talent management and identification

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A Project report on

Talent Management Survey

In

COMPANY Ltd.


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ACKNOWLEDGEMENT

Words put on paper are mere ink marks, but when they have a purpose there exist a

thought behind them. I too have a purpose to express my gratitude towards those individuals

without whose guidance the project would not have been possible.

I would like to express my thanks to Mr. G. M. Pitale (Head Personnel Division),

COMPANY Ltd. Who has kindly permitted me to undertake the project in the

organization.

I am also thankful to Mrs. Alka Jadhav and other members of the organization for their

support and providing the required information.

It was a pleasure to be associated with COMPANY Ltd. The experience that I have

garnered has had a profound impact on my career choices and has helped me realize what is

requisite for success in the corporate world. I carry high regards for the complete team of

COMPANY Ltd.

I also take this opportunity to express a great sense of gratitude towards our Director,

Dr. B. B. Rayate and internal project guide Mrs. Manisha Gaikwad for providing me vital inputs to

co-relate the present project work and hence provide a sound base to the report structure. A specialword of thanks also goes to all the teaching and non teaching staff of my institute and my Friends.

Date: 07-11-09 Amol B. Kasar


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DECLARATION

I hereby declare that this Project Report titled Talent Management submitted by me is based on

actual work carried out by me under the guidance and supervision of Mrs. Manish Gaikwad. Any

reference to work done by any other person or institution or any material obtained from other

sources have been duly cited and referenced. It is further to state that this work is not submitted

any where else for any examination.

K. R. Sapkal college of Signature of Student

Management Studies.

Kalyani Hills, Sapkal Knowledge Hub,

Anjaneri-Wadholi, Trimbakeshwar Rd,

Nashik-422212. Amol. B. KasarTel-(02594) 220165.

Date: 07-11-09


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CERTIFICATE FROM THE GUIDE

This is certify that Amol Bhagwan Kasar has completed the Project Report on

Talent Management under my guidance and supervision , and submitted the report as laid down

by Pune University, Pune. The material that has been obtained from other sources is duly

acknowledged in the report. It is further certified that the work or its part has not been submitted

to any other university or examination under my supervision. I consider this work worthy for the

award of the degree of Master in Business Administration.

K. R. Sapkal college of Signature of Guide

Management Studies.

Kalyani Hills, Sapkal Knowledge Hub,

Anjaneri-Wadholi, Trimbakeshwar Rd,

Nashik-422212. Name:

Tel-(02594) 220165.

Date:


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Talent Management Survey

Index

Sr. No. Contents PageNo.

1 Chapter 1: Introduction

1.1 Object of the project

1.2 Introduction of study

1.3 Objectives of the study

1.4 Rationale of the study

1.5 Scope of the Project

1.6 Limitations of the Study

7-11

2 Chapter 2: Research Methodology

Review of literature

Research Design and sample size

2.3 Primary and secondary data and its

sources

2.4 Statement of hypothesis

12-17

3 Chapter 3: Profile of the

Organization

3.1 Introduction of the organization

3.2 Network/Products/Branches of

organization

3.3 Flow Chart of the organization

3.4 Mission of the organization

18-25

4 Chapter 4: Introduction of Talent

Management

4.1 Introduction of Talent Management

4.2 Talent Management v/s Traditional HR

Approach

4.3 Understanding Talent

4.4 Human Capital Management

26-30

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Sr.

No.

Name of Chapter Page

No.5 Chapter 5: Talent Management

5.1 Meaning and Definition of Talent Management,

Importance of Talent

Management.

5.2 Challenges of Talent Management,5.3 How to Manage Talent?

5.4 Steps involved in Talent Management Process

31-42

6

Chapter 6: Performance appraisal6.1 What is Performance appraisal?

6.2 Methods of Performance appraisal

6.3 How performance appraisal conduct in Company

Ltd.

43-49

7

Chapter 7:Career Planning7.1 Meaning, Definition and procedure of Career

planning,

7.2 Benefits of Career Planning,

7.3 How implement career planning in Company

Ltd, Nasik.

7.4 Succession Planning: Meaning, DefinitionImportance.

7.5 Implementation in Company of succession

planning.

50-60

8

Chapter 8: Training and Development8.1 Training and development: Meaning, Definition,

Procedure, method.

8.2 How training is necessary for Development8.3 Method of training

8.4 How training is conduct in Company ltd. Nasik?

Documentation and procedure for training in

Company ltd. Nasik.

61-69

9 Chapter 9: Conclusion and testing of

hypothesis

72-80

10 Chapter 10: Suggestions and

recommendations

81-85

11 AppendicesI Questionnaire

II Bibliography

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Chapter 1

9

Chapter 1: Introduction


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1.1 Introduction of the study

Talent Management

Talent management implies recognizing a person's inherent skills, traits,personality and offering him a matching job. Every person has a unique talent that

suits a particular job profile and any other position will cause discomfort. 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. Talent Management is beneficial to both the organization and the

employees. The organization 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; increased knowledge about and contribution to company goals;

sustained motivation and job satisfaction.In these days of highly competitive world, where change is the only constant

factor, it is important for an organization to develop the most important resource of all

- the Human Resource. In this globalize world, it is only the Human Resource that can

provide an organization the competitive edge because under the new trade

agreements, technology can be easily transferred from one country to another and

there is no dearth for sources of cheap finance. But it is the talented workforce that is

very hard to find.

Talent signals an ability to learn and develop in the face of new challenges.

Talent is about future potential rather than past track record. So talent tends to be

measured in terms of having certain attributes, such as a willingness to take risks and

learn from mistakes, a reasonable (but not too high) level of ambition and

competitiveness, the ability to focus on big picture issues, and an awareness of their

own strengths, limitations and impact on others.

Several talent management processes need to be in place on a strategic

level in order ensure its success. Such processes/strategies include talent

identification, recruitment & assessment, competency management, performance

management, career development, learning management, compensation,

succession planning etc.

Talent management has a number of benefits to offer such as employee

engagement, retention, aligning to strategic goals in order to identify the future

leadership of the organization, increased productivity, culture of excellence andmuch more.

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1.2 Objectives of Study:-

In the current scenario of cutthroat competition, every company has to survive

to satisfy its customers by providing them quality products and services. The summer

training at Company, was undertaken with a view to study certain fundamental as

well as the commercial and operational aspects of the company. The training

involved the study of the following:

To understand the entire procedure of Talent management

To understand the need of Talent Management

To study the accuracy and quality of work of employees by talent

management procedure.

To suggest possible improvement in Talent Management process.

1.1 Rationale of the study

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The talent in an organization refers to the current employees and their valuable

Knowledge, skills and competencies. Talent management (or succession

management) is the ongoing process of analyzing, developing and effectively utilizing

talent to meet Business needs. It involves a specific process that compares current

talent in a department to the strategic business needs of that department. Results leadto the development and implementation of corresponding strategies to address any

talent gaps or surpluses.

Talent management for the HR Community is a priority of the HR Strategy for

the HR Community. Not only does the HR Strategy support the HR Community as its

own professional group, but it also recognizes and will support the role human

resource professionals have to help their clients become skilled, committed and

accountable public servants. The implementation of a talent management process that

is transparent and equitable is expected to create an environment for people to

develop their skills in preparation for a range of future possibilities thereby preparing

the workplace for changing roles. The goal of this process is to map the businessneeds of the HR Community with the potential and career development needs of our

people in order to develop a comprehensive Talent Management Plan.

1.2 Limitations of Study:-

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1) All the functions are only related with the personnel department.

2) Limitation about the working hour of the worker in the factory.

3) Limitation about the time and absenteeism.

4) Company not allowing to disclose confidential information

5) Time factor was the major limitation of this survey. Because during survey

any activity of organization which is directly or indirectly related to the

production process should not disturb due to survey.

Object of the project:

This Talent Management Project I completed from Company, For the

fulfillment of the full time course of MBA of Pune university for the year 2009-2010.

In Company I made research on Talent Management process because company want

to know that, is it talent management is really beneficial for them or not. I proved

them that talent management is really beneficial for company by doing this project.

I completed this project because it was a requirement of our MBA full time

course. I learned various things in this project, like audit, SAP HR module, personal

administration. Etc.

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Chapter 2: Research

Methodology


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Chapter 2: Research Methodology

Review of literature

TALENT MANAGEMENT V/S TRADITIONAL HRAPPROACH

Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone

approach, especially for companies operating in fast evolving industries, since

competencies become redundant with time and new competencies need to be

developed. Thus, over time, the entire approach to development of people might be

rendered obsolete calling for rethinking the entire development initiative.

Talent management on the other hand focuses on enhancing the potential of people by

developing capacities. Capacities are the basic DNA of an organization and also of

individual potential.

D

Point of Departure

N Navigation

A Point of Arrival

In fact, the following appropriately describes the role of talent management:

Translating organizational vision into goals and mapping the required level of

capacities and competencies to achieve goals aligning individual values and vision

with organizational values and vision.

Clear understanding of the varied roles within the organization and appreciation of the

value-addition from self and others leading to building a culture of trust, sharing and

team orientation.

Assessment of talent to profile the level of capacities and set of competencies

possessed within the organization.

Enhancing capacities to learn, think relate and act through development initiatives.

Individual growth to meet and accept varied incremental and transformational roles in

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an overall scenario of acknowledged need for change.

Gap analysis and identification of development path helping individuals realize their

full potential through learning & dev.

Developed individuals enabling breakthrough performance

4.3 Understanding Talent

The idea of developing talent is not a new concept in any business. In fact

every successful company that has 'stood the test of time' has done so, Because of

their ability to attract, retain and get the best out of their talent.

Today we read of a 'war for talent. This has emerged, not because companies have

forgotten about talent, or allowed it drop off of the radar but, because in some

fundamental ways, the talent has changed. We have a new kind of young person

entering the business world, with a very different world view, set of values, prioritiesand goals.

Focus 1: Attracting and recruiting Talent:

In order to effectively attract and recruit talented employees you need to

understand what talent is looking for in a career and how they will view your business

in terms of fitting in with their needs. Your approach to each one of your potential

recruits needs to be altered to suit that they are.

By examining this through the perspectives of the different generations, we are able tolook at their attitudes to work what kind of career, organization and benefits they are

looking for and know what kind of techniques will ensure that your recruitment

process is successful in each generational context.

This focus unit looks at the following:

o attitudes to work

o career goals

o views on organizations and how they are currently run

o what benefits each generation is looking for

o Techniques to attract the different generations: what will make your

organization stand out?

o Techniques to recruit the different generations: how should the job offer be

presented?

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Focus 2: Retaining and developing Talent

In order to effectively retain and develop Talent you need to understand what the

generations are looking in a future career and in an organization. Your approach to

each one of your employees needs to be altered to fit individual goals and personalneeds.


o work ethics and values

o career planning

o work environments and culture

o benefits and reward systems

o ways of motivating

Focus 3: Managing Talent

An in depth look at how the generations internalize authority will enable you to adjust

your management style to fit in with who they are.

We are able to look at the attitudes of the different generations to leadership and

management; what kind of management approaches will ensure that you gain maximum

loyalty, productivity and job satisfaction from each of your employees.


o attitudes to authority

o management styles for the different generations including conflict management

o leadership styles used by the different generations

o specific techniques to help you manage different generations including

communication and feedback preferenceso coaching and mentoring preferences including

The role of coach

The coaching process

How to plan for and create conversations

Research Methodology

Research Methodology is a way to systematically solve the research problems. It

may be understand as a science of studying how research is done scientifically. In it

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we are studying his research problems along with the logic behind them. It is

necessary the researcher to know not only the research method techniques but also the

methodology.

Types of Research:-

It is descriptive type of research. Descriptive Research survey and fact finding

inquiries of different kind. The major purpose of descriptive research is descriptive

the state of affairs, as it exist at present. The main control over the variable; he can

only report what has to discover the even when there he cannot the variable. The

methods has to researcher utilized in descriptive research are survey methods of all

kind.

Data Source:-

The source of project depends on accurate data. Thats why data collecting the

appropriate data, which differ considerable in context money, cost, time and other

resources at the disposal researcher.

There are two types of data collection methods available:-

1) Primary Data Collection Method.

2) Secondary Data Collection Method.

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2.3 Primary And Secondary data

1) Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment their purpose. I

have taken Primary Data through personal visit of HR head, and HR executive, of

Company Ltd. At all levels and observation methods to get more reliable information.

I also collected primary data by filled, Yes or No format questionnaire by the

employee of Company, This data helped me to justify the statements that have made

in this project.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say

already saved or ready data by others. I got secondary data from their journals,

records, specimen of appraisal form etc. And from newspapers magazines, articles,

internet etc I got basic information of Talent Management. I collect secondary data by

referring some specimen of company and by referring some books and web sites of

company from internet.

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2.4 Statement of Hypothesis

Hypotheses are the essential assumptions which the researcher formulates

about the possible causes, findings and ultimate output of the issue in under research.

Under hypotheses mere assumptions or suppositions are made which are to be proved

or disproved. For researcher it is a formal question that he intends to resolve. A

hypotheses consist either of a suggested explanation for a phenomenon or of a

reasoned proposal suggesting a possible correlation between multiple phenomenon.

The assumptions be true or false are to be proved through the completion of project.

The hypotheses for this project are as follows:

Null Hypothesis:

Employee taking benefits from Talent Management System

Employee can retain successfully for the benefit of organization

Employees performance increased by talent management

Employee turnover of organization affected by Talent Management Procedure

Alternate Hypothesis:

Employee are not able to take benefits from Talent Management System

Employee can not retain successfully for the benefit of organization

Employees performance can not increased by talent management.

Talent Management is not affecting on employee turnover of organization

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Chapter 3: Profile of the

Organization.


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3.1 History of Company

Founder of Company-Werner von Company

Born- 13 Dec. 1816 to 6 December 1892

Company was founded by Werner von Company on 12 October,1847. Based on

the telegraph, his invention used a needle to point to the sequence of letters, instead of

using Morse code. The company then called Telegraphen-Bauanstalt von Company& Halske opened its first workshop on October 12.

In 1848, the company built the first long-distance telegraph line in Europe; 500 km

from Berlin to Frankfurt am Main. In 1850 the founder's younger brother, Sir William

Company (born Carl Wilhelm Company), started to represent the company in

London. In the 1850s, the company was involved in building long distance telegraph

networks in Russia. In 1855, a company branch headed by another brother, Carl von

Company, opened in St Petersburg, Russia. In 1867, Company completed the

monumental Indo-European (Calcutta to London) telegraph line.

In 1881, a Company AC Alternator driven by a watermill was used to power the

world's first electric street lighting in the town of Godalming, United Kingdom. The

company continued to grow and diversified into electric trains and light bulbs.

As Werner had envisioned, the company he started grew from strength to strength

in every field of electrical engineering. From constructing the world's first electric

railway to laying the first telegraph line linking Britain and India, Company was

responsible for building much of the modern world's infrastructure.

Company is today a technology giant in more than 190 countries, employing some

440,000 people worldwide. Our work in the fields of energy, industry,

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communications, information, transportation, healthcare, components and lighting has

become essential parts of everyday life.

While Werner was a tireless inventor during his days, Company today remains a

relentless innovator. With innovations averaging 18 a day, it seems like the revolution

Werner started is still going strong.

In 1890, the founder retired and left the company to his brother Carl and sons

Arnold and Wilhelm. Company & Halske (S&H) was incorporated in 1897. In 1907

Company had 34,324 employees and was the seventh-largest company in the German

empire by number of employees.

In 1919, S&H and two other companies jointly formed the Osram lightbulb company.

A Japanese subsidiary was established in 1923.

During the 1920s and 1930s, S&H started to manufacture radios, television sets, and

electron microscopes.

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3.3 COMPANY AG - A Strong Global Presence

Company is a world-class supplier of electrical and electronics products and

system serving one of the longest and most diversified markets worldwide. Company

Ltd. in India is a subsidiary of Company AG, Germany. Company AG have been

closely involved with developments that are at the leading edge of electrical and

electronics engineering ever since the pioneering inventions of the founder of the

company Werner Von Company.

Company strength, acquired over many decades of pioneering research and

practical experience, lies in the development of advance technologies and in their

timely application to a wide range of high Quality, Innovative and cost effective

products. As a global company, Company have manufacturing, sales and services

facilities in more than 170 countries. Employees worldwide in the offices, factories,

laboratories and service organizations total to about 3, 90,600. All committed to

providing the highest standards of technological competence that Company has been a

synonym for, right since inception.

In todays fiercely competitive business environment, corporate strength can

be achieved and maintained only with a strong base of highly qualified and motivated

employees. Qualified professional training however provides merely the basis for a

successful career. Changes in technology and the business environment occur so

rapidly that know-how and skills must be constantly updated, enhanced or completely

supplanted. Each year more than 150000 employee at Company AG participate in

over 20000 seminars and courses designated to none professional and personal skills.

While 10800 trainees are undergoing training in manufacturing, technical andcommercial trades.

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3.4 Company in India

Company association with India began in 1867 when WernerVon-

Company personally supervised the laying of the first sub marine telegraph line

between Calcutta and London. This historical event marked with the beginning of a

long and fruitful association. Company and India have grown together. In making the

countrys priorities its own, Company has put its experience and expertise in areas of

national importance. Company have played an active role in the technological

progress experienced in the last four decades. Company grew out of a response to the

needs of the nation. Today Company involvement reflects the current trends in

electronic and electrical technology in switchgear, motors, drivers, automation

systems, power generation and distribution, projects, transport, medical engineering,

communications and components.

Company have about 8000 employees in India and an extensive network

which includes 10 works, 3 training Centers (Units), 7 salesoffices, 23 representative,

300 dealers, System houses and Service Centers, all geared to meet the requirement of

customer.

Being closely associated with our principals Company AG, Germany gives

Company in India access to the worlds latest developments in every field. This

Combined with its experience in India makes Company the ideal partner for

catalyzing the countrys progress.

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3.2 Company Product

Founded in 1847 at Berlin, Prussia Founder(s) Werner von Company

Headquarters at Berlin and Munich.

Products and Services

Communication Systems Power Generation

Automation Lighting

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Medical technology Transportation and Automotive

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Trains and Trams Water Technologies

Building Technologies Home Appliances

Fire Alarms IT Services

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Financing Construction

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Chapter 4: Introduction of

Talent

Management.


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Chapter 4: Introduction

4.1 Meaning Definition

With businesses going global and competition becoming intense, there is

mounting pressure on organizations to deliver more and better than before.Organizations therefore need to be able to develop and deploy people who can

articulate the passion and vision of the organization and make teams with the energy

to perform at much higher levels.

These people build and drive the knowledge assets of a corporation, the value of

which has been established to be many times more than the tangibles. The capacity of

an organization to hire, develop and retain talent is therefore the most crucial business

process and priority on the CEOs agenda.

The 1990s ended with a call-to-arms to fight the war for talent. While the war for

talent clearly has cooled in the early stages of the 21st century, dampened by

economic doldrums & concerns with global security; the rear battle to attract,

motivate, development & retain talent is going to heat up considerably. A looming

demographic time-bomb will make Talent Management a priority for organizations.

A host of issues like: loss of human capital, talent shortages, ageism, and cultural

clash has made acquiring & managing talent difficult.

Talent Management describes the process through which employers of all kinds

Firms, Govt., and Non-profit organizations anticipate their human capital needs &

set about meeting them. Thus Talent Management refers to: getting the RIGHTPEOPLE with the RIGHT SKILLS into the RIGHT JOBS.

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It is a professional term, also known as Human Capital Management that

refers to the process of developing & fostering new workers through on boarding,

developing & keeping current workers & attracting highly skilled workers to work for

your company. Companies that are engaged in Talent Management are strategic &

deliberate in how they recruit, manage asses, develop & maintain an organizationsmost important resource its PEOPLE. This term also incorporates how companies

drive performance at the individual level.

Decisions about Talent Management shape the competencies that organizations have

& their ultimate success; & from the perspectives of individuals, these decisions

determine the path & pace of careers. We may thus understand that this term is

usually associated with competency based HRM practices. Talent Management

decisions are often driven by a set of organizational core competencies as well as

position specific competencies. The competency set may include knowledge, skills,

experience & personal traits.

4.2 Human capital management

Companies that engage in talent management (Human Capital Management)

are strategic and deliberate in how they source, attract, select, train, develop, retain,promote, and move employees through the organization. Research done on the value

of such systems implemented within companies consistently uncovers benefits in

these critical economic areas: revenue, customer satisfaction, quality, productivity,

cost, cycle time, and market capitalization. The mindset of this more personal human

resources approach seeks not only to hire the most qualified and valuable employees

but also to put a strong emphasis on retention. Since the initial hiring process is so

expensive to a company, it is important to place the individual in a position where his

skills are being extensively utilized.

The term talent management means different things to different organizations.

To some it is about the management of high-worth individuals or "the talented" whilstto others it is about how talent is managed generally - i.e. on the assumption that all

people have talent which should be identified and liberated. From a talent

management standpoint, employee evaluations concern two major areas of

measurement: performance and potential. Current employee performance within a

specific job has always been a standard evaluation measurement tool of the

profitability of an employee. However, talent management also seeks to focus on an

employees potential, meaning an employees future performance, if given the proper

development of skills.

The major aspects of talent management practiced within an organization must

consistently include.

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performance management

leadership development

workforce planning/identifying talent gaps

recruiting

This term of talent management is usually associated with competency-basedhuman resource management practices. Talent management decisions are often

driven by a set of organizational core competencies as well as position-specific

competencies. The competency set may include knowledge, skills, experience,

and personal traits (demonstrated through defined behaviors). Older competency

models might also contain attributes that rarely predict success (e.g. education,

tenure, and diversity factors that are illegal to consider in relation to job

performance in many countries, and unethical within organizations).

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Chapter 5: TalentManagement


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Chapter 5: Talent Management

5.1 Meaning and definition

Talent management implies recognizing a person's inherent skills, traits,personality and offering him a matching job. Every person has a unique talent that

suits a particular job profile and any other position will cause discomfort. 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.

Talent Management is beneficial to both the organization and the employees. The

organization 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; careerdevelopment; increased knowledge about and contribution to company goals;

sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor,

it is important for an organization to develop the most important resource of all - the

Human Resource. In this globalize world, it is only the Human Resource that can

provide an organization the competitive edge because under the new trade

agreements, technology can be easily transferred from one country to another and

there is no dearth for sources of cheap finance. But it is the talented workforce that is

very hard to find. The biggest problem is how to retain the present workforce and stop

them from quitting

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Importance

First, let us look at some of the reasons for the importance of talent management.

Globalization:

Now for any jobseeker the whole world is the potential place to find

employment. One can know the opportunities available in any part of the world easily

and the number of talent seekers has also increased.

Increased Competition:

Increased competition in the market place has necessitated the need forconsistently good performance on the side of organizations. These have made the

companies to put in all efforts to hire and retain the best talent in the respective field

of operation.

Increasing Knowledge:

The knowledge era has necessitated the retaining of those talents which have the

ability to assimilate new technologies and knowledge, which are growing at a pace

never seen before.

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How Talent Management important for an Organization:

1) Cost cutting:

One experienced & skilled employee can replace instead of two or more

employees. Organization can save hundreds of thousands of dollars.

2) Maximum Output

Organization can make maximum out put in minimum resources.

3) Time Saving technique

It is a time saving technique. Because for every job a skilled personcan place. Its helpful to complete job in minimum time

4) Perfection increase

Due to skilled employee Perfection in work is increase. There is low

probability of mistakes.

How Talent Management important for an Employee:

Recruitment

Its ensuring that right people are attracted to the organization, due toproviding exposure for there skills.

Retention

Developing and implementing practices that reward and support employees.

Employee development

Ensuring continuous informal and formal learning and development.

Leadership and "high potential employee" development

Specific development programs for existing and future leaders.

Performance management

Specific processes that nurture and support performance, including

feedback/measurement.

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Workforce planning

Planning for business and general changes, including the older workforce and

current/future skills shortages.

Culture

Development of a positive, progressive and high performance "way of

operating".

5.2 The Challenge

The challenge of talent management has two faces. First is how to find new

people and second is how to retain the present workforce. Each of the challenges has

to be tackled in the most efficient way possible so that the organization can achieve its

objectives.

The First Challenge - Where to find new talent?

All the organizations are finding loads of business opportunities and

consequently, their revenues are growing at a rapid pace. The increasing business

opportunities has necessitated that these organizations go in for massive recruitment.

But, the question is where to find the best talent which is able to fit the job description

and also adjust to the organizations values and norms. If we scan the environment,

we find there is a shortage of skilled workforce that can be employed.

Some of the possible reasons that have led to the shortage are: -

Demographic Constraints:

This is a common problem faced by many of the developed countries, where

a large chunk of its population is nearing the age of retirement or is over 50 years.

USA, Germany and Japan are facing the same problem. All these countries will see a

decline in their workforce and talent. In the coming years, they will see a great

shortage in their skilled professionals.

Existing Educational System:

The graduates and the postgraduates that are being churned out of the

universities are found to be ill-equipped to handle the challenges of the workplace.

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They are mostly equipped with only the theoretical aspects of the issues and lack the

application part. The educational system is faulty and does not take industry needs

into consideration, resulting in a mismatch between industry requirements and

educational preparation.

Cost Factor:

Recruiting new employees is becoming tougher and tougher in thedeveloping countries, where the HR department has to sort out thousands of

applications for a handful of jobs. Finding right person for the right job becomes a

very difficult process. It also involves very high cost to conduct the recruitment and

selection process for such a large population of applicants.

Attracting the Best Talent:

This is another challenge. As was the case in the past, the best available talentis not just motivated by the name and fame of the organization. Not any more. They

have a new set of motivators like - challenging work, conducive work environment

and freedom from bureaucratic structure.

The Second Challenge - How to retain the existing employees?

Gone are the days when a person would join an organization in his mid-20s and

would work till his retirement in the late-50s. Today the young professionals hop jobs,

especially during the first 4-5 years of their work life. Though the Indian service

industry is basking in the light of outsourced jobs from the developed countries, they

also cannot ignore the fact that the BPO industry is also facing one of the highestattrition rates, in fact never heard before in India, of around 35%.

It is a fact that its the people that add value to organizations. It is also a fact that

humans are a restless species who, unlike the immovable Banyan Tree, cannot stay

rooted in one place. People need to move on for one reason or another, and the

organization stands to lose.

Let us look at some of the reasons behind the massive attrition rates: -

1. Gap between organizational values and goals and the personal values and

goals is one of the major reasons of the attrition rates. If they go parallel, there

is no way both would be satisfied and inevitably, the organization would lose

out on a talented employee.

2. Working environment is another major factor. Employees in the knowledgeera demand creative and a democratic work environment. Failure on the part

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of the management to provide such an environment will result in a talented

employee leaving the organization.

3. The competitive world has made sure that there is high work pressure on theemployees of any organization. This has led to psychological problems like

stress, and in extreme situations, total burnouts. It also leads to other health

related problems.

4. Movement for higher salary is also common among the younger professionals.

There is no shortage for organizations who are looking for talented employees

and who are ready to shell out a hefty salary for a talented person. Other lures

like better job opportunities, higher posts and overseas assignments are also

major factors in the attrition rates.

5. Not taking proper care during the recruitment and selection process and not

taking proper care to fit the right person to the right job also breeds

dissatisfaction among the employees.

6. Bad or opaque policies from management on issues of succession planningand promotion, appointments for senior positions also is a major factor which

makes the organization lose out on the talented employees.

7. The professionals have different aspirations at different times of their career.

During the initial years, they have good salary and foreign assignments. Next

on the list is working on cutting edge technology. More seasoned professionals

look for learning opportunities. So employees tend to move to those

organizations which provide them with means to fulfill their aspirations.

Retaining the present employees is of the foremost importance to the organizations

because; the company would have already incurred heavy costs in the form of training

and development. Now if the organization has to look for a replacement for the

employee who has left, it involves a lot of costs like - hiring costs, training costs and

the induction costs.

Also it takes some time for the new employee to adjust to the new work environment.

During this time the productivity of the employee will be low. The HR department

will have to fit the new employee into a proper role in the organization. Apart from

causing the company a monetary loss and breaks in their day-to-day operations,

attrition contributes to knowledge transfer, which is a great loss and adversely affectsbusiness.

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5.3 How to Manage the TALENT?

It is now proved beyond doubt that, in the era of technology and knowledge, talent is

in the driving seat. One who possesses it dictates. Not he who pays for it. It is the

demand of the time that business leaders elevate management of talent to a burning

corporate priority. It is not a walk in the park for the talent market. Quality people are

no longer available in plenty, easily replaceable and relatively inexpensive.

These are some of the measures that should be taken into account to hire and retain

talent in the organization, to be efficient and competitive in this highly competitive

world: -

Hire the Right People:

Proper care must be taken while hiring the people itself. It would be beneficial for

an organization to recruit young people and nurture them, than to substitute by hiring

from other organizations. Questions to be asked at this stage are: Whether the person

has the requisite skills needed for the job? Whether the person's values and goals

match with those of organizations? In short, care must be taken to fit the right person

to the right job.

Keep the Promises:

Good talent cannot be motivated by fake platitudes, half-truths and broken

promises. Unfulfilled expectations can breed dissatisfaction among the employees and

make them either leave the organization or work below their productive level.

Promises made during the hiring stage must be kept to build loyalty among the

employees, so that they are satisfied and work to their fullest capability.

Good Working Environment:

It has to be accepted by the organizations that highly talented persons make their

own rules. They have to be provided with a democratic and a stimulating work

environment. The organizational rules must be flexible enough to provide them with

freedom to carry out their part of task to their liking, as long as the task is achieved.

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Opportunities should also be provided to the employees to achieve their personal

goals.

Recognition of Merit:

It is highly motivating for any person if his talent is recognized and is suitablyrewarded. One way is providing them with salary commensurate with their

performance. Promotions and incentives based on performance are another way of

doing it. Another way is by providing them with challenging projects. This will

achieve two objectives - it makes employee feel that he is considered important (a

highly motivating factor) and gets the work done in an efficient manner and brings out

the best in the employee.

Providing Learning Opportunities:

Employees must be provided with continuous learning opportunities on and offwork field through management development programs and distance learning

programs. This will also benefit the organization in the form of highly talented

workforce.

Shielding from High Work Pressure:

If an organization has to make the most of the available talent, they should beprovided with adequate time to relax, so that they can did-stress themselves. It is very

important to provide them with holidays and all-expenses-paid trips, so that they can

come back refreshed to work and with increased energy. They must also be

encouraged to pursue their interests which are also a good way of reducing workenvironment stress. Recreation clubs, entertain programs, fun activities with in the

work area will also reduce the work life stress of the employees and develop

camaraderie among the workers and result in a good working environment.

TALENT & PERFORMANCE

Organizations provide individuals the opportunity and space for physically

manifesting their talent into performance for achieving individual and organizational

vision. Talent manifests into performance as follows:

40

Talent+

Vision/Mission/Strategy+

Skills & Competencies+

Role & structure

+Opportunity

+Encouragement & Recognition

+Training & Development

+Coaching

+Action Plan & Goals

+

ResourcesPerformanceManagementSystem

Performance


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Thus the domain of talent management focuses not only on development of

individuals intrinsic capacities, but also on culture building and change management

to provide the other elements listed above for manifestation of talent into

performance.

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.

This requires new thinking and a new mission to achieve business success. These

factorscoupled with the need to align people directly with corporate goalsare

forcing HR to evolve from policy creation, cost reduction, process efficiency, and

risk management to driving a new talent mindset in the organization.

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One important distinction is the evolution of the difference between tactical HR and

strategic talent management. Transactional HR activities are administrative

overhead. Talent management is a continuous process that delivers the optimal

workforce for your business.

In this new modelinstead of being the owners of processes, forms, and

complianceHR becomes the strategic enabler of talent management processes

that empower managers and employees while creating business value.

With this view, talent management may be defined as the implementation of

integrated strategies or systems designed to improve processes for recruiting,

developing and retaining people with the required skills and aptitude to meet current

and future organizational needs.

Anecdotally, talent management is often defined as performance management,

incentive compensation, or talent acquisition. Talent management is also often

confused with leadership development. Although leadership development is a

crucial function of your organization, focusing on it exclusively is a legacy of last

century. Our modern service and knowledge economies in the talent age require a

broad and holistic view. A high performance business depends on a wide range of

talent.

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.

5.4 Why Talent Management?

Workforce cost is the largest category of spend for most organizations.

Automation and analysis of your recruiting and hiring processes provides the

immediate workforce visibility and insights you need to significantly improve your

bottom line. Performance management provides the ongoing processes and

practices to maintain a stellar workforce.

Today, many organizations are struggling with silos of HR processes and

technologies. The future of talent management is embodied in solutions designed

from the ground up to provide business-centric functionality on a unified talent

management platform.

Since nearly all competitive business factors have become commoditized, talent iswhat ultimately drives business success and creates value. Leading organizations

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rely on Taleo solutions and services to assess, acquire, develop, and align talent

with business objectives while significantly reducing process costs, improving

quality of hire, reducing risk, and achieving higher levels of performance.

Though it may seem intuitive, it is worthwhile to articulate the fundamentalsignificance of successful talent management practices:

The key enabler of any organization is talent.

The quality of your people is your last true competitive differentiator.

Talent drives performance.

Talent management requires strong executive support, along with systems and

processes all directed towards having the right talent doing the right work at theright time. Thats when talent truly drives higher business performance.

Indirect implementation of Talent Management in

Company Ltd., Nasik Works. By following Steps:

Performance appraisal

Career Planning

Succession Planning

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Training and Development

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Chapter 6: PerformanceAppraisal


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Chapter: 6 Performance appraisals6.1 What is Performance Appraisal?

Meaning: - Performance appraisal is a method of evaluating the behavior of

employees in the work spot, normally including both the quantitative and qualitative

aspects of job performance. Performance here refers to the degree of accomplishment

of the tasks that make up an individuals job. It indicates how well an individual is

fulfilling the job demands. Often the term is confused with effort, but performance isalways measured in terms of results and not efforts.

Need of Performance Appraisal:-Performance appraisal is needed in order to:

(1) Provides information about the performance ranks, basing on which

decision regarding salary fixation, confirmation, promotion, transfer and

demotion are taken.

(2) Provide feedback information about the level of achievement and behavior

of subordinate. This information helps to review the performance of thesubordinate, rectifying performance deficiencies and to set new standards

of work, if necessary.

(3) Provide information, which helps to counsel the subordinate.

(4) Provide information to diagnose deficiency in employee regarding skill,

knowledge, determine training and developmental needs and to prescribe

the means for employee growth provides information for correcting

placement.

(5) To prevent grievances and in disciplinary activities.

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Purpose

Performance appraisal aims at attaining the different purpose. They are:

(1) To create and maintain a satisfactory level of performance.

(2) To contribute to the employee growth and development through training

self and management development programs.

(3) To help the superiors to have a proper understanding about their

subordinates.

(4) To guide the job changes with the help to continuous ranking.

(5) To facilitate fair and equitable compensation based on performance.

(6) To facilitate for testing and validating selection tests, interview techniques

through comparing their scores with performance appraisal ranks.

(7) To provide information for making decisions regarding lat off,

retrenchment etc.

(8) To ensure organizational effective through correcting employee for

standard and improved performance, and suggesting the change in

employee behavior.

6.2 Methods of Performance Appraisal:

The methods of performance Appraisal are basically classified as

Traditional Methods, Modern Methods and result Oriented Appraisal: -

a) The Traditional Methods consists of Graphic Rating Scales, Ranking

Method, Paired comparison Method, Forced Distribution Method,

Checklist method, Essay or free from APPRAISAL, Group Appraisal

and confidential Report.

b) Modern Methods of evaluating performance appraisal are Behaviorally

Anchored Rating Scales, Assessment Center, Human Resource

Accounting, Management by objectives, Psychology Appraisal.

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Uses of Performance Appraisals:-

Performance Improvement: Performance feedback allows the employee,

manager, and personnel specialists to intervene with appropriate actions to

improve performance.

Compensation Adjustments; Performance evaluations help decision-

makers determine who should receive pay raises. Many firms grant part or

all of their pay increases and bonuses based upon merit, which is

determined mostly through performance appraisals.

Placement Decisions: Promotions, transfers, and demotions are usually

based on past or anticipated performance. Often promotions are a reward

for past performance.

Training and Development; Poor performance may indicate the need for

retraining. Likewise, good performance may indicate untapped potential

that should be developed.

Career Planning and Development: Performance feedback guides career

decisions about specific career paths one should investigate.

Staffing Process Deficiencies: Good and Bad performance implies

strength or weakness in the personnel departments staffing procedures.

Informational Inaccuracies: Poor performance may indicate errors in job

analysis information, human resource plans, or other parts of the personnel

management information system. Reliance on inaccurate information may

have led to inappropriate hiring, training, or counseling decisions.

Job Design Errors: Poor performance may be a symptom of ill-conceived

job designs. Appraisals help diagnose these errors.

Equal Employment Opportunity: Accurate performance appraisals that

actually measure job related performance ensure that internal placement

decisions are not discriminatory.

External Challenges: Sometimes performance is influenced by factor

outside the work environment, such as family, financial, health, or other

personal matters. If uncovered through appraisals, the human resource

department may be to provide assistance.

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Feedback to Human Resources: Good/bad Performance throughout the

organization indicates how well the human resource function is

performing.

Traditional and modern Methods of Performance Appraisal

48

METHODS OF PERFORMANCE APPRAISAL

Traditional methods ModernMethods

1) Graphic rating scales 1) Behaviorally anchored ratingscales2) Ranking Method 2) Assessment centers3) Paired comparison method 3) Human Asset accounting method

4) Forced distribution method 4) Management by Objectivesmethod5) Checklist methods 5) 360 Performance appraisalmethoda) Simple Checklistb) Weighted checklistc) Critical incident method


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6.3 How implement performance appraisal.

Introduction Now a days Performance appraise is very important from company point ofview. It is use to take various managerial decision. E.g. decision regarding

employees increment or decision regarding employees future career planning

etc. In Company they use Grading and Ranking method to appraise performanceof there employee.

Who Appraise

Performance appraise by Head of the department or from the

superior. They did not conduct performance appraisal on officers level it conduct

only on officers basis.

In Company Performance is appraising by head of the department, Supervisor,

manager, etc.

Process:

Head of the department submit one copy of performance appraisal to HR

Department and discuss with the employee whose performance is down. One copy of

performance appraisal report is attached to that employees personnel file as a record.

If that employees performance is going down then head of the department can

talk with that employee regarding increase performance. Even Hr Manager also

should talk with that employee to know his problem and HR Manager should

motivate that employee to increase performance.

Employees increment is depend upon there performance. Head of the department orHR manager may stop increment of employee regarding low performance.

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General use of performance report in Any Company:

Need of training.

Head of the department or HR manager can decide whether employee

needs training for good performance or not.

Career Planning.

Career planning generally use to retain skilled employee. They can find out

skilled employee for skilled employees career planning from performance appraisalreport.

Succession planning:

From performance appraisal Report Company can select candidate to make

succession planning.

Benefits of employee to company

Companys employee are companys asset, it is helpful to calculate thatcompanys employee how much give returns to company. Or which employee is

beneficial for company and which is not beneficial.

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Chapter 7: Career Planning


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Chapter: 7 Career Planning

7.1 Introduction and meaning

Introduction

The career is all the jobs that are held during ones working life. According to

E.B. Flippo, career is a sequence of separate but related work activitys that

provides continuity, order and meaning in a persons life.

Definition:

1) Edwin Flippo define a career as a sequence of separate but related workactivities that provides continuity, order and meaning in a persons life.

2) Wreather and Davis defined various terms of career planning as given below:

A career path is the sequential pattern of jobs that form a career (as per

figure). Career Planning is the process by which one selects career goals and

the path to these goals. Career development is these personal improvements

one undertakes to achieve a personal career plan.

3) Career management is the process of designing and implementing goals, planand strategies to enable the organization to satisfy employee needs while

allowing individuals to achieve their career goals.

Life and career Stages

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Human resource managers must understand the issues that individuals face

throughout their careers. A study of career development theories, life development

theories and interrelationship among career stages and life stages will provide and

understanding of the issues that the individual face. Career and life stages are

closely related as both are linked to age and cultural norms.

Need for career planning

Career planning is necessary due to following reasons

1) Attract competent person

To retain the competent person or to attract them company need

career planning, because this kind of person are companys asset.

Competitors can try to hire this person so, company always try to

retain these person.

2) Provide suitable promotional opportunities

To give exposure for employees knowledge and talent, Career

planning is important.

3) Training for future challenges

Enable employee to develop and make them ready to meet the future

challenges.

4) reduce job dissatisfaction

It helps to increase job satisfaction for employee.

When employee get exposure to show skill and when he learn more

from job profile at that time job satisfaction automatically increase.

5) Improve motivation and morale

Career Planning is useful to improve motivation and morale of

employees.

7.2 Process of Career Planning.

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a) Analysis of individual skills, knowledge, abilities, aptitudes etc.

b) Analysis of career opportunities both within and outside of organization.

c) Analysis of career demand on the incumbent of skills, knowledge, abilities,aptitude, etc., and in terms of qualifications, experience and training received

etc.

d) Relating specific ob to different career opportunities.

e) Establishment of realistic goals both short term and long term.

f) Formulating career strategy covering areas of change and adjustment.

g) Preparing and implementing action plan including acquiring resources forachieving goals.

Varies stages of career planning and development are shown in

figure.

Successful Matching

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Mismatching

Advantage of Career planning and developmentFor individuals

1) It helps to the individuals to have the knowledge of various careeropportunities, his prioritys etc.

2) It helps to select career which is suitable for his life styles, preferences, familyenvironment, scope for self-development etc.

3) It helps the organization identify internal employees who can be promoted.

4) Internal promotions, up-gradations and transfers motivate the employees;boost up their morale and also satisfaction.

5) Increase job satisfactions enhance employee commitment and create a sense ofbelongingness and loyalty to the organization.

6) Employee will await his turn of promotion rather than changing to another

organization.

7) It helps to improve employee performance on the job by taping their potential

abilities and further employee growth.

8) It satisfied employee esteem needs.

For organization

1) The efficient policies and practices improve the organizations ability toattract and retain highly skilled and talent employees.

2) A proper Career Planning ensures that the woman and people whobelongs to the backward communities get opportunities for growth and

development

3) It continuously tries to satisfy the employee expectations and such as

minimizes employee frustrations.

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4) By attracting and retaining the people from different cultures, enhancescultural diversity.

5) Protecting employees interest result s in promoting organizational good

will.

7.3 Implementation of Career Planning

Career Planning is generally done by every organization. But method of career

planning can differ.

career planning for companys employee, as follows:

Activity for Career Planning:

Training and development:

Most of the time company can try to retain the skilled employee,

therefore company provide various type of knowledge or training, for company

benefits as well as employee.

Transfer department to department or unit to unit

If any employee would like to work in specific department or unit for

his skilled work and if it will beneficial for company then its also part of career

planning.

Promotion

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In career planning, promotion is also a one part. To retain the skilled

employee. Company makes promotion of this kind of employee.

Career planning at Officers levels:

For career planning company refer report of Performance appraisal, from that

report they sort out an employee whose performance is above expectations. For

this kind of employee they conduct career planning to retain that particular

employee.

Analyze skill of worker:

They analyze skill of worker by performance appraisals report, and then theydecide career planning of employee.

Transfer of worker:

They search about interest of employees in his work profile.

And then they decide whether transfer of worker is suitable or not. Or change in

work profile is suitable or not.

Promotion:

They decide about employees promotion if required and his training

They analyses whether training is required for employee or not.

As per the need of organization HR head make his career planning for promotion.

Use of performance appraisal report:

By Performance appraisal report, company can decide whether that employee

should promote or not,

They can study about employees job satisfaction, his job skills, his talent etc.

Job enrichment

Most of the time company checks job enrichment of employee, to check

capacity of work within a given time as well as their skills also. Job enrichment is

helpful to increase skills in employee.

7.4 Succession Planning

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Introduction

Success, growth and survival are the most important responsibilities of the

top management of the organization. Succession planning is the activity connected

with the succession of incumbents to fill the key positions in the organizations

hierarchy as and when a vacancy arises. Succession planning focus on identificationof vacancies and locating the probable successor. It provides the succession chart in

respect of a particular position.

The succession planning ensures the availability of the right kind of the

management staff at the right time and in the right position in order to provide for

continued organizational vitality and strength.

What is Succession Planning?

Succession planning is the systematic identification and professional

development of internal talent. Its goal is to cultivate internal human capital inpreparation for assuming leadership roles and other key positions that may become

vacant due to retirement, expected or unexpected separations.

For Succession planning for management staffing plans are required to be

developed properly on an individual basis for all anticipated needs in the

immediate year a head and also for key positions. The business plans must be

reviewed to determine there effects on managerial needs. Succession planning is

one of the important functions of the top management. In fact the direct

responsibilities of the chief executive and the top management group.

For Example:

Suppose, Mr. A will retire within some days, from the post of Production

Manager Then HR manager should place right person who will able to carry

liability of that post. For selection of right person as well as to give idea about job

to candidate, mostly HR Manager prepare planning, like: HR Manager will place

candidate under supervision of Mr. A to learn difficult things of job, or he will

give training to that candidate or he will search a candidate who already have idea

about job profile of Production Manager, i.e. Succession planning.

In short when any employee or candidates leave job, HR manager should

prepare plan to place correct candidate on that post.

What is need for succession planning: -

To make succession planning following points are important.

1) Job Information

2) Job analysis

3) Job profile

4) Qualification and Experience define. Etc.5) Availability of candidate

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6) Analysis of Selection process

Benefits of Succession planning:

1) Facilitates communication & knowledge management

2) Uninterrupted work productivity3) Leadership continuity

1) Custom designed training programs

2) Candidate can understand job easily.

3)

Challenges of Effective Succession Planning

Successful succession planning, as we've seen, is an ongoing and complexendeavor that is necessarily broad in scope. It therefore presents significant barriers to

both implementation and long-term maintenance. Here are some of the more

challenging obstacles:

MULTIPLE OWNERS:

Traditionally, HR has been considered owner of the succession planning

process, but meaningful success really requires a genuine sense of ownership and

commitment at many levels of the organization. While HR may be best positioned

to oversee the process, it can never fully know or evaluate every process

participant the way managers and supervisors can.

NUMBER OF POSITIONS:

All but the smallest of organizations have a substantial number of positions

critical to long-term performance, whether these involve leadership skills or

technical expertise that would be difficult to quickly replace. Comprehensive

succession planning must incorporate all such positions; yet, as the number of

positions grows so too does the administrative burden.

STRATEGIC ALIGNMENT:

Succession plans need to reflect long-term organizational goals and strategies.

Companies must give thoughtful consideration not only to the plan's design and

implementation, but also to sustaining the process over time. As strategies and

goals shift, so too must the plan if the organization is to recruit and develop the

workforce its future success will require.

ORGANIZATIONAL COMPLEXITY:

Conglomerate, geographically dispersed, multi-industry, and other complex

organizational forms significantly increase the challenge of succession planning.

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Often, higher-level positions require well-designed cross training to inculcate the

unique knowledge and skills success in the organization requires.

ORGANIZATIONAL CHANGE:

As companies evolve in response to marketplace threats and opportunities, theskills, talents, and expertise they will need to thrive evolve, as well.

EFFECTIVENESS & EFFICIENCY:

The larger and more complex an organization, the more challenging it is to

maintain an effective and efficient succession planning process. Yet, by definition,

the best process is the one that enables the firm to identify the best candidate in

least amount of time and at the lowest cost.

Having this process in place is vital to the success of the organization because

the individuals identified in the plan will eventually be responsible for ensuring

the company is able to tackle future challenges. These 'high potential' candidates

must be carefully selected and then provided training and development that gives

them skills and competencies needed for tomorrow's business environment.

Another reason its important is because these high potentials will one day become

the leaders of the Company. This is why their development needs to incorporate abroad range of learning opportunities in your organization. The individuals should

also be exposed to as much of the working environment as possible so that they

gain a good understanding of what the company requires to remain successful.

7.5 Implementation of Succession Planning:

Succession panning is the planning to place a person on another

employees place who will retire after one or two year.Succession planning is conduct in every organization. It is a part of Career

planning.

Officers level:

At officers level Succession planning conduct by following methods.

1) Personal meeting

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Head of the department take the personnel meeting with the

employee who is going to retire because he wants to know that employees

opinion about to place new right candidate on his place.

2) Employee dialogue:

Employee dialogue is a dialogue between employee (who will go toretire) and head of the department, regarding place new candidate at his post,

which have ability to fulfill requirements of job.

3) Opinion of subordinate:The head of the department should consider the opinion of

other staff or subordinate also.

Employee assessment centre

Introduction

This method was first applied in Germany Army in 1930. Later business

and industrial houses started using this method. This is not a technique of a

performance appraisal by itself. In fact it is a system or organization, where

assessment of several individuals is done by various experts by using various

techniques.

In these approach, individual from various department are bought

together to spend two or three days, working on an individual or group assignment

similar to the ones they would be handling when promoted. Observers rank theperformance of each and every participant in order of merit. Since assessment

centre are basically meant for evaluating the potential of candidates to be consider

for promotion, training and development, they offer an excellent means for a

conducting evaluation process in an objective way. All assess get an equal

opportunity to show their talent and capabilities and secure promotion based on

merit. Since the evaluators know the position requirements intimately and are

trained to perform the evaluation process in an objective manner, the performance

rating may find favor with majority of the employees. A considerable amount of

research evidence is available to support the contention that people chosen by this

method prove better than those chosen by other methods. The centre enable

working in a low status department to compete with people from well-known

departments and enlarge there promotional chances. Such opportunities, when

created on regular basis, will go a long way in improving the morale of promising

candidates working in less important positions.

Employee assessment centre:

Employee assessment is a committee of a Psychiatrist, advocate, consultantetc. there are 3 to 5 people on the committee. They give a one task to the

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employee and he should complete that task within a given time e.g. Give a

presentation on specific topic within half an hour.

Work of the Committee:

Mainly committee observes how employee can survive in specific situation.

How he can handle situation.

They try to find out the tendency of employee.

They try to find out method of thinking of employee.

In employee assessment they consider only an officers career planning.

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Chapter 8: Training andDevelopment


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Chapter 8: Training and Development

8.1 Meaning and Definition

Introduction

After an employee selected, placed and introduced her or she must be

provided with training facilities. Training is the act of increasing the knowledge and

skills of an employee for doing a particular job. Training is a short-term educational

process and utilizing a systematic and organized procedure by which employees learn

technical knowledge and skills for a definite purpose. Dale S. Beach Define training,

The organized procedure by which people learn knowledge and/or skill for a definite

purpose.

In other words training improves, changes, moulds the employees

knowledge, skill, behavior, aptitude, and attitude towards the requirements of the joband organization. Training refers to the teaching and learning activity carried on for

the primary purpose of helping members on an organization, to acquire and apply the

knowledge, skills, abilities and attitudes needed by a particular job and organization.

Thus, training bridges the difference between job requirement and employees

present specifications.

No organisat5ion matches the candidate who exactly matches with the job and the

organizational requirements. Hence, Training is important to develop the

employee and make him suitable to the job.

Job and organizational requirement are not static, they are changed from time to

time in view of technological advancement and change in the awareness of the

total quality and productivity Management(TQPM). The objective of the TQPM

can be achieved only through training as training develops human skills and

efficiency. Trained employees would be a valuable asset to an organization.

Benefits of training

For organization

Lead to prove profitability and/or more positive attitudes towards profitorientation

Improves the job knowledge and skills at all level of the organization

Improves the morale of workforce

Helps people identify with organizational goal

Helps create a better corporate image

Aids in organizational development

Learns from the trainee

Helps to prepare guideline for work

Organization gets more effective decision making and problem solving

It helps to improve labor-management relations.

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Benefits to the individual which in turn ultimately should benefit the

organization

Helps the individual in making better

decisions and effective problem solving

Through training and development,motivational variables of achievement, growth, responsibilities and

advancement are internalized and operationised

It helps to an individual to handle stress

tension or conflicts.

It provides information to improve

leadership knowledge.

Develops a sance of growth in learning

Improves morale

Improves impersonal skills

8.2 Need for training

Need for training arises due to following reasons:

4) To match the employee specification with the job recruitment and

organizational needs:

An employees specification may not exactly suit to the requirement of the

job and the organization irrespective of his past experience, qualifications, skills

knowledge, etc. Thus every management finds deviation between employees

present specifications and the job requirements and organizational needs.

Training is needed to fill this gap by developing and molding the employees

skill, knowledge attitude behavior etc. to the tune of the job requirements and

organizational needs.

5) Technological advances:

Every organization in order to survive and to be effective should adopt

the latest technology, i.e. mechanization, computerization, automation.

Adoption of the latest technology means and methods will not be complete until

they are manned by employees possessing skill to operate them. So,

organization should train the employee to enrich them in the areas of changing

technical skills and knowledge from time to time.

6) Human relations:

Trends in approach towards personel management have change from

the commodity approach to partnership approach, crossing the human relations

approach. So, today, management of most of the organization has to maintain

human relations besides maintaining sound industrial relations although hitherto

the managers are not accustomed to deal with workers accordingly. So, training

in human relations is necessary to deal with human problems and to maintain

human relations.

7) Change in the job assignment:

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Training is also necessary when the existing employee is promoted to

the higher level in the organization and when there is some new job or

occupation due to transfer. Training is also necessary to equip the old

employees with the advanced disciplines techniques or technology.

The need for training also arises to:

Increase productivity

Improve quality of the product / Services

Help a company to fulfill its future personnel needs.

Improve organizational climate.

Improve health and safety.

Prevent obsolescence

Effect the personnel growth

Minimize the resistance to change.

Stages in training as follows

Stage 1 Assessment of training needs

Stage 2 Design the training program

Stage 3 Implementation.

Stage 4 Evaluation of training program.

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8.3 Methods of Training

Methods of training

On-job methods Off-job methods

Job relations Lectures/Conferences

Coaching Films

Job instruction Simulation Exercise

Training through Cases

Step by step Programmed instructions

Committee assignments Audio visual methods

Internship training Computer based training

E-Learning.

The most widely used methods of training used by organizations are classified

into two categories: On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING

Its given at the work place by superior in relatively short period of time.This type of training is cheaper & less time-consuming. This training can be

imparted by basically four methods: -

Coaching

Itis learning by doing. In this, the superior guides his sub-ordinates & gives

him/her job instructions. The superior points out the mistakes & gives suggestions

for improvement.

Job Rotation: -

In this method, the trainees move from one job to another, so that he/she

should be able to perform all types of jobs. E.g. In banking industry, employeesare trained for both back-end & front-end jobs. In case of emergency,

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(absenteeism or resignation), any employee would be able to perform any type of

job.

OFF THE JOB TRAINING: -

It is given outside the actual work place.

Lectures/Conferences:-

This approach is well adapted to convey specific information, rules,

procedures or methods. This method is useful, where the information is to be

shared among a large number of trainees. The cost per trainee is low in this

method.

Films: -

It can provide information & explicitly demonstrate skills that are not

talent management and identification

Documents