Talent Identification and Management - Copy - Copy

A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD A PROJECT REPORT Submitted by

E.J. AARTHY

(Reg No. 21610631002) in partial fulfilment for the award of the degree of 

MASTER OF BUSINESS ADMINISTRATION ADMINISTRATION

SAVEETHA ENGINEERING COLLEGE THANDALAM, CHENNAI

ANNA UNIVERSITY: CHENNAI-600 025 May: 2012

SAVEETHA ENGINEERING COLLEGE Saveetha Nagar, Thandalam, Chennai -602105

BONAFIDE CERTIFICATE Certifie Certifiedd that this projec projectt report report “A STUDY STUDY ON TALE TALENT NT IDENTI IDENTIFIC FICAT ATION ION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD”

is

the bonafide work of  “E.J. AARTHY” AARTHY” Reg. No: 21610631 21610631002 002 who carried out the project work under my supervision.

SIGNATURE

SIGNATURE

Prof. A. GANDHI., MBA, M.Phil.(Ph.d.,)

MR. R. MURALI., MBA

HEAD OF THE DEPARTMENT DEPARTMENT

ASSISTANT PROFESSOR PROFESSOR (OG)

SAVEETHA MANAGEMENT SCHOOL

SAVEETHA MANAGEMENT SCHOOL

SAVEETHA ENGINEERING ENGINEERI NG COLLEGE

SAVEETHA ENGINEERING ENGINEERI NG COLLEGE

THANDALAM.

THANDALAM

II

III

DECLARATION I, E.J. AARTHY, AARTHY, (Reg. No.216106 No.2161063100 31002) 2) a bonafide student of Saveetha Management School, Saveetha Engineering College, Chennai would like to declare that the project entitled, “A

STUD STUDY Y

ON TALE TALENT NT IDE IDENTIF NTIFIC ICAT ATIO ION N

AND AND

REFERENCE TO CONGRUENT SOLUTIONS PVT LTD”

MANA MANAGE GEME MENT NT

WITH ITH

in partial fulfilment fulfilment of Master  Master 

of Business Administration course of the Anna University is my original project work.

Place: Chennai Date:

E.J. AARTHY

IV ACKNOWLEDGEMENT

It is an immense source to pleasure to place on record my deep sense of gratitude and special thanks to all of them for their encouragement, support and helpful guidance and wishes. First of all, I would like to express deep felt gratitude to Dr. N.M. VEERAIYAN, President and DR. S.RAJESH, Director of Saveetha Engineering College. I would like to express deep felt gratitude to Dr. R. VENKATASAMY, Principal and Prof. R. DHEENADAYALU,

Dean Dean of Savee Saveetha tha Engine Engineeri ering ng Colle College ge for provid providing ing the require requiredd

arrangements to carry out this project work. My deepest gratitude to my department HOD Prof. A. GANDHI, MBA, M. Phil,(Ph.D.,) My sincere thanks to Mrs. Muthumala and Mr. C. SreeGanesan, HR Team of Congruent Solutions, who helped me to identify the project and provided me with all the support and direction to collect the data and complete my project. My deepest gratitude to my project guide MR. R. MURALI., ASSISTANT PROFESSOR, (OG) MBA for constant encouragement to go one step further.

I wish to express my sincere thanks and gratitude to my entire department Faculty Members, especially overall project guide Mr. S. CHANDRAMOULI, MBA (Ph.D) Asst. Professor. Profe ssor. I wish to express my sincere thanks and gratitude to “The respondents and higher authorities from Congruent Solutions

who participated in this research”. This research report would not

have been possible without your generosity and willingness to participate. Finally, I thank my parents, sister and friends who showed their blessings and supports to complete this project. (E.J. AARTHY) V

ABSTRACT

Thee proj Th projec ectt is on the basis basis of work work cond conduc ucte tedd on “A Stud Studyy Tale Talent nt Iden Identif tifica icatio tionn and and Management” with reference to Congruent Solutions Pvt Ltd. Talent Identification and Management practice within an organization is a human resource strat strateg egyy that that seek seekss to iden identif tify, y, deve develo lop, p, deplo deployy and and retai retainn talen talente tedd and and high high pote potenti ntial al employ employee ees. s. Althou Although gh Talent Talent Identif Identificat ication ion and Manage Manageme ment nt practice practicess may be applied applied in company, they can only contribute optimally to business performance if both higher authorities and employees are aligned on its objectives and implementation in the organization. The study examined the perception of employees in Talent Identification and Management  practices  practices in the company. company. The study then compares compares the perceptions perceptions of employee employees’ s’ higher  higher  authorities themes of Talent identification and management practices. The empirical results revealed that the perception of the employees particularly on the themes of implementation and the instruments used to identify high potential employees. The objectives were achieved through a descriptive study. The researcher used a structured questionnaire, which was circulated among the employees of the company. The sample size was 65. The data collected through this method was analyzed using statistical techniques such as Pearson’s Chi Square, Chi Square, and Correlation

VI

TABLE OF CONTENTS

Chapter No.

Description

Title Page

I

Bonafide certificate

II

Organization certificate

III

Declaration

IV

Acknowledgement Abstract Table of Contents

V VI VII

List of Tables

VIII

List of Charts

IX

Introduction

I

1.1 Introduction 1.2 Objectives of the study 1.3 Need for the study 1.4 Scope of the study 1.5 Limitations of the study

1

1.6 Organization profile

8

II

III

Page No.

5 6 6 6

Review of Literature

3.1 Sources of data 3.2.Sampling design

Research Methodology

14 18 18

3.3.Questionnaire design

20

IV

Data Analysis and Interpretation

23

V

Findings, Suggestions and Conclusion

75

Annexure

80

Bibliography

85

VII

LIST OF TABLES

TABLE

TITLE

NO

1 2 3 4 5 6 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 8 9 10 10.1 10.2 10.3 10.4 10.5 11 12 13 14

GENDER OF EMPLOYEES AGE OF EMPLOYEES EDUCATIONAL QUALIFICATION OF EMPLOYEES WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES TALENT MANAGEMENT NECESSARY TALENT MANAGEMENT NECESSARY FOR COMPANY TALENT MANAGEMENT NECESSARY FOR YOU TALENT MANAGEMENT MANAGEMENT INITITATIVE TOP PRIORITY IN ORGANIZATION – (CO.RELATION) ORGANIZATION ORGANIZATIO N HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES TALENT MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE

PAGE NO

23 24 25 26 27 28 29 30 31 32 34 35 36

FEEDBACK  COMPLETE WORK WITHIN A GIVEN TIME PERFORM WORK WITH INTEREST ANY TIME FEEL THAT YOU ARE WATING YOUR TIME SATISFACTION OF TALENT MANAGMENT AMONG

37 38 39

EMPLOYEES EMPLOYEES – PEARSON-CHISQUARE PEARSON-CHISQUARE SATISFACTION WHILE COMPLETE YOU’RE WORK LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT

42

PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE COMPANY SAVINGS PLAN RETIREMENT PLAN HOLIDAY ENTITLEMENT COMPETITIVE OF SALARY REWARDING, REWARDING, MOTIVATING AND RETAINING TALENT IN

42 43 44 45 46

YOUR ORGANIZATION TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT TALENT RETENTION INITIATIVES SATISFED WITH EXISTING PERSONNEL POLICIES OF COMPANY

40

48 49 50 51

SUBORDINATES

1 2 3

GENDER OF SUBORDINATES AGE OF SUBORDNINATES EDUCATIONAL QUALIFICATION

52 53 54

4 5 6 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7

WORK EXPERIENCE IN CONGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR  ORGANIZATION ACCESSING CANDIDATES CANDIDATES SKILLS EARLIER IN HIRING PROCESS CREATING A CULTURE THAT MAKES EMPLOYEES WANT TO STAY WITH THE ORGANIZATION CREATING A CULTURE THAT MAKES INDIVIDUALS WANT TO JOIN THE ORGANIZATION CREATING A CULTURE THAT VALUES EMPLOYEES WORK CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE EXCITED TO EXCELLENT AT WORK  CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS ARE ENCOURAGED DEVELOP REQUIRED TALENTS CREATING POLICIES THAT ENCOURAGE CAREER GROWTH

55 56 57

58 59 60 61 62 63 64

7.8

AND DEVELOPMENT OPPORTUNITIES BASED ON TALENT

65

7.9

IDENTIFICATION GIVING PRODUCTIVE FEEDBACK IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR 

66

EXISTING TALENTS REWARDING TOP PERFORMING EMPLOYEES JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND

68

7.10 7.11 8 9 10

RETAINING TALENT OF THE EMPLOYEES TALENT MANAGEMENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION

67

69 72 73

VIII LIST OF CHARTS CHART NO

1 2 3 4 5 6 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9

TITLE

GENDER OF EMPLOYEES AGE OF EMPLOYEES EDUCATIONAL QUALIFICATION OF EMPLOYEES WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES TALENT MANAGEMENT NECESSARY TALENT MANAGEMENT NECESSARY FOR COMPANY TALENT MANAGEMENT NECESSARY FOR YOU TALENT MANAGEMENT MANAGEMENT INITITATIVE TOP PRIORITY IN ORGANIZATION – (CO.RELATION) ORGANIZATION HAVE SPECIFIC SPECIFIC TALENT MANAGEMENT MANAGEMENT INITIATIVES TALENT MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FOLLOWING ACTION TAKEN BY THE COMPANY AFTER  THE FEEDBACK  COMPLETE WORK WITHIN A GIVEN TIME PERFORM WORK WITH INTEREST

PAGE NO

23 24 25 26 27 28 29 30 31 32 34 35 36 37 38

7.10 8 9 10 10.1 10.2 10.3 10.4 10.5 11 12 13 14

ANY TIME FEEL THAT YOU ARE WATING YOUR TIME SATISFACTION OF TALENT MANAGMENT AMONG

7 7.1 7.2 7.3 7.4 7.5 7.6 7.7

41

EMPLOYEES – PEARSON-CHISQUARE PEARSON-CHISQUARE SATISFACTION WHILE COMPLETE YOU’RE WORK LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT

42

PACKAGE RECIEVE MEDICAL INSURANCE PACKAGE COMPANY SAVINGS PLAN RETIREMENT PLAN HOLIDAY ENTITLEMENT COMPETITIVE OF SALARY REWARDING, REWARDING, MOTIVATING AND RETAINING TALENT IN

43 44 45 46 48

YOUR ORGANIZATION TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT TALENT RETENTION INITIATIVES SATISFED WITH EXISTING PERSONNEL POLICIES OF

43

49 50 51

COMPANY SUBORDINATES

1 2 3 4 5 6

39

GENDER OF SUBORDINATES AGE OF SUBORDINATES EDUCATIONAL QUALIFICATION WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR ORGANIZATION ACCESSING CANDIDATES CANDIDATES SKILLS EARLIER IN HIRING PROCESS CREATING A CULTURE THAT MAKES EMPLOYEES WANT TO STAY WITH THE ORGANIZATION CREATING A CULTURE THAT MAKES INDIVIDUALS WANT TO JOIN THE ORGANIZATION CREATING A CULTURE THAT VALUES EMPLOYEES WORK  CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE EXCITED TO EXCELLENT AT WORK  CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS ARE ENCOURAGED DEVELOP REQUIRED TALENTS

52 53 54 55 56 57

58 59 60 61 62 63 64

7.8 7.8 7.9 7.10 7.11 8 9 10

CREATING POLICIES THAT ENCOURAGE CAREER  GROWTH AND DEVELOPMENT OPPORTUNITIES BASED

65

ON TALENT IDENTIFICATION GIVING PRODUCTIVE FEEDBACK IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR 

66

EXISTING TALENTS REWARDING TOP PERFORMING EMPLOYEES JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING

68

AND RETAINING TALENT OF THE EMPLOYEES TALENT MANAGEMENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION COMPENSATION

IX

67

69 72 73

CHAPTER-1

INTRODUCTION

INTRODUCTION TALENT IDENTIFICATION AND MANAGEMENT Talent identification and management

refers to the skills of attracting highly skilled workers, workers,

of integrating new workers, and developing and retaining current workers workers to meet current current and future business objectives. Talent management in this context does not refer to the management of entertainers 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 proce process ss of attracti attracting ng and retainin retainingg profitab profitable le employ employee ees, s, as it is increas increasing ingly ly more more competitive between firms and of strategic importance, has come to be known as " the war for  talent." 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 Definition Talent Managemen Management: t:

‘Talent management is the process of ensuring that the

organization attracts, retains, motivates and develops the talented people it needs. It’s important to note that organization associate the term talent or talent management only to key performing individuals. However, it is essential to remember that each one of us has some talent potential potential and hence it should should not be restricted to the very few. Nevertheless Nevertheless,, it is highly likely that more attention is going to be paid to employees with high potential or exceptional skills. Several talent management processes need to be in place on a strategic level in order ensure its success. success. Such processes/strateg processes/strategies ies include include talent identification, identification, recruitment & assessmen assessment,t,

comp compet eten ency cy mana manage geme ment, nt, perfo perform rman ance ce mana manage geme ment, nt, care career er deve develo lopm pmen ent,t, learn learning ing 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, Ability, aptitude, bent, bent, capacity, endowme endowment, nt, faculty, flair, forte, genius, genius, gift, knack. 2. Unusual Unusual natural ability ability to do something something well that can be develope developedd by training. 3. Person Person or people people with with an exception exceptional al 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. They must devise effective plans and processes to identify their talent needs, locate the talents, attract the talents to work for their organizations, organizations, help the selected selected people to enhance/upg enhance/upgrade rade their talents and to obtain their association to work for the organizations for longer terms. How Talent Management Can Help Your Organization

Talent management solutions are becoming more and more vital to the growth and profitability of today’s organization. Why? Because companies invest a tremendous amount of money in their employees. The expenses associated with soliciting, acquiring, training, promoting, and retaining staff members can take up a huge portion of any corporate budget. But, as the workfo workforce rce continue continuess to be viewe viewedd as an increa increasing singly ly strate strategic gic asset, asset, these these costs costs are all considered to be money well-spent. That’s where talent management comes in. Talent management software helps to ensure that companies achieve maximum return on their employee investment. Whether or not an employee – or the workforce as a whole – is productive and successful depe depend ndss upon upon many many facto factors rs.. Skill Skills, s, work work histo historie ries, s, form formal al traini training ng,, and and educ educat ation ional al  backgrounds  backgrounds all play a major role. But, so do personalities personalities,, work ethics, and other traits that dete determ rmine ine whet whethe herr or not not a staff staff memb member er will will fit well well into into a corp corpora orate te cultu culture re.. Tale Talent nt 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. With a talent management solution in place, an organization can create a more worker-friendly envir environ onme ment nt that that is both both nurtu nurturin ringg and and supp suppor ortiv tive. e. Comp Compan anie iess can can capi capital talize ize on key 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 relationships between between company company and employee, employee, while facilitating greater greater workforce workforce efficiency 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 significant gaps in skills and knowledge. knowledge. This intelligence intelligence will allow them to more accurately 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 External job searches – whether whether conducted conducted in-house in-house or through through a third-party third-party personnel 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.

OBJECTIVES OF THE STUDY

1.2 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:

To study the “TALENT IDENTIFICATION AND MANAGMENT” in Congruent Solutions Pvt Ltd., Guindy, at Chennai to suggest improvements, if any, or confirm the appropriateness of the present system. SECONDARY OBJECTIVE:

1. To understand understand the necessity necessity of talent management management among employ employees ees 2. To stud studyy the the leve levell of empl employ oyee ee sati satisf sfac acti tion on and and prob proble lem m asso associ ciat ated ed with ith Tale Talent nt Management System. 3. To study employee employee perception about the Talent Talent Management Management System System and various challenges challenges of Talent Identification and management 4. To give suitable suitable Suggestions Suggestions for improvement improvement of Talent Talent management management System. System.

 NEED  NEED FOR  THE STUDY STUDY

LIMITATIONS OF THE STUDY

1.3 NEED FOR THE STUDY:

1. The company company gives gives lot lot of weight weight ages ages and importa importance nce to identify, identify, recogniz recognizee and reward, reward, and develop talent of the employees, so that the companies’ preeminent position among the clie clients nts is to reta retain in and and also also make make to grow grow..

Ther Th eref efor oree “Tale “Talent nt Iden Identif tific icati ation on 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’ employees’ well-being. 1.4 SCOPE OF THE STUDY:

Thee scope Th scope of the stud studyy helps helps to unde unders rstan tandd the nece necess ssary ary of Tale Talent nt Identi Identific ficati ation on and and Management. It also helps to study the perseverance of employees in the Talent Management System System in the Company. The study helps helps whether whether talent appeals it’s in terms of employee satisfaction and also suggesting the possible improvement in Talent Management. PROBLEM DEFINITION

It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros. Talent is doing easily what other find difficult. In an organization, there is nothing more crucial than fitting the right employees in the right  position.  position. Or else you would be trying to fit a square peg in a round hold. When When people do  jobs that just don’t suit their liking, inclination and temperament, temperament, the results or rather the lack of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism absenteeism another  negative behaviour will become become typical in the employees employees is shown the door. Or perhaps, there is another option – Talent management. 1.5 LIMITATION LI MITATIONS S OF THE STUDY:

1. Some information information required required for the study may be confidential confidential and therefore therefore company company is not disclosing the same. 2. Time factor can be major major limitation of this survey. survey. Because it has to be completed completed within the time limit without disturbing the production process or the work of the concern employees. 3. The study was confined confined to the employees employees of Guindy Guindy branch of CONGRUENT CONGRUENT Solutions Solutions Private Limited. CHAPTER SCHEME

1. The first chapter chapter is introduction introduction,, which gives gives the outline outline of the project. project. The topics topics included included in this chapter are objectives, scope and limitations of the study 2. The second second chapte chapterr includes includes the review review of literature. literature. 3. The third chapter chapter includes the Research Research Methodology, Methodology, data analysis and interpretation. interpretation. 4. The fourth fourth chapter chapter includes includes findings findings from interpretatio interpretation. n. From that that suggestion suggestion were were given given with an implication. This chapter ends with conclusion.

COMPANY PROFILE

1.6 COMPANY PROFILE CONGRUENT SOLUTIONS PVT LTD WHO ARE WE

Congruent Solutions is an SEI CMMi Level 5 Compliant and ISO 9001:2008 certified Software & KPO Services Company with presence in •

United States (California, New Jersey)

•

Asia Pacific (Singapore)

•

Europe (London, Luxembourg)

To support mission critical business processes and applications, we have put in place worldclass infrastructure in our delivery center based in Chennai, India. OUR STRENGTHS •

Skilled team

•

Large company maturity with the soul of a small company

•

Robust Infrastructure

•

Domain knowledge with industries certifications

Congruent Solutions provides Technology Services and Pension Plan Administration Services. We have an excellent track record in successfully incubating offshore delivery centers for  organizations looking to outsource technology and business processes for the first time in a cost-effective manner. WHAT DO WE DO

Congruent is a mature IT services company with an excellent track record in developing solutions using Microsoft, Java & Open source technologies. Our BPO division provides comprehensive back office services to the Pension Plan Administration industry. Congruent focuses on providing solutions in two major domains namely Retirement/Pensions Administration and Education. The focus gives us the ability to speak the same language as our  customers and function as an extended delivery arm for clients worldwide.

BENEFIT BEYOND BOUNDARIES

Congruent compelling value proposition is its ability to rapidly configure project management  practices  practices to meet meet the requirements requirements of of small small as well well as large large projects. projects. Our robust process models enable us to: •

•

•

cut costs  provide  provide efficiency efficiency and and ensure prompt deliverables at proper deadlines

We constantly strive to exceed customer expectations, by providing excellence in quality,  performance,  performance, value, value, delivery delivery and support support of our our services services.. CORE VALUES •

We put our customers first, as without them we have no reason to be in business.

•

We encourage high levels of cooperation and communication among our customers, our  suppliers and ourselves.

•

We valu valuee open openne ness ss and and trans transpar paren ency cy in all our our comm commun unic icati ation on and and belie believe ve in not not committing what we cannot deliver 

•

We depl deploy oy our our reso resour urce cess to crea create te value value for for our our cust custom omer ers, s, our our stoc stockh khol olde ders rs,, our  our  communities and ourselves.

•

We are passionate about excellence at an individual and organizational level in everything we do.

•

We treat each other with the utmost respect.

•

We provide a safe and rewarding place to work, a place where we are proud of our company and our work, and have fun doing what we do.

•

We believe that we all are caring, loyal, honest individuals; doing our best to further  interests of our company and our colleagues.

ADVANTAGE

We at Congruent Solutions have some key compelling factors for you to choose us as your   partner.  partner.

SEI CMMi Level 5

Congruent is part of an elite club of CMMi Level 5 assessed companies. The assessment indicates that the company has achieved the highest level of maturity for its processes. For the clients, this assessment means low project risk, conformance to planned deliveries, minimal defect rate, high process visibility and enhanced satisfaction. Our team underwent a Class A SCAMPI (Standard CMMI Appraisal Method for Process Improvement) appraisal and satisfied all 22 processes applicable. ISO for PENSION PLAN PROCESS

ISO 9001:2000 certification has institutionalized our domain expertise. This assures clients of: •

Superior productivity

•

Few or no defects

•

Shorter development cycle

•

Infallible schedule compliance

•

Savings in development and maintenance cost

•

Minimum TCO

•

Maximum ROI

We are probably the first and the only company in India to be certified ISO 9001:2000 for our  Pension Plan Administration services. INFORMATION SECURITY

Congruent has implemented a comprehensive security policy that safeguards the: •

organizational information

•

assets

•

 processes  processes

•

systems

•

networks

critical to internal and external customers.

For this purpose, systems and controls complying with the ISO27001 standards are being implemented through our ISMS. This process-based model is employed in defining, implementing and maintaining ISMS. PENSION PLAN ADMINISTRATION

By the nature of its business, the pension plan administration is time and people intensive. The seasonality of certain critical processes, such as Form 5500 and Compliance Testing, poses immense challenge to TPAs and Plan Providers. Congru Congruent ent Solutio Solutions ns helps helps TP TPAs As and Plan Plan Provide Providers rs not only only manage manage the resourc resources es for  seasonal work but also provide cost savings of upto 30-50%. Congru Congruent ent Solutio Solutions ns is ISO 9001:2 9001:200 0088 certifie certifiedd for Pensio Pensionn Plan Plan Adminis Administrat tration ion (401k) (401k) services. Its delivery centre based in Chennai, India, offers a secure and robust infrastructure. Congruent has experience in handling processes in both Defined Contribution and Defined Benefits space. APPLICATION DEVELOPME D EVELOPMENT NT

Congruent’s application development services help organization automate business process usin usingg tech techno nolo logy gy in a very very cost cost effe effect ctive ive mann manner er.. We have have unmat unmatch ched ed expe experie rienc ncee in developing web applications using Microsoft, Java and Open Source technologies. We have a mature software development methodology providing an excellent framework for  migration of client requirements to our development centre, development, testing and finally transitioning of the developed application to the clients place. SPLM™, a tool built 'in-house'  provides  provides 24/7 24/7 window window on on the work-in-p work-in-progre rogress. ss.

OUR SERVICES •

Customized application development

•

Enhancements

•

Migration

•

Re-engineering

MAINTENAENCE

Maintenance of applications is as critical to businesses as developing. Changes in business  processes  processes and user patterns patterns call for constant constant enhanceme enhancements nts and maintenance maintenance.. Our Fix It methodology highlights our expertise in handling such client needs. PRODUCT DEVELOPMENT

Product development services demands a process framework that allows quick turn-around times, delivering multiple builds, ability to replicate product technology platform as well as test environment environmentss and transparency transparency in efforts spent by the offshore offshore team. Congruent’s Congruent’s processes processes are geared to address these requirements and over the years, we have mastered the art of  managing product development services for organizations. Our services include •

Product Development

•

Maintenance

•

Product Enhancements

•

Product Testing

•

Integration

INFORMATION SECURITY

Congruent values the importance and necessity of protecting data from unauthorized access, use, destruction and modification. An important aspect of information security is recognizing the value of information and defining appropriate procedures and protection requirements for  the information. We protect information throughout the life cycle of the information and put  back the the modified modified data. data.

Companies make investments in sophisticated data protection software and tools without  paying attention attention to certain “soft” issues, issues, which go a long way in ensuring ensuring data protection. protection. Congruent's common sense approach to data security covers all dimensions of data security. Here are some of the best practices we adopt to guarantee data protection for our customers: •

Congruent has a security program defined and established for the organization. The security  policies  policies have been been defined defined to meet meet ISO 9001:20 9001:2008 08 requireme requirements nts and are are in line with the the ISO 27001 standards.

•

Congruent has ensured physical security and network security in all possible ways for the ease of our clients.

•

Customer data or configuration information would not be stored on Congruent’s network. A Sterile environment is created at Congruent to lay the foundation of entire data security.

•

A plan is also documented to monitor and respond to security incidents.

•

Our network infrastructure (firewall, switches), applications, and operating systems are configured securely by utilizing Microsoft recommended security practices.

•

Security related events are logged and reviewed by respective functional heads. IT systems are audited once in a quarter by internal auditor and audit results are reviewed by the senior  management.

Congru Congruent ent has implem implement ented ed simple simple yet effectiv effectivee securit securityy policie policiess and tools tools that ensure ensure complete data protection and privacy for its customers. Our solution approach to ensure data security has a balanced emphasis on an optimum combination of technologies, tools and organization policies.

CHAPTER-II

REVIEW OF LITERATURE

2. REVIEW OF LITERATURE 1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National  University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield   Management  Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2  May 2009”.

“Des “Despit pitee a sign signifi ifica cant nt degre degreee of acad academ emic ic and and pract practiti ition oner er inter interes estt the topic topic of tale talent nt management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current  paper is in developing developing a clear and concise concise definition of strategic strategic talent management. management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of  talent management through (1) helping researchers to clarify the conceptual boundaries of  talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management”. Morris”, “ Volume Volume 18 ,  Issue 9 , 2000”, “Psychological “Psychological characteristics characteristics and talent  2. “T. Morris”, identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”.

“I review research on psychological characteristics and sports performance and examine the literature on talent identification with particular reference to soccer to derive implications for  the use of psycho psycholog logical ical variable variabless in the talent talent identifi identificat cation ion and devel developm opment ent proce process. ss. Although the many cross-sectional studies of psychological characteristics and performance in all football codes conducted over the last 30 years have revealed no clear patterns, studies of   both general general inventories inventories and specific specific variables variables are still being conducted conducted.. Reports Reports on talent identification in all codes have increased in recent years, but most are descriptive in nature. In this review, I suggest that research on systematic expert observation has potential as a practical approach, but more studies of this type are needed. Considering the examination of specific  psycholog  psychological ical variables, variables, only a solitary investigation investigation of creativity creativity in adolescents adolescents has shown shown  promise.  promise. Further Further research research on creativity creativity and talent identification identification is required required to replicate replicate the  positive  positive results results found in that study. study. In summarizing summarizing the research research on psycholog psychological ical characteristics and talent identification, I conclude that cross-sectional research on adults

cannot be extrapolated for use in talent identification with adolescents. I propose that resources would be more effectively used in the provision of psychological skills training for adolescent socce soccerr players players,, pending pending more more sophis sophistic ticate atedd resear research ch on a wider wider range range of psycho psycholog logical ical variables. It is recommended that longitudinal or quasi-longitudinal research is essential to determine whether the same psychological variables are important for outstanding performance throughout the process of development and whether psychological variables measured during adolescence can predict outstanding performance in adulthood”. “Abbott, A ,Collins, ,Collins, Dave, Martinda Martindale, le, Russell Russell and Sowerby Sowerby,, K”, “(2002)”, “(2002)”, “Talent  “Talent  3. “Abbott, identification and development”:” an academic review”.” Sport Scotland, Edinburgh.  ISBN 185060 418 418 5”.

“The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent Identification and Development Programme which operated from early 2000 to the end of  2001. The Review highlights that the actual resources required for talent identification in the UK are concentrated on anthropometrical measures whereas the required resources should concentrate primarily on the psychological dimensions supported by the development of  fundamental motor skills”. “KARTH THIK IKEY EYAN AN J”, J”, “(Ma “(Mayy 2007 2007)” )”,, “Tal “Talen entt mana manage geme ment nt stra strate tegi gies es,, NHRD NHRD 4. “KAR  journal, Hyderabad, Hyderabad, p23-26” .

“ Organization Organization

needs to have a vision and a well defined strategy on hiring for the future. Do

we have the right talent within to attract and retain the best available talent? A number of  measures for talent management are suggested.” 5. “PAN “PANDI DIT T Y V L”, L”, “(Ma “(Mayy 2007 2007)” )”,, “Tal “Talen entt rete retent ntio ion n stra strate tegi gies es in a comp compet etiti itive ve environment” environment” , ”NHRD journal”, “Hyderabad, p27-29” 

“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent.”

6. “Lance “Lance A. Berger Berger”-“Th ”-“Thee Talent Talent Managem Management ent Handboo Handbook”: k”: “Creating “Creating Organization Organizational  al   Excellence  Excellence by Identifying, Developing, Developing, and Promoting Promoting Your Best People”. People”.

“This is an outstanding reference work that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating  business  business environme environment. nt. The book book plainly gives gives advice advice on how to avoid avoid high staff staff turnover, turnover, poor  morale, and poor performance”. 7. “Sridha “Sridharr S Preetham”,” Preetham”,” (July 2007)”, 2007)”, “Managing “Managing talent, talent, HRD Newsletter Newsletter,, vol23 vol23 issue issue -4”, “Newsletter”.

“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent”. 8. “William J. Rothwell”-“The Strategic Development Development of Talent”  Talent” 

"Rothwell ignites the imagination, imagination, expands the possibilities, and offers practical strategies any organisation can use to effectively develop, retain and utilise talent for the benefit of an organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity Rothwell suggests." Christopher Rhodes - University of Birmingham, “ [email protected] ”, [email protected] ”, “   Mark  9. “ Christopher  Brundrett ”

&

Wolve lverham rhamp pton ton”

“Live “Liverpo rpool ol John John Moore Moores” s” – “Univ “Univer ersity sity  Alan Nevill  Univers University ity of  –

“Lea “Leade ders rsh hip

Talen lent

Iden dentifi tificcatio tion

and

Develop lopment” 

 Different Primary and and Secondary Secondary Schools in England England .

“Perception “Perceptionss of of Heads, Heads, Middle Leaders Leaders and and Classro Classroom om Teachers Teachers in 70 70 Contex Contextually. tually.

This

article reports on outcomes from a study funded by the National College for School Leadership (NCSL) designed to explore leadership talent identification, development, succession and retention in contextually different primary and secondary schools in England. Focus groups and a questionnaire were used to secure perceptions of heads, middle leaders and classroom teache teachers rs about about leader leadershi shipp talent talent identif identificat ication ion and devel developm opment ent.. Twent Twentyy charac characteri teristic sticss indicative of leadership talent were identified. Agreement and disjuncture were recorded

concerning the importance of characteristics among respondent groups. The implications of  these findings for leadership development and succession, in the face of a potential leadership crisis in the UK and internationally, are discussed. The longer-term career planning of staff, the  place of needs needs analysis, analysis, self-disclosu self-disclosure re and senior senior leadership leadership decision-mak decision-making ing are examined examined with respect to leadership talent identification and development. The article offers a basis upon which schools can reflect on their role in providing a good training ground for future leaders. School-based changes are recommended so that individual school's longer-term leadership requirements may be better addressed”.

CHAPTER-III

RESEARCH METHODOLOGY

OVERVIEW OF RESEARCH METHODOLOGY RESEARCH DESIGN

Type of Research

:

Descriptive Research

Population Size

:

100

Sample Size

:

65

Types of Data

:

Primary Data Secondary Data

Data Collection Instrument

:

Questionnaire

Data Collection Method

:

Survey

Sampling Technique

:

Random Sampling

Statistical Tool for Analysis

:

a. Percentage Method  b. Chi-Square Method c. Pearson Chi-Square d. Correlation Co-efficient

3.RESEARCH METHODOLOGY 3.1. Sources of data

Research Research can be defined as “A Scientific and systematic search search for f or pertinent information information on a specific topic. Resea Research rch is an organiz organized ed activit activityy with with specifi specificc focus focus (objec (objective tive)) on a proble problem m or issue 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 research researcher er has used descr descriptiv iptivee resear research ch desig design. n. In descr descripti iptive ve resear research ch desig design, n, 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.

•

Descr Descriptiv iptivee Resear Research ch studie studiess are those those studie studies, s, which which are conce concerne rnedd with with descr describin ibingg 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 researcher used an unrestricted unrestricted sampling design. design. The sampling sampling design consists consists of two steps: •

Sampling unit and

•

Sampling size.

SAMPLE UNIT:

The area selected for the study is Guindy, Chennai. SAMPLE SIZE: Hr professional:

The researcher focused on a comprehensive set of workplace practices that influence employee motivat motivation, ion, commitm commitment ent and willing willingnes nesss and desire desire to achiev achievee at work. work. The researche researcher  r  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  reward rewards, s, practic practices es leader leadership ship and manage manageme ment nt effectiv effectivene eness, ss, commun communica ication tion culture 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 ques questio tionn nnair aire. e. Th Thee talen talentt iden identif tific icati ation on and and manag managem emen entt initia initiativ tivee is taken taken by the the hr   professionals  professionals but the implication of this initiative is on the employees employees.. By this questionnaire, questionnaire, the researcher tried to find out the effectiveness, necessary of such talent management initiative as well as the satisfaction level of the employees.

To analyze the effectiveness of talent identification and management at altech star BPO, the researcher selected 50 persons as sample size. The respondents were selected on the basis of  Random Sampling Technique; SAMPLE METHOD:

The study involved probability random sample for selecting the respondents. It is one of the types in probability sampling. When population elements are selected randomly on uniform size then if they are selected randomly and if every element get a chance equally, it can be called as random or unrestricted sampling.

3.3 FORMULATION OF QUESTIONNAIRE: QUESTIONNAIRE:

The required information for the the study is collected collected through a structured questionnaire. The questionnaire consists of closed-ended questions questions and open ended ended questions. In this type of  questionnaire, both the questions questions and the answers 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. select. It allows the respondent to select the appropriate one of their own.

METHODS OF DATA COLLECTION:

There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources. With regard to this study questionnaire method of  data collection is followed. Since the study is to know the effectiveness of talent identification and management at CONGRUENT Solutions Private Solutions. Primary data

is collected from Employees of CONGRUENT Solutions Private Limited. A

well-structured non-disguised questionnaire was made use to collect the relevant data for the study. The questionnaire questionnaire was framed such a way so so as to elicit the required information. From a list of employees at CONGRUENT Solutions Private Limited at random 100 employees were considered for the the study. Out of the 100 employees, only only 65 employees employees responded. responded. Hence out out of a total population of 100, 65 employees was the research sample size. The secondary data was collected through company profile, books, and internets. Through secondary data basic information about the organization was known.

STATISTICAL DESIGN:

To draw inferences and conclusions from the data collected appropriate conventional and nonconventional techniques were adopted adopted in the study. The conventional techniques techniques used here is  percentage  percentage analysis analysis,, pie chart, chart, the non-conve non-conventional ntional techni technique que used used in this study study is Pearson Pearson Chi Square, Chi Square and Correlation. STATISTICAL TOOL:

The collected data were classified tabulated, and analyzed with some of the statistical tools like. 1. Percentage method 2. Chi-square method a) Pearson Chi Square 3. Correlation co-efficient PERCENTAGE METHOD:

Percentage method is an analysis which is derived from the statistical technique for finding the average of collected data/information. This techniques is used to draw the bar diagram, histogram, pie-chart etc. This helps to pin point the percentage of collected data’s. Number of respondents Percentage= -------------------------------- *100 Total number of respondents

CHI-SQUARE TEST:

Chi-square test is a non parametric test used most frequently by researchers to test hypothesis. This test is employed for testing hypothesis when distributed of population is not known and when nominal data is to be analyzed. The following formula for calculating the value of chi-square, x2 =∑ (O-E) 2/E

Where, O = Observed frequency E = Expected frequency

CORRELATION CO-EFFICIENT:

Correlation is used in measuring the closeness of the relationship between the two variables. It mainly determines the existence of the relationship and tests significantly. It establishes a cause and effect relationship. The Pearson co-efficient of correlation is denoted by the symbols that are used universally for describing the degree of correlation between two series. The formula for computing Karl Pearson ‘r’ is  N∑xy - ∑x∑y r

=

----------------------------------------------------------------------(√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)

CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

TABLE - 1 GENDER OF EMPLOYEES FACTORS

NO. OF REPONDENTS

PERCENTAGE

MALE FEMALE TOTAL

27 23 50

54 46 100

CHART – 1 GENDER OF EMPLOYEES GENDER  56 54

54

52 50 48 46

46 44 42

Male

Female

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 54% of the employ employee eess are Male and 46% of them are Female. Female. It is concl conclude udedd that majority majority of the respondents are Male.

TABLE -2

AGE OF EMPLOYEES FACTORS

NO. OF RESPONDENTS

PERCENTAGE

18 - 25 26 - 35 36 – 45 Above 45 Total

14 17 10 9 50

28 34 20 18 100

CHART – 2 AGE OF EMPLOYEES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 28% of employees fall under the age group 18 – 25 years, 34% of employees employees falls under the age of 26 – 35 years, 20% of employees fall under the age group of 36 – 45 years and 18% of employees are above the age group of 45. It is concluded that majority of respondents fall under the age group of 26  – 35 years. years.

TABLE – 3 EDUCATIONAL QUALIFICATION FACTORS

NO. OF RESPONDENTS

PERCENTAGE

UG PG TOTAL

29 21 50

58 42 100

CHART – 3 EDUCATIONAL QUALIFICATION

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 58% of employees has UG qualification and 42% of employees has PG qualification. It is concluded that majority of the respondents are UG qualification.

TABLE – 4 WORK EXPERIENCE IN CONGRUENT FACTORS

NO. OF RESPONDENTS

PERCENTAGE

< 1 Year 2 – 3 Years

5 12

10 24

4 – 5 Years 5 Years and above Total

18 15 50

36 30 100

CHART – 4 WORK EXPERIENCE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 10% of employees have less than 1 year work experience, 24% of employees have 2 -3 years work experience, 36% of employees have 4 -5 years work experience, 30% of employees have 6 years and above experience. It is concluded that majority of employees work experience are 4 -5 years.

TABLE – 5 CURRENT POSITION IN CONGRUENT CONGRUENT FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Trainee Process Associate Senior – Process Associate System Analyst Total

6 24 15 5 50

12 48 30 10 100

CHART – 5 CURRENT POSITION IN CONGRUENT CONGRUENT

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 12 % of employees  position  position are Trainees, Trainees, 48% of employee employeess are Process Process Associates, Associates, 30% of employe employees es are Senior  Senior   – process process Associate, Associate, 10% of employee employeess are System System Analyst. Analyst. It is conclude concludedd that majority of  employees are Process Associates.

TABLE – 6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES FACTORS

NO. OF RESPONDENTS

PERCENTAGE

By competencies

6

12

By Potential

9

68

By Results

34

18

All the Above

1

2

Total

50

100

CHART – 6 ORGANIZATION IDENTIFY TALENT

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 12% of employees respondent that organization identify talent by Competencies, 18% of employees answered by Results, 68% of employees answered answered by Potential, 2% of employees employees respondent respondent answered all the above. above. It is concluded concluded that majority of employee employee’s ’s respondent respondent that organization identify identify talent by potential.

PART – B TABLE – 7.1 TALENT MANAGEMENT NECESSARY FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

46 4 50

92 8 100

CHART – 7.1 TALENT MANAGEMENT NECESSARY

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 92% of employees’ respondent that talent management is necessary, and 8% of employees’ respondent that talent management is not necessary. It is concluded that the majority of employees’ respondent that talent management is necessary.

TABLE – 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

48 2 50

96 4 100

CHART – 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 96% of employees’ respo respond nden entt that that tale talent nt manag managem emen entt is nece necess ssary ary for Comp Compan any, y, and and 4% of emplo employe yees es’’ respondent that talent management is not necessary for Company. It is concluded that the majority of employees’ respondent that talent management is important for Company.

TABLE – 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

49 1 50

98 2 100

CHART – 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 98% of employees’ responds that talent management is important for them, and 2% of employees’ responds that talent management is not necessary for them. It is concluded that the majority of employees’ respondent that talent management is necessary for them.

TABLE – 7.4 TALENT MANAGEMENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION NULL HYPOTHESIS

:

There is no significant association between the male and and fema female le tale talent nt mana manage geme ment nt init initia iati tive ve a top top

 priority in organization. organization. ALTERNATIVE HYPOTHESIS

:

There is a significant association between the male and female that the talent management initiative a top

 priority in organization. organization.

GENDER

YES

NO

TOTAL

MALE FEMALE TOTAL

26 34 60

28 12 40

54 46 100

X

Y

X^2

Y^2

XY

26 34 ∑X=60

28 12 ∑Y=40

676 1156 ∑X^2= 1832

784 144 ∑Y^2=928

728 4 08 ∑XY= 1136

Correlation Coefficient:

(∑xy / n – (∑x /n) (∑y /n)) r =

−−−−−−−−−−−−−−−−−−− −−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−− −−−−−−−−−−−−− (√ ((∑x2/n) – (∑x/ n) 2) √ ((∑y2/n) – (∑y/ n) 2) (1136/100) - (60/100) (40/100)

r =

-------------------------------------------------------------------------------------------------------------------------------------------------------------(√(1832/100) - √(60/100)^2 * (√(928/100) -√(1832/100) - √(60/100)^2

r

=

(11 (11.36)

r

= 11.12/12.73 = 0.873

-

(0.6)*(0.4) /√17.96 * √9.12 ~

1

CHART – 7.4 TALENT MANAGEMENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

INFERENCE:

From the above analysis, we found that both the gender specifies that talent management initia initiativ tivee a top top prio priorit rityy in the the organi organiza zatio tionn espe especia cially lly when when comp compare aredd to male male,, fema female le respondents respond that talent management initiative a top priority in the organization.

TABLE – 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES

35

70

 NO TOTAL

15 50

30 100

CHART – 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s respond that talent management initiatives a top priority in the organization, 40% of employees respond that talent management are not given top priority in the organization. It is concluded that the majority of employees employees’’ respondent respondent that organization organization have specific specific talent management management initiative.

TABLE – 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK  GIVEN TO YOU FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

27 23 50

54 46 100

CHART – 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK  GIVEN TO YOU

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 54% of employee’s respond that talent management implemented regularly and feedback given to them, 46% of  employees’ respond that talent management management are not implemented regularly and feedback given given to them. It is concluded that the majority of employees’ respondent that talent management implemented regularly and feedback given to them.

TABLE – 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK  FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO

30 20

60 40

TOTAL

50

100

CHART – 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK 

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s respond that following action taken by the company after the feedback , 40% of employees’ respond that following action are not taken by the company after the feedback. It is concluded that the majority of employees’ responds that following action taken by the company after the feedback.

TABLE – 7.8 COMPLETE WORK WITHIN A GIVEN TIME FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

49 1 50

98 2 100

CHART – 7.8 COMPLETE WORK WITHIN A GIVEN TIME

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 98% of employee’s respond that they complete the work within a given time, 2% of employees’ respond that they are not complete the work within a given time. It is concluded that the majority of employees’ responds that they complete the work within a given time.

TABLE – 7.9 PERFORM WORK WITH INTEREST FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

35 15 50

70 30 100

CHART – 7.9 PERFORM WORK WITH INTEREST

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 70% of employee’s respond that they perform the work with interest, 30% of employees’ respond that they are not  perform the work with interest. interest. It is concluded concluded that the majority of employee employees’ s’ responds responds that the employees perform work with interest.

TABLE – 7.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME FACTORS

NO. OF RESPONDENTS

PERCENTAGE

YES  NO TOTAL

10 40 50

20 80 100

CHART – 7.10

ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond that they feel they are wasting the time, 80% of employees’ respond that they are not wasting their time. It is concluded that the majority of employees’ are not wasting the time.

TABLE – 8 SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES PEARSONS CHI SQUARE TEST

Null Hypothesis

:

There There is no signific significant ant associa association tion between between the gende genderr and the satisfaction of talent management.

Alternative Alternative Hypothesis: Hypothesis:

Ther Th eree is signif signific icant ant asso associ ciati ation on betwe between en the the gend gender er and and the the satisfaction of talent management.

GENDER

YES(%)

NO(%)

ROW TOTAL

MALE

30 27

24 19

54 46

57

43

100

OBSERVED

EXPECTED

(Oi-Ei)

(Oi-Ei)^2/Ei

FRE FREQUE QUENCY NCY

FRE FREQUENC ENCY

30 24 27 19 100

30.78 23.22 26.22 19.78 100

-1 1 1 -1 0

0.019766 0.026202 0.610221 0.808898 1.465087

FEMALE COLUMN TOTAL

Chi square (χ 2)

= ∑ ((O-E) 2/E) = 1.465

Expected frequency

= (Row Total * Column Total) / Grand Total

Therefore, the calculated value of Chi Square Square (χ 2)

= 1.465

Degrees of freedom

=1

= (r-1) (n-1) = (2-1) (2-1)

Table value of chi square (χ 2) = χ 2 (r-1) (c-1), 5%

= χ 2 1, 5 %

= 3.84

INFERENCE:

Since the calculated value of chi square (χ 2) is less than table value of chi square (χ 2), we accept Ho at 5% level of significance. Hence we conclude that there is no significant association  between  between the gender gender i.e. both both the genders genders are satisfied satisfied with talent managem management. ent.

TABLE – 9 SATISFACTION WHILE COMPLETE YOU’RE WORK  FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

0 1 7 40 2 50

0 2 14 80 4 100

CHART - 9

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 0% of employee’s respond that they are highly dissatisfied while complete the work, 2% of employees’ respond that they are dissatisfied, 14% of employees respond neither, 80% of employees’ respond that they are satisfied and 4 % of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with that they feel satisfaction while complete your work.

TABLE – 10.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

1 2 5 32 10 50

2 4 10 64 20 100

CHART – 10.1

LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 2% of employee’s respond that they are highly dissatisfied with medical insurance package, 4% of employees’ respond are dissatisfied, 10% of employees respond respond neither, 64% of of employees’ respond respond that they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the medical insurance  package.  package.

TABLE – 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE COMPANY SAVINGS PLAN FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

2 3 10 30 5 50

4 6 20 60 10 100

CHART – 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 4% of employee’s respond that they are highly dissatisfied with company savings plan, 6% of employees’ respond are dissatisfied, 20% of employees respond neither, 60% of employees’ respond that they are satisfied and 10% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the company savings plan.

TABLE – 10.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE RETIREMENT PLAN FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

5 3 16 20 6 50

10 6 32 40 12 100

CHART – 10.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond respond that they are highly highly dissatisfied dissatisfied with retirement plan, 6% of employee employees’ s’ respond are dissatisfied, 32% of employees respond neither, 40% of employees’ respond that they are satisfied and 12% of employees’ employees’ respond that they they are highly satisfied. It is concluded concluded that the majority of employees’ respond that they are satisfied with the retirement plan.

TABLE – 10.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

3 7 5 25 10 50

6 14 10 50 20 100

CHART – 10.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of employee’s respond that they are highly dissatisfied with holiday entitlement, 14% of employees’ respond are dissatisfied, 10% of employees respond neither, 50% of employees’ respond that they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded that the majority of employees’ respond that they are satisfied with the holiday entitlement.

TABLE – 10.5 COMPETITIVE OF MY SALARY TOOL APPLIED: CHI – SQUARE TEST AGE

Highly

Dissatisfied

Neutral

Satisfied

Highly Satisfied

Total

1 6 7 1 15

0 3 2 3 8

6 5 0 1 12

7 2 0 1 10

14 17 10 9 50

Dissatisfied 18-25 26-35 36-45 above 45 Total

 Null hypothe hypothesis: sis:

0 1 1 3 5

Ho:

The opinion opinion about the the level level of salary salary that you receive receive is satisfied satisfied according to the age-wise

Alternative Hypothesis: H1: H1: The opinion about the level level of salary that you receive receive is not satisfied according to the age - wise.

Observed Frequency

Expected Frequency

(Oi-Ei)

(Oi-Ei)^2

(Oi-Ei)^2 Ei

0 1 0 6 7 1 6 3 5 2 1 7 2

1 4 2 3 3 2 5 3 4 3 1 3 2

-1 -3 -2 3 4 -1 1 0 1 -1 0 4 0

1 9 2 9 16 1 1 0 1 1 0 16 0

0.71 2.14 0.89 2.68 5.71 0.59 0.20 0.00 0.25 0.29 0.00 5.33 0.00

0 0 3 1 3 1 1

2 2 1 3 1 2 2

-2 -2 2 -2 2 -1 -1

Chi square (χ 2)

= ∑ ((O-E) 2/E)

Calculated value of Chi-square (χ 2)

= 32.19

Degrees of freedom

= (n-1) = (5-1) = 4

Table value of chi square (χ 2)

= χ 2 (n-1), 5% = χ 2 4, 5 %

Tabulated Value

4 4 4 4 4 1 1

1.67 2.00 4.44 1.48 2.78 0.46 0.56

= 9.488

= 9.488

INFERENCE:

Since the calculated value of chi square (χ 2) is greater than table value of chi square (χ 2), we reject Ho at 5% level of significance. Hence we conclude that the opinion level of salary that you receive is not satisfied according to the age - wise. TABLE – 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR  ORGANIZATION FACTORS

NO. OF RESPONDENT

PERCENTAGE

External Talent Sessions Appreciation for Initiation Creativity Knowledge Recreational Activities Total

10 20 5 15 50

20 40 10 30 100

CHART – 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR  ORGANIZATION

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 20% of employee’s respond external talent sessions, 40% 40% of employees’ employees’ respond appreciation for innovation, 10% of employees respond creativity knowledge, 30% of employees’ respond recreational activities. It is conclu conclude dedd that that the majorit majorityy of emplo employee yees’ s’ respon respondd that apprec appreciati iation on for initiatio initiationn rewarding, motivating and retaining talent in the organization.

TABLE – 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT FACTORS

NO. OF RESPONDENT

PERCENTAGE

Fully To a great extent To a reasonable extent To a limited extent  Not at all Total

4 8 23 10 5 50

9 16 47 19 9 100

CHART – 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 9% of employee’s respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond not at all. It is conclude concludedd that the majority of employees employees’’ feel that it is a reasonable reasonable extent extent that transparency system adopted in talent management system.

TABLE – 13 TALENT RETENTION INITITATIVES FACTORS

NO. OF RESPONDENT

PERCENTAGE

Accruing new talent Leveraging existing talent Retaining the current Potential for future Total

13 12 15 10 50

26 24 30 20 100

CHART – 13 TALENT RETENTION INITIATIVES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 26% of employee’s respond accruing new talent, 24% of employees’ respond leveraging existing talent, 30% of  employees respond retaining the current, 20% of employees’ respond potential for future. It is concluded that the majority of employees’ retaining the current talent retention initiatives. .

TABLE – 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Highly dissatisfied Dissatisfied  Neither Satisfied Highly Satisfied Total

5 2 15 16 12 50

10 4 30 32 24 100

CHART – 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 10% of employee’s respond respond that they are highly dissatisfied dissatisfied ,4% of employee employees’ s’ respond are dissatisfied, dissatisfied, 30% of  employees respond neither, 32% of employees’ respond that they are satisfied and 24% of  emplo employe yees es’’ resp respon ondd that that they they are highl highlyy satis satisfie fied. d. It is conc conclu lude dedd that that the the major majority ity of  employees’ respond that they are satisfied existing personnel policies of the company.

TABLE-1 GENDER OF SUBORDINATES

OPTIONS

NO. OF RESPONDENTS

PERCENTAGE

Male Female Total

10 5 15

67 33 100

CHART -1 GENDER 

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher  author authoritie itiess are Male and 33% of them are Female. Female. It is concl conclude udedd that that majorit majorityy of the respondents are Male.

TABLE - 2 AGE AGE

NO OF RESPONDENTS

PERCENTAGE

18-25 years

1

6

26-35 Years

2

13

36-45 Years

7

46

Above 45 Years

5

33

Total

15

100

CHART – 2 AGE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher  authorities fall under the age group 18 – 25 years, 14% of higher authorities falls under the age of 26 – 35 years, 47% of higher authorities authorities fall under under the age group of 36 – 45 years and 33% of higher authorities are above the age group of 45. It is concluded that majority of respondents fall under the age group of 36-45 years.

TABLE -3 EDUCATIONAL QUALIFICATION OF SUBORDINATES OPTIONS

NO. OF RESPONDENTS

PERCENTAGE

UG PG TOTAL

0 15 15

0 100 100

CHART – 3 EDUCATIONAL QUALIFICATION

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 0% of higher  authorities authorities has UG qualification qualification and 100% of higher higher authorities has PG qualification qualification.. It is concluded that majority of the respondents are PG qualification.

TABLE – 4 WORK EXPERIENCE IN CONGRUENT OPTIONS

NO. OF RESPONDENTS

PERCENTAGE

< 1 year 2-3 years 4-5 years 5 years and above Total

2 3 4 7 15

13 18 25 44 100

CHART – 4 WORK EXPERIENCE

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 13% of higher  authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher  autho authorit ritie iess have have 6 year yearss and and abov abovee expe experie rienc nce. e. It is conc conclu lude dedd that that major majority ity of highe higher  r  authorities work experience are 6 and above.

TABLE – 5 CURRENT POSITION IN CONGRUENT CONGRUENT FACTORS

NO. OF RESPONDENTS

PERCENTAGE

HR Team Leaders Manager Total

3 5 7 15

20 33 47 100

CHART – 5 CURRENT POSITION IN CONGRUENT CONGRUENT

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 20 % of  respo respond nden ents ts are HR profe profess ssion ional als, s, 33% 33% of respo respond nden ents ts are Team Team Lead Leader er,, and and 47% 47% of  respondents are Managers. It is concluded that majority of authorities are Manager.

TABLE – 6 ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES FACTORS

NO. OF RESPONDENTS

PERCENTAGE

By competencies

1

7

By Potential

12

81

By Results

1

7

All the Above

1

7

Total

15

100

CHART – 6

ORGANIZATION IDENTIFY TALENT

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  author authoritie itiess respon responden dentt that that organiz organizatio ationn identif identifyy talent talent by Compe Competen tencie cies, s, 7% of higher  higher  authorities authorities answered answered by Results, Results, 81% of higher higher authorities authorities answered answered by Potential, 7% of  higher higher authorities responden respondentt answered all the above. It is concluded concluded that majority of higher  higher  authorities’ respondent that organization identify talent by potential.

TABLE – 7 OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT 7.1 Aligning employees with the core values of your organization FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 4 7

7 26 47

Strongly Agree

2

13

Total

15

100

CHART -7.1 Aligning employees with the core values of your organization

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond  Neutral,  Neutral, 47 of them respond respond Agree, 13% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that aligning employees with the core values of the Organization.

TABLE – 7.2 Assessing Candidates skills earlier in hiring process FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

6

Disagree  Neutral Agree

2 4 7

13 27 48

Strongly Agree

1

6

Total

15

100

CHART -7.2

Assessing candidates skills earlier in hiring process

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher  authorities respondent Strongly disagree,13% of them respond Disagree,27% of them respond  Neutral,  Neutral, 48 of them respond respond Agree, Agree, 6% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that assessing candidate’s skills earlier in hiring process

TABLE – 7.3 Creating a culture that makes employees want to stay with the Organization FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

6

Disagree  Neutral Agree

1 2 8

6 13 54

Strongly Agree

3

21

Total

15

100

CHART -7.3 Creating a culture that makes employees want to stay with the Organization

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher  authorities respondent Strongly disagree,6% of them respond Disagree,13% of them respond  Neutral,  Neutral, 54% of them respond Agree, Agree, 21% of them respond Strongly Strongly Agree. Agree. It is conclude concludedd that majority of respondents respond Agree that creating a culture that makes employees want to stay with the organization.

TABLE – 7.4 Creating a culture that makes individuals want to join the Organization FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

6

Disagree  Neutral Agree

1 1 8

6 6 55

Strongly Agree

4

27

Total

15

100

CHART -7.4 Creating a culture that makes individuals want to join the Organization

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher  authorities respondent Strongly disagree,6% of them respond Disagree,6% of them respond  Neutral,  Neutral, 55 of them respond respond Agree, 27% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that creating a culture that makes individuals want to  join the the Organization Organization

TABLE – 7.5 Creating a culture that values employees work  FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 1 9

7 6 60

Strongly Agree

3

20

Total

15

100

CHART -7.5 Creating a culture that values employees work 

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond  Neutral,  Neutral, 60% of them respond Agree, Agree, 20% of them respond Strongly Strongly Agree. Agree. It is conclude concludedd that majority of respondents respond Agree that creating a culture that values employees work.

TABLE – 7.6 Creating an environment where employees are excited to excellent at Work  FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

0

0

Disagree  Neutral Agree

1 2 8

6 13 54

Strongly Agree

4

27

Total

15

100

CHART -7.6 Creating an environment where employees are excited to excellent at Work 

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 0% of higher  authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond  Neutral,  Neutral, 54 of them respond respond Agree, and 27% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that creating an environment where employees are excited to excellent at Work.

TABLE – 7.7 Creating an environment where employees ideas are encouraged develop required talents FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 1 9

7 6 60

Strongly Agree

3

20

Total

15

100

CHART -7.7 Creating an environment where employees ideas are encouraged develop required talents

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond  Neutral,  Neutral, 60 of them respond respond Agree, 20% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that creating an environment where employee’s ideas are encouraged develop required talents

TABLE – 7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 1 10

7 7 66

Strongly Agree

2

13

Total

15

100

CHART -7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond  Neutral,  Neutral, 66 of them respond respond Agree, 13% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that Creating policies that encourage career growth and development opportunities based on Talent Identification

TABLE – 7.9 Giving Productive Feedback  FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 1 11

7 7 72

Strongly Agree

1

7

Total

15

100

CHART -7.9 Giving Productive Feedback 

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond  Neutral,  Neutral, 72 of them respond respond Agree, Agree, 7% of them respond Strongly Strongly Agree. It is concluded concluded that majority of respondents respond Agree that Giving Productive Feedback.

TABLE – 7.10 IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

1 2 8

7 13 53

Strongly Agree

3

20

Total

15

100

CHART -7.10

IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree,7% of them respond Disagree,13% of them respond  Neutral,  Neutral, 53 of them respond respond Agree, 13% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that identifying vacancies that will fit in with your  existing talents.

TABLE – 7.11 Rewarding Top Performing Employees FACTORS

NO. OF RESPONDENTS

PERCENTAGE

Strongly Disagree

1

7

Disagree  Neutral Agree

0 1 10

0 7 67

Strongly Agree

3

20

Total

15

100

CHART -7.11 Rewarding top performing employees

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 7% of higher  authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond  Neutral,  Neutral, 47 of them respond respond Agree, 13% of them respond Strongly Strongly Agree. Agree. It is concluded concluded that majority of respondents respond Agree that rewarding top performing employees.

TABLE – 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES (In percentages) Job Description

Very Critical

(2)

(3)

(4)

7 60 10 30 10 20

70 15 20 10 10 0

9 10 0 0 10 0

(1)

Trainee Process Associate Senior- Process Associate System Analyst Team leader Asst. Manager

6 10 70 60 70 80

Not Critical (5)

9 5 0 0 0 0

Senior Manager

100

0

0

0

0

CHART – 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 6% of higher  authorities respondent respond very critical, 7% of them respond critical ,70% of them respond  Neutral,  Neutral, 9 of them respond respond somewhat somewhat not critical , 9% of them respond respond not critical. critical. It is concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the trainees. From the above table and chart, it is inferred that out of 100% respondents, 10% of higher  authorities respondent respond very critical, 60% of them respond critical ,15% of them respond Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical. It is concluded that majority of respondents respond job description is critical for attracting and retaining talent of the process associate.

From the above table and chart, it is inferred that out of 100% respondents, 70% of higher  authorities respondent respond very critical, 10% of them respond critical ,20% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the senior process associate. From the above table and chart, it is inferred that out of 100% respondents, 60% of higher  authorities respondent respond very critical, 30% of them respond critical ,10% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of the system analyst. From the above table and chart, it is inferred that out of 100% respondents, 70% of higher  authorities respondent respond very critical, 10% of them respond critical ,10% of them respond Neutral, 10% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for  attracting and retaining talent of team leader. From the above table and chart, it is inferred that out of 100% respondents, 80% of higher  authorities respondent respond very critical, 20% of them respond critical ,0% of them respond  Neutral,  Neutral, 0% of them respond respond somewhat somewhat not critical , 0% of them respond respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Assistant Manager. From the above table and chart, it is inferred that out of 100% respondents, 100% of higher  authorities respondent respond very critical, 0% of them respond critical ,0% of them respond  Neutral,  Neutral, 0% of them respond respond somewhat somewhat not critical , 0% of them respond respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Senior Manager.

TABLE -9 TALENT MANAGEMENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION ORGANIZATION FACTORS

NO. OF RESPONDENT

PERCENTAGES

Virtual Team Training Cross Team Training Knowledge Transfer Training Soft Skill Training External Training Total

3 3 3 3 3 15

20 20 20 20 20 100

CHART -9 TALENT MANAGEMENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION ORGANIZATION

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 20% of higher  authorities respondent Virtual Team Training, 20% of them respond Cross Team Training, 20% of them respond respond KT session, session, 20 of them respond respond Soft skill skill Trainin Training, g, 20% of the respond respond External Training. It is concluded that all of respondents respond all the talent management activities are involved in the organization.

TABLE -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION Most effective Compensation criteria

(1)

(2)

(3)

(4)

Least effective (5)

(In Percentages)

Base Pay Health care Benefits Training Benefits Retirement Benefits Job security

20 20 12 70 89

60 50 60 10 0

10 10 14 14 6

10 20 8 0 5

0 0 6 6 0

CHART -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION

INFERENCE:

From the above table and chart, it is inferred that out of 100% respondents, 20% of higher  authorities respondent respond Most effective, 60% of them respond effective ,10% of them respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of base pay is effective From the above table and chart, it is inferred that out of 100% respondents, 20% of higher  authorities respondent respond Most effective, 50% of them respond effective ,10% of them respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of Health care benefits is effective From the above table and chart, it is inferred that out of 100% respondents, 12% of higher  authorities respondent respond Most effective, 60% of them respond effective, 14% of them respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond least effectiv effective. e. It is conclu conclude dedd that majorit majorityy of respon responde dents nts feel feel the effect effective ivenes nesss of talente talentedd employees in terms of compensation of training is effective

From the above table and chart, it is inferred that out of 100% respondents, 70% of higher  authorities respondent respond Most effective, 10% of them respond effective, 14% of them respond Neutral, 0% of them respond somewhat not much effective, 6% of them respond least effectiv effective. e. It is conclu conclude dedd that majorit majorityy of respon responde dents nts feel feel the effect effective ivenes nesss of talente talentedd employees in terms of compensation of retirement is most effective but no one is use this retirement benefit. From the above table and chart, it is inferred that out of 100% respondents, 89% of higher  authority’s respondent respond Most effective, 0% of them respond effective, 6% of them respond Neutral, 5% of them respond somewhat not much effective, 0% of them respond least effectiv effective. e. It is conclu conclude dedd that majorit majorityy of respon responde dents nts feel feel the effect effective ivenes nesss of talente talentedd employees in terms of compensation of job security is most effective.

FINDINGS, SUGGESTIONS SUGGESTIONS & CONCLUSION

FINDINGS Findings from employees

1.

Half of of th the respondents are Male.

2.

Most Mo st of the resp respon onde dents nts (34%) (34%) belo belong ng to the age age gro group up of 26 – 35 35 yea years rs..

3.

Half alf of of the the emplo mploye yeees are are UG degree ree hol holders ders..

4.

Most Mo st of the the res respo pond nden ents ts(3 (36% 6%)) wor workk exp expeerienc riencee are are 4 – 5 yea years rs

5.

Most of of the the emp emplo loye yeees(4 s(46%) 6%) are are Pro Proce cesss Ass Assoc ocia iate te..

6.

Half Half of of the the emp emplo loye yees es res respo pond nd that that the the orga organi nizat zation ion iden identi tifie fiess tale talent nt by by pote potenti ntial. al.

7.

(i) 92% 92% of the the emp emplo loye yees es resp respon ondd tha thatt tale talent nt manag managem emen entt is is nece necess ssary ary.. (ii) 96% of the employees respond that talent management is important for company. (iii) 98% of the employees respond that talent management is necessary for them. (iv) More than half of the employees(60%) respond that talent management initiatives a top priority in the organization. (v)Thre (v)Three-fo e-fourt urthh of the emplo employee yeess respon responds ds that organiz organizatio ationn has specifi specificc Talent Talent Management Initiative. (vi) Half of the employees respond that talent management implemented regularly and feedback given to them. (vii) More than half of the employees respond that following action taken by the company after the feedback. (viii) 98% of the employees respond that they complete the work within a given time. (ix) Three-fourth of the employees responds that they perform work with interest. (x) 80% of the employees respond that they are not wasting any time.

8.

Half of the employee employeess respond respond that they are satisfied satisfied by the talent management management in the company.

9.

80% of the employees respond that they feel satisfied while completing the work.

10.

Level of satisfaction of employees with the following of salary and benefit package. (i) More than half of the employees respond that they are satisfied with medical insurance package. (ii) More than half of the respondents are satisfied with Company savings plan. (iii) Most of the the respondents (40%) are satisfied with with retirement plan.

(iv) Half of the respondents are satisfied with Holiday entitlement. (v) Most of the respondents are dissatisfied dissatisfied with the competitive of my my salary. 11. Most of the employees employees (40%) (40%) respond that appreciation for initiation rewarding, motivating and retaining talent in the organization. 12.

Most of the the employe employees es (47%) feel that it is a reasonab reasonable le extent extent transparency transparency adopted adopted in the talent management system.

13.

Most of the employee employees(30% s(30%)) respond respond that retaining the current current is the talent retention retention initiative. Most of the respondents are satisfied with personnel policies of the company.

Findings from Subordinates:

14.

67% of the respondents are Male.

15.

Most of the respondents respondents belong to the the age age group of 36 36 – 45 years.

16. All the respondents are PG holders. 17. Most of the respondents (44%) work work experience experience 6 years years and above. 18. Most of the respondents i took are Managers. 19. More than than three three fourth fourth of the responde respondent nt respond respond that organizatio organizationn identify identify talents talents by  potential  potential and the professio professionals nals view view to increase increase career career growth growth opportunity opportunity.. 20. (i) Half of the respondent agrees that aligning employees with the core values of

your 

organization. (ii) Half of the respondent agrees that assessing candidates skills earlier in hiring  process.  process. (iii)Half of the respondent agrees that they are creating a culture that makes employees want to stay with the organization. (iv) Half of the respondent agrees that they are creating a culture a culture that makes individuals want to join the organization. (v) More than half of the respondent respondent (60%) agrees that they are a creating creating a culture that values employees work (vi) Half of the respondent respondent agrees that creating an environment environment where where employees employees are excited to excellent at work. (vii) More than half of the respondent respondent that creating an environmen environmentt where employee’s employee’s ideas are encouraged develops required talents. (viii) Three-fourth of the respondent agrees that they creating the policies that encourage career growth and development opportunities based on Talent Identification. (ix) Three – fourth of the respondent agrees that they giving productive feedback.

(x) Half of the respondent respondent agrees agrees that they identifying identifying vacancies vacancies that will fit in with your existing talents. (xi) Half of the respondent agrees that they are rewarding top performing employees. 21. (i) Three – fourth of of the respondents respond respond says that attracting and retaining talent of the trainee employees is neutral. (ii) More than half of the respondents say that attracting and retaining talent of the Process associate employees is critical. (iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior  process  process associate associate employ employees ees is very critical. critical. (iv) More than half of the respondent says that attracting and retaining talent of the System analyst is very critical. (v) Three - fourth of the respondent says that attracting and retaining talent of the Team leader is very critical. (vi) 80% of the respondent respondent responds responds that attracting and retaining talent of the Assistant Assistant manager is very critical. (vii) All of the respondents respond that attracting and retaining talent of the Senior  Manager is very critical. 22. Virtual team training, Cross team training, KT session training, Soft Skill training, External training are usually used by the organization to carry out talent development activities. 23.

(i) More than half of of the respondent feel base pay is effective for talented employees in terms of compensation. (ii) Half of the respondent feels that Health care benefits are effective for talented employees in terms of compensation. (iii) Half of the respondent feels that training benefits are effective for talented employees in terms of compensation. (iv) Three – fourth of the respondent feels that retirement benefits are most effective for  talented employees in terms of compensation. (v) 89% of the respondent feels that job security benefits are most effective for talented employees in terms of compensation.

SUGGESTIONS

1. Organiz Organizatio ationn must must have have meaning meaningful ful descript descriptions ions of the capabilitie capabilitiess (skills (skills,, behav behaviors iors,, abilities and knowledge) required throughout the organization. 2. Organiz Organizatio ationn must be able to relate relate those those skills skills and capabiliti capabilities es to a role role or a centre centre of  demand, such as job position, project or leadership role. 3. Talent Talent Identification Identification and Manage Management ment processe processess must create create a comprehensiv comprehensivee profile of  of  their talent. They must must be able to track meaningful meaningful talent related related information about about all of their people – employees. 4. The working working culture culture of of the organization organization can can be improve improvedd and maintained maintained to to retain talent talent in long run. 5. More More certified certified training training can can be given given to the employe employeee to boost boost their effectiv effectivene eness ss and efficiency. It should be used as a tool of motivation. 6. Th Thee orga organi nizat zatio ionn can can iden identif tifyy the cruci crucial al talen talentt initia initiativ tivee to attra attract ct and and retai retainn the the employees, they should know while talent management elements can have the greatest impact on the business and therefore provide a better basic for prioritization and implementation. 7. To create create a sophisticate sophisticatedd talent manage management ment environm environment, ent, Organizatio Organizationn must •

Define a clear vision for Talent Management.

•

Develop a roadmap for the process integration.

•

Integrate and optimize process.

•

Prepare the work for changed association with the new environment.

8. The organizatio organizationn can develop develop rewards rewards and compe compensation nsation structu structures res which which will be geared geared towards incentivizing on spot and develop talented employees. 9. The organiz organizatio ationn must must provide provide skills, skills, training training,, and knowle knowledge dge and encoura encourage ge them to engage and conduct regular conversation with employees especially around their career  aspirations and developmental needs as to ensure right allocation of work assignment are assigned to high potential employees to increase the retention within the organization.

CONCLUSION

As organization continue to pursue high performance and improved results through Talent Management practices, they are taking a holistic approach to talent management from attracting and selecting wisely, to retaining and developing leaders, to placing employees in position of  greatest greatest impact. The mandate is clear; for organization organization to succeed succeed in today’s rapidly changing changing and increasingly competitive workplace, intense focus must be applied to aligning human capital with corporate corporate strategy and objectives. objectives. It starts with recruiting and retaining talented talented  people  people and continues continues by sustaining sustaining the knowledge knowledge and competencie competenciess across the entire work force. With rapidly changing changing skill sets and join requirements, requirements, this becomes becomes an increasingly increasingly difficult difficult challenge for organization. organization. By implementing implementing an effective effective Talent Identification Identification and Management strategy, including integrated data, process and analytics, organization can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future.

ANNEXURE

QUESTIONNAIRE ( FOR EMPLOYEES )

I am AAR AARTHY E.J. .J. doing ing proj projeect stud studyy titl titleed “A STU STUDY ON TALENT LENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD”.

Your Your resp respon onse se will be kept confi confide dent ntial ial.. Kind Kindly ly spare spare few minu minute tess to fill fill this this

questionnaire. PART-A

(1)

Name: (Optional) _______________________________ ______________________________________________ __________________  ___ 

(2)

Gender:

a) Male □

(3)

Age:

a) 18 – 25

b) 26 -35

(4) Qualification:

a) UG □

b) PG □

(5) Experience:

a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 years and above □

b) Female □ c) 36-45

d) above 45

(6) Current position: (a) Trainee Trainee □

(b) Process Process Associate Associate

(d) System Analyst

□

□

(c) Senior Senior Process Process Associate Associate □

(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

1

Do you you beli belieeve Tal Talen entt Mana Manage geme ment nt Sys Syste tem m is nec neces essa sary ry??

2 3 4 5

Do you you thin thinkk a Tale Talent nt Mana Manage geme ment nt Sys Syste tem m is impo import rtant ant for Comp Compan any? y? Do you you thin thinkk a Tale Talent nt Mana Manage geme ment nt Syste System m is is imp impor ortan tantt for for you you?? Are Are Tale Talent nt Mana Manage geme ment nt initi initiat ative ivess a top top prio priorit rityy in you yourr Orga Organi nizat zation ion?? Does Does your your Orga Organiz nizati ation on have have any any spe specif cific ic Tale Talent nt Manag Managem emen entt Initiative? Is Tale Talent nt Man Manag agem emen entt Syst System em impl implem emen ente tedd regu regular larly ly and and feed feedbac backk Given to you? Is any any follo followi wing ng actio actionn take takenn by by the the Comp Compan anyy afte afterr the the feed feedba back ck?? Can Can you you comp comple lete te your our wor workk wit withi hinn a give givenn tim time? e? Can yo you pe perfo rform work wit withh in interes rest? At any any time time do you you feel feel that that you you are wast wasting ing your your time? time?

6 7 8 9 10

9. Are you satisfied with Talent Management System in your Company? a) Yes Yes

Employee Response Yes No

b) No

10. Do you feel satisfaction while while complete your work? (a) Highly Highly dissatisfied dissatisfied (b) Dissatisfied Dissatisfied (c) Neutral Neutral

(d) Satisfied Satisfied (e) Highly Satisfied Satisfied

11. Please rate your Level of Satisfaction with the salary and benefit package you receive. Description

Highly Dissatisfied

Dissatisfied

Neither

Satisfied

Highly Satisfied

Medical Insurance Package Company Savings Plan Retirement Plan Holiday Entitlement Competitive of my salary 12. 12. Coul Couldd you you spec specify ify any any othe otherr rewa reward rding ing,, motiv motivati ating ng and and retai retaini ning ng talen talentt in your  your  Organization? (a) Ext Extern ernal al Talent Talent sessio sessions ns □ (b) Appreciation Appreciation for initiation initiation

□

(c) (c) Inno Innova vatio tionn

□

(d) Recreational Activities

□

13. How do you feel the transparency system adopted in talent management system? (a) Fully □ (d) To a limited extent □

(b) To a great extent □ (c) To a reasonable extent □ (e) Not at all □

14. What are your talent retention initiatives? (a) Accruin Accruingg new talent talent □

(b) Lever Leveragi aging ng existi existing ng talent talent □

(c) Retaining the current □ (d) Potential for future

□

15. Are you satisfied with existing personnel policies of the company? (a) Highly Dissatisfied □ (d) Satisfied□

(b) Dissatisfied □

(c) Neutral □

(e) Highly satisfied □

16. Please give your valuable suggestions for the improvement and talent management of the organization.  _________  _____________ ________ _________ __________ _________ ________ _________ __________ _________ ________ _________ __________ _________ _________ ________  ___   _________  _____________ ________ _________ __________ _________ ________ _________ __________ _________ ________ _________ __________ _________ _________ ________  ___   _________  _____________ ________ _________ __________ _________ ________ _________ __________ _________ ________ _________ __________ _________ _________ ________  ___  I am very thankful to all the participants for this cooperation. QUESTIONNAIRE

(HR PROFESSIONALS & TEAM LEADERS)

I am AAR AARTHY E.J. .J. doing ing proj projeect stud studyy titl titleed “A STU STUDY ON TALENT LENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD, CHENNAI”.

Your responses will be kept confidential. confidential. Kindly spare few minutes minutes to fill

it up this questionnaire. (1)

Name: (Optional) _______________________________ ______________________________________________ __________________  ___ 

(2)

Gender:

a) Male □

(3)

Age:

a) 18- 25 yrs□

b) 26-35 yrs c) 36-45 yrs d) Above 45□

(4) Qualification:

a) UG □

b) PG □

(5) Experie Experience nce::

a) < 1year 1year □

b) 2-3yea 2-3years□ rs□

(6) Current position: a) HR

b) Female □

c) 4-5 years□ years□

d) 5 yrs and above□ above□

b) Team Leaders c) Manager 

(7) How does your organization identify talent of the employees? (a) By competencies □

(b) By Results □

(c) By potential□

(d) others................. 8) Kindl Kindlyy give give your your opini opinion on for for the the follo followi wing ng state stateme ments nts of Tale Talent nt Iden Identif tifica icatio tionn and and Management. Put tic mark in the appropriate Column. Description Aligning employees with the core values of your organization. Assessing candidates skills earlier in hiring  process  process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to excellent at Work Creating an environment where employees ideas are encouraged develop required talents. Creating policies that encourage career  growth and development opportunities  based  based on Talent Talent Identificatio Identificationn Giving Productive Feedback

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Identifying vacancies that will fit in with your existing talents Rewarding top performing employees 9)

How How do you you feel feel the the job job des descr cript iption ion is mos mostt criti critica call for attrac attractin tingg and and retai retainin ningg tale talent nt of  of 

the employees? Job descriptions

Very Critical (1)

(2)

(3)

 Not Critical (5)

(4)

Trainee Process Associate Senior – Process Associate System Analyst Team Leader  Assistant Manager  Senior Manager 

10. Kindly specify the different talent management activities are involved in your organization? (a) Virtual Team Training

□ (b (b) Cross Team Training

□

(c) KT Session Training

□ (d) Soft Skill Training

□

(e) External Training

□

11. How do you feel the effectiveness of talented employees in terms of compensation ? Most Compensation criteria

effective (1)

Least (2)

(3)

(4)

effective (5)

Base Pay Health care Benefits Training Benefits Retirement Benefits Job security

12. Please Please give give your your valuab valuable le sugge suggestio stions ns for the improv improveme ement nt talent talent identif identificat ication ion and management of the organization.  _________  _____________ ________ _________ __________ _________ ________ _________ __________ _________ ________ _________ __________ _________ _________ ________  ___ 

Thank you for your kind information

BIBLIOGRAPHY

1) Human Human Resource Resource Manageme Management nt ---- Himalaya Himalaya Publicat Publications ions (P 386) 2) Human Human Resource Resource Manageme Management nt System System ----- Prof. Mr. Mr. Subbarao Subbarao (P, 243) 243) 3) Ravilochanan Ravilochanan P, Researc Researchh Methodology Methodology with with business business corresponde correspondence nce and report report writing. Chennai; Margham Publications, 2003

4) Singaravelu Singaravelu,, Senapathy, Senapathy, Quantitative Quantitative techniques techniques in business. business. Chennai; Chennai; Meenaks Meenakshi hi agency, 1998 5) Udai Pareek, Pareek, Aahad M.Osma M.Osman-Gani n-Gani,.Ramn ,.Ramnarayan arayan S, Rao Rao T.V, Human Human Resource Resource Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002

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