Talent management

A
PROJECT REPORT ON
“TO STUDY TALENT MANAGEMENT”

DECLARATION
I hereby declare that this project report entitled “To study Talent Management of a
c patil college ofengineering and managementstudies and research”is a record of
work carried by me under the guidance of Prof.NILIMA ASHTANKAR as a partial
fulfilment of requirement of award of degree of Master of Management Studies
(MMS).
I also hereby declare that the project report is a result of my own efforts and not been
submitted at any time or any University for award of my Degree or Diploma.

ACKNOWLEDGEMENT
I would like to express my sincere thanks to Dr. D. G Borse ,Director ,
A.C. Patil College of Engineering, Management Studies and Research, for
providing me with this opportunity
I would also like to acknowledge with much appreciation role of project guide
& Head of the Dept. (MMS) Dr. N Mahesh, who gave me the golden opportunity to
develop this project. I am thankful to Project Guide Prof.NilimaAshtankar for her
invaluable suggestions, motivation, co-operation and timely help in overcoming
various problems.
I also thank prof.AbhijeetSalunkhe and prof. Shamlikirpani for their guidance
and support.
Finally I would like to thank our esteemed institute “A. C. Patil College of
Engineering, Management Studies and Research” for providing me with this
opportunity.

EXECUTIVE SUMMERY
To create organizational effectiveness, business leaders need to focus on Talent Management of
their employee.Talent management has a number of benefits to offer such as employee
engagement, retention, aligning to strategic goals in order to identify the future
leadership of the organization, increased productivity, culture of excellence and much
more.It is highly motivating for any person if his talent is recognized and is suitably
rewarded. One way is providing them with salary commensurate with their
performance. Traditional HR systems approach peopledevelopment from the
perspectiveof developing competencies in the organization. This can actually be a
risk-proneapproach, especially for companies operating in fastevolving industries,
since competencies become redundant with time and new competencies need to be
developed.Automation and analysis of your recruiting and hiring processes provides
the immediate workforce visibility and insights you need to significantly improve

your bottomline. Performance management provides the ongoing processes and
practices to maintain a stellar workforce.
Table of Contents Pg. no
Chapter 1
General Introduction 08
Introduction 13

Introduction to study19
Objective of the study 21
Scope of the study 22
Limitation of study 23
Hypothesis 24
Chapter 2
About Talent Management 29
Chapter 3
Review of literature 30
Chapter 4
Research Methodology 33

Chapter 5
Analysis of data interpretation 35
Chapter 6
Finding 40
Chapter 7
Conclusion 42
Chapter 8
Annexure 43
Chapter 9
Bibliography nh

CHAPTER:1
TALENT MANAGEMENT
INTRODUCTION:
Talent management refers to the process of developing and integrating new workers, developing and
retaining current workers, and attracting highly skilled workers to work for a company. Talent management
in this context does not refer to the management of entertainers. The term was coined by David Watkins.

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."
DEFINING TM
TM is a strategic and holistic approach to both HR and business planning or a new route to organizational
effectiveness. This improves the performance and the potential of people – the talent – who can make a
measurable difference to the organization now and in future. And it aspires to yield enhanced performance
among all levels in the workforce, thus allowing everyone to reach his/her potential, no matter what that
might be.
SECTION 1.01 HISTORY
Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies
come to realize that their employees’ talents and skills drive their business success. Companies that have put
into practice talent management have done so to solve an employee retention problem. The issue with many
companies today is that their organizations put tremendous effort into attracting employees to their
company, but spend little time into retaining and developing talent. A talent management system must be
worked into the business strategy and implemented in daily processes throughout the company as a whole. It
cannot be left solely to the human resources department to attract and retain employees, but rather must be
practiced at all levels of the organization. The business strategy must include responsibilities for line
managers to develop the skills of their immediate subordinates. Divisions within the company should be
openly sharing information with other departments in order for employees to gain knowledge of the overall
organizational objectives. Companies that focus on developing their talent integrate plans and processes to
track and manage their employee talent, including the following:
 Sourcing, attracting and recruiting qualified candidates with competitive backgrounds
 Managing and defining competitive salaries
 Training and development opportunities
 Performance management processes
 Retention programs

 Promotion and transitioning
Talent management is also known as HCM (Human Capital Management), HRIS (HR Information Systems)
or HRMS (HR Management Systems), and HR Modules.
TM INVOLVES
Talent management is the integration of different initiatives, or constructs, into a coherent framework of
activity. There are certain crucial components and a useful model for defining TM is to think of it in these key
words:
• Ethos – embedding values and behavior, known as a “talent mindset,” to support the view that everyone has
potential worth developing.
• Focus – knowing which jobs make a difference and making sure that the right people hold those jobs at the
right time.
• Positioning – starting at the top of the organization and cascading throughout the management levels to
make this a management, not HR, initiative.
• Structure – creating tools, processes and techniques with defined accountability to ensure that the work
gets done.
• System – facilitating a long-term and holistic approach to generate change.
SECTION 1.02 IMPORTANCE OF TALENT MANAGEMENT
Talent management (TM) brings together a number of important human resources (HR) and management
initiatives.
Quite often, organizations adopting a TM approach will focus on co-ordinating and integrating:
 Recruitment - ensuring the right people are attracted to the organization.

 Retention - developing and implementing practices that reward and support employees.
 Employee development - ensuring continuous informal and formal learning and development.
 Leadership and "high potential employee" development - specific development programs for existing and
future leaders.
 Performance management - specific processes that nurture and support performance, including
feedback/measurement.
 Workforce planning - planning for business and general changes, including the older workforce and
current/future skills shortages.
 Culture - development of a positive, progressive and high performance "way of operating".
An important step is to identify the staff or employees (people and positions) that are critical to the
organization. They do not necessarily have to be senior staff members. Many organizations lost a lot of
"organizational knowledge" in the downsizing exercises of a few years ago. The impact of the loss was not
immediately apparent. However, it did not take long for many companies to realize their mistake when they
did not have people with the knowledge and skills to either anticipate or solve problems that arose.
TRADITIONAL UNDERSTANDING OF TALENT MANAGEMENT
Traditional talent management systems have clearly defined components including: Training and
development, skill inventories, performance management, recruiting, and succession management. According
to Kevin Wheeler, internationally known expert in talent acquisition and management says, “Most companies
perform two or three components of a talent management system well, but the total system seems to be
elusive without executive level involvement.”

SECTION 1.03 CURRENT APPLICATION OF TALENT MANAGEMENT
In current economic conditions, many companies have felt the need to cut expenses. This should be the ideal
environment to execute a talent management system as a means of optimizing the performance of each
employee and the organization. However, within many companies the concept of human capital
management has just begun to develop. “In fact, only 5 percent of organizations say they have a clear talent
management strategy and operational programs in place today.”
INTEGRATING TM THROUGH A SYSTEM
This will not operate in isolation from strategy, business planning and the organization’s approach to people
management. In this sense,the work of talent management cuts across what has been a traditional HR silo. If
integrated, it functions in a more facilitative, OD-like nature. It will also reach higher up the organization than
other HR initiatives, often attracting the attention of boards and senior teams. Similarly, TM reaches down the
organization, to include new recruits along with tenured professionals. Lastly, talent planning must be done in
parallel with business planning, creating a rich integration of people and strategy. One way of achieving such
system integration and alignment is the CRF Talent Management System.
This systemic view of talent has five elements:
1. Need – the business need derived from the business model and competitive issues.
2. Data collection – the fundamental data and “intelligence” critical for good talent decisions.
3. Planning – people/talent planning guided by data analysis.
4. Activities – the conversion of plans into integrated sets of activities.
5. Results – costs, measures and effectiveness criteria to judge the value and impacts of TM.

Using this system can help TM become a strategic differentiator rather than a standard set of HR processes –
if the right conditions, context, timescales and offerings exist in the first place. System integration and
alignment ensures that TM efforts are rational and fit for purpose. Since the arrival of the current era of
“talent” is widely acknowledged, it’s not surprising that renewed significance is being placed on the
management of that talent. And as talent continues to be viewed as a strategic differentiator, its management
will take more of a strategic role. How fascinating it will be to take the pulse of talent management in the
business community in another five years. We believe that while the management of talent will most likely
become embedded in the fiber of cultures by then, the HR executives who led those initiatives will have
achieved much more prominence.
OPPORTUNITIES AND BENEFITS OF INTEGRATING TM WITH BUSINESS STRATEGY
In summary there are many benefits of taking on the complicated multi-layered project of creating an
integrated talent management and workforce planning structure.
 Predictability of performance
 Higher customer satisfaction rates
 Lower employee turn-over
 Increased profits as a result of right people/right time
 Increased revenue as a result of efficiencies
 Increased employee engagement
 Assurance of stable management team today and in future

FIGURE 1. THE CRF TALENT MANAGEMENT SYSTEM
10 TALENT
MANAGEMENT
PRIORITIES FOR
HR
Based on
interviews in case
organizations
with HR/OD
practitioners,
talent managers
and talented
individuals, it
concludes with
these 10 priority
issues. They will
guide the choice
of appropriate
approaches and
practices that
could make a difference to talent management efforts:
1. Rethinking/establishing the talent focus
2. Positioning talent management
3. Integrating talent and business
4. Leading the talent focus
5. Examining culture and talent mindset
6. Assessing capability and accountability
7. Process design and implementation
8. Assessing talent performance
9. The talent agenda
10. Reviewing talent management

CONCLUSION:
The current discussions about traditional understanding, current application and integration with business
strategy are also helping organizations to focus on the talent management issue. It may not be possible to
simply go out and recruit new people to meet operational needs. Many leading companies have decided to
develop their own people, rather than trying to hire fully skilled workers.
In summary, every organization should be implementing talent management principles and approaches.
1.1 GENERALINTRODUCTION
A C PATIL COLLEGE starting a sins 1992. Our college providing courses
of ENGINEERING
This college starting management courses sins 2007. Start MASTER OF
MANAGEMENT STUDIES [MMS] AND MASTER OF Computer
application [MCA].
Education in India
Education in India is provided by the public sector as well as the private sector, with
control and funding coming from three levels: central, state, and local. Education
in India falls under the control of both the Union Government and the State
Governments, with some responsibilities lying with the Union and the states having
autonomy for others.

India’s education system is divided into different levels such as pre-primary level,
primary level, elementary education, secondary education, undergraduate level and
postgraduate level
India has made progress in terms of increasing the primary education attendance rate
and expanding literacy to approximately three quarters of the population. India's
improved education system is often cited as one of the main contributors to the
economic rise of India. Much of the progress, especially in higher education and
scientific research, has been credited to various public institutions. The private
education market in India was 5% and in terms of value was estimated to be worth
US$40 billion in 2008 but had increased to US$68–70 billion by 2012.
As per the latest (2013) report issued by the All India Council of Technical Education
(AICTE), there are more than 3524 diploma and post-diploma offering institutions in the
country with an annual intake capacity of over 1.2 million. As per the latest (2013) report
issued by the All India Council of Technical Education (AICTE), there are more than 3524
diploma and post-diploma offering institutions in the country with an annual intake capacity
of over 1.2 million.
Capacity for Management Education crossed 385000, and post graduate degree slots in
Computer Science crossed 100,000. Pharmacy slots reached over 121,000.
Total annual intake capacity for technical diplomas and degrees exceeded 3.4 million in
2012.

According to the University Grants Commission (UGC) total enrollment in Science,
Medicine, Agriculture and Engineering crossed 6.5 million in 2010.
India's higher education system is the third largest in the world, next to the United
States and China. The main governing body at the tertiary level is the University
Grants Commission, which enforces its standards, advises the government, and helps
coordinate between the centre and the state. Indian higher education system has
expanded at a fast pace by adding nearly 20,000 colleges and more than 8 million
students in a decade from 2000-01 to 2010-11. As of 30th November 2011, India has
42 central universities, 285 state universities, 130 deemed universities, 112 private
universities, 5 institutions established and functioning under the State Act, and
33 Institutes of National Importance. Other institutions include 33,000 colleges
as Government Degree Colleges and Private Degree Colleges, including 1800
exclusive women's colleges, functioning under these universities and institutions as
reported by the UGC in 2012.
MBA Course
The Master of Business Administration (MBA or M.B.A.) is a master's
degree in business administration, which attracts people from a wide range of

academic disciplines. The MBA designation originated in the United States, emerging
from the late 19th century as the country industrialized and companies sought
out scientific approaches to management. The core courses in the MBA program are
designed to introduce students to the various areas of business such as accounting,
finance, marketing, human resources, operation management.
MBA in India
There are many business schools in India offering two-year MBA programs
accredited by AICTE or UGC. The students are a mix of fresh graduates as well as
with experience and get either at public or private schools depending on entrance
examinations. Typically programs offer full-time, part-time and executive education
programs.
Basic types of MBA program
Two-year (Full Time) MBA programs normally take place over two academic years (i.e.
approximately 18 months of term time). For example, in the Northern Hemisphere, they
often begin in late August/September of year one and continue until May of year two, with a
three- to four-month summer break in between years one and two. Students enter with a
reasonable amount of prior real-world work experience and take classes during weekdays
like other university students. A typical Full-time, accelerated, part-time or modular MBA
requires 60 credit hours of graduate work.
Accelerated MBA programs are a variation of the two-year programs. They involve a higher
course load with more intense class and examination schedules. They usually have less
"down time" during the program and between semesters. Part-time MBA programs

normally hold classes on weekday evenings, after normal working hours, or on weekends.
Part-time programs normally last for three years or more. The students in these programs
typically consist of working professionals, who take a light course load for a longer period of
time until the graduation requirements are met.
Modular MBA programs are similar to part-time programs, although typically employing a
lock-step curriculum with classes packaged together in blocks lasting from one to three
weeks.
Executive MBA (EMBA) programs developed to meet the educational needs of managers
and executives, allowing students to earn an MBA or another business-related graduate
degree in two years or less while working full-time. Participants come from every type and
size of organization – profit, nonprofit, government – representing a variety of industries.
EMBA students typically have a higher level of work experience, often 10 years or more,
compared to other MBA students. In response to the increasing number of EMBA programs
offered, The Executive MBA Council was formed in 1981 to advance executive education.
Distance learning MBA programs hold class off-campus. These programs can be offered in
a number of different formats: correspondence courses by postal mail or email, non-
interactive broadcast video, pre-recorded video, live teleconference or videoconference,
offline or online computer courses. Many schools offer these programs.

1.2 INTRODUCTION
The ‘talent’ in an organization refers to the current employees and their valuable Knowledge,
skills and competencies. Talent management (or succession management) is the ongoing process of
analyzing, developing and effectively utilizing talent to meet Business needs. It involves a specific
process that compares current talent in a department to the strategic business needs of that
department. Results lead to the development and implementation of corresponding strategies to
address any talent gaps or surpluses.
Talent management for the HR Community is a priority of the HR Strategy for the HR
Community. Not only does the HR Strategy support the HR Community as its own professional
group, but it also recognizes and will support the role human resource professionals have to help
their clients become skilled, committed and accountable public servants. The implementation of a
talent management process that is transparent and equitable is expected to create an environment for
people to develop their skills in preparation for a range of future possibilities thereby preparing the
workplace for changing roles. The goal of this process is to map the business needs of the HR
Community with the potential and career development needs of our people in order to develop a
comprehensive Talent Management Plan.

1.3 INTRODUCTION TO STUDY
Talent management implies recognizing a person's inherent skills, traits, personality and
offering him a matching job. Every person has a unique talent that suits a particular job profile and
any other position will cause discomfort. It is the job of the Management, particularly the HR
Department, to place candidates with prudence and caution. A wrong fit will result in further hiring,
re-training and other wasteful activities. Talent Management is beneficial to both the organization
and the employees. The organization benefits from: Increased productivity and capability; a better
linkage between individuals' efforts and business goals; commitment of valued employees; reduced
turnover; increased bench strength and a better fit between people's jobs and skills. Employees
benefit from: Higher motivation and commitment; career development; increased knowledge about
and contribution to institution goals; sustained motivation and job satisfaction.
In these days of highly competitive world, where change is the only constant factor, it is
important for an organization to develop the most important resource of all - the Human Resource.
In this globalize world, it is only the Human Resource that can provide an organization the
competitive edge because under the new trade agreements, technology can be easily transferred
from one country to another and there is no dearth for sources of cheap finance. But it is the talented
workforce that is very hard to find.
Talent signals an ability to learn and develop in the face of new challenges. Talent is about
future potential rather than past track record. So talent tends to be measured in terms of having

certain attributes, such as a willingness to take risks and learn from mistakes, 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.
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,
teaching 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 identify the future leadership of the
organization, increased productivity, culture of excellence and much more.
1.4 OBJECTIVES OF STUDY
In the current scenario of cutthroat competition, every organisation has to survive to satisfy its
customers by providing them quality products and services. The summer training was undertaken
with a view to study certain fundamental as well as the commercial and operational aspects of the
organization. The training involved the study of the following:
 To understand the entire procedure of Talent management
 To understand the need of Talent Management
 To study the accuracy and quality of work of employees by talent management procedure.

 To suggest possible improvement in Talent Management process.
 To know how Talent Management is important for an organization.
 To know how Talent Management is important for a employee.
 To know about the challenges faced by the Talent Management in organization.
1.5 SCOPE OF STUDY

 This study will help to know Talent Management.
 This study will help you to know the process forTalent Management.
 This study will show the importance of Talent Management from
organization as well as employee point of view.
 This study will also reveal the challenges face during Talent Management.
 This Study will show the growth in the performance of employees after
Talent Management.

1.6 LIMITATION OF STUDY
 All the functions are only related with the personnel department.
 Limitation about the working hour.
 Limitation about the time and absenteeism.
 Limitation of the sample size hence the result may be inaccurate.
 Time factor was the major limitation of this survey.

1.7 .HYPOTHESIS
 Employee taking benefits from Talent Management System
 Employee can retain successfully for the benefit of organization
 Employee’s performance increased by talent management
 Employee turnover of organization affected by Talent Management Procedure

2.1. MEANING DEFINITION
With businesses going global and competition becoming intense, there is mounting pressure on
organizations to deliver more and better than before. Organizations therefore need to be able to
CHAPTER 2
ABOUT TALENT MANGEMENT

develop and deploy people who can articulate the passion and vision of the organization and make
teams with the energy to perform at much higher levels.
These people build and drive the knowledge assets of a corporation, the value of which has
been established to be many times more than the tangibles. The capacity of an organization to hire,
develop and retain talent is therefore the most crucial business process and priority on the CEO’s
agenda.
The 1990’s ended with a call-to-arms to fight “the war for talent”. While the war for talent
clearly has cooled in the early stages of the 21st century, dampened by economic doldrums &
concerns with global security; the rear battle to attract, motivate, development & retain talent is
going to heat up considerably. A looming demographic time-bomb will make Talent Management a
priority for organizations.
A host of issues like: loss of human capital, talent shortages, ageism, and cultural clash has
made acquiring & managing talent difficult.
Talent Management describes the process through which employers of all kinds – Firms,
Govt., and Non-profit organizations – anticipate their human capital needs & set about meeting
them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS
into the RIGHT JOBS.It is a professional term, also known as “Human Capital Management” that
refers to the process of developing & fostering new employees through on boarding, developing &
keeping current employees & attracting highly skilled employee to work for your organisation.
Companies that are engaged in Talent Management are strategic & deliberate in how they recruit,
manage asses, develop & maintain an organization’s most important resource – its PEOPLE. This
term also incorporates how companies drive performance at the individual level.
Decisions about Talent Management shape the competencies that organizations have & their
ultimate success; & from the perspectives of individuals, these decisions determine the path & pace
of careers. We may thus understand that this term is usually associated with competency based
HRM practices. Talent Management decisions are often driven by a set of organizational core
competencies as well as position – specific competencies. The competency set may include

knowledge, skills, experience & personal traits.
2.2. HUMAN CAPITAL MANAGEMENT
Companies that engage in talent management (Human Capital Management) are strategic
and deliberate in how they source, attract, select, train, develop, retain, promote, and move
employees through the organization. Research done on the value of such systems implemented
within companies consistently uncovers benefits in these critical economic areas: revenue, customer
satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this
more personal human resources approach seeks not only to hire the most qualified and valuable
employees but also to put a strong emphasis on retention. Since the initial hiring process is so
expensive toorganization it is important to place the individual in a position where his skills are
being extensively utilized.
The term talent management means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to others it is about how
talent is managed generally - i.e. on the assumption that all people have talent which should be
identified and liberated. From a talent management standpoint, employee evaluations concern two
major areas of measurement: performance and potential. Current employee performance within a
specific job has always been a standard evaluation measurement tool of the profitability of an
employee. However, talent management also seeks to focus on an employee’s potential, meaning an
employee’s future performance, if given the proper development of skills.
The major aspects of talent management practiced within an organization must consistently
include.
 performance management
 leadership development

 workforce planning/identifying talent gaps
 recruiting
This term of talent management is usually associated with competency-based human resource
management practices. Talent management decisions are often driven by a set of organizational core
competencies as well as position-specific competencies. The competency set may include
knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older
competency models might also contain attributes that rarely predict success (e.g. education, tenure,
and diversity factors that are illegal to consider in relation to job performance in many countries,
and unethical within organizations).
2.3. IMPORTANCE
First, let us look at some of the reasons for the importance of talent management.
 Globalization:
Now for any jobseeker the whole world is the potential place to find employment. One can
know the opportunities available in any part of the world easily and the number of talent seekers has
also increased.
 Increased Competition:
Increased competition in the market place has necessitated the need for consistently good
performance on the side of organizations. These have made the companies to put in all efforts to
hire and retain the best talent in the respective field of operation.

 Increasing Knowledge:
The knowledge era has necessitated the retaining of those talents which have the ability to
assimilate new technologies and knowledge, which are growing at a pace never seen before.
 How Talent Management important for an Organization:
 Cost cutting:
One experienced & skilled employee can replace instead of two or more employees.
Organization can save hundreds of thousands of dollars.
 Maximum Output
Organization can make maximum output in minimum resources.
 Time Saving technique

It is a time saving technique. Because for every job a skilled person can place. It’s
helpful to complete job in minimum time
 Perfection increase
Due to skilled employee Perfection in work is increase. There is low probability of mistakes.
 How Talent Management important for an Employee:
 Recruitment

It’s ensuring that right people are attracted to the organization, due to providing exposure for their
skills.
 Retention
Developing and implementing practices that reward and support employees.
 Employee development
Ensuring continuous informal and formal learning and development.
 Leadership and "high potential employee" development
Specific development programs for existing and future leaders.
 Performance management
Specific processes that nurture and support performance, including feedback/measurement.
 Workforce planning
Planning for business and general changes, including the older workforce and current/future
skills shortages.

2.4. THE CHALLENGE
The challenge of talent management has two faces. First is how to find new people and
second is how to retain the present workforce. Each of the challenges has to be tackled in the most
efficient way possible so that the organization can achieve its objectives.
 The First Challenge - Where to find new talent?
All the organizations are finding loads of business opportunities and consequently, their
revenues are growing at a rapid pace. The increasing business opportunities has necessitated that
these organizations go in for massive recruitment. But, the question is where to find the best talent
which is able to fit the job description and also adjust to the organization’s values and norms. If we
scan the environment, we find there is a shortage of skilled workforce that can be employed.
Some of the possible reasons that have led to the shortage are: -
 Demographic Constraints:
This is a common problem faced by many of the developed countries, where a large chunk
of its population is nearing the age of retirement or is over 50 years. USA, Germany and Japan are
facing the same problem. All these countries will see a decline in their workforce and talent. In the
coming years, they will see a great shortage in their skilled professionals.
 Existing Educational System:
The graduates and the postgraduates that are being churned out of the universities are found
to be ill-equipped to handle the challenges of the workplace. They are mostly equipped with only

the theoretical aspects of the issues and lack the application part. The educational system is faulty
and does not take industry needs into consideration, resulting in a mismatch between industry
requirements and educational preparation.
 Cost Factor:
Recruiting new employees is becoming tougher and tougher in the developing countries, where the
HR department has to sort out thousands of applications for a handful of jobs. Finding right person
for the right job becomes a very difficult process. It also involves very high cost to conduct the
recruitment and selection process for such a large population of applicants.
 Attracting the Best Talent:
This is another challenge. As was the case in the past, the best available talent is not just
motivated by the name and fame of the organization. Not any more. They have a new set of
motivators like - challenging work, conducive work environment and freedom from bureaucratic
structure.
 The Second Challenge - How to retain the existing employees?
Gone are the days when a person would join an organization in his mid-20s and would work till his
retirement in the late-50s. Today the young professionals hop jobs, especially during the first 4-5
years of their work life. Though the Indian service industry is basking in the light of outsourced jobs
from the developed countries, they also cannot ignore the fact that the BPO industry is also facing
one of the highest attrition rates, in fact never heard before in India, of around 35%.

It is a fact that it’s the people that add value to organizations. It is also a fact that humans are a
restless species who, unlike the immovable Banyan Tree, cannot stay rooted in one place. People
need to move on for one reason or another, and the organization stands to lose.
Let us look at some of the reasons behind the massive attrition rates: -
1. Gap between organizational values and goals and the personal values and goals is one of the major
reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and
inevitably, the organization would lose out on a talented employee.
2. Working environment is another major factor. Employees in the knowledge era demand creative and
a democratic work environment. Failure on the part of the management to provide such an
environment will result in a talented employee leaving the organization.
3. The competitive world has made sure that there is high work pressure on the employees of any
organization. This has led to psychological problems like stress, and in extreme situations, total
burnouts. It also leads to other health related problems.
4. Movement for higher salary is also common among the younger professionals. There is no shortage
for organizations who are looking for talented employees and who are ready to shell out a hefty
salary for a talented person. Other lures like better job opportunities, higher posts and overseas
assignments are also major factors in the attrition rates.

5. Not taking proper care during the recruitment and selection process and not taking proper care to fit
the right person to the right job also breeds dissatisfaction among the employees.
6. Bad or opaque policies from management on issues of succession planning and promotion,
appointments for senior positions also is a major factor which makes the organization lose out on
the talented employees.
7. The professionals have different aspirations at different times of their career. During the initial years,
they have good salary and foreign assignments. Next on the list is working on cutting edge
technology. More seasoned professionals look for learning opportunities. So employees tend to
move to those organizations which provide them with means to fulfil their aspirations.
Retaining the present employees is of the foremost importance to the organizations because; the
organisation would have already incurred heavy costs in the form of training and development. Now
if the organization has to look for a replacement for the employee who has left, it involves a lot of
costs like - hiring costs, training costs and the induction costs.
Also it takes some time for the new employee to adjust to the new work environment. During
this time the productivity of the employee will be low. The HR department will have to fit the new
employee into a proper role in the organization. Apart from causing the organisation a monetary loss

and breaks in their day-to-day operations, attrition contributes to knowledge transfer, which is a
great loss and adversely affects organization.
2.5. HOW TO MANAGE THE TALENT?
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the
driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time that
business leaders elevate management of talent to a burning corporate priority. It is not a walk in the
park for the talent market. Quality people are no longer available in plenty, easily replaceable and
relatively inexpensive.
These are some of the measures that should be taken into account to hire and retain talent in
the organization, to be efficient and competitive in this highly competitive world: -
 Hire the Right People:
Proper care must be taken while hiring the people itself. It would be beneficial for an
organization to recruit young people and nurture them, than to substitute by hiring from other
organizations. Questions to be asked at this stage are: Whether the person has the requisite skills
needed for the job? Whether the person's values and goals match with those of organizations? In
short, care must be taken to fit the right person to the right job.
 Keep the Promises:
Good talent cannot be motivated by fake platitudes, half-truths and broken promises.
Unfulfilled expectations can breed dissatisfaction among the employees and make them either leave
the organization or work below their productive level. Promises made during the hiring stage must
be kept to build loyalty among the employees, so that they are satisfied and work to their fullest
capability.

 Good Working Environment:
It has to be accepted by the organizations that highly talented persons make their own rules. They
have to be provided with a democratic and a stimulating work environment. The organizational rules
must be flexible enough to provide them with freedom to carry out their part of task to their liking,
as long as the task is achieved. Opportunities should also be provided to the employees to achieve
their personal goals.
 Recognition of Merit:
It is highly motivating for any person if his talent is recognized and is suitably rewarded. One
way is providing them with salary commensurate with their performance. Promotions and incentives
based on performance are another way of doing it. Another way is by providing them with
challenging projects. This will achieve two objectives - it makes employee feel that he is considered
important (a highly motivating factor) and gets the work done in an efficient manner and brings out
the best in the employee.
 Providing Learning Opportunities:
Employees must be provided with continuous learning opportunities on and off work field
through management development programs and distance learning programs. This will also benefit
the organization in the form of highly talented workforce.
 Shielding from High Work Pressure:
If an organization has to make the most of the available talent, they should be provided with
adequate time to relax, so that they can did-stress themselves. It is very important to provide them
with holidays and all-expenses-paid trips, so that they can come back refreshed to work and with

increased energy. They must also be encouraged to pursue their interests which are also a good way
of reducing work environment stress. Recreation clubs, entertain programs, fun activities with in the
work area will also reduce the work life stress of the employees and develop camaraderie among the
employees and result in a good working environment.
2.6. TALENT & PERFORMANCE
Organizations provide individuals the opportunity and space for physically manifesting their
talent into performance for achieving individual and organizational vision. Talent manifests into
performance as follows:

Thus the domain of talent management focuses not only on development of individual’s intrinsic
capacities, but also on culture building and change management to provide the other elements listed
above for manifestation of talent into performance.

 The New HR Missionand Talent Management Processes
Many challenging workforce issues confront HR, including:
 Heightened competition for skilled employees.
 Impending retirement of the baby boomers.
 Low levels of employee engagement.
 Acknowledgement of the high cost of turnover.
 Arduous demands of managing global workforces.
 Importance of succession planning.
 Off shoring and outsourcing trends.
This requires new thinking and a new mission to achieve business success. These factors—
coupled with the need to align people directly with corporate goals—are forcing HR to evolve
from policy creation, cost reduction, process efficiency, and risk management to driving a new
talent mindset in the organization.
One important distinction is the evolution of the difference between tactical HR and
strategic talent management. Transactional HR activities are administrative overhead. Talent
management is a continuous process that delivers the optimal workforce for your business.
In this new model—instead of being the owners of processes, forms, and compliance—HR
becomes the strategic enabler of talent management processes that empower managers and
employees while creating business value.
With this view, talent management may be defined as the implementation of integrated
strategies or systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future organizational needs.

Anecdotally, talent management is often defined as performance management, incentive
compensation, or talent acquisition. Talent management is also often confused with leadership
development. Although leadership development is a crucial function of your organization,
focusing on it exclusively is a legacy of last century. Our modern service and knowledge
economies in the talent age require a broad and holistic view. A high performance business
depends on a wide range of talent.
2.7. WHY TALENT MANAGEMENT?
Workforce cost is the largest category of spend for most organizations. Automation and
analysis of your recruiting and hiring processes provides the immediate workforce visibility and
insights you need to significantly improve your bottom line. Performance management provides
the ongoing processes and practices to maintain a stellar workforce.
Today, many organizations are struggling with silos of HR processes and technologies. The
future of talent management is embodied in solutions designed from the ground up to provide
business-centric functionality on a unified talent management platform.
Since nearly all competitive business factors have become commoditized, talent is what
ultimately drives business success and creates value. Leading organizations rely on
Taleosolutions and services to assess, acquire, develop, and align talent with business objectives
while significantly reducing process costs, improving quality of hire, reducing risk, and achieving
higher levels of performance.
Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of
successful talent management practices:
 The key enabler of any organization is talent.
 The quality of your people is your last true competitive differentiator.

 Talent drives performance.
Talent management requires strong executive support, along with systems and processes all
directed towards having the right talent doing the right work at the right time. That’s when talent
truly drives higher business performance.
2.8.TALENTMANAGEMENTV/S TRADITIONAL HR APPROACH
Traditional HRsystemsapproachpeople developmentfromthe perspectiveof developing
competenciesinthe organization.Thiscanactuallybe arisk-prone approach,especiallyforcompanies
operatinginfastevolvingindustries,since competenciesbecome redundantwithtime andnew
competenciesneedtobe developed.Thus,overtime,the entire approachtodevelopmentof people
mightbe renderedobsolete callingforrethinkingthe entiredevelopmentinitiative.
Talentmanagementonthe otherhand focusesonenhancingthe potential of people bydeveloping
capacities.Capacitiesare the basicDNA of an organizationandalsoof individualpotential.
D Point of
Departure

N Navigation
A
Point of Arrival
In fact,the following appropriatelydescribesthe role of talentmanagement:
Translatingorganizational visionintogoalsandmappingthe requiredlevel of capacitiesand
competenciestoachieve goalsaligningindividualvaluesandvisionwithorganizational valuesandvision.
Clearunderstandingof the variedroleswithinthe organizationandappreciationof the value-additionfrom
self andothersleadingtobuildingaculture of trust, sharingandteamorientation.
Assessmentof talenttoprofile the level of capacitiesandsetof competenciespossessedwithinthe
organization.
Enhancingcapacitiestolearn,thinkrelate andact throughdevelopmentinitiatives.
Individual growthtomeetandacceptvariedincrementalandtransformational rolesinanoverall scenario of
acknowledgedneedforchange.
Gap analysisandidentificationof developmentpathhelpingindividualsrealizetheirfullpotential through
learning&dev.
Developedindividualsenablingbreakthroughperformance

Understanding Talent
The ideaof developingtalentisnota new conceptinany organization.Infacteverysuccessful
organization thathas'stood the testof time'hasdone so, Because of theirabilitytoattract,retainand get
the bestout of theirtalent.
Today we readof a 'war for talent’.Thishasemerged,notbecause organization have forgotten
abouttalent,or alloweditdropoff of the radar but, because insome fundamentalways,the talenthas
changed.We have a newkindof youngpersonenteringthe organizationworld,withaverydifferentworld
view,setof values,prioritiesandgoals.

Focus 1: Attracting andrecruiting Talent:
In orderto effectivelyattractand recruittalentedemployeesyouneedtounderstandwhattalentis
lookingforina career andhow theywill view yourbusinessintermsof fittinginwiththeirneeds.Your
approach to eachone of yourpotential recruitsneedstobe alteredtosuitthat theyare.
By examiningthisthroughthe perspectivesof the differentgenerations,we are able tolookattheir
attitudestoworkwhat kindof career,organizationandbenefitstheyare lookingforandknow whatkindof
techniqueswill ensure thatyourrecruitmentprocessissuccessful ineachgenerational context.
This focus unitlooks at the following:
o attitudestowork
o careergoals
o viewsonorganizationsandhowtheyare currentlyrun
o whatbenefitseachgenerationislookingfor
o Techniquestoattract the differentgenerations:whatwill make yourorganizationstandout?
o Techniquestorecruitthe differentgenerations:how shouldthe jobofferbe presented?

Focus 2: Retaining anddeveloping Talent
In orderto effectivelyretainanddevelopTalentyouneedtounderstandwhatthe generationsare lookingin
a future careerand inan organization.Yourapproach to eachone of youremployeesneedstobe alteredto
fitindividualgoalsandpersonal needs.
This focus unit looks at the following:
o work ethics and values
o career planning
o work environments and culture
o benefitsand reward systems
o ways of motivating

Focus 3: Managing Talent
An in depth look at how the generations internalize authority will enable you to adjust your
management style to fit in with who they are.
We are able to look at the attitudes of the differentgenerations to leadership and management; what
kind of management approaches will ensure that you gain maximum loyalty, productivity and job
satisfaction from each of your employees.
This focus unit looks at the following:
o attitudes to authority

o management styles for the differentgenerations including conflict management
o leadership stylesused by the different generations
o specific techniques to helpyou manage different generations including communication and
feedback preferences
o coaching and mentoring preferences including
 The role of coach
 The coaching process
o How to plan for and create conversations
CHAPTER 3. REVIEW OF LITERATURE

Talent = Capacity to learn + capacity to think + capacity to relate +
capacity to act accordingly and the values of the organization
(Roer Martin and MihneaMoldoveanu,2003)
The factors driving the popularityof talent management today
are - Scarcity of talent, Increasing complexity of the role of
leadershipand Increased demandsin technology (Mark Busine,
2006)
are after the top percentage of the talent pool. While there was
no deteriorationin the qualityof educationin leadinguniversities
and colleges, only the newly sprung self-financed engineering
colleges contributedto non-employabilityor under–employability
(Bhaskar Das)
Talent–dependentcompanies should be able to nurture enough
high–flying managers internallyto meet ambitiousgrowth targets

(Andrew Doman, Mourice A Glucksman, Nhuoc-Lan, Tu and Kim
Warren, 2000)
Treating talents as Internal customer Compensatingtalents as
preferred suppliers Offering the right compensation, includingproper
reward and recognition;Conductingmeaningful performance
appraisal;Designing jobs to appealto the talented people
(Cappelli,2000)
The talent management system can be an effective tool for creating
symbiotic relationshipbetween talent and the organizationto
dramaticallyaccelerate performance improvements. It is explainedas
to how to attract, retain, manage and identify talents in the
Organization
(Subir Chowdhury, 2004)

Success in the modern economy requires the talent mind-set. The
organizationsthat are most successful in their goalsare the ones
where the system is also equivalentto talent. These star organizations
don‘t just create - they execute, compete and co-ordinate the efforts of
many different people
(Malcolm Gladwell,2002)
4.1. INTRODUCTION
CHAPTER 4. RESEARCH METHODOLOGY

ResearchMethodologyisaway to systematicallysolvethe researchproblems.Itmaybe understandasa
science of studyinghowresearchisdone scientifically.Initwe are studyinghisresearchproblemsalong
withthe logicbehindthem.Itisnecessarythe researchertoknow notonlythe researchmethodtechniques
but alsothe methodology.
4.2. DATA COLLECTION
The source of projectdependsonaccurate data. That’swhydata collectingthe appropriate data,which
differconsiderableincontextmoney,cost,time andotherresourcesatthe disposal researcher.
There are twotypesof data collectionmethodsavailable:-
1) PrimaryData CollectionMethod.
2) SecondaryData CollectionMethod.
1) Primary Data Collection Method.
Primarydata are those that are obtain by the userfor fulfilmenttheirpurpose.Ihave takenPrimaryData
throughpersonal visitof HRhead,and HR executive,of Organisation Ltd.Atall levelsandobservation
methodstoget more reliable information.
Secondary Data Collection Method.
The SecondaryData isthat whichisalreadycollectedandstoredorwe can say alreadysavedorready
data by others.Igot secondarydata fromtheirjournals,records,specimenof appraisal formetc.Andfrom
newspapersmagazines,articles,internetetcI got basicinformationof TalentManagement.Icollect
secondarydata byreferringsome specimenof companyandbyreferringsome booksandwebsitesof
companyfrominternet.

4.3. RESEARCH INSTRUMENT:-
It isdescriptive type of research.Descriptive Researchsurveyandfactfindinginquiriesof differentkind.The
majorpurpose of descriptive researchisdescriptive the state of affairs,asitexistatpresent.The main
control overthe variable;he can onlyreportwhathas to discoverthe evenwhenthere he cannotthe
variable.The methodshastoresearcherutilizedindescriptiveresearchare surveymethodsof all kind.
The other researchinstrumentwasinterview type the facultieswhoteachesengineeringsubjectinvarious
departmentsof differentorganization.
4.4. RESEARCHPLAN
The researchplanwas to go to variouseducational organizationaroundMumbai.The facultieswere
askedcertainquestionsrelatedtotalentmanagementanditsprocessinthe organization.
4.5. SAMPLE SIZE
For the research purpose the different organizations were visited and 10 facultieseach
from5 department’sresponses were taken into consideration for research purpose. Total the sample
size is 50.
4.6. ANALYSIS
The data collected was analyzed and interpreted using the MS-EXCEL.

INTRODUCTION OF DATA ANALYSIS.
The word Analysismeansthe processof breaking down a Complex set of facts into simple element
while Interpretation standsfor the explanationswhichanalyzedthe statementsandalsomake out or bring
out the meaning of creative work.
Analysis and Interpretation are done according to department wise. This analysis and
Interpretation will definitelyhelptothe organization forthe future strategies.Followingare the analysisand
Interpretation of the results.
These all analysisis imagineforInstitutes.Itis very necessary to understand the psychological tendency
of employee. Becauseit is a quietly subjective so it will slightly deviate the opinion of the employee.
There are 10 faculties in each department. Total employees are 50.
1. Electrical
2. Information Technology
3. Computer Science
CHAPTER 5. ANALYSIS OF DATA
INTERPRETATION.

4. Mechanical
5. Instrumentation
1.1.Research inElectrical Department:
Option Responses Percentage
Yes 7 70
No 3 30

INTERPRETATION: -
1. The above pie-diagram shows that 70% of faculties of Electrical
departmentare highlysatisfiedwiththe TalentManagementprocess.Hence,we cansay in Electrical
departmenttalentmanagementiseffective processforemployee aswell asorganization.
1.2. Research in InformationTechnology Department:
70%
30%
FIG.1.1. Survey in Electrical
Department
Yes No
Yes 8 80

INTERPRETATION: -
80%
20%
FIG.1.2. Survey in InformationTechnology
Department
Yes No
No 2 20

The above pie-diagramshowsthat 80% of employee of informationtechnology departmentare highly
satisfiedwiththe TalentManagementprocess, 20% are dissatisfied.Hence,we cansay I.T department,
talentmanagementiseffective processforemployee aswell asorganization.
1.3. Research in Computer Science Department:
Yes 6 60
No 4 40
60%
40%
FIG.1.3.Survey in Computer Science
Department
Highlly
Satisfied
Satisfied

INTERPRETATION: -
InComputerScience departmentwe canobserve that 60% faculties are answering‘Yes’,they
gettingexposure toshow theirtalentin organization. And40% Faculties are answering‘No’.meanshere,
more than 60% employee answering‘Yes’meansprocessof talentmanagementiseffective inthis
department.
1.4. Research in Mechanical Department:
Yes 9 90
No 1 10

INTERPRETATION: -
InMechanical departmentwe canobserve that 90% employee are answering‘Yes’,they
gettingexposure toshow theirtalentinorganization. And10% employeesare answering‘No’.means here,
department.
1.5. Research in Instrumentation Department:
90%
10%
FIG.1.4. Survey in Mechanical Department
Yes No

Yes 7 70
No 3 30
INTERPRETATION: -
InInstrumentation departmentwe canobserve that 70% employee are answering‘Yes’,they
gettingexposure toshowtheir talentin organization. And30% employeesare answering‘No’.meanshere,
department.
70%
30%
FIG.1.5. Survey in Instrumentation
Department
Yes No

Q.2. What was the Employee’s performance before implementing Talent
Management concept?
Employee’s performance before implementing Talent Management concept:
Department Good Bad
Electrical 6 4
Information
Technology
7 3
Computer
Science
6 4
Mechanical 4 5
Instrumentation
7 3

Figure No. 1.6. (Source:secondary data average performance appraisal report of
employee.)

Q.3. What is the Employee’s performance after implementing Talent Management
concept?
Employee’s performance after implementing Talent Management concept:
Department Good Bad
Electrical 8 2
I.T 9 1
Computer
science
8 2
Mechanical 7 3
Instrumentation 9 1

Figure No. 1.7. (Source:secondary data from average performance appraisal report
of employee.)
INTERPRETATION: -

In above bothdiagramwe can compare performance of all department,before implementingconceptof
talentmanagementand afterimplementingconceptof talentmanagement.We canobserve that,
performance of all departmentsisincreaseafterimplementingtalentmanagementconcept.
 It was found that the performance of the employees will improve if the proper talent in the
employee is identified and the training is given to them so that the employees can enhance
their skills, knowledge and ability of doing the job.
 These are some of the measures that should be taken into account to hire and retain talent in
the organization, to be efficient and competitive in this highly competitive world: -
Hire the Right People, Keep the Promises, Good Working Environment, Recognition of
Merit, Providing Learning Opportunities, Shielding from High Work Pressure.
 Some of the reasons for the importance of talent management are Globalization, Increased
Competition, and Increasing Knowledge.
 It was also found that how Talent Management important for an Organization:
Cost cutting, Maximum Output, Time Saving technique and Perfection increase.
 It was found that how Talent Management important for an Employee:Recruitment,
Retention, Employee development, Leadership and "high potential employee" development ,
Performance management , Workforce planning
CHAPTER 6. FINDINGS

Afterthe researchdone inthe topic“TalentManagement“in“A.C.patil college of engg.And
management“,I came to the conclusionthatthe TalentManagementplaysavital role inthe every
organization.TalentManagementwill helpthe organizationtoimprove the qualityof workdone bythe
employees.TalentManagementalsohelpthe employeetodeveloptheirskills,knowledge andabilities.
CHAPTER 7. CONCLUSION

The TalentManagementwill alsohelpthe individual employeedevelopingtheircareerin the organization
They worktogetherto promote a talentmanagementmindset,committosupportingdevelopmentasa
professionalgroup,andintegrate talentmanagementintothe dailyfabricof doingbusiness.

This questions were asked to the 10 employees of 5 departments:
Q.1. Are the employees satisfiedwiththe present Talent Management process
done in the organization?
o Yes
o No
Q.2. What was the Employee’s performance before implementing Talent
Management concept?
o Good
o Bad
Q.3. What was the Employee’s performance after implementing Talent
Management concept?
CHAPTER 7. ANNEXURE

o Good
o Bad
Bibliography
Books:
1) Human Capital Management ----- Garry Desslar (P 542)
2) Human Resource Management ---- Himalaya Publications (P 386)
3) Human Resource Management --- Oxford Higher education ( p74)
4) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)
Web Sources:
1) Oneclickhr.com
2) Weckipedia.com
3) Google.com
4) Reddiff.com
CHAPTER 8. BIBLIOGRAPHY

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