“THE STUDY OF TALENT CAPITAL ON

ORGANIZATION PERFORMANCE AT HINDUSTAN

AERONAUTICS LIMITED”

Project Report Submitted in Partial fulfillment of the requirement for

the award of Degree of
BACHELOR OF BUSINESS ADMINISTRATION (BBA)
Submitted by

BLESSY R S

Reg. No: 19CBBAD015

Under the guidance of

Dr. ANJANA KENATH

SCHOOL OF MANAGEMENT

CMR UNIVERSITY

MAY 2022
 DECLARATION BY THE STUDENT

I BLESSY R S, bearing Reg. No 19CBBAD015, hereby declare that this

report entitled on research project “THE STUDY OF TALENT CAPITAL ON
ORGANIZATION PERFORMANCE AT HINDUSTAN AERONAUTICS
LIMITED” has been prepared by me in partial fulfillment for the award of the
Bachelor Of Business Administration(BBA) under the guidance of
Dr.ANJANA KENATH

I also declare that this project report is my original work and has not been
submitted in part or full towards any other Degree, Diploma to any University
or Institution.

Signature

BLESSY R S

Reg. No. 19CBBAD015

Place: Bangalore

Date:
 CERTIFICATE

Certified that this project report titled “THE STUDY OF TALENT

CAPITAL ON ORGANIZATION PERFORMANCE AT
HINDUSTAN AERONAUTICS LIMITED” is the bonafide work
of “BLESSY R S” who carried out the project work under my
supervision in the partial fulfillment of the requirements for the award
of the BBA degree.

SIGNATURE

Dr. Anjana Kenath

 Acknowledgement

I would like to express my sincere gratitude to Dr.Anjana Kenath for her

guidance and encouragement in carrying out this project work. I also wish to
express my gratitude to the respondence and others who rendered their support
during my project work. I wish to avail myself of this opportunity, to express a
sense of gratitude and love to my beloved parents and friends for their manual
support, strength and providing me with the right resources without which I
wouldn’t be able to complete this project work successfully.

Name: Blessy R S

Date:
 ABSTRACT

The study is to understand the talent management performance in an

organization . Talent Capital practices are very important because
success of an organization in most cases is not shown only through
their profits. It's based on the Talent Management Performance of the
organization. The study was descriptive survey research design
comprised a sample size of 30 respondent. Data collection was done
through a questionnaires. Data analysis was done based on the survey
and the results are represented in the charts and tables . The findings
of the study reveals how talent capital performance is being
developed in an organization.
 TABLE OF CONTENT

SL.NO CONTENT PAGE.NO

01 INTRODUCTION 1

02 LITERATURE REVIEW 12

03 RESEARCH METHODOLOGY 20

04 DATA ANALYSIS AND 25

INTERPRETATION

05 FINDINGS RECOMENDATIONS 44
AND CONCLUSION

06 LIMITATIONS AND SCOPE 49

07 BIBLIOGRAPHY 52

08 APPENDIX- QUESTIONNAIRES 56
 CHAPTER-1
INTRODUCTION

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1.1 INTRODUCTION ON THE TITLE

This research is conducted with the main aim to study the talent capital on organization
performance of the employees in the Hindustan Aeronautics Limited. The progress and
success of any organization or companies can be gained through the terms and conditions of
the many things that is for example, following the guidelines of the organization, proper
employees need to be recruited and selected, arranging of work task to the employees in the
organization, better managerial framework, and many others. These are just a little of the
goals that the organization plans for. There are few more other factors that is concerned to the
human resource management. It is very important for the organization to have good work
force that would help the organization to achieve the goals of the organization. It is important
to take good employees and must ensure that the employees are not leaving their jobs because
a loss of an employee will lead a loss of talent, experience, expert, knowledge, intellectual
property, skills it will cause an greater impact on the performance of the organization it is
very much important to retain the employees in any organization for the improvement of the
business.

Human resource management (HRM) is the main component in the organization that would
help the business to gain the required objectives of the business. Human resource
management plays a very incentive role in the production or services of any business there is
more of human mind and knowledge that is involved in doing the product or service and
reaching them to the end customers. It is the efforts of manpower that work for many hours.
Human resource is the fundamental requirement of any business. Among the 5 M’s of
management i.e. men, money, machine, materials and methods the most important is the men
because only when there is quorate men is present only then the required operations and work
can be performed by the employees. Every men have a different kind of doing work whereas
all the other M’s does not have any life to it. It is very much important for the organization to
recruit the required workforce in the business.

Human resource management plays an important role towards organization has it is known as
the lifeblood and the heart for the organization are the employees in the company who is the
heart of the organization. The smooth functioning of the employees are much needed in order
to function at the required way in the organization so that there is no any interruption on the
working of the employees it is very important to maintain the good relationship between the

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employees in the organization. There must be good
relationship between all the departments so that the organization function properly especially
between the top level management so that the decision are taken the required time frame and
making sure the healthy relationship is been built among the employees in the organization so
that everything is made to be function in a well manner in the organization.

Human resource is the most required and must needed assets in the organization the success
of the organization depends on the functioning of the good work force. It is an challenging
task, actually at the time when the world is setting up for the global village atmosphere,
exciting, dynamic and economies are on the state of constancy. The scarcity of the talented
resources and the growth of the expectations of the modern economy in the organization. In
the organization it is very important that the managers and employees are to understand the
human resource policies and activities in the organization. Therefore, necessary for all the
managers to understand the different polices and required activities of the human resources.

Performance is very much important in the organization performance management is

concerned with the present whereas the talent management is concerned with the future. The
process and the activities which includes with the different between on these two programs
the targeted outcome for the organization is the same outcome for the firms. Talent
management involves in retaining the efficient and the high performance of the employees.
The individual accountability plan and measure in the periodically that is yearly or quarterly.
The performance management includes activities such as planning work, goal setting,
monitoring or continuous progress review, implementation of employee development
programs and rewarding achievements.

Planning and setting goals performance management that includes proper planning and
setting performance expectation and goals for the individuals the teams to that can redirect
their efforts and the skills towards the organizational goals that is very essential for planning
and setting performance expectations and goals for the individuals and teams to redirect their
efforts and skills towards the organizational goals. the goals must be measurable,
understandable, verifiable, and achievable performance elements and the standards with the
performance this also involves periodical monitoring and inspection that would help in the
performance can be evaluated of the employees in the organization so that is required training
can be achieved with the measuring of the employees performance with providing of various
feedback to the organization of employees can help the organization in the and works in the

3
groups on their progress towards realizing their goals and
standards for the continuous process with different review of the organization that would
helpful in the identifying of unacceptable performance in any time in the organization.
Developing and enhancing capacity towards the performance is important in order provide
training, as also help them in assignments to acquaint the employees with new skills and to
improve the performance on the basis of plan and various requirement of the organization.

The objectives of performance management with the reference to the talent

management.

 The employees are drive towards the organizational achievement of the standards in
work performance.
 The knowledge and skills that is required to be performed by identifying the
employees and support them with the job efficiently.
 The employees are motivated and encouraged by the employee to empowerment and
also implementation of the effective reward process or system.
 Promote on the system of two-way communication that happen between the
management and the employees for the clarifying the expectation roles
accountability functional on the organizational goals. And also, to provide regular
and transparent on the feedback of the improvement of the employee performance.
 They help in the identify on the barriers or problems to effectiveness on the
performance and also to resolve those barriers by monitoring, training and
development interventions.
 It was helps in the self-esteem of the employees and also enhance their self-insight
and development.

1.2 BENEFITS OF TALENT MANAGEMENT

 To ensure the proper understanding of the objectives and facilitating on the effective
communication throughout the organization.
 Developing an healthy relationship between an employee and the line manager based
on the trust and empowerment.

4
  To ensure that each employee understand what is
expected and equally that is ascertaining whether on the process the required on the
skills and also to support to fulfil on such expectations.
 To ensure employees on the understand of the importance of their contributions on to
the organizational goals and the objectives of the organization.
 Timely and differentiation between good and poor performance on the better.
 The competence of the employees and on the enabling of the managers on the gain in
the insight about their subordinates.
 The organizational changes are the paving ways for the appropriate with the
administrative actions on the facilitating changes.

1.3 FEATURES OF TALENT CAPITAL MANAGEMENT

 Talent Acquisition: talent acquisition is acquiring the best talents to the organization.
It refers to the employment brand management, candidates’ relationships sourcing,
referral, application tracking global talent pool development and background checking.
There some of the electronic software that helps in tracking the job applicant that is
needed in the organization for the job in sourcing job applicant that helps in tracking
the candidates for the organization.
 Performance Management: it is process of creating better working environment or
setting in which people were enabled to perform the best abilities in performance
management in tracking, measuring, evaluating and rewarding employee’s
performance and productivity in ensuring goals and trending issues are to be
addressed pre-emptive in the organization.
 Training leadership development: talent employees needed to be provided with
proper training that would help the company to stay in the market place with proper
market trends, techniques, technologies and various other factors that would help to
impact to their day to day activities. Additional responsibilities with the help of the
educational opportunities that helps them in skills with the educational opportunities
for the employees to work in the organization. Solution for talent management which
have solutions that can help the businesses to promote ongoing with learning at every

5
 levels of the business in giving employees the
chance to perform their task in the better every with advances further in the
organization.
 Learning Management: talent management solutions will be able to plan and assist
the employees with training in new skills will help the employees for the new skills
and often to prepare the employees for new and higher level of positions. Succession
planning is associated with their well. Succession planning with the identification and
also development of internal employees with potential to fill the key business
leadership positions in the company the talent management on solutions can help with
ranking candidates with manage and update employee profiles as well as assign
learning and development of goals to candidates.
 Compensation Management: compensation management features the talent
management solution. Which also helps in the determining grades with employees
pay (salary, bonuses, commission etc) metrics on performance based on the
compensation management which makes the company with vigilant. It drives the
managers to be on the look for their star performers who must will be given rewards
for their efforts which will ultimately decreases with risk of losing the valuable
employee. The technology helps in the talent management software can offer planning
support, advice, alerts and real time reviews to simplify align and automates the
compensations planning process.

1.4 IMPORTANCE OF TALENT MANAGEMENT

Talent management is an integral part for the organization into many levels of organization.
Competitions is fierce in the today’s corporate world with the other HR professionals
agreeing on that there is an ongoing war that happens in concern on the talent. Has there is a
high job market that is present which include high cost on hiring can be long expensive
process that may many a time results in failure.

 Getting the right data: taking the right decisions in the human resources that
domains relies on the accurate data. Human resource manager could know good data
is hard to come by and hard to find them. That is where talent capital management

6
 tool that can help by automating the core processes
and helping and capture data for making better decisions for business.
 Engage the employees: the human resources department must keep the entire
workforce with engaged and also must give them the sense of belonging and progress.
This can get a little challenge in supporting the overall complexity of functions. That
is when the talent management that applications to develop in the important processes
for the HR manager.
 Automate repetitive tasks: talent management helps to do certain task that can be
done automated by creating salaries or updating leave information. There are many
similar tasks that can be automated to free up on the resources in strategizing and
doing more critical tasks that can be paid over a period of time.

1.5 PURPOSE OF TALENT MANAGEMENT

The main purpose of talent capital management is to identify, recruit and also hold on the
people who are derived to success of the organization. It is with the top priority on the
strategic on processing and looking forward the people in companies for understanding the
company’s performance that depends upon the workforce in having best employees in the
organization. The key function of the HR department is performance and talent management.

The companies go out for their ways to nurture and develop the best talent that powers in the
growth and effectiveness. Talent does not only include individual high performance it also
include people who behaviour and characteristics are particularly that include in the
motivating and also empowering their colleagues. The importance of collaboration and social
skills that helps in intellectual calibre or productivity. It focus on the people and companies in
creating a working environment that would responds to rewards and talents and also
supporting and sustaining employees that is strong on the company performance and for the
future business growth.

 To compete effectively in the dynamic environment and complex to achieve

sustainable growth.
 To create leaders for tomorrow within the organization.
 To employee performance as a unique source for competitive advantage.

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  It helps in empowering employees in cutting down
the high turnover rates and also reduces the cost of constantly on hiring the new
people.

1.6 ADVANTAGES OF TALENT CAPITAL MANAGEMENT

 It ascertaining the right person to be deployed in the right position to help the
employees.
 It helps to contributes in retaining with their top talent.
 Better assessment helps in hiring better personnel in the organization.
 it helps in understanding employees in shaping their future.
 It helps in promoting effective communication across different disciplines.

1.7 DISADVANTAGES OF TALENT CAPITAL MANAGEMENT

 The implementation for talent management it program could be expensive in

terms of time on resources and financial costs.
 The level of commitment from employees in lack of supports from lines mangers
can implement.
 Talent management sets a drawback that contributes in raising the conflicts
between the human resource and management by not only reaching towards
proper agreement or consensus.

1.8 CHALLENGES AND OPPORTUNITIES

 The companies need to recognize that the technology and applications can alone
with address with entire talent management with challenges. With getting the
supports from every department that can be a challenging task.
 Talent management is a process that demands to have the involvement of the
business to process owners which has the authority to break down the

8
 organizational silks that helps in the proper
communication that is needed from every deal front which deals with the more on
effectively in circumstances.
 On certain circumstances the companies may not be prepared to be internally to
deal with looming on the talents that is shortages and skills that are critical.
 Successful of the business depends up on the talent that starts with holistic in
talent management in planning with practical implementation in involves with top
management on consideration and support.

1.9 PERFORMANCE MANAGEMENT

The performance management is the system in which there is a systematic approach to

measure the performance of the employees that is also connected to the performance of the
organization it is a process through which the organization are aligns with the mission, goals
and various others factors which was available to perform the required operations with the
help of the resources that is available in organization that is material, man , method, machine
etc. the administration of the executive framework that forms the constants on procedure for
characterizing and conveying the different activities parts, and duties and with the desire
goals and set their needs between the manager and employees. It is associated with the
respective objectives and targets that need to be accomplished by the organization that would
help in the frameworks and assets. This is the channel for providing with clarity on about the
goals and also helps in improving the business processes by the various methods and
mechanism.

The competency skills and the various knowledge gaps are to be identified by the various
process in which can be to improve the guidance, trainings, coaching and various mentoring
methods to the employees or the various teams in the different levels or designations. The
optimizes outcome are the results through roper channels and different process in which that
helps in reducing the conflicts and grievances among the employees or the teams in the
organization. There is clear or idea or expectation of the roles and responsibilities of the work
or task that is given to them in order to evaluate the various performance standards in the
organization. This can be applied in the single department/functions or the whole
organization that aims in the continuously in the monitoring and measuring of the
performance standards towards various desirable goals and objectives of the organization.

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1.10 PURPOSE OF IMPLEMENTING

PERFORMANCE MANAGEMENT SYSTEM

The employee’s performance are the key objective for the establishing of the systematic
performance management system in the organization in order to process the various purpose
in the organization of the company.

 Strategic: the performance management systems is the tool in which it should be

aligned on with the overall organizational goals that are followed through the
department goals and individual goals. The organization strategic must be inter
related to the performance of various activities that is performed by every
department or employees in the organization
 Administrative: performance management helps to set the deciding factors of
employees in their stay in the organization like the employee’s promotion, demotion,
transfer, salary increment and various terminations. It also enables to identify the
various performers and non-performers or the employees who perform in under
performer employees in an organization. The merits on the competency and various
other skill levels of the employees. There is a clear idea of the administrative roles
that support the management decisions in the organization.
 Communication: the effective communication channels that inform the employees
about the various goals and objectives and key responsibilities of the employees in
the performance standards it can further it is also the structure in methods and
different key areas of the improvement that required by the employees in order to
improve the performance and provide the platform to learn and train the skills
knowledge for the better performance and end results.
 Developmental: the structure method of communication in giving them the positive
feedbacks, improves areas and development plans. The manager can use different
training mentoring methods coaching etc. team members perform better in the
organization.
 Organizational maintenance: the performance management system is referred to the
yardstick of measuring the employees, department in the organization achievements
and evaluating the performance and the gaps of various tools and techniques. It
maintains the health for the organization and its performance standards.

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  Documentation: the performance management
they help in reviews, feedback and forms they must be documented and they must be
maintained on the periodical basis for every organization. This would enable the
organization to look forward in order to set the new targets, design developmental
needs for the design on training and learning programmes on the career progression
of the employees in the department. It helps in driving the organizational needs and
desirable goals or objectives of the organization.

1.11 BENEFITS OF PERFORMANCE MANAGEMENT

In the global environment the market is the evolving at very fast pace, on it’s importance of
the organization to understand the various performance management. The ultimate need of
the organization involves the benefits for understanding the employee’s performance. The
organization assets are the employees. Where the performance of various people serves as the
benefits towards the organization which are as follows:

 this supports and provides data to find the skills and knowledge and gaps for
employees in order to improve them on training, coaching, mentoring system etc.
 it motives the employees to take up new challenges and innovate the structure process
for the employees.
 This enables employees to take up new challenges and new opportunities to
employees for growth and the development in the careers of the employees.
 It defuses the various grievances and conflicts among the team members through
proper performance and evaluation systems in the organization.
 The employee’s in performance on fairly and accurately in against on the performance
targets on the standards.
 It enables the employees to provide them with better results in the clarity on their
performance and targets of the employees.
 The performance management system provides the platform for discussion and helps
in the development of design and various individual departments on goals by various
discussion among the managers and their employees.
 The under performer can be identified by the performance reviews that can raise in
the skills level’s objectives. The quantifies of learning needs through individual
development in plans or the performance improvements in plan as well.

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 Chapter-2
LITERATURE REVIEW

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2.1 TALENT CAPITAL MANAGEMENT

1.(Berger, 2003) in the paper “impact of talent management on the performance

management” it is explaining a simple and practical approach to the identification,
assessment and management of talent in the current, dynamic operating business environment.

2.(Morton, 2005) in the paper “talent Management” in The primary reason for the
importance of talent management is that successful talent management certifies the
organization to attract and retain essential talents. Second reason is employees’ engagement.

3.(Taylor, 2007) In the paper “impact of talent management on performance

management” it is states that most definitions give a definition of what TM should consist of,
instead of saying what it is. Therefore, he came to the following definition Talent
management is making capabilities fit commitments‖. He suggests that his definition is
focusing on the aim of TM and he further argues that TM should not be seen as an individual
aim but as an aim of the organization as a whole. TM should help the organization to ensure
that it is able to do what it is set out to do today, but also in the future.

4. (Hughes & Rog, 2008) in the paper “talent management” it was found that
who believed that talent management (Hughes & Rog, 2008) is fundamental to engaging
employees in the organization Therefore, the combination of these issues has become
a primary determinant of success and a vital concern for organizations. Stress by finding a
better way to work in an organization.

5. (Stephenson & Pandit 2008) in the paper “talent management”and several other
researchers advised that having the right number of people at the right place at the right time
with the right skill sets and levels of motivation are fundamental to talent management.

6. L. A. Berger and Dorothy Berger. (2008) in the paper “Talent management” it was
found that talent management that is based on the high performing organizations. Talent
management consist of three factors a creed, strategy, and systems. They presented that
models that requires the principles of the organization ;s creed are to be embedded into both
management strategy and in its talent management system by incorporating its doctrines into
selection criteria, competency definitions, performance appraisal system for driving
organizational success and also discussed on the integrating succession planning and career
planning of employees. (Berger., 2008)

13
7. Iles et al. (2010) and Capelli (2008),in the paper
“Talent management” talent management and HRM present a correlated theoretical base
with dissimilar analysis.

I. Talent management is not fundamentally different from HRM

II. Talent management includes human resource management with a specific emphasis

III. Talent management concentrates on proficiency development through managing the

progression of talents within the corporation.

8.Wright & McMahan,2011. It was found in the paper that organization and employees with
specific skills, goals and desires and achieve ((Wright & McMahan, 2011) with their goals.
The organization sometimes fail to provide sufficient rewards for the employee’s efforts. It is
more likely to be benefits to provide with more that wants to give them somethings extra
back of the firms.

9.(Rowland, 2011) in the paper talent management, it was found that After the
2008 global financial crisis, organizations decided to reduce their costs and focus on
competencies in order to become leaner. Many companies began to invest on long-term
strategies to hire and also develop management skills, in addition to implementing integrated
talent management development strategies. Hence, a well-planned strategy can help to
overcome organizations’ difficulties and boost business success.

10.Rath. T. (2011). In the paper “Talent management” In the opinions of authors,

integrated talent management (T., 2011) is an approach to building organization and
capability and engagement by integrating talent acquisition; development and deployment
across traditional HR silos. Authors have further opined that this process keeps all the aspects
of talent management aligned with business objectives and goals. Through this book, authors
have presented strategic and tactical guidelines for training and development professionals
seeking to play key roles in the process.

11.Wright & McMahan,2011. It was found in the paper that organization and employees
with specific skills, goals and desires and achieve ((Wright & McMahan, 2011) with their
goals. The organization sometimes fails to provide sufficient rewards for the employee’s
efforts. It is more likely to be benefits to provide with more that wants to give them
somethings extra back of the firms.

14
12.(Rowland, 2011) in the paper talent management, it
was found that After the 2008 global financial crisis, organizations decided to reduce their
costs and focus on competencies in order to become leaner. Many companies began to invest
on long-term strategies to hire and also develop management skills, in addition to
implementing integrated talent management.

13.(Tansely, 2011) in the paper talent management, there is not a universal definition of
“talent” in all the languages. Meaning of talent depends on the language that is shared in the
organization. Many corporations do not even know what talent means, let alone manage it

14.(Shikha and Parimoo 2012) in the paper talent management, defined talent as a
connotation of distinction and an individual's inherent ability to do a task in his own
particular manner. The most compelling element of competitive advantage is 'Human capital'

15.Poorhosseinzadeh & Subramaniam (2013) give one more reason, stating that talent
management is fundamental to engaging employees in the organization.The management of
talent is now a pillar of extreme importance for any company trying to be more successful
and resilient.

16. Chattopadhyay. P, (2013) in the paper “Talent management” Author has stated that,
it may be underscored that the return on talent is a calculable measure both- in quantitative
and qualitative terms. In the opinion of the author, in typical organizational situations, this
concept can wonder though it must be said in the organization, especially those belonging to
the same ranks may create problems related to camaraderie. The author has further stated that,
development of the right attitudes and enduring managers and people with required powers
can bring forth result several times higher than the expenditure that may be incurred in
finding talents, harnessing them and deploying them not only for the purposes of today but
also tomorrow.

17. (Jalaja, 2013) , in the paper “talent Management”. Authors have stated that, what is
important for the organization is not to acquire quality human resources, but it is important
for them to realize optimal value for them which requires them to develop such strategies to
appraise-develop-retain the intellectual resources for creating long term sustainable
competitive positions in the competitive or highly fragmented market conditions. Acquiring
the right talent and sustaining them for the long term would always ensure them with all the
advantages of realizing strategic turnaround to the operations.

15
18. Amiri, M. and Nobakht, A. (2016) in the paper
“Talent management “It was found that, performance management is an essential way to
improve the effectiveness of organization and achievement of organizational goals. However,
the effect of talent management among HR professionals and managers is more essential for
improving the circumstance of the organization for achieving the goals (A, 2016).

19.Amiri, M. and Chavan, B. (2016). in the paper “Talent management” It was found that
computerization of the higher education that have changed the style of teaching the students
in the different way with more of identifying of the skill set of different in each student. The
role of talent management between teachers and student can play an important role in identify
the hidden skills and talents and skills of the changing conditions.

20.(Amiri M. , 2018) . in the paper “talent Management”. It observed that except for the
management of stress among information technology employees in IT organizations for
increasing productivity and decreasing the negative impact of stress on physical and
psychological of employees, talent management is one the most important strategy for
reducing stress by finding a better way to work in an organization.

2.2 PERFORMANCE MANAGEMENT

1.Martinez, 1995 in the paper an exploratory study of performance management

(Martinez, 1995) it was found that The superiors should be able to define the KPIs for each
positions/employees and the employees have to make their own individual developmental
plan for their improvement by assessing the Data of the previous years’ in an organized way.
This will eventually help to evaluate the skills of employees’ and their proficiency thus
understanding the requirement of training and development.

2.Edward.J.Cripe,1997 in the paper an exploratory study of performance management

The performance Management system has to follow certain guidelines like understanding
who advise the system, the role of training and development, the 6 complementary role of
superiors versus employees and its aligning with the Organizational objectives, feedback
rewards. (Edward.J.Cripe, 1997)

16
3.William J. Roth well, H.C. Kazanas (William J. Roth
well, 2003) ignites the imagination, expands the possibilities, and offers practical strategies
any organizations can use to effectively develop, retain and utilize talent for the benefit of an
organization and enter the fluid, flexible future. Managers at all levels will cheer the sanity
Roth well suggests”

4.(Toyama, 2005) in the paper impact of “talent management on the performance”

argues that knowledge is transferred to the all levels of the organization all the way through a
process that includes socialization, externalization, combination, and internalization.

5. As Lawler, (2005) in the paper impact of “talent management on the performance” it

is been found that mentioned the main purpose of integrating HRM and strategy is to make
human capital to be a strategic differentiator. According to Laff‟s (2006) study for different
CEOs, Talent Management is the best way to secure a competitive advantage (Lawler, 2005
and 2006).

6. (Moynihan, 2008) in the paper impact of “talent management on the performance”

it focuses on the principle of devolved decision authority and its importance as an element of
PMT success. Devolved decision authority, the author suggests, becomes most effective
when both the grant of authority is real, and managers are willing to acknowledge that they
have it. The presence of both conditions substantially increases the likelihood of PMT
success. PMT is purposeful use of performance information to make decisions, including
decisions to improve operations and services.

7.(Michal Biron, 2011) , 2011 in the paper an exploratory study of performance

management The thoughtfulness in performance management system has expressively
improved in the last few years, and hence studies have exposed impulsive effects on its
effectiveness.

8.Anbarasu (Sudhahar, 2014) Thangavelu and Dr. J Clement Sudhahar (2014)

Performance Management Challenges in IT Industry – An Overview’ conclude that the
performance management system for a large IT organization should be designed to measure
the past and potential performance of its employees and its own performance in alignment
with the states vision of the organization.

9.Bethuel Sibongiseni (Ngcamu, 2013) Ngcamu (2013) ‘The Empirical Analysis of

Performance Management System: A Case Study of a University in South Africa’

17
concluded that the Performance Management System
(PMS) to be effectively implemented flexible PMS needs to be designed in order to
accommodate all employees at all levels. It further recommends that in order for the PMS to
improve effectiveness amongst employees; well-crafted job descriptions in line with
departmental strategic plans that are aligned with the comprehensive organizational strategy;
need to be brought to light.

10.(al, 2014) ., (2014) ‘Impact of Technology on Performance of Employees (A Case

Study on Allied Bank Ltd, Pakistan)’found that the investment of organizations in new
technology has good impact on the performance of employees; it increases their efficiency
and productivity. It also makes the organizations more competitive regarding customer
services like in the case of Allied Bank, it become more customers focused and services
oriented.

11.Rinku Sanjeev and Sanjeev Kumar Singh (2014) (Singh, 2014 ) in their article titled
‘Employee Perception towards Performance Appraisal Program in Packaging Industry’
suggest that the employees have both positive and negative perceptions towards the
Performance Appraisal Programmer in packaging industry. The employees also believe that it
is not helpful in reducing grievances among the people. Employees’ perceptions also vary
according to their demographic differences. The Performance Appraisal Programs need
transparency and well explained parameters for the acceptance and satisfaction of employees
as this impact the overall organizational performance.

12.(Easow, master admin , 2015) (2015) in their article titled “Performance Appraisal”
Method Used in Top 10 IT Companies – 360 Degree Feedback & Balanced Score Card: A
Review’ has found that the both 360degree feedback and balanced score card has its own
loopholes, through these methods are being used by top IT companies. The satisfaction levels
of employees towards these appraisal methods are very low and there is a need of a new
appraisal method which prevents these errors and has the advantages of these methods.

13.(Rajput, 2015) in their article titled ‘Performance Appraisal System’ explain that
performance appraisal is conducted on an annual basis for existing employees whereas for
trainee and new recruits it is done on quarterly basis in many organizations. Here author
studies about the multidimensional nature of job where the nurse manager gives rating to
different job of nursing process. Thus, Employees who have relatively less competition or
lenient appraisers have higher appraisal than to equally competent employee.

18
14.(E. Deepa, R. Palaniswamy, S. Kuppusamy, 2014) in
the paper an exploratory study of performance management (E. Deepa, 2014) system
and their influence on better performance the opinion of the author was that Performance
appraisal is defined as arranged, measured method for evaluating the employee’s profession
linked manners and results, and to understand what is required for improving the performance
more successfully in the future. The productivity of the organizations can be increased by
getting the employees engaged in the work with a sense of self belongingness attitude,
thorough creating situations of Job satisfaction, by motivating the employees in different
ways, which can be identified by an effective performance appraisal method.

15.(Rock and Jones, 2015) in the paper an exploratory study of performance

management found that approximately 30 large companies, such as Adobe, Deliotte, and GE,
were changing their PM systems away from PA ratings, annual performance goals, and
forced rankings which traditionally pit employee against employee, toward the use of shorter
term goals which emphasize ongoing discussions between employees and their managers.

16.(Ellinger and Werner, 2017)in the paper an exploratory study of performance

management In essence, coaching in the PM context has been defined by Werner (2017) as
“ a process used to encourage employees to accept responsibility for their own performance,
to enable them to achieve and sustain superior performance, and to treat them as partners
working towards organizational goals and effectiveness”.

19
 CHAPTER-3
RESEARCH
METHODOLOGY

20
3.1 INTRODUCTION

Talent management is an organizational ability to recruit, retain and produce the most
talented employees available for the job in the market. Finding good and talented employees
is not a hard process to do but making employees stay in the organization even at the time of
challenges in the organization. When the employees is having good talent and performing
well in the work the organization would want the employees to stay and work for a long term.
But, sometimes these types of employees they might stay either in the job or they will go for
looking into better opportunities.

The most talented and skilled employees are available when there is a strategic talent
management this will help to create employer band which will attract the ideal talent and also
will contribute towards the higher levels of the business and its performance. This will also
help in the filling of the gaps in the critical roles the organization will have continuous flow
of the employees to fill the critical roles. it also ensures the operations run smoothly. Helps
the company to focus on developing their integrate plans and process to track and manage
their employee’s talent in the organization.

3.2 STATEMENT OF PROBLEM

Creating a talent rich work force Can make a great deal of difference in the world of business
unleashing the talent ability and aptitude of human resources undoubtedly is one of the most
difficult tasks in the world. To winning of the battle of competitions talent management
professionals can be of great help to any organization.

These days when there are so much of uncertainly in the business world, talents management
professionals come as a rescue who can handle the entire talent management lifecycle. Talent
management jobs are nowadays are not just restricted to just recruitment and selection. It
means much more than that. It may be the beginning of one’s career the core responsibilities
of talent management include sourcing, attracting, recruiting, selecting and training,
developing, deploying, evaluating, appraising and retaining the best talent in the organization.

21
3.3 SIGNIFICANCE OF THE STUDY

Attract top talented employees the strategic talent management that gives the organization an
clear opportunity that can attract the most talented employees that would help to create
employee brand

Strategic talent management help organization to keep their employees motivated which in
tur creates more reasons for them to stay in the company and do their tasks.

Talent management and talent hunting will make the companies easier to identify which
employees will be best suited for the jobs that can lead to less performance management.
Issues and grievances, it will also guarantee that the top talent within the company stays
longer,

3.4 SCOPE OF STUDY

The talent management and talent acquisitions in Hindustan Aeronautics Limited and number
of employees involved in the organization. The scope also to find out the talent capital on
organization.

3.5 OBJECTIVES

Primary objectives:

● To study impact of talent capital on organization performance at Hindustan

Aeronautics Limited

Secondary objectives:

● To find out barriers of organizational talent capital at Hindustan Aeronautics Limited

● To find out the challenges and issues of talent capital at Hindustan Aeronautics
Limited

● To suggest the best practices of talent capital at Hindustan Aeronautics Limited

22
3.6 OPERATIONAL DEFINITIONS

● Talent management is the process of finding, developing, training, and keeping

employees whose skills best align with the needs and objectives of the company. The
goal of talent management is to hire the best employees the business can afford so
that the company reaches its maximum potential for success.

● Talent capital 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 their goals. Everything done to recruit, retain, develop, reward
and make people perform forms a part of talent management as well as strategic
workforce planning.

● organization performance Organizational performance means the actual output or

results of an organization as measured against its intended outputs. Organizations
vary according to the relative influence of a number of factors related to both the
objective of the organization and the instruments and strategies chosen to achieve
them.

3.7 HYPOTHESIS

H0: There is no relationship between talent capital and organizational performance.

H1: There is a direct relationship between talent capital and organizational performance.

3.8 RESEARCH METHODOLOGY

the research design of study will be done descriptive research Descriptive research can be
explained as a statement of affairs as they are at present with the researcher having no control
over variable. Moreover, “descriptive studies may be characterized as simply the attempt to
determine, describe or identify what is, while analytical research attempts to establish why it
is that way or how it came to be”

23
3.9 DATA COLLECTION

The present study includes both primary data and secondary data of depth investigation.

Primary data: is the data that is original data that is the first-hand information that is not
published. Directly the data is collected is know as primary data. The data will be collected
directly from the employees in Hindustan Aeronautics Limited

Secondary data: Secondary data is the data that have been already collected by and readily
available from other sources. Such data are cheaper and more quickly obtainable than the
primary data and also may be available when primary data cannot be obtained at all.

Secondary data is obtained from many sources like books, journals, magazines, published
printed sources, newspapers, internet and Hindustan Aeronautics Limited. Both the primary
and secondary data are collected

3.10 SAMPLE DESIGN

Sample size: the appropriate sampling method will be used the data collected from the
employees. The sample size of 100 will be taken for the study.

Sampling technique: the sampling techniques that is used for the research is the Simple
Random Sampling.

Sample selection: the employees of the Hindustan Aeronautics Limited.

3.11 DATA COLLECTION PROCEDURE

To understand the relationship between the talent capital and organizational performance the
information will be collection by appropriate data collection procedure questionnaire there
are various factors that is involved are performance management, learning management,
recruiting.

24
 CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

25
TABLE 1: GENDER OF THE RESPONDENTS

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1. Male 16 53.3%
2. Female 14 46.7%
Total 30 100

GRAPH 1: GENDER

INFERENCE:

The study shows that 53.3% of the respondents were Male which is 16 respondents out of 30
Respondents in the study and 46.7% were female which is 14 respondents out of 30. This
indicates that majority of the respondents are Male respondents.

26
TABLE 2: AGE OF THE RESPONDENTS

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1. 21-25 Years 11 36.6%
2. 26-30 Years 6 20.1%
3. 31-35 Years 13 43.3%
4. 36 Years & above 0 0
Total 30 100%

GRAPH 2: AGE

INFERENCE:

The study shows 43.3% of the respondents are 31-35 years of age which is 13 respondents
out of 30 and 36.6% of respondents are 21-25 years of age which is 11 respondents out of 30
and 20.1% of respondents are 21-25 years of age which is 6 respondents out of 30 . This
indicates that majority of the respondents are 31-35 years of age.

27
TABLE 3: EDUCATION

SL.NO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 High School 0 0
2 Graduate 17 56.7%
3 Post Graduate 13 43.3%
Total 30 100%

GRAPH 3: EDUCATION

INFERENCE:

The education qualification of the employees in the organization is good because 56.7% of
the employees hold UG degree and 43.3% of the employees hold PG degree. it is good to
know that most of them are literate.

28
TABLE 4: HOW DO THEY FEEL WORKING

FOR HAL Pvt Ltd

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 High 8 26.6%
2 Moderate high 15 50.1%
3 Not sure 7 23.3%
4 Low moderate 0 0
5 Low 0 0
Total 30 100%

GRAPH 4: HOW MOTIVATED DO YOU FEEL AS A EMPLOYEE IN HAL Pvt Ltd

INFERENCE:

The study shows that 50.1% of the respondents feel that they are having Moderate high about
how motivated they feel as employee working for HAL. 26.6% of respondents they feel high,
23.3% of respondents are not sure and 0% of respondents are low and low motivated in HAL.
This indicates that most of the employees working are Moderately high.

29
TABLE 5: HOW LONG ARE THEY WORKING

FOR HAL Pvt Ltd.

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 Less than a year 9 30.1%
2 1-2 years 7 23.3%
3 3-4 years 14 46.6%
4 5-10 years 0 0
Total 30 100%

GRAPH 5: HOW LONG ARE THEY WORKING IN HAL Pvt Ltd

INFERENCE:

The study shows 46.6% of the respondents are been working for HAL from 3-4 years, 30.1%
of the respondents are been working for less than a year and 23.3% of respondents are been
working for 1-2 years. This shows that most of the employees have been working for 3-4
years.

30
TABLE 6: DOES THE COMPANY USE

TALENT MANAGEMENT PRACTICES TO IDENTIFY THE KEY

PERFORMANCE.

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 Yes 18 60.0%
2 No 12 40.0%
Total 30 100%

GRAPH 6:DOES THE COMPANY USE TALENT MANAGEMENT PRACTICES TO

IDENTIFY THE KEY PERFORMANCE.

INFERENCE:

This study shows that the HAL do follow the Talent management practices to find out the key
performance where 60% of the respondents have stated Yes they do follow the talent
management practices in the organization and 40% of the respondents stated No they do not
have it. This indicates that some respondents are not aware of the Talent management
practices that is followed in the organization.

31
TABLE 7: TALENT DEVELOPMENTAL

ACTIVITIES ARE CARRIED OUT

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 Skill building classroom workshop 6 20.1%
2 Developmental experience term 8 26.6%
assignment
3 Coaching 16 53.3%
4 Action learning 0 0
Total 30 100%

GRAPH 7 TALENT DEVELOPMENTAL ACTIVITIES ARE CARRIED OUT

INFERENCE:

This study shows that talent developmental activities that is carried in HAL are 53% of the
respondents feel that Coaching is carried out and 27% of the respondent’s states that
Developmental experience term assignment is carried out and 20% state that Skill building
classroom workshop is carried out in the developmental activities. This shows that
organization more concentrates on Coaching as the main developmental activities in
developing the talent.

32
TABLE 8:THE TALENT MANAGEMENT

PROCESS IS PRESENT IN HAL

TABLE VARIABLES NO. OF PERCENTAGE

RESPONSE

1 Yes 20 66.7%
2 No 10 33.3%
Total 30 100

GRAPH 8:THE TALENT MANAGEMENT PROCESS IS PRESENT IN HAL

INFERENCE:

This shows that almost 67% of the respondents agree with the talent management process that
is carried out in the organization and 33% of the respondents stated that there is no such
process that is carried in the organization. This indicates that talent management process of
ensuring that the organization attracts, retains, motives and develops the talented employees it
needs in the organization to achieve their goals and objectives in the organization.

33
TABLE 9 IDENTIFY THE TALENT

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 By 7 23.3%
competencies
2 By results 13 43.4%
3 By potential 10 33.3%
Total 30 100%

GRAPH 9 IDENTIFY THE TALENT

INFERENCE:

This study shows that the talent is identified by the respondent stated that 43% are through by
Results and 23% of the respondent’s is through the Competencies that the talent is identify
the talent in the organization and the 33% of the respondents they stated that the talent is
identify through the Potential of the employees. This can be clearly understood that the talent
is identify by the results of the employees there is a linkage between the performance and the
talent of the employees in the organization. Based on the results the talents are been identified
in the organization.

34
TABLE 10: MOST EFFECTIVE WAY OF

REWARDING MOTIVATING AND RETAINING TALENTS IN THE

ORAGNISATION.

NO. OF
SLNO VARIABLES PERCENTAGE
RESPONSE
1 External training 6 20.0%
2 Innovation 14 46.7%
Recreational
3 activities 10 33.3%
Total 30 100%

GRAPH 10: MOST EFFECTIVE WAY OF REWARDING MOTIVATING AND

RETAINING TALENTS IN THE ORAGNISATION.

INFERENCE:

This study shows that 47% of the respondents stated that innovation is the most effective way
to retain the employees in the organization. And 20% of the respondents stated that it is
through External training sessions in the organization that would help to retain the employees
in the organization. And 33% of the employees stated that to retain the talent the organization
follows Recreational activities in the organization. This shows that the organization uses the
Innovations to retain the talented employees. The organization needs more of innovative
employees in the organization to retain the Talented employees in the organization.

35
TABLE 11:TALENT MANAGEMENT

INITIATIVES A TOP PRIORITY IN THE organization.

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 Agree 8 26.6%
2 Strongly Agree 10 33.3%
3 Neutral 6 20.0%
4 Strongly Disagree 6 20.0%
Total 30 100%

GRAPH 11: TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN THE

organization.

INFERENCE:

This study shows that 33% of the respondents strongly agree that talent management
initiatives a top priority in the organization. And 20% of the respondents do not agree to the
top talented initiatives that is been followed in the organization. This indicates that the HAL
Pvt Ltd gives importance towards the talent management initiatives is a top priority in the
organization.

36
TABLE 12: THE TALENT RETENTION

INTIATIVES BY SARAVAMAGLA ENTERPRISE.

SLNO VARIABLES NO. OF PERCENTAGE

RESPONSE
1 Acquiring new talent 6 20.0%
2 Leveraging Existing Talent 24 80.0%
3 Retaining the current potential 0 0
Total 30 100%

GRAPH 12: THE TALENT RETENTION INTIATIVES BY SARAVAMAGLA

ENTERPRISE.

INFERENCE:

This study shows that 80% of the respondents have stated that leveraging existing talents are
been followed in the organization and 20% of the respondents have stated that they follow
acquiring new talented employees and 0% stated that the organization follows retaining the
current employees in the organization. This shows that HAL Pvt Ltd they follow the
Leveraging existing talented employee. The employees try to built a good talent that would
help the organization to retain the most talented employees in the organization. This would
help the employees to bring out the talent before they would loss out on the jobs in the
organization. They follow this system that would enable the organization to retain the talent
and will also help the employees to bring out their talent in the most effective way.

37
TABLE 13: CATEGORY OF EMPLOYEES

SHOULD RETAIN

NO. OF
SLNO VARIABLES PERCENTAGE
RESPONSE
1 Only experienced employees 6 20.0%
only employees who exhibit
2 managerial skills 20 66.7%
3 All employees 4 13.3%
Total 30 100%

GRAPH 13: CATEGORY OF EMPLOYEES SHOULD RETAIN

INFERENCE:

This study shows that 67% of respondents the employees must retain only employees who
can exhibit their managerial skills and 20% of respondents stated that the only employees
who are experienced employees should be retain and 13% of respondents stated that all
employees must be retained in the organization. This indicates that the employees who are
ready to exhibit their managerial skills are given more important in retaining those employees
in the organization not only the managerial skills can the organization their must be other
factors that would help the organization in gaining their objectives and goals towards the
organization.

38
TABLE 14: EMPLOYEES LEAVE THE

organization COMPANY HOW THEY RETAIN THE TALENTED

EMPLOYEES.

SLN VARIABLES NO. OF PERCENTAGE

O RESPONSE
1 Salary appraisal 0 0
2 Provide a better job role 14 46.6%
3 Understand personal issues and resolve it 14 46.0%

4 Provide proper motivation 2 6.6%

Total 30 100

GRAPH 14: EMPLOYEES LEAVE THE ORAGNISATION HOW THEY REATAIN

THE TALENTED EMPLOYEES.

INFERENCE:

This study shows that the 46.6% of respondents stated that to provide better job roles to the
employees and 46.0% of the respondents they stated that to understand personal issues and to
resolve the and 6.6% of respondents stated to provide proper motivation. This indicates that
providing the employees with good job roles can help them to retain those talents and also if
the organization is ready to resolve some of the issues that is been faced by the employees
then this will also help the employees have the feeling of belongingness which will help the
employees to work towards the goal and the organization can retain their talented employees.

39
TABLE 15: TALENT MANAGEMENT

INTEGRATION

NO. OF
SLNO VARIABLES PERCENTAGE
RESPONSE
1 Significant integration 0 0
2 Good integration 17 56.7%
3 Moderate 13 43.3%
Total 30 100%

GRAPH 15: TALENT MANAGEMENT INTEGRATION

INFERENCE:

This study shows the 43.3% of Respondents are been stated that Moderate integration and
57.6% of the respondents stated that good integration and 0% stated that significant
integration. This indicates that the organization follows the good integration that means the
process of integration is hiring new talented employees in the organization is good integration
in HAL Pvt Ltd.

40
TABLE 16: DOES YOUR organization HAVE

A STAFF MEMBER WHOSE POSITION IS EXCLUSIVELY RESPOSIBLE

FOR OVERSEEING TALENT MANAGEMENT INITATIVES

NO OF
SLNO VARIABLES RESPONSE PERCENTAGE
1 Yes 20 66.7%
2 No 10 33.33%
Total 30 100

GRAPH 16: DOES YOUR organization HAVE A STAFF MEMBER WHOSE

POSITION IS EXCLUSIVELY RESPOSIBLE FOR OVERSEEING TALENT
MANAGEMENT INITATIVES

INFERENCE:

This study shows the exclusively responsible for overseeing the talent management initiatives
where 66.7% of the respondents have Agree where out of 20 responses and where 33.3% of
the respondents have stated that they do not agree. This indicates that the talent management
initiatives are been that the organization agrees with the staff member whose position is
exclusively responsible for overseeing the talent management initiatives

41
TABLE 17 : IN YOUR ORAGNISATION DOES

THE HR WORK DIRECTLY WITH EMPLOYEES OR MANGERS IN THE

TALENT MANGEMENT INITIATIVES.

SLNO VARIABLES NO OF RESPONSE PERCENTAGE

1 Yes 20 66.7%
2 No 10 33.3%
TOTAL 30 100

GRAPH 17 : IN YOUR ORAGNISATION DOES THE HR WORK DIRECTLY WITH

EMPLOYEES OR MANGERS IN THE TALENT MANGEMENT INITIATIVES.

INFERENCE:

This study shows that where 66.7% of the respondents agree out of the 20 respondents and
33.3% of the respondents do not agree with the directly the H.R works with the employees or
managers in the talent management initiatives in the organization. This indicates that the
organization is ready to work with the HR directly with the employees or mangers in the
talent management initiatives it shows that they work together in the management level and
the executive level in the organization.

42
TABLE 18: HAS THE organization

ADEQUATELY PERPARED JUNIOR OR MID-LEVEL EMPLOYEES TO

STEP INTO SENIOR LEADERSHIP POSITIONS

NO OF
SLNO VARIABLES RESPONSE PERCENTAGE
1 Yes 14 46.7%
2 No 16 53.3%
TOTAL 30 100

GRAPH 18 : HAS THE organization ADEQUATELY PERPARED JUNIOR OR MID-

LEVEL EMPLOYEES TO STEP INTO SENIOR LEADERSHIP POSITIONS

INFERENCE:

This shows that 47% of the respondents out of 30. 14 respondents they agree with this. And
over 53% of the respondents they do not agree with the process. This indicates that the
organization functions without preparing junior and mid level employees to work towards the
senior leadership positions they aren’t given opportunities for the leadership position that
helps the organization to bring in talented employees in the organization.

43
 CHAPTER 5
FINDINGS ,
RECOMMENDATION
AND
CONCLUSION

44
5.1 FINDINGS

 The study shows that 53.3% of the respondents were Male which is 16 respondents out
of 30 Respondents in the study and 46.6% were female which is 14 respondents out of 30.
This indicates that majority of the respondents are Male respondents.

 The study shows that majority of the employees who have responded are between the
age group of 31-35.

 The study shows that education qualification of the employees in the organization is
good because 56.7% of the employees hold UG degree and 43.3% of the employees hold
PG degree. it is good to know that most of them are literate.

 The study showed the motivation level this indicates that most of the employees working
in HAL are Moderately high.

 The employees working in the organization showed that they were working for 3-4 years
in that organization.

 It shows that employees satisfaction level is By this it indicates that the company must
develop good personnel policies and the current personnel policies are not benefitting all
the employees in the organization.

 That many are aware of the talent management practise that is followed in the
organization and very few employees are not aware of the talent management practices in
the organization.

 The talent developmental activities are been carried in the organization is coaching
which is most widely carried in the organization to train the employees and
developmental experience term assignment also is carried forward.

 This talent management process is carried out in the organization which includes attracts,
retains, motives and develops the talented employees it needs in the organization to
achieve their goals and objectives in the organization.

 It is clearly understood that the talent is identify by the results of the employees there is a
linkage between the performance and the talent of the employees in the organization.
Based on the results the talents are been identified in the organization.

45
 It needs more of Innovations to retain the talented
employees. The organization needs more of innovative employees in the organization to
retain the Talented employees in the organization.

 The organization gives more importance towards the talent management initiatives is a
top priority in the organization.

 They follow this system that would enable the organization to retain the talent and will
also help the employees to bring out their talent in the most effective way.

 The talented employees are retained by the employees who are ready to exhibit the talent
of the employees in their managerial skills in the organization.

 It indicates that the providing the employees with good job roles can help them to retain
those talents and also if the organization is ready to resolve some of the issues that is
been faced by the employees then this will also help the employees have the feeling of
belongingness which will help the employees to work towards the goal and the
organization can retain their talented employees.

 The organization follows the moderate integration that means the process of integration
is hiring new talented employees in the organization is moderate integration in HAL

 Talent management will help the organization to lead the way for more learning
opportunities in the organization.

 The organization agrees with the staff member whose position is exclusively responsible
for overseeing the talent management initiatives.

 It indicates that the organization functions without preparing junior and midlevel
employees to work towards the senior leadership positions they aren’t given
opportunities for the leadership position that helps the organization to bring in talented
employees in the organization.

46
5.2 RECOMMENDATIONS

 The organization must be able to identify the requirement of the talented employees for
the job the right person must be appointed for the task.

 To understand and create the jobs description for the role that needs to be filled at the
right time and person

 Retaining the talented employees in order to achieve the objectives and goals of the
organization..

 To develop new learning opportunities that would help the organization to attract the
employee and encourage them and retain them in the organization.

 The organization must concentrate more on the employees how are in the low
performance standard by providing them more of training and developmental programme.
Various training programme can be introduced in the organizations.

 Human resource management can give concentration on the talent management activities
that would help the organization to retain the employees in the organization.

 The organization success is mainly depended on the employee commitment and

engagement in the work.

 Talent management is a new role where the organization looks for the ability succeed
and sustain the future.

 Talent management helps the employees to have the talent mindset that enables the
employees to assess the talent. Will help the employees to have the valuable learning
opportunities in the organization.

47
5.3 CONCLUSION:

Based on the study on impact of Talent capital on organization performance. This will help
the organization to increase their performance by implementing various talent management
activities in the organization this will encourage the employees to work towards the goals and
objectives of the organization. The organization’s ability to develop the talented employees
who can be the effectively face tomorrow’s global business challenges. The organization
must plan and retain the employees that are needed in the organization that would help the
organization to increase in performance. Planning and culminating a sound talent strategy
that is tightly connected towards the organization’s overall business strategies and business
needs which is been required for the talent management to become more effective in the
organization practices and culture. These ensure the organization attracts highly qualified
employees and finds it easy to retain them and hence improving their human resource
element. Talent management enhances reviews that prove vital in developing employees.
They reveal employee weaknesses and result in the development of training needs and
programs that will improve the skills of the employees hence maintaining their talents.
Employee talents also develop and change with changes in the organization needs hence
increasing and improving their ability to execute their roles. Therefore, the application of
talent management proves an ideal approach in employee development and improving the
performance of each personnel.

48
 CHAPTER 6
LIMITATIONS AND SCOPE
OF
FUTURE RESEARCH

49
6.1 LIMITATIONS

● The study is confined to HAL India ltd only

● The study is confined to 30 respondents, so an extensive research is not possible

● There can be errors in the respondents.

● There can be unwillingness in providing the information by the employees in the

organization.

1. Relinquishing Control: It may happen that you need to relinquish your control regarding
various aspects of business operations. Now you have “other individuals” who make the
hiring decisions even for the top-level management. It may happen that the recruitment team
may hire a potentially good employee but he may fail to get accustomed to the company
culture.

2. Time, Money and Effort: For any startup or small business, you need time, money and
strenuous efforts to build a dedicated recruitment team. You have to expand your team along
with your business and that is again an additional cost. That’s a major reason why most of the
small businesses prefer to have the complete hiring process outsourced.

3.Time-consuming: Inevitably, recruitment is a time-consuming activity. For a single job-

post, it may take up to a month to fill the vacant position. Even if there is an urgent opening,
the recruitment team can’t do anything to fill that position immediately.

4. Lack of Coordination: It may happen that no two recruiters come to terms. This adversely
affects the quality of hire. If more than two recruiters are involved in any recruiting activity,
there are chances that there is a lack of communication and coordination. The exact status of
the candidature gets lost and no one is able to track the candidate’s progress.

5. Deteriorating Quality of Hire: As there is a lot of manual work involved such as

reverting to candidates, sending notifications, scheduling interviews, formatting resumes, etc,
the recruiters aren’t left with a good amount of time for the interviews. Moreover, there is an
increased risk of bad candidate experience consequently affecting the employer’s brand.

50
6.2 SCOPE OF FUTURE RESEARCH

HR processes: Talent management is about a set of HR processes that integrate with each
other. This means that talent management activities are larger than the sum of the individual
parts. This also means that a talent management strategy is required to capitalize on its full
potential.

High-performing employees: The purpose of talent capital is to increase performance. It

aims to motivate, engage, and retain employees to make them perform better. This is why the
importance of talent management is so significant. When it’s done right, companies can build
a sustainable competitive advantage and outperform their competition through an integrated
system of talent management practices that are hard to copy and imitate.

Attract, develop, motivate and retain: This is not a comprehensive list. Talent management
touches on all key HR areas, from hiring to employee on boarding and from performance
management to retention.

In other words, talent management is a process aimed at driving performance through

integrated people management practices

51
 CHAPTER 7
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ORGANIZATION-WITH-SPECIAL

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33. Berger., L. A. (2008). reserchers world. Retrieved from

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34. Jalaja, K. R. (2013). reserch world. Retrieved from

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56
APPENDIX

57
QUESTIONNAIRES

"THE STUDY OF TALENT CAPITAL ON

ORGANIZATION PERFORMANCE AT
HAL Pvt Ltd"
Dear Respondent,

I am Blessy R.S, Pursuing my final year BBA at CMR University, Bangalore.

As a part of my curriculum, I am conducting research on the above mentioned
study is done purely for an educational purpose.

1. Name:

2. Gender:

3. Age :

4. Education :

5. How motivated do you feel working for HAL Pvt Ltd? *

a. High

b. Moderate high

c. Not sure

d. Low moderate

e. Low

6. How long have you been working for HAL Pvt Ltd? *

58
a. Less than a year

b. 1-2 years

c. 3-4 years

d. 5-10 years

e. 10 years and Above

7. Does your company use talent management practices for identifying key
performance? *

a. Yes

b. No

8. Within your organization what kinds of talent development activities are

carried out? *

a. Skill building classroom workshop

b. Developmental experience term assignments

c. Coaching

d. Action learning

e. Mentoring

f. Education

9. Talent capital is the process of ensuring that the organization attracts, retains,
motivates and develops talented people it needs. Do you have such a process
in your Company? *

a. Yes

b. No

59
10. How do you identify the Talent? *

a. By Competencies

b. By Results

c. By Potential

11. Which of the following do you believe are your organization’s most
effective means of rewarding motivating and retaining Talent? *

a. External Training Sessions

b. Innovations

c. Recreational Activities

12. Talent management initiatives a top priority in your organization? *

a. Strongly disagree

b. Disagree

c. Neutral

d. Agree

e. Strongly agree

13. What are the Talent retention initiatives by HAL Pvt Ltd? *

a. Acquiring new Talent

b. Leveraging Existing Talent

c. Retaining the Current Potential

14. What category of employees should organization try to retain? *

a. Only experienced employees

60
b. Only employees who exhibit managerial skills

c. All employees

15. If any employee wants to leave the organization how do the company
retain the employees? *

a. Salary appraisal

b. Provide a better job role

c. Understand personal issues and resolve it

d. Provide proper motivation

16. How do you rate your organization’s Talent management integration? *

a. Significant integration

b. Good integration

c. Moderate integration

d. Weak integration

e. No integration

17. Does your organization have a staff member whose position is exclusively
responsible for overseeing talent management initiatives? *

a. Yes, at management/executive level

b. No

18. In your organization does the HR work directly with employees or

managers in Talent management initiatives? *

a. Yes

b. No

61
19. Has your organization adequately prepared junior or mod-level employees
to step into senior leadership positions? *

a. Yes

b. No

20. How do you except your budget to recruiting developing and retaining
employees to change over three years? *

a. Increase

b. Decrease

c. No change

62