orientation on recruitment process and talent management, tata consultancy engineers
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The project is a descriptive report of working pattern of TCE under the thematic issues of Human Resource Management. This report entails the deeper understanding of HRM concepts that are practiced and preached in TCE to all, newly recruit or existing personnel. The project begins with a lighter tone of understanding of TCE on a global aspect and to understand where the company stands in market. The above introduction will suffice to understand how vast is the network of TCE on a global scale and the quality and safety policy that company so firmly adheres to. The Project entails in depth the Tata Code of Conduct. Tata codes of conducts are guidelines for business ethics that all the employees of the organization and the company adhere to. Ethics are referred as principle which helps in defining the righteous way / actions to be taken in certain situation. TCOC do not define rules to be followed but simple principle that one must take account of. • Financial Reporting and Records • Competition • Equal-Opportunities Employer • Gifts and Donations • Government Agencies • Political Non-Alignment • Health, Safety and Environment • Quality of Products and Services • Corporate Citizenship • Co-operation of Tata Companies Further the report continues with manpower planning principles in general and with respect to TCE. Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have fewer opportunities to survive the competition ahead. It also discusses the necessity and importance of manpower planning, more popularly referred to as Human Resource Planning. In brief the report inculcated points of explanation for: • Training and Development • Performance appraisal • Grievance Handling • Welfare ActivitiesTRANSCRIPT
Orientation on Recruitment Process & Talent Management By
Pooja Soni
IV semester
Reg. 12MB9812
GUIDE
PROF. AVJEET KAUR
Project Report Submitted to the University Of Mysore in partial
Fulfillment of requirements of IV semester MBA degree
Examination-2014
K.R.MANGALAM INSTITUTE OF MANAGEMENT
UNIVERSITY OF MYSORE
NEW DELHI-110048
CERTIFICATE
This i s to cer t i fy that the pro ject work “ O ri en t a t ion o n R ecru i t men t
Pro ces s & Tal en t Ma na gemen t” i s a bona f ide record of work done
by Pooja Soni under guidance of Ms. Avjeet Kaur in par t i a l
fu l f i l lment of the requirements for the p roject .
Ms. Avjeet Kaur
(HR Faculty)
Date: 30/09/2013
K.R.MANAGALAM INSTITUTE OF MANAGEMENT
STUDENTS’S DECLARATION
I, Pooja Soni, student of M.B.A, hereby declare that the project entitled, “Orientation on
Recuritment Process & Talent Management” submitted in partial fulfillment of the degree for
Master of Business Adminnistration to “K.R.MANAGALAM INSTITUTE OF
MANAGEMENT” is of my own creation.
I further declare, that all the facts and figures used in the project are of my own research and hard
work.
SUBMITTED BY:-
Pooja Soni (MBA)
ACKNOWLEDGEMENTS
I take immense pleasure in thanking Mr. Ashish Verma, respected Assistant
Manager – HR for having permitted me to carry out this project work under the
premise of TCE. I will also like to give a special mention to Ms. Avjeet Kaur,
respected HR faculty who gave me the opportunity to proceed with the project.
Pooja Soni
(MBA-4th
Semester)
Date: 30/09/2013
Index
SR.NO CONTENT PAGE NO.
1 Executive Summary 1
2 Objective of the Report 2
3 Services offered by TCE 3
4 Organizational Structure of TCE 6
5 Vision & Mission 9
6 Code Of Conduct 9
7 HR practices in TCE 15
8 Human Resource Planning 15
9 Model of HRP System 17
10 Orientation/Onboarding 32
11 Recruitment & Selection 37
12 Process of Recruitment 42
13 Recruitment at TCE 45
14 Roles and Responsibility of Engineers TCE 47
15 HR Interview Questions 48
16 Talent Management 50
17 Talent Management Process 57
18 DFD and ERD for HR activities -
19 Suggestion for Talent Management 74
20 Suggestion on Reducing Recruitment Cost
and Improve Recruitment Quality
77
21 Conclusion 79
22 Bibliography 81
1
EXECUTIVE SUMMARY
Tata Consulting Engineers Limited (TCE) is one of India's leading engineering consulting
organizations. Established as Tata-Ebasco Consulting Engineering Services in 1962, the
company is now a wholly-owned subsidiary of Tata Sons Limited. TCE is ISO 9001 - 2008
certified by Lloyd's Register Quality Assurance.TCE offers a wide range of multi-disciplinary
services in project engineering across several sectors. The firm has completed more than 5,000
assignments, including the engineering of several power plants with total installed capacity of
over 41,000MW, several large urban water supply and waste water projects (including those for
smaller towns), facilities inside battery limits and offsite facilities for several chemical and
industrial plants. TCE has always endeavored to provide state-of-the-art technology and cost-
effective solutions to its clients. This in turn has helped TCE to earn an international reputation
and awards for engineering excellence.
TCE QSTP-LLC, a subsidiary of TCE established in Doha, Qatar, operates from Qatar Science
& Technology Park Free Zone. TCE has successfully carried out several assignments overseas in
South East Asia, the Middle East, Africa, Europe, Asia Pacific, Australia and the Americas. TCE
has done projects funded by:
World Bank
Asian Development Bank
United Nations Development Bank
Japan Bank for International Corporation
United Nation Industrial Development Organization and many more.
TCE has highly qualified and experienced professionals on its rolls. Design offices are located in
several cities in India - Mumbai, Bangalore, New Delhi, Chennai, Kolkata, Pune and Jamshedpur, a
subsidiary office in Qatar and branch offices in the USA and South Africa.
TCE brings a set of unique skills and strengths to projects, thus enabling the company to achieve
excellence and customer satisfaction in a wide range of industries and business sectors.
Value driven organization
Vast experience gained over 45 years.
Adaptability to handle diverse projects
Large, well qualified and experienced workforce with cross-cultural experience
Well established quality system
Familiarity with International Standards
Strong customer orientation.
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OBJECTIVES OF THE REPORT:
1) To understand about the organization
2) To understand the internal recruitment process
3) To understand the external recruitment process
4) Learn the importance of Orientation process
5) Understand various Talent Management schemes
3
Services Offered by TCE
TCE provides wide range of services with major roles in:
TCE operates in multiple roles:
For the lender
Lender's engineer
For the owner Owner's consultant
Detailed engineering consultant
Project management consultant
Sub consultant to PMC
For the EPC contractor Detailed engineering consultant
Project Management consultant
The range of TCE services covers the entire gamut of project engineering and management, from
inception to project commissioning, and turnkey design, supply and installation of TCE
engineered equipment. TCE’s scope of services cover:
Pre-project activities
Design engineering
Procurement assistance
Project management and co-ordination
Inspection and expediting
Construction supervision
Commissioning support
Pre-project activities
Site assessment and surveys
Environment impact assessment
Preliminary planning
Evaluation of technologies
System studies
Feasibility and detailed project reports
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Design engineering
Basic studies/engineering
Concept and system design
Detailed specification
Design calculations and drawings
Enquiry specifications
Technical bid analysis
Vendor drawing review
Procurement assistance
Vendor prequalification
Issuing enquiries and receiving offers
Commercial bid evaluation
Purchase recommendation
Purchase order preparation
Project management and coordination
Project planning, scheduling and control
Budgetary and cost control
Communication management
Interface co-ordination
Contract administration
Liaison with statutory authorities
Inspection and expediting
Vendor appraisal
Stage wise inspection
Final inspection
Expediting deliveries
Construction supervision
Monitoring of project schedule and cash flow
Planning of field activities
Scheduling, monitoring and control of field activities
Supervision
Certification
Safety
Site coordination
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Commissioning support
Start-up and commissioning assistance
Site performance tests
O& M manual preparation
As-built documentation
Training of owner's personnel
Trouble shooting
Tata Consulting Engineers Limited & Dassaul Systemes alliance combines TCE’s core
capabilities in key Energy, Process, Utilities and Construction sectors and Dassault Systèms’
3DEXPERIENCE solutions .to provide services such as:
Simulation of plant behavior in virtual world to analyze efficiency and safety at optimum
cost and anticipate the risk associated with the plant
Multi disciplinary plant 3D for integrated digital plant knowledge, conflict detection and
resolution.
Virtual operator training to ensure leaner operation and maintenance
Engineering analysis for reliable and robust designs.
Simulation of construction/refurbishment/maintenance in safe virtual world to execute it
right the first time in real world
Program management for optimizing EPC project execution collaboratively across the
value chain
Customers will benefit from the smart solutions that TCE has to offer –
Holistic PLM solutions across segments
Enhanced customer experience
Resource optimization
Value engineering that are safety and environmentally sustainable
Technical requirements combined with business needs
Virtual delivery model
Predictive risk management
Dassault Systems((Euronext Paris: #13065, DSY.PA), is a world leader in 3DSExperience
Solutions and Product Lifecycle Management (PLM) solutions.
6
Organizational Structure of TCE:-
Power: TCE has participated in power projects aggregating over 41,000MW capacity in
India and abroad. Its expertise and competencies extend to both conventional and non-
conventional power generation – coal and oil-fired thermal plants, gas turbine based open
and combined cycle plants, cogeneration plants, diesel generator plants, hydro power
stations, pumped storage schemes and nuclear power plants.
TCE provides a wide range of services to meet the diverse requirements of different
participating agencies - utilities, independent power producers (IPP), EPC contractors and
lending institutions. Decades of experience in the design and development of power
plants has enabled the company to pioneer features and improve efficiency, availability
and reliability of units.
Primarily, TCE's role is that of an Architect and/or Engineer for several clients, including
the state electricity boards in India. The company has also been associated with several
power projects implemented on an EPC basis as Owner's Engineer. TCE has provided
pre-bid engineering services as well as detailed engineering services to Indian and foreign
EPC contractors. The company has also conducted due diligence studies and other
services as Lender's Engineer on power projects.
Infrastructure and Industrial : TCE has been deeply involved in engineering and
consulting on a large number of infrastructure development projects across India and
overseas. The company has been very active in projects relating to water supply, sewage
and wastewater treatment, building of roads and bridges, airports, seaports and harbors.
Board of Directors
Managing Director
Chief Operating
Officer
BU1-Power BU2-
Chemical BU3- Infrastructure
& Industrial BU4- Mining
& Mineral
BU5- Steel &
Metal
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Over the last 30 years, TCE has also worked on planning, designing, building and
supporting urban development projects that include information technology parks, hotels,
hospitals, new townships, as well as special projects such as earthquake resistant housing
and renovation of flood-affected structures.
TCE contributes its expertise and competencies to a large number of industries and
sectors. The following projects are cement, automobiles and auto components, glass,
tyres and other industrial sectors Special projects.
Chemical: TCE has been associated with the chemical industry since the 1970s. The
company has built up a broad bank of experience and knowledge in a large number of
sub-sectors.
Steel and Metal: Steel and metals, plays a crucial role in development of India. It
encompasses recovery, refinement and processing of ferrous as well as non ferrous
metals used in Iron & Steel production. Steel production in India is around 58 million
tons / year against world production of 1350 million tons / year. Projected Indian steel
production capacity for year 2020 is estimated to be 300 million tons / year.
Such a capacity creation requires huge design and engineering support in various facets
of iron & steel making, starting from mining, beneficiation (crushing, screening, washing,
jigging), iron making (DRI, BF), steel making (BOF, EAF, IF), continuous casting (slab,
bloom, billet, near shape casting), rolling (hot & cold), finishing (annealing, galvanizing,
tinning, color coating).
Mining and minerals : TCE has vast experience in geological services, mine
planning and a range of allied activities. It has highly experienced professionals in the
fields of geology, mining, environmental and geotechnical engineering, material
handling, mine infrastructure facilities and utility services. Its technical services received
encomiums from the clients for their high level of accuracy and reliability. TCE is a one-
stop solution for any mining project - from conceptualization to commissioning.
TCE has expertise in the following areas:
1. Planning and monitoring of mineral exploration programs
2. 3-D geological/ore body modeling
3. Conceptual, scoping, pre-feasibility, feasibility studies
4. Detailed Project Reports (DPR)
5. Site selection studies, due diligence.
6. Technical evaluations and consulting for mines.
7. Technical evaluations and consulting for mine plans including equipment selection
8. Design of material handling system
9. Design of mine infrastructure facilities and utility services
10. Technical due diligence studies
11. Pre-bid technical services and detailed engineering
12. Technical services as owner's engineer
8
Nuclear : TCE has extensive experience in the field of civilian nuclear energy in:
1. Power generation
2. Auxiliary facilities
3. Waste disposal
4. Fuel fabrication
5. Fuel handling
The company has been responsible for detailed project reports, detailed design and
engineering and procurement for all conventional systems – reactor buildings, civil
structures, piping design and auxiliary systems associated with the nuclear power
generation, layout, instrumentation and control, electrical systems and cabling.
TCE has also provided design engineering consultancy, procurement and inspection
assistance, construction and commissioning supervision and project and construction
management services for waste tank farms, spent fuel storage facilities and fuel
reprocessing facilities.
Construction: TCE has extensive experience in providing Construction Supervision,
Construction Management/ Project Management services in the following sectors:
1. Power
2. Infrastructure
3. Buildings and IT Parks
4. Chemical
5. Industrial, Mining, Minerals and Metallurgical
6. Nuclear
7. Safety Related Services
9
VISION & MISSION
Vision:
To be an internationally respected engineering consultant offering comprehensive solutions.
Mission:
Provide technically excellent and innovative solutions, for adding value for all stakeholders and
operate globally as professional consulting engineers.
Values: a. Customer satisfaction and loyalty
b. Employee dignity and self respect
c. Technical excellence with professional ethics
d. Organizational and individual growth
e. Responsibility to society
Tata Code of Conduct:
Tata codes of conducts are guidelines for business ethics that all the employees of the
organization and the company adhere to. Ethics are referred as principle which helps in defining
the righteous way / actions to be taken in certain situation. TCOC do not define rules to be
followed but simple principle that one must take account of. Few are as follows:
o Financial Reporting and Records
o Competition
o Equal-Opportunities Employer
o Gifts and Donations
o Government Agencies
o Political Non-Alignment
o Health, Safety and Environment
o Quality of Products and Services
o Corporate Citizenship
o Co-operation of Tata Companies
10
Clause:1
National interest
The Tata Group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.
A Tata company’s management practices and business conduct shall benefit the country,
localities and communities in which it operates, to the extent possible and affordable, and shall
be in accordance with the laws of the land. A Tata company, in the course of its business
activities, shall respect the culture, customs and traditions of each country and region in which it
operates. It shall conform to trade procedures, including licensing, documentation and other
necessary formalities, as applicable.
Clause:2
Financial reporting and records
A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance
with the accounting and financial reporting standards which represent the generally accepted
guidelines, principles, standards, laws and regulations of the country in which the company
conducts its business affairs. Internal accounting and audit procedures shall reflect, fairly and
accurately, all of the company’s business transactions and disposition of assets, and shall have
internal controls to provide assurance to the company’s4 board and shareholders that the
transactions are accurate and legitimate. All required information shall be accessible to company
auditors and other authorized parties and government agencies. There shall be no willful
omissions of any company transactions from the books and records, no advance-income
recognition and no hidden bank account and funds. Any willful, material misrepresentation of
and / or misinformation on the financial accounts and reports shall be regarded as a violation of
the Code, apart from inviting appropriate civil or criminal action under the relevant laws. No
employee shall make, authorize, abet or collude in an improper payment, unlawful commission
or bribing.
Clause:3
Competition
A Tata company shall fully support the development and operation of competitive open markets
and shall promote the liberalization of trade and investment in each country and market in which
it operates. Specifically, no Tata company or employee shall engage in restrictive trade
practices, abuse of market dominance or similar unfair trade activities. A Tata company or
employee shall market the company’s products and services on their own merits and shall not
make unfair and misleading statements about competitors’ products and services. Any collection
of competitive information shall be made only in the normal course of business and shall be
obtained only through legally permitted sources and means.
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Clause:4
Equal opportunities employer
A Tata company shall provide equal opportunities to all its employees and all qualified
applicants for employment without regard to their race, caste, religion, colour, ancestry, marital
status, gender, sexual orientation, age, nationality, ethnic origin or disability. Human resource
policies shall promote diversity and equality in the workplace, as well as compliance with all
local labour laws, while encouraging the adoption of international best practices.
Employees of a Tata company shall be treated with dignity and in accordance with the Tata
policy of maintaining a work environment free of all forms of harassment, whether physical,
verbal or psychological. Employee policies and practices shall be administered in a manner
consistent with applicable laws and other provisions of this Code, respect for the right to privacy
and the right to be heard, and that in all matters equal opportunity is provided to those eligible
and decisions are based on merit.
Clause:5
Gifts and donations
A Tata company and its employees shall neither receive nor offer or make, directly or indirectly,
any illegal payments, remuneration, gifts, donations or comparable benefits that are intended, or
perceived, to obtain uncompetitive favors for the conduct of its business. The company shall
cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud and
corruption.
However, a Tata company and its employees may, with full disclosure, accept and offer nominal
gifts, provided such gifts are customarily given and / or are of a commemorative nature. Each
company shall have a policy to clarify its rules and regulations on gifts and entertainment, to be
used for the guidance of its employees.
Clause:6
Government agencies
A Tata company and its employees shall not, unless mandated under applicable laws, offer or
give any company funds or property as donation to any government agency or its representative,
directly or through intermediaries, in order to obtain any favorable performance of official
duties. A Tata company shall comply with government procurement regulations and shall be
transparent in all its dealings with government agencies.
Clause:7
Political non-alignment
A Tata company shall be committed to and support the constitution and governance systems of
the country in which it operates. A Tata company shall not support any specific political party or
candidate for political office. The company’s7 conduct shall preclude any activity that could be
interpreted as mutual dependence / favour with any political body or person, and shall not offer
or give any company funds or property as donations to any political party, candidate or
campaign.
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Clause:8
Health, safety and environment
A Tata company shall strive to provide a safe, healthy, clean and ergonomic working
environment for its people. It shall prevent the wasteful use of natural resources and be
committed to improving the environment, particularly with regard to the emission of greenhouse
gases, and shall endeavour to offset the effect of climate change in all spheres of its activities. A
Tata company, in the process of production and sale of its products and services,shall strive for
economic, social and environmental sustainability.
Clause:9
Quality of products and services
A Tata company shall be committed to supply goods and services of world class quality
standards, backed by after-sales services consistent with the requirements of its customers, while
striving for their total satisfaction. The quality standards of the company’s goods and services
shall meet applicable national and international standards.
Clause:10
Corporate citizenship
A Tata company shall be committed to good corporate citizenship, not only in the compliance of
all relevant laws and regulations but also by actively assisting in the improvement of quality of
life of the people in the communities in which it operates. The company shall encourage
volunteering by its employees and collaboration with community groups. Tata companies are
also encouraged to develop systematic processes and conduct management reviews, as stated in
the Tata ‘corporate sustainability protocol’ from time to time so as to set strategic direction for
social development activity. The company shall not treat these activities as optional, but should
strive to incorporate them as an integral part of its business plan.
Clause:11
Cooperation of Tata companies
A Tata company shall cooperate with other Tata companies including applicable joint ventures,
by sharing knowledge and physical, human and management resources, and by making efforts to
resolve disputes amicably, as long as this does not adversely affect its business interests and
shareholder value. In the procurement of products and services, a Tata company shall give
preference to other Tata companies, as long as they can provide these on competitive terms
relative to third parties.
Clause:12
Public representation of the company and the Group
The Tata Group honours the information requirements of the public and its stakeholders. In all its
public appearances, with respect to disclosing company and business information to public
constituencies such as the media, the financial community, employees, shareholders, agents,
franchisees, dealers, distributors and importers, a Tata company or the Tata Group shall be
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represented only by specifically authorized directors and employees. It shall be the sole
responsibility of these authorized representatives to disclose information about the company or
the Group.
Clause:13
Third party representation
Parties which have business dealings with the Tata Group but are not members of the Group,
such as consultants, agents, sales representatives, distributors, channel partners, contractors and
suppliers, shall not be authorized to represent a Tata company without the written permission of
the Tata company, and / or if their business conduct and ethics are known to be inconsistent with
the Code.
Clause:14
Use of the Tata brand
The use of the Tata name and trademark shall be governed by manuals, codes and agreements to
be issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata Brand
Equity and Business Promotion agreement. No third party or joint venture shall use the Tata
brand to further its interests without specific authorization.
Clause:15
Group policies
A Tata company shall recommend to its board of directors the adoption of policies and
guidelines periodically formulated by Tata Sons.
Clause:16
Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights. The board of directors of a Tata company
shall duly and fairly inform its shareholders about all relevant aspects of the company’s business,
and disclose such information in accordance with relevant regulations and agreements.
Clause:17
Ethical conduct
Every employee of a Tata company, including full-time directors and the chief executive, shall
exhibit culturally appropriate deportment in the countries they operate in, and deal on behalf of
the company with professionalism, honesty and integrity, while conforming to high moral and
ethical standards. Such conduct shall be fair and transparent and be perceived to be so by third
parties. Every employee of a Tata company shall preserve the human rights of every individual
and the community, and shall strive to honour commitments. Every employee shall be
responsible for the implementation of and compliance with the Code in his / her environment.
Failure to adhere to the Code could attract severe consequences, including termination of
employment.
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Clause:18
Regulatory compliance
Employees of a Tata company, in their business conduct, shall comply with all applicable laws
and regulations, in letter and spirit, in all the territories in which they operate. If the ethical and
professional standards of applicable laws and regulations are below that of the Code, then the
standards of the Code shall prevail.
And many more.
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HR PRACTICES IN TCE
HUMAN RESOURCE PLANNING
Planning is very important to our everyday activities. Several definitions have been given by
different writers what planning is all about and its importance to achieving our objectives. It is
amazing that this important part of HR is mostly ignored in HR in most organizations because
those at the top do not know the value of HR planning. Organizations that do not plan for the
future have fewer opportunities to survive the competition ahead. This article will discuss the
importance of HR planning; the six steps of HR planning that is: Forecasting; inventory, audit,
HR Resource Plan; Plan of Action; Monitoring and Control.
DEFINITION OF HR PLANNING
Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure
that correct number of employees with the necessary skills are available when they are required.
When we prepare our planning program, Practitioners should bear in mind that their staff
members have their objective they need to achieve. This is the reason why employees seek
employment. Neglecting these needs would result in poor motivation that may lead to
unnecessary poor performance and even Industrial actions.
HR Planning involves gathering of information, making objectives, and making decisions to
enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most
neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it would assist to address the following questions:
1. How many staff does the Organization have?
2. What type of employees as far as skills and abilities does the Company have?
3. How should the Organization best utilize the available resources?
4. How can the Company keep its employees?
HR planning makes the organization move and succeeds in the 21st Century that we are in.
Human Resources Practitioners who prepare the HR Planning program would assist the
Organization to manage its staff strategically. The program assists to direct the actions of HR
department.
The program does not assist the Organization only, but it will also facilitate the career planning
of the employees and assist them to achieve the objectives as well. This augment motivation and
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the Organization would become a good place to work. HR Planning forms an important part of
Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right
people are available to the Organization at the right time. It is changes to the composition of the
workforce that force managers to pay attention to HR planning. The changes in composition of
workforce not only influence the appointment of staff, but also the methods of selection, training,
compensation and motivation. It becomes very critical when Organizations merge, plants are
relocated, and activities are scaled down due to financial problems.
Human resources planning is an important component of securing future operations. For
sustainability, plans must be made to ensure that adequate resources are available and trained for
all levels of an organization. Although policy organizations are stretched to meet current service
requirements, it is important that they also spend time to create plans to ensure there will be
officers to fill future positions. These plans must be prepared well in advance, with targets set for
the short, mid and long term. Not only must adequate resourcing be considered for the bulk of
the workforce but special consideration must be given for the leadership of each organization.
This requires developing specialized succession plans for identifying and grooming potential
future leaders. The leader candidates must receive management, leadership, and all relevant
knowledge and skills training. Plans should also be created to leverage the knowledge of those
leaving today’s leadership roles so that future leaders are fully informed. Securing future
policing operations requires careful planning and a clear implementation strategy.
On employees: The way to hold employees today is to make their work and their day-
to-day activities in the company exciting enough for them to stay. Not everyone will
stay, but I think if we can empower more people and are willing to pass on the
responsibility for that, and if people are satisfied and motivated, there’s less chance of
them wanting to leave and go to a competitor.
By- Ratan Tata
On ethics: What worries me is that the threshold of acceptability or the line between
acceptability and non-acceptability in terms of values, business ethics, etc, is blurring.
By- Ratan Tata
The basic purpose of having a manpower plan is to have accurate estimate of required manpower
with matching skills requirements. The main objectives are:
. Forecast manpower requirements.
. Cope with changes – environment, economic, organizational.
. Use existing manpower productively.
. Promote employees in a systematic way.
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MODEL OF HRP SYSTEM
Human Resource Policies:- Manpower Planning
Recruitment & Selection
Training & Development
Performance Appraisal
Promotion, Transfer, & Demotion
Administration Section
Grievance Handling
Kaizen suggestion
Welfare Activities
Orientation
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1)Manpower Planning : which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization. Human Resource Planning has got an
important place in the arena of industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as follows:
1. Analyzing the current manpower inventory
2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes
Steps in Manpower Planning
1. Analysing the current manpower inventory- Before a manager makes forecast of future
manpower, the current manpower status has to be analysed. For this the following things have
to be noted-
Type of organization
Number of departments
Number and quantity of such departments
Employees in these work units
Once these factors are registered by a manager, he goes for the future forecasting.
2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in
several work units.
The Manpower forecasting techniques commonly employed by the organizations are as
follows:
a. Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
b. Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
c. Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
d. Work Force Analysis: Whenever production and time period has to be analysed,
due allowances have to be made for getting net manpower requirements.
e. Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis, regression,
new venture analysis.
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3. Developing employment programmes- Once the current inventory is compared with
future forecasts, the employment programmes can be framed and developed accordingly,
which will include recruitment, selection procedures and placement plans.
4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes,etc. Training programmes depend upon the
extent of improvement in technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers.
Importance of Manpower Planning
1. Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to all
managerial functions.
2. Efficient utilization- Efficient management of personnels becomes an important function
in the industrialization world of today. Seting of large scale enterprises require
management of large scale manpower. It can be effectively done through staffing
function.
3. Motivation- Staffing function not only includes putting right men on right job, but it also
comprises of motivational programmes, i.e., incentive plans to be framed for further
participation and employment of employees in a concern. Therefore, all types of
incentive plans becomes an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop and
are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function also
looks after training and development of the work force which leads to co-operation and
better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. higher productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and it's related activities (
Performance appraisal, training and development, remuneration)
Need of Manpower Planning
Manpower Planning is a two-phased process because manpower planning not only analyses the
current human resources but also makes manpower forecasts and thereby draw employment
programmes. Manpower Planning is advantageous to firm in following manner:
1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning, human
resources can be readily available and they can be utilized in best manner.
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6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.
21
2) Training and Development:
Human Resource Management, training and development is the field which is concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including human resource
development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to feel comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" &m dash; an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the International Institute of Market Research
and Analytics, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:
Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost impossible to
evaluate.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
22
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
3) Performance Appraisals
Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a
developmental tool used for all round development of the employee and the organization. The
performance is measured against such factors as job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and
health. Assessment should be confined to past as well as potential performance also. The second
definition is more focused on behaviors as a part of assessment because behaviors do affect job
results.
Performance Appraisals and Job Analysis Relationship
Job Analysis à Performance Standards à Performance Appraisals
Describe the work and
personnel requirement of a
particular job.
Translate job requirements
into levels of acceptable or
unacceptable performance
Describe the job relevant
strengths and weaknesses
of each individual.
Objectives of Performance Appraisals
Use of Performance Appraisals
1. Promotions
2. Confirmations
3. Training and Development
4. Compensation reviews
5. Competency building
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6. Improve communication
7. Evaluation of HR Programs
8. Feedback & Grievances
4 Goals of Performance Appraisals
General Goals Specific Goals
Developmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needs
Administrative Decisions / Uses Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification
Organizational Maintenance HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs
Documentation Validation Research
For HR Decisions
Legal Requirements
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Performance Appraisal Process
1. Objectives definition of appraisal
2. Job expectations establishment
3. Design an appraisal program
4. Appraise the performance
5. Performance Interviews
6. Use data for appropriate purposes
7. Identify opportunities variables
8. Using social processes, physical processes, human and computer assistance
4)A Transfer is the movement to another job that is previously established through an approved
personnel requisition, has the same salary range and may involve a salary increase. A transfer
may result in a title change.
A promotion is the movement to another job in a higher job classification and will result in a
title change. There are two types of promotions.
o Market-based promotions occur when an employee assumes another job that has a
higher value in the marketplace and has been assigned a higher salary range.
o Contribution Level promotions occur when an employee assumes another job that
has been assigned a higher contribution level and a higher salary range in the job
classification system.
A demotion is the movement to a job with a lower salary range and/or lower contribution level.
A demotion may result in a title change and may involve a decrease in salary.
5)Administration section:
Human Resource (HR) administration refers to the managing of human capital within an
organization or industry. Once called “personnel management,” human resources is leading the
way for improving the overall employment experience for billions of hard-working professionals
around the world. In addition, human resource administration provides the business strategy by
which organizations can meet the demands of the future.
In many organizations, human resource administration is handled by a team of human resources
professionals headed by a senior human resources director. The duties of the members of the
team can range from recruiting and employee relations to payroll and benefits administration.
The entire team works together to achieve the human resources goals of the organization under
the direction of the human resources manager.
25
For the best results, HR administration should be closely linked with the executive management
of an organization. Each department must communicate the personnel needs and goals of the
company on a regular basis so that the human resources division can best support the objectives
of the organization. Without continual communication and resources, any organization can face
shortages of skilled staff to handle the many responsibilities in departments, resulting in low
performance.
A growing majority of organizations rely on human resources outsourcing to manage the
administration of human resources. This practice can often be a more cost-effective way to
ensure that all personnel matters are handled responsively and professionally by a team of human
resources specialists that have the training and expertise needed to get the job done, In addition,
outsourcing of human resources processes can save companies significantly because there is no
need for an in-house team. Outsourcing human resources work is a practice that many small to
medium sized businesses use to save time, money and get a larger range of services that will
adapt to a growing organizational structure.
For many companies, contracting a portion of services to an independent human resources
consulting firm makes good business sense. Human resources consultants can handle some or all
of the human resource administration such as payroll, recruiting, or training needs of the
company so that leaders can focus on running the business. In this case, the consulting firm
creates custom solutions that will best support the needs of the company, without trying to take
over any of the operational aspects.
Human resource administration of today requires trained individuals who have the personality
traits and the commitment to providing expert support. When planning a human resources
strategy, it's best for organizations to look for human resources professionals who have the
education and experience to manage the complex issues that human resources departments often
face. In addition, human resources divisions must stay on top of employment and legal trends in
order to best protect the companies they serve.
6)Grievance Handling : Purposes of the Grievance Procedure:
The primary purposes of a grievance procedure are to:
(1) channel conflict into an institutionalized mechanism for peaceful resolution;
(2) facilitate communication between labor and management regarding problems that arise in a
collective bargaining relationship;
(3) enable employees to complain with dignity knowing that there is a system of appeals leading
to an impartial decision-maker; and
(4) enforce compliance with the terms and conditions negotiated by the parties.
Handling Employee Grievance:
The following checklist is provided as guidance when an employee comes to you with a
complaint:
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CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS:
PREREQUISITES:
-Know the contract.
-Make sure that meetings with employees to handle complaints are held in accordance with any
contract provisions that regulate the time and/or location for such meetings.
-Develop good listening and note taking skills.
-Be prepared to spend the time to get the evidence and testimony to support your case and to
refute management's case.
-Treat all employees fairly and consistently.
-Do not make judgments about the case to the employee or anyone else until you get the facts.
-Keep good records of all transactions, oral and written, that occur from the time a complaint is
brought to you until the case is resolved in the grievance procedure or in arbitration.
-Know who, when and how to ask for help.
INTERVIEW:
-Let the employee tell his/her story without interruption. Take notes. When the employee has
finished, ask, "Is there anything else you would like to add?"
-Review the employee's description of the case with him/her to make sure you have all the facts.
Make sure you get the answers to the questions who, what, when, where, why and how.
-Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask
the employee to tell you what he/she thinks each witness knows about the case. Record this
information. Try to clarify any uncertainties about what a witness is supposed to know.
-Ask the employee to give you all of the evidence he/she has concerning the case. Make copies
so that no information is lost.
-Before the employee leaves, check one more time to make sure you have all the facts, names of
witnesses and evidence.
REVIEW:
-Refer to the grievance procedure in the contract to make sure the issue the employee has raised
is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not
a proper subject of a grievance, the best thing to do is to tell the employee and explain how this
affects his/her case.
-Check to make sure that the procedural requirements set forth in the grievance procedure have
been complied with.
Key considerations include:
-Is the complaint timely?
-Who should the employee and/or union representative meet with at the first step?
-What information must be presented by both parties at the first step?
-Review the contract provisions alleged to have been violated to make sure they fit the issue
described by the employee and that no provisions have been left out.
-Review the evidence. Go through all the documents the employee has given you. Make sure
everything is dated and signed. Carefully check the content of each document to find out what it
actually states, if this information pertains to the case and is timely. Check for inconsistencies in
the documents and between the documents and the information the employee has given you.
Make a list of all inconsistencies. Check to see if the documents contain the names of other
potential witnesses that the employee did not mention and/or that might be called by
27
management. Make a list of these persons and find out how to contact them.
-Find out is there is any other evidence, e.g., rules and regulations, past grievances and
arbitration decisions, past practice, documents in the employee's personnel file that he/she may
not have, etc., that have a bearing on the case as viewed by both the union and the employer.
Request documents from the employer as appropriate, in a timely fashion and in writing.
-Match the evidence you have with the list of potential witnesses. Make a list of questions to ask
each witness when you interview them. Be sure to include at the end of each list the questions,
"Is there anything else you would like to add?" and "Do you know of any other witnesses?"
-Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following
things as you consider what witnesses state that they know about the case:
-Does the witness have direct personal knowledge about what happened or is his/her knowledge
based only on hearsay (i.e., second hand)?
-Is the witness credible (i.e., able to give a reasonable explanation about the events, and an
honest, accurate accounting even if this means revealing negative things about his/her
record/conduct)?
-Does the witness' statement confirm what the employee has said, or are there
differences/inconsistencies?
-Does the witness have any reason to be less than truthful in stating what he/she knows about the
case?
-If there is more than one witness who knows about a given event, note which ones would be
best able to present clear testimony under the pressure of examination and cross-examination at
an arbitration hearing.
-Verify name, address, telephone, work shift and location.
ANALYSIS:
After you have thoroughly reviewed all of these matters, you may find that a complaint is not
grievable/arbitrable or that the case lacks merit. One way to proceed is to explain your findings
to the employee and ask if there is any additional information he/she has that might have a
bearing on the case. If not, you should be guided by local or international union policy and
perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should
be screened out to conserve a union's resources for other cases. This can be done by committee in
consultation with an international representative or counsel. This determination should be made
with care because unions have a legal duty to fairly represent all employees in the bargaining
unit whether or not they are union members.
-Can you account for any inconsistencies in the case and, if so, how?
-Are there any mitigating circumstances that could explain the employee's behavior and thus
lessen or remove any disciplinary action?
-Does the evidence and testimony the union has demonstrate one or all of the following:
-Disparate treatment;
-Arbitrary and capricious action; and/or Discrimination.
-Are there any past practices which pertain to the case and, if so, how?
-Does the evidence and testimony the union has support the remedy requested or should some
modification be made in that remedy?
-Do you have hard evidence and testimony based upon direct personal knowledge to support
your case or is your case largely based upon circumstantial evidence?
-Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of
28
an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.?
-Is the contract provision(s) you are relying upon modified by more specific language in the
provision or elsewhere in the contract?
-Where rules and regulations are concerned, have they been posted and given to employees, are
they reasonable and have they been fairly, consistently and equitably enforced?
-What has been the outcome of other similarly situated cases? Does this information help or hurt
your case? How?
Once you have reviewed and analyzed all these considerations with respect to the union case,
prepare a summary of what you think the employer's response will be and determine if you have
a sound rebuttal for each of the points the employer could raise.
FILING:
Be sure to properly and timely complete the grievance form. This includes such items as: names;
dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have
been violated; and remedy requested.
This is a checklist, not a magic wand. It highlights key points to consider in handling employee
complaints. This task is time consuming and requires the application of a number of skills. There
are no real short cuts. If you take them, an employer will usually find them at some stage in the
grievance procedure or in arbitration. The result may be very damaging involving not only loss
of a case that might have been won, but also expenditures of time, other resources and credibility
that a union can ill afford.
Handling Discipline and Discharge Cases:
In all likelihood, most of the grievances you handle will involve discipline or discharge. Since
management is the party that took the action, (i.e., is the moving party) the BURDEN OF
PROOF is on the employer to show that it has just cause for such action. This means that, in
arbitration, management must go first in showing what evidence and testimony it has to support
the action taken. A union then responds with the evidence and testimony it has in defense of the
grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted
tests for just cause. These are:
1. If a rule is alleged to have been violated, was that rule reasonable?
2. Was the grievant given adequate notice that the conduct
complained about was improper?
3. Was the alleged offense sufficiently investigated?
4. Was the investigation fair?
5. Was the misconduct proved?
6. Did the employee receive equal treatment with all others who have
committed a similar offense? If not, were there any mitigating
circumstances?
7. Was the penalty appropriate for the offense committed?
Refer back to the Checklist for Handling Complaints to remind yourself of the type of
information you must collect to support a complaint in a discipline or discharge case. Remember
to find out: who; what; when; where; why; and how. Collect all of the evidence and interview
witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you
an idea of the strength of support for the union's case. Remember, you must also consider what
evidence and testimony management may be able to present and assess your case accordingly.
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Contract Interpretation Cases:
These cases involve disputes over the interpretation of contract language. Unlike discipline and
discharge cases, the party that claims the contract language has been improperly interpreted has
the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation
case can be: evidence obtained from the bargaining history of the parties (what have they done in
the past, for how long, and what was the intent at the bargaining table); and have any past
practices developed that have changed the meaning of that contract language. The tests for a
binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and
acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and
established practice accepted by both parties. Mutual acceptance may be tacit, however, an
implied mutual agreement determined by inference from the circumstances. It is very important
in contract interpretation cases that you obtain witnesses who were actually at the bargaining
table when the disputed language was agreed to, and/or have direct knowledge that the language
has been rolled over in successive contracts without dispute for a period of years, or of past
practices that have changed the meaning of the disputed language. In such cases, the kinds of
proof that can be critical to support either party's case may include:
Copies of past contracts;
Notes from bargaining sessions;
-Other documentation that will prove how the language has actually been Implemented (e.g.,
other arbitration awards);
-Employees with long service that can testify about how a contract provision has been
implemented;
-Whether the disputed language is clear and unambiguous on its face;
-is general language limited by more specific language in the same provision or elsewhere in the
contract;
-Are the disputed terms being interpreted in normal language or as they usually are in your
business or is the interpretation strained;
2. Study the grievance procedure and practice in your organisation and present a brief report.
COMPANY POLICY
COMPANY .................. aims to resolve problems and grievances promptly and as close to the
source as possible with graduated steps for further discussions and resolution at higher levels of
authority as necessary.
Statement of General Principles
• Complaints must be fully described by the person with the grievance
• The person(s) should be given the full details of the allegation(s) against them
• The person(s) against whom the grievance/complaint is made should have the opportunity and
be given a reasonable time to put their side of the story before resolution is attempted
• Proceedings should be conducted honestly, fairly and without bias
• Proceedings should not be unduly delayed.
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PROCEDURES
The following is a four level process:
1. The Employee attempts to resolve the complaint as close to the source as possible.
This level is quite informal and verbal
If the matter is not resolved
2. The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the
grievance and states the remedy sought.
Discussion should be held between employee and any other relevant party.
This level will usually be informal, but either party may request written statements and
agreements.
This level should not exceed one week.
If the matter is not resolved:
3. The Supervisor must refer the matter to the Manager (or Board of Directors if applicable).
A grievance taken to this level must be in writing from the employee.
The Supervisor will forward to the Manager any additional information thought relevant
The Manager will provide a written response to the Employee
The Manager also communicate with any other parties involved or deemed relevant.
This level should not exceed one week following the next scheduled meeting.
If the matter is not resolved:
4. The Employee will be advised of his/her rights to pursue the matter with external authorities
if they so wish.
7)Welfare Activities: Welfare facilities can be largely categorized into two types:
Intramural facilities: These are provided within the establishment such as rest centers
canteen, uniforms.
Extramural facilities: These are activities which are undertaken outside the
establishment such as child welfare, transport facility etc.
Examples of Welfare Facilities
Intramural Facilities Extramural Facilities
Drinking water
Toilets
Washing & bathing facilities
Rest shelters
Uniforms
Protective clothing
Recreating facilities
Canteens
Subsidized food
Medical aid
Housing
Education facilities
Maternity benefits
Transportation
Sports facilities
Leave travel
Vocational training
Holiday homes
Cooperative stores
Fair price shops
Social insurance
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Benefits of Employee Welfare Measures
They provide better physical and mental health to workers and thus promote a healthy
work environment.
Facilities like housing schemes, medical benefits, and education and recreation facilities
for worker's families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors such as substance abuse, etc are reduced to a
greater extent by the welfare policies.
8) Kaizen and Management: Management has two major components:
1. maintenance, and
2. improvement.
The objective of the maintenance function is to maintain current technological, managerial, and
operating standards. The improvement function is aimed at improving current standards. Under
the maintenance function, the management must first establish policies, rules, directives and
standard operating procedures (SOPs) and then work towards ensuring that everybody follows
SOP. The latter is achieved through a combination of discipline and human resource
development measures.
Under the improvement function, management works continuously towards revising the current
standards, once they have been mastered, and establishing higher ones. Improvement can be
broken down between innovation and Kaizen. Innovation involves a drastic improvement in the
existing process and requires large investments. Kaizen signifies small improvements as a result
of coordinated continuous efforts by all employees.
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Orientation/Onboarding:
The orientation program is an introductory program that extends from 1 hour to 1 day at most. It
is established by the HR personnel of the firm for newly recruit or the trainee such that they get
adjusted to the new environment and feel welcomed in the organization.
Employee orientation is part of a long-term investment in a new employee. It is an initial process
that provides easy access to basic information, programs and services, gives clarification and
allows new employees to take an active role in their organization.
Introduce new employees to their new environment
Make new employees feel welcome and comfortable
Retain a pool of new, capable employees
Benefits: Establish clear standards that help reduce disputes and limit liability
Promote consistent management
Inform new employees of the company’s policies
Demonstrate a commitment to equal treatment of personnel
Provide protection from claims of discrimination and sexual harassment
In some organizations an employee handbook is available to all employees. The content of the
handbook covers the key topics covered in an orientation session for new employees.
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What is the difference between Orientation and On-boarding? Orientation is an event; on-boarding is a process.
Orientation is a structured event that focuses on the information the new employee needs to
know to get started, such as an introduction to the organizational structure, policies, and
procedures. It is once piece of the on-boarding process. On-boarding however can last anywhere
from 3 months to a year, depending on the responsibilities of the position and the amount of
organizational understanding necessary to be successful in the role. The goal is to align new
employees with Ryerson's culture, mission, and values, and focuses on strengthening the
employee's connection to the organization and its people. It provides a more strategic plan for
employee success than orientation alone.
For information on group specific employee orientation programs, see group sections.
Whose Responsibility is On-boarding? On-boarding is a shared responsibility with activities managed by the hiring department/faculty,
Human Resources and, in some cases, e.g. for faculty, the Learning and Teaching office and
Office of the Vice Provost, Faculty Affairs.
Employee Department/Faculty Human Resources/
Learning and
Teaching Office/ Vice
Provost, Faculty
Affairs
Attends New
Employee
Orientation
workshop and
any other group
specific
workshops,
e.g. faculty
orientation
Submits
completed new
hire
documentation,
including
employment
equity self
identification
survey, some of
which may be
done online
Completes the
self-guided
Pre-Arrival Activities
Completes or approves
any new hire
documentation/authorizat
ions
Ensures workplace is set
up
Provides information
about technology access
and any necessary
department requests or
approvals.
For each employee that
requires accommodation
in the event of an
emergency, work
together to review the
instructions
on implementing
individualized emergency
plan and complete
the individual emergency
Processes new
hire
documentation
where
necessary
Coordinates
and facilitates
orientation
session
34
orientation
(through the
online On-
boarding portal,
coming soon!).
Responsible for
identifying a
disability that
may not be
apparent, which
may require
accommodation
in the event of
an emergency.
plan form.
Conducts departmental
welcome and
introductions
Conducts on-boarding
follow up
Supervisor's Pre-Arrival Activities
The following should be done to prepare for the new hire's arrival:
Call the new hire to confirm the start date, time, location, parking or other transportation
options and dress code, if applicable.
Assemble a department orientation packet and orientation schedule, including names and
titles of colleagues and people with whom the new person will commonly interact; where
to find frequently used information/forms; etc.
Prepare the work area/office, including arranging for phones, computer equipment, etc.
Obtain appropriate key(s) or other means to access work area.
If the employee is relocating from another country or province, make sure to walk them
through the relocation policy.
Provide information on system access and submit any necessary system access requests
and approvals for department/job specific systems as necessary.
Purchase any necessary new equipment (computer, printer, cell phone, PDA, etc.) as
approved.
Order necessary supplies.
The first day One of the most lasting impressions employees have of their department and the university is
how they are treated during their first day on the job.
Suggested activities for the first day may include, where appropriate, e.g. faculty, full time staff,
etc.:
Make sure you (as hiring manager) and/or a designated faculty/staff member is present to
greet the new employee
Introduce him/her to co-workers and work areas
Identify a go-to person or mentor
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Review the job responsibilities and objectives
Coordinate a site/office tour (include copy machine, employee mailboxes, supplies,
where to buy food and eat and restrooms)
Coordinate a group lunch
Review and explain on-line resources
Conduct basic telephone and computer instruction (if required)
Meet with HR or administrative staff to review and sign up for benefits, Ryerson ID card,
etc. if applicable (This will be available via the portal in 2012)
Review basic guidelines (i.e. security , emergency procedures , parking, office and work
hours, if applicable)
During the first and the second weeks on the Job
The goal is to ensure that the employee understands Ryerson's mission , the Academic Plan , any
Faculty or department plans, and how these tie into the expectations and responsibilities of the
job. Meet with the employee to establish goals and job expectations, to complete the planning
stage of performance evaluation and review the performance management process. There may be
group specific performance management and evaluation processes, e.g. faculty evaluation and
review, some of which may be detailed in policies or collective agreements.
Meet with the employee and create a development plan to ensure acquisition and
maintenance of needed professional and/or job specific skills and knowledge.
Ensure the mentor and new employee are meeting and establishing a productive
relationship, where applicable.
Ensure that some work assignments are ready for the employee so that he or she can feel
productive immediately.
Share unwritten rules, nuances, and traditions with the employee (such as casual Friday).
Review other departments' overall functions where relevant.
Schedule meetings with key faculty and/or staff members from outside the employee's
team or work group that they will be interacting with, e.g. for faculty meeting with
Research and Innovation staff.
Review relevant decision making processes.
If the employee will supervise others, ensure he or she meets with direct reports one-on-
one and as a group.
Ensure the employee completes any mandatory training that is a condition of
employment, such as AODA training .
Until end of probation The goal is to review the expectations, progress made, areas for improvement and to continue
efforts towards integration.
Make sure to:
Discuss initial experience and whether it matches the employee's expectations
Discuss any concerns or issues the employee has
Review progress towards initial goals
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Review progress on development plan
Identify any additional systems or job specific training needed
Identify any upcoming opportunities to meet with key individuals
Answer any questions Solicit feedback from employee
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RECRUITMENT & SELECTION
Recruitment refers to the process of screening, and selecting qualified people for a job at an
organization or firm, or for a vacancy in a volunteer-based organization or community group.
While generalist managers or administrators can undertake some components of the recruitment
process, mid- and large-size organizations and companies often retain professional recruiters or
outsource some of the process to recruitment agencies. External recruitment is the process of
attracting and selecting employees from outside the organization.
A. Internal Sources:- . Promotions and Transfer
. Job postings
. Employee Referrals
B. External Sources:- . Advertisement
. Employment Agencies
. On campus Recruitment
. Employment exchanges
. Education and training institute
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Recruitment refers to the process of attracting, screening, and selecting qualified people for a job
at an organization or firm. For some components of the recruitment process, mid- and large-size
organizations often retain professional recruiters or outsource some of the process to recruitment
agencies. The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and professional
recruitment, niche agencies which specialize in a particular area of staffing, or employer
branding strategy and in-house recruitment. The stages in recruitment include sourcing
candidates by advertising or other methods, and screening and selecting potential candidates
using tests or interviews.
SOURCES OF RECRUITMENT
In-house recruitment
Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their
own in-house recruitment, using their human resources department, front-line hiring managers
and recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies
on their own websites, coordinate internal employee referrals, work with external associations,
trade groups and/or focus on campus graduate recruitment. Some large employers choose to
outsource all or some of their recruitment process(recruitment process outsourcing) however a
much more common approach is for employers to introduce referral schemes where employees
are encouraged to source new staff from within their own network.
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Internal Sources of Recruitment
The internal sources of recruitment are:-
1. Promotions : Promotion means to give a higher position, status, salary and responsibility
to the employee. So, the vacancy can be filled by promoting a suitable candidate from the
same organization.
2. Transfers : Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organization.
3. Internal Advertisements : Here, the vacancy is advertised within the organization. The
existing employees are asked to apply for the vacancy. So, recruitment is done from
within the organization.
4. Retired Managers : Sometimes, retired managers may be recalled for a short period.
This is done when the organization cannot find a suitable candidate.
5. Recall from Long Leave : The organization may recall a manager who has gone on a
long leave. This is done when the organization faces a problem which can only be solved
by that particular manager. After he solves the problem, his leave is extended.
Merits of Internal Sources
The benefits / advantages / merits of using internal sources of recruitment:-
1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already knows everything
about the organization, the work, the employee, the rules and regulations, etc.
3. It motivates the employees of work hard in order to get higher jobs in the same
organization.
4. It increases the morale of the employees and it improves the relations in the organisation.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.
Demerits of Internal Sources
The limitations / demerits of using internal sources of recruitment:-
1. It prevents new blood from entering the organization. New blood brings innovative ideas,
fresh thinking and dynamism into the organization.
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2. It has limited scope because it is not possible to fill up all types of vacancies from within
the organization.
3. The position of the person who is promoted or transferred will be vacant.
4. There may be bias or partiality in promoting or transferring persons from within the
organization.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper confidential reports of all
employees are maintained. This involves a lot of time, money and energy.
External Sources of Recruitment
The external sources of recruitment are:-
1. Management Consultants : Management consultants are used for selecting higher-level
staff. They act as a representative of the employer. They make all the necessary
arrangements for recruitment and selection. In return for their services, they take a
service charge or commission.
2. Public Advertisements : The Personnel department of a company advertises the vacancy
in newspapers, the internet, etc. This advertisement gives information about the company,
the job and the required qualities of the candidate. It invites applications from suitable
candidates. This source is the most popular source of recruitment. This is because it gives
a very wide choice. However, it is very costly and time consuming.
3. Campus Recruitment : The organization conducts interviews in the campuses of
Management institutes and Engineering Colleges. Final year students, who're soon to get
graduate, are interviewed. Suitable candidates are selected by the organization based on
their academic record, communication skills, intelligence, etc. This source is used for
recruiting qualified, trained but inexperienced candidates.
4. Recommendations : The organization may also recruit candidates based on the
recommendations received from existing managers or from sister companies.
5. Deputation Personnel : The organization may also recruit candidates who are sent on
deputation by the Government or Financial institutions or by holding or subsidiary
companies.
Advantages of External Sources
The benefits / merits / advantages of using external sources of recruitment:-
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1. It encourages young blood with new ideas to enter the organization.
2. It offers wide scope for selection. This is because a large number of suitable candidates
will come for the selection process.
3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.
Limitations of External Sources
The demerits / limitations of using external sources of recruitment:-
1. It is very costly. This is because advertisements, test, medical examination etc., has to be
conducted.
2. It is very time consuming. This is because the selection process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organization if outsiders are given higher post.
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Process
A) Job analysis: The proper start to a recruitment effort is to perform a job analysis, to
document the actual or intended requirement of the job to be performed. This information is
captured in a job description and provides the recruitment effort with the boundaries and
objectives of the search. Oftentimes a company will have job descriptions that represent a
historical collection of tasks performed in the past. These job descriptions need to be reviewed or
updated prior to a recruitment effort to reflect present day requirements. Starting recruitment
with an accurate job analysis and job description ensures the recruitment effort starts off on a
proper track for success. Job analysis defines the duties and human requirements of the
company’s jobs. The next step is to recruit and select employees. We can envision the
recruitment and selection process as a series of steps:
1) Decide the positions to fill, through personnel planning and forecasting.
2) Build a pool of candidates or these jobs, by recruiting internal or external
candidates.
3) Have candidates complete application forms and perhaps undergo initial
screening interviews.
4) Use selection tools like tests, background investigations, and physical exams to
identify viable candidates.
5) Decide who to make an offer to, by having the supervisor and perhaps others
interview the candidates.
B) Sourcing
Sourcing involves:
a)Advertising, a common part of the recruiting process, often encompassing multiple
media, such as the Internet, general newspapers, job ad newspapers,
professional publications, window advertisements, job centers, and campus graduate
recruitment programs; and
b) Recruiting research, which is the proactive identification of relevant talent who
may not respond to job postings and other recruitment advertising methods done in
a). This initial research for so-called passive prospects, also called name-generation,
results in a list of prospects who can then be contacted to solicit interest, obtain a
resume/CV, and be screened.
C) Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through résumés, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing, such
as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or
employment testing. Other resume screening criteria may include length of service, job titles and
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length of time at a job. In some countries, employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many recruitment agencies to
automate the testing process. Many recruiters and agencies are using an applicant tracking
system to perform many of the filtering tasks, along with software tools for psychometric testing.
Onboarding:
"Onboarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new employees
become fully operational quickly and is often integrated with a new company and environment.
Onboarding is included in the recruitment process for retention purposes. Many companies have
onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may
last anywhere from 1 week to 6 months.
Internet recruitment and websites:
Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job
boards allow member companies to post job vacancies. Alternatively, candidates can upload a
résumé to be included in searches by member companies. Fees are charged for job postings and
access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass
end-to-end recruitment. Websites capture candidate details and then pool them in client accessed
candidate management interfaces (also online).
What are Recruiting agencies?
Recruitment agencies are designed to manage the recruitment process from start to finish.
Recruitment agencies hold large databases of candidates and can advertise on your behalf. Their
advertising methods include both print and online mediums although the latter has become more
common in recent years.
Advantages
Reduces the impact on company resources and time spent on recruitment
Agencies can manage & pay contract workers and take care of tax issues
You can often get a rebate for unsuitable placements within a specific period of time or
be provided with another candidate
Expertise and knowledge in their specialist field
Disadvantages
Lost time if they are not able to find a suitable candidate
Expensive – you may have to pay as much as 20% of the employee’s first years annual
salary. This means that if an employee is paid 80%in the first year you could be paying as
much as 20% in recruitment fees per vacancy. Even at a conservative 12% you would be
paying 10%.
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Planning and forecasting:
Employment personnel planning: The process of deciding what positions the firm will have to
fill, and how to fill them. The recruitment and selection process starts with employment or
personnel planning. This is the process of deciding what positions the firm will have to fill, and
how to fill them. Personnel planning embrace all future positions, from maintenance clerk to
CEO. However, most firms call the process of deciding how to fill executive jobs succession
planning. Employment planning should flow from the firm’s strategic plans. Plans to enter new
business build new plants or reduce costs all influence the types of positions the firm will need
to fill (or eliminate).
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Recruitment Process in TCE
Recruitment will be carried out either through campus or Lateral (Including staff on Fixed
Tenure Contract (FTC) for the complete recruitment process.
Depending upon the requirements company may engage technical/functional experts on long
term, short term or as required basis.
Campus Recruitment
Campus Recruitment Programme is a bench strength programme wherein selected candidates go
through an year long training programme before absorption.
Trainees are selected through premier institutes as well as other recognized institutes across the
country. Institutes from remote geographical areas/places are also visited by TCE to provide
opportunities to candidates, facilitating new employees coming from diverse regions,
background and cultures.
Lateral Recruitment
Lateral recruitment to be done based on current and future workforce requirements and
skill/experience criteria.
Buddy and Mentoring:
This is a program held within the TCE organization to help newly recruit to feel comfortable
with the company’s environment and to help them to understand the roles and policies of the
organization.
Buddy:
Make joinee feel at home.
To help new joinee get familiar with TCE process and policies for first 6 months.
Mentoring:
Help and support individual to manage their own leaving order to maximize once
potential.
Steps involved in recruitment:
1) Finalizing Job Description
2) Organization Structure for Positional Requirements.
3) Sourcing for appropriate CVs
4) Short listing of CVs
5) Interview
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Selection process:
The selection in Campus Recruitment is done through written test and technical Interview.
Trainees are selected from premier institute like IITs & NITs as well as other recognized
Engineering Colleges.
For lateral recruitment candidates are selected /recruited from job sites, advertisement,
recruitment agencies, direct applicants and the employee referral system. Selected candidates are
put through psychometric test and pre-employment medical test.
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Roles and Responsibility of engineers TCE:
As a Civil Engineer:
Civil engineering is one of the most popular and broadest fields of engineering. It is a branch of
engineering that deals with the construction and design of highways, dams, buildings, tunnels,
bridges, reservoirs and other similar facilities. Civil engineers have a great deal of responsibility
in their field. They are directly responsible for the planning and management of construction to
take place. Not only do they aid in designing but also take an effective part in estimating,
scheduling, obtaining materials, planning, costs, controlling costs and selecting equipment that is
to be used.
In the field of a construction civil engineer, design of the process analysis, construction,
mathematics and science all are very important and necessary. Civil engineers are also directly
responsible for the construction of many important buildings that you come across on a daily
basis.
There are two crucial aspects within this field. You may face difficulty in consulting both a civil
engineer and contracting a civil engineer. The key responsibility of a consulting civil engineer is
regarding designing of the project while contracting civil engineers deal with the actual
construction where they play a significant role in transforming a planned designed layout into
real architecture. Moreover, being a civil engineer, there are many further specializations that are
an essential part of the sector.
A civil engineer job is engaged in different activities starting from the selection of land to the
final construction.
Role of Civil Engineer:
Analysis & Design of RCC / Steel Structures for:
•Buildings which house equipments
•Special Structures like Chimneys, Canals, Roads, Bridges, Dams, Silos and Bunkers
•Supporting Structures for Pipes, Cable Trays, Conveyors
•High rise office buildings
Water Treatment and Supply, Sewerage Treatment
Geotech investigation reviews
Environmental aspects
Role of Mechanical /Chemical Engineer :
•Systems design – Selection of suitable process technology, Equipment sizing and Design
Basis
•Plot Plan And General Arrangement Drawing
•Equipment Specifications – Pumps, Fans, Compressors, Boilers, Turbine, Heat
exchangers, Cranes, Hoists , Water Treatment Systems, Coal, Ash and Other Material
Handling Systems
•Piping Layouts
•Air Conditioning & Ventilation Sizing, Duct Layout
•Equipment Inspection
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Role of Electrical Engineer:
•System Design – Power requirement, Power
distribution, Switchyard and Substation Design,
Electrical Control and Protection, Relay Coordination
•Single Line Diagrams
•Equipment specification – Motors. Transformers,
Batteries, Switch Gear, Cables etc.
•Equipment Layout, Cable Layout, Earthing Layout
•Power System Studies
Transmission & Distribution
HR Interview Questions for TCE:
Tell me about yourself?
Why should I hire you?
What are your strengths and weaknesses?
Why do you want to work at our company?
What is the difference between confidence and overconfidence?
What is the difference between hard work and smart work?
How do you feel about working nights and weekends?
Can you work under pressure?
Are you willing to relocate?
What are your goals?
What motivates you to do a job?
What makes you angry?
Give an example of your creativity?
How long will you be willing to work with us if hired?
Are you not overqualified for this position?
Explain how would you be an asset for the company?
Would you lie for the company?
Who has inspired you in your life and why?
What was the toughest decision you ever had to make?
HR questions for experienced people:
From everything you have learned about this role, me and our company, tell me how you
feel you did make a contribution?
Why should we hire you?
If you could start your career over again, what would you do differently?
When I contact your last supervisor and ask which area of your work needs the most
improvement, what will I learn?
Describe the best boss you ever had?
Tell me about what motivates you?
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What frustrates you?
Tell me about the toughest negotiation you have ever been in?
How do you involve your staff when an important company strategy decision needed to
be made?
Where do you see yourself in five years?
Give an example of your creativity?
What kind of salary and offer you are looking for?
For the employees of the organization Performance management system (PMS) is conducted
under which the performance of the employees is managed against standards. Important point to
consider is to define the Key Result Area (KRA) and Key Performance Area(KPA).
KRA refers to general areas of outcomes or outputs for which the department’s role is
responsible. A typical role targets three to five KRA.
Identifying KRA will help individuals:
Clarify their roles
Align their roles to organizational strategic plan
Focus on result rather than activity
Communicate their roles and purpose to others
Set objectives and goals
Prioritize their activity and therefore, improve their time/work management.
When KRA is large, it is broken into manageable area of managing evaluation which are referred
to as KPA’s. Key performance indicator is also set accordingly.
Performance Management System helps in:
Helps in defining the objective of job role.
Set standards which are achievable
Measure the actual performance to standards
Analyze the result
Improve the limitation and create innovative methods to enhance performance efficiency.
Maintain the performance by continuous monitoring.
Sustain by adhering to change.
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Talent Management In today‘s challenging business environment of going global and competition becoming intense,
organizations have mounting pressure to perform better than before. Over the years, creation and
preservation of knowledge has become a key tool in accelerating competitiveness and enhancing
organizational capabilities to respond to market changes wherein employees ‘skills and
personalities are appropriately deployed to optimize performance, is a critical and difficult task.
Furthermore, identifying and developing executives who have leadership potential, like every
other vital strategic function, is a demanding process that is equal parts of Arts and Science.
Not only Software and BPO Companies, no organization can rest in peace under the assumption
that once they have recruited the employee in place, their job is done. The real challenge that is
faced by these industries is not hiring the right person for the right job, neither their Performance
Management System, nor their Work Climate nor Culture, but in retaining the employee. It is
proven beyond argument that it is the people who make or break the organization.
Managing the talent of key employees is critical to achieve the success in long-term by any
organization. Talent management involves individual and organizational development in
response to a changing and complex operating environment. It includes the creation and talent in
general terms refers to the capabilities, skills or the art, a person possess in a particular field. It also
refers to those people who have high potential, scarce knowledge and skill or who
can successfully bring about transformation and change in the organization. Such individuals are
usually sought after in the market and their contributions to the business add direct value to its strategic or
competitive positioning.
Coming to the word Talent Management in an organization, it refers to those special steps an organization
adopts to recruit, develop and retain its pool of top talent. Talent Management also denotes a deliberate
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approach taken up by an organization to attract, develop and retain people with the aptitude and
abilities to meet not only the current requirements but also future organizational needs.
In today’s talent-hungry market scenario, one of the greatest challenges that organizations are
facing is to successfully attract, assess, train and retain talented employees. Talent Management
encompasses in itself the entire process of Planning, Recruiting, Developing, Managing,
and Compensating employees throughout the organization. Organizations have realized the need for talent
management and are now focusing to develop and retain the existing talent in their organization
rather than trying to acquire a new talent because the cost of identifying, developing and
retaining the talent internally is more cost effective instead of replacing the talent which is lost from
external market. Though it may appear initially that in the process of retaining talent, we are spending more in
terms of increased wages, rewards and recognition, when we practically analyze, the cost of acquiring a new talent
is higher. Apart from higher cost of acquiring the new talent it has to additionally face the initial hiccups
of this new employee getting along with the organizational goals and strategies. Every business unit
is making sure that they can respond and withstand the challenges of talent crisis by developing an
effective talent management strategy like identifying the key talented people in the organization, cultivating
and developing the skill of their present workforce and retaining highly talented employees by
protecting them from competitors
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History
Talent management is a term that emerged in the 1990s to incorporate developments in Human
Resources Management which placed more of an emphasis on the management of human
resources or talent. The term was coined by David Watkins of Softscape published in an article
in 1998, and further defined in the book "Talent Management Systems" in 2004 " however the
connection between human resource development and organizational effectiveness has been
established since the 1970s. Talent management is part of the Evolution of Talent Measurement
Technologies.
The issue with many companies today is that their organizations put tremendous effort into
attracting employees to their company, but spend little time into retaining and developing talent.
A talent management system must be worked into the business strategy and implemented in daily
processes throughout the company as a whole. It cannot be left solely to the human resources
department to attract and retain employees, but rather must be practiced at all levels of the
organization. The business strategy must include responsibilities for line managers to develop the
skills of their immediate subordinates. Divisions within the company should be openly sharing
information with other departments in order for employees to gain knowledge of the overall
organizational objectives. Companies that focus on developing their talent integrate plans and
processes to track and manage their employee talent, including the following:
Sourcing, attracting, recruiting and on boarding qualified candidates with competitive
backgrounds
Managing and defining competitive salaries
Training and development opportunities
Performance management processes
Retention programs
Promotion and transitioning
The talent management strategy may be supported by technology such as HRIS (HR Information
Systems) or HRMS (HR Management Systems). Modern techniques also use Competency-based
management methodologies to capture and utilize competencies appropriate to strategically drive
an organization's long term plans.
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Talent Management: Concept
Wide variations exist in how the term ‘talent’ is defined across differing sectors, and
organisations may prefer to adopt their own interpretations rather than accepting universal or
prescribed definitions. That said, it is helpful to start with a broad definition and, from our
research, we have developed a working definition for both ‘talent’ and ‘talent management’:
Talent consists of those individuals who can make a difference to organisational
performance either through their immediate contribution or, in the longer-term, by
demonstrating the highest levels of potential.
Talent management is the systematic attraction, identification, development,
engagement, retention and deployment of those individuals who are of particular value to
an organisation, either in view of their ‘high potential’ for the future or because they are
fulfilling business/operation-critical roles.
These interpretations underline the importance of recognising that it is not sufficient simply to
attract individuals with high potential. Developing, managing and retaining those individuals as
part of a planned strategy for talent is equally important, as well as adopting systems to measure
the return on this investment.
More organisations are also now broadening their definitions, looking at the ‘talents’ of all their
staff and working on ways to develop their strengths (see ‘inclusive versus exclusive approaches’
below). At its broadest, then, the term ‘talent’ may be used to encompass the entire workforce of
an organisation.
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Talent is everywhere; the difficulty today lies in identifying the right kind. Talent is a complex
chemistry that combines personal history, a great capacity for analysis and contextualization, the
ability to listen, respect for others and a perfect knowledge of one's profession, practices and
changes. Previously, talent was easily identifiable. Now we have to find it with tools such as
annual reviews, the 360 °, assessment centers, social networks, work groups and all the Web 2.0
tools. However, according to the survey of BCG, 60% of companies have no experience on the
subject. This is a new challenge that lies before us in the training and skills management business
to help companies with the identification process. They can benefit from benchmarking done
with the help of our knowledge on this topic.
Talent management as part of skills management has become a key element for business
performance. It is a source of individual recognition, which is a key factor for internal mobility
and generates change for innovation. Identifying talent is finding the people that will transform
business knowledge by sharing it around them and transforming it into tools, goods or services
that can create future wealth for the company.
Talent management refers to the anticipation of required human capital the organization needs
at the time then setting a plan to meet those needs. Talent management in this context does not
refer to the management of entertainers. Companies engaging in a talent management strategy
shift the responsibility of employees from the human resources department to all managers
throughout the organization. The process of attracting and retaining profitable employees, as it is
increasingly more competitive between firms and of strategic importance, has come to be known
as "the war for talent." Talent management is also known as HCM (Human Capital
Management).
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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 Management in organisations is not just limited to attracting the best people from the
industry but it is a continuous process that involves sourcing, hiring, developing, retaining and
promoting them while meeting the organisations requirements simultaneously. For instance, if an
organisation wants the best talent of its competitor to work with it, it needs to attract that person
and offer him something that is far beyond his imagination to come and join and then stick to the
organisation. Only hiring him does not solve the purpose but getting the things done from him is
the main task. Therefore, it can be said that talent management is a fully fledged process that not
only controls an entry of an employ but also his or her exit.
To achieve success in business, the most important thing is to recognize the talent that can
accompany one in achieving his goal. Attracting them to work for and strategically fitting them
at a right place in the organisation is the next step. It is to be remembered that placing a
candidate at a wrong place can multiply the problems regardless of the qualifications, skills,
abilities and competence of that person. How brilliant he or she may be, but placing them at a
wrong place defeats the whole purpose. The process of talent management is incomplete if you
are unable to fit the best talent of the industry at the place where he or she should be.
Some organizations may find the whole process very unethical especially who are at the giving
end (who loses their high-worth employee). But in this cut-throat competition where survival is a
big question mark, the whole concept sounds fair. Every organization requires the best talent to
survive and remain ahead in competition. Talent is the most important factor that drives an
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organization and takes it to a higher level, and therefore, cannot be compromised at all. It won’t
be exaggerating saying talent management as a never-ending war for talent!
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Talent Management: Process and Importance
Process
People are, undoubtedly the best resources of an organization. Sourcing the best people from the
industry has become the top most priority of the organizations today. In such a competitive
scenario, talent management has become the key strategy to identify and filling the skill gap in a
company by recruiting the high-worth individuals from the industry. It is a never-ending process
that starts from targeting people. The process regulates the entry and exit of talented people in an
organization. To sustain and stay ahead in business, talent management cannot be ignored. In
order to understand the concept better, let us discuss the stages included in talent management
process:
● Understanding the Requirement: It is the preparatory stage and plays a crucial role in
success of the whole process. The main objective is to determine the requirement of talent. The
main activities of this stage are developing job description and job specifications.
●Sourcing the Talent: This is the second stage of talent management process that involves
targeting the best talent of the industry. Searching for people according to the requirement is the
main activity.
●Attracting the Talent: it is important to attract the talented people to work with you as the
whole process revolves around this only. After all the main aim of talent management process is
to hire the best people from the industry.
●Recruiting the Talent: The actual process of hiring starts from here. This is the stage when
people are invited to join the organization.
●Selecting the Talent: This involves meeting with different people having same or different
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qualifications and skill sets as mentioned in job description. Candidates who qualify this round
are invited to join the organization.
●Training and Development: After recruiting the best people, they are trained and developed
to get the desired output.
●Retention: Certainly, it is the sole purpose of talent management process. Hiring them does not
serve the purpose completely. Retention depends on various factors such as pay package, job
specification, challenges involved in a job, designation, personal development of an employee,
recognition, culture and the fit between job and talent.
●Promotion: No one can work in an organization at the same designation with same job
responsibilities. Job enrichment plays an important role.
●Competency Mapping: Assessing employees’ skills, development, ability and competency is
the next step. If required, also focus on behaviour, attitude, knowledge and future possibilities of
improvement. It gives you a brief idea if the person is fir for promoting further.
●Performance Appraisal: Measuring the actual performance of an employee is necessary to
identify his or her true potential. It is to check whether the person can be loaded with extra
responsibilities or not.
●Career Planning: If the individual can handle the work pressure and extra responsibilities
well, the management needs to plan his or her career so that he or she feels rewarded. It is good
to recognize their efforts to retain them for a longer period of time.
●Succession Planning: Succession planning is all about who will replace whom in near future.
The employee who has given his best to the organization and has been serving it for a very long
time definitely deserves to hold the top position. Management needs to plan about when and how
succession will take place.
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●Exit: The process ends when an individual gets retired or is no more a part of the organization.
Talent Management process is very complex and is therefore, very difficult to handle. The sole
purpose of the whole process is to place the right person at the right place at the right time. The
main issue of concern is to establish a right fit between the job and the individual.
Importance
Talent Management is on HR professional’s minds these days, as HR works to obtain, retain and
develop manpower. For talent management to be effective, what is important is to hire
employees who seem to be the best fit in the organization. Organizations are taking steps to
manage talent most effectively and also to develop their own employer brand. These brands
simplify decision-making and communicate the value they create for their customers. Likewise,
employees also identify themselves with certain organizations especially in the light of
forecasted labour shortage. Organizations that formally decide to "manage their talent"
undertake a strategic analysis of their current HR processes. This is to ensure that a co-ordinated,
performance oriented approach is adopted.
Quite often, of late organizations are adopting a Talent Management approach and are focusing
on co-coordinating and integrating various aspects, such as:
Recruitment, Retention, Employee development, Leadership and "high potential
employee" development, Performance management, Workforce planning and Culture.
The Researcher found from the present study that, there is a tremendous change in human
resources in the past decades. The reasons behind are the changes in technology and global
economic environment. Even though organizations are aware of the need for human talent they
were neglecting it all these years without giving comprehensive outlook.
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The novel Economy is a different place from the aged one and requires a shift in value systems
to become accustomed. To deal with this changing world the present age bracket needs to be
aware of its contributions, developments and ability to manage both the present and
Talent management is gaining increased attention. Talent management (TM) brings together a
number of important human resources (HR) and management initiatives.
Organizations that formally decide to "manage their talent" undertake a strategic analysis of their
current HR processes. This is to ensure that a co-ordinated, performance oriented approach is
adopted.
Quite often, organizations adopting a TM approach will focus on co-ordinating and integrating:
Recruitment - ensuring the right people are attracted to the organisation.
Retention - developing and implementing practices that reward and support employees.
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".
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An important step is to identify the staff or employees (people and positions) that are critical to
the organization. They do not necessarily have to be senior staff members. Many organizations
lost a lot of "organizational knowledge" in the downsizing exercises of a few years ago. The
impact of the loss was not immediately apparent. However, it did not take long for many
companies to realize their mistake when they did not have people with the knowledge and skills
to either anticipate or solve problems that arose.
The current discussions about skill shortages and the ageing population are also helping
organizations to focus on the talent management issue. It may not be possible to simply go out
and recruit new people to meet operational needs. Many leading companies have decided to
develop their own people, rather than trying to hire fully skilled workers.
TCE conduct programs in order to encourage employees to work better at job and obtain better
efficiency and quality of work.
A) Young Engineer Development: Technical as well as behavioral training is provided for
the trainees.
B) Leadership accelerated program: This program is conducted for experienced
employees only in order to enhance their participating behavior.
C) Continuing Education program: Technical training is provided for the experienced
employees.
TCE under the talent management schema motivates employees for higher education and
provide them with no objection certificate so as the employees can enhance their skill set and
bring knowledge to their work making it more effective.
Under Talent Management, to sustain and motivate the employees various cross culture activities
are performed:
Town hall meet/ Channel of communication: Under this activity organization
communicates about the goals, achievement and expectation of the organization to the
employees. Clarifying the objective and doubts of employees about any policy are also
considered in which employee are free to express their opinions, suggestions and issues.
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Talent Management: Principles and Challenges
Principles
There are no hard and fast rules for succeeding in execution of management practices, if you
ask me. What may work wonders for one organization may ruin another one! For
convenience sake however there are certain principles of Talent Management that one should
follow or keep in mind.
Principle 1 - Avoid Mismatch Costs
In planning for future manpower requirements, most of the HR professionals prepare a deep
bench of candidates or manpower inventory. Many of the people who remain in this bracket
start searching for other options and move when they are not raised to a certain position and
profile. In such a scenario it is better to keep the bench strength low and hire from outside
from time to time to fill gaps. This in no way means only to hire from outside, which leads to
a skill deficit and affects the organizational culture.
Principle 2 - Reduce the Risk of Being Wrong
In manpower anticipations for future an organization can ill afford to be wrong. It’s hard to
forecast talent demands for future business needs because of the uncertainty involved. It is
therefore very important to attune the career plans with the business plans. A 5 year career
plan looks ridiculous along with a 2 year business plan.
Principle 3 - Recoup Talent Investments
Developing talent internally pays in the longer run. The best way to recover investments
made in talent management is to reduce upfront costs by finding alternative and cheaper
talent delivery options. Organizations also require a rethink on their talent retention strategy
to improve employee retention.
Another way that has emerged of late in many organizations is sharing development costs
with the employees. Many of TATA companies for example sponsor their employees’
children education. Similarly lots of organizations use ‘promote then develop’ programs for
their employees where the cost of training and development is shared between the two. One
important way to recoup talent investments is spotting the talent early, this reduces the risk.
More importantly this identified lot of people needs to be given opportunities before they get
it elsewhere.
Principle 4 - Balancing Employee Interests
How much authority should the employees’ haves over their own development? There are
different models that have been adopted by various corporations globally. There is ‘the chess
master model’, but the flipside in this is that talented employees search for options.
Organizations can also make use of the internal mobility programs which are a regular
feature of almost all the top organizations.
These principles are just broader guidelines; their application varies across industries and
organizational cultures.
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Challenges
There is no dearth of professionals but there is an acute shortage of talented professionals
globally. Every year b-schools globally churn out management professionals in huge
numbers but how many of are actually employable remains questionable! This is true for
other professions also.
The scenario is worse even in developing economies of south East Asia. Countries like U.S
and many European countries have their own set of problems. The problem is of aging
populations resulting in talent gaps at the top. The developing countries of south East Asia
are a young population but quality of education system as a whole breeds a lot of talent
problems. They possess plenty of laborers - skilled and unskilled and a huge man force of
educated unemployable professionals. These are the opportunities and challenges that the
talent management in organizations has to face today - dealing with demographic talent
problems. It faces the following opportunities and challenges:
Recruiting talent
Training and Developing talent
Retaining talent
Developing Leadership talent
Creating talented ethical culture
Recruiting Talent
The recent economic downturn saw job cuts globally. Those who were most important to
organizations in their understanding were retained, other were sacked. Similarly huge
shuffles happened at the top leadership positions. They were seen as crisis managers unlike
those who were deemed responsible for throwing organizations into troubled waters. It is the
jurisdiction of talent management to get such people on onboard, who are enterprising but
ensure that an organization does not suffer for the same.
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Training and Developing Talent
The downturn also opened the eyes of organizations to newer models of employment - part
time or temporary workers. This is a new challenge to talent management, training and
developing people who work on a contractual or project basis. What’s more big a challenge
is increasing the stake of these people in their work.
Retaining Talent
While organizations focus on reducing employee overheads and sacking those who are
unessential in the shorter run, it also spreads a wave of de motivation among those who are
retained. An uncertainty about the firing axe looms in their mind. It is essential to maintain a
psychological contract with employees those who have been fired as well as those who have
been retained. Investing on people development in crisis is the best thing an organization can
do to retain its top talent.
Developing Leadership Talent
Leadership in action means an ability to take out of crisis situation, extract certainty out of
uncertainty, set goals and driving change to ensure that the momentum is not lost. Identifying
people from within the organization who should be invested upon is a critical talent
management challenge.
Creating Talented Ethical Culture
Setting standards for ethical behavior, increasing transparency, reducing complexities and
developing a culture of reward and appreciation are still more challenges and opportunities
for talent management.
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Management Strategy
The human resource professionals are the cornerstone of any organizations. They not only solve
business problems today but also participate in strategic aspects of the organization; talent
management is one of them.
Formulation of a talent management strategy is the responsibility of the HR function. This is
often done in consultation with the business function. Be it talent mapping and planning or
performance, recruitment and retention the human resource professionals of the day are seeking
out ways to streamline and integrate their functions with the broader business functions.
people are empowered very early in their careers to give them more responsibilities and build
more competencies in employees. This enables to develop high potential personnel. The
organization runs an internal program ID venture where they promote entrepreneurship. You
have an idea; you come forward, share and develop a comprehensive business plan. The best
plan receives a support from the organization!
Some strategies followed are:
Aligning Business strategies with the HR strategies: Business HR is one function that is
developing fast as part of the human resource department. The person is responsible for ensuring
a smooth relationship between business and HR functions. They work with business heads to
develop people strategies to support both short term and long term business objectives.
Performance Planning and Evaluation: An integrated HR approach means that are uniform
and standard procedures for employee performance evaluation and compensation, up and down
the organization. Performance is linked to growth and the process adds value for employees to
evaluate their work on their own. Indian digital disk giant Moser Baer employs such process.
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Strategic Manpower Planning: HR and Business function are interrelated. None can exist
without the other. HR functions need to work in collaboration to assess current and future
manpower requirements are plan for the same. They need to strategize on the approximate
manpower requirements, the relevant skills and educational qualification, compensation and the
like. This has to happen well in advance. Recruitment itself means a host of other activities like
training and development, compensation, induction and orientation etc.
Mapping your Talent: An ever increasing emphasis is being laid on identifying the top
performing and talented employees to think of ways to develop, nurture and retain them. Further
organizations also like to keep skill inventories for contingencies. As organizations realize the
skills and abilities of individuals, they can then be more focused on devising means and
strategies to attract, develop and retain these people.
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TALENT PROGRAM
Talent management program deepens employee engagement. Talent program addresses the
entire HR lifecycle helping companies streamline their HR processes and reduce operational
costs. The platform is built on state-of-the-art technology and is delivered in the Cloud on an
outcome-based pricing model.
Leading global enterprises, across industries, are already talent management journey with talent
programs. Talent program deepens employee interaction through rich social engagement and
interactive self-service capabilities. The social collaboration features of the platform helps
companies improve access to organization-wide expertise, generate ideas, and accelerate
innovation. The platform also allows employees to access HR functionalities "on-the-go"
through mobile and smart devices thereby enabling an always-connected workforce.
Talent program simplifies the entire Hire-to-retire lifecycle of the HR function. The platform
brings together preconfigured, best-in-class industry processes that helps enterprises streamline
HR operations and free up time spent on transactional HR activities such as payroll, attendance,
benefits processing, etc.
Talent program optimizes costs and delivers better spend predictability to the HR organization.
This frees up significant capital expenditure typically locked into HR technology and process
investments, allowing the HR function to be a strategic enabler of an organization’s business
objectives. Talent program provides companies with the convenience of single point of
accountability by taking complete ownership from technology to business operations.
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Highlights of Talent program
Employee On-boarding: The offering includes a set of pre-configured employee-hire
templates that can be fine-tuned based on client requirements. This template-driven hiring
approach accelerates employee on-boarding process
Administer Personal and Job Data: At the core of the HR solution is an enterprise-
wide human resources database that supports a multitude of HR processes and serves as
the single source of personal and job data
Manager Self-Service: This web-deployed solution enables managers to initiate and
approve job data to their direct/ indirect reports, including promotions, transfers,
terminations, and other status changes and requests
Employee Self-Service: The solution enables employees to access and control their
personal information including name, address, phone number, and marital status through
an intuitive and user friendly interface thereby reducing administrative costs and hassles
Monitor Health and Safety: The solution facilitates tracking of workplace incidents,
injuries, illnesses, first aid and medical treatment, management of accident investigations,
corrective actions, and tracking of compensation claims
Reporting/ Regulatory Compliance: The solution includes a whole host of delivered
HR metrics and reports that aid decision making and ensure better regulatory compliance.
Managing Organization Structure: The solution supports setting-up of organizational
structure, department trees and creation of organization charts. It provides managers with
easy-to-comprehend visual representation of the organization structure
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Record Issues/ Grievances: Employee issues and grievances can be tracked and
monitored right from the time they are raised to up until they are resolved
Benefits of any talent management programs are:
Reduces employee on-boarding time by paper-less and error-free processes
Empowers employees and managers by providing self-service access. It results in
reduced administrative costs and drives employee satisfaction
Drives informed decision making by providing timely and relevant information through
metrics/ reports
Reduces time and effort spent on administrative activities resulting in employee retention,
effective people management and sharper focus on core business activities
Integrates seamlessly with other modules to form a single source for all HR data thereby
reducing data inconsistencies significantly
Improves employee productivity through simplified and unified interfaces
The Highlights of talent management program with IT follows:
360 Degree View Dashboard: Provides the recruiter with alerts on overall recruitment
status that includes details about new applicants, job openings, unconfirmed interviews,
unevaluated answers, online job offers, quick search, and auto-match results.
Integrated Interview Management: Provides bi-directional integration with MS
Outlook 2007 to schedule interviews and enables the recruitment team to allocate
resources needed to conduct interviews.
Profile Utilization: Imports person profiles and creates new job openings, thereby saving
the effort of creating jobs from scratch.
Robust Multi-tiered Auto-screening: Automates screening to filter out applicants in the
online application process. Screening consists of mandatory questions for applicants, with
points assigned to them. The application can be configured with multiple levels of
screening options such as preliminary levels to final, which sorts applicants at various
stages of recruitment.
Online Job Offer: Enables applicants to review, accept, and reject job offers online via
their career portal page. Online features include attachments such as offer letters, benefit
details and corporate policy documents.
Approval Delegation: Authorizes proxy users to temporarily act on behalf of
administrators to approve job openings and offers.
Search: Notifies registered candidates when a matching job opportunity opens up.
Employee Referrals: By using the employee referral option, applicants can mention
names of employees who have referred them to the job opening.
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Benefits of IT based talent management Recruitment are as follows:
Highly configurable and flexible features to meet business needs accurately
End-to-end integrated solution, from searching for the right candidates to hiring the best
talent
Easy integration of job-boards, job posting, and background checks by third party
vendors
Reduced effort and time by template based hiring
Reduction of paperwork with enhanced online actions and workflow-driven processes
Applicant-job combination searches enabled by robust search capabilities
Easy use and generation of custom reports
Benefits to employees of IT talent management
It enables implementation of a full spectrum of benefits including health, insurance, saving,
spending, and additional non-standard plans. The solution is designed to define various types of
benefit events including open enrolment; employment changes such as hire and termination;
family status changes such as birth and marriage; passive events based on employees and
dependents age; and Consolidated Omnibus Budget Reconciliation Act (COBRA) qualifying
events.
Highlights of Administrative Benefits
Employee Self Service: Internet-based self-service module enables employees to update
personal, dependent and beneficiary information, initiate life events such as marriage and
birth, and to enrol for various benefits
Evidence of Insurability (EOI) administration: Life and disabilities are covered by
transfer of electronic files to vendor and making enrolment changes after high coverage
vendor approval.
Documentation Proofs: The solution tracks documentation proofs required for life
events such as birth and marriage and follows up with employees for the same
Unpaid leave billing: It enables billing for unpaid leave, and pay for retired employees
by generating monthly invoices
Family and Medical Leave Act (FMLA): It processes Family and Medical Leave Act
(FMLA) in compliance with federal and state requirements, by generating notification/
warning letters and leave packets
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Vendor Compatibility: It Interfaces with vendors by dispatching eligibility and
enrollment information electronically in the industry-standard ANSI 834 format or in
custom format
Change Notification: It notifies employees about the changes in benefit enrollments
along with costs triggered by a benefit event via e-mail - for instance, changes resulting
from a life event, such as marriage or birth
Administrative Help: The solution enables administrators to resolve life event issues by
providing real-time summary of life events status
Benefits:
Employees can view, compare or make enrolment changes themselves through the self-
service module. This results in reduced operation costs. It also reduces printing costs for
Enrolment and Confirmation worksheets. Employee satisfaction increases as they are in
full control of their data.
The solution sends approval notifications to personnel administrator, as and when
employees initiate life events. Employees are allowed to process life events and make
enrolment changes only after they receive the administrator's approval.
The solution provides one-stop help desk with a toll-free number for employees to make
enrolments, initiate life events, receive confirmation statements and get clarifications for
benefit queries related to eligibility and costs
It automates open enrolment and event maintenance processing which reduces manual
errors and premium overpayments
Unifies interfaces and provides consistent data through seamless, real-time integration
with all system components such as payroll and core HR
Monitors changes in policies that affect eligibility.
Performance Management
Performance Management is a basic and critical element of an enterprises’ talent management
strategy. The module manages performance by setting certain parameters like performance goals,
aligning individual's goals with corporate objectives, progress monitoring, periodic performance
rating, identifying development needs, and rewarding performers.
Highlights of Performance Management
Configurability in Goal Setting Phase: Various parameters including goal status,
percentage completion, start date, end date, employee measurement, and adding and
deletion of goals can be configured. Users can choose to either display participant
evaluator information or maintain anonymity.
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Writing Tools: The platform leverages HR writing tools such as Results Writer,
Performance Notes, Language Checker, Spell Checker, and Development Tips.
o Both the employee and the manager can record private, free-format notes at any time
during the review period and store them along with their performance documents
o The Language Sensitivity Checker reduces the risk of inappropriate language in
performance assessments
o Managers can access Results Writer that aids in writing constructive feedback based on
employee performance rating
o Managers can access Development Tips to identify ways in which an employee can attain
a certain competency or goal
o Usage of Spell Checker increases professionalism and accuracy of performance reviews
Goal Cascading and Goal alignment: This feature enables cascading of goals through
defined hierarchy - from corporate goals to individual goals. For instance, it enables
manager performance goals to be passed on to an employee performance document.
Electronic Document Sign-off: Users can electronically sign-off performance
documents, without generating paper copies.
Simplified Processes Initiation: Document creation process is made flexible for
employees, managers and HR administrators.
360 Degree Evaluation: Apart from the manager and employee, peers and team
members also participate in evaluation process. It offers flexibility in configuring
participant evaluation.
Benefits of Performance Management:
Easy-to-use, one stop solution: Streamlines performance management for
employees, managers and HR administrator.
Increases Employee Performance: Defines clear performance targets
collaboratively at the beginning of the performance period. It includes feedback
from peers, managers, or other parties to foster development. Managers can
provide interactive feedback, coaching, and development to employees
throughout the performance period.
Drives Business Results: Links individual goals and rewards to business
objectives by communicating employee contributions. Ensures adequate support
of key initiatives and tracks progress.
Improves Talent Management: Identifies high performers and team members in
need of performance improvement.
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Improves Feedback to Employees: Enables managers to construct high-quality
feedback to employees with the help of writing tools that aid in appropriate
language usage.
Embedded Analytics and Normalization Reports: Managers and administrators
can access reports that show performance review summary status, reviews owned
by the manager, reports of late or missing review documents, goal alignment
details, goal completion progress, and online graphs of review rating distributions
for defined groups of employees.
Integration with other solutions:
Enables cultivation of pay for performance culture by integrating it with
compensation solution
Provides profile and competency data flow
Determines and adds to learning of an employee by integrating with learning
solutions
Achieves integrated talent management by integrating Performance Management
solution with Core HR, Successions and learning solution. It enables use of
critical information about talent across business functions by providing deep
insight into workforce, thereby aiding in informed talent management decisions.
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Best Talent Management Suggestion:
Suggestion 1: Start with the end in mind—talent strategy must be tightly aligned with
business strategy. Effective talent management requires that your business goals and strategies
drive the quality and quantity of the talent you need.
Suggestion 2: Talent management professionals need to move from a seat at the table to setting
the table. When we gather groups of HR professionals for events, we often ask them who owns
talent management. They point to senior management. Many have a seat at the table, where
they’re involved in discussions about business and leadership strategies that were previously held
behind closed boardroom doors. But securing the right to listen in is not enough. Senior
management need to own parts of the process and serve as partners, guides, and trust
advisors when it comes time to talk talent.
Suggestion 3: We should know what we are looking for—the role of Success Profiles.
Numerous studies show that companies with better financial performance are more likely to use
competencies as the basis for succession management, external hiring, and inside promotions.
Competencies: A cluster of related behaviors that is associated with success or
failure in a job.
Personal Attributes: Personal dispositions and motivations that relate to
satisfaction, success, or failure in a job.
Knowledge: Technical and/or professional information associated with successful
performance of job activities.
Experience: Educational and work achievements associated with successful
performance of job activities.
The end result: detailed definitions of what is required for exceptional performance in a given
role or job. Success Profiles can be used across the entire spectrum of talent management
activities—from hiring and performance management to development.
Suggestion 4: Many organizations equate the concept of talent management with senior
leadership succession management. While succession planning is obviously important, talent
management must encompass a far broader portion of the employee population. Value
creation does not come from senior leadership alone. The ability of an organization to compete
depends upon the performance of all its key talent, and its ability to develop and promote that
talent.
Suggestion 5: Potential, performance and readiness are not the same thing.
Many organizations understand the idea of a high-potential pool or a group of people who
receive more developmental attention. But sometimes, they fail to consider the differences
between potential, performance, and readiness.
Why should an organization place the higher priority on selection rather than development?
Not everything can be developed. Many elements of Success Profiles are impossible, or at least
very difficult, to develop. Training people to improve their judgment, learning agility,
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adaptability—all core requirements for most of the talent hired today—is difficult, if not
impossible. Lack of motivation for a specific role or a poor fit between employees’ values and
those of the organization leads to poor performance, and no classroom experience or learning
activity will change this fundamental mismatch. But you can get a read on these areas during a
well-designed hiring/promotion process.
Hiring for the right skills is more efficient than developing those skills. What about the areas that
are developable, like interpersonal skills, decision-making, or technical skills? Assessing those
areas at the time of hire is likely to cost less than developing them later.
Suggestion 6:
Organizations have many “whats” relative to talent management, including executive resource
boards, software platforms, nine box grid comparing potential to performance, development
plans, and training, training and more training. These “whats” promise nothing by themselves.
Guarantees come from “hows” instead. Our five realization factors for sound execution are:
Communication—Links the talent management initiative to the business drivers,
puts forward a vision the organization can rally around, and sets expectations for
what will happen in the organization.
Accountability—Role clarity so that each individual in the talent management
initiative knows what is expected of them.
Skill-Developing the right skills and providing coaches and mentors for support.
Alignment-Must align talent management initiatives to the business drivers but also
need the right kinds of systems to identify high potentials, to diagnose for
development, to link to performance management, and to do development that really
changes behavior.
Measurement -you can’t manage what you don’t measure. It creates the tension, and
objectives become clearer to help execute a talent strategy. The most effective
measurements go beyond mere statistics to quantify what’s working in talent
management, why those initiatives are effective, and what impact they have on the
organization.
Financial Benefit
There are pros and cons of every management philosophy and the associated processes.
Talent management is no exception to it. While many organizations simply decline to have it
under their umbrella because it costs the exchequer, still others approve of it equally strongly
as an effective people management process.
Before we discuss the financial benefits of talent management the following may be of our
interest and worth a thought:
Most of the organizations are short sighted, when it comes to people management.
People management may not go well with pure capitalists.
Organizations and industries are growing at a fast pace, faster than the rate at which talent is
produced.
There is dearth of talented and skilled professionals both at the top as well as bottom.
Due to cut throat competition and a consequent lack of talented professionals the attrition
rates have increased across all industries, especially so in services industry.
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Poaching has become common place; employee retention has become the Achilles heel of
corporations.
All the above mentioned statements clearly indicate that the talent is unable to keep pace
with the growing industry and also that the industry has failed to breed the pool of talented
individuals as per its requirements. A fast industry growth meant that there would be a need
for talented professionals for upcoming avenues and unfortunately corporate seemed to miss
out on this. Business houses nowadays have diversified interests in different industries,
employment opportunities are fast coming up but unfortunately the talent is pool is shrinking.
This tells upon the finances of an organization in a big way.
Less attrition means lesser expenditure on hiring: BPO’s and start ups, for example where the
attrition rate is the highest remain occupied in searching for people every now and then. Now
this incurs financial losses to the organization. An organization not only pays an employee
for his/her work but also spends a considerable amount on their training and development.
There is transfer of skill and expertise and when the same employee leaves after a brief stint
with the organization, it costs the latter.
The problem gets even worse when such a scenario occurs at the top level. An unoccupied
executive position can cost an organization dearly. The solution - a proper talent management
in place can solve this problem. The following facts become worth consideration here:
New employees cost the company 30-60 % more than the existing employee in terms of
compensation only. There is an additional cost incurred on training and developing the new
individual.
The process of recruitments itself costs an organization in a big way, right from advertising a
post, to attracting talent and finally short listing and hiring someone for the job. Often there is
a compromise in hiring when the need is urgent.
Organizations clearly need to look inside for solutions and design and develop better
employee retention, rewards and recognition strategy. Performance management needs to be
taken care of.
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Suggestion on Reducing Recruitment Cost and Improve Recruitment Quality
Recruiting costs a lot, but if you save money by reducing the quality of your recruiting process
the organization is doomed. What can HR do? Here are the top tips for reducing recruiting costs.
1. Assess value, not cost –
By far the biggest cost of recruiting is hiring poor performers. Assess quality of hire and
go the extra step of asking managers to put a dollar figure on the difference between top,
average and poor performers.
2. Go all out to improve retention –
You don’t have to spend a ton of money hiring new people if your existing good
employees stick around. Study retention, track it, and continuously work to improve it.
3. Get decent applicant tracking software –
There is nothing more painful than watching skilled recruiters waste time because they
are stuck with lousy recruitment software. Get them a tool that does the job. There’s no
excuse to lose the talent acquisition battle for want of decent software.
4. Stay on top of new sourcing technology –
No area of recruiting is as volatile as sourcing. A continual investment in experimenting
with the latest techniques will pay off. Don’t let the pressure of today stop you from
keeping sourcing capability in top form.
5. Consider bringing executive search in-house –
If you do a lot of executive search consider bringing it in house. Don’t confuse it with
everyday recruiting—you will need a different kind of recruiter and you will need to
compensate them differently. However, if you take the plunge and do it right there is a lot
of money to be saved.
6. Ramp up your employee referrals –
Research shows employee referrals are one of the best ways to find high performers and
one of the cheapest ways to recruit talent. Invest a little in sprucing up employee referral
program as an integral piece of your talent management software.
7. Take onboarding on-board –
It is sad when after HR has successfully recruited a strong candidate that they get
dropped into an organization that appears not to care. Onboarding is an integral part of
recruiting and employee onboarding software should guide a seamless transition from
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being hired to being a happily integrated new employee. If necessary, bring onboarding
under the aegis of the recruiting function.
8. Assessment technology –
Have we mentioned how important technology has become in recruitment? When
recruitment software includes assessment tools you save money by speeding up and
improving selection. Just be sure to validate the tool and continue to check how well it is
working.
9. Consider outsourcing –
If your hiring needs are volatile it can be hard to staff your recruiting department
appropriately. Recruitment process outsourcing can help—but only if you do it to get a
better overall outcome customized to your needs. If you only look at costs you court
disaster.
10. Use social recruiting –
Twitter, Facebook and LinkedIn are inexpensive tools for building your employment
brand, advertising openings and seeking passive candidates. Perhaps, those hours your
kids spend on Facebook are not wasted; maybe they are developing their skills in social
recruiting.
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Conclusion
One of the biggest risks facing many organizations is having the right talent to enable them to
compete in the future. The reality for many businesses today is that a large majority of its key
executives will probably retire in the next 5-10 years. While this may not have been an issues 10
or 15 years ago, pressure have been such that businesses have had to reorganize and resize
themselves to a point where the talent pool that would have been ready to step up into key roles
are either not ready or not there. Companies need to integrate their talent and succession
planning with their strategic business plans and view talent management as a long-term,
continuous process.
1. Think strategically. Talent management requires a strategic perspective. What are the things
that might impact your organization in the future? Will it grow and acquire other businesses, or
is the market shrinking and therefore a different leadership approach may be needed? What
‘type’ of managers and business leaders will be needed in the future?
2. Understand key roles. Which functions and roles in the organisation drive the majority of the
business’s value? Think broadly, and not just about traditional leadership roles, specialist
technical roles such as product development may be as equally important. Once this is complete
it is a straightforward task to examine the age profiles of those currently in the key roles. How
many of these could retire in the next 5-10 years? How many of these roles have ‘ready now’
successors?
3. Identify the requirements of the key roles. Effective talent management requires clarity on
technical and behavioral requirements for the roles as well as specific experience, such as
international or specific market experience. All key roles should have the necessary components
and characteristics for superior performance clearly defined. These requirements can then be
used as a basis to assess people, either internally via a promotion or externally via recruitment.
4. Understand who your talent is. Use assessment centers to identify talent internally.
5. Agree your succession strategy. Once the organization knows who is likely to retire, and who
the potential talent is, objective decisions can be made about how the key roles will be filled in
the future. Does the business need to actively recruit and bring in new blood or can all the key
roles be filled from within? Should the strategy be a balance of recruiting externally as well as
promoting internally?
6. Define career paths for internal promotions. Once your succession strategy is clear,
establishing career paths and the ability to describe the requirements for pursuing the path
becomes easier. Creating effective career paths requires two components, knowing the
requirements for the next level and creating clear plan of how to gain the necessary skills,
behaviors and experience.
7. Link talent management with performance management. Talent management and succession
planning should become a part of the organisation’s performance management and career
development processes. Regular performance discussions are important to collect evidence of
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how potential successors have performed. In addition, the discussions also provide the
opportunity for managers to coach talent to ensure ongoing development and readiness.
8. Provide ongoing development. Managers need to support the ongoing development of their
talent to ensure that make the necessary progress.
9. Monitor readiness and prepare a succession plan. Senior managers should meet at least
annually to initially agree who the potential successors are for the key roles and to subsequently
monitor their progress. Who is ready now to move to their next role? Is their evidence to suggest
that any of the successors will not ‘make the grade’? If not what needs to be done?
10. Ensure ownership . Succession planning needs to be owned by line managers and needs to be
actively led by the Chief Executive or owner of the business for it to be successful.
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WEBLIOGRAPHY
1) Wikipedia
2) tce.co.in
3) Human resource management by V.S.P.Rao(edoc)
4) Timesjob.com
5) TCS-google
6) Slideshare