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Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2 Name || DSouza Pritam Henry 571017160 Halo

o Technologies, Thane, Mumbai 1976 Master of Business Administration - HR Fourth Semester Talent Management 2 23rd March 2012

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Registration Number || Learning Center Name || Learning Center Code || Course || Semester || Subject || SET No. ||

Date of Submission at Learning Center || Marks Awarded ||

Directorate of Distance Learning, Sikkim Manipal University, II Floor, Syndicate Building, Manipal 576 104

Signature of the Coordinator

Signature of the LC

Signature of Evaluator

Halo Technologies and Training Pvt. Ltd. || 65260303 || 9870050750 || academics@halo.co.in


Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 1

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2

Q1. Explain the methods adopted to control recruitment and hiring process Ans. Most of the organisations irrespective of fact whether they are small, medium, or big scale companies have their own methods of hiring the candidates for the required positions. Sometimes, this process is dealt within the company itself or it is handled by some subcontractors or recruiting agencies. Following are some of the aspects of the recruiting process: o o o o o o o o o o o o o o o Get the candidates resume/CV from different job portals. Classify the candidates based on different criteria like experience, technology, so on. Send automated mails to sorted candidates for the interview. Schedule/reschedule the interviews. Manage many rounds of interviews for the candidate. Manage interviewers for different rounds of interview. Send automated mails and SMS alerts to keep the interviewers informed about the interview schedule. Handle interviewers remark and rating for the interviews. Send alerts for the scheduled interviews, hold candidates, joining candidates, so on. Get the soft copy of documents like experience letter, relieving letter, resignation letter, so on from previous company once the selection process ends. Manage background check result for the candidates. Get feedback report for ex-employees, ex-employee documents like experience letters, pay slips etc. Support different reports like hold candidates, selected candidates, candidate feedback report so on. Candidate information management Personal information of a candidate is collected from various sources like job portals, employee referrals so on. Personal information include full name, contact number, address, email ID, designation, so on. The resume or CV (curriculum vitae) of candidate is also managed, and the soft copies of these resumes are uploaded in different formats.

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Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


Q2. What are the retention strategies adopted by organisations? Ans. Retention is a method of enabling the members or volunteers to remain active with in an organisation. Retention mainly focuses on preserving a convenient environment, member morale, and organisational growth. o A pool of members who have the ability to be the future leaders. o A strong pointer for organisational success. o A happy organisational environment. o A group of members who come to your help when required. Keys to strong retention: Involvement: Allow involvement of members with program planning and execution, to help with organisational features and programming. It is important to note that members usually hate attending meetings for long hours and hearing to what the leaders speak. So, offering them some encouragement will help them to be an active participant in such organisational activities. For example, encouraging employees to involve in their assigned task and perform well in the form of incentives or performance appraisals. Ownership: Allow the members to contribute in decision making or give them a chance to openly raise their voice for their needs, interests, and opinions. Also allows them to involve in taking up the ownership. For example, if an employee has any issue with the decision made by the organisation regarding some their assigned tasks, then he can raise his voice against the decision and put forward his viewpoint on that. He must also be in a position to take up the ownership of the assigned task. Benefits: Propose some benefits or incentives for members to be active in the organisation. Benefits can be physical, vague, or both. For example, if the employee is consistently performing well, then he can be rewarded for his performance in the form of performance bonus or incentives. Some of the retention strategies include: Conversations: Active conversations with members help in creating a convenient working environment and making sure that members have a secure feeling in the organisation. It is not mandatory that conversations must deal with organisational business or concerns, but instead a small-talk and chit-chat are enough. Updates: Regular updates through emails, news-sheet, websites, or meetings help in sustaining a high-level of interest as it is evident that people may lose their interest in an organisation if they do not get constant updates about what the organisation is planning for. General meetings: General meetings are the most accepted methodologies adopted by an organisation to circulate information and update members. However, the main disadvantage with general meetings is that they are inactive wherein members simply sit and listen to what the leaders speak. These meetings must also focus on getting members involved in some activity. =======================X=======================X========================= Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 3

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2

Q3. What are the four major keys involved in promotion of ethical behaviour in the workplace? Ans. The four major keys involved in promotion of ethical behaviour in the workplace include: 1) Confess: When employees commit a mistake and fail to raise the issue to management so that the issue can be resolved then the situation becomes worse. Most of the times, problems increase rapidly and get larger. The situation becomes even worse when employees start blaming each other as to who was the culprit. When the employees commit mistake, the best way to resolve it is to inform their manager and take the blame. This blame game may result in complete disaster and hurt workplace morale. In most of the cases, blaming each other results in workplace enmity and work in an organisation comes to a halt. Employees who confess their mistakes are more consistent and trustworthy, and they also have the ability to perform damage control. Managers know that if the employees willingly come forward to confess their own mistake they will be less likely to cover something up. It also proves that they have better things in their mind for the organisation to develop. The warning to this point would be to not to allow the employee repeat the same mistake. 2) Follow the book: Another common mistake that employees do is attempting to resolve a problem by bending the rules. This results in creation of a new list of problems. Performing some acts such as backdating the documents or signing the documents for their managers might resolve the issue at that point. But, later those fraud activities will result in some serious problems once the culprit has been found out. Hence, it is better to confess to a problem and possibly be seen as not competent enough for committing such a mistake which is a worse case situation, than covering up a problem with no ethical values, without considering the outcome. Employees even though have good intentions sometimes become too absorbed in the thought of getting something done. 3) Good communication and information: In todays business scenario, it is evident that success of a business depends on good communication. Communication plays a crucial role in an ethical workplace because the way an employee communicates can either create or destroy the positive framework of a workplace. Some acts such as gossiping, which seem undamaging, may result in distrust and unfaithfulness through rivalry in the workplace. Open and consistent communication helps to keep employees and managers informed about the recent events. It also prevents problems and also helps in decision making in the company that are above board. Lack of communication or hiding motivations results in dilemmas around workplace ethics. 4) Consider the Problem Trio Greed, lust, or anger can be considered as the three major problems that are the root cause for failure in workplace ethics. The best example for greed is an employee who steals or performs illegal business dealings. Greedy decisions are the outcome of a wish to get more than they deserve from their position in the company. Lust is generally seen in improper relationships that are not accepted by any organisation. For example, a manager/assistant relationship can create a direct and negative impact on working environment and also serve to erode the organisations chain of command depending on wrong fraternisation. Anger is mostly seen in employees who have the feeling that the organisation owes them something because of poor working environment, bad Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 4

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


salary, or other disturbances. In this case, employees more often become greedy or choose a selfdestructive form of action against the organisation. Workplace behavioural ethics are applicable to any job, any industry, or any organisational environment. Employees who have high morale, strong character, and solid communication are the signs of an ethical workplace. It is very important to present yourself in an ethical manner to ensure a moral workplace.

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Winter Drive November 2011 Sikkim Manipal University

Submitted By: Pritam DSouza Registration No. :571017160 5

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


Q4. State some of the practical steps that can be taken to improve the talent acquisition. Ans. As customers continue to request services that offer more value than simply HR administrative relief, more time is spent on evaluating and stepping up to deliver strategic human capital management (HCM). To help us understand more of what actually matters to operating managers, we undertook a study of HCM practices in small, high-performing companies in key growth sectors such as technology, financial services, and professional services. The goal was to build some actual data sets around both HCM practices and outcomes in small high performing companies nationwide, including what worked and didnt work to maximize their corporate performance. There were 700 companies in the study population with an average wage of $102,000, and an average workforce size of 18.1 employees. The results found that several relatively easy-to-implement human capital best practices are often not being followedand theyre precisely the ones that can make a significant impact on a companys performance, even at an early stage of growth and development. These practices fall under the categories of Risk Management, Talent Acquisition, Performance Management, and Compensation and Benefits. It goes without saying that each of these areas merits its own discussion. But for now, lets look closely at Talent Acquisition. It should come as no surprise that hiring practices can create or destroy value. A single bad hire can cost between $60-120,000, and 10-15% of the employee base (of the companies in our study) turned due to avoidable hiring errors. Thats two employees a year in a 20 employee company. Not exactly the kind of track record you want if youre a nimble firm intent on developing a product and getting to market in record time. On the flip side, a great hire is worth 3-7 times a mediocre one in terms of efficiency, productivity, and ROI brought back to the company. But when we looked at our research data, we realized that key executives often didnt change their tactics even when the bad numbers started rolling in. Rather than implement a consistent hiring process based on proven best practices, they appeared to be chalking up their problems to current market conditions. Conversely, the companies with successful hiring practices did, in fact, have both a hiring strategy and a process in place. They spent more time defining the job description in advance, considered a broader range of recruitment options to source candidates, and gave their hiring managers more training than average. The bottom line? Process matters. It can make a substantial impact upon your hiring costs, and have an even bigger impact by increasing the overall quality of people coming into the organization. Here, then, are the three effective hiring strategies small and medium-sized businesses can implement right now: o Take the time to define a positions requirements carefully before recruiting o Use a broad based sourcing strategy to identify candidates across multiple sources o Train hiring managers and monitor completion of defined steps in a company hiring process Establishing a process in regards to Talent Acquisition is one of the aspects of Human Capital Management =======================X=======================X========================= Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 6

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


Q5. The talent selection consists of five selection processes. List them. Ans. There are five major steps involved in recruitment process which include: Online Application

CV/Resume Screening

Initial Interview

Technical and Competency Interviews

Job Offer These Steps which are involved in recruitment process can be explained as follows: 1. Online application: During this phase, the desired candidate applies for a job online or on company website. 2. CV/Resume screening: This is the second stage wherein the CV (curriculum vitae) of the applicant is screened by hiring managers to ensure if the candidate is fit enough for the post. 3. Initial interview: This is the most crucial stage wherein the candidate is asked to take up a written test. 4. Technical and competency interviews: Once the candidate clears the written test, the next stage would be technical competency round. This stage involves the recruiting managers ensuring if the candidate possesses required technical skills suitable for the position which can be in the form of either face-to-face questioning or a written test. 5. Job offer: This is the last stage of the interview process wherein the candidate receives an offer letter from recruiting manager after he clears all the interview rounds. =======================X=======================X========================= Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 7

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


Q6. What are the steps to be followed while doing an assessment of an organisation? Ans. An organisational assessment is the evaluation of organisational factors in the internal environment which affects the competitive situation. An organisational assessment is a process of taking steps to reflect and analyse the various functions within the organisation. It categorises the initial steps of a talent management process into: o o o o Identifying organisational and departmental trends. Reviewing strategy, challenges, and opportunities. Prioritising goals, work, and projects. Determining the factors affecting workforce planning.

Organisational effectiveness and employee development occurs when there is a firm alignment between individual interests and organisational needs. To set the environment for talent reviews, it is essential to first identify the organisational requirements. The goal is to show any changing requirements, skills, and knowledge needed by the organisation. An assessment of an organisation includes the following steps: 1. Review of strategy and key challenges: Here, the constructive analysis about organisational strengths, opportunities, and challenges is done. This discussion sets the organisational framework for considering the workforce development. 2. Environmental scan: In addition to the review of strategy and challenges, organisational departments can perform a more detailed strategy review. An environmental inspection reviews the current and changing client requirements and requests for services. Workforce analysis: It is a systematic process in which an organisation identifies the critical jobs and competencies, needed for the current and future employees, and develops strategies to overcome any gaps. Its main priority is using information to obtain an overview of the workforce and targeting talent management initiatives which are given as: a) Identifying critical job roles for analysis and planning. b) Reviewing knowledge/skills/attributes needed. c) Determining employee population for review. d) Gathering demographic information. After recognising organisational priorities, the next step focuses on the roles and skills needed for the department to be successful. Identification of critical roles: The management team determines the key job functions and roles that will be the primary focus of the talent review discussions. Based on the requirement, a talent review committee focuses on any of these groups: a) All staff in a particular function or organisation unit. b) A specific group or job category of the employee population. c) A specific level of leaders, managers, or supervisors. Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. :571017160 8

Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


Inventory of skills and knowledge: Here, the leaders discuss on skills, knowledge, and performance that adds to success for the identified job roles. This information serves as a basis for evaluating the performance and potential of a particular employee group. This process also includes an overall strength/gap analysis of the department that encapsulates existing workforce capabilities and identifies gaps that is required to be met by external hiring or internal development initiatives. Talent review: A Talent Review is a process to involve more senior business executives in sharing and analysing talent information, mostly part of an overall succession management process. Compared to talent alignment sessions, talent reviews present a chance to discuss talent at a higher level of depth and focus. It provides an overview of how to encourage a discussion of key talent in the given ways to: a) Identify readiness and potential for future assignments or positions. b) Review possible succession plans. c) Determine strengths and development needs of employees. Having set the organisational goals, management teams can start with the process of reviewing talent in the organisation. The type and significance of a talent review can vary based on the department's need. Talent review examples include: Talent Inventory which in turn involves the current performance and future capability of a selected employee group. The objective is to get a combined perspective of strengths, requirements and development opportunities for specific employees, and to identify the organisation's "talent pool." Readiness for major assignments or future jobs is considered. Succession planning which recognises the potential successors for key roles. In association with a general talent inventory, management teams can also focus on vital job roles to assess current and future bench strength. Capability planning which focuses on the competence and availability of staff to provide key services. As a substitute to evaluating prospective successors for particular job roles, the management team uses a similar method to review key jobs, efficiency, or competencies that need to be implemented in the organisation. Knowledge Transfer focuses on the supporting, developing, or transferring of skills and knowledge in the organisation. Knowledge transfer begins with an account of proficiency in the department, and continues with a discussion about workforce learning. Knowledge transfer programs facilitate managers to recognise internal "leaders" who can motivate and increase knowledge of other team members through informal mentoring or peer teaching relationships. Development planning Development planning refers to the strategic quantifiable goals that a person, organisation or agency plans to achieve within a certain amount of time. It deals with the implementing development activity in the organisation after the talent review. Given below are some of the developments of planning activities:

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Master of Business Administration-MBA Semester 4 Assignment - MU0017 Talent Management - Set 2


a) Review development assignments for on-the-job learning. b) Identify appropriate training and education programs. c) Explore formal and informal mentoring initiatives. d) Plan and conduct development discussions. e) Hold follow-up sessions to review outcomes of development discussions, assignments, and learning plans. Talent Review discussions help managers to identify the development priorities for the department. Consequently, managers or senior leaders are better prepared to have follow-up development discussions. These discussions have the advantage of helping managers to include job experiences, development assignments, or training in the short-term that can help organise employees for future responsibilities.

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Winter Drive November 2011 Sikkim Manipal University

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