mu 0017assignment answer sheet

7/25/2019 MU 0017assignment Answer Sheet

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DRIVE Fall 2015PROGRAM MBADS (SEM 4/SEM 6)

MBAFLEX/ MBA (SEM 4)PGDHRMN (SEM 2)

SUBJE! ODE " NAME MU001# $ !ALEN! MANAGEMEN!

AND EMPLO%EE RE!EN!ION

&'*+,- 1. Ela+- * 3 l-* , !al-* Ma-a-* S3*7A-89 .

:3 El-* , !al-* Ma-a-* S3*: Talent management practices and techniques

have evolved over time in response to a changing workplace. The most effective talent

management processes are organisation-specific and react to an organizations distinctive

business and human capital framework. The organisation will not achieve the desired level of

human capital performance if talent management processes do not operate as a unified group.

Recruitment and Selection induction training capabilit! development performance and

retention are ke! elements of talent management s!stem. Talent management includes a range

of interdependent processes and procedures that need to be properl! integrated.

! 3 l-* , !al-* Ma-a-* S3* a9 la+-; a ,ll,8.

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!9a+-+-. Training is a wa! to develop new and e#isting emplo!ees knowledge skills andcompetencies b! bringing the emplo!ees to an agreed standard of proficienc! through variousmethods such as teaching instructions facilitating practices and e#ercises. &n effective usefuland timel! training e#perience not onl! offers progressing development chances that supportthe individual in the role but also helps the organisation in achieving its broader ob"ectives.Such training where possible and practical should be 0in-time1 rather than 0in-case1. The

training provided should meet the training requirements or demands of individuals and groupsprecisel! at the time when new skills are needed.

aa=+l+*3 ;>l,-*. 2ustomized improvement opportunities for ke! talent are seen as anessential component for motivation and retention of emplo!ees. 'n the present scenariodeveloping the current emplo!ees is more cost effective and efficient means of managing talentrather than recruiting new people and using vital resources on their training. 2areerdevelopment has a ma"or impact also on "ob satisfaction.3oth high potentials and core contributors should be given enough opportunities to develop b!the internal talent management in order to maintain operational effectiveness and output. 4e!performers and core contributors require different growth e#periences that should be modifiedaccordingl! for ma#imum profit. 2ommitted leaders are required to emphasis the idea on both

groups given their competing business priorities.The talent development structure adopted b! an organisation needs to support the talentcapabilities required for the future and needs to be able to blend with ongoing changes. 5oodleadership qualit! in a global and increasingl! diverse workplace is a highl! sought-aftercompetence and this must be embedded into an! comprehensive development program. %therelements will be established b! the business strateg!.

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planning management polic! in place with a particular focus on the continuit! of ke! specialists

and leaders in the organization.

O*9 3 l-* , *al-* a-a-*3esides the four above elements of talent management some other elements are also availablethat help to characterise the relationship between talent management and conventional

recruiting. The! include: A


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pressure such as the econom! worldwide e#pansion mergers and acquisitions. 't includesadhering to strategic goals active 2(% participation and 8R management. (ventuall!common trends around talent management are emerging such as the role of line leaders inthe development of talent.

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e#ecuting human resource management down to the line management levels who have moreawareness regarding the emplo!ees talent and know e#actl! how to enhance it so as toachieve organizational goal. Talent management strategies sensitize and convince individualmanagers that their goals of increasing productivit! output and cutting costs are notindependent from recruiting retention and development efforts and thus the individual successis aligned to these efforts of developing talent.

hen the managers realise that the! cannot achieve their output goals without effective talentmanagement processes the! then commit more of their own time and resources into therecruiting development and retention of their talent.@. Ma'9+- '+9,--*A-89.R,l , HR +- !al-* Ma-a-*'n toda!s competitive economic scenario business leaders are demanding more from ever!onein their organizations. The! want increased revenue and productivit!. The! want to reduce costsand drive real value to the shareholders. The! e#pect emplo!ees who will be highl! competitivehaving potential to drive the business goals who will be accountable and adapt to change.7inall! the! want more from 8R to be assured that the current leadership has the right skills tolead the business and that future leaders are being developed.The challenging business climate of the last several !ears requires that 8R have an in-depth

understanding of how people are ke! drivers of profit and success and the abilit! to manage

talent to attain business goals. Thus 8R can have a positive impact on business results through

effective talent management which is the process of attracting developing and retaining

profitable emplo!ees. Such effective talent management b! 8R can give the compan! a

financial and strategic edge over its competitors.


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3e updated with all the laws as the laws change constantl! and communicate the same to allthe emplo!ees.

2reate manuals on 8R polic! regularl! update it and get it reviewed b! the law!er beforeimplementing it.

Train managers and review the polic! with each manager as the! interact regularl! with the

emplo!ees. The! must also ensure that the managers adhere to the policies and be role modelsfor other emplo!ees.

Train emplo!ees bring awareness among the emplo!ees on the issues like se#ualharassment and update emplo!ees about the new policies.

Aisten to all the emplo!ees when the! come with an issue. This helps the 8R to know thecause for the compliance risk mange those risks and bring it to the notice of other emplo!eesof the organisation.

$rovide feedback to ensure emplo!ees meets the e#pectation. 8R must also provideemplo!ees an opportunit! to correct their mistakes.

Bocument all the policies ke! decisions and emplo!ee evaluation. & cop! of the polic! mustbe given to ever! emplo!ee. The failure to document can leave the 8R prone to non-complianceclaims.

The policies developed b! an organisation depend on the nature and needs of the organisation.&n organisation ma! possess the following policies:

$olicies on work schedule like working hours per da! lunch breaks holida!s sick leavespersonal leaves loss of pa! >A%$? leaves and so on.

2ompensation policies like overtime compensation increase in salar! due to promotionreduction in salar! increase due to poor performance and so on.

&n organisation adopts laws to govern matters like emplo!ee "ob securit! pa! health and

safet! opportunities benefits and so on.

E-'9+- a 8,9 ->+9,--*(ver! emplo!ee in an organisation that is from supervisor to workers has a right for safe andhealth! workplace. The 8R managers must develop safet! programs policies and a clearworkable plan for having a safe workplace. The safet! programs like seasonal vaccinations andtraining the emplo!ee in handling emergenc! situations must be carried out. The managementmust train emplo!ees on safet! issues b! conducting safet! programs. This helps in bringing inaccountabilit! and compliance. The best wa! to bring about seriousness among emplo!ees withregard to safet! issues is to involve them in safet! committees make them part of safet!inspection set goals and so on. Boing this helps the emplo!ee feel free to communicate thesesafet! issues to their colleagues and others in the organisation.

(nsuring safet! at workplace also involves: D+>9+*3 a-a-*. This involves managing diversit! issues like gender nationalit!racism ph!sical appearance and so on. The 8R is responsible to develop and implementdiversit! plan as the emplo!ees approach the 8R directl! if the! face an! such issues.

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Recruit and retain qualified emplo!ees.

'ncrease or maintain moraleDsatisfaction.

Reward and encourage peak performance.

&chieve internal and e#ternal equit!.

Reduce turnover and encourage compan! lo!alt!.

;odif! >through negotiations? practices of unions

+. B-+*. 3enefits provided b! the organisation can be either due to legal compliance orother benefits which the compan! is willing to provide to emplo!ees though not mandated b!law. 7acilities such as minimum wage overtime leave under 7amil! ;edical &ct unemplo!mentand workers compensation and disabilit! are en"o!ed b! emplo!ee since the! are mademandator! b! law. 3enefits such as 8azard $a! 8ealth 2are ;aternit! $aternit! and &doptionAeave $aid 8olida!s $a! Raise Severance $a! Sick Aeave TerminationCacation Aeave ork 3reaks and ;eal 3reaks are benefits provided b! emplo!ers toemplo!ees in order to retain them within the organisation.

/. ,9Cl+.&ttracting recruiting motivating and methods emplo!ed to retain the workforcedetermine the success of an organisation. %rganisations need to be reall! fle#ible in order toretain and develop the workforce and so as to en"o! their commitment and lo!alt! towards theorganisation. %rganisations need to constantl! work on improving the qualit! of work life of theemplo!ees.

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into a long-term continuous and proactive relationship building e#ercise H for both internal ande#ternal talent.Talent ;anagement is related to all the components of the workforce both inside as well asoutside the organisation but it is focused more on the internal part. Infortunatel! mostorganisations pa! little importance to internal "ob mobilit! that can boost their competitivenessefficienc! and emplo!ee retention efforts.

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8aving set the organisational goals management teams can start with the process of reviewingtalent in the organisation. The t!pe and significance of a talent review can var! based on thedepartment=s need.Talent review e#amples include:o Talent inventor! which in turn involves the current performance and future capabilit! of a

selected emplo!ee group. The ob"ective is to get a combined perspective of strengthsrequirements and development opportunities for specific emplo!ees and to identif! theorganisation=s

mu 0017assignment answer sheet

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