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Talent
Talent Acquisition Talent Development Talent Management Talent Retention

H R P HR Audit HR Policies

T&D Performance Appraisal Potential appraisal

Performance management

Career Development Quality of Work Life Compensation Management Labour Relation

Reward & recognition

Succession Planning

Talent Acquisition
HRP Audit Policies

Human Resource Planning (HRP)

Importance of HRP
Future personal needs
Part of strategic planning Creating highly talented personnel Foundation for personnel function Increasing investments in human resource

Audit
Objective
To review the system
To evaluate the policies and programs To identify shortcomings in the management To evaluate the human resource staff

Audit (cont.)
Importance
Employees participation in the activities Continuous feedback Management can meet facing challenges with trade union through audit Due to rising Labour cost Protect employee interest, central and state government intervene

Policies
Importance
Clear thinking
Uniformity and consistency of administration Continuity and stability Control

Policies (cont.)
Types of HR policies
Originated policies
Appealed policies Imposed policies General policies

Talent Development
Training and development Performance appraisal Potential appraisal and succession planning

Talent Development
Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. law of talent development: "The resources will come when the business becomes attractive to the bestand brightest who adapt skills to become part of an exciting opportunity"

Performance Appraisal
Performance Appraisal is an objective assessment of an individuals performance against well defined benchmarks. Broadly, performance appraisal serves four objectives,
I. Developmental Uses
1. 2. Performance feedback Identification of individual strengths and development needs Promotion Retention or Termination Identification of poor performance salary

II.

Administrative Uses/Decisions
1. 2. 3. 4.

Performance Appraisal (Contd.)

III. Organizational Maintenance/objectives
1. HR Planning 2. Determining organization training needs 3. Information for goal identification

IV. Documentation
1. Documentation for HR decisions 2. Helping to meet legal requirement

Training and Development Compared

Pints Of Distinction Contents Participants Time Period Purpose Initiative Nature of the process Training Technical and Mechanical operation Non-managerial personnel Short-term one shot affairs Specific, job related skills From management-external motivation Reactive process-to meet current need Development Conceptual and Philosophical concepts Managerial Personnel Long-term continuous process Total personality From individual himselfinternal motivation Proactive process-to meet future need

Succession planning
Succession planning is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions. A strategic business plan can only be realized when the right people are at the right place and at the right time to do the right things There are four stages to developing an effective succession plan Identifying roles for succession Developing a clear understanding of the capabilities required to undertake those roles Identifying employees who could potentially fill and perform highly in such roles Preparing employees to be ready for advancement into each identified role.

Succession planning

(Contd.)

Without the implementation of a succession plan, there can be significant impacts on an organization including Loss of expertise and business knowledge Loss of business continuity Damaged client relationships Time and effort to recruit and train replacement employees

Potential Appraisal
The potential appraisal refers to the appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them. Potential appraisal is a future oriented appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy. Potential appraisal can serve the following purposes: To advise employees about their overall career development and future prospects Help the organization to chalk out succession plans

Talent Management
Performance management Reward and recognition

Performance Management
Performance Management can focus on performance of :-. the organization, -. a department, -. processes to build a product or service, -. employees, etc.

Where PM Applied
Armstrong and baron (1998) defined it as A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors

BENEFITS
Effective delivery of strategic and operational goals.
Clear and immediate correlation.

May deliver significant return.

REWARDS AND RECOGNITION

Wage incentives refers to performance linked compensation.
It helps to improve.

It may cause damage.

REWARDS AND RECOGNITION (CONT)

Essentials of a sound wage incentive plan. Individual incentive plans includes Halsey, Rowan, Taylor, Merricks etc. Improve morale and productivity of employees as well as Workers income and living standard. Does not have motivational value.

Talent retention
Career development Quality of work life Compensation management Labour relation Removal/reduction

Talent Retention
Meaning It is a process in which the employees
are encouraged to remain with the organization for the maximum period of time or until the completion of the project.

Quality of work life

Adequate and fair compensation. Safe and healthy working condition. Immediate opportunity to use and develop human capacities. Future opportunity for continued growth and security. Work and total life space.

The Role Of Supervisor of QWL

Having a nurturant Supervisor. Receiving adequate help assistance. Having a few labour standard problem (such as-Safety hazard, non availability of material, or poor transportation.) Fair promotional policies. Supervisor not supervising to closely.

Career Development
Meaning- Career development is essential for implementing career plans. It consists of activities undertaken by the individual employee and the organization to meet career aspiration and job requirement. Career development include four point. Career need assessment.

Career opportunities. Need opportunity alignment. Monitoring career moves.

Compensation Management
Compensation is what employees receive in exchange for their contribution . Compensation management helps the organization obtain ,maintain and retain a productive workforce.

Compensation is More than a Salary

Salary

Benefits - the other paycheck

Work environment A three legged stool!

Objectives of Compensation Management

Acquire qualified personnel Retain present employee Ensure equity Reward desired behaviour Control cost

Why Employees Stay

A feeling of connection Feeling valued Personal and professional growth Continuous learning Making a difference Good management Cant afford to leave Fair pay and benefits

Retention Begins with Relationship

Labour Relations
Introduction Objectives 1. Protect the interest of workers 2. Avoid industrial disputes 3. To increase performance through reducing labour turnover and frequent absenteeism. 4. Protect workers against harmful effects

Exit Interview
Concept Different Methods to conduct exit interview 1.Online exit interview 2.Phone exit interview 3.Internal exit interview

Reduction/Removal
Alternatives To Removals (redundancies): 1 Reduce Workweek2

Extend Time Off/Defer Hiring

3 Mergers and acquisitions 4 Shut down the business for a short period of time:

Reduction/ Removal (cont.)

5 Hiring Freeze 6 Dont renew contracts with Contingent workers

7 Two-tier flexibility: raises for some, but not others

8 Reduce or Eliminate Overtime 9 Retrain employees for new positions; change business model

Abstract:

Case -Study : Microsoft Corporation

The case examines the employee motivation and retention strategies of the US based Microsoft Corporation (Microsoft). Since its inception, Microsoft was appreciated for its employeefriendly HR practices. However, during the late 1990s, as the company was growing rapidly in size, it lost the popular elements of its work culture. Moreover, several racial discrimination lawsuits and antitrust proceedings affected the company's corporate image and financial performance adversely. In the early 2000s, in order to improve its profit margins, Microsoft

Solution
After taking charge, Brummel announced a plan to significantly revamp some of the existing HR management practices at the company. She announced a plan named 'myMicrosoft,' which included developing appropriate systems to enhance communication between the employees and the HR department, making changes in the company's performance review system, introducing several new practices

They are as follows: 1. Compensation and Benefits 2. Recognition and Rewards 3. Training, Professional Development, Career Planning 4. Recruitment & Orientation 5. Healthy Workplace or Wellness Programs 6. Work-Life Balance 7. Job Design & Work Teams 8. Employee Participation & Communication

Bibliography
Human Resource Management
Biswajeet Pattanayak K Ashwathappa Gerry Dezler