p 2445 talent management

8/11/2019 p 2445 Talent Management

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DECLARATION

I %ere"y declare t%at t%#! Project eport t#tled Talent Management !u"m#tted "y me #! "a!ed on

actual (or+ carr#ed out "y me under t%e gu#dance and !uperv#!#on o$ Mr!. Man#!% 9a#+(ad. Any

re$erence to (or+ done "y any ot%er per!on or #n!t#tut#on or any mater#al o"ta#ned $rom ot%er

!ource! %ave "een duly c#ted and re$erenced. It #! $urt%er to !tate t%at t%#! (or+ #! not !u"m#tted

any (%ere el!e $or any e=am#nat#on.

). . Sap+al college o$ S#gnature o$ Student

Management Stud#e!.

)alyan# -#ll!, Sap+al )no(ledge -u",

Anjaner#/ad%ol#, Tr#m"a+e!%(ar d,Na!%#+011121. Amol. '. )a!ar

Tel3415607 114285.

>ate* 4;2246


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CERTIFICATE FROM THE GUIDE

T%#! #! cert#$y t%at Amol '%ag(an )a!ar %a! completed t%e Project eport on

Talent Management under my gu#dance and !uperv#!#on , and !u"m#tted t%e report a! la#d do(n

"y Pune :n#ver!#ty, Pune. T%e mater#al t%at %a! "een o"ta#ned $rom ot%er !ource! #! duly

ac+no(ledged #n t%e report. It #! $urt%er cert#$#ed t%at t%e (or+ or #t! part %a! not "een !u"m#tted

to any ot%er un#ver!#ty or e=am#nat#on under my !uperv#!#on. I con!#der t%#! (or+ (ort%y $or t%e

a(ard o$ t%e degree o$ Ma!ter #n 'u!#ne!! Adm#n#!trat#on.

). . Sap+al college o$ S#gnature o$ 9u#de

Management Stud#e!.

)alyan# -#ll!, Sap+al )no(ledge -u",Anjaner#/ad%ol#, Tr#m"a+e!%(ar d,

Na!%#+011121. Name*

Tel3415607 114285.

>ate*


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Sr. No. Content! Page No.

2 C%apter 2* Introduct#on

2.2 O"ject o$ t%e project

2.1 Introduct#on o$ !tudy2.B O"ject#ve! o$ t%e !tudy

2.0 at#onale o$ t%e !tudy

2.5 Scope o$ t%e Project

2.8 L#m#tat#on! o$ t%e Study

;22

1 C%apter 1* e!earc% Met%odology

1.2 ev#e( o$ l#terature

1.1 e!earc% >e!#gn and !ample !#?e

1.B Pr#mary and !econdary data and #t!!ource!

1.0 Statement o$ %ypot%e!#!

212;

B C%apter B* Pro$#le o$ t%e Organ#?at#on

B.2 Introduct#on o$ t%e organ#?at#on

B.1 Net(or+Product!'ranc%e! o$

organ#?at#on

B.B lo( C%art o$ t%e organ#?at#on

B.0 M#!!#on o$ t%e organ#?at#on

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Sr. No. Name o$ C%apter Page No.

5 C%apter 5* Talent Management

5.2 Mean#ng and >e$#n#t#on o$ Talent Management,Importance o$ Talent

Management.

5.1 C%allenge! o$ Talent Management,

5.B -o( to Manage TalentD

5.0 Step! #nvolved #n Talent Management Proce!!

B201

8

C%apter 8* Per$ormance appra#!al8.2 /%at #! Per$ormance appra#!alD

8.1 Met%od! o$ Per$ormance appra#!al8.B -o( per$ormance appra#!al conduct #n Company

Ltd.

0B06

;

C%apter ;*Career Plann#ng;.2 Mean#ng, >e$#n#t#on and procedure o$ Career

plann#ng,

;.1 'ene$#t! o$ Career Plann#ng,;.B -o( #mplement career plann#ng #n Company

Ltd, Na!#+.

;.0 Succession Planning:Mean#ng, >e$#n#t#on

Importance.

;.5 Implementat#on #n Company o$ !ucce!!#on

plann#ng.

5484

epartment, to place cand#date! (#t%

prudence and caut#on. A (rong $#t (#ll re!ult #n $urt%er %#r#ng, retra#n#ng and ot%er

(a!te$ul act#v#t#e!. Talent Management #! "ene$#c#al to "ot% t%e organ#?at#on and t%e

employee!. T%e organ#?at#on "ene$#t! $rom* Increa!ed product#v#ty and capa"#l#tyH a

"etter l#n+age "et(een #nd#v#dual!F e$$ort! and "u!#ne!! goal!H comm#tment o$ valued

employee!H reduced turnoverH #ncrea!ed "enc% !trengt% and a "etter $#t "et(een

peopleF! jo"! and !+#ll!. Gmployee! "ene$#t $rom* -#g%er mot#vat#on and comm#tmentH

career developmentH #ncrea!ed +no(ledge a"out and contr#"ut#on to company goal!H

!u!ta#ned mot#vat#on and jo" !at#!$act#on.

In t%e!e day! o$ %#g%ly compet#t#ve (orld, (%ere c%ange #! t%e only con!tant

$actor, #t #! #mportant $or an organ#?at#on to develop t%e mo!t #mportant re!ource o$ all t%e -uman e!ource. In t%#! glo"al#?e (orld, #t #! only t%e -uman e!ource t%at can

prov#de an organ#?at#on t%e compet#t#ve edge "ecau!e under t%e ne( trade

agreement!, tec%nology can "e ea!#ly tran!$erred $rom one country to anot%er and

t%ere #! no deart% $or !ource! o$ c%eap $#nance. 'ut #t #! t%e talented (or+$orce t%at #!

very %ard to $#nd.

Talent !#gnal! an a"#l#ty to learn and develop #n t%e $ace o$ ne( c%allenge!.

Talent #! a"out $uture potent#al rat%er t%an pa!t trac+ record. So talent tend! to "e

mea!ured #n term! o$ %av#ng certa#n attr#"ute!, !uc% a! a (#ll#ngne!! to ta+e r#!+! and

learn $rom m#!ta+e!, a rea!ona"le 3"ut not too %#g%7 level o$ am"#t#on and

compet#t#vene!!, t%e a"#l#ty to $ocu! on "#g p#ctureJ #!!ue!, and an a(arene!! o$ t%e#r

o(n !trengt%!, l#m#tat#on! and #mpact on ot%er!. Several talent management proce!!e! need to "e #n place on a !trateg#c

level #n order en!ure #t! !ucce!!. Suc% proce!!e!!trateg#e! #nclude talent

#dent#$#cat#on, recru#tment K a!!e!!ment, competency management, per$ormance

management, career development, learn#ng management, compen!at#on,

!ucce!!#on plann#ng etc.

Talent management %a! a num"er o$ "ene$#t! to o$$er !uc% a! employee

engagement, retent#on, al#gn#ng to !trateg#c goal! #n order to #dent#$y t%e $uture

leader!%#p o$ t%e organ#?at#on, #ncrea!ed product#v#ty, culture o$ e=cellence and

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2.1 O"ject#ve! o$ Study*

In t%e current !cenar#o o$ cutt%roat compet#t#on, every company %a! to !urv#ve

to !at#!$y #t! cu!tomer! "y prov#d#ng t%em &ual#ty product! and !erv#ce!. T%e !ummer

tra#n#ng at Company, (a! underta+en (#t% a v#e( to !tudy certa#n $undamental a!

(ell a! t%e commerc#al and operat#onal a!pect! o$ t%e company. T%e tra#n#ng

#nvolved t%e !tudy o$ t%e $ollo(#ng*

To under!tand t%e ent#re procedure o$ Talent management

To under!tand t%e need o$ Talent Management

To !tudy t%e accuracy and &ual#ty o$ (or+ o$ employee! "y talent management

procedure.

To !ugge!t po!!#"le #mprovement #n Talent Management proce!!.

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2.< L#m#tat#on! o$ Study*

27 All t%e $unct#on! are only related (#t% t%e per!onnel department.

17 L#m#tat#on a"out t%e (or+#ng %our o$ t%e (or+er #n t%e $actory.

B7 L#m#tat#on a"out t%e t#me and a"!entee#!m.

07 Company not allo(#ng to d#!clo!e con$#dent#al #n$ormat#on

57 T#me $actor (a! t%e major l#m#tat#on o$ t%#! !urvey. 'ecau!e dur#ng !urvey any

act#v#ty o$ organ#?at#on (%#c% #! d#rectly or #nd#rectly related to t%e product#onproce!! !%ould not d#!tur" due to !urvey.

O"ject o$ t%e project*

T%#! Talent Management Project I completed $rom Company, or t%e

$ul$#llment o$ t%e $ull t#me cour!e o$ M'A o$ Pune un#ver!#ty $or t%e year 14461424.

In Company I made re!earc% on Talent Management proce!! "ecau!e company (ant

to +no( t%at, #! #t talent management #! really "ene$#c#al $or t%em or not. I proved

t%em t%at talent management #! really "ene$#c#al $or company "y do#ng t%#! project.

I completed t%#! project "ecau!e #t (a! a re&u#rement o$ our M'A $ull t#mecour!e. I learned var#ou! t%#ng! #n t%#! project, l#+e aud#t, SAP - module, per!onal

adm#n#!trat#on. Gtc.

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C%apter 1* e!earc% Met%odology

2B

C%apter 1* e!earc%

Met%odology


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Re+ie, o( li"e#a"u#e

TALGNT MANA9GMGNT S TA>ITIONAL - APPOAC-

Trad#t#onal - !y!tem! approac% people development $rom t%e per!pect#ve o$

develop#ng competenc#e! #n t%e organ#?at#on. T%#! can actually "e a r#!+prone

approac%, e!pec#ally $or compan#e! operat#ng #n $a!t evolv#ng #ndu!tr#e!, !#nce

competenc#e! "ecome redundant (#t% t#me and ne( competenc#e! need to "e

developed. T%u!, over t#me, t%e ent#re approac% to development o$ people m#g%t "e

rendered o"!olete call#ng $or ret%#n+#ng t%e ent#re development #n#t#at#ve.

Talent management on t%e ot%er %and $ocu!e! on en%anc#ng t%e potent#al o$ people "y

develop#ng capac#t#e!. Capac#t#e! are t%e "a!#c >NA o$ an organ#?at#on and al!o o$

#nd#v#dual potent#al.

D

Poin" o( De!a#"u#e

N Na+iga"ion

A Poin" o( A##i+al

In $act, t%e $ollo(#ng appropr#ately de!cr#"e! t%e role o$ talent management*

Tran!lat#ng organ#?at#onal v#!#on #nto goal! and mapp#ng t%e re&u#red level o$

capac#t#e! and competenc#e! to ac%#eve goal! al#gn#ng #nd#v#dual value! and v#!#on

(#t% organ#?at#onal value! and v#!#on.

Clear under!tand#ng o$ t%e var#ed role! (#t%#n t%e organ#?at#on and apprec#at#on o$ t%e

valueadd#t#on $rom !el$ and ot%er! lead#ng to "u#ld#ng a culture o$ tru!t, !%ar#ng and

team or#entat#on.

A!!e!!ment o$ talent to pro$#le t%e level o$ capac#t#e! and !et o$ competenc#e!

po!!e!!ed (#t%#n t%e organ#?at#on.

Gn%anc#ng capac#t#e! to learn, t%#n+ relate and act t%roug% development #n#t#at#ve!.

Ind#v#dual gro(t% to meet and accept var#ed #ncremental and tran!$ormat#onal role! #n

an overall !cenar#o o$ ac+no(ledged need $or c%ange.

9ap analy!#! and #dent#$#cat#on o$ development pat% %elp#ng #nd#v#dual! real#?e t%e#r

$ull potent#al t%roug% learn#ng K dev.>eveloped #nd#v#dual! ena"l#ng "rea+t%roug% per$ormance

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0.B :nder!tand#ng Talent

T%e #dea o$ develop#ng talent #! not a ne( concept #n any "u!#ne!!. In $act

every !ucce!!$ul company t%at %a! F!tood t%e te!t o$ t#meF %a! done !o, 'ecau!e o$

t%e#r a"#l#ty to attract, reta#n and get t%e "e!t out o$ t%e#r talent.Today (e read o$ a F(ar $or talentJ. T%#! %a! emerged, not "ecau!e compan#e! %ave

$orgotten a"out talent, or allo(ed #t drop o$$ o$ t%e radar "ut, "ecau!e #n !ome

$undamental (ay!, t%e talent %a! c%anged. /e %ave a ne( +#nd o$ young per!on

enter#ng t%e "u!#ne!! (orld, (#t% a very d#$$erent (orld v#e(, !et o$ value!, pr#or#t#e!

and goal!.

Focus $: A""#ac"ing an) #ec#ui"ing Talen":

In order to e$$ect#vely attract and recru#t talented employee! you need tounder!tand (%at talent #! loo+#ng $or #n a career and %o( t%ey (#ll v#e( your "u!#ne!!

#n term! o$ $#tt#ng #n (#t% t%e#r need!. Your approac% to eac% one o$ your potent#al

recru#t! need! to "e altered to !u#t t%at t%ey are.

'y e=am#n#ng t%#! t%roug% t%e per!pect#ve! o$ t%e d#$$erent generat#on!, (e are a"le to

loo+ at t%e#r att#tude! to (or+ (%at +#nd o$ career, organ#?at#on and "ene$#t! t%ey are

loo+#ng $or and +no( (%at +#nd o$ tec%n#&ue! (#ll en!ure t%at your recru#tment

proce!! #! !ucce!!$ul #n eac% generat#onal conte=t.

Tis (ocus uni" loo-s a" "e (ollo,ing:

o att#tude! to (or+o career goal!

o v#e(! on organ#?at#on! and %o( t%ey are currently run

o (%at "ene$#t! eac% generat#on #! loo+#ng $or

o Tec%n#&ue! to attract t%e d#$$erent generat#on!* (%at (#ll ma+e your

organ#?at#on !tand outD

o Tec%n#&ue! to recru#t t%e d#$$erent generat#on!* %o( !%ould t%e jo" o$$er "e

pre!entedD

Focus .: Re"aining an) )e+elo!ing Talen"

In order to e$$ect#vely reta#n and develop Talent you need to under!tand (%at t%e

generat#on! are loo+#ng #n a $uture career and #n an organ#?at#on. Your approac% to

eac% one o$ your employee! need! to "e altered to $#t #nd#v#dual goal! and per!onalneed!.

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o (or+ et%#c! and value!

o career plann#ngo (or+ env#ronment! and culture

o "ene$#t! and re(ard !y!tem!

o (ay! o$ mot#vat#ng

Focus /: Managing Talen"

An #n dept% loo+ at %o( t%e generat#on! #nternal#?e aut%or#ty (#ll ena"le you to adju!t

your management !tyle to $#t #n (#t% (%o t%ey are.

/e are a"le to loo+ at t%e att#tude! o$ t%e d#$$erent generat#on! to leader!%#p and

managementH (%at +#nd o$ management approac%e! (#ll en!ure t%at you ga#n ma=#mumloyalty, product#v#ty and jo" !at#!$act#on $rom eac% o$ your employee!.


o att#tude! to aut%or#ty

o management !tyle! $or t%e d#$$erent generat#on! #nclud#ng con$l#ct management

o leader!%#p !tyle! u!ed "y t%e d#$$erent generat#on!

o !pec#$#c tec%n#&ue! to %elp you manage d#$$erent generat#on! #nclud#ng

commun#cat#on and $eed"ac+ pre$erence!

o

coac%#ng and mentor#ng pre$erence! #nclud#ng T%e role o$ coac%

T%e coac%#ng proce!!

-o( to plan $or and create conver!at#on!

Resea#c Me"o)olog*

e!earc% Met%odology #! a (ay to !y!temat#cally !olve t%e re!earc% pro"lem!. It

may "e under!tand a! a !c#ence o$ !tudy#ng %o( re!earc% #! done !c#ent#$#cally. In #t

(e are !tudy#ng %#! re!earc% pro"lem! along (#t% t%e log#c "e%#nd t%em. It #!

nece!!ary t%e re!earc%er to +no( not only t%e re!earc% met%od tec%n#&ue! "ut al!o t%e

met%odology.

T*!es o( Resea#c:0

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It #! de!cr#pt#ve type o$ re!earc%. >e!cr#pt#ve e!earc% !urvey and $act $#nd#ng

#n&u#r#e! o$ d#$$erent +#nd. T%e major purpo!e o$ de!cr#pt#ve re!earc% #! de!cr#pt#ve

t%e !tate o$ a$$a#r!, a! #t e=#!t at pre!ent. T%e ma#n control over t%e var#a"leH %e can

only report (%at %a! to d#!cover t%e even (%en t%ere %e cannot t%e var#a"le. T%e

met%od! %a! to re!earc%er ut#l#?ed #n de!cr#pt#ve re!earc% are !urvey met%od! o$ all

+#nd.

Da"a Sou#ce:0

T%e !ource o$ project depend! on accurate data. T%atJ! (%y data collect#ng t%e

appropr#ate data, (%#c% d#$$er con!#dera"le #n conte=t money, co!t, t#me and ot%er

re!ource! at t%e d#!po!al re!earc%er.

T%ere are t(o type! o$ data collect#on met%od! ava#la"le*

27 Pr#mary >ata Collect#on Met%od.

17 Secondary >ata Collect#on Met%od.

1.B Pr#mary And Secondary data

$1 P#i&a#* Da"a Collec"ion Me"o)%

2;


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%ypot%e!e! con!#!t e#t%er o$ a !ugge!ted e=planat#on $or a p%enomenon or o$ a

rea!oned propo!al !ugge!t#ng a po!!#"le correlat#on "et(een mult#ple p%enomenon.

T%e a!!umpt#on! "e true or $al!e are to "e proved t%roug% t%e complet#on o$ project.

Te *!o"eses (o# "is !#o2ec" a#e as (ollo,s:

Null H*!o"esis:

Gmployee ta+#ng "ene$#t! $rom Talent Management Sy!tem

Gmployee can reta#n !ucce!!$ully $or t%e "ene$#t o$ organ#?at#on

GmployeeJ! per$ormance #ncrea!ed "y talent management

Gmployee turnover o$ organ#?at#on a$$ected "y Talent Management Procedure

Al"e#na"e H*!o"esis:

Gmployee are not a"le to ta+e "ene$#t! $rom Talent Management Sy!tem

Gmployee can not reta#n !ucce!!$ully $or t%e "ene$#t o$ organ#?at#on

GmployeeJ! per$ormance can not #ncrea!ed "y talent management.

Talent Management #! not a$$ect#ng on employee turnover o$ organ#?at#on

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B.2 -#!tory o$ Company

Foun)e# o(

Co&!an*0/erner von

Company

'orn 2B >ec.

2ecem"er 2


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Company on $. Oc"o3e#4$56'%'a!ed on t%e telegrap%, %#! #nvent#on u!ed a needle to

po#nt to t%e !e&uence o$ letter!, #n!tead o$ u!#ng Mor!e code. T%e company t%en

called Telegraphen-Bauanstalt von Company & Halske opened #t! $#r!t (or+!%op on

Octo"er 21.

In 2


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B.B COMPANY A9 A Strong 9lo"al Pre!ence

Company #! a (orldcla!! !uppl#er o$ electr#cal and electron#c! product! and

!y!tem !erv#ng one o$ t%e longe!t and mo!t d#ver!#$#ed mar+et! (orld(#de. Company

Ltd. #n Ind#a #! a !u"!#d#ary o$ Company A9, 9ermany. Company A9 %ave "een

clo!ely #nvolved (#t% development! t%at are at t%e lead#ng edge o$ electr#cal and

electron#c! eng#neer#ng ever !#nce t%e p#oneer#ng #nvent#on! o$ t%e $ounder o$ t%e

company /erner on Company.

Company !trengt%, ac&u#red over many decade! o$ p#oneer#ng re!earc% and

pract#cal e=per#ence, l#e! #n t%e development o$ advance tec%nolog#e! and #n t%e#r

t#mely appl#cat#on to a (#de range o$ %#g% Eual#ty, Innovat#ve and co!t e$$ect#ve

product!. A! a glo"al company, Company %ave manu$actur#ng, !ale! and !erv#ce!

$ac#l#t#e! #n more t%an 2;4 countr#e!. Gmployee! (orld(#de #n t%e o$$#ce!, $actor#e!,

la"orator#e! and !erv#ce organ#?at#on! total to a"out B, 64,844. All comm#tted to

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prov#d#ng t%e %#g%e!t !tandard! o$ tec%nolog#cal competence t%at Company %a! "een a

!ynonym $or, r#g%t !#nce #ncept#on.

In todayJ! $#ercely compet#t#ve "u!#ne!! env#ronment, corporate !trengt% can

"e ac%#eved and ma#nta#ned only (#t% a !trong "a!e o$ %#g%ly &ual#$#ed and mot#vatedemployee!. Eual#$#ed pro$e!!#onal tra#n#ng %o(ever prov#de! merely t%e "a!#! $or a

!ucce!!$ul career. C%ange! #n tec%nology and t%e "u!#ne!! env#ronment occur !o

rap#dly t%at +no(%o( and !+#ll! mu!t "e con!tantly updated, en%anced or completely

!upplanted. Gac% year more t%an 254444 employee at Company A9 part#c#pate #n

over 14444 !em#nar! and cour!e! de!#gnated to none pro$e!!#onal and per!onal !+#ll!.

/%#le 24


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Company %ave a"out


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Med#cal tec%nology Tran!portat#on and Automot#ve

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#re Alarm! IT Serv#ce!

#nanc#ng Con!truct#on

1;

C%apter 0* Introduct#on o$

Talent

Management.


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C%apter 5* Talent Management

5.2 Mean#ng and de$#n#t#on

Talent management #mpl#e! recogn#?#ng a per!onF! #n%erent !+#ll!, tra#t!,per!onal#ty and o$$er#ng %#m a matc%#ng jo". Gvery per!on %a! a un#&ue talent t%at

!u#t! a part#cular jo" pro$#le and any ot%er po!#t#on (#ll cau!e d#!com$ort. It #! t%e jo"

o$ t%e Management, part#cularly t%e - >epartment, to place cand#date! (#t%

prudence and caut#on. A (rong $#t (#ll re!ult #n $urt%er %#r#ng, retra#n#ng and ot%er

(a!te$ul act#v#t#e!.

Talent Management #! "ene$#c#al to "ot% t%e organ#?at#on and t%e employee!. T%e

organ#?at#on "ene$#t! $rom* Increa!ed product#v#ty and capa"#l#tyH a "etter l#n+age

"et(een #nd#v#dual!F e$$ort! and "u!#ne!! goal!H comm#tment o$ valued employee!H

reduced turnoverH #ncrea!ed "enc% !trengt% and a "etter $#t "et(een peopleF! jo"! and

!+#ll!. Gmployee! "ene$#t $rom* -#g%er mot#vat#on and comm#tmentH career

B4

C%apter 5* Talent

Management


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developmentH #ncrea!ed +no(ledge a"out and contr#"ut#on to company goal!H

!u!ta#ned mot#vat#on and jo" !at#!$act#on.

In t%e!e day! o$ %#g%ly compet#t#ve (orld, (%ere c%ange #! t%e only con!tant $actor,

#t #! #mportant $or an organ#?at#on to develop t%e mo!t #mportant re!ource o$ all t%e

-uman e!ource. In t%#! glo"al#?e (orld, #t #! only t%e -uman e!ource t%at canprov#de an organ#?at#on t%e compet#t#ve edge "ecau!e under t%e ne( trade

agreement!, tec%nology can "e ea!#ly tran!$erred $rom one country to anot%er and

t%ere #! no deart% $or !ource! o$ c%eap $#nance. 'ut #t #! t%e talented (or+$orce t%at #!

very %ard to $#nd. T%e "#gge!t pro"lem #! %o( to reta#n t%e pre!ent (or+$orce and !top

t%em $rom &u#tt#ng

Importance

#r!t, let u! loo+ at !ome o$ t%e rea!on! $or t%e #mportance o$ talent management.

9lo"al#?at#on*

No( $or any jo"!ee+er t%e (%ole (orld #! t%e potent#al place to $#nd

employment. One can +no( t%e opportun#t#e! ava#la"le #n any part o$ t%e (orld ea!#ly

and t%e num"er o$ talent !ee+er! %a! al!o #ncrea!ed.

Increa!ed Compet#t#on*

Increa!ed compet#t#on #n t%e mar+et place %a! nece!!#tated t%e need $or

con!#!tently good per$ormance on t%e !#de o$ organ#?at#on!. T%e!e %ave made t%e

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compan#e! to put #n all e$$ort! to %#re and reta#n t%e "e!t talent #n t%e re!pect#ve $#eld

o$ operat#on.

Increa!#ng )no(ledge*

T%e +no(ledge era %a! nece!!#tated t%e reta#n#ng o$ t%o!e talent! (%#c% %ave t%e

a"#l#ty to a!!#m#late ne( tec%nolog#e! and +no(ledge, (%#c% are gro(#ng at a pace

never !een "e$ore.

-o( Talent Management #mportant $or an Organ#?at#on*

27 Co!t cutt#ng*

One e=per#enced K !+#lled employee can replace #n!tead o$ t(o or moreemployee!. Organ#?at#on can !ave %undred! o$ t%ou!and! o$ dollar!.

17 Ma=#mum Output

Organ#?at#on can ma+e ma=#mum out put #n m#n#mum re!ource!.

B7 T#me Sav#ng tec%n#&ue

It #! a t#me !av#ng tec%n#&ue. 'ecau!e $or every jo" a !+#lled per!on

can place. ItJ! %elp$ul to complete jo" #n m#n#mum t#me

07 Per$ect#on #ncrea!e

>ue to !+#lled employee Per$ect#on #n (or+ #! #ncrea!e. T%ere #! lo(

pro"a"#l#ty o$ m#!ta+e!.

-o( Talent Management #mportant $or an Gmployee*

Rec#ui"&en"

ItJ! en!ur#ng t%at r#g%t people are attracted to t%e organ#?at#on, due toprov#d#ng e=po!ure $or t%ere !+#ll!.

Re"en"ion

>evelop#ng and #mplement#ng pract#ce! t%at re(ard and !upport employee!.

E&!lo*ee )e+elo!&en"

Gn!ur#ng cont#nuou! #n$ormal and $ormal learn#ng and development.

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Lea)e#si! an) 7ig !o"en"ial e&!lo*ee7 )e+elo!&en"

Spec#$#c development program! $or e=#!t#ng and $uture leader!.

Pe#(o#&ance &anage&en"

Spec#$#c proce!!e! t%at nurture and !upport per$ormance, #nclud#ng

$eed"ac+mea!urement.

Wo#-(o#ce !lanning

Plann#ng $or "u!#ne!! and general c%ange!, #nclud#ng t%e older (or+$orce and

current$uture !+#ll! !%ortage!.

Cul"u#e

>evelopment o$ a po!#t#ve, progre!!#ve and %#g% per$ormance (ay o$

operat#ng.

5.1 T%e C%allenge

T%e c%allenge o$ talent management %a! t(o $ace!. #r!t #! %o( to $#nd ne(

people and !econd #! %o( to reta#n t%e pre!ent (or+$orce. Gac% o$ t%e c%allenge! %a!

to "e tac+led #n t%e mo!t e$$#c#ent (ay po!!#"le !o t%at t%e organ#?at#on can ac%#eve #t!

o"ject#ve!.

T%e #r!t C%allenge /%ere to $#nd ne( talentD

All t%e organ#?at#on! are $#nd#ng load! o$ "u!#ne!! opportun#t#e! and

con!e&uently, t%e#r revenue! are gro(#ng at a rap#d pace. T%e #ncrea!#ng "u!#ne!!

opportun#t#e! %a! nece!!#tated t%at t%e!e organ#?at#on! go #n $or ma!!#ve recru#tment.

'ut, t%e &ue!t#on #! (%ere to $#nd t%e "e!t talent (%#c% #! a"le to $#t t%e jo" de!cr#pt#on

and al!o adju!t to t%e organ#?at#onJ! value! and norm!. I$ (e !can t%e env#ronment,

(e $#nd t%ere #! a !%ortage o$ !+#lled (or+$orce t%at can "e employed.

Some o$ t%e po!!#"le rea!on! t%at %ave led to t%e !%ortage are*

>emograp%#c Con!tra#nt!*

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T%#! #! a common pro"lem $aced "y many o$ t%e developed countr#e!, (%ere

a large c%un+ o$ #t! populat#on #! near#ng t%e age o$ ret#rement or #! over 54 year!.

:SA, 9ermany and @apan are $ac#ng t%e !ame pro"lem. All t%e!e countr#e! (#ll !ee a

decl#ne #n t%e#r (or+$orce and talent. In t%e com#ng year!, t%ey (#ll !ee a great

!%ortage #n t%e#r !+#lled pro$e!!#onal!.

G=#!t#ng Gducat#onal Sy!tem*

T%e graduate! and t%e po!tgraduate! t%at are "e#ng c%urned out o$ t%e

un#ver!#t#e! are $ound to "e #lle&u#pped to %andle t%e c%allenge! o$ t%e (or+place.

T%ey are mo!tly e&u#pped (#t% only t%e t%eoret#cal a!pect! o$ t%e #!!ue! and lac+ t%e

appl#cat#on part. T%e educat#onal !y!tem #! $aulty and doe! not ta+e #ndu!try need!

#nto con!#derat#on, re!ult#ng #n a m#!matc% "et(een #ndu!try re&u#rement! and

educat#onal preparat#on.

Co!t actor*

ecru#t#ng ne( employee! #! "ecom#ng toug%er and toug%er #n t%e

develop#ng countr#e!, (%ere t%e - department %a! to !ort out t%ou!and! o$

appl#cat#on! $or a %and$ul o$ jo"!. #nd#ng r#g%t per!on $or t%e r#g%t jo" "ecome! a

very d#$$#cult proce!!. It al!o #nvolve! very %#g% co!t to conduct t%e recru#tment and

!elect#on proce!! $or !uc% a large populat#on o$ appl#cant!.

Attract#ng t%e 'e!t Talent*

T%#! #! anot%er c%allenge. A! (a! t%e ca!e #n t%e pa!t, t%e "e!t ava#la"le talent

#! not ju!t mot#vated "y t%e name and $ame o$ t%e organ#?at#on. Not any more. T%ey%ave a ne( !et o$ mot#vator! l#+e c%alleng#ng (or+, conduc#ve (or+ env#ronment

and $reedom $rom "ureaucrat#c !tructure.

T%e Second C%allenge -o( to reta#n t%e e=#!t#ng employee!D

9one are t%e day! (%en a per!on (ould jo#n an organ#?at#on #n %#! m#d14! and

(ould (or+ t#ll %#! ret#rement #n t%e late54!. Today t%e young pro$e!!#onal! %op jo"!,

e!pec#ally dur#ng t%e $#r!t 05 year! o$ t%e#r (or+ l#$e. T%oug% t%e Ind#an !erv#ce

#ndu!try #! "a!+#ng #n t%e l#g%t o$ out!ourced jo"! $rom t%e developed countr#e!, t%ey

al!o cannot #gnore t%e $act t%at t%e 'PO #ndu!try #! al!o $ac#ng one o$ t%e %#g%e!t

attr#t#on rate!, #n $act never %eard "e$ore #n Ind#a, o$ around B5.

It #! a $act t%at #tJ! t%e people t%at add value to organ#?at#on!. It #! al!o a $act t%at

%uman! are a re!tle!! !pec#e! (%o, unl#+e t%e #mmova"le 'anyan Tree, cannot !tay

rooted #n one place. People need to move on $or one rea!on or anot%er, and t%e

organ#?at#on !tand! to lo!e.

Let u! loo+ at !ome o$ t%e rea!on! "e%#nd t%e ma!!#ve attr#t#on rate!*

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2. 9ap "et(een organ#?at#onal value! and goal! and t%e per!onal value! and

goal! #! one o$ t%e major rea!on! o$ t%e attr#t#on rate!. I$ t%ey go parallel, t%ere

#! no (ay "ot% (ould "e !at#!$#ed and #nev#ta"ly, t%e organ#?at#on (ould lo!e

out on a talented employee.

1. /or+#ng env#ronment #! anot%er major $actor. Gmployee! #n t%e +no(ledge era

demand creat#ve and a democrat#c (or+ env#ronment. a#lure on t%e part o$

t%e management to prov#de !uc% an env#ronment (#ll re!ult #n a talented

employee leav#ng t%e organ#?at#on.

B. T%e compet#t#ve (orld %a! made !ure t%at t%ere #! %#g% (or+ pre!!ure on t%e

employee! o$ any organ#?at#on. T%#! %a! led to p!yc%olog#cal pro"lem! l#+e

!tre!!, and #n e=treme !#tuat#on!, total "urnout!. It al!o lead! to ot%er %ealt%related pro"lem!.

0. Movement $or %#g%er !alary #! al!o common among t%e younger pro$e!!#onal!.

T%ere #! no !%ortage $or organ#?at#on! (%o are loo+#ng $or talented employee!

and (%o are ready to !%ell out a %e$ty !alary $or a talented per!on. Ot%er lure!

l#+e "etter jo" opportun#t#e!, %#g%er po!t! and over!ea! a!!#gnment! are al!o

major $actor! #n t%e attr#t#on rate!.

5. Not ta+#ng proper care dur#ng t%e recru#tment and !elect#on proce!! and not

ta+#ng proper care to $#t t%e r#g%t per!on to t%e r#g%t jo" al!o "reed!

d#!!at#!$act#on among t%e employee!.

8. 'ad or opa&ue pol#c#e! $rom management on #!!ue! o$ !ucce!!#on plann#ng

and promot#on, appo#ntment! $or !en#or po!#t#on! al!o #! a major $actor (%#c%

ma+e! t%e organ#?at#on lo!e out on t%e talented employee!.

;. T%e pro$e!!#onal! %ave d#$$erent a!p#rat#on! at d#$$erent t#me! o$ t%e#r career.

>ur#ng t%e #n#t#al year!, t%ey %ave good !alary and $ore#gn a!!#gnment!. Ne=t

on t%e l#!t #! (or+#ng on cutt#ng edge tec%nology. More !ea!oned pro$e!!#onal!

loo+ $or learn#ng opportun#t#e!. So employee! tend to move to t%o!e

organ#?at#on! (%#c% prov#de t%em (#t% mean! to $ul$#ll t%e#r a!p#rat#on!.

eta#n#ng t%e pre!ent employee! #! o$ t%e $oremo!t #mportance to t%e organ#?at#on!

"ecau!eH t%e company (ould %ave already #ncurred %eavy co!t! #n t%e $orm o$ tra#n#ngand development. No( #$ t%e organ#?at#on %a! to loo+ $or a replacement $or t%e

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9ood /or+#ng Gnv#ronment*

It %a! to "e accepted "y t%e organ#?at#on! t%at %#g%ly talented per!on! ma+e t%e#r

o(n rule!. T%ey %ave to "e prov#ded (#t% a democrat#c and a !t#mulat#ng (or+

env#ronment. T%e organ#?at#onal rule! mu!t "e $le=#"le enoug% to prov#de t%em (#t%

$reedom to carry out t%e#r part o$ ta!+ to t%e#r l#+#ng, a! long a! t%e ta!+ #! ac%#eved.Opportun#t#e! !%ould al!o "e prov#ded to t%e employee! to ac%#eve t%e#r per!onal

goal!.

ecogn#t#on o$ Mer#t*

It #! %#g%ly mot#vat#ng $or any per!on #$ %#! talent #! recogn#?ed and #! !u#ta"ly

re(arded. One (ay #! prov#d#ng t%em (#t% !alary commen!urate (#t% t%e#r

per$ormance. Promot#on! and #ncent#ve! "a!ed on per$ormance are anot%er (ay o$

do#ng #t. Anot%er (ay #! "y prov#d#ng t%em (#t% c%alleng#ng project!. T%#! (#ll

ac%#eve t(o o"ject#ve! #t ma+e! employee $eel t%at %e #! con!#dered #mportant 3a

%#g%ly mot#vat#ng $actor7 and get! t%e (or+ done #n an e$$#c#ent manner and "r#ng! outt%e "e!t #n t%e employee.

Prov#d#ng Learn#ng Opportun#t#e!*

Gmployee! mu!t "e prov#ded (#t% cont#nuou! learn#ng opportun#t#e! on and o$$

(or+ $#eld t%roug% management development program! and d#!tance learn#ng

program!. T%#! (#ll al!o "ene$#t t%e organ#?at#on #n t%e $orm o$ %#g%ly talented

(or+$orce.

S%#eld#ng $rom -#g% /or+ Pre!!ure*

I$ an organ#?at#on %a! to ma+e t%e mo!t o$ t%e ava#la"le talent, t%ey !%ould "e

prov#ded (#t% ade&uate t#me to rela=, !o t%at t%ey can d#d!tre!! t%em!elve!. It #! very

#mportant to prov#de t%em (#t% %ol#day! and alle=pen!e!pa#d tr#p!, !o t%at t%ey can

come "ac+ re$re!%ed to (or+ and (#t% #ncrea!ed energy. T%ey mu!t al!o "e

encouraged to pur!ue t%e#r #ntere!t! (%#c% are al!o a good (ay o$ reduc#ng (or+

env#ronment !tre!!. ecreat#on clu"!, enterta#n program!, $un act#v#t#e! (#t% #n t%e

(or+ area (#ll al!o reduce t%e (or+ l#$e !tre!! o$ t%e employee! and develop

camarader#e among t%e (or+er! and re!ult #n a good (or+#ng env#ronment.

TALENT 8 PERFORMANCE

Organ#?at#on! prov#de #nd#v#dual! t%e opportun#ty and !pace $or p%y!#cally

man#$e!t#ng t%e#r talent #nto per$ormance $or ac%#ev#ng #nd#v#dual and organ#?at#onal

v#!#on. Talent man#$e!t! #nto per$ormance a! $ollo(!*

B;

Talent

+

Vision/Mission/Strategy

+

Skills & Competencies

+

Role & structure

+

Opportunity

+

Encouragement & Recognition

+

Training & Development

+

Coaching+

Action Plan & Goals

+

Resources

Performance


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T%u! t%e doma#n o$ talent management $ocu!e! not only on development o$

#nd#v#dualJ! #ntr#n!#c capac#t#e!, "ut al!o on culture "u#ld#ng and c%ange management

to prov#de t%e ot%er element! l#!ted a"ove $or man#$e!tat#on o$ talent #nto

per$ormance.

T%e Ne( - M#!!#on and Talent Management Proce!!e!

Many c%alleng#ng (or+$orce #!!ue! con$ront -, #nclud#ng*

-e#g%tened compet#t#on $or !+#lled (or+er!.

Impend#ng ret#rement o$ t%e "a"y "oomer!.

Lo( level! o$ employee engagement.

Ac+no(ledgement o$ t%e %#g% co!t o$ turnover.

Arduou! demand! o$ manag#ng glo"al (or+$orce!.

Importance o$ !ucce!!#on plann#ng.

O$$ !%or#ng and out!ourc#ng trend!.

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T%#! re&u#re! ne( t%#n+#ng and a ne( m#!!#on to ac%#eve "u!#ne!! !ucce!!. T%e!e

$actor!coupled (#t% t%e need to al#gn people d#rectly (#t% corporate goal!are

$orc#ng - to evolve $rom pol#cy creat#on, co!t reduct#on, proce!! e$$#c#ency, and

r#!+ management to dr#v#ng a ne( talent m#nd!et #n t%e organ#?at#on.

One #mportant d#!t#nct#on #! t%e evolut#on o$ t%e d#$$erence "et(een tact#cal - and

!trateg#c talent management. Tran!act#onal - act#v#t#e! are adm#n#!trat#ve

over%ead. Talent management #! a cont#nuou! proce!! t%at del#ver! t%e opt#mal

(or+$orce $or your "u!#ne!!.

In t%#! ne( model#n!tead o$ "e#ng t%e o(ner! o$ proce!!e!, $orm!, and

compl#ance- "ecome! t%e !trateg#c ena"ler o$ talent management proce!!e!

t%at empo(er manager! and employee! (%#le creat#ng "u!#ne!! value.

/#t% t%#! v#e(, talent management may "e de$#ned a! t%e #mplementat#on o$

#ntegrated !trateg#e! or !y!tem! de!#gned to #mprove proce!!e! $or recru#t#ng,

develop#ng and reta#n#ng people (#t% t%e re&u#red !+#ll! and apt#tude to meet current

and $uture organ#?at#onal need!.

Anecdotally, talent management #! o$ten de$#ned a! per$ormance management,

#ncent#ve compen!at#on, or talent ac&u#!#t#on. Talent management #! al!o o$ten

con$u!ed (#t% leader!%#p development. Alt%oug% leader!%#p development #! a

cruc#al $unct#on o$ your organ#?at#on, $ocu!#ng on #t e=clu!#vely #! a legacy o$ la!t

century. Our modern !erv#ce and +no(ledge econom#e! #n t%e talent age re&u#re a

"road and %ol#!t#c v#e(. A %#g% per$ormance "u!#ne!! depend! on a (#de range o$

talent.

TaleoJ! grap%#cal repre!entat#on emp%a!#?e! t%e mandate o$ talent management to

re!pond to "u!#ne!! goal! and con!e&uently "e t%e dr#ver o$ "u!#ne!! per$ormance.

Talent management #! dep#cted a! a c#rcularnot a l#near!et o$ act#v#t#e!.

5.0 /%y Talent ManagementD

/or+$orce co!t #! t%e large!t category o$ !pend $or mo!t organ#?at#on!.

Automat#on and analy!#! o$ your recru#t#ng and %#r#ng proce!!e! prov#de! t%e

#mmed#ate (or+$orce v#!#"#l#ty and #n!#g%t! you need to !#gn#$#cantly #mprove your

"ottom l#ne. Per$ormance management prov#de! t%e ongo#ng proce!!e! and

pract#ce! to ma#nta#n a !tellar (or+$orce.

Today, many organ#?at#on! are !truggl#ng (#t% !#lo! o$ - proce!!e! and

tec%nolog#e!. T%e $uture o$ talent management #! em"od#ed #n !olut#on! de!#gned

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$rom t%e ground up to prov#de "u!#ne!!centr#c $unct#onal#ty on a un#$#ed talent

management plat$orm.

S#nce nearly all compet#t#ve "u!#ne!! $actor! %ave "ecome commod#t#?ed, talent #!

(%at ult#mately dr#ve! "u!#ne!! !ucce!! and create! value. Lead#ng organ#?at#on!rely on Taleo !olut#on! and !erv#ce! to a!!e!!, ac&u#re, develop, and al#gn talent

(#t% "u!#ne!! o"ject#ve! (%#le !#gn#$#cantly reduc#ng proce!! co!t!, #mprov#ng

&ual#ty o$ %#re, reduc#ng r#!+, and ac%#ev#ng %#g%er level! o$ per$ormance.

T%oug% #t may !eem #ntu#t#ve, #t #! (ort%(%#le to art#culate t%e $undamental

!#gn#$#cance o$ !ucce!!$ul talent management pract#ce!*

T%e +ey ena"ler o$ any organ#?at#on #! talent.

T%e &ual#ty o$ your people #! your la!t true compet#t#ve d#$$erent#ator.

Talent dr#ve! per$ormance.

Talent management re&u#re! !trong e=ecut#ve !upport, along (#t% !y!tem! and

proce!!e! all d#rected to(ard! %av#ng t%e r#g%t talent do#ng t%e r#g%t (or+ at t%e

r#g%t t#me. T%atJ! (%en talent truly dr#ve! %#g%er "u!#ne!! per$ormance.

Ind#rect #mplementat#on o$ Talent Management #n Company Ltd., Na!#+ /or+!. 'y

$ollo(#ng Step!*

Per$ormance appra#!al

Career Plann#ng

Succe!!#on Plann#ng

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Tra#n#ng and >evelopment

02

C%apter 8* Per$ormance

Appra#!al


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Chapter: 6 Performance appraisals8.2 /%at #! Per$ormance Appra#!alD

Meaning: Per$ormance appra#!al #! a met%od o$ evaluat#ng t%e "e%av#or o$

employee! #n t%e (or+ !pot, normally #nclud#ng "ot% t%e &uant#tat#ve and &ual#tat#ve

a!pect! o$ jo" per$ormance. Per$ormance %ere re$er! to t%e degree o$ accompl#!%ment

o$ t%e ta!+! t%at ma+e up an #nd#v#dual! jo". It #nd#cate! %o( (ell an #nd#v#dual #!

$ul$#ll#ng t%e jo" demand!. O$ten t%e term #! con$u!ed (#t% e$$ort, "ut per$ormance #!

al(ay! mea!ured #n term! o$ re!ult! and not e$$ort!.

Nee) o( Pe#(o#&ance A!!#aisal:0Per$ormance appra#!al #! needed #n order to*

327 Prov#de! #n$ormat#on a"out t%e per$ormance ran+!, "a!#ng on (%#c%

dec#!#on regard#ng !alary $#=at#on, con$#rmat#on, promot#on, tran!$er and

demot#on are ta+en.

317 Prov#de $eed"ac+ #n$ormat#on a"out t%e level o$ ac%#evement and "e%av#or

o$ !u"ord#nate. T%#! #n$ormat#on %elp! to rev#e( t%e per$ormance o$ t%e

!u"ord#nate, rect#$y#ng per$ormance de$#c#enc#e! and to !et ne( !tandard!

o$ (or+, #$ nece!!ary.

3B7 Prov#de #n$ormat#on, (%#c% %elp! to coun!el t%e !u"ord#nate.

307 Prov#de #n$ormat#on to d#agno!e de$#c#ency #n employee regard#ng !+#ll,

+no(ledge, determ#ne tra#n#ng and developmental need! and to pre!cr#"e

t%e mean! $or employee gro(t% prov#de! #n$ormat#on $or correct#ng

placement.

357 To prevent gr#evance! and #n d#!c#pl#nary act#v#t#e!.

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Pu#!ose

Per$ormance appra#!al a#m! at atta#n#ng t%e d#$$erent purpo!e. T%ey are*

327 To create and ma#nta#n a !at#!$actory level o$ per$ormance.

317 To contr#"ute to t%e employee gro(t% and development t%roug% tra#n#ng

!el$ and management development program!.

3B7 To %elp t%e !uper#or! to %ave a proper under!tand#ng a"out t%e#r

!u"ord#nate!.

307 To gu#de t%e jo" c%ange! (#t% t%e %elp to cont#nuou! ran+#ng.

357 To $ac#l#tate $a#r and e&u#ta"le compen!at#on "a!ed on per$ormance.

387 To $ac#l#tate $or te!t#ng and val#dat#ng !elect#on te!t!, #nterv#e( tec%n#&ue!

t%roug% compar#ng t%e#r !core! (#t% per$ormance appra#!al ran+!.

3;7 To prov#de #n$ormat#on $or ma+#ng dec#!#on! regard#ng lat o$$,

retrenc%ment etc.

3#!tr#"ut#on Met%odJ,

C%ec+l#!t met%odJ, G!!ay or $ree $rom APPAISALJ, 9roup Appra#!al

and con$#dent#al eportJ.

"7 Modern Met%od! o$ evaluat#ng per$ormance appra#!al are 'e%av#orally

Anc%ored at#ng Scale!J, A!!e!!ment CenterJ, -uman e!ource

Account#ngJ, Management "y o"ject#ve!J, P!yc%ology Appra#!alJ.

Uses o( Pe#(o#&ance A!!#aisals*

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Per$ormance Improvement* Per$ormance $eed"ac+ allo(! t%e employee,

manager, and per!onnel !pec#al#!t! to #ntervene (#t% appropr#ate act#on! to

#mprove per$ormance.

Compen!at#on Adju!tment!H Per$ormance evaluat#on! %elp dec#!#on

ma+er! determ#ne (%o !%ould rece#ve pay ra#!e!. Many $#rm! grant part orall o$ t%e#r pay #ncrea!e! and "onu!e! "a!ed upon mer#t, (%#c% #!

determ#ned mo!tly t%roug% per$ormance appra#!al!.

Placement >ec#!#on!* Promot#on!, tran!$er!, and demot#on! are u!ually

"a!ed on pa!t or ant#c#pated per$ormance. O$ten promot#on! are a re(ard

$or pa!t per$ormance.

Tra#n#ng and >evelopmentH Poor per$ormance may #nd#cate t%e need $or

retra#n#ng. L#+e(#!e, good per$ormance may #nd#cate untapped potent#al

t%at !%ould "e developed.

Career Plann#ng and >evelopment* Per$ormance $eed"ac+ gu#de! career

dec#!#on! a"out !pec#$#c career pat%! one !%ould #nve!t#gate.

Sta$$#ng Proce!! >e$#c#enc#e!* 9ood and 'ad per$ormance #mpl#e!

!trengt% or (ea+ne!! #n t%e per!onnel department! !ta$$#ng procedure!.

In$ormat#onal Inaccurac#e!* Poor per$ormance may #nd#cate error! #n jo"

analy!#! #n$ormat#on, %uman re!ource plan!, or ot%er part! o$ t%e per!onnelmanagement #n$ormat#on !y!tem. el#ance on #naccurate #n$ormat#on may

%ave led to #nappropr#ate %#r#ng, tra#n#ng, or coun!el#ng dec#!#on!.

@o" >e!#gn Grror!* Poor per$ormance may "e a !ymptom o$ #llconce#ved

jo" de!#gn!. Appra#!al! %elp d#agno!e t%e!e error!.

G&ual Gmployment Opportun#ty* Accurate per$ormance appra#!al! t%at

actually mea!ure jo" related per$ormance en!ure t%at #nternal placement

dec#!#on! are not d#!cr#m#natory.

G=ternal C%allenge!* Somet#me! per$ormance #! #n$luenced "y $actor

out!#de t%e (or+ env#ronment, !uc% a! $am#ly, $#nanc#al, %ealt%, or ot%er

per!onal matter!. I$ uncovered t%roug% appra#!al!, t%e %uman re!ource

department may "e to prov#de a!!#!tance.

eed"ac+ to -uman e!ource!* 9ood"ad Per$ormance t%roug%out t%e

organ#?at#on #nd#cate! %o( (ell t%e %uman re!ource $unct#on #!

per$orm#ng.

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Traditional and modern Methods of Performance Appraisal

05

METHODS OF PERFORMANCE APPRAISAL

Traditional methods Modern Methods

1) Graphic rating scales 1) Behaviorally anchored rating scales

2) Ranking Method 2) Assessment centers3) Paired comparison method 3) Human Asset accounting method

4) Forced distribution method 4) Management by Objectives method

5) Checklist methods 5) 360 Performance appraisal method

a) Simple Checklist

b) Weighted checklist

c Critical incident method


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6.3 How implement performance appraisal.

Introduction

Now a days Performance appraise is very important from

company point of view. It is use to take various managerial

decision. E.g. decision regarding employees increment or decision

regarding employees future career planning etc. In Company they

use Grading and Ranking method to appraise performance of

there employee.

/%o Appra#!e

Per$ormance appra#!e "y -ead o$ t%e department or $rom t%e !uper#or.

T%ey d#d not conduct per$ormance appra#!al on o$$#cerJ! level #t conduct only on

o$$#cerJ! "a!#!.In Company Per$ormance #! appra#!#ng "y %ead o$ t%e department, Superv#!or,

manager, etc.

P#ocess:

-ead o$ t%e department !u"m#t one copy o$ per$ormance appra#!al to -

>epartment and d#!cu!! (#t% t%e employee (%o!e per$ormance #! do(n. One copy o$

per$ormance appra#!al report #! attac%ed to t%at employee! per!onnel $#le a! a record.

I$ t%at employee! per$ormance #! go#ng do(n t%en %ead o$ t%e department can

tal+ (#t% t%at employee regard#ng #ncrea!e per$ormance. Gven -r Manager al!o

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!%ould tal+ (#t% t%at employee to +no( %#! pro"lem and - Manager !%ould

mot#vate t%at employee to #ncrea!e per$ormance.

Gmployee! #ncrement #! depend upon t%ere per$ormance. -ead o$ t%e department or

- manager may !top #ncrement o$ employee regard#ng lo( per$ormance.

Gene#al use o( !e#(o#&ance #e!o#" in An* Co&!an*:

Nee) o( "#aining%

-ead o$ t%e department or - manager can dec#de (%et%er employee

need! tra#n#ng $or good per$ormance or not.

Ca#ee# Planning%

Career plann#ng generally u!e to reta#n !+#lled employee. T%ey can $#nd out

!+#lled employee $or !+#lled employee! career plann#ng $rom per$ormance appra#!al

report.

Succession !lanning:

rom per$ormance appra#!al eport Company can !elect cand#date to ma+e

!ucce!!#on plann#ng.

9ene(i"s o( e&!lo*ee "o co&!an*

CompanyJ! employee are companyJ! a!!et, #t #! %elp$ul to calculate t%at

companyJ! employee %o( muc% g#ve return! to company. Or (%#c% employee #!

"ene$#c#al $or company and (%#c% #! not "ene$#c#al.

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Chapter: 7 Career Planning

7.1 Introduction and meaning

Introduction

The career is all the jobs that are held during ones working life.

According to E.B. Flippo, career is a sequence of separate but

related work activitys that provides continuity, order and meaning

in a persons life.

Definition:

1)Edwin Flippo define a career as a sequence of separate but

related work activities that provides continuity, order and

meaning in a persons life.

2)Wreather and Davis defined various terms of career planning as

given below:

A career path is the sequential pattern of jobs that form a

career (as per figure). Career Planning is the process by whichone selects career goals and the path to these goals. Career

development is these personal improvements one undertakes to

achieve a personal career plan.

3)Career management is the process of designing and

implementing goals, plan and strategies to enable the

organization to satisfy employee needs while allowing individuals

to achieve their career goals.

Life and career Stages

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Human resource managers must understand the issues

that individuals face throughout their careers. A study of career

development theories, life development theories and

interrelationship among career stages and life stages will provideand understanding of the issues that the individual face. Career

and life stages are closely related as both are linked to age and

cultural norms.

Need for career planning

Career planning is necessary due to following reasons

1)Attract competent person

To retain the competent person or to attract them

company need career planning, because this kind of

person are companys asset. Competitors can try to hire

this person so, company always try to retain these person.

2)Provide suitable promotional opportunities

To give exposure for employees knowledge and talent,

Career planning is important.

3)Training for future challenges

Enable employee to develop and make them ready to meet

the future challenges.

4)reduce job dissatisfaction

It helps to increase job satisfaction for employee.

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When employee get exposure to show skill and when he

learn more from job profile at that time job satisfaction

automatically increase.

5)Improve motivation and morale

Career Planning is useful to improve motivation and

morale of employees.

7.2 Process of Career Planning.

a)Analysis of individual skills, knowledge, abilities, aptitudes etc.

b)Analysis of career opportunities both within and outside of

organization.

c)Analysis of career demand on the incumbent of skills,

knowledge, abilities, aptitude, etc., and in terms of

qualifications, experience and training received etc.

d)Relating specific ob to different career opportunities.

e)Establishment of realistic goals both short term and long term.

f)Formulating career strategy covering areas of change and

adjustment.

g)Preparing and implementing action plan including acquiring

resources for achieving goals.

Varies stages of career planning and development are shown in

figure.

Successful Matching

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3) It continuously tries to satisfy the employee expectations

and such as minimizes employee frustrations.

4) By attracting and retaining the people from different

cultures, enhances cultural diversity.

5) Protecting employees interest result s in promoting

organizational good will.

7.3 Implementation of Career Planning

Career Planning is generally done by every organization. But

method of career planning can differ.

career planning for companys employee, as follows:

Activity for Career Planning:

Training and development:

Most of the time company can try to retain the skilled

employee, therefore company provide various type of knowledge or

training, for company benefits as well as employee.

Transfer department to department or unit to unit

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If any employee would like to work in specific department

or unit for his skilled work and if it will beneficial for company then

its also part of career planning.

Promotion

In career planning, promotion is also a one part. To retain the

skilled employee. Company makes promotion of this kind of

employee.

Career planning at Officers levels:

For career planning company refer report of Performance

appraisal, from that report they sort out an employee whose

performance is above expectations. For this kind of employee they

conduct career planning to retain that particular employee.

Analyze skill of worker:

They analyze skill of worker by performance appraisals report,

and then they decide career planning of employee.

T#ans(e# o( ,o#-e#:

They search about interest of employees in his work profile.

And then they decide whether transfer of worker is suitable or not.

Or change in work profile is suitable or not.

Promotion:

They decide about employees promotion if required and his

training

They analyses whether training is required for employee or not.

As per the need of organization HR head make his career planning

for promotion.

Use of performance appraisal report:

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By Performance appraisal report, company can decide whether

that employee should promote or not,

They can study about employees job satisfaction, his job skills,

his talent etc.

Job enrichment

Mo!t o$ t%e t#me company c%ec+! jo" enr#c%ment o$ employee, to c%ec+

capac#ty o$ (or+ (#t%#n a g#ven t#me a! (ell a! t%e#r !+#ll! al!o. @o" enr#c%ment #!

%elp$ul to #ncrea!e !+#ll! #n employee.

;.0 Succe!!#on Plann#ng

In"#o)uc"ion

Succe!!, gro(t% and !urv#val are t%e mo!t #mportant re!pon!#"#l#t#e! o$ t%e

top management o$ t%e organ#?at#on. Succe!!#on plann#ng #! t%e act#v#ty connected

(#t% t%e !ucce!!#on o$ #ncum"ent! to $#ll t%e +ey po!#t#on! #n t%e organ#?at#on!

%#erarc%y a! and (%en a vacancy ar#!e!. Succe!!#on plann#ng $ocu! on #dent#$#cat#on

o$ vacanc#e! and locat#ng t%e pro"a"le !ucce!!or. It prov#de! t%e !ucce!!#on c%art #n

re!pect o$ a part#cular po!#t#on.

T%e !ucce!!#on plann#ng en!ure! t%e ava#la"#l#ty o$ t%e r#g%t +#nd o$ t%e

management !ta$$ at t%e r#g%t t#me and #n t%e r#g%t po!#t#on #n order to prov#de $orcont#nued organ#?at#onal v#tal#ty and !trengt%.

/%at #! Succe!!#on Plann#ngD

Succe!!#on plann#ng #! t%e !y!temat#c #dent#$#cat#on and pro$e!!#onal

development o$ #nternal talent. It! goal #! to cult#vate #nternal %uman cap#tal #n

preparat#on $or a!!um#ng leader!%#p role! and ot%er +ey po!#t#on! t%at may "ecome

vacant due to ret#rement, e=pected or une=pected !eparat#on!.

or Succe!!#on plann#ng $or management !ta$$#ng plan! are re&u#red to "e

developed properly on an #nd#v#dual "a!#! $or all ant#c#pated need! #n t%e#mmed#ate year a %ead and al!o $or +ey po!#t#on!. T%e "u!#ne!! plan! mu!t "e

rev#e(ed to determ#ne t%ere e$$ect! on manager#al need!. Succe!!#on plann#ng #!

one o$ t%e #mportant $unct#on! o$ t%e top management. In $act t%e d#rect

re!pon!#"#l#t#e! o$ t%e c%#e$ e=ecut#ve and t%e top management group.

Fo# Ea&!le:

Suppo!e, Mr. A (#ll ret#re (#t%#n !ome day!, $rom t%e po!t o$ Product#on

Manager T%en - manager !%ould place r#g%t per!on (%o (#ll a"le to carry

l#a"#l#ty o$ t%at po!t. or !elect#on o$ r#g%t per!on a! (ell a! to g#ve #dea a"out jo"

to cand#date, mo!tly - Manager prepare plann#ng, l#+e* - Manager (#ll place

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cand#date under !uperv#!#on o$ Mr. A to learn d#$$#cult t%#ng! o$ jo", or %e (#ll

g#ve tra#n#ng to t%at cand#date or %e (#ll !earc% a cand#date (%o already %ave #dea

a"out jo" pro$#le o$ Product#on Manager, #.e. Succe!!#on plann#ng.

In !%ort (%en any employee or cand#date! leave jo", - manager !%ould

prepare plan to place correct cand#date on t%at po!t.

Wa" is nee) (o# succession !lanning: 0

To &a-e succession !lanning (ollo,ing !oin"s a#e i&!o#"an"%

27 @o" In$ormat#on

17 @o" analy!#!

B7 @o" pro$#le

07 Eual#$#cat#on and G=per#ence de$#ne. Gtc.

57 Ava#la"#l#ty o$ cand#date

87 Analy!#! o$ Select#on proce!!

9ene(i"s o( Succession !lanning:

27 ac#l#tate! commun#cat#on K +no(ledge management

17 :n#nterrupted (or+ product#v#ty

B7 Leader!%#p cont#nu#ty

27 Cu!tom de!#gned tra#n#ng program!

17 Cand#date can under!tand jo" ea!#ly.B7

Callenges o( E((ec"i+e Succession Planning

Succe!!$ul !ucce!!#on plann#ng, a! (eFve !een, #! an ongo#ng and comple=

endeavor t%at #! nece!!ar#ly "road #n !cope. It t%ere$ore pre!ent! !#gn#$#cant "arr#er! to

"ot% #mplementat#on and longterm ma#ntenance. -ere are !ome o$ t%e more

c%alleng#ng o"!tacle!*

MULTIPLE OWNERS:

Trad#t#onally, - %a! "een con!#dered o(ner o$ t%e !ucce!!#on plann#ng

proce!!, "ut mean#ng$ul !ucce!! really re&u#re! a genu#ne !en!e o$ o(ner!%#p and

comm#tment at many level! o$ t%e organ#?at#on. /%#le - may "e "e!t po!#t#oned

to over!ee t%e proce!!, #t can never $ully +no( or evaluate every proce!!

part#c#pant t%e (ay manager! and !uperv#!or! can.

NUM9ER OF POSITIONS:

All "ut t%e !malle!t o$ organ#?at#on! %ave a !u"!tant#al num"er o$ po!#t#on!

cr#t#cal to longterm per$ormance, (%et%er t%e!e #nvolve leader!%#p !+#ll! ortec%n#cal e=pert#!e t%at (ould "e d#$$#cult to &u#c+ly replace. Compre%en!#ve

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!ucce!!#on plann#ng mu!t #ncorporate all !uc% po!#t#on!H yet, a! t%e num"er o$

po!#t#on! gro(! !o too doe! t%e adm#n#!trat#ve "urden.

STRATEGIC ALIGNMENT:

Succe!!#on plan! need to re$lect longterm organ#?at#onal goal! and !trateg#e!.Compan#e! mu!t g#ve t%oug%t$ul con!#derat#on not only to t%e planF! de!#gn and

#mplementat#on, "ut al!o to !u!ta#n#ng t%e proce!! over t#me. A! !trateg#e! and

goal! !%#$t, !o too mu!t t%e plan #$ t%e organ#?at#on #! to recru#t and develop t%e

(or+$orce #t! $uture !ucce!! (#ll re&u#re.

ORGANI;ATIONAL COMPLEENESS 8 EFFICIENC=:

T%e larger and more comple= an organ#?at#on, t%e more c%alleng#ng #t #! to

ma#nta#n an e$$ect#ve and e$$#c#ent !ucce!!#on plann#ng proce!!. Yet, "y de$#n#t#on,

t%e "e!t proce!! #! t%e one t%at ena"le! t%e $#rm to #dent#$y t%e "e!t cand#date #n

lea!t amount o$ t#me and at t%e lo(e!t co!t.

-av#ng t%#! proce!! #n place #! v#tal to t%e !ucce!! o$ t%e organ#?at#on "ecau!e

t%e #nd#v#dual! #dent#$#ed #n t%e plan (#ll eventually "e re!pon!#"le $or en!ur#ng

t%e company #! a"le to tac+le $uture c%allenge!. T%e!e F%#g% potent#alF cand#date!

mu!t "e care$ully !elected and t%en prov#ded tra#n#ng and development t%at g#ve!t%em !+#ll! and competenc#e! needed $or tomorro(F! "u!#ne!! env#ronment.

Anot%er rea!on #t! #mportant #! "ecau!e t%e!e %#g% potent#al! (#ll one day "ecome

t%e leader! o$ t%e Company. T%#! #! (%y t%e#r development need! to #ncorporate a

"road range o$ learn#ng opportun#t#e! #n your organ#?at#on. T%e #nd#v#dual! !%ould

al!o "e e=po!ed to a! muc% o$ t%e (or+#ng env#ronment a! po!!#"le !o t%at t%ey

ga#n a good under!tand#ng o$ (%at t%e company re&u#re! to rema#n !ucce!!$ul.

7.5 Implementation of Succession Planning:

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Succession panning is the planning to place a person on

another employees place who will retire after one or two year.

Succession planning is conduct in every organization. It is a

part of Career planning.

Officers level:

At officers level Succession planning conduct by following

methods.

1)Personal meeting

Head of the department take the personnel meeting

with the employee who is going to retire because he wants to

know that employees opinion about to place new right candidate

on his place.

2)Employee dialogue:

Employee dialogue is a dialogue between employee

(who will go to retire) and head of the department, regarding

place new candidate at his post, which have ability to fulfill

requirements of job.

3)Opinion of subordinate:

The head of the department should consider

the opinion of other staff or subordinate also.

Employee assessment centre

Introduction

This method was first applied in Germany Army in 1930.

Later business and industrial houses started using this method.

This is not a technique of a performance appraisal by itself. In fact

it is a system or organization, where assessment of several

individuals is done by various experts by using various techniques.

In these approach, individual from various department

are bought together to spend two or three days, working on an

individual or group assignment similar to the ones they would behandling when promoted. Observers rank the performance of each

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and every participant in order of merit. Since assessment centre

are basically meant for evaluating the potential of candidates to be

consider for promotion, training and development, they offer an

excellent means for a conducting evaluation process in an objective

way. All assess get an equal opportunity to show their talent andcapabilities and secure promotion based on merit. Since the

evaluators know the position requirements intimately and are

trained to perform the evaluation process in an objective manner,

the performance rating may find favor with majority of the

employees. A considerable amount of research evidence is available

to support the contention that people chosen by this method prove

better than those chosen by other methods. The centre enable

working in a low status department to compete with people from

well-known departments and enlarge there promotional chances.

Such opportunities, when created on regular basis, will go a long

way in improving the morale of promising candidates working in

less important positions.

Employee assessment centre:

Employee assessment is a committee of a Psychiatrist, advocate,

consultant etc. there are 3 to 5 people on the committee. They give

a one task to the employee and he should complete that task

within a given time e.g. Give a presentation on specific topic within

half an hour.

Work of the Committee:

Mainly committee observes how employee can survive in specificsituation. How he can handle situation.

They try to find out the tendency of employee.

They try to find out method of thinking of employee.

In employee assessment they consider only an officers career

planning.

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82

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should train the employee to enrich them in the areas of

changing technical skills and knowledge from time to time.

6)Human relations:

Trends in approach towards personel management havechange from the commodity approach to partnership approach,

crossing the human relations approach. So, today, management

of most of the organization has to maintain human relations

besides maintaining sound industrial relations although hitherto

the managers are not accustomed to deal with workers

accordingly. So, training in human relations is necessary to deal

with human problems and to maintain human relations.

7)Change in the job assignment:

Training is also necessary when the existing employee

is promoted to the higher level in the organization and when

there is some new job or occupation due to transfer. Training is

also necessary to equip the old employees with the advanced

disciplines techniques or technology.

The need for training also arises to:

Increase productivity

Improve quality of the product / Services

Help a company to fulfill its future personnel needs.

Improve organizational climate.

Improve health and safety.

Prevent obsolescence

Effect the personnel growth

Minimize the resistance to change.

Stages in training as follows

Stage 1 Assessment of training needs

Stage 2 Design the training program

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Training throughCa!e!

Step by step

Programmed instructions

Committee assignments Audiovisual methods

Internship training Computer

based training

E-Learning.

T%e mo!t (#dely u!ed met%od! o$ tra#n#ng u!ed "y organ#?at#on! are cla!!#$#ed

#nto t(o categor#e!* Ont%e@o" Tra#n#ng K O$$t%e@o" Tra#n#ng.

ON0THE0?O9 TRAINING

ItJ! g#ven at t%e (or+ place "y !uper#or #n relat#vely !%ort per#od o$ t#me.

T%#! type o$ tra#n#ng #! c%eaper K le!! t#mecon!um#ng. T%#! tra#n#ng can "e

#mparted "y "a!#cally $our met%od!*

Coacing

It#! learn#ng "y do#ng. In t%#!, t%e !uper#or gu#de! %#! !u"ord#nate! K g#ve!

%#m%er jo" #n!truct#on!. T%e !uper#or po#nt! out t%e m#!ta+e! K g#ve! !ugge!t#on!

$or #mprovement.

?o3 Ro"a"ion: 0

In t%#! met%od, t%e tra#nee! move $rom one jo" to anot%er, !o t%at %e!%e

!%ould "e a"le to per$orm all type! o$ jo"!. G.g. In "an+#ng #ndu!try, employee!

are tra#ned $or "ot% "ac+end K $rontend jo"!. In ca!e o$ emergency,

3a"!entee#!m or re!#gnat#on7, any employee (ould "e a"le to per$orm any type o$

jo".

OFF THE ?O9 TRAINING: 0

It #! g#ven out!#de t%e actual (or+ place.

Lec"u#es@Con(e#ences:0

T%#! approac% #! (ell adapted to convey !pec#$#c #n$ormat#on, rule!,

procedure! or met%od!. T%#! met%od #! u!e$ul, (%ere t%e #n$ormat#on #! to "e

!%ared among a large num"er o$ tra#nee!. T%e co!t per tra#nee #! lo( #n t%#!

met%od.

Fil&s: 0

It can prov#de #n$ormat#on K e=pl#c#tly demon!trate !+#ll! t%at are not ea!#lypre!ented "y ot%er tec%n#&ue!. Mot#on p#cture! are o$ten u!ed #n conjunct#on (#t%

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Con$erence, d#!cu!!#on! to clar#$y K ampl#$y t%o!e po#nt! t%at t%e $#lm

emp%a!#?ed.

Si&ula"ion Ee#cise: 0

Any tra#n#ng act#v#ty t%at e=pl#c#tly place! t%e tra#nee #n an art#$#c#alenv#ronment t%at clo!ely m#rror! actual (or+#ng cond#t#on! can "e con!#dered a

S#mulat#on. S#mulat#on act#v#t#e! #nclude ca!e e=per#ence!, e=per#ent#al e=erc#!e!,

ve!t#"ule tra#n#ng, management game! K roleplay.

Cases: 0

Pre!ent an #n dept% de!cr#pt#on o$ a part#cular pro"lem an employee m#g%t

encounter on t%e jo". T%e employee attempt! to $#nd and analy?e t%e pro"lem,

evaluate alternat#ve cour!e! o$ act#on K dec#de (%at cour!e o$ act#on (ould "e

mo!t !at#!$actory.

E!e#ien"ial Ee#cises: 0

Are u!ually !%ort, !tructured learn#ng e=per#ence! (%ere #nd#v#dual! learn "y

do#ng. or #n!tance, rat%er t%an tal+#ng a"out #nterper!onal con$l#ct! K %o( to

deal (#t% t%em, an e=per#ent#al e=erc#!e could "e u!ed to create a con$l#ct !#tuat#on

(%ere employee! %ave to e=per#ence a con$l#ct per!onally K (or+ out #t!

!olut#on!.

>es"i3ule T#aining*

Gmployee! learn t%e#r jo"! on t%e e&u#pment t%ey (#ll "e u!#ng, "ut t%e

tra#n#ng #! conducted a(ay $rom t%e actual (or+ $loor. /%#le e=pen!#ve, e!t#"ule

tra#n#ng allo(! employee! to get a $ull $eel $or do#ng ta!+ (#t%out real (orld

pre!!ure!. Add#t#onally, #t m#n#m#?e! t%e pro"lem o$ tran!$err#ng learn#ng to t%e

jo".

Role Pla*: 0

ItJ! ju!t l#+e act#ng out a g#ven role a! #n a !tage play. In t%#! met%od o$

tra#n#ng, t%e tra#nee! are re&u#red to enact de$#ned role! on t%e "a!#! o$ oral or

(r#tten de!cr#pt#on o$ a part#cular !#tuat#on.

Manage&en" Ga&es: 0

T%e game #! dev#!ed on a model o$ a "u!#ne!! !#tuat#on. T%e tra#nee! are

d#v#ded #nto group! (%o repre!ent t%e management o$ compet#ng compan#e!.

T%ey ma+e dec#!#on! ju!t l#+e t%e!e are made #n reall#$e !#tuat#on!. >ec#!#on!

made "y t%e group! are evaluated K t%e l#+ely #mpl#cat#on! o$ t%e dec#!#on! are

$ed "ac+ to t%e group!. T%e game goe! on #n !everal round! to ta+e t%e t#me

d#men!#on #nto account.

In09as-e" Ee#cise*

Al!o +no(n a! Intray met%od o$ tra#n#ng. T%e tra#nee #! pre!ented (#t% apac+ o$ paper! K $#le! #n a tray conta#n#ng adm#n#!trat#ve pro"lem! K #! a!+ed to

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ta+e dec#!#on! on t%e!e pro"lem! K #! a!+ed to ta+e dec#!#on! on t%e!e (#t%#n a

!t#pulated t#me. T%e dec#!#on! ta+en "y t%e tra#nee! are compared (#t% one

anot%er. T%e tra#nee! are prov#ded $eed"ac+ on t%e#r per$ormance.

8.4 Implementation of training and Development:

Method of training:

Method of training is totally depending upon the profile of

training. E.g. for technical training if possible then they give on-job

training otherwise company use method of off job training.

Procedure of training:

Assessment of need of training:

It is the first step of training procedure. Head of the

department and HR department assess the need whether employee

need training or not. They find employee who require training.

Prepare budget for training:

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HR manager decide budget for training by considering its cost

from the market. And benefits for the company.

Search for Internal or External trainer:

Internal Trainer:

After assessment of need of training, they search for a

trainer in theirs company who can train there employee. They

search trainer among their employees.

External trainer:

If they didnt find internal trainer then they go for External

trainer. They try to find external professional trainer from their

personnel contact, by giving advertisement in news paper etc.

Design program for training:

HR manager or head of the department present there

need to trainer. They assess type of training and design training

program by the help of trainer within the budget.

Report to head of the plant:

HR manager give the details about training to head of

the plant and sanction the approval of training.

Implementation:

After designing the program for training, they implement in

practical in their employee.

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;4

C%apter 6* Collect#on, analy!#! K #nterpretat#on o$ data


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Chapter: 9

In"#o)uc"ion o( Da"a Anal*sis%

T%e (ord Analy!#! mean! t%e proce!! o$ "rea+#ng do(n a Comple= !et

o$ $act! #nto !#mple element (%#le Interpretat#on !tand! $or t%e e=planat#on! (%#c%

analy?ed t%e !tatement! and al!o ma+e out or "r#ng out t%e mean#ng o$ creat#ve (or+.

Analy!#! and Interpretat#on are done accord#ng to department (#!e and

accord#ng to &ue!t#onna#re. T%#! analy!#! and Interpretat#on (#ll de$#n#tely %elp to t%e

company $or t%e $uture !trateg#e!. ollo(#ng are t%e analy!#! and Interpretat#on o$ t%e

re!ult!.

T%e!e all analy!#! #! #mag#ne $or general company. It #! very nece!!ary to

under!tand t%e p!yc%olog#cal tendency o$ employee. 'ecau!e #t #! a &u#etly !u"ject#ve

!o #t (#ll !l#g%tly dev#ate t%e op#n#on o$ t%e employee.

T%e >epartment o$ t%e company (%ere I conduct !urvey. T%ere are 244

employee! #n eac% department. Total employee! are 544.

2. Purc%a!e

1. #nance

B. Product#on

0. Pac+#ng and d#!patc%

5. e!earc% and >evelopment

;2


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Ta3le No %$

Su#+e* in Pu#case De!a#"&en":

O!"ion Res!onses Pe#cen"ageYe! ;4 ;4No B4 B4

BSou#ce: P#i&a#* )a"a: ues"ionnai#e1

;1


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Figu#e No% %$@'BSou#ce: !#i&a#* )a"a su#+e* ues"ionnai#e1

INTERPRETATION: 0

T%e a"ove p#ed#agram !%o(! t%at ;4 o$ employee! o$ purc%a!e department are%#g%ly !at#!$#ed (#t% t%e Talent Management proce!!. -ence, (e can !ay #n Purc%a!e

department talent management #! e$$ect#ve proce!! $or employee a! (ell a!

organ#?at#on.

Su#+e* in Finance De!a#"&en":

O!"ion Res!onses Pe#cen"age

Ye! ;1 ;1No 1< 1ata o$

Analy!#!

Q Ye!

O

R Q No Eual#ty o$ t%e Product #ncrea!e.

at#o o$ employee! to le$t jo" #! decrea!e, and ne(

cand#date are #ncrea!e #n organ#?at#on.

Gmployee gett#ng !at#!$act#on $rom t%e jo"

Compla#nt! o$ employee reduced.

A"ove ta"le !%o( t%at all t%e cr#ter#a !et $or Company, to !%o( e$$ect#ve talent

management proce!!, (%#c% #! %elp$ul to employee a! (ell a! organ#?at#on.

T%ere$ore project #! proved t%e #t! Null %ypot%e!#! K d#!prove t%e alternat#ve

%ypot%e!#!.

Null H*!o"esis:

Gmployee ta+#ng "ene$#t! $rom Talent Management Sy!tem

Gmployee can reta#n !ucce!!$ully $or t%e "ene$#t o$ organ#?at#on

GmployeeJ! per$ormance #ncrea!ed "y talent management

Gmployee turnover o$ organ#?at#on a$$ected "y Talent Management Procedure

Conclusion


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Ca!"e# $: Sugges"ion an) Reco&&en)a"ion

27 Organ#?at#on !%ould ma+e re!earc% to avo#d talent dra#n.

17 - >epartment !%ould #nteract and e=po!e #n"ound employee

B7 Per$orm var#ou! ta!+ to mot#vate employee $or (or+, "ecau!e var#ou!

employee can not (or+ (#t% mot#vat#on t%ey ju!t do #t, "ecau!e

organ#?at#on pay $or t%em.


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?oining Da"e:

uali(ica"ion:

ues"ionnai#e:

$1 Do *ou (eel sa"is(ac"ion ,ile *ou co&!le"e *ou# ,o#-

Ye! No

.1 Can *ou co&!le"e *ou# ,o#- ,i"in a "i&e

Ye! No

/1 Can *ou !e#(o#& ,o#- ,i" in"e#es"

Ye! No

61 A" an* "i&e )o *ou (eel "a" *ou ,as"ing *ou# "i&e

Ye! No


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1 An*,e#e )o *ou (eel "a"4 *ou )oing a 3ulloc- ,o#-

Ye! No

1 Do *ou (eel "a" *ou selec" ,#ong (iel) "o ,o#-

Ye! No

An* o"e# (ee)3ac- o# sugges"ions 3* e&!lo*ee:

Chapter 11: Bibliography

I am over(%elmed #n pre!ent#ng my !ummer project report #n

Company LT>, Na!#+ (or+! $or t%#! I (#!% to e=pre!! my deep !en!e o$ grat#tude $or

$ollo(#ng (e" !ource! and aut%or! to ta+e t%ere re$erence! $or t%e!e project.

9oo-s:

27 -uman Cap#tal Management 9arry >e!!lar 3P 5017

17 -uman e!ource Management -#malaya Pu"l#cat#on! 3P B


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27 /ec+#ped#a.com

17 9oogle.com

B7 edd#$$.com

p 2445 talent management

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