Human Resource Management 2020-2022

TITLE OF THE PROJECT

Understanding talent management practices and its effect on organizational
performance: A case study on Indian Companies.

PREPARED BY
1. Jeeni
2. Pinki
3. Nayan Basmatkar
4. Samruddhi Nalode
5. Priyanka Chandgude

SUBMITTED TO
Dr. Tanvi Rana

Institute for Technology and Management

Plot No. 25 / 26, Institutional Area,
Sector 4, Kharghar, Navi Mumbai.

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 Table of Contents

1. Introduction ................................................................................................. 4
2. Literature Review ......................................................................................... 6
3. Objectives..................................................................................................... 9
4. Research Methodology .............................................................................. 10
5. Result.......................................................................................................... 11
6. Findings ...................................................................................................... 19
7. Conclusion .................................................................................................. 20
8. Recommendations: ...................................................................................... 20
9. References ................................................................................................... 21
10. Annexure ..................................................................................................... 23

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 List of Tables and Graphs

Tables
Table 1: Age and gender respondents ..................................................................................... 11
Table 2: Satisfaction from companies’ policies ....................................................................... 12
Table 3: Talent Management practices .................................................................................... 13
Table 4: Talent Management in organisational performance .................................................. 14
Table 5: Measures of organisational performance ................................................................... 15
Table 6:Performance assessment ............................................................................................. 17
Table 7: Employee productivity............................................................................................... 18

Graphs
Figure 1: Age and gender respondents..................................................................................... 11
Figure 2 : Satisfaction from companies’ policies .................................................................... 12
Figure 3: Talent Management practices ................................................................................... 13
Figure 4: Talent Management in organisational performance ................................................. 14
Figure 5: Measures of organisational performance ................................................................. 15
Figure 6: Talent management activities ................................................................................... 16
Figure 7:Performance assessment ............................................................................................ 17
Figure 8: Employee productivity ............................................................................................. 18

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1. Introduction

Talent management encompasses all human resource processes aimed at attracting, developing,
motivating, and retaining high-performing workers. Talent management is described as the
methodically structured, strategic process of bringing in the right people and assisting them in
achieving their full potential while keeping organisational goals in mind. Talent management
is very important for an organization to retain its high performing employees and also helps
them in achieving their goals and objectives through their skilled employees.

Talent Management is a continuous process that involves attracting and retaining high quality
employees, developing their skills, continuously motivating them to improve their
performance.

Talent management is your organization’s strategy related to the attraction, recruitment,

retention, and development of people. It includes your company’s practices pertaining to seven
critical facets of HR:

1. Recruiting

2. Onboarding

3. Performance management

4. Compensation planning

5. Succession planning

6. Learning and development (L&D)

7. Workforce planning

Since companies are run by individuals, talent management makes sense. Processes,
technology, and capital are significant, but the decisions are made by people. People generate
value by using organisational assets to create the goods that a company has, so having more
skilled individuals in an organisation can help it perform better. This is why talent management
exists: to attract, create, and hire the best minds in order to achieve superior business results

To achieve long-term business goals, the process entails finding talent holes and vacant roles,
sourcing for and onboarding suitable applicants, increasing them within the framework and

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 improving required skills, training for expertise with a future-focus, and successfully
recruiting, retaining, and empowering them. The concept highlights the overarching essence of
talent management, emphasising how it pervades all facets of human resources at work while
ensuring that the company achieves its goals. As a result, it is the process of bringing the right
people on board and empowering them to help the company as a whole.

Here are the most common definitions o of talent functions related to HR:

• Talent acquisition refers to attracting and recruiting skilled employees

• Talent Management is the process of developing and retaining employees with skill training
and succession planning
• Talent pool is a group of candidates who are potentially a good fit for a company’s current or
future hiring needs
• Talent management naturally consists of many of the responsibilities of HR. At the same time,
it is not enough to expect that just because you have an HR department, you are managing
talent well. You need to have a proper constructive talent management strategy in place
designed just for your company to gain optimal results.
• The future of most businesses depends on acquisition, development and retention of highly
skilled, talented employees and build leadership qualities in them so as to implement strategies
related to business to meet current and future needs of most organizations.

In today’s volatile business market, managing your resources effectively will play crucial role
in success of a business. Talent management has become a top priority for organizations. It is
also an area where there is much room for improvement. There is debate in the profession as
to how to define talent management. For the purpose of this study, we defined talent
management as a holistic approach to optimizing human capital, which enables an organization
to drive short- and long-term results by building culture, engagement, capability, and capacity
through integrated talent acquisition, development, and deployment processes that are aligned
to business goals.

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2. Literature Review

Talent Management Definition

According to Taylor (2007) most definitions gave a definition of what Talent Management
should consist of, instead of mentioning what it is. Therefore, he came with the following
definition: Talent management is making capabilities fit commitments (Taylor, 2007).
According to him his definition is focussed on the aims of Talent Management and he further
argued that Talent Management should not only be seen as an individual aim but aim of the
organization as a whole. Talent Management should not only help the organization to ensure
that it is able to do what it had set out to do today, but also in the future.

Michaels et al, (2001) in his study defined Talent Management as ―Talent management is
about attracting, developing and retaining talented individuals within the organization.
According to Laff (2006) Talent Management is not only a new word for sourcing and
developing employees but it usually required a dynamic integration between many processes.

Berger and Berger (2003) in their study explained an easy and practical approach to the
identification, assessment and management of talent in the current, dynamic operating business
environment. The book helps us in knowing and understanding how to avoid staff turnover and
poor morale. According to view of researcher Ed Michaels (2001) Talent Management is
becoming critical nowadays. He proposed that a talent management mindset be in stilled in
managers throughout the organization. Ed Michaels is a recently retired McKinney and
Company Director, in Atlanta, Georgia.

William J. Roth Well, H.C. Kazanas (2003) in their studies expands the possibilities, and
offers practical strategies and solutions any organizations can use to effectively develop, retain
and utilize talent for the benefit of an organization and enter the ever-changing flexible future.
Managers at all levels will cheer the points suggested by Roth Well.

Researchers like Doris Sims, Matthew Gay (2007) in their studies were more interested in the
steps and decisions involving creation and implementation of talent management programs. A
step-by-step instruction for starting Talent Management programs from scratch, or taking an
existing program to the next level is explained in detail by authors like Allan Schreyer (2004)

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who considered that Internet had created more confusion than solutions for the world of
recruiting and talent management. It has certainly made things more complex and difficult. HR
professionals and even company presidents have become desperate for clarity on the future of
talent management and this desperation has been due to complexity of information available
on internet.

According to Qatami (2010), in his study mentioned that the characteristics of talented people
are related to the exhibition of excellence. According to Jarwan (2012) the most important
characteristics of the talented people are the cognitive characteristics and the emotional
characteristics, many other studies agree that the characteristics of the talented people are
characterized by cognitive characteristics and the emotional characteristics that distinguish
them from others.

Researchers (Hallahan & Kauffman, 2011) in their study opined that talented individuals
enjoy emotional stability and self-autonomy, they tend to show leadership in the peer group,
are less prone to mental illness, and happier than their peers (Hallahan & Kauffman, 2011).

Nonaka and Toyama (2005) in their study argued that knowledge is transferred to all levels
of the organization through a process that includes socialization, externalization, combination,
and internalization. According to Grigoryev (2006) not only employers but also employees
are becoming more aware of the fact that there are some skills and characteristics which are
essential in proper functioning at workplace and organization needs to identify such skills and
characteristics.

Karthikeyan J (2007) argued that Organization needs to have a vision and a well-defined
strategy on recruitment and selection for the future. He was of the view that whether
organization have the right processes to attract and retain the best available talent is key to it
achieving its goals and objectives.

In their study researchers (Branham, 2000; Schweyer, 2004) found out that most of the
organizations prefer to recruit externally rather than finding talents inside their organization.
This possibly happens because managers avoid retaining their best functional individuals but
at the same time they fear losing their employees to their competitors.

Researchers Cunningham, (2007), (Laff, 2006; Uren, 2007) argued that one of the main
factors for successful implementation of Talent Management in the organization is the full-

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time commitment from all organization's levels and it cannot be implemented and done only
by HR, even if it is done only by HR it would be unable to react when circumstances would
demand changes in the organization.

According to Hartley (2004) in his study defined Talent Management as an expression that
extends over a wide set of activities, such as succession planning, HR planning, employee
performance management etc. It is a combination of all these activities according to Hartley.

Heinen and O‟Neill (2004) in their study defined Talent Management as one of the most
effective ways to achieve a long- lasting competitive advantage. The question here is how long
can the organization sustain its competitive advantage and keep the knowledge base isolated
from competitors to sustain this competitive advantage.

The Taleo Research report on Hidden return on investment (ROI) of Talent Acquisition &
Mobility tells us the economic impact of talent acquisition and mobility and showed the
opportunities for cost reduction and improved corporate performance.

According to Von Seldeneck, (2004) in his study mentioned that the best time to recruit key
people in an organization is in a slow growing economy. Since highly talented people would
behave in a particular way to manage their environment, a firm should utilize such situation by
providing new compensations schemes and challenging packages that are modified for
retaining key talents and attracting new talents. Simultaneously other organizations would be
quiescent in locating talented people. The internal human capital is vital to attract talented
people from competitors. Thus organization should have the vision, passion, integrity and
ability to create an environment that can attract people in.

Branham, (2000) in his study agreed that recruitments are too expensive and it is vital that the
new staff should stay for long time so that ROI is achieved. According to Dalziel (2004) a
major factor of recruitment failure is due to wrong recruitment practices followed by
organizations that are based on credentials which considered poor predictors for performance.
According to him the successful recruitment recipe is ―Hiring for Competencies which is
considered as an essential building block that Talent Management relies on.

Cunningham (2007) in his study identified two broad strategic choices for organizations to
take into consideration, first is the alignment of people with roles and second is alignment of
roles with people in the process of recruiting. The first choice talks about matching possible

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 candidates to asset of already approved job roles. This option would allow many factors to
control performance; such as, Selection, recruitment, placement and promotion, all of which
help recruiting and placing talents where they are most fruitful. Promotion in this case depends
on the amount of development and learning achievements contributed. The second choice
explains the opposite idea that allies roles with people. This choice focuses on the people
selected first and the roles will adapt to those people’s individuality. According to him
whenever organizations have hard time finding the right person in terms of capability, they
always have the option of hiring someone who enjoys much impressive learning strengths in
comparison to his capabilities. The fast learning advantage will allow the person to quickly
develop and be trained to perform well. This can be used by organizations as it will help them
in reducing costs of recruitment also.

Cunningham (2007) in his study further discussed the difference of Talent Management
regarding aligning roles with people; he explained that it relates to improving performance
through adapting the roles in the work environment. The role has a wide prospective as it
includes the relationships with others in addition to a list of tasks, job description and
responsibilities. It is related to the working environment where people enjoy sufficient
interaction among each other by sharing experiences that help in the overall development
through daily work. All the previous factors depend on organizational design that is essential
in providing special inspiring programs to talented individuals for effective retention. Rewards
can vary, they can be monetary or non-monetary they are often just considered a supporting
factor. In addition to this the working method applied influences potential development. People
confined to routine work are unlikely to contribute more apart from their work and this hampers
development. If someone is in a limited role that consists of minor duties, they would be a bit
restricted in the routine process due to the lack of opportunities that will allow such people to
broaden their perspective and cause positive progress in them.

3. Objectives

1) To study the importance of talent management in Indian companies

2)To find out the impact talent management practices have on organisational performance.

3) To study various talent management practices followed in Indian companies

4) To find out the ways used by Indian companies to measure organisational performance.

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4. Research Methodology

A systematic study of methods having application within a discipline for human activity with
an aim of discover, interpret and revise knowledge is defined as research methodology.
Research in common diction refers to a search for knowledge.

“All progress is born of inquiry. Doubt is often better than over-confidence, for it leads to
inquiry, and inquiry leads to invention.” Increased amount of research make progress possible.

So, the research methodology not only talks about the research methods but also considers the
logic behind the method used in the context of the research study. Research methodology is a
way to systematically study and solve the research problems. If a researcher wants to claim his
study as a good study, he must clearly state the methodology adapted in conducting the research
the research so that it may be judged by the reader whether the methodology of work done is
sound or not.

The respondents in our research project were employees from various companies across our
country.

Research Design- Descriptive research design was used for this research study as we focussed
on a certain section of population in a company i.e. employees and tried to understand their
views about various aspects of talent management.

Data collection methods

Primary Data- For the purpose of collection of primary data proper questionnaire was
prepared. Questionnaire was made for various levels of employees of Indian companies in the
organization.

Secondary Data- Past secondary data on the topic talent management was collected, analysed
and then interpreted. Sources of secondary data are as follows,

• Research Paper
• Website
• Blogs
• Magazine

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 Questionnaire

The talent management initiative is taken by the HR professionals but the implication of this
initiative is on all the employees of an organization. By this questionnaire, the researcher tried
to find out the effectiveness of such talent management activities in an organization and its
impact on organizational performance. The researcher prepared a thorough questionnaire
covering various aspects of talent management and areas where company can improve upon.

Method used for finding results-Simple frequency and percentage method is used, descriptive
stats, crosstabulation is used to draw link graphs and tables, and Pivot charts and table used in
excel draw graphs

Statistical tools used- Statistical analysis done using Microsoft excel and IBM SPSS Statistic
26.0

Sample Size-75

5. Result

1) Age and Gender of respondents

Female Male Grand Total Percentage

18yrs - 25yrs 16 24 40 53.3%

26yrs - 35yrs 14 19 33 44%

Above 35yrs 00 02 02 2.7%

Grand Total 30 45 75 100%

Table 1: Age and gender respondents

30 Age & Gender of Respondents

24
25
19
20 16
14 Female
15
10 Male
5 2
0
18yrs - 25yrs 26yrs - 35yrs Above 35yrs

Figure 1: Age and gender respondents

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 From the above graph we interpret that mostly people working in Indian companies are in age
group 18-25yrs i.e., 53.3% and 26-35yrs i.e.,44%. And even the gender diversity is also good
in the companies, as in 26-35 yrs. group the female is 14 and males are 19 who responded. One
more thing we can interpret from the graph is most of the companies are hiring freshers who
are gen-z and millennials.

2) Company personnel policies

Overall, how much are you satisfied with your company’s personnel policies?

Frequency Percent Valid Percent Cumulative Percent

Dissatisfied 11 14.7 14.7 14.7

Neither Satisfied
16 21.3 21.3 36.0
Valid nor Dissatisfied

Satisfied 48 64.0 64.0 100.0

Total 75 100.0 100.0

Table 2: Satisfaction from companies’ policies

Figure 2 : Satisfaction from companies’ policies

From above graph we get to know that 64% respondents who are working in Indian companies
are satisfied with their companies’ personnel policies and 21.33% are neither satisfied not
dissatisfied and 14.33% respondents are not happy with their companies.

Personnel policies must be clear and specific. Every employee must be fully informed about
all policies that affect his or her interests. Stability gives employees a sense of security and
removes uncertainty from their minds. Policies must be applied consistently throughout the

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 organisation. A policy statement enables management to decide on a specific course of action
in a given situation

3) Talent management practices for identifying key performers

Does your company use talent management practices for identifying key performers?

Frequency Percent Valid Percent Cumulative Percent

Maybe 16 21.3 21.3 21.3

No 13 17.3 17.3 38.7

Valid
Yes 46 61.3 61.3 100.0

Total 75 100.0 100.0

Table 3: Talent Management practices

Figure 3: Talent Management practices

From above chart we can see 61.33% respondents says that their company is using talent
management practices and 21.33% are not sure about these practices and 17.33 % says their
companies are not into these practices

It is rightly said, “Your Top Performers are Your Blueprint for Beating the Competition.” Top
performers will become model for identifying —inside and outside of the company—who have
the potential to contribute in real and meaningful ways.

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4) Talent management helps in improving organisational Performance

Good talent management helps in improving organizational performance

Frequency Percent Valid Percent Cumulative Percent
1 38 50.7 50.7 50.7

2 14 18.7 18.7 69.3

3 12 16.0 16.0 85.3

Valid
4 9 12.0 12.0 97.3

5 2 2.7 2.7 100.0

Total 75 100.0 100.0

Table 4: Talent Management in organisational performance

Figure 4: Talent Management in organisational performance

From above graph it can be interpreted that 50.67% employees strongly agree with the fact that
good talent management practices helps in improving organizational performance and 18.67%
respondents agree with this fact. 16% are neutral regarding this fact and rest said their talent
management does not helps in improving organizational performance.

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5) Measurement of organizational performance in organisation

Do you measure organizational performance in your organization? * If Yes, what are the ways in which
organisational performance is measured in your organisation? Cross tabulation
If Yes, then what are the ways in which organisational performance Total
is measured in your organisation
Achievement Balancing Comparing Measuring
of objectives expenditure actual efficiency of
against achievement business
returns against set function,
goals process &
areas
Do you
Mostly 5 1 12 11 29
measure
organizationa
Not sure 1 0 2 3 6
l performance
in your
organization? Rarely 1 0 1 1 3

Sometimes 11 6 15 5 37

Total 18 7 30 20 75

Table 5: Measures of organisational performance

Figure 5: Measures of organisational performance

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 From the above graph we can interpret the 38.7% respondents said that mostly the performance
is measure in the organisation and 49.3% said sometimes it is measured and 8% are not sure
and rest said rarely it will be assessed.

Then, out of 38.7% respondents 41.37% respondents said companies measured performance
by comparing actual achievement against set goals, 37.9% said by measuring efficiency of
business function, process & areas and 17.24% said by achievement of objectives and rest said
by balancing expenditure against returns.

Out of 49.3% respondents, 40.5% said companies measured performance by comparing actual
achievement against set goals, 13.5% said by measuring efficiency of business function,
process & areas and 29.7% said by achievement of objectives and rest said by balancing
expenditure against returns.

Out of 8% respondents, 33.3% said companies measured performance by Comparing actual

achievement against set goals, 50% said by Measuring efficiency of business function, process
& areas 16.67% said by Achievement of objectives

From this we also interpret that overall, 40% respondents said by comparing actual
achievement against set goals, 26.7% said by measuring efficiency of business function,
process & areas, 24% said by achievement of objectives and rest said by balancing expenditure
against returns.

6) Kinds of talent management activities carried out in organisation

Assignments

Figure 6: Talent management activities

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 From above graph we can interpret that 41.1% developmental experience term assignment is
carried out 39.7% said skill classroom workshop 28.8% said coaching, 35.6% action learning,
34.6% select mentoring,16.4% select education and rest take combination of all activities
mentioned.

7) Performance assessment

Do you feel our current performance management process is effective? * At the time of Talent
Management exercise, is the individual assessed on……… (Crosstabulation)
At the time of Talent Management exercise, is the Total
individual assessed on
Business Fresh High Past
strategy battery of potential Performance
tests
Do you feel our
Mostly 0 5 13 5 23
current
performance Not sure 1 0 1 6 8
management Rarely 0 1 3 2 6
process is
Sometimes 9 2 7 20 38
effective?
Total 10 8 24 33 75
Table 6:Performance assessment

Figure 7:Performance assessment

From the above graph it is interpret that 30.7% said their current performance management is
effective 50.6% feels that sometimes they feel that its effective, 10.7% said they are not sure
about this and rest said rarely it seem effective.
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 Out of 30.7%, 21.7% said individual performance assessed on the basis of past performance,
56.5% said on the basis of high potential and rest said on the basis of fresh battery of tests.
Out of 50.6%, 52.6% said individual performance assessed on the basis of past performance,
18.4% said on the basis of high potential, 5.26% said on the basis of fresh battery of tests and
rest on the basis of Business strategy.
So, from that graph we also interpret that overall, 44% said the individual performance is
assessed on the basis of past performance ,32% said on the basis of high potential, 13.33% on
the basis of business strategy and rest say on the basis of fresh battery of tests.

8) Employee productivity helps in improving organisational performances

Employee productivity plays a key role in organization performance

Frequency Percent Valid Percent Cumulative Percent

1 35 46.7 46.7 46.7

2 18 24.0 24.0 70.7

3 11 14.7 14.7 85.3

Valid
4 6 8.0 8.0 93.3

5 5 6.7 6.7 100.0

Total 75 100.0 100.0

Table 7: Employee productivity

Figure 8: Employee productivity

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 From the above graph it is interpreted that 46.67% strongly agree with the fact that employee
productivity plays a key role in organization performance, 24% said they also agree with the
same and 14.67% are neutral about the statement, 8 % disagree with the statement and 6.67%
strongly disagree with this statement.

6. Findings

• Most of the Indian companies have started hiring freshers in the age group of 18-25 yrs in their
companies, these freshers belong to Gen-Z.
• Companies are now focussing more on gender diversity; hence we can see that large no of
female candidates are hired by companies.
• Almost 64% of the respondents said they are happy about the personnel policies of their
company which shows that companies are putting strong efforts in making personnel policies
employee friendly.
• 62% of the respondents said that their company is using talent management activities for
identifying key performers which shows that companies have started understanding the
importance of talent management specially during covid times.
• Almost 70% of the respondents said that talent management helps in improving organizational
performance.
• 49% respondents said that sometimes organizational performance is measured in their
organization which shows that many Indian companies are not understanding the importance
of measuring organizational performance.
• Most of the Indian companies are using developmental experience assignments as part of talent
development activities in their organization.
• 50% of the respondents feel that performance management in their organization is sometimes
effective which shows that companies need to focus more on performance management.
• Almost 70% of respondents feel that employee productivity helps in improving organizational
performance.

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7. Conclusion

From our study which we have done in various Indian companies, we got to know that
companies have started putting more efforts on their talent management system and are using
various talent management activities in their organization to retain their highly skilled staff.
Therefore, it would help companies in improving their organizational performance. At the same
time companies are not measuring performance in a consistent and effective manner.
Measuring organizational performance is key to a company’s success and hence more effort
needs to be put in by companies in measuring organizational performance and assessment of
individual performances. Personnel policies of Indian companies have become more employee
friendly which is a positive sign. Overall, with good talent management system in place
accurate and effective measurement of performance would really help in Indian companies
flourishing in future.

8. Recommendations:

• Companies need to put in a proper structured performance management system in place.

• Companies need to focus more on finding ways in which organizational performance is
measured in accurate and efficient manner.
• Periodic measurement of organizational performance and individual employee performance
would help companies in finding areas to improve upon which they can improve in future to
improve their overall performance.
• Periodic assessment of effectiveness of talent management activities carried out in companies
should be done to ensure that talent management activities used are actually helping in
improving organizational performance.
• Training and proper guidance should be provided by companies to low performers which
would help them in improving their performance.
• Companies should focus more on employee retention and proper steps need to be taken to
ensure that employees are retained in an organization.

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9. References

1) Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The War for Talent. Boston:
Harvard Business School Publishing.
2) Cunningham, I. (2007). Talent Management: making it real. Development and Learning in
Organizations. 21(2), 4-6.
3) Berger, L. A. & Berger, D. R. (Eds.). (2004). The Talent Management Handbook: Creating
Organizational Excellence by Identifying, Developing and Promoting Your Best People. New
York: McGraw-Hill.
4) Nonaka, I., & Toyama, R. (2005). The theory of the knowledge-creating firm: subjectivity,
objectivity and synthesis. Industrial and Corporate Change. 14(3). 419-436.
5) Heinen, J.S., & O'Neill, C. (2004). Managing talent to maximize performance. Employment
Relations Today. 31(2). 67-82.
6) Frank, F.D., & Taylor, C.R. (2004). Talent Management: Trends that Will Shape the Future.
HR. Human Resource Planning. 27(1) p. 33-42.
7) Schweyer, A. (2004). Talent Management Systems: best practices in technology solutions for
recruitment, retention and workforce planning. Canada: Tri-Graphic Printing.
8) Branham, F.L. (2000). Keeping the people who keep you in business: 24 ways to hang on to
your most valuable talent. New York: AMACOM.
9) Qutami, Youssef and Mashaala, Youssef (2007). Talent and creativity according to the theory
of the brain, Amman, Dar Debono Publishing and distribution.
10) Hartley, D. (2004). Digital Beat. T+D. 58 (3), 22-25
11) Hallhan, D. P., & Kauffman, J. M. (2011). Exceptional Learner: Introduction to Special
Education, (12thed). Needham Heights, MA: Allyn and Bacon.
12) Qatami, Nayefeh (2010). Curriculum and methods of teaching talented, Amman, Dar Al-
Masirah for publication, distribution and printing
13) Laff, M. (2006). Talent Management: From Hire to Retire. T+D Alexandria. 60(11). 42-50
14) https://www.digitalhrtech.com/what-is-talent-management/
15) http://www.dypatil.edu/schools/management/wp-content/uploads/2015/11/impact-of-talent-
management-on-the-performance-of-an-organization-with-special-reference-to-abg-pipapav-
bharati-shipbuilding-industries-shruti-naik.pdf
16) https://www.valamis.com/hub/talent-
management#:~:text=Talent%20management%20is%20a%20constant,company%20in%20th
e%20long%20run.
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17) https://www.valamis.com/hub/talent-
management#:~:text=Talent%20management%20is%20a%20constant,company%20in%20th
e%20long%20run.
18) https://blog.capterra.com/what-is-talent-management-and-how-is-it-different-from-hr/

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10. Annexure

1) Organisation Name

2) Gender

a) Male
b) Female
c) Others

3) Age

a) 18yrs - 25yrs
b) 26yrs - 35yrs
c) Above 35yrs

4) How long have you been working for the company?

(a) Less than a year
(b) 1-2 yrs.
(c) 3-4 yrs.
(d) 5-10 yrs.
(e) 10yrs & above

5) Overall, how much are you satisfied with your company’s personnel policies?
(a) Satisfied
(b) Dissatisfied
(c) Neither Satisfied or Dissatisfied

6) Does your company use talent management practices for identifying key performers?
a) Yes ______
b) No _______

7) Does your organization have a staff member whose position is exclusively responsible for
overseeing talent management initiatives?
a) Yes______

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b) No ______
c) May be ______

8) In your current organization, what methods are most commonly used to communicate with
employees?
a) In – Person
b) Employee meetings
c) Letters from Senior Executives
d) E – Mail.

9) Does your manager provide you with the coaching and guidance you need?
a) Rarely
b) Sometimes
c) Mostly
d) Not sure

10) Does your manager help you set effective goals?

a) Rarely
b) Sometimes
c) Mostly
d) Not sure

11) Developing the leadership qualities of line managers; recognizing those with talent by
rewarding excellence, enterprise and achievement. Should you have these parts of leadership
development programs?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

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12) Do you receive sufficient praise and recognition for your achievement?
a) Rarely
b) Sometimes
c) Mostly
d) Not sure

13) Do you feel comfortable giving feedbacks to your team members?

a) Yes______
b) No ______
c) May be ______

14) Do you feel our current performance management process is effective?

a) Rarely
b) Sometimes
c) Mostly
d) Not sure

15) At the time of Talent Management exercise, is the individual assessed on

a) Past Performance
b) Fresh battery of tests
c) High potential
d) Business strategy

16) Within your organization, what kinds of talent development activities are carried out?
a) Skill building classroom workshop
b) Developmental experience term assignments
c) Coaching
d) Action learning
e) Mentoring
f) Education
g) Others

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17) What are the top three areas your organization needs to improve in terms of talent
management initiatives?
a) Aligning employees with the mission and vision of your organization
b) Assessing candidates’ skills earlier in the hiring process
c) Building a deeper reservoir of successors at every level
d) Creating a culture that makes employees want to stay with the organization
e) Creating a culture that makes individuals want to join the organization
f) Creating a culture that values employees’ work
g) Creating an environment where employees are excited to come to work each day
h) Creating an environment where employees’ ideas are listened to and valued
i) Creating policies that encourage career growth and development opportunities
j) Identifying gaps in current employee and candidate competency levels
k) Identifying vacancies that will be created as the company advances and expands
l) Locating the kind of qualified professionals needed
m) Rewarding top-performing employees Other (please specify) ________________________

18) Excluding financial compensation which of the following do you believe are your
organization ‘s most effective means of rewarding motivating & retaining talent?
a) External Training Sessions
b) Innovations
c) Recreational Activities

19) Overall, how satisfied are you with this company as a place to work as compared to other
places you have worked?
a) Satisfied
b) Dissatisfied
c) Neither Satisfied nor Dissatisfied

20) To what extent you have grown professionally in your job?

a) no growth
b) little growth
c) high growth
d) not sure

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21) Do you measure organisational performance in your organisation?
a) Rarely
b) Sometimes
c) Mostly
d) Not sure

22) If Yes, then what are the ways in which organisational performance is measured in your
organisation.

a) Achievement of objectives
b) Comparing actual achievement against set goals
c) Balancing expenditure against returns
d) Measuring efficiency of business function, process & areas

23) Employee productivity plays a key role in organisation performance.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

24) Good talent management helps in improving organisational performance.

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

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