TALENT MANAGEMENT in INDIA by Neha Mohan
TALENT MANAGEMENT in INDIA by Neha Mohan
TALENT MANAGEMENT in INDIA by Neha Mohan
INTRODUCTION................................................................................. ....................2
Key Business Processes.........................................................................................2
The process of talent management..............................................................................2
Talent Management v/s Traditional HR Approach..............................................................2
The focus of talent management.................................................................................2
Knowledge Management.........................................................................................2
LITERATURE REVIEW:.............................................................................................2
PROBLEM IDENTIFICATION.......................................................................................2
OBJECTIVES............................................................................................... ..........2
NEED OF THE STUDY..............................................................................................2
RESEARCH METHODOLOGY...................................................................................... 2
PRIMARY DATA....................................................................................... ............2
SECONDARY DATA..............................................................................................2
STATISTICAL TOOLS:.................................................................................. ..........2
SAMPLING TECHNIQUES:......................................................................................2
ANALYSIS:..................................................................................................... .......2
HR PROFESSIONAL.............................................................................................2
EMPLOYEE........................................................................................................ 2
FINDINGS............................................................................................................. 2
HR MANAGERS................................................................................................... 2
EMPLOYEES............................................................................................ ..........2
RECOMMENDATIONS..............................................................................................2
CONCLUSION................................................................................................... .....2
LIMITATIONS.......................................................Error! Bookmark not defined.
ANNEXURE........................................................................................................... 2
BIBLIOGRAPHY................................................................................................. .....2
INTRODUCTION
This new age economy, with its attendant paradigm shifts in relation to the
human capital, in terms of its acquisition, utilisation, development and
retention, has placed a heavy demand on today’s HR professionals. Today HR
is expected to identify potential talent and also comprehend, conceptualise
and implement relevant strategies to contribute effectively to achieve
organisational 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.
As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares,
achieving zero percent turnover is neither realistic nor desirable. People tend
to seek change for a variety of reasons—more money, better benefits, the
appearance of a greener pasture- and this has been a practice from the very
beginning. Then, what is it that has really changed?
The following matrix appropriately defines key business processes for an organization:
Impa
Impact
Support
Service
High
Low Key
Leveraging
on
Business
Processes
Processes
customers
ct on Processes
shar
ehol
ders
T
ale
nt
management is a key business process and like any business process takes inputs and
generates output.
Talent management on the other hand focuses on enhancing the potential of people by
developing capacities. Capacities are the basic DNAof an organization and also of
individual potential. In fact, the following appropriately describes the role of talent
management:
D N A
Point of Departure Navigation Point of Arrival
It is important for an individual to be able to relate to his learning and thoughts. This
leads the person to be able to relate to other individuals and the environment around
him. The outcome is indeed a sense of belongingness and an environment of trust at
the organizational level and team spirit at the individual level. Capacity to relate
comprises of the following:
E
L
T
rim
sp
u
sta
te
h
n
• Listening is the individual’s ability to listen with warmth and respect. Active
i
listening is free of biases, evaluation and pre-conceived notions.
z
n
• Empathizing is the ability to put self in someone else’s shoes and getting out of
i
g
one’s own shoes.
n
• Trust requires a combination of both empathizing and listening. It is about
g authenticity, openness and genuineness.
Action is how the above three capacities of an individual are manifested. It is the
individual’s ability to enact his intentions. Following are components of capacity to
act:
IO
W
r
m
o
g
rp
la
k
n
e
i
m
u
z
e
n
i • Organizing refers to the individual’s ability to organize his time and resources
n
d
tn
e so as to enable him to convert intentions into reality.
rig • Implementing means delegating, attention to detail, and focus on the right
n process.
g • Perform under pressure means the ability to work under pressure and time
p
r constraints and handle multiple tasks without negative stress.
e
sThe individual’s values help in discriminating amongst alternatives and act as the
sbedrock for decisions. They act as multipliers in enhancing the individual’s capacities,
ua sigma of which reflects the individual’s true talent.
r
Thus:
e
(LQ + CQ + RQ + AQ) X Values = Talent
Organizations provide individuals the opportunity and space for physically manifesting
their talent into performance for achieving individual and organizational vision. Talent
manifests into performance as follows:
Talent
+
Vision/Mission/Strategy
Opportunity
Coaching
Resources
Performance
Management
System
Performance
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 based
on the models discussed above and follow a unique methodology.
TAPTMservices 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.
The focus of PEPTMis 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.
Knowledge Management
As said earlier, the domain of talent management includes culture-building and change
management. Knowledge management services from Grow Talent are aimed at
leveraging knowledge for performance by creating an environment for sharing by
building trust. The focus of knowledge management is to connect people and
technology to capture and harness the tacit knowledge of the organization. By making
trust the bandwidth of communication, knowledge management enhances sharing and
thereby creates an appropriate environment for talent to translate into performance.
With its comprehensive spectrum of services for talent management and unique
methodology, Grow Talent is strongly positioned to help organizations gain a
competitive and sustained talent advantage.
LITERATURE REVIEW:
A detailed survey of the concerned literature has been carried out based on various
journals, reviews concerned 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 human recourses have been discussed and planning of
new models has 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 [ANANDARAM, 2007.]
"Rothwell ignites the imagination, expands the possibilities, and offers practical
strategies any organisation can use to effectively develop, retain and utilise talent for
the benefit of an organisation and enter the fluid, flexible future. Managers at all
levels will cheer the sanity Rothwell suggests."
"This is an outstanding reference work that succinctly explains a simple and practical
approach to the identification, assessment and management of talent in the current,
dynamic operating business environment. The book plainly gives advice on how to
avoid high staff turnover, poor morale, and poor performance."
NEWSLETTER
Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4
JOURNALS
KARTHIKEYAN J (May 2007), Talent management strategies, NHRD journal,
Hyderabad, p23-26
Organization need to have a vision and a well defined strategy on hiring for the future.
Do we have the right talent within to attract and retain the best available talent? A
number of measures for talent management are Suggested………..
India has become the outsourcing capital of the world and this has created its
own set of HR challenges. India’s biggest problem is that qualified graduates
are becoming scarce. 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?
OBJECTIVES
• To identify various upcoming challenges of talent management
• To establish upcoming trends in talent management.
• To identify the ways to retain the best talent.
QUESTIONNAIRE: HR Professional
LINK:
http://www.eSurveysPro.com/Survey.aspx?id=49e4bb13-faf3-424c-
bdb8-b0c9d885ef60
Sample Size: 25
QUESTIONNAIRE: EMPLOYEES
LINK:
http://www.eSurveysPro.com/Survey.aspx?id=3859dd23-64e9-471f-
b0b8-4acdd4d66b22
The prime focus of this questionnaire was to compare with the responses
obtained by above questionnaire. The talent management initiative is taken
by the HR professionals but the implication of this initiative is on the
employees. By this questionnaire, the researcher tried to find out the
effectiveness of such talent management initiative as well as the satisfaction
level of the employees.
Sample Size: 30
These questionnaire links were mailed to the respective respondent and data
was collected through the website. The researcher created an account with
the hosting website www.surveyspro.com for uploading as well as assessing the
response database.
SECONDARY DATA
➢ Journals and Research Paper
➢ Newsletters
➢ HR websites
STATISTICAL TOOLS:
• Pie charts
• Bar graphs
• Averages
• Correlation
SAMPLING TECHNIQUES:
Judgmental Sampling
ANALYSIS:
HR PROFESSIONAL
What are the areas your organization needs to improve in terms of talent
management initiatives?
In your organization who is primarily responsible for …… (tick one per statement)
Further developing 4% (1) 54% (12) 31% (7) 13% (3) 18% (4) 4% (1) 13% (3)
employees
Retaining employees 4% (1) 63% (14) 50% (11) 9% (2) 4% (1) 9% (2) 9% (2)
Which broadly defined job description are the most critical in terms of attracting
and retaining employees?
1 (very 2 3 4 5 (not critical)
critical)
0%(0) 0%(0) 0%(0) 0%(0) 0%(0)
sales 55% (10) 33% (6) 5% (1) 5% (1) 0% (0)
marketing 27% (5) 44% (8) 22% (4) 5% (1) 0% (0)
Business development 50% (10) 35% (7) 20% (4) 0% (0) 0% (0)
finance 15% (3) 25% (5) 45% (9) 15% (3) 0% (0)
Field operations 5% (1) 21% (4) 36% (7) 26% (5) 10% (2)
Research and 23% (5) 38% (8) 28% (6) 4% (1) 4% (1)
development
innovation 25% (5) 40% (8) 25% (5) 10% (2) 0% (0)
Business unit leadership 25% (5) 35% (7) 30% (6) 10% (2) 0% (0)
Senior management 38% (8) 38% (8) 19% (4) 4% (1) 0% (0)
Programme management 19% (4) 23% (5) 47% (10) 9% (2) 0% (0)
Coaching
11%
18%
Mentoring
11%
Education
9%
10% Developmental experience
In the next three years how effective will the following elements of compensation be in
terms of attracting and retaining top performers?
1(most effective) 2 3 4 5(least effective)
Base pay 57% 33% 0% 9% 0%
Health care benefits 19% 42% 23% 14% 0%
Retirement/education benefits 33% 33% 19% 14% 0%
Share options/equity 33% 14% 28% 14% 9%
participation
Child care costs/arrangement 25% 10% 35% 30% 0%
Job security 52% 19% 23% 0% 4%
Fundingeducational needs
Providinga collaborative …
Series1
Providingmentoring and fast…
Providingtraining
In the next three years how effective will the following elements of compensation be in terms of
attracting and retaining top performers?
1(most effective) 2 3 4 5(least effective)
Share options/equity participation 27% (5) 16% (3) 38% (7) 5% (1) 16% (3)
Child care costs/arrangement 11% (2) 29% (5) 35% (6) 17% (3) 5% (1)
Job security 55% (10) 16% (3) 27% (5) 0% (0) 0% (0)
Which broadly defined job description are the most critical in terms of
attracting and retaining employees?
12
10
sales
6
marketing
4
Business development
2
0
1 (very 2 3 4 5 (not
critical) critical)
EMPLOYEE
How long have you been working for the company?
Lessthan a year
1-2 years
2-5 years
5-10 years
More than 10 years
Have you been made aware of the policies and procedures? Do you know
and understand them?
Not at all aware of Aware of this but need more Know and understand
this information this
The organisation mission 3% (1) 7% (2) 88% (23)
statement?
The structure of the 3% (1) 7% (2) 88% (23)
company?
The aims of the company? 0% (0) 15% (4) 84% (22)
Our health and safety 3% (1) 26% (7) 69% (18)
procedures?
Our equal opportunities 7% (2) 15% (4) 76% (20)
policy?
Professional association 19% (5) 23% (6) 57% (15)
membership?
Policy on handling any legal 16% (4) 44% (11) 40% (10)
problems?
Policy on handling customer 4% (1) 40% (10) 56% (14)
problems?
Staff disciplinary procedures? 4% (1) 24% (6) 72% (18)
Policy on holiday 4% (1) 28% (7) 68% (17)
entitlement?
Policy on absense? 8% (2) 4% (1) 88% (22)
Policy on maternity/ paternity 12% (3) 16% (4) 72% (18)
leave?
Do you know how you can help the organisation to achieve its aims?
What do you know about your job, and what would you like to know more
about?
I know enough I know a little, but need to I need to know a lot
about this know more more about this
Your position in the organisation 84% (22) 3% (1) 11% (3)
Management - to whom you are 87% (21) 0% (0) 12% (3)
responsible
The people you are directly 83% (20) 12% (3) 4% (1)
responsible for
The people you are indirectly 64% (16) 20% (5) 16% (4)
responsible for
Your hours of work 88% (22) 4% (1) 8% (2)
Your pay 84% (21) 12% (3) 4% (1)
Other benefits you are entitled to 76% (19) 8% (2) 16% (4)
The telephone system 76% (19) 12% (3) 12% (3)
The organisation computer 76% (19) 8% (2) 16% (4)
systems
The staff canteen 76% (19) 12% (3) 12% (3)
The managing director or CEO 66% (16) 29% (7) 4% (1)
The shop floor sales staff 50% (12) 20% (5) 29% (7)
The organisation directors 50% (12) 41% (10) 8% (2)
The team you work within 88% (22) 0% (0) 12% (3)
The machinery you will operate 83% (20) 8% (2) 8% (2)
Please rate your satisfaction with the employee benefits and policies.
Extremely Dissatisfied Neither dissatisfied Satisfied Extremely
dissatisfied satisfied nor satisfied
Accuracy of job 0% (0) 0% (0) 4% (1) 72% 24% (6)
description (18)
Salary review 0% (0) 8% (2) 20% (5) 60% 12% (3)
(15)
Adequate information 0% (0) 9% (2) 14% (3) 66% 9% (2)
provided about any (14)
job changes / promotion 0% (0) 4% (1) 16% (4) 60% 20% (5)
(15)
Leave of absence 0% (0) 4% (1) 12% (3) 58% 25% (6)
(14)
Health care benefits 0% (0) 8% (2) 0% (0) 68% 24% (6)
(17)
Retirement benefits 0% (0) 20% (5) 8% (2) 52% 20% (5)
(13)
In the next three years how effective will the following elements of
compensation be in terms of attracting and retaining top performers?
1(most effective) 2 3 4 5(least effective)
Base pay 60% (15) 24% (6) 12% (3) 4% (1) 0% (0)
Health care benefits 24% (6) 44% (11) 24% (6) 8% (2) 0% (0)
Retirement/education benefits 25% (6) 25% (6) 25% (6) 25% (6) 0% (0)
Share options/equity participation 36% (9) 32% (8) 16% (4) 12% (3) 4% (1)
Child care costs/arrangement 20% (5) 28% (7) 32% (8) 16% (4) 4% (1)
Job security 44% (11) 36% (9) 8% (2) 4% (1) 8% (2)
Yes
92%
Please rate your satisfaction with the salary and benefits package you
receive.
Extremely Dissatisfied Neither satisfied nor Satisfied Extremely
dissatisfied dissatisfied satisfied
Medical insurance package 0% (0) 4% (1) 16% (4) 56% (14) 24% (6)
Company savings plan 8% (2) 12% (3) 33% (8) 37% (9) 8% (2)
Retirement plan 4% (1) 8% (2) 50% (12) 33% (8) 4% (1)
Holiday Entitlement 4% (1) 12% (3) 25% (6) 41% (10) 16% (4)
Job market competitiveness 8% (2) 12% (3) 20% (5) 48% (12) 12% (3)
of my salary
Share option plan 4% (1) 21% (5) 39% (9) 26% (6) 8% (2)
Overall, how satisfied are you with your company's personnel
policies?
ExtremelyDissatisfied
36% VeryDissatisfied
ExtremelySatisfied
Extremely dissatisfied
32%
8% Dissatisfied
4%
4%
Neither satisfied nor
dissatisfied
Satisfied
vision, mission and objectives. And they know how to achieve these
objectives (76%)
✔ They are clear about their role and responsibility (85%) and they know
✔ Base pay (60%) and Job security (44%) are in top priority for the
✔ 64% of the employees are satisfied with the company's personnel policies where
✔ Overall 32 % employee are extremely satisfied where as 52% are just satisfied with their
organization.
RECOMMENDATIONS
1. Six Ways to Mine Teen Talent," Andrea C. Poe, Society for Human Resource
Management, March 2001
2. Winning the Best and Brightest: Increasing the Attraction of Public Service,"
Carol Chetkovich, The PricewaterhouseCoopers Endowment for The Business
of Government, July 2001.
3. Attracting and Keeping The Best and the Brightest: Survey Results From
Council for Excellence in Government Principals on How to Get, Develop and
Retain Excellent People in Government Service," Council for Excellence in
Government, 2002
4. Spherion® Emerging Workforce® Study," Spherion Pacific Enterprises
LLC,2002-2003
5. Flexible Work Arrangements: The Demand Will Only Strengthen," Donna J.
Bear, Human Resource Institute, September 2004
6. "Attracting and Retaining the Mature Workforce," Barbara McIntosh, Ph.D.,
Society 2004
7. Development, And Work Motivation," Ruth Kanfer, Phillip L. Ackerman,
Academy Of Management Review, 2004.
8. Staying Ahead of the Curve 2004: Employer Best Practices for Mature
Workers," Study Conducted for AARP by Mercer Human Resource Consulting,
September 2004
9. Talent Management: Overview: Talent Management Series Part I," Nancy R.
Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.
10.Talent Management: Employee Engagement: Talent Management Series Part
III," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource
Management, July 2005.
11.Talent Management: Leadership Development: Talent Management Series
Part II," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource
Management, July 2005
12."Strategies for Recruiting Workers Over Age 50," Society for Human Resource
Management, Cathy Fyock, December 2005.
13.Taking Action against the Quiet Crisis in Recruitment and Retention," AFT
Public Employees, AFL-CIO. 2005