Final PROJECT Main Talent

INTRODUCTION
INSTITUTE OF MANAGEMENT AND RESEARCH

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INTRODUCTION
Today, most organizations are struggling to understand the characteristics, enabling technologies and definition of talent management. While they know how to administratively recruit, retain and replace, they struggle with the strategic elements of managing talent. The process of managing the supply and demand of talent to achieve business goals represents one of the greatest opportunities for organizations. It also offers guidance for implementing an effective talent management strategy, with enterprise resource planning (ERP) technology as the core enabler.

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Executive Summary
People are the last weapon of competitive advantage in the global market today. No matter your industry, company, or nationality, there is a battleready competitor somewhere who is busy thinking how to beat you. Products can be quickly duplicated and services cheaply emulated but innovation, execution, and knowledge cannot. The collective talent of an organization is its prime source of its ability to effectively compete and win. In the new economy, competition is global, capital is abundant, products are developed quickly and cheaply, and people are willing to change jobs often. And even as the demand for this talent goes up, the supply of it will be going down. Organizations are increasingly recognizing the need to radically change the role of their Human Resource function.
Today, there is a progressive movement to transform the HR function and establish a Human Capital Management (HCM) environment that truly leverages the workforce as a competitive weapon. Organizations leading the way in HR transformation are focusing less on administrative aspects and

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more on strategic issues. Talent management tops the list as a strategy for radically improving workforce productivity to drive higher value for the organization. Talent management is an organizational function now. The ability to effectively hire, retain, deploy, and engage talentat all levelsis really the only true competitive advantage an organization possesses on employee wages and benefits. Organizational growth has transformed from quantity of talent to quality of talent. As organizations seek new ways of improving workforce productivity, talent management has become a vital element in establishing a human capital management (HCM) environment.
A continuous, integrated process that helps employers to: Effectively plan talent needs Attract the very best talent Speed time to productivity Motivate the right behavior Develop targeted capabilities and knowledge Retain the highest performers Enable talent mobility across the organization

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The study aims to find out the impact of managing the workforce by increasing productivity and motivating their behavior. This is done in order to address new business opportunities and challenges, ultimately developing and allocating the right people with the right skills and experience at the right time.

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WHAT IS TALENT MANAGEMENT

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DEFINING TALENT MANANGEMENT
A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs. Talent Management is a process that emerged in the 1990s. The companies develop plans and processes to track and manage their employee talent. It includes the following:
y y y y y y
Attracting and recruiting qualified candidates with competitive backgrounds Managing and defining competitive salaries Training and development opportunities Performance management processes Retention programs Promotion and transitioning
Talent management is also known as HCM (Human Capital Management), HRIS (HR Information Systems) or HRMS (HR Management Systems), and HR Modules. A company with talented and successful work force can develop a public reputation to work, which fosters loyalty among current employees.

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Organizations today have an adequate supply of talent. Gaps exist at the top of the organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is an increasingly scarce resource, so it must be managed to the fullest effect. The purpose of talent management is to ensure that a firm has the right skills at the right time.

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TALENT MANAGEMENT GOALS

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GOALS OF TALENT MANAGEMENT
TM approach will focus on coordinating and integrating:
Recruitment organization.
ensuring
the
right
people
are
attracted
to
the
Retention - developing and implementing practices that reward and support employees.
Employee development - ensuring continuous informal and formal learning and development.
Leadership and "high potential employee" development - specific development programs for existing and future leaders.
Performance management - specific processes that nurture and support performance, including feedback/measurement.
Workforce planning - planning for business and general changes, including the older workforce and current/future skills shortages.
Culture - development of a positive, progressive and high performance "way of operating".

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IMPORTANCE OF TALENT MANAGEMENT

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IMPORTANCE
Like human capital, talent management is gaining increased attention. Talent management (TM) brings together a number of important human resources (HR) and management initiatives.
Organizations that formally decide to "manage their talent" undertake a strategic analysis of their current HR processes. This is to ensure that a coordinated, performance oriented approach is adopted.
The implementation of TM resulted in the discovery of managers qualified to fill the higher-level management positions. The TM also allowed the senior leadership in the company to begin succession planning as well as to consistently recognize and develop existing talent.
Talent management has never been more of an immediate concern than it is right now. Organizations that focus on maximizing their investment in people, rather than administering it, understand they will gain a significant competitive advantage.

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Organizations
that
effectively
optimize
human
capital
focus
their
talent
management strategy around three key principals:
Business focus- By increasing productivity and motivating workforce talent management leads to higher levels of organizational
behavior,
performance, including: Rapid product introductions Improved service delivery Increased innovation Lower production costs Increased on-time, on-budget projects Higher customer satisfaction Sustained organizational improvements
Agility- Organizations expanding into new markets and developing new
products and services depend on their people to conceive, communicate, lead and execute those initiatives. Being able to rapidly address new organizational opportunities and challenges by developing and allocating the right people with the right skills is the essence of workforce agility.

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Alignment- People must understand what they need to do, be able to do it and be rewarded for doing it well. Pay-for-performance reward structures serve to motivate behavior that supports the goals and strategy of the organization. Effective alignment allows work to be measured through Performance metrics and scorecards to create a shared vision.

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COMPONENTS OF TALENT MANAGEMENT

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components of a highly effective talent management are:

Key
> A clear understanding of the organizations current and future business strategies.
> Identification of the key gaps between the talent in place and the talent required to drive business success.
> A sound talent management plan designed to close the talent gaps. It should also be integrated with strategic and business plans.
> Accurate hiring and promotion decisions.
> Connection of individual and team goals to corporate goals, and providing clear expectations and feedback to manage performance.
> Development of talent to enhance performance in current positions as well as readiness for transition to the next level.
> A focus not just on the talent strategy itself, but the elements required for successful execution.
> Business impact and workforce effectiveness measurement during and after Implementation.

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NEED TO DEVELOP TALENT MANAGEMENT

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There are a number of reasons why the attraction, growth and retention of talent is important to firms.
Costs:
The costs of having to replace someone with scarce skills are
considerable. Firstly, the recruitment costs are substantial. Qualified staff, are not freely available in the market place. Consultants are required to find such talent and they are expensive. Further costs are incurred during the first 3 6 months of employment during which new staff are seldom fully functional.
Risks:
Despite every attempt to follow effective selection practices, there is
always a risk that new staff will not perform as expected. It is often said that while organizations select people on their competence and experience, they fire or lose them due to lack of cultural fit. A highly competent professional who is unable to fit the organizational culture is unlikely to be effective or remain for long.

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Client Service and Opportunity Costs:
In
service
organisation service excellence relies largely on personal relationships. It demands that clients feel confident in the people providing the service and that service providers have a memory of client needs and issues. If that relationship is broken as a result of key talent leaving the organisation, the capacity of the firm to provide sustainable service is severely
compromised. This has the potential to compromise future business with the associated opportunity costs.
Lack of Capacity:
Lack of people with suitable skills and talent is a key
restraint in terms of service capacity. Firms soon reach a state of overload. Deadlines are missed, standards and quality of work drop and a vicious cycle emerges and feeds on itself. This is a very common phenomenon with small and medium sized professional firms. The firm is so consumed with meeting operational deadlines that it loses its ability to keep up to date with latest best practice, legislation or other issues demanding new skills.

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These are some of the more visible risks to firms who do not pay attention to the attraction, growth and retention of key talent. Staff morale declines because leadership talent is absent and this energy drop is transferred to the client. Internal politics and protection of territory or unwillingness to share information and surface problems affect the functioning of the firm. All of these things affect the ability of the organization to offer great service and take advantage of opportunities to grow.
The purpose of talent management is to ensure that a firm has the right talent with the right skills at the right time. However, what may have been the right skills in the past may not be all that is required in the future. Many things change presenting new challenges and requiring new skills.

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TALENT MANAGEMENT PROCESS

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The Talent Management Process (TM) is an ongoing, dynamic process assessing the current managerial talent present in an organization so that action plans may be created to develop each manager to their full potential The TM is a strategic 360-degree tool supporting an organization in the constructive utilization of its human resources. The TM combines online survey with action planning to assist an organization in integrating individual career development with the organizations business needs.
Workitect
designs
and
builds
job
competency
models
and
competency-based HR systems, with talent management applications for: y y y y y Assessment & selection, Performance management, Succession planning, Training and development, Leadership coaching.

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PROFILE
OF

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ALL ABOUT THE COMPANY
Vision, Mission and Objective of

RELIANCE COMMUNICATIONS LTD
The Vision, Mission and Objective of RELIANCE
COMMUNICATIONS
LTD. are
Vision:
We will leverage our strengths to execute complex global-scale
projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.
Mission: Reliance values being an international leader in the distribution of
wireless devices and communication in providing customized logistic
Objective:
To achieve viewers delightfulness

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y y
To generate internal resources for profitable growth To create a facilitating environment for people to realize their full potential through continuous learning and team work
To give value for money to customers and create wealth for stake holders
To constantly bench-mark organizations performance with best-in-class
History
Reli ance Anil Dhi rubhai Ambani Group, an offshoot of the
Reli ance Group founded by Shri Dhi rubhai H Ambani (1932-2002), ranks among Indi as t op three pri vate sector busi ness houses i n terms of net worth. The group has busi ness i nterests that range from tel ecommuni cati ons (Reli ance Communi cati ons Li mi ted) to
financi al servi ces (Reli ance Capi tal Ltd) and the generati on and di stri buti on of power (Reli ance Energy Ltd). Reli ance ADA Groups fl agshi p company, Reli ance
Communi cati ons, i s Indi a's l argest pri vate sector informati on and Communi cati ons Company, wi th over 40 milli on subscri bers. It has establi shed a pan-Indi a, hi gh-capaci ty, integrated (wi rel ess and wi reli ne), convergent (voi ce, data and vi deo) di gi tal network, to offer servi ces spanni ng the enti re i nfocomm val ue chai n. Other major group compani es Reli ance Capi tal and Reli ance Energy are wi del y acknowl edged as the market l eaders i n thei r respecti ve areas of operati on.

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RELIANCE CAPITALReli ance Capi tal i s one of Indi as l eadi ng and fastest growi ng pri vate sector financi al servi ces compani es, and ranks among the top 3 pri vate sector fi nanci al servi ces and banki ng compani es, in terms of net worth. The company has interests in asset management and mutual funds, li fe and general stock i nsurance, broki ng pri vate and other equi ty and propri etary in fi nanci al
i nvestments, servi ces.
acti vi ties
RELIANCE ENERGY LIMITED -
Reli ance Energy Li mi ted, i ncorporated in 1929, i s a full y i ntegrated utility engaged i n the generati on, transmi ssi on and di stri buti on of el ectri ci ty. It ranks among Indi as top l i sted pri vate compani es on all major fi nanci al parameters, i ncl udi ng assets, sal es, profi ts and market capi tali zati on. It is Indi as foremost pri vate sector utili ty wi th aggregat e
esti mated revenues of Rs 9,500 crore (US$ 2.1 billion) and total assets of Rs 10,700 crore (US$ 2.4 billi on).

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Reli ance Energy Li mi ted di stri butes more than 21 billi on uni ts of el ectri ci ty to over 25 milli on consumers i n Mumbai , Del hi , Ori ssa and Goa, across an area that spans 1,24,300 sq. kms. It generates 941 MW of el ectri city, through i ts power stati ons l ocated in
Maharasht ra, Andh ra Pradesh, Keral a, Karnataka and Goa. The company i s currentl y pursuing several gas, coal, wi nd an d hydro-base d Pradesh , powe r generati on Pradesh projects an d in Maharashtra, wi th Uttar
Arunachal
Uttaranchal
aggregat e
capaci ty of over 12,500 MW. The se project s are at vari ous stage s of devel opment. Reli ance Energy Li mi ted i s vi gorousl y parti ci pati ng in emerging opportuni ti es i n the areas of trading and transmi ssi on of power. It i s al so engaged i n a portfol i o of servi ces i n the power sector i n Engi neeri ng, Procurement and Constructi on (EPC) through a
network of regi onal offi ces i n India.
RELIANCE HEALTHIn a country where heal thcare i s fast becomi ng a boomi ng industry, Reli ance Heal th i s a focused heal thcare servi ces company enabli ng the provi si on of sol uti on to Indi ans, at affordabl e pri ces. The company ai ms at provi di ng i ntegrated heal th servi ces that will compete wi th the best i n the worl d. It al so pl ans to venture i nto di versi fi ed fi el ds like Insurance Admi ni strati on, Heal th care
Delivery and Integrated Heal th, Heal th Informati cs and Informati on Management and Consumer Heal th. Reli ance Heal th ai ms at revol uti oni zi ng heal thcare i n Indi a by enabli ng a heal thcare envi ronment that i s both affordabl e and

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accessi bl e busi nesses.
through
partnershi ps
wi th
government
and
pri vate
RELIANCE MEDIA AND ENTERTAINMENTAs part of the Reli ance - ADA Group, Reli ance Entertai nment i s spearheadi ng the Groups foray i nto the medi a and entertai nment space. Rel i ance Entertainments core focus i s to buil d si gnifi cant presence for Reli ance i n the Entertai nment eco-system: across content and di stri buti on pl atforms. The key content i ni ti ati ve are across Movi es, Musi c, Sports,
Gami ng, Internet & mobil e portals, l eadi ng to di rect opportuni ti es in deli very across the emergi ng di gi tal di stri buti on pl atforms:
di gi tal ci nema, IPTV, DTH and Mobil e TV. Reli ance ADA Group acqui red Adl abs Fil ms Li mi ted in 2005, one of the l argest entertai nment compani es i n Indi a, whi ch has i nterests i n fil m processi ng, producti on, exhi bi ti on & di gital ci nema. Reli ance Entertai nment has made an entry i nto the FM Radi o busi ness through Adl abs Radi o w ww.bi g927fm.com Havi ng won 45 stati ons i n the recent bi ddi ng, BIG 92.7 FM i s al ready Indi as l argest pri vate FM radi o network wi th 12 radi o stati ons across th e country.

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RELIANCE COMMUNICATION LIMITEDThe fl agshi p company of the Reli ance ADA Group, Reli ance
Communi cati ons Li mi ted, i s the reali zati on of our founders dream of bri ngi ng about a di gital revol ution that will provi de every Indi an wi th affordabl e means of communi cati on and a ready access t o i nformati on. The company began operati ons i n 1999 and has over 706.37 million telephone (landlines and mobile) subscribers and 670.60 Million mobile phone connections as of Aug2010.It offers a compl ete range of i ntegrated tel ecom servi ces. These i nclude mobil e and fixed li ne tel ephony; broadband, nati onal and i nternational l ong di stance servi ces, data servi ces and a wi de range of val ue added se rvi ces and appl i cati ons ai med at enhanci ng the producti vity of enterpri ses and i ndi vi dual s. Apart from these some other busi nesses are:
Reliance Mutual Fund
Reliance Life Insurance
Reliance General Insurance
Reliance Portfolio Management Service

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ITS STRUCTURE-

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COMPANYS VALUESy Shareholder Interest

They value the trust of sharehol ders, and keep their i nterests paramount i n every business deci si on we make, every choi ce they exerci se.
y People Care
They possess no greater asset th an the qual ity of thei r human capi tal and no greate r pri ori ty than the retenti on, growth an d well being of thei r vast pool of human tal ent
y Consumer Focus
They rethink every busi ness process, product and servi ce from the standpoi nt of the consumer so as t o exceed expectati ons at every touch poi nt.
y Excellence in Execution
They beli eve i n excell ence of executi on i n l arge, compl ex projects as much as smal l everyday tasks. If somethi ng i s worth doi ng, i t i s worth doi ng well .

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y Team Work
The whol e i s greater than the su m of i ts parts; i n thei r rapi dl ychangi ng knowl edge economy, organi zati ons can prospe r onl y by mobili zing diverse competenci es, skill sets and experti se; by i mbi bi ng the spi ri t of thi nking together -- i ntegrati on i s the rul e, escal ati on i s an excepti on.
y Proactive Innovation
They nurture i nnovati on by breaking sil os, encouragi ng crossfertili zati on of i deas & fl exi bili ty of rol es and functi ons. They create an envi ronment of accountabili ty, ownershi p and
probl em-solvi ng based on parti cipati ve work ethi c and l eadi ngedge research
y Leade rship by Empowerment

They beli eve l eadershi p i n the new economy i s about consensus buil di ng, about gi vi ng up control ; about enabli ng and
empoweri ng peopl e down the l i ne to take deci si ons i n thei r areas of operati on and competence.
y Social Responsibility
They beli eve that organi zati ons, li ke indivi dual s, depend on the support of the communi ty for their survi val and sustenance, an d must repay thi s generosi ty i n the best way they can.

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y Respect for Competition

They respect competi ti on because theres more than one way of doi ng thi ngs ri ght. They can l earn as much from the success of others as from thei r own failures
CHAIRMANS MESSAGEA New Relian ce For A New World If the l ast century was about meeti ng human needs, the new millenni um i s about matchi ng human aspi rati ons. We li ve i n a worl d where the young are re achi ng hi gher, dreami ng bi gger and demandi ng more; a worl d that i s chall engi ng the limi ts of hope and possi bility. Nowhere i s thi s more stri ki ngl y vi si bl e than i n Indi a a country that wakes up every morni ng a li ttl e younger i n age, but i nfi nitel y more ambi ti ous in spi ri t. Indi as demographi c transi ti on i s an extraordi nary moment i n worl d hi story. Today, ove r 600 milli on young peopl e, or more than 1 i n 2 Indi ans, are bel ow the age of 25. In 15 years, thi s number i s set to

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touch 700 milli on, making Indi a the l argest community of youth anywhere in the worl d. New Indi a shows the impati ence of youth; the desi re for real and rapi d change -- for a quali ty of li fe that i s second to none. Transportati on, entertai nment, communi cati ons, technol ogy, educati on, energy, heal thcare i nformati on, and personal
finance, New Indi a wants worl d-class products and se rvi ces. Reli ance Anil Dhi rubhai Ambani Group embodi es the spi ri t of thi s new resurgent Indi a. Our goal is not just to build a great enterpri se for ou r
stakehol ders, but, m ore i mportant l y, to buil d a great future for ou r country and the worl d at l arge; to gi ve hundreds of milli ons of peopl e the power to ful fill thei r dreams, shape thei r own desti ny, and the means to reali ze thei r true and di verse potenti al . Energy and communi cati ons, fi nanci al servi ces and infrastructure , new economy and ol d --- our busi nesses will span the enti re vari ed l andscape of emergi ng human aspirati ons. We will work wi th commi tment and resol ve to create pathways that connect ambi ti on to achi evement, promi se to performance ,
potenti al to reality... We will bri dge the gap between quanti ty and quali ty; l everaging our strength i n managi ng l arge-scal e operati ons even as we deliver best-of-cl ass products an d servi ces to our consumers. Focusi ng on

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the burgeoni ng aspi rati ons of ou r young consumers wi ll remai n one of our key dri vi ng val ues. We will rethink every business process, product and servi ce from the standpoi nt of the consumer wi th a commi tment to enhance experi ence at every touch poi nt. Our founder, the l egendary Dhi rubhai Ambani , gave us a si mpl e mantra for entrepreneurshi p:
Think big. Think fast. Think Ahead.
We wi ll thi nk bi gger. We will thi nk faster. But, most i mportant of all , we will Thi nk Better to stay ahead of competi ti on and of our ti mes. Wel come to the Reli ance Anil Dhi rubhai Ambani Group. It i s the New Reli ance for the New Worl d! Anil Dhi rubhai Ambani Group Chai rman & CEO

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AN OVERVIEWThe Late Dhi rubhai Ambani dreamt of a di gi tal Indi a an Indi a where the common man w oul d have access to affordable means of i nformati on and communi cati on. Dhi rubhai , who si ngl e-handedl y buil t Indi as l argest pri vate sector company vi rtually from scratch, had stated as earl y as 1999: Make the tool s of i nformati on and communi cati on avail abl e to people at an affordabl e cost. They will overcome the handi caps of illiteracy and l ack of mobili ty. It was wi th thi s belief i n mi nd that Reli ance Communi cati ons (formerl y Reli ance Infocomm) started l aying 60,000 route
kil ometers of a pan-Indi a fi ber opti c backbone. This backbone was commi ssi oned on 28 December 2002, the auspi ci ous occasi on of Dhi rubhai s 70th bi rthday, though sadl y after hi s unexpected
demi se on 6 Jul y 2002. Reli ance Communi cati ons has a reli abl e, hi gh-capaci ty, i ntegrated (both wi rel ess and wi re line) and convergent (voi ce, data and vi deo) di gi tal network. It i s capabl e of deli veri ng a range of 37 GHAZIABAD
servi ces
spanni ng
the
enti re
i nfocomm
(i nformati on
and
communi cati on) value chai n, includi ng infrastructure and servi ces for enterpri ses as well as i ndi vi dual s, appli cati ons, and
consul ti ng. Today, Rel i ance Communi cati ons i s revol uti oni zi ng the way Indi a communi cates and networks, trul y bri ngi ng about a new way of li fe.
ITS BUSINESSReli ance Dhi rubhai Communi cati ons Ambani Group is the fl agshi p of company of the on Anil the (ADAG) compani es. Li sted
Nati onal Stock Exchange and th e Bombay Stock Exchange, i t i s Indi as l eadi ng i ntegrated tel ecommuni cati on company wi th over 4 0 milli on customers. Our busi ness encompasses a com pl ete range of tel ecom servi ces coveri ng mobil e and fixed line tel ephony. It includes broadband , nati onal and i nternati onal l ong di stance servi ces and data servi ces al ong wi th an exhaustive range of val ue-added services and
appl i cati ons. Our constant endeavor i s to achi eve customer deli ght by enhanci ng the producti vi ty of the enterpri ses and i ndi vi dual s we serve. Reli ance Mobil e (formerl y Reli ance Indi a Mobi l e), l aunched on 28 December 2002, coi nci di ng wi th the joyous occasi on of the l ate Dhi rubhai Ambani s 70th bi rthday, was among the i niti al i ni ti atives of Reli ance Communi cati ons. It marked the auspi ci ous begi nni ng of Dhi rubhai s dream of usheri ng i n a di gi tal revol ution i n Indi a.

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Today,
we
can
prou dl y
cl ai m
that
we
were
i nstrumental
in
harnessi ng the true power of i nformati on and communi cati on, by bestowi ng it i n the hands of the common man at affordabl e rates. We endeavor to further extend our efforts beyond the tradi ti onal val ue chai n by devel opi ng and depl oyi ng compl ete tel ecom
sol uti ons for the enti re spectrum of soci ety.

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HR DEPARTMENT IN RELIANCE COMMUNICATONS

In my book, we have no greater asset than the quality of our i ntell ectual capi tal , and no great er pri ori ty than the growth and retenti on of our vast pool of tal ent Anil Dhirubhai Ambani At Reli ance - Anil Dhi rubhai Ambani Group, they recogni ze the cri ti cal rol e that thei r peopl e pl ay i n the success and growth of each of thei r busi nesses. It i s the skill and i niti ati ve of thei r workforce that sets them apart from thei r peers in todays
knowl edge-dri ven economy. It i s thei r commi tment and dedi cati on that l ends them the competi ti ve edge, and hel ps them stay ahead of the curve. Thei r strong team of professi onals i s among the youngest in the country, and consi sts of some of t he most dynami c, motivated and quali fi ed i ndi vi dual s to be found anywhere i n the worl d. Fi rst-rate management graduates, hi ghl y trai ned engineers, top-notch
financi al anal ysts and razor sharp accountants they have on thei r rol l s some of the bri ghtest minds in the busi ness.
The Departments Mission

Thei r transparent HR poli ci es and robust processes are dri ven by a si ngl e overarchi ng objecti ve: To attract, nurture, grow and retai n the best l eadershi p tal ent i n every sector and i ndustry i s whi ch they operate.

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Thei r ai m i s to create a team of worl d beaters that i s: y y y y Commi tted to excellence i n quali ty, Focused on cre ati on and enhancement of stakehol der value Responsi ve to evol vi ng busi ness needs and chall enges Dedi cated to uphol d the core values of the Group
The Departments Promise

In orde r to achi eve thei r objecti ve, they offer thei r peopl e: y y y Growth opportuni ti es to expand l eadershi p capabi li ties True meri tocracy and freedom to choose career paths Opportuni ti es to devel op and hone l eadershi p and functi onal capabi li ti es y An entrepreneuri al envi ronment where peopl e can pursue thei r dreams y Competi ti ve compensati on
In addi ti on, they foll ow a well -defi ned Rewards & Recogni ti ons programmed that peri odi cally i dentifi es excepti onal indivi dual and team achi evers among the vari ous busi ness functi ons and verti cal s i n the Group.

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The Departments Expectations

Reli ance ADAG encourages i ts empl oyees to take leadershi p, at all l evel s of of the organi zati on, busi nesses to and buil d parti ci pate a in accel erating enterpri se.
growth
thei r
formi dabl e
Leaders i n Reli ance - ADAG are expected to: y Al ways i nnovate y y Execute fl awl essl y and with speed Sustai n and strengthen the groups spi ri t of entrepreneurshi p taking ownershi p and accountabili ty for thei r acti ons y Leverage synergi es to l earn and buil d on the di verse experi ences and skill sets of thei r vari ous businesses and teams y Create a true meri tocracy wi th a pervasi ve commi tment to keep the customers needs in mi nd and constantl y
transparent systems and processe s y Do al l thi s wi th unquesti onable Integri ty to ensure t otal
compl i ance wi th the l aws of the l and.

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RELIANCE HR SERVICES PRIVATE LIMITED

Anil Ambani wants to go one-up on the li kes of HR consul ti ng gi ants li ke Manpower. The ADAG chai rman wants to expand the scope of recentl y formed group company Reli ance HR Servi ceswhose pre sent mandate is to handl e i n-house staffi ng
requi rements-to one whi ch i s capabl e of meeting si mil ar needs of other compani es so that i t can emerge as a hi ghl y lucrati ve cash cow. The company whi ch came into bei ng on April 1, 2008 i ntends to cl ose 2008-09 wi th a turnover of Rs. 300-500 crore. Ami tabh Ghosh, CEO of Rel i ance HR Servi ces Pri vate Li mi ted wants to mov e out from merel y meeting i nternal needs of grou p to cove r thi rdparti es al so from 2009-10. Thus, the company i ntends to handl e both domesti c and gl obal corporati ons. The company recentl y empl oys 20,000, who are se conded to
vari ous ADAG fi rms. In the next five years the company i ntends to empl oy 5 l akh professi onal s for the group i tsel f. Reli ance HR Servi ces Pri vate Limi ted currentl y ope rates out of offi ce premi ses of vari ous ADAG compani es. The offi ces of the company woul d be spread al l over the country i n the manner shown below:

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Organization Structure Location
AREA MANAGER OR STATE HEAD
OPERATIONS
TALENT ACQUISITION
Sr. EXEXUTIVE OPERATIONS
Sr. EXICUTIVE TALENT ACQUISITION
EXECUTIVE OPERATIONS
EXECUTIVE TALENT ACQUISITION
OFFICER OPERATIONS
OFFICER TALENT ACQUISITION
Sr. ASSOCIATE OPERATIONS
Sr. ASSOCIATE TALENT ACQUISITION
ASSOCIATE OPERATIONS
ASSOCIATE TALENT ACQUISITION

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Human Resource
RELIANCE
Human
Resource
is
the
most
valuable
asset
of
COMMUNICATIONS LTD.. It takes utmost care to keep its human

resources satisfied and motivated. Performance and resulting productivity is an indicator of the satisfaction level of its employees.
HR policies at RELIANCE COMMUNICATIONS LTD. revolve around the basic tenet of creating a highly motivated, vibrant and self driven team. The organization cares for each and every employee and has inbuilt systems to recognize and reward them. Motivation plays an important role in HR development. In order to keep its employees motivated the organization has incorporated schemes such as reward & recognition scheme, grievance handling procedure and suggestion schemes.

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Human Resource Mission
"Human Resources fosters partnerships to attract, develop and retain a highly qualified workforce leading to create a culture that promotes excellence throughout the organization and aligning business priorities with aspiration of employees leading to development of knowledge capital enriched, responsive and competent human capital".
Human Resource Objective
y y
To develop and sustain core values of the organization Develop people to be their best in order to meet the needs of the organization.
To provide job gratification through empowerment, accountability and responsibility
To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job
To promote a climate of creativity, innovation and enthusiasm to sustain the quality of the services

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Human Resource Strategies Provide organizational development services that will facilitate change and continuous improvement in the organization y y Recognize and reward individual and team contribution Re-strengthening mutual faith, trust, respect and maintaining a proactive employee relation process y y Inculcating a spirit of learning & enjoying challenge Value organizational diversity and patronizing the same to the employees.
Role of Human Resource Alignment of HR vision with corporate vision Shift from support group to strategic partner in business operations HR as a change agent and perform as a catalyst for organizational development y Enhance productivity and performance by developing employee competency and Potential y Developing professional attitude and approach
y y y

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RESEARCH STUDY

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OBJECTIVE OF THE STUDY
y y y y
To know about the climate prevailing in the company. To know about the retention policies of the company. To examine about the entire program of talent management. To know about the growth and development opportunities available to employees.
SCOPE OF THE STUDY:

The scope of the study was to know about the procedure adopted for acquiring right talent when required. It was related to acquisition of talent in which the organization dealt with several activities in order to manage potential and apt people like compensation benefits, performance appraisals, succession planning, and career development plans.

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METHODOLOGY:
y PROBLEM DEFINITION
To
know
about
the
process
of
Talent
Management
of
RELIANCE
COMMUNICATIONS LTD.
RESEARCH DESIGN
Information needed is about the process of managing the talent of RELIANCE COMMUNICATIONS LTD. Secondary data analysis as well as primary data analysis was done. I found out that 20 item questionnaire was useful in surveying and collecting responses regarding the organizational commitment towards the organization which directly affects the retention of the employees of that organization. It is an exploratory research.
FIELDWORK OR DATA COLLECTION
Questionnaire was distributed among the employees of reliance HRS and Billing and collection department, COSD, e-governance department. They were required to fill the questionnaire.
Primary Data Data collected through questionnaire. Answers of the respondents or employees of RELIANCE COMMNICATIONS were taken as the

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primary data for analysis. Primary sources of data included interactions with HODs, talent acquisition officer, payroll executives, compliance officer and the employees.
SECONDARY DATA Secondary sources of data were intranet facility of reliance communications, internet and articles. Referred books on talent management, various HR related sites for details of the project and deriving an idea about the project related topics.
DATA ANALYSIS
Data was prepared by editing details of the questionnaire feedback sheets. I counted the total number of YES and NO which were marked by the employees. With the help of pie charts, the entire data is represented which indicates that how many employees said yes and no to 20 questions.
Finally the result which came out or the analysis of the feedback is done. Findings and recommendations were provided on the basis of the above found data.

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SAMPLING DESIGN
The sample is taken from a finite universe and stratified random sampling technique was used.
Sampling Unit RELIANCE COMMUNICATIONS LTD.
Sample Size 8

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PROCESS OF TALENT MANAGEMENT IN RELIANCE COMMUNICATIONS

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Talent management is an ongoing process of analyzing, developing and effectively utilizing talent to meet the business needs. The implementation of a talent management process that is transparent and equitable as it helps the people to develop their skills for the changing roles. The goal of this process is to map the business needs with the potential and career development needs of the employees so as to have a concrete talent management plan.
There are 3 major stages related to talent management process used by the company- preparation, identify talent, manage talent. Each stage has a number of activities and involves all levels of work- leadership, manager, consultant, development and support in order to ensure as open, transparent and honest process.
STAGE 1- PREPARATION STAGE The objectives of the preparation stage were to ensure that the company is ready to undertake the process and have the required resources context and materials to do so effectively.

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STAGE 2- IDENTIFICATION STAGE The objective of this stage is to capture a broad picture by knowing the key positions within the company and identifying existing departmental talent. By gathering relevant information, the company will be able to make strategies.
STAGE3- MANAGEMENT OF TALENT The objective of this stage is to identify and address gaps between existing talent and business needs. This stage covers the analysis and action stage such as recruitment, retention, diversity and career development.
SEGMENTS OF TALENT MANAGEMENT
E-RECRUITING SOFTWARE
EMPLOYEE PERFORMANCE MANAGEMENT
COMPENSATION MANAGEMENT

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E-recruiting software
Recruitment management software has three major components:y Workforce planning- solutions help in planning organizational needs, creating a staffing plan, acquiring budgets to fill positions, and establishing job openings. y Recruiting- software helps requisition, identity, interview, compare and hire new candidates. y On boarding- it helps to track new hire checklist that ensures employees resources are procured timely and incorporate a training schedule for new employees.
Employee performance management
The technology and service should offer a platform which supports multiple types of performance appraisals (likert, short answer), 360 feedback, compensation
management, workforce and succession planning. The notable benefits when this system is automated Performance appraisals and employee reviews will take less time. Performance appraisals will have consistency in the whole organization. Better data and reports help in taking a better decision Better quality feedback leads to better performance by the employees.

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Compensation management
Compensation and benefits-
The company links the performance
reviews to employee compensation. Pay-for-performance is the fair and unbiased way to reward and retain the talent in the organization. They identify the top performers and reward them appropriately. Rewarding top performers is the better way to retain the crucial talent in any organization.
Skills gap analysis-
identifying business-critical skills in the organization,
locating potential gaps (today or in the future) and making plans to fill or avoid these gaps. The company tries to address the issue today by developing the talent before these gaps occur.
Succession planning-
identifying the pool of candidates for new positions.
The HR people use succession planning for strategic HR engagement:-
1) 2)
Right person for the right position at the right time for the right pay. Involve succession planning in the strategic planning process so that we have
talent to implement our strategy.
3)
Engage key stakeholders in order to build consultative relationships.

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TRAIN & DEVELOP
MOVE & PROMOTE
SUCCESSION PLANNING
ASSESS
RECOGNIZE & REWARD

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Successful talent management makes use of an analytical and objective method of recruitment of talents. The use of MBTI, etc into the selection process helps in recruitment of the right person with the right capabilities attitude to the right job. An effective recruitment can absorb people of high technical, leadership and professional calibre. It also increases employee satisfaction and helps to create a healthy environment which helps the employees to perform better. Thus creation of employee loyalty improves the retention within the company. Sometimes the company goes for lateral recruitment. It helps the company in the way that the employees start working with the immediate effect.
Once the manpower has been acquired, the next step is to ensure that the people are put into the right job. If there is an immediate need for skill, the concerned person checks out the intranet for the availability of employees who can be appointed to the project as early as possible. The company keeps a buffer to meet the contingencies that comes into existence when any key employee resigns such as off rolls.

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Similarly the company has to take pains to retain the key players within the organization as the loss of them leads to unnecessary cost in the form of recruitment and training of new recruits, loss of working hours, etc. In order to identify top employees, the company evaluates them on the basis of their performance. The performance of the employees is done on a yearly basis on all India level. The notification for the performance appraisal is intimidated to them one month before. In Reliance communications, evaluation is done from Mumbai, Headquarters. The appraisal of performance is done through a rating scale ranging from 1 to 5 for all the positions in the company. They are judged by keeping in mind their targets which they got, the work they did, in what situations they were assigned the job and how well they came up with some new ideas. According to these ratings which every employee receives categorizes them into key performers or non-key performers. This helps the company to identify them and give them proper training and guidance to go extra mile and boost up their potential to achieve their set targets and enhance their capabilities. When the performance appraisal is completed, the employees who excelled in their respective fields are rewarded and recognized on all India level.

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The rewards are in the form of ESOPs, salary hike, compensation benefits, shopping coupons, certificates, medals, etc.
This helps the employees to foresee a direction in which their career will travel. Now the management has to pave the way for employee development by identifying their strengths and weaknesses. They should be assisted in recognizing various opportunities that adds to their growth.

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DATA ANALYSIS & INTERPRETATION

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QUESTIONNAIRE
Use the following questionnaire to understand the capacity of your company to keep its employees engaged. Engagement is directly related to performance and retention. The following questions are good indicators of your organization's commitment to retention. Place a check next to each correct statement about your company.
QUESTION 1 My company is highly regarded by job seekers and employees are proudly associated with the company?
YES = 6 NO = 2

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QUESTION 2 We have an employee centric culture that values both employees and customers?
YES = 6
NO = 2

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QUESTION 3 Our employees have many opportunities to understand the role their job plays in the organization and how it contributes?
YES = 5 NO = 3

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QUESTION 4 We provide our employees with opportunities for growth and development?
YES = 7 NO = 1

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QUESTION 5 We provide a comfortable, safe work environment and have a good reputation in the community?
YES = 3 NO = 5

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QUESTION 6 Leadership is accessible, shares the organizational vision and direction? YES = 6 NO = 2

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QUESTION 7
We care for the well-being of our people by making their lives easier and less stressed?
YES = 6 NO = 2

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QUESTION 8 We know how much it costs too replace every employee who resigns or needs to be replaced?
YES = 4 NO =4

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QUESTION 9
We know the reasons for these departures and the difference between an avoidable and an unavoidable departure?
YES = 4 NO = 4

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QUESTION 10
We understand why employees stay or leave our company and what keeps them engaged?
YES = 5 NO = 3

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QUESTION 11
The rate of turnover in our company is lower than the industry average?
YES = 4 NO = 4

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QUESTION 12
We spend more time and money on our retention program than on recruitment?
YES = 2 NO = 6

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QUESTION 13
Our salaries and bonuses are linked to performance or the development of competencies?
YES = 5 NO = 3

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QUESTION 14 Our managers are trained to select, identify, guide, coach, reward and retain their people?
YES = 5 NO = 3

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QUESTION 15
Our managers know their job forecast and professional development plan for the next two years?
YES = 4 NO = 4

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QUESTION 16
Our employees are aware that they are an 'asset' in which we will invest and not a 'cost' to be reduced?
YES = 2 NO = 6

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QUESTION 17
We use a job satisfaction or engagement survey to understand the requirements of our employees?
YES = 5 NO = 3

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QUESTION 18
We know the talents of our employees and utilize them regularly?
YES = 5 NO = 3

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QUESTION 19 Our company does what is needed to retain our valuable employees? YES = 4 NO = 4

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QUESTION 20
We regularly measure the effect of our retention strategy?

YES = 3 NO = 5

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DATA INTERPRETATION
1) The company is highly regarded by job seekers and employees are proudly associated with the company. 2) The companys culture is employee oriented which gives priority to both employees and customers. 3) There is appropriate understanding of their jobs and how they contribute to their company. 4) There is very high degree of growth and development opportunities to employees. 5) The company is not able to provide healthy environment. 6) The company takes care of the people but reducing their stress and making their stress and making their lives better. 7) They dont know how much its cost to the company when any employee resigns or replaced. 8) It shows that the company is more spending and concentrating on recruitment instead of retention program. 9) It provides salaries, bonuses which are linked to performance or competency development.

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10) The managers have neutral reply regarding their professional development plan for the next 2 years. 11) No, the employees are not aware about the fact that they are an ASSET and not the LIABILITY to be reduced. 12) The company uses a job satisfaction pr engagement survey in order to know about the requirements of our employees. 13) It exactly knows about the talents of our employees and knows exactly how to utilize them. 14) The company has a neutral approach as to what is needed to retain our valuable employees

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FINDINGS

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1) The company provides a healthy environment to their employees. 2) In relation to the retention policies that are adopted by the company, continuous review meetings are held for freshers as well as for the existing employees. They can freely communicate within the organization which plays a major role in retaining them. 3) The entire Talent Management process helped the company to retain and attract new and valuable assets. In this, performance appraisal, fair and equitable treatment, review meetings boosts up the process. 4) The employees have frequent opportunities to learn and grow in their careers, knowledge and skills. The career workshops, training given to the people helped them to move a step ahead.

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RECOMMENDATIONS

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1) The company should make the balanced allocation of funds on both recruitment and retention program. 2) The employees should be treated as assets of the company. 3) The company must decide to identify competencies needed for a gamut of roles, each carrying a rating from one for beginner and five for the master. Using this, soon employees will come to a position to view not only a profile their competencies but also what competencies are required for a more challenging positions. 4) Communicate the talent management and review processes (preparation, mini reviews, spreadsheets), meetings process (structure and agenda) and logistics in as few email as possible-face-to face meetings for a greater impact. 5) Focusing on career development workshops for providing better growth and development opportunities. 6) More certified training should be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation.

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LIMITATIONS

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LIMITATIONS
Limitations of this research are as follows:
1. Sampling Error: The error that results when the same sample is not perfectly representative of the population.
(b) (c)
Administrative error: Problems in the execution of the sample. Random error: Due to chance and cannot be avoided
2. Error in Questionnaires : (a) (b) Memory: Respondents cannot remember correctly. Knowledge: Simply may not know Attitude measurements are more prone to error. 3. Other type of limitations are that:
Information only as good as the methodology used Results may not be what the business wants to hear May stifle initiative and gut feeling Always a problem that we may never know enough to be sure.

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CONCLUSION

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CONCLUSION
A strong HR professional helps to create a strong team which thereby provides strong public service. The goal of talent management is to better understand our people. Thus by doing this, the company can support professional and career development and align individual needs and goals. 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, the difficulty to attract, motivate and retain the best employees in an organization. The company must work together to promote a talent management mindset. Human Resource experts in the industry believe matching the right blend of talent with the right job profile can lead to superior performance. As someone once said, you can teach a turkey to climb a tree, but it is easier to hire a squirrel.

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APPENDIX

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BIBLIOGRAPHY
Books Referred :
y Prof. Masood Hasan, Anil k. Singh and Dhamjiya/Talent Management in India-challenges and
opportunities/Atlantic(2009) y Neha Mohan/Talent Management in India/p1-2,13 y HRM Review magazine/February edition 2010
Web Sites Referred :
y y y y y y y
www.citehr.com www.library.bub.ernet.in www.iceg.net www.books.google .co. in www.relianceada.com www.chrm.org www.successorg.com

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Organization Retention Questionnaire Use the following questionnaire to understand the capacity of your company to keep its employees engaged. Engagement is directly related to performance and retention. Place a check next to each correct statement about your company. 1_____My company is highly regarded by job seekers and employees are proudly associated with the company. 2._____We have an employee-centric culture that values both employees and customers. 3_____Our employees have many opportunities to understand the role their job plays in the organization and how it contributes to the bottom line of the company. 4_____We provide our employees with opportunities for growth and development. 5_____We provide a comfortable, safe work environment and have a good reputation in the community. 6_____Leadership is accessible, shares the organizational vision and direction. 7_____We care for the well-being of our people by making their lives easier and less stressed. 8_____We know how much it costs to replace every employee who resigns or needs to be replaced. 9_____We know the reasons for these departures and the difference between an avoidable and an unavoidable departure. 10_____We understand why employees stay or leave our company and what keeps them engaged. 11_____The rate of turnover in our company is lower than the industry average. 12_____We spend more time and money on our retention program than on recruitment.

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13_____Our salaries and bonuses are linked to performance or the development of competences. 14_____Our managers are trained to select, identify, guide, coach, reward and retain their people. 15_____Our managers know their job forecast and professional development plan for the next two years. 16_____Our employees are aware that they are an asset in which we will invest and not a cost to be reduced. 17_____We use a job satisfaction or engagement survey to understand the requirements of our employees. 18_____We know the talents of our employees and utilize them regularly. 19_____Our company does what is needed to retain our valuable employees. 20_____We regularly measure the effect of our retention strategy. How many did you check? Under 5/20: Your organization is regularly in the job market and finding it increasingly difficult to attract staff. This indicates you have not made retention a priority. You may be under the mistaken impression that just a job and pay are enough to retain talent. Obviously, that isnt the case. If it were, you wouldnt be regularly replacing staff. Between 5 and 10: The retention practices of your company are still focused on financial rewards and group activities. Retention is about individual needs, performance and relationship building. It is not one size fits all. Between 10 and 15: You are aware of the employee satisfaction / customer satisfaction connection. Retention is a priority in your organization and youre working to create an environment that facilitates sharing, learning and growth. Youre headed in the right direction. Between 15 and 20: You are an employer of choice and everybody should know it.

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Final PROJECT Main Talent

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Final PROJECT Main Talent

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INTRODUCTION

INSTITUTE OF MANAGEMENT AND RESEARCH

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WHAT IS TALENT MANAGEMENT

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DEFINING TALENT MANANGEMENT

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TALENT MANAGEMENT GOALS

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GOALS OF TALENT MANAGEMENT

TM approach will focus on coordinating and integrating:

Culture - development of a positive, progressive and high performance "way of operating".

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IMPORTANCE OF TALENT MANAGEMENT

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management strategy around three key principals:

Agility- Organizations expanding into new markets and developing new

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COMPONENTS OF TALENT MANAGEMENT

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components of a highly effective talent management are:

> Accurate hiring and promotion decisions.

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NEED TO DEVELOP TALENT MANAGEMENT

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The costs of having to replace someone with scarce skills are

Despite every attempt to follow effective selection practices, there is

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Client Service and Opportunity Costs:

Lack of people with suitable skills and talent is a key

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TALENT MANAGEMENT PROCESS

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ALL ABOUT THE COMPANY

Vision, Mission and Objective of

We will leverage our strengths to execute complex global-scale

Mission: Reliance values being an international leader in the distribution of

wireless devices and communication in providing customized logistic

To achieve viewers delightfulness

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To constantly bench-mark organizations performance with best-in-class

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i nvestments, servi ces.

RELIANCE ENERGY LIMITED -

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network of regi onal offi ces i n India.

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accessi bl e busi nesses.

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Reliance Mutual Fund

Reliance Life Insurance

Reliance General Insurance

Reliance Portfolio Management Service