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Student Name: VIDYA VIVEK HANABAR Registration Number: 521161255 Subject Name: TALENT MANAGEMENT

Course: MBA(IV SEM) LC Code: 3305

Subject Code:

Q1. Explain the need for talent management? Ans: Talent Management has become a state of the art managerial technique in an organisation which wants to retain its own cadre. These days it’s getting pretty easy from the perspective of management to get fresher’s inducted to its own organisation. But its gets difficult to the same extent to retain them for a long run as opportunities for betterment of their career come flashing to them day by day once they acquire some knowledge on the system through training and practice at the cost of the employer. So, to cater to the need of the situation, people working at the top of management should device out certain tools and techniques to retain them. The technique used may vary from industry to industry depending on the type of job that they are in, the nature of people that they are dealing with. The primary point, that I feel, the reason behind leaving an organisation is "The feel of detachment" in an employee from the objective and goal of an organisation. The feel that he is not being noticed by the persons who actually holds the key of his career development. The feel that someone else sitting at a level higher or somebody sitting at a proximity close to the top management is taking the credit for the fabulous job that he has recently carried out and even not mentioning his name to the people who actually matters. Its known that, In an organization, many talented persons do not come to the surface due to their inherent nature. For example, big fishes do not come to the surface of the water and like to stay in deep water. However a fisherman applies his techniques to catch big fishes and gets maximum benefit. In many organizations, persons try to be visible through networking, personal contacts, recommendations etc. They need not be truly extraordinary and talented but are often visible and are caught in the eyes of top management. They get advantage from the appraisal / promotion policies and reward system. However most successful organizations try to search and encourage talented persons to be visible irrespective of their less interest in networking, contacts, selfadvertisement and cheap popularity etc. Hence, many organizations, mostly MNCs & good private companies try to harness maximum benefit from their employees through talent search & talent management. In an organization, many talented people come and join with a dream for achievement, success and career growth. But in later phase of their career, they realize and experience the true culture of the organization and many of them feel neglected & frustrated. They gradually lose interest, become non innovative, less participative and suffer from mental depression. Through Talent Management,

2) Attracting Talent: Good companies create a strong brand identity with their customers and then deliver on that promise. job rotation and workforce planning. it's critical to hold onto the key people.attention can be given to all employees irrespective of their nature. the culture and even the caliber of leaders in the organisation. As a result. 6) Change Organisation Culture: Let us ask ourselves. They need to identify potential talent and groom it. It's not simply a matter of finding the "best and the brightest." it's about creating the right fit . 5) Managing Succession: Effective organisations anticipate the leadership and talent requirement to succeed in the future. it should be prepared to change things as fundamental as the business strategy. both controlling and reviewing officers need to be fully retrained to maintain rationality in the marking system. Ans: Talent management practices and techniques have evolved over time in response to a changing workplace. professional development. Q2. "Why would a talented person choose to work here?" If the organisation wishes to substantially strengthen its talent pool. List the key elements of talent management system. The most effective talent management processes are organisation-specific and react to an organisation’s distinctive business and human capital framework. For this. Also. the organization structure. Great employment brands do the same. Fairness and transparency in the appraisal process can lead to satisfaction of employees and thereby least grievances. Sincere and silent employees will not feel neglected.both for today and tomorrow. Organisations need to promote diversity and design strategies to retain people. 4) Retaining Talent: In the current climate of change. encourage them to discover their own latent talents. reward high performance and provide opportunities for development. These are the people who will lead the organisation to future success. 3) 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. with quantifiable and qualitative results. Try to discover their strengths and interests. the right people choose to join the organisation. To elaborate what may be the different ways through which this can be practiced in an organisation are : 1)Recognise talent: Notice what do employees do in their free time and find out their interests. Talent . and one can't afford to lose them. Explain any two of them. Leaders understand that it's critical to strengthen their talent pool through succession planning. The cost of replacing a valued employee is enormous.

Recruitment Process. improve productivity and save money. Such training. which is typically due to their induction experience. should be “in-time” rather than “in-case” to provide training environments and materials that change to meet individual or small group demands precisely at the time when new skills are needed. Retention and succession Induction and training: Induction is the formal entry of the selected candidates into the organisation and Training is to develop their knowledge. developing the current employees is a more cost effective and efficient means of maintaining internal talent pools rather than recruiting new people and wasting vital resources on their training.3% of people leave within the first 6 months of starting in a new role.0 – 2. Performance. Committed leaders are required to emphasise the idea on both groups given their competing business priorities. to an organisation that relates directly to the retention of dynamic employees. useful and timely training experience should be the progressing development chances that support the individual in the role. The organisation will not achieve the desired level of human capital performance if talent management processes do not operate as a unified group. The Talent Development structure adopted by an organisation needs to support the talent capabilities required for the future and needs to be able to blend with ongoing changes. In the present scenario. and will only need brief introductions and a chunk of corporate information to get them started. After an effective. skills and competencies by teaching with respect to the organisational requirement. where possible and practical. Although lost profits due to the training of a new hire has been estimated as 1.5% of total revenue. Capability Development. Induction and Training. Capability development: Customised improvement opportunities for key talent are seen as an essential component for motivation and retention of these people. but also the organisation in achieving its broader objectives. Career growth also has a major impact on job satisfaction and commitment. Employers should not assume that new hires can cover for themselves. Both high potentials and core contributors should be given enough opportunities to develop by the internal talent management in order to maintain operational effectiveness and includes a range of interdependent processes and procedures that need to be properly integrated. Good . A proper induction program helps to reduce employee discomfort. it is clear that this induction period is vital given that 6. The key elements of Talent Management System are as follows:       Selection. Key performers and core contributors require different growth experiences that should be modified accordingly for maximum profit.

Knowing where the strengths. motivation and skills required by the job. 4. Selection: The last stage of the process is making the selection. Q4. motivators and skills with very high validity and precision. Assess candidates: This process is used to Assess Candidates with the Personal Talent Report. The process is backed by a 30 minute online evaluation of the job that each participant has to attend individually to create a composite model of the key attributes required by the job for success. Now that all the information is collected about the candidate’s qualifications. One important result of the process is high buy-in of all participants for the real requirements of the job. Compare job and talent: The third process is to compare the requirements of the job and the talents inherited by the candidate. This report reflects a candidate’s personal competencies. Ans: The following are the three components that help in developing adaptive talent strategy: Know the talent you have Visibility into the company’s existing workforce should be easily accessible for the recruiting function. It brings efficiency to the talent planning process and facilitates the movement of talent throughout the organization to meet the . weaknesses and gaps exist informs external recruitment. While it may not be possible find the perfect fit for a particular job. An internal talent management system can deliver a number of benefits. but rather to analyse how well they fit the particular needs of a specific job. Explain the components that help in developing an adaptive talent strategy. The key to effective interviewing is having the right questions for the particular job. and this must be embedded into any comprehensive development program. 3. a candidate’s limitations are known and importance of those particular attributes are linked to other attributes for success in the job. List and explain the Talent Selection processes? Ans: The Talent Selection consists of five selection processes.leadership quality in a global and increasingly diverse workplace is a highly sort after competence. All of this can be accomplished in a three hour meeting of four to ten people who really know the job. this process has a whole different perspective. 5. When the talent acquisition leader has this information they can more effectively develop a recruitment strategy and direct resources by partnering with their organizational development peer to identify the key skills and competencies needed to support the organization. 2. Job benchmark: This process determines key responsibilities of the job which is being benchmarked. They are: 1. as well as individual competencies. Q3. Once the selection is made the applicant is given proper training and developing to assure their success going forward. Behavioral interviewing: The fourth selection process is to enhance the assessment data with effective behavioral interviewing. The purpose here is not to judge the character of a person.

needs of employees and businesses. It supports the recruitment function’s ability to manage communications. If employees know they have opportunities to pursue elsewhere in the organization chances are you’re going to improve retention. You’ll be able to provide better guidance to the business partners and make smarter decisions around how and where you allocate resources to external recruitment. You might also want to take a look at the model on the home page to get a visual image of the framework for an adaptive talent strategy. integrate state-of-the art sourcing capability and provide visibility into the readiness of your talent pipeline. and anticipating the types of talent needed. metrics. This will begin to provide you with an idea of what shapes an adaptive talent strategy. This last benefit. courtesy of Avature. build relationships. reduced time-to-hire. reduced marketing / job posting costs. and the ability to deliver greater value to the organization. The benefit to the organization is enhanced support of the strategic business directives by improving alignment. chances are you’ll experience significant talent pain points over time rather than operating as an adaptive. You’ll realize the benefits of reduced third-party recruitment fees. contingent and job share roles? When do you build and when do you “buy” talent? How do you broaden reach by identifying where work can be done outside the organization and engage collective collaboration to generate ideas and drive innovation? What is your plan for knowledge transfer? How will you prepare for a maturing workforce with different needs? What does the supply and demand look like for the talent you need to support the strategic business directives? For which functional areas and roles do you have a recruiting core competency and where will you outsource recruitment to a third-party? These are just a few of the key questions that should be asked in developing a talent plan to guide recruitment. . a CRM tools is a key component to building an effective suite of recruiting technology solutions. is key to supporting an adaptive talent strategy. provides an example of the benefits gained when you have visibility into your talent pipeline.employment brand and networks. The benefit to the talent function is improved clarity around strategic business directives. and internal communication will be covered soon. External recruitment should always be informed by the internal gaps and talent plans to make smarter investments and decisions when pursuing new talent. The remaining elements . The Reports screenshot to the right. The ROI can be significant. value-oriented talent function. Develop a talent plan Clarity around workforce structure guides how the organization shapes thinking about talent today and in the future? Which roles need to sit in a specific geographic location and where do you have flexibility to pursue the best talent regardless of location? Where can you infuse elasticity in your workforce through part-time. You know the readiness of talent and the depth of your pool by type of talent needed. increased recruiter productivity. and increased efficiency in the movement of internal talent. Leverage technology In addition to an internal talent management system. the ability to be more planful in developing and implementing a supporting strategy. opening up an active dialogue early enough in the planning process. Without having clarity around these types of questions and the resulting impact on your organization. visibility into the readiness of your talent pipeline. The CRM serves a number of critical needs.

(a) What is talent engagement? Ans: Talent engagement is a process wherein employees work by putting in more effort as their morals and interests are associated with that of the organisation. (10 marks) Ans: Talent Management involves identifying the right talents and developing those talents into personnel competencies. • The HR must know the tasks and the responsibilities involved in the job. • Recruiting talented people. who are capable of providing further job needs. career opportunities. improved employee productivity and subsequent turnover. The HR must also determine the skill and the personnel attribute required by a candidate that matches with the requirement of the job.  Expecting the clear performance and the clear return from the company. Engagement is a key leading indicator to high performance workplaces. which is required by the organisation to have highly efficient and high performance human capital. Talent engagement is defined as “ The Extent to which the workforce identifies with the company. so on. working atmosphere. is committed to it and provides discretionary effort so that it can be successful. • Conducting and managing HR activities to support talent the development of talent in an organisation. Q6. which enables employees to link between their contribution and the growth of the company. The following are also major responsibility of HR in Talent management: Getting the best employee Before hiring. and objectives . This is necessary because. so on. growth. practicality. (b) What are the objectives of talent engagement? Ans: The Objectives of Talent engagement :  Creating an emotional assurance and strong two-way rapport between the employees and the organisation. incentive. Explain the role of HR in talent management. The important areas of talent management that forms a part of HR planning are: • Providing value for individuals by creating and maintaining an organisational culture.  Developing a learning culture which promotes personal growth and professional quality and support ethics of professionalism.Q5.  Motivation and allowing people to achieve their goals and reward them based on their contribution and then provide them with excellent career opportunities. for example. responsibilities. • Training and developing employees to meet the organisational needs. • Identify the needs of an organisation.  Admiring and valuing individuals. Also. reliability. team spirit. modernisation. the HR will have to give the summary of the job tasks. the best employee the HR must have knowledge of the following: • The HR must know what he is hiring for. their diversity and encouraging them to balance their professional and personal lives.

and communicate the same to all the employees. life insurance and so on. Paying employees and providing benefits The HR is responsible for administrating the pay and benefits of the employees. The HR calculates and summaries the salary structure to the employee. the HR must: • Have the right skills and experience to support the compliance process. Ensuring compliance to regulations To ensure compliance to regulations. • Updates the knowledge of employees in on other fields and areas apart from their area of specialisation. explaining the employee the pay offered apart from the bonuses. This is required in a multidimensional work place. • Provides career advancement for employees. as they interact regularly with the employees. and get it reviewed by the lawyer before implementing it. employees and others in the organisation. • Train managers and review the policy with each manager. The HR also keeps a track of the vacations pay. and other performance related pay. • HR must understand the characteristics required by the personal to grown in the organisation. This is because the education and experience are considered as the two most important characteristics while evaluating a candidate for a job. The HR keeps track of each employee’s earnings and benefits. They must also ensure that the managers adhere to the policies and be role models . commissions. • Exposes new employees passed out from college to practical implementation of what they have studied. • The HR must also have knowledge of the educational qualification and experience required for doing the job.of the job to the employee. • Be up dated with all the laws as the laws change constantly. The employee’s pay and the benefits provided to them play an important role in motivating them. regularly update it. The HR also provides employee benefits like health insurance. The best employee is the person with: The right education + the right experience + a compactable personality. • Motivates the employees to perform well. Training employees Employee training is important for the following reasons: • Updates the skills and knowledge of employees on the recent development in tools and technologies. holiday pay and the maternity leave of the employee. dental insurance. government. The HR maintains an extensive record for this purpose and shares the same with the management. • Create manuals on HR policy.

They also conduct training and provide development opportunities to retain the employees. The HR must Recognise and understand the important retention drivers. racism. key decisions. The HR must make sure the employee values the work they do. and bring it to the notice of other employees of the organisation. nationality. but often many HR fail to realise these factors more than they understand them. A copy of the policy must be given to every employee. The HR is responsible to develop and implement diversity plan as the employees approach the HR directly if they face any such issues. • Train employees. They also conduct exit interviews to get a feedback from the relieving employees on the areas of improvement. • Document all the policies. Ensuring safe work environments Ensuring safety at workplace also involves: • Diversity management: this involves managing diversity issues like gender. The HR must make sure the candidate hired fits the job and the work culture. They believe that some look out for other companies which offer better friendly environment. and so on. The failure to document can leave the HR prone to non-compliance claims. physical appearance. The HR improves retention by improving the communication between the management and the employees. These days’ employees working for an organisation look forward for opportunities apart from benefits and compensation. The amount of job stress and the disability to balance between work and home also forces the employees to leave their jobs. compensation and benefits. and employee evaluation. It also involves fighting and prevention against HIV/AIDS. The HR conducts surveys to know the reason why employees leave the job. and update employees about the new policies. mange those risks. • Dealing with HIV/AIDS in the workplace: This is to encourage people to support individuals suffering from HIV/AIDS. • Preventing violence in the workplace: The HR is responsible to prevent violence at work place such as threatening or employees killing their colleagues by implementing policies and procedures. Sustaining high-performing employees In today’s market it is not only difficult to hire an employee but it is also difficult to sustain high performing employee.for other employees. • Listen to all the employees when they come with an issue. The HR believe that most of the employees look out for other companies which can offer them better environment for growth. This helps the HR to know the cause for the compliance risk. where they can involve in decision process and be a part of the team. bring awareness among the employees on the issues like sexual harassment. HR must also provide employees an opportunity to correct their mistakes. Employee retention is difficult to handle because there are many factors that affects it. • Provide feedback to ensure employees meet the expectation. which is important for .