TALENT MANAGEMENT

Presented by:
1.Vidhya B, Asst. Professor, Dept. of Commerce and Management
2. Shazia Anjum, Asst. Professor, HOD-Dept. of commerce and
Management

ABSTRACT
Human resource provides the companies the competitive edge
in these days of highly competitive world.
Managing talent is a complex and demanding task
Skills shortage presents both socio-economic and cultural
challenges as talent crosses across borders.
In view of workforce trends such as shifting demographics,
global supply chains, the aging workforce and increasing global
mobility, organization must have integrated approach to talent
management.
Organization culture, employee engagement and leadership
development have an impact on talent retention.

INTRODUCTION

 Talent management is a set of

integrated organizational HR
process designed to attract,
develop, motivate and retain
productive engaged
employees.
In the organization there is
nothing more crucial than
fitting the right employee in
the right position and keeping
them there.
Today an organizations
success is directly linked to the
talent it can access.

 HR departments are starting to move away from only focusing on recruitment

and development to a more strategic position that unites the management of
human capital with organizational goals.
The emphasis on human capital is now being aligned with management
processes such as succession planning, development of leaders, retention and
career planning.
Talent management has moved away from being an administrative process to
a continuous organizational practice with a strategic focal point that drives
organizational outcomes.

OBJECTIVES OF THE STUDY

To examine organizational talent management practices and insights

from the perspective of HR professionals and employees.
To understand the entire procedure of talent management
To understand the need of talent management
To suggest possible improvements in talent management process.

LIMITATIONS OF THE STUDY

There may be ambiguity in response and hence there could be bias in

findings.
The presence of element of bias may also be due to non-response
The results obtained are based on the views shared by HR
professionals and employees
The study is restricted to 40 respondents (HR and employees
constituting 40 each) due to time and cost constraints.

RESEARCH METHODOLOGY

This is descriptive study based on primary & secondary data.

Sources of data : Primary data is collected through questionnaire and
secondary data collected through various websites, journals and books.
Sample Size : Information is gathered from 40 respondents (40 HRs
and 40 employees)
Sampling Technique : Random Sampling technique is used to select the
sample.
Data Analysis : After Collecting the data, a thorough check was made to
include only those questions that were complete in all aspects. The
data was interpreted by using simple percentage, table & graphs.

ANALYSIS AND INTERPRETATION

Survey results: HR Professionals
1. Talent Management initiatives in the organization.

15%

YES
NO

85%

2. Areas of improvement required in terms of talent

management
Identifying gaps in current employee and candidate competency levels.

35%

Rewarding top performing employees

50%

Creating policies that encourage career growth and development opportunities

30%

Creating a culture where employees ideas are listened to and valued

35%

Creating a culture that values employees work

55%

Creating a culture that makes individuals join the organization

30%

Creating a culture that makes employees want to stay with the organization
Assessing candidates skills earlier in hiring process
Aligning employees with the mission and vision of your organization
0%

75%
25%
20%
10% 20% 30% 40% 50% 60% 70% 80%

3. Responsible entities for recruiting, training and retaining

employees

Consultancy

External coach

10%

0%
0%

Internal coach

15%
15%

5%

5%
5%

10%

HR

50%

65%

20%
20%
20%

Dept. Head
0%

60%

10%

20%
Recruiting individuals

30%
Training employees

40%

50%

Retaining employees

60%

70%

4. Separate department for talent management initiatives

35%
55%
10%

Yes, at management level

yes, at non-managerial
level
No

5. Junior and mid-level employees prepared to step into senior leadership positions

15%

Yes
No

85%

6. Alignment of activities
20%
15%

Utilize formal approach to identify why employees stay in your organisatiion

50%
15%
20%

Utilize formal approach to identify why employees leave your organisatiion

50%
15%
Utilize formal approach to identify why employees join your organisatiion

25%
45%
15%

Utilize formal approach to identify potential leaders

25%
50%
0%

Have a formal performance appraisals on regular basis

25%
60%
25%

Conduct regular employee survey

50%
10%
5%

Align its orientation process for new hires with its talent management initiatives
0%
Routinely

Occasionally

40%
35%
10%
Rarely

20%

30%

40%

50%

60%

70%

7. Usage of data from employee survey

31%
48%

Identify areas of
improvement
Determine training needs

21%

Evaluate policies

8. Strategies used by organization to retain talent

Others

Job Rotation

15%

10%

Extensive benefits package

25%

Work life balance

35%

Training and development

Bonus

40%

15%

Competitive copsensation
0%

60%
10%

20%

30%

40%

50%

60%

70%

SURVEY RESULTS: EMPLOYEES

1. Awareness about policies and procedures

Chart Title
Other benefits

30%
5%

40%
70%

Pay 5%
0%

70%

Your positon in the organization 5%

5%

30%
20%
25%
35%
35%

Policy on maternity/paternity leave

Policy on holiday entitlement
Staff disciplinary procedure
Health and safety procedures

5%

45%

20%

5%

25%

40%

10%

Structure of the company

Organization mission and vision

0%
0%

Not aware

15%

50%

25%

90%

15%
10%

20%

30%

40%

Aware but need more information

50%

60%

70%

Know and understand

80%

90%

100%

2. Satisfaction with employee benefits and policies

Personnel policies

Share option plan

Medical insurance package

Retirement benefits

Holiday entitlement

Job promotions

Salary review

Accuracy of job description

0%

10%

20%

30%

Extremely dissatisfied

Dissatisfied

Satisfied

Extremely satisfied

40%

50%

Neither satisfied nor dissatisfied

60%

70%

3. Effectiveness of elements in attracting and retaining top performers

Job security

Child care costs

Share options

Retirement and education benefits

Health care benefits

Base pay
0%

5%

10%

1 (Most effective )

15%
2

20%
4

25%

5(least effective)

30%

35%

40%

45%

4. Satisfaction with workplace environment

6%

19%

13%

6%

Extremely dissatisfied
Dissatisfied
Neither dissatisfied nor satisfied
Satisfied
Extremely satisfied

56%

5. Effective means of rewarding, motivating and

retaining talent
4%

15%

35%
35%
12%

External training
sessions
Appreciation
Innovations
Recognition
Recreational activities

25%
45%
15%
15%

Quarterly
Half-yearly
Yearly
When need arises

6. Periodicity of training programs conducted in the organization

7. Feedback policy in the organization

8. Problems solved and suggestions followed on

basis of feedback

30%

30%

Yes

70%

no

Yes

70%

no

FINDINGS
85% of the companies have talent management initiatives
Creating culture that makes employees stay in the organization, creating culture that makes
employees work and rewarding top-performing employees are the areas that need to be improved on.
We find that in most of the organizations HRs are responsible for recruiting, training and retaining
employees followed by department head.
90% of the companies have separate talent management department
In 85% of companies mid and junior level employees are trained to join leadership roles.
Employee surveys are utilized to identify areas of improvement.
Main strategy used to retain talent is competitive compensation followed by training and development
and work-life balance.
Employees are aware of policies and procedures to an extent and are satisfied to an extent by the
benefits and policies but necessary steps have to be taken in order to retain talent like providing
better retirement and educational benefits rather than job security.
Appreciation and recognition are effective means of recruiting, motivating and retaining employees.
Almost 50% of employees are satisfied with workplace environment.

SUGGESTIONS

Organizations should conduct periodical surveys in order to avoid talent

drain.
Build talent pipelines and recruitment strategies
Make everyone a brand ambassador to attract talent
Initiate employee referral program and rewards for referrals
Hire based on skills
Launch a unique skill contest
Start internal career coaching
Regular satisfaction surveys to be conducted

SUGGESTIONS
Flexible benefits and schedules adapted to meet needs of the
individual
Open communication channels
Conduct regular recreational activities
Rewards and recognitions to be provided to employees whose
performance fairs lower than top performers.
Provide possibilities to work internationally
Employee participation in decision making process.
Provide assistance for higher studies of employees.

CONCLUSION
Survey reveals that the majority of organizations have specific talent
management strategies in place, there are varying degrees as to the
quality and success of these strategies.
use of more outcome-driven practices will help to set apart those
organizations that implement talent management strategies more
successfully than other organizations.
HR professionals should take the lead in helping to create and
integrate talent management initiatives within their organizations
because these initiatives are extended to all employees.