Beruflich Dokumente
Kultur Dokumente
Sr. No.
Contents
Chapter 1: Introduction
1.1
1.2
1.3
1.4
1.5
1.6
2.4
Page
No.
7-11
12-17
Review of literature
Research Design and sample size
Primary and secondary data and its
sources
Statement of hypothesis
18-25
INDEX
26-30
Sr.
No.
5
Name of Chapter
Chapter 5: Talent Management
Page
No.
31-42
6
Chapter 6: Performance appraisal
6.1 What is Performance appraisal?
6.2 Methods of Performance appraisal
6.3 How performance appraisal conduct in Company
Ltd.
50-60
7
Chapter 7: Career Planning
7.1 Meaning, Definition and procedure of Career
planning,
7.2 Benefits of Career Planning,
7.3 How implement career planning in Company
Ltd, Nasik.
7.4 Succession Planning: Meaning, Definition
Importance.
7.5 Implementation in Company of succession
planning.
61-69
8
Chapter 8: Training and Development
8.1
72-80
10
11
Appendices
81-85
86-89
I Questionnaire
II Bibliography
Chapter 1: Introduction
Objectives of Study:In the current scenario of cutthroat competition, every company has to survive
to satisfy its customers by providing them quality products and services. The summer
training at Company, was undertaken with a view to study certain fundamental as
well as the commercial and operational aspects of the company. The training
involved the study of the following:
Limitations of Study:1) All the functions are only related with the personnel department.
2)
Chapter 2: Research
Methodology
10
Review of literature
TALENT MANAGEMENT V/S TRADITIONAL HR
APPROACH
Traditional HR systems approach people development from the perspective of
developing competencies in the organization. This can actually be a risk-prone
approach, especially for companies operating in fast evolving industries, since
competencies become redundant with time and new competencies need to be
developed. Thus, over time, the entire approach to development of people might be
rendered obsolete calling for rethinking the entire development initiative.
Talent management on the other hand focuses on enhancing the potential of people by
developing capacities. Capacities are the basic DNA of an organization and also of
individual potential.
Point of Departure
Navigation
Point of Arrival
11
Gap analysis and identification of development path helping individuals realize their
full potential through learning & dev.
Developed individuals enabling breakthrough performance
Understanding Talent
The idea of developing talent is not a new concept in any business. In fact
every successful company that has 'stood the test of time' has done so, Because of
their ability to attract, retain and get the best out of their talent.
Today we read of a 'war for talent. This has emerged, not because companies have
forgotten about talent, or allowed it drop off of the radar but, because in some
fundamental ways, the talent has changed. We have a new kind of young person
entering the business world, with a very different world view, set of values, priorities
and goals.
12
work
How
attitudes
management
13
Research Methodology
Research Methodology is a way to systematically solve the research problems. It
may be understand as a science of studying how research is done scientifically. In it
we are studying his research problems along with the logic behind them. It is
necessary the researcher to know not only the research method techniques but also the
methodology.
Types of Research:It is descriptive type of research. Descriptive Research survey and fact finding
inquiries of different kind. The major purpose of descriptive research is descriptive
the state of affairs, as it exist at present. The main control over the variable; he can
only report what has to discover the even when there he cannot the variable. The
methods has to researcher utilized in descriptive research are survey methods of all
kind.
Data Source:The source of project depends on accurate data. Thats why data collecting the
appropriate data, which differ considerable in context money, cost, time and other
resources at the disposal researcher.
There are two types of data collection methods available:1) Primary Data Collection Method.
2) Secondary Data Collection Method.
14
15
Statement of Hypothesis
Hypotheses are the essential assumptions which the researcher formulates
about the possible causes, findings and ultimate output of the issue in under research.
Under hypotheses mere assumptions or suppositions are made which are to be proved
or disproved. For researcher it is a formal question that he intends to resolve. A
hypotheses consist either of a suggested explanation for a phenomenon or of a
reasoned proposal suggesting a possible correlation between multiple phenomenon.
The assumptions be true or false are to be proved through the completion of project.
Alternate Hypothesis:
Employee are not able to take benefits from Talent Management System
Employee can not retain successfully for the benefit of organization
Employees performance can not increased by talent management.
Talent Management is not affecting on employee turnover of organization
16
17
UNISON PURPOSE
To be an inspired, caring organization
To create extraordinary value for all
To pursue excellence and customer loyalty
18
To always meet tomorrow's challenges today
UNISON VISION
To be World Leader in at least one of its businesses with global operations and
technology leadership.
To be one of the most sought after employers in the country. A Company
known for its
people management skills. One that can unlock the talent hidden in each
employee
and inspire him or her to take on and accomplish extraordinary future
challenges.
UNISON MISSION
Enable customer satisfaction of a high level and a standard higher than that
of competition.
Provide good returns to our shareholders and other financial
stakeholders.
Continuously enhance the total quality of life of our employees
and help
them realize their potential.
TOOLS MANUFACTURED BY
UNISON:Garden & Hand Tools
19
Our organization deals in exporting a wide range of Hand Push
Mowers, Electric Garden Mowers, Motor Driven Mowers, Heavy Duty
Gang Mowers, Bolts, Nuts, Washers, Fasteners, Studs, Threaded
Bars, Earth Moving Spares and various other products. Our range is
appreciated and valued for its quality, durability and dimensional
accuracy, which makes us enable to maintain international
standards such as DIN, ASTM, BS, ANSI, IS and ISO etc.
Wheel Push Mowers
We offer to our clients a wide range of wheel type push movers at
highly competitive prices. We utilize sophisticated machines like die
making machines and plastic moulding machines during the
production process to come up with high quality products. Moreover,
the production process is inspected by a team of production
engineers and quality inspectors who ensure that consistent quality
is maintained throughout.
Cut Push Mowers
We
are
manufacturing
and
supplying a wide range of super cut
push mowers which are available to
our clients in customized sizes and
specifications. These have the
frame made of unbreakable and
reinforced steel which give these
strength
and
longer
life.
The
specifications
follows:
are
as
20
21
We are manufacturing and supplying Electro
Lawn King with Motor in the size of 20".
The
Section I.3
specifications
are
as
follows:
specifications
are
as
follows:
22
Garden Rollers
We are engaged in manufacturing and supplying of high quality
rollers which are available to our clients at nominal prices. These are
Garden Rollers which have the hole plug, counter weights, handle &
are painted. We can offer these in customized sizes and
specifications to meet their varied requirements.
23
24
We are into manufacturing and
supplying
of
high
quality
transplanting trowels which are
available to our clients at highly
competitive
prices.
These
are
manufactured by using high grade
steel and can be provided in
customized sizes to meet the varied
requirements
of
the
clients.
Section I.8
Garden Rake
Our high quality garden rakes are
widely used for digging purposes.
These have the ability to sweep
uneven and hard surfaces such as
patios, decking and shingle. We can
offer our garden rakes in different
sizes and specifications to ensure
that varied requirements of our
clients are met.
25
Section I.9
Section I.10
Soil Mixer
We offer our clients with soil mixer
which is normally used for mixing
soils of various kinds during the
gardening purposes. These are
made of high graded raw material
with the use of sophisticated
machines which ensure their high
quality and durability.
Garden Sprinklers
We are offering our clients with high quality sprinklers and sprinkler
parts at highly competitive prices. These are made of high quality
raw material with the use of sophisticated machines to ensure high
quality. Our technical expertise allows us to offer these to our clients
in customized sizes as per their requirements.
Section I.11
Guns
Adjustable Water
26
We
are
manufacturing
and
supplying
a
wide
range
of
adjustable water guns which are
offered to our clients at competitive
prices. These are made of high
graded raw material and offered to
our clients in customized sizes. We
conduct stringent quality tests to
ensure that our clients get a
qualitative range.
Section I.12
Type
27
Item Code: ROTOCUT
Rotary
Electric
Mower
We offer Heavy Duty Electric Mower
Rotary
Mower
Cutting Size: 300 mm (12 Inches)
Electric Motor Rating: 750 Watt,
Single Phase
Garden Tools
Manufacturer & Exporter of Garden Tools & Agricultural Garden
Tools. Our product range also comprises of Wheel Push Mowers,
Roller Type Push Mowers and Electric Power Mowers.
Robust construction
Easy to use
Efficient functioning
28
Chapter 4: Introduction of
Talent
Management.
29
Introduction
Meaning Definition
With businesses going global and competition becoming intense, there is
mounting pressure on organizations to deliver more and better than before.
Organizations therefore need to be able to develop and deploy people who can
articulate the passion and vision of the organization and make teams with the energy
to perform at much higher levels.
These people build and drive the knowledge assets of a corporation, the value of
which has been established to be many times more than the tangibles. The capacity of
an organization to hire, develop and retain talent is therefore the most crucial business
process and priority on the CEOs agenda.
The 1990s ended with a call-to-arms to fight the war for talent. While the war for
talent clearly has cooled in the early stages of the 21st century, dampened by
economic doldrums & concerns with global security; the rear battle to attract,
motivate, development & retain talent is going to heat up considerably. A looming
demographic time-bomb will make Talent Management a priority for organizations.
A host of issues like: loss of human capital, talent shortages, ageism, and cultural
clash has made acquiring & managing talent difficult.
Talent Management describes the process through which employers of all kinds
Firms, Govt., and Non-profit organizations anticipate their human capital needs &
30
set about meeting them. Thus Talent Management refers to: getting the RIGHT
PEOPLE with the RIGHT SKILLS into the RIGHT JOBS.
It is a professional term, also known as Human Capital Management that
refers to the process of developing & fostering new workers through on boarding,
developing & keeping current workers & attracting highly skilled workers to work for
your company. Companies that are engaged in Talent Management are strategic &
deliberate in how they recruit, manage asses, develop & maintain an organizations
most important resource its PEOPLE. This term also incorporates how companies
drive performance at the individual level.
Decisions about Talent Management shape the competencies that organizations have
& their ultimate success; & from the perspectives of individuals, these decisions
determine the path & pace of careers. We may thus understand that this term is
usually associated with competency based HRM practices. Talent Management
decisions are often driven by a set of organizational core competencies as well as
position specific competencies. The competency set may include knowledge, skills,
experience & personal traits.
31
performance management
leadership development
workforce planning/identifying talent gaps
recruiting
Chapter 5: Talent
Management
32
Talent Management
Meaning and definition
Talent management implies recognizing a person's inherent skills, traits,
personality and offering him a matching job. Every person has a unique talent that
suits a particular job profile and any other position will cause discomfort. It is the job
of the Management, particularly the HR Department, to place candidates with
prudence and caution. A wrong fit will result in further hiring, re-training and other
wasteful activities.
Talent Management is beneficial to both the organization and the employees. The
organization benefits from: Increased productivity and capability; a better linkage
between individuals' efforts and business goals; commitment of valued employees;
reduced turnover; increased bench strength and a better fit between people's jobs and
skills. Employees benefit from: Higher motivation and commitment; career
development; increased knowledge about and contribution to company goals;
sustained motivation and job satisfaction.
In these days of highly competitive world, where change is the only constant factor,
it is important for an organization to develop the most important resource of all - the
Human Resource. In this globalize world, it is only the Human Resource that can
provide an organization the competitive edge because under the new trade
agreements, technology can be easily transferred from one country to another and
there is no dearth for sources of cheap finance. But it is the talented workforce that is
very hard to find. The biggest problem is how to retain the present workforce and stop
them from quitting
33
Importance
First, let us look at some of the reasons for the importance of talent management.
Globalization:
Now for any jobseeker the whole world is the potential place to find
employment. One can know the opportunities available in any part of the world easily
and the number of talent seekers has also increased.
Increased Competition:
Increased competition in the market place has necessitated the need for
consistently good performance on the side of organizations. These have made the
companies to put in all efforts to hire and retain the best talent in the respective field
of operation.
Increasing Knowledge:
The knowledge era has necessitated the retaining of those talents which have the
ability to assimilate new technologies and knowledge, which are growing at a pace
never seen before.
34
1) Cost cutting:
One experienced & skilled employee can replace instead of two or more
employees. Organization can save hundreds of thousands of dollars.
2) Maximum Output
Organization can make maximum out put in minimum resources.
4) Perfection increase
Due to skilled employee Perfection in work is increase. There is low
probability of mistakes.
Recruitment
Its ensuring that right people are attracted to the organization, due to
providing exposure for there skills.
Retention
Developing and implementing practices that reward and support employees.
Employee development
Ensuring continuous informal and formal learning and development.
Performance management
Workforce planning
35
Planning for business and general changes, including the older workforce and
current/future skills shortages.
Culture
Development of a positive, progressive and high performance "way of
operating".
The Challenge
The challenge of talent management has two faces. First is how to find new
people and second is how to retain the present workforce. Each of the challenges has
to be tackled in the most efficient way possible so that the organization can achieve its
objectives.
36
They are mostly equipped with only the theoretical aspects of the issues and lack the
application part. The educational system is faulty and does not take industry needs
into consideration, resulting in a mismatch between industry requirements and
educational preparation.
Cost Factor:
Recruiting new employees is becoming tougher and tougher in the
developing countries, where the HR department has to sort out thousands of
applications for a handful of jobs. Finding right person for the right job becomes a
very difficult process. It also involves very high cost to conduct the recruitment and
selection process for such a large population of applicants.
Let us look at some of the reasons behind the massive attrition rates: -
1. Gap between organizational values and goals and the personal values and
goals is one of the major reasons of the attrition rates. If they go parallel, there
is no way both would be satisfied and inevitably, the organization would lose
out on a talented employee.
37
the management to provide such an environment will result in a talented
employee leaving the organization.
3. The competitive world has made sure that there is high work pressure on the
employees of any organization. This has led to psychological problems like
stress, and in extreme situations, total burnouts. It also leads to other health
related problems.
4. Movement for higher salary is also common among the younger professionals.
There is no shortage for organizations who are looking for talented employees
and who are ready to shell out a hefty salary for a talented person. Other lures
like better job opportunities, higher posts and overseas assignments are also
major factors in the attrition rates.
5. Not taking proper care during the recruitment and selection process and not
taking proper care to fit the right person to the right job also breeds
dissatisfaction among the employees.
38
39
It has to be accepted by the organizations that highly talented persons make their
own rules. They have to be provided with a democratic and a stimulating work
environment. The organizational rules must be flexible enough to provide them with
freedom to carry out their part of task to their liking, as long as the task is achieved.
Opportunities should also be provided to the employees to achieve their personal
goals.
Recognition of Merit:
It is highly motivating for any person if his talent is recognized and is suitably
rewarded. One way is providing them with salary commensurate with their
performance. Promotions and incentives based on performance are another way of
doing it. Another way is by providing them with challenging projects. This will
achieve two objectives - it makes employee feel that he is considered important (a
highly motivating factor) and gets the work done in an efficient manner and brings out
the best in the employee.
40
41
One important distinction is the evolution of the difference between tactical HR and
strategic talent management. Transactional HR activities are administrative
overhead. Talent management is a continuous process that delivers the optimal
workforce for your business.
In this new modelinstead of being the owners of processes, forms, and
complianceHR becomes the strategic enabler of talent management processes
that empower managers and employees while creating business value.
With this view, talent management may be defined as the implementation of
integrated strategies or systems designed to improve processes for recruiting,
developing and retaining people with the required skills and aptitude to meet current
and future organizational needs.
Anecdotally, talent management is often defined as performance management,
incentive compensation, or talent acquisition. Talent management is also often
confused with leadership development. Although leadership development is a
crucial function of your organization, focusing on it exclusively is a legacy of last
century. Our modern service and knowledge economies in the talent age require a
broad and holistic view. A high performance business depends on a wide range of
talent.
Taleos graphical representation emphasizes the mandate of talent management to
respond to business goals and consequently be the driver of business performance.
Talent management is depicted as a circularnot a linearset of activities.
42
rely on Taleo solutions and services to assess, acquire, develop, and align talent
with business objectives while significantly reducing process costs, improving
quality of hire, reducing risk, and achieving higher levels of performance.
Though it may seem intuitive, it is worthwhile to articulate the fundamental
significance of successful talent management practices:
The key enabler of any organization is talent.
The quality of your people is your last true competitive differentiator.
Talent drives performance.
Talent management requires strong executive support, along with systems and
processes all directed towards having the right talent doing the right work at the
right time. Thats when talent truly drives higher business performance.
Performance appraisal
Career Planning
Succession Planning
43
Chapter 6: Performance
Appraisal
44
Performance appraisals
What is Performance Appraisal?
Meaning: - Performance appraisal is a method of evaluating the behavior of
employees in the work spot, normally including both the quantitative and qualitative
aspects of job performance. Performance here refers to the degree of accomplishment
of the tasks that make up an individuals job. It indicates how well an individual is
fulfilling the job demands. Often the term is confused with effort, but performance is
always measured in terms of results and not efforts.
(2)
(3)
(4)
45
(5)
Purpose
Performance appraisal aims at attaining the different purpose. They are:
(1)
To create and maintain a satisfactory level of performance.
(2)
(3)
(4)
(5)
(6)
(7)
(8)
46
b)
Uses of Performance Appraisals: Performance Improvement: Performance feedback allows the employee,
manager, and personnel specialists to intervene with appropriate actions to
improve performance.
Compensation Adjustments; Performance evaluations help decisionmakers determine who should receive pay raises. Many firms grant part or
all of their pay increases and bonuses based upon merit, which is
determined mostly through performance appraisals.
47
personal matters. If uncovered through appraisals, the human resource
department may be to provide assistance.
Feedback to Human Resources: Good/bad Performance throughout the
organization indicates how well the human resource function is
performing.
Traditional methods
1) Graphic rating scales
2) Ranking Method
3) Paired comparison method
4) Forced distribution method
5) Checklist methods
a) Simple Checklist
b) Weighted checklist
c) Critical incident method
Modern Methods
1) Behaviorally anchored rating scales
2) Assessment centers
3) Human Asset accounting method
4) Management by Objectives method
5) 360 Performance appraisal method
48
Who Appraise
Performance appraise by Head of the department or from the superior.
They did not conduct performance appraisal on officers level it conduct only on
officers basis.
In Company Performance is appraising by head of the department, Supervisor,
manager, etc.
Process:
Head of the department submit one copy of performance appraisal to HR
Department and discuss with the employee whose performance is down. One copy of
performance appraisal report is attached to that employees personnel file as a record.
If that employees performance is going down then head of the department can
talk with that employee regarding increase performance. Even Hr Manager also
should talk with that employee to know his problem and HR Manager should
motivate that employee to increase performance.
49
Employees increment is depend upon there performance. Head of the department or
HR manager may stop increment of employee regarding low performance.
Career Planning.
Career planning generally use to retain skilled employee. They can find out
skilled employee for skilled employees career planning from performance appraisal
report.
Succession planning:
From performance appraisal Report Company can select candidate to make
succession planning.
50
51
Introduction
The career is all the jobs that are held during ones working life. According to
E.B. Flippo, career is a sequence of separate but related work activitys that
provides continuity, order and meaning in a persons life.
Definition:
1) Edwin Flippo define a career as a sequence of separate but related work
activities that provides continuity, order and meaning in a persons life.
2) Wreather and Davis defined various terms of career planning as given below:
A career path is the sequential pattern of jobs that form a career (as per
figure). Career Planning is the process by which one selects career goals and
the path to these goals. Career development is these personal improvements
one undertakes to achieve a personal career plan.
3) Career management is the process of designing and implementing goals, plan
and strategies to enable the organization to satisfy employee needs while
allowing individuals to achieve their career goals.
52
understanding of the issues that the individual face. Career and life stages are
closely related as both are linked to age and cultural norms.
53
d) Relating specific ob to different career opportunities.
e) Establishment of realistic goals both short term and long term.
f) Formulating career strategy covering areas of change and adjustment.
g) Preparing and implementing action plan including acquiring resources for
achieving goals.
Successful Matching
54
Mismatching
For organization
1)
55
4)
5)
56
Promotion
In career planning, promotion is also a one part. To retain the skilled
employee. Company makes promotion of this kind of employee.
They analyze skill of worker by performance appraisals report, and then they
decide career planning of employee.
Transfer of worker:
They search about interest of employees in his work profile.
And then they decide whether transfer of worker is suitable or not. Or change in
work profile is suitable or not.
Promotion:
They decide about employees promotion if required and his training
They analyses whether training is required for employee or not.
As per the need of organization HR head make his career planning for promotion.
Job enrichment
Most of the time company checks job enrichment of employee, to check
capacity of work within a given time as well as their skills also. Job enrichment is
helpful to increase skills in employee.
57
Succession Planning
Introduction
Success, growth and survival are the most important responsibilities of the
top management of the organization. Succession planning is the activity connected
with the succession of incumbents to fill the key positions in the organizations
hierarchy as and when a vacancy arises. Succession planning focus on identification
of vacancies and locating the probable successor. It provides the succession chart in
respect of a particular position.
The succession planning ensures the availability of the right kind of the
management staff at the right time and in the right position in order to provide for
continued organizational vitality and strength.
For Example:
Suppose, Mr. A will retire within some days, from the post of Production
Manager Then HR manager should place right person who will able to carry
liability of that post. For selection of right person as well as to give idea about job
to candidate, mostly HR Manager prepare planning, like: HR Manager will place
candidate under supervision of Mr. A to learn difficult things of job, or he will
give training to that candidate or he will search a candidate who already have idea
about job profile of Production Manager, i.e. Succession planning.
In short when any employee or candidates leave job, HR manager should
prepare plan to place correct candidate on that post.
What is need for succession planning: To make succession planning following points are important.
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1)
2)
3)
4)
5)
6)
Job Information
Job analysis
Job profile
Qualification and Experience define. Etc.
Availability of candidate
Analysis of Selection process
NUMBER OF POSITIONS:
STRATEGIC ALIGNMENT:
ORGANIZATIONAL COMPLEXITY:
59
Conglomerate, geographically dispersed, multi-industry, and other complex
organizational forms significantly increase the challenge of succession planning.
Often, higher-level positions require well-designed cross training to inculcate the
unique knowledge and skills success in the organization requires.
ORGANIZATIONAL CHANGE:
Having this process in place is vital to the success of the organization because
the individuals identified in the plan will eventually be responsible for ensuring
the company is able to tackle future challenges. These 'high potential' candidates
must be carefully selected and then provided training and development that gives
them skills and competencies needed for tomorrow's business environment.
Another reason its important is because these high potentials will one day become
the leaders of the Company. This is why their development needs to incorporate a
broad range of learning opportunities in your organization. The individuals should
also be exposed to as much of the working environment as possible so that they
gain a good understanding of what the company requires to remain successful.
Officers level:
At officers level Succession planning conduct by following methods.
1) Personal meeting
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Head of the department take the personnel meeting with the
employee who is going to retire because he wants to know that employees
opinion about to place new right candidate on his place.
2) Employee dialogue:
Employee dialogue is a dialogue between employee (who will go to
retire) and head of the department, regarding place new candidate at his post,
which have ability to fulfill requirements of job.
3) Opinion of subordinate:
The head of the department should consider the opinion of
other staff or subordinate also.
61
employee and he should complete that task within a given time e.g. Give a
presentation on specific topic within half an hour.
Work of the Committee:
62
63
Benefits of training
For organization
64
Benefits to the individual which in turn ultimately should benefit the
organization
5) Technological advances:
Every organization in order to survive and to be effective should adopt
the latest technology, i.e. mechanization, computerization, automation.
Adoption of the latest technology means and methods will not be complete until
they are manned by employees possessing skill to operate them. So,
organization should train the employee to enrich them in the areas of changing
technical skills and knowledge from time to time.
6) Human relations:
Trends in approach towards personel management have change from
the commodity approach to partnership approach, crossing the human relations
approach. So, today, management of most of the organization has to maintain
human relations besides maintaining sound industrial relations although hitherto
the managers are not accustomed to deal with workers accordingly. So, training
in human relations is necessary to deal with human problems and to maintain
human relations.
65
occupation due to transfer. Training is also necessary to equip the old employees
with the advanced disciplines techniques or technology.
The need for training also arises to:
Increase productivity
Improve quality of the product / Services
Help a company to fulfill its future personnel needs.
Improve organizational climate.
Improve health and safety.
Prevent obsolescence
Effect the personnel growth
Minimize the resistance to change.
Stage 2
Stage 3
Implementation.
Stage 4
66
Methods of Training
Methods of training
On-job methods
Job relations
Coaching
Job instruction
Training through
Step by step
Committee assignments
Internship training
Off-job methods
Lectures/Conferences
Films
Simulation Exercise
Cases
Programmed instructions
Audio visual methods
Computer based training
E-Learning.
The most widely used methods of training used by organizations are classified
into two categories: On-the-Job Training & Off-the-Job Training.
ON-THE-JOB TRAINING
Its given at the work place by superior in relatively short period of time. This
type of training is cheaper & less time-consuming. This training can be imparted
by basically four methods: Coaching
It is learning by doing. In this, the superior guides his sub-ordinates & gives
him/her job instructions. The superior points out the mistakes & gives suggestions
for improvement.
67
Job Rotation: In this method, the trainees move from one job to another, so that he/she
should be able to perform all types of jobs. E.g. In banking industry, employees
are trained for both back-end & front-end jobs. In case of emergency,
(absenteeism or resignation), any employee would be able to perform any type of
job.
OFF THE JOB TRAINING: It is given outside the actual work place.
Lectures/Conferences:This approach is well adapted to convey specific information, rules,
procedures or methods. This method is useful, where the information is to be
shared among a large number of trainees. The cost per trainee is low in this
method.
Films: It can provide information & explicitly demonstrate skills that are not easily
presented by other techniques. Motion pictures are often used in conjunction with
Conference, discussions to clarify & amplify those points that the film
emphasized.
Simulation Exercise: Any training activity that explicitly places the trainee in an artificial
environment that closely mirrors actual working conditions can be considered a
Simulation. Simulation activities include case experiences, experiential exercises,
vestibule training, management games & role-play.
Cases: Present an in depth description of a particular problem an employee might
encounter on the job. The employee attempts to find and analyze the problem,
evaluate alternative courses of action & decide what course of action would be
most satisfactory.
Experiential Exercises: Are usually short, structured learning experiences where individuals learn by
doing. For instance, rather than talking about inter-personal conflicts & how to
deal with them, an experiential exercise could be used to create a conflict situation
where employees have to experience a conflict personally & work out its
solutions.
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Vestibule Training: Employees learn their jobs on the equipment they will be using, but the
training is conducted away from the actual work floor. While expensive, Vestibule
training allows employees to get a full feel for doing task without real world
pressures. Additionally, it minimizes the problem of transferring learning to the
job.
Role Play: Its just like acting out a given role as in a stage play. In this method of
training, the trainees are required to enact defined roles on the basis of oral or
written description of a particular situation.
Management Games: The game is devised on a model of a business situation. The trainees are
divided into groups who represent the management of competing companies.
They make decisions just like these are made in real-life situations. Decisions
made by the groups are evaluated & the likely implications of the decisions are
fed back to the groups. The game goes on in several rounds to take the time
dimension into account.
In-Basket Exercise: Also known as In-tray method of training. The trainee is presented with a
pack of papers & files in a tray containing administrative problems & is asked to
take decisions on these problems & is asked to take decisions on these within a
stipulated time. The decisions taken by the trainees are compared with one
another. The trainees are provided feedback on their performance.
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70
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analyzed the statements and also make out or bring out the meaning of creative work.
Analysis and Interpretation are done according to department wise and
according to questionnaire. This analysis and Interpretation will definitely help to the
company for the future strategies. Following are the analysis and Interpretation of the
results.
These all analysis is imagine for general company. It is very necessary to
understand the psychological tendency of employee. Because it is a quietly subjective
so it will slightly deviate the opinion of the employee.
The Department of the company where I conduct survey. There are 100
employees in each department. Total employees are 500.
1. Purchase
2. Finance
3. Production
4. Packing and dispatch
5. Research and Development
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Table No
Responses
Yes
70
No
30
(Source: Primary data: Questionnaire)
Percentage
70
30
73
Option
Responses
Yes
72
No
28
(Source: Primary Data: Questionnaire)
Percentage
72
28
Option
Responses
Percentage
74
65
35
No
65
35
Responses
Percentage
75
86
14
Yes
No
86
14
76
Option
Responses
Percentage
Yes
72
28
73
15
No
Good
Bad
Purchase
61
52
39
48
Finance
77
Production
R&D
Dispatch
62
45
68
38
55
32
Good
Bad
Purchase
75
90
85
25
10
15
Finance
Production
78
R&D
Dispatch
80
70
20
30
79
Testing of Hypothesis
Talent Management has been developed as a platform for corporate world to manage
talents of employee, for company benefits.
From above surveys and changes in performance report getting follows
information:
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Above table show that all the criteria set for Company, to show effective talent
management process, which is helpful to employee as well as organization.
Therefore project is proved the its Null hypothesis & disprove the alternative
hypothesis.
Null Hypothesis:
Employee taking benefits from Talent Management System
Employee can retain successfully for the benefit of organization
Employees performance increased by talent management
Employee turnover of organization affected by Talent Management Procedure
Conclusion
Talent Management for the HR Community is an opportunity for HR professionals
to develop in their areas of expertise and in their careers. A strong HR Community
helps create a strong public service. The goal of talent management is to better
understand our people in the HR Community so we can support professional and
career development and align individual needs and goals with the business focus of
HR. We also want to ensure that we as a Community have the agility to develop
people so that we are meeting the future needs of the community and government and
our clients. This first broad sweep of the Community provides a foundation on which
to ensure leadership continuity, knowledge transfer and service continuity. The initial
implementation resulted in a number of important human resource priorities and
strategies, such as performance management, leadership and management
development, attraction and retention, employee learning and development and
culture, all of which are supported by the HR Strategy for the HR Community.
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The critical next step in the process is the implementation of the Talent Management
Plan for the HR Community. Individually, members of the community and their
managers should work together to move forward individual career development plans.
The HR Community must work together to promote a talent management mindset,
commit to supporting development as a professional group, and integrate talent
management into the daily fabric of doing business.
1) Recruitment
We understand it help to ensuring the right people are attracted to the
organization.
2) Retention
We understand it help to developing and implementing practices that reward and
support employees.
3) Employee development
Talent Management ensuring continuous informal and formal learning and
development.
4) Performance management
Talent Management is specific processes that nurture and support
performance, including feedback/measurement.
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Company Workshop
Name of Employee:
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Roll No.
Department:
Designation:
Joining Date:
Qualification:
Questionnaire:
1) Do you feel satisfaction while you complete your work?
Yes
No
No
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Yes
No
No
No
No
Bibliography
Books:
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Web Sources:
1) Oneclickhr.com
2) Weckipedia.com
3) Google.com
4) Reddiff.com