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INTRODUCTION
INTRODUCTION
TALENT IDENTIFICATION AND MANAGEMENT
Talent identification and management refers to the skills of attracting ...
potential and hence it should not be restricted to the very few. Nevertheless, it is highly likely that
more attention is ...
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  1. 1. INTRODUCTION
  2. 2. INTRODUCTION TALENT IDENTIFICATION AND MANAGEMENT Talent identification and management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives. Talent management in this context does not refer to the management of entertainers. Companies engaging in a talent management strategy shift the responsibility of employees from the human resources department to all managers throughout the organization. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as "the war for talent." Talent management is also known as HCM (Human Capital Management). The term "talent management" means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. ‘Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of ambition and competitiveness, the ability to focus on ‘big picture’ issues, and an awareness of their own strengths, limitations and impact on others…’ Definition Talent Management: ‘Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs. It’s important to note that organization associate the term talent or talent management only to key performing individuals. However, it is essential to remember that each one of us has some talent
  3. 3. potential and hence it should not be restricted to the very few. Nevertheless, it is highly likely that more attention is going to be paid to employees with high potential or exceptional skills. Several talent management processes need to be in place on a strategic level in order ensure its success. Such processes/strategies include talent identification, recruitment & assessment, competency management, performance management, career development, learning management, compensation, succession planning etc. Talent management has a number of benefits to offer such as employee engagement, retention, aligning to strategic goals in order to indentify the future leadership of the organization, increased productivity, culture of excellence and much more. Meaning of Talent 1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack. 2. Unusual natural ability to do something well that can be developed by training. 3. Person or people with an exceptional ability. Talent or Human Capital of an Organization The pool of people with talent as described under the title "meaning of talent" is the talent or human capital of any organization. Why Talent/Human Capital management? Organizations all over the world have realized that the success of their businesses largely depend upon the talents of people. These are those talents or talented people who possesses the talents as required by a particular organization or those people who have shown promise to acquire the talents needed by an organization and sharpen them further.
  4. 4. Therefore, the organizations should manage these talents well. They must devise effective plans and processes to identify their talent needs, locate the talents, attract the talents to work for their organizations, help the selected people to enhance/upgrade their talents and to obtain their association to work for the organizations for longer terms. How Talent Management Can Help Your Organization Talent management solutions are becoming more and more vital to the growth and profitability of today’s organization. Why? Because companies invest a tremendous amount of money in their employees. The expenses associated with soliciting, acquiring, training, promoting, and retaining staff members can take up a huge portion of any corporate budget. But, as the workforce continues to be viewed as an increasingly strategic asset, these costs are all considered to be money well-spent. That’s where talent management comes in. Talent management software helps to ensure that companies achieve maximum return on their employee investment. Whether or not an employee – or the workforce as a whole – is productive and successful depends upon many factors. Skills, work histories, formal training, and educational backgrounds all play a major role. But, so do personalities, work ethics, and other traits that determine whether or not a staff member will fit well into a corporate culture. Talent management solutions can make it easier for a business to understand what makes each employee unique, including their specific strengths and weaknesses. This allows them to fully leverage the potential of each individual worker, applying their talents and characteristics in the most effective way towards the achievement of corporate goals. Some of the other key benefits that can be realized through the deployment and use of a talent management software package include: Improved Employee Morale and Retention Workers in all types of businesses are feeling frustrated and unmotivated, which explains the high levels of attrition companies across all industries are currently challenged with.
  5. 5. With a talent management solution in place, an organization can create a more worker-friendly environment that is both nurturing and supportive. Companies can capitalize on key competencies to reach strategic objectives, while ensuring that employees are happy and satisfied in their roles. This, in turn, will minimize stress and boost morale, by building stronger relationships between company and employee, while facilitating greater workforce efficiency and loyalty. Enhanced Efficiency In order to ensure that all employees are performing at optimum levels, companies must understand what tasks and activities each individual employee is good – or not good - at. With talent management software, companies can identify strengths and weaknesses, as well as significant gaps in skills and knowledge. This intelligence will allow them to more accurately assign roles and responsibilities to employees based on their unique abilities, while helping them to structure training and enhancement programs for maximum effectiveness. Lower Expenses External job searches – whether conducted in-house or through a third-party personnel search firm – require a tremendous amount of time and money. Advertising, interviewing, and other activities can drain both human and financial resources. But, with talent management software, companies can develop internal leadership programs that prepare employees for possible advancement. By promoting from within more often, organizations that use talent management solutions can eliminate the expenses associated with finding, hiring, and training outside candidates.
  6. 6. OBJECTIVES OF THE STUDY
  7. 7. 1.2 OBJECTIVES OF THE STUDY: PRIMARY OBJECTIVE: To study the “TALENT ACQUISITION ” in Reliance Communication., to suggest improvements, if any, or confirm the appropriateness of the present system. SECONDARY OBJECTIVE: 1. To understand the necessity of talent management among employees 2. To study the level of employee satisfaction and problem associated with Talent Management System. 3. To study employee perception about the Talent Management System and various challenges of Talent Identification and management 4. To give suitable Suggestions for improvement of Talent management System.
  8. 8. NEED FOR THE STUDY
  9. 9. LIMITATIONS OF THE STUDY
  10. 10. 1.3 NEED FOR THE STUDY: 1. The company gives lot of weight ages and importance to identify, recognize and reward, and develop talent of the employees, so that the companies’ preeminent position among the clients is to retain and also make to grow. Therefore “Talent Acquisition” is an important function in the Company. 2. It is also needed for the both to improve company performance and also to boost employees’ well-being. 1.4 SCOPE OF THE STUDY: The scope of the study helps to understand the necessary of Talent Identification and Management. It also helps to study the perseverance of employees in the Talent Management System in the Company. The study helps whether talent appeals it’s in terms of employee satisfaction and also suggesting the possible improvement in Talent Management. PROBLEM DEFINITION It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros. Talent is doing easily what other find difficult.
  11. 11. In an organization, there is nothing more crucial than fitting the right employees in the right position. Or else you would be trying to fit a square peg in a round hold. When people do jobs that just don’t suit their liking, inclination and temperament, the results or rather the lack of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another negative behaviour will become typical in the employees is shown the door. Or perhaps, there is another option – Talent management. 1.5 LIMITATIONS OF THE STUDY: 1. Some information required for the study may be confidential and therefore company is not disclosing the same. 2. Time factor can be major limitation of this survey. Because it has to be completed within the time limit without disturbing the production process or the work of the concern employees. 3. The study was confined to the employees of Guindy branch of CONGRUENT Solutions Private Limited. CHAPTER SCHEME 1. The first chapter is introduction, which gives the outline of the project. The topics included in this chapter are objectives, scope and limitations of the study 2. The second chapter includes the review of literature. 3. The third chapter includes the Research Methodology, data analysis and interpretation. 4. The fourth chapter includes findings from interpretation. From that suggestion were given with an implication. This chapter ends with conclusion.
  12. 12. Company Profile
  13. 13. ABOUT DHIRUBHAI AMBANI Dhirubhai's Dream Dhirubhai Ambani dream of a New Way of Life for a New India. Reliance Infocomm was launched to make this dream a fact of life for every Indian. The son of a school teacher in remote village, Dhirubhai Ambani founded Reliance Industries Limited with courage, creativity and commitment as his principal assets. Within a span of 27 years, he shaped it into an Rs 65,000 crore (USD 13.5 billion) group. Today, the business activities of Reliance cover oil and gas, petroleum refining, petrochemicals, plastics, polyester, textiles, financial services and infrastructure. With amazing foresight, he sensed the incredible potential of the technological revolution keeping the globe, in the areas of Information and Communication. He conceived of Reliance Infocomm as a means to bring a technological revolution to this country and an usher a digital revolution in India. He encouraged the Reliance Infocomm team to look for the best technology in the world and used to reduce the cost to the customer. Dhirubhai Ambani envisioned an all-encompassing and affordable information and communications infrastructure to fashion a new society by building communities with shared costs and values, and empowering people by overcoming the handicaps of illiteracy. He visualized the ability of information technology to deliver new means for listening, entertaining and enriching people; and making livelihood an enjoyment, and living an excitement. Few men in history have made as dramatic a contribution to their country‘s economic fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left behind a legacy that is more enduring and timeless.
  14. 14. As with all great pioneers, there is more than one unique way of describing the true genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proud patriot, the leader of men, the architect of India‘s capital markets, and the champion of shareholder interest. But the role Dhirubhai cherished most was perhaps that of India‘s greatest wealth creator. In one lifetime, he built, starting from the proverbial scratch, India‘s largest private sector enterprise. When Dhirubhai embarked on his first business venture, he had a seed capital of barely US$ 300 (around Rs. 14,000). Over the next three and a half decades, he converted this fledgling enterprise into a Rs 60,000 crore colossus—an achievement which earned Reliance a place on the global Fortune 500 list, the first ever Indian private company to do so. Dhirubhai is widely regarded as the father of India‘s capital markets. In 1977. when Reliance Textile Industries Limited first went public, the Indian stock market was a place patronised by a small club of elite investors which dabbled in a handful of stocks. Undaunted, Dhirubhai managed to convince a large number of first-time retail investors to participate in the unfolding Reliance story and put their hard-earned money in the Reliance Textile IPO, promising them, in exchange for their trust, substantial return on their investments. It was to be the start of one of great stories of mutual respect and reciprocal gain in the Indian markets. Under Dhirubhai‘s extraordinary vision and leadership, Reliance scripted one of the greatest growth stories in corporate history anywhere in the world, and went on to become India‘s largest private sector enterprise. Through out this amazing journey, Dhirubhai always kept the interests of the ordinary shareholder uppermost in mind, in the process making millionaires out of many of the initial investors in the Reliance stock, and creating one of the world‘s largest shareholders families.
  15. 15. RELIANCE (Anil Dhirubhai Ambani Group) Reliance - Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri Dhirubhai H. Ambani (1932-2002), ranks among India‘s top three private sector business houses in terms of net worth. The group has business interests that range from telecommunications (Reliance Communications Ventures Ltd.) to financial services (Reliance Capital Ltd.) to the generation and distribution of power (Reliance Energy Ltd.)Reliance – ADA Group‘s flagship company, Reliance Communications, is India's largest private sector information and Communications Company with over 20 million subscribers. The company has established a pan-India, high-capacity, integrated (wireless and wire line), convergent (voice, data and video) digital network, to offer services spanning the entire infocomm value chain. Other major group constituents – Reliance Capital, Reliance Energy – are widely acknowledged as the market leaders in their respective areas of operation.
  16. 16. Chairman's Profile ANIL DHIRUBHAI AMBANI Mr. Anil D. Ambani , 46, is the Chairman of Reliance Communications Ltd., Reliance Capital Ltd. and Chairman & Managing Director of Reliance Energy Ltd. Till recently he also held the position of the Vice Chairman and Managing Director of Reliance Industries Limited. The Reliance group is India's largest business house, founded by late Shri Dhirubhai H. Ambani (1932-2002). Mr. Anil D. Ambani is a Bachelor of Science from the University of Bombay and an MBA from the Wharton School, University of Pennsylvania, and USA. He joined Reliance in 1983 as Co-Chief Executive Officer. He has to his credit many financial innovations in the Indian capital markets and has pioneered India's first forays into the overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. He has directed Reliance in its efforts to raise, since 1991, around US$2 billion from overseas financial markets; with the 100- year Yankee bond issue in January 1997 being the high point of his endeavors. He has steered the Reliance Group to its current status as India's leading textiles, petroleum, petrochemicals, and power and telecom player. He is a Member of the Wharton Board of Overseers, The Wharton School, and USA.
  17. 17. PERSONAL PROFILE (ANIL DHIRUBHAI AMBANI) Birthplace : Mumbai, India Date of Birth : June 4, 1959 Father's Name : Dhirubhai Hirachand Ambani Mother's Name : Kokilaben Dhirubhai Ambani EDUCATION Bachelor of Science, University of Bombay MBA from The Wharton School, University of Pennsylvania, USA CAREER  Joined Reliance in 1983, as Co-Chief Executive Officer . Have to his credit many financial innovations in the Indian capital markets.  Pioneered India's first forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds.  Directed Reliance in its efforts to raise, since 1991, around US$ 2 billion from overseas financial markets; with the 100-year Yankee bond issue in January 1997 being the high point of his endeavors.  With an investment of over Rs 36,000 crore (US$ 9 billion) in petroleum refining, petrochemicals, power generation, telecommunication services and a port terminal, in a three-year time frame, he has steered the Reliance Group to its current status as India's leading  Textiles-petroleum-petrochemicals-power-infocom-telecom player.
  18. 18. MEMBER  Wharton Board of Overseers, The Wharton School, USA.  Central Advisory Committee, Central Electricity Regulatory Commission.  Board of Governors, Indian Institute of Management, Ahmedabad.  Board of Governors of Indian Institute of Technology, Kanpur. FAMILY BACKGROUND  Married to : Tina, and  Two sons : Jai Anmol and Jai Anshul. BUSINESS ADDRESS Reliance Infocomm Limited, I Block, 2nd Floor, Dhirubhai Ambani Knowledge City, Navi Mumbai - 400710, India.  Telephone: +91 22 3037 5522, +91 22 3037 5534  Fax: +91 22 3037 5577  E-mail: ada@relianceada.com
  19. 19. LOOKING BACK, LOOKING FORWARD Reliance Communications (formerly Reliance Communications Ventures) is one of India's largest providers of integrated communications services. The company has more than 20 million customers and serves individual consumers, enterprises, and carriers, providing wireless, wire lines, long distance, voice, data, and internet communications services through a number of operating subsidiaries. The company sells communications and digital entertainment products and services through its chain of Reliance Web World retail outlets. The company's Reliance Infocomm subsidiary provides wireless communications services throughout India. Reliance Communications is part of the Reliance - Anil Dhirubhai Ambani Group. Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri Dhirubhai H Ambani (1932-2002), ranks among India‘s top three private sector business houses in terms of net worth. The group has business interests that range from telecommunications (Reliance Communications Limited) to financial services (Reliance Capital Ltd) and the generation and distribution of power (Reliance Energy Ltd). Other major group companies Reliance Capital and Reliance Energy are widely acknowledged as the market leaders in their respective areas of operation.
  20. 20. MAJOR GROUP COMPANIES(Anil Dhirubhai Ambani Group)
  21. 21. INDIA’S LEADING INTEGRATED TELECOM COMPNAY Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is India‘s leading integrated telecommunication company with over 55 million customers. Our business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of value-added services and applications. Our constant endeavour is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambani‘s 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai‘s dream of ushering in a digital revolution in India. Today, we can proudly claim that we were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates. We endeavour to further extend our efforts beyond the traditional value chain by developing and deploying complete telecom solutions for the entire spectrum of society.
  22. 22. BOARD OF DIRECTORS Shri Anil D. Ambani - Chairman Prof. J Ramachandran Shri S.P. Talwar Shri Deepak Shourie Shri A.K.Purwar CORPORATE GOVERNANCE Organisations, like individuals, depend for their survival, sustenance and growth on the support and goodwill of the communities of which they are an integral part, and must pay back this generosity in every way they can... This ethical standpoint, derived from the vision of our founder, lies at the heart of the CSR philosophy of the Reliance – ADA Group. While we strongly believe that our primary obligation or duty as corporate entities is to our shareholders – we are just as mindful of the fact that this imperative does not exist in isolation; it is part of a much larger compact which we have with our entire body of stakeholders: From employees, customers and vendors to business partners, eco-system, local communities, and society at large. We evaluate and assess each critical business decision or choice from the point of view of diverse stakeholder interest, driven by the need to minimize risk and to pro-actively address long-term social, economic and environmental costs and concerns. For us, being socially responsible is not an occasional act of charity or that one-time token financial contribution to the local school, hospital or environmental NGO. It is an ongoing year-round commitment, which is integrated into the very core of our business objectives and strategy. Because we believe that there is no contradiction between doing well and doing right. Indeed, doing right is a necessary condition for doing well.
  23. 23. CORPORATE INFORMATION Reliance Communications Limited Type Public (BSE: RCOM) Founded 2004 Headquarter s Navi Mumbai, India Anil Ambani, Chairman and Managing Director Key people Satish Seth, Vice-Chairman Reliance- ADA Group S. P. Shukla, C Business & Director - Industry Telecommunications Products CDMA service, GSM service, Broadband Internet Service Revenue US $ 4 Billion Employees 33,000 Website Reliance Communications
  24. 24. CORPORATE VISION ―We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.‖ CORPORATE MISSION Reliance Communication will offer a complete range of telecom services, covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications that will enhance productivity of enterprises and individuals. Reliance‘s dream is to make a digital revolution in India by becoming a major catalyst in improving quality of life and changing the face of India. It aims to achieve this by putting the power of information and communication in the hands of people of India at affordable costs.
  25. 25. CHAPTER-II
  26. 26. REVIEW OF LITERATURE
  27. 27. 2. REVIEW OF LITERATURE 1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2 May 2009”. “Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management”. 2. “T. Morris”, “Volume 18, Issue 9, 2000”, “Psychological characteristics and talent identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”. “I review research on psychological characteristics and sports performance and examine the literature on talent identification with particular reference to soccer to derive implications for the use of psychological variables in the talent identification and development process. Although the many cross-sectional studies of psychological characteristics and performance in all football codes conducted over the last 30 years have revealed no clear patterns, studies of both general
  28. 28. inventories and specific variables are still being conducted. Reports on talent identification in all codes have increased in recent years, but most are descriptive in nature. In this review, I suggest that research on systematic expert observation has potential as a practical approach, but more studies of this type are needed. Considering the examination of specific psychological variables, only a solitary investigation of creativity in adolescents has shown promise. Further research on creativity and talent identification is required to replicate the positive results found in that study. In summarizing the research on psychological characteristics and talent identification, I conclude that cross-sectional research on adults cannot be extrapolated for use in talent identification with adolescents. I propose that resources would be more effectively used in the provision of psychological skills training for adolescent soccer players, pending more sophisticated research on a wider range of psychological variables. It is recommended that longitudinal or quasi- longitudinal research is essential to determine whether the same psychological variables are important for outstanding performance throughout the process of development and whether psychological variables measured during adolescence can predict outstanding performance in adulthood”. 3. “Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K”, “(2002)”, “Talent identification and development”:” an academic review”.” Sport Scotland, Edinburgh. ISBN 185060 418 5”. “The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent Identification and Development Programme which operated from early 2000 to the end of 2001. The Review highlights that the actual resources required for talent identification in the UK are concentrated on anthropometrical measures whereas the required resources should concentrate primarily on the psychological dimensions supported by the development of fundamental motor skills”. 4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD journal, Hyderabad, p23-26”.
  29. 29. “Organization needs 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.” 5. “PANDIT Y V L”, “(May 2007)”, “Talent retention strategies in a competitive environment” , ”NHRD journal”, “Hyderabad, p27-29” “Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent.” 6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People”. “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”. 7. “Sridhar S Preetham”,” (July 2007)”, “Managing talent, HRD Newsletter, vol23 issue -4”, “Newsletter”. “Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent”. 8. “William J. Rothwell”-“The Strategic Development of Talent” "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
  30. 30. organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity Rothwell suggests." 9. “Christopher Rhodes - University of Birmingham, “C.P.Rhodes@bham.ac.uk”, “Mark Brundrett” & “Liverpool John Moores” – “University Alan Nevill University of Wolverhampton” – “Leadership Talent Identification and Development” Different Primary and Secondary Schools in England . “Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This article reports on outcomes from a study funded by the National College for School Leadership (NCSL) designed to explore leadership talent identification, development, succession and retention in contextually different primary and secondary schools in England. Focus groups and a questionnaire were used to secure perceptions of heads, middle leaders and classroom teachers about leadership talent identification and development. Twenty characteristics indicative of leadership talent were identified. Agreement and disjuncture were recorded concerning the importance of characteristics among respondent groups. The implications of these findings for leadership development and succession, in the face of a potential leadership crisis in the UK and internationally, are discussed. The longer-term career planning of staff, the place of needs analysis, self-disclosure and senior leadership decision-making are examined with respect to leadership talent identification and development. The article offers a basis upon which schools can reflect on their role in providing a good training ground for future leaders. School-based changes are recommended so that individual school's longer-term leadership requirements may be better addressed”.
  31. 31. CHAPTER-III
  32. 32. RESEARCH METHODOLOGY
  33. 33. OVERVIEW OF RESEARCH METHODOLOGY RESEARCH DESIGN Type of Research : Descriptive Research Population Size : 100 Sample Size : 65 Types of Data : Primary Data Secondary Data Data Collection Instrument : Questionnaire Data Collection Method : Survey Sampling Technique : Random Sampling Statistical Tool for Analysis : a. Percentage Method b. Chi-Square Method c. Pearson Chi-Square d. Correlation Co-efficient
  34. 34. 3.RESEARCH METHODOLOGY 3.1. Sources of data Research can be defined as “A Scientific and systematic search for pertinent information on a specific topic. Research is an organized activity with specific focus (objective) on a problem or issue supported by compilation of related data and facts, involving application of relevant tools of analysis and deriving logically sound inferences based on originality. RESEARCH DESIGN: The researcher has used descriptive research design. In descriptive research design, the researcher is supposed to describe the problem using a questionnaire or a schedule. This method helps the researcher to explore new areas of investigation. A researcher develops his/ her hypothesis based on his knowledge about the subject matter of the study.  Descriptive Research includes fact-finding enquires.  Descriptive Research studies are those studies, which are concerned with describing characteristics of a particular individual, or of a group.  The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening. 3.2 SAMPLE DESIGN: Sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Deciding the way of selecting a sample is popularly known as sample design. The researcher used an unrestricted sampling design. The sampling design consists of two steps:  Sampling unit and  Sampling size.
  35. 35. SAMPLE UNIT: The area selected for the study is Guindy, Chennai. SAMPLE SIZE: Hr professional: The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards, practices leadership and management effectiveness, communication culture and attributes relegated to these tangible and intangible aspects. Employees: The prime focus of this questionnaire was to compare with the responses obtained by the above questionnaire. The talent identification and 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, necessary of such talent management initiative as well as the satisfaction level of the employees. To analyze the effectiveness of talent identification and management at altech star BPO, the researcher selected 50 persons as sample size. The respondents were selected on the basis of Random Sampling Technique; SAMPLE METHOD: The study involved probability random sample for selecting the respondents. It is one of the types in probability sampling. When population elements are selected randomly on uniform size
  36. 36. then if they are selected randomly and if every element get a chance equally, it can be called as random or unrestricted sampling. 3.3 FORMULATION OF QUESTIONNAIRE: The required information for the study is collected through a structured questionnaire. The questionnaire consists of closed-ended questions and open ended questions. In this type of questionnaire, both the questions and the answers are well structured. The questionnaire has two types of questions:  Dichotomous Question: In this type, the questions have only 2 answers (i.e.) Yes and No.  Multiple Choice Questions: These are questions, which has a number of options to select. It allows the respondent to select the appropriate one of their own. METHODS OF DATA COLLECTION: There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources. With regard to this study questionnaire method of data collection is followed. Since the study is to know the effectiveness of talent identification and management at CONGRUENT Solutions Private Solutions. Primary data is collected from Employees of CONGRUENT Solutions Private Limited. A well- structured non-disguised questionnaire was made use to collect the relevant data for the study. The questionnaire was framed such a way so as to elicit the required information. From a list of employees at CONGRUENT Solutions Private Limited at random 100 employees were
  37. 37. considered for the study. Out of the 100 employees, only 65 employees responded. Hence out of a total population of 100, 65 employees was the research sample size. The secondary data was collected through company profile, books, and internets. Through secondary data basic information about the organization was known. STATISTICAL DESIGN: To draw inferences and conclusions from the data collected appropriate conventional and non- conventional techniques were adopted in the study. The conventional techniques used here is percentage analysis, pie chart, the non-conventional technique used in this study is Pearson Chi Square, Chi Square and Correlation. STATISTICAL TOOL: The collected data were classified tabulated, and analyzed with some of the statistical tools like. 1. Percentage method 2. Chi-square method a) Pearson Chi Square 3. Correlation co-efficient PERCENTAGE METHOD: Percentage method is an analysis which is derived from the statistical technique for finding the average of collected data/information. This techniques is used to draw the bar diagram, histogram, pie-chart etc. This helps to pin point the percentage of collected data’s. Number of respondents Percentage= -------------------------------- *100
  38. 38. Total number of respondents CHI-SQUARE TEST: Chi-square test is a non parametric test used most frequently by researchers to test hypothesis. This test is employed for testing hypothesis when distributed of population is not known and when nominal data is to be analyzed. The following formula for calculating the value of chi-square, x2 =∑ (O-E) 2/E Where, O = Observed frequency E = Expected frequency CORRELATION CO-EFFICIENT: Correlation is used in measuring the closeness of the relationship between the two variables. It mainly determines the existence of the relationship and tests significantly. It establishes a cause and effect relationship. The Pearson co-efficient of correlation is denoted by the symbols that are used universally for describing the degree of correlation between two series. The formula for computing Karl Pearson ‘r’ is N∑xy - ∑x∑y r = ------------------------------------ (√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)
  39. 39. CHAPTER-IV
  40. 40. DATA ANALYSIS & INTERPRETATION TABLE - 1 GENDER OF EMPLOYEES
  41. 41. FACTORS NO. OF REPONDENTS PERCENTAGE MALE 27 54 FEMALE 23 46 TOTAL 50 100 CHART – 1 GENDER OF EMPLOYEES INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 54% of the employees are Male and 46% of them are Female. It is concluded that majority of the respondents are Male. 54 46 42 44 46 48 50 52 54 56 Male Female GENDER
  42. 42. TABLE -2 AGE OF EMPLOYEES FACTORS NO. OF RESPONDENTS PERCENTAGE 18 - 25 14 28 26 - 35 17 34 36 – 45 10 20 Above 45 9 18 Total 50 100 CHART – 2 AGE OF EMPLOYEES INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 28% of employees fall under the age group 18 – 25 years, 34% of employees falls under the age of 26 – 35 years, 20% of employees fall under the age group of 36 – 45 years and 18% of employees are above the age group of 45. It is concluded that majority of respondents fall under the age group of 26 – 35 years. 28 34 20 18 0 5 10 15 20 25 30 35 40 18-25 26-35 36-45 Above 46 AGE
  43. 43. TABLE – 3 EDUCATIONAL QUALIFICATION FACTORS NO. OF RESPONDENTS PERCENTAGE UG 29 58 PG 21 42 TOTAL 50 100 CHART – 3 EDUCATIONAL QUALIFICATION INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 58% of employees has UG qualification and 42% of employees has PG qualification. It is concluded that majority of the respondents are UG qualification. 58 42 0 10 20 30 40 50 60 70 UG PG EDUCATIONAL QUALIFICATION
  44. 44. TABLE – 4 WORK EXPERIENCE IN CONGRUENT FACTORS NO. OF RESPONDENTS PERCENTAGE < 1 Year 5 10 2 – 3 Years 12 24 4 – 5 Years 18 36 5 Years and above 15 30 Total 50 100 CHART – 4 WORK EXPERIENCE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees have less than 1 year work experience, 24% of employees have 2 -3 years work experience, 36% of employees have 4 -5 years work experience, 30% of employees have 6 years and above experience. It is concluded that majority of employees work experience are 4 -5 years. 10 24 36 30 0 5 10 15 20 25 30 35 40 < 1 year 2 - 3 year 4 - 5 years 6 years and above Work Experience
  45. 45. TABLE – 5 CURRENT POSITION IN CONGRUENT FACTORS NO. OF RESPONDENTS PERCENTAGE Trainee 6 12 Process Associate 24 48 Senior – Process Associate 15 30 System Analyst 5 10 Total 50 100 CHART – 5 CURRENT POSITION IN CONGRUENT INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 12 % of employees position are Trainees, 48% of employees are Process Associates, 30% of employees are Senior – process Associate, 10% of employees are System Analyst. It is concluded that majority of employees are Process Associates. 12 48 30 10 0 10 20 30 40 50 60 Trainee Process AssociateSenior - Process AssociateSystem Analyst Current Position
  46. 46. TABLE – 6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES FACTORS NO. OF RESPONDENTS PERCENTAGE By competencies 6 12 By Potential 9 68 By Results 34 18 All the Above 1 2 Total 50 100 CHART – 6 ORGANIZATION IDENTIFY TALENT INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 12% of employees respondent that organization identify talent by Competencies, 18% of employees answered by Results, 68% of employees answered by Potential, 2% of employees respondent answered all the above. It is concluded that majority of employee’s respondent that organization identify talent by potential. 12 18 68 2 0 10 20 30 40 50 60 70 80 By Competencies By Results By Potential All the above IDENTIFY TALENTS
  47. 47. PART – B TABLE – 7.1 TALENT MANAGEMENT NECESSARY FACTORS NO. OF RESPONDENTS PERCENTAGE YES 46 92 NO 4 8 TOTAL 50 100 CHART – 7.1 TALENT MANAGEMENT NECESSARY INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 92% of employees’ respondent that talent management is necessary, and 8% of employees’ respondent that talent management is not necessary. It is concluded that the majority of employees’ respondent that talent management is necessary. 92 8 0 10 20 30 40 50 60 70 80 90 100 YES NO Talent Managemnt Necessary
  48. 48. TABLE – 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY FACTORS NO. OF RESPONDENTS PERCENTAGE YES 48 96 NO 2 4 TOTAL 50 100 CHART – 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 96% of employees’ respondent that talent management is necessary for Company, and 4% of employees’ respondent that talent management is not necessary for Company. It is concluded that the majority of employees’ respondent that talent management is important for Company. 96 4 0 20 40 60 80 100 120 YES NO Talent Managemnt important for Company
  49. 49. TABLE – 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU FACTORS NO. OF RESPONDENTS PERCENTAGE YES 49 98 NO 1 2 TOTAL 50 100 CHART – 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employees’ responds that talent management is important for them, and 2% of employees’ responds that talent management is not necessary for them. It is concluded that the majority of employees’ respondent that talent management is necessary for them. 98 2 0 20 40 60 80 100 120 YES NO Talent Managemnt important for you
  50. 50. TABLE – 7.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION NULL HYPOTHESIS : There is no significant association between the male and female talent management initiative a top priority in organization. ALTERNATIVE HYPOTHESIS : There is a significant association between the male and female that the talent management initiative a top priority in organization. GENDER YES NO TOTAL MALE 26 28 54 FEMALE 34 12 46 TOTAL 60 40 100 X Y X^2 Y^2 XY 26 28 676 784 728 34 12 1156 144 408 ∑X=60 ∑Y=40 ∑X^2= 1832 ∑Y^2=928 ∑XY= 1136 Correlation Coefficient: (∑xy / n – (∑x /n) (∑y /n)) r = −−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−− (√ ((∑x2/n) – (∑x/ n) 2) √ ((∑y2/n) – (∑y/ n) 2) (1136/100) - (60/100) (40/100) r = --------------------------------------------------------------------------------- (√(1832/100) - √(60/100)^2 * (√(928/100) -√(1832/100) - √(60/100)^2 r = (11.36) - (0.6)*(0.4) /√17.96 * √9.12 r = 11.12/12.73 = 0.873 ~ 1
  51. 51. CHART – 7.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION INFERENCE: From the above analysis, we found that both the gender specifies that talent management initiative a top priority in the organization especially when compared to male, female respondents respond that talent management initiative a top priority in the organization. 26 28 34 12 0 10 20 30 40 50 60 70 YES NO FEMALE MALE
  52. 52. TABLE – 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES FACTORS NO. OF RESPONDENTS PERCENTAGE YES 35 70 NO 15 30 TOTAL 50 100 CHART – 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s respond that talent management initiatives a top priority in the organization, 40% of employees respond that talent management are not given top priority in the organization. It is concluded that the majority of employees’ respondent that organization have specific talent management initiative. 70 30 0 10 20 30 40 50 60 70 80 YES NO Organization have Specific Talent Management initiatives
  53. 53. TABLE – 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FACTORS NO. OF RESPONDENTS PERCENTAGE YES 27 54 NO 23 46 TOTAL 50 100 CHART – 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 54% of employee’s respond that talent management implemented regularly and feedback given to them, 46% of employees’ respond that talent management are not implemented regularly and feedback given to them. It is concluded that the majority of employees’ respondent that talent management implemented regularly and feedback given to them. 54 46 42 44 46 48 50 52 54 56 YES NO Talent Management implemented regularly and feedback given to you
  54. 54. TABLE – 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK FACTORS NO. OF RESPONDENTS PERCENTAGE YES 30 60 NO 20 40 TOTAL 50 100 CHART – 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s respond that following action taken by the company after the feedback , 40% of employees’ respond that following action are not taken by the company after the feedback. It is concluded that the majority of employees’ responds that following action taken by the company after the feedback. 60 40 0 10 20 30 40 50 60 70 YES NO Following action taken by the company after the feedback
  55. 55. TABLE – 7.8 COMPLETE WORK WITHIN A GIVEN TIME FACTORS NO. OF RESPONDENTS PERCENTAGE YES 49 98 NO 1 2 TOTAL 50 100 CHART – 7.8 COMPLETE WORK WITHIN A GIVEN TIME INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employee’s respond that they complete the work within a given time, 2% of employees’ respond that they are not complete the work within a given time. It is concluded that the majority of employees’ responds that they complete the work within a given time. 98 2 0 20 40 60 80 100 120 YES NO Complete work within a given time
  56. 56. TABLE – 7.9 PERFORM WORK WITH INTEREST FACTORS NO. OF RESPONDENTS PERCENTAGE YES 35 70 NO 15 30 TOTAL 50 100 CHART – 7.9 PERFORM WORK WITH INTEREST INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 70% of employee’s respond that they perform the work with interest, 30% of employees’ respond that they are not perform the work with interest. It is concluded that the majority of employees’ responds that the employees perform work with interest. 70 30 0 10 20 30 40 50 60 70 80 YES NO Perform work with interest
  57. 57. TABLE – 7.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME FACTORS NO. OF RESPONDENTS PERCENTAGE YES 10 20 NO 40 80 TOTAL 50 100 CHART – 7.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond that they feel they are wasting the time, 80% of employees’ respond that they are not wasting their time. It is concluded that the majority of employees’ are not wasting the time. 20 80 0 10 20 30 40 50 60 70 80 90 YES NO Any time feel that you are wasting your time
  58. 58. TABLE – 8 SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES PEARSONS CHI SQUARE TEST Null Hypothesis : There is no significant association between the gender and the satisfaction of talent management. Alternative Hypothesis: There is significant association between the gender and the satisfaction of talent management. GENDER YES(%) NO(%) ROW TOTAL MALE 30 24 54 FEMALE 27 19 46 COLUMN TOTAL 57 43 100 OBSERVED EXPECTED (Oi-Ei) (Oi-Ei)^2/Ei FREQUENCY FREQUENCY 30 30.78 -1 0.019766 24 23.22 1 0.026202 27 26.22 1 0.610221 19 19.78 -1 0.808898 100 100 0 1.465087 Chi square (χ2) = ∑ ((O-E) 2/E) = 1.465 Expected frequency = (Row Total * Column Total) / Grand Total Therefore, the calculated value of Chi Square (χ2) = 1.465 Degrees of freedom = (r-1) (n-1) = (2-1) (2-1) = 1 Table value of chi square (χ2) = χ2 (r-1) (c-1), 5% = χ2 1, 5 % = 3.84 INFERENCE: Since the calculated value of chi square (χ2) is less than table value of chi square (χ2), we accept Ho at 5% level of significance. Hence we conclude that there is no significant association between the gender i.e. both the genders are satisfied with talent management.
  59. 59. TABLE – 9 SATISFACTION WHILE COMPLETE YOU’RE WORK FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 0 0 Dissatisfied 1 2 Neither 7 14 Satisfied 40 80 Highly Satisfied 2 4 Total 50 100 CHART - 9 INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of employee’s respond that they are highly dissatisfied while complete the work, 2% of employees’ respond that they are dissatisfied, 14% of employees respond neither, 80% of employees’ respond that they are satisfied and 4 % of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with that they feel satisfaction while complete your work. 0 2 14 80 4 0 10 20 30 40 50 60 70 80 90 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied SATISFACTION WHILE COMPLETE YOUR WORK
  60. 60. TABLE – 10.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 1 2 Dissatisfied 2 4 Neither 5 10 Satisfied 32 64 Highly Satisfied 10 20 Total 50 100 CHART – 10.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 2% of employee’s respond that they are highly dissatisfied with medical insurance package, 4% of employees’ respond are dissatisfied, 10% of employees respond neither, 64% of employees’ respond that they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the medical insurance package. 2 4 10 64 20 0 10 20 30 40 50 60 70 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied MEDICAL INSURANCE PACKAGE
  61. 61. TABLE – 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE COMPANY SAVINGS PLAN FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 2 4 Dissatisfied 3 6 Neither 10 20 Satisfied 30 60 Highly Satisfied 5 10 Total 50 100 CHART – 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 4% of employee’s respond that they are highly dissatisfied with company savings plan, 6% of employees’ respond are dissatisfied, 20% of employees respond neither, 60% of employees’ respond that they are satisfied and 10% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the company savings plan. 4 6 20 60 10 0 10 20 30 40 50 60 70 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied COMPANY SAVINGS PLAN
  62. 62. TABLE – 10.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE RETIREMENT PLAN FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 5 10 Dissatisfied 3 6 Neither 16 32 Satisfied 20 40 Highly Satisfied 6 12 Total 50 100 CHART – 10.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond that they are highly dissatisfied with retirement plan, 6% of employees’ respond are dissatisfied, 32% of employees respond neither, 40% of employees’ respond that they are satisfied and 12% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the retirement plan. 10 6 32 40 12 0 10 20 30 40 50 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied RETIREMENT PLAN
  63. 63. TABLE – 10.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 3 6 Dissatisfied 7 14 Neither 5 10 Satisfied 25 50 Highly Satisfied 10 20 Total 50 100 CHART – 10.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of employee’s respond that they are highly dissatisfied with holiday entitlement, 14% of employees’ respond are dissatisfied, 10% of employees respond neither, 50% of employees’ respond that they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the holiday entitlement. 6 14 10 50 20 0 10 20 30 40 50 60 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied HOLIDAY ENTITLEMENT
  64. 64. TABLE – 10.5 COMPETITIVE OF MY SALARY TOOL APPLIED: CHI – SQUARE TEST AGE Highly Dissatisfied Neutral Satisfied Highly Satisfied Total Dissatisfied 18-25 0 1 0 6 7 14 26-35 1 6 3 5 2 17 36-45 1 7 2 0 0 10 above 45 3 1 3 1 1 9 Total 5 15 8 12 10 50 Null hypothesis: Ho: The opinion about the level of salary that you receive is satisfied according to the age-wise Alternative Hypothesis: H1: The opinion about the level of salary that you receive is not satisfied according to the age - wise.
  65. 65. Observed Frequency Expected Frequency (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2 Ei 0 1 -1 1 0.71 1 4 -3 9 2.14 0 2 -2 2 0.89 6 3 3 9 2.68 7 3 4 16 5.71 1 2 -1 1 0.59 6 5 1 1 0.20 3 3 0 0 0.00 5 4 1 1 0.25 2 3 -1 1 0.29 1 1 0 0 0.00 7 3 4 16 5.33 2 2 0 0 0.00 0 2 -2 4 1.67 0 2 -2 4 2.00 3 1 2 4 4.44 1 3 -2 4 1.48 3 1 2 4 2.78 1 2 -1 1 0.46 1 2 -1 1 0.56 Chi square (χ2) = ∑ ((O-E) 2/E) Calculated value of Chi-square (χ2) = 32.19 Degrees of freedom = (n-1) = (5-1) = 4 Table value of chi square (χ2) = χ2 (n-1), 5% = χ2 4, 5 % = 9.488 Tabulated Value = 9.488
  66. 66. INFERENCE: Since the calculated value of chi square (χ2) is greater than table value of chi square (χ2), we reject Ho at 5% level of significance. Hence we conclude that the opinion level of salary that you receive is not satisfied according to the age - wise.
  67. 67. TABLE – 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION FACTORS NO. OF RESPONDENT PERCENTAGE External Talent Sessions 10 20 Appreciation for Initiation 20 40 Creativity Knowledge 5 10 Recreational Activities 15 30 Total 50 100 CHART – 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of employee’s respond external talent sessions, 40% of employees’ respond appreciation for innovation, 10% of employees respond creativity knowledge, 30% of employees’ respond recreational activities. It is concluded that the majority of employees’ respond that appreciation for initiation rewarding, motivating and retaining talent in the organization. 20 40 10 30 0 5 10 15 20 25 30 35 40 45 External Talent sessions Appreciation for Initiation Creativity Knowledge Recreational Activities rewarding, motivating & retaining talent
  68. 68. TABLE – 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT FACTORS NO. OF RESPONDENT PERCENTAGE Fully 4 9 To a great extent 8 16 To a reasonable extent 23 47 To a limited extent 10 19 Not at all 5 9 Total 50 100 CHART – 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 9% of employee’s respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond not at all. It is concluded that the majority of employees’ feel that it is a reasonable extent that transparency system adopted in talent management system. 9 16 47 19 9 0 10 20 30 40 50 Fully To a great extent To a reasonable extent To a limited extent Not at all Transparency System adopted in Talent Management
  69. 69. TABLE – 13 TALENT RETENTION INITITATIVES FACTORS NO. OF RESPONDENT PERCENTAGE Accruing new talent 13 26 Leveraging existing talent 12 24 Retaining the current 15 30 Potential for future 10 20 Total 50 100 CHART – 13 TALENT RETENTION INITIATIVES INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 26% of employee’s respond accruing new talent, 24% of employees’ respond leveraging existing talent, 30% of employees respond retaining the current, 20% of employees’ respond potential for future. It is concluded that the majority of employees’ retaining the current talent retention initiatives. . 26 24 30 20 0 5 10 15 20 25 30 35 Accruing new talent Leveraging existing talent Retaining the current Potential for future Talent retention initiatives
  70. 70. TABLE – 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY FACTORS NO. OF RESPONDENTS PERCENTAGE Highly dissatisfied 5 10 Dissatisfied 2 4 Neither 15 30 Satisfied 16 32 Highly Satisfied 12 24 Total 50 100 CHART – 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond that they are highly dissatisfied ,4% of employees’ respond are dissatisfied, 30% of employees respond neither, 32% of employees’ respond that they are satisfied and 24% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied existing personnel policies of the company. 10 4 30 32 24 0 5 10 15 20 25 30 35 Highly dissatisfied Dissatisfied Niether Satisfied Highly Satisfied Satisfied with existing personnel policies of company
  71. 71. TABLE-1 GENDER OF SUBORDINATES OPTIONS NO. OF RESPONDENTS PERCENTAGE Male 10 67 Female 5 33 Total 15 100 CHART -1 GENDER INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher authorities are Male and 33% of them are Female. It is concluded that majority of the respondents are Male. 67 33 0 10 20 30 40 50 60 70 80 Male Female Gender
  72. 72. TABLE - 2 AGE AGE NO OF RESPONDENTS PERCENTAGE 18-25 years 1 6 26-35 Years 2 13 36-45 Years 7 46 Above 45 Years 5 33 Total 15 100 CHART – 2 AGE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities fall under the age group 18 – 25 years, 14% of higher authorities falls under the age of 26 – 35 years, 47% of higher authorities fall under the age group of 36 – 45 years and 33% of higher authorities are above the age group of 45. It is concluded that majority of respondents fall under the age group of 36-45 years. 6 14 47 33 0 10 20 30 40 50 18-25 26-35 36-45 Above 45 AGE
  73. 73. TABLE -3 EDUCATIONAL QUALIFICATION OF SUBORDINATES OPTIONS NO. OF RESPONDENTS PERCENTAGE UG 0 0 PG 15 100 TOTAL 15 100 CHART – 3 EDUCATIONAL QUALIFICATION INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of higher authorities has UG qualification and 100% of higher authorities has PG qualification. It is concluded that majority of the respondents are PG qualification. 0 100 0 20 40 60 80 100 120 UG PG Educational Qualification
  74. 74. TABLE – 4 WORK EXPERIENCE IN CONGRUENT OPTIONS NO. OF RESPONDENTS PERCENTAGE < 1 year 2 13 2-3 years 3 18 4-5 years 4 25 5 years and above 7 44 Total 15 100 CHART – 4 WORK EXPERIENCE INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 13% of higher authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher authorities have 6 years and above experience. It is concluded that majority of higher authorities work experience are 6 and above. 13 18 25 44 0 5 10 15 20 25 30 35 40 45 50 < 1 year 2 - 3 years 4 - 5 years 6 years and above Work Experience
  75. 75. TABLE – 5 CURRENT POSITION IN CONGRUENT FACTORS NO. OF RESPONDENTS PERCENTAGE HR 3 20 Team Leaders 5 33 Manager 7 47 Total 15 100 CHART – 5 CURRENT POSITION IN CONGRUENT INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20 % of respondents are HR professionals, 33% of respondents are Team Leader, and 47% of respondents are Managers. It is concluded that majority of authorities are Manager. 20 33 47 0 10 20 30 40 50 HR Team Leader Managers Current Position
  76. 76. TABLE – 6 ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES FACTORS NO. OF RESPONDENTS PERCENTAGE By competencies 1 7 By Potential 12 81 By Results 1 7 All the Above 1 7 Total 15 100 CHART – 6 ORGANIZATION IDENTIFY TALENT INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent that organization identify talent by Competencies, 7% of higher authorities answered by Results, 81% of higher authorities answered by Potential, 7% of higher authorities respondent answered all the above. It is concluded that majority of higher authorities’ respondent that organization identify talent by potential. 7 81 7 7 0 10 20 30 40 50 60 70 80 90 By Competencies By Potential By Results All the above IDENTIFY TALENTS
  77. 77. TABLE – 7 OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT 7.1 Aligning employees with the core values of your organization FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 4 26 Agree 7 47 Strongly Agree 2 13 Total 15 100 CHART -7.1 Aligning employees with the core values of your organization INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that aligning employees with the core values of the Organization. 7 7 26 47 13 0 5 10 15 20 25 30 35 40 45 50 Strongly Disagree Disagree Neutral Agree Strongly Agree Aligning employees with core values
  78. 78. TABLE – 7.2 Assessing Candidates skills earlier in hiring process FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 6 Disagree 2 13 Neutral 4 27 Agree 7 48 Strongly Agree 1 6 Total 15 100 CHART -7.2 Assessing candidates skills earlier in hiring process INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,13% of them respond Disagree,27% of them respond Neutral, 48 of them respond Agree, 6% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that assessing candidate’s skills earlier in hiring process 6 13 27 48 6 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree Assessing candidates skills earlier inhirring process
  79. 79. TABLE – 7.3 Creating a culture that makes employees want to stay with the Organization FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 6 Disagree 1 6 Neutral 2 13 Agree 8 54 Strongly Agree 3 21 Total 15 100 CHART -7.3 Creating a culture that makes employees want to stay with the Organization INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,6% of them respond Disagree,13% of them respond Neutral, 54% of them respond Agree, 21% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that makes employees want to stay with the organization. 6 6 13 54 21 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree creating culture employees want to stay with organization
  80. 80. TABLE – 7.4 Creating a culture that makes individuals want to join the Organization FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 6 Disagree 1 6 Neutral 1 6 Agree 8 55 Strongly Agree 4 27 Total 15 100 CHART -7.4 Creating a culture that makes individuals want to join the Organization INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,6% of them respond Disagree,6% of them respond Neutral, 55 of them respond Agree, 27% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that makes individuals want to join the Organization 6 6 6 55 27 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree Creating a culture that makes individuals want to join the Organization
  81. 81. TABLE – 7.5 Creating a culture that values employees work FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 1 6 Agree 9 60 Strongly Agree 3 20 Total 15 100 CHART -7.5 Creating a culture that values employees work INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond Neutral, 60% of them respond Agree, 20% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that values employees work. 7 7 6 60 20 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree Creating a culture that values employees work
  82. 82. TABLE – 7.6 Creating an environment where employees are excited to excellent at Work FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 0 0 Disagree 1 6 Neutral 2 13 Agree 8 54 Strongly Agree 4 27 Total 15 100 CHART -7.6 Creating an environment where employees are excited to excellent at Work INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of higher authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond Neutral, 54 of them respond Agree, and 27% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating an environment where employees are excited to excellent at Work. 0 6 13 54 27 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree
  83. 83. TABLE – 7.7 Creating an environment where employees ideas are encouraged develop required talents FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 1 6 Agree 9 60 Strongly Agree 3 20 Total 15 100 CHART -7.7 Creating an environment where employees ideas are encouraged develop required talents INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond Neutral, 60 of them respond Agree, 20% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating an environment where employee’s ideas are encouraged develop required talents 7 7 6 60 20 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree
  84. 84. TABLE – 7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 1 7 Agree 10 66 Strongly Agree 2 13 Total 15 100 CHART -7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond Neutral, 66 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that Creating policies that encourage career growth and development opportunities based on Talent Identification 7 7 7 66 13 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree
  85. 85. TABLE – 7.9 Giving Productive Feedback FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 1 7 Agree 11 72 Strongly Agree 1 7 Total 15 100 CHART -7.9 Giving Productive Feedback INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond Neutral, 72 of them respond Agree, 7% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that Giving Productive Feedback. 7 7 7 72 7 0 10 20 30 40 50 60 70 80 Strongly Disagree Disagree Neutral Agree Strongly Agree Giving Productive Feedback
  86. 86. TABLE – 7.10 IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 1 7 Neutral 2 13 Agree 8 53 Strongly Agree 3 20 Total 15 100 CHART -7.10 IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,13% of them respond Neutral, 53 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that identifying vacancies that will fit in with your existing talents. 7 7 13 53 20 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree
  87. 87. TABLE – 7.11 Rewarding Top Performing Employees FACTORS NO. OF RESPONDENTS PERCENTAGE Strongly Disagree 1 7 Disagree 0 0 Neutral 1 7 Agree 10 67 Strongly Agree 3 20 Total 15 100 CHART -7.11 Rewarding top performing employees INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that rewarding top performing employees. 7 7 26 47 13 0 5 10 15 20 25 30 35 40 45 50 Strongly Disagree Disagree Neutral Agree Strongly Agree
  88. 88. TABLE – 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES Job Description (In percentages) Very Critical (1) (2) (3) (4) Not Critical (5) Trainee 6 7 70 9 9 Process Associate 10 60 15 10 5 Senior- Process Associate 70 10 20 0 0 System Analyst 60 30 10 0 0 Team leader 70 10 10 10 0 Asst. Manager 80 20 0 0 0 Senior Manager 100 0 0 0 0 CHART – 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES
  89. 89. INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent respond very critical, 7% of them respond critical ,70% of them respond Neutral, 9 of them respond somewhat not critical , 9% of them respond not critical. It is concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the trainees. From the above table and chart, it is inferred that out of 100% respondents, 10% of higher authorities respondent respond very critical, 60% of them respond critical ,15% of them respond Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical. It is concluded that majority of respondents respond job description is critical for attracting and retaining talent of the process associate. From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond very critical, 10% of them respond critical ,20% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is 0 20 40 60 80 100 6 10 70 60 70 100 80 7 60 10 30 10 0 20 70 15 20 10 10 0 0 9 10 0 0 10 0 0 9 5 0 0 0 0 0 Very critical(1) 2 3 4 Not critical(5)
  90. 90. concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the senior process associate. From the above table and chart, it is inferred that out of 100% respondents, 60% of higher authorities respondent respond very critical, 30% of them respond critical ,10% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of the system analyst. From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond very critical, 10% of them respond critical ,10% of them respond Neutral, 10% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of team leader. From the above table and chart, it is inferred that out of 100% respondents, 80% of higher authorities respondent respond very critical, 20% of them respond critical ,0% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Assistant Manager. From the above table and chart, it is inferred that out of 100% respondents, 100% of higher authorities respondent respond very critical, 0% of them respond critical ,0% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Senior Manager.
  91. 91. TABLE -9 TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION FACTORS NO. OF RESPONDENT PERCENTAGES Virtual Team Training 3 20 Cross Team Training 3 20 Knowledge Transfer Training 3 20 Soft Skill Training 3 20 External Training 3 20 Total 15 100 CHART -9 TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent Virtual Team Training, 20% of them respond Cross Team Training, 20% of them respond KT session, 20 of them respond Soft skill Training, 20% of the respond External Training. It is concluded that all of respondents respond all the talent management activities are involved in the organization. 20 20 20 20 20 0 5 10 15 20 25 Virtual Team Training Cross Team Training KT session Training Soft skill Training External Training Talent Management Activities
  92. 92. TABLE -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION Compensation criteria Most effective (1) (2) (3) (4) Least effective (5) (In Percentages) Base Pay 20 60 10 10 0 Health care Benefits 20 50 10 20 0 Training Benefits 12 60 14 8 6 Retirement Benefits 70 10 14 0 6 Job security 89 0 6 5 0 CHART -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION INFERENCE: 0 10 20 30 40 50 60 70 80 90 Base Pay Health care Training Retirement Job security 20 20 12 70 89 60 50 60 10 0 10 10 14 14 6 10 20 8 0 5 0 0 6 6 0 Most effective(1) -2 -3 -4 Least effective-5
  93. 93. From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent respond Most effective, 60% of them respond effective ,10% of them respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of base pay is effective From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent respond Most effective, 50% of them respond effective ,10% of them respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of Health care benefits is effective From the above table and chart, it is inferred that out of 100% respondents, 12% of higher authorities respondent respond Most effective, 60% of them respond effective, 14% of them respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of training is effective From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond Most effective, 10% of them respond effective, 14% of them respond Neutral, 0% of them respond somewhat not much effective, 6% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of retirement is most effective but no one is use this retirement benefit. From the above table and chart, it is inferred that out of 100% respondents, 89% of higher authority’s respondent respond Most effective, 0% of them respond effective, 6% of them respond Neutral, 5% of them respond somewhat not much effective, 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of job security is most effective.
  94. 94. FINDINGS, SUGGESTIONS & CONCLUSION
  95. 95. FINDINGS Findings from employees 1. Half of the respondents are Male. 2. Most of the respondents (34%) belong to the age group of 26 – 35 years. 3. Half of the employees are UG degree holders. 4. Most of the respondents(36%) work experience are 4 – 5 years 5. Most of the employees(46%) are Process Associate. 6. Half of the employees respond that the organization identifies talent by potential. 7. (i) 92% of the employees respond that talent management is necessary. (ii) 96% of the employees respond that talent management is important for company. (iii) 98% of the employees respond that talent management is necessary for them. (iv) More than half of the employees(60%) respond that talent management initiatives a top priority in the organization. (v)Three-fourth of the employees responds that organization has specific Talent Management Initiative. (vi) Half of the employees respond that talent management implemented regularly and feedback given to them. (vii) More than half of the employees respond that following action taken by the company after the feedback. (viii) 98% of the employees respond that they complete the work within a given time. (ix) Three-fourth of the employees responds that they perform work with interest. (x) 80% of the employees respond that they are not wasting any time.
  96. 96. 8. Half of the employees respond that they are satisfied by the talent management in the company. 9. 80% of the employees respond that they feel satisfied while completing the work. 10. Level of satisfaction of employees with the following of salary and benefit package. (i) More than half of the employees respond that they are satisfied with medical insurance package. (ii) More than half of the respondents are satisfied with Company savings plan. (iii) Most of the respondents (40%) are satisfied with retirement plan. (iv) Half of the respondents are satisfied with Holiday entitlement. (v) Most of the respondents are dissatisfied with the competitive of my salary. 11. Most of the employees (40%) respond that appreciation for initiation rewarding, motivating and retaining talent in the organization. 12. Most of the employees (47%) feel that it is a reasonable extent transparency adopted in the talent management system. 13. Most of the employees(30%) respond that retaining the current is the talent retention initiative. Most of the respondents are satisfied with personnel policies of the company. Findings from Subordinates: 14. 67% of the respondents are Male. 15. Most of the respondents belong to the age group of 36 – 45 years. 16. All the respondents are PG holders. 17. Most of the respondents (44%) work experience 6 years and above. 18. Most of the respondents i took are Managers. 19. More than three fourth of the respondent respond that organization identify talents by potential and the professionals view to increase career growth opportunity. 20. (i) Half of the respondent agrees that aligning employees with the core values of your organization. (ii) Half of the respondent agrees that assessing candidates skills earlier in hiring process. (iii)Half of the respondent agrees that they are creating a culture that makes employees want to stay with the organization. (iv) Half of the respondent agrees that they are creating a culture a culture that makes individuals want to join the organization.
  97. 97. (v) More than half of the respondent (60%) agrees that they are a creating a culture that values employees work (vi) Half of the respondent agrees that creating an environment where employees are excited to excellent at work. (vii) More than half of the respondent that creating an environment where employee’s ideas are encouraged develops required talents. (viii) Three-fourth of the respondent agrees that they creating the policies that encourage career growth and development opportunities based on Talent Identification. (ix) Three – fourth of the respondent agrees that they giving productive feedback. (x) Half of the respondent agrees that they identifying vacancies that will fit in with your existing talents. (xi) Half of the respondent agrees that they are rewarding top performing employees. 21. (i) Three – fourth of the respondents respond says that attracting and retaining talent of the trainee employees is neutral. (ii) More than half of the respondents say that attracting and retaining talent of the Process associate employees is critical. (iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior - process associate employees is very critical. (iv) More than half of the respondent says that attracting and retaining talent of the System analyst is very critical. (v) Three - fourth of the respondent says that attracting and retaining talent of the Team leader is very critical. (vi) 80% of the respondent responds that attracting and retaining talent of the Assistant manager is very critical. (vii) All of the respondents respond that attracting and retaining talent of the Senior Manager is very critical. 22. Virtual team training, Cross team training, KT session training, Soft Skill training, External training are usually used by the organization to carry out talent development activities. 23. (i) More than half of the respondent feel base pay is effective for talented employees in terms of compensation.
  98. 98. (ii) Half of the respondent feels that Health care benefits are effective for talented employees in terms of compensation. (iii) Half of the respondent feels that training benefits are effective for talented employees in terms of compensation. (iv) Three – fourth of the respondent feels that retirement benefits are most effective for talented employees in terms of compensation. (v) 89% of the respondent feels that job security benefits are most effective for talented employees in terms of compensation.
  99. 99. SUGGESTIONS 1. Organization must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. 2. Organization must be able to relate those skills and capabilities to a role or a centre of demand, such as job position, project or leadership role. 3. Talent Identification and Management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people – employees. 4. The working culture of the organization can be improved and maintained to retain talent in long run. 5. More certified training can be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation. 6. The organization can identify the crucial talent initiative to attract and retain the employees, they should know while talent management elements can have the greatest impact on the business and therefore provide a better basic for prioritization and implementation. 7. To create a sophisticated talent management environment, Organization must  Define a clear vision for Talent Management.  Develop a roadmap for the process integration.  Integrate and optimize process.  Prepare the work for changed association with the new environment. 8. The organization can develop rewards and compensation structures which will be geared towards incentivizing on spot and develop talented employees. 9. The organization must provide skills, training, and knowledge and encourage them to engage and conduct regular conversation with employees especially around their career aspirations and developmental needs as to ensure right allocation of work assignment are assigned to high potential employees to increase the retention within the organization.
  100. 100. CONCLUSION As organization continue to pursue high performance and improved results through Talent Management practices, they are taking a holistic approach to talent management from attracting and selecting wisely, to retaining and developing leaders, to placing employees in position of greatest impact. The mandate is clear; for organization to succeed in today’s rapidly changing and increasingly competitive workplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting and retaining talented people and continues by sustaining the knowledge and competencies across the entire work force. With rapidly changing skill sets and join requirements, this becomes an increasingly difficult challenge for organization. By implementing an effective Talent Identification and Management strategy, including integrated data, process and analytics, organization can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future.
  101. 101. ANNEXURE
  102. 102. QUESTIONNAIRE ( FOR EMPLOYEES ) I am AARTHY E.J. doing project study titled “A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD”. Your response will be kept confidential. Kindly spare few minutes to fill this questionnaire. PART-A (1) Name: (Optional) _________________________________________________ (2) Gender: a) Male □ b) Female □ (3) Age: a) 18 – 25 b) 26 -35 c) 36-45 d) above 45 (4) Qualification: a) UG □ b) PG □ (5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 years and above □ (6) Current position: (a) Trainee □ (b) Process Associate □ (c) Senior Process Associate □ (d) System Analyst □ (e) Others □ (7) How does your organization identify talent of the employees? (a) By competencies □ (b) By Results □ (c) By potential□ (d) others................. PART - B 8 ) Kindly put tick mark at appropriate column S. No Description Employee Response Yes No 1 Do you believe Talent Management System is necessary? 2 Do you think a Talent Management System is important for Company? 3 Do you think a Talent Management System is important for you? 4 Are Talent Management initiatives a top priority in your Organization? 5 Does your Organization have any specific Talent Management Initiative?
  103. 103. 6 Is Talent Management System implemented regularly and feedback Given to you? 7 Is any following action taken by the Company after the feedback? 8 Can you complete your work within a given time? 9 Can you perform work with interest? 10 At any time do you feel that you are wasting your time? 9. Are you satisfied with Talent Management System in your Company? a) Yes b) No 10. Do you feel satisfaction while complete your work? (a) Highly dissatisfied (b) Dissatisfied (c) Neutral (d) Satisfied (e) Highly Satisfied 11. Please rate your Level of Satisfaction with the salary and benefit package you receive. Description Highly Dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Medical Insurance Package Company Savings Plan Retirement Plan Holiday Entitlement Competitive of my salary 12. Could you specify any other rewarding, motivating and retaining talent in your Organization? (a) External Talent sessions □ (b) Appreciation for initiation □ (c) Innovation □ (d) Recreational Activities □ 13. How do you feel the transparency system adopted in talent management system? (a) Fully □ (b) To a great extent □ (c) To a reasonable extent □ (d) To a limited extent □ (e) Not at all □ 14. What are your talent retention initiatives? (a) Accruing new talent □ (b) Leveraging existing talent □
  104. 104. (c) Retaining the current □ (d) Potential for future □ 15. Are you satisfied with existing personnel policies of the company? (a) Highly Dissatisfied □ (b) Dissatisfied □ (c) Neutral □ (d) Satisfied□ (e) Highly satisfied □ 16. Please give your valuable suggestions for the improvement and talent management of the organization. ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ I am very thankful to all the participants for this cooperation. QUESTIONNAIRE (HR PROFESSIONALS & TEAM LEADERS) I am AARTHY E.J. doing project study titled “A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD, CHENNAI”. Your responses will be kept confidential. Kindly spare few minutes to fill it up this questionnaire. (1) Name: (Optional) _________________________________________________ (2) Gender: a) Male □ b) Female □ (3) Age: a) 18- 25 yrs□ b) 26-35 yrs c) 36-45 yrs d) Above 45□ (4) Qualification: a) UG □ b) PG □ (5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 yrs and above□ (6) Current position: a) HR b) Team Leaders c) Manager (7) How does your organization identify talent of the employees? (a) By competencies □ (b) By Results □ (c) By potential□ (d) others................. 8) Kindly give your opinion for the following statements of Talent Identification and Management. Put tic mark in the appropriate Column. Description Strongly Disagree Disagree Neutral Agree Strongly Agree Aligning employees with the core values of your organization.
  105. 105. Assessing candidates skills earlier in hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to excellent at Work Creating an environment where employees ideas are encouraged develop required talents. Creating policies that encourage career growth and development opportunities based on Talent Identification Giving Productive Feedback Identifying vacancies that will fit in with your existing talents Rewarding top performing employees 9) How do you feel the job description is most critical for attracting and retaining talent of the employees? Job descriptions Very Critical (1) (2) (3) (4) Not Critical (5) Trainee Process Associate Senior – Process Associate System Analyst Team Leader Assistant Manager Senior Manager 10. Kindly specify the different talent management activities are involved in your organization? (a) Virtual Team Training □ (b) Cross Team Training □
  106. 106. (c) KT Session Training □ (d) Soft Skill Training □ (e) External Training □ 11. How do you feel the effectiveness of talented employees in terms of compensation ? Compensation criteria Most effective (1) (2) (3) (4) Least effective (5) Base Pay Health care Benefits Training Benefits Retirement Benefits Job security 12. Please give your valuable suggestions for the improvement talent identification and management of the organization. ___________________________________________________________________________ Thank you for your kind information
  107. 107. BIBLIOGRAPHY 1) Human Resource Management ---- Himalaya Publications (P 386) 2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243) 3) Ravilochanan P, Research Methodology with business correspondence and report writing. Chennai; Margham Publications, 2003 4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi agency, 1998 5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002
  108. 108. WEBLIOGRAPHY: 1) www.congruentsolutions.com 2) www.findarticles.com 3) www.google.com 4) www.humanresourcemanagement search.com 5) www.humanResourcemanagement.info 6) www.hindustantimes.com 7) www.hrmagazines.com 8) www.wikipedia.com 9) www.yahoo.com

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