Reliance

INTRODUCTION
TALENT IDENTIFICATION AND MANAGEMENT
Talent identification and management refers to the skills of attracting highly skilled workers, of
integrating new workers, and developing and retaining current workers to meet current and future
business objectives. 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).
The term "talent management" means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to others it is about how
talent is managed generally - i.e. on the assumption that all people have talent which should be
identified and liberated.
‘Talent signals an ability to learn and develop in the face of new challenges. Talent is about future
potential rather than past track record. So talent tends to be measured in terms of having certain
attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too
high) level of ambition and competitiveness, the ability to focus on ‘big picture’ issues, and an
awareness of their own strengths, limitations and impact on others…’
Definition Talent Management: ‘Talent management is the process of ensuring that the
organization attracts, retains, motivates and develops the talented people it needs.
It’s important to note that organization associate the term talent or talent management only to key
performing individuals. However, it is essential to remember that each one of us has some talent

potential and hence it should not be restricted to the very few. Nevertheless, it is highly likely that
more attention is going to be paid to employees with high potential or exceptional skills.
Several talent management processes need to be in place on a strategic level in order ensure its
success. Such processes/strategies include talent identification, recruitment & assessment,
competency management, performance management, career development, learning management,
compensation, succession planning etc.
Talent management has a number of benefits to offer such as employee engagement, retention,
aligning to strategic goals in order to indentify the future leadership of the organization, increased
productivity, culture of excellence and much more.
Meaning of Talent
1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack.
2. Unusual natural ability to do something well that can be developed by training.
3. Person or people with an exceptional ability.
Talent or Human Capital of an Organization
The pool of people with talent as described under the title "meaning of talent" is the talent or
human capital of any organization.
Why Talent/Human Capital management?
Organizations all over the world have realized that the success of their businesses largely depend
upon the talents of people.
These are those talents or talented people who possesses the talents as required by a particular
organization or those people who have shown promise to acquire the talents needed by an
organization and sharpen them further.

Therefore, the organizations should manage these talents well.
They must devise effective plans and processes to identify their talent needs, locate the talents,
attract the talents to work for their organizations, help the selected people to enhance/upgrade
their talents and to obtain their association to work for the organizations for longer terms.
How Talent Management Can Help Your Organization
Talent management solutions are becoming more and more vital to the growth and profitability of
today’s organization. Why? Because companies invest a tremendous amount of money in their
employees. The expenses associated with soliciting, acquiring, training, promoting, and retaining
staff members can take up a huge portion of any corporate budget. But, as the workforce
continues to be viewed as an increasingly strategic asset, these costs are all considered to be
money well-spent.
That’s where talent management comes in. Talent management software helps to ensure that
companies achieve maximum return on their employee investment.
Whether or not an employee – or the workforce as a whole – is productive and successful depends
upon many factors. Skills, work histories, formal training, and educational backgrounds all play a
major role. But, so do personalities, work ethics, and other traits that determine whether or not a
staff member will fit well into a corporate culture. Talent management solutions can make it
easier for a business to understand what makes each employee unique, including their specific
strengths and weaknesses. This allows them to fully leverage the potential of each individual
worker, applying their talents and characteristics in the most effective way towards the
achievement of corporate goals. Some of the other key benefits that can be realized through the
deployment and use of a talent management software package include:
Improved Employee Morale and Retention
Workers in all types of businesses are feeling frustrated and unmotivated, which explains the high
levels of attrition companies across all industries are currently challenged with.

With a talent management solution in place, an organization can create a more worker-friendly
environment that is both nurturing and supportive. Companies can capitalize on key competencies
to reach strategic objectives, while ensuring that employees are happy and satisfied in their roles.
This, in turn, will minimize stress and boost morale, by building stronger relationships between
company and employee, while facilitating greater workforce efficiency and loyalty.
Enhanced Efficiency
In order to ensure that all employees are performing at optimum levels, companies must
understand what tasks and activities each individual employee is good – or not good - at. With
talent management software, companies can identify strengths and weaknesses, as well as
significant gaps in skills and knowledge. This intelligence will allow them to more accurately
assign roles and responsibilities to employees based on their unique abilities, while helping them
to structure training and enhancement programs for maximum effectiveness.
Lower Expenses
External job searches – whether conducted in-house or through a third-party personnel search
firm – require a tremendous amount of time and money. Advertising, interviewing, and other
activities can drain both human and financial resources. But, with talent management software,
companies can develop internal leadership programs that prepare employees for possible
advancement. By promoting from within more often, organizations that use talent management
solutions can eliminate the expenses associated with finding, hiring, and training outside
candidates.

1.2 OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE:
To study the “TALENT ACQUISITION ” in Reliance Communication., to suggest
improvements, if any, or confirm the appropriateness of the present system.
SECONDARY OBJECTIVE:
1. To understand the necessity of talent management among employees
2. To study the level of employee satisfaction and problem associated with Talent Management
System.
3. To study employee perception about the Talent Management System and various challenges
of Talent Identification and management
4. To give suitable Suggestions for improvement of Talent management System.

1.3 NEED FOR THE STUDY:
1. The company gives lot of weight ages and importance to identify, recognize and reward, and
develop talent of the employees, so that the companies’ preeminent position among the clients
is to retain and also make to grow. Therefore “Talent Acquisition” is an important function in
the Company.
2. It is also needed for the both to improve company performance and also to boost employees’
well-being.
1.4 SCOPE OF THE STUDY:
The scope of the study helps to understand the necessary of Talent Identification and
Management. It also helps to study the perseverance of employees in the Talent Management
System in the Company. The study helps whether talent appeals it’s in terms of employee
satisfaction and also suggesting the possible improvement in Talent Management.
PROBLEM DEFINITION
It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros.
Talent is doing easily what other find difficult.

In an organization, there is nothing more crucial than fitting the right employees in the right
position. Or else you would be trying to fit a square peg in a round hold. When people do jobs
that just don’t suit their liking, inclination and temperament, the results or rather the lack of them
will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another negative
behaviour will become typical in the employees is shown the door. Or perhaps, there is another
option – Talent management.
1.5 LIMITATIONS OF THE STUDY:
1. Some information required for the study may be confidential and therefore company is not
disclosing the same.
2. Time factor can be major limitation of this survey. Because it has to be completed within the
time limit without disturbing the production process or the work of the concern employees.
3. The study was confined to the employees of Guindy branch of CONGRUENT Solutions
Private Limited.
CHAPTER SCHEME
1. The first chapter is introduction, which gives the outline of the project. The topics included in
this chapter are objectives, scope and limitations of the study
2. The second chapter includes the review of literature.
3. The third chapter includes the Research Methodology, data analysis and interpretation.
4. The fourth chapter includes findings from interpretation. From that suggestion were given
with an implication. This chapter ends with conclusion.

ABOUT DHIRUBHAI AMBANI
Dhirubhai's Dream
Dhirubhai Ambani dream of a New Way of Life for a New India. Reliance
Infocomm was launched to make this dream a fact of life for every Indian.
The son of a school teacher in remote village, Dhirubhai Ambani founded Reliance Industries
Limited with courage, creativity and commitment as his principal assets. Within a span of 27
years, he shaped it into an Rs 65,000 crore (USD 13.5 billion) group. Today, the business
activities of Reliance cover oil and gas, petroleum refining, petrochemicals, plastics, polyester,
textiles, financial services and infrastructure.
With amazing foresight, he sensed the incredible potential of the technological revolution
keeping the globe, in the areas of Information and Communication. He conceived of
Reliance Infocomm as a means to bring a technological revolution to this country and an
usher a digital revolution in India.
He encouraged the Reliance Infocomm team to look for the best
technology in the world and used to reduce the cost to the customer.
Dhirubhai Ambani envisioned an all-encompassing and affordable information and
communications infrastructure to fashion a new society by building communities with shared
costs and values, and empowering people by overcoming the handicaps of illiteracy. He
visualized the ability of information technology to deliver new means for listening, entertaining
and enriching people; and making livelihood an enjoyment, and living an excitement.
Few men in history have made as dramatic a contribution to their country‘s economic fortunes as
did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left behind a legacy that
is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the true genius of
Dhirubhai: The corporate visionary, the unmatched strategist, the proud patriot, the leader of
men, the architect of India‘s capital markets, and the champion of shareholder interest. But the
role Dhirubhai cherished most was perhaps that of India‘s greatest wealth creator. In one lifetime,
he built, starting from the proverbial scratch, India‘s largest private sector enterprise.
When Dhirubhai embarked on his first business venture, he had a seed capital of barely US$ 300
(around Rs. 14,000). Over the next three and a half decades, he converted this fledgling enterprise
into a Rs 60,000 crore colossus—an achievement which earned Reliance a place on the global
Fortune 500 list, the first ever Indian private company to do so.
Dhirubhai is widely regarded as the father of India‘s capital markets. In
1977. when Reliance Textile Industries Limited first went public, the Indian stock market
was a place patronised by a small club of elite investors which dabbled in a handful of stocks.
Undaunted, Dhirubhai managed to convince a large number of first-time retail investors to
participate in the unfolding Reliance story and put their hard-earned money in the Reliance
Textile IPO, promising them, in exchange for their trust, substantial return on their
investments. It was to be the start of one of great stories of mutual respect and reciprocal gain in
the Indian markets.
Under Dhirubhai‘s extraordinary vision and leadership, Reliance scripted one of the greatest
growth stories in corporate history anywhere in the world, and went on to become India‘s largest
private sector enterprise.
Through out this amazing journey, Dhirubhai always kept the interests of the ordinary shareholder
uppermost in mind, in the process making millionaires out of many of the initial investors in the
Reliance stock, and creating one of the world‘s largest shareholders families.

RELIANCE (Anil Dhirubhai Ambani Group)
Reliance - Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by
Shri Dhirubhai H. Ambani (1932-2002), ranks among India‘s top three private sector business
houses in terms of net worth. The group has business interests that range from
telecommunications (Reliance Communications Ventures Ltd.) to financial services (Reliance
Capital Ltd.) to the generation and distribution of power (Reliance Energy Ltd.)Reliance –
ADA Group‘s flagship company, Reliance Communications, is India's largest private sector
information and Communications Company with over 20 million subscribers. The company has
established a pan-India, high-capacity, integrated (wireless and wire line), convergent (voice, data
and video) digital network, to offer services spanning the entire infocomm value chain. Other
major group constituents – Reliance Capital, Reliance Energy – are widely acknowledged as the
market leaders in their respective areas of operation.

Chairman's Profile
ANIL DHIRUBHAI AMBANI
Mr. Anil D. Ambani , 46, is the Chairman of Reliance Communications
Ltd., Reliance Capital Ltd. and Chairman & Managing Director of Reliance Energy
Ltd. Till recently he also held the position of the Vice Chairman and Managing
Director of Reliance Industries Limited.
The Reliance group is India's largest business house, founded by late Shri
Dhirubhai H. Ambani (1932-2002). Mr. Anil D. Ambani is a Bachelor of Science from
the University of Bombay and an MBA from the Wharton School, University of
Pennsylvania, and USA.
He joined Reliance in 1983 as Co-Chief Executive Officer. He has to his credit many financial
innovations in the Indian capital markets and has pioneered India's first forays into the overseas
capital markets with international public offerings of global depository receipts, convertibles and
bonds. He has directed Reliance in its efforts to raise, since 1991, around US$2 billion from
overseas financial markets; with the 100- year Yankee bond issue in January 1997 being the high
point of his endeavors. He has steered the Reliance Group to its current status as India's leading
textiles, petroleum, petrochemicals, and power and telecom player. He is a Member of the
Wharton Board of Overseers, The Wharton School, and USA.

PERSONAL PROFILE (ANIL DHIRUBHAI AMBANI)
Birthplace : Mumbai, India
Date of Birth : June 4, 1959
Father's Name : Dhirubhai Hirachand Ambani
Mother's Name : Kokilaben Dhirubhai Ambani
EDUCATION
Bachelor of Science, University of Bombay MBA from The Wharton
School, University of Pennsylvania, USA
CAREER
 Joined Reliance in 1983, as Co-Chief Executive Officer . Have to his
credit many financial innovations in the Indian capital markets.
 Pioneered India's first forays into overseas capital markets with international
public offerings of global depository receipts, convertibles and bonds.
 Directed Reliance in its efforts to raise, since 1991, around US$ 2 billion from
overseas financial markets; with the 100-year Yankee bond issue in January 1997
being the high point of his endeavors.
 With an investment of over Rs 36,000 crore (US$ 9 billion) in petroleum
refining, petrochemicals, power generation, telecommunication services and a port
terminal, in a three-year time frame, he has steered the Reliance Group to its current status
as India's leading
 Textiles-petroleum-petrochemicals-power-infocom-telecom player.

MEMBER
 Wharton Board of Overseers, The Wharton School, USA.
 Central Advisory Committee, Central Electricity Regulatory Commission.
 Board of Governors, Indian Institute of Management, Ahmedabad.
 Board of Governors of Indian Institute of Technology, Kanpur.
FAMILY BACKGROUND
 Married to : Tina, and
 Two sons : Jai Anmol and Jai Anshul.
BUSINESS ADDRESS
Reliance Infocomm Limited,
I Block, 2nd Floor,
Dhirubhai Ambani Knowledge City,
Navi Mumbai - 400710, India.
 Telephone: +91 22 3037 5522, +91 22 3037 5534
 Fax: +91 22 3037 5577
 E-mail: ada@relianceada.com

LOOKING BACK, LOOKING FORWARD
Reliance Communications (formerly Reliance Communications Ventures) is one of India's largest
providers of integrated communications services. The company has more than 20 million
customers and serves individual consumers, enterprises, and carriers, providing wireless, wire
lines, long distance, voice, data, and internet communications services through a number of
operating subsidiaries. The company sells communications and digital entertainment products and
services through its chain of Reliance Web World retail outlets. The company's Reliance
Infocomm subsidiary provides wireless communications services throughout India. Reliance
Communications is part of the Reliance - Anil Dhirubhai Ambani Group.
Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by
Shri Dhirubhai H Ambani (1932-2002), ranks among India‘s top three private sector business
houses in terms of net worth. The group has business interests that range from
telecommunications (Reliance Communications Limited) to financial services (Reliance Capital
Ltd) and the generation and distribution of power (Reliance Energy Ltd).
Other major group companies Reliance Capital and Reliance Energy are widely acknowledged as
the market leaders in their respective areas of operation.

MAJOR GROUP COMPANIES(Anil Dhirubhai Ambani Group)

INDIA’S LEADING INTEGRATED TELECOM COMPNAY
Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG)
of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is
India‘s leading integrated telecommunication company with over 55 million customers.
Our business encompasses a complete range of telecom services covering mobile and fixed
line telephony. It includes broadband, national and international long distance services and
data services along with an exhaustive range of
value-added services and applications. Our constant endeavour is to achieve customer
delight by enhancing the productivity of the enterprises and individuals we serve.
Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002,
coinciding with the joyous occasion of the late Dhirubhai Ambani‘s 70th birthday, was among the
initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai‘s
dream of ushering in a digital revolution in India. Today, we can proudly claim that we were
instrumental in harnessing the true power of information and communication, by bestowing it in
the hands of the common man at affordable rates.
We endeavour to further extend our efforts beyond the traditional value chain by developing and
deploying complete telecom solutions for the entire spectrum of society.

BOARD OF DIRECTORS
Shri Anil D. Ambani - Chairman
Prof. J Ramachandran
Shri S.P. Talwar
Shri Deepak Shourie
Shri A.K.Purwar
CORPORATE GOVERNANCE
Organisations, like individuals, depend for their survival, sustenance and growth on the support
and goodwill of the communities of which they are an integral part, and must pay back this
generosity in every way they can...
This ethical standpoint, derived from the vision of our founder, lies at the heart of the CSR
philosophy of the Reliance – ADA Group.
While we strongly believe that our primary obligation or duty as corporate entities is to our
shareholders – we are just as mindful of the fact that this imperative does not exist in isolation; it
is part of a much larger compact which we have with our entire body of stakeholders: From
employees, customers and vendors to business partners, eco-system, local communities, and
society at large.
We evaluate and assess each critical business decision or choice from the
point of view of diverse stakeholder interest, driven by the need to minimize risk and to
pro-actively address long-term social, economic and environmental costs and concerns. For us,
being socially responsible is not an occasional act of charity or that
one-time token financial contribution to the local school, hospital or environmental NGO. It is an
ongoing year-round commitment, which is integrated into the very core of our business objectives
and strategy. Because we believe that there is no contradiction between doing well and doing
right. Indeed, doing right is a necessary condition for doing well.

CORPORATE INFORMATION
Reliance Communications Limited
Type Public (BSE: RCOM)
Founded 2004
Headquarter s Navi Mumbai, India
Anil Ambani, Chairman and
Managing
Director
Key people Satish Seth, Vice-Chairman Reliance-
ADA
Group
S. P. Shukla, C
Business & Director -
Industry Telecommunications
Products CDMA service, GSM service,
Broadband
Internet Service
Revenue US $ 4 Billion
Employees 33,000
Website Reliance Communications

CORPORATE VISION
―We will leverage our strengths to execute complex global-scale projects to
facilitate leading-edge information and communication services affordable to
all individual consumers and businesses in India.
We will offer unparalleled value to create customer delight and enhance business
productivity.
We will also generate value for our capabilities beyond Indian borders and enable
millions of India's knowledge workers to deliver their services globally.‖
CORPORATE MISSION
Reliance Communication will offer a complete range of telecom services, covering
mobile and fixed line telephony including broadband, national and international
long distance services, data services and a wide range of value added services and
applications that will enhance productivity of enterprises and individuals.
Reliance‘s dream is to make a digital revolution in India by becoming a major
catalyst in improving quality of life and changing the face of India. It aims to
achieve this by putting the power of information and communication in the hands
of people of India at affordable costs.

2. REVIEW OF LITERATURE
1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National
University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield
Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2 May
2009”.
“Despite a significant degree of academic and practitioner interest the topic of talent
management remains underdeveloped. A key limitation is the fact that talent management lacks a
consistent definition and clear conceptual boundaries. The specific contribution of the current
paper is in developing a clear and concise definition of strategic talent management. We also
develop a theoretical model of strategic talent management. In so doing we draw insights from a
number of discreet literature bases. Thus, the paper should aid future research in the area of
talent management through (1) helping researchers to clarify the conceptual boundaries of talent
management and (2) providing a theoretical framework that could help researchers in framing
their research efforts in the area. Additionally, it aids managers in engaging with some of the
issues they face with regard to talent management”.
2. “T. Morris”, “Volume 18, Issue 9, 2000”, “Psychological characteristics and talent
identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”.
“I review research on psychological characteristics and sports performance and examine the
literature on talent identification with particular reference to soccer to derive implications for the
use of psychological variables in the talent identification and development process. Although the
many cross-sectional studies of psychological characteristics and performance in all football
codes conducted over the last 30 years have revealed no clear patterns, studies of both general

inventories and specific variables are still being conducted. Reports on talent identification in all
codes have increased in recent years, but most are descriptive in nature. In this review, I suggest
that research on systematic expert observation has potential as a practical approach, but more
studies of this type are needed. Considering the examination of specific psychological variables,
only a solitary investigation of creativity in adolescents has shown promise. Further research on
creativity and talent identification is required to replicate the positive results found in that study.
In summarizing the research on psychological characteristics and talent identification, I conclude
that cross-sectional research on adults cannot be extrapolated for use in talent identification with
adolescents. I propose that resources would be more effectively used in the provision of
psychological skills training for adolescent soccer players, pending more sophisticated research
on a wider range of psychological variables. It is recommended that longitudinal or quasi-
longitudinal research is essential to determine whether the same psychological variables are
important for outstanding performance throughout the process of development and whether
psychological variables measured during adolescence can predict outstanding performance in
adulthood”.
3. “Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K”, “(2002)”, “Talent
identification and development”:” an academic review”.” Sport Scotland, Edinburgh.
ISBN 185060 418 5”.
“The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent
Identification and Development Programme which operated from early 2000 to the end of 2001.
The Review highlights that the actual resources required for talent identification in the UK are
concentrated on anthropometrical measures whereas the required resources should concentrate
primarily on the psychological dimensions supported by the development of fundamental motor
skills”.
4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD journal,
Hyderabad, p23-26”.

“Organization needs to have a vision and a well defined strategy on hiring for the future. Do we
have the right talent within to attract and retain the best available talent? A number of measures
for talent management are suggested.”
5. “PANDIT Y V L”, “(May 2007)”, “Talent retention strategies in a competitive
environment” , ”NHRD journal”, “Hyderabad, p27-29”
“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain the
talent.”
6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational
Excellence by Identifying, Developing, and Promoting Your Best People”.
“This is an outstanding reference work that succinctly explains a simple and practical approach
to the identification, assessment and management of talent in the current, dynamic operating
business environment. The book plainly gives advice on how to avoid high staff turnover, poor
morale, and poor performance”.
7. “Sridhar S Preetham”,” (July 2007)”, “Managing talent, HRD Newsletter, vol23 issue -4”,
“Newsletter”.
“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain the
talent”.
8. “William J. Rothwell”-“The Strategic Development of Talent”
"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any
organisation can use to effectively develop, retain and utilise talent for the benefit of an

organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity
Rothwell suggests."
9. “Christopher Rhodes - University of Birmingham, “C.P.Rhodes@bham.ac.uk”, “Mark
Brundrett” & “Liverpool John Moores” – “University Alan Nevill University of
Wolverhampton” – “Leadership Talent Identification and Development”
Different Primary and Secondary Schools in England .
“Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This
article reports on outcomes from a study funded by the National College for School Leadership
(NCSL) designed to explore leadership talent identification, development, succession and
retention in contextually different primary and secondary schools in England. Focus groups and a
questionnaire were used to secure perceptions of heads, middle leaders and classroom teachers
about leadership talent identification and development. Twenty characteristics indicative of
leadership talent were identified. Agreement and disjuncture were recorded concerning the
importance of characteristics among respondent groups. The implications of these findings for
leadership development and succession, in the face of a potential leadership crisis in the UK and
internationally, are discussed. The longer-term career planning of staff, the place of needs
analysis, self-disclosure and senior leadership decision-making are examined with respect to
leadership talent identification and development. The article offers a basis upon which schools
can reflect on their role in providing a good training ground for future leaders. School-based
changes are recommended so that individual school's longer-term leadership requirements may
be better addressed”.

OVERVIEW OF RESEARCH METHODOLOGY
RESEARCH DESIGN
Type of Research : Descriptive Research
Population Size : 100
Sample Size : 65
Types of Data : Primary Data
Secondary Data
Data Collection Instrument : Questionnaire
Data Collection Method : Survey
Sampling Technique : Random Sampling
Statistical Tool for Analysis : a. Percentage Method
b. Chi-Square Method
c. Pearson Chi-Square
d. Correlation Co-efficient

3.RESEARCH METHODOLOGY
3.1. Sources of data
Research can be defined as “A Scientific and systematic search for pertinent information on a
specific topic.
Research is an organized activity with specific focus (objective) on a problem or issue supported
by compilation of related data and facts, involving application of relevant tools of analysis and
deriving logically sound inferences based on originality.
RESEARCH DESIGN:
The researcher has used descriptive research design. In descriptive research design, the
researcher is supposed to describe the problem using a questionnaire or a schedule. This method
helps the researcher to explore new areas of investigation. A researcher develops his/ her
hypothesis based on his knowledge about the subject matter of the study.
 Descriptive Research includes fact-finding enquires.
 Descriptive Research studies are those studies, which are concerned with describing
characteristics of a particular individual, or of a group.
 The main characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening.
3.2 SAMPLE DESIGN:
Sample design is a definite plan determined before any data are actually collected for obtaining a
sample from a given population. Deciding the way of selecting a sample is popularly known as
sample design.
The researcher used an unrestricted sampling design. The sampling design consists of two steps:
 Sampling unit and
 Sampling size.

SAMPLE UNIT:
The area selected for the study is Guindy, Chennai.
SAMPLE SIZE:
Hr professional:
The researcher focused on a comprehensive set of workplace practices that influence employee
motivation, commitment and willingness and desire to achieve at work. The researcher identified
these practices and a deep understanding of typical organizational programs to ensure that the
questionnaire covered the broadest spectrum of tangible and intangible aspects of the work
environment. As a result, the questionnaire included items about the full range of rewards,
practices leadership and management effectiveness, communication culture and attributes
relegated to these tangible and intangible aspects.
Employees:
The prime focus of this questionnaire was to compare with the responses obtained by the above
questionnaire. The talent identification and management initiative is taken by the hr
professionals but the implication of this initiative is on the employees. By this questionnaire, the
researcher tried to find out the effectiveness, necessary of such talent management initiative as
well as the satisfaction level of the employees.
To analyze the effectiveness of talent identification and management at altech star BPO, the
researcher selected 50 persons as sample size. The respondents were selected on the basis of
Random Sampling Technique;
SAMPLE METHOD:
The study involved probability random sample for selecting the respondents. It is one of the
types in probability sampling. When population elements are selected randomly on uniform size

then if they are selected randomly and if every element get a chance equally, it can be called as
random or unrestricted sampling.
3.3 FORMULATION OF QUESTIONNAIRE:
The required information for the study is collected through a structured questionnaire. The
questionnaire consists of closed-ended questions and open ended questions. In this type of
questionnaire, both the questions and the answers are well structured. The questionnaire has two
types of questions:
 Dichotomous Question:
In this type, the questions have only 2 answers (i.e.) Yes and No.
 Multiple Choice Questions:
These are questions, which has a number of options to select. It allows the respondent to
select the appropriate one of their own.
METHODS OF DATA COLLECTION:
There are several ways of collecting the appropriate data, which differ considerably in context of
money costs, time and other resources. With regard to this study questionnaire method of data
collection is followed. Since the study is to know the effectiveness of talent identification and
management at CONGRUENT Solutions Private Solutions.
Primary data is collected from Employees of CONGRUENT Solutions Private Limited. A well-
structured non-disguised questionnaire was made use to collect the relevant data for the study.
The questionnaire was framed such a way so as to elicit the required information. From a list of
employees at CONGRUENT Solutions Private Limited at random 100 employees were

considered for the study. Out of the 100 employees, only 65 employees responded. Hence out
of a total population of 100, 65 employees was the research sample size.
The secondary data was collected through company profile, books, and internets. Through
secondary data basic information about the organization was known.
STATISTICAL DESIGN:
To draw inferences and conclusions from the data collected appropriate conventional and non-
conventional techniques were adopted in the study. The conventional techniques used here is
percentage analysis, pie chart, the non-conventional technique used in this study is Pearson Chi
Square, Chi Square and Correlation.
STATISTICAL TOOL:
The collected data were classified tabulated, and analyzed with some of the statistical tools like.
1. Percentage method
2. Chi-square method
a) Pearson Chi Square
3. Correlation co-efficient
PERCENTAGE METHOD:
Percentage method is an analysis which is derived from the statistical technique for finding the
average of collected data/information. This techniques is used to draw the bar diagram,
histogram, pie-chart etc.
This helps to pin point the percentage of collected data’s.
Number of respondents
Percentage= -------------------------------- *100

Total number of respondents
CHI-SQUARE TEST:
Chi-square test is a non parametric test used most frequently by researchers to test hypothesis.
This test is employed for testing hypothesis when distributed of population is not known and
when nominal data is to be analyzed.
The following formula for calculating the value of chi-square,
x2 =∑ (O-E) 2/E
Where, O = Observed frequency
E = Expected frequency
CORRELATION CO-EFFICIENT:
Correlation is used in measuring the closeness of the relationship between the two variables. It
mainly determines the existence of the relationship and tests significantly. It establishes a cause
and effect relationship. The Pearson co-efficient of correlation is denoted by the symbols that are
used universally for describing the degree of correlation between two series.
The formula for computing Karl Pearson ‘r’ is
N∑xy - ∑x∑y
r = ------------------------------------
(√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)

DATA ANALYSIS
&
INTERPRETATION
TABLE - 1
GENDER OF EMPLOYEES

FACTORS NO. OF REPONDENTS PERCENTAGE
MALE 27 54
FEMALE 23 46
TOTAL 50 100
CHART – 1
GENDER OF EMPLOYEES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 54% of the
employees are Male and 46% of them are Female. It is concluded that majority of the
respondents are Male.
54
46
42
44
46
48
50
52
54
56
Male Female
GENDER

TABLE -2
AGE OF EMPLOYEES
FACTORS NO. OF RESPONDENTS PERCENTAGE
18 - 25 14 28
26 - 35 17 34
36 – 45 10 20
Above 45 9 18
Total 50 100
CHART – 2
AGE OF EMPLOYEES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 28% of employees
fall under the age group 18 – 25 years, 34% of employees falls under the age of 26 – 35 years,
20% of employees fall under the age group of 36 – 45 years and 18% of employees are above the
age group of 45. It is concluded that majority of respondents fall under the age group of 26 – 35
years.
28
34
20 18
0
5
10
15
20
25
30
35
40
18-25 26-35 36-45 Above 46
AGE

TABLE – 3
EDUCATIONAL QUALIFICATION
UG 29 58
PG 21 42
TOTAL 50 100
CHART – 3
INFERENCE:
has UG qualification and 42% of employees has PG qualification. It is concluded that majority
of the respondents are UG qualification.
58
42
0
10
20
30
40
50
60
70
UG PG

TABLE – 4
WORK EXPERIENCE IN CONGRUENT
< 1 Year 5 10
2 – 3 Years 12 24
4 – 5 Years 18 36
5 Years and above 15 30
Total 50 100
CHART – 4
WORK EXPERIENCE
INFERENCE:
have less than 1 year work experience, 24% of employees have 2 -3 years work experience, 36%
of employees have 4 -5 years work experience, 30% of employees have 6 years and above
experience. It is concluded that majority of employees work experience are 4 -5 years.
10
24
36
30
0
5
10
15
20
25
30
35
40
< 1 year 2 - 3 year 4 - 5 years 6 years and above
Work Experience

TABLE – 5
CURRENT POSITION IN CONGRUENT
Trainee 6 12
Process Associate 24 48
Senior – Process Associate 15 30
System Analyst 5 10
Total 50 100
CHART – 5
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 12 % of employees
position are Trainees, 48% of employees are Process Associates, 30% of employees are Senior –
process Associate, 10% of employees are System Analyst. It is concluded that majority of
employees are Process Associates.
12
48
30
10
0
10
20
30
40
50
60
Trainee Process AssociateSenior - Process AssociateSystem Analyst
Current Position

TABLE – 6
ORGANIZATION IDENTIFY TALENT OF EMPLOYEES
By competencies 6 12
By Potential 9 68
By Results 34 18
All the Above 1 2
Total 50 100
CHART – 6
ORGANIZATION IDENTIFY TALENT
INFERENCE:
respondent that organization identify talent by Competencies, 18% of employees answered by
Results, 68% of employees answered by Potential, 2% of employees respondent answered all
the above. It is concluded that majority of employee’s respondent that organization identify
talent by potential.
12
18
68
2
0
10
20
30
40
50
60
70
80
By Competencies By Results By Potential All the above
IDENTIFY TALENTS

PART – B
TABLE – 7.1
TALENT MANAGEMENT NECESSARY
YES 46 92
NO 4 8
TOTAL 50 100
CHART – 7.1
TALENT MANAGEMENT NECESSARY
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 92% of employees’
respondent that talent management is necessary, and 8% of employees’ respondent that talent
management is not necessary. It is concluded that the majority of employees’ respondent that
talent management is necessary.
92
8
0
10
20
30
40
50
60
70
80
90
100
YES NO
Talent Managemnt Necessary

TABLE – 7.2
TALENT MANAGEMENT IMPORTANT FOR COMPANY
YES 48 96
NO 2 4
TOTAL 50 100
CHART – 7.2
TALENT MANAGEMENT IMPORTANT FOR COMPANY
INFERENCE:
respondent that talent management is necessary for Company, and 4% of employees’ respondent
that talent management is not necessary for Company. It is concluded that the majority of
employees’ respondent that talent management is important for Company.
96
4
0
20
40
60
80
100
120
YES NO
Talent Managemnt important for Company

TABLE – 7.3
TALENT MANAGEMENT IMPORTANT FOR YOU
YES 49 98
NO 1 2
TOTAL 50 100
CHART – 7.3
TALENT MANAGEMENT IMPORTANT FOR YOU
INFERENCE:
responds that talent management is important for them, and 2% of employees’ responds that
talent management is not necessary for them. It is concluded that the majority of employees’
respondent that talent management is necessary for them.
98
2
0
20
40
60
80
100
120
YES NO
Talent Managemnt important for you

TABLE – 7.4
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION
NULL HYPOTHESIS : There is no significant association between the male and
female talent management initiative a top priority in
organization.
ALTERNATIVE HYPOTHESIS : There is a significant association between the male and
female that the talent management initiative a top
priority in organization.
GENDER YES NO TOTAL
MALE 26 28 54
FEMALE 34 12 46
TOTAL 60 40 100
X Y X^2 Y^2 XY
26 28 676 784 728
34 12 1156 144 408
∑X=60 ∑Y=40 ∑X^2= 1832 ∑Y^2=928 ∑XY= 1136
Correlation Coefficient:
(∑xy / n – (∑x /n) (∑y /n))
r = −−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−
(√ ((∑x2/n) – (∑x/ n) 2) √ ((∑y2/n) – (∑y/ n) 2)
(1136/100) - (60/100) (40/100)
r = ---------------------------------------------------------------------------------
(√(1832/100) - √(60/100)^2 * (√(928/100) -√(1832/100) - √(60/100)^2
r = (11.36) - (0.6)*(0.4) /√17.96 * √9.12
r = 11.12/12.73 = 0.873 ~ 1

CHART – 7.4
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION
INFERENCE:
From the above analysis, we found that both the gender specifies that talent management
initiative a top priority in the organization especially when compared to male, female
respondents respond that talent management initiative a top priority in the organization.
26 28
34
12
0
10
20
30
40
50
60
70
YES NO
FEMALE
MALE

TABLE – 7.5
ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES
YES 35 70
NO 15 30
TOTAL 50 100
CHART – 7.5
ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 60% of employee’s
respond that talent management initiatives a top priority in the organization, 40% of employees
respond that talent management are not given top priority in the organization. It is concluded that
the majority of employees’ respondent that organization have specific talent management
initiative.
70
30
0
10
20
30
40
50
60
70
80
YES NO
Organization have Specific Talent Management initiatives

TABLE – 7.6
TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN
TO YOU
YES 27 54
NO 23 46
TOTAL 50 100
CHART – 7.6
TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN
TO YOU
INFERENCE:
respond that talent management implemented regularly and feedback given to them, 46% of
employees’ respond that talent management are not implemented regularly and feedback given
to them. It is concluded that the majority of employees’ respondent that talent management
implemented regularly and feedback given to them.
54
46
42
44
46
48
50
52
54
56
YES NO
Talent Management implemented regularly and feedback
given to you

TABLE – 7.7
FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
YES 30 60
NO 20 40
TOTAL 50 100
CHART – 7.7
FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
INFERENCE:
respond that following action taken by the company after the feedback , 40% of employees’
respond that following action are not taken by the company after the feedback. It is concluded
that the majority of employees’ responds that following action taken by the company after the
feedback.
60
40
0
10
20
30
40
50
60
70
YES NO
Following action taken by the company after the feedback

TABLE – 7.8
COMPLETE WORK WITHIN A GIVEN TIME
YES 49 98
NO 1 2
TOTAL 50 100
CHART – 7.8
COMPLETE WORK WITHIN A GIVEN TIME
INFERENCE:
respond that they complete the work within a given time, 2% of employees’ respond that they are
not complete the work within a given time. It is concluded that the majority of employees’
responds that they complete the work within a given time.
98
2
0
20
40
60
80
100
120
YES NO
Complete work within a given time

TABLE – 7.9
PERFORM WORK WITH INTEREST
YES 35 70
NO 15 30
TOTAL 50 100
CHART – 7.9
PERFORM WORK WITH INTEREST
INFERENCE:
respond that they perform the work with interest, 30% of employees’ respond that they are not
perform the work with interest. It is concluded that the majority of employees’ responds that the
employees perform work with interest.
70
30
0
10
20
30
40
50
60
70
80
YES NO
Perform work with interest

TABLE – 7.10
ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
YES 10 20
NO 40 80
TOTAL 50 100
CHART – 7.10
ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
INFERENCE:
respond that they feel they are wasting the time, 80% of employees’ respond that they are not
wasting their time. It is concluded that the majority of employees’ are not wasting the time.
20
80
0
10
20
30
40
50
60
70
80
90
YES NO
Any time feel that you are wasting your time

TABLE – 8
SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES
PEARSONS CHI SQUARE TEST
Null Hypothesis : There is no significant association between the gender and the
satisfaction of talent management.
Alternative Hypothesis: There is significant association between the gender and the
satisfaction of talent management.
GENDER YES(%) NO(%)
ROW
TOTAL
MALE 30 24 54
FEMALE 27 19 46
COLUMN
TOTAL
57 43 100
OBSERVED EXPECTED (Oi-Ei) (Oi-Ei)^2/Ei
FREQUENCY FREQUENCY
30 30.78 -1 0.019766
24 23.22 1 0.026202
27 26.22 1 0.610221
19 19.78 -1 0.808898
100 100 0 1.465087
Chi square (χ2) = ∑ ((O-E) 2/E) = 1.465
Expected frequency = (Row Total * Column Total) / Grand Total
Therefore, the calculated value of Chi Square (χ2) = 1.465
Degrees of freedom = (r-1) (n-1) = (2-1) (2-1) = 1
Table value of chi square (χ2) = χ2
(r-1) (c-1), 5% = χ2
1, 5 % = 3.84
INFERENCE:
Since the calculated value of chi square (χ2) is less than table value of chi square (χ2), we accept
Ho at 5% level of significance. Hence we conclude that there is no significant association
between the gender i.e. both the genders are satisfied with talent management.

TABLE – 9
SATISFACTION WHILE COMPLETE YOU’RE WORK
Highly dissatisfied 0 0
Dissatisfied 1 2
Neither 7 14
Satisfied 40 80
Highly Satisfied 2 4
Total 50 100
CHART - 9
INFERENCE:
respond that they are highly dissatisfied while complete the work, 2% of employees’ respond
that they are dissatisfied, 14% of employees respond neither, 80% of employees’ respond that
they are satisfied and 4 % of employees’ respond that they are highly satisfied. It is concluded
that the majority of employees’ respond that they are satisfied with that they feel satisfaction
while complete your work.
0 2
14
80
4
0
10
20
30
40
50
60
70
80
90
Highly
dissatisfied
Dissatisfied Niether Satisfied Highly
Satisfied
SATISFACTION WHILE COMPLETE YOUR WORK

TABLE – 10.1
LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE
RECEIVE
MEDICAL INSURANCE PACKAGE
Dissatisfied 2 4
Neither 5 10
Satisfied 32 64
Total 50 100
CHART – 10.1
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with medical insurance package, 4% of employees’
respond are dissatisfied, 10% of employees respond neither, 64% of employees’ respond that
they are satisfied and 20% of employees’ respond that they are highly satisfied. It is concluded
that the majority of employees’ respond that they are satisfied with the medical insurance
package.
2 4
10
64
20
0
10
20
30
40
50
60
70
Highly
dissatisfied
Satisfied
MEDICAL INSURANCE PACKAGE

TABLE – 10.2
RECEIVE
COMPANY SAVINGS PLAN
Dissatisfied 3 6
Neither 10 20
Satisfied 30 60
Total 50 100
CHART – 10.2
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with company savings plan, 6% of employees’ respond
are dissatisfied, 20% of employees respond neither, 60% of employees’ respond that they are
satisfied and 10% of employees’ respond that they are highly satisfied. It is concluded that the
majority of employees’ respond that they are satisfied with the company savings plan.
4 6
20
60
10
0
10
20
30
40
50
60
70
Highly
dissatisfied
Satisfied
COMPANY SAVINGS PLAN

TABLE – 10.3
RECEIVE
RETIREMENT PLAN
Dissatisfied 3 6
Neither 16 32
Satisfied 20 40
Total 50 100
CHART – 10.3
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with retirement plan, 6% of employees’ respond are
dissatisfied, 32% of employees respond neither, 40% of employees’ respond that they are
majority of employees’ respond that they are satisfied with the retirement plan.
10 6
32
40
12
0
10
20
30
40
50
Highly
dissatisfied
Satisfied
RETIREMENT PLAN

TABLE – 10.4
RECEIVE
HOLIDAY ENTITLEMENT
Dissatisfied 7 14
Neither 5 10
Satisfied 25 50
Total 50 100
CHART – 10.4
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with holiday entitlement, 14% of employees’ respond
are dissatisfied, 10% of employees respond neither, 50% of employees’ respond that they are
majority of employees’ respond that they are satisfied with the holiday entitlement.
6
14
10
50
20
0
10
20
30
40
50
60
Highly
dissatisfied
Satisfied
HOLIDAY ENTITLEMENT

TABLE – 10.5
COMPETITIVE OF MY SALARY
TOOL APPLIED: CHI – SQUARE TEST
AGE Highly Dissatisfied Neutral Satisfied
Highly
Satisfied
Total
Dissatisfied
18-25 0 1 0 6 7 14
26-35 1 6 3 5 2 17
36-45 1 7 2 0 0 10
above 45 3 1 3 1 1 9
Total 5 15 8 12 10 50
Null hypothesis: Ho: The opinion about the level of salary that you receive is satisfied
according to the age-wise
Alternative Hypothesis: H1: The opinion about the level of salary that you receive is not
satisfied according to the age - wise.

Observed Frequency
Expected Frequency
(Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2
Ei
0 1 -1 1 0.71
1 4 -3 9 2.14
0 2 -2 2 0.89
6 3 3 9 2.68
7 3 4 16 5.71
1 2 -1 1 0.59
6 5 1 1 0.20
3 3 0 0 0.00
5 4 1 1 0.25
2 3 -1 1 0.29
1 1 0 0 0.00
7 3 4 16 5.33
2 2 0 0 0.00
0 2 -2 4 1.67
0 2 -2 4 2.00
3 1 2 4 4.44
1 3 -2 4 1.48
3 1 2 4 2.78
1 2 -1 1 0.46
1 2 -1 1 0.56
Chi square (χ2) = ∑ ((O-E) 2/E)
Calculated value of Chi-square (χ2) = 32.19
Degrees of freedom = (n-1) = (5-1) = 4
Table value of chi square (χ2) = χ2
(n-1), 5%
= χ2
4, 5 % = 9.488
Tabulated Value = 9.488

INFERENCE:
Since the calculated value of chi square (χ2) is greater than table value of chi square (χ2), we
reject Ho at 5% level of significance. Hence we conclude that the opinion level of salary that you
receive is not satisfied according to the age - wise.

TABLE – 11
REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR
ORGANIZATION
FACTORS NO. OF RESPONDENT PERCENTAGE
External Talent Sessions 10 20
Appreciation for Initiation 20 40
Creativity Knowledge 5 10
Recreational Activities 15 30
Total 50 100
CHART – 11
REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR
ORGANIZATION
INFERENCE:
respond external talent sessions, 40% of employees’ respond appreciation for innovation, 10%
of employees respond creativity knowledge, 30% of employees’ respond recreational activities.
It is concluded that the majority of employees’ respond that appreciation for initiation rewarding,
motivating and retaining talent in the organization.
20
40
10
30
0
5
10
15
20
25
30
35
40
45
External Talent
sessions
Appreciation for
Initiation
Creativity
Knowledge
Recreational
Activities
rewarding, motivating & retaining talent

TABLE – 12
TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
Fully 4 9
To a great extent 8 16
To a reasonable extent 23 47
To a limited extent 10 19
Not at all 5 9
Total 50 100
CHART – 12
TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
INFERENCE:
respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a
reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond not
at all. It is concluded that the majority of employees’ feel that it is a reasonable extent that
transparency system adopted in talent management system.
9
16
47
19
9
0
10
20
30
40
50
Fully To a great
extent
To a
reasonable
extent
To a limited
extent
Not at all
Transparency System adopted in Talent
Management

TABLE – 13
TALENT RETENTION INITITATIVES
Accruing new talent 13 26
Leveraging existing talent 12 24
Retaining the current 15 30
Potential for future 10 20
Total 50 100
CHART – 13
TALENT RETENTION INITIATIVES
INFERENCE:
respond accruing new talent, 24% of employees’ respond leveraging existing talent, 30% of
employees respond retaining the current, 20% of employees’ respond potential for future. It is
concluded that the majority of employees’ retaining the current talent retention initiatives.
.
26
24
30
20
0
5
10
15
20
25
30
35
Accruing new
talent
Leveraging
existing talent
Retaining the
current
Potential for
future
Talent retention initiatives

TABLE – 14
SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY
Dissatisfied 2 4
Neither 15 30
Satisfied 16 32
Total 50 100
CHART – 14
SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY
INFERENCE:
respond that they are highly dissatisfied ,4% of employees’ respond are dissatisfied, 30% of
employees respond neither, 32% of employees’ respond that they are satisfied and 24% of
employees’ respond that they are highly satisfied. It is concluded that the majority of employees’
respond that they are satisfied existing personnel policies of the company.
10
4
30
32
24
0
5
10
15
20
25
30
35
Highly
dissatisfied
Satisfied
Satisfied with existing personnel policies of company

TABLE-1
GENDER OF SUBORDINATES
OPTIONS NO. OF RESPONDENTS PERCENTAGE
Male 10 67
Female 5 33
Total 15 100
CHART -1
GENDER
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher
authorities are Male and 33% of them are Female. It is concluded that majority of the
respondents are Male.
67
33
0
10
20
30
40
50
60
70
80
Male Female
Gender

TABLE - 2
AGE
AGE NO OF RESPONDENTS PERCENTAGE
18-25 years 1 6
26-35 Years 2 13
36-45 Years 7 46
Above 45 Years 5 33
Total 15 100
CHART – 2
AGE
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 6% of higher
authorities fall under the age group 18 – 25 years, 14% of higher authorities falls under the age
of 26 – 35 years, 47% of higher authorities fall under the age group of 36 – 45 years and 33% of
higher authorities are above the age group of 45. It is concluded that majority of respondents fall
under the age group of 36-45 years.
6
14
47 33
0
10
20
30
40
50
18-25 26-35 36-45 Above 45
AGE

TABLE -3
EDUCATIONAL QUALIFICATION OF SUBORDINATES
UG 0 0
PG 15 100
TOTAL 15 100
CHART – 3
INFERENCE:
authorities has UG qualification and 100% of higher authorities has PG qualification. It is
concluded that majority of the respondents are PG qualification.
0
100
0
20
40
60
80
100
120
UG PG
Educational Qualification

TABLE – 4
WORK EXPERIENCE IN CONGRUENT
< 1 year 2 13
2-3 years 3 18
4-5 years 4 25
5 years and above 7 44
Total 15 100
CHART – 4
WORK EXPERIENCE
INFERENCE:
authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years
work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher
authorities have 6 years and above experience. It is concluded that majority of higher authorities
work experience are 6 and above.
13 18
25
44
0
5
10
15
20
25
30
35
40
45
50
< 1 year 2 - 3 years 4 - 5 years 6 years and
above
Work Experience

TABLE – 5
HR 3 20
Team Leaders 5 33
Manager 7 47
Total 15 100
CHART – 5
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 20 % of respondents
are HR professionals, 33% of respondents are Team Leader, and 47% of respondents are
Managers. It is concluded that majority of authorities are Manager.
20
33
47
0
10
20
30
40
50
HR Team Leader Managers
Current Position

TABLE – 6
ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES
By competencies 1 7
By Potential 12 81
By Results 1 7
All the Above 1 7
Total 15 100
CHART – 6
ORGANIZATION IDENTIFY TALENT
INFERENCE:
authorities respondent that organization identify talent by Competencies, 7% of higher
authorities answered by Results, 81% of higher authorities answered by Potential, 7% of higher
authorities respondent answered all the above. It is concluded that majority of higher authorities’
respondent that organization identify talent by potential.
7
81
7 7
0
10
20
30
40
50
60
70
80
90
By Competencies By Potential By Results All the above
IDENTIFY TALENTS

TABLE – 7
OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT
7.1 Aligning employees with the core values of your organization
Strongly Disagree 1 7
Disagree 1 7
Neutral 4 26
Agree 7 47
Strongly Agree 2 13
Total 15 100
CHART -7.1
Aligning employees with the core values of your organization
INFERENCE:
authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond
Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that
majority of respondents respond Agree that aligning employees with the core values of the
Organization.
7 7
26
47
13
0
5
10
15
20
25
30
35
40
45
50
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Aligning employees with core values

TABLE – 7.2
Assessing Candidates skills earlier in hiring process
Disagree 2 13
Neutral 4 27
Agree 7 48
Strongly Agree 1 6
Total 15 100
CHART -7.2
Assessing candidates skills earlier in hiring process
INFERENCE:
majority of respondents respond Agree that assessing candidate’s skills earlier in hiring process
6
13
27
48
6
0
10
20
30
40
50
60
Strongly
Disagree
Agree
Assessing candidates skills earlier inhirring process

TABLE – 7.3
Creating a culture that makes employees want to stay with the Organization
Disagree 1 6
Neutral 2 13
Agree 8 54
Strongly Agree 3 21
Total 15 100
CHART -7.3
Creating a culture that makes employees want to stay with the Organization
INFERENCE:
Neutral, 54% of them respond Agree, 21% of them respond Strongly Agree. It is concluded that
majority of respondents respond Agree that creating a culture that makes employees want to stay
with the organization.
6 6
13
54
21
0
10
20
30
40
50
60
Strongly
Disagree
Agree
creating culture employees want to stay with
organization

TABLE – 7.4
Creating a culture that makes individuals want to join the Organization
Disagree 1 6
Neutral 1 6
Agree 8 55
Strongly Agree 4 27
Total 15 100
CHART -7.4
Creating a culture that makes individuals want to join the Organization
INFERENCE:
majority of respondents respond Agree that creating a culture that makes individuals want to join
the Organization
6 6 6
55
27
0
10
20
30
40
50
60
Strongly
Disagree
Agree
Creating a culture that makes individuals want to join
the Organization

TABLE – 7.5
Creating a culture that values employees work
Disagree 1 7
Neutral 1 6
Agree 9 60
Strongly Agree 3 20
Total 15 100
CHART -7.5
INFERENCE:
Neutral, 60% of them respond Agree, 20% of them respond Strongly Agree. It is concluded that
majority of respondents respond Agree that creating a culture that values employees work.
7 7
6
60
20
0
10
20
30
40
50
60
70
Strongly
Disagree
Agree

TABLE – 7.6
Creating an environment where employees are excited to excellent at Work
Disagree 1 6
Neutral 2 13
Agree 8 54
Strongly Agree 4 27
Total 15 100
CHART -7.6
Creating an environment where employees are excited to excellent at Work
INFERENCE:
authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond
Neutral, 54 of them respond Agree, and 27% of them respond Strongly Agree. It is concluded
that majority of respondents respond Agree that creating an environment where employees are
excited to excellent at Work.
0
6
13
54
27
0
10
20
30
40
50
60
Strongly
Disagree
Agree

TABLE – 7.7
Creating an environment where employees ideas are encouraged develop required talents
Disagree 1 7
Neutral 1 6
Agree 9 60
Strongly Agree 3 20
Total 15 100
CHART -7.7
Creating an environment where employees ideas are encouraged develop required talents
INFERENCE:
majority of respondents respond Agree that creating an environment where employee’s ideas are
encouraged develop required talents
7 7
6
60
20
0
10
20
30
40
50
60
70
Strongly
Disagree
Agree

TABLE – 7.8
Creating policies that encourage career growth and development opportunities based on
Talent Identification
Disagree 1 7
Neutral 1 7
Agree 10 66
Strongly Agree 2 13
Total 15 100
CHART -7.8
Creating policies that encourage career growth and development opportunities based on
Talent Identification
INFERENCE:
majority of respondents respond Agree that Creating policies that encourage career growth and
development opportunities based on Talent Identification
7 7 7
66
13
0
10
20
30
40
50
60
70
Strongly
Disagree
Agree

TABLE – 7.9
Giving Productive Feedback
Disagree 1 7
Neutral 1 7
Agree 11 72
Strongly Agree 1 7
Total 15 100
CHART -7.9
INFERENCE:
majority of respondents respond Agree that Giving Productive Feedback.
7 7 7
72
7
0
10
20
30
40
50
60
70
80
Strongly
Disagree
Agree

TABLE – 7.10
IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS
Disagree 1 7
Neutral 2 13
Agree 8 53
Strongly Agree 3 20
Total 15 100
CHART -7.10
IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS
INFERENCE:
majority of respondents respond Agree that identifying vacancies that will fit in with your
existing talents.
7 7
13
53
20
0
10
20
30
40
50
60
Strongly
Disagree
Agree

TABLE – 7.11
Rewarding Top Performing Employees
Disagree 0 0
Neutral 1 7
Agree 10 67
Strongly Agree 3 20
Total 15 100
CHART -7.11
Rewarding top performing employees
INFERENCE:
authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond
majority of respondents respond Agree that rewarding top performing employees.
7 7
26
47
13
0
5
10
15
20
25
30
35
40
45
50
Strongly
Disagree
Agree

TABLE – 8
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING
TALENT OF THE EMPLOYEES
Job Description
(In percentages)
Very
Critical
(1)
(2) (3) (4)
Not Critical
(5)
Trainee 6 7 70 9 9
Process Associate 10 60 15 10 5
Senior- Process Associate 70 10 20 0 0
System Analyst 60 30 10 0 0
Team leader 70 10 10 10 0
Asst. Manager 80 20 0 0 0
Senior Manager 100 0 0 0 0
CHART – 8
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING
TALENT OF THE EMPLOYEES

INFERENCE:
authorities respondent respond very critical, 7% of them respond critical ,70% of them respond
Neutral, 9 of them respond somewhat not critical , 9% of them respond not critical. It is
concluded that majority of respondents respond job description is neutral for attracting and
retaining talent of the trainees.
Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical. It is
concluded that majority of respondents respond job description is critical for attracting and
retaining talent of the process associate.
Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is
0
20
40
60
80
100
6
10
70
60
70
100
80
7
60
10
30
10
0
20
70
15
20
10 10
0 0
9 10
0 0
10
0 0
9
5
0 0 0 0 0
Very
critical(1)
2
3
4
Not
critical(5)

concluded that majority of respondents respond job description is neutral for attracting and
retaining talent of the senior process associate.
concluded that majority of respondents respond job description is very critical for attracting and
retaining talent of the system analyst.
retaining talent of team leader.
retaining talent of Assistant Manager.
retaining talent of Senior Manager.

TABLE -9
TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION
FACTORS NO. OF RESPONDENT PERCENTAGES
Virtual Team Training 3 20
Cross Team Training 3 20
Knowledge Transfer Training 3 20
Soft Skill Training 3 20
External Training 3 20
Total 15 100
CHART -9
TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION
INFERENCE:
authorities respondent Virtual Team Training, 20% of them respond Cross Team Training, 20%
of them respond KT session, 20 of them respond Soft skill Training, 20% of the respond
External Training. It is concluded that all of respondents respond all the talent management
activities are involved in the organization.
20 20 20 20 20
0
5
10
15
20
25
Virtual
Team
Training
Cross Team
Training
KT session
Training
Soft skill
Training
External
Training
Talent Management Activities

TABLE -10
FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF
COMPENSATION
Compensation criteria
Most effective
(1)
(2) (3) (4)
Least effective
(5)
(In Percentages)
Base Pay 20 60 10 10 0
Health care Benefits 20 50 10 20 0
Training Benefits 12 60 14 8 6
Retirement Benefits 70 10 14 0 6
Job security 89 0 6 5 0
CHART -10
FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF
COMPENSATION
INFERENCE:
0
10
20
30
40
50
60
70
80
90
Base Pay Health care Training Retirement Job security
20 20
12
70
89
60
50
60
10
0
10 10
14 14
6
10
20
8
0
5
0 0
6 6
0
Most
effective(1)
-2
-3
-4
Least
effective-5

authorities respondent respond Most effective, 60% of them respond effective ,10% of them
respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond least
effective. It is concluded that majority of respondents feel the effectiveness of talented
employees in terms of compensation of base pay is effective
authorities respondent respond Most effective, 50% of them respond effective ,10% of them
respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond least
employees in terms of compensation of Health care benefits is effective
authorities respondent respond Most effective, 60% of them respond effective, 14% of them
respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond least
employees in terms of compensation of training is effective
authorities respondent respond Most effective, 10% of them respond effective, 14% of them
employees in terms of compensation of retirement is most effective but no one is use this
retirement benefit.
authority’s respondent respond Most effective, 0% of them respond effective, 6% of them
employees in terms of compensation of job security is most effective.

FINDINGS,
SUGGESTIONS &
CONCLUSION

FINDINGS
Findings from employees
1. Half of the respondents are Male.
2. Most of the respondents (34%) belong to the age group of 26 – 35 years.
3. Half of the employees are UG degree holders.
4. Most of the respondents(36%) work experience are 4 – 5 years
5. Most of the employees(46%) are Process Associate.
6. Half of the employees respond that the organization identifies talent by potential.
7. (i) 92% of the employees respond that talent management is necessary.
(ii) 96% of the employees respond that talent management is important for company.
(iii) 98% of the employees respond that talent management is necessary for them.
(iv) More than half of the employees(60%) respond that talent management initiatives a
top priority in the organization.
(v)Three-fourth of the employees responds that organization has specific Talent
Management Initiative.
(vi) Half of the employees respond that talent management implemented regularly and
feedback given to them.
(vii) More than half of the employees respond that following action taken by the
company after the feedback.
(viii) 98% of the employees respond that they complete the work within a given time.
(ix) Three-fourth of the employees responds that they perform work with interest.
(x) 80% of the employees respond that they are not wasting any time.

8. Half of the employees respond that they are satisfied by the talent management in the
company.
9. 80% of the employees respond that they feel satisfied while completing the work.
10. Level of satisfaction of employees with the following of salary and benefit package.
(i) More than half of the employees respond that they are satisfied with medical
insurance package.
(ii) More than half of the respondents are satisfied with Company savings plan.
(iii) Most of the respondents (40%) are satisfied with retirement plan.
(iv) Half of the respondents are satisfied with Holiday entitlement.
(v) Most of the respondents are dissatisfied with the competitive of my salary.
11. Most of the employees (40%) respond that appreciation for initiation rewarding, motivating
and retaining talent in the organization.
12. Most of the employees (47%) feel that it is a reasonable extent transparency adopted in the
talent management system.
13. Most of the employees(30%) respond that retaining the current is the talent retention
initiative. Most of the respondents are satisfied with personnel policies of the company.
Findings from Subordinates:
14. 67% of the respondents are Male.
15. Most of the respondents belong to the age group of 36 – 45 years.
16. All the respondents are PG holders.
17. Most of the respondents (44%) work experience 6 years and above.
18. Most of the respondents i took are Managers.
19. More than three fourth of the respondent respond that organization identify talents by
potential and the professionals view to increase career growth opportunity.
20. (i) Half of the respondent agrees that aligning employees with the core values of your
organization.
(ii) Half of the respondent agrees that assessing candidates skills earlier in hiring process.
(iii)Half of the respondent agrees that they are creating a culture that makes
employees want to stay with the organization.
(iv) Half of the respondent agrees that they are creating a culture a culture that makes
individuals want to join the organization.

(v) More than half of the respondent (60%) agrees that they are a creating a culture that
values employees work
(vi) Half of the respondent agrees that creating an environment where employees are
excited to excellent at work.
(vii) More than half of the respondent that creating an environment where employee’s
ideas are encouraged develops required talents.
(viii) Three-fourth of the respondent agrees that they creating the policies that encourage
career growth and development opportunities based on Talent Identification.
(ix) Three – fourth of the respondent agrees that they giving productive feedback.
(x) Half of the respondent agrees that they identifying vacancies that will fit in with your
existing talents.
(xi) Half of the respondent agrees that they are rewarding top performing employees.
21. (i) Three – fourth of the respondents respond says that attracting and retaining talent of the
trainee employees is neutral.
(ii) More than half of the respondents say that attracting and retaining talent of the Process
associate employees is critical.
(iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior -
process associate employees is very critical.
(iv) More than half of the respondent says that attracting and retaining talent of the
System analyst is very critical.
(v) Three - fourth of the respondent says that attracting and retaining talent of the Team
leader is very critical.
(vi) 80% of the respondent responds that attracting and retaining talent of the Assistant
manager is very critical.
(vii) All of the respondents respond that attracting and retaining talent of the Senior
Manager is very critical.
22. Virtual team training, Cross team training, KT session training, Soft Skill training, External
training are usually used by the organization to carry out talent development activities.
23. (i) More than half of the respondent feel base pay is effective for talented employees in
terms of compensation.

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

SUGGESTIONS
1. Organization must have meaningful descriptions of the capabilities (skills, behaviors,
abilities and knowledge) required throughout the organization.
2. Organization must be able to relate those skills and capabilities to a role or a centre of
demand, such as job position, project or leadership role.
3. Talent Identification and Management processes must create a comprehensive profile of
their talent. They must be able to track meaningful talent related information about all of
their people – employees.
4. The working culture of the organization can be improved and maintained to retain talent
in long run.
5. More certified training can be given to the employee to boost their effectiveness and
efficiency. It should be used as a tool of motivation.
6. The organization can identify the crucial talent initiative to attract and retain the
employees, they should know while talent management elements can have the greatest
impact on the business and therefore provide a better basic for prioritization and
implementation.
7. To create a sophisticated talent management environment, Organization must
 Define a clear vision for Talent Management.
 Develop a roadmap for the process integration.
 Integrate and optimize process.
 Prepare the work for changed association with the new environment.
8. The organization can develop rewards and compensation structures which will be geared
towards incentivizing on spot and develop talented employees.
9. The organization must provide skills, training, and knowledge and encourage them to
engage and conduct regular conversation with employees especially around their career
aspirations and developmental needs as to ensure right allocation of work assignment are
assigned to high potential employees to increase the retention within the organization.

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

QUESTIONNAIRE ( FOR EMPLOYEES )
I am AARTHY E.J. doing project study titled “A STUDY ON TALENT
IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE
LTD”. Your response will be kept confidential. Kindly spare few minutes to fill this
questionnaire.
PART-A
(1) Name: (Optional) _________________________________________________
(2) Gender: a) Male □ b) Female □
(3) Age: a) 18 – 25 b) 26 -35 c) 36-45 d) above 45
(4) Qualification: a) UG □ b) PG □
(5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 years and above □
(6) Current position:
(a) Trainee □ (b) Process Associate □ (c) Senior Process Associate □
(d) System Analyst □ (e) Others □
(7) How does your organization identify talent of the employees?
(a) By competencies □ (b) By Results □ (c) By potential□ (d) others.................
PART - B
8 ) Kindly put tick mark at appropriate column
S. No Description Employee
Response
Yes No
1 Do you believe Talent Management System is necessary?
2 Do you think a Talent Management System is important for Company?
3 Do you think a Talent Management System is important for you?
4 Are Talent Management initiatives a top priority in your Organization?
5 Does your Organization have any specific Talent Management
Initiative?

6 Is Talent Management System implemented regularly and feedback
Given to you?
7 Is any following action taken by the Company after the feedback?
8 Can you complete your work within a given time?
9 Can you perform work with interest?
10 At any time do you feel that you are wasting your time?
9. Are you satisfied with Talent Management System in your Company? a) Yes b) No
10. Do you feel satisfaction while complete your work?
(a) Highly dissatisfied (b) Dissatisfied (c) Neutral (d) Satisfied (e) Highly Satisfied
11. Please rate your Level of Satisfaction with the salary and benefit package you receive.
Description Highly
Dissatisfied
Dissatisfied Neither Satisfied Highly
Satisfied
Medical Insurance Package
Company Savings Plan
Retirement Plan
Holiday Entitlement
Competitive of my salary
12. Could you specify any other rewarding, motivating and retaining talent in your Organization?
(a) External Talent sessions □
(b) Appreciation for initiation □
(c) Innovation □
(d) Recreational Activities □
13. How do you feel the transparency system adopted in talent management system?
(a) Fully □ (b) To a great extent □ (c) To a reasonable extent □
(d) To a limited extent □ (e) Not at all □
14. What are your talent retention initiatives?
(a) Accruing new talent □ (b) Leveraging existing talent □

(c) Retaining the current □ (d) Potential for future □
15. Are you satisfied with existing personnel policies of the company?
(a) Highly Dissatisfied □ (b) Dissatisfied □ (c) Neutral □
(d) Satisfied□ (e) Highly satisfied □
16. Please give your valuable suggestions for the improvement and talent management of the
organization.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
I am very thankful to all the participants for this cooperation.
QUESTIONNAIRE
(HR PROFESSIONALS & TEAM LEADERS)
I am AARTHY E.J. doing project study titled “A STUDY ON TALENT
IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE
LTD, CHENNAI”. Your responses will be kept confidential. Kindly spare few minutes to fill it
up this questionnaire.
(1) Name: (Optional) _________________________________________________
(2) Gender: a) Male □ b) Female □
(3) Age: a) 18- 25 yrs□ b) 26-35 yrs c) 36-45 yrs d) Above 45□
(4) Qualification: a) UG □ b) PG □
(5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 yrs and above□
(6) Current position: a) HR b) Team Leaders c) Manager
(7) How does your organization identify talent of the employees?
(a) By competencies □ (b) By Results □ (c) By potential□
(d) others.................
8) Kindly give your opinion for the following statements of Talent Identification and
Management. Put tic mark in the appropriate Column.
Description Strongly
Disagree
Agree
Aligning employees with the core values
of your organization.

Assessing candidates skills earlier in
hiring process
Creating a culture that makes employees
want to stay with the organization
Creating a culture that makes individuals
want to join the organization
Creating a culture that values employees
work
Creating an environment where
employees are excited to excellent at
Work
Creating an environment where
employees ideas are encouraged develop
required talents.
Creating policies that encourage career
growth and development opportunities
based on Talent Identification
Identifying vacancies that will fit in with
your existing talents
Rewarding top performing employees
9) How do you feel the job description is most critical for attracting and retaining talent of
the employees?
Job descriptions Very Critical
(1) (2) (3) (4)
Not Critical
(5)
Trainee
Process Associate
Senior – Process Associate
System Analyst
Team Leader
Assistant Manager
Senior Manager
10. Kindly specify the different talent management activities are involved in your organization?
(a) Virtual Team Training □ (b) Cross Team Training □

(c) KT Session Training □ (d) Soft Skill Training □
(e) External Training □
11. How do you feel the effectiveness of talented employees in terms of compensation ?
Compensation criteria
Most
effective
(1)
(2) (3) (4)
Least
effective
(5)
Base Pay
Health care Benefits
Training Benefits
Retirement Benefits
Job security
12. Please give your valuable suggestions for the improvement talent identification and
management of the organization.
___________________________________________________________________________
Thank you for your kind information

BIBLIOGRAPHY
1) Human Resource Management ---- Himalaya Publications (P 386)
2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)
3) Ravilochanan P, Research Methodology with business correspondence and report
writing. Chennai; Margham Publications, 2003
4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi
agency, 1998
5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource
Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002

WEBLIOGRAPHY:
1) www.congruentsolutions.com
2) www.findarticles.com
3) www.google.com
4) www.humanresourcemanagement search.com
5) www.humanResourcemanagement.info
6) www.hindustantimes.com
7) www.hrmagazines.com
8) www.wikipedia.com
9) www.yahoo.com

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