DEFINITION AND CONCEPT

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 of Talent Management: Talent management is the process of ensuring that the
organization attracts, retains, motivates and develops the talented people it needs.

Its 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 potential and hence it should not be restricted to the very few. Nevertheless, it is

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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.

Therefore, the organizations should manage these talents well.

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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 todays 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.

Thats 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.

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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.

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INTRODUCTION TO TALENT MANAGEMENT IN HRM INDUSTRY

In the current hard conditions of competition gaining a global character, in the conditions of
growing pressures of business environment globalization, human resources are becoming
more and more key aspects for organizations. It is not financial means, modern and efficient
techniques and technologies but people, efficient employees who appear to be the main
competitive edge. Organizations that want to survive and grow, and overtake their existing
competition and substantially increase their added value in growing competition, and to
implement a competitive edge have to attract, cultivate and retain their talented employees,
and, as long as possible, especially those who are extraordinary talented. However, this
concerns a relatively small and ultimate group of the most talented potential employees and
that is why a struggle of organizations for these employees is becoming considerably harsh.
Stock of the most capable people in the current population is rather limited. From that fact it
clearly follows for organizations that in the interest of their competitiveness they have to fight
for these limited sources and in the interest of their victory in this fight to find and employ the
most efficient instruments. A follow-up care for talented employees, efforts aimed at their
development and their retention in the organization should also go without saying.

Significance and benefits of talent management

By means of talent management, by means of systematic work with talents the following
situations and strategic issues, for example, can be solved - the issue of identification and
needs of talents in connection with trading priorities; difficulties with filling the most
important positions appear in the organization, there is lack of skilled people on the market; a
process of acquiring employees in the organization is successful but it turns out to be difficult
to retain talented employees there; it is not possible efficiently to find talents and to identify
employees with a high potential; it is difficult to look for a balance between a retention of
employees in their positions and providing opportunities for their further development in the
organization; in the organization there is a high fluctuation, mainly in the most important
segments of workforce; 'best practice' programs have been implemented in the field but any
significant changes cannot be seen in the approach to the employees; organization's
customers pass from the organization to competition thanks to earlier personal relationships
with former employees; it is expected that in the future a considerable organizational growth

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will occur or the acquisition requiring a presence of experienced employees will be
materialized; restructuring initiated by organization's needs will happen and etc. The main
benefits resulting from a correctly set and applied system of talent management are as follows
- talented employees contribute to a more considerable extent to the fulfillment of
organization's strategy and economic goals; costs of fluctuation and acquirement of new
employees drop; the organization becomes a sought after and attractive employer; talented
employees are identified and retained; succession planning for key positions is more efficient
as well as ensuring of employees from the internal sources and their motivation; talented
employees are appointed to appropriate positions and their potential is better used; losses
connected with vacant key positions are minimized

Talents development In the area of organization's development

The talents should be offered a chance of improving their strong points, individual overall
performance as well as particular competencies, and deepening of their motivation. The
organization should also enable them to advance in their career. A special development
program should be worked out for the talents, and in close cooperation with their managers it
should be implemented. That program may encompass a combination of various methods,
activities or instruments of development always according to the specific needs of a concrete
organization. The methods in question are both methods on-the-job and methods off-the-job.
A greater emphasis is laid on methods used for education at a workplace but, of course, both
groups of methods are used. According to the experience from many companies that have
already applied talent management, the most efficient way of talent development are methods
of on-the-job or learning directly at a workplace, mainly cross-training and the involvement
in projects with the support of a manager, couch or mentor. Programs of talent development
are very closely connected with career planning and succession planning. They provide
talents with opportunities to grow in their current job roles and to move forward to the roles
of a higher level.

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 SCOPE OF THE TALENT MANAGEMENT IN HRM

Right talent is the greatest asset for any enterprise. In fact, one of the most important roles of
HR is to make sure employees with the right skills stick with the company for long enough.
How can this goal be achieved? Well, theres really no magic trick for this, but using a talent
management tool can simplify the process for you and help focus on things that really
matter.Thats why theres a steady rise in the adoption of human capital management, and
more specifically, talent management.

Following are some reasons for which the use of talent management application is considered
to be crucial:

Getting the right data: Taking the right strategic decisions in the HR domain relies
on accurate data, and as any HR manager would know, good data is hard to come by. Thats
where a talent management tool can help by automating the core processes and helping you
capture data for making better decisions.

Engage the employees: Its important for the HR department to keep the entire
workforce engaged and give them a sense of belonging and progress. But it can get quite
challenging, given the overall complexity of the function. Thats why more and more HR
managers are relying on talent management applications to develop and streamline important
processes.

Automate repetitive tasks: Certain tasks are best done automated, like creating
salaries or updating leave info. These and many similar tasks can be automated to free up
resources for strategizing and more critical tasks that can pay back over time.

Talent management helps you get in control of your organizations talent and make sure the
talent base grows with time.

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GLOBAL SCENARIO

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.
The Challenge The challenge of talent management has two facets to it. 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. The First Challenge - Where to find new talent? All the organizations are finding
loads of business opportunities and consequently, their revenues are growing at a rapid pace.
The increasing business opportunities has necessitated that these organizations go in for
massive recruitment. But, the question is where to find the best talent which is able to fit the
job description and also adjust to the organizations values and norms. If we scan the
environment, we find there is a shortage of skilled workforce that can be employed. Some of
the possible reasons that have led to the shortage are: - Demographic Constraints: This is a
common problem faced by many of the developed countries, where a large chunk of its
population is nearing the age of retirement or is over 50 years. USA, Germany and Japan are
facing the same problem. All these countries will see a decline in their workforce and talent.
In the coming years, they will see a great shortage in their skilled professionals. Existing
Educational System: The graduates and the postgraduates that are being churned out of the
universities are found to be ill-equipped to handle the challenges of the workplace. 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

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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. Attracting the Best Talent: This is another challenge. As was the case in the past,
the best available talent is not just motivated by the name and fame of the organization. Not
any more. They have a new set of motivators like - challenging work, conducive work
environment and freedom from bureaucratic structure. The Second Challenge - How to retain
the existing employees? Gone are the days when a person would join an organization in his
mid-20s and would work till his retirement in the late-50s. Today the young professionals hop
jobs, especially during the first 4-5 years of their work life. Though the Indian service
industry is basking in the light of outsourced jobs from the developed countries, they also
cannot ignore the fact that the BPO industry is also facing one of the highest attrition rates,
infact never heard before in India, of around 35%. It is a fact that its the people that add value
to organizations. It is also a fact that humans are a restless species who, unlike the immovable
Banyan Tree, cannot stay rooted in one place. People need to move on for one reason or
another, and the organization stands to lose. Let us look at some of the reasons behind the
massive attrition rates: - 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. Working environment is another major factor. Employees in the knowledge era
demand creative and a democratic work environment. Failure on the part of the management
to provide such an environment will result in a talented employee leaving the organization.
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. 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. 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. Bad or opaque policies from
management on issues of succession planning and promotion, appointments for senior
positions also is a major factor which makes the organization lose out on the talented
employees. The professionals have different aspirations at different times of their career.
During the initial years, they have good salary and foreign assignments. Next on the list is

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working on cutting edge technology. More seasoned professionals look for learning
opportunities. So employees tend to move to those organizations which provide them with
means to fulfill their aspirations. Retaining the present employees is of the foremost
importance to the organizations because; the company would have already incurred heavy
costs in the form of training and development. Now if the organization has to look for a
replacement for the employee who has left, it involves a lot of costs like - hiring costs,
training costs and the induction costs. Also it takes some time for the new employee to adjust
to the new work environment. During this time the productivity of the employee will be low.
The HR department will have to fit the new employee into a proper role in the organization.
Apart from causing the company a monetary loss and breaks in their day-to-day operations,
attrition contributes to knowledge transfer, which is a great loss and adversely affects
business.

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INDIAN SCENARIO

The best practice to be ahead in any business war would be to

keep maintaining the best talent with the firm. The talent is hard to get and easy to lose, needs
to be nurtured. To bring aSuccess to any organization, be it a public or private organization, it
will have to compulsorily recognize that the employment assessment and selection process
must be viewed as part of a larger, inter-connected talent management strategy; a strategy
where emphasis is not only on attracting, assessing, and hiring top talent, but also on
developing and retaining excellent employees. This understanding comes from the fact that ?
almost all organizations learnt the following: ? Single most expensive and precious asset in
most organizations is their workforce. ? Engagement and retention are a critical part of the
talent management lifecycle. ? Engagement and retention of employees are often key to
delivering better organizational results. Goal to create a workplace that is engaging and
motivating, where candidates are eager to become a member of the organization's team and
where employees want to stay, grow and contribute their knowledge, experience and
expertise. It is the role of HR and organizational leaders to foster an environment for
excellence. Indian economy is growing in an unprecedented rate. A near double digit GDP
growth rate powered by booming service sector and a resurgent manufacturing sector, the
Indian economy is set to surpass all the powerful global economy by 2020. Report suggests
that by 2020 Indian population will have an average age of 28 years. Currently 60% of the
population has more than 30 years of productive work life. Rarely has any country had500
million people with so much productive work life .However the galloping economic growth
and the young demography brings along with it many challenges. These challenges are linked
to socio economic, educational, and demographic aspects of the society. In India specifically
this concept of Talent Management will be milestone in the success as human resources are
abundant the only need is to chisel the raw minds. India being youngistan (India which is
now full of young people because of demographic transition) should tap its unexplored talent
otherwise the cry of brain drain will become a cry over spilt milk. With the time in hand the
young talent must be given its right place not to immaturely let them age and frustrate.

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HINDRANCES IN THE PATH OF DEVELOPMENT OF TALENT IN INDIA

Though India is an Asian tiger roaring and galloping towards a robust development but the
maintaining and flourishing talent still is kept at the backfoot by the policy makers and policy
implementers (organizations). It is not the time to change or reraise the questions but to look
out for some fresh answers. Talent is amongst the very few things that makes or breaks an
economy if there is ample of talent need is to tap them and enhance to success. Only
availability of talent is not enough to boast about it has to be ? constructively utilized. The
following are the Achilles heels we find typically in Indian talent management. Traditional
education system which doesnt have any relevance to the new economy. India produces 3
million graduates and a half millions engineers annually. Indias pool of university graduates
is estimated to be 14 million-1.5 times that of China. Yet less than th of this pool are
employable in organized industries, given poor linguistic and social skills. Equally, the
curriculums are excessively focused on learning theories ? with very few skills applicable to
industry of today. Estimates suggests that by the year 2010, Banking industry will add 1.1
million new jobs, Retailing will add 1.5 million jobs, Telecom 4.6 million and Hospitality
33million jobs. Widespread thrust on humanities based education, poor quality of vocational
education and absence of vocational education in the service ? sector may find it difficult to
cater to the demand for the required job holder. The scarcity of industry ready talent has
resulted in too many employers targeting the same limited talent pool there by enhancing the
attrition rate to 20 to 30 percent across Indian industries (CII). Average attrition rate in BPO
sector is hovering around35% in FY 2007, Average attrition rate in BFSI sector rose from
32% in FY 2006 to44% in FY 2007 and the manufacturing sector is also facing an attrition
rate of 20%(Assocham). ?Plummeting average work age leading to middle management
talent crisis and the challenge of young leading the young. Relatively few middle level
managers have significant age, experience and maturity gap when compared to their
subordinate.

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SWOT ANALYSIS

Conducting a SWOT analysis is all about becoming more self-aware of both the strengths
you want to leverage to their fullest as well as the weaknesses that might otherwise get in the
way. It can then go on to help identify opportunities that you might otherwise have missed, as
well as threats that could derail you.
Below are the kinds of questions you want to consider for each quadrant of the matrix:

Strengths

What are your positive traits?

What sorts of things are you better at than others?

What do you think sets you apart from other job candidates?

What do other people identify as your strengths?

What kinds of personal resources can you access?

What accomplishments are you most proud of?

What values or ethics do you hold that tend to be lacking in others?

What kind of connections do you have in various networks?

Weaknesses

What do you see in yourself in the way of negative traits or work habits?

What have others identified as negatives for you?

Which tasks do you tend to avoid and for what reasons?

In what areas do you wish your education and skills were better?

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 Can you identify any personality traits that you think are holding you back?

What resource limitations constrain you, if any?

Opportunities

How do you view the state of the economy?

Are there new technologies you could learn that would be helpful to you?

How do you view the state of your industry?

How robust is your network of contacts?

What are the most important trends shaping your industry?

What do you see competitors not doing that you could do?

What are the needs in your company or industry that are unfilled?

What do your customers and vendors say they need that they arent getting?

Threats

What sorts of things at work qualify as obstacles to your development?

Are there colleagues who seem to compete with you for projects or roles?

What seems to be the overall direction and health of your industry?

Which of your weaknesses have the potential to hold you back from advancing?

How is your job changing, if at all?

What technologies are on the horizon that could affect your job?

Are newer professional standards coming into play that you dont meet?

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 Whats the level of competition for the kind of work to which your most suited?

Are there personal obligations that could affect your career development?

By giving those sorts of questions thoughtful, reflective answers, youll get a very clear
picture of what you need to do in order to proactively move your career forward, whether that
means growing within your current company or possibly making a career switch. Either way,
an individual SWOT analysis is a very personal take on a classic tool that deserves your
attention.

TRENDS AND FUTURE

Recruitment difficulties and skills shortages

lack of specialist/ technical skills = top reason for recruitment difficulties
step increase in difficulties recruiting for senior mgrs/directors
7 in 10 report a rise in number of unsuitable applicants
Current talent trends
Talent management budgets under less pressure than resourcing budgets
More focus on - developing talent in-house (70%)
Recruitment for key/niche talent (60%)
Retention rather than recruitment (55%)
Investing in the quality of candidates (53%)
Use of new media and technology to recruit (51%)

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 Widening the net to attract diverse talent

Keeping future talent warm

Structural engineering consultancy
Before the downturn struggled to acquire appropriate talent to grow business.
Recruitment on hold but increasing profile
Using a marketing skills approach to train senior engineers to sell the aspects which
differentiate the business.
Followed up by an offer of a visit to the company to meet the team and gain insight
into the way they work.
Powerful way of promoting the company for the future. Talent attraction
Innovative school leavers programme
Different pipeline of talent
6 year programme resulting in accounting degree and chartered qualification
Timely given Milburn report and Browne review of higher education and finance
Social media used to identify candidates and target schools Talent development
Business impacted by smoking ban and changes in gaming legislation, recession
further exasperated this.
Increased focus on performance management and developing current and future
leaders.
Innovation groups - propose new business ideas something particularly valuable in
the current economic climate.
Leadership exchange groups - talent group to gain business experience in different
companies within the retail or leisure industry

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COMPANY PROFILE

ABOUT US

Solar HR Consultancy, is a division of Solar HR Management Pvt. Ltd., Approved by

Ministry of Foreign Affairs, United Arab Emirates. The management of Solar HR
Consultancy has in-depth knowledge and experiences in each and every aspect of
Human Resource Management and development, where client satisfaction is our top
most priority. We at Solar HR Consultancy believe that our client both employers and
employees are central to our services. They need to be supported at every stage of our
services to them believe that each individual has its own special strength and potential
to grow. Our Endeavor is to identify them with utmost sincerity and honesty.

Incorporated in the year 1990, formally known as "Solar Enterprises" India's One of
the leading and professionally managed Manpower Recruitment Consultants offering
Global placement services to companies for their manpower requirements. We started
as a humble single office venture in New Delhi, It has evolved into a full-fledged
company with Branch Offices in Lucknow, Cuttack, Gorakhpur, Mairwa,
Muzaffarpur, Chennai, Ramnad, Nagapattinam and associate offices in Chandigarh,
Jalandhar, Jamshedpur, Jaipur Nepal and Bangladesh.

Since commencement, Solar HRM has widened its scope to identifying & supplying
Qualified, Experienced and Dedicated Human Resource Promote and Establish Joint
Industrial venture Catering to all levels of requirements in Asia and GCC countries
with the main focus on the Middle East. Solar HRM has a distinct competitive
advantage with a solid base of clients in the Middle East; Chief among them is the
pre-eminent ETA Ascon Star Group, a pioneering and highly respected corporate
entity in the UAE, whose entire Manpower requirements are covered by Solar HRM.

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Company

Founded in 1990

Approved by Ministry of Overseas Indian Affairs, Govt. of India

Based in Delhi, Branches & Associated Offices at all over India.

Huge Database of qualified professionals.

A large pool of competent professionals with industry-specific know-how.

Specialized in Headhunting.

Track-record of over twenty years of proven performance in placement services.

Determine Shortlist

Arrange Client/Candidate Interview

VALUES

Integrity: We embrace and uphold the highest standards of personal and professional
ethics, honesty and trust. Because we stand for passion, performance and probity in
business.
Respect: We treat everyone with uncompromising respect, civility and fairness.
Empowerment: We are empowered to deliver operational excellence through
innovation and leadership at all levels.
Responsibility: We are responsible to fullfill our commitments to colleague and
clients with a clear understanding of the urgency and accountability inherent in those
commitments.
Mission: To develop a quality and innovative recruitment solution that is driven by
passion and focused on the needs of our Clients and job Seekers.

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 Vision: Solar HR Consultancy endeavors to redefine HR-Services and create a win-
win situation for its Clients the Employers & the Employees, by supporting them to
excel in their pursuit, appreciating the individual potential and respecting humanity.

Why Solar HRM To choose

Reputation of being a overseas recruiter in the field for the past 20 years
Promote and establish joint industrial ventures.
Places personnel right from Executives to skilled and unskilled labourers.
Shortlists best suitable candidates.
Candidates are offered premium services at low fees.
Arranges medical examination, Visa stamping, Emigration clearance and timely
deployment of selected candidates.
Maintains excellent rapport with various Foreign Missions and Emigration authorities
expediting Visa and Emigration process.
Identifying & Supplying Qualified, Experienced, & Dedicated Human Resource.
Arrange tickets and immigration services for shortlisted candidates.

Methodology

Assignment & Job Specification

Assignment Confirmation

Candidate Search

Arrange Advertising if Required

Initial Screening of Candidates

Agree Preferred Candidates with Client

Interview Preferred Candidates

Determine Shortlist

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 Arrange Client/Candidate Interview

Discuss Results

Conduct Reference Checks

Negotiate offer with Successful Candidate

Assist with Induction of Employee

Performance Follow Up at Agree Period with Client

Debrief Unsuccessful Applicants

OUR CLIENTS

Samama
Ejadah
Eta ascon
Arab tech
Al muftah group
Al ain
Arabian holdings
Larsen and toubro
Dabur
Petronash
QBG landscaping
Elite contracting co llc
Pivot
Danube
ASIA prime general contracting co
APEX employment services
Drake and Skull
Green star pvt ltd
Dubai dry docks

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PROBLEM STATEMENT

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.

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 dont 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.

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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 Identification and
Management 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.

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 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:

To study the TALENT IDENTIFICATION AND MANAGMENT of employees in Solar

HR Managemnt ltd, at Chennai 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 identify employee perception about the Talent Management System and various
challenges of Talent Identification and management
4. To suggest measures for improvement of Talent management System.

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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 its in terms of employee
satisfaction and also suggesting the possible improvement in Talent Management.

LIMITATIONS OF THE STUDY:

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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 company process or the work of the concern
employees.
3. The study was confined to the employees of SOLAR HR MANAGEMENT Private
Limited.

REVIEW OF LITERATURE

25
 According to Hamel G and Prahalad CK(2002) the authors of famous
book Competing for the future, best laid plans can fall apart when potential applicants to
an organization experience differing level of effectiveness or customer service as they
steer their way through the recruitment process. It is increasingly essential for
organizations to manage the recruitment process professionally, especially given the fact
that many candidates will make active comparisons between their treatment as the hands
of one organization and another. The negative effects of poor customer relationship
management (CRM) can have on a candidates perceptions of an organization are well
known. For organizations to recruit successfully, they must manage effectively at all stages
of the recruitment process and beyond and imperative must be to manage consistently and
well the relationship the employer has with the employee throughout their time together
and beyond.
Punita Jasrotia, (2003) explores that The IT industry being
peopleoriented, what differentiates the best from the rest the quality of human capital in
every organization. While there is plenty of talent available, the difficulty comes in
finding the talent with best fit to the organization. Potential employees would like to
associate themselves with companies which have a brand of success, leadership, people
development initiatives and also instill a deep sense of pride and commitment. Not much
effort has been made by organizations to improve their corporate image internally.
However, with increasing global competition and a more mature work environment, Indian
IT companies have also started looking at this facet of branding. Employer branding is all
about companys value in the market, a timeless process that in todays scenario has
gained even more significance. It is essentially a combination of the reputation of
organization, the career offer and the corporate culture existing in the company. Typically,
there are Please purchase PDF Split-Merge on www.verypdf.com to remove this
watermark. 31 two types of employer branding exercises. One is for prospective
employees and the other for the current set of employees. In case of the former, the
employer branding initiatives are targeted at building mindshare in potential recruits about
the company as a preferred place of work. This can be in the form of communication
through advertisements, third-party endorsements through the media, or going to
campuses. Therefore, it is of much significance, through right branding the company can
recruit the best talent and reinforce its position amongst its employees.

26
 Julia Christensen Hughes and Evelina Rog(2008) opines that Talent
management is an espoused and enacted commitment to implementing an integrated,
strategic and technology enabled approach to human resource management (HRM). This
commitment stems in part from the widely shared belief that human resources are the
organizations primary source of competitive advantage; an essential asset that is
becoming an increasingly short supply. The benefits of an effectively implemented talent
management strategy include improved Employee recruitment and retention rates, and
enhanced employee engagement. These outcomes in turn have been associated with
improved operational and financial performance. The external and internal drivers and
restraints for talent management are many. Of particular importance is senior management
understanding and commitment. This article will be of value to anyone seeking to better
understand talent management or to improve employee recruitment, retention and
engagement.

Pallavi Srivastava and Jyotsna Bhatnagar(2008) explains in their study

that talent management had become an area of growing concern where there is a need for
practicing due diligence in their talent acquisition strategy. In order to meet the demands
for talent with a specific skill set in a given timeline, the organizations are adopting
innovative recruitment practices to find the correct skill sets and competencies. It also
suggested that organizations should make an effort to build effective, practical and holistic
talent strategies which not only able to attract talent but also address employee
engagement and the retention of key skills which boosts the employee productivity and
business performance. During talent acquisition, due diligence is required in assessing the
person-organization fit and providing an enabling work environment to keep the talent
anchored to the organization.

Ahmad Yousef Areiqat, Tawfiq Abdelhadi, Hussien and Ahmad

AlTarawneh (2010) opines that the process of recruiting talented employee requires the
best practice of human resources management in business organization, based on a
strategic issue. And this includes distinguishing between a recruiter and talent scout.
Employee who got recruited must start to build himself and his own talents, when this
happens they can develop posture to help themselves in performing their tasks. This is
because the recruiter does not take the time to actually get to know a person or even ask

27
them what they are interested in, or what their goals are, or what sort of talents they even
have. All they want is the sign up. The thrill of sign up is a rush for them. Reviews Related
to Performance Management:

Michaels E, Handfield-Jones H and Axelrod B, (2001) have

explained the importance of rewards and recognition in talent management practices. They
pointed out While it takes more than money to build a winning EVP (Employee Value
Proposition), if employee dont stay competitive with the market price for the best
managerial talent, employee will have a hard time. Just as pricing of services to
customers constant attention and updating, the financial dimension of these employment
package always going to provide a baseline for the brand. While reward is the major
symbol of recognition, it is only one of them. Survey after survey reveals that recognition
is one of the most critical factors in employee motivation. Feeling valued (particularly for
the discretionary effort) is a critical Please purchase PDF Split-Merge on
www.verypdf.com to remove this watermark. 33 factor in employee engagement and
recognition. Whether through prize giving or incentive schemes, or a general management
tendency to offer praise for work well done, recognition is one of the simplest and most
direct ways of demonstrating the people matter.

Rochelle Turoff Mucha(2004), opines that talent had become the

driving force for business success. In both uncertain economic times as well as at the
height of a boom, effective talent management is essential for achieving organizational
excellence. It also mainly focused on aligning existing performance appraisal processes
with the creation of potential identification processes. It also found that once an
organization has assessed its future needs and roles, then it is ready to identify and match
individuals to sweet spot. The sweet spot describes a model that positions the best person
in the job for them According to Swapnika C and Amitabh Kondwani,(2005) high
performance organizations are built around elements such as innovations, values, purpose,
leadership, and trust. However, the core element, which acts as a dynamo, is people
where they bring best performance processes. Therefore, people management practices
must be revamped and synthesized to form high performance work systems. High
performance work systems are a management approach in achieving optimal fit among
people, technology, work, and information-social and technical subsystems. In such a
context, an organizations HR needs to become the core change agent and take role of a

28
leader in creating a high performance culture. Talent management practices which helps in
attracting and retaining talent is the key for building high performance organizations.

Cindy McCauley and Michael Wakefield (2006) explained that

talent management processes include workforce planning, talent gap analysis, recruiting,
staffing, education and development, retention, talent reviews, succession planning and
evaluation. It also found that to drive performance, deal with an increasingly rapid pace of
change, and create sustainable success, a company must integrate and align these
processes with its business strategies. By assessing available talent and placing the right
people in their best roles, organization can survive and thrive in todays increasingly

competitive markets Chartered Institute of Personnel and

Development, CIPD (2008) has published a guide on Employer branding. According to the
guide, Talent management is an investment that should and must demonstrate a return
comparable to other forms of business investment. To prove a talents effectiveness and
demonstrate its ROI, organizations need to accurately measure their current performance
in recruitment and retention. Engagement and the financial value of engagement can
be accurately measured.

Gordon Barker(2009) had described that the increased importance

of performance management is designed to ensure that the best people feel valued and the
cost of underperformance is removed quickly from the business. It was found that the
restrictions on the ability to buy in new talent mean that HR is being tasked with providing
enhanced ways of identifying, developing and retaining high performers.

Patrica K. Zingheim, Jay R. Schuster & Marvin G.Dertien. (2009)

provides an insight how the top executives of fast-growth companies have managed the
transition from startup to sustained fast growth from the standpoint of talent-management
strategies, practices and programs. The leadership challenge is to sustain business growth
and success while stabilizing a workforce of highperforming key talent who possess the
company's core competencies. To do this, organizations have chosen an integrated view of
total compensation and total rewards, including training, development and career
opportunities as their performance-based compensation approaches. By this approach

29
organizations can retain high-performing key talent which provides a significant pay and
rewards and also making certain that pay and rewards keep up with an individual's value
and accelerating career growth based on an individual's development and track record of
solid contributions.

Sanne Lehmann (2009), had explored in his study that talent

management had become a prioritized area, and IT and performance systems have been set
up to support the advancement of talents. However, performance appraisals being the main
mechanism to reward knowledge workers implies that the focus on financial achievements
is forwarded into the motivational structure of firms promoting an environment of
competition and control. Not much attention has been given to the underlying social and
organizational aspects of human resource management embedded in work values related to
a preference for personal relationships and hierarchical control. This lack of attention leads
to a low level of successful implementation of new human resource management practices,
and little return on investment in talents and performance systems. Most of the human
resource managers are very aware that managerial and social practices influence the effect
of new human resource management practices. However, they are not exactly clear about
what kind of social capital they can tap into to better the results. Some researchers argue
that Asian management practices are largely a constraint to growth in an age when
business is globalizing and therefore ought to change in the direction of global best
practices. There is a need for more context-sensitive empirical research that discusses how
new human resource practices can be adapted to traditional work values and vice versa
to produce a positive synergy. Reviews Related to Organization Culture and Work Life
Balance:

Barney (1986) confirms that a firm's culture does generate sustained

competitive advantages if it has the required attributes. The required attributes include: (a)
the culture must be valuable, (b) it must be rare, and (c) it must be Please purchase PDF
Split-Merge on www.verypdf.com to remove this watermark. 36 imperfectly imitable. The
firm must be able to do things that enable it to add economic value while maintaining
engagement and it must have a distinct culture that enables it to differentiate itself from
competitors.

30
 Schein (1990) opines that Organizational culture is another piece of
the resource-based view. Simply hiring individual contributors is typically not acceptable
in an organization that has a strategy of integration or requires teamwork. If employees are
not engaged, the culture cannot be collaborative. Collaboration is a key component of a
successful strategy and often it relates to an intangible asset, which is culture.

Schein (1990) eloquently defines culture as (a) a pattern of basic

assumptions, (b) invented, discovered, or developed by a given group, (c) as it learns to
cope with its problems of external adaptation and internal integration, (d) that has worked
well enough to be considered valid and, therefore (e) is to be taught to new members as
the (f) correct way to perceive, think and fall in relation to those problems. This relates
directly to resource-based strategy for what a group learns over a period of time as it
solves its problems of survival in an external environment; and its problems of internal
integration as it becomes a complex process to integrate and account for in totality. Culture
can become ingrained and difficult to change but this is the function of HR/OD to enable
the organization to move forward. The change agent is HR/OD. Many organizational
programs fail because culture forces are ignored.

Barlett & Ghoshal (2002) explores with general products saying, the
culture cannot be imitable if it is going to be sustainable. This research suggests that if
firms can modify their cultures to improve not only financial results but also increase
engagement and still maintain a culture that is imperfectly imitable, it will sustain superior
performance. Here is where HR/OD can play a pivotal role in developing this type of
sustainable culture. HR/OD must undertake the objective to help management develop an
engaging, motivating and bonding culture necessary to attract and keep talented
employees.

Heather A. Earle, (2003) examines the characteristics of the

different generations that currently make up the workforce and discusses the expectation
of employees from their employers and also from their work environments. It also delves
into the role the workplace plays in recruitment and retention and the way in which it can
be used to improve an organizations corporate identity. It then looks at what types of
perks are actually valued most by employees, and explores how the physical environment
can be aligned to help and shape a companys organizational culture and facilitate the

31
communication, teamwork and creativity that are necessary to sustain a culture of
continual innovation.

Mike Johnson (2004) says that work life balance is another

important component of Talent Management. Through talent management, the
organizations are beginning to address the negative effects of stress on many peoples
working lives. From an employer brand prospective, work life balance is fast becoming a
highly significant component in becoming an Employer of Choice. Mike Johnson in his
book The Rules of Engagement says that Life first, works later. And this is what going
to drive the new social contract between employer and employee.

Margeret Deery (2008) explains about the WLB issues in the

turnover decision-making process. This paper also provides a theoretical and practical
framework for industry to develop strategies for reduced employee turnover, with a focus
on the role that balancing work and family plays in these strategies. It also focused on job
attitudes such as job satisfaction and organizational commitment, personal attributes such
as positive and negative affectivity, the role of WLB in employee turnover and, finally, the
strategies provided to alleviate high turnover rates. Katarina Katja Mihelic and Ksenija
Plankar, in their paper of talent management had opined that employees talents are the
companys core Please purchase PDF Split-Merge on www.verypdf.com to remove this
watermark. 38 competitive advantage. However, this talent should not be taken for
granted. Namely, only if proper talent management strategies are implemented the
potential competitive advantage becomes real. Many companies strengthen their talent
management strategies as they recognized that lack of their most precious employees
might confine their future growth. Therefore, the most successful and admired companies
offer great working conditions, climate and compensation packages. Even though
employee retention is costly, talent departure and shortage puts companies in an even
worse situation. Furthermore, talent retention issue becomes even more important when
economy faces a temporary decline. Reviews Related to Attracting, Developing and
Retaining talented Employee:

Leary-Joyce J (2004) believes that building successful brand and

achieving the enviable position of Employer of Choice within competitive staff
recruitment market requires consistently delivering on the expectations set and promises

32
made. Effective employer brand has to be built from within: this means ensuring that
consistent and good practices at all stages in the recruitment and employment processes
are deliverable and achievable. Still they are a major challenge for many 21st century
organizations and within any sector. Employer brand building needs to be about substance,
rather than rhetoric or spin.

Cheryl Farley(2005) opines that the demand of managing talent

effectively are placing new emphasis on strategic requirements of the HR function. It also
requires a shift in thinking and a new level of participation at executive level. Translating
corporate goals into workforce needs, linking people to profit, and effectively managing
talent are key to improving business performance

Pi Wen Looi, Ted Z Marusarz and Raymond W Baumruk (2006) have

conducted comprehensive study of best employers for Hewitt Associates. The survey was
conducted in Canada, America, India and Europe in 2004. According Please purchase PDF
Split-Merge on www.verypdf.com to remove this watermark. 39 to them best employers
know the secret of attracting and retaining top employees around the world. The report
says that five characteristics of best employers are inspired leadership, unique company
culture; focus on growing talent, strong sense of accountability, and aligned HR practices
and excellent execution. The report also reveals that there is a link between best employer
and sustainable business results. The research found that best employers consistently
outperform the rest in revenue growth, profits, and total shareholder returns. They receive
more unsolicited applications from potential employees, have higher employee retention
rate, which translates into significant savings, higher productivity, and knowledge
retention for the companies. They have passionate and engaged workforce that they will
inevitably further the companys success.

Nancy R. Lock Wood (2006), in a report opines that in today's global

economy, companies must continually invest in human capital. In the role of business
partner, HR leaders work closely with senior management to attract, hire, develop and
retain talent. Yet the skills shortage presents both socio-economic and cultural challenges
as talent crosses borders. Thus, in view of workforce trends such as shifting demographics,
global supply chains, the aging workforce and increasing global mobility, forward-looking
organizations must rethink their approach to talent management to best harness talent. By

33
doing so, they will be positively positioned to succeed in a highly competitive
marketplace. In addition, organizational culture, employee engagement and leadership
development have a significant impact on talent retention. Taking these factors into
consideration, an integrated approach to talent management offers a pathway toward
sustaining outstanding business results. Nityanand Rao S, and Sharvani Bhavirishetty,
(2008) carried out a research on attrition in IT sectors. They indicate that, employee
attrition is due to retirement, death (known as natural attrition) and resignations. The
phenomenal increase in resignations is giving rise to concerns among employers, who are
Please purchase PDF Split-Merge on www.verypdf.com to remove this watermark. 40
making efforts to trace the causes of resignations. Attrition in the Indian IT sector has been
increasing. In this scenario, HR managers need to come up with new ideas to retain the
employees.

Valerie Garrow and Wendy Hirsh (2008) have suggested that the two
key dimensions that require careful consideration are those of focus and fit. Focus
relies on a clear strategy for how talent management will contribute to organizational
objectives, what parts of the organization and which job roles will be sourced. Fit
ensures that talent management processes support the strategic objectives, resonate with
but possibly also challenge the organizational culture, which has been taken into account
the psychological contract between employer and employee and sit well with existing HR
processes where we can adopt the efficient talent management practices.

Tom Baum (2008) explores the characteristics and analyzed talent

management scenarios within which businesses can operate for developmental approach
which focus on talent identification. It will be of value to practitioners in helping them to
evaluate their recruitment, retention and development practices. It will also be of value to
researchers in providing the basis for further study and reflection in this area. Peter Cheese
(2008) discussed the importance of talent management to strategic success and to identify
the challenges in building talent power and to explore how to overcome those challenges.
It asserts that an organization needs to put in place key processes in order to retain and
actively multiply talent. They include: maintaining visible leadership that is focused on
talent; encouraging and rewarding line managers for nurturing talent; and modernizing HR
and training to identify, develop and deploy talent to the best effect. It had found that

34
importance of talent management to strategic success, in order to identify the challenges in
building talent power and to explore how to overcome those challenges.

Poornima S.C (2008), in her paper explores about the non-monetary

compensation practices followed by the industry and the preferences shown by the
technologists towards them. The study attempts to create a factor of influence that can be
worked on the non-monetary compensation practices. It suggests some formulae that could
serve as retention strategies to the IT sector while working on their non-monetary
compensation practices. This is possible with an objective assessment or introspection of
the performance so far and of vision of the road ahead. Such visions have to encompass
not only the challenges of the industry but also the understanding of the people within the
industrys for the attainment of the organizational goal.

Gaye Karacay-Aydin (2009) had analyzed the under-researched effects

of mentoring on talent management among female employees and employees from less
advantaged socioeconomic backgrounds. It examined the moderating effects of gender and
socioeconomic background; and talent management highlights the positive outcomes of
mentoring for women and employees from disadvantaged backgrounds. It also found how
to use mentoring programs to attract, retain, motivate, and develop these talent pools. This
is the first conceptual paper that ties mentoring applications with talent management
programs for the identified employee groups.

Rainer Jansen(2009) describes that every company that wants to

attract a sufficient number of talents with the right qualities, will increasingly need to
provide far more flexible and family friendly work models than today. Even though this
had been an issue over the last 20 years, the demographic pressure alone now urgently
requires support mechanisms that bring more female talents into full-time employment and
to provide them with realistic career perspectives. It is evident that tradition, legislation
and financial resources can be obstacles to some major changes that are required hence
specific efforts need to be made to address attitudes and behaviours. While hierarchy by
itself is neither good nor bad but just a given in any human organization it has to create a
culture in which hierarchy plays only a structural and descriptive role and it is not an

35
impediment to communication and interaction. More than ever, management needs to
adopt a mentoring and coaching role.

Maria Yapp (2009) had effectively assessed the return on investment

(ROI) of their talent management initiatives which mainly explore on the money which the
organization had spend on recruitment, development and succession management which
had generated a benefit to the organization. The case study talked about how the business
worked to identify leaders and future leaders from its existing talent pool and how this
talent management initiative was measured, creating a clear benchmark from which to
measure and review future talent investment. This paper focused on the key ROI trends
and themes that occupy present-day HR professionals in the UK and outlined a number of
practical approaches HR professionals can adopt to evaluate whether their investment in
talent is delivered value of the business

Jeanne Harris, Elizabeth Craig and Henry Egan(2010) opined that a

strategic approach to managing analytical talent have considered the needs of the entire
enterprise. It was found that by building and aligning the four key talent management
capabilitiesdefining needs, discovering new sources, developing capabilities and
deploying effectivelyorganizations can maximize the strategic impact of their analytical
talent and continually expand the organizations collective analytical capabilities. That is,
they can build a talent-powered analytical organization

Peter Cheese (2010) opines that attracting and retaining the talent
businesses need, will require renewed focus and energy on employee value propositions,
with greater flexibility to attract increasingly diverse talent. Responsible and sustainable
business is going to play an increasingly important not just in terms of environment, but
social and economic responsibility. Many more people will be making decisions about
employers based on these characteristics than in the past. It also focused on the workforce
challenges were the employees are facing, one of the key areas for investment must be for
the managers at all levels in core leadership capabilities and the so called softer skills
Bob Little (2010), opines that, even though technology is playing a key part in bringing
the changes in new trends and economic conditions, it can also come to an organizations
rescue through investing in a talent management programme aimed not just at recruiting
good employees but also retaining them and continually developing their skills and

36
competencies in line with strategic business goals and performance objectives. In
particular, these goals and objectives involve the principles of Lean. That is, organizations
want to do more with less and make their existing workforce more productive. At the same
time, they want to retain the skilled and productive workforce they have - and also ensure
that they have the correct skills to support ever-changing business objectives.

Stephen A.Stumpf (2010), explained in the case study saying that talent
management the attraction, on boarding, development, retention, and redeployment (or
counseling out) of professional and managerial employees and optimization of individual
and organizational performance. The case study also discusses about many talent
management issues like how to attract, develop, and retain professional level talent.
Secondary issues include the work climate and the questionable senior management
support for task force recommendations. It also discussed about the quality talent
management program is to ensure the organization can attract, develop, and retain the top
talent necessary for sustainable success in the global market place success with
customers, employees and investors. This is done, in part, when the organizations leaders
are Please purchase PDF Split-Merge on www.verypdf.com to remove this watermark. 44
able to meet their personal goals while directly and meaningfully contributing to the
organization's goals.

Swati Agrawal(2010), opines that like business and industry, the education
field is discovering the need for talent to meet the new quality standards demanded by the
society and the next generation. This paper attempts to highlight some of the areas of
concern for upcoming business schools. The objective is to investigate the issues related to
talent management in business and technical schools which can contribute to the growth
and development of these institutions. The paper is based on a survey of faculty members
from various management schools. It was found that the study may be helpful in the
identification of factors which lead to attaining an effective talent management system in
these institutions.

Mark L.Frigo, John D.Rapp and Roy W.Templin(2011) opined that the
benefits of transformation center on employee engagement and talent had made the system

37
for attracting and retaining talent at all levels of the organization. It was found that
Employee satisfaction with professional development opportunities increased from
approximately 55% in 2006 to 85% in 2010. Retention of leadership development
employees went from less than 25% in 2005 to greater than 85% in 2010

Santhoshkumar. R. and Rajasekar. N. (2012) opines that creativity and

innovation, leadership, teamwork, interpersonal sensitivity, personal motivation,
association and team spirit play an important role in influencing the talent in the
organization. It was also found that there is no significant difference between the opinion
of automobile industry and IT sector employees with regard to a set of factors which
constitutes talent management practices. The study helps the company to retain the present
talented workforce and stop them from quitting the organization. Critical talent has been
defined and identified covering all staff-level positions in line with companys
requirements and capabilities in order to select perfect and highly skilled employees for
the organization. Reviews Related to Employee Engagement and Succession Planning:

According to Graeme Martin, Philip Beaumont, Rosalind Doig and Judy

Pate, (2005) despite of weak links between the marketing and HR functions, there is
growing realization by companies and by HR professional bodies such as CIPD (UK based
Charted Institute of Personnel and Development) and the US based Society of Human
Resource Management (SHRM) that aligning the external Corporate image of
organizations with internal employee identity or engagement provides a key opportunity
for HR to earn greater voice in business. This is especially so given the importance to
many international companies of global branding communications play in strategic
decision making and such functional alignment can be viewed part of globalization
process. Perhaps even more compelling, as organizations in most parts of the developed
world have to compete more vigorously in the War of talent, especially for increasingly
rare and expensive knowledge workers, becoming an employer of choice in the market
place to attract potential recruits and to retain existing talent. Becoming an employer of
choice, developing an employee value proposition and establishing an employer brand
are founded on a recognition and development of the valuable inner reservoirs of human
capital-the knowledge and experience that flow through organizations, and relational
capital in the form of culture and high levels of employee identification. The future role of

38
 HR in contributing towards sustaining long-term success of organizations lies in
uncovering and maximizing these resources.

Davis and Stephenson (2006), explores scientific management will

become a necessary tool to not only maintain a competitive edge but simply to stay in the
game. It should come as no secret that people are the ultimate source of sustained Please
purchase PDF Split-Merge on www.verypdf.com to remove this watermark. 46 competitive
advantage since traditional sources related to markets, financial capital and scale economies
have been weakened by globalization. It also explores that if firms are going to compete in
today's economy, they need to build employees who possess the right skills and capabilities.
The best talent management decisions are made when leaders have a wealth of data on talent
in the organization. To maintain and build talent requires that the employees be engaged.

Jyotsna Bhatnagar (2007) investigated talent management and its

relationships to levels of employee engagement using a mixed method research design. The
results were in the expected direction and fulfilled the research aims of the current study. In
the first phase low factor loadings indicated low engagement scores at the beginning of the
career and at completion of 16 months with the organization. High factor loadings at
intermediate stages of employment were indicative of high engagement levels, but the
interview data reflected that this may mean high loyalty, but only for a limited time. In the
second phase factor loadings indicated three distinct factors of organizational culture, career
planning along with incentives and organizational support. The first two were indicative of
high attrition. The present study indicated that a good level of engagement may lead to high
retention, but only for a limited time in the ITES sector. The need for a more rigorous
employee engagement construct is indicated by the study

. Susan Cantrell and James M. Benton(2007), in their report had

delivered that companies create a talent multiplier generate superior results from their
workforces. This article emphasizes five human-capital activities that are strongly related to
financial success, and explains the obstacles that frequently prevent them from being
practiced. But even though managers have long recognized these practices as both successful
and fundamental, many do not implement them. This report looks at the specific activities
that constitute the practices strongly related to financial success, and addresses why they are

39
not more widespread. The five fundamental practices can be distilled into the following
simple directives: * align people practices with business needs; * implement the practices
with superior execution; * enlist line managers in human capital management; * make
policies clear, fair, and consistent; and * create an information-sharing environment. The
power of these practices had brought great improvements in organizational performance, as
many leading companies have discovered.

Angela Hills (2009) had identified what succession planning actually

is and the pros and cons of buying in, or building talent in the organization. It was found
the, five key strategies are: aligning succession planning with business strategy, assessing
leadership potential, involve the talent in the planning, mixing development:
experience/coaching/training, and casting a wider network. It is of value to senior HR
professionals and executive teams in companies concerned about effective succession
planning and talent management.

Peter Capelli(2009), opines that Talent management is the process

through which employers anticipate and meet their needs for human capital .Getting the right
people with the right skills into the right jobsa common definition of talent management
is the basic people-management challenge in any organization. While talent management
often focuses on managerial and executive positions, the issues involved apply to all jobs that
are difficult to fill. The new way of managing talent described here is fundamentally different
from what has come before it, first because it takes as its starting point organizational goals
and not human resource targets. Its purpose is to help the organization perform, and it does
that by managing the talent risks that are generated by uncertainty in business demand and
the new, more open labor markets. The new approach to talent management may help to
resuscitate the development of managerial talent, something that risks being choked off
because employers cannot envision how to make it work in the current environment.

Qingxiong Weng, James C.McElroy (2010) in their study explain why

talent tends to gravitate to industrial clusters (ICs) and how the human resources(HR)
environment affects regional attraction and retention of talent. Regional attraction is an ability
to attract and retain workers and immigrants. It also helps us to understand why talent clusters

40
to ICs and offers theoretical support for how governments can make policies and programs to
attract talent. The study also illustrates how the HR environment affects talent growth and
examines the immediate role of talent growth in the relationship between HR environment
and regional attraction

Richard Doherty (2010) discussed that a range of tactics to help ensure

engagement, such as regular appraisals, use of social networking and the efficient recording
of employee performance and interests, to best optimize the talent management process. This
paper also demonstrates how best to engage employees from before a career even begins,
right up until it ends. It offers guidance on using the latest techniques and technology to keep
employees engaged and motivated. It also found that even if an employee moves to another
company, the relationship with the previous organization act as a partners or customers.
Employee engagement must therefore be an end-to-end practice and this paper will help show
how to make that a reality.

Kenneth P. De Meuse, Kevin J.Mlodzik (2010) opined that that there are
distinct and powerful differences between the generations, and that these differences
necessitate differentiated talent management strategies. Consequently, HR professionals and
talent management experts alike must understand what is Please purchase PDF Split-Merge
on www.verypdf.com to remove this watermark. 49 necessary to develop and retain Xers and
Gen Ys, regardless of prominent differences or similarities. The managers and executives of
tomorrow will come directly from these two generations of employees. HR professionals
should assess their workforce planning and procedures to ensure proper succession strategies
are now in place. Additionally, they need to prepare for the potential loss of critical
knowledge held by these retiring industry veterans.

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RESEARCH METHODOLOGY
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.

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SAMPLE UNIT:

The area selected for the study is Adyar, 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 solar hr management,

the researcher selected 65 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 then if they are selected randomly and if every element get a chance equally, it can be
called as random or unrestricted sampling.

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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 Solar hr mangament Private ltd

Primary data is collected from Employees of SOLAR HR MANAGEMENT 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 SOLAR HR MANAGEMENT Private Limited at
random 100 employees were 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.

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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 datas.

Number of respondents
Percentage= -------------------------------- *100
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

45
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

Nxy - xy
r = ------------------------------------
(Nx^2-(x)^2 - Ny^2 (y)^2)

46
 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?

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 5 Does your Organization have any specific Talent Management
Initiative?
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 Neither Satisfied Highly

Dissatisfied 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

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 (d) To a limited extent (e) Not at all

14. What are your talent retention initiatives?

(a) Accruing new talent (b) Leveraging existing talent

(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.

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

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