Q1. Explain the importance of Talent Management Process. Describe the stages of Talent Management Process ?

Answer : Like human capital, talent management is gaining increased attention. Talentmanagement (TM )brings together a number of important human resources (HR) and managementinitiatives. Organisations that officially decide to manage their own talent carry outa strategic analysis of their current HR processes. This is to make sure that a co-ordinated, performance oriented approach is adopted.Many organisations are adopting a TM approach which focuses on co-ordinating andintegrating methods which are given as:o Recruitment: To ensure the right people are attracted to the organisation.o Retention: To develop and implement practices that reward and support employees. o Employee development: To ensure continuous informal and formal learning and development.o Lea dership and "high potential employee" development: Specific developmentprograms for existing and future leaders.o Performance management: Specific processes that nurture and supportperformance, including feedback/measurement.o Workforce planning: To plan for business and general changes, which includethe older workforce and current/future skills shortages.o Culture: To develop of a positive, progressive and high performance way of operating.

Q2. Describe the top strategies adopted to improve employee retention ? as the term "competency", as it refers to personal factors that enable individual performance, become too broad? Let's begin by asking the question, "What factors are NOT competencies?"First, we can eliminate the external factors. Those are "facilitators" of performance. (Theopposite would be "barriers" to performance just as the opposite of competencies would be "weaknesses".) External factors (e.g. resources, processes, information, rewards, etc.)can have a clear impact on the ability and/or willingness of an individual to perform, butthe term "competency" includes only the factors that are elements of an individual person's makeup. External facilitators of performance are not competencies.So what is a person made of? And which of those elements affects the capacity to perform? Through my research and experience I have identified the following categories: Abilities Physical (body or brain) traits that enable performance are called abilities. If a task requires one to lift a certain weight without aid of an external resource then the"performer" must have the capacity to lift weight. This ability is comprised of the musclestrength required, as well as the appendages required, to lift. The brain must also be ableto interpret the instructions. Therefore, intelligence sufficient to grasp and act on theinstructions is also an ability. However, intelligence, as a physical function of the brain, isnot the only mental trait that is critical. For example, judgment is a competency that is based on knowledge rather than intelligence. Data storage is different from intellectualhorsepower, but they are interdependent on one another when we need to leverage them. Knowledge The brain stores facts and generalizations about the world around us. For example, someof the information that we store allows us to understand and speak a language.Information comes from our personal interpretation of each event that unfolds in our life.Experience itself is not a competency so much as the knowledge we have gained fromeach experience is. This is most clear when we find that someone has learned a lessonfrom an experience that is contrary to what we expected. Do you know anyone that hasgraduated from college or passed a specific certification test, but who is not as good at a job as someone who learned from the "school of hard knocks" (general life experience on the streets)? Performance requires us to collect data and convert it into usable informationso knowledge is a competency. Skills Skills are techniques that an individual has learned and intentionally applies to a givensituation. The three most common academic skills are reading, writing, and arithmetic(computation). However, there are also gross motor skills such as riding a bicycle. Anexample of a combination of both skills would be using a specific software application(reading and typing). Many interpersonal traits are also learned skills (e.g. listening is askill, hearing is an ability). Once a person becomes fluent at a skill they no longer consciously practice it. They just do it. When someone does not know how to dosomething that they never even knew was possible, they are unconsciously incompetent.After they learn of the skill's existence they are consciously incompetent. As they learnthe skill they pass from being a novice to being proficient to being an expert. At some point they may just begin to use the skill without even thinking about it. That level of unconscious competence may be called a habit, but habits are also things that weunconsciously do in response to some stimulus as part of a regular routine. For example,Pavlov's dogs salivated when he rang the bell because they associated the bell ringingwith being fed. Skills rely on knowledge and ability because you must have memory of prior experiences, if any, with the skill and the ability to execute the skill in order to useor improve the skill.

improve productivity and save money. In today’s world an abundance of jobs areavailable in the market for a job seeker and therefore employers must compete to attract and retain thetalent they need to fulfil their organisational objectives. it is clear that this induction period is vital given that 6. Employers should not assume that new hires can cover for themselves. Other elements will be established by the business strategy. obj ective perfor mance management process as they perform best in a culture thatencourage s feedback. loss of competitive advantage. It is about recruiting the right people in the right place at the right time. tarnish i mage and reputation. to an organisation that relates directly to the retention of dynamic employees. What do you mean by Total rewards? Describe the elements of Total rewards. A proper induction program helps to reduce employee discomfort. Employee retention is an importantissue for top leaders in organisations all over the world. Succession helps an organisation to ensure that employees arehired and trained to fill each key position within the organisation.The increasing number of new generation employees in the workforce adds thrust to the importance of atransparent.Both high potentials and core contributors should be given enough opportunities to develop by theinternal talent management in order to maintain operational effectiveness and output. Good leadership quality in aglobal and increasingly diverse workplace is a highly sort after competence. training and orientation costs.case” to provide trainingenvironments and materials that change to meet individual or small group demands precisely at the timewhen new skills are needed. if planned and implemented effectively. Talent management includes a rangeof interdependent processes and procedures that need to be properly integrated. and this must be embeddedinto any comprehensive development program.After an effective. 34% of sur veyed Australian or ganisations using appraisal s had no f or mal performance management policy in place. andwill only need brief introductions and a chunk of corporate information to get them started.recruitment and selection approaches to ensure they have the right talent on board to enable them to remain competitive. Talent management practices and techniques have evol ved over ti me in response to a changingworkplace. Recruitment process that is not merit-based and has poor reliability and validity are a burden to an organisation and can even expose the company to discrimination claims.0 – 2. In the present scenario.Q3. Although lost profits due to the training of a new hire has been estimated as 1.The Talent Development structure adopted by an organisation needs to support the talent capabilitiesrequired for the future and needs to be able to blend with ongoing changes. skills and competencies by teaching with respect to the organisational requirement. lostopp ortunity. Poor hiring choices can affectthe organisation i n additional recruit ment costs. The organisation willnot achieve the desired level of human capital performance if talent management processes do not operate as a unified group. Organisations need to filter their attraction.3% of people leave within the First 6 months of starting in a new role. Performance: A performance management system increases the productivity and confidence in anorganisation. the changing worldview of work by new generation employees entering the workforce. useful and timely training experience should be the progressing development chancesthat support the individual in the role. A global view that includes a diverse workforce is critical. Career growth also has a major impact on job satisfaction and commitment. which is typically due to their induction experience. Perfor mance management systems should be visibl y related to training or development and recognition or compensation systems within the organisation in order to increase productivity and retention.Recruitment and Retention has become a big challenge for organisations due to the continuing global talent shortage.customer satisfaction and operational . developing the currentemployees is a more cost effective and efficient means of maintaining internal talent pools rather thanrecruiting new people and wasting vital resources on their training. Induction and training : Induction is the formal entry of the selected candidates into the organisationand Training is to develop their knowledge. The most effective talent management processes are organisation -specific and react to an organisation’s distinctive business and human capital framework. Committed leaders are required to emphasise the idea on both groups given their competing business priorities.and the ever increasing evidence that poor recruitment decisions have a direct impact on the bottom line. Key performersand core contributors require different growth experiences that should be modified accordingly for maximum profit. Talent retention is necessary to good quality. where possible and practical. lost revenue.The key elements of Talent Management System are explained as follows: Selection : Selection is the process of choosing a candidate amongst a number of probable candidates. Retention and succession: Retention is the measure taken to encourage the employees to remain in theorganisation for longer period of time. should be “in -time” rather than “in . Capability development: Customised improvement opportunities for key talent are seen as an essentialcomponent for motivation and retention of these people. Organisations can also defend themselves against legal action resulting fromdiscrimination or unfair claims through use of a legitimate and fair performance management system. Suchtraining. Explain the key Compensation principles. loss of ti me. An example of the problems in performancemanagement is that. but also the organisation in achieving its broader objectives.5% of total revenue.

some other elements are also available that helpto characterise the relationship between talent management and conventional recruiting. It is created from and replicates other successful business process models. Itindicates managers to act before the need arises in talent management issues.· Anticipation:While conventional recruiting and retention tend to be reactive. and commitment are continually measured. process speed.An organisational assessment is the evaluation of organisational factors in the internalenvironment which affects the competitive situation. The stable organisations under such pressure need to have aneffective succession management policy in place.· Truly global:Talent management encourages attracting. What are the responsibilities undertaken by an HR to ensure compliance to regulations? Explain the steps involved in ensuring safe work environments ? Ans. It simultaneously evaluates employee commitment to ensure that managers reachtheir productivity goals while using the appropriate organisation behaviours. like supply chain management. It predicts and alerts managers about upcoming problems and opportunities. Thus. They include:· A f ocus on high impact positions: A talent management policy requires managers and HR todetermine an organisation’s success by filling top talent in the appropriate jobs. it is essential to first identify the organisational requirements. Youalso came to know about the key elements which are required for an effective Talent Management System.efficiency. F o r example. and projects. . Q4. finance. An assessment of an organisation includes the following steps: 1.The overall objective of this unit helps you to understand the Talent Management System and how it isimplemented in an organisation. and knowledge needed by the organisation. The goalis to show any changing requirements. Consequently. with a particular focus on t he continuit y of key specialists and leaders. Prioritising goals. c o m p a n i e s p r e f e r t o i n d u c t 8 5 % o f t h e i r l e a d e r s t h r o u g h i n t e r n a l p l a c e m e n t .· Balanced metrics:Talent management attracts managers’ attention by instituting a system of methodsand rewards that ensures ever y executi ve is acknowledged and rewarded for excellence in human resource management. retaining. and developing the best talent nomatter where it is.· Recognition of the business cycle:The talent management strategy involves identifying the differenttypes of talent required with respect to changing business situations. Hewitt’s Top 10 Companies in the Asia Pacific develop 76% of their leaders internally while aglobal survey found a 30% failure rate when placing highly sought after external talent. no independent effort can be considered successful unless the overall talent management effort is also successful. talent managementrequires the constant internal movement of talent in and out of jobs and business units based on current business needs and where the company is in its business cycle. metrics and rewards. work. It also explains the critical success factors used to ensure theorganisatio ns have the right people in the right jobs. quality. Organisational effectiveness and employee development occurs when there is a firmalignment between individual interests and organisational needs.· Accountability:Talent management assigns accountability to the chief talent executive for managingthe talent pool.T y p i c a l l y . It categorises the initial steps of a talent management process into: Identifying organisational anddepartmental trends. increasingly rigid labour markets makesuccession management a business necessity and force organisations to identify and accelerate the development of future leaders from within.· Business approach:The talent management approach is not taken from an overhead or administrationmodel. challenges. Determining the factors affectingworkforce planning. talent management isforward looking. To set the environment for talent reviews. Customer satisfaction. In addition. and lean manufacturing. who is responsible for results. skills.· Focus on service: Flawless service is the expectation of talent management. An organisational assessment is aprocess of taking steps to reflect and analyse the various functions within the organisation. andopportunities. Other key elements of talent managementBesides the four above elements of talent management. Reviewing strategy. This unit provides a list of primary and applicablemerit principles to state the responsibility and role of an organisation and workforce productivity.It is evident that organisations with hi gh quality strategic i mprovement programs and succession ma nagement programs have greater business results.· R e w a r d s a n d m e t r i c s : T a l e n t m a n a g e m e n t b u i l d s s u p p o r t a n d r e l a t i o n s h i p b e t w e e n e a r l i e r indepe ndent efforts through its common objectives. not effort.

mostly part of an overall succession management process. Workforce analysis: It is a systematic process in which an organisation identifies the critical jobs andcompetencies. b)Review possible succession plans. knowledge. The type and significance of a talent review canvary based on the department's need.c) Determining employee population for review. This discussion sets theorganisational framework for considering the workforce development. Identification of critical roles: The management team determines the key job functionsand roles that will be the primary focus of the talent review discussions.Review of strategy and key challenges: Here.Compared to talent alignment sessions.d) Gathering demographic information. and challenges is done. management teams can start with the process of reviewing talent in the organisation. Its main priority is using information to obtain an overview of the workforce andtargeting talent management initiatives which are given as: a) Identifying critical job roles for analysis and planning. c)Determine strengths and development needs of employees. This information serves as abasis for evaluating the performance and potential of a particular employee group. It provides an overview of how to encourage a discussion of key talent in the given ways to: a)Identify readiness and potential for future assignments or positions. the constructive analysis about organisational strengths. .b) Reviewing knowledge/skills/attributes needed. a talent review committee focuses on any of these groups: a)All staff in a particular function or organisation unit. Thisprocess also includes an overall strength/gap analysis of the department that encapsulates existing workforce capabilities and identifies gaps that is required to be met by external hiring or internal development initiatives.After recognising organisational priorities. and performance that adds to success for the identified job roles.organisational departments can perform a more detailed strategy review. the leaders discuss on skills. needed for the current and future employees. c)A specific level of leaders. Inventory of skills and knowledge: Here.Having set the organisational goals. the next step focuses on the roles and skillsneeded for the department to be successful. or supervisors. talent reviews present a chance to discuss talent at a higher level of depth and focus. An environmental inspection reviews the current and changing client requirements andrequests for services. Talent review: A Talent Review is a process to involve more senior business executives in sharing andanalysing talent information. opportunities.2. b)A specific group or job category of the employee population. Based on the requirement. and develops strategiesto overcome any gaps. Environmental scan: In addition to the review of strategy and challenges. managers.

Classify the candidates based on different criteria like experience. b) Identify appropriate training and education programs.Talent review examples include: Talent Inventory which in turn involves the current performance and future capability of aselected employee group. Send automated mails to sorted candidates for the interview. Development planning Development planning refers to the strategic quantifiable goals that a person. e)Hold follow-up sessions to review outcomes of development discussions. Schedule/reschedule the interviews. Send automated mails and SMS alerts to keep the interviewers informed about the interviewschedule. medium. hold candidates. Get the soft copy of documents like experience letter. Sometimes. Send alerts for the scheduled interviews. Consequently.assignments. so on. c)Explore formal and informal mentoring initiatives. orcompetencies that need to be implemented in the organisation. managers or senior leaders are better prepared to have follow-up development discussions.the management team uses a similar method to review key jobs. Explain the key elements of a Talent Management System? Ans:Most of the organisations irrespective of fact whether they are small. Given below are some of the developments of planning activities: a)Review development assignments for on-the-job learning. technology.organisation or agency plans to achieve within a certain amount of time.Following are some of the aspects of the recruiting process: Get the candidates resume/CV from different job portals. Knowledge transfer programsfacilitate managers to recognise internal "leaders" who can motivate and increaseknowledge of other team members through informal mentoring or peer teachingrelationships. Capability planning which focuses on the competence and availability of staff to providekey services. Manage interviewers for different rounds of interview. or transferring of skills and knowledge in theorganisation. efficiency. joining candidates. development assignments. thisprocess is dealt within the company itself or it is handled by some subcontractors or recruiting agencies. As a substitute to evaluating prospective successors for particular job roles. It dealswith the implementing development activity in the organisation after the talent review. developing. or big scalecompanies have their own methods of hiring the candidates for the required positions. Q5. or training in the short-term that canhelp organise employees for future responsibilities. and learning plans. Knowledge Transferfocuses on the supporting. Inassociation with a general talent inventory. so on. Succession planning which recognises the potential successors for key roles. soonfrom previous company once the selection process ends.Talent Review discussions help managers to identify the development priorities for thedepartment. Knowledge transfer begins with an account of proficiency in the department. Manage many rounds of interviews for the candidate. and to identify theorganisation's "talent pool. d)Plan and conduct development discussions. management teams can also focus on vital jobroles to assess current and future bench strength." Readiness for major assignments or future jobs is considered.requirements and development opportunities for specific employees. resignation letter.and continues with a discussion about workforce learning. These discussions have the advantage of helping managers toinclude job experiences. relieving letter. The objective is to get a combined perspective of strengths. Handle interviewers remark and rating for the interviews. .

your network of professionals. This step needs to be far more than simply listing the jobs projected in the annual budgeting process and factoring in turnover. Probably all the people you need at one time or another sent a resume or expressed interest. email ID. It means deeply understanding the organization’s business goals and the competitive environment the or ganization functions in. promotions. so on. your own web site and also develop methods to keep in touch with potential candidates that you have no current position for but might have at some later time. recruiting is a tactical operation ó a series of things that take place that result in qualified people getting hired. web presence (which is essential). and few recruiters have the time or charter to look forward more than a few weeks. Support different reports like hold candidates.designation. It requires having a consistent communication process as well as a plan to raise general awareness through advertisements. as opposed to an annual event. contact number. web-based search. It is an evolving process. Your organization’s website is an invaluable tool. if any? Are you going to look into using web-based tests? How much will you rely on candidates screening themselves out or in? What role does the hiring managers play in screening and assessing. but maintain the capacity and skills to tap passive candidates. address. Wouldn’t it be wonderful if you could actually stay in touch with those people and let them know when there is an open position? That’s what . and then build those sourcing channels to the max. It is mostly reactive. or will you use testing and other tools? What role will the Internet play. The resume or CV (curriculum vitae) of candidate is also managed. Step 3: Sourcing Methods Develop a multi-faceted sourcing strategy. Decide based on past experience what works best for you in locating candidates. selected candidates. pay slipsetc. They were most likely told that there were no current openings. Here’s a quick overview of the five essential first steps needed to put this plan together and to beg in making it operational: The five key steps in strategic talent planning Step 1: Talent Plan Workforce or talent planning is the first and hardest step. “What makes your company different or unique?” or “Why would I want to come work for you?” Not only should you have answers to these questions. One or two advertisements or a handful of posters won’t do it. but where things are still done mostly the way they have always been done. Get feedback report for ex-employees. Candidate information management. but you should also make sure your advertising. employeereferrals so on. and is the most dynamic and critical stage of any strategic process. Personal information include full name. Step 5: Market and Communicate!Candidates want to be in the know about their status and prospects. It is a combination of understanding and predicating demand.Personal information of a candidate is collected from various sources like job portals. but you will also need to develop systems to communicate with candidates personally and to send out newsletters and emails. A focus on automating screening to some degree reduces the volume of candidates and actually raises candidate satisfaction. Step 4: Screening and Assessing Candidates Are you going to invest heavily in educating managers in behavioral interviewing? Are the recruiters going to be the main screeners. and overall corporate advertising support this image. Embrace active candidates who are responding to your brand and image-building messages.Manage background check result for the candidates. and what are the differences between what you do and they do? This is an area where there can be great improvement with reasonable effort. organizations ó you will need a strategic plan coupled to appropriate resources and tactics. or by getting listed as a “best place to work. candidate feedback reportso on. while at the same time being educated and aware of the talent supply situation from all the sources that are available. ex-employee documents like experience letters.” You have to be able to answer questions like. This has to be an organization-wide effort. Make sure you are using referrals from current employees. and thesoft copies of these resumes are uploaded in different formats Q6. They seek out feedback and information. people will necessarily flock to your doors. It takes time and an accumulation of messages to be effective. Step 2: Image and Brand It is not true that if you build a great strategy or a great organization. To ensure that your organization has a chance at hiring the best people ó and to successfully operate in a global.Explain the talent acquisition strategies ? Recruiting rarely is based on any sort of strategic plan. For most organizations. competitive environment. Explain the concept of Talent Acquisition . Getting people aware of your organization is a tough job.

. they are not yet generally available or optimized for recruiting. Local offices should participate in that process and have great autonomy on the day-to-day stuff. work out a system for who owns what. As you know. and on-boarding. The rule I use is that the central or corporate function should set standards and establish corporate-wide systems. interviewing. and the recruiter/manager who moves the most quickly will usually get the candidate. If you are a decentralized firm. But ask your ATS vendor what they doing about this and urge them to provide you the tools you need to effectively keep qualified candidates interested in you. making offers. Make sure that whatever systems you choose fit your strategy and make economic sense A few other things to keep in mind:  Make sure all managers and recruiters have a simple system for deciding on a candidate. Eliminate unnecessary approvals. speed is the real differentiator today. Unfortunately. They can supplement broad image and branding activities with local advertising within the bounds of an agreement you all make with one another.CRM (candidate relationship management) systems can do. and make sure your selection criteria are clear to avoid slowing down the process.  These initial steps and processes are what enable the back-end activities of scheduling. If you all agree together then the areas of dispute will be limited.