Talent Identification Full

CHAPTER CONTENT PAGE
NO NO
1 ABSTRACT
INTRODUCTION
1.1 INTRODUCTION
1.2 OBJECTIVE OF THE STUDY
1.3 SCOPE OF THE STUDY
1.4 NEED OF THE STUDY
1.5 LIMITATION OF THE STUDY
1.6 PROBLEM STATEMENT
2 2.1 COMPANY PROFILE

2.2 LITERATURE REVIEW
3 RESEARCH METHODOLOGY
4 DATA ANALYSIS AND INTERPRETATION
5 FINDINGS, SUGGESTIONS AND CONCLUSION
BIBLOGRAPHY
APPENDIX
LIST OF TABLES
TABLE CONTENT PAGE

NO NO
1 GENDER OF EMPLOYEES
2 AGE OF EMPLOYEES
3 EDUCATIONAL QUALIFICATION
4 WORK EXPERIENCE IN CONGRUENT
5 CURRENT POSITION IN CONGRUENT
6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES
7 TALENT MANAGEMENT NECESSARY
8 TALENT MANAGEMENT IMPORTANT FOR COMPANY
9 FOLLOWING ACTION TAKENY BY THE COMPANY

AFTER THE FEEDBACK
10 COMPLETE WORK WITHIN A GIVEN TIME
11 PERFORM WORK WITH INTEREST
12 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
13 SATISFACTION WHILE COMPLETE YOU’RE WORK
14 LEVEL OF SATISFACTION WITH THE SALARY AND

BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE
PACKAGE

BENEFIT PACKAGE RECEIVE COMPANY
SAVINGS PLAN
BENEFIT PACKAGE RECEIVE RETIREMENT PLAN

BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT
18 REWARDING, MOTIVATING AND RETAINING TALENT

IN YOUR ORGANIZATION
19 TRANSPARENCY SYSTEM ADOPTED IN TALENT

MANAGEMENT
20 SATISFIED WITH EXISTING PERSONNEL POLICIES OF

COMPANY
LIST OF CHARTS
TABLE CONTENT PAGE
NO NO
1 GENDER OF EMPLOYEES
2 AGE OF EMPLOYEES
3 EDUCATIONAL QUALIFICATION
4 WORK EXPERIENCE IN CONGRUENT
5 CURRENT POSITION IN CONGRUENT
6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES
7 TALENT MANAGEMENT NECESSARY
8 TALENT MANAGEMENT IMPORTANT FOR COMPANY
9 FOLLOWING ACTION TAKENY BY THE COMPANY

AFTER THE FEEDBACK
10 COMPLETE WORK WITHIN A GIVEN TIME
11 PERFORM WORK WITH INTEREST
12 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
13 SATISFACTION WHILE COMPLETE YOU’RE WORK

BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE
PACKAGE

BENEFIT PACKAGE RECEIVE COMPANY
SAVINGS PLAN

BENEFIT PACKAGE RECEIVE RETIREMENT PLAN
BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT
18 REWARDING, MOTIVATING AND RETAINING TALENT

IN YOUR ORGANIZATION
19 TRANSPARENCY SYSTEM ADOPTED IN TALENT

MANAGEMENT
20 SATISFIED WITH EXISTING PERSONNEL POLICIES OF

COMPANY
ABSTRACT
The project is on the basis of work conducted on “A Study Talent Identification and
Management” with reference to TCS PVT LTD.

Talent Identification and Management practice within an organization is a human resource
strategy that seeks to identify, develop, deploy and retain talented and high potential employees.
Although Talent Identification and Management practices may be applied in company, they can
only contribute optimally to business performance if both higher authorities and employees are
aligned on its objectives and implementation in the organization.
The study examined the perception of employees in Talent Identification and Management
practices in the company. The study then compares the perceptions of employees’ higher
authorities themes of Talent identification and management practices. The empirical results
revealed that the perception of the employees particularly on the themes of implementation and
the instruments used to identify high potential employees.
The objectives were achieved through a descriptive study. The researcher used a structured
questionnaire, which was circulated among the employees of the company. The sample size was
65. The data collected through this method was analyzed using statistical techniques such as
Pearson’s Chi Square, Chi Square, and Correlation
CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
TALENT IDENTIFICATION AND MANAGEMENT

Talent identification and management refers to the skills of attracting highly skilled workers, of
integrating new workers, and developing and retaining current workers to meet current and
future business objectives. Talent management in this context does not refer to the management
of entertainers. Companies engaging in a talent management strategy shift the responsibility of
employees from the human resources department to all managers throughout the organization.
The process of attracting and retaining profitable employees, as it is increasingly more
competitive between firms and of strategic importance, has come to be known as "the war for
talent." Talent management is also known as HCM (Human Capital Management).
The term "talent management" means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to 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.
‘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…’
Definition Talent Management: ‘Talent management is the process of ensuring that the
organization attracts, retains, motivates and develops the talented people it needs.
It’s important to note that organization associate the term talent or talent management only to
key performing individuals. However, it is essential to remember that each one of us has some
talent potential and hence it should not be restricted to the very few. Nevertheless, it is highly
likely that more attention is going to be paid to employees with high potential or exceptional
skills.
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 indentify the future leadership of the organization,
increased productivity, culture of excellence and much more
MEANING OF TALENT
1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack.
2. Unusual natural ability to do something well that can be developed by training.
3. Person or people with an exceptional ability.
TALENT OR HUMAN CAPITAL OF AN ORGANIZATION
The pool of people with talent as described under the title "meaning of talent" is the talent or
human capital of any organization.

Why Talent/Human Capital management?
Organizations all over the world have realized that the success of their businesses largely depend
upon the talents of people.
These are those talents or talented people who possesses the talents as required by a particular
organization or those people who have shown promise to acquire the talents needed by an
organization and sharpen them further.
Therefore, the organizations should manage these talents well.
They must devise effective plans and processes to identify their talent needs, locate the talents,
attract the talents to work for their organizations, help the selected people to enhance/upgrade
their talents and to obtain their association to work for the organizations for longer terms.
HOW TALENT MANAGEMENT CAN HELP YOUR ORGANIZATION
Talent management solutions are becoming more and more vital to the growth and profitability
of today’s organization. Why? Because companies invest a tremendous amount of money in their
employees. The expenses associated with soliciting, acquiring, training, promoting, and retaining
staff members can take up a huge portion of any corporate budget. But, as the workforce
continues to be viewed as an increasingly strategic asset, these costs are all considered to be
money well-spent.
That’s where talent management comes in. Talent management software helps to ensure that
companies achieve maximum return on their employee investment.
Whether or not an employee – or the workforce as a whole – is productive and successful
depends upon many factors. Skills, work histories, formal training, and educational backgrounds
all play a major role. But, so do personalities, work ethics, and other traits that determine
whether or not a staff member will fit well into a corporate culture. Talent management solutions
can make it easier for a business to understand what makes each employee unique, including
their specific strengths and weaknesses. This allows them to fully leverage the potential of each
individual worker, applying their talents and characteristics in the most effective way towards the
achievement of corporate goals. Some of the other key benefits that can be realized through the
deployment and use of a talent management software package include:
IMPROVED EMPLOYEE MORALE AND RETENTION
Workers in all types of businesses are feeling frustrated and unmotivated, which explains the
high levels of attrition companies across all industries are currently challenged with.
With a talent management solution in place, an organization can create a more worker-friendly
environment that is both nurturing and supportive. Companies can capitalize on key
competencies to reach strategic objectives, while ensuring that employees are happy and satisfied
in their roles. This, in turn, will minimize stress and boost morale, by building stronger
relationships between company and employee, while facilitating greater workforce efficiency
and loyalty.
ENHANCED EFFICIENCY
In order to ensure that all employees are performing at optimum levels, companies must
understand what tasks and activities each individual employee is good – or not good - at. With
talent management software, companies can identify strengths and weaknesses, as well as
significant gaps in skills and knowledge. This intelligence will allow them to more accurately
assign roles and responsibilities to employees based on their unique abilities, while helping them
to structure training and enhancement programs for maximum effectiveness.
LOWER EXPENSES
External job searches – whether conducted in-house or through a third-party personnel search
firm – require a tremendous amount of time and money. Advertising, interviewing, and other
activities can drain both human and financial resources. But, with talent management software,
companies can develop internal leadership programs that prepare employees for possible
advancement. By promoting from within more often, organizations that use talent management
solutions can eliminate the expenses associated with finding, hiring, and training outside
candidates.
1.2 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study the “TALENT IDENTIFICATION AND MANAGMENT” in Tata Consultancy
Services Pvt Ltd., at Chennai to suggest improvements, if any, or confirm the appropriateness of
the present system.
SECONDARY OBJECTIVE:
1. To understand the necessity of talent management among employees
2. To study the level of employee satisfaction and problem associated with Talent
Management System.
3. To study employee perception about the Talent Management System and various
challenges of Talent Identification and management
4. To give suitable Suggestions for improvement of Talent management System.
1.3 SCOPE OF THE STUDY

The scope of the study helps to understand the necessary of Talent Identification and
Management. It also helps to study the perseverance of employees in the Talent Management
System in the Company. The study helps whether talent appeals it’s in terms of employee
satisfaction and also suggesting the possible improvement in Talent Management.
1.4 NEED OF THE STUDY

1. The company gives lot of weight ages and importance to identify, recognize and reward,
and develop talent of the employees, so that the companies’ preeminent position among the
clients is to retain and also make to grow. Therefore “Talent Identification and Management” is
an important function in the Company.
2. It is also needed for the both to improve company performance and also to boost
employees’ well-being
1.5 LIMITATION OF THE STUDY
1. Some information required for the study may be confidential and therefore company is
not disclosing the same.
2. Time factor can be major limitation of this survey. Because it has to be completed
within the time limit without disturbing the production process or the work of the concern
employees.
3.The study was confined to the employees of branch of Tata Consultancy Services
Private Limited.
1.6 PROBLEM DEFINITION

It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros.
Talent is doing easily what other find difficult.
In an organization, there is nothing more crucial than fitting the right employees in the right
position. Or else you would be trying to fit a square peg in a round hold. When people do jobs
that just don’t suit their liking, inclination and temperament, the results or rather the lack of them
will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another negative
behavior will become typical in the employees is shown the door. Or perhaps, there is another
option – Talent management.
CHAPTER 2
COMPANY PROFILE
2.1 COMPANY PROFILE
2.2 LITERATURE REVIEW
1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National
University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield
Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2 May
2009”.
“Despite a significant degree of academic and practitioner interest the topic of talent
management remains underdeveloped. A key limitation is the fact that talent management lacks a
consistent definition and clear conceptual boundaries. The specific contribution of the current
paper is in developing a clear and concise definition of strategic talent management. We also
develop a theoretical model of strategic talent management. In so doing we draw insights from a
number of discreet literature bases. Thus, the paper should aid future research in the area of
talent management through (1) helping researchers to clarify the conceptual boundaries of talent
management and (2) providing a theoretical framework that could help researchers in framing
their research efforts in the area. Additionally, it aids managers in engaging with some of the
issues they face with regard to talent management”.
2. “T. Morris”, “Volume 18, Issue 9, 2000”, “Psychological characteristics and talent
identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”.
“I review research on psychological characteristics and sports performance and examine the
literature on talent identification with particular reference to soccer to derive implications for the
use of psychological variables in the talent identification and development process. Although the
many cross-sectional studies of psychological characteristics and performance in all football
codes conducted over the last 30 years have revealed no clear patterns, studies of both general
inventories and specific variables are still being conducted. Reports on talent identification in all
codes have increased in recent years, but most are descriptive in nature. In this review, I suggest
that research on systematic expert observation has potential as a practical approach, but more
studies of this type are needed. Considering the examination of specific psychological variables,
only a solitary investigation of creativity in adolescents has shown promise. Further research on
creativity and talent identification is required to replicate the positive results found in that study.
In summarizing the research on psychological characteristics and talent identification, I conclude
that cross-sectional research on adults cannot be extrapolated for use in talent identification with
adolescents. I propose that resources would be more effectively used in the provision of
psychological skills training for adolescent soccer players, pending more sophisticated research
on a wider range of psychological variables. It is recommended that longitudinal or quasi-

longitudinal research is essential to determine whether the same psychological variables are
important for outstanding performance throughout the process of development and whether
psychological variables measured during adolescence can predict outstanding performance in
adulthood”.
3. “Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K”, “(2002)”, “Talent
identification and development”:” an academic review”.” Sport Scotland, Edinburgh. ISBN
185060 418 5”.
“The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent
Identification and Development Programme which operated from early 2000 to the end of 2001.
The Review highlights that the actual resources required for talent identification in the UK are
concentrated on anthropometrical measures whereas the required resources should concentrate
primarily on the psychological dimensions supported by the development of fundamental motor
skills”.
4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD journal,
Hyderabad, p23-26”.
“Organization needs to have a vision and a well defined strategy on hiring for the future. Do we
have the right talent within to attract and retain the best available talent? A number of measures
for talent management are suggested.”
5. “PANDIT Y V L”, “(May 2007)”, “Talent retention strategies in a competitive
environment” , ”NHRD journal”, “Hyderabad, p27-29”

“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain the
talent.”
6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational
Excellence by Identifying, Developing, and Promoting Your Best People”.
“This is an outstanding reference work that succinctly explains a simple and practical approach
to the identification, assessment and management of talent in the current, dynamic operating
business environment. The book plainly gives advice on how to avoid high staff turnover, poor
morale, and poor performance”.
7. “Sridhar S Preetham”,” (July 2007)”, “Managing talent, HRD Newsletter, vol23 issue
-4”, “Newsletter”.
“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain the
talent”.
8. “William J. Rothwell”-“The Strategic Development of Talent”
"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any
organisation can use to effectively develop, retain and utilise talent for the benefit of an
organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity
Rothwell suggests."
9. “Christopher Rhodes - University of Birmingham, “C.P.Rhodes@bham.ac.uk”, “Mark
Brundrett” & “Liverpool John Moores” – “University Alan Nevill University of
Wolverhampton” – “Leadership Talent Identification and Development” Different Primary
and Secondary Schools in England .
“Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This article
reports on outcomes from a study funded by the National College for School Leadership (NCSL)
designed to explore leadership talent identification, development, succession and retention in
contextually different primary and secondary schools in England. Focus groups and a
questionnaire were used to secure perceptions of heads, middle leaders and classroom teachers
about leadership talent identification and development. Twenty characteristics indicative of
leadership talent were identified. Agreement and disjuncture were recorded
concerning the importance of characteristics among respondent groups. The implications of these
findings for leadership development and succession, in the face of a potential leadership crisis in
the UK and internationally, are discussed. The longer-term career planning of staff, the place of
needs analysis, self-disclosure and senior leadership decision-making are examined with respect
to leadership talent identification and development. The article offers a basis upon which schools
can reflect on their role in providing a good training ground for future leaders. School-based
changes are recommended so that individual school's longer-term leadership requirements may
be better addressed”.
CHAPTER 3
RESEARCH METHODOLOGY
OVERVIEW OF RESEARCH METHODOLOGY

RESEARCH DESIGN
Type of Research : Descriptive Research
Population Size : 100
Sample Size : 65
Types of Data : Primary Data Secondary Data
Data Collection Instrument : Questionnaire Data Collection Method : Survey
Sampling Technique : Random Sampling Statistical Tool for Analysis : a.
Percentage Method
b. Chi-Square Method
c. Pearson Chi-Square
d. Correlation Co-efficient
RESEARCH METHODOLOGY
SOURCE OF DATA
Research can be defined as “A Scientific and systematic search for pertinent information on a
specific topic.
Research is an organized activity with specific focus (objective) on a problem or issue supported
by compilation of related data and facts, involving application of relevant tools of analysis and
deriving logically sound inferences based on originality.

RESEARCH DESIGN:
The researcher has used descriptive research design. In descriptive research design, the
researcher is supposed to describe the problem using a questionnaire or a schedule. This method
helps the researcher to explore new areas of investigation. A researcher develops his/ her
hypothesis based on his knowledge about the subject matter of the study.
• Descriptive Research includes fact-finding enquires.
• Descriptive Research studies are those studies, which are concerned with describing
characteristics of a particular individual, or of a group.
• The main characteristic of this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening.
SAMPLE DESIGN:
Sample design is a definite plan determined before any data are actually collected for obtaining a
sample from a given population. Deciding the way of selecting a sample is popularly known as
sample design.
The researcher used an unrestricted sampling design. The sampling design consists of two steps:
• Sampling unit and
• Sampling size.
SAMPLE UNIT:
The area selected for the study is Guindy, Chennai.
SAMPLE SIZE:
Hr professional:
The researcher focused on a comprehensive set of workplace practices that influence employee
motivation, commitment and willingness and desire to achieve at work. The researcher identified
these practices and a deep understanding of typical organizational programs to ensure that the
questionnaire covered the broadest spectrum of tangible and intangible aspects of the work
environment. As a result, the questionnaire included items about the full range of rewards,
practices leadership and management effectiveness, communication culture and attributes
relegated to these tangible and intangible aspects.
Employees:
The prime focus of this questionnaire was to compare with the responses obtained by the above
questionnaire. The talent identification and management initiative is taken by the hr
professionals but the implication of this initiative is on the employees. By this questionnaire, the
researcher tried to find out the effectiveness, necessary of such talent management initiative as
well as the satisfaction level of the employees.
To analyze the effectiveness of talent identification and management at altech star BPO, the
researcher selected 50 persons as sample size. The respondents were selected on the basis of
Random Sampling Technique;
SAMPLE METHOD:
The study involved probability random sample for selecting the respondents. It is one of the
types in probability sampling. When population elements are selected randomly on uniform size
then if they are selected randomly and if every element get a chance equally, it can be called as
random or unrestricted sampling.
FORMULATION OF QUESTIONNAIRE:
The required information for the study is collected through a structured questionnaire. The
questionnaire consists of closed-ended questions and open ended questions. In this type of
questionnaire, both the questions and the answers are well structured. The questionnaire has two
types of questions:
• Dichotomous Question:
In this type, the questions have only 2 answers (i.e.) Yes and No.
• Multiple Choice Questions:
These are questions, which has a number of options to select. It allows the respondent to select
the appropriate one of their own.
METHODS OF DATA COLLECTION:
There are several ways of collecting the appropriate data, which differ considerably in context of
money costs, time and other resources. With regard to this study questionnaire method of data
collection is followed. Since the study is to know the effectiveness of talent identification and
management at Tata Consultancy Private Solutions.

Primary data is collected from Employees of Tata Consultancy Private Limited. A well-
structured non-disguised questionnaire was made use to collect the relevant data for the study.
The questionnaire was framed such a way so as to elicit the required information. From a list of
employees at Tata Consultancy Private Limited at random 100 employees were considered for
the study. Out of the 100 employees, only 65 employees responded. Hence out of a total
population of 100, 65 employees was the research sample size.
The secondary data was collected through company profile, books, and internets. Through
secondary data basic information about the organization was known.
STATISTICAL DESIGN:
To draw inferences and conclusions from the data collected appropriate conventional and non-
conventional techniques were adopted in the study. The conventional techniques used here is
percentage analysis, pie chart, the non-conventional technique used in this study is Pearson Chi
Square, Chi Square and Correlation.
STATISTICAL TOOL:
The collected data were classified tabulated, and analyzed with some of the statistical tools like.
1. Percentage method
2. Chi-square method
a) Pearson Chi Square
3. Correlation co-efficient
PERCENTAGE METHOD:
Percentage method is an analysis which is derived from the statistical technique for finding the
average of collected data/information. This techniques is used to draw the bar diagram,
histogram, pie-chart etc.
This helps to pin point the percentage of collected data’s.
Percentage= Number of respondents / Total number of respondents *100
CHI-SQUARE TEST:
Chi-square test is a non parametric test used most frequently by researchers to test hypothesis.
This test is employed for testing hypothesis when distributed of population is not known and
when nominal data is to be analyzed.
The following formula for calculating the value of chi-square,
x2 =∑ (O-E) 2/E
Where, O = Observed frequency E = Expected frequency
CORRELATION CO-EFFICIENT:
Correlation is used in measuring the closeness of the relationship between the two variables. It
mainly determines the existence of the relationship and tests significantly. It establishes a cause
and effect relationship. The Pearson co-efficient of correlation is denoted by the symbols that are
used universally for describing the degree of correlation between two series.
The formula for computing Karl Pearson ‘r’ is

N∑xy - ∑x∑y
r=(√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Table 1: GENDER OF EMPLOYEES
FACTORS NO. OF REPONDENTS PERCENTAGE
MALE 54 54
FEMALE 46 46
TOTAL 100 100
Chart 1: GENDER OF EMPLOYEES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 54% of the
employees are Male and 46% of them are Female. It is concluded that majority of the
respondents are Male.
Table 2:- AGE OF EMPLOYEES

FACTORS NO. OF PERCENTAGE
RESPONDENTS
18 - 25 28 28
26 - 35 34 34
36 – 45 20 20
Above 45 18 18
Total 100 100
Chart 2:- AGE OF EMPLOYEES

INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 28% of employees
fall under the age group 18 – 25 years, 34% of employees falls under the age of 26 – 35 years,
20% of employees fall under the age group of 36 – 45 years and 18% of employees are above the
age group of 45. It is concluded that majority of respondents fall under the age group of 26– 35
years.
Table 3:- EDUCATIONAL QUALIFICATION

FACTORS NO. OF RESPONDENTS PERCENTAGE
UG 58 58
PG 42 42
TOTAL 100 100
Chart 3:- EDUCATIONAL QUALIFICATION
INFERENCE:
has UG qualification and 42% of employees has PG qualification. It is concluded that majority of
the respondents are UG qualification.

Table 4 : WORK EXPERIENCE IN CONGRUENT
< 1 Year 10 10
2 – 3 Years 24 24
4 – 5 Years 36 36
5 Years and above 30 30
Total 100 100
Chart 4 : WORK EXPERIENCE IN CONGRUENT
INFERENCE:
have less than 1 year work experience, 24% of employees have 2 -3 years work experience, 36%
of employees have 4 -5 years work experience, 30% of employees have 6 years and above
experience. It is concluded that majority of employees work experience are 4 -5 years.
Table 5 : CURRENT POSITION IN CONGRUENT

Trainee 12 12
Process Associate 48 48
Senior – Process Associate 30 30
System Analyst 10 10
Total 100 100
Chart 5: CURRENT POSITION IN CONGRUENT

INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 12 % of employees
position are Trainees, 48% of employees are Process Associates, 30% of employees are Senior
process Associate, 10% of employees are System Analyst. It is concluded that majority of
employees are Process Associates.
Table 6:- ORGANIZATION IDENTIFY TALENT OF

EMPLOYEES
By competencies 12 12
By Potential 68 68
By Results 18 18
All the Above 2 2
Total 100 100
Chart 6:- ORGANIZATION IDENTIFY TALENT OF

EMPLOYEES
INFERENCE:
respondent that organization identify talent by Competencies, 18% of employees answered by
Results, 68% of employees answered by Potential, 2% of employees respondent answered all the
above. It is concluded that majority of employee’s respondent that organization identify talent by
potential.
Table 7 : TALENT MANAGEMENT NECESSARY

YES 92 92
NO 8 8
TOTAL 100 100
Chart 7 : TALENT MANAGEMENT NECESSARY
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 92% of employees’
respondent that talent management is necessary, and 8% of employees’ respondent that talent
management is not necessary. It is concluded that the majority of employees’ respondent that
talent management is necessary.

Table 8: TALENT MANAGEMENT IMPORTANT FOR
COMPANY
YES 96 96
NO 4 4
TOTAL 100 100

Chart 8: TALENT MANAGEMENT IMPORTANT FOR
COMPANY
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 96% of employees’
respondent that talent management is necessary for Company, and 4% of employees’ respondent
that talent management is not necessary for Company. It is concluded that the majority of
employees’ respondent that talent management is important for Company.

Table 9: FOLLOWING ACTION TAKENY BY THE COMPANY
AFTER THE FEEDBACK
YES 60 60
NO 40 40
Total 100 100
Chart 9 : FOLLOWING ACTION TAKENY BY THE COMPANY

AFTER THE FEEDBACK
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s
respond that following action taken by the company after the feedback , 40% of employees’
respond that following action are not taken by the company after the feedback. It is concluded
that the majority of employees’ responds that following action taken by the company after the
feedback
Table 10 : COMPLETE WORK WITHIN A GIVEN TIME

YES 98 98
NO 2 2
TOTAL 100 100
Chart 9 : COMPLETE WORK WITHIN A GIVEN TIME
INFERENCE:
respond that they complete the work within a given time, 2% of employees’ respond that they are
not complete the work within a given time. It is concluded that the majority of employees’
responds that they complete the work within a given time.
Table 10 : PERFORM WORK WITH INTEREST

YES 70 70
NO 30 30
TOTAL 100 100
Chart 10 : PERFORM WORK WITH INTEREST

INFERENCE:
respond that they perform the work with interest, 30% of employees’ respond that they are not
perform the work with interest. It is concluded that the majority of employees’ responds that the
employees perform work with interest
Table 11 : ANY TIME FEEL THAT YOU ARE WASTING YOUR

TIME
YES 20 20
NO 80 80
TOTAL 100 100
Chart 11 : ANY TIME FEEL THAT YOU ARE WASTING YOUR

TIME
INFERENCE:
respond that they feel they are wasting the time, 80% of employees’ respond that they are not
wasting their time. It is concluded that the majority of employees’ are not wasting the time.
Table 12 : SATISFACTION WHILE COMPLETE YOU’RE

WORK
Highly dissatisfied 0 0
Dissatisfied 2 2
Neither 14 14
Satisfied 80 80
Highly Satisfied 4 4
Total 100 100
Chart 12 : SATISFACTION WHILE COMPLETE YOU’RE

WORK
INFERENCE:
respond that they are highly dissatisfied while complete the work, 2% of employees’ respond
that they are dissatisfied, 14% of employees respond neither, 80% of employees’ respond that
they are satisfied and 4 % of employees’ respond that they are highly satisfied. It is concluded
that the majority of employees’ respond that they are satisfied with that they feel satisfaction
while complete your work.
Table 13 : LEVEL OF SATISFACTION WITH THE SALARY

AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE
PACKAGE
Dissatisfied 4 4
Neither 10 10
Satisfied 64 64
Total 100 100
Chart 13 : LEVEL OF SATISFACTION WITH THE SALARY

AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE
PACKAGE
INFERENCE:
respond that they are highly dissatisfied with medical insurance package, 4% of employees’
respond are dissatisfied, 10% of employees respond neither, 64% of employees’ respond that
they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded
that the majority of employees’ respond that they are satisfied with the medical insurance
package.
Table 14 : LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT
PACKAGE RECEIVE COMPANY SAVINGS PLAN
Dissatisfied 6 6
Neither 20 20
Satisfied 60 60
Total 100 100

Chart 14 : LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT
PACKAGE RECEIVE COMPANY SAVINGS PLAN
INFERENCE:
respond that they are highly dissatisfied with company savings plan, 6% of employees’ respond
are dissatisfied, 20% of employees respond neither, 60% of employees’ respond that they are
satisfied and 10% of employees’ respond that they are highly satisfied. It is concluded that the
majority of employees’ respond that they are satisfied with the company savings plan.
PACKAGE RECEIVE RETIREMENT PLAN
Dissatisfied 6 6
Neither 32 32
Satisfied 40 40
Total 100 100

PACKAGE RECEIVE RETIREMENT PLAN
INFERENCE:
respond that they are highly dissatisfied with retirement plan, 6% of employees’ respond are
dissatisfied, 32% of employees respond neither, 40% of employees’ respond that they are
majority of employees’ respond that they are satisfied with the retirement plan.
PACKAGE RECEIVE HOLIDAY ENTITLEMENT
Dissatisfied 14 14
Neither 10 10
Satisfied 50 50
Total 100 100
PACKAGE RECEIVE HOLIDAY ENTITLEMENT
INFERENCE:
respond that they are highly dissatisfied with holiday entitlement, 14% of employees’ respond
are dissatisfied, 10% of employees respond neither, 50% of employees’ respond that they are
majority of employees’ respond that they are satisfied with the holiday entitlement.
Table 17 : REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR
ORGANIZATION
FACTORS NO. OF RESPONDENT PERCENTAGE
External Talent Sessions 20 20
Appreciation for Initiation 40 40
Creativity Knowledge 10 10
Recreational Activities 30 30
Total 100 100

Chart 17 : REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR
ORGANIZATION
INFERENCE:
respond external talent sessions, 40% of employees’ respond appreciation for innovation, 10% of
employees respond creativity knowledge, 30% of employees’ respond recreational activities. It is
concluded that the majority of employees’ respond that appreciation for initiation rewarding,
motivating and retaining talent in the organization.
Table 18 : TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
Fully 9 9
To a great extent 16 16
To a reasonable extent 47 47
To a limited extent 19 19
Not at all 9 9
Total 100 100
Chart 18 : TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
INFERENCE:
respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a
reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond not
at all. It is concluded that the majority of employees’ feel that it is a reasonable extent that
transparency system adopted in talent management system.

Table 19 : TALENT RETENTION INITITATIVES
Accruing new talent 26 26
Leveraging existing talent 24 24
Retaining the current 30 30
Potential for future 20 20
Total 100 100
Chart 19 : TALENT RETENTION INITITATIVES
INFERENCE:
respond accruing new talent, 24% of employees’ respond leveraging existing talent, 30% of
employees respond retaining the current, 20% of employees’ respond potential for future. It is
concluded that the majority of employees’ retaining the current talent retention initiatives.
Table 20: SATISFIED WITH EXISTING PERSONNEL POLICIES

OF COMPANY
Dissatisfied 4 4
Neither 30 30
Satisfied 32 32
Total 100 100
Chart 20: SATISFIED WITH EXISTING PERSONNEL

POLICIES OF COMPANY
INFERENCE:
respond that they are highly dissatisfied ,4% of employees’ respond are dissatisfied, 30% of
employees respond neither, 32% of employees’ respond that they are satisfied and 24% of
employees’ respond that they are highly satisfied. It is concluded that the majority of employees’
respond that they are satisfied existing personnel policies of the company.
CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
 54% Of The Respondent Have Male Gender Of Employees

 34% Of The Respondent Have 26-35 Age Of Employees
 58% Of The Respondent Have Ug Educational Qualification
 36% Of The Respondent Have 4-5 Years Work Experience In TCS
 48% Of The Respondent Have Process Associate Current Position In Congruent
 68% Of The Respondent Have By Potential Organization Identify Talent Of Employees
 92% Of The Respondent Have Yes Talent Management Necessary
 96% Of The Respondent Have Yes Talent Management Important For Company
 60% Of The Respondent Have Yes Action Takeny By The Company After The Feedback
 98% Of The Respondent Have Yes Complete Work Within A Given Time
 70% Of The Respondent Have Yes Perform Work With Interest
 80% Of The Respondent Have No Any Time Feel That You Are Wasting Your Time
 80% Of The Respondent Have Satisfied Satisfaction While Complete You’re Work
 60% Of The Respondent Have Satisfied The Salary And Benefit Package Receive
Medical Insurance Package
Company Savings Plan
Retirement Plan
Holiday Entitlement
 40% Of The Respondent Have External Talent Sessions Motivating And Retaining
Talent In
Your Organization
 47% Of The Respondent Have To A Reasonable Extent Transparency System Adopted
In Talent Management
 30% Of The Respondent Have Retaining The Current Talent Retention Inititatives
 30% Of The Respondent Have Neither Existing Personnel Policies Of Company

5.2 SUGGESTIONS
1. Organization must have meaningful descriptions of the capabilities (skills, behaviors,
abilities and knowledge) required throughout the organization.
2. Organization must be able to relate those skills and capabilities to a role or a centre of
demand, such as job position, project or leadership role.
3. Talent Identification and Management processes must create a comprehensive profile of
their talent. They must be able to track meaningful talent related information about all of their
people – employees.
4. The working culture of the organization can be improved and maintained to retain talent
in long run.
5. More certified training can be given to the employee to boost their effectiveness and
efficiency. It should be used as a tool of motivation.
6. The organization can identify the crucial talent initiative to attract and retain the
employees, they should know while talent management elements can have the greatest impact on
the business and therefore provide a better basic for prioritization and implementation.
7. To create a sophisticated talent management environment, Organization must
 Define a clear vision for Talent Management.

 Develop a roadmap for the process integration.
 Integrate and optimize process.
 Prepare the work for changed association with the new environment.
8. The organization can develop rewards and compensation structures which will be geared
towards incentivizing on spot and develop talented employees.
9. The organization must provide skills, training, and knowledge and encourage them to
engage and conduct regular conversation with employees especially around their career
aspirations and developmental needs as to ensure right allocation of work assignment are
assigned to high potential employees to increase the retention within the organization.
5.3 CONCLUSION
As organization continue to pursue high performance and improved results through Talent
Management practices, they are taking a holistic approach to talent management from attracting
and selecting wisely, to retaining and developing leaders, to placing employees in position of
greatest impact. The mandate is clear; for organization to succeed in today’s rapidly changing
and increasingly competitive workplace, intense focus must be applied to aligning human capital
with corporate strategy and objectives. It starts with recruiting and retaining talented people and
continues by sustaining the knowledge and competencies across the entire work force. With
rapidly changing skill sets and join requirements, this becomes an increasingly difficult
challenge for organization. By implementing an effective Talent Identification and Management
strategy, including integrated data, process and analytics, organization can help ensure that the
right people are in the right place at the right time, as well as organizational readiness for the
future.
BIBLOGRAPHY
REFERENCE
1) Human Resource Management Himalaya Publications (P 386)
2) Human Resource Management System Prof. Mr. Subbarao (P, 243)
3) Ravilochanan P, Research Methodology with business correspondence and report
writing. Chennai; Margham Publications, 2003
4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi
agency, 1998
5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource
Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002
WEBSITES
1) www.congruentsolutions.com
2) www.findarticles.com
3) www.google.com
4) www.humanresourcemanagement search.com
5) www.humanResourcemanagement.info
6) www.hindustantimes.com
7) www.hrmagazines.com
8) www.wikipedia.com
9) www.yahoo.com
APPENDIX
1. Gender of employees
a. Male
b. Female
2. AGE OF EMPLOYEES
a. 18 - 25
b. 26 - 35
c. 36 – 45
d. Above 45
3. EDUCATIONAL QUALIFICATION
a. UG
b. PG
4. WORK EXPERIENCE IN CONGRUENT
a. < 1 Year
b. 2 – 3 Years
c. 4 – 5 Years
d. 5 Years and above
5. CURRENT POSITION IN CONGRUENT
a. Trainee
b. Process Associate
c. Senior – Process Associate
d. System Analyst
6. ORGANIZATION IDENTIFY TALENT OF EMPLOYEES
a. By competencies
b. By Potential
c. By Results
d. All the Above
7. TALENT MANAGEMENT NECESSARY
a. YES
b. NO
8. TALENT MANAGEMENT IMPORTANT FOR COMPANY

a. YES
b. NO
9. FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
a. YES
b. NO
10. COMPLETE WORK WITHIN A GIVEN TIME
a. YES
b. NO
11. ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
a. YES
b. NO
12. SATISFACTION WHILE COMPLETE YOU’RE WORK
a. Highly dissatisfied
b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied
13. LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE
RECEIVE MEDICAL INSURANCE PACKAGE
b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied
RECEIVE COMPANY SAVINGS PLAN
b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied
RECEIVE RETIREMENT PLAN
b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied
RECEIVE HOLIDAY ENTITLEMENT
b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied
17. REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION
a. External Talent Sessions
b. Appreciation for Initiation
c. Creativity Knowledge
d. Recreational Activities
18. TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
a. Fully
b. To a great extent
c. To a reasonable extent
d. To a limited extent
e. Not at all
19. TALENT RETENTION INITITATIVES
a. Accruing new talent
b. Leveraging existing talent
c. Retaining the current
d. Potential for future
20. SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY

b. Dissatisfied
c. Neither
d. Satisfied
e. Highly Satisfied

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CHAPTER CONTENT PAGE

2 2.1 COMPANY PROFILE

4 DATA ANALYSIS AND INTERPRETATION

5 FINDINGS, SUGGESTIONS AND CONCLUSION

TABLE CONTENT PAGE

4 WORK EXPERIENCE IN CONGRUENT

5 CURRENT POSITION IN CONGRUENT

6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES

7 TALENT MANAGEMENT NECESSARY

8 TALENT MANAGEMENT IMPORTANT FOR COMPANY

9 FOLLOWING ACTION TAKENY BY THE COMPANY

10 COMPLETE WORK WITHIN A GIVEN TIME

11 PERFORM WORK WITH INTEREST

12 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

13 SATISFACTION WHILE COMPLETE YOU’RE WORK

14 LEVEL OF SATISFACTION WITH THE SALARY AND

15 LEVEL OF SATISFACTION WITH THE SALARY AND

17 LEVEL OF SATISFACTION WITH THE SALARY AND

18 REWARDING, MOTIVATING AND RETAINING TALENT

19 TRANSPARENCY SYSTEM ADOPTED IN TALENT

20 SATISFIED WITH EXISTING PERSONNEL POLICIES OF

4 WORK EXPERIENCE IN CONGRUENT

5 CURRENT POSITION IN CONGRUENT

6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES

7 TALENT MANAGEMENT NECESSARY

8 TALENT MANAGEMENT IMPORTANT FOR COMPANY

9 FOLLOWING ACTION TAKENY BY THE COMPANY

10 COMPLETE WORK WITHIN A GIVEN TIME

11 PERFORM WORK WITH INTEREST

12 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

13 SATISFACTION WHILE COMPLETE YOU’RE WORK

14 LEVEL OF SATISFACTION WITH THE SALARY AND

15 LEVEL OF SATISFACTION WITH THE SALARY AND

16 LEVEL OF SATISFACTION WITH THE SALARY AND

18 REWARDING, MOTIVATING AND RETAINING TALENT

19 TRANSPARENCY SYSTEM ADOPTED IN TALENT

20 SATISFIED WITH EXISTING PERSONNEL POLICIES OF

Management” with reference to TCS PVT LTD.

aligned on its objectives and implementation in the organization.

the instruments used to identify high potential employees.

Pearson’s Chi Square, Chi Square, and Correlation

TALENT IDENTIFICATION AND MANAGEMENT

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

The process of attracting and retaining profitable employees, as it is increasingly more

talent." Talent management is also known as HCM (Human Capital Management).

identified and liberated.

and an awareness of their own strengths, limitations and impact on others…’

success. Such processes/strategies include talent identification, recruitment & assessment,

competency management, performance management, career development, learning management,

compensation, succession planning etc.

increased productivity, culture of excellence and much more

2. Unusual natural ability to do something well that can be developed by training.

3. Person or people with an exceptional ability.

TALENT OR HUMAN CAPITAL OF AN ORGANIZATION

human capital of any organization.

upon the talents of people.

organization and sharpen them further.

Therefore, the organizations should manage these talents well.

HOW TALENT MANAGEMENT CAN HELP YOUR ORGANIZATION

companies achieve maximum return on their employee investment.

Whether or not an employee – or the workforce as a whole – is productive and successful

deployment and use of a talent management software package include:

IMPROVED EMPLOYEE MORALE AND RETENTION