A Project Report on

“ Talent Management”

In

RSPL Ltd.

A Project Report submitted in partial fulfillment of the requirements for the

degree of Master of Business Administration

Farhan Ahmad Baqai Priyanka Singh

H.R. Head AssistantProfessor

 DECLARATION

I hereby declare that this Project Report titled “Talent Management” submitted
by me is based on actual work carried out by me. It contains no material previously
published or written by another person , nor has this material to a substantial extent
been accepted for the award of any other degree or diploma of the university or
other institute of higher learning.

Submitted By :

SAKSHI DWIVEDI

1716470044
 ACKNOWLEDGEMENT

Research Project Report is one of the most important part of MBA Program, which
has helped me to gain a lot of experience,which will be beneficial in my
succeeding career.

For this with an ineffable sense of gratitude I take this opportunity to express my
deep sense of indebtness and gratitude to Mrs. Shephali Raj, DIRECTOR PSIT ,
and Mr. Jatin Pande HOD of business administration for their encouragement,
support and guidance in carrying out the project.

I am very much thankful to, my Project Guide Priyanka Singh, Assistant Professor
for this interest, constructive criticism, persistent encouragement and untiring
Guidance throughout the development of the project. It has been my great privilege
to work under her inspiring guidance.

I am also thankful to my Parents and my friends for their indelible Co-operation

for the Goal of this study.
 EXECUTIVE SUMMARY

This new age economy, with its attendant paradigm shifts in relation to the human
capital, in terms of its acquisition, utilization, development and retention, has
placed a heavy demand on today’s HR professionals. Today HR is expected to
identify potential talent and also comprehend, conceptualize and implement
relevant strategies to contribute effectively to achieve organizational objectives.
Hence a serious concern of every HR manager in order to survive this ‘War for
Talent’, is to fight against a limited and diminishing pool of qualified available
candidates to replace valuable employees when they leave, dramatically
underscoring the difficulty to attract, motivate and retain the best employees in an
organisation.

To analyse the reasons, we first need to understand what “TALENT”

means, People have different views and definitions. According to Leigh Branham,
vice president, consulting service at Right Management Consultants and author
of the book, “Keeping People Who Keep You in Business”, a talent is not rare
and precious. Everyone has talent – too many to possibly name all. Talent is
behavior; things we do more easily than the next person. We speak of “natural
born talent” but those with a gift, knack, ability or flair for something can refine
and develop that talent through experience. Talent, however, cannot be taught. As
someone once said, “you can teach a turkey to climb a tree, but it is easier to hire a
squirrel”. Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent
can be best described as a combination of abilities and attitudes. The real trick is
to match the right motivated talents to the right role, individually and collectively,
harnessing and harmonizing this crucial attribute to achieve the objectives of your
company.

 Today, companies have become fiercely competitive when it comes to attracting

and retaining talent. According to Branham, 75 per cent of the senior executives
admit that employee retention is a major concern today, the obvious reason being
the ‘increasing rate of turnover’. This dynamically changing and volatile demand-
supply equation with such erratic attrition trends and cut throat competition has led
organisations to focus on mechanisms pertaining to attracting and retaining talent.
It is an accepted truth that turnover will happen and companies need to device a
strategy to curb unprecedented turnover from affecting organisational success.

Despite intense competition being the key to market development and success,
organisations have failed to identify some of the major reasons which highlight
why ‘good performers’ leave. In his study, Branham clearly states that one major
reason why people leave their organisation is because of the organisation’s failure
to bring about a correlation between pay and performance. Human Resource
experts in the industry believe matching the right blend of talent with the right job
profile can lead to superior performance. 

The present scenario with abundant opportunities has triggered a wave

of employees, perpetually “on the move”, forever seeking better opportunities
whenever, wherever and however they can. What is behind the restlessness of
these hard to keep employees? By focusing on productivity, organizations are
realising that it is imperative to hire employees who can do the job and be
successful at it. The organisation no longer wants to just hire to hire, infact they are
striving to find the right people, bring them into the organization and retain their
services. One of the critical functions of HR is a sound Human Resource Planning
through which they are able to project the demand for human resource and
thereafter formulate strategies for acquiring them. As the leading HR heads of the
country point out, the solution is not just about finding the correct retention
mechanisms , but it starts from the very beginning by devising ways to acquire the
right people for the right jobs.
 TALENT MANAGEMENT
INDEX
Sr. No. Contents Page No.

1. Chapter 1: Introduction

1.1 Introduction about the sector

1.2 Industry profile

2 Chapter 2: Company Profile

2.1 origin of the organisation

2.2 vision ,mission and quality policy
2.3 Growth and development of organisation
2.4 Present status of the organization
2.5 Functional department of the organization
2.6 Organisational Structure and organization
chart
2.7 Product and Service Profile
2.8 Market Profile of the organisation

3 Chapter 3: Study of the selected Research

Problem

3.1 Introduction of the Research Problem

3.2 Review of Literature
3.3 Statement of Research Objective
3.4 Hypothesis Formulation
3.5 Scope of Study
3.6 Research Design
3.7 Sampling Techniques
3.8 Data Collection

4 Chapter 4: Data Analysis and Interpretation

4.1 Analysis and Interpretation of the data

collected with relevant table and graph.
5 Chapter 5:Summary and Conclusion

5.1 Summary of Findings

5.2 Conclusion and Recommendations

6 Chapter 6: Limitation of the Research

7 Chapter 7:Bibliography

8 Chapter 8: Appendices

8.1 Questionnaire
 List of Abbreviations

S.No. Abbreviated Name Full Name

1 TMA Talent Management Alliance

2 TMG Talent Management Group

3 TMP Talent Management Programme

4 EPM Employee Performance

Management

5 LT Leadership & Talent

6 FMCG Fast moving consumer goods

7 TAP Talent Appreciation

8 TA Talent Acquisition

9 PEP Potential Enhancement

10 ACT Acquisition of Talent

CHAPTER 1
 INDUSTRY PROFILE

FAST MOVING CONSUMER GOODS INDUSTRY

Fast Moving Consumer Goods (FMCG) Industry in India is one of the fastest
developing sectors in the Indian economy. At present the FMCG Industry is worth
US$ 13.1 billion and it is the 4th largest in the Indian Economy. These products
have very fast turnaround rate, i.e. the time from production to the revenue from
the sell of the product is very less. In the present economic scenario, time is
regarded as money, so the FMCG companies have to be very fast in manufacturing
and supplying these goods.

Fast Moving Consumer Goods (FMCG) Industry in India - Facts

The Fast Moving Consumer Goods (FMCG) Industry in India include segments
like cosmetics, toiletries, glassware, batteries, bulbs, pharmaceuticals, packaged
food products, white goods, house care products, plastic goods, consumer non
durables, etc. The FMCG market is highly concentrated in the urban areas as the
rise in the income of the middle-income group is one of the major factors for the
growth of the Indian FMCG market.

The penetration in the rural areas in India is not high as yet and the opportunity of
growth in these areas is huge by means of enhanced penetration in to the rural
market and conducting awareness programs in these areas. The scopes for the
growth of the FMCG industry are high as the per capita consumption of the FMCG
products in India is low in comparison to the other developed countries. The
manufacturing of the FMCG goods is concentrated in the western and southern belt
of the country. There are other pockets of FMCG manufacturing hubs.

Fast Moving Consumer Goods (FMCG) Industry in India - Major Players

 Britannia India ltd

 Dabur India ltd.
 Marico
 Nirma ltd.
 Cadbury India ltd
 Nestle
 Cargill
 Coca-cola
 Colgate-Palmolive India
 Heinz co.
 Unilever
 Nestle
 Pepsi co.
 Jyothy Laboratories
 Procter & Gamble
 Samsung
 LG
 Haier
 Sony
 Whirlpool
 IFB
 TCL
 Electrolux
 Videocon
 DEALING OF FMCG INDUSTRY

FMCG industry, alternatively called as CPG (Consumer packaged goods) industry

primarily deals with the production, distribution and marketing of consumer
packaged goods. The Fast Moving Consumer Goods (FMCG) are those
consumables which are normally consumed by the consumers at a regular
interval. Some of the prime activities of FMCG industry are selling, marketing,
financing, purchasing, etc. The industry also engaged in operations, supply chain,
production and general management.

FMCG industry economy

FMCG industry provides a wide range of consumables and accordingly the

amount of money circulated against FMCG products is also very high. The
competition among FMCG manufacturers is also growing and as a result of this,
investment in FMCG industry is also increasing, specifically in India, where
FMCG industry is regarded as the fourth largest sector with total market size of
US$13.1 billion. FMCG Sector in India is estimated to grow 60% by 2010. FMCG
industry is regarded as the largest sector in New Zealand which accounts for 5% of
Gross Domestic Product (GDP).

Common FMCG products

Some common FMCG product categories include food and dairy products,
glassware, paper products, pharmaceuticals, consumer electronics, packaged food
products, plastic goods, printing and stationery, household products, photography,
drinks etc. and some of the examples of FMCG products are coffee, tea, dry cells,
greeting cards, gifts, detergents, tobacco and cigarettes, watches, soaps etc.
Market potentiality of FMCG industry

Some of the merits of FMCG industry, which made this industry as a potential one
are low operational cost, strong distribution networks, presence of renowned
FMCG companies. Population growth is another factor which is responsible
behind the success of this industry.

Leading FMCG companies

Some of the well known FMCG companies are Sara Lee, Nestlé, Reckitt
Benckiser, Unilever, Procter & Gamble, Coca-Cola, Carlsberg, Kleenex, General
Mills, Pepsi and Mars etc.

Job opportunities in FMCG industry

FMCG industry creates a wide range of job opportunities. This industry is a

stable, diverse, challenging and high profile industry providing a wide range of job
categories like sales, supply chain, finance, marketing, operations, purchasing,
human resources, product development, general management.
SWOT OF FMCG SECTOR
 Top 10 FMCG Companies

Some other companies that offer good career prospects in the FMCG sector are:

Godrej, Parle, PepsiCo, Coca-Cola, Colgate-Palmolive, Revlon, J&J, Ghadi,

Nirma etc
Hindustan Unilever Limited

 Turn over exceeded Rs.20,000 Crores in 2009

 FMCG segment grew at 18.3%
 Reached around700 million consumers and covers 6.3 million retail outlets.
 Employs more than 15000 persons including 1300 managers.

ITC Limited

 FMCG turnover exceeded Rs 18000 Crores in 2009.

 Segment Revenue of FMCG grew by 20% over last segment.
 Reaches about 2 million retail outlets.
 Group employs more than 29000 persons.
Nestle India Limited

 Turnover exceeded Rs 4400 crores in 2008.

 Reaches about 2 million retail outlets.
 WHY FMCG SECTOR?

 A high profile industry

 Job security- sustain robust growth- no slowdown in consumer
spending.
 Numerous opportunity both urban and rural.
 Quick experience
 Accelerating urban disposable income.
 Strong educational qualification act as an advantage.
 Initial low package but salary packages rises very fast.
 A wide range of experience.
 Per capita consumption

FMCG as a Career
A career in FMCG encompasses a large number of job roles. These are:

Market Research

Pricing

Product Development

Purchasing

Advertising
Brand Awareness FMCG is a sector where fresher's can gain excellent rewards
if they work hard.

FMCG Companies Growth

COMPANY PROFILE
In 1987, a year before Wheel was launched by HUL, without much attention of
media or public, Muralidhar and Bimal Kumar Gyanchandani launched Ghari
detergent in Kanpur, Uttar Pradesh. In 1988, Muralidhar and Bimal Kumar
incorporated Shri Mahadeo Soap Industries Pvt. Ltd. under which they started
manufacturing Ghari detergent. Eventually, Shri Mahadeo Soap Industries Pvt.
changed its name to Rohit Surfactants Private Limited (RSPL) in June 2005.
It is said that Ghari was inspired by Nirma, which was launched in 1969 and
evicted HUL's Surf within four years of its launch to become the market leader in
1987 having a market share of around 30%. Nirma was at its peak when Ghari was
launched in 1987. In 1988, HUL launched Wheel to take on Nirma which snatched
top spot from Nirma in 2000. Ghari had to compete against two big players Wheel
and Nirma since its launch. After 25 years of its inception, it took the top spot in
the detergent market in 2012.
Evolution of detergent industry in India

Detergent industry had its beginning in 1957. Swastik Oil Mills in Wadala,
Mumbai, was the first Indian factory to manufacture synthetic detergents. The
evolution of detergent powder industry is summarised in the table below keeping
focus on Indian subcontinent.

Year What happened

German scientists develop synthetic detergents to overcome post-

World War-I shortages in key ingredients then used for soap, animal
1930 fat and vegetable oils. The other big advantage of synthetic detergents
was that they were better at washing clothes in 'hard' water. They were
also far better suited than soap for use by the textile industry.

Detergents, specifically the brand Persil, enter post-War German

1945-47 morbid humour. Persilscheins was the jokey shorthand for the de-
Nazification certificates issued by Allied Powers to Germans.

Huge post-war expansion of the synthetic detergent industry in its key

market, the US, and the associated environmental problems.
Sulphonates used in detergent to get the dirt of clothes, were not
1950s
biodegradable. Their release into water bodies lead to huge amounts of
foam being formed in lakes and rivers. Under public pressure,
manufacturers switched to biodegradable substances.

The first Indian factory to manufacture synthetic detergents set up

by Swastik Oil Mills in Wadala, Mumbai. Even though key
1957
ingredients are imported, they still cost far less than importing finished
detergents.

1960s HUL (then HLL) enters India accelerating the shift to detergents is
persisting shortages of vegetable oils, a key ingredient in soap. By the
mid-60s large corporates like Tata Oil Mills and Hindustan Lever
 establish themselves in the business. The latter even begins exporting
to Russia.

Since 1950, another key ingredient in detergents was phosphate

chemicals, which is effective in washing clothes in 'hard' water. But
they also caused 'eutrophication', a dramatic and excessive growth of
1965-70 plants in lakes and other water bodies that uses up most of the oxygen,
leading to the death of marine life like fish. Detergent makers in the
US started using non-phosphate chemicals in response to the criticism,
though they fight against an outright ban.

1969 Nirma, HUL's future nemesis, is born.

Shortages in vegetable oils accelerate and so does the use of synthetic

detergents. To promote their use among wary soap-using consumers in
rural India, companies like HUL perform plays and puppet shows at
1970s
mandis. HUL also introduces Rin Bar at about this time. Mindful of the
need to conserve the use of vegetable oil, government classifies
synthetic detergents as a 'core' industry.

Despite the expansion in synthetic detergents, the capacity of the

Indian industry is still only 84,000 tonnes, far less than the
1974 government-sanctioned capacity of 3.5 lakh tonnes. Queering the pitch,
the government begins pondering the liberalisation of licences, but
only to the small-scale sector.

Due to the West Asia oil crisis, prices of key petrochemicals

skyrocket, by as much as 100%, forcing manufacturers to raise prices
1975 of detergents. The price of Surf doubles in one year, causing outrage in
Parliament against companies like HUL. Such high raw material prices
will persist through the 70s.

1975 Point, a detergent brand, achieves history by being the first product in
this category launched by a sarkari factory, the public-sector
Government Soap Factory of Bangalore (which also makes Mysore
Sandal soap). Soap Opera, Mid- to Late-70s High detergent prices
 make soap manufacturers competitive, causing consumers to switch.

25 years after the first domestic factory was established, synthetic

detergents only manage a 25% market share of the total fabric washing
1983
market. By comparison, the market shares in Thailand that time is 99%
and in Kenya, 60%.

Saea ade as lower-priced Nirma evicts HUL's Surf from the pole
1985
position in the detergents market.

Unnoticed by the biggies, brothers Muralidhar and Bimal Kumar

1987 Gyanchandani launch Ghari, which will eventually come to rival the
two giants in market share.

HUL introduces Wheel to take on Nirma. In its battle with Nirma,

1988
HUL will bring its massive marketing and distribution muscle to bear.

2000s HUL wins the battle. Nirma falls to second place.

Early
Ghari overtakes HUL.
2012

Strategies of Ghari

Ghari followed Nirma’s path of aggressive pricing

The growth of Nirma in the seventies was not from market share gains within
detergent powders; however, it was from market expansion. The low price of
Nirma brought an evolution among laundry soap users who gradually switched
from soap to detergent powder. Slowly detergent powders substituted laundry
soaps within overall fabric wash category. Ghari followed Nirma’s strategy of
keeping low price and targeting customers at the bottom of the market.
Regional Focus

Ghari did not have the financial power to beat giants like HUL and P&G.
Focussing on Uttar Pradesh, its home state, was a big advantage for Ghadi. The
reason is attributed to the fact that Uttar Pradesh has a population of 167 million,
the highest among Indian states. It accounts for over 12% of the country’s FMCG
sales.
In addition, the adjoining markets of Bihar, Madhya Pradesh and Punjab along
with UP account for one third of the total consumer products market. The strategic
focus for Ghari was to capture adjoining markets after capturing the massive
market in Uttar Pradesh. Ghari was successful in capturing the adjoining markets
over a period of time.
Incentives to the Dealers

Compared to competitors who provided 5% profit margin, Ghari detergent

provided a profit margin of 6-7% to its dealers. This enabled Ghari to have a
stronger dealer base to push sales while keeping its prices low.
Mobile application to track sales

Around April 2011 onwards, RSPL started using mobile phones to book sales and
track distributor's positions and sales for which it adopted a mobile application,
‘msales’. Msales helped RSPL’s sales force to take care of the sales activity on the
go and the data captured is pushed to its enterprise resource planning (ERP)
system.
Msales is GPS enabled. So, it is possible to track the sales since the application is
GPS-enabled. Earlier, it was not possible to track sales on the go.
Branding and Promotion

Advertising and Promotion

RSPL spends 2% of sales for marketing and promotional activities. All

advertisements are centred on the tagline ‘Pahle istemal karein fir vishwaas
karein’ (Use it and then believe it) which encourages trial and prompts repeat
purchase.
Ghari is for common man and usually it targets household wives. To live in that
spirit Ghari brand has avoided using any celebrity to endorse it unlike wheel
(endorsed by Salman Khan), Rin (Kajol), and Ariel oxybin (Kiran Bedi).
Ghari detergent has gone to advertise in train too. The first train campaign was
launched in 2008 and was called the ‘Ghari Detergent Express’. That train
campaign ran between Lucknow and Guwahati for two months. Then it advertised
in Pushpak Express and Swarna Jayanti Express.
Apart from advertisements in train, RSPL promotes Ghari through roadside shows,
magic shows and exhibitions in smaller towns and cities. The magic shows have
been highly successful in giving the brand a good visibility in cities like Jaipur,
Indore, Kota, Alwar and Kanpur.
Brand recall

By name Ghari detergent, people immediately connect with the tagline ‘Pahle
istemal karein fir vishwaas karein’ which means, ‘Use it and then believe it’.
Those who use Ghadi and come to know about the credibility of the message it
communicates through various advertisements, would prefer to go for Ghari again.

OUR MISSION
To be a part of consumer’s daily life by giving them best value for money through
well researched and ever evolving excellent products

OUR CORE VALUES

• Consumer Centricity
• Continuous Improvement
• Integrity
• Thorough Planning and Execution

Our Principles
Whistle Blower Policy

RSPL GROUP

1.INTRODUCTION

1.1RSPL Limited believes in the conduct of the affairs of its constituents in a fair
and transparent manner by adopting highest standards of professionalism, honesty,
integrity and ethical behavior. In order to inculcate accountability and transparency
in its business conduct, the Company has been constantly reviewing its existing
systems and procedures.

2.SCOPE AND OBJECTIVE

2.1 In keeping with its beliefs it has been decided by the Company to introduce a
Whistle Blower Policy (hereinafter referred to as “Policy”). The purpose of this
Policy is to provide a framework to promote responsibility and secure whistle
blowing. This Policy will enable all employees, directors and other stakeholders to
raise their genuine concerns internally in a responsible and effective manner if and
when they discover information which they believe shows serious malpractice or
irregularity within the Company and/or to report to the management instances of
unethical behavior, actual or suspected, fraud or violation of Company’s code of
conduct or ethics policy.

3.DEFINITIONS

The definitions of some of the key terms used in this Policy are given
below:3.1“Associate” means all business associates of the Company including all
suppliers, vendors, consultants, auditors, service providers, lessor (s)/owners of
commercial / residential properties, manpower supply agencies, etc., with whom
the Company has been dealing with or proposed to enter into any business
transactions.

3.2“Audit Committee” means the Audit Committee of the Board of Directors of

the Company constituted in accordance with Section 177 of the Companies Act,
2013 and rules framed thereunder. code of conduct or ethics policy.

4.SCOPE AND EFFECTIVE DATE

4.1This Policy applies to all the Employees of the Company (including expatriates
and outsourced personnel), directors, stakeholders of the Company including
Associates.

5.COVERAGE OF POLICY

5.1This policy encourages all the Whistle Blowers to report any kind of misuse of
Company’s properties, mismanagement or wrongful conduct

6.COMPLAINT PROCEDURE

6.1The Whistle Blower shall lodge his/her Complaint with the Vigilance Officer of
the Company (the details of the Vigilance Officer are provided below)and also
send a copy of the same to the Audit Committee. The Complaint must be either in
the form of a written letter (in closed envelope) or by e-mail. While the Company
would encourage that all complaints are submitted in written, in case there is a
Whistle Blower who does not write down the complaint but makes such Complaint
in verbal form, it will be the joint responsibility of the Vigilance Officer and the
Whistle Blower to ensure that the same is reduced to writing

7.GRIEVANCES REDRESSAL PROCEDURE

7.1On receipt of a Complaint from a Whistle Blower, the Vigilance Officer on the
approval of the Audit Committee may perform all such acts as it may deem fit and
appropriate to safeguard the interests of the Company, including but not limited to,
the following functions:

a.Obtain legal opinion or expert’s view in relation to the Complaint;

b.Appoint some Investigator or external agency to assist in investigation;

8.PUNITIVE ACTION TO BE TAKEN

8.1The Company may take the following punitive or disciplinary actions against
the accused, on the completion of or during the investigation proceedings,
depending upon the nature of the indiscretion, where the Audit Committee finds
him guilty:

GROWTH AND DEVELOPMENT OF RSPL

Annual Turnover In Crores of RSPL
 Present status of the company

RSPL is planning a soda ash plant & CPP in dist. Jamnagar, Gujarat.

Chemicals

Status: Announcement

Promoter: RSPL

Project: 1500 TPD of ash plant and 50 MW of Captive Power Project

Location: Village Kuranga, dist. Jamnagar, Gujarat

Current Status: Land acquisition is in progress. 85% of land has been acquired.
The project is waiting for environmental clearance. The entire project is planned
for completion in 5 years from zero date…
Present status of RSPL
ORGANISATION STRUCTURE AND CHART
MEMBERS AND EXECUTIVES OF RSPL
 FINANCIAL COMMENTARIES

PRODUCT AND SERVICE PROFILE OF ORGANISATION

 Product Range

FMCG Division from RSPL

Prominent & Leading Manufacturer from Kanpur, we offer Ghari Detergent

Powder From RSPL, Ghari Detergent Cake From RSPL, Xpert Ultra Dish
Washing Gel From RSPL, Venus Coconut Soap From RSPL and X-Pert Dish
Washing Bar From RSPL.

The company has established detergent manufacturing units in various locations

across India to enable the company to fulfill the demand of its products across the
country more effectively. The company is going to set up a new unit in Raipur,
Chhattisgarh for the manufacturing of detergent cake, powder and acid slurry. The
company has applied for necessary approvals to set up the unit. Within next couple
of years the Group’s installed capacity of detergents would cross 800000 MT PA.
To make its presence stronger in southern states, the company is planning to set up
a unit in Karnataka. The company has already acquired land at Bidar, Karnataka
for the purpose. Keeping in view the expanding market of personal & home care
products in India, the company has set up a unit in Haridwar for the manufacturing
of products like Shampoo, Hair oil, Toothpaste, Moisturiser, Shaving Cream,
Liquid Hand Wash, Floor Cleaner, Liquid Detergent and Toilet Cleaner. The Unit
has become operational in March 2010 with an installed capacity of 123 MT per
day for all products taken together.

WIND ENERGY FROM RSPL

In the year
2008, with a
view to
expand the Wind Power Project, the Group has also  established another Wind
Power generation project in Gujarat.  The capacity of the project is 9.60 MW with
12WECs’ of 800 KW each. 

During the Financial Year 2010-11, the Company has set up another Wind Power
Farm, having a capacity of 10.5 MW, in TamilNadu. It has been set up in technical
collaboration with Suzlon Energy Limited.

 Presently the company has installed capacity of producing 26.1 MW wind energy.
The Wind Energy Project is enjoying 100% exemption from the Income tax for 10
years.

About us

We live in fast paced ever changing world. These changes affect our lives and
lifestyles and therefore it is crucial to learn to be resilient. The driving force at
RSPL Group is to understand profound changes in product technology and
consumer needs to make our brands the way consumer desires them to be. We
believe that the only constant in the history of mankind is evolution and so it is our
endeavor to give superior brand experience and most superior value for
consumer’s money. Our undeterred pursuit for evolution has led the company to
progress on the path of value during our growth. RSPL Group is 3800 crore
diversified conglomerate, which is committed to value for money propositions &
credited with several innovations over last 3 decades. The sagacity to weave its
business around consumer needs has conferred RSPL Group with a distinct value
and identity. Efficient capital structure, cutting edge technology, operational
discipline and a widespread distribution network, have together attributed to
enhance RSPL Group and enabled the organization to deliver value to consumers.
Keeping in line with its expansion programme, the company has established
detergent manufacturing units in various locations across India to enable the
company to fulfill the demand of its products across the country more effectively.
The company is going to set up a new unit in Raipur, Chhattisgarh for the
manufacturing of detergent cake, powder and acid slurry.

Dairy product from RSPL

RSPL Limited is all set to further consolidate its position in the dairy business with
the name of “Namaste India Foods Private Ltd.” Along with the taste, the milk is
full of calcium, protein, carbohydrates, vitamins, etc., for healthy growth of human
body. The Company aims to provide remunerative returns to the farmers and also
serve the interest of consumers by providing quality products which are good value
for money.

NAMASTE INDIA FOODS PVT. LTD.is an Indian Dairy Company that is

committed to supply pure milk & milk products. Situated at Shivrajpur,31 km
away from Kanpur Nagar, company has established a developed Agriculture &
Cattle Farm where Agriculture & Cattle Farming is done by the scientific method.
The unit is fully automated with international standards and plans to collect,
process and pasteurize 4 Lakh litre milk per day. It has collection centres in
hundred villages and will be extending to 1000 villages in another three years.
Company is establishing milk chilling centres at the distance of every 50 km from
its Dairy Plant (around Kanpur). It strictly follows the rules of cleanliness while
processing/pasteurizing its products. The product portfolio include Pasteurized
Milk, Pure Ghee, SMP & Dairy Whitener, Cheese, Curd, Flavoured Milk and other
dairy products.

NAMASTE INDIA GHEE FROM RSPL

Homemade ghee is always considered to be best in India and we at Namaste India

understand our customers’ needs and thus assure to provide ghee which is rich in
taste, aroma and its granules gives you the best taste you had ever experienced.

HYGIENE CARE PRODUCTS FROM RSPL

Pioneers in the industry, we offer Pro-ease Sanitary Pads from RSPL from India

FOOTWEAR PRODUCTS FROM RSPL

Prominent & Leading Manufacturer from Kanpur, we offer Gents Shoes.

Gents Shoes

Red Chief is one of the leading footwear brands in India since 1997, manufacturing
high quality genuine leather footwear at unbeatable price. The company has
recorded an impressive growth through its enthusiastic and highly motivated
marketing team; company has estimated sales figures of Rs. 900 million in
benchmarking standards. In the domestic market it is one of the most admired
footwear brands and holds the valued market share for leather footwear.

Red Chief as a brand is constantly evolving to keep pace with the changing trends,
styles, beliefs, and aspirations of people while maintaining the sanctity of certain
traditions like workmanship and good value.

  
Perfection is a never ending pursuit for us. With quality as the hallmark, it is our
sincere endeavor that each product that comes through our state-of-art production
line should truly act as the ambassador of goodwill, with the consumers-
reinforcing their conviction in Red Chief.

XPERT DISH WASH BAR FROM RSPL

xpert dish wash bar from RSPL Ltd,for cleaning the
utensils.

Advertisement of
Xpert bar by
Madhri Dixit
Nene.

Pioneers in the industry, we offer Xpert

dish bar from RSPL from India.
 MARKET PROFILE OF THE ORGANISATION

Ghari is positioned at the market where the real volume lies.(45%) in the
economy scale.
 INDIAN DETERGENT MARKET

Detergent Market is dominated by the major players, 22.8% of the market is

captured by GHARI.
CURRENT REPORTS OF RSPL
SWOT ANALYSIS OF RSPL
INTRODUCTION
 1.1 Introduction of the study

Talent Management

Talent Management implies recognizing a person’s inherent skills , traits,

personality and offering him a matching job. Every person has a unique talent that
suits a particular job profile and any other position will cause discomfort. It is the
job of the management, particularly the HR Department to place candidates with
prudence and caution. Talent Management is beneficial to both the organization
and employees.

The organization benefits from:

Increased Productivity and capability.

A better linkage between individuals effort and business goals.
Commitment of valued employees.
Reduced Turnover.
Increased bench strength and a better fit between people’s jobs and skills.
Employees benefits from:

Higher motivation and Commitment.

Career Development .
Increased Knowledge about .
Contribution to Company goals.
Sustained motivation and job satisfaction.

Talent Management has a number of benefits to offer such as :

Employee Engagement
Employee Retention
Aligning to strategic goals in order to identify the future
leadership of the organization .
Increased Productivity
Culture of Excellence and much more .
Concept of Talent Management
 CONCEPT OF TALENT MANAGEMENT

Traditional HR systems approach actually is a risk prone approach especially for

the companies operating in fast evolving industries since competencies become
redundant with time and new competencies need to be developed . Thus , over
time, entire approach to development of people might be rendered obsolete calling
for rethinking the entire development initiative.

TALENT MANAGEMENT on the other hand focuses on enhancing the potential

of the people by developing capacitites . Capacitites are the basic DNA of an
organization and also of individual potential.

D Point of departure
N Navigation
A Point of Arrival

In fact, the following appropriately describes the role of Talent Management:

Translating organizational vision into goals and mapping the required level of
capacities and competencies to achieve goals aligning individual values and vision
with organizational values and vision.

Clear understanding of the varied roles within the organization and appreciation of
the value addition from self and others leading to building a culture of trust,
sharing and team orientation.

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

possessed within the organization.

Gap analysis and identification of development path helping individual realize

their full potential through learning and development.
Understanding Talent :

The idea of developing the talent is not a new concept in any business. In fact
every successful company that has “stood the test of Time” has done so, because
of their ability to attract, retain and get best out of their talent.

Today we read of war of talent. This has emerged, not because companies have
forgotten about talent, or allowed it drop off the radar but, because in some
fundamental ways, the talent has changed. We have a new kind of young person
entering the business world, with a very different world view, set of values,
priorities and goals.

FOCUS 1: Attracting and recruiting Talent:

In order to effectively attract and recruit the talented employee you need to
understand what talent is looking for in a career and how they will view your
business in terms of fitting in with their needs. Your approach to each one of you
potential recruits needs to be altered to suit that they are.
By examining this through the perspective of the different generations, we are able
to look at their attitude to work what kind of career, organization and benefits they
are looking for and know what kind of techniques will ensure that your recruitment
process is successful in each generational context.

THIS FOCUS UNIT LOOKS FOR:

 Attitude to work
 Career goals
 Views on organization and how they are currently run
 What benefits each generation is looking for
 Techniques to attract the different generation: what will make your
organization stand out?
 Techniques to recruit different generations: how should the job offer be
presented?

FOCUS 2 : Retaining and developing Talent:

In order to effectively retain and develop Talent you need to understand what the
generation is looking in a future career and in an organization. Your approach to
each one of your employees needs to be altered to fit individual goals and personal
needs.
THIS FOCUS UNIT LOOKS FOR:

a. Work ethics and values

b. Career planning
c. Work environment and culture
d. Benefits and reward system
e. Ways to motivating
FOCUS 3: Managing Talent:

An in depth at how the generations internalize authority will enable you to adjust
your management style to fit in with who they are. We are able to look at the
attitudes of the different generations to leadership and management; what kind of
management approaches will ensure that you gain maximum loyalty , productivity
and job satisfaction from each of your employees .

THIS FOCUS UNIT LOOKS FOR:

 Attitudes to authority
 Management styles for the different generations including conflict
management
 Leadership styles used by the different generations
 Specific techniques to help you manage different generation including
communication and feedback preferences
 Coaching and mentoring preferences including
 The role of coach
 The coaching process
 PROBLEM IDENTIFICATION

It takes talent to spot talent. A tone deaf will never be able to appreciate the music
of maestros. Only the seasoned jeweler would know that all that glitter is not
real .and only those who can recognize the worth of a diamond can value it .for
others it is just a stone . talent is doing easily what others find it difficult .

In an organization there is nothing more crucial than fitting the right employee in
the right position.or else you would be trying to fit a square peg in a round hole .
when people do jobs that just don’t suit their liking , inclination or temperament,
the results or rather the lack of them will be disasterously obvious. Low
productivity dissatisfaction low morale absenteeism and other negative behavior
will become typical till the employee is shown the door. Or perhaps there is
another option – “ TALENT MANAGEMENT ”.

“A conscious ,deliberate approach undertaken to attract, develop and retain people

with the aptitude and abilities to meet current and future organization need’’

Organization need to have a vision and a well defined strategy on hiring for the
future.

India has become the outsourcing capital of the world and this has created it’s own
set of HR challenges. India’s biggest problem is that the qualified graduates are
becoming scare. Despite the large population , the supply of engineers cannot keep
up with the sharply increased demand. So, do we have the right talent within to
attract and retain the best available talent?
 THE SERVICE AND CONSULTING AREAS OF TALENT
MANAGEMENT THAT THUS EMERGE ARE:

•Talent appreciation

•Potential enhancement

•Acquisition of talent

•Knowledge management

Grow Talent offers services in all the above areas. Grow Talent’s offerings are
basedon the models discussed above and follow a unique methodology.

Talent appreciation (TAPTM )

TAPTM services from Grow Talent are focused on assessing the way
individuals learn,think, relate to others, and act. Tap is used to evaluate the
capacities, competencies and values of individuals for assessment of
potential for career development and succession planning.This is intricately
linked to helping organizations map their capacity and competency requirements
and then assessing talent to draw up individual development plans. The talent
profiling thus done for organizations helps them identify critical competencies to
be developed and capacities to be enhanced in order to meet future business
requirements and achieve plans.

Potential enhancement (PEPTM)

The focus of PEPTM is to create learning experiences and solutions for individuals
that will help convert their talent into competence. It also involves designing
learning events and processes that enhance the potential of individuals.Two
intrinsic components of Grow Talent PEPTM are:

•Capacity building modules - which focus on enhancing the four capacities

of individuals.
•Competence building modules – which focus on specific areas like
consulting skills, problem solving, service quality, strategic selling,
process designing,interviewing skills, etc.

Acquisition of talent (ACTTM)

G r o w T a l e n t ’ s a p p r o a c h t o h e l p i n g or g a n i z a t i o n s a c q u i r e t a l e n t i s
b a s e d o n t h e following:

•Helping organizations define roles for specific leadership positions

based on'preferred futures' and strategy

•Identifying the competencies required for each of these jobs

•Determining the levels of fundamental capacities of learning, thinking, relating

and acting needed to acquire these competencies

•Defining the values which are needed to display the desired behaviors

•Identifying individuals who would fit into these positions

•Enable organizations and individuals to establish mutually acceptable contracts

for employment and lay the foundation of win-win relationships.
 Literature review

A detailed survey of the concerned literature has been carried out based on various
journals, reviews concerened magazines and internet and presented below:

Any organization needs to have a vision and a well defined strategy on hiring for
the future. We should have the right talent to attract and retain the best available
talent for which a number of measures for talent management are required.
[KARTHIKEYAN,2007]. Emphasis has been paid on initiatives that can be put in
place to help organization to retain and nurture the talent [PANDIT,2007]. The
fundamental aspects about the definitions of the humans resources have been
discussed and planning of new models have been discussed. The need to disband
the conventional school of thoughts about organizational behavior has been
advocated and a new approach has been suggested for HR [ANANDRAM,2007.]

 Definition of Talent Management

Although there are several rational definitions of talent management available,

nevertheless, there is the lack of clarity on what it basically means (Lewis and
Heckman 2006) and an accurate definition of talent management remains
somewhat unclear (Hughes & Rog, 2008). Stephenson & Pandit (2008) and several
other researchers advised that having the right number of people at the right place
at the right time with the right skill sets and levels of motivation are fundamental
to talent management. Others believe that talent management embraces entirely the
activities of an organization amongst which are attracting, developing, selecting
and retaining the best workforces in the suitable position (Stahl et al.,2007).

CIPD defines talent management as the organized attraction, deployment,

development and retention of high potential employees who are considered as a
certain value for the organization (CIPD, 2009). Talent management is involved
with all the Human Resource Management (HRM) processes with an exact
emphasis on the attraction, development and retention of talents (Lewis and
Heckman, 2006). In another expression, it can be said that talent management
encompasses almost all the elements of human resource management (Stewart. &
Harte, 2010). Some others describe talent management as an embraced and
legislated  promise to employing a cohesive, technological, and strategic approach
to human resource management (Hughes & Rog, 2008).

Why is Talent Management Important?

The primary reason for the importance of talent management is that successful
talent management certifies the organization to attract and retain essential talents.

Second reason is employees’ engagement as stated by Morton (2005) who believed

that talent management is fundamental to engaging employees in the organization.
Therefore, the combination of these issues has become a primary determinant of
success and a vital concern for organizations (Hughes & Rog, 2008). After the
2008 global financial crisis, organizations decided to reduce their costs and focus
on competencies in order to become leaner. Many companies began to invest on
long-term strategies to hire and also develop management skills, in addition to
implementing integrated talent management development strategies. Hence, a well-
planned strategy can help to overcome organizations’ difficulties and boost
business success (Rowland, 2011).

On the other hand, the principle of talent management can benefit and enhance the
knowledge management in the organizations (Whelan & Caracary, 2011).
Knowledge is regarded as a most substantial organizational asset and it has been
considered as one of the intangible sources of competitive tools (Kiessling &
Harvey, 2006). Most of the competitive advantages are tacit in nature
(McDonnell , 2007), it is latent in people’s action and experience which is not easy
to imitate or even formalize and spread in the organizations. Therefore, it is high
time for those entrusted with talent management to recruit these people with tacit
knowledge and experience and retain them in the organization or greatly invest in
their training and development.

Thus, employees’ knowledge, skills and capabilities need to be boosted and

recognized as a vital source of competitive advantage (Colling & Mellahi, 2009).
Although there are many citations based on the lack of talent management
proficiency, but according to CIPD (2010), organizations are placing more
emphasis on talent management for the purpose of knowledge creation, sharing
and retention. Consequently, they are going to have better understanding of
interaction  between talent management and knowledge management, which will
lead them toward effective talent management (Whelan & Caracary, 2011). In this
new competitive business environment, organizations not only need to be clear
about the need for a  balanced number of talents to flourish but also need to be able
to effectively manage the talent. According to Williamson (2011) these dual
initiatives are the most critical issue that can determine the success or failure of an
organization.

Objectives of the Study

In the current scenario of cutthroat competition , every company has to survive to
satisfy its customers by providing them quality products and services. The summer
training at RSPL , was undertaken with a view to study certain fundamental as
well as commercial and operational aspects of the company . The training involved
the study of the following.

To understand the entire procedure of Talent Management.

To understand the need of Talent Management.

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

Management procedure .

To study the possible improvement in Talent Management Process.

To study the barriers to Talent Management .

 THE HYPOTHESIS OF THIS PROJECT ARE :

 NULL HYPOTHESIS :
Employee taking benefits from the Talent Management System.
Employee can retain successfully for the benefit of the organization.
Employee’s Performance increased by Talent Management.
Employee turnover of organization affected by Talent Management
Procedure.

 ALTERNATE HYPOTHESIS :
Employees are not able to take benefits from Talent Management
System.
Employees cannot retain successfully for the benefit of the organization.
Employees Performance cannot increase by Talent Management.
Talent Management is not affecting on employees turnover of the
organization.
 SCOPE OF THE STUDY

In the recent days, the HR Department of any organisation is vested with the
responsibility of managing the Talent in addition to its conventional function
of providing good human capital to an organization.

In order to perform this function, they use the following methods viz.

1 . Identifying the Talent which is required.

2. Right Selection of the Talent.

3. Implementing competitive compensation plans.

4.Training and continual development of Competencies.

5 . Practicing state-of-the–art performance appraisal systems

6. Aligning the acquired Talent

7. Developing and nurturing the Talent.

8. Retaining the Talent .

The scope of Talent Management is quite wide and adopts an integrative approach
to the functions mentioned above. The purpose is to have a synergistic effect
between the various activities so as to ensure a maxi-maxi effect.
RESEARCH METHODOLOGY
 Research Methodology

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

may be understand as a science of studying how research is done scientifically. In
it we are studying his research problem along with the logic behind them. It is
necessary the researcher to know not only the research method techniques but also
the methodology.

Research Design
A research design is the set of methods and procedures used in collecting and
analyzing measures of the variables specified in the research problem research.
The design of a study defines the study type (descriptive, correlation, semi-
experimental, experimental, review, meta-analytic) and sub-type (e.g., descriptive-
longitudinal case study), research problem, hypotheses, independent and dependent
variables, experimental design, and, if applicable, data collection methods and a
statistical analysis plan. A research design is a framework that has been created to
find answers to research questions

There are many ways to classify research designs, but sometimes the distinction is
artificial and other times different designs are combined. Nonetheless, the list
below offers a number of useful distinctions between possible research designs. A
research design is an arrangement of conditions or collections.[1]

 Descriptive (e.g., case-study, naturalistic observation, survey)

 Correlation (e.g., case-control study, observational study)
 Semi-experimental (e.g., field experiment, quasi-experiment)
 Experimental (experiment with random assignment)
 Review (literature review, systematic review)
 Meta-analytic (meta-analysis)
TYPE OF RESEARCH USED:

It is descriptive type of research. Descriptive Research The major purpose of

descriptive research is to describe the data and characteristics about what is being
studied.
It does not answer questions about how/when/why the characteristics occurred.
Rather it addresses the "what" question (what are the characteristics of the
population or situation being studied?) The characteristics used to describe the
situation or population are usually some kind of categorical scheme also known as
descriptive categories.

For example, the periodic table categorizes the elements. Scientists use knowledge
about the nature of electrons, protons and neutrons to devise this categorical
scheme. We now take for granted the periodic table, yet it took descriptive
research to devise it.

Descriptive research generally precedes explanatory research. For example, over

time the periodic table’s description of the elements allowed scientists to explain
chemical reaction and make sound prediction when elements were combined.
Hence, descriptive research cannot describe what caused a situation.

Thus, descriptive research cannot be used as the basis of a causal relationship,

where one variable affects another. In other words, descriptive research can be said
to have a low requirement for internal validity.
 SAMPLING TECHNIQUES

Sampling is the selection of a subset of individuals from within a statistical

population to estimate characteristics of the whole population.

Two advantages of sampling are that the cost is lower and data collection is faster
than measuring the entire population.
Each observation measures one or more properties (such as weight, location,
colour) of observable bodies distinguished as independent objects or individuals.
In survey sampling, weights can be applied to the data to adjust for the sample
design, particularly stratified sampling.

SAMPLING TECHNIQUE USED:

 Judgmental Sampling
 DATA SOURCE:

The source of project depends on accurate data that’s why collecting the accurate
data, which differs considerable in context money, time, and other resources at the
disposal researcher.

There are two types of data collection methods available:

TYPE OF DATA COLLECTION METHOD

Primary Data Collection Method Secondary Data Collection

Method

 PRIMARY DATA COLLECTION METHOD :

Primary data are those that are obtain by the user for fulfillment their purpose. I
have taken Primary Data through visiting the H.R. Head and H.R. Executive of the
RSPL Ltd. At all levels and observations methods to get more reliable information.
I have collected the primary data by the prepared questionnaire filled by the
employees of the company. This data helped me to justify the statements that have
made in this project.

 SECONDARY DATA COLLECTION METHOD :

The secondary data is that which is already collected and stored or we can say
already saved or ready data by others. I got secondary data from internet , their
journals, articles , newspaper etc. I have collected the data from the website of the
RSPL Ltd.
DATA ANALYSIS
Table No. 1:

Options No. of Percentage of

Respondents Respondents
20-25 19.8 19.8%
25-30 38.6 38.6%
30-35 30.7 30.7%
35 & Above 10.9 10.9%

Figure No. 1:

Age?
Interpretataion:

From the above table and figure it is clear that :

38.6% of respondents are 25-30 years old .

30.7% of respondents are 30-35 years old.

19.8% of respondents are 20-25 years old.

And the least 10.9% of the respondents are 35 & above.

Maximum percentage of the respondents are between 25-30 years.

Table No. 2:

Options No. of Respondents Percentage of

respondents (%)
Male 57.4 57.4%
Female 42.6 42.6%

Figure No.2:

What is your gender?

Interpretation:

From the above figure it is clear that 42.6% respondents are females and
57.4% are the male who are working in RSPL.

Maximum percentage of the respondents are males who are working in RSPL.
Table No. 3:

Options No. of Responses Percentage of

Respondents
Less than a year 17.8 17.8%
1-2 year 34.7 34.7%
2-5 year 31.7 31.7%
More than 5 years 15.8 15.8%

Figure No. 3:

How long have you been working with RSPL ?

Interpretation:

From the above figure it is clear that 34.7% of respondents are working in
rspl from 2 years.

31.7% of respondents are working from 5 years .

15.8% of respondents are working from more than 5 years .

Maximum no of employees are working in RSPL from 2 years.

Table No.4:

Options Dept. Head H.R. Staff Internal Others

Coach
Retaining 47 19 27 7
Employees
Developing 35 29 25 11
Employees

FIGURE NO.4:

In your organization who is primarily responsible for ?

Interpretation:

From the above figure it is clear that for retaining and developing employees
department head is primarily responsible and others are least responsible for
retaining and developing employees .
Table No.5:

Options No. of Respondents Percentage of

Respondents
Coaching 11.9 11.9%
Mentoring 33.7 33.7%
Education 25.7 25.7%
Action learning 19.8 19.8%
Others 8.9 8.9%

Figure no.5:

Within your organization what kind of talent development activities are

carried out?
Interpretation:

From the above graph it it shown that mentoring is the most carried out talent
development activity(33.7%) coaching is performed 11.9% education is
performed 25.7% and action learning is performed 19.8%.

Mentoring is mostly carried out talent development activity in RSPL.

Table no.6:

Options No. of respondents Percentage of

respondents
Funding education need 26.7 26.7%
Providing mentoring 47.5 47.5%
Providing training 25.7 25.7%

Figure no.6:

Which of the following do you believe are your organization most effective
means of rewarding, motivating and retaining talent?
Interpretation:

From the above figure it is clear that providing mentoring is the most
effective means of rewarding motivating and retaining talent (47.5%).
Table no.7:

Options Extremely Dissatisfied Neutral Satisfied Extremely

dissatisfied satisfied
Salary 37 20 17 13 13
Job 23 28 21 18 10
promotion
Leave 29 19 17 19 16

Health 19 23 18 15 25
care
benefits

Figure no.7:

Rate your satisfaction with the employee benefits and policy?

Interpretation:

From the above graph it it clear that the employees are extremely dissatisfied
with the salary and leave benefits . and they are satisfied with the health care
benefits .

37% of the employees are extremely dissatisfied with the salary.

25% of the employees are satisfied with the health care benefits.
Table no.8:

Options 1.(most 2. 3. 4. 5.(least

effective) effective)
Basic pay 38 21 19 6 16

Job 29 30 26 10 5
promotion
Job 31 22 27 13 7
security
Health 32 18 32 10 8
care
benefits

Figure no.8:

In the next three years how effective will the following elements of
compensation to attract and retain talent?
Interpretation:

From the above graph it it shown that basic pay, job security and health care
benefits are the most effective element to attract and retain talent .

38% of the employees think that basic pay is the most effective element of
compensation tp attract and retain talent.
Table no9:

Options 1.(more 2. 3. 4. 5.(least

improvement) improvement)
Aligning
employees
with the
vision and 39 19 24 9 9
mission of
your
organization
Creating
policies that
encourage
career 28 32 22 9 9
growth and
developmen
t
opportunity
Identifying
gaps in
current
employees 37 19 24 9 11
and
candidate
competency
level
Creating a
culture that
values 26 26 24 15 9
employees
work
Figure no.9:

What are the areas your organization needs to improve in terms of talent
management initiative?

Interpretation:

From the above figure it is clear that aligning employees with the mission and
vision and identifying the gaps in current employees and candidate
competency level are the two main areas where organization needs to improve
in terms of talent management initiative.
Table no. 10:

Options No of respondents Percentage of

respondents
Yes I know 39.6 39.6%
Not sure 32.7 32.7%
Not clear at all 27.7 27.7%

Figure no.8:

Do you know how you can help the organization to achieve its aim?
Interpretation:

From the graph it shown that 39.6% of the employees knows how to achieve the
aims of the company and 32.7% of the employees are not sure while 27.7% of the
employees donot know how they can help the organization to achieve its aim.
Table no.11:

Options No of respondents Percentage of

respondents
Yes 47.5 47.5%
No 33.7 33.7%
Aware but need 18.8 18.8%
more information

Figure no.11:

Have you been aware of the policies and procedures? Do you know and
understand them?
Interpretation:

From the above graph it is clear that 47.5% of the employees are aware of the
policies and procedures of the organization .

33.7%of the employees are not aware of the policies and procedures of the
organization while 18.8% of the employees are aware but need more
information .
Table no.12 :

options 1 2 3 4 5

Sales 40 29 15 9 7

Marketing 28 39 18 8 6

Business 43 22 18 9 8
development

Figure no . 12:

Which broadly defines job description are the most important in terms of
attracting and retaining employees?

Interpretation:
From the above graph it is shown that sales and business development defines
job description are the most important in terms of attracting and retaining
employees.

Figure no.13 :
Options No of respondents Percentage of
respondents
Yes 62.1 62.1%
No 37.9 37.9%

Figure no .13:

Would you benefit for further training in any of the item specified job
description?

Interpretation:
62.1% are the employees who agree to be benefited for further training.and
37.9% do not agree on this .

Table no 14:
Options No of resspondents Percentage of
respondents
strongly dissatisfied 3.3% 3.3%
Dissatisfied 16.8% 16.8%
Neutral 30.5% 30.5%
Satisfied 36.8% 36.8%
Strongly satisfied 12.6% 12.6%

Figure no :

How satisfy are you with this company as a place to work as compare to other
places places you have worked?

Interpretation :
From the above figure it is clear that 36.8% employees are satisfy with
company as a place to work.

Findings
  RSPL has talent specific initiatives in place(81%) and they give them
top priority in their organization (86%). They also have exclusive staff
member for managing talent initiative(68%).

 In rspl the talent is identified by competencies(42%) and H.R.

professional view to increase career growth opportunity.

 HR staff (30%) as well as the department heads (45%) are responsible

for recruiting individual.

 Retaining the current talent is top most priority for organization (38%).

 Sales and business development are the two areas where retaining talent
is most difficult and important.

 Coaching (11.9%) mentoring (33.7%) and education (25.7%) and

action learning (19.8%) are usually used by the organization to carry
out the talent development activities.

 Providing mentoring (47.5%) is the most effective way of rewarding

,motivating and retaining talent.

 Basic pay and job security are the two main areas for retaining talent in
coming years . Other than this training plays an important role in
motivating the employee

 Rspl is using the certification for improving the training programme.

 In rspl budget for recruiting and developing and retaining the

employees is going to increase in next three years.

EMPLOYEE
39.6% of the employees have clear knowledge about the vision mission
and objectives and they know how to achieve its objectives.

47.5% of the employees are clear about their roles and responsibilities and
they about the other staff members also .

Most of the respondents are satisfied by the job description salary and health
care benefits.

Basic pay and job security are top most priority for employees in coming
years.

Apart from financial benefit employee emphasis more on career growth

work culture and international opportunities .

62.1% of the employees want more training in their specified job .

The employees have mix response on benefits like medical insurance

company saving plan retirement plan holiday entitlement job market etc .

64% of the employees are satisfied with the personnel policies where as
36% are neutral.

36.8% of the employees are satisfied and 16.8% are dissatisfied with the
organization as a place to work as compared to other workplace.

RECOMMENDATIONS
 Rspl must have meaningful description of the capabilities( skills
behavior abilities and knowledge) required throughout the
organization.

 Organization must be able to relate those skills and capabilities to a role

of center of demand such as job promotion project or leadership role.

 Talent management process must create a comprehensive profile of

their talent. They must be able to track meaningful talent related
information about all of their people employee contractor or
candidates.

 The working culture of the organization should be improved to retain

the talent.

 More certified training should be given to the employee to boost their

effectiveness and efficiency.it should be used as a tool for motivation.

 The organization should recognize the crucial talent initiative to attract

and retain the employees . they should know which talent element can
have the greatest impact on business and therefore provide a better
basis for prioritization and implementation.

 To create a sophisticated talent management environment organization

must :
 Define clear vusion for talent management
 Develop a roadmap for technology and process
integration.
 Integrate and optimize processes
 Apply robust technology to enable processes.
 Prepare the workforce for changes associated
with the new environment.
Conclusion
As rspl continue to pursue high performance and improved results through tm
practices, they are taking holistic approach to talent management from attracting
and selecting wisely to retraining and developing leaders to placing employees in
position of greatest impact . for rspl to succeed in todays rapidly changing and
increasingly competitive market place , intense focus must be applied to aligning
human Capital with corporate strategy and objective.it starts with recruiting a nd
retaining talented people and continues by substaining the knowledge and
competencies across the entire workforce.

With rapidly changing the skill set and job requirements , this become an
increasingly difficult challenge for organization . meeting this organizational
supply and demand requires the right TALENT DNA and supporting technology
solution. By implementing an effective talent management strategy including
integrated data processes and analytics and organizations can help ensure that the
right people are in the right place at the right time as well as organizations
readiness for the future .

LIMITATION OF THE STUDY

The project has certain limitations such as :

All functions are only related with personnel department.

Time constraint and Absenteeism.

Company not allowing to disclose the confidential information.

Bibliography
Websites:

Careers.HLL@unilever.com

www.itcportal.com

http://www.nestle.in/join-us.aspx?OB=2&id=21

http://www.amul.com/

https://en.wikipedia.org/wiki/Ghari_Detergent

https://www.bloomberg.com/profiles/companies/7173785Z:IN-rspl-ltd

https://docs.google.com/forms/d/19rHlTFWna-
GQHMHfILwt0BVXAKcdVeXsYM93vm1Qc0k/edit#responses

https://www.adp.com/spark