Table of Contents

CHAPTER 1: INTRODUCTION................................................................................................
1. ORIGIN OF THE REPORT
1.2 PURPOSE OF THE REPORT
1.3 RESEARCH METHODOLOGY
1.4 LIMITATIONS

CHAPTER 2: ORGANIZATION PROFILE.............................................................................

2.1 OVERVIEW OF THE ORGANIZATION
2.2 HISTORICAL BACKGROUND
2.3 STRATEGY
2.4 KEY SET OF PRINCIPLES
2.5 PRODUCTS AND SERVICES
2.6 ORGANIZATIONAL STRUCTURE
2.7 MANAGEMENT TEAM AND BOARD OF TRUSTEES
2.8 DONOR ORGANIZATIONS
2.9 MAJOR ACHIEVEMENTS

CHAPTER 3: OVERVIEW OF HR DEPARTMENT OF PUBLIC BANK....................................

3.1 HR DEPARTMENT ORGANIZATIONAL STRUCTURE:
3.2 UNITS OF HR DEPARTMENT AND THEIR FUNCTIONS
3.3 ACHIEVEMENTS OF PUBLIC BANKS’ HR DEPARTMEN
CHAPTER 4: TALENT ACQUISITION PROCESS IN JANATA BANK ......................................
4.1 TALENT ACQUISITION
4.2 SOURCES OF RECRUITMENT
4.3 STEPS OF TALENT ACQUISITION PROCESS
CHAPTER 5: INTERNSHIP DESCRIPTION........................................................................
5.1 INTERNSHIP PROCEDURE
5.2 INTERNSHIP EXPERIENCE
5.3 SPECIFIC RESPONSIBILITIES OF THE JOB
5.4 PERSONAL DEVELOPMENT:
CHAPTER 6: MAJOR FINDINGS, RECOMMENDATIONS AND CONCLUSION........
6.1 MAJOR FINDING
6.2RECOMMENDATIONS
6.3 CONCLUSION
Literature Review
Talent Management is the traditional management processes and opportunities that are made
available to people in the organization who are considered to be ‘talent’- ( Ashridge consulting,
2007;Likeieman, 2017)

Talent Management can be a planning tool for human resource management, as a planning tool
talent management looks very similar to workforce planning, but where HR will experience a
real opportunity for contribution to organization is in the quality of implementation supporting
the plan. Talent Management is the systematic attraction, identification, development,
engagement/retention and deployment of those individuals who are particular value to an
organization, either in view of their ‘high potential’ for future or because they are fulfilling
business/operation critical roles. –( McCartney,2006; Cappell, 2008 )

In a competitive marketplace. Talent management is a primary driver for organizational

success. HR leads the way for the organization to own, as an entity, the role of Talent
Management for organizational success. – ( Lockwood, 2006 )

An international study of HAL ( 2007) show that 83 percent of Germany’s managers and 95
percent Netherlands’ managers observe a direct leverage effect between Talent Management
practices and organizational success. - (Bethke-Langenegger, eta1.2010)

Talent Management has been a major priority for many organizations & success of today’s
organizations directly link with use talents. Talent identification and development, which is
known as talent management referred to the process by which organization identifies
employees who are capable of to play leadership in future. This approach emphasizes
developing talent pools that have high leadership ability. On the other hand, organizations
should pay attention to all members within organizations for talent management, and put
middle managers responsible for recruitment staff. Successful organizations know their talent
management needs because they have design an implemented a viable talent management
strategy. But, still remain open “ whether talent management practices lead to organization
successor if organizational success provides the resources to invest in talent management
practices” – ( Lewis and Hecman, 2006 )