1. 1
INTRODUCTION
Talent Acquisition is one of the major functions of Human Resource Management. It
helps the manager to attract and select best candidates for the organization.
Parry & Wilson (2009) stated that “talent acquisition includes those practices and
activities carried out by the organization with the primary purpose of identifying and
attracting potential employees”.
(Zheng, 2009) As success of service sector as in case of civil aviation industry depends
upon the human capital, recruitment & selection of the right people into the service
business is crucial to achieve organizational success.
Raymond J. Stone (2005) in the fifth edition of his book Human Resource
Management defines recruitment as the process of ‘seeking and attracting a pool of
applicants from which qualified candidates for job vacancies within an organization can
be selected.’
According to Edwin B. Flippo (1979), “It is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”.
Talent Acquisition is an activity that links the employers and the job seekers. So we can
say that recruitment is a process of finding and attracting capable applicants for 19
employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which new
employees are selected.
In simple terms, it is understood as the process of searching for and obtaining applicants
for jobs, from among whom the right people can be selected.
Though, theoretically, recruitment process is said to end with the receipt of applications,
in practice the activity extends to the screening of applications so as to eliminate those
who are not qualified for the job.

2. 2
Training and development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups
in organizational settings. It has been known by several names, including "human
resource development", and "learning and development".
According to Casse and Banahan (2007), the different approaches to training and
development need to be explored. It has come to their attention by their own preferred
model and through experience with large Organizations. The current traditional training
continuously facing the challenges in the selection of the employees, in maintaining the
uncertainty related to the purpose and in introducing new tactics for the environment of
work and by recognizing this, they advising on all the problems, which reiterates the
requirement for flexible approach.
Miller and Desmarais (2007). Usually the managers have the choice to select the best
training and development programme for their staff but they always have to bear in
mind that to increase their chances of achieve the target they must follow the five
points.
According to Davenport (2006), mentioned in his recent studies that it’s easy to
implement strategy with the internet supported software.
In most companies, functions such as recruitment and succession planning, learning and
development, performance management, workforce planning, compensation and other
HR or training functions have often been sequestered in departmental silos. While
important individually, these programs are usually a loose conglomeration of HR
initiatives with little connection to each other, little alignment with the organization’s
vital few business goals and little real way of measuring their bottom-line impact.

3. 3
Objective of the Study:
To understand the various talent acquisition and development processes and how
interpersonal training helps build employees within the organization.
Specific Objectives:
1. To focus on major elements of talent acquisition process.
2. To focus on the process of training and developing personals.
3. To focus on the updates and better methods of modern techniques used in talent
acquisition and development.
Research Techniques
In order to develop a meaningful recruitment strategy for the future, it is imperative that
one first must fully understands the current process. The most effective way to achieve
this is to undertake a full 'recruitment process audit', which should look at every aspect
of the talent acquisition cycle. The following research methodologies were used to
arrive at the 'best strategy’ for recruitment of employees for any private sector company.
Both primary and secondary data sources will be used to generate this report. Primary
data sources are scheduled survey, informal discussion with professionals and
observation while working in different desks. The secondary data sources are different
published reports, manuals, price updates and different publications.
Corporates have to consider innovative approaches for recruitment and development
ensuring that every 'route to recruit and develop' is fully utilized effectively in a time
bound manner at minimal cost. There are many options available to private sector to
achieve best results in the recruitment and training of new employees. However, to
define this we will need to gain a clear picture of the present recruitment process.
Having fully audited and documented the current recruitment cycle from attraction to
induction, one will finally be in a position to offer 'best strategy’ for any private sector
organizations.

4. 4
Research Methodologies
Recruitment Methodologies
Research Methodology is a way to systematically solve the research problems. It may
be understood as a study of how research is done scientifically. In it we are studying the
research problems along with the logic behind them. It is necessary the researcher to
know not only the research method techniques but also the methodology.
Following are the two main recruitment methodologies employed by organizations:-
Internal Recruitment.
This involves filling vacancies through internal means from existing employees.
Following questions should always be asked. Is there an internal candidate who could
take up the role? What are the strengths, limitations and training required? Initial
consideration should be given to a bank’s employees, especially for filling vacancies
above the entry level. If external efforts are undertaken without considering the desires,
capabilities and potential of present employees, a bank may incur both short and long
run costs. In short run, morale may de-generate, in the long run banks with a reputation
for consistent neglect of in-house talent may find it difficult to attract new candidates
available through other channels.
External Recruitment.
To meet demands and vacancies from external sources for talent brought about by
growth, desire for fresh ideas or to replace employees who leave, banks periodically
turn to the outside labor market. The “Five” most popular external recruitment sources
considered are:-
 Job consultants
 Campus Placement.
 Online Application.
 Recruitment advertising.
 Referrals

5. 5
Scope of the research
The report deals with the talent acquisition and development process in terms of the real
picture.
The study will allow learning about the talent acquisition, recruitment, talent
management importance, modern techniques and models used to make it more efficient.
And also to understand the needs of the employers and employees.
The study will help us understand about the recruitment and selection issues,
importance, modern techniques and models used to make it more efficient. The study
will help to learn the practical procedures followed by the leading organizations.
Moreover the study will help to differentiate between the practice and the theories that
direct to realize how the organization can improve their talent acquisition and
development process.
There is no doubt that the world of work is rapidly changing. As a part of an
organization, Human Resource Management (HRM) must be equipped to deal with the
effects of the changing world of work. For them this means understanding the
implications of globalization, technology changes, workforce diversity. Changing skill
requirements, continuous improvement initiatives contingent workforce, decentralized
work sites and employee involvement are the issue for confrontation. Now it is a big
challenge for the HRM to support the organization by providing the best personnel for
the suitable position in shortest possible time. Starting with recognizing the vacancies
and planning for them is a great task.
Moreover selecting attracting the suitable candidates and selecting the best person in
time is a challenge. The cost of the recruitment, acquiring talent is significant. So,
proper planning and formulation of those plans are the task that require more focus and
improvement.
Equal opportunity and sourcing is also a vital part. Realizing this need we tried to find
the difference and similarities between theoretical aspects with the practical steps taken
by the company. We took an attempt to demonstrate the feature for the further
improvement.

6. 6
An increasing mobility in the managerial labour force is compelling Indian
organizations to proactively address issues of employer loyalty and commitment with
lucrative remuneration and benefit plans designed to attract and sustain a transient
labour pool. The reorientation of HR policies and practices to keep pace with intense
global engagement has become a particular challenge for developing economies
(Festing and Eidens, 2011; Osman et al., 2011) and thus, the search for new policies and
practices of talent acquisition, retention and development is fast becoming a central
concern at the corporate level in a number of countries (Murphy, 2008; Sharma and
Bhatnagar, 2009; Tahir and Abu Baker, 2010).
Consequently, the primary purpose of the HRM function is to recruit personnel who can
be subsequently developed to enhance the competitive position of the corporation.
The practice of hiring new employees into large organizations has changed dramatically
since the mid - 1990s. This shift is due primarily to the rapid evolution of Internet -
based technologies to facilitate and accelerate the staffing process. HR executives and
staffing managers ’roles now include significant technology responsibilities intermixed
with their accountability for recruitment, hiring, and on – boarding new employees.
As the Internet rapidly grew in size and popularity in the mid to late 1990s,
organizations began to examine how the new technology could be used to their
advantage. Several, but not all, traditional functions within large businesses began to
remake their operational processes to take advantage of the Internet. In some
organizations, the human resources functions of recruitment and selection of new
employees were among the first processes to rapidly adopt the Internet as a core element
of the business process. Why would the HR function be among the first adopters of
these technologies; what challenges led them to design and implement them?
As is often the case with any rapid uptake of new technologies and business processes,
the drivers behind the change must have clear advantages for the organizations that
adopt them. Change that is driven by the advancement of new technology alone does
not sustain. For technology - based recruiting and staffing, a confluence of several
factors was behind the rapid development and adoption of new tools and processes:
labor market conditions that constricted the supply of qualified applicants during a time

7. 7
of economic growth, business trends that pushed non - core activities toward automation
or outside the company altogether, the development of the new electronic technologies,
and the availability of scientific methodologies to collect information that will
successfully predict employee effectiveness and long- term fit with the organization.
The use of internet-based services and computer technologies to support all aspects of
talent acquisition activity and processes has become widespread and has revolutionized
recruitment activities ranging from recruitment agencies sourcing candidates through
online job boards and social media, or human resource professionals using assessment
or job simulation programs as part of the selection process.
Research Design
A research design is a systematic plan to study a scientific problem. The design of a
study defines the study type (descriptive, correlational, semi-experimental,
experimental, review, meta-analytic) and sub-type (ex: descriptive-longitudinal case
study), research question, hypotheses, independent and dependent
variables, experimental design, and, if applicable, data collection methods and a
statistical analysis plan.
There are many ways to classify research designs, but sometimes the distinction is
artificial and other times different designs are combined. Nonetheless, the list below
offers a number of useful distinctions between possible research designs.
 Descriptive (e.g., case-study, naturalistic observation, Survey)
 Correlational (e.g., case-control study, observational study)
 Semi-experimental (e.g., field experiment, quasi-experiment)
 Experimental (Experiment with random assignment)
 Review (Literature review, Systematic review)
 Meta-analytic (Meta-analysis)
Descriptive research or statistical research provides data about the population or
universe being studied. But it can only describe the "who, what, when, where and how"
of a situation, not what caused it. Therefore, descriptive research is used when the

8. 8
objective is to provide a systematic description that is as factual and accurate as
possible. It provides the number of times something occurs, or frequency, lends itself to
statistical calculations such as determining the average number of occurrences or central
tendencies.
It is a descriptive type of research. Descriptive Research includes survey and fact
finding, inquiries of different kind. The major purpose of descriptive research is to
describe the state of affairs, as it exist at present.
Most of the empirical studies on global talent management are based on the descriptive
statistics, with a few studies having used correlation analysis. I have used qualitative
methodologies such as interviews and case studies to collect information from
individuals involved in talent management. Although this approach has contributed
enormously to what we know today, it is important for future researchers to use rigorous
statistical analysis to establish causation between key variables especially examining
how global talent management systems relate to various measures of organizational
effectiveness. It is also important for future researchers to use a longitudinal research
designs to examine the relationship between various variables.

9. 9
Literature Review:
Talent Acquisition & Development
Talent Acquisition is one of the major functions of HRM. It helps the manager to attract
and select best candidates for the organization.
Parry & Wilson (2009) stated that “talent acquisition includes those practices and
activities carried out by the organization with the primary purpose of identifying and
attracting potential employees”.
As success of service sector as in case of civil aviation industry depends upon the
human capital, recruitment & selection of the right people into the service business is
crucial to achieve organizational success (Zheng, 2009).
Raymond J. Stone (2005) in the fifth edition of his book Human Resource Management
defines recruitment as the process of ‘seeking and attracting a pool of applicants from
which qualified candidates for job vacancies within an organization can be selected.’
According to Edwin B. Flippo, “It is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”. (1979)
Talent Acquisition is an activity that links the employers and the job seekers. So we can
say that recruitment is a process of finding and attracting capable applicants for 19
employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which new
employees are selected.
In simple terms, it is understood as the process of searching for and obtaining applicants
for jobs, from among whom the right people can be selected.
Though, theoretically, recruitment process is said to end with the receipt of applications,
in practice the activity extends to the screening of applications so as to eliminate those
who are not qualified for the job.

10. 10
Talent Management
The term talent management is being used to describe sound and integrated human
resource practices with the objectives of attracting and retaining the right individuals for
the right positions and at the right time. People run organizations, and the talent of these
people will determine the success of the organizations. Talent management is, thus, the
managements’ main priority (Michaels, Hansfield Jones & Axelrod, 2002). Byham
(2001), Heinen & O’Neill (2004), Olsen (2000). Jackson and Schuler (1990) define
talent management as an architecture where a set of processes are designed to ensure
there are an adequate number of employees for jobs within an organization. It is having
the right resource available at the right time for the right jobs
(Kesler, 2002). The competitive advantage for organizations comes from having
superior talent and managing it appropriately. Corporations now appear ready to
embrace this concept (Oakes,
2006). In fact, it has become a strategic imperative for many organizations (Ashton &
Morton,
2005). Organizational practice, however, in both competence management and talent
management is recent.
A glance at the literature reveals talent management as concepts of recent origin. Hence
studies are not only limited but also the literature reflects global and macro picture. The
studies in the Indian context are limited to the industry practices rather than systematic
scientific enquiry, thus leading to significant research gaps.
Moreover sector-wise, the IT sector has been the focus but studies conducted in the
Indian IT sector are rooted in the MNC’s in India rather than companies rooted in the
Indian origin. Understanding the role of talent management in the era of globalization
assumes all the more significance due to the IT boom, shortage of right talent and
retaining the talent, as these are the important challenges of the IT industry in the Indian
context.
Boosted by the increasing relevance of knowledge as a resource, qualified employees
worldwide have become a key factor in the battle for competitive advantage (e. g.
Greening, & Turban,

11. 11
2000, pp. 254-255; Hoye, & Lievens, 2007, p. 2024; Beechler, & Woodward, 2009, pp.
275-276; Scullion, & Collings, 2011, p. 7-10). GTM as a encompassing concept of “all
organizational activities for the purpose of attracting, selecting, developing, and
retaining the best employees in the most strategic roles […] on a global scale” (Scullion,
& Collings, 2011, p. 6) has gained center stage for human resource management.
Discriminating "ability" speaks to the exceedingly created abilities and profound
information controlled by people, of the work itself, as well as of how to make things
happen inside an organization. Enough research has been carried out by firms to hold
their top individuals. Exploration proposes that an organization's "stars" are the first
ones to be poached by contenders and consequently are more averse to remain. Essential
Talent Systems Inc., in 1997, recommended that the organizations must constantly
concentrate on their basic ability guarantee that their aptitudes, engages, and abilities
advance in accordance with vital targets, and rattled off different maintenance polishes.
A report in The Hindu in 2000 inspected the measurements of ability administration
what's more the difficulties that associations face concerning representative
maintenance in an undeniably aggressive work market. The targets were to benchmark
maintenance rates, expenses, and results, distinguish the reasons why representatives
clear out, figure out which practices are best for enhancing maintenance, and get it how
maintenance influences authoritative conclusions.
A study by Aberdeen Group, in 2005, found that 85% of HR executives reported that
the single most prominent test in workforce administration is making or keeping up
their organizations' capacity to seek top ability.
Kumar (2007) demonstrated that ability is a discriminating driver of corporate execution
also potential preference. Yan and Douglas (2009) found that the idea of employment
embeddedness to research on worldwide assignments serves to clarify how the courses
of action of exile and repatriation may prompt such conclusions as capable individual
association fit or vocation investigation.
John et al. (2009) communicated that holding top ability is an essential sympathy
toward numerous associations. Dana (2009) opined that representatives who read Talent
on Demand (Tod) will understand that they have to create the gifts and abilities that are

12. 12
most in request, and keep themselves upgraded to guarantee that they are constantly
esteemed.
Aravamudhan (2010) found that ability administration is setting down deep roots for a
long pull and it may change the way HR capacities.
What is Talent Management?
The meaning of talent management is hard to define. There are so many definitions of
talent management and it is a very popular topic nowadays, According to - Lewis and
Heckman (2006) “A search on the phrase “talent management HR” in late 2004 using a
popular internet search engine yielded over 2,700,000 hits. One year later a search on
the same term yielded over 8 million hits.”
According to the book “The War for Talent” (Michaels et al, 2001), talent is defined as
a person’s ability, which include a person’s abilities, knowledge and potential for future
development. But Lewis and Heckman (2006, p.139) argue that it is difficult to identify
the meaning of talent management, because there are many confusing definitions, terms
and assumptions made by other authors. However, Lewis and Heckman (2006) identify
three primary concept of modern talent management. “Ensure the right person is in the
right job at the right time.” (Jackson and Schuler, 1990) “A deliberate and systematic
effort by an organization to ensure leadership continuity in key positions and encourage
individual advancement” (Rothwell, 1994). Lewis and Heckman (2006) mention that
these two sentences were always used to define human resources planning, succession
planning and talent management.
Lewis and Heckman (2006) had three concept of talent management,
 The first is that “.” And that was what human management has always done, but
the authors want it to be done more quickly. Lewis and Heckman’s (2006)
 Second concept of talent management is based on workforce skills, supply and
demand, growth and attrition to predict the flow of human resources within the
organization.

13. 13
 Lewis and Heckman’s (2006) third concept of talent management is focus on
talent generically, which is sourcing, developing and rewarding. Also provide
more training and development to talented employee.
Apart from these three definitions, Bean (2007) has a summary as following:
Recruitment –represent the organization to attract the right person, and let the right
person feel the employment is desired.
Retention - Provide some rewards and benefits for employed employees.
Employee Development – including education and development.
Leadership Development –the potential employee will be developed by the leadership
developing program.
Performance Management System – provide performance feedback and measurement to
support employee.
Workforce Planning – keep planning the changing workforce (include existed
workforce and future workforce planning.)
Business Culture – presenting a positive image of the organization culture.
The term talent management is being used to describe sound and integrated human
resource practices with the objectives of attracting and retaining the right individuals for
the right positions and at the right time. People run organizations, and the talent of these
people will determine the success of the organizations. Talent management is, thus, the
managements’ main priority (Michaels, Hansfield Jones & Axelrod, 2002). Byham
(2001), Heinen & O’Neill (2004), Olsen (2000). Jackson and Schuler (1990) define
talent management as an architecture where a set of processes are designed to ensure
there are an adequate number of employees for jobs within an organization. It is having
the right resource available at the right time for the right jobs

14. 14
(Kesler, 2002). The competitive advantage for organizations comes from having
superior talent and managing it appropriately. Corporations now appear ready to
embrace this concept (Oakes,
2006).
In fact, it has become a strategic imperative for many organizations (Ashton & Morton,
2005). Organizational practice, however, in both competence management and talent
management is recent.
Today, companies have become fiercely competitive when it comes to attracting and
retaining talent. According to Branham, 75 per cent of the senior executives admit that
employee retention is a major concern today, the obvious reason being the ‘increasing
rate of turnover’. This dynamically changing and volatile demand-supply equation with
such erratic attrition trends and cut throat competition has led organizations to focus on
mechanisms pertaining to attracting and retaining talent. It is an accepted truth that
turnover will happen and companies need to devise a strategy to curb unprecedented
turnover from affecting organizational success.
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] The
Talent Management Handbook: Creating Organizational Excellence by Identifying,
Developing, and Promoting Your Best People by Lance A. Berger "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."

15. 15
Nurturing and retaining knowledge is key to the success of any global sourcing venture.
Nurturing human capital is not an end in itself, but a route creating better value for all
stakeholders – customers, shareholders, vendors and the employees. The values and
strategies adopted by Genpact have successfully balanced the needs of all stakeholders
for mutual and sustaining benefits (Piyush Mehta, 2005)
Talent management is impractical without segmentation. There is relatively little
attention to segmentation in the academic or practitioner literature. The most common
approach is to distinguish between levels of performance and to emphasize increasing
the number of A-players while reducing the number of C-players like, the focus on high
versus low performers (Michaels, Hanfield-Jones, and Axelrod)
It is important to appreciate the difference between skill and talent. Skill is craft and
technique. Skill can be taught, refined, honed and developed. Skill is simple to define. It
is the term “Talent” that is difficult to define. We hear the term being thrown around in
various contexts generally associated with some kind of performance especially in
creative fields like show business, and sports. In my opinion, it is very important to
understand the nuances behind the term as that will enable us to identify talent around
us and then manage it.
The Oxford dictionary defines talent as “natural aptitude or skill”, the Webster’s
dictionary defines talent as “any natural ability or power”. The word “natural” is
common.
Talent can therefore not be created, it can only be spotted. This is what differentiates
talent from knowledge, skills or competency all of which in some ways connect with
things that are learned and not what a person naturally is.
Talent, to me, is indeed like common sense – you have it, or you do not have it.
Talent Management – is it the management of entertainers? There is an enormous array
of literature and research on “Talent Management” and a whole lot of companies and
consultancies minting money out of “Talent Management”.

16. 16
What actually is Talent Management or Human Capital Management the more
fashionable phrase – implying the same thing? Talent Management describes the
process through which employers of all kinds companies, banks, government, non-
government organizations, etc., – anticipate their human capital needs and set about
meeting them. Getting the right people with the right skills into the right jobs, a
common definition of talent management, is the basic people management challenge in
organizations.
While the focus of talent management tends to be on management and executive
positions in most organizations, we do not necessarily need all talented people in an
organization. We need to spot the people with the right kind of talent to innovate, to
lead, etc. For me, it, therefore, also includes on-boarding new workers, and developing
and retaining current workers to meet current and future business objectives.
A glance at the literature reveals talent management as concepts of recent origin. Hence
studies are not only limited but also the literature reflects global and macro picture. The
studies in the Indian context are limited to the industry practices rather than systematic
scientific enquiry, thus leading to significant research gaps.
Moreover sector-wise, the IT sector has been the focus but studies conducted in the
Indian IT sector are rooted in the MNC’s in India rather than companies rooted in the
Indian origin. Understanding the role of talent management in the era of globalization
assumes all the more significance due to the IT boom, shortage of right talent and
retaining the talent, as these are the important challenges of the IT industry in the Indian
context.

17. 17
History of Talent Management
The origins of Talent Management can be traced to the 1990s with the realization of the
immense value of the Human Asset for organizational success surpassing every other
resource. Today it is a very widely used terminology with Google returning about
26,300,000 results. Many companies commit the mistake of putting a herculean effort in
attracting the best employees but fritter away this valuable resource by not making any
effort to develop or retain them. Companies have initially thought of talent management
as a means to solve high employee turnover.
In course of time it has become part and parcel of the corporate strategy itself with a key
responsibility placed on the line managers. One cannot wish away the fact that these
managers have to play a pivotal role in nurturing the talents and skills of those reporting
to them. In other words, it is a case of joint trusteeship between the line and staff
functions. However, in Indian Companies, talent management is of fairly recent origin.
Talent Management Process
Organizations are made up of people: people creating value through proven business
processes, innovation, customer service, sales, and many other important activities. As
an organization strives to meet its business goals, it must make sure that it has a
continuous and integrated process for recruiting/acquiring, training, managing,
supporting, and compensating these people.

18. 18
Conceptualization of ability and worldwide ability administration
Keeping in mind the end goal to depict GTM, it is important to consider the meaning of
ability (Tansley, Harris, Stewart, & Turner, 2006, p. 2). There are various meanings of
ability. A study directed in 2010 demonstrated that albeit 87% of the studied
organizations characterized "ability", none of the definitions were indistinguishable
(Iles, Chuai, & Preece, 2010, p. 180). Both in practice and in the educated community,
ability is usually characterized as an arrangement of singular qualities, therefore
delivering a wide undertone of ability that gives few pieces of information with
reference to how ability could be distinguished. In the meantime, ability is regularly
utilized reciprocally with the expressions "high entertainer" or "high potential".
Notwithstanding this mixed bag of definitions, two every now and again named
components could be distinguished.
The main identifies with the capacities or capability of an individual and is subsequently
connected to the first importance of the statement ability (Ready, Hill, & Conger, 2008,
p. 69; Grossman, 2004, p. 209). It is by and large expected that an uncommon capacity
of a gifted single person heads him/her to accomplish preferable comes about over an
individual without this capacity (Grossman, 2004, p. 209). Such capacities can
incorporate authority aptitudes (Ready, Hill, & Conger, 2008, p. 69), inventiveness,
creativity and/or the possibility to build execution (Winkler, 2009, p. 7). The second
concentrates on execution. It essentially concerns the current satisfaction of obligations
on the premise of master skills (Darrough, & Melumad, 1995, p. 69; Davis, Cutt, Flynn,
Mowl, & Orme, 2007, p. 1).
Taken together, one can characterize ability as representatives who have an above-
normal execution potential focused around their ability and perform their obligations)
(well.
Likewise, it is important for them to be ready and capable advancement further.
Against this foundation, GTM concentrates on workers who have been recognized as
ability by their organization. Then again, no normal meaning of worldwide ability
administration exists (Scullion, Collings, & Caliguri, 2010, p. 106). In any case very
nearly all definitions of GTM include the assignment of recognizing, selecting, sending,

19. 19
creating and holding ability universally so as to secure the maintained playing point of
the organization (Capelli, 2008, pp. 1-3; Scullion, & Collings, 2011, p. 6). To satisfy
this assignment multinational organizations build different projects, which are
actualized with various instruments. In spite of the fact that these are organization
particular, it is still conceivable to recognize instruments that are some piece of
essentially all GTM ideas (Hatum, 2010, p. 124). These are typically well-known HR
measures (Zheng, 2009, p. 485; Garavan, 2012, p. 2430) that are however more
nuanced, associated with one another and connected to organization procedure. Four
capacities or periods of GTM are by and large distinguished in the writing the first
capacity concerns the securing and distinguishing proof of ability either inside then
again remotely. The point is as a rule to develop a worldwide ability pool that, at the
point when needed, could be taken advantage of rapidly, dependably and on a broad
premise (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, Trevor, & Wright, 2007, p.
10).
Ability could be procured and recognized utilizing a few techniques. For instance,
organizations can show themselves at college and vocation fairs so as to build their
profile among potential ability. In addition, by imparting the substance of their GTM
program, they can make (officially distinguished) ability mindful of the uncommon
measures accessible for ability in the organization, consequently improving the
probability that these skilled people will apply to the organization. The second capacity
concentrates on the organization of ability.
The point is to allocate an ability to a cement undertaking or a cement position. This
involves quantitative and qualitative perspectives, and additionally spatial and transient
ones (Ready, & Conger, 2007, p. 70; Huang, & Tansley, 2012, p. 3674).
At the focal point of the third capacity is the (further) advancement of ability.
Improvement prerequisites could be recognized on the premise of execution and
potential evaluations. Such prerequisites may concern expert ability, social capability
and expertise toward oneself. A further part of this capacity is long haul vocation
making arrangements for ability. This has gotten to be extremely pertinent against the
foundation of the expanding vocation aspirations of capable people (Tranks, Rynes, &
Bretz, 2002, p. 334). The fourth capacity concerns ability maintenance, which

20. 20
incorporates holding and spurring capable people. This capacity is essential since
organizations bring about expenses and a loss of information through ability variance.
Company Overview
Timeless Learning Technologies is a Company with a strong background of 30 Years in
the niche of IT security and e-Learning solutions, with its own infrastructure in Pune.
Their E-3 offerings (Empowering Educational Ecosystem) with interactive training and
learning solutions are very popular in the IT Industry. They have an in-house design,
development & support team to provide customized solutions to clients across the
globe. Their expertise lies in security, e-learning and content creation services.
In India, the company has only one branch in Pune, while the other branch is in
Washington DC, USA.
Some of the features of Timeless Learning Technologies are:
 They are highly efficient in making communication easy, effective and
appropriate in today's hi-tech age.
 They have modules that enable organizations to impart
 Education / Training via electronic media.
 They have an Integrated Course Management, Virtual Classroom, Assessment
Engine and collaboration tools
 They conduct online exam and assignments as well as maintain student records.
 They conduct Webinars, Virtual Meetings.

21. 21
CareerFolio
CareerFolio is an Online Recruitment Platform, through which the gap between Job
Seekers and Employers is reduced.
It provides job seekers an access to the right jobs as well as helps corporate find the
right candidate for their company.
Careerfolio for colleges
CareerFolio, an online, cloud based recruitment portal, helps students complete the last
mile in education by helping them get placed with the employers across India. They
have more than 400 employers across India. Getting a college registered on CareerFolio
helps the TPO automate the placement cell without losing control on the student
recruitment process. It also helps the students more potential job opportunities to get
placed through campus drives online.
Key features of Careerfolio
 Single platform where college, students and corporate login and participate in
the placement activity
 Flexible student portfolio – from providing just basic information to detailed
profile information
 Students can upload photograph, documents, scanned copies of transcripts,
certificates etc.
 Generate PDF resumes from the student profile
 Presents information of all the interested employers and their requirements
 Coordination with employers for scheduling tests, interviews etc.
 Gives information of all the students, checks their eligibility for different jobs,
keeps track of their status

22. 22
Benefits of Careerfolio
 Reduced expenses and efforts of faculty
 Higher visibility of students to a wider audience of employers
 Hassle-Free system of collecting profiles and forwarding for consideration to
prospective employers
 Showcasing of skills possessed by the candidate
 Connection to more companies than ever before
Careerfolio for Corporates
InstaTalent
 Screening
 Short Listing
 Aptitude test / Initial interview round
 Delivering right candidate to the employer for final interview
InstaCampus Select
 Connecting with up to 50 Colleges
 Uploading database to CareerFolio platform
 Conducting online examination for short listing
 Conducting GD & extempore virtually*
 Delivering the final candidates to be interviewed by the employer
InstaSkill
 Career courses for new hires
 Skill up-gradation courses for existing employees
 Customized training solution industry wise
CareerFolio Annual Subscription
 Access to the entire authenticated CF database
 Connect with candidates on global basis
 Conduct secure online tests
 Detailed reports and statistics
 CareerFolio makes recruitment drive more efficient, fast and cost effectiv

23. 23
SWOT analysis:
The 2 months experience as HR intern at TIMELESS LEARNING TECHNOLOGIES
and hands on work on their service called “Careerfolio” helped me to analyze and
explore some strength, weakness, opportunities and threats about their talent acquisition
and development services. With this analysis, not only some improvement can be made
regarding the weak facets and existing threats, but also some new ideas and strategies
can be generated following the best ones existing right now in the company. Therefore,
altogether, they need to focus more on winning over the weakness and of course
grabbing the opportunities the most they can. About the threat, since there are already
very successful organizations like monster.com, naukri.com and shine.com, the
company needs to be very focused on improving and constant revamping considering
the threats existing in the industry.
Project Facets
Job description:
The main challenge and some daily specific tasks along with some assigned projects
based on the requirement and training of my supervisor was my main responsibility.
Accordingly I assisted other HR executives in the related tasks recruitment. The main
challenge was attracting candidates for the relevant jobs and introducing all
compensation and benefits policies of HR to the candidate. Since to most of them the
policies were quite similar to that of their previous job, describing the job description
and finalizing candidates for the interviews was my job responsibility. Moreover,
Timeless learning tech. has a platform to develop interpersonal skills of their own
employees and had plans to sell the platform, developing course content and value
added presentations was another job responsibility.

24. 24
Talent Management
We are now entering a new era: the emergence of "Talent Management." While
strategic HR continues to be a major focus, HR and L&D organizations are now focused
on a new set of strategic issues:
How can we make our recruiting process more efficient and effective by using
"competency- based" recruiting instead of sorting through resumes, one at a time?
How can we better develop managers and leaders to reinforce culture, instill values, and
create a sustainable "leadership pipeline?"
How do we quickly identify competency gaps so we can deliver training, e-learning, or
development programs to fill these gaps? How can we use these gaps to hire just the
right people?
How do we manage people in a consistent and measurable way so that everyone is
aligned, held accountable, and paid fairly?
How do we identify high performers and successors to key positions throughout the
organization to make sure we have a highly flexible, responsive organization?
How do we provide learning that is relevant, flexible, convenient, and timely?
These new, more challenging problems require new processes and systems. They
require tighter integration between the different HR silos -- and direct integration into
line of business management processes. Today organizations are starting to buy, build,
and stitch together performance management systems, succession planning systems, and
competency management systems. The HR function is becoming integrated with the
business in a real-time fashion.
Best-practice examples of companies embarking on these processes include Aetna,
Capgemini, Eastman Chemical, Kimberly-Clark, PitneyBowes, SCI, Seagate, Steelcase,
Textron, and more. You can read about these companies' talent and performance
management initiatives in Performance Management 2006.

25. 25
Defining the Talent Management Process
Organizations are made up of people: people creating value through proven business
processes, innovation, customer service, sales, and many other important activities. As
an organization strives to meet its business goals, it must make sure that it has a
continuous and integrated process for recruiting, training, managing, supporting, and
compensating these people. The following chart shows the complete process:
1. Workforce Planning: Integrated with the business plan, this process establishes
workforce plans, hiring plans, compensation budgets, and hiring targets for the year.
2. Recruiting: Through an integrated process of recruiting, assessment, evaluation,
and hiring the business brings people into the organization.
3. Onboarding: The organization must train and enable employees to become
productive and integrated into the company more quickly.
4. Performance Management: by using the business plan, the organization
establishes processes to measure and manage employees. This is a complex process in
itself, which we describe in detail in our new research Performance Management 2006.

26. 26
5. Training and Performance Support: of course this is a critically important
function. Here we provide learning and development programs to all levels of the
organization. As we describe in the Death of the Corporate University, this function
itself is evolving into a continuous support function.
6. Succession Planning: as the organization evolves and changes, there is a
continuous need to move people into new positions. Succession planning, a very
important function, enables managers and individuals to identify the right candidates for
a position. This function also must be aligned with the business plan to understand and
meet requirements for key positions 3-5 years out. While this is often a process
reserved for managers and executives, it is more commonly applied across the
organization.
7. Compensation and Benefits: clearly this is an integral part of people management.
Here organizations try to tie the compensation plan directly to performance
management so that compensation, incentives, and benefits align with business goals
and business execution.
8. Critical Skills Gap Analysis: this is a process we identify as an important, often
overlooked function in many industries and organizations. While often done on a
project basis, it can be "business-critical." For example, today industries like the
Federal Government, Utilities, Telecommunications, and Energy are facing large
populations which are retiring. How do you identify the roles, individuals, and
competencies which are leaving? What should you do to fill these gaps? We call this
"critical talent management" and many organizations are going through this now.
In the center of this process are important definitions and data: job roles, job
descriptions, competency models, and learning content.

27. 27
The Pros of Social Media in the Talent Acquisition Process
Social media offers recruiters several advantages. First, these applications expand talent
pools beyond geographic boundaries, allowing employers to reach a global audience.
Second, they allow candidates to find talent acquisition professionals. Most people find
jobs through personal or professional networks moving those networks online allows
more people to be aware of an organization’s employment brand and job openings. It
also allows employees to notify their personal and professional networks of job
openings in their organizations.
Third, as organizations continue to do more with less, these technologies are extremely
cost effective. It costs little to establish a social media presence, although managing
those networks can be a challenge.
Perhaps the most compelling reason to use social media in HR and the talent acquisition
process, though, is because it is inevitable. Most large organizations already have a
prominent social media presence and leverage it to improve their employment brand and
to find active and passive job candidates.
Talent Acquisition: How is it different from Recruitment?
Recruiting is that focused effort on a specific position that is really about filling jobs.
Hiring talented individuals is critical to an organization’s success. But in order to hire
the most talented, you must first recruit them. Recruiting employees can be a
challenging task. Even in a recession, it can be difficult to fill certain types of jobs, so
recruiters have to make important decisions, including whom to target, what message to
convey and how to staff recruitment efforts. If not done correctly, an organization’s
recruitment efforts can produce job applicants who are unqualified, who lack diversity
or who may decline job offers. These same applicants may be prone to turnover if hired.
A poorly designed recruitment process can miss attractive job candidates—including
those who work for competitors—because they never find out that a position is open.

28. 28
This report presents an effective model for the recruitment process. It offers specific
recommendations based on peer-reviewed research and covers interrelated topics,
including:
• Identifying who should be recruited.
• Reaching targeted individuals.
• Determining the best timing for recruitment.
• Designing a recruitment message.
• Planning an organizational site visit.
• Evaluating past recruitment efforts.
• Managing the entire recruitment operation.
In order to provide detailed coverage, this report focuses only on external recruitment.
External recruitment includes the actions intended to bring a job opening to the
attention of potential candidates outside the organization and to influence whether these
candidates apply, maintain interest and, in the end, accept a job offer. Primary emphasis
is on activities under the control of an HR department charged with recruiting new
employees.
Talent acquisition is strategically reviewing the position, determining its need, overall
fit in the organization, and goals, and then sourcing candidates so that there is always a
talent pipeline for that important position in the organization.
For example, I worked in a talent acquisition role in an outsourcing/consultancy firm
and technology company where we always needed to find certain kind of engineers and
another certain kind of software architects, developer etc.
I developed a talent pipeline, so that if I was sourcing for a position and a candidate
emerged for one of those two high-need, high priority positions, I put their resume in
my Pipeline file. In that way, as soon as a position opened, I had a pool of pre-qualified
candidates available. This not only increased the quality of our candidates, but also
shortened the length of time involved in filling the positions.

29. 29
Talent Attraction and the Technology Challenge
The life cycle of any single individual in all affiliations begins with the contracting and
onboarding procedure. Affiliations consistently send charming undertakings to enthrall
candidates, moreover through their residency as accomplices, supervise their needs with
the objective that they pass on lifted measures of execution.
The suspicion, appropriately, is that managing the workforce gets under course even
before the contender is secured. While passing by the Ramos Arizpe, Mexico, General
Engines plant in the midst of a change venture underpinned by General Motors do
Brasil, in 1992, I had the chance to meet with a couple of human holdings masters who
submitted time and effort to manufacture the way of the workforce in that particular
creation site. Tried by the colossal change that GM was encountering to hold the Toyota
Production System, moreover accomplish the new levels of worth expected by clients,
the Ramos Arizpe site was endeavoring to get the right capacity. Getting some
information about the methodology joined with recognize the right individuals, I was
presented with a couple of gathering helpers, surveys, ability tests, moreover hoard
components systems. They all looked extraordinary moreover exceptionally sufficient
for such a test. Moreover to the acquiring methods, the plant furthermore had accessible
to it a thorough onboarding framework, and weeks' long certification structures to allow
new accomplices to execute not surprisingly on the shop floor. Imperative change had
been accomplished since the initiation of such tasks, and quality levels were stretching,
however not at the typical execution level yet.
What stunned me widely was one particular step Human Resources took to ensure
candidates were being truthful. In the wake of performing a couple of steps in the
determination technique, contenders were passed by in their homes by a HR capable. As
bewildering as it shows up, a determination agent would make an outing to the given
address and visit the contender and his/her posse. The focus of such visit was to ensure
contenders were expressing reality and to survey their social surroundings and news
person fit to the affiliation.

30. 30
The above may sound really dazzling for a few peruses, besides characteristically so.
This assault of insurance seems inconceivable by any sort of examination performed at
any HR relationship for their practices. The way that contenders are gone to in their own
particular specific homes, analyzed by pariahs with a corporate side interest, sounds
particularly inadmissible. Lamentably, despite the potential stun of such interruption, it
gives the idea that the world has not changed that essentially after 20 years or some
place in the region.
As demonstrated by the National Conference of State Legislatures, 1 in 2013 seven
states (Arkansas, Colorado, New Mexico, Utah, Vermont, and Washington) requested
authorization obliging or blocking affiliations (checking schools) to ask for access to
private passwords to interpersonal interaction pages (Facebook, LinkedIn, Twitter, et
cetera.) of contenders and/or accomplices. In 2012, six states did in like manner
(California, Delaware, Illinois, Maryland, Michigan, and New Jersey.) The levels of
imprisonments change from state to state, and various different states are arranging
tantamount laws. Regardless, it is still possible that big enchiladas may ask for you to
grant your individual mystery key to your Facebook page. Associations monitor their
case by demonstrating verification of classified crack, or mellows up the affiliation's
implied standards, yet legislators have all the earmarks of being correct about the
substance of laws that will promise organizations don't look for through individual and
characterized information from contenders and accomplices.
The whole open consideration, past the security issue, should be over the HR capability
to perceive, pull in, contract, make, and insurance world class of all accomplices, or in a
shorter definition, the open consultation should be about how affiliations bargain with
their workforce. That becomes substantially more germane in our current reality where
four times harmonize in the occupation market. Having the ability to recognize and
surprise the right capability is of such size and criticality that associations have a
tendency to hazard their engagement by walking around a shaky line between out and
out recognizing candidates' aptitudes and abilities, likewise striking individuals'
insurance. Consequently, there is a critical danger that managing the workforce winds
up being a verbal encounter about what delegates post on their Instagram.

31. 31
As opposed to using sketchy strategies, there are plan B to draw the right ability into the
undertaking, and there are a few best practices today, a large number of them making
utilization of effective sites furthermore online networking. Here are some cases:
• Organizations create and open Facebook pages highlighting the significance of the
partners' voyage through business with them;
• Enterprise sites show genuine partners talking about that it is so fulfilling to work
there;
• Companies make Twitter accounts and energize devotees to find that it is so
extraordinary to work for them; furthermore,
• LinkedIn records methodology competitors by means of dialog gatherings, assessing
potential competitors focused around their perspective of particular.
The above topics may not be completely new to many but few organizations are
excelling at them. Reason being that many resources and staff have to be dedicated to
such endeavors, and companies tend not to see the return-on investment so easily. The
challenge for HR then (provided they are already convinced that those strategies work)
is to build specific metrics to assess success, such as cost of recruiting, for example. By
identifying the costs of recruiting efforts, and deducting the cost avoidance attained by
not hiring search firms (or similar executive recruiting services), it is possible to show
management that certain efforts are worthwhile.
Once individuals are attracted to the organization, the next step will be the adequate
identification of candidates’ skills and competencies required for the job at hand. What
seems to be an easy task for recruiters in general, the same may not be completely true
for hiring managers.
Therefore, many organizations develop interview training aimed at:
 Preparing hiring managers to conduct a sound interview;
 Enabling managers to identify the real needs of the candidates to be successful;
 Standardizing questions in order to have a common understanding of the
candidates’ capabilities;
 Ensuring the organization is not liable for inappropriate questioning;
 Making sure that the interview process is a welcoming greeting card; and,

32. 32
 Avoiding those candidates who may be turned off by inadequate behaviors of
interviewers.
Again, that four generations coexist in today’s job market plays a key role in how the
interviewing ought to be successful. From Millenials to semi-retired candidates,
organizations may benefit from all generations. Therefore, none of them should be left
behind in any process, and the staffing process should be seen as an engagement tool
companies must use to even retain associates in the future.
To ensure associates arrive energized to their next assignment, some best practices are
available:
 Welcome programs for high level positions are employed to ensure executives
are well-received from the security desk to the interview private room (some
companies provide car service to and from the airport, some send basket of fruit
to the candidate’s hotel room);
 Availability of resources at first day of work (phone, computer, business cards,
clean office or desk) and a welcome kit;
 Thorough onboarding program that prevents new associates from being exposed
to the day-to-day before they actually land at the company; and
 Exposure to upper management as recognition for the candidate’s choice of
employment.

33. 33
How to develop and Implement a Talent Management Strategy?
As I describe above, Talent Management is a natural evolution of HR. It is a series of
business processes not a "product" or "solution" you can buy.
Organizations we speak to are focused on different elements driven by their maturity
and the urgent business problems they face today. While a few mature organizations
have dealt with most of the processes above, most organizations focus on several of the
key elements and build an integrated approach over time.
Additionally, Talent Management is a "forward-looking" function. Not only should
talent management improve your organization's flexibility and performance, it should
give you the information and tools to plan for growth, change, acquisitions, and critical
new product and service initiatives.
Finding the Right People
In the war for talent, organizational success depends on effective recruitment and
retention. To accomplish this goal, HR can provide value by focusing on five key areas:
ensuring organizational stability, emphasizing employer brand and reputation,
developing integrated talent strategies, supporting multilevel accountability, getting
involved in talent management initiatives and offering opportunities for career and
personal development.
According to SHRM’s 2006 Talent Management Survey Report, the top areas in need of
improvement regarding talent management practices and strategies are
1) Building a deeper reservoir of successors at every level;
2) Creating a culture that makes employees want to stay with the organization;
3) Identifying gaps in current employee and candidate competency levels; and
4) Creating policies that encourage career growth and development opportunities.

34. 34
To attract and retain talent, hiring for compatibility the “fit” between employer and
employee is critical. Yahoo! Inc. exemplifies the organization that effectively links
organizational culture and company values in its recruiting initiatives to determine the
best candidates. This process, however, takes time. For example, in the first six months
of 2004, Yahoo spent 6,000 hours inter- viewing candidates to fill 500 positions and an
average of 12 hours per new hire.
By assessing the organization’s areas of strength in its workplace programs and policies,
HR may identify possible segments of the labor force to target. For example, women
who have either not yet begun their careers or are reentering the labor market from
childbearing years represent a sizeable talent pool.
With a workplace environment supportive of women’s career development, Whirlpool
Corporation, a top U.S. home appliance maker, targets women in recruiting and
promotion. Some organizations focus on workers with disabilities, an excellent source
of talent. For example, at IBM, 42% of the organization’s dis- abled workers possess
key skills such as marketing, IT architecture and software engineering.
By carefully assessing the organization’s current and future talent needs, HR can
develop recruiting and retention strategies that align with the company business goals,
thus promoting organizational growth and sustainability.
Social media in talent acquisition
We are living through an exciting era in technology development the emergence of
interactive, social media and virtual technologies whose business applications are not
yet fully realized. While marketing professionals have been quick to embrace the
potential of these technologies for product placement, branding and sales, HR and talent
management professionals have approached them with a little more caution as they
explore how interactive, social media and virtual world technologies can be effectively
applied to attract talent to their organizations. This section highlights some of the major
players in the social media market today, describes how recruiters are using social
media technology to expand their talent pipelines, and how job seekers are using them
to aid in their job searches

35. 35
How Social Media Is Being Used
Social media appears to be successful in not only expanding talent pools, but in hiring
candidates as well. Sixty-four percent of respondents to a 2011 Jobvite survey said they
had successfully hired a candidate through a social network in 2011. Nearly all survey
respondents (95 percent) said they had hired someone through LinkedIn; 24 percent of
respondents had hired someone through Facebook and 16 percent of respondents had
hired someone through Twitter.
Linkedin.com
 More than 120 million users and growing.
 Developed as a business networking application with no mixing of business
and personal.
 Used by recruiters to identify passive candidates and to see who candidates
know, in what industries, and at what levels.
 Helps talent acquisition professionals publicize their employment brand and
advertise job openings.
 Helps talent acquisition professionals publicize their employment brand and
advertise job openings.
Social Media in Recruiting on the Rise
The 2011 Jobvite survey confirms that social media recruiting is on the rise:
• EIGHTY-NINE PERCENT of respondents said they used social media to
recruit talent in 2011.
• SOCIAL MEDIA RECRUITING TOPPED THE LIST as the most popular area
in which respondents planned to increase investment.
• FIFTY-FIVE PERCENT of respondents said they planned to increase their
social recruiting budgets. Only 16 percent said they planned to spend more on job
boards and a third of respondents said they planned to spend less on job boards,
third-party recruiters and search firms.
Source: Jobvite Social Recruiting Survey, 2011.

36. 36
The Cons of Social Media in the Talent Acquisition Process
One of the challenges HR professionals face when entering the social media market is
that it is growing at seemingly exponential rates with new players regularly entering the
arena. This makes it difficult to know where one should concentrate efforts when it
comes to talent acquisition.
With so many choices available, choosing one or more to use is a viable concern for job
seekers and recruiters. For job seekers, maintaining multiple social media accounts
could easily become a full-time job. The same is true for recruiting professionals, but
added to that concern is whether they will be using the‚ right application for their talent
acquisition needs as these platforms develop.
Learning and Development
Learning and development is the process of acquiring and developing knowledge, skills,
capabilities, behaviors and attitudes through learning or developmental experiences. It is
concerned with ensuring that the organization has the knowledgeable, skilled, engaged
and committed workforce it needs.
Pedler et al (1991) state that a learning organization is one ‘which facilitates the
learning of all its members and continually transforms itself ’. Wick and Leon (1995)
refer to a learning organization as one that ‘continually improves by rapidly creating
and refi ning the capabilities required for future success.’
As Harrison (2000) comments, the notion of the learning organization remains
persuasive because of its ‘rationality, human attractiveness and presumed potential to
aid organizational effectiveness and advancement’. However, Scarborough et al (1999)
argue that ‘the dominant perspective [of the learning organization concept] is that of
organization systems and design’.

37. 37
Learning
Learning is the means by which a person acquires and develops new knowledge, skills,
capabilities, behaviours and attitudes. As explained by Honey and Mumford (1996):
‘Learning has happened when people can demonstrate that they know something that
they did not know before (insights, realizations as well as facts) and when they can do
something they could not do before (skills).’
Learning is a continuous process that not only enhances existing capabilities but also
leads to the development of the skills, knowledge and attitudes that prepare people for
enlarged or higher-level responsibilities in the future.
E-learning
E-learning was defined by Pollard and Hillage (2001) as ‘the delivery and
administration of learning opportunities and support via computer, networked and web-
based technology to help individual performance and development’. E-learning
enhances learning by extending and supplementing face-to-face learning rather than
replacing it. It enables learning to take place when it is most needed (just in time as
distinct from just in case) and when it is most convenient. Learning can be provided in
short segments or bites that focus on specific learning objectives. It is ‘learner-centric’
in that it can be customized to suit an individual’s learning needs – learners can choose
different learning objects within an overall package. The main potential drawbacks are
the degree of access to computers, the need for a reasonable degree of literacy, the need
for learners to be self-motivated, and the time and effort required to develop and update
e-learning programmes.
E-learning programmes may cover common business applications and processes,
induction programmes and, frequently, IT skills development. They are not so effective
for developing soft skills such as team building, communication or presentation, which
rely on interpersonal contact. But programmes can still present basic principles that can
prepare people for practical face-to face sessions, provide reinforcement through post-
event reading, help with self-assessment and lead to chatroom support.

38. 38
Development
Development is concerned with ensuring that a person’s ability and potential are grown
and realized through the provision of learning experiences or through self-directed (self-
managed) learning. It is an unfolding process that enables people to progress from a
present state of understanding and capability to a future state in which higher-level
skills, knowledge and competencies are required.
 Learning and development activities make a major contribution to the successful
attainment of the organization’s objectives, and investment in them benefits all the
stakeholders of the organization.
 Learning and development plans and programmes should be integrated with and
support the achievement of business and human resource strategies.
 Learning and development should be performance-related – designed to achieve
specified improvements in corporate, functional, team and individual performance,
and make a major contribution to bottom-line results.
 Everyone in the organization should be encouraged and given the opportunity to
learn to develop their skills and knowledge to the maximum of their capacity.
 Personal development processes provide the framework for individual and self-
directed learning.
Importance of Training and Development
 Optimum Utilization of Human Resources – Training and Development helps in
optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
 Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.
 Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to

39. 39
expand the horizons of human intellect and an overall personality of the
employees.
 Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.
 Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal
to learn within the employees.
 Organization Culture – Training and Development helps to develop and improve
the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.
 Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
 Quality – Training and Development helps in improving upon the quality of
work and work-life.
 Healthy work environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.
 Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.
 Morale – Training and Development helps in improving the morale of the work
force.
 Image – Training and Development helps in creating a better corporate image.
 Profitability – Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization gets
more effective decision making and problem solving. It helps in understanding and
carrying out organizational policies.
Training and Development helps in developing leadership skills, motivation, loyalty,
better attitudes, and other aspects that successful workers and managers usually display.

40. 40
Human Capital Management Drivers
HCM
Drivers
Leadership
Practices
Employee
Engagement
Knowledge
Accessibility
Workforce
Optimization
Learning
Capacity
HCM
Drivers
Communication
Management’s
communication is
open and effective.
Job Design Work is
well organized and
taps employees’
skills.
Availability Job-
related information
and training are
readily available.
Processes Work
processes are well
defined, and
training is
effective.
Innovation New
ideas are
welcome.
Inclusiveness
Management
collaborates with
employees and
invites input.
Commitment Jobs
are secure,
employees are
recognized, and
advancement is
possible
Availability Job-
related information
and training are
readily available.
Conditions
Working
conditions support
high performance.
Training is
practical and
supports
organizational
goals
Supervisory skills
Managers eliminate
barriers, provide
feedback, and
inspire confidence.
Time Workload
allows employees
to do jobs well and
enables good
work/life balance.
Information
sharing Best
practices are shared
and improved.
Accountability
High performance
is expected and
rewarded
Development
Employees have
formal career
development
plans.
Executive skills
Senior executives
eliminate barriers,
provide feedback,
and inspire
confidence.
Systems Employee
engagement is
continually
evaluated.
Systems Collection
systems make
information easily
available.
Hiring Hires are
chosen on the
basis of skill; new
hires complete a
thorough
orientation
Value and
support Leaders
demonstrate that
learning is
valued.
Systems
Leadership-
development and
transition systems
are effective.
Systems
Employee
performance
management
systems are
effective.
Systems A
learning
management
system
automates
aspects of
training.

41. 41
Results and Discussion
1. Talent Management requires integration and communication between existing
HR-L&D functions.
Training can no longer be "left on an island." As we detail in our workshops, the L&D
organization must align much more closely with the performance management and
recruitment process. Training programs should be developed and updated to
continuously address problems which surface in the performance management process.
New hires which are hired because of certain competencies should see a set of training
offerings which complement and reinforce these competencies. Compensation program
should naturally tie to the performance management process.
2. Competency management, a misunderstood and difficult part of training and
HR, has become critical.
The job descriptions, roles, and competencies used for performance management are
shared by L&D, recruiting, and succession planning. There are many techniques for
effective use of competencies - many are described in our performance management
systems research. A simple best-practice is for your organization to have a small set of
consistent, easy-to-understand competencies which can be applied across the
organization.
3. Software solutions are maturing.
Despite vendor claims, there is no complete "talent management" software solution yet.
Vendors each offer different elements of this solution. To solve urgent problems, most
companies today buy standalone systems: standalone learning management systems,
standalone performance management systems, and standalone recruiting and standalone
compensation systems. As the market matures and companies press harder for
integration, vendors will create more integrated solutions.
Even if you do find an integrated toolset which manages multiple talent processes, the
biggest challenges in implementation are integrating your own business processes.

42. 42
Conclusion
Talent management has become a priority for organizations worldwide due to a shortage
in skilled staff, particularly managers. Understanding talent management is important
because it allows for the provision towards the development of both individuals and
organizations by identifying employees with talent and ensuring that they receive the
support they require. This in turn can have an important impact on organizational
performance.
Talent management aims to ensure that organizations retain an advantage in a
competitive business environment. The current economic climate has increased the need
to focus toward management programs that aim to develop those essential skills an
organization needs for the present and future.
There are a number of different approaches to talent management. Evidence suggests
that an inclusive approach is significant in ensuring that the wider workforce plays a
vital role in supporting high potential employees more effectively. However a more
strategic approach to talent management tends to be more flexible and takes into
consideration the needs of an organization in terms of the environment it operates.
The attraction, growth and retention of talent is a key success factor for modern service
based, knowledge organizations. To be known as an employer of choice is considered a
key organizational goal with direct benefits. Whether a small accounting firm or a large
consulting organization there are certain processes that need to be applied for effective
talent management. However, research has shown consistently that the most important
factor that influences a person’s decision to stay or leave an organization is the
relationship with their boss. Other key factors are opportunities for personal growth and
career development, the culture of the organization in terms of facilitating innovation
and the nature of the work itself.

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Recommendation
 Strategic planning
Successful employment planning is designed to identify an organization human
resources need. CareerFolio can use software to keep employees update; which type
of qualified employees they have, forecast future requirement.
 Job fair
All of these organizations must use open up recruiting efforts to the external
community like job fair through external search. They can participate in career and
job fairs and open houses and must develop and support educational programs and
become more involved with educational institution that can refer more diverse talent
pool.
 Background investigation
HR department should undertake a background investigation of applicants who
appear to offer potential as employees. They should verify an individual legal status
to previous work through checking credit reference, criminal records and so on.
 Avoid Recruitment mistakes
There are a number of methods companies should avoid when putting their
recruitment plans into practice. For instance, many businesses have the necessary
talent within their organizations, but are too busy looking outside to recruit the
skilled employees they already have. Others try to look for a mirror-replacement to
the employee they have lost, duplicates with the same attitudes and skills, when
companies can benefit more from employees with new experience and outlooks on
the position. Some employers forget to include their employees in the recruitment
process, or attempt to find the “perfect” employee without noticing the talents of the
job seekers they interview.

44. 44
 Executive hiring
Those most responsible for executive hiring continue to ignore best practices
identified in research on personnel and executive selection.
 Companies need to devote more attention to the definition of position requirements
when hiring top executives. Those responsible for executive selection do not paid
sufficient time or resources to determining what new executives might need to do in
their position to contribute to organizational success. Few search committees think
through the strategic position requirements and the performance imperatives that will
drive a future executive hire.
 The specification of position requirements by a search committee needs to reflect (a)
the unique nature of executive leadership; (b) where the organization is in its current
growth or performance cycle; (c) the strategic challenges and imperatives within the
company’s industry; and (d) the global strategic positioning of the company.
 The individuals or committees responsible for executive selection need to consider
what should be their most appropriate approach to staffing. Models that seek to
match individuals to positions that are relatively static in their performance
requirements are not likely to be successful at executive ranks – the operating
environment for executive leaders is too dynamic to rely on fixed competencies.
Instead, an executive search should consider candidates on the basis of competencies
suggested by emerging organizational strategy, or, in the context of highly dynamic
strategic environments, competencies linked to the executive’s ability to learn, adapt,
and respond to such conditions.
 Companies continue to adhere to relatively poor practices in the assessment of
executive candidates. Unstructured interviews continue to be the method of choice,
despite their relatively lower predictive validity.
 Structured interviews, situational judgment tests, and leadership demonstration
methods of assessment have yielded the highest predictive validities of most
assessment tools. Multi-rater assessments may serve more effectively as leader
development tools in succession management programs.

45. 45
Findings
As we know Talent Acquisition refers to the process of finding potential candidates and
retaining them for a job or function, usually undertaken by recruiters. It also may be
undertaken by an employment agency or a member of staff at the business or
organization looking for recruits. And Selection is a process by which candidates
employment are divided in to two classes those who will be offered employment and
those who will not.
This phase is the most important for every potential candidate. Through this company
makes a person as the member of it. There is a general process of recruitment and
selection that a company should follow.
There are lots of limitations a company face in case of recruitment and selection
process. But the process must be developed, modern and fair.
In CareerFolio recruitment and selection (Talent Acquisition) is done by a specific
process and which is very much modern. It starts with the manpower requisition and
end with appointment. Talent Acquisition process is the main role played by HR
division.
Limitations
CareerFolio as a brand name was not strong as they entered late into the market. There
were strong competitors like Monster.com and Naukri.com.
The process in CareerFolio was screening and interviewing candidates based on the Job
description from various online job portals.
The resumes were database of Monster.com and that was a drawback to CareerFolio.
Thus, people thought of Monster.com and not CareerFolio. There were plenty of talent
available but the organizations still were not satisfied with the candidates. If the
candidates were capable the salary package was a constraint.
The major limitation was time of the project (2 Months) as it is CareerFolio -
Knowledge Development Matching Engine (KDME) technology is still in developing
stage.

46. 46
Practical Contribution
Initiated in Learning and developing course materials like PPT’s on Effective
Communication, Email Writing etiquettes, Telephone etiquettes, Presentation skills, etc.
for the development of soft skills of employees.
Conducted Pre and Post Assessment for employees with reference to the course material
uploaded on their web InstaSkills.
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