Chapter 1 Introduction

1.1

Introduction of the study Talent Management Talent management implies recognizing a person's inherent skills, traits, personality

and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training and other wasteful activities. Talent Management is beneficial to both the organization and the employees. The organization benefits from: Increased productivity and capability; a better linkage between individuals' efforts and business goals; commitment of valued employees; reduced turnover; increased bench strength and a better fit between people's jobs and skills. Employees benefit from: Higher motivation and commitment; career development; increased knowledge about and contribution to company goals; sustained motivation and job satisfaction. In these days of highly competitive world, where change is the only constant factor, it is important for an organization to develop the most important resource of all - the Human Resource. In this globalize world, it is only the Human Resource that can provide an organization the competitive edge because under the new trade agreements, technology can be easily transferred from one country to another and there is no dearth for sources of cheap finance. But it is the talented workforce that is very hard to find. Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, 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, 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 identify the future leadership of the organization, increased productivity, culture of excellence and much more. 1.2 Objectives of Study:In the current scenario of cutthroat competition, every company has to survive to satisfy its customers by providing them quality products and services. The summer training at Company, was undertaken with a view to study certain fundamental as well as the commercial and operational aspects of the company. The training involved the study of the following: PRIMARY OBJECTIVE: To study the TALENT IDENTIFICATION AND MANAGMENT in Aircel, at Shimla to suggest improvements, if any, or confirm the appropriateness of the present system. SECONDARY OBJECTIVE: 1. 2. 3. 4. To understand the necessity of talent management among employees To study the level of employee satisfaction and problem associated with Talent Management System. To study employee perception about the Talent Management System and various challenges of Talent Identification and management To give suitable Suggestions for improvement of Talent management System.

1.3

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

Knowledge, skills and competencies. Talent management (or succession management) is the ongoing process of analyzing, developing and effectively utilizing talent to meet Business needs. It involves a specific process that compares current talent in a department to the strategic business needs of that department. Results lead to the development and implementation of corresponding strategies to address any talent gaps or surpluses. Talent management for the HR Community is a priority of the HR Strategy for the HR Community. Not only does the HR Strategy support the HR Community as its own 2

professional group, but it also recognizes and will support the role human resource professionals have to help their clients become skilled, committed and accountable public servants. The implementation of a talent management process that is transparent and equitable is expected to create an environment for people to develop their skills in preparation for a range of future possibilities thereby preparing the workplace for changing roles. The goal of this process is to map the business needs of the HR Community with the potential and career development needs of our people in order to develop a comprehensive Talent Management Plan. 1.4 1. 2. 3. 4. 5. Limitations of Study:All the functions are only related with the personnel department. Limitation about the working hour of the worker in the factory. Limitation about the time and absenteeism. Company not allowing to disclose confidential information Time factor was the major limitation of this survey. Because during survey any activity of organization which is directly or indirectly related to the production process should not disturb due to survey.

1.5

Object of the project: This Talent Management Project I completed from Company Aircel for the fulfillment

of the full time course of BBA of Himachal Pradesh University for the session 2010-2013. In Company I made research on Talent Management process because company want to know that, is it talent management is really beneficial for them or not. I proved them that talent management is really beneficial for company by doing this project. I completed this project because it was a requirement of our MBA full time course. I learned various things in this project, like audit, SAP HR module, personal administration. Etc.s

Chapter - 2 Industry Profile

2.1

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

is a compound of the Greek prefix tele - meaning 'far off', and the Latin communicare, meaning 'to share'. Telecommunication is the transmission of signals over a distance for the purpose of communication. In modern times, this process almost always involves the sending of electromagnetic waves by electronic transmitters but in earlier years it may have involved the use of smoke signals, drums or semaphore. Today, telecommunication is widespread and devices that assist the process, such as the television, radio and telephone, are common in many parts of the world. There is also a vast array of networks that connect these devices, including computer networks, public telephone networks, radio networks and television networks. Computer communication across the Internet, such as e-mail and instant messaging, is just one of many examples of telecommunication. The basic elements of a telecommunication system are:

a transmitter that takes information and converts it to a signal for transmission a transmission medium over which the signal is transmitted a receiver that receives and converts the signal back into usable information Often telecommunication systems are two-way and devices act as both a transmitter

and

receiver

or

transceiver.

For

example,

mobile

phone

is

transceiver.

Telecommunication over a phone line is called point-to-point communication because it is between one transmitter and one receiver, telecommunication through radio broadcasts is called broadcast communication because it is between one powerful transmitter and numerous receivers. A collection of transmitters, receivers or transceivers that communicate with each other is known as a network. Digital networks may consist of one or more routers that route data to the correct user. An analogue network may consist of one or more switches that establish a connection between two or more users. For both types of network, a repeater may be necessary to amplify or recreate the signal when it is being transmitted over long

distances. This is to combat attenuation that can render the signal indistinguishable from noise. Indian Telecom Sector (Overview) The telecom services have been recognized the world-over as an important tool for socioeconomic development for a nation. It is one of the prime support services needed for rapid growth and modernization of various sectors of the economy. Indian telecommunication sector has undergone a major process of transformation through significant policy reforms, particularly beginning with the announcement of NTP 1994 and was subsequently reemphasized and carried forward under NTP 1999. Driven by various policy initiatives, the Indian telecom sector witnessed a complete transformation in the last decade. It has achieved a phenomenal growth during the last few years and is poised to take a big leap in the future also. Status of Telecom Sector The Indian Telecommunications network with 621 million connections (as on March 2010) is the third largest in the world. The sector is growing at a speed of 45% during the recent years. This rapid growth is possible due to various proactive and positive decisions of the Government and contribution of both by the public and the private sectors. The rapid strides in the telecom sector have been facilitated by liberal policies of the Government that provides easy market access for telecom equipment and a fair regulatory framework for offering telecom services to the Indian consumers at affordable prices. Presently, all the telecom services have been opened for private participation. Telecom Regulatory Authority of India (TRAI) The entry of private service providers brought with it the inevitable need for independent regulation. The Telecom Regulatory Authority of India (TRAI) was, thus, established with effect from 20th February 1997 by an Act of Parliament, called the Telecom Regulatory Authority of India Act, 1997, to regulate telecom services, including fixation/revision of tariffs for telecom services which were earlier vested in the Central Government. TRAIs mission is to create and nurture conditions for growth of telecommunications in the country in manner and at a pace, which will enable India to play a leading role in emerging global information society. One of the main objectives of TRAI is to provide a fair and transparent policy environment, which promotes a level playing field and facilitates fair competition. In pursuance of above objective TRAI has issued from time to time a large 5

number of regulations, orders and directives to deal with issues coming before it and provided the required direction to the evolution of Indian telecom market from a Government owned monopoly to a multi operator multi service open competitive market. The directions, orders and regulations issued cover a wide range of subjects including tariff, interconnection and quality of service as well as governance of the Authority. GROWTH OF TELECOM NETWORK (2012)

With a strong population of over 1.1 Billion, India has become one of the most dynamic and promising Telecom markets of the world. In recent times, the country has emerged as one of the fastest growing telecom markets in the world. It has third largest telecom network and the second largest wireless network in the world. NETWORK EXPANSION The total number of telephones has reached 4297.25 lakh as on March 31, 2009 as compared to 3004.92 lakh as on March 31, 2008. While 1292.33 lakh connections were added during the twelve months of 2008-09, about 108 lakh connections were added every month during the current fiscal year. The tele density, as given in the following graph, has shown a sustained increase during last few years. It increased from 26.22% in March 2008 to 36.98% in March 2009.

Tele density graph Cellular Service Providers As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and MTL are the main GSM providers in India. Reliance Communications and Tata Indicom are the main CDMA providers in India. Bharti Airtel Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, Andhra Pradesh, Gujarat, Haryana, Himachal Pradesh, Shimla, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP and West Bengal. Airtel is the No.1 cellular service provider in India using GSM technology. Airtel has 23% market share in India with a total subscriber base of 38 million.

Reliance Communications Reliance has both CDMA and GSM networks and total subscriber base of 29 million or 17% market share. It has GSM network in Assam, Bihar, Himachal Pradesh, Kolkata, North East, Madhya Pradesh, Orissa and West Bengal. Reliance has CDMA networks in other states and cities. 7

Bharat Sanchar Nigam Limited (BSNL) BSNL is a state owned telecom company which has GSM presence in almost every cities and towns. BSNL has 27 million subscribers with a market share of 16%. Tata Indicom Tata Indicom is a main CDMA provider in India with 16 million subscribers all over India. Tata Indicom has presence in almost every states and cities in India Airtel has more than 100 million subscribers and BSNL has half as much. But, BSNLs revenues was more than Airtels until now. For the first time Airtel has surpassed BSNL to become countrys number one telecom operator in terms of subscribers and revenues. There is a drop of 0.4% in BSNLs revenues when compared with the previous fiscal year. Airtel has increased its revenues by 39.8% - a very impressive growth. BSNL did not face the heat until now as the revenues werent dipping. That doesnt hold good any more and it has to buck up or revamp before it turns into an Air India. BSNL doesnt have the same kind of excuses of Air India as it operates in a lucrative telecom market. The other operator which has seen a drop in revenues is MTNL. This is in spite of all the 3G spectrum and the leg-up both BSNL and MTNL got from the government. Giving subsidies and special treatment doesnt work after all. Reliance saw a decent growth of 23.1% and its revenues are 22341 crores. It is 3rd in line. The best growth in revenues was by IDEA Cellular at 50.7%. Airtel and Reliance are the 2 India based operators to feature in the top 20 telecom operators by subscribers.

MARKET STRUCTURE OF TELECOM INDIA

Jammu & Kashmir

Divided into 22circles

Himachal Pradesh Punjab Uttar Pradesh W

4 metros 1 9circles
Market StructureFurther divided into A, B and C category based on economicparametersand revenuepotential Each circle has a licenses Four operatorsper circle are allowed Licensesare saleable
Rajasthan

Haryana

DELHI Uttar Pradesh E Bihar Madhya Pradesh West Bengal

Gujarat

Maharashtra MUMBAI Andhra Pradesh

Orissa

KOLKATA

Karnataka

METRO Circles
CHENNAI

A Circles B Circles C Circles

Tamil Nadu Kerala

Telecom in Himachal Pradesh

In our state developmental challenges are many and almost every sector needs a special attention and package to grow. Since unprecedented progress in technology has made telecom sector one of the engines of growth, we want to see this sector progress to register increasing momentum in the growth of economy on all fronts. Every one percent growth in tele-density is accompanied by 3% growth in Gross Domestic Product and sometimes this growth has been reported above 5% in some surveys conducted in developing nations. The tele-density - the number of phones per 100 of population - in fact is the very important indicator adopted for measuring the performance of this sector and in HP it has risen from a mere 2.08 in 2001-2002 to 7.76 in 2005-06. We have to bear in mind that development of the telecom infrastructure holds out a considerable promise for the development of Himachal Pradesh because of the economic benefits it will bring to state.

As far as telecommunication facilities in Himachal Pradesh state are concerned, there are over 16000 STD booths/PCOs, 366 telephone exchanges and 9 telegraph offices (CTOs/DTOs) regulating the services. The number of telephone connections has gone beyond 9 lakhs including phones of mobile segment. When this is compared with the phone level of 2001-02, it is interesting to note that there has been an addition of almost 7 lakh connections between 2001-02 and 2005-06. The mobile phones have contributed 67% to this growth. With mobile services launched only in August 2003, Himachal Pradesh state has been a late entrant into the telecom sector. Nonetheless, the teledensity of Himachal Pradesh at the end of June 2006 was reported at 11, marginally short of the national average of 13.7. we cannot ignore the fact that telecom penetration has been uneven across the urban and rural segments. While the urban tele-density of Himachal Pradesh at 39.86 compares favourably with the national average of 42.65, rural tele-density at 0.84 is much below the national average of 1.85. However it is interesting to note that the average revenue per user (ARPU) for Himachal Pradesh at Rs.440.56 is much higher than the national average of Rs.339.49. This means that growth of telecom sector in Himachal Pradesh State is not likely to be hampered by demand side constraints. Falling cost of handsets and accessories coupled with innovative tariff plans has made initial entry cost affordable and this factor is largely contributing to the growing demand of phone connections. Take the case of mobile phone. This segment of phones is vital in a state like ours. These are the primary form of telecommunication in most emerging economies as on date. In other words, mobile phones have the capacity to revolutionize even small and tiny businesses and the people associated with these businesses can improve their earnings at a faster rate. Its efficient use can save time and money and provide quicker access to information. Its no longer just something that only the rich can afford. Now, its a basic means of communication. If such type of telecom facilities is made cost effective, it can help in fuelling rapid growth all round in the State. The main constraint to growth of telecom in the state stems from the supply side (service providers). These have resulted in the limitation on the expansion of services into unreached areas of the state. Even there has been no quality improvement of existing services. The lack of proper coordination between the three mobile service providers in the state, BSNL, Airtel, and Aircel, is creating difficulties for subscribers as far as smooth connectivity is concerned. Calls between services, within services, and to landline phones are difficult to get through. It is notable that Reliance, which has a large presence in the rest of country, has yet to start its operations in the state despite having a license to do so now for the past two years. There is need to encourage competitive 10

pressures through multi-operator scenario in Himachal Pradesh. As per the existing TRAI guidelines operators are obliged to provide connectivity to other operators at points of interconnect (POI) on their respective networks. AIRTEL has reported that BSNL which owns the largest network in Himachal Pradesh has not been able to comply with this obligation. There is urgent need that authorities who matter in telecom department take cognizance of this and sort out the impasse. Let them bear in mind that interconnectivity is vital for healthy competition among service providers as it will improve the quality of service and cut down the cost. High capital and operating costs of telecom services in the state are put as major hindrances in the smooth development of the sector. The service providers also point out mountainous terrain that hinders the telecom signal thereby limiting the reach of each telecom tower.

11

Chapter - 3 Company Profile Aircel

About the company Aircel group is a mobile phone service provider in India. It offers both prepaid and postpaid GSM cellular phone coverage throughout India. Aircel is a joint venture between Maxis Communications of Malaysia and the Reddy family of Chennai. Maxis has a 74% stake in Aircel and the remaining 26% is with Sindya Securities & Investments Private Limited (Sindya Securities & Investments Private Limited is promoted by P. Dwarakanath Reddy and Suneeta Reddy (daughter of Apollo Hospitals Chairman Prathap C. Reddy))). It is Indias fifth largest GSM mobile service provider & seventh largest mobile service provider (both GSM and CDMA) with a subscriber base of over 51.83 million, as of January 31, 2012. It has a market share of 6.72% among the GSM operators in the country. As on date, Aircel is present in all 23 telecom circles (including Andhra Pradesh, Assam, Bihar & Jharkhand, Chennai, Delhi & NCR, Gujarat, Haryana, Himachal Pradesh, Jammu & Kashmir, Karnataka, Kerala, Kolkata, Madhya Pradesh, Mumbai, North East, Orissa, Punjab, Rajasthan, Rest of Maharashtra & Goa, Rest of Tamil Nadu, Rest of West Bengal, Uttar Pradesh East, Western Uttar Pradesh) as per the company plans to become a pan-India operator by 2010. Additionally, Aircel has also obtained permission from Department of Telecommunications (DoT) to provide International Long Distance (ILD) and National Long Distance (NLD) telephony services. It also has the largest service in Tamil Nadu...

12

This marks the beginning of the new world of Maxis a world beyond voice, and beyond borders Aircels current and proposed footprint is illustrated below.

13

AIRCEL IN Himachal Pradesh

AIRCEL 92.9%are targeting the unsaturated market where no other operator is present. An Aircel official admitted that they have been targeting the interior locations where the mobile connectivity has not been available. However, they denied that they have not been targeting the urban market. We are targeting the urban market, but our focus is more on connecting the rural market, the official said. In Shimla the post paid services of Aircel was launched in November-05 whereas prepaid services were launched in January-06 Product Offerings (keeps on changing from time to time) : New Subscribers: New Subscribers will need to buy a starter pack of Rs.49 and Existing Aircel Subscribers: Existing Aircel Prepaid Subscribers can recharge with recharge with Rs.248 to avail lifetime. Rs.199 and get lifetime validity. However existing Aircel lifetime subscribers will get the tariff benefit automatically. Tariff highlights (keeps on changing from time to time) : Local calls Re1/minute STD Calls Rs 2.74/minute.

Aircel gives services to its customers in 4 forms: Validity Recharge Top ups Value Vouchers Packs

The various depts. and their functions in Shimla circle are as Sales and Marketing Department Customer Service Department Technical/networking Department Commercial Department Finance Department Human Resources Department 14

 Administration Department Value Added Services When a network operators offers services using: existing customer base existing infrastructure

They add more value to the relationship between consumer and operator. Hence, these services are known as Value Added Services. Broad Classification of VAS offerings: Messaging short codes, MMS, email etc. Music mono tones, true tones, poly tones, mp3 tones, full songs, CRBT etc. Imagery wallpapers, animations, screensavers, videos etc. Games Branded, Unbranded Text based stock quotes, news etc. Doctor on call Voice station Caller ringtones

15

VALUE ADDED SERVICES PROVIDED BY AIRCEL VAS Services in Shimla includes:

Aircel pocket internet

Non-stop downloads of your favorite stars' Wallpaper, latest Polyphonic Ringtones, MP3 tones, True tones,Music Videos, Movie videos, Themes, Movie Themes and Mobile games only on Aircel pocket internet. Whats more, activating this service is free and browsing the portal is charged just @10p/10Kb. Charges: SMS sent to 121 will be Free. Browsing charges 10paisa/10 Kb Tariff Plans Service Astro Wall Papers Polyphonic Ring tone True Tones Mp3 Tones Animation Videos Themes Movie Themes Games

Rate (Rs.) 5 15 15 20 20 15 30 50 30 50 / 99 / 150

Voice Station

16

Aircel 55500 service offers you a host of never before services - from music on your mobile to tit-bits about celebrities. All you need to do is call 55500 from your Aircel mobile and follow the simple instructions to enter a world of information and entertainment. The service recognizes your voice and gives information based on the command given by you. Music Messaging and Ringtones Prayers Perform pooja from your Aircel mobile. Listen to an exhaustive collection of devotional songs like Supbrapatham, Bhajans, Amman Songs, and Gayathri & Gurbani Astrology Service You can check your horoscope for the day, by entering your birth date. Astro info is updated every day. News Get the latest news updates. Information is available across Regional, State, National and International categories. Calls to 55500 services will be charged at Rs.6/min. Conditions Apply. Sports Get the latest news and information about the happening in the sports world, like live commentary, scores, schedules etc Jokes Smile with us by listening to the jokes. We have exhaustive collection which will make you burst in laughter for sure. Call rates Rs. 6/min.

Subscription Services

17

Service News Headline + Breaking News Cricket NEWS & SCORES Jokes Alert Astro Pack Stock Alert Though Day Alerts Mehfil-Eof the

Subscription Keyword SUB NEWS SUB CRI

Send To 58000 58000

Charges Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week 18

Alerts Twice a day Ball by Ball

Time 10:30 & 16:40 9:00 13:30 13:00 10:15 & 13:00 & 17:00 9:30 13:00 & 14:55 11:15 & 14:00 13:45 17:30 15:20 10:00 & 14:45 14:50 7:30 12:30 13:45 7:00

SUB JOKES 58000 SUB ASTRO 58000 <SUNSIGN> SUB STOCK SUB THO 58000 58000

update Once a Day Once a Day Thrice a Day Once a Day Twice A day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day

SUB SHAYARI 58000 Timepass/Shayari Love Express SUB LOVE 58000 Beauty Tips Alerts SUB BTIP 58000 Health Tips Alerts SUB HTIP 58000 Receipe Tips SUB RTIP 58000 Alerts Fun Unlimited SUB FUN 58000 Alerts Regional News SUB RNEWS 58000 Alerts Ayurvedic Tips SUB ATIP 58000 Alerts Amazing Facts SUB AF 58000 Alerts SUM NUM1 TO Numerlogy Alerts 58000 NUM9 Guru Granth SUB GURU 58000

Sahib Alerts Geeta Shloakas SUB Geeta Holy Bible Alerts SUB BIBLE Quran Alerts SUB QUR Ram Charit SUB RAM Manas Alerts Friendship SUB FRIENDS Messages Alerts Career Guru Pack SUB CG Fundoo Pack SUB FNP Super Sports SUB SSP Pack Word-a-Day SUB WORD Bihar News SUB NEWSBH News - Bengal SUB NEWSBN News - Kerela SUB NEWSKER News - Karnataka SUB NEWSKK News SUB NEWSMAH Maharashtra News - NCR SUB NEWSNCR News - North East SUB NEWSNE News - Punjab SUB NEWSPUN News - Rajasthan SUB NEWSRAJ News - TN SUB NEWSTN News - UP SUB NEWSUP News - Gujarat SUB NEWSGJ News - AP SUB NEWSAP News - Himachal SUB NEWSJK Pradesh Aduilt Jokes SUB AJ Subscription Services:-

58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000 58000

Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week

Once a Day Once a Day Once a Day Once a Day Once a Day

6:40 6:40 8:45 8:45 14:00 10:00 & 14:00 11:00 & 16:00 10:00 & 15:00 9:35 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 11:40 12:40 10:00

Rs 7/week Twice a day Rs.30/month Twice a day Rs.30/month Twice a day Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Rs 7/week Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day Once a Day

To unsubscribe from any of the services please contact Aircel Customer Care. SMS Charges to 58000: Rs.3/SMS

Missed call alerts 19

Want to know who called you when your mobile was switched off or out of coverage area? Just subscribe to the Aircel Missed Call Alerts service (MCA). There are two simple ways of doing it. After subscribing to the monthly service, you will receive alerts on your mobile for all the missed calls at no extra cost. Pay as you use option You also have the option of not subscribing to the service. In this option you can get the missed call alerts for the every request you send. SMS Charges to 5899903: Rs. 3/SMS

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

listen to latest tunes. Dial 56565, Registration Rs.30/month, call Rs.6/min & Rs.15/song.. Song validity is for a period of 90 days. Dialer tune is a special service through which the calling party can hear a song or music instead of the default "Tring Tring" tune. In order to get the Dialer service activated the subscriber has to register with the Dialer Tune service by calling 56565 and follow the instructions played by IVR. Once the user has registered for DIALER TUNE service the calling party will hear the song instead of the default ringing tune ("Tring Tring"). Subscriber will be confirmed with an SMS message of service activation. To change the selected song or to dedicate a special song to another user the subscriber has to call 56565 and follow the instructions which will play by IVR, While selecting the song it will play, whether to dedicate to all or a particular number. Through this the subscriber can dedicate a specific song for a specific subscriber.. Whenever this subscriber calls, he or she will get to hear the special song dedicated to the calling number. Select a new song and either assigns the song for all the callers or to particular caller so that the previous song will be replaced with the newly selected song. Subscriber will be confirmed with an SMS message of song change. The user can deregister from the DIALER TUNE service by calling the short code 56565 and follow the instructions played by IVR. Select the account details or profile 20

management

and

can

do

deregistration

of

single

number

or

all.

Once the subscriber is unregistered the calling party will not hear the song anymore and only the default "tring tring" will be played. The User can also unsubscribe from this service, by calling Aircel Customer care at 9858012345 or 121 from local Aircel numbeThe user can remove the song dedicated for a particular subscriber by calling 56565 at Rs.6/Min and follow the instructions played by IVR. Select the account details or profile management and can do deregistration of a single number. After removing the dedicated song the particular subscriber will hear the default song selected for all.. Live Astrology Astrology service on short code 55315 is a voice based LIVE SERVICE, where AIRCEL customers can call at Rs. 9/min and talk to formally trained & experienced ASTROLOGERS. Details of charges: Live Astrology service on 55315 Rs. 9/min (60 second pulse Doctor On call Doctor-on-call' provides access to quality medical advice from the comfort of your home/ office. Gets instant advice on medical/ health and wellness queries from a panel of doctors specializing in various fields. Details of charges : Doctor on Call service on 54887 Rs. 9/min (60 second pulse).

21

Chapter 4 Review of Literature & Research Methodology

4.1

Talent Management V/s Traditional HR Approach Traditional HR systems approach people development from the perspective of

developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNA of an organization and also of individual potential. D N A Point of Departure Navigation Point of Arrival

In fact, the following appropriately describes the role of talent management: Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals aligning individual values and vision with organizational values and vision. Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation. Assessment of talent to profile the level of capacities and set of competencies possessed within the organization. Enhancing capacities to learn, think relate and act through development initiatives. Individual growth to meet and accept varied incremental and transformational roles in an overall scenario of acknowledged need for change. Gap analysis and identification of development path helping individuals realize their full potential through learning & dev. Developed individuals enabling breakthrough performance 4.2 Understanding Talent 22

The idea of developing talent is not a new concept in any business. In fact every successful company that has 'stood the test of time' has done so, Because of their ability to attract, retain and get the best out of their talent. Today we read of a 'war for talent. This has emerged, not because companies have forgotten about talent, or allowed it drop off of the radar but, because in some fundamental ways, the talent has changed. We have a new kind of young person entering the business world, with a very different world view, set of values, priorities and goals. Focus 1: Attracting and recruiting Talent: In order to effectively attract and recruit talented employees you need to understand what talent is looking for in a career and how they will view your business in terms of fitting in with their needs. Your approach to each one of your potential recruits needs to be altered to suit that they are. By examining this through the perspectives of the different generations, we are able to look at their attitudes to work what kind of career, organization and benefits they are looking for and know what kind of techniques will ensure that your recruitment process is successful in each generational context. This focus unit looks at the following: attitudes to work career goals views on organizations and how they are currently run what benefits each generation is looking for Techniques to attract the different generations: what will make your organization stand out? Techniques to recruit the different generations: how should the job offer be presented? Retaining and developing Talent In order to effectively retain and develop Talent you need to understand what the generations are looking in a future career and in an organization. Your approach to each one of your employees needs to be altered to fit individual goals and personal needs.

Focus 2:

This focus unit looks at the following: 23

work ethics and values career planning work environments and culture benefits and reward systems ways of motivating Managing Talent An in depth look at how the generations internalize authority will enable you to

Focus 3:

adjust your management style to fit in with who they are. We are able to look at the attitudes of the different generations to leadership and management; what kind of 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:attitudes to authority management styles for the different generations including conflict management leadership styles used by the different generations specific techniques to help you manage different generations including communication and feedback preferences coaching and mentoring preferences including The role of coach The coaching process How to plan for and create conversations

Research Methodology Research Methodology is a way to systematically solve the research problems. It may be understand as a science of studying how research is done scientifically. In it we are studying his research problems along with the logic behind them. It is necessary the researcher to know not only the research method techniques but also the methodology. Types of Research:It is descriptive type of research. Descriptive Research survey and fact finding inquiries of different kind. The major purpose of descriptive research is descriptive the state 24

of affairs, as it exist at present. The main control over the variable; he can only report what has to discover the even when there he cannot the variable. The methods has to researcher utilized in descriptive research are survey methods of all kind. Data Source:The source of project depends on accurate data. Thats why data collecting the appropriate data, which differ considerable in context money, cost, time and other resources at the disposal researcher. There are two types of data collection methods available:1) 2) Primary Data Collection Method. Secondary Data Collection Method.

4.3 1)

Primary And Secondary data Primary Data Collection Method. Primary data are those that are obtain by the user for fulfillment their purpose. I have

taken Primary Data through personal visit of HR head, and HR executive, of Company Ltd. At all levels and observation methods to get more reliable information. data helped me to justify the statements that have made in this project. 2) Secondary Data Collection Method. The Secondary Data is that which is already collected and stored or we can say already saved or ready data by others. I got secondary data from their journals, records, specimen of appraisal form etc. And from newspapers magazines, articles, internet etc I got basic information of Talent Management. I collect secondary data by referring some specimen of company and by referring some books and web sites of company from internet. 4.4 Statement of Hypothesis Hypotheses are the essential assumptions which the researcher formulates about the possible causes, findings and ultimate output of the issue in under research. Under hypotheses mere assumptions or suppositions are made which are to be proved or disproved. For researcher it is a formal question that he intends to resolve. A hypotheses consist either of a suggested explanation for a phenomenon or of a reasoned proposal I also collected primary data by filled, Yes or No format questionnaire by the employee of Company. This

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suggesting a possible correlation between multiple phenomenon. The assumptions be true or false are to be proved through the completion of project.

The hypotheses for this project are as follows: Null Hypothesis: Employee taking benefits from Talent Management System Employee can retain successfully for the benefit of organization Employees performance increased by talent management Employee turnover of organization affected by Talent Management Procedure

Alternate Hypothesis: Employee are not able to take benefits from Talent Management System Employee can not retain successfully for the benefit of organization Employees performance can not increased by talent management. Talent Management is not affecting on employee turnover of organization

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Chapter 5 Introduction of Talent Management.

5.1 Meaning Definition With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. These people build and drive the knowledge assets of a corporation, the value of which has been established to be many times more than the tangibles. The capacity of an organization to hire, develop and retain talent is therefore the most crucial business process and priority on the CEOs agenda. The 1990s ended with a call-to-arms to fight the war for talent. While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums & concerns with global security; the rear battle to attract, motivate, development & retain talent is going to heat up considerably. A looming demographic time-bomb will make Talent Management a priority for organizations. A host of issues like: loss of human capital, talent shortages, ageism, and cultural clash has made acquiring & managing talent difficult. Talent Management describes the process through which employers of all kinds Firms, Govt., and Non-profit organizations anticipate their human capital needs & set about meeting them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS into the RIGHT JOBS. It is a professional term, also known as Human Capital Management that refers to the process of developing & fostering new workers through on boarding, developing & keeping current workers & attracting highly skilled workers to work for your company. Companies that are engaged in Talent Management are strategic & deliberate in how they recruit, manage asses, develop & maintain an organizations most important resource its PEOPLE. This term also incorporates how companies drive performance at the individual level. Decisions about Talent Management shape the competencies that organizations have & their ultimate success; & from the perspectives of individuals, these decisions determine the path & pace of careers. We may thus understand that this term is usually associated with competency based HRM practices. Talent Management decisions are often driven by a set of 27

organizational core competencies as well as position specific competencies. The competency set may include knowledge, skills, experience & personal traits. 5.2 Human Capital Management Companies that engage in talent management (Human Capital Management) are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. Research done on the value of such systems implemented within companies consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention. Since the initial hiring process is so expensive to a company, it is important to 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 employees potential, meaning an employees future performance, if given the proper development of skills. The major aspects of talent management practiced within an organization must consistently include. performance management leadership development workforce planning/identifying talent gaps recruiting This term of talent management is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to job performance in many countries, and unethical within organizations). 28

Chapter 6 Talent Management.

6.1 Meaning and Definition Talent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training and other wasteful activities. Talent Management is beneficial to both the organization and the employees. The organization benefits from: Increased productivity and capability; a better linkage between individuals' efforts and business goals; commitment of valued employees; reduced turnover; increased bench strength and a better fit between people's jobs and skills. Employees benefit from: Higher motivation and commitment; career development; increased knowledge about and contribution to company goals; sustained motivation and job satisfaction. In these days of highly competitive world, where change is the only constant factor, it is important for an organization to develop the most important resource of all - the Human Resource. In this globalize world, it is only the Human Resource that can provide an organization the competitive edge because under the new trade agreements, technology can be easily transferred from one country to another and there is no dearth for sources of cheap finance. But it is the talented workforce that is very hard to find. The biggest problem is how to retain the present workforce and stop them from quitting Importance First, let us look at some of the reasons for the importance of talent management.

Globalization:
Now for any jobseeker the whole world is the potential place to find employment. One can know the opportunities available in any part of the world easily and the number of talent seekers has also increased.

Increased Competition:

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Increased competition in the market place has necessitated the need for consistently good performance on the side of organizations. These have made the companies to put in all efforts to hire and retain the best talent in the respective field of operation.

Increasing Knowledge:
The knowledge era has necessitated the retaining of those talents which have the ability to assimilate new technologies and knowledge, which are growing at a pace never seen before. How Talent Management important for an Organization: 1) Cost cutting: One experienced & skilled employee can replace instead of two or more Organization can save hundreds of thousands of dollars. 2) Maximum Output Organization can make maximum out put in minimum resources. 3) Time Saving technique It is a time saving technique. Because for every job a skilled person can place. helpful to complete job in minimum time. 4) Perfection increase Due to skilled employee Perfection in work is increase. There is low probability of mistakes. How Talent Management important for an Employee: Its employees.

Recruitment
Its ensuring that right people are attracted to the organization, due to providing exposure for there skills.

Retention
Developing and implementing practices that reward and support employees.

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 Employee development
Ensuring continuous informal and formal learning and development.

Leadership and "high potential employee" development

Specific development programs for existing and future leaders.

Performance management
Specific processes that nurture and support performance, including feedback / measurement.

Workforce planning
Planning for business and general changes, including the older workforce and current/future skills shortages. Culture Development of a positive, progressive and high performance "way of operating". 6.2 The Challenge The challenge of talent management has two faces. First is how to find new 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 organizations values and norms. If we scan the environment, we find there is a shortage of skilled workforce that can be employed. Some of the possible reasons that have led to the shortage are: Demographic Constraints: This is a common problem faced by many of the developed countries, where a large chunk of its population is nearing the age of retirement or is over 50 years. USA, Germany 31

and Japan are facing the same problem. All these countries will see a decline in their workforce and talent. In the coming years, they will see a great shortage in their skilled professionals.

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

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in one place. People need to move on for one reason or another, and the organization stands to lose. Let us look at some of the reasons behind the massive attrition rates: 1. Gap between organizational values and goals and the personal values and goals is one of the major reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and inevitably, the organization would lose out on a talented employee. 2. Working environment is another major factor. Employees in the knowledge era demand creative and a democratic work environment. Failure on the part of the management to provide such an environment will result in a talented employee leaving the organization. 3. The competitive world has made sure that there is high work pressure on the employees of any organization. This has led to psychological problems like stress, and in extreme situations, total burnouts. It also leads to other health related problems. 4. Movement for higher salary is also common among the younger professionals. There is no shortage for organizations who are looking for talented employees and who are ready to shell out a hefty salary for a talented person. Other lures like better job opportunities, higher posts and overseas assignments are also major factors in the attrition rates. 5. Not taking proper care during the recruitment and selection process and not taking proper care to fit the right person to the right job also breeds dissatisfaction among the employees. 6. Bad or opaque policies from management on issues of succession planning and promotion, appointments for senior positions also is a major factor which makes the organization lose out on the talented employees. 7. The professionals have different aspirations at different times of their career. During the initial years, they have good salary and foreign assignments. Next on the list is working on cutting edge technology. More seasoned professionals look for learning opportunities. So employees tend to move to those organizations which provide them with means to fulfill their aspirations. Retaining the present employees is of the foremost importance to the organizations because; the company would have already incurred heavy costs in the form of training and

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development. Now if the organization has to look for a replacement for the employee who has left, it involves a lot of costs like - hiring costs, training costs and the induction costs. Also it takes some time for the new employee to adjust to the new work environment. During this time the productivity of the employee will be low. The HR department will have to fit the new employee into a proper role in the organization. Apart from causing the company a monetary loss and breaks in their day-to-day operations, attrition contributes to knowledge transfer, which is a great loss and adversely affects business. 6.3 How to Manage the TALENT? It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time that business leaders elevate management of talent to a burning corporate priority. It is not a walk in the park for the talent market. Quality people are no longer available in plenty, easily replaceable and relatively inexpensive. These are some of the measures that should be taken into account to hire and retain talent in the organization, to be efficient and competitive in this highly competitive world: Hire the Right People: Proper care must be taken while hiring the people itself. It would be beneficial for an organization to recruit young people and nurture them, than to substitute by hiring from other organizations. Questions to be asked at this stage are: Whether the person has the requisite skills needed for the job? Whether the person's values and goals match with those of organizations? In short, care must be taken to fit the right person to the right job. Keep the Promises: Good talent cannot be motivated by fake platitudes, half-truths and broken promises. Unfulfilled expectations can breed dissatisfaction among the employees and make them either leave the organization or work below their productive level. Promises made during the hiring stage must be kept to build loyalty among the employees, so that they are satisfied and work to their fullest capability. Good Working Environment: It has to be accepted by the organizations that highly talented persons make their own rules. They have to be provided with a democratic and a stimulating work environment. The organizational rules must be flexible enough to provide them with freedom to carry out their

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part of task to their liking, as long as the task is achieved. Opportunities should also be provided to the employees to achieve their personal goals. Recognition of Merit: It is highly motivating for any person if his talent is recognized and is suitably rewarded. One way is providing them with salary commensurate with their performance. Promotions and incentives based on performance are another way of doing it. Another way is by providing them with challenging projects. This will achieve two objectives - it makes employee feel that he is considered important (a highly motivating factor) and gets the work done in an efficient manner and brings out the best in the employee. Providing Learning Opportunities: Employees must be provided with continuous learning opportunities on and off work field through management development programs and distance learning programs. This will also benefit the organization in the form of highly talented workforce. Shielding from High Work Pressure: If an organization has to make the most of the available talent, they should be provided with adequate time to relax, so that they can did-stress themselves. It is very important to provide them with holidays and all-expenses-paid trips, so that they can come back refreshed to work and with increased energy. They must also be encouraged to pursue their interests which are also a good way of reducing work environment stress. Recreation clubs, entertain programs, fun activities with in the work area will also reduce the work life stress of the employees and develop camaraderie among the workers and result in a good working environment. TALENT & PERFORMANCE Organizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving individual and organizational vision. Talent manifests into performance as follows:

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Talent + Vision/Mission/Strategy + Skills & Competencies + Role & structure + Opportunity + Encouragement & Recognition + Training & Development + Coaching + Action Plan & Goals + Resources

Thus the domain of talent management focuses not only on development of individuals intrinsic capacities, but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance. The New HR Mission and Talent Management Processes Many challenging workforce issues confront HR, including:

Heightened competition for skilled workers. Impending retirement of the baby boomers. Low levels of employee engagement. 36

Acknowledgement of the high cost of turnover. Arduous demands of managing global workforces. Importance of succession planning. Off shoring and outsourcing trends. This requires new thinking and a new mission to achieve business success. These

factorscoupled with the need to align people directly with corporate goalsare forcing HR to evolve from policy creation, cost reduction, process efficiency, and risk management to driving a new talent mindset in the organization. One important distinction is the evolution of the difference between tactical HR and strategic talent management. Transactional HR activities are administrative overhead. Talent management is a continuous process that delivers the optimal workforce for your business. In this new modelinstead of being the owners of processes, forms, and compliance HR becomes the strategic enabler of talent management processes that empower managers and employees while creating business value. With this view, talent management may be defined as the implementation of integrated strategies or systems designed to improve processes for recruiting, developing and retaining people with the required skills and aptitude to meet current and future organizational needs. Anecdotally, talent management is often defined as performance management, 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. Taleos graphical representation emphasizes the mandate of talent management to respond to business goals and consequently be the driver of business performance. Talent management is depicted as a circularnot a linearset of activities. 6.4 Why Talent Management? Workforce cost is the largest category of spend for most organizations. Automation and analysis of your recruiting and hiring processes provides the immediate workforce visibility and insights you need to significantly improve your bottom line. Performance management provides the ongoing processes and practices to maintain a stellar workforce.

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Today, many organizations are struggling with silos of HR processes and technologies. The future of talent management is embodied in solutions designed from the ground up to provide business-centric functionality on a unified talent management platform. Since nearly all competitive business factors have become commoditized, talent is what ultimately drives business success and creates value. Leading organizations rely on Taleo solutions and services to assess, acquire, develop, and align talent with business objectives while significantly reducing process costs, improving quality of hire, reducing risk, and achieving higher levels of performance. Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of successful talent management practices:

The key enabler of any organization is talent. The quality of your people is your last true competitive differentiator. Talent drives performance.

Talent management requires strong executive support, along with systems and processes all directed towards having the right talent doing the right work at the right time. Thats when talent truly drives higher business performance. Indirect implementation of Talent Management in Company Ltd., Nasik Works. By following Steps: Performance appraisal

Career Planning

Succession Planning

Training and Development

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Chapter : 7 Performance Appraisals

7.1

Performance Appraisal

Meaning: - Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job demands. Often the term is confused with effort, but performance is always measured in terms of results and not efforts. Need of Performance Appraisal: Performance appraisal is needed in order to: 1. Provides information about the performance ranks, basing on which decision regarding salary fixation, confirmation, promotion, transfer and demotion are taken. 2. Provide feedback information about the level of achievement and behavior of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary. 3. Provide information, which helps to counsel the subordinate. 4. Provide information to diagnose deficiency in employee regarding skill, knowledge, determine training and developmental needs and to prescribe the means for employee growth provides information for correcting placement. 5. To prevent grievances and in disciplinary activities. Purpose Performance appraisal aims at attaining the different purpose. They are: 1. 2. 3. 4. 5. To create and maintain a satisfactory level of performance. To contribute to the employee growth and development through training self and management development programs. To help the superiors to have a proper understanding about their subordinates. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance. 39

6. 7. 8.

To facilitate for testing and validating selection tests, interview techniques through comparing their scores with performance appraisal ranks. To provide information for making decisions regarding lat off, retrenchment etc. To ensure organizational effective through correcting employee for standard and improved performance, and suggesting the change in employee behavior.

7.2

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

Modern Methods and result Oriented Appraisal: a) The Traditional Methods consists of Graphic Rating Scales, Ranking Method, Paired comparison Method, Forced Distribution Method, Checklist method, Essay or free from APPRAISAL, Group Appraisal and confidential Report. b) Modern Methods of evaluating performance appraisal are Behaviorally Anchored Rating Scales, Assessment Center, Human Resource Accounting, Management by objectives, Psychology Appraisal. Uses of Performance Appraisals: Performance Improvement: Performance feedback allows the employee, manager, and personnel specialists to intervene with appropriate actions to improve performance. Compensation Adjustments; Performance evaluations help decision-makers determine who should receive pay raises. Many firms grant part or all of their pay increases and bonuses based upon merit, which is determined mostly through performance appraisals. Placement Decisions: Promotions, transfers, and demotions are usually based on past or anticipated performance. Often promotions are a reward for past performance. Training and Development; Poor performance may indicate the need for retraining. Likewise, good performance may indicate untapped potential that should be developed. Career Planning and Development: Performance feedback guides career decisions about specific career paths one should investigate. Staffing Process Deficiencies: Good and Bad performance implies strength or weakness in the personnel departments staffing procedures. Informational Inaccuracies: Poor performance may indicate errors in job analysis information, human resource plans, or other parts of the personnel management 40

information system. Reliance on inaccurate information may have led to inappropriate hiring, training, or counseling decisions. Job Design Errors: Poor performance may be a symptom of ill-conceived job designs. Appraisals help diagnose these errors. Equal Employment Opportunity: Accurate performance appraisals that actually measure job related performance ensure that internal placement decisions discriminatory. External Challenges: Sometimes performance is influenced by factor outside the work environment, such as family, financial, health, or other personal matters. If uncovered through appraisals, the human resource department may be to provide assistance. Feedback to Human Resources: Good/bad Performance throughout the organization indicates how well the human resource function is performing. Traditional and modern Methods of Performance Appraisal are not

METHODS OF PERFORMANCE APPRAISAL

Traditional methods
1) Graphic rating scales 2) Ranking Method 3) Paired comparison method 4) Forced distribution method 5) Checklist methods a) Simple Checklist b) Weighted checklist c) Critical incident method 6) Essay from appraisal

Modern Methods
1) Behaviorally anchored rating scales 2) Assessment centers 3) Human Asset accounting method 4) Management by Objectives method 5) 360 Performance appraisal method

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7.3

How implement performance appraisal.

Introduction Now a days Performance appraise is very important from company point of view. It is use to take various managerial decision. E.g. decision regarding employees increment or decision regarding employees future career planning etc. In Company they use Grading and Ranking method to appraise performance of there employee. Who Appraise Performance appraise by Head of the department or from the superior. They did not conduct performance appraisal on officers level it conduct only on officers basis. In Company Performance is appraising by head of the department, Supervisor, manager, etc. Process: Head of the department submit one copy of performance appraisal to HR Department and discuss with the employee whose performance is down. One copy of performance appraisal report is attached to that employees personnel file as a record. If that employees performance is going down then head of the department can talk with that employee regarding increase performance. Even Hr Manager also should talk with that employee to know his problem and HR Manager should motivate that employee to increase performance. Employees increment is depend upon there performance. Head of the department or HR manager may stop increment of employee regarding low performance. General use of performance report in Any Company: Need of training. Head of the department or HR manager can decide whether employee needs training for good performance or not. Career Planning. Career planning generally use to retain skilled employee. They can find out skilled employee for skilled employees career planning from performance appraisal report.

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Succession planning: From performance appraisal Report Company can select candidate to make succession planning. Benefits of employee to company Companys employee are companys asset, it is helpful to calculate that companys employee how much give returns to company. Or which employee is beneficial for company and which is not beneficial.

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Chapter 8 Career Planning

8.1

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

Introduction Flippo, career is a sequence of separate but related work activitys that provides continuity, order and meaning in a persons life. Definition: Edwin Flippo define a career as a sequence of separate but related work activities Wreather and Davis defined various terms of career planning as given below: A career path is the sequential pattern of jobs that form a career (as per figure). Career Planning is the process by which one selects career goals and the path to these goals. Career development is these personal improvements one undertakes to achieve a personal career plan. Career management is the process of designing and implementing goals, plan and that provides continuity, order and meaning in a persons life.

strategies to enable the organization to satisfy employee needs while allowing individuals to achieve their career goals. Life and career Stages Human resource managers must understand the issues that individuals face throughout their careers. A study of career development theories, life development theories and interrelationship among career stages and life stages will provide and understanding of the issues that the individual face. Career and life stages are closely related as both are linked to age and cultural norms.

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Need for career planning Career planning is necessary due to following reasons 1) Attract competent person To retain the competent person or to attract them company need career planning, because this kind of person are companys asset. Competitors can try to hire this person so, company always try to retain these person. 2) Provide suitable promotional opportunities To give exposure for employees knowledge and talent, Career planning is important. 3) Training for future challenges Enable employee to develop and make them ready to meet the future challenges. 4) Reduce job dissatisfaction It helps to increase job satisfaction for employee. When employee get exposure to show skill and when he learn more from job profile at that time job satisfaction automatically increase. 5) Improve motivation and morale Career Planning is useful to improve motivation and morale of employees. 8.2 Process of Career Planning. a) Analysis of individual skills, knowledge, abilities, aptitudes etc. b) Analysis of career opportunities both within and outside of organization. c) Analysis of career demand on the incumbent of skills, knowledge, abilities, aptitude, etc., and in terms of qualifications, experience and training received etc. d) Relating specific ob to different career opportunities. e) Establishment of realistic goals both short term and long term. f) Formulating career strategy covering areas of change and adjustment. g) Preparing and implementing action plan including acquiring resources for achieving goals.

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Advantage of Career planning and development For individuals 1) 2) 3) 4) 5) 6) 7) 8) It helps to the individuals to have the knowledge of various career opportunities, his prioritys etc. It helps to select career which is suitable for his life styles, preferences, family environment, scope for self-development etc. It helps the organization identify internal employees who can be promoted. Internal promotions, up-gradations and transfers motivate the employees; boost up their morale and also satisfaction. Increase job satisfactions enhance employee commitment and create a sense of belongingness and loyalty to the organization. Employee will await his turn of promotion rather than changing to another organization. It helps to improve employee performance on the job by taping their potential abilities and further employee growth. It satisfied employee esteem needs.

For organization 1) The efficient policies and practices improve the organizations ability to attract and retain highly skilled and talent employees. 2) A proper Career Planning ensures that the woman and people who belongs to the backward communities get opportunities for growth and development 3) It continuously tries to satisfy the employee expectations and such as minimizes employee frustrations. 4) By attracting and retaining the people from different cultures, enhances cultural diversity. 5) Protecting employees interest result s in promoting organizational good will. 8.3 Implementation of Career Planning Career Planning is generally done by every organization. But method of career planning can differ. Career planning for companys employee, as follows:

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Activity for Career Planning: Training and development: Most of the time company can try to retain the skilled employee, therefore company provide various type of knowledge or training, for company benefits as well as employee. Transfer department to department or unit to unit If any employee would like to work in specific department or unit for his skilled work and if it will beneficial for company then its also part of career planning. Promotion In career planning, promotion is also a one part. To retain the skilled employee. Company makes promotion of this kind of employee. Career planning at Officers levels: For career planning company refer report of Performance appraisal, from that report they sort out an employee whose performance is above expectations. For this kind of employee they conduct career planning to retain that particular employee. Analyze skill of worker: They analyze skill of worker by performance appraisals report, and then they decide career planning of employee. Transfer of worker: They search about interest of employees in his work profile. And then they decide whether transfer of worker is suitable or not. Or change in work profile is suitable or not. Promotion: They decide about employees promotion if required and his training. They analyses whether training is required for employee or not. As per the need of organization HR head make his career planning for promotion. Use of performance appraisal report:

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By Performance appraisal report, company can decide whether that employee should promote or not. They can study about employees job satisfaction, his job skills, his talent etc. Job enrichment Most of the time company checks job enrichment of employee, to check capacity of work within a given time as well as their skills also. Job enrichment is helpful to increase skills in employee. 8.4 Succession Planning Introduction Success, growth and survival are the most important responsibilities of the top management of the organization. Succession planning is the activity connected with the succession of incumbents to fill the key positions in the organizations hierarchy as and when a vacancy arises. Succession planning focus on identification of vacancies and locating the probable successor. It provides the succession chart in respect of a particular position. The succession planning ensures the availability of the right kind of the management staff at the right time and in the right position in order to provide for continued organizational vitality and strength. What is Succession Planning? Succession planning is the systematic identification and professional development of internal talent. Its goal is to cultivate internal human capital in preparation for assuming leadership roles and other key positions that may become vacant due to retirement, expected or unexpected separations. For Succession planning for management staffing plans are required to be developed properly on an individual basis for all anticipated needs in the immediate year a head and also for key positions. The business plans must be reviewed to determine there effects on managerial needs. Succession planning is one of the important functions of the top management. In fact the direct responsibilities of the chief executive and the top management group. For Example: Suppose, Mr. A will retire within some days, from the post of Production Manager Then HR manager should place right person who will able to carry liability of that post. For selection of right person as well as to give idea about job to candidate, mostly HR Manager prepare planning, like: HR Manager will place candidate under supervision of Mr. A to learn 48

difficult things of job, or he will give training to that candidate or he will search a candidate who already have idea about job profile of Production Manager, i.e. Succession planning. In short when any employee or candidates leave job, HR manager should prepare plan to place correct candidate on that post. What is need for succession planning: To make succession planning following points are important. 1) Job Information 2) Job analysis 3) Job profile 4) Qualification and Experience define. Etc. 5) Availability of candidate 6) Analysis of Selection process

Benefits of Succession planning: 1) Facilitates communication & knowledge management 2) Uninterrupted work productivity 3) Leadership continuity 4) Custom designed training programs 5) Candidate can understand job easily. Challenges of Effective Succession Planning Successful succession planning, as we've seen, is an ongoing and complex endeavor that is necessarily broad in scope. It therefore presents significant barriers to both implementation and long-term maintenance. Here are some of the more challenging obstacles:

MULTIPLE OWNERS: Traditionally, HR has been considered owner of the succession planning process, but

meaningful success really requires a genuine sense of ownership and commitment at many levels of the organization. While HR may be best positioned to oversee the process, it can never fully know or evaluate every process participant the way managers and supervisors can.

NUMBER OF POSITIONS: 49

All but the smallest of organizations have a substantial number of positions critical to long-term performance, whether these involve leadership skills or technical expertise that would be difficult to quickly replace. Comprehensive succession planning must incorporate all such positions; yet, as the number of positions grows so too does the administrative burden.

STRATEGIC ALIGNMENT: Succession plans need to reflect long-term organizational goals and strategies.

Companies must give thoughtful consideration not only to the plan's design and implementation, but also to sustaining the process over time. As strategies and goals shift, so too must the plan if the organization is to recruit and develop the workforce its future success will require.

ORGANIZATIONAL COMPLEXITY: Conglomerate, geographically dispersed, multi-industry, and other complex

organizational forms significantly increase the challenge of succession planning. Often, higher-level positions require well-designed cross training to inculcate the unique knowledge and skills success in the organization requires.

ORGANIZATIONAL CHANGE: As companies evolve in response to marketplace threats and opportunities, the skills,

talents, and expertise they will need to thrive evolve, as well.

EFFECTIVENESS & EFFICIENCY: The larger and more complex an organization, the more challenging it is to maintain an

effective and efficient succession planning process. Yet, by definition, the best process is the one that enables the firm to identify the best candidate in least amount of time and at the lowest cost. Having this process in place is vital to the success of the organization because the individuals identified in the plan will eventually be responsible for ensuring the company is able to tackle future challenges. These 'high potential' candidates must be carefully selected and then provided training and development that gives them skills and competencies needed for tomorrow's business environment. Another reason its important is because these high potentials will one day become the leaders of the Company. This is why their development needs to incorporate a broad range of 50

learning opportunities in your organization. The individuals should also be exposed to as much of the working environment as possible so that they gain a good understanding of what the company requires to remain successful. 8.5 Implementation of Succession Planning: Succession panning is the planning to place a person on another employees place who will retire after one or two year. Succession planning is conduct in every organization. It is a part of Career planning. Officers level: At officers level Succession planning conduct by following methods. Personal meeting Head of the department take the personnel meeting with the employee who is going to retire because he wants to know that employees opinion about to place new right candidate on his place. Employee dialogue: Employee dialogue is a dialogue between employee (who will go to retire) and head of the department, regarding place new candidate at his post, which have ability to fulfill requirements of job.

Opinion of subordinate: The head of the department should consider the opinion of other staff or subordinate also. Employee assessment centre Introduction This method was first applied in Germany Army in 1930. Later business and industrial houses started using this method. This is not a technique of a performance appraisal by itself. In fact it is a system or organization, where assessment of several individuals is done by various experts by using various techniques. In these approach, individual from various department are bought together to spend two or three days, working on an individual or group assignment similar to the ones they would be handling when promoted. Observers rank the performance of each and every 51

participant in order of merit. Since assessment centre are basically meant for evaluating the potential of candidates to be consider for promotion, training and development, they offer an excellent means for a conducting evaluation process in an objective way. All assess get an equal opportunity to show their talent and capabilities and secure promotion based on merit. Since the evaluators know the position requirements intimately and are trained to perform the evaluation process in an objective manner, the performance rating may find favor with majority of the employees. A considerable amount of research evidence is available to support the contention that people chosen by this method prove better than those chosen by other methods. The centre enable working in a low status department to compete with people from well-known departments and enlarge there promotional chances. Such opportunities, when created on regular basis, will go a long way in improving the morale of promising candidates working in less important positions. Employee assessment centre: Employee assessment is a committee of a Psychiatrist, advocate, consultant etc. there are 3 to 5 people on the committee. They give a one task to the employee and he should complete that task within a given time e.g. Give a presentation on specific topic within half an hour. Work of the Committee: Mainly committee observes how employee can survive in specific situation. How he can handle situation. They try to find out the tendency of employee. They try to find out method of thinking of employee. In employee assessment they consider only an officers career planning.

52

53

Chapter 9 Training & Development

9.1 Meaning and Definition

Introduction After an employee selected, placed and introduced her or she must be provided with training facilities. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S. Beach Define training, The organized procedure by which people learn knowledge and/or skill for a definite purpose. In other words training improves, changes, moulds the employees knowledge, skill, behavior, aptitude, and attitude towards the requirements of the job and organization. Training refers to the teaching and learning activity carried on for the primary purpose of helping members on an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. Thus, training bridges the difference between job requirement and employees present specifications. No organisat5ion matches the candidate who exactly matches with the job and the organizational requirements. Hence, Training is important to develop the employee and make him suitable to the job. Job and organizational requirement are not static, they are changed from time to time in view of technological advancement and change in the awareness of the total quality and productivity Management(TQPM). The objective of the TQPM can be achieved only through training as training develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Benefits of training For organization Lead to prove profitability and/or more positive attitudes towards profit orientation Improves the job knowledge and skills at all level of the organization Improves the morale of workforce

54

Helps people identify with organizational goal Helps create a better corporate image Aids in organizational development Learns from the trainee Helps to prepare guideline for work Organization gets more effective decision making and problem solving It helps to improve labor-management relations.

Benefits to the individual which in turn ultimately should benefit the organization 9.2 Helps the individual in making better decisions and effective problem solving Through training and development, motivational variables of achievement, growth, responsibilities and advancement are internalized and operationised It helps to an individual to handle stress tension or conflicts. It provides information to improve leadership knowledge. Develops a sance of growth in learning Improves morale Improves impersonal skills Need for Training

Need for training arises due to following reasons: To match the employee specification with the job recruitment and organizational needs: An employees specification may not exactly suit to the requirement of the job and the organization irrespective of his past experience, qualifications, skills knowledge, etc. Thus every management finds deviation between employees present specifications and the job requirements and organizational needs. Training is needed to fill this gap by developing and molding the employees skill, knowledge attitude behavior etc. to the tune of the job requirements and organizational needs. Technological advances: Every organization in order to survive and to be effective should adopt the latest technology, i.e. mechanization, computerization, automation. Adoption of the latest 55

technology means and methods will not be complete until they are manned by employees possessing skill to operate them. So, organization should train the employee to enrich them in the areas of changing technical skills and knowledge from time to time. Human relations: Trends in approach towards personel management have change from the commodity approach to partnership approach, crossing the human relations approach. So, today, management of most of the organization has to maintain human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with workers accordingly. So, training in human relations is necessary to deal with human problems and to maintain human relations. Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip the old employees with the advanced disciplines techniques or technology. The need for training also arises to: Increase productivity Improve quality of the product / Services Help a company to fulfill its future personnel needs. Improve organizational climate. Improve health and safety. Prevent obsolescence Effect the personnel growth Minimize the resistance to change.

56

Stages in training as follows Stage 1 Assessment of training needs

Stage 2

Design the training program

Stage 3

Implementation.

Stage 4 9.3

Evaluation of training program.

Methods of Training Methods of training

On-job methods Job relations Coaching Job instruction Training through Step by step Committee assignments Internship training

Off-job methods Lectures/Conferences Films Simulation Exercise Cases Programmed instructions Cases Audio visual methods Computer based training E-Learning

The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training.

57

ON-THE-JOB TRAINING Its given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically four methods: Coaching It is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job instructions. The superior points out the mistakes & gives suggestions for improvement. Job Rotation: In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job. OFF THE JOB TRAINING: It is given outside the actual work place. Lectures/Conferences:This approach is well adapted to convey specific information, rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method. Films: It can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized. Simulation Exercise: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play. Cases: Present an in depth description of a particular problem an employee might encounter on the job. The employee attempts to find and analyze the problem, evaluate alternative courses of 58

action & decide what course of action would be most satisfactory. Experiential Exercises: Are usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions. Vestibule Training: Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job. Role Play: Its just like acting out a given role as in a stage play. In this method of training, the trainees are required to enact defined roles on the basis of oral or written description of a particular situation. Management Games: The game is devised on a model of a business situation. The trainees are divided into groups who represent the management of competing companies. They make decisions just like these are made in real-life situations. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. The game goes on in several rounds to take the time dimension into account. In-Basket Exercise: Also known as In-tray method of training. The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & is asked to take decisions on these within a stipulated time. The decisions taken by the trainees are compared with one another. The trainees are provided feedback on their performance.

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9.4

Implementation of training and Development:

Method of training: Method of training is totally depending upon the profile of training. E.g. for technical training if possible then they give on-job training otherwise company use method of off job training. Procedure of training: Assessment of need of training: It is the first step of training procedure. Head of the department and HR department assess the need whether employee need training or not. They find employee who require training. Prepare budget for training: HR manager decide budget for training by considering its cost from the market. And benefits for the company. Search for Internal or External trainer: Internal Trainer: After assessment of need of training, they search for a trainer in theirs company who can train there employee. They search trainer among their employees. External trainer: If they didnt find internal trainer then they go for External trainer. They try to find external professional trainer from their personnel contact, by giving advertisement in news paper etc. Design program for training: HR manager or head of the department present there need to trainer. They assess type of training and design training program by the help of trainer within the budget. Report to head of the plant: HR manager give the details about training to head of the plant and sanction the approval of training. Implementation: After designing the program for training, they implement in practical in their employee.

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Chapter 10 Collection Analysis & Interpretations of Data

Introduction of Data Analysis. The word Analysis means the process of breaking down a Complex set of facts into simple element while Interpretation stands for the explanations which analyzed the statements and also make out or bring out the meaning of creative work. Analysis and Interpretation are done according to department wise and according to questionnaire. This analysis and Interpretation will definitely help to the company for the future strategies. Following are the analysis and Interpretation of the results. These all analysis is imagine for general company. It is very necessary to understand the psychological tendency of employee. Because it is a quietly subjective so it will slightly deviate the opinion of the employee. The Department of the company where I conduct survey-: Human Resource

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TABLE 1.1 TALENT MANAGEMENT NECESSARY FACTORS YES NO TOTAL NO. OF RESPONDENTS 46 4 50 CHART 1.1 TALENT MANAGEMENT NECESSARY PERCENTAGE 92 8 100

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. TABLE 1.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY FACTORS YES NO TOTAL NO. OF RESPONDENTS 48 2 50 CHART 1.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY 62 PERCENTAGE 96 4 100

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 96% of employees 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. TABLE 1.3 TALENT MANAGEMENT IMPORTANT FOR YOU FACTORS YES NO TOTAL NO. OF RESPONDENTS 49 1 50 PERCENTAGE 98 2 100

63

CHART 1.3 TALENT MANAGEMENT IMPORTANT FOR YOU

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employees 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. TABLE 1.4 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 MALE FEMALE TOTAL YES 26 34 60 NO 28 12 40 TOTAL 54 46 100

X 26 34

Y 28 12

X^2 676 1156 64

Y^2 784 144

XY 728 408

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) r = (60/100) (40/100) --------------------------------------------------------------------------------((1832/100) - (60/100)^2 * ((928/100) -(1832/100) - (60/100)^2 r r = (11.36) (0.6)*(0.4) /11.96 * 9.12 ~ 1 CHART 1.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

= 11.12/12.73 = 0.873

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 repondents respond that talent management initiative a top priority in the organization. TABLE 1.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES FACTORS NO. OF RESPONDENTS 65 PERCENTAGE

YES NO TOTAL

35 15 50 CHART 1.5

70 30 100

ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employees 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. TABLE 1.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FACTORS YES NO TOTAL NO. OF RESPONDENTS 27 23 50 CHART 1.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU PERCENTAGE 54 46 100

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INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 54% of employees 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. TABLE 1.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK FACTORS YES NO TOTAL NO. OF RESPONDENTS 30 20 50 PERCENTAGE 60 40 100

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CHART 1.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employees 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. TABLE 1.8 COMPLETE WORK WITHIN A GIVEN TIME FACTORS YES NO TOTAL NO. OF RESPONDENTS 49 1 50 PERCENTAGE 98 2 100

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CHART 1.8 COMPLETE WORK WITHIN A GIVEN TIME

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employees 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. TABLE 1.9 PERFORM WORK WITH INTEREST FACTORS YES NO TOTAL NO. OF RESPONDENTS 35 15 50 PERCENTAGE 70 30 100

69

CHART 1.9 PERFORM WORK WITH INTEREST

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 70% of employees 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.

TABLE 1.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME FACTORS YES NO TOTAL NO. OF RESPONDENTS 10 40 50 PERCENTAGE 20 80 100

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CHART 1.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees 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. TABLE 2 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. ROW TOTAL 54 46 100

GENDER MALE FEMALE COLUMN TOTAL

YES(%) 30 27 57 71

NO(%) 24 19 43

OBSERVED EXPECTED FREQUENCY FREQUENCY 30 24 27 19 100 Chi square (2) Expected frequency Degrees of freedom Table value of chi square (2) INFERENCE: 30.78 23.22 26.22 19.78 100 = ((O-E) 2/E) = 1.465

(Oi-Ei) -1 1 1 -1 0

(Oi-Ei)^2/Ei 0.019766 0.026202 0.610221 0.808898 1.465087

= (Row Total * Column Total) / Grand Total = 1.465 =1 = 3.84 = (r-1) (n-1) = (2-1) (2-1) = 2 (r-1) (c-1), 5% = 2 1, 5 %

Therefore, the calculated value of Chi Square ( 2)

Since the calculated value of chi square ( 2) is less than table value of chi square ( 2), 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 3 SATISFACTION WHILE COMPLETE YOURE WORK FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 0 1 7 40 2 50 PERCENTAGE 0 2 14 80 4 100

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CHART - 3

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of employees 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.

TABLE 4.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 1 2 5 32 10 50 PERCENTAGE 2 4 10 64 20 100

CHART 4.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE 73

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 2% of employees 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. TABLE 4.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE COMPANY SAVINGS PLAN FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 2 3 10 30 5 50 PERCENTAGE 4 6 20 60 10 100

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CHART 4.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 4% of employees 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.

TABLE 4.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE RETIREMENT PLAN FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 5 3 16 20 6 50 PERCENTAGE 10 6 32 40 12 100

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CHART 4.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees 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 satisfied and 12% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with the retirement plan.

TABLE 4.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 3 7 5 25 10 50 PERCENTAGE 6 14 10 50 20 100

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CHART 4.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of employees 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 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 holiday entitlement. TABLE 4.5 COMPETITIVE OF MY SALARY TOOL APPLIED: CHI SQUARE TEST AGE Highly Dissatisfied 18-25 26-35 36-45 above 45 Total 0 1 1 3 5 1 6 7 1 15 0 3 2 3 8 6 5 0 1 12 7 2 0 1 10 14 17 10 9 50 Dissatisfied Neutral Satisfied Highly Satisfied Total

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Null hypothesis:

Ho:

The opinion about the level of salary that you receive is satisfied according to the age-wise The opinion about the level of salary that you receive is not satisfied according to the age - wise.

Alternative Hypothesis: H1:

Observed Frequency 0 1 0 6 7 1 6 3 5 2 1 7 2 0 0 3 1 3 1 1 Chi square (2)

Expected Frequency 1 4 2 3 3 2 5 3 4 3 1 3 2 2 2 1 3 1 2 2 = ((O-E) 2/E) = 32.19 = 2 (n-1), 5% = 2 4, 5 % = 9.488 = 9.488 = (n-1) = (5-1) = 4

(Oi-Ei) -1 -3 -2 3 4 -1 1 0 1 -1 0 4 0 -2 -2 2 -2 2 -1 -1

(Oi-Ei)^2 1 9 2 9 16 1 1 0 1 1 0 16 0 4 4 4 4 4 1 1

(Oi-Ei)^2 Ei 0.71 2.14 0.89 2.68 5.71 0.59 0.20 0.00 0.25 0.29 0.00 5.33 0.00 1.67 2.00 4.44 1.48 2.78 0.46 0.56

Calculated value of Chi-square (2) Degrees of freedom Table value of chi square (2) Tabulated Value INFERENCE:

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Since the calculated value of chi square ( 2) is greater than table value of chi square ( 2), 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 External Talent Sessions Appreciation for Initiation Creativity Knowledge Recreational Activities Total NO. OF RESPONDENT 10 20 5 15 50 CHART 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION PERCENTAGE 20 40 10 30 100

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of employees 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.

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TABLE 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT FACTORS Fully To a great extent To a reasonable extent To a limited extent Not at all Total NO. OF RESPONDENT 4 8 23 10 5 50 CHART 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT PERCENTAGE 9 16 47 19 9 100

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 9% of employees 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.

TABLE 13 TALENT RETENTION INITITATIVES 80

FACTORS Accruing new talent Leveraging existing talent Retaining the current Potential for future Total

NO. OF RESPONDENT 13 12 15 10 50 CHART 13

PERCENTAGE 26 24 30 20 100

TALENT RETENTION INITIATIVES

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 26% of employees 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. .

TABLE 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY FACTORS Highly dissatisfied NO. OF RESPONDENTS 5 81 PERCENTAGE 10

Dissatisfied Neither Satisfied Highly Satisfied Total

2 15 16 12 50 CHART 14

4 30 32 24 100

SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY

INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees 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.

FINDINGS, SUGGESTIONS & CONCLUSION

FINDINGS Findings from employees
1. 2. Half of the respondents are Male. Most of the respondents (34%) belong to the age group of 26 35 years.

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3. 4. 5. 6. 7.

Half of the employees are UG degree holders. Most of the respondents(36%) work experience are 4 5 years Most of the employees(46%) are Process Associate. Half of the employees respond that the organization identifies talent by potential. 92% of the employees respond that talent management is necessary. (ii) (iii) (iv) 96% of the employees respond that talent management is important for company. 98% of the employees respond that talent management is necessary for them. 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) (ix) (x) 98% of the employees respond that they complete the work within a given time. Three-fourth of the employees responds that they perform work with interest. 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. 10.

80% of the employees respond that they feel satisfied while completing the work. 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) (iii) (iv) More than half of the respondents are satisfied with Company savings plan. Most of the respondents (40%) are satisfied with retirement plan. Half of the respondents are satisfied with Holiday entitlement.

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(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.

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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.

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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 todays 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.

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BIBLIOGRAPHY Books 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

Websites 1) 2)
3)

www.aircel.com www.findarticles.com www.google.com www.humanresourcemanagement search.com www.humanResourcemanagement.info www.hindustantimes.com www.hrmagazines.com www.wikipedia.com www.yahoo.com

4) 5) 6)
7)

8) 9)

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ANNEXURE QUESTIONNAIRE ( FOR EMPLOYEES )

I am Neha Sharma doing project study titled confidential. Kindly spare few minutes to fill this questionnaire. PART-A (1) (2) (3) (4) (5) (6) (a) (d) (7) (a) Name: (Optional) _________________________________________________ Gender: Age: Experience: Trainee System Analyst By competencies a) Male a) 18 25 a) < 1year (b) b) 26 -35 b) PG c) 4-5 years d) 5 years and above (c) Senior Process Associate b) 2-3years b) Female c) 36-45 d) above 45 A STUDY ON TALENT

IDENTIFICATION AND MANAGEMENT AT AIRCEL, SHIMLA. Your response will be kept

Qualification: a) UG Current position:

Process Associate

(e) Others (b) By Results (c) By potential (d) others.................

How does your organization identify talent of the employees? PART - B

8 ) Kindly put tick mark at appropriate column S. No 1 2 3 4 5 6 7 8 9 10 9. Description Do you believe Talent Management System is necessary? Do you think a Talent Management System is important for Company? Do you think a Talent Management System is important for you? Are Talent Management initiatives a top priority in your Organization? Does your Organization have any specific Talent Management Initiative? Is Talent Management System implemented regularly and feedback Given to you? Is any following action taken by the Company after the feedback? Can you complete your work within a given time? Can you perform work with interest? At any time do you feel that you are wasting your time? Are you satisfied with Talent Management System in your Company? a) Yes 88 Employee Response Yes No

b) No

10. a) (d)

Do you feel satisfaction while complete your work? Highly dissatisfied Satisfied (b) (e) Dissatisfied Highly Satisfied c) Neutral

11. Please rate your Level of Satisfaction with the salary and benefit package you receive. Description 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) (c) 13. (a) (d) 14. (a) (c) 15. (a) (d) 16. External Talent sessions Innovation (b) (d) Appreciation for initiation Recreational Activities Highly Dissatisfied Dissatisfied Neither Satisfied Highly Satisfied

How do you feel the transparency system adopted in talent management system? Fully To a limited extent (b) (e) To a great extent Not at all (c) To a reasonable extent

What are your talent retention initiatives? Accruing new talent Retaining the current (b) (d) Leveraging existing talent Potential for future

Are you satisfied with existing personnel policies of the company? Highly Dissatisfied Satisfied the organization. (b) (e) Dissatisfied Highly satisfied (c) Neutral

Please give your valuable suggestions for the improvement and talent management of

__________________________________________________________________________ __________________________________________________________________________ I am very thankful to all the participants for this cooperation.

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