LOVELY PROFESTIONAL

UNIVERSITY
Lovely school of management

TERM PAPER
MGT-512
Management Practices & Organization
Behaviour

Talent Management
Submitted To: - Submitted
By:-
Miss Tannu Ashish Suman
Roll No.
RS1904A10

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 Reg. No. –
10905868
MBA [1st
Sem.]

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 Acknowledgment

My sincere thanks and gratitude to my faculty who

inspired me by his able guidance and was a constant
guiding light during the course.
The support and knowledge provided by him has been
a great value addition for me and will go a long way in
building a promising career.
Last but not least, I am also thankful to all the
respondents of my survey without whom the Term
Paper would not have been completed successfully.

(Ashish
Suman)

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 Contents
Page No.
1. Methodology : 5
2. Introduction : 6
3. Talent Management History :
8
4. Scope Of Talent Management :
9
5. Process of Talent Mang. :
10
6. Tools for managing talent :
11
7. Importance of Talent Management :
12

8. Case Study-1 :
18
Abstract :
21
9. Case Study -2 :
22

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 Abstract :
32
10. Article-1 :
33
Abstract :
34
11. Article-2 :
35
Abstract :
36
12. Article-3 :
37
Abstract :
38
13. Article-4 :
39
Abstract :
40
14. Article-5 :
41
Abstract :
42
15. Article-6 :
43
Abstract :
44

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16. Article-7 :
45
Abstract :
46
17. Article-8 :
47
Abstract :
48
18. Article-9 :
49
Abstract :
50
19. Article-10 :
51
Abstract :
52
20. Conclustion :
53
21. References :
54

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Methodology

For This term Paper I search Forms on Websites. I study

books for these topics. I also take help of my faculty for
preparing Term paper. I go thoroughly websites data
and books on management and organization behaviour.
I also take help my friends and colgues.

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Introduction
Today HR is expected to identify potential talent and
also comprehend, conceptualise and implement
relevant strategies to contribute effectively to achieve
organisational objectives. To analyse first we
understand the meaning of Talent Management. Talent
management describes the process through which
employers of all kinds – firms, government, and non-
profits – anticipate their human capital needs and set
about meeting them. Getting the right people with the
right skills into the right jobs, a common definition of
talent management is the basic people management
challenge in organizations. While the focus of talent
management tends to be on management and
executive positions, the issues
apply to all jobs that are hard
to fill.
The Vice President HR of
Seagram, Mr. Gopi Nambiar,
says talent can be best
described as a combination of
abilities and attitudes. The real
trick is to match the right
motivated talents to right role, individually and
collectively, harnessing and harmonizing this crucial
attribute to achieve the objectives of your company.
Decisions about talent management shape the
competencies that organizations have and their
ultimate success, and from the perspective of
individuals, these decisions determine the path and

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pace of careers. Talent management practices can
have a crucial impact on society as well.
The Talent Management in an Organisation, it refers to
those special steps an organization adopts to recruit,
develop and retain its pool of top talent. The steps
adopted should normally be creative and should not
project bureaucracy.
Talent Management also denotes a prose full approach
taken up by an organization to attract, develop and
retain people with the aptitude and abilities to meet not
only also the current requirements but also future
organizational needs.
In today’s talent-hungry market scenario, one of the
greatest challenges that organizations are facing is to
successfully attract, assess, train and retain talented
employees. Talent Management encompasses in itself
the entire process of Planning, Recruiting, Developing,
Managing, and Compensating employees throughout
the organization.
Organizations have realized the need for talent
management and are now focusing to develop and
retain the existing talent in their organization rather
than trying to acquire a new talent because the cost of
identifying, developing and retaining the talent
internally is more cost effective instead of replacing
the talent which is lost from external market.
Though it may appear initially that in the process of
retaining talent, we are spending more in terms of
increased wages, rewards and recognition, when we

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practically analyze, the cost of acquiring a new talent
is higher

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TALENT MANAEGMENT HISTORY
Talent Manegment can traced to the 1990s with the
realization of the immense value of the Human Asset
for organizational success surpassing every other
resource. Today it is a very widely used terminology
with Google[when search time of google to this issue]
returning about 26,300,000 results. Many companies
commit the mistake of putting a phenomenal effort in
attracting the best employees but waste away this
valuable resource by not making any effort to develop
or retain them. Companies have initially thought of
talent management as a means to solve high employee
turnover. In course of time it has become part and
packet of the corporate strategy itself with a key
responsibility placed on the line managers. One cannot
wish away the fact that these managers have to play a
essential role in nurturing the talents and skills of those
reporting to them. In other words, it is a case of joint
trusteeship between the line and staff functions.
However, in Indian Companies, talent management is of
fairly recent origin.

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Scope of Talent Management
In the recent days, the HR Department of any
organisation is vested with the responsibility of
managing the Talent in addition to its conservative
function of providing good human capital to an
organization. In order to perform this function, they
use the following methods.
1. Retaining the Talent
2. Practicing state-of-the–art performance appraisal
systems
3. Identifying the Talent which is required
4. Right Selection of the Talent
5. Implementing competitive compensation plans
6. Training and continual development of Competencies
7. Aligning the acquired Talent
8. Developing and nurturing the Talent, and
The scope of Talent Management is fairly wide and
adopts an integrative approach to the functions
mention above. The purpose is to have a synergistic
effect between the various activities so as to ensure a
maxi-maxi effect.

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Process of Talent Management:

The HR managers today are required to identify the

talent space and guess the shortfalls in advance based
on their experience and based on the changes taking
place in the organization. They have to focus their
plans and initiative to help improve the availability of
needed talent and knowledge. Recent surveys indicate
that more than 62% HR managements are concerned
about the shortages of Talent company -wide. HR
Manager should keep in mind the following factors
which are responsible for employees to change jobs
regularly.

1. Most competitive job market

2. New competency requirements
3. Rapid changes in the world economy.
4. Strong and continuous economic growth
5. Globalization – making easy the business boundaries
6. Rise in the outsourcing and off shoring
7. Unexpected economic melt down and recession.

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Tools for Managing Talent:
In this process, the HR Manager has to implement 2
types of functions
1. To put in place the existing staff in such activities
which helps in retaining and developing them?
2. To find leaders who will take the organization from
where it is today to the next step forward.
Keeping in view the budgetary constraints and the
organization size where he had to manage, few of the
following tools can be used in retaining talent.

1. Providing On –the- job training for certain categories

of employees, organize development programs for
executives in-house or sponsor and encourage staff to
attend workshops and seminars.
2. Timely performance appraisals with suitable rewards
and recognitions.
3. Creating an environment for staff to pursue higher
education.
4. Implement job replacement and job improvement
wherever possible, so that staff can become experts in
multi tasking and assume higher responsibilities.
5. Mentoring of staff in some special and important
cases in terms of attitudes, outlook, mindset etc. . .

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THE IMPORTANCE OF TALENT MANAGEMENT
A RECRUITER’S VIEW (Article in OSC Magazine
Dec/Jan 2009 )
Jim Roach is owner of ARV Solutions, the leading
Recruitment Consultancy specialising in the offsite
construction sector.
We have challenging times ahead; though out of
challenge comes opportunity. This is when evolution
gets going – the survival of the fittest! Retaining talent
now is important to survival, and crucial for offsite’s
future.
Business evolution advances through innovating,
creating change, being flexible to adapt and take best
advantage in changing markets and new environments;
people are at the heart of this.
There will always be a market for building and
construction – and there are major workloads in many
areas despite reports from the media. Attracting the
best talent, and retaining staff, are key elements to
getting ahead of the competition to ensure your
company’s share. Businesses need to be lean and fit to
achieve success; however caution is advised to not
irreversibly lose the talent to make it happen.
I’ve worked in recruitment supplying staff to
construction, manufacturing and engineering for nearly
20 years; the last three specialising in these genuinely
fascinating and innovative areas covering offsite and
MMC. Current conditions, whilst exceptionally
challenging, could clearly bring major advancement for

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this sector. It will requi re strong management – and in
particular a good understanding of the people issues –
the talent.
Board rooms have two opposite themes currently;
retrench, or advance! Staff are key to both – to advance
needs the best strategies, products and solutions and
highly effective people. Retrenching inevitably
generates discussions on redundancies. In some cases
this will be unavoidable.
Here’s what I see and hear as a recruit er, from
candidates: your previous, current or future talent
base! Some candidates that were laid off and many
that weren’t !

 Skills shortage
Though easing from the recent acute shortages
technical and management skills are still in short
supply. Across manufacturing, construction, and more
particularly within offsite and MMC, experienced staff
with relevant skills are scarce. Design staff,
construction & commercial managers, and lean
manufacturing professionals in particular are rare. Also
people who understand how t o sell innovative solutions
to a conservative construction market. Essential too,
are those who understand how to bridge the gap
successfully between the ordered manufacturing envi
ronment and traditional construction.

 Redundancy costs
Remember when considering redundancies, the cost of
recruiting those staff, and the effects from waiting to

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attract them – and redoing it in future! What was spent
on training and development? Will you be able to afford
all this again? (I’m advised it costs up to £10,000 to
replace a member of staff, and a similar amount for the
average redundancy cost) Let’s not forget, crucially,
these peopl e are fathers, mothers, sons and daughters
with hopes, dreams and responsibilities. The wider
psychological, emotional and financial issues ripple out.
Redundancies may be a necessary reality but must be
a last resort – and must be visibly demonstrated as
being a last resort. Redeploy, and retrain rather than
losing people you will need in future.

 Retain your best talent

Some of our best candidates approach us despite
having been spared redundancy. This is usually through
insecurity, reduced perception of opportunity, and from
seeing former colleagues succeed elsewhere, the key
talent you keep can easily follow, leaving glaring skills
gaps. Competitors will be keen to get your best people,
and there are increasing opportunities abroad too. Are
you keeping staff close and letting them know they’re
val ued? If not they will certainly move on when things
improve. The CIPD quote training and development as
being the most important factor in retaining staff and
employee motivation –as well as boosting performance.

 Best asset
It is people that research and design the better and
lower cost product, find ways to speed up and reduce
costs in production; win cont racts and negotiate
variations that create and maintain your margins. They

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are the key element to improving business for survival
and success. If redundancies need to happen then
demonstrating it’s a last resort is essential. People need
to clearly see that this is being done, only once all other
steps are taken such as refinancing, seeking new
funding, selling off non essential assets etc.

 Opportunity
My thoughts were reaffirmed by John Philpot, Chief
Economist of the CIPD, whilst researching for this piece,
who told me “We are seeing record numbers of our
immigrant work force e leave, coupled with stricter
controls on new immigration. This spells severe skills
shortages as soon as there is a recovery.” The housing
sector has already rapidly cut its workforce – will it
attract enough traditional skills back, or need to look at
new ways of building? Offsite providers can take
advantage, only if they have the talent. Clients tell us
there are still good markets out there. A prime example
is pod manufacturer Elements Europe, their new Chief
Darren Richards states ,We are driving forward with
R&D, streamlining production ready for expansion,
marketing like mad and as a result picking up stacks of
enquiries and winning man or new contracts. There are
many more like this.

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CASE STUDY 1
Taleo Case Study

3 Mobile
3 Mobile Uses Taleo to Attract Top Talent
An effective recruitment and retention system is a key
ingredient in the battle for talent. For 3 Mobile, using
Taleo is the first step in their bid to become a first
choice employer in the marketplace. Focused on
delivering leading communications and multimedia
services to the Australian consumer, 3 have around
1,800 employees based in Australia.
Until recently, the company had a more reactive
approach to recruitment relying on a manual system.
As a result, it was difficult to manage large volumes of
applications, and candidate data was not stored for
future use. Internally, 3 was experiencing higher than
desired levels of turnover, particularly with staff
recruited through agencies. Without the appropriate
technology and processes in place, 3 was not
maximising their talent management potential.
Reducing Time to Hire and Agency Usage
With Taleo, 3 has reduced time to hire, decreased
agency usage by 15 percent and registered more than
20,000 candidates. Staff turnover has decreased by
seven to eight percent in some areas during the same
period.
The system is integral for the launch of their employer
branding strategy. Now that candidate data can be
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easily captured and stored, HR is focusing on new,
more creative ways to leverage their strong brand to
source talent. Maximising use of graduate and MBA
recruitment events is one example.
Better Experience and Greater Retention
Once on board, 3 are using the Taleo system to ensure
employees want to stay with them for longer. Greater
visibility of internal opportunities and training
managers in how to support the performance and
development of their teams are just two ways in which
the company is working to increase retention.
“We want candidates and managers to have a better
experience during the recruitment process,” says Steve
Reid, Head of HR & Organisation Capability at 3 Mobile.
“We also want to ensure we’re hiring the right people
and giving them opportunities for career growth so that
they stay with us for longer.”
“ The Taleo platform is closely aligned with our
business objectives. With the software in place, we are
already transforming the way we recruit and retain
candidates.”
Better Quality Candidates Hired Faster
Prior to Taleo, hiring managers received candidate
resumes by email. It was a long, time-consuming
process which was very hard to track. With the new
system, the recruitment team and hiring managers can
log on to Taleo at any moment of the day and see real-
time information about a specific job or candidate.

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“Before Taleo we were effectively doubling our
workload,” says Reid. “We’re now seeing a much
quicker time to hire. In particular, the communication
between us and candidates is much faster.”
Another advantage of the new system is the growing
candidate database which is already proving its worth.
“We had a candidate apply earlier in the year but we
had no position for them. Five months later a new role
came up and a quick search in the candidate database
brought up their details. We hired them within a week.
Without the database we would have lost that
candidate. As our candidate database grows we expect
time to hire to drop even more,” says Reid.
The next step is for hiring managers to use the
database to look for candidates directly when
recruiting. This proactive stance increases
accountability and results in a higher quality candidate
with improved cultural alignment. 3 will also
implementing an integrated cultural assessment tool to
assist with identifying a better fit from the start, helping
to reduce turnover even further.
Creative Recruiting
Now that 3 have a system capable of quickly and
efficiently capturing candidate information, new
sourcing avenues have opened. “In the past we would
avoid going to an AGSM night for example, because we
would have to capture the information from resumes
manually,” says Reid. “With the database in place, this
is no longer a concern. This leaves us free to explore
many more creative sourcing options.”

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With 15 percent more candidates being sourced by the
company rather than external recruitment companies,
there is also more budget available to invest in this new
approach, which will ultimately lower the cost of
recruiting.
Improved Employee Experience
Improvements in the recruitment process have also
contributed to a significant reduction in turnover in the
last year, particularly in the first 12 months of
employment. Retention rates are seven to eight
percent higher.
The company now sources 80 percent of candidates
directly compared to 65 percent 18 months ago. When
3 began to look at reasons for high staff turnover, they
found that candidates recruited by agencies were three
times more likely to leave within the first year as those
recruited directly or by referral. Over the past 12
months this number has been reduced. 3 believe the
results reflect better control over the recruitment
process. Renewed preferred supplier agreements allow
3 to work more effectively with agencies with the
database giving candidates and agencies a more
consistent experience.
3 are also using the system to ensure their employees
are aware of internal opportunities. Career
management is a key strategy in helping employees
remain engaged for longer with the company. “Hiring
managers can easily identify internal employees
suitable for opportunities and equally employees have

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better access to internal promotions and other
opportunities,” says Reid.
Looking to the Future
With Taleo in place, 3 are planning to expand the use
and further exploit functionality. “The Taleo platform is
closely aligned with our business objectives,” says Reid.
“With the software in place, we are already
transforming the way we recruit and retain candidates.”
As part of their new employee brand strategy, 3 will
launch a new careers website which is expected to
double the number of candidates in the database. “As
we continue to explore new ways to attract high calibre
candidates and to further streamline our internal
recruitment process, our resourcing team are freed up
to be more strategic in our recruiting,” says Reid. “We
want to build on the improvements already made and
drive creativity in employer branding even further so
that we are recognised as a leading employer in the
marketplace.”
“ Before Taleo we were effectively doubling our
workload. We’re now seeing a much quicker time to
hire. In particular, the communication between us and
candidates is much faster.”
Steve Reid
Head of HR & Organisational Capability

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ABSTRACT
An effective recruitment and retention system is a key
ingredient in the battle for talent. For 3 Mobile, using
Taleo is the first step in their bid to become a first
choice employer in the marketplace. Focused on
delivering leading communications and multimedia
services to the Australian consumer, 3 have around
1,800 employees based in Australia. Until recently, the
company had a more reactive approach to recruitment
relying on a manual system. As a result, it was difficult
to manage large volumes of applications, and
candidate data was not stored for future use. Internally,
3 was experiencing higher than desired levels of
turnover, particularly with staff recruited through
agencies. With Taleo, 3 has reduced time to hire,
decreased agency usage by 15 percent and registered
more than 20,000 candidates. Staff turnover has
decreased by seven to eight percent in some areas
during the same period. With Taleo, 3 Mobile:

• Reduced agency usage by 15%

• Reduced time to hire.

• Increased manager involvement in recruitment

process.

• Registered more than 5,000 candidates.

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CASE STUDY-2
Taleo Case Study
IBM Taps Taleo to Provide Recruiting
Technology for Global Outsourcing Clients
Overview
In today’s challenging economy, now more than ever,
strategic recruitingmust adapt to the business cycle.
There are fewer requisitions and more candidates
clamoring to fill them. And in large global organizations,
there are competing challenges as well – multiple ERP
systems; regional applicant tracking systems;
organizational complexity driven by M&A, divestures
and legal compliance. In times like these, many
companies simply trim headcount and hope to wait out
the storm. IBM sees this as a time to transform talent
management for business, clients, and the world.
IBM sees a vision of a smarter planet, one that is
instrumented, interconnectedand intelligent. It is
putting this vision into action with solutions such
assmarter energy grids, smarter traffic management
and a smarter healthcare infrastructure. IBM believes
that now— when the going is the toughest— is the time
to invest in the future. Why? Because the companies
that focus on value, exploit opportunities and act with
speed will come out of these tough times the strongest
and the most capable of competing and winning in the
marketplace.

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This is precisely why IBM turned to Taleo when it
decided to invest in Recruitment Process Outsourcing
(RPO) in 2008.
Some Background
In 2004, IBM launched its Human Resource Outsourcing
(HRO) practice to enable Fortune 500 clients to make
the most of globally integrated workforces and drive
better performance. IBM’s HRO practice provides a wide
range of solutions to deliver all aspects of the Human
Resources function.
But IBM and its clients wanted more out of recruiting.
IBM and Taleo have applied a long history of innovation
with their respective consulting and product assets to
create high value process services contracts for clients
that deliver both immediate cost savings and a path for
continuous services improvements and insight.
Options, Options, Options…and No Solution
Current economic conditions have created market
consolidation and forced many HRO providers to focus
on their strongest offerings, which typically do not
include recruiting.
“RPO is a different animal,” said Chris Scowden, Global
Delivery Leader, IBM RPO. “It is high-touch and involves
selling candidates on why they should join your
organization over another, and coaching hiring
managers on who is the best-fit candidate both for
them, and the company.”
Most HRO providers are set up to answer questions and
do simple, repetitive transactions only. And yet for

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large, complex, multinational employers, few options
exist for Global RPO. In fact, most industry analysts and
advisors cannot even agree about the definition of
Global RPO, much less pointto a number of providers
doing the work.
“Global RPO is hard because it has many conflicting
objectives,” said Dan White, Global Process Leader, IBM
RPO. “Recruiting is local, so clients want the option of
having IBM resources in country. But internal talent
management and mobility should have a global
perspective, to make optimal use of top performers.
And measurement needs to be local, regional and
global to match overall business planning and objective
setting. And it needs to cost less.”
Global RPO requires at least some transformation to
meet all these competing objectives at once. Seeing
this market opportunity, despite the downward trends
in the global economy, IBM chose to invest deeply into
RPO in 2008. And it has paid off.
Doubling Down
To optimize its RPO practice, IBM decided to capitalize
on its core assets: expertise in global process design;
investments in large, multi-process shared service
centers around the world; unparalleled technology
expertise; and a relentless pursuit of delivery
excellence using real-time metrics and a LEAN quality
approach. Equally important, it needed to create a
global partner ecosystem to deliver the high-quality,
lower costs results that clients have come to expect
and depend on IBM to produce.

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IBM decided to standardize on one technology platform
to support its global RPO solutions. “We chose to
integrate Taleo in our operations to standardize the
recruiting process, build best practices, and take them
to our multinational clients,” said Scowden.
IBM selected Taleo’s industry-leading set of recruiting
applications — Taleo Enterprise Recruiting, Onboarding,
Reporting and Analytics — for their configurability and
ease to deploy. IBM also chose to partner with Taleo for
the company’s global brand presence, existing Fortune
500 client base, open platform, financial strength and
business model.
The strategy is working. In less than one year, IBM has
taken on numerous large multi-national clients in their
new model and began delivering recruiting services
across insurance, pharmaceuticals, airlines, and
consumer products sectors. In 2008 the business grew
30%. In the 18 month span beginning in October 2007,
IBM hired approximately 22,500 employees for its
clients around the globe — all through the Taleo
system.
End-to-End Recruitment
One example of what these two organizations have
achieved in recruiting outsourcing is their recruiting
work for a large North American insurance provider.
IBM took over end-to-end recruitment of all internal and
external new hires for this leading insurance provider.
Hiring volumes spiked as high as 1,000 Taleo Case
Study: IBM Taps Taleo to Provide Recruiting Technology
for Global Outsourcing Clients new hires per month and

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have been as low as 250 per month – a 400% variance.
The client’s needs have been very fluid due to changing
business and market conditions, and it relies on IBM to
meet its needs, whatever those needs may be. IBM has
been able to meet them, in part due to the Taleo
system backing up its own recruiting practices.
“Taleo helped us drive standardization across business
units, bringing together recruiting operations that were
once disparate and non-standardized,” said Chris
Scowden.
• Approach: Create a centralized recruiting model, and
utilize both offshore and onshore labor to facilitate
consistent results across the company. The end-toend
solution was implemented in six months.
• Results: Improved cost reduction and time to hire, as
well as the use of background check and assessment
providers. A standard delivery model and platform
drove consistency to the process and drove better cost
savings.
• Metrics: IBM completed approximately 6,500 hires
for the insurance provider in 2008. Time-to-fill was 48
days across the entire organization. There was a 91%
requisition fill rate for recruiters, and near top 10%
levels in cost per hire were achieved against Saratoga
benchmarks for the insurance industry. Hiring manager
satisfaction rates averaged 92% in 2008.
Within the context of a volatile global economy, IBM
and Taleo are giving Fortune 500 companies
configurations and deployments, allowing them much

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greater agility to adapt their workforces worldwide, as
needed.
At the hub of this recruiting power, are IBM’s air-tight
recruiting processes for each of its clients. “We take a
manufacturing methodology to the recruitment
process,” said Scowden. “With Taleo, we have the
ability to see every transaction that needs to be done,
and manage work-in-process from requisition creation
through to onboarding activities. This allows us to make
sure nothing is lost; optimizing our workforce and
balancing their workload so we can meet turn-around
time and other quality requirements.”
Lean Delivery
Taking on the complexities of making the right hiring
decisions, at the right time, everywhere in the world is
a daunting task for a large organization. IBM
approached this practice, leveraging Taleo, by taking
measured steps for standardizing their approach, which
can be readily adapted to the needs of any customer.
A key part of the IBM RPO strategy is to standardize,
automate, and globally integrate their delivery
organization. In order to do so, they have invested in
and continue to leverage a LEAN1 process
methodology, principles, practices, and tools to create
precise client value — goods and services with higher
quality and fewer defects — with less human effort, less
space, less capital, and less time than traditional in-
house recruiting organization.
“There is a long and open dialog about using LEAN
methodologies in recruiting,” said White. “For many, I

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think it has almost become a ‘so what’ discussion. For
IBM, it has become a part of the fabric of what we do,
our secret sauce if you will. It’s not just about process
improvement. It’s a new way of doing business.”
“Every day, throughout each shift, we ensure a tight
process from the planning specialists who filter and
assign the work, to sourcing specialists who fill the
talent pipeline, to recruiters or administrators who
execute the tasks, and our RPO support team that
enables them to do their job.”
Increased Visibility
LEAN is not just about optimizing processes and
resources, however. The deep and rich reporting tools
that are available through Taleo combined with IBM’s
client-dedicated reporting specialists have allowed IBM
to deliver reports that create value for its clients as well
as its own internal operations teams.
Recruiting is reporting intensive. Everyone wants a
different slice or a different view of performance data.
And rightly so: this aligns business and talent
objectives.
By having the ability to create custom reports for its
clients, IBM can generate the required data in order to
support critical decision-making in the recruitment
process such as sourcing strategy and effectiveness,
cycle times, cost per hire, and many others. And by
dedicating reporting specialists to every account, and
sharing best practices across their client base, IBM can
get this data to clients in a timely manner, at lower
costs, with minimal business disruption.

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Equally important, these tools and capabilities allow
IBM’s internal teams to segment work by complexity
and manage work-in-progress visually. These reports
are updated and posted for all the teams to see
throughout the day, week and month, allowing IBM RPO
teams to anticipate spikes in volumes and distribute
resources accordingly to ensure service level
agreements (SLA’s) are consistently met. The reports
also provide IBM’s RPO management team with
performance data at the account, team, and individual
levels to ensure any performance misses are identified
quickly and proper resolution deployed.
And visual reporting drives the Mindsets, Behaviors and
Capabilities (MBCs) of their teams – another key tenet
of LEAN delivery. Recruiters are often mavericks.
Traditionally, they manage requisitions from beginning
to end, and they do it their way. IBM RPO resources
have given up that mentality for the overall betterment
of the team.
“Sourcing specialists, recruiters, and administrative
specialists … everyone does what has been assigned to
them before they do anything else. They trust the
system and back-up each other, and we have greater
overall success as a result,” said Scowden.
IBM has adopted a training intensive philosophy to
drive their culture and support these MBCs. IBM RPO
has a catalog of more than 100 20-30 minTaleo Case
Study: owners learn their job, cross-train on other jobs
and prepare for a leadership position. These modules
are included in the work assigned by the planning
specialists each day. And they are supported with team

32 | P a g e
leaders and account owners that coach them on
performance and client intricacies every day.
Best-in-Class Automation
“Taleo’s software provides the foundation for an end-to-
end recruitment process contained within one
application,” summarizes Scowden. Leveraging the
flexibility and power of Taleo configuration tools, IBM
has been able to implement their unique Global RPO
delivery model, and provide a starting point for every
client implementation that they are know will create a
closed loop hiring system and be a solid foundation for
success.
IBM has dramatically reduced the amount of manual
work their teams are required to perform as well by
streamlining processes, and enabling selfservice
through the use of Taleo. This automation includes:
Improved manager, employee and candidate online
experiences, including Single Sign On between Taleo
and the overall corporate and HR portals.
Focusing on Job Templates to reduce data entry and
drive standard job descriptions across the entire
organization, but most importantly to give managers a
place to start when beginning the process.
• disqualification and Pre-Screen questions are used to
reduce time spent in manually screening applications.
Applicants complete these questions in the
profile/application process and are screened in/out
based upon responses.

33 | P a g e
• automated assessments are included in the
application process. These are launched when
candidates answer disqualification/pre-screening
questions ppropriately, and provide another level of
automated screening to the process. Assessments are
managed by ASSESS Systems, a Taleo Passport Partner.
• integration between HRIS and Taleo, enabling
requisition and organization data to be passed into the
Taleo system, and yet shared with other critical Talent
Management functions like performance, succession,
compensation and planning systems.
• integration between Taleo and numerous third party
providers leveraging Taleo Passport.
“Through the use of Taleo Connect and Taleo Passport
Partners, we have been able to integrate all aspects of
the recruitment platform, from ERP core data to third
party assessments, job board postings, compliance
reports, background checks, and electronic I-9s into the
Taleo application and recruiting process,” said
Scowden. “Our teams are able to input and retrieve
critical information from within the Taleo application
and our partner ecosystem, eliminating the need for
visiting multiple sites to capture data and ensure the
data is stored in one central repository. These results
have been terrific, especially in our audit compliance.”
Results That Matter
IBM RPO investments are paying off with results that
matter. Clients are now leveraging IBM and Taleo for all
levels of recruitment outsourcing: from technology
only, technology and administration, and end-to-end

34 | P a g e
recruitment process outsourcing. And the result is not
just a reduction in recruiting cost. Metrics have also
improved in areas including satisfaction.
IBM holds its HRO practice up to high standards. Based
on recognized and respected Saratoga Benchmarks
comparing Fortune 500 companies, IBM’s HRO results
consistently fall in the top quartile for key criteria such
as time to fill, productivity per recruiter and cost per
hire.
Conclusions
With the current economic constraints, technology
investments in HR are increasingly tough to justify;
investments in recruiting are unheard of. By going
against this trend, IBM RPO has done the hard work
necessary to position both it and its clients for success,
both now and in the future. How so?
As mentioned above, clients are struggling with Global
Recruiting today. By focusing and investing there, IBM
RPO has blazed the trail and performed the hard work
required to prove that it can be done with proven
results.
IBM has created the assets required to give clients a
“fast start” to success by:
• Building a standard Statement of Work (SOW)
template to define retained and outsourced work
activities.
• Developing global process design documents to
support how that work gets done.

35 | P a g e
• Creating a standard Taleo Enterprise configuration,
integration, and reporting framework.
• Establishing a globally integrated LEAN delivery
model that delivers the work backed by results.
• Demonstrating value with referenceable clients that
will validate results.
• Using Taleo, IBM is building a smarter RPO solution,
and its clients are reaping the rewards.

36 | P a g e
ABSTRACT
In today’s challenging economy, now more than ever,
strategic recruiting must adapt to the business cycle.
There are fewer requisitions and more candidates
clamoring to fill them. And in large global organizations,
there are competing challenges as well - multiple ERP
systems; regional applicant tracking systems;
organizational complexity driven by M&A, divestures
and legal compliance. In times like these, many
companies simply trim headcount and hope to wait out
the storm. IBM sees this as a time to transform talent
management for business, clients, and the world.

Taleo helped IMB drive standardization across business

units, bringing together recruiting operations that were
once disparate and non-standardized.

• IBM completed approximately 6,500 hires for the

insurance provider in 2008

• Time-to-fill was 48 days across the entire

organization

• 91% requisition fill rate for recruiters

• Hiring manager satisfaction rates averaged 92% in

2008

37 | P a g e
ARTICLE- 1

1.The fall and rise of talent management

Guy Sheppard. Personnel Today. Sutton: Oct 27,
2009. pg. 10, 2 pgs
The recession appears to have undermined the
importance of talent management. How it be viewed
once the economy revives? Guy Sheppard reports.
Nurturing talent is a long-term, often resource- hungry
exercise that may be difficult to justify during a
recession. Over the past three years, the proportion of
employers undertaking talent management activities
has fallen from about half to just over one-third,
according to research carried out for the Chartered
Institute of Personnel and Development (CIPD). It
concludes that cost is creating a barrier to their use.
Where talent management is being undertaken, it often
falls well short of best practice. The consultancy Talent
Q's 2009 Talent Management Survey of 189 senior HR
practitioners found that only 44% had a strategy clearly
aligned with business objectives, and less than one-
third had a strategy that took account of the present
economic situation. Because fewer than one in five
bothered to assess the return on investment, Talent Q
warns that "a 'slash and burn' approach to budgets that
are hard to defend may cause lasting damage to
organisational capability".
However, one trend that emerged in the CIPD research,
which is based on responses from 859 members, does
38 | P a g e
suggest that more effective use of talent management
is being made in response to the recession. Among
those .................................................................

Abstract

Nurturing talent is a long-term, often resource-hungry

exercise that may be difficult to justify during a
recession. Over the past three years, the proportion of
employers undertaking talent management activities
has fallen from about half to just over one-third,
according to research carried out for the Chartered
Institute of Personnel and Development (CIPD). It
concludes that cost is creating a barrier to their use.
However, one trend that emerged in the CIPD research
suggests that effective use of talent management is
being made in response to the recession. Philip Clarke
co-owner and director of HR consultancy Independent,
is optimistic that the importance of talent management
is recovering, partly because the recession has resulted
in a marked shift away from big salaries to secure
talent. Clarke argues that the starting point for the
long-term nurturing of talent must be to question the
organization's vision and values. Once you understand
that, you can start to build a long-term talent strategy.

39 | P a g e
ARTICLE-2
2.Talent Management Continues to Go High Tech
Anonymous. HR Focus. New York: Oct 2009. Vol. 86, Iss.
10
Copyright Institute of Management & Administration
Oct 2009

As the economy continues to move toward recov- ery,

talent management remains a key initiative. Many
employers are planning to replace their manual talent
management processes with automated ones that
integrate compensation, recruiting, performance
management, learning management, career develop-
ment, and succession planning, according to a survey
by Watson Wyatt.
Watson Wyatt 's 2009 HR Technology Trends Survey
found that more than half of the companies it surveyed
(56 percent) are planning to use more talent
management technology over the next 24 months.
Among those companies, 46 percent said they plan to
integrate their existing technologies or leverage their
current integrated systems, while 27 percent will start
from scratch with a new integrated suite.
The survey also found that 37 percent of companies
have made talent management a higher priority as a
result of the economic crisis, while only 15 percent of
employers have made it a lower priority.

40 | P a g e
"For many employers, talent management is made up
of several separate processes that need to be manually
tracked and updated, sometimes with a different
person managing each," said Brian Wilkerson,
global ............................................................................
...

41 | P a g e
Abstract

As the economy continues to move toward recovery,

talent management remains a key initiative. Many
employers are planning to replace their manual talent
management processes with automated ones that
integrate compensation, recruiting, performance
management, learning management, career
development, and succession planning, according to a
survey by Watson Wyatt. The survey also found that
37% of companies have made talent management a
higher priority as a result of the economic crisis, while
only 15% of employers have made it a lower priority.

42 | P a g e
ARTICLE-3
TALENT SOFTWARE MARKET EXPANDS DESPITE
ECONOMY
Ed Frauenheim. Workforce Management. Costa Mesa:
Oct 19, 2009. Vol. 88, Iss. 11; pg. 16, 2 pgs
Copyright Crain Communications, Incorporated Oct 19,
2009
HR TECHNOLOGY
Despite the sluggish economy, the talent management
software market has enjoyed an active summer and
fall.
Leading vendors Taleo and SuccessFactors sought to
broaden their horizons, while other software providers
introduced new features as companies continued to
purchase the products.
While growth rates are less than what was projected a
year ago, the talent management market as a whole is
growing by about 15 percent and should reach $2.5
billion this year, says Josh Bersin, head of research firm
Bersin & Associates.
Far from shriveling amid the recession, the talent
management software field is expanding as business-
services giants IBM, Accenture, Mercer and Hewitt build
strategies to deliver a combination of talent
management software, consulting and outsourcing,
Bersin says.
Talent management software refers to applications that
help organizations with key HR tasks such as recruiting,
43 | P a g e
employee performance
management ..........................................................

Abstract

Despite the sluggish economy, the talent management

software market has enjoyed an active summer and
fall. Leading vendors Taleo and SuccessFactors sought
to broaden their horizons, while other software
providers introduced new features as companies
continued to purchase the products. Talent
management software refers to applications that help
organizations with key HR tasks such as recruiting,
employee performance management and
compensation. Sales of the tools have been growing
quickly in recent years as organizations seek to better
marshal their people and automate paper-based
processes. Earlier this month, Lawson Software
announced updates to its talent management software,
including an improved succession planning tool.

44 | P a g e
ARTICLE-4
BRINGING TALENT INTO FOCUS
Jennifer J Salopek, Paul Harris, Paula Ketter, Michael
Laff, et al. T + D. Alexandria: Oct 2009. Vol. 63, Iss. 10;
pg. 40, 3 pgs
After a period of phenomenal growth more than
doubled the company's employees and increased its
retail locations five-fold, the need for internal
leadership candidates became dire.
"The rapid growth created a frenzy of about 2,000
promotions from our flagship brand, emptying our
bench to fill key leadership spots in other brands. The
pipeline was dry," says Mary Pater, director of talent
management and learning strategy at Luxottica Retail.
The known talent pool was down to about 30 people
when the training and development organization
became involved.
After partnering with a consultant for needs analysis
and research, the training and development team
participated in strategic planning exercises and
collaborated with leadership to develop a key talent
process. "It was a real departure for us, as we
attempted to reach all associates at the store manager
level and above with accelerated development," says
Pater. "Our previous approach had been a blanket one,
denned by role."
Now directed by performance and potential, the
training and development team targets a pool of 5 to
10 percent of associates with highly focused career

45 | P a g e
development plans, cross-functional training sessions,
simulations and action learning, mentoring, coaching,
and follow-up in a .........................................................

46 | P a g e
Abstract

After a period of phenomenal growth more than

doubled the company's employees and increased its
retail locations five-fold, the need for internal
leadership candidates became dire. The pipeline was
dry, says Mary Pater, director of talent management
and learning strategy at Luxottica Retail. The known
talent pool was down to about 30 people when the
training and development organization became
involved. Now directed by performance and potential,
the training and development team targets a pool of
5% to 10% of associate's with highly focused career
development plans, cross-functional training sessions,
simulations and action learning, mentoring, coaching,
and follow-up in a seven-week "Leadership Challenge"
program that enjoys exceptional executive involvement
and support. The training and development
organization employs 60 professionals who are mostly
field-based. By leveraging Web-based delivery and
reusable learning objects, time to deploy the new
initiative was cut from the five to nine months per
module to eight months for the entire program of 12
basic and five intermediate modules.

47 | P a g e
ARTICLE-5
SUCCESS IS IN THE DETAILS
Jennifer J Salopek, Paul Harris, Paula Ketter, Michael
Laff, et al. T + D. Alexandria: Oct 2009. Vol. 63, Iss. 10;
pg. 36, 3 pgs
It seems there's not a leading company around that
doesn't attribute a measure of its success to the
learning organization, and also supports those
accolades with hard evidence. But at W Asia Limited, a
Hong Kong-based business unit of apparel giant VF
Corporation, a successful reorganization of its learning
and development operation has contributed to record
revenues while showcasing the value of internal
expertise.
VF Corporation is the world's largest apparel company,
owner of 36 brands including Wrangler and Lee jeans,
Eagle Creek, Nautica, Jansport, and North Face.
Headquartered in Greensboro, North Carolina, it has
45,000 worldwide employees and produced record
revenues in 2008 of $7.6 billion. VF Asia is a
comparatively small and autonomous subsidiary that
performs the sourcing and sales and marketing
functions for the firm.
In 2004, VF Corporation launched an initiative to
transform the company into a global lifestyle apparel
firm, and identified six growth drivers crucial to its
success. One of them was to build new growth
"enablers," a direct challenge to its various learning
organizations.

48 | P a g e
Tommy Lo, learning and development manager of VF
Asia, says the directive meant nothing less than a
rebuilding of the subsidiary's learning infrastructure
around a progressive system of talent management
that encompassed all levels
of .......................................

Abstract

It seems there's not a leading company around that

doesn't attribute a measure of its success to the
learning organization, and also supports those
accolades with hard evidence. But at VF Asia Ltd, a
Hong Kong-based business unit of apparel giant VF
Corp a successful reorganization of its learning and
development operation has contributed to record
revenues while showcasing the value of internal
expertise. Tommy Lo, learning and development
manager of VF Asia, says the directive meant nothing
less than a rebuilding of the subsidiary's learning
infrastructure around a progressive system of talent
management that encompassed all levels of
employees. Each category focused on learning topics
appropriate for its level of employee. For leadership
development, several initial yes were introduced
including senior executive development programs for
directors or above, and a Middle Manager Curriculum
for the manager and senior manager levels. Links
between individual learning, individual performance,
and organization performance are also recorded.

49 | P a g e
ARTICLE-6
HOW TO HARNESS THE SPECIAL TALENTS OF
CLEVER PEOPLE
Rob Goffee, Gareth Jones. Management Today. London:
Sep 2009. pg. 56, 5 pgs
Exceptionally sharp and creative executives often come
with characteristics that make them hard to handle.
They can be egotistical, disdainful of hierarchies, and
prone to asking awkward questions. ROB GOFFEE and
GARETH JONES suggest a leadership approach that will
provide just the fertile arena your brightest talents
demand - and lend the corporate chariot wings
Economists didn't see it coming, and they don't know
when we will get out of it. But what is clear is that we
are facing the most serious economic crisis since 1 929.
No-one can predict what the business landscape will
look like when we finally emerge from the downturn,
but two speculations can be made. First, that
organisations that are well led will have much more
chance of surviving these difficult times; and second,
that - at least in western economies - future prosperity
rests with organisations that make their living from the
knowledge that they themselves are able to develop.
Keeping and leading the clever people who inhabit
these organisations therefore becomes a critical
challenge, and there is a real concern that in this
recession, with a focus on cost-reduction and
headcount control, some organisations are becoming
miserable places to be. Already, many businesses are
experiencing low morale and growing anxiety as people
50 | P a g e
worry about their job security. Yet research has
repeatedly demonstrated ......................................

Abstract

No-one can predict what the business landscape will

look like when organizations finally emerge from the
downturn, but two speculations can be made. First, that
organizations that are well led will have much more
chance of surviving these difficult times; and second,
that -- at least in western economies -- future prosperity
rests with organizations that make their living from the
knowledge that they themselves are able to develop.
Clever people are highly talented individuals with the
potential to create disproportionate amounts of value
from the resources that the organization makes
available to them. Here are nine common
characteristics of clever people: 1. Their cleverness is
central to their identity. 2. Their skills are not easily
replicated. 3. They know their worth. 4. They ask
difficult questions. 5. They are organizationally savvy.
6. They are not impressed by corporate hierarchy. 7.
They expect instant access. 8. They want to be
connected to other clever people. 9. They won't thank
you.

51 | P a g e
ARTICLE-7
Golden Geese
Steven Berglas. Leadership Excellence. Provo: Sep
2009. Vol. 26, Iss.
Successful people crash and burn after achieving stellar
suc- cess far more often than they find ways to sustain,
replicate, or improve on their achievements. To ensure
that your climb up the ladder of success will not end in
a tragic fall, you might want to study what hubris is,
what great thinkers have written about it, and learn
how to inoculate yourself against falling victim to it.
In ancient Rome victorious generals were honored for
their heroics with a parade. The honorée rode in the
lead chariot followed closely by a slave who walked
behind him holding a wreath over his head while
whispering to the hero, "Remember . . . thou art only
aman. " The ancient Romans, and Greeks, understood
hubris, the arrogance born of success.
Worry about Hubris
Unfortunately, self-medication is tricky at best, and
usually disastrous. This is one reason why those who
employ super- achievers should worry about hubris: It is
far simpler and infinitely more effective for someone
managing a star to treat them, than leaving a star to
his own devices. The wisest CEOs I know accept this
contention because they have embraced what quality
guru Joseph Juran dubbed the Pareto Principle in honor
of the Italian economist Vilfredo Pareto who observed

52 | P a g e
that 80 percent of the land in Italy was owned by
20 .........................................................................

53 | P a g e
Abstract

Successful people crash and burn after achieving stellar

success far more often than they find ways to sustain,
replicate, or improve on their achievements. To ensure
that your climb up the ladder of success will not end in
a tragic fall, you might want to study what hubris is,
what great thinkers have written about it, and learn
how to inoculate yourself against falling victim to it. Top
talent is extraordinarily rare, and virtually impossible to
grow -- these folks are born not made. Even if an A
Player is acting-out in the most arrogant and egregious
manner, it's more cost effective to coach him than to
replace him. You can save top talent from destroying
themselves in three ways: 1. Pamper your pets in
public, not private. 2. Work golden geese like rented
mules. 3. Affording challenging opportunities is not the
same as demanding more.

54 | P a g e
ARTICLE-8
Treat people as grown-ups, says HRD
David Woods. Human Resources. London: Sep 2009. pg.
7, 1 pgs
[Headnote]
In the news talent management
HR over-manages staff so they no longer think for
themselves. This was one of the points to emerge
during a recent round-table debate. By David Woods
HR is in danger of training staff not tothinkby over-
managing talent and implementing "ridiculous" policies.
At HR magazine's round-table debate on future working
practices, sponsored by BT Conferencing, Angela
O'Connor, (pictured) chief people officer at the National
Policing Improvement Agency, said: "I have an intrinsic
dislike of over-managing talent. I think sometimes we
have to stand back and say we are not a parent here
-we are dealing with well-educated, sensible grown-up
people."
She added:" [HR has] totally engineered development
to the point that we have stopped treating people as
grown-ups. And we measure everything that moves a
millimetre. It is ridiculous, we have to get back to
common sense."
Alan Warner, communications officer at the Public
Sector People Managers'Association
(PPMA.) , .....................................................

55 | P a g e
Abstract

HR is in danger of training staff not to think by over-

managing talent and implementing "ridiculous" policies.
At HR magazine's round-table debate on future working
practices, sponsored by BT Conferencing, Angela
O'Connor, chief people officer at the National Policing
Improvement Agency, believed the answer to the
problem was simple. They have got to crush the stifling
hand of bureaucracy. They have got to push back at
regulation now. If HR wants to make a difference it
could scrap 90% of the ridiculous policies it has.

56 | P a g e
ARTICLE-9
From talent crunch to cash crunch; As corporate
India goes through this fundamental shift, how is
it impacting the job market? One hint:
downsizing isn't the key objective, at least not as
yet.
Saumya Bhattacharya. Business Today. New Delhi: Dec
14, 2008.
(Copyright (c) Living Media India Limited. Not to be
reprinted or reused in any way without prior permission
of the publisher.)
Ahyderabad-based retail chain was frantically looking
for its head of HR two months ago. Two weeks ago, the
same company suspended the position. Faced with an
economic downturn, the company is tightening its belt.
The suspension of the position is a function of
caution,says the head of the search firm that had the
mandate to hire for the position. This retail firm is not
very sure of its expansion plans. The company is,
though, going ahead with its plans to hire a CIO and a
sizeable workforce at the entry level that's needed to
run its operations. This is just one instance of change in
hiring strategy among companies. While there is no
blanket freeze, every vacancy is being reviewed for its
immediate justification.
A software services major has decided to do more with
less. From the heady days (which is just six months
ago) of a hiring philosophy that saidif a candidate is
good and there is no post, we will still hire , the

57 | P a g e
company has hit a hiring reality check in the form
ofonly the bill-able resource gets hired . At the same
company, a 30-something project manager now
finds ..............................................................

Abstract
In times of economic uncertainty, as is seen today,
employees are anxious about the future and feel that
opportunities for advancing their careers in a particular
company or industry are limited.Therefore, the main
challenges from a Talent Management perspective are
retention of key talent and 'rightstaffing', says Tanuj
Kapilashrami, Head, HR, HSBC India.
Specialisation Is good,But multi-skilling Is even better
While retention of talent is in focus, organisations are
giving undivided attention to three factors productivity
and efficiency; getting the best of cost incurred; and
optimum use of the assets. The key for employees is to
see how they can contribute to each of these and be
ready for the domino effect of organisations tightening
their belts. Be prepared for most of your salary
increment becoming inflation-hedged. Anything that
will add to the cost and has no direct link to revenue
generation will be postponed. But this also means
employees who are in client facing roles are in
relatively safer position and better insulated from the
downturn compared to employees in support function
roles. The mantra for now is adapt and tweak your skill

58 | P a g e
set as per the new requirements and, while you are at
it, multi-skill, say HR heads.
In the current and next quarter, hiring across pharma,
healthcare and life science promises to be good while
recruitment in education and energy will be reasonably
OK,says [Ma Foi]'s [E. Balaji]. Agrees Naresh Malhan,
MD, Manpower India. Legal process outsourcing will
continue to grow; health and pharma will continue to
look promising, he says. There's more good news for
domain specialists in technology and other niche areas.
Domain specialists across sectors will still call the shots.

59 | P a g e
ARTICLE-10
Max New York Life: Nurturing talent; Grooming
talent systematically is one of the critical factors
that has helped the company emerge a leader in
HR practices.
Rishi Joshi. Business Today. New Delhi: Jan 25, 2009.
Copyright (c) Living Media India Limited. Not to be
reprinted or reused in any way without prior permission
of the publisher.)
Analjit Singh, Chairman, Max New York Life Insurance,
reckons he has the best insurance cover for these
troubled times: a significant investment in its people
since the day it was set up eight years ago. Ergo, he
expects Max New York Life to sustain its high growth
rates as others could find themselves floundering.Our
vision is to be among the most admired companies in
life insurance... we have created a differentiated work
environment for employees to excel. Talent
management has been a big focus area for us,says
Singh.Concurs Rajesh Sud, CEO&Managing Director, as
well as a Founder Member of Max New York Life:We do
two things well. We are good in building a strong talent
pool. Our strength is also in creating processes to
achieve the desired results.It has been an eventful
journey for the team at Max New York Life. Starting of
with just 65 employees in eight offices in the country,
today it has a network of over 500 offices across 300
cities all over India with almost 16,000 employees and
66,000 direct sales agents. Overall, it has become
India's fourth-largest insurer with over 30 lakh

60 | P a g e
policyholders.But the rapid expansion has meant that
the company has had to pay special attention to
building a skilled and motivated
workforce .............................................................

Abstract
Analjit Singh, Chairman, Max New York Life Insurance,
reckons he has the best insurance cover for these
troubled times: a significant investment in its people
since the day it was set up eight years ago. Ergo, he
expects Max New York Life to sustain its high growth
rates as others could find themselves floundering.Our
vision is to be among the most admired companies in
life insurance... we have created a differentiated work
environment for employees to excel. Talent
management has been a big focus area for us,says
Singh.Concurs Rajesh Sud, CEO&Managing Director, as
well as a Founder Member of Max New York Life:We do
two things well. We are good in building a strong talent
pool. Our strength is also in creating processes to
achieve the desired results.It has been an eventful
journey for the team at Max New York Life. Starting of
with just 65 employees in eight offices in the country,
today it has a network of over 500 offices across 300
cities all over India with almost 16,000 employees and
66,000 direct sales agents. Overall, it has become
India's fourth-largest insurer with over 30 lakh
policyholders.But the rapid expansion has meant that
the company has had to pay special attention to
building a skilled and motivated workforce. In-house
training has become a thrust area. As company

61 | P a g e
executives emphasise, the goal has been to emerge as
aUniversity of Life Insurance .

62 | P a g e
CONCLUSION

Organizations continue to follow 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 positions of greatest impact. The mandate is clear:
for organizations to do well in today’s fast changing and
progressively more competitive marketplace, strong
focus must be applied to align human capital with
corporate strategy and objectives. Finally to conclude
the future of organizations depends on how the whole
organization, and not just HR anticipates and reacts to
changes in this era of talent shortages. They have a
long way to go to lead organizations implement far
reaching changes and bringing about transformation
among the members of the organization. Talent
Management is a continuous process. It starts with
recruiting and retaining talented people and continues
by filling the knowledge and competencies across the
whole workforce. With fast changing skill sets and job
requirements, this becomes an increasingly difficult
challenge for organizations. By implementing an
effective talent management strategy, including
integrated data, processes, and analytics, organizations
can help ensure that the right people are in the right
place at the right time, as well as organizational
willingness for the future.

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