ) ) ) )
Graph-1.29: Mean scores of the respondents on Development
139
4). Perceptions of the respondents on Builds and Maintain Positive
Relationships:
Table-1.30: Perceptions of the respondents on various dimensions of Builds and
Maintain Positive Relationships
S. Frequencies
SA A N DA SD n
Builds and Maintain Positive Relationships
1 Employees are sensitive 1200 4.00 0.8
351 541 272 26 10
to the needs, attitudes and (100 2
(29.2 (45.1 (22.7 (2.2 (0.8
perspectives of others and )
) ) ) ) )
display sincere interest
2 Team members are given 230 522 367 66 15 1200 3.74 0.8
time to build relations (19.2 (43.5 (30.6 (5.5 (1.2 (100 7
) ) ) ) ) )
3 Conflicts are resolved 367 496 289 43 05 1200 3.98 0.8
efficiently and effectively (30.6 (41.3 (24.1 (3.6 (0.4 (100 5
) ) ) ) ) )
4 Trust is built within team 256 597 37 10 1200 3.88 0.8
300
members (21.3 (49.8 (3.1 (0.8 (100 0
(25)
) ) ) ) )
5 Sound ethical behavior is 277 590 282 35 16 1200 3.90 0.8
demonstrated with (23.1 (49.2 (23.5 (2.9 (1.3 (100 3
colleagues ) ) ) ) ) )
6 Communication is done 232 551 352 50 15 1200 3.78 0.8
openly with staff (19.3 (45.9 (29.3 (4.2 (1.2 (100 4
) ) ) ) ) )
Graph-1.30: Mean scores of the respondents on Builds and Maintain Positive

Relationships
140
4). Perceptions of the respondents on Work-life Balance:
Table-1.31: Perceptions of the respondents on various dimensions of Work-life
Balance:
Frequencies
S. Sub Scales (Percentage) N Mea S.D
No SA A N DA SD n
Manages Work-life Balance
1 Flexible timings are 1200 3.88 0.8
337 453 341 64 04
allowed to attend (100 9
(28.1 (37.8 (28.4 (5.3 (0.4
personal and family )
) ) ) ) )
matters
2 Adequate resources are 217 565 55 15 1200 3.76 0.8
348
ensured to complete (18.1 (47.1 (4.6 (1.2 (100 4
(29)
their work ) ) ) ) )
3 Reduction of stress is 439 423 63 35 1200 3.66 0.9
240
considered (36.6 (35.2 (5.2 (2.9 (100 5
(20)
) ) ) ) )
4 Efforts are made to be 1200 3.61 0.9
aware of family and 218 434 424 109 15 (100 2
personal circumstances (18.2 (36.2 (35.3 (9.1 (1.2 )
of team members that ) ) ) ) )
might impact work
Graph-1.31: Mean scores of the respondents on Work-life Balance
141
5). Perceptions of the respondents on Identifies and differentiates Talented
Employees
Table-1.32: Perceptions of the respondents on various dimensions of Identifies and
differentiates Talented Employees
S. Frequencies
SA A N DA SD n
Identifies and differentiates Talented Employees
1 Team members level of 291 583 299 10 17 1200
0.8
performing is closely (24.2 (48.6 (24.9 (0.8 (1.4 (100 3.93
0
observed ) ) ) ) ) )
2 Assessment tools are used 578 279 62 17 1200
264 0.8
to assess the performance (48.2 (23.2 (5.2 (1.4 (100 3.84
(22) 7
) ) ) ) )
3 Talented employees are 257 545 341 40 17 1200
0.8
encouraged to develop their (21.4 (45.4 (28.4 (3.3 (1.4 (100 3.82
5
careers ) ) ) ) ) )
4 Performance issues are 287 506 369 31 07 1200
0.8
timely addressed (23.9 (42.2 (30.8 (2.6 (0.6 (100 3.86
2
) ) ) ) ) )
5 Performance levels of
304 615 231 40 10 1200
employees are rated during 0.7
(25.3 (51.2 (19.2 (3.3 (0.8 (100 3.97
the performance appraisal 6
) ) ) ) ) )
process
6 Managerial decisions and 292 457 378 68 03 1200
0.6
decisions are in accordance (24.3 (38.1 (31.5 (5.7 (0.4 (100 3.80
9
with the performance levels ) ) ) ) ) )
142
of employees
Graph-1.32: Mean scores of the respondents on Identifies and differentiates

Talented Employees
FACTOR ANALYSIS:
Factor Analysis for Talent Pooling Practice:
Factor analysis is a technique that is used to reduce a large number of variables into
fewer numbers of factors. This technique extracts maximum common variance from
all variables and puts them into a common score. As an index of all variables, we can
use this score for further analysis. Factor analysis is a part of the general linear model
(GLM) and this method also assumes several assumptions: there is a linear
relationship, there is no multi-collinearity, it includes relevant variables into the
analysis, and there is a true correlation between variables and factors. Several
methods are available, but principle component analysis is used most commonly.
The major factors influencing Talent Pooling Practices are obtained through 33
variables in Likert’s Five-Point Scale. The application of Principal Component Factor
Analysis is presented below:
Table-1.38 KMO and Bartlett’s test results

KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.866

Approx. Chi-Square 2628.4
Bartlett's Test of
143
Sphericity
Sig. 0.000 *
From the table-1.33, KMO and Bartlett’s Test it is found that the sampling
adequacy value is 0.866 and the Chi-Square value for Bartlett’s Test of Sphericity is
2628.4 are statistically significant at 5 percent level. This includes the 33 variables
relating to the Talent Management Practices in various organisations. The following
Communality table explains the variances in the perception of the respondents.
144
Table-1.39: Communalities of various factors of Talent Pooling Practice
Communalities
Initial Extraction
Interview is scheduled to recruit potential candidate
1.000 .634
when a vacancy arise
Overall knowledge of HR recruitment process and
1.000 .579
policies are well defined
High caliber employees are appointed into various
1.000 .569
departments
Adequate time and energy is allocated to attend the
1.000 .398
filling of a vacancy
Vacancies are filled, and they do not remain open for a
1.000 .607
long period of time
Employees are nominated for various company awards
1.000 .643
and rewards
Employees are rewarded for their exemplary work in a
1.000 .564
variety of ways
Verbal or written recognition is given for individual
1.000 .555
contribution
Fair increases are allocated according to the individual
1.000 .526
performance
Salaries are market related 1.000 .552
Exceptional performance of employees are celebrated 1.000 .506
Organization possess interest to foster the learning and
1.000 .471
development of people
Objective assessment of individuals development needs
1.000 .475
is focused
One-to-one coaching is prioritized 1.000 .561
Honest feedbacks are considered for developmental
1.000 .491
purposes
Developmental opportunities for subordinates are
1.000 .593
actively created
Formal Career Planning session are scheduled along with
1.000 .533
subordinates
Employees are sensitive to the needs, attitudes and
1.000 .643
perspectives of others and display sincere interest
Team members are given time to build relations 1.000 .565
Conflicts are resolved efficiently and effectively 1.000 .684
Trust is built within team members 1.000 .618
Sound ethical behavior is demonstrated with colleagues 1.000 .384
145
Communication is done openly with staff 1.000 .552
Flexible timings are allowed to attend personal and
1.000 .647
family matters
Adequate resources are ensured to complete their work 1.000 .660
Reduction of stress is considered 1.000 .664
Efforts are made to be aware of family and personal
1.000 .654
circumstances of team members that might impact work
Team members level of performing is closely observed 1.000 .689
Assessment tools are used to assess the performance 1.000 .751
Talented employees are encouraged to develop their
1.000 .665
careers
Performance issues are timely addressed 1.000 .684
Performance levels of employees are rated during the
1.000 .552
performance appraisal process
Managerial decisions and decisions are in accordance
1.000 .752
with the performance levels of employees
Extraction Method: Principal Component Analysis.
From the table-1.39, it is found that the variance of the 33 variables

influencing Talent management practices on ranges from 0.384 to 0.752. This implies
that the influencing factors of employees of various organizations vary from 38.4
percent to 75.2 percent. The upper limit of the variance is statistically significant as
the implications of properly segregated predominant factors are expressed in the table
below:
146
Table-1.40: Total variance of the factors
Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings
Comp % of Cumulative % of Cumulative
onent Total Variance % Total Variance %
1 9.508 28.814 28.814 9.508 28.814 28.814
2 2.603 7.887 36.701 2.603 7.887 36.701
3 2.026 6.141 42.841 2.026 6.141 42.841
4 1.750 5.303 48.144 1.750 5.303 48.144
5 1.291 3.913 52.057 1.291 3.913 52.057
6 1.208 3.661 55.718 1.208 3.661 55.718
7 1.034 3.135 58.852 1.034 3.135 58.852
8 .990 2.999 61.851
9 .913 2.767 64.618
10 .852 2.583 67.201
11 .812 2.461 69.662
12 .775 2.347 72.010
13 .750 2.273 74.282
14 .718 2.175 76.457
15 .665 2.015 78.472
16 .635 1.923 80.395
17 .616 1.867 82.262
18 .557 1.689 83.952
19 .536 1.623 85.574
20 .504 1.527 87.101
21 .485 1.469 88.570
22 .447 1.353 89.923
23 .425 1.286 91.210
24 .384 1.162 92.372
25 .372 1.126 93.498
26 .358 1.085 94.583
27 .322 .976 95.559
28 .303 .919 96.478
29 .295 .893 97.371
30 .253 .766 98.137
31 .244 .738 98.875
32 .198 .599 99.474
33 .174 .526 100.000
147
From the table-1.35, it is found that the 33 variables are reduced into 7 major
factors with total cumulative variance 58.85. This clearly indicates the very existence
of 7 major factors with their respective variable loadings as expressed in the table
given below:
Table-1.41: Component Matrix
Component Matrixa
Component
1 2 3 4 5 6 7
Interview is scheduled
to recruit potential
.508
candidate when a
vacancy arises
Overall knowledge of
HR recruitment process
.554
and policies are well
defined
High caliber employees
are appointed into .490
various departments
Adequate time and
energy is allocated to
.433
attend the filling of a
vacancy
Vacancies are filled,
and they do not remain
.464
open for a long period
of time
Employees are
nominated for various
. .588
company awards and
rewards
Employees are
rewarded for their
.508
exemplary work in a
variety of ways
Verbal or written
recognition is given for .561
individual contribution
Fair increases are
allocated according to
.472
the individual
performance
148
Salaries are market
.587
related
Exceptional
performance of .578
employees is celebrated
Organization possess
interest to foster the
.462
learning and
Objective assessment of
individuals
.572
development needs is
focused
One-to-one coaching is
.589
prioritized
Honest feedbacks are
considered for .554
developmental purposes
Developmental
opportunities for
.586
subordinates are
actively created
Formal Career Planning
session are scheduled .537
along with subordinates
Employees are sensitive
to the needs, attitudes
and perspectives of .664
others and display
sincere interest
Team members are
given time to build .632
relations
Conflicts are resolved
efficiently and .539
effectively
Trust is built within
.516
team members
Sound ethical behavior
is demonstrated with .519
colleagues
Communication is done
.521
openly with staff
149
Flexible timings are
allowed to attend
-.494
personal and family
matters
Adequate resources are
ensured to complete .502
their work
Reduction of stress is
.596
considered
Efforts are made to be
aware of family and
personal circumstances .575
of team members that
might impact work
Team members level of
performing is closely .555
observed
Assessment tools are
used to assess the .610
performance
Talented employees are
encouraged to develop .546
their careers
Performance issues are
.485
timely addressed
Performance levels of
employees are rated
.552
during the performance
appraisal process
Managerial decisions
and decisions are in
accordance with the .499
performance levels of
employees
Extraction Method: Principal Component Analysis.
a. 7 components extracted.
From the above table-1.41, it is clear that there are seven factors to be
considered which the most influencing factors on talent pooling practices. They are:
1) The first factor is relating to effectiveness in filling a “Vacancy” in the

organization.
2) Second factor relating to ‘Recognition’
150
3) Third factor relating to ‘Learning’
4) Fourth factor relating to ‘relations’
5) Fifth factor relating to ‘work place’.
6) Sixth factor relating to ‘identification of performance’.
7) Seventh factor relating to stress.
MULTIPLE REGRESSION TESTING
Regression is a statistical tool with which one can study the nature of the relationship
between the variables under study. Through regression analysis, we can find out the
cause and effect relationship, between dependent and independent variables. This
section tests the influence of factors on the dependent variable. All Independent and
dependent variables are listed below:
Dependent Variable: Talent management
Independent Variable: Various components of talent management
Impact of Talent development components on Talent development
The following table provides the summary of the multiple regression models, which
tells the relationship between various components of talent management and its
development. To find out the impacting components of talent management, the
researcher has calculated the multiple regressions. The value R from the table is
0.758, which tells that there is a positive correlation between components of talent
management and talent development. The value of R 2 tells about the percentage of
outcome (perception) and is explained by the predictors i.e., 12 factors.
Table-1.42: Regression model to know the impact of talent development

Model Summaryb
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .758 a
.575 .571 2.08599
a. Predictors: (Constant), ATTRI, ECD, ER, LDA, EE, ES, MOTIV, QC, EC, PM,
CSM, SP
b. Dependent Variable: PARTTHREE
151
For the model, the value R2 is 0.575 which means that predictors are explaining 57.5
% of perception towards talent management strategies. The adjusted R 2 value gives an
idea of how well the model generalizes the difference (0.575-0.571) or 0.4%. This
shrinkage means that if the model was derived from the population rather than a
sample, it would account for approximately 0.4% chance of variation in the outcome.
The F-value 132.572 with p=0.00 from the table is significant at 1% level of
significance. Therefore, it can be concluded that the multiple regression model results
in the significant better prediction of talent development.
Table-1.43: ANOVA results for the Impact of talent management strategies on talent
development
ANOVAb
Sum of
Model Squares df Mean Square
F Sig.
1 Regression 6922.442 12 576.870
Residual 5112.853 1175 4.351 132.572 .000 *

Total 12035.295 1187
a. Predictors: (Constant), ATTRI, ECD, ER, LDA, EE, ES, MOTIV, QC, EC, PM,
CSM, SP
b. Dependent Variable: PARTTHREE
Table No-1.43, provides details of the model parameters (the beta values) and
the significance of these values. From the following table, B0 is 2.336 and this can be
interpreted as when there are no predictors (when X=0) the model predicts that the
perception will be 2.336. The value of b1=0.280 implies that an increase in 1 unit of
product perception results in 0.280 times increases in overall perception. Similarly, b
values of other variables will react.
152
Table-1.44, showing un-standardized and standardized coefficient values for an
understanding of Talent development strategies
Standardized
Unstandardized Coefficients Coefficients
B Std. Error Beta t Sig.
(Constant) 2.336 .596 3.922 .000
Employee Career
Development .280 .025 .296 11.421 .000 *
Performance Management .199 .024 .259 8.174 .000 *
Employee Engagement -.035 .029 -.041 -1.220 .223
Skill Mapping .139 .024 .199 5.921 .000 *
Employee Retention .099 .033 .087 3.007 .003 *
Employee Commitment .017 .028 .020 .611 .542
Succession planning .088 .037 .083 2.384 .017 **
Motivation -.089 .026 -.098 -3.364 .001 *
Employee satisfaction -.178 .024 -.207 -7.493 .000 *
Quality commitment .130 .034 .113 3.810 .000 *
Leadership Development .107 .030 .109 3.549 .000 *
Attraction .099 .025 .110 4.013 .000 *

* Significance at 1 percent, ** Significance at 5 percent
From the above table-1.44, it is observed that the Talent Management is

influenced by the variables such as ‘Employee Career Development’,
‘Performance Management’, ‘Skill Mapping’, ‘Employee Retention’, ‘Succession
planning’, ‘Motivation’, ‘Employee satisfaction’, ‘Quality commitment’, ‘Leadership
Development’, ‘Attrition’.
153
Testing of Hypothesis:
Hypothesis testing is a process by which an analyst tests a statistical

hypothesis. The methodology employed by the analyst depends on the nature of the
data used and the objectives of the analysis. Hypothesis testing is used to infer a result
of a hypothesis performed on sample data from a larger population, which can be
either null or alternate. The objective of hypothesis testing is to either accept or reject
the null hypothesis. The procedure for deciding if a null hypothesis should be
accepted or rejected in favor of an alternate hypothesis is computed from a survey or
test result and is analyzed to determine if it falls within a preset acceptance region. If
it does, the null hypothesis is accepted otherwise rejected.
Statisticians have developed several tests of hypothesis or the tests of

significance for a hypothesis which can be classified as parametric tests and Non-
parametric tests.
154
Parametric Test or Standard Tests of Hypothesis:
Parametric tests usually assume certain properties of the parent population

from which sample is drawn. Observations are made from a normal population, where
the sample size is large, assumptions about the population parameters like mean,
variance, etc., must hold before the parametric test to be applied. One of these
parametric tests has been employed in this research as well for testing of the
hypothesis, that is, Analysis of Variance (ANOVA).
Non-Parametric Test or Distribution-free Test of Hypothesis:
Non-Parametric tests are used in situations where the researcher cannot or

does not want to make assumptions on the parameters of the parent population. Also,
non-parametric tests can be applied to nominal or ordinal data only. For the purpose
of testing the hypotheses in this research, parametric tests have been explained below:
Analysis of Variance (ANOVA) Test
The parametric test, Analysis of Variance was developed by R.A. Fisher. And
a test so developed by him is known as the Fisher’s test or more commonly as F-test.
Now-days, F-test is widely used in the analysis of variance. It is specifically used to
test the hypothesis of equality of two variances. It is also used to test the hypothesis of
equality amongst several means. This test is particularly suitable for experimental
work, as no assumption of equality of variance is required. The analysis of variance is
mainly carried on under One-way ANOVA and Two-way ANOVA. In this study, for
the hypothesis testing, One-way ANOVA test has been employed.
One-way Analysis of Variance (ANOVA) Test
Under One-way Analysis of Variance (ANOVA), the data can be influenced

by any one factor and the data is classified accordingly.
Chi-Square Test
The non-parametric Chi-square test (χ2-test) as a test of goodness has been

applied in order to find out the significance level of the difference between the actual
responses of the customers and the expected responses of all the selected organizations
under study.
155
Table-1.45 Results of Hypotheses testing:
S.NO HYPOTHESIS TEST P- DECISOIN

STATISTIC VALUE
VALUE

perceptions of the respondents about talent
management practices in the selected
organizations.
2 There is no significant difference in the level

of understanding of the respondents about 17.861 0.000 * Significant
talent development strategies in the selected
organizations
perceptions of the respondents about various
talent management components in the
4 There is no significant difference in the 24.579 0.000 *

perceptions of respondents about recruiting Significant
and attracting in the selected organizations

perceptions of respondents about .001
0.00 * Significant
‘Compensation and Rewarding’ in the
6 There is no significant difference in the 3.335 0.036 **

perceptions of respondents about Significant
‘development’ in the selected organizations

perceptions of respondents about ‘Build and
Maintain positive Relationships’ in the

perceptions of respondents about ‘Managing Not
1.056 0.348
Work-life Balance’ in the selected Significant
organizations

perceptions of respondents about ‘identifies
and differentiates talented employees’ in the
* Significance at 0.01, ** Significance at 0.05
156
Hypothesis – 1
H01: There is no significant difference in the perceptions of the respondents about
talent management practices in the selected organizations.
Statistical test: One-way ANOVA ‘F’ test was used to test the above hypothesis
Table- 1.46: Descriptive statistics
S.No Parameter Position N Mean S.D

1 Acquire New Higher Level 126 12.8810 1.52634
Talents
Meddle Level 774 11.9690 1.88452
Lower Level 300 11.5533 2.01179
Total 1200 11.9608 1.91634
2 Leveraging Higher Level 126 16.1190 1.70930
Existing Talents
Meddle Level 774 15.9070 2.48756
Lower Level 300 14.9233 2.62687
Total 1200 15.6833 2.49230
3 Retaining the Higher Level 126 11.4286 1.89073
Current Potency
Meddle Level 774 11.6318 1.88480
Talent
Lower Level 300 11.1367 2.16956
Total 1200 11.4867 1.97012
4 Talent Retention Higher Level 126 19.1190 2.97619
in the
Meddle Level 774 19.6034 3.05729
Organization
Lower Level 300 18.1133 3.42338
Total 1200 19.1800 3.20513
5 Value Addition Higher Level 126 23.4683 3.08982
and Talent
Meddle Level 774 23.1886 3.53626
Management
Lower Level 300 22.1100 3.56749
Total 1200 22.9483 3.53167
6 Overall Higher Level 126 83.0159 8.48338
perception on
Meddle Level 774 82.2997 10.08094
talent
management Lower Level 300 77.8367 12.14117
concepts Total 1200 81.2592 10.66467
157
Table-1.47: Significance testing about talent management concepts
Parameter Sum of Mean

Squares df Squares F Sig.
Acquire New Between Groups 156.542 2 78.271

Talents
Within Groups 4246.617 1197 3.548 22.062 .000 *
Total 4403.159 1199
Leveraging Between Groups 235.913 2 117.957

Existing Talents 19.578 .000 *
Within Groups 7211.753 1197 6.025
Total 7447.667 1199
Retaining the Between Groups 53.475 2 26.737

Current Potency 6.957 .001 *
Talent Within Groups 4600.312 1197 3.843
Total 4653.787 1199
Talent Between Groups 480.528 2 240.264

Retention in the 24.297 .000 *
Organization Within Groups 11836.592 1197 9.889
Total 12317.120 1199
Value Addition Between Groups 289.594 2 144.797

and Talent
Management Within Groups 14665.203 1197 12.252 11.819 .000 *
Total 14954.797 1199
Overall Between Groups 4740.974 2 2370.487

perception on
talent Within Groups 131627.425 1197 109.964 21.557 .000
management
Total 136368.399 1199
* Significance at 0.01
From the above table, it is evident that the p-values of all the parameters of various
talent management concepts are less than to 0.01. this means that the talent
management concepts like ‘Acquire new talents’, ‘Leveraging existing talents’,
‘Retaining the current potency talent’, ‘Talent retention in the organization’, ‘value
addition and talent management’ are significant at 0.01. Therefore, the null hypothesis
is FALSE and hence, it is concluded that there is significant differences in the
perceptions of the respondents of select organizations are different towards various
talent management concepts.
158
Hypothesis – 2
H02: There is no significant difference in the level of understanding of the respondents

about talent development strategies in the selected organizations.
1 Talent Higher Level 126 24.0556 3.25529

Development
Strategies Meddle Level 774 23.4703 2.97049
Lower Level 300 22.3633 3.54399
Total 1200 23.2550 3.19716
Table-1.49: Significance testing about talent development strategies

Talent Between Groups 355.146 2 177.573
Developme
nt Within Groups 11900.824 1197 9.942 17.861 .000 *
Strategies
Total 12255.970 1199
From the above table-1.49, it is evident that the p-values of all the parameters
of various talent development strategies are less than to 0.01. This means that the
talent management concepts are significant at 0.01. Therefore, the null hypothesis is
FALSE and hence, it is concluded that there are significant differences in the
perceptions of the respondents of select organizations are different towards various
talent development strategies.
Hypothesis – 3
H03: There is no significant difference in the perceptions of the respondents about
various talent management components in the selected organizations.
159
S.No Parameter Position N Mean S.D F- P-

value value
1 Employee Higher
Career 126 22.9444 3.07065
Level
Development Meddle
774 22.9690 3.37122
Level 9.008 .000 *
Lower
300 22.0200 3.37504
Level
Total 1200 22.7292 3.36431
2 Performance Higher 126 31.1111 3.05999
Management Level
Meddle 774 30.8243 4.48284
Level 6.034 .002 *
Lower 300 29.9300 3.50133
Level
Total 1200 30.6308 4.14253
3 Employee Higher 126 27.3968 3.29382
Engagement Level
Meddle 774 27.1137 3.71772
Level 2.115 .121
Lower 300 26.6900 3.69587
Level
Total 1200 27.0375 3.67365
4 Competencies / Higher 126 34.9286 4.00236
Skills Mapping Level
Meddle 774 34.3798 4.53224
Level 5.470 .004 *
Lower 300 33.5267 4.83258
Level
Total 1200 34.2242 4.57453
5 Employee Higher 126 19.6349 2.94918
Retention Level
Meddle 774 18.8075 2.88510
Level 5.561 .004 *
Lower 300 18.6833 2.49207
Level
Total 1200 18.8633 2.80973
6 Employee Higher 126 28.5476 3.25603
Commitment Level
Meddle 774 26.5917 3.75356
Level 15.556 .000 *
Lower 300 27.0933 3.73960
Level
Total 1200 26.9225 3.74587
7 Succession Higher 126 19.0000 2.97993
Planning Level .083 .921
Meddle 774 18.8824 2.98558
160
Level
Lower 300 18.9000 3.09115
Level
Total 1200 18.8992 3.00941
8 Motivation Higher 126 23.9603 3.50177
Level
Meddle 774 23.0788 3.59247 .031
Level 3.483
**
Lower 300 23.1067 3.32950
Level
Total 1200 23.1783 3.52636
9 Employee Higher 126 29.1508 3.33003
Satisfaction Level
towards Meddle 774 27.2855 3.68053
Organizational Level 16.235 .000 *
Benefits and Lower 300 27.0367 3.74550
Policies Level
Total 1200 27.4199 3.70839
10 Quality Higher 126 21.1349 2.05661
Commitment Level
Meddle 774 20.0775 2.69669
Level 10.267 .000 *
Lower 300 19.8200 3.20445
Level
Total 1200 20.1242 2.79677
11 Leadership Higher 126 23.7143 3.10833
Development Level
and Meddle 774 23.6606 3.18738 2.987 .051
Assessment Level
Lower 300 23.1367 3.52506
Level
Total 1200 23.5347 3.27281
12 Attraction Higher 126 27.2698 2.61813
Level
Meddle 774 24.5220 3.62846
Level 37.659 .000 *
Lower 300 24.2833 3.35169
Level
Total 1200 24.7508 3.57203
13 Overall Higher 126
3.0879E2 26.56714
perception on Level
Talent Meddle 774
2.9901E2 31.99183
management Level 9.424 .000 *
components Lower 300
2.9423E2 32.73644
Level
Total 1200 2.9884E2 31.88031
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From the above table-1.50, it is evident that the p-values of the parameters of various
talent management components like ‘ Employee Career Development’, ‘Performance
Management’, ‘Competencies /Skills Mapping’, ‘Employee Retention’, ‘Employee
Commitment’, ‘Motivation’, ‘Employee Satisfaction towards Organizational Benefits
and Policies’, ‘Quality Commitment’, ‘Attraction’ are significant at 0.01. Therefore,
the null hypothesis is FALSE and hence, it is concluded that there is significant
differences in the perceptions of the respondents of select organizations are different
towards the above said talent management concepts.
But, the p-values of the remaining parameters like ‘Employee Engagement’,

‘Succession Planning’, ‘Leadership Development and Assessment’ are 0.121, 0.921,
and 0.051 respectively. Therefore the null hypothesis is TRUE for these parameters
and hence, it is concluded that there is no significant differences in the perceptions of
the respondents of select organizations towards the parameters ‘Employee
Engagement’, ‘Succession Planning’, ‘Leadership Development and Assessment’.
Hypothesis – 4
H04: There is no significant difference in the perceptions of respondents about
recruiting and attracting in the selected organizations.

1 Recruiting and Higher Level 126 21.4841 2.62216
attracting
Meddle Level 774 19.6434 2.88673
Lower Level 300 19.7767 2.40125
Total 1200 19.8700 2.79934
Table-1.52: Significance testing about Recruiting and attracting

Recruiting Between Groups 370.634 2 185.317

and 24.579 .000 *
attracting Within Groups 9025.086 1197 7.540
Total 9395.720 1199

162
From the above table-1.52, it is evident that the p-values of the parameter ‘recruiting
and attracting’ is less than to 0.01. It is significant at 0.01. Therefore, the null
hypothesis is FALSE and hence, it is concluded that there are significant differences
in the perceptions of the respondents about ‘recruiting and attracting’.
Hypothesis – 5
‘Compensation and Rewarding’ in the selected organizations.
1 Compensation and Higher Level 126 24.2778 2.98701

Rewarding
Meddle Level 774 23.0762 3.04484
Lower Level 300 23.3500 3.78089
Total 1200 23.2708 3.25648
Table-1.53: Significance testing about Compensation and Rewarding

Compensati Between Groups 2 79.474 7.577
on and .001
Rewarding Within Groups 1197 10.490 0.00 *
Total 1199
From the above table-1.53, it is evident that the p-values of the parameter
‘Compensation and Rewarding’ is less than to 0.01. It is significant at 0.01. Therefore,
the null hypothesis is FALSE and hence, it is concluded that there is significant
differences in the perceptions of the respondents about ‘Compensation and
Rewarding’.
163
Hypothesis – 6
‘development’ in the selected organizations.
1 Development Higher Level 126 23.2857 3.50510
Meddle Level 774 22.7907 3.36447
Lower Level 300 23.3100 2.97940
Total 1200 22.9725 3.29431
Table-1.55: Significance testing about development

Development Between Groups 72.115 2 36.058
3.335 .036 **
Within Groups 12939.977 1197 10.810
Total 13012.092 1199
* Significance at 0.01, ** significance at 0.05
From the above table, it is evident that the p-values of the parameter ‘development’ is
less than to 0.036. It is significant at 0.05. Therefore, the null hypothesis is FALSE
and hence, it is concluded that there is significant differences in the perceptions of the
respondents about ‘development’.
Hypothesis – 7
H07: There is no significant difference in the perceptions of respondents about ‘Build
and Maintain positive Relationships’ in the selected organizations.
164

1 Build and Maintain Higher Level 126 24.5079 3.10031
positive
Meddle Level 774 23.0258 3.21129
Relationships
Lower Level 300 23.3800 3.15417
Total 1200 23.2700 3.21466
Table-1.57: Significance testing about Build and Maintain positive Relationships

Build and Between Groups 72.115 242.865 2

Maintain
positive Within Groups 12939.977 12147.655 1197 11.966 .000 *
Relationship
Total 13012.092 12390.520 1199
s
From the above table, it is evident that the p-values of the parameter ‘Build and
Maintain positive Relationships’ is less than to 0.00. It is significant at 0.01.
Therefore, the null hypothesis is FALSE and hence, it is concluded that there is
significant differences in the perceptions of the respondents about ‘Build and
Maintain positive Relationships’.
Hypothesis – 8
‘Managing Work-life Balance’ in the selected organizations.
1 Managing Work- Higher Level 126 14.6508 3.80172

life Balance
Meddle Level 774 14.8863 2.53513
Lower Level 300 15.0533 2.40759
Total 1200 14.9033 2.66613
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Table-1.59: Significance testing about Managing Work-life Balance

Managing Between Groups 72.115 15.010 2
Work-life
Balance Within Groups 12939.977 8507.776 1197 1.056 .348
Total 13012.092 8522.787 1199
From the above table, it is evident that the p-values of the parameter ‘Managing
Work-life Balance’ is 0.348. It is not significant at 0.01. Therefore, the null
hypothesis is TRUE and hence, it is concluded that there is no significant differences
in the perceptions of the respondents about ‘Managing Work-life Balance’.
Hypothesis – 9
‘identifies and differentiates talented employees’ in the selected organizations.
1 Identifies and Higher Level 126 23.9683 3.35365

differentiates
talented employees Meddle Level 774 23.0065 3.64480
Lower Level 300 23.5000 3.31360
Total 1200 23.2308 3.54726
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Table-1.61: Significance testing about ‘Identifies and differentiates talented employees’

Identifies Between Groups 129.218 2 64.609
and
differentiate Within Groups 14957.841 1197 12.496 5.170 .006 *
s talented
employees Total 15087.059 1199
From the above table-11.61, it is evident that the p-values of the parameter ‘Identifies
and differentiates talented employees’ is less than to 0.00. It is significant at 0.01.
Therefore, the null hypothesis is FALSE and hence, it is concluded that there is
significant differences in the perceptions of the respondents about ‘Identifies and
differentiates talented employees’.
167
CHAPTER - V
SUMMARY
and
SUGGESTIONS
163
in Corporate HR. A high-performance workplace exists when everyone in the
organization shares the same vision and values each other's contributions.
Growing number of organizations globally and in India are implementing the

concept of talent management. Talent management cannot be excluded from business
strategy and neither can it be a mere sub-system in the realm of Human Resource
management function. Firms will be able to achieve better results by actively
engaging senior leaders along with Human Resource professionals in talent
management strategies.
TM is seen as a fuel for the engine of human capital management (HCM).

Hence, its implementation is critical and a challenging factor for success and growth
of the employees as well the organization as confirmed by management practitioners,
experts, academicians. Beside this, TM has become an imperative managerial
decision for each organization at all levels to meet the various challenges vis-à-vis,
globalization, expansion, diversification, changing demography, and inadequate
development.
“Talented workforce” is the only scarce resource and corporate have come to
realize this fact. This is the very reason why retention occupies the top most seat in
the human resource manager’s “to – do” list. Retaining talent is the need of the hour,
in today’s dynamic and competitive era. This is exactly what led human resource
managers the world over to search for a newer way out of this crisis because the
traditional approaches were no longer able to sustain employees. This quest for a
better concept led to the birth of talent management – a newer approach
164
conceptualized to move towards retention of talent-ship. Talent is a collective
knowledge, skills, abilities, experiences, values, habits, and behaviors of the
employees. Talent is about outstanding characteristics of human beings to do
something different or a higher order of difficulty and complexity in the current and
future time period. It comprises special groups such as senior leadership, middle-level
employees with leadership potential, key contributors or technical experts and entry-
level employees with leadership potential.
Human Resource Management has a place of great importance. The proper or

improper use of the different factors of production depends on the wishes of the
human resources. Hence, besides other resources human resources need more
development. Human resources can increase cooperation, but it needs proper and
efficient management to guide it‖. Importance of personnel management is in reality
the importance of labor functions of personnel department which are indispensable to
the management activity itself. Because of the following reasons human resource
management holds a place of importance.
Talent need to be taken in the context of the strategic needs of the business.
Talent is only talent when it is critical to the success of the business and its value is
relative to the role that it plays in organization success. This value is not static but
dynamic, appreciates or depreciates depending on the business need and situation.
The strategic and effective management of organizational talent requires a process
and this process needs to be driven by the strategic needs of the organization.
Strategic positions required to implement the business strategy and achieve its
objectives need to be identified. Talent management (TM) has become an imperative
in the face of today's business challenges. Companies are increasingly realizing that
successful TM is the key to high performance. By assessing available talent, placing
the right people in their best roles and finally retaining them that organizations can
survive and thrive in today's increasingly competitive markets.
Talent Management process is very complex and is therefore, very difficult to

handle. The sole purpose of the whole process is to place the right person at the right
place at the right time. The main issue of concern is to establish a right fit between the
job and the individual. The talent management practices that were common in many
industries were recruitment and selection, succession planning, Training and
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development, performance management, compensation, employee retention and
senior management involvement. Apart from the above-mentioned practices few more
practices that are practiced in many industries include Alignment with business goals,
and culture.
The socio-economic background of the respondents has a significant bearing

upon the attitude towards the behavior of the employees at the workplace. Therefore,
there is a need to understand the personal background of the respondents. The
objective of this section is to analyze the personal background of the respondents in
terms of their personal data like qualification, age, respondent’s monthly income, a
cadre in the organization and work experience etc.
An insight into the socio-economic background of the respondents enables us

to understand the functional dimensions of the respondents. Demographic data is the
data about a certain population. It usually gathers personal information to be used in
opinion research.
It is observed from the data that a majority of 64.8 percent of the respondents
are male while the remaining 35.2 percent are female respondents. Further, in position
wise High level management, 9.2 percent respondents are male and 1.2 percent are
female, in middle management 39.5 percent respondents are male and 25 percent are
female, in Lower level management 16.1 percent respondents are male and 8.9
percent are female.
It is clear that 7.2 percent of the respondents are in the age group of 50 years –
59 years, 29.8 percent of the respondents are in the age between 40 – 49 years of age,
30.5 percent of the respondents are in the age between 30 - 39 yrs, and 11.9 percent of
the respondents are having below 30. It can be concluded that, approximately 37
percent of the respondents in the study are in the age between 40-59 yrs., who are
experienced and had good knowledge of their work.
For the convenience of analysis, it has been sorted that the respondents into
three categories according to their Educational qualifications viz., under graduate,
Post Graduate and Ph.D. It is observed from the data that a majority 54.7 percent of
the respondents possess Graduation, while 41.9 percent respondents are Post graduate
holders and only 3.4 percent of the respondents are Ph.Ds.
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Experience plays an important role in any organization. It is through
experience one can attain skill, knowledge, and commitment. A competent person is
an asset to the organization. Competency is related to experience. In general attrition
rate is high in the organization in the younger generation when compared to the
experienced persons. The organization's prosperity very much depends upon the
experienced and committed employees. Experience as a general concept comprises
knowledge or skill or observation of something or some event gained through
involvement or exposure to that thing or event.
Majority 33.5 percent of the respondents had an experience of 5 – 10 years,

While 21.5 percent of the respondents had 11 – 15 years of the experience, whereas
17.5 percent respondents had less than 5 years of the experience. 16.5 percent
respondents had 16 to 20 years of the experience and 10.6 percent respondents had
above 20 years of the experience. The experience of its employees enriches the
quality of output of an organization. The organization under study has been fortified
with the gainful experience of all the cadres. With this experience, the respondents
would increase the productivity of the organization. Hence, it is advantageous to the
organization for having a more experienced workforce.
Reliability and Validity of the Study
The reliability and validity were confirmed through Cronbach’s alpha.

Extensive literature review was done and on the basis of it a total of 04 parameters
were identified and 137 items related to those were generated through discussions with
people belonging to different categories of employees of various organizations in
Andhra Pradesh. Participants responded using a 5-point Likert scale. Then to
maximize the reliability and validity of the questionnaire the survey questionnaire was
pre-tested on a small group of employees before being finalized. Based on the
feedback and the results of the pretest, redundant and/or look-alike questions were
eliminated. A few items were found to be redundant or repetitive and were removed
bringing down the total number of valid statements to 137. Generally, Cronbach’s
167
alpha value of more than 0.70 is considered to be statistically acceptable. However,
previous literature has proved that any value greater than 0.90 is considered to be
excellent. In this study the Cronbach’s alpha turns out to be more than to α = .90
On the basis of the literature reviewed on the Research Problem various

parameters have been identified. Crucial issues have been ascertained which often
become the sources of Talent Management practices. Previous studies suggest some
common areas where most of the Talent Management occurs.
The parameters identified for the study includes:
1. Talent Management Concepts
2. Talent Development Strategies
3. Talent Management Components
4. Talent pooling practices.

classified according to their experience in the organization. It is evident that, the p-
values are less than to 0.05 for the factors, ‘acquire new talents’, ‘Leveraging
Existing Talents’, ‘Retaining the Current Potency Talent’, ‘Talent Retention in the
Organization’, ‘ value addition and talent management’, ‘talent development
strategies’, ‘employee career development’, ‘performance management’, ‘skill
mapping’, ‘employee retention’, ‘employee commitment’, ‘motivation’, ‘Quality
Commitment’, ‘recruiting & attracting’, ‘compensation & rewarding’, ‘development’,
and ‘builds and Maintain positive relationship’. Therefore, there are differences in the
168
perceptions of respondents according to their job experience in the organization.
Remaining p-values are above 0.05 for the parameters ‘employee satisfaction’, and
‘attraction’. So, the perceptions of different experienced employees on ‘employee
satisfaction’, and ‘attraction’ are same.
Suggestions:
Based on the analysis both demographic and perceptions of respondents on

various identified talent management practices, the following specific suggestions
were given for creating better environment in the organisation to attract and retain the
talented employees and to improve the satisfaction level of employees to enable the
organisation to grow.
1. Less than 50% respondents expressed talent practices are necessary. It seems that
they are not having much understanding about the importance of talent management
practices.
So it is to be advised to popularize the policies and explain to all the employees the
need of awareness for proper understanding about the HR policy.
2. People are not much happy regarding the recognition of the hard work and its
reward practices.
So, the HR managers have to involve the people in the feedback mechanism regarding
their performance and create clarity on the reward and award systems in the
organisation. Objective way they have to evaluate the performance and there by
reward the people.
169
3. According the respondents’ opinion, the learning is environment is reasonably
good, but they are expecting more to improve their career and knowledge base.
So, the companies have to adopt latest practices where people involve in work and
learn more. For this, there should be a team environment and interactive decision-
making process, so that everyone feels that he/she is more important for the
organisation.
4. People felt there is a scope for work stress and expecting stress free environment.
For this, the companies have to change the job design to shoot the employee to
perform well with ease. Job profile also has to change to attract the talent people.
5. Most of the respondents expressed there should be an opportunity for their career
development. This is common expectation and the company has to create a fast tract
system for the hard working and talent people to give fast tract promotions. This may
reduce attrition and stress levels of employees. Company can encourage the people to
give ideas to expand the business and customer base.
6. Most of the respondents opined that the leadership plays a vital role in development
the innate talent of the people and for proper policy creations. Whenever goes for
leadership development within or from side, it has thought about the abilities to
coordinate and motivate the people to work in a better way. Leader should be in a
position to identify the talent and channelize to utilize in a proper way.
7. The respondents expressed that they are happy with successive planning system in
their organisations. It seems they have a good expectation to get higher positions if
they hone leadership skills and work hard.
8. There is need to improve communication system in the organisation. People should

be in a position to express their grievances freely and frankly. Open discussion policy
is required to adopt where the employee can express his feelings. This may reduce
conflicts between management and employees and have congenial work culture in the
organisation.
9. As per as the compensation is concerned, the expectations of employees are higher

but if the work culture is good, they may not get that much of dissatisfaction on
regarding their pay and other perks. So, the organisations have to create good work
170
environment.
10. As a whole, respondents are happy with the talent management practices in their
organisations and they expressed still there should be an improvement.
11. Respondents are critical in terms of training and development policy and
practices in their companies. But in general, the companies have to spend more on
training and development and take new initiatives to develop the employees to meet
the future uncertain situations. This leads to empowerment culture and company can
retain the talented people.
12. Regarding the top management support for talent management practices, the
respondents expressed that they are not highly appreciated the efforts of top
management. So, the top management has to mingle with the people and create a
confidence that they with them in letter and spirit
171
ANNEXURE
Questionnaire
Department of Commerce and Management Studies
Andhra University, Visakhapatnam, India
For Executives
Dear Respondents:
University Grants Commission, Ministry of HRD, Government of India sanctioned a
Major Research Project to Andhra University titled “-Talent Management Practice in India:
Issues and Suggestions for Effectiveness, A Study in selected Organizations in the State of
Andhra Pradesh-”. Accordingly, this questionnaire was designed to study the company
practices and feelings of the executives in selected organizations and your esteemed company
are one among those. The response given by you will be used only as an input for the research
work. Your first-hand information has a paramount value for the fruitfulness of this study and
your answers are fully confidential. Kindly put “√” for your answers on the box provided for
each question. We took the consent of your company for this purpose.
Principal Investigator
PART 1: DEMOGRAPHIC INFORMATION
1. Age (years): Below 30 30-39 40 – 49 50 – 59
60 and more years
2. Gender: Male Female
3. Marital Status: Single Married Separated
4. Academic Qualification:
Under Graduate Master’s Degree Ph. D.
5. Please specify your area of specialization: _____________________
6. Job Title:_____________________________________
7. Department: HR Marketing Finance Production
Any other, please specify -
8. Your level of Position in the organization:
Higher Level Medium Level Lower Level
9. Please indicate the economic sector in which you are engaged.
Manufacturing Service Trade Construction
If other, please specify: ________________________________________
10. Work experience:
Less than 5 year 5-10 years 11-15 years 16 –20years 20+
years
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PART TWO: TALENT MANAGEMENT CONCEPTS
1. In your view how the Talent Management is important in your organization?
Very high High Medium low Very much low
2. How is the talent identified in your organization?
by Competency by Result by Qualification by Reports
If other, please specify: _________________
3. What is your level of agreement on the following statements regarding your organization -
Employee talent and talent management strategies
5: Strongly Agree 4: Agree 3: Neutral 2: Disagree 1: Strongly Disagree
Code Statements Scale

5 4 3 2 1
TM0101 How is the Talent Developed?
TM01011 Acquire New Talents
TM0101A Attracting: By Creation of a strong Employer Brand
TM0101B Sourcing: Using various strategies of sourcing
TM0101C Selecting: Using effective selection process
TM01012 Leveraging Existing Talents
TM01012A Maximizing the value of the current high potential talent
TM01012B Realigning the capabilities and responding to the changing

conditions
TM01012C Using an effective Performance Management System
TM01012D Imparting relative Training and Development Programme
TM01013 Retaining the Current Potency Talent

TM01013A Offering Value Proposition to the potential
TM01013B Offering attractive Rewards
TM01013C Identifying & enhancing the interest of the potential talented

employee
TM0102 Talent Retention in the Organization
TM0102A Retaining talented employees is a difficult task
TM0102B Most appropriate tools like Compensation, Succession
Planning are used for retaining
TM0102C Employee retention must be focused right from the intake of
an employee into the organization
TM0102D Priority is given in retaining all types of employees
TM0102E Performance-based system is used for retaining
TM0103 Value Addition and Talent Management
TM0103A Employees value addition is useful to the organization
TM0103B Value addition activities are carried out by the organization
TM0103C Employees are always interested in their value addition
TM0103D Only high performers are interested in value addition
activities
TM0103E Effective Seminars, Workshops, etc. are organized
TM0103F Value addition brings a relative difference in the organization
173
PART THREE: TALENT DEVELOPMENT STRATEGIES
Your level of understanding regarding the Talent Development Strategies:
5: Very High 4: High 3: Medium 2: Low 1: Very Low
5 4 3 2 1
TM0104 Talent Development Strategies
TM0104A Job specific experience matters
TM0104B Accelerated development of high performers
TM0104C Forge mentoring relationship to build motivation and loyalty
TM0104D Focused Training Program of Technical Skills and
Leadership Development for Career Transition
TM0104E Differentiated Coaching is a part of each development
discussion
TM0104F Consideration for Self-evaluation
PART FOUR: TALENT MANAGEMENT COMPONENTS

Your level of agreement on the following statements regarding the Talent Management
Components:
5: Strongly Agree 4: Agree 3: Neutral 2: Disagree 1: Strongly Disagree
5 4 3 2 1
TM0105 Employee Career Development
TM0105A Career advancement of the employee is considered

TM0105B Frequent monitoring is carried out in the organization
TM0105C Employee career development programs are linked to each
employee’s career needs
TM0105D Every effort is made to use the core competencies of
employees before outsourcing
TM0105E Career Development Policy and its procedure is clearly
outlined and known to all employees
TM0105F The organization is bonded to employee development
TM0106 Performance Management
TM0106A The organization has effective mechanisms in place to
ensure performance and feedback
TM0106B The organization conducts performance reviews regularly
TM0106C Based on after performance review relevant training and
development is carried
TM0106D Decisions for which there could be an impact on work
performance are discussed in advance with the employee
TM0106E Regular performance feedback is provided
TM0106F The internal talent pool is assessed for filling the vacancies
TM0106G High performers are recognized and affiliated
TM0106H Equal chances are given to each employee to improve their
performance
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TM0107 Employee Engagement
TM0107A Tasks are shared with employees based on their capability to

carry the specified work
TM0107B Employees are well informed in advance about what is
anticipated from them
TM0107C Critical decisions are made in concert with the employee and
his superior
TM0107D Outstanding performance is recognized
TM0107E Organization accommodate an effective internal
communication system
TM0107F Employees morale is built with thorough encouragement and
affirmation
TM0107G Employees are given the opportunity to handle tasks and
responsibilities that are outside their domain.
TM0108 Competencies /Skills Mapping
TM0108A The organization encourages employees in developing their

skills
TM0108B The organization insists on different competencies for
different tasks
TM0108C Alignment of employee competencies and job description
helps in better retention of employees
TM0108D Tasks are distributed based on competencies handle
TM0108E Organization undergo Competency Mapping to estimate and

forecast potency
TM0108F Fair Competency Mapping is made available for further
usage
TM0108G Competency gap analysis is always done to help identify
training needs
TM0108H Employees are encouraged to undertake self-development
initiatives
TM0108I Employees are given the opportunity to utilize Talent, Skills,
and Resources
TM0109 Employee Retention
TM0109A Turnover of top talent can be reduced by rewarding and
recognizing exceptional performance
TM0109B Recognition programs will entrust better grapple with
challenges, exploit opportunities and reduce turnover rates.
TM0109C Harmonious working relationships and a Conducive work
climate will enhance employee zeal
TM0109D Growth opportunities and enriched job contents will enhance
corporate reputation as “employer of choice”
TM0109E Work-life balance and socially supportive policies can lower
Absenteeism, Negative attitude towards work and Attrition
of key talents/voluntary resignation
175
TM0110 Employee Commitment
TM0110A Rewarding excellence will make employees more productive

and enhance their quality of work
TM0110B Majority of the employees are happy to spend the rest of
their career with the organization
TM0110C Employees feel a strong sense of "belonging" to their
department
TM0110D Employees are willing to put in extra effort to help the
organization in attaining success
TM0110E The organization offers outstanding services
TM0110F Employees feel privileged to be a part of this Organization
TM0110G Employees feel committed towards the Organization
TM0111 Succession Planning
TM0111A Our leadership secession planning system enables as to

effectively manage a list of high potential leaders/managers
TM0111B Our leadership secession planning system supports the
appraisal of high potential leaders/managers against a
consistent set of skills
TM0111C Our leadership secession planning system identifies gaps and
development needs for high potential leaders/managers
TM0111D Our leadership secession planning system improves the
diversity of our leaders/managers
TM0111E Our leadership secession planning system helps us to
increase and continuously improve our talent pool with
employees that are ready for promotion
TM0112 Motivation
TM0112A Management focus on keeping the employee motivated

TM0112B Employees are satisfied with the tools of motivation
provided by management
TM0112C Motivational factors motivate employees
TM0112D Fair Promotions motivate employees
TM0112E Financial Incentives motivate employees
TM0112F Esteem needs when a met employee feels motivated
TM0113 Employee Satisfaction towards Organizational Benefits and Policies
TM0113A The accuracy of the job description
TM0113B Salary review
TM0113C Adequate information provided about the company
TM0113D Job changes / Promotion
TM0113E Leave of Absence
TM0113F Healthcare Benefits
TM0113G Retirement Benefits
TM0114 Quality Commitment
TM0114A The organization take appropriate measures to protect the
environment during work
TM0114B Organization ensure employee safety within every
department
176
TM0114C Organization continuously works to improve working
conditions.
TM0114D In the organization, employees learn from mistakes.
TM0114E In organization departmental efforts are recognized to
improve quality.
TM0115 Leadership Development and Assessment
TM0115A Immediate leader/supervisor appreciate the employee at
times of the desired goal met
TM0115B Quality of supervision is enhanced on a continuous basis
TM0115C Leaders exhibit a fair and impartial employee treatment
TM0115D Leaders make the employee feel valued, rewarded,
recognized and appreciated
TM0115E Employees are involved in decisions that affect their jobs
and overall direction of the company
TM0115F The employees are recognized for professional as well as
personal significant events and success
TM0116 Attraction
TM0116A HR department has more responsibility to conduct
recruitment and selection process
TM0116B An effective interviewer is an influencing factor in
organization brand image
TM0116C The organization provides Induction programme to the new
joiners
TM0116D Organization Induction programme helps to learn
organization policies and procedures
TM0116F An induction programme is handled by the experienced
person in the organization
TM0116G Induction programme gives confidence about the work
environment.
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PART FIVE: TALENT POOLING PRACTICE
Please express your views on various HR practices that are being followed in your
organization:
5: Always 4: Often 3: Sometimes 2: Rarely 1: Never
Code Statements 5 4 3 2 1
TM0117 Recruiting and attracting
TM0117A The interview is scheduled to recruit potential candidate
when a vacancy arises
TM0117B Overall knowledge of HR recruitment process and policies
are well defined
TM0117C High caliber employees are appointed into various
departments
TM0117D Adequate time and energy is allocated to attend the filling of
a vacancy
TM0117E Vacancies are filled and they do not remain open for a long
period of time
TM0118 Compensation and Rewarding
TM0118A Employees are nominated for various company awards and
rewards
TM0118B Employees are rewarded for their exemplary work in a
variety of ways
TM0118C Verbal or written recognition is given for individual
contribution
TM0118D Fare increases are allocated according to the individual
performance
TM0118E Salaries are market-related
TM0118F The exceptional performance of employees are celebrated
TM0119 Development
TM0119A Organization possess an interest to foster the learning and
TM0119B Objective assessment of individuals development needs are
focused
TM0119C One-to-one coaching is prioritized
TM0119D Honest feedbacks are considered for developmental purposes
TM0119E Developmental opportunities for subordinates are actively
created
TM0119F Formal Career Planning session is scheduled along with
subordinates
TM0120 Builds and Maintain Positive Relationships
TM0120A Employees are sensitive to the needs, attitudes, and
perspectives of others and display a sincere interest
TM0120B Team members are given time to build relations
TM0120C Conflicts are resolved efficiently and effectively
TM0120D Trust is built within team members
TM0120E Sound ethical behavior is demonstrated with colleagues
TM0120F Communication is done openly with staff
178
TM0121 Manages Work-life Balance
TM0121A Flexible timings are allowed to attend personal and family
matters
TM0121B Adequate resources are ensured to complete their work
TM0121C Reduction of stress is considered
TM0121D Efforts are made to be aware of family and personal
circumstances of team members that might impact work
TM0122 Identifies and differentiates Talented Employees
TM0122A Team members level of performing is closely observed
TM0122B Assessment tools are used to assess the performance
TM0122C Talented employees are encouraged to develop their careers
TM0122D Performance issues are timely addressed
TM0122E Performance levels of employees are rated during the
performance appraisal process
TM0122F Managerial decisions and decisions are in accordance with
the performance levels of employees
What would you recommend improving the Talent Management System for its effectiveness
in your organization?
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Thank You for allotting your valuable time.

Principal Investigator
179
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Major Research Project

(F. No: 5-244/2014(HRP)

Prof. N. Sambasiva Rao (Retd.)

Chapter I: Introduction 1-21

Chapter II: Review of literature, Objectives 22-75

We are indebted to University Grants Commission, New Delhi for sanctioning

conduct this study.

Our gratitude goes to Professor G. Satyanarayana, present head of the

entire academic staff of the Department of Commerce and Management Studies of

of DCMS, AU for the help given to us during our research period.

I also acknowledge with appreciation the encouragement and immense

contributions of respondents from various selected organizations in the State of

this project study.

Prof. N. Sambasiva Rao

Prof. M. Sandhya Sridevi

Management Practices in India – Issues and Suggestions for Effectiveness”

submitted anywhere and for any publications.

Co-Investigator Principal Investigator

S.NO Table Title of the Table Page No.

1 1.1 Distribution of Respondents According to their Gender 77

2 1.2 Distribution of Respondents by their Age 79

3 1.3 Distribution of Respondents According to their 81

4 1.4 Distribution of Respondents According to the economic 83

5 1.5 Distribution of Respondents by their Work Experience 85

6 1.6 Reliability testing 87

7 1.7 Perceptions of the respondents on the importance of 110

8 1.8 Methods to identifying Talent Management 111

9 1.9 Perceptions of the respondents on Acquiring New 113

10 1.10 Perceptions of the respondents on Leveraging Existing 114

11 1.11 Perceptions of the respondents on Retaining the Current 115

12 1.12 Perceptions of the respondents on Talent Retention in 116

13 1.13 Perceptions of the respondents on Value Addition and 117

14 1.14 Perceptions of the respondents on various strategies of 118

15 1.15 Perceptions of the respondents on various dimensions of 119

16 1.16 Perceptions of the respondents on various dimensions of 120

17 1.17 Perceptions of the respondents on various dimensions of 121

18 1.18 Perceptions of the respondents on various dimensions of 122

19 1.19 Perceptions of the respondents on various dimensions of 124

20 1.20 Mean scores of the respondents on Employee Retention 125

21 1.21 Perceptions of the respondents on various dimensions of 126

22 1.22 Perceptions of the respondents on various dimensions of 127

23 1.23 Perceptions of the respondents on Employee 128

24 1.24 Perceptions of the respondents on various dimensions of 129

25 1.25 Perceptions of the respondents on various dimensions of 130

26 1.26 Perceptions of the respondents on various dimensions of 131

27 1.27 Perceptions of the respondents on various dimensions of 132

28 1.28 Perceptions of the respondents on various dimensions of 133

29 1.29 Perceptions of the respondents on various dimensions of 134

30 1.30 Perceptions of the respondents on various dimensions of 135

31 1.31 Perceptions of the respondents on various dimensions of 136

32 1.32 Perceptions of the respondents on various dimensions of 137

33 1.33 Gender based perceptional differences among 88

34 1.34 Age based perceptional differences among employees 90

35 1.35 Qualification based perceptional differences among 95

36 1.36 Position based perceptional differences among 99

37 1.37 Experience based perceptional differences among 103

38 1.38 KMO and Bartlett’s test results 138

39 1.39 Communalities of various factors of Talent Pooling 139

40 1.40 Total variance of the factors 141

41 1.41 Component Matrix 144

42 1.42 Regression model to know the impact of talent 147

43 1.43 ANOVA results for the Impact of talent management 148