rajesh & sharad

8/6/2019 Rajesh & Sharad

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A

Comprehensive Project Report

On

3 Dimensions of Talent Management

Job Effectiveness, Employee Satisfaction & Leadership Development

By

RAJESH HANSRAJANI (097030592009)

SHARAD SINGH (097030592099)

Submitted to

GUJARAT TECHNOLOGICAL UNIVERSITY

Under the Guidance of

Ms. PARUL BHATI

ATMIYA INSTITUTE OF TECHNOLOGY & SCIENCE, RAJKOT

Department of Management

Batch: 2009-2011


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DECLARATION

We undersigned Rajesh Hansrajani and Sharad Singh, the students of Master ofBusiness Administration, Atmiya Institute of Technology & Science, hereby declare that

the Project work presented in this report is our own work and has been carried out under

the guidance of Ms. Parul Bhati, Department of Management, Atmiya Institute of

Technology & Science, Rajkot.

Date:

Place: Rajkot (Rajesh Hansrajani)

(Sharad Singh)

ii


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ACKNOWLEDGEMENT

At the outset of my report I would like to express my gratitude specially to ourproject guide Ms. Parul Bhati and other faculty members for providing us an

opportunity to carry out our Research Report and guiding us throughout the completion

of the report.

We are obliged to all the industry persons here in Rajkot who has guided us in our project

work and provided us valuable time of theirs and encouragement throughout our project

work, naming a few Mr. Parakramsinh Jadeja (Owner Jyoti CNC Automation Pvt. Ltd.),

Bhikubhai Virani (Chairman, Balaji Wafers Pvt. Ltd.), Mr. Vinesh Patel (Orbit BearingsIndia Pvt. Ltd.), Mr. Suresh Santoki (Chairman, Amul Industries Pvt. Ltd.), Vijaybhai

Shrimankar (Pelican Rotoflex Pvt. Ltd.), who provided us permission to carry out

research work in their organization.

Finally we would like to acknowledge our thanks to everyone who directly or indirectly

contributed in our Research Report.

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ABSTRACT

In this competitive world, managing skills, competent employees and creating competent

workforce has become a challenge in the manufacturing industry or any other. Those who

are good at this know very much how to take the competitive advantage out of it.

Talent management practices have become a buzz word for manufacturing industry. The

firm practicing Talent Management know the impact of Talent management practices on

Job Effectiveness, Job Satisfaction, Leadership development and also its effect on

productivity.

This research is carried out to identify the trends and types of Talent management

practices followed to develop the KSAOs (Knowledge, skills, abilities and other

qualities) in the employees to make them competent and how practices are positively

related to the variables like Job Effectiveness, Job Satisfaction and Leadership

Development. These results of the Regression analysis And Analysis of variance showed

the positive relation of Talent Management Practices on these three variables.

iv


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Table of Content

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1.1

1.2

2.1

2.2

2.3

4.1

4.2

4.3

4.4

College Certificate.. i

Declaration.....ii

Acknowledgement. iii

Abstract. iv

Chapter 1: Introduction

Manufacturing Industry in India: An overview.. 1

Company Overview........ 3

Chapter 2: Conceptual Framework

Research Area. 8

Theoretical Framework... 8

Conceptual Model of the research25

Chapter 3: Review of Literature....... 26

Chapter 4: Research Methodology

Research Problem. 31

Research Objectives. 31

Hypotheses... 31

Research Design... 31

Chapter 5: Data Analysis & Interpretation..34


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6.1

6.2

6.3

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Chapter 6: Conclusion

Managerial Implications of the research.. 45

Limitations of the research... 46

Scope for Future Research........46

References.... 47

Annexure

Questionnaires ..... 49

List of Figures, Tables and Charts

Figure 1

Figure 2

Figure 3

Figure 4

Table 1

Table 2

Table 3

Table 4

Table 5

Table 6

Chart 1

Chart 2

Chart 3

Chart 4

Talent Management Returns.16

Talent Management Platform 20

Talent Management Process.21

Conceptual Model.25

Chi- Square Table. 35

Correlation Analysis. 36

ANOVA of Effectiveness of Talent Management Practices.... 37

ANOVA of Job effectiveness & Productivity improvement 38

ANOVA of Employee Satisfaction..41

ANOVA of Leadership Development..43

Effectiveness of Talent Management Practices 37

Job effectiveness & Productivity improvement 38

Employee Satisfaction..41

Leadership Development.. 43


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1

Chapter 1 Introduction

1.1 Manufacturing Industry in India: An overview

Manufacturing industry is the engine of economic growth of a nation. It includes all

activities in product life, starting from customer inputs for concept design, through

conversion of materials and ending with product disposal. These activities provide

gainful employment, create the products required to maintain and improve the standard of

living and generate the wealth required for future development.

The manufacturing industry in India has all the qualities which enhance economic

development, increase the productivity of the manufacturing industry and face

competition from the global markets. The Manufacturing industry in India is believed to

have the potential of improving the economic condition of India.

Indian manufacturing industry: Research findings1

Studies conducted on the manufacturing industry have concluded that India has a

working population of 75%. Out of this, only 600 million have acquired education till

middle school. Due to this reason, the manufacturing industry in India, which is labor

intensive, can provide the requisite number of employment units in the country. Studies

have indicated that the productivity of the manufacturing industry in India is

approximately 1/5th of the productivity in the manufacturing industry of United States of

America. It is about as compared to the productivity levels in South Korea as well as

Taiwan. Labor productivity has escalated only to a small extent in case of India in

comparison to United States of America, on the contrary, labor productivity has increased

manifold in countries like Taiwan and Korea.

1 http://www.economywatch.com/world-industries/manufacturing/india.html


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Manufacturing industry in India and exports:

Exports of manufactured goods in India accounted for 75% in comparison to exports of

manufactured goods all over the world. Owing to the performance manifested by the

export sector in India, the scenario indicates that there is less competition in the

manufacturing segment. Absence of competition is also established by the fact that in

spite of reducing the tariff in the early and mid 90s, India continued to be one of the

protected economies of the world. Contribution of India's export towards international

market grew from 05% to 0.7% during 1990 to 2000. During the same period, Malaysia,

China, Thailand and South Korea, registered almost double increase in exports.

Manufacturing Industry of Rajkot

In wake of the ongoing auto boom, the rising momentum in manufacturing activity in the

four Gujarat Industrial Development Corporation (GIDC) areas in Rajkot is tangible.

Almost every unit has wanted notices posted at the factory gates, to hire workers for shop

floor etc.

A decade back Rajkot was considered to be the lowest cost producer for iron castings. It

had a flourishing ecosystem in which castings manufactured using pig iron fed the diesel

engine manufacturers who in turn supplied engines primarily used for agricultural

purposes. There were 450 foundries manufacturing castings and supplying to around 200

diesel engine manufacturing units in Rajkot a decade ago, according to Rajkot

Engineering Association (REA) estimates. Each diesel engine manufacturer was making

around 40,000 units monthly to meet the growing demand. Today there are just 30-35

units producing diesel engine units and even large sized units do not make more than lakh

units in a year.

This slump is largely attributed to cheap Chinese imports & has stalled diesel engine

manufacturing activity in Rajkot, other engine manufacturers are straining under high tax

and excise structure in addition to falling demand for low horsepower engines.


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1.2 Company Overview

1. Amul Industries Pvt. Ltd.

Amul is a powerful combination of Tradition, Ethos and Experience. Today as one,

they're smarter, faster and stronger than ever- and determined to become more so. Amul

is a leading global manufacturer of automotive components serving almost every major

vehicle manufacturer worldwide. Headquartered in Rajkot, Gujarat- INDIA, has state-of-

the-art manufacturing units at various locations in India with teamwork of 2000 plus. The

group has created a value based enterprise uniquely positioned to provide customers with

innovative solutions that deliver best vehicle performance, quality and value for their

product. They've continued to transform themselves through aggressive productivity

improvement, leading-edge technologies and sustained customer relationships. Having

dedicated themselves on knocking down any barriers that come across their way from

reaching the potential, they have moved quickly, decisively and are committed towards

creating the group image & customer values.

Needless to mention that Amul has already entered the Business of 5Cs namely

Connecting rods, Crank Shafts, Cylinder Blocks, Cylinder Heads, and Cam Shafts for

the Automotive & Engineering Industry.

Amul Industries started its functions in 1988 as a small scale industry; today we are

manufacturing 175 different types of Connecting Rods and are considered one of the

biggest Connecting Rod manufacturers in India. Within a short span of 15 years the

company has been able to touch turnover of 40 corers with more than 400 people

working with it.

Amul Industries has embarked on a major expansion to double its capacities for

connecting rods and crankshafts. The company is also in discussion with a European auto

component manufacturer for a joint venture or an alliance to establish a manufacturing

facility at a 'suitable' location in Europe.


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2. Jyoti CNC Automation Pvt. Ltd.

Jyoti was initiated by Mr. P.G. Jadeja and Mr. S.L.Jadeja in 1989.Driven by a vision to build the company into a temple of technology through team work,

the organization has grown manifold from manufacturing gear boxes for machines to

developing precision all-geared head lathe machines and later on sophisticated CNC

Machines. Continuous process improvement and fast adoption of State-of-the-art

technology has led Jyoti in becoming a leader in innovating manufacturing techniques.

Jyoti is respected as A Temple of Technology by the staff and its esteemed clientele,

who welcome and worship the new technology.

Further to transform the technology-savvy attitude into reality, Jyoti started designing and

manufacturing the wonder babies like CNC Turn Mill Centers, CNC Oval Turning

Machines (the first in India), fastest Vertical Machining Center of India, etc.

Jyoti is proud of the fact that its transition through technology-orientation was destined

towards effectively revolutionizing the Indian Industry. This aspect has always been

reflected through the company motto. Jyoti is the brainchild of legendary Mr. P.G. Jadeja

and Mr. S.L. Jadeja, established in 1989. Driven by a vision to build the company A

Temple of Technology through teamwork, the company has grown manifold from

manufacturing gear boxes for machines to developing precision all-geared head lathe

machines. Later on Jyoti has rightly identified Shift from conventional machines to

highly sophisticated CNC machines in the presence of manufacturers.

Jyoti was the first company to manufacture CNC machines in Gujarat. It was not an end,

there are many firsts attached with Jyoti since then. Jyoti, driven by technology and

innovation keeps including new firepower in its arsenal by introducing machines like

CNC Turning Centers, Vertical Machining Centers, Oval Turning Center i-SECT and

first Indian machines like VMC 40/70 Linear with innovative Linear technology. After

the opening up of the Indian Economy, there were great challenges present for Indian

companies but Jyoti converted all challenges into great opportunities. Jyoti has even

decided to compete at the global level and has taken concrete steps by exporting CNC


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machines. It has also established distribution networks in various continents around the

globe. Jyoti is passing through the trajectory of rapid growth by achieving over 100%

growth rate since its inception. Export penetration and inclination has helped Jyoti to

establish goodwill among the foreign buyers and distributors.

3. Balaji Wafers Pvt. Ltd.

The journey of Balaji Group started in year 1976 by the member of Virani family for

supplying wafers and namkeens to local brands to the patrons of Astron Cinema,

Rajkot. Due to the shore supply of that product they decided to make their own product

line in year 1982. By the overwhelming retail success they inspired to set a semi

automatic plant. Instead of preparing wafers by the traditional frying method this semi

automatic plant boosted the quality, taste and more sales also. The fame of taste

reached to the whole Gujarat hence it was time to take over the whole Gujarat so that

biggest automatic plant of Gujarat came in to the picture. Quenching the demand of

Gujarat, Maharashtra and Rajasthan region Balaji Group is now looking forward to

march over India.

The makers of 'Balaji Group' brand wafers and namkeen food products have deep faith in

God & in good taste. Converting dreams into reality it leads them to the biggest potato

wafers plant of India. The Balaji plant covers over 85,000 sq. m. area in the outskirts of

Rajkot city. Its big taste revenue i.e. turnover touched to the crore rupees milestone.

Balaji Group has 90% shares of wafers market and 70% shares of namkeen market in

Gujarat. You are invited to travel the past, present and the future or Balaji Group.

The wheel of network is devised under the ideal distribution channel network. Thatensures to supply fresh product in any corner of Gujarat within 24 hours. You can have

Balaji snacks in every 100 meters of are in Gujarat. At Balaji is not just distribution but

it is an euphemistic effort of team work.

This simple mantra rocked and changed the definition of chip world. Winning the heart

by quality and great taste and distributing sufficient dealer margin is a winning strategy


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of Balaji Group. Its 'Value for money' strategy enables even a kid to buy fresh &

healthy food in small prices. Indeed in a neck to neck competition ear one must

implement new ideas and balaji group has developed the think tanks who continuously

update strategy in the right direction. Think win-win & Stay ahead with us.

Balaji Group perceive in growth rather say development to touch the sky. The

company will enhance its product range by adding some futuristic and Indian

traditional taste company will plan to some extruded snacks and western products to

their Global market. Recently company has acquired more space where its entire

namkeen unit will be shifed. The future will see more of Bhikubhai Virani as a

Chairman, Mr. Chandubhai as a Managing Director, Mr. Kanubhai Virani as a

Technical Director & Mr. Keyur Virani as a R&D Director. At Balaji progress is a life

line.

4. Orbit Bearings India Pvt. Ltd.

ORBIT Bearings India Pvt. Ltd, are committed for the quality of our product by offering

seamless support in the areas of service, manufacturing, procurement and design and

continuous improvement in all activities for improvement in the productivity by reducing

the waste in supply chain.

The Suppliers, Employees and Management is committed to upgrade the indices of

performance to touch the heights of optimization. To achieve the goal of customer

satisfaction, we at ORBIT are focused on quality, delivery and service of our customer.

Establishment & History

The Company was promoted in 1990 by professionally qualified and experienced

promoters to manufacture Ball and Roller Bearings. Within period of fourteen years the

company has established its name in the replacement market as well as Original

Equipment Manufacturers.


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Other Business Activities of the Group

Our group has business activities for manufacturing of agriculture equipment, forgingsand building construction. Total turnover of the group exceeds $100 MILLION.

5. Pelican Rotoflex Pvt. Ltd.

Pelican Rotoflex Pvt. Ltd. a technology driven ISO 9001:2000 company was established

in 1996. and is a global player in converting machinery business with strong family of

200 plus employees.

The company manufactures complete range of printing and converting machinery for

flexible packaging industry at their world class facility near Rajkot (Gujarat-India). The

total area of 20,000 sq mtrs. with built up area of 10,000 plus sq mtrs. to manufacture to

suit the demand of the day.

Over the years, this technology culture has built and nurtured a core team of technocrats,

managers, industry experts and R&D in the company. And this cream team today creates

what is arguably the industry's most advanced range of converting machineries, under the

roof of the state-of-the art most modern work-shop.

Today the company has more than 200 installations worldwide in more than 15

countries like U.K., New Zealand, South Africa, Nigeria, Kenya, Tanzania, Zambia,

Namibia, Ghana, Malawi, Colombia, Iran, Saudi Arabia, Kuwait, and Oman etc.

Continuous development and growth led Pelican towards establishing a world-class

infrastructure. Today with total land area of 20,000 plus square meters, a state-of-the-art

design and manufacturing facilities are located on the outskirts of Rajkot in Gujarat, oneof the most vibrant states of India.


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Chapter 2 Conceptual Framework

2.1 Research Area

Talent Management practices has great importance in each industry be it Manufacturing,

IT, Banking or any other industry. But in a manufacturing Industry the number of work

force is quite large. So the questions arise of competent employees. Another question

arise how to retain them. In the research the area of research was chosen the

Manufacturing Industry in Rajkot region.

Rajkot has become a hub for small scale industries to start up their business. In Rajkot

most of these firms are manufacturing units. To cope up with this completion the firm

uses certain Talent Management practices. To further analyze them the Manufacturing

industry of Rajkot was chosen as the Research Area.

2.2 Theoretical Framework

Today's businesses face increased global competition, shifting markets, and unforeseen

events. No wonder they are finding it more difficult than ever to attract, develop, and

retain the skilled workers they need. Human resources (HR) departments can set the stage

for success by hiring and training capable employees. But developing those personnel

into dynamic, motivated, long-term participants in the company's processes must be the

responsibility of all managementfrom CEO to floor supervisor.

Talent management, which incorporates the cooperation and communication if managers

at all levels, has become an imperative in the face of today's business challenges. In

addition, talent management processes must be more strategic, connected, and broad-

based than ever before.

Talent-management processes include workforce planning, talent gap analysis, recruiting,

staffing, education and development, retention, talent reviews, succession planning, and

evaluation. To drive performance, deal with an increasingly rapid pace of change, and

create sustainable success, a company must integrate and align these processes with its


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business strategies. By assessing available talent and placing the right people in their best

roles, organizations can survive and thrive in today's increasingly competitive markets.

Effective talent management becomes even more important with the forthcoming talent

shortage as many experienced leaders approach retirement. Globally, fewer and fewer

managers and professionals are ready to fill these leadership roles, and companies

worldwide find themselves competing for a smaller pool of talent. Businesses must have

the ability to identify the most talented individuals, provide them with the necessary

training and experiences, and retain valuable employees in long term. Wise leaders do not

leave strategy or the bottom line to mere chance. They also know they can't just hope

everything somehow works out with the people in their company. By incorporating

comprehensive talent management, an organization can assemble the right people it needs

to manage and lead in the future.

With HR focusing on hiring, training, and succession planning, talent management is

traditionally an HR responsibility. Today's top companies, however, know that a single

department's potential effectiveness is limited; the key to a successful program lies with

the cooperation of all departments, with all managers across the breadth of their

operations. Every manager, no matter what level, plays a role in strengthening an

organization's overall talent. For example, line managers who are accountable for getting

the work done, are also accountable for developing the people they manage and are

fundamental to making overall talent management work.

As an individual with leadership and management responsibilities, you play a vital part in

your company's talent-management processes. Following are some ways that you can

become more involved in talent management and help your organization succeed.

Talent Management

Talent management refers to the skills of attracting highly skilled workers, of integrating

new workers, and developing and retaining current workers to meet current and future

business objectives. Talent management in this context does not refer to the management

of entertainers. Companies engaging in a talent management strategy shift the


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Talent Management Best Practices2

You have a role in talent management, whether you're a sales manager, plant director, orproduction supervisor. HR builds the framework and provides the tools, systems, and

resources, but you are ultimately responsible for the programs in your department. To

better understand your role in the process, ask yourself the following questions: What can

I do to develop talent in my division? What competencies are my employees expected to

show, and how can I help them to better those competencies? How is my department's

success measured, and how can I use available resources to help it meet and exceed

expectations? What HR tools and programs are available to help me reach my

department's talent management goals? According to a recent benchmarking study on

talent management conducted by the American Productivity and Quality Center and the

Center for Creative Leadership, organizations that excel in talent management follow

eight best practices:

1. Defining "talent management" broadly.2. Integrating the various elements of talent management into a comprehensive

system.

3. Focusing talent management on their most highly-valued talent.4. Getting CEOs and senior executives committed to talent management work.5. Building competency models to create a shared understanding of the skills and

behaviors the organization needs and values in employees.

6. Monitoring talent system-wide to identify potential talent gaps.7. Excelling at recruiting, identifying, and developing talent, as well as performance

management and retention.

8. Regularly evaluating the results of their talent management system.

2http://www.ddiworld.com/pdf/ddi_ninebestpracticetalentmanagement_wp.pdf


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It takes Talent to spot Talent! A tone deaf will never be able to appreciate the music of

maestros. Only a seasoned jeweller would know that all that glitters is not real! And, onlythose who can recognise the worth of a diamond can value it, for others it's just a stone!

Talent is doing easily what others find difficult.

In an organisation, there is nothing more crucial than fitting the right employee in the

right position. Or else you would be trying to fit a square peg in a round hole. When

people do jobs that just don't suit their liking, inclination or temperament, the results, or

rather the lack of them will be disastrously obvious. Low productivity, dissatisfaction,

low morale, absenteeism and other negative behaviour will become typical till the

employee is shown the door. Or perhaps, there is another option - Talent Management.

Talent management implies recognising a person's inherent skills, traits, personality and

offering him a matching job. Every person has a unique talent that suits a particular job

profile and any other position will cause discomfort.

It is the job of the Management, particularly the HR Department, to place candidates with

prudence and caution. A wrong fit will result in further hiring, re-training and other

wasteful activities.

No matter how inspiring the Leaders are, they are only as effective as their team. A

team's output is healthy only if the members are in sync. To achieve such harmony, the

key ingredient is "putting the right people in the right jobs".

While there is no magic formula to manage talent, the trick is to locate it and encourage

it. Talent Management is beneficial to both the organisation and the employees. The

organisation benefits from: Increased productivity and capability; a better linkage

between individuals' efforts and business goals; commitment of valued employees;

reduced turnover; increased bench strength and a better fit between people's jobs and

skills. Employees benefit from: Higher motivation and commitment; career development;


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increased knowledge about and contribution to company goals; sustained motivation and

job satisfaction.

So, how does an organisation effectively manage talent?

Recognise talent: Notice what do employees do in their free time and find out their

interests. Try to discover their strengths and interests. Also, encourage them to discover

their own latent talents. For instance, if an employee in the operations department

convincingly explains why he thinks he's right even when he's wrong, consider moving

him to sales!

Attracting Talent: Good companies create a strong brand identity with their customers

and then deliver on that promise. Great employment brands do the same, with

quantifiable and qualitative results. As a result, the right people choose to join the

organisation.

Selecting Talent: Management should implement proven talent selection systems and

tools to create profiles of the right people based on the competencies of high performers.

It's not simply a matter of finding the "best and the brightest," it's about creating the right

fit - both for today and tomorrow.

Retaining Talent: In the current climate of change, it's critical to hold onto the key

people. These are the people who will lead the organisation to future success, and you

can't afford to lose them.

The cost of replacing a valued employee is enormous. Organisations need to promote

diversity and design strategies to retain people, reward high performance and provide

opportunities for development.

Managing Succession: Effective organisations anticipate the leadership and talent

requirement to succeed in the future. Leaders understand that it's critical to strengthen

their talent pool through succession planning, professional development, job rotation and

workforce planning. They need to identify potential talent and groom it.


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Change Organisation Culture: Ask yourself, "Why would a talented person choose to

work here?" If the organisation wishes to substantially strengthen its talent pool, it should

be prepared to change things as fundamental as the business strategy, the organisation

structure, the culture and even the caliber of leaders in the organisation.

A rightly managed talent turns out to be a Gold Mine. It's inexhaustible and priceless. It

will keep supplying wealth and value to the organisation.

In turn, Management needs to realise its worth, extract it, polish it and utilise it. Don't

hoard Talent- spend it lavishly, like a millionaire flashing his luxuries, because Talent is

Wealth!

Talent Management is a Business Problem3

Talent management describes the process through which employers of all kinds firms,

government, non-profits anticipate their human capital needs and set about meeting

them. Getting the right people with the right skills into the right jobs, a common

definition of talent management is the basic people management challenge in

organizations. While the focus of talent management tends to be on management and

executive positions, the issues apply to all jobs that are hard to fill.

Decisions about talent management shape the competencies that organizations have and

their ultimate success, and from the perspective of individuals, these decisions determine

the path and pace of careers. Talent management practices can have a crucial impact on

society as well. The lifetime employment model of the post-WWII generation, for

example, provided the economic stability that created middle class society.

Failures in talent management may be more recognizable than the concept itself. Those

failures mean mismatches between supply and demand: Too many employees, leading to

layoffs and restructurings on the one hand, and not enough talent, leading to talent

3http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=51772


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crunches on the other. In India at present, it may be hard to imagine the problem of

having too much talent, but the first downturn in the economy or even in a section of

the economy will make that clear. These mismatches are among the fundamental

problems that businesses and other large employers face. Over the past generation,

corporations in particular seem to have lurched from surpluses of talent to shortfalls to

surpluses and back to shortfalls again. The challenge employers face is to track much

more closely the demands for talent to avoid both shortfalls and oversupplies.

Many observers assume that the management of talent is really about the internal

development of human capital, yet the majority of vacancies in corporations now are

filled from outside. They also assume that internal development practices such as

executive coaching, career pathing developmental assignments, assessment centers, high

potential programs, and succession planning, are something new.

These techniques and indeed, every employee development practice that seems novel

now forced ranking performance evaluation systems, 360 degree feedback programs,

executive coaching, etc. were all common in the 1950s. Except at a few very large

firms, they have been scaled back and, in many cases, largely abandoned. The reason wasnot that these practices failed to develop talent. It was because they were too costly. And

the biggest cost was the difficulty they faced in managing the unpredictability of the

demand for talent.

Internal development of talent collapsed in the 1970s when business forecasting failed to

predict the downturn in the economy, and the talent pipelines continued to turn out talent

under the forecast assumptions of booming corporate growth. The excess supply of talent

and the no-layoff policies for white collar workers caused a bloating of corporate

organizations and the steepness of the 1981 recession in the US and elsewhere led

virtually all companies to back away from developing talent. Lifetime employment came

to an end, and the reengineering processes cut away the development practices and staff

that created talent. After all, if the priority was to get rid of talent, why would companies

maintain the programs designed to create it?


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We need a new way of thinking about the talent management challenge. A new

framework for talent management has to begin by being clear about the goal. Talent

management is not an end in itself. It is not about developing employees or creating

succession plans. Nor is it about achieving specific benchmarks like a five percent

turnover rate, having the most educated workforce, or any other tactical outcome. The

goal of talent management is the much more general but important task of helping the

organization achieve its overall objectives. In the business world, that objective is to

make money.

An important part of the goal of helping the organization is to address the financial

challenge associated with developing employees and recouping the investments in their

development now that labor markets:

Figure 1 Talent Management Returns

(Source: http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=51772)

The cost of employing those workers in the initial period exceeds the value of the

contribution from them as the new hires are learning what to do and how to do it. The


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size of the cost gap grows as development efforts expand. That investment has

historically been recouped in the next period, in the shaded blue area where the value an

employee produces exceeds the cost of employing them. Even though wages and

employment costs are rising, the value of the employees contribution rises even faster,

and the employer earns back a return on their earlier investment. As long as the gap

between costs and contributions is bigger in this second period than in the first, then the

employer makes money on the investment. At the end of an individuals career, pension

plans and other retirement programs reversed the flow of resources. During that period,

the employer makes net payments back to the employees.

The problem with this approach to recouping development costs began soon after the

collapse of lifetime employment for managers and executives. As described in Chapter 2,

employers broke that model first by laying off experienced employees. But layoffs alone

did not necessarily collapse the ability to earn a return on training and development. That

happened when employers began hiring experienced talent from competitors, in part at

the executive level as a means for changing the strategy and culture of their own

organizations but then later as a means of avoiding the time delays and costs associated

with internal development.

The flip side of hiring experienced workers is retention problems for competitors. The

situation is sometimes described as an incomplete contract the employer makes an

investment in the employee but did not require anything in return because, historically,

the employee had little opportunity to leave. Once outside hiring started, an employees

competencies became useful elsewhere and had a market value. In fact, an employee may

actually be more valuable to a competitor than to their current employer because they

bring with them not only their own performance but knowledge and insight about how

their old employer operated.

The competitors can pay the employee more than the current employer and still make

money on the deal because they have no early investment costs to recoup. In the graph

above, the market value of the employee becomes something closer to the line


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representing their true value to an employer. Employers then face what seems like an

impossible choice: Either stay with their practices and watch their newly developed

employees leave for better paying opportunities elsewhere, losing their investment in

them, or raise wages up to the new market level, losing the ability to recoup the

investments they have just made in their employees.

What we need to address going forward is how to make investments in development

affordable, and part of that challenge involves employee retention, making it possible to

at least retain employees long enough to recoup the training investments in them.

From Personnel to Strategic HR to Talent Management4

To understand why Talent Management has become so important, we must first look at

the evolution of corporate HR:

Stage 1: Personnel Department:

In the 1970s and 1980s

the business function

which was responsible for

people was called "The

Personnel Department."

The role of this group was

to hire people, pay them,

and make sure they had

the necessary benefits.

The systems which grewup to support this function

were batch payroll systems. In this role, the personnel department was a well understood

business function.

4http://joshbersin.com/2007/06/01/talent-management-changes-hr/


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Stage 2: Strategic HR:

In the 1980s and 1990s organizations realized that the HR function was in fact moreimportant - and the concepts of "Strategic HR" emerged. During this period organizations

realized that the VP of HR had a much larger role: recruiting the right people, training

them, helping the business design job roles and organization structures (organization

design), develop "total compensation" packages which include benefits, stock options and

bonuses, and serving as a central point of communication for employee health and

happiness. The "Head of Personnel" became the "VP of HR" and had a much more

important role in business strategy and execution. The systems which were built up to

support this new role include recruiting and applicant tracking (ATS), portals, total

compensation systems, and learning management systems. In this role, the HR

department now became more than a business function: it is a business partner, reaching

out to support lines of business.

Stage 3: Talent Management:

We are now entering a new era: the emergence of "Talent Management." While strategic

HR continues to be a major focus, HR and L&D organizations are now focused on a new

set of strategic issues:

How can we make our recruiting process more efficient and effective by using"competency based" recruiting instead of sorting through resumes, one at a time?

How can we better develop managers and leaders to reinforce culture, instill values,and create a sustainable "leadership pipeline?"

How do we quickly identify competency gaps so we can deliver training, e-learning, ordevelopment programs to fill these gaps? How can we use these gaps to hire just the

right people?

How do we manage people in a consistent and measurable way so that everyone isaligned, held accountable, and paid fairly?

How do we identify high performers and successors to key positions throughout theorganization to make sure we have a highly flexible, responsive organization?


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How do we provide learning that is relevant, flexible, convenient, and timely?These new, more challenging problems require new processes and systems. They require

tighter integration between the different HR silos -- and direct integration into line of

business management processes. Today organizations are starting to buy, build, and stitch

together performance management systems, succession planning systems, and

competency management systems. The HR function is becoming integrated with the

business in a real-time fashion.

The New HR Mission and Talent Management Processes

Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers. Impending retirement of the baby boomers. Low levels of employee engagement. Acknowledgement of the high cost of turnover. Arduous demands of managing global workforces. Importance of succession planning. Off shoring and outsourcing trends.

Figure 2: Talent Management Platform

(Source: https://reader009.{domain}/reader009/html5/0517/5afd38e273af7/5afd38eee62d1.jpg)


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Taleos graphical representation emphasizes the mandate of talent management to

respond to business goals and consequently be the driver of business performance. Talent

management is depicted as a circularnot a linearset of activities.

Talent Management Process

Organizations are made up of people: people creating value through proven business

processes, innovation, customer service, sales, and many other important activities. As an

organization strives to meet its business goals, it must make sure that it has a continuous

and integrated process for recruiting, training, managing, supporting, and compensating

these people. The following chart shows the complete process:

1. Workforce Planning: Integrated with the business plan, this process establishes

workforce plans, hiring plans, compensation budgets, and hiring targets for the year.

2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and

hiring the business brings people into the organization.

3. On boarding: The organization must train and enable employees to become

productive and integrated into the company more quickly.

Figure 3: Talent Management Process

(Source: http://www.bersin.com/images/talent_circle_507w.jpg)


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4. Performance Management: by using the business plan, the organization establishes

processes to measure and manage employees.

5. Training and Performance Support: of course this is a critically important function.

Here we provide learning and development programs to all levels of the organization.

6. Succession Planning: as the organization evolves and changes, there is a continuous

need to move people into new positions. Succession planning, a very important function,

enables managers and individuals to identify the right candidates for a position. This

function also must be aligned with the business plan to understand and meet requirements

for key positions 3-5 years out. While this is often a process reserved for managers andexecutives, it is more commonly applied across the organization.

7. Compensation and Benefits: clearly this is an integral part of people management.

Here organizations try to tie the compensation plan directly to performance management

so that compensation, incentives, and benefits align with business goals and business

execution.

8. Critical Skills Gap Analysis: this is a process we identify as an important, often

overlooked function in many industries and organizations. While often done on a project

basis, it can be "business-critical." For example, today industries like the Federal

Government, Utilities, Telecommunications, and Energy are facing large populations

which are retiring. How do you identify the roles, individuals, and competencies which

are leaving? What should you do to fill these gaps? We call this "critical talent

management" and many organizations are going through this now.

In the center of this process are important definitions and data: job roles, job descriptions,

competency models, and learning content.


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Leadership Development: A Key Part of Talent Management5

Leadership development and talent management have a strong correlation with each

other. In fact, leadership development is an integral part of any successful corporate

talent management strategy. It involves identification of potential leaders, grooming and

training them for leadership roles, and gradually delegating more authority and

responsibility to them to cultivate leadership skills. Leadership development not only

involves leading others, but first and foremost, it involves leading oneself. An individual

who is a keen learner and highly self-motivated is a natural leader. With systematic

leadership training, including opportunity and experience, such an individual may have

the potential to become an equally successful leader of a large group or an organization.

Development of the leadership potential of key candidates is one of the crucial tasks of

talent management in any business organization.

Leadership Development Process

Leadership development and talent management are inseparable. The process of

leadership development begins with the creation of an effective leadership design. This

design may differ from one organization to another, depending on the leadership needs of

each organization. Therefore, it becomes important to analyze the leadership traits

required to lead and manage a particular organization or one of its branches or divisions.

The culture and ethos of the organization determines what kind of leaders may be most

successful in a particular internal corporate environment and culture.

Once the business organization is clear about the essential traits that it needs its leaders to

possess, the necessary training tools to develop such leadership can be put into place. If

any external leaders need to be hired for the organization, it becomes easier to choose

them according to the leadership design. For internal leadership development, there can

be various training programs that may include coaching, hands-on training, mentoring

5http://www.brighthub.com/office/human-resources/articles/101592.aspx


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and systematic delegation of higher responsibilities. Contemporary leadership

development processes are more globalized, highly integrated and interactive.

Talent Management: Job Satisfaction & Job Effectiveness

Talent Management is positively correlated with job effectiveness and employee

satisfaction. By adopting some of the talent management practices like, providing

challenging jobs and providing them opportunities to grow, the employee takes the job as

a challenge and puts full efforts, this will improve his job effectiveness.

Effective compensation management, training and development, performancemanagement, job autonomy and decision making authority are some of the techniques to

improve the performance of the employees

These practices will directly affect the results and will ultimately results in better job

satisfaction. It starts with pre-hire assessment which ensures right person on the right job.

Easier entry into the talent pool will provide more opportunities to the employees career

growth. This will facilitate transparent talent management.

It will also facilitate employees career development, succession planning, developing

KSAOs in them, competency building and competency mapping. These will results into

improved level of employee satisfaction.


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2.3 Conceptual Model of the research

For carrying out the research, the researchers have framed the following model.

Figure 4: Conceptual Model

This research is carried out to define the correlation of Talent Management with

Employees Job Effectiveness, their level of satisfaction and opportunities for their

Leadership Development.

In this Model, Talent Management results into 3 outcomes.

1. Improved Job Effectiveness2. Improved Level of Employee Satisfaction3. More/Better scope for Leadership DevelopmentThese three will ultimately results into improved productivity of an employee. To test the

same certain hypothesis are framed which are collected through questionnaires and tests

were applied.

Talent

Management

Job

Effectiveness

Job

Satisfaction

Leadership

DevelopmentProductivity


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Chapter 3 Review of Literature

Kozlowski, et al. (2000) suggests an approach to organisation improvement anddevelopment based on enhancing the knowledge, skills and attitudes or abilities of the

workforce. This paradigm may be accomplished through training activities. From this

perspective, training is effective to the extent that it directly contributes to the strategy,

objectives, or outcomes central to organizational effectiveness. The theoretical

frameworks are not, however, adequately addressed in current models. Thus, a theoretical

model is proposed in the hope that it will assist in understanding the relationship between

training and firm performance.

Lewis (2000) said, Individuals are demanding more challenging work and opportunities

to develop their skills and abilities, and to be compensated for their high performance.

Employee survey results identified four issues related to talent management in which

gaps exist between what the organization provides and what employees managers

provide. These include knowing and providing employees with training and development

opportunities, providing resources and rewards employees need to excel at their jobs,

knowing and managing employees career expectations, and serving as a mentor to guide

employee careers.

Jeffrey Pfeffer (2001) observes, Fighting the war for talent itself can cause problems.

Companies that adopt a talent war mind-set often wind up venerating outsiders and

downplaying the talent already in the company. They frequently set up competitive zero-

sum dynamics that make internal learning and knowledge transfer difficult, activate the

self-fulfilling prophesy in the wrong direction (those labelled as less able become less

able), and create an attitude of arrogance instead of an attitude of wisdom. For all thesereasons, fighting the war for talent may be hazardous to an organizations health and

detrimental to doing the things that will make it successful.

Michaels et al (2001) identified five imperatives that companies need to act on if they

are to win the war for managerial talent. These are: Create a winning employee value

proposition that will make your company uniquely attractive to talent, move beyond


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recruiting hype to build a long-term recruiting strategy, use job experience, coaching and

mentoring to cultivate the potential in managers. Central to this approach is a pervasive

mindset a deep conviction shared by leaders throughout the company that competitive

advantage comes from having better talent at all levels.

Corporate Leadership Council (2003) concluded that as a primary owner of talent

management, HR has many rolesone of the most important is that of facilitator of the

talent mindset. HR leads the way for the organization to own, as an entity, the role of

talent management for organizational success. In the role of business partner, HR works

closely with the board, the CEO and senior management to ensure that they are

committed to talent management work. As talent management facilitator, HR also pays

close attention to how the organization's culture supports talent. Broadly speaking, HR's

role encompasses communicating the talent management philosophy companywide and

knowing the industry competition. In addition, HR needs to develop an integrated and

proactive strategic approach to talent managementthe big picturesas well as

managing critical information, such as tracking turnover and knowing what factors

contribute to retention. To integrate talent management into all areas of the company, HR

also plays a role of change management agent. To drive this change, HR addresses four

diverse talent management activities: recruitment, performance management, leadership

development and organizational strategy. In this role, HR manages four major risks to the

business: 1) vacancy risk (to safeguard key business capabilities, focus on scarce skills

and fit to position); 2) readiness risk (to accelerate leadership development, provide full

business exposure to rising stars); 3) transition risk (to avoid loss of key talent, select

successors with leadership ability and hire for organization capability); and 4) portfolio

risk (to maximize strategic talent leverage, focus on senior management's commitment to

development and performance standards).

Brown, P and Hesketh, A (2004) makes the point that recruitment cannot become the

substitute of poor people management (including skills development). Neither is

recruitment a substitute or compensation for investment in training and development. The


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challenge is to find the dormant and obvious talents and build it to the mutual benefit of

both the organisation and the individual.

According to a report by Industrial Relations Counselors, Inc. (2004), managing global

talent has challenges and significant implications for sustainability and growth. A recent

study of global companies, for example, states that companies are concerned about the

development of future leaders capable of navigating the global business environment.

Key findings show that the most important determinant of global talent management

(GTM) success is the degree of involvement by the CEO, the board of directors and the

GTM leader in talent management activities. On average, for example, CEOs spend 16%

of their time speaking publicly about GTM, mentoring high potentials, participating in

talent reviews and approving the succession plans. Board members in 46% of companies

provide input into assessment of key employees and 39% meet with high potentials

during the years.

Morton (2005) observed that Talent management metrics are evolving. As organizations

increasingly focus on talent management strategies, they seek ways to validate these

initiatives and measure their business impact. Many firms are beginning to include talent

management in their dashboards or scorecards. For example, HSBC, a banking and

financial services institution, uses the Balanced Scorecard, with talent management listed

under learning and growth. Scorecards provide a clear "line of sight" to organizational

strategic goals by linking talent management to objectives and performance appraisals.

Measures may include factors such as employee survey results, turnover (e.g., talent

pools) and the number of employees on secondments.

Fegley (2006) observed, Investment in human capital requires careful planning. Under

the talent management umbrella, succession planning and leadership development are

important organizational business strategies to develop and retain talent. As noted in the

2005 Human Capital Index Report, succession planning is also one of the key strategies

to reduce turnover costs." While in the past succession plans were primarily focused on

key leadership roles, organizations are now establishing leadership development and


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succession planning initiatives early in the process of employee career development. In

addition, according to SHRM's 2006 Succession Planning Survey Report, 58% of

organizations have either a formal (29%) or informal (29%) succession plan and 26%

plan to develop one. The survey findings note that large organizations (500 or more

employees) and publicly or privately owned for-profit organizations are more likely to

have formal succession plans. The responsibility for implementing succession planning

varies, starting with HR and followed by senior management, the president/CEO and the

chief operating officer. However, not all organizations are jumping on the bandwagon to

develop succession plans; 16% do not intend to do so. The reasons vary, with companies

saying more immediate needs take precedence; some companies have too small a staffsize, while others have not yet considered it, and still others have no support from senior

management.

Tansley et al (2006) claim that talent management requires HR professionals and their

clients to understand how they define talent, who they regard as the talented and what

their typical background might be. It also requires thinking about whether such recruits

should be seen as particularly gifted. If talents are considered to be gifted, then how

many people are we talking about in an organization?

According to Warren (2006), Resourcing strategies are concerned with assessing the

need for talented people and then recruiting and retaining them. The concept of talent

management as a process of ensuring that the organization has the talented people it

needs only emerged in the late 1990s. It has now been recognized as a major resourcing

activity, although its elements are all familiar. Talent management has been called a fad

or a fashion, talent management is an idea that has been around for a long time. Its been

re-labelled, and that enables wise organizations to review what they are doing. It

integrates some old ideas and gives them freshness, and that is good.

As defined by the CIPD (2007), Talent consists of those individuals who can make a

difference to organizational performance, either through their immediate contribution or

in the longer term by demonstrating the highest levels of potential. Talent management


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is the process of identifying, developing, recruiting, retaining and deploying those

talented people.

Thorne and Pellant (2007) observed, No organization should focus all its attention on

development of only part of its human capital. What is important, however, is

recognizing the needs of different individuals within its community. The general

consensus seems to be that while talent management does concentrate on obtaining,

identifying and developing people with high potential, this should not be at the expense

of the development needs of people generally.

Younger et al (2007) suggested the approaches required involve emphasizing growthfrom within, regarding talent development as a key element of the business strategy,

being clear about the competencies and qualities that matter, maintaining well-defined

career paths, taking management development, coaching and mentoring very seriously,

and demanding high performance.

Thang, et.al. (2010) said, although there are many advocates of training and its important

role in improving firm performance, it has been criticized as faddish, or too expensive

and not transferring to the job. In fact, some studies have failed to find the impacts of

training on firm performance. This article aims to advance understanding of the effects of

training on firm performance by reviewing theory and previous empirical studies on the

relationship between training and firm performance. The paper aims to describe the

important theoretical approaches and proposes a framework for analyzing training and

firm performance issues. Data from previous studies are used to assess the effects of

training on firm performance. The analysis indicates that the relationship between

training and firm performance may be mediated by employee knowledge and attitude.

Furthermore, capital investment or organisational strategy does moderate the training

performance relationship.


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Chapter 4 Research Methodology

4.1 Research Problem

There have been certain arguments and counter arguments on the adaption and

effectiveness of the Talent Management Practices. Whether their effectiveness results in

improved Job Effectiveness, improved Job Satisfaction and better opportunities for

Leadership development or not. And the productivity of the firms adapting them is being

developed with comparison to those who dont.

4.2 Objectives of Research

1. To know about the Talent Management practices adopted by the Manufacturing firmsin Rajkot region.

2. To measure the effectiveness of the Talent Management practices.3. To measure the impact of Talent Management practices on the variables like Job

Effectiveness, Job Satisfaction & Leadership Development.

4.3 Hypotheses

H0= Effectiveness of Talent Management practices have positive impact on Job

effectiveness, Job satisfaction, Productivity and Leadership development of employees.

Ha= Effectiveness of Talent Management doesnt have any positive impact on Job

effectiveness, Job satisfaction, Productivity and Leadership development of employees.

4.4 Research Design

Research Type

In the research, the primary data was collected on the basis of the assumed relationship

among variables. Hypotheses were framed and tests were applied. So, this will be a

Quantitative type of research.


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Sampling Method

Sample was chosen through simple random sampling method in which few employees

were selected randomly from the population to fill up the questionnaires.

Sample size

One questionnaire (Talent Management from Management perspective) was filled by

Management of each firm totaling 5. While among the employees 200 questionnaires

were distributed from them 192 were eligible for consideration. Among the firms asample of 42 was drawn from Amul, 68 from Jyoti CNC, 29 from Orbit, 31 from Pelican

and 22 from Balaji.

Data Collection

Primary DataThe primary data was collected through the two questionnaires.

Secondary DataFor some of the background information of the manufacturing industry and the company

information company brochures and internet was used.

Research Tool

As a research tool two types of questionnaires were framed.

For management For employees

In the questionnaire for management number of 13 questions were asked to know the

approach the management has towards adoption of and maintenance of the Talent

Management Practices. All the questions were of dichotomous type.


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The questionnaire for employees was divided into 4 parts i.e.

Effectiveness of Talent Management Practices

Job Effectiveness & Productivity Improvement Employee Satisfaction Leadership Development

A total of 33 questions were asked out of which 12 related to effectiveness of talent

management, 7 each were related to Job Effectiveness & Productivity Improvement,

Employee Satisfaction, Leadership Development and Likert Scale was chosen for

employees to respond.


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Chapter 5 Data Analysis & Interpretation

Based on the formulated objectives and hypothesis, the data analysis was performed withthe help of three tests

1. Chi-Square test2. Correlation Analysis &3. Analysis of Variance (ANOVA)

The Chi-Square test was performed on the data obtained from the questionnaires filled

from the management side.

The correlation was analyzed of Effective talent management practices with the three

variables.

The analysis of variance was done among the industry regarding the four variables. The

following shows how the three analyses were conducted.


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1. Chi-Square Test

Based on the questionnaires filled from the management side the following were theresults found. On these results Chi- Square goodness of fit test was applied.

H0 = The management adopted favorable approach towards Talent Management.

Ha = The management doesnt adopted favorable approach towards Talent Management.

The calculated value = 0.998676 The tabulated value = 21.666

The calculated value is less than the tabulated value. So the null hypothesis gets accepted

and this result that the managements approach towards Talent Management is favorable.

This means the management is adopting the thinking and the approach that will facilitate

effective talent management practices. In the manufacturing industry of Rajkot the firms

are adopting transparent talent management practices, they have high risk approach

towards the individual development.

These firms are also providing high support to the employees in entering in the talent

pool. The opportunities that they provide for the individual development are also good for

effective talent management.

Observed 8 9 9 8 10 9 7 8 10 7

Expected 8.5 8.5 8.5 8.5 8.5 8.5 8.5 8.5 8.5 8.5

Table 1: Chi- Square Table


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2. Correlation Analysis

H0 = Effective Talent Management have positive correlation with Job Effectiveness,Productivity, Job satisfaction and Leadership Development.

Ha = Effective Talent Management has negative correlation with Job Effectiveness,

Productivity, Job satisfaction and Leadership Development.

The value of r (Correlation) is very near to 1 in all three cases. This shows that there is

good correlation between them. Effective talent management practices are having a very

good correlation with the three variables. The values of all three correlations between the

variables are very near to 1. The lowest correlation is with employee satisfaction

compared to job effectiveness and leadership development.

Effectiveness of

Talent Management

Job Effectiveness &

Productivity

Improvement

Employee

Satisfaction

Leadership

Development

StronglyAgree

105 54.8 46.6 48.6

Agree 240.6 164 141.6 142.6

Neutral 75.6 20 24.6 33.4

Disagree 36 23.6 44 37.4

Strongly

Disagree3.6 0.8 8.8 7.2

Correlation

Effective

TalentManagement

Job Effectiveness 0.977593

Employee Satisfaction 0.947606

Leadership Development 0.974454

Table 2: Correlation Analysis


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3. Analysis of Variance (ANOVA test)

A.Effectiveness of Talent Management PracticesHo = There is no significant variance in the Industry regarding Effectiveness of Talent

Management.

Ha = There is significant variance in the Industry regarding Effectiveness of Talent

Management.

Amul BalajiJyoti

CNCOrbit Pelican

Strongly Agree 99 61 209 76 80

Agree 293 127 352 207 224

Moderate 74 43 161 48 52

Disagree 36 29 83 16 16

Strongly Disagree 1 4 11 2 0

Chart 1: Effectiveness of Talent Management Practices

Table 3: ANOVA of Effectiveness of Talent Management Practices


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The chart depicts in all 5 firms the talent management practices are very much effective

as in all the cases, around 80% of the respondents are on the satisfied side from the total

sample.

ANOVA

Source of Variation SS df MS F F crit

Between Groups 37412.56 4 9353.14 1.003174762.866081402

Within Groups 186470.8 20 9323.54

Total 223883.4 24

The calculated value is less than critical (tabulated). So, the null hypothesis gets

accepted which results that there is no significant difference among the industry

regarding effectiveness of talent management.

This shows that in the firms in the manufacturing industry of Rajkot region follow the

same trend regarding the effectiveness of the talent management practices. The ANOVAresults in the calculated value of F around 1 which is very less than the tabulated value of

2.87. This proves there is no variance among the industry units regarding the

effectiveness of talent management practices.

Table 3: ANOVA of Effectiveness of Talent Management Practices


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B. Job effectiveness & Productivity improvement

Ho = There is no significant variance in the Industry regarding Job Effectiveness &Productivity Improvement.

Ha = There is significant variance in the Industry regarding Job Effectiveness &

Productivity Improvement.

Amul BalajiJyoti

CNCOrbit Pelican


Agree 173 89 262 141 155

Moderate 32 14 46 4 4

Disagree 28 13 41 18 18


Chart 2: Job effectiveness & Productivityimprovement

Table 4: ANOVA of Job effectiveness & Productivityimprovement


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The chart depicts that the employees feel that due to the talent management practices

there has been an improvement in the job effectiveness and the productivity has also

inproved.

ANOVA

Source of Variation SS Df MS F F crit

Between Groups 10556.56 4 2639.14 0.556468311 2.866080706

Within Groups 94853.2 20 4742.66

Total 105409.76 24



regarding Job Effectiveness & Productivity Improvement.


same trend regarding Job effectiveness and productivity improvement. The ANOVA

results in the calculated value of F around 0.55 which is very less than the tabulated value

of 2.87. This proves there is no variance among the industry units regarding Job

effectiveness and productivity improvement.

Table 4: ANOVA of Job effectiveness & Productivityimprovement


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C. Employee Satisfaction

Ho = There is no significant variance in the Industry regarding Employee Satisfaction.

Ha = There is significant variance in the Industry regarding Employee Satisfaction.

Amul BalajiJyoti

CNCOrbit Pelican


Agree 180 75 203 123 127

Moderate 35 16 38 16 18

Disagree 32 30 86 33 39


Chart 3: Employee Satisfaction

Table 5: ANOVA of Employee Satisfaction


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The chart depicts positive relation of effective talent management practices on the

employees job satisfaction. It shows around 80% of job satisfaction among the industry

workforce.

ANOVA


Between Groups 13143.44 4 3285.86 1.069177356 2.866080706

Within Groups 61465.2 20 3073.26

Total 74608.64 24



regarding Employee Satisfaction.


same trend regarding Employee satisfaction. The ANOVA results in the calculated value

of F around 1 which is very less than the tabulated value of 2.87. This proves there is no

variance among the industry units regarding Employee satisfaction.

Table 5: ANOVA of Employee Satisfaction


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D. Leadership Development

Ho = There is no significant variance in the Industry regarding Leadership Development.

Ha = There is significant variance in the Industry regarding Leadership Development.

Amul BalajiJyoti

CNCOrbit Pelican


Agree 181 69 212 122 129

Moderate 32 20 44 34 37

Disagree 34 29 65 29 30


Chart 4: Leadership Development

Table 6: ANOVA of Leadership Development


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The chart depicts that because of few of the talent management practices like challenging

jobs and employee initiation plans, the employees feel that there has been huge scope for

their leadership development.

ANOVA


Between Groups 12918.16 4 3229.54 1.00807826 2.866080706

Within Groups 64073.2 20 3203.66

Total 76991.36 24



regarding Leadership Development.


same trend regarding Leadership development. The ANOVA results in the calculated

value of F around 1 which is very less than the tabulated value of 2.87. This proves there

is no variance among the industry units regarding Leadership development.

Table 6: ANOVA of Leadership Development


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Chapter 6 Conclusion

After testing the hypothesis with the help of Chi-Square test, ANOVA test, the followingconclusions were drawn.

The firms in the manufacturing industry of Rajkot region are very much aware of the

importance of Talent Management practices and its impact on the organizations

performance.

These firms have adopted and maintained the Talent Management Practices very well and

their effectiveness is also high which has resulted into improved performance of the

employees and the organization as well.

There is positive correlation of Talent Management Practices with Employees job

effectiveness, his satisfaction with the job and leadership development.

On the basis of ANOVA test a conclusion can be drawn that there is no significant

variance among the industry firms regarding the four variables.

6.1 Managerial Implications of the research

The research was conducted to identify the impact Talent Management has over Job

Effectiveness, Job Satisfaction and Leadership Development. This research will provide

evidence of the positive impact Talent Management has over the three variables.

The research will guide the management in providing effective Talent Management

programs and to know where the employees are lagging behind and identify the factors

which will help in developing future leaders.


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6.2 Limitations of the research

The researchers faced some difficulties in getting the questionnaires filled in the lastphase. Because of the end days of the accounting year few of the firms and employees

refused to fill up the questionnaires.

There was no uniformity in the answers of the employees and responses were ambiguous.

In some of the firms there were no provisions for certain talent management practices so

the questions relating to them were left unanswered.

The questionnaire contained some of the typical HR terminologies which were not easily

understood by some of the workers. So the questionnaires had to be filled up personally.

At some organizations the researcher provided some questionnaires out of them some

returned half filled and had to be rejected.

6.3 Scope for Future Research

The research was limited to the Manufacturing Industries of Rajkot region only. There is

large scope to carry out this research in other industries like IT, Service, Banking and

many other sectors. This kind of research will define the trends followed in the adaption

of the Talent Management Practices in different Regions.

Effective Talent Management practices will ultimately results in improved financial

performance. So, Researchers defining Correlation between Talent Management

Practices and the firms financial performance of Manufacturing or any other Industry

can be another area of research.

In this era of competition, the Talent Management practices have its own importance in

the battle of survival. A comparative research can be carried out comparing the firms

which have adopted the Talent Management practices and the firms which dont have any

kind of Talent Management practices and how it affects the firms performance.


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References

Brown, P & Hesketh, A. The Mismanagement of Talent. 2004. Oxford University Press

Chartered Institute of Personnel and Development (CIPD) (2007) Talent Management:

Understanding the dimensions, CIPD, London

Corporate Leadership Council (2003). High-impact succession management: From

succession planning to strategic executive talent management. Retrieved January 27,

2009, from www.executiveboard.com

Fegley, S. (2006). 2006 succession planning survey report. Alexandria, VA: Society for

Human Resource Management.

Industrial Relations Counselors, Inc. (2004). IRC survey of global talent management

practices. Retrieved January 12, 2010, from www.orcinc.com

Kozlowski, S., Brown, K., Weissbein, D., Cannon-Bowers, J., & Salas, E. (2000). A

multi-level approach to training effectiveness. In K. Klein, & S. Kozlowski (Eds.),

Multi-level theory, research, and methods in organizations: Foundations, extensions,

and new directions (157-210). San Francisco, CA: Jossey-Bass Publishers

Lewis, B.O. (2000). Leadership Strategies for Change and Retention. Presentation given

at Human Resources Management Association of Chicago meeting.

Michaels, E G, Handfield-Jones, H and Axelrod, B (2001) The War for Talent, Harvard

Business School Press, Boston, MA

Michael Armstrong (2010). Armstrongs Essential Human Resource Management

Practice, Kogan Page Limited, pp. 203-208.

Morton, L. (2005). Taient management vaiue imperatives: Strategies for execution. New

York: The Conference Board.


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Pfeffer, J (2001) Fighting the war for talent is hazardous to your organizations health,

Organizational Dynamics, 29 (4), pp 24859

Tansley, C., Harris, L., Stewart, J., & Turner, P. 2006. Talent Management:

Understandingthe Dimensions. In CIPD (Ed.), Change Agenda: 1-16. London: CIPD.

Thang, N. N., Quang, T. & Buyens, D. (2010). The Relationship between Training and

Firm Performance: A Literature Review, Research and Practice in Human Resource

Management, 18(1), 28-45.

Thorne, K and Pellant, A (2007) The Essential Guide to Managing Talent, Kogan Page,

London

Warren, C (2006) Curtain call, People Management, 23 March, pp 2429.

Younger, J, Smallwood, N and Ulrich, D (2007) Developing your organizations brand as

a talent developer,Human Resource Planning, 30 (2), pp 2129.


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Questionnaire on Talent Management

(from Management Perspective)

1. How m any employees does your organisation have?

1-25 2650 51100 101-250

2511000 10015000 10000 or more

2. W hat is the annual turnover of your organization___________________________

3. Think for a minute about the formal and informal aspects of your organizations

performance management. What has more serious consequences on peoples careerprogression?

Achieving tangible outcomes Demonstrating desired behaviors

4. Where do you focus individual development activities; primarily on strengths or

weaknesses?

Strengths Weaknesses

5. What level of support do you provide to your talent pool Low or High?

Low High

6. Who is included in the Talent pool just a select few or everyone?

Select Few Everyone

7. How transparent is your Talent Management system?

Opaque Transparent

8. How do peoples career progress once they have been identified as talent? Via the

standard route but in an accelerated manner, or via diverse routes that consider

individual skills?

Accelerated route Differentiated route

9. Is Talent Management owned by the business unit, or is shared around the

organisation?

Business Unit Shared around organisation

Annexure

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10. How much risk is the organisation prepared to tolerate regarding promotions and

development opportunities?

High risk approach Low risk approach

11. How easy it is for the employee to enter the Talent Pool?

Easy Difficult

12. Manageement Style adopted

Paternalistic Autocratic

Democratic Laissez-faire

13. What Talent Management Practices do you have?

Effective Compensation Management Job Challenges and opportunities

Career Development Rewards and Recognition

Work-life Balance Training and Development Opportunities

Succession Planning Leadership Development

Performance Management Pre-hire Assessment

Competency Building and Competency Mapping

Job Autonomy and Decision making authority Others, specify____________________________________________________________

Thank You


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Questionnaire on Talent Management(from Employee Perspective)

To respond use the below mentioned scale and in the suitable box.

1. Strongly Agree 2. Agree 3. Neutral/Cant say

4. Disagree 5. Strongly Disagree

1. Effectiveness of Talent Management practices

Que

No.Questions 1 2 3 4 5

1 I view this job challenging

2 I feel job suits my educational qualification

3I feel I am paid with a performance linkedsalary?

4 I feel no stress in doing my job

5 I am satisfied with my succession plan

6I get sufficient opportunities for my career togrow

7I feel my performance is measuredeffectively

8 I get regular feedback on my performance

9 I feel there is huge scope in the organization formy competencies to develop

10The training & Development practices haveimproved my performance

11 My leadership qualities have nurtured

12I feel TM practices have resulted into improvedjob effectiveness

2. Job Effectiveness & Productivity Improvement

1Improvement in Level of my efficiency &effectiveness in organization.

2 Capability to work under stress.3 Commitment towards responsibility.

4 Effectiveness when work in team.5 Effectiveness when work individually.

6Coordination and cooperation among employeesand department.

7Awareness regarding job content, related skillsand competencies.


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3. Employee Satisfaction

1Satisfied with the kind of training anddevelopment program.

2 Satisfy with the role in the organization.

3Satisfied with the freedom in work and workingconditions.

4 Satisfied with the pay scale.

5Satisfied with the skills and personaldevelopment opportunities.

6 Health and care benefits.

7 Job security.

4. Leadership Management

1 My top management believes in mycapabilities?

2My organization provides sufficient autonomyin doing my job?

3I am called upon to plan initiatives for myorganization.

4 New and challenging tasks are provided to me.

5

Flexibility to Alter and deviate individual work

plan to suite to the changing needs of theorganization and the department

6I am enthusiastic and maintain a positive attitude

every day for the sake of my team members.

7 I am given the tasks which I am good at.

Thank You

rajesh & sharad

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