final project talent identification121

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Chapter 1

Introduction

1.1 Introduction of the study Talent Management

Talent management implies recognizing a person's inherent skills, traits, personality

and offering him a matching job. Every person has a unique talent that suits a particular job

profile and any other position will cause discomfort. It is the job of the Management,

particularly the HR Department, to place candidates with prudence and caution. A wrong fit

will result in further hiring, re-training and other wasteful activities. Talent Management is

beneficial to both the organization and the employees. The organization benefits from:

Increased productivity and capability; a better linkage between individuals' efforts and

business goals; commitment of valued employees; reduced turnover; increased bench

strength and a better fit between people's jobs and skills. Employees benefit from: Higher

motivation and commitment; career development; increased knowledge about and

contribution to company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it

is important for an organization to develop the most important resource of all - the Human

Resource. In this globalize world, it is only the Human Resource that can provide an

organization the competitive edge because under the new trade agreements, technology can

be easily transferred from one country to another and there is no dearth for sources of cheap

finance. But it is the talented workforce that is very hard to find.

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, areasonable (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.

Several talent management processes need to be in place on a strategic level in order

ensure its success. Such processes/strategies include talent identification, recruitment &

assessment, competency management, performance management, career development,

learning management, compensation, succession planning etc.

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Talent management has a number of benefits to offer such as employee engagement,

retention, aligning to strategic goals in order to identify the future leadership of the

organization, increased productivity, culture of excellence and much more.

1.2 Objectives of Study:-

In the current scenario of cutthroat competition, every company has to survive to

satisfy its customers by providing them quality products and services. The summer training at

Company, was undertaken with a view to study certain fundamental as well as the

commercial and operational aspects of the company. The training involved the study of the

following:

PRIMARY OBJECTIVE:

To study the TALENT IDENTIFICATION AND MANAGMENT in Aircel, at Shimla to suggest

improvements, if any, or confirm the appropriateness of the present system.

SECONDARY OBJECTIVE:

1. To understand the necessity of talent management among employees

2. To study the level of employee satisfaction and problem associated with Talent

Management System.

3. To study employee perception about the Talent Management System and various

challenges of Talent Identification and management

4. To give suitable Suggestions for improvement of Talent management System.

1.3 Rationale of the study

The talent in an organization refers to the current employees and their valuable

Knowledge, skills and competencies. Talent management (or succession management) is the

ongoing process of analyzing, developing and effectively utilizing talent to meet Business

needs. It involves a specific process that compares current talent in a department to the

strategic business needs of that department. Results lead to the development and

implementation of corresponding strategies to address any talent gaps or surpluses.

Talent management for the HR Community is a priority of the HR Strategy for the HRCommunity. Not only does the HR Strategy support the HR Community as its own

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professional group, but it also recognizes and will support the role human resource

professionals have to help their clients become skilled, committed and accountable public

servants. The implementation of a talent management process that is transparent and

equitable is expected to create an environment for people to develop their skills in

preparation for a range of future possibilities thereby preparing the workplace for changing

roles. The goal of this process is to map the business needs of the HR Community with the

potential and career development needs of our people in order to develop a comprehensive

Talent Management Plan.

1.4 Limitations of Study:-

1. All the functions are only related with the personnel department.2. Limitation about the working hour of the worker in the factory.

3. Limitation about the time and absenteeism.

4. Company not allowing to disclose confidential information

5. Time factor was the major limitation of this survey. Because during survey any activity

of organization which is directly or indirectly related to the production process should

not disturb due to survey.

1.5 Object of the project:

This Talent Management Project I completed from Company Aircel for the fulfillment

of the full time course of BBA of Himachal Pradesh University for the session 2010-2013. In

Company I made research on Talent Management process because company want to know

that, is it talent management is really beneficial for them or not. I proved them that talent

management is really beneficial for company by doing this project.

I completed this project because it was a requirement of our MBA full time course. I

learned various things in this project, like audit, SAP HR module, personal administration.

Etc.s

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Chapter - 2

Industry Profile

2.1 Telecommunication

The word telecommunication was adapted from the French word telecommunication. It

is a compound of the Greek prefix tele - meaning 'far off', and the Latin communicare,

meaning 'to share'. Telecommunication is the transmission ofsignals over a distance for the

purpose ofcommunication. In modern times, this process almost always involves the sending

ofelectromagnetic waves by electronic transmitters but in earlier years it may have involved

the use ofsmoke signals,drums orsemaphore. Today, telecommunication is widespread and

devices that assist the process, such as the television, radio and telephone, are common in

many parts of the world. There is also a vast array of networks that connect these devices,

including computer networks, public telephone networks, radio networks and television

networks. Computer communication across the Internet, such as e-mail and instant

messaging, is just one of many examples of telecommunication. The basic elements of a

telecommunication system are:

a transmitterthat takes information and converts it to a signal for transmission a transmission medium over which the signal is transmitted

a receiverthat receives and converts the signal back into usable information

Often telecommunication systems are two-way and devices act as both a transmitter

and receiver or transceiver. For example, a mobile phone is a transceiver.

Telecommunication over a phone line is called point-to-point communication because it is

between one transmitter and one receiver, telecommunication through radio broadcasts is

called broadcast communication because it is between one powerful transmitter and

numerous receivers.

A collection of transmitters, receivers or transceivers that communicate with each

other is known as a network. Digital networks may consist of one or more routers that route

data to the correct user. An analogue network may consist of one or more switches that

establish a connection between two or more users. For both types of network, a repeatermay

be necessary to amplify or recreate the signal when it is being transmitted over long

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distances. This is to combat attenuation that can render the signal indistinguishable from

noise.

Indian Telecom Sector (Overview)

The telecom services have been recognized the world-over as an important tool for socio-

economic development for a nation. It is one of the prime support services needed for rapid

growth and modernization of various sectors of the economy. Indian telecommunication

sector has undergone a major process of transformation through significant policy reforms,

particularly beginning with the announcement of NTP 1994 and was subsequently re-

emphasized and carried forward under NTP 1999. Driven by various policy initiatives, the

Indian telecom sector witnessed a complete transformation in the last decade. It has

achieved a phenomenal growth during the last few years and is poised to take a big leap inthe future also.

Status of Telecom Sector

The Indian Telecommunications network with 621 million connections (as on March 2010) is

the third largest in the world. The sector is growing at a speed of 45% during the recent

years. This rapid growth is possible due to various proactive and positive decisions of the

Government and contribution of both by the public and the private sectors. The rapid strides

in the telecom sector have been facilitated by liberal policies of the Government that provides

easy market access for telecom equipment and a fair regulatory framework for offering

telecom services to the Indian consumers at affordable prices. Presently, all the telecom

services have been opened for private participation.

Telecom Regulatory Authority of India (TRAI)

The entry of private service providers brought with it the inevitable need for independent

regulation. The Telecom Regulatory Authority of India (TRAI) was, thus, established with

effect from 20th February 1997 by an Act of Parliament, called the Telecom Regulatory

Authority of India Act, 1997, to regulate telecom services, including fixation/revision of tariffs

for telecom services which were earlier vested in the Central Government.

TRAIs mission is to create and nurture conditions for growth of telecommunications in the

country in manner and at a pace, which will enable India to play a leading role in emerging

global information society. One of the main objectives of TRAI is to provide a fair and

transparent policy environment, which promotes a level playing field and facilitates faircompetition. In pursuance of above objective TRAI has issued from time to time a large

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number of regulations, orders and directives to deal with issues coming before it and

provided the required direction to the evolution of Indian telecom market from a Government

owned monopoly to a multi operator multi service open competitive market. The directions,

orders and regulations issued cover a wide range of subjects including tariff, interconnection

and quality of service as well as governance of the Authority.

GROWTH OF TELECOM NETWORK (2012)

With a strong population of over 1.1 Billion, India has become one of the most dynamic and

promising Telecom markets of the world. In recent times, the country has emerged as one of

the fastest growing telecom markets in the world. It has third largest telecom network and the

second largest wireless network in the world.

NETWORK EXPANSION The total number of telephones has reached 4297.25 lakh as on March 31,

2009 as compared to 3004.92 lakh as on March 31, 2008.

While 1292.33 lakh connections were added during the twelve months of 2008-09,

about 108 lakh connections were added every month during the current fiscal year.

The tele density, as given in the following graph, has shown a sustained increase

during last few years.

It increased from 26.22% in March 2008 to 36.98% in March 2009.

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Tele density graph

Cellular Service Providers

As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are

GSM users and 41 million CDMA users.

BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and MTL are the main GSM providers in India.

Reliance Communications and Tata Indicom are the main CDMA providers in India.

Bharti Airtel

Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, Andhra Pradesh,

Gujarat, Haryana, Himachal Pradesh, Shimla, Karnataka, Kerala, Madhya Pradesh,

Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP and West Bengal. Airtel is the

No.1 cellular service provider in India using GSM technology. Airtel has 23% market share in

India with a total subscriber base of 38 million.

Reliance Communications

Reliance has both CDMA and GSM networks and total subscriber base of 29 million or 17%

market share. It has GSM network in Assam, Bihar, Himachal Pradesh, Kolkata, North East,

Madhya Pradesh, Orissa and West Bengal. Reliance has CDMA networks in other states andcities.

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Bharat Sanchar Nigam Limited (BSNL)

BSNL is a state owned telecom company which has GSM presence in almost every cities

and towns. BSNL has 27 million subscribers with a market share of 16%.

Tata Indicom

Tata Indicom is a main CDMA provider in India with 16 million subscribers all over India. Tata

Indicom has presence in almost every states and cities in India

Airtel has more than 100 million subscribers and BSNL has half as much. But, BSNLs

revenues was more than Airtels until now. For the first time Airtel has surpassed BSNL to

become countrys number one telecom operator in terms of subscribers and revenues.

There is a drop of 0.4% in BSNLs revenues when compared with the previous fiscal year.Airtel has increased its revenues by 39.8% - a very impressive growth.

BSNL did not face the heat until now as the revenues werent dipping. That doesnt hold

good any more and it has to buck up or revamp before it turns into an Air India. BSNL doesnt

have the same kind of excuses of Air India as it operates in a lucrative telecom market.

The other operator which has seen a drop in revenues is MTNL. This is in spite of all the 3G

spectrum and the leg-up both BSNL and MTNL got from the government. Giving subsidies

and special treatment doesnt work after all.

Reliance saw a decent growth of 23.1% and its revenues are 22341 crores. It is 3rd in line.

The best growth in revenues was by IDEA Cellularat 50.7%.

Airtel and Reliance are the 2 India based operators to feature in the top 20 telecom operators

by subscribers.

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MARKET STRUCTURE OF TELECOM INDIA

Divided into 22 circles

4 metros

19 circles

Market StructureFurther

divided into A, B and C

category based on

economic parameters andrevenue potential

Each circle has a licenses

Four operators per circle are

allowed

Licenses are saleable METRO Circles

Gujarat

Rajasthan

MaharashtraOrissa

Andhra Pradesh

Karnataka

Tamil Nadu

Kerala

Madhya Pradesh

Uttar Pradesh E

Bihar

West Bengal

Punjab

Himachal Pradesh

Haryana

Jammu & Kashmir

Uttar

Pradesh

W

CHENNAI

MUMBAI

DELHI

KOLKATA

C Circles

B Circles

A Circles

Telecom in Himachal Pradesh

In our state developmental challenges are many and almost every sector needs a special

attention and package to grow. Since unprecedented progress in technology has made

telecom sector one of the engines of growth, we want to see this sector progress to register

increasing momentum in the growth of economy on all fronts. Every one percent growth in

tele-density is accompanied by 3% growth in Gross Domestic Product and sometimes this

growth has been reported above 5% in some surveys conducted in developing nations. The

tele-density - the number of phones per 100 of population - in fact is the very important

indicator adopted for measuring the performance of this sector and in HP it has risen from a

mere 2.08 in 2001-2002 to 7.76 in 2005-06. We have to bear in mind that development of the

telecom infrastructure holds out a considerable promise for the development of Himachal

Pradesh because of the economic benefits it will bring to state.

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As far as telecommunication facilities in Himachal Pradesh state are concerned, there

are over 16000 STD booths/PCOs, 366 telephone exchanges and 9 telegraph offices

(CTOs/DTOs) regulating the services. The number of telephone connections has gone

beyond 9 lakhs including phones of mobile segment. When this is compared with the phone

level of 2001-02, it is interesting to note that there has been an addition of almost 7 lakh

connections between 2001-02 and 2005-06. The mobile phones have contributed 67% to this

growth. With mobile services launched only in August 2003, Himachal Pradesh state has

been a late entrant into the telecom sector. Nonetheless, the teledensity of Himachal Pradesh

at the end of June 2006 was reported at 11, marginally short of the national average of 13.7.

we cannot ignore the fact that telecom penetration has been uneven across the urban and

rural segments. While the urban tele-density of Himachal Pradesh at 39.86 compares

favourably with the national average of 42.65, rural tele-density at 0.84 is much below thenational average of 1.85. However it is interesting to note that the average revenue per user

(ARPU) for Himachal Pradesh at Rs.440.56 is much higher than the national average of

Rs.339.49. This means that growth of telecom sector in Himachal Pradesh State is not likely

to be hampered by demand side constraints. Falling cost of handsets and accessories

coupled with innovative tariff plans has made initial entry cost affordable and this factor is

largely contributing to the growing demand of phone connections.

Take the case of mobile phone. This segment of phones is vital in a state like ours.

These are the primary form of telecommunication in most emerging economies as on date. In

other words, mobile phones have the capacity to revolutionize even small and tiny

businesses and the people associated with these businesses can improve their earnings at a

faster rate. Its efficient use can save time and money and provide quicker access to

information. Its no longer just something that only the rich can afford. Now, its a basic means

of communication. If such type of telecom facilities is made cost effective, it can help in

fuelling rapid growth all round in the State. The main constraint to growth of telecom in the

state stems from the supply side (service providers). These have resulted in the limitation on

the expansion of services into unreached areas of the state. Even there has been no quality

improvement of existing services. The lack of proper coordination between the three mobile

service providers in the state, BSNL, Airtel, and Aircel, is creating difficulties for subscribers

as far as smooth connectivity is concerned. Calls between services, within services, and to

landline phones are difficult to get through. It is notable that Reliance, which has a large

presence in the rest of country, has yet to start its operations in the state despite having alicense to do so now for the past two years. There is need to encourage competitive

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pressures through multi-operator scenario in Himachal Pradesh. As per the existing TRAI

guidelines operators are obliged to provide connectivity to other operators at points of

interconnect (POI) on their respective networks. AIRTEL has reported that BSNL which owns

the largest network in Himachal Pradesh has not been able to comply with this obligation.

There is urgent need that authorities who matter in telecom department take cognizance of

this and sort out the impasse. Let them bear in mind that interconnectivity is vital for healthy

competition among service providers as it will improve the quality of service and cut down the

cost. High capital and operating costs of telecom services in the state are put as major

hindrances in the smooth development of the sector. The service providers also point out

mountainous terrain that hinders the telecom signal thereby limiting the reach of each

telecom tower.

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Chapter - 3

Company Profile Aircel

About the company

Aircel group is a mobile phoneservice provider in India. It offers bothprepaidand

postpaid GSM cellular phone coverage throughout India. Aircel is a joint venture

between Maxis Communications of Malaysia and the Reddy family of Chennai.

Maxis has a 74% stake in Aircel and the remaining 26% is with Sindya Securities &

Investments Private Limited (Sindya Securities & Investments Private Limited is

promoted by P. Dwarakanath Reddy and Suneeta Reddy (daughter ofApollo

Hospitals Chairman Prathap C. Reddy))). It is Indias fifth largest GSMmobile service

provider & seventh largest mobile service provider (both GSM and CDMA) with a

subscriber base of over 51.83 million, as of January 31, 2012. It has a market share of

6.72% among the GSM operators in the country.

As on date, Aircel is present in all 23 telecom circles (including Andhra Pradesh,

Assam, Bihar & Jharkhand, Chennai, Delhi & NCR, Gujarat, Haryana, Himachal

Pradesh, Jammu & Kashmir, Karnataka, Kerala, Kolkata, Madhya Pradesh,

Mumbai, North East, Orissa, Punjab, Rajasthan, Rest ofMaharashtra & Goa, Rest

ofTamil Nadu, Rest ofWest Bengal, Uttar Pradesh East, Western Uttar Pradesh)

as per the company plans to become a pan-India operator by 2010.

Additionally, Aircel has also obtained permission from Department of

Telecommunications (DoT) to provide International Long Distance (ILD) and

National Long Distance (NLD) telephony services. It also has the largest service in

Tamil Nadu...

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on=edit&redlink=1http://en.wikipedia.org/wiki/Tamil_Nadu


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This marks the beginning of the new world of Maxis a world beyond voice, and beyond

borders

Aircels current and proposed footprint is illustrated below.

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AIRCEL IN Himachal Pradesh

AIRCEL 92.9%are targeting the unsaturated market where no other operator is present. An

Aircel official admitted that they have been targeting the interior locations where the mobile

connectivity has not been available. However, they denied that they have not been targeting

the urban market. We are targeting the urban market, but our focus is more on connecting

the rural market, the official said.

In Shimla the post paid services of Aircel was launched in November-05 whereas prepaid

services were launched in January-06

Product Offerings (keeps on changing from time to time) :

New Subscribers: New Subscribers will need to buy a starter pack of Rs.49 and

recharge with Rs.248 to avail lifetime.

Existing Aircel Subscribers: Existing Aircel Prepaid Subscribers can recharge with

Rs.199 and get lifetime validity. However existing Aircel lifetime subscribers will get the tariff

benefit automatically.

Tariff highlights (keeps on changing from time to time) :

Local calls Re1/minute

STD Calls Rs 2.74/minute.

Aircel gives services to its customers in 4 forms:

Validity Recharge

Top ups

Value Vouchers

Packs

The various depts. and their functions in Shimla circle are as

Sales and Marketing Department

Customer Service Department

Technical/networking Department

Commercial Department

Finance Department

Human Resources Department

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Administration Department

Value Added Services

When a network operators offers services using:

existing customer base

existing infrastructure

They add more value to the relationship between consumer and operator.

Hence, these services are known as Value Added Services.

Broad Classification of VAS offerings:-

Messaging short codes, MMS, email etc.

Music mono tones, true tones, poly tones, mp3 tones, full songs, CRBT etc.

Imagery wallpapers, animations, screensavers, videos etc.

Games Branded, Unbranded

Text based stock quotes, news etc.

Doctor on call

Voice station

Caller ringtones

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VALUE ADDED SERVICES PROVIDED BY AIRCEL

VAS Services in Shimla includes: -

Aircel pocket internet

Non-stop downloads of your favorite stars' Wallpaper, latest Polyphonic Ringtones,

MP3 tones, True tones,Music Videos, Movie videos, Themes, Movie Themes and Mobile

games only on Aircel pocket internet. Whats more, activating this service is free and

browsing the portal is charged just @10p/10Kb.

Charges:

SMS sent to 121 will be Free.

Browsing charges 10paisa/10 Kb

Tariff Plans

Service Rate (Rs.)

Astro 5

Wall Papers 15

Polyphonic Ring tone 15

True Tones 20

Mp3 Tones 20

Animation 15Videos 30

Themes 50

Movie Themes 30

Games 50 / 99 / 150

Voice Station

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Aircel 55500 service offers you a host of never before services - from music on your mobile to

tit-bits about celebrities. All you need to do is call 55500 from your Aircel mobile and follow

the simple instructions to enter a world of information and entertainment. The service

recognizes your voice and gives information based on the command given by you.

Music Messaging and Ringtones

Prayers

Perform pooja from your Aircel mobile. Listen to an exhaustive collection of devotional songs

like Supbrapatham, Bhajans, Amman Songs, and Gayathri & Gurbani

Astrology Service

You can check your horoscope for the day, by entering your birth date. Astro info is updated

every day.

News

Get the latest news updates. Information is available across Regional, State, National and

International categories. Calls to 55500 services will be charged at Rs.6/min. Conditions

Apply.

Sports

Get the latest news and information about the happening in the sports world, like livecommentary, scores, schedules etc

Jokes

Smile with us by listening to the jokes. We have exhaustive collection which will make you

burst in laughter for sure.

Call rates Rs. 6/min.

Subscription Services

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ServiceSubscription

KeywordSend To Charges Alerts Time

News Headline +

Breaking NewsSUB NEWS 58000 Rs 7/week Twice a day 10:30 & 16:40

Cricket NEWS &

SCORES

SUB CRI 58000 Rs 7/weekBall by Ball

update

9:00

Jokes Alert SUB JOKES 58000 Rs 7/week Once a Day 13:30

Astro PackSUB ASTRO

58000 Rs 7/week Once a Day 13:00

Stock Alert SUB STOCK 58000 Rs 7/week Thrice a Day10:15 & 13:00

& 17:00

Though of the

Day AlertsSUB THO 58000 Rs 7/week Once a Day 9:30

Mehfil-E-

Timepass/Shayari SUB SHAYARI 58000 Rs 7/week Twice A day 13:00 & 14:55

Love Express SUB LOVE 58000 Rs 7/week Once a Day 11:15 & 14:00

Beauty Tips Alerts SUB BTIP 58000 Rs 7/week Once a Day 13:45

Health Tips Alerts SUB HTIP 58000 Rs 7/week Once a Day 17:30

Receipe Tips

AlertsSUB RTIP 58000 Rs 7/week Once a Day 15:20

Fun Unlimited

AlertsSUB FUN 58000 Rs 7/week Once a Day 10:00 & 14:45

Regional NewsAlerts

SUB RNEWS 58000 Rs 7/week Once a Day 14:50

Ayurvedic Tips

AlertsSUB ATIP 58000 Rs 7/week Once a Day 7:30

Amazing Facts

AlertsSUB AF 58000 Rs 7/week Once a Day 12:30

Numerlogy AlertsSUM NUM1 TO

NUM958000 Rs 7/week Once a Day 13:45

Guru Granth SUB GURU 58000 Rs 7/week Once a Day 7:00

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Sahib Alerts

Geeta Shloakas SUB Geeta 58000 Rs 7/week Once a Day 6:40

Holy Bible Alerts SUB BIBLE 58000 Rs 7/week Once a Day 6:40

Quran Alerts SUB QUR 58000 Rs 7/week Once a Day 8:45

Ram CharitManas Alerts

SUB RAM 58000 Rs 7/week Once a Day 8:45

Friendship

Messages AlertsSUB FRIENDS 58000 Rs 7/week Once a Day 14:00

Career Guru Pack SUB CG 58000 Rs 7/week Twice a day 10:00 & 14:00

Fundoo Pack SUB FNP 58000 Rs.30/month Twice a day 11:00 & 16:00

Super Sports

PackSUB SSP 58000 Rs.30/month Twice a day 10:00 & 15:00

Word-a-Day SUB WORD 58000 Rs 7/week Once a Day 9:35

Bihar News SUB NEWSBH 58000 Rs 7/week Once a Day 11:40

News - Bengal SUB NEWSBN 58000 Rs 7/week Once a Day 11:40

News - Kerela SUB NEWSKER 58000 Rs 7/week Once a Day 11:40

News - Karnataka SUB NEWSKK 58000 Rs 7/week Once a Day 11:40

News -

MaharashtraSUB NEWSMAH 58000 Rs 7/week Once a Day 11:40

News - NCR SUB NEWSNCR 58000 Rs 7/week Once a Day 11:40

News - North East SUB NEWSNE 58000 Rs 7/week Once a Day 11:40

News - Punjab SUB NEWSPUN 58000 Rs 7/week Once a Day 11:40News - Rajasthan SUB NEWSRAJ 58000 Rs 7/week Once a Day 11:40

News - TN SUB NEWSTN 58000 Rs 7/week Once a Day 11:40

News - UP SUB NEWSUP 58000 Rs 7/week Once a Day 11:40

News - Gujarat SUB NEWSGJ 58000 Rs 7/week Once a Day 11:40

News - AP SUB NEWSAP 58000 Rs 7/week Once a Day 11:40

News - Himachal

PradeshSUB NEWSJK 58000 Rs 7/week Once a Day 12:40

Aduilt Jokes SUB AJ 58000 Rs 7/week Once a Day 10:00

Subscription Services:-

To unsubscribe from any of the services please contact Aircel Customer Care.

SMS Charges to 58000: Rs.3/SMS

Missed call alerts

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Want to know who called you when your mobile was switched off or out of coverage area?

Just subscribe to the Aircel Missed Call Alerts service (MCA). There are two simple ways of

doing it. After subscribing to the monthly service, you will receive alerts on your mobile for all

the missed calls at no extra cost.

Pay as you use option

You also have the option of not subscribing to the service. In this option you can get the

missed call alerts for the every request you send.

SMS Charges to 5899903: Rs. 3/SMS

Dialer Tunes

Aircel introduces Dialer Tunes! Get rid of boring Tring Tring and make your callers

listen to latest tunes. Dial 56565, Registration Rs.30/month, call Rs.6/min & Rs.15/song..

Song validity is for a period of 90 days. Dialer tune is a special service through which the

calling party can hear a song or music instead of the default "Tring Tring" tune.

In order to get the Dialer service activated the subscriber has to register with the Dialer

Tune service by calling 56565 and follow the instructions played by IVR. Once the user has

registered for DIALER TUNE service the calling party will hear the song instead of the default

ringing tune ("Tring Tring"). Subscriber will be confirmed with an SMS message of service

activation.

To change the selected song or to dedicate a special song to another user the

subscriber has to call 56565 and follow the instructions which will play by IVR, Whileselecting the song it will play, whether to dedicate to all or a particular number. Through this

the subscriber can dedicate a specific song for a specific subscriber..

Whenever this subscriber calls, he or she will get to hear the special song dedicated to the

calling number. Select a new song and either assigns the song for all the callers or to

particular caller so that the previous song will be replaced with the newly selected song.

Subscriber will be confirmed with an SMS message of song change.

The user can deregister from the DIALER TUNE service by calling the short code

56565 and follow the instructions played by IVR. Select the account details or profile

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management and can do deregistration of a single number or all.

Once the subscriber is unregistered the calling party will not hear the song anymore and only

the default "tring tring" will be played. The User can also unsubscribe from this service, by

calling Aircel Customer care at 9858012345 or 121 from local Aircel numbeThe user can

remove the song dedicated for a particular subscriber by calling 56565 at Rs.6/Min and follow

the instructions played by IVR. Select the account details or profile management and can do

deregistration of a single number. After removing the dedicated song the particular subscriber

will hear the default song selected for all..

Live Astrology

Astrology service on short code 55315 is a voice based LIVE SERVICE, where

AIRCEL customers can call at Rs. 9/min and talk to formally trained & experiencedASTROLOGERS.

Details of charges:

Live Astrology service on 55315 Rs. 9/min (60 second pulse

Doctor On call

Doctor-on-call' provides access to quality medical advice from the comfort of your

home/ office. Gets instant advice on medical/ health and wellness queries from a panel ofdoctors specializing in various fields.

Details of charges :

Doctor on Call service on 54887 Rs. 9/min (60 second pulse).

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Chapter 4

Review of Literature & Research Methodology

4.1 Talent Management V/s Traditional HR Approach

Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone approach,

especially for companies operating in fast evolving industries, since competencies become

redundant with time and new competencies need to be developed. Thus, over time, the entire

approach to development of people might be rendered obsolete calling for rethinking the

entire development initiative.

Talent management on the other hand focuses on enhancing the potential of people

by developing capacities. Capacities are the basic DNA of an organization and also of

individual potential.

D Point of Departure

N Navigation

A Point of Arrival

In fact, the following appropriately describes the role of talent management:

Translating organizational vision into goals and mapping the required level of

capacities and competencies to achieve goals aligning individual values and vision with

organizational values and vision.

Clear understanding of the varied roles within the organization and appreciation of the

value-addition from self and others leading to building a culture of trust, sharing and team

orientation.

Assessment of talent to profile the level of capacities and set of competencies

possessed within the organization. Enhancing capacities to learn, think relate and act through

development initiatives. Individual growth to meet and accept varied incremental and

transformational roles in an overall scenario of acknowledged need for change.

Gap analysis and identification of development path helping individuals realize their full

potential through learning & dev. Developed individuals enabling breakthrough performance

4.2 Understanding Talent

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The idea of developing talent is not a new concept in any business. In fact every

successful company that has 'stood the test of time' has done so, Because of their ability to

attract, retain and get the best out of their talent.

Today we read of a 'war for talent. This has emerged, not because companies have

forgotten about talent, or allowed it drop off of the radar but, because in some fundamental

ways, the talent has changed. We have a new kind of young person entering the business

world, with a very different world view, set of values, priorities and goals.

Focus 1: Attracting and recruiting Talent:

In order to effectively attract and recruit talented employees you need to

understand what talent is looking for in a career and how they will view your business in

terms of fitting in with their needs.

Your approach to each one of your potential recruits needsto be altered to suit that they are.

By examining this through the perspectives of the different generations, we are able to

look at their attitudes to work what kind of career, organization and benefits they are looking

for and know what kind of techniques will ensure that your recruitment process is successful

in each generational context.

This focus unit looks at the following:

attitudes to work

career goals

views on organizations and how they are currently run

what benefits each generation is looking for

Techniques to attract the different generations: what will make your organization stand

out?

Techniques to recruit the different generations: how should the job offer be presented?

Focus 2: Retaining and developing Talent

In order to effectively retain and develop Talent you need to understand what

the generations are looking in a future career and in an organization. Your approach to each

one of your employees needs to be altered to fit individual goals and personal needs.

This focus unit looks at the following:

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work ethics and values

career planning

work environments and culture benefits and reward systems

ways of motivating

Focus 3: Managing Talent

An in depth look at how the generations internalize authority will enable you to

adjust your management style to fit in with who they are. We are able to look at the attitudes

of the different generations to leadership and management; what kind of managementapproaches will ensure that you gain maximum loyalty, productivity and job satisfaction from

each of your employees.

This focus unit looks at the following:attitudes to authority

management styles for the different generations including conflict management

leadership styles used by the different generations

specific techniques to help you manage different generations including communication

and feedback preferences

coaching and mentoring preferences including

The role of coach

The coaching process

How to plan for and create conversations

Research MethodologyResearch Methodology is a way to systematically solve the research problems. It may

be understand as a science of studying how research is done scientifically. In it we are

studying his research problems along with the logic behind them. It is necessary the

researcher to know not only the research method techniques but also the methodology.

Types of Research:-

It is descriptive type of research. Descriptive Research survey and fact finding

inquiries of different kind. The major purpose of descriptive research is descriptive the state

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of affairs, as it exist at present. The main control over the variable; he can only report what

has to discover the even when there he cannot the variable. The methods has to researcher

utilized in descriptive research are survey methods of all kind.

Data Source:-

The source of project depends on accurate data. Thats why data collecting the appropriate

data, which differ considerable in context money, cost, time and other resources at the

disposal researcher.

There are two types of data collection methods available:-

1) Primary Data Collection Method.

2) Secondary Data Collection Method.

4.3 Primary And Secondary data

1) Primary Data Collection Method.

Primary data are those that are obtain by the user for fulfillment their purpose. I have

taken Primary Data through personal visit of HR head, and HR executive, of Company Ltd.

At all levels and observation methods to get more reliable information. I also collected

primary data by filled, Yes or No format questionnaire by the employee of Company. This

data helped me to justify the statements that have made in this project.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say

already saved or ready data by others. I got secondary data from their journals, records,

specimen of appraisal form etc. And from newspapers magazines, articles, internet etc I got

basic information of Talent Management. I collect secondary data by referring some

specimen of company and by referring some books and web sites of company from internet.

4.4 Statement of Hypothesis

Hypotheses are the essential assumptions which the researcher formulates about the

possible causes, findings and ultimate output of the issue in under research. Under

hypotheses mere assumptions or suppositions are made which are to be proved or

disproved. For researcher it is a formal question that he intends to resolve. A hypotheses

consist either of a suggested explanation for a phenomenon or of a reasoned proposal

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suggesting a possible correlation between multiple phenomenon. The assumptions be true or

false are to be proved through the completion of project.

The hypotheses for this project are as follows:

Null Hypothesis:

Employee taking benefits from Talent Management System

Employee can retain successfully for the benefit of organization

Employees performance increased by talent management

Employee turnover of organization affected by Talent Management Procedure

Alternate Hypothesis:

Employee are not able to take benefits from Talent Management System

Employee can not retain successfully for the benefit of organization

Employees performance can not increased by talent management.

Talent Management is not affecting on employee turnover of organization

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Chapter 5

Introduction of Talent Management.

5.1 Meaning Definition

With businesses going global and competition becoming intense, there is mounting

pressure on organizations to deliver more and better than before. Organizations therefore

need to be able to develop and deploy people who can articulate the passion and vision of

the organization and make teams with the energy to perform at much higher levels.

These people build and drive the knowledge assets of a corporation, the value of

which has been established to be many times more than the tangibles. The capacity of an

organization to hire, develop and retain talent is therefore the most crucial business processand priority on the CEOs agenda.

The 1990s ended with a call-to-arms to fight the war for talent. While the war for

talent clearly has cooled in the early stages of the 21st century, dampened by economic

doldrums & concerns with global security; the rear battle to attract, motivate, development &

retain talent is going to heat up considerably. A looming demographic time-bomb will make

Talent Management a priority for organizations.

A host of issues like: loss of human capital, talent shortages, ageism, and cultural

clash has made acquiring & managing talent difficult.

Talent Management describes the process through which employers of all kinds

Firms, Govt., and Non-profit organizations anticipate their human capital needs & set about

meeting them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the

RIGHT SKILLS into the RIGHT JOBS.

It is a professional term, also known as Human Capital Management that refers to

the process of developing & fostering new workers through on boarding, developing &

keeping current workers & attracting highly skilled workers to work for your company.Companies that are engaged in Talent Management are strategic & deliberate in how they

recruit, manage asses, develop & maintain an organizations most important resource its

PEOPLE. This term also incorporates how companies drive performance at the individual

level.

Decisions about Talent Management shape the competencies that organizations have

& their ultimate success; & from the perspectives of individuals, these decisions determine

the path & pace of careers. We may thus understand that this term is usually associated with

competency based HRM practices. Talent Management decisions are often driven by a set of

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organizational core competencies as well as position specific competencies. The

competency set may include knowledge, skills, experience & personal traits.

5.2 Human Capital Management

Companies that engage in talent management (Human Capital Management) are

strategic and deliberate in how they source, attract, select, train, develop, retain, promote,

and move employees through the organization. Research done on the value of such systems

implemented within companies consistently uncovers benefits in these critical economic

areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market

capitalization. The mindset of this more personal human resources approach seeks not only

to hire the most qualified and valuable employees but also to put a strong emphasis on

retention. Since the initial hiring process is so expensive to a company, it is important to placethe individual in a position where his skills are being extensively utilized.

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. From a talent management standpoint, employee

evaluations concern two major areas of measurement: performance and potential. Current

employee performance within a specific job has always been a standard evaluation

measurement tool of the profitability of an employee. However, talent management also

seeks to focus on an employees potential, meaning an employees future performance, if

given the proper development of skills. The major aspects of talent management practiced

within an organization must consistently include.

performance management

leadership development

workforce planning/identifying talent gaps

recruiting

This term of talent management is usually associated with competency-based human

resource management practices. Talent management decisions are often driven by a set of

organizational core competencies as well as position-specific competencies. The competency

set may include knowledge, skills, experience, and personal traits (demonstrated through

defined behaviors). Older competency models might also contain attributes that rarely predict

success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to

job performance in many countries, and unethical within organizations).

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Chapter 6

Talent Management.

6.1 Meaning and Definition

Talent management implies recognizing a person's inherent skills, traits, personality

and offering him a matching job. Every person has a unique talent that suits a particular job

profile and any other position will cause discomfort. It is the job of the Management,

particularly the HR Department, to place candidates with prudence and caution. A wrong fit

will result in further hiring, re-training and other wasteful activities.

Talent Management is beneficial to both the organization and the employees. The

organization benefits from: Increased productivity and capability; a better linkage betweenindividuals' efforts and business goals; commitment of valued employees; reduced turnover;

increased bench strength and a better fit between people's jobs and skills. Employees benefit

from: Higher motivation and commitment; career development; increased knowledge about

and contribution to company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it

is important for an organization to develop the most important resource of all - the Human

Resource. In this globalize world, it is only the Human Resource that can provide an

organization the competitive edge because under the new trade agreements, technology can

be easily transferred from one country to another and there is no dearth for sources of cheap

finance. But it is the talented workforce that is very hard to find. The biggest problem is how

to retain the present workforce and stop them from quitting

Importance

First, let us look at some of the reasons for the importance of talent management.

Globalization:

Now for any jobseeker the whole world is the potential place to find employment. One

can know the opportunities available in any part of the world easily and the number of talent

seekers has also increased.

Increased Competition:

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Increased competition in the market place has necessitated the need for consistently

good performance on the side of organizations. These have made the companies to put in all

efforts to hire and retain the best talent in the respective field of operation.

Increasing Knowledge:

The knowledge era has necessitated the retaining of those talents which have the

ability to assimilate new technologies and knowledge, which are growing at a pace never

seen before.

How Talent Management important for an Organization:

1) Cost cutting:

One experienced & skilled employee can replace instead of two or more employees.

Organization can save hundreds of thousands of dollars.

2) Maximum Output

Organization can make maximum out put in minimum resources.

3) Time Saving technique

It is a time saving technique. Because for every job a skilled person can place. Itshelpful to complete job in minimum time.

4) Perfection increase

Due to skilled employee Perfection in work is increase. There is low probability of

mistakes.

How Talent Management important for an Employee:

Recruitment

Its ensuring that right people are attracted to the organization, due to providing

exposure for there skills.

Retention

Developing and implementing practices that reward and support employees.

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Employee development

Ensuring continuous informal and formal learning and development.

Leadership and "high potential employee" development

Specific development programs for existing and future leaders.

Performance management

Specific processes that nurture and support performance, including feedback /

measurement.

Workforce planning

Planning for business and general changes, including the older workforce and

current/future skills shortages.

Culture

Development of a positive, progressive and high performance "way of operating".

6.2 The Challenge

The challenge of talent management has two faces. First is how to find new peopleand second is how to retain the present workforce. Each of the challenges has to be tackled

in the most efficient way possible so that the organization can achieve its objectives.

The First Challenge - Where to find new talent?

All the organizations are finding loads of business opportunities and consequently,

their revenues are growing at a rapid pace. The increasing business opportunities has

necessitated that these organizations go in for massive recruitment. But, the question is

where to find the best talent which is able to fit the job description and also adjust to the

organizations values and norms. If we scan the environment, we find there is a shortage of

skilled workforce that can be employed. Some of the possible reasons that have led to the

shortage are: -

Demographic Constraints:

This is a common problem faced by many of the developed countries, where a large

chunk of its population is nearing the age of retirement or is over 50 years. USA, Germany

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and Japan are facing the same problem. All these countries will see a decline in their

workforce and talent. In the coming years, they will see a great shortage in their skilled

professionals.

Existing Educational System:

The graduates and the postgraduates that are being churned out of the universities

are found to be ill-equipped to handle the challenges of the workplace. They are mostly

equipped with only the theoretical aspects of the issues and lack the application part. The

educational system is faulty and does not take industry needs into consideration, resulting in

a mismatch between industry requirements and educational preparation.

Cost Factor:

Recruiting new employees is becoming tougher and tougher in the developing

countries, where the HR department has to sort out thousands of applications for a handful of

jobs. Finding right person for the right job becomes a very difficult process. It also involves

very high cost to conduct the recruitment and selection process for such a large population of

applicants.

Attracting the Best Talent:

This is another challenge. As was the case in the past, the best available talent is not

just motivated by the name and fame of the organization. Not any more. They have a new set

of motivators like - challenging work, conducive work environment and freedom from

bureaucratic structure.

The Second Challenge - How to retain the existing employees?

Gone are the days when a person would join an organization in his mid-20s and would

work till his retirement in the late-50s. Today the young professionals hop jobs, especially

during the first 4-5 years of their work life. Though the Indian service industry is basking in the

light of outsourced jobs from the developed countries, they also cannot ignore the fact that

the BPO industry is also facing one of the highest attrition rates, in fact never heard before in

India, of around 35%.

It is a fact that its the people that add value to organizations. It is also a fact that

humans are a restless species who, unlike the immovable Banyan Tree, cannot stay rooted

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in one place. People need to move on for one reason or another, and the organization stands

to lose.

Let us look at some of the reasons behind the massive attrition rates: -

1. Gap between organizational values and goals and the personal values and goals is

one of the major reasons of the attrition rates. If they go parallel, there is no way both

would be satisfied and inevitably, the organization would lose out on a talented

employee.

2. Working environment is another major factor. Employees in the knowledge era

demand creative and a democratic work environment. Failure on the part of the

management to provide such an environment will result in a talented employee leaving

the organization.3. The competitive world has made sure that there is high work pressure on the

employees of any organization. This has led to psychological problems like stress, and

in extreme situations, total burnouts. It also leads to other health related problems.

4. Movement for higher salary is also common among the younger professionals. There

is no shortage for organizations who are looking for talented employees and who are

ready to shell out a hefty salary for a talented person. Other lures like better job

opportunities, higher posts and overseas assignments are also major factors in the

attrition rates.

5. Not taking proper care during the recruitment and selection process and not taking

proper care to fit the right person to the right job also breeds dissatisfaction among the

employees.

6. Bad or opaque policies from management on issues of succession planning and

promotion, appointments for senior positions also is a major factor which makes the

organization lose out on the talented employees.

7. The professionals have different aspirations at different times of their career. During

the initial years, they have good salary and foreign assignments. Next on the list is

working on cutting edge technology. More seasoned professionals look for learning

opportunities. So employees tend to move to those organizations which provide them

with means to fulfill their aspirations.

Retaining the present employees is of the foremost importance to the organizations

because; the company would have already incurred heavy costs in the form of training and

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development. Now if the organization has to look for a replacement for the employee who has

left, it involves a lot of costs like - hiring costs, training costs and the induction costs.

Also it takes some time for the new employee to adjust to the new work environment.

During this time the productivity of the employee will be low. The HR department will have to

fit the new employee into a proper role in the organization. Apart from causing the company a

monetary loss and breaks in their day-to-day operations, attrition contributes to knowledge

transfer, which is a great loss and adversely affects business.

6.3 How to Manage the TALENT?

It is now proved beyond doubt that, in the era of technology and knowledge, talent is in

the driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of

the time that business leaders elevate management of talent to a burning corporate priority. It

is not a walk in the park for the talent market. Quality people are no longer available in plenty,easily replaceable and relatively inexpensive. These are some of the measures that should

be taken into account to hire and retain talent in the organization, to be efficient and

competitive in this highly competitive world:

Hire the Right People:

Proper care must be taken while hiring the people itself. It would be beneficial for an

organization to recruit young people and nurture them, than to substitute by hiring from other

organizations. Questions to be asked at this stage are: Whether the person has the requisite

skills needed for the job? Whether the person's values and goals match with those of

organizations? In short, care must be taken to fit the right person to the right job.

Keep the Promises:

Good talent cannot be motivated by fake platitudes, half-truths and broken promises.

Unfulfilled expectations can breed dissatisfaction among the employees and make them

either leave the organization or work below their productive level. Promises made during the

hiring stage must be kept to build loyalty among the employees, so that they are satisfied and

work to their fullest capability.

Good Working Environment:

It has to be accepted by the organizations that highly talented persons make their own

rules. They have to be provided with a democratic and a stimulating work environment. The

organizational rules must be flexible enough to provide them with freedom to carry out their

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part of task to their liking, as long as the task is achieved. Opportunities should also be

provided to the employees to achieve their personal goals.

Recognition of Merit:

It is highly motivating for any person if his talent is recognized and is suitably rewarded.

One way is providing them with salary commensurate with their performance. Promotions

and incentives based on performance are another way of doing it. Another way is by

providing them with challenging projects. This will achieve two objectives - it makes employee

feel that he is considered important (a highly motivating factor) and gets the work done in an

efficient manner and brings out the best in the employee.

Providing Learning Opportunities:Employees must be provided with continuous learning opportunities on and off work field

through management development programs and distance learning programs. This will also

benefit the organization in the form of highly talented workforce.

Shielding from High Work Pressure:

If an organization has to make the most of the available talent, they should be provided

with adequate time to relax, so that they can did-stress themselves. It is very important to

provide them with holidays and all-expenses-paid trips, so that they can come back refreshed

to work and with increased energy. They must also be encouraged to pursue their interests

which are also a good way of reducing work environment stress. Recreation clubs, entertain

programs, fun activities with in the work area will also reduce the work life stress of the

employees and develop camaraderie among the workers and result in a good working

environment.

TALENT & PERFORMANCE

Organizations provide individuals the opportunity and space for physically manifesting

their talent into performance for achieving individual and organizational vision. Talent

manifests into performance as follows:

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Talent

+

Vision/Mission/Strategy

+

Skills & Competencies

+Role & structure

+

Opportunity

+

Encouragement & Recognition

+

Training & Development

+Coaching

+

Action Plan & Goals

+

Resources

Thus the domain of talent management focuses not only on development of individuals

intrinsic capacities, but also on culture building and change management to provide the other

elements listed above for manifestation of talent into performance.

The New HR Mission and Talent Management Processes

Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers.

Impending retirement of the baby boomers.

Low levels of employee engagement.

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Acknowledgement of the high cost of turnover.

Arduous demands of managing global workforces.

Importance of succession planning.

Off shoring and outsourcing trends.

This requires new thinking and a new mission to achieve business success. These

factorscoupled with the need to align people directly with corporate goalsare forcing HR

to evolve from policy creation, cost reduction, process efficiency, and risk management to

driving a new talent mindset in the organization.

One important distinction is the evolution of the difference between tactical HR and

strategic talent management. Transactional HR activities are administrative overhead. Talent

management is a continuous process that delivers the optimal workforce for your business.

In this new modelinstead of being the owners of processes, forms, and compliance

HR becomes the strategic enabler of talent management processes that empower

managers and employees while creating business value.

With this view, talent management may be defined as the implementation of integrated

strategies or systems designed to improve processes for recruiting, developing and retaining

people with the required skills and aptitude to meet current and future organizational needs.

Anecdotally, talent management is often defined as performance management, incentivecompensation, or talent acquisition. Talent management is also often confused with

leadership development. Although leadership development is a crucial function of your

organization, focusing on it exclusively is a legacy of last century. Our modern service and

knowledge economies in the talent age require a broad and holistic view. A high performance

business depends on a wide range of talent.

Taleos graphical representation emphasizes the mandate of talent management to respond

to business goals and consequently be the driver of business performance. Talent

management is depicted as a circularnot a linearset of activities.

6.4 Why Talent Management?

Workforce cost is the largest category of spend for most organizations. Automation

and analysis of your recruiting and hiring processes provides the immediate workforce

visibility and insights you need to significantly improve your bottom line. Performance

management provides the ongoing processes and practices to maintain a stellar workforce.

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Today, many organizations are struggling with silos of HR processes and technologies. The

future of talent management is embodied in solutions designed from the ground up to provide

business-centric functionality on a unified talent management platform.

Since nearly all competitive business factors have become commoditized, talent is what

ultimately drives business success and creates value. Leading organizations rely on Taleo

solutions and services to assess, acquire, develop, and align talent with business

objectives while significantly reducing process costs, improving quality of hire, reducing risk,

and achieving higher levels of performance.

Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of

successful talent management practices:

The key enabler of any organization is talent.

The quality of your people is your last true competitive differentiator. Talent drives performance.

Talent management requires strong executive support, along with systems and processes all

directed towards having the right talent doing the right work at the right time. Thats when

talent truly drives higher business performance.

Indirect implementation of Talent Management in Company Ltd., Nasik Works. By

following Steps:

Performance appraisal

Career Planning

Succession Planning

Training and Development

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Chapter : 7

Performance Appraisals

7.1 Performance Appraisal

Meaning: - Performance appraisal is a method of evaluating the behavior of employees in

the work spot, normally including both the quantitative and qualitative aspects of job

performance. Performance here refers to the degree of accomplishment of the tasks that

make up an individuals job. It indicates how well an individual is fulfilling the job demands.

Often the term is confused with effort, but performance is always measured in terms ofresults and not efforts.

Need of Performance Appraisal:

Performance appraisal is needed in order to:

1. Provides information about the performance ranks, basing on which decision regarding

salary fixation, confirmation, promotion, transfer and demotion are taken.

2. Provide feedback information about the level of achievement and behavior of

subordinate. This information helps to review the performance of the subordinate,

rectifying performance deficiencies and to set new standards of work, if necessary.

3. Provide information, which helps to counsel the subordinate.

4. Provide information to diagnose deficiency in employee regarding skill, knowledge,

determine training and developmental needs and to prescribe the means for employee

growth provides information for correcting placement.

5. To prevent grievances and in disciplinary activities.

Purpose

Performance appraisal aims at attaining the different purpose. They are:

1. To create and maintain a satisfactory level of performance.

2. To contribute to the employee growth and development through training self and

management development programs.

3. To help the superiors to have a proper understanding about their subordinates.

4. To guide the job changes with the help to continuous ranking.5. To facilitate fair and equitable compensation based on performance.

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6. To facilitate for testing and validating selection tests, interview techniques through

comparing their scores with performance appraisal ranks.

7. To provide information for making decisions regarding lat off, retrenchment etc.

8. To ensure organizational effective through correcting employee for standard and

improved performance, and suggesting the change in employee behavior.

7.2 Methods of Performance Appraisal:

The methods of performance Appraisal are basically classified as Traditional Methods,

Modern Methods and result Oriented Appraisal: -

a) The Traditional Methods consists of Graphic Rating Scales, Ranking Method,Paired comparison Method, Forced Distribution Method, Checklist method, Essay

or free from APPRAISAL, Group Appraisal and confidential Report.

b) Modern Methods of evaluating performance appraisal are Behaviorally Anchored

Rating Scales, Assessment Center, Human Resource Accounting, Management by

objectives, Psychology Appraisal.

Uses of Performance Appraisals:-

Performance Improvement: Performance feedback allows the employee, manager, and

personnel specialists to intervene with appropriate actions to improve performance.

Compensation Adjustments; Performance evaluations help decision-makers determine

who should receive pay raises. Many firms grant part or all of their pay increases and

bonuses based upon merit, which is determined mostly through performance appraisals.

Placement Decisions: Promotions, transfers, and demotions are usually based on past or

anticipated performance. Often promotions are a reward for past performance.

Training and Development; Poor performance may indicate the need for retraining.

Likewise, good performance may indicate untapped potential that should be developed.

Career Planning and Development: Performance feedback guides career decisions about

specific career paths one should investigate.

Staffing Process Deficiencies: Good and Bad performance implies strength or weakness

in the personnel departments staffing procedures.

Informational Inaccuracies: Poor performance may indicate errors in job analysis

information, human resource plans, or other parts of the personnel management

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information system. Reliance on inaccurate information may have led to inappropriate

hiring, training, or counseling decisions.

Job Design Errors: Poor performance may be a symptom of ill-conceived job designs.

Appraisals help diagnose these errors.

Equal Employment Opportunity: Accurate performance appraisals that actually measure

job related performance ensure that internal placement decisions are not

discriminatory.

External Challenges: Sometimes performance is influenced by factor outside the work

environment, such as family, financial, health, or other personal matters. If uncovered

through appraisals, the human resource department may be to provide assistance.

Feedback to Human Resources: Good/bad Performance throughout the organization

indicates how well the human resource function is performing.

Traditional and modern Methods of Performance Appraisal

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METHODS OF PERFORMANCE APPRAISAL

Traditional methods Modern Methods

1) Graphic rating scales 1) Behaviorally anchored rating scales2) Ranking Method 2) Assessment centers

3) Paired comparison method 3) Human Asset accounting method

4) Forced distribution method 4) Management by Objectives method

5) Checklist methods 5) 360 Performance appraisal method

a) Simple Checklist

b) Weighted checklist

c) Critical incident method

6) Essay from appraisal


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7.3 How implement performance appraisal.

Introduction

Now a days Performance appraise is very important from company point of view. It is

use to take various managerial decision. E.g. decision regarding employees increment or

decision regarding employees future career planning etc. In Company they use Grading and

Ranking method to appraise performance of there employee.

Who Appraise

Performance appraise by Head of the department or from the superior. They did not

conduct performance appraisal on officers level it conduct only on officers basis.

In Company Performance is appraising by head of the department, Supervisor,manager, etc.

Process:

Head of the department submit one copy of performance appraisal to HR Department

and discuss with the employee whose performance is down. One copy of performance

appraisal report is attached to that employees personnel file as a record.

If that employees performance is going down then head of the department can talk with

that employee regarding increase performance. Even Hr Manager also should talk with that

employee to know his problem and HR Manager should motivate that employee to increase

performance.

Employees increment is depend upon there performance. Head of the department or

HR manager may stop increment of employee regarding low performance.

General use of performance report in Any Company:

Need of training.

Head of the department or HR manager can decide whether employee needs training

for good performance or not.

Career Planning.

Career planning generally use to retain skilled employee. They can find out skilled

employee for skilled employees career planning from performance appraisal report.

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Succession planning:

From performance appraisal Report Company can select candidate to make

succession planning.

Benefits of employee to company

Companys employee are companys asset, it is helpful to calculate that companys

employee how much give returns to company. Or which employee is beneficial for company

and which is not beneficial.

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Chapter 8

Career Planning

8.1 Introduction and Meaning

Introduction

The career is all the jobs that are held during ones working life. According to E.B.

Flippo, career is a sequence of separate but related work activitys that provides continuity,

order and meaning in a persons life.

Definition:

final project talent identification121

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