A Study On Talent Identification and Management With Reference To Congruent Solutions PVT LTD

A STUDY ON TALENT IDENTIFICATION AND
MANAGEMENT WITH REFERENCE TO

CONGRUENT SOLUTIONS PVT LTD
A PROJECT REPORT
Submitted by
E.J. AARTHY
(Reg No. 21610631002)
in partial fulfilment for the award of the degree

of
MASTER OF BUSINESS ADMINISTRATION
SAVEETHA ENGINEERING COLLEGE

THANDALAM, CHENNAI
ANNA UNIVERSITY: CHENNAI-600 025

May: 2012
SAVEETHA ENGINEERING COLLEGE
Saveetha Nagar, Thandalam, Chennai -602105
BONAFIDE CERTIFICATE
Certified that this project report “A STUDY ON TALENT IDENTIFICATION AND
MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD” is
the bonafide work of “E.J. AARTHY” Reg. No: 21610631002 who carried out the project
work under my supervision.
SIGNATURE SIGNATURE
Prof. A. GANDHI., MBA, M.Phil.(Ph.d.,) MR. R. MURALI., MBA
HEAD OF THE DEPARTMENT ASSISTANT PROFESSOR (OG)
SAVEETHA MANAGEMENT SCHOOL SAVEETHA MANAGEMENT SCHOOL
SAVEETHA ENGINEERING COLLEGE SAVEETHA ENGINEERING COLLEGE
THANDALAM. THANDALAM
II
III
DECLARATION
I, E.J. AARTHY, (Reg. No.21610631002) a bonafide student of Saveetha Management
School, Saveetha Engineering College, Chennai would like to declare that the project
entitled, “A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH
REFERENCE TO CONGRUENT SOLUTIONS PVT LTD” in partial fulfilment of
Master of Business Administration course of the Anna University is my original project work.
Place: Chennai
Date: E.J. AARTHY
IV
ACKNOWLEDGEMENT
It is an immense source to pleasure to place on record my deep sense of gratitude and special
thanks to all of them for their encouragement, support and helpful guidance and wishes.
First of all, I would like to express deep felt gratitude to Dr. N.M. VEERAIYAN, President
and DR. S.RAJESH, Director of Saveetha Engineering College.
I would like to express deep felt gratitude to Dr. R. VENKATASAMY, Principal and
Prof. R. DHEENADAYALU, Dean of Saveetha Engineering College for providing the
required arrangements to carry out this project work.
My deepest gratitude to my department HOD Prof. A. GANDHI, MBA, M. Phil,(Ph.D.,)
My sincere thanks to Mrs. Muthumala and Mr. C. SreeGanesan, HR Team of Congruent

Solutions, who helped me to identify the project and provided me with all the support and
direction to collect the data and complete my project.
My deepest gratitude to my project guide MR. R. MURALI., ASSISTANT PROFESSOR,

(OG) MBA for constant encouragement to go one step further.
I wish to express my sincere thanks and gratitude to my entire department Faculty Members,
especially overall project guide Mr. S. CHANDRAMOULI, MBA (Ph.D) Asst. Professor.
I wish to express my sincere thanks and gratitude to “The respondents and higher
authorities from Congruent Solutions who participated in this research”. This research
report would not have been possible without your generosity and willingness to participate.
Finally, I thank my parents, sister and friends who showed their blessings and supports to
complete this project.
(E.J. AARTHY)
V
ABSTRACT
The project is on the basis of work conducted on “A Study Talent Identification and
Management” with reference to Congruent Solutions Pvt Ltd.
Talent Identification and Management practice within an organization is a human resource

strategy that seeks to identify, develop, deploy and retain talented and high potential
employees. Although Talent Identification and Management practices may be applied in
company, they can only contribute optimally to business performance if both higher
authorities and employees are aligned on its objectives and implementation in the
organization.
The study examined the perception of employees in Talent Identification and Management
practices in the company. The study then compares the perceptions of employees’ higher
authorities themes of Talent identification and management practices. The empirical results
revealed that the perception of the employees particularly on the themes of implementation
and the instruments used to identify high potential employees.
The objectives were achieved through a descriptive study. The researcher used a structured
questionnaire, which was circulated among the employees of the company. The sample size
was 65. The data collected through this method was analyzed using statistical techniques such
as Pearson’s Chi Square, Chi Square, and Correlation
VI
TABLE OF CONTENTS
Chapter No. Description Page No.

Title Page I
Bonafide certificate II
Organization certificate III
Declaration IV
Acknowledgement V
Abstract VI
Table of Contents VII
List of Tables VIII
List of Charts IX
Introduction
1.1 Introduction 1
1.2 Objectives of the study 5
1.3 Need for the study 6
I
1.4 Scope of the study 6
1.5 Limitations of the study 6
1.6 Organization profile 8
II Review of Literature 14
Research Methodology
3.1 Sources of data 18
III 3.2.Sampling design 18
3.3.Questionnaire design 20
IV Data Analysis and Interpretation 23

V Findings, Suggestions and Conclusion 75
Annexure 80
Bibliography 85
VII
LIST OF TABLES
TABLE PAGE
TITLE
NO NO
1 GENDER OF EMPLOYEES 23
2 AGE OF EMPLOYEES 24
3 EDUCATIONAL QUALIFICATION OF EMPLOYEES 25
4 WORK EXPERIENCE IN CORNGRUENT 26
5 CURRENT POSITION IN CONGRUENT 27
6 ORGANIZATION IDETIFY TALENT OF EMPLOYEES 28
7.1 TALENT MANAGEMENT NECESSARY 29
7.2 TALENT MANAGEMENT NECESSARY FOR COMPANY 30
7.3 TALENT MANAGEMENT NECESSARY FOR YOU 31
TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN
7.4 32
ORGANIZATION – (CO.RELATION)
ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT
7.5 34
INITIATIVES
TALENT MANAGEMENT IMPLEMENTED REGULARLY AND
7.6 35
FEEDBACK GIVEN TO YOU
FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE
7.7 36
FEEDBACK
7.8 COMPLETE WORK WITHIN A GIVEN TIME 37
7.9 PERFORM WORK WITH INTEREST 38
7.10 ANY TIME FEEL THAT YOU ARE WATING YOUR TIME 39
SATISFACTION OF TALENT MANAGMENT AMONG
8 40
EMPLOYEES – PEARSON-CHISQUARE
9 SATISFACTION WHILE COMPLETE YOU’RE WORK 42
LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT
10
PACKAGE RECEIVE
10.1 MEDICAL INSURANCE PACKAGE 42
10.2 COMPANY SAVINGS PLAN 43
10.3 RETIREMENT PLAN 44
10.4 HOLIDAY ENTITLEMENT 45
10.5 COMPETITIVE OF SALARY 46
REWARDING, MOTIVATING AND RETAINING TALENT IN
11 48
YOUR ORGANIZATION
TRANSPARENCY SYSTEM ADOPTED IN TALENT
12 49
MANAGEMENT
13 TALENT RETENTION INITIATIVES 50
SATISFED WITH EXISTING PERSONNEL POLICIES OF
14 51
COMPANY
SUBORDINATES
1 GENDER OF SUBORDINATES 52
2 AGE OF SUBORDNINATES 53
3 EDUCATIONAL QUALIFICATION 54
4 WORK EXPERIENCE IN CONGRUENT 55
OPINION ABOUT TALENT IDENTIFICATION AND
7
MANAGEMENT
ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR
7.1 58
ORGANIZATION
ACCESSING CANDIDATES SKILLS EARLIER IN HIRING
7.2 59
PROCESS
CREATING A CULTURE THAT MAKES EMPLOYEES WANT TO
7.3 60
STAY WITH THE ORGANIZATION
CREATING A CULTURE THAT MAKES INDIVIDUALS WANT
7.4 61
TO JOIN THE ORGANIZATION
7.5 CREATING A CULTURE THAT VALUES EMPLOYEES WORK 62
CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE
7.6 63
EXCITED TO EXCELLENT AT WORK
CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS
7.7 64
ARE ENCOURAGED DEVELOP REQUIRED TALENTS
CREATING POLICIES THAT ENCOURAGE CAREER GROWTH
7.8 AND DEVELOPMENT OPPORTUNITIES BASED ON TALENT 65
IDENTIFICATION
7.9 GIVING PRODUCTIVE FEEDBACK 66
IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR
7.10 67
EXISTING TALENTS
7.11 REWARDING TOP PERFORMING EMPLOYEES 68
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND
8 69
RETAINING TALENT OF THE EMPLOYEES
TALENT MANAGEMENT ACTIVITIES INVOLVED IN
9 72
ORGANIZATION
FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN
10 73
TERMS OF COMPENSATION
VIII
LIST OF CHARTS
PAGE
CHART NO TITLE
NO
1 GENDER OF EMPLOYEES 23
2 AGE OF EMPLOYEES 24
3 EDUCATIONAL QUALIFICATION OF EMPLOYEES 25
7.1 TALENT MANAGEMENT NECESSARY 29
7.2 TALENT MANAGEMENT NECESSARY FOR COMPANY 30
7.3 TALENT MANAGEMENT NECESSARY FOR YOU 31
TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN
7.4 32
ORGANIZATION – (CO.RELATION)
ORGANIZATION HAVE SPECIFIC TALENT
7.5 34
MANAGEMENT INITIATIVES
TALENT MANAGEMENT IMPLEMENTED REGULARLY
7.6 35
AND FEEDBACK GIVEN TO YOU
FOLLOWING ACTION TAKEN BY THE COMPANY AFTER
7.7 36
THE FEEDBACK
7.8 COMPLETE WORK WITHIN A GIVEN TIME 37
7.9 PERFORM WORK WITH INTEREST 38
7.10 ANY TIME FEEL THAT YOU ARE WATING YOUR TIME 39
SATISFACTION OF TALENT MANAGMENT AMONG
8 41
EMPLOYEES – PEARSON-CHISQUARE
9 SATISFACTION WHILE COMPLETE YOU’RE WORK 42
LEVEL OF SATISFACTION WITH THE SALARY &
10 43
BENEFIT PACKAGE RECEIVE
10.1 MEDICAL INSURANCE PACKAGE 43
10.2 COMPANY SAVINGS PLAN 44
10.3 RETIREMENT PLAN 45
10.4 HOLIDAY ENTITLEMENT 46
10.5 COMPETITIVE OF SALARY 48
REWARDING, MOTIVATING AND RETAINING TALENT IN
11 49
YOUR ORGANIZATION
TRANSPARENCY SYSTEM ADOPTED IN TALENT
12 50
MANAGEMENT
13 TALENT RETENTION INITIATIVES 51
SATISFED WITH EXISTING PERSONNEL POLICIES OF
14
COMPANY
SUBORDINATES 52
1 GENDER OF SUBORDINATES 53
2 AGE OF SUBORDINATES 54
3 EDUCATIONAL QUALIFICATION 55
6 ORGANIZATION IDETIFY TALENT OF EMPLOYEES
OPINION ABOUT TALENT IDENTIFICATION AND
7
MANAGEMENT
ALIGNING EMPLOYEES WITH THE CORE VALUES OF
7.1 58
YOUR ORGANIZATION
ACCESSING CANDIDATES SKILLS EARLIER IN HIRING
7.2 59
PROCESS
CREATING A CULTURE THAT MAKES EMPLOYEES
7.3 60
WANT TO STAY WITH THE ORGANIZATION
CREATING A CULTURE THAT MAKES INDIVIDUALS
7.4 61
WANT TO JOIN THE ORGANIZATION
CREATING A CULTURE THAT VALUES EMPLOYEES
7.5 62
WORK
CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE
7.6 63
EXCITED TO EXCELLENT AT WORK
CREATING AN ENVIRONMENT WHERE EMPLOYEES
7.7 IDEAS ARE ENCOURAGED DEVELOP REQUIRED 64
TALENTS
CREATING POLICIES THAT ENCOURAGE CAREER
7.8
GROWTH AND DEVELOPMENT OPPORTUNITIES BASED 65
7.8
ON TALENT IDENTIFICATION
7.9 GIVING PRODUCTIVE FEEDBACK 66
IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR
7.10 67
EXISTING TALENTS
7.11 REWARDING TOP PERFORMING EMPLOYEES 68
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING
8 69
AND RETAINING TALENT OF THE EMPLOYEES
TALENT MANAGEMENT ACTIVITIES INVOLVED IN
9 72
ORGANIZATION
FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN
10 73
TERMS OF COMPENSATION
IX
CHAPTER-1
INTRODUCTION
INTRODUCTION
TALENT IDENTIFICATION AND MANAGEMENT

Talent identification and management refers to the skills of attracting highly skilled
workers, of integrating new workers, and developing and retaining current workers to meet
current and future business objectives. Talent management in this context does not refer to the
management of entertainers. Companies engaging in a talent management strategy shift the
responsibility of employees from the human resources department to all managers throughout
the organization. The process of attracting and retaining profitable employees, as it is
increasingly more competitive between firms and of strategic importance, has come to be
known as "the war for talent." Talent management is also known as HCM (Human Capital
Management).
The term "talent management" means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to others it is about
how talent is managed generally - i.e. on the assumption that all people have talent which
should be identified and liberated.
‘Talent signals an ability to learn and develop in the face of new challenges. Talent is about
future potential rather than past track record. So talent tends to be measured in terms of
having certain attributes, such as a willingness to take risks and learn from mistakes, a
reasonable (but not too high) level of ambition and competitiveness, the ability to focus on
‘big picture’ issues, and an awareness of their own strengths, limitations and impact on
others…’
Definition Talent Management: ‘Talent management is the process of ensuring that the
organization attracts, retains, motivates and develops the talented people it needs.
It’s important to note that organization associate the term talent or talent management only to
key performing individuals. However, it is essential to remember that each one of us has
some talent potential and hence it should not be restricted to the very few. Nevertheless, it is
highly likely that more attention is going to be paid to employees with high potential or
exceptional skills.
Several talent management processes need to be in place on a strategic level in order ensure
its success. Such processes/strategies include talent identification, recruitment & assessment,
competency management, performance management, career development, learning
management, compensation, succession planning etc.
Talent management has a number of benefits to offer such as employee engagement,

retention, aligning to strategic goals in order to indentify the future leadership of the
organization, increased productivity, culture of excellence and much more.
Meaning of Talent
1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack.
2. Unusual natural ability to do something well that can be developed by training.
3. Person or people with an exceptional ability.
Talent or Human Capital of an Organization
The pool of people with talent as described under the title "meaning of talent" is the talent or
human capital of any organization.
Why Talent/Human Capital management?
Organizations all over the world have realized that the success of their businesses largely
depend upon the talents of people.
These are those talents or talented people who possesses the talents as required by a particular
organization or those people who have shown promise to acquire the talents needed by an
organization and sharpen them further.
Therefore, the organizations should manage these talents well.
They must devise effective plans and processes to identify their talent needs, locate the
talents, attract the talents to work for their organizations, help the selected people to
enhance/upgrade their talents and to obtain their association to work for the organizations for
longer terms.
How Talent Management Can Help Your Organization
Talent management solutions are becoming more and more vital to the growth and
profitability of today’s organization. Why? Because companies invest a tremendous amount
of money in their employees. The expenses associated with soliciting, acquiring, training,
promoting, and retaining staff members can take up a huge portion of any corporate budget.
But, as the workforce continues to be viewed as an increasingly strategic asset, these costs are
all considered to be money well-spent.
That’s where talent management comes in. Talent management software helps to ensure that
companies achieve maximum return on their employee investment.
Whether or not an employee – or the workforce as a whole – is productive and successful

depends upon many factors. Skills, work histories, formal training, and educational
backgrounds all play a major role. But, so do personalities, work ethics, and other traits that
determine whether or not a staff member will fit well into a corporate culture. Talent
management solutions can make it easier for a business to understand what makes each
employee unique, including their specific strengths and weaknesses. This allows them to fully
leverage the potential of each individual worker, applying their talents and characteristics in
the most effective way towards the achievement of corporate goals. Some of the other key
benefits that can be realized through the deployment and use of a talent management software
package include:
Improved Employee Morale and Retention
Workers in all types of businesses are feeling frustrated and unmotivated, which explains the
high levels of attrition companies across all industries are currently challenged with.
With a talent management solution in place, an organization can create a more worker-
friendly environment that is both nurturing and supportive. Companies can capitalize on key
competencies to reach strategic objectives, while ensuring that employees are happy and
satisfied in their roles. This, in turn, will minimize stress and boost morale, by building
stronger relationships between company and employee, while facilitating greater workforce
efficiency and loyalty.
Enhanced Efficiency
In order to ensure that all employees are performing at optimum levels, companies must
understand what tasks and activities each individual employee is good – or not good - at.
With talent management software, companies can identify strengths and weaknesses, as well
as significant gaps in skills and knowledge. This intelligence will allow them to more
accurately assign roles and responsibilities to employees based on their unique abilities, while
helping them to structure training and enhancement programs for maximum effectiveness.
Lower Expenses
External job searches – whether conducted in-house or through a third-party personnel search
firm – require a tremendous amount of time and money. Advertising, interviewing, and other
activities can drain both human and financial resources. But, with talent management
software, companies can develop internal leadership programs that prepare employees for
possible advancement. By promoting from within more often, organizations that use talent
management solutions can eliminate the expenses associated with finding, hiring, and
training outside candidates.
OBJECTIVES
OF THE
STUDY
1.2 OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE:
To study the “TALENT IDENTIFICATION AND MANAGMENT” in Congruent Solutions

Pvt Ltd., Guindy, at Chennai to suggest improvements, if any, or confirm the appropriateness
of the present system.
SECONDARY OBJECTIVE:
1. To understand the necessity of talent management among employees

2. To study the level of employee satisfaction and problem associated with Talent
Management System.
3. To study employee perception about the Talent Management System and various
challenges of Talent Identification and management
4. To give suitable Suggestions for improvement of Talent management System.
NEED FOR
THE STUDY
LIMITATIONS
OF THE
STUDY
1.3 NEED FOR THE STUDY:

1. The company gives lot of weight ages and importance to identify, recognize and reward,
and develop talent of the employees, so that the companies’ preeminent position among
the clients is to retain and also make to grow. Therefore “Talent Identification and
Management” is an important function in the Company.
2. It is also needed for the both to improve company performance and also to boost
employees’ well-being.
1.4 SCOPE OF THE STUDY:
The scope of the study helps to understand the necessary of Talent Identification and
Management. It also helps to study the perseverance of employees in the Talent Management
System in the Company. The study helps whether talent appeals it’s in terms of employee
satisfaction and also suggesting the possible improvement in Talent Management.
PROBLEM DEFINITION
It takes talent to spot talent! A tone deaf will never be able to appreciate the music of
maestros. Talent is doing easily what other find difficult.
In an organization, there is nothing more crucial than fitting the right employees in the right
position. Or else you would be trying to fit a square peg in a round hold. When people do
jobs that just don’t suit their liking, inclination and temperament, the results or rather the lack
of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another
negative behaviour will become typical in the employees is shown the door. Or perhaps,
there is another option – Talent management.
1.5 LIMITATIONS OF THE STUDY:

1. Some information required for the study may be confidential and therefore company is not
disclosing the same.
2. Time factor can be major limitation of this survey. Because it has to be completed within
the time limit without disturbing the production process or the work of the concern
employees.
3. The study was confined to the employees of Guindy branch of CONGRUENT Solutions
Private Limited.
CHAPTER SCHEME
1. The first chapter is introduction, which gives the outline of the project. The topics
included in this chapter are objectives, scope and limitations of the study
2. The second chapter includes the review of literature.
3. The third chapter includes the Research Methodology, data analysis and interpretation.
4. The fourth chapter includes findings from interpretation. From that suggestion were given
with an implication. This chapter ends with conclusion.
COMPANY
PROFILE
1.6 COMPANY PROFILE

CONGRUENT SOLUTIONS PVT LTD
WHO ARE WE
Congruent Solutions is an SEI CMMi Level 5 Compliant and ISO 9001:2008 certified
Software & KPO Services Company with presence in
 United States (California, New Jersey)
 Asia Pacific (Singapore)
 Europe (London, Luxembourg)
To support mission critical business processes and applications, we have put in place world-
class infrastructure in our delivery center based in Chennai, India.
OUR STRENGTHS
 Skilled team
 Large company maturity with the soul of a small company
 Robust Infrastructure
 Domain knowledge with industries certifications
Congruent Solutions provides Technology Services and Pension Plan Administration

Services. We have an excellent track record in successfully incubating offshore delivery
centers for organizations looking to outsource technology and business processes for the first
time in a cost-effective manner.
WHAT DO WE DO
Congruent is a mature IT services company with an excellent track record in developing

solutions using Microsoft, Java & Open source technologies. Our BPO division provides
comprehensive back office services to the Pension Plan Administration industry.
Congruent focuses on providing solutions in two major domains namely Retirement/Pensions

Administration and Education. The focus gives us the ability to speak the same language as
our customers and function as an extended delivery arm for clients worldwide.
BENEFIT BEYOND BOUNDARIES

Congruent compelling value proposition is its ability to rapidly configure project
management practices to meet the requirements of small as well as large projects.
Our robust process models enable us to:
 cut costs
 provide efficiency and
 ensure prompt deliverables at proper deadlines
We constantly strive to exceed customer expectations, by providing excellence in quality,

performance, value, delivery and support of our services.
CORE VALUES
 We put our customers first, as without them we have no reason to be in business.
 We encourage high levels of cooperation and communication among our customers, our
suppliers and ourselves.
 We value openness and transparency in all our communication and believe in not
committing what we cannot deliver
 We deploy our resources to create value for our customers, our stockholders, our
communities and ourselves.
 We are passionate about excellence at an individual and organizational level in everything
we do.
 We treat each other with the utmost respect.
 We provide a safe and rewarding place to work, a place where we are proud of our
company and our work, and have fun doing what we do.
 We believe that we all are caring, loyal, honest individuals; doing our best to further
interests of our company and our colleagues.
ADVANTAGE
We at Congruent Solutions have some key compelling factors for you to choose us as your
partner.
SEI CMMi Level 5
Congruent is part of an elite club of CMMi Level 5 assessed companies. The assessment
indicates that the company has achieved the highest level of maturity for its processes. For
the clients, this assessment means low project risk, conformance to planned deliveries,
minimal defect rate, high process visibility and enhanced satisfaction.
Our team underwent a Class A SCAMPI (Standard CMMI Appraisal Method for Process
Improvement) appraisal and satisfied all 22 processes applicable.
ISO for PENSION PLAN PROCESS
ISO 9001:2000 certification has institutionalized our domain expertise. This assures clients
of:
 Superior productivity
 Few or no defects
 Shorter development cycle
 Infallible schedule compliance
 Savings in development and maintenance cost
 Minimum TCO
 Maximum ROI
We are probably the first and the only company in India to be certified ISO 9001:2000 for our
Pension Plan Administration services.
INFORMATION SECURITY
Congruent has implemented a comprehensive security policy that safeguards the:
 organizational information
 assets
 processes
 systems
 networks
critical to internal and external customers.

For this purpose, systems and controls complying with the ISO27001 standards are being
implemented through our ISMS.
This process-based model is employed in defining, implementing and maintaining ISMS.
PENSION PLAN ADMINISTRATION
By the nature of its business, the pension plan administration is time and people intensive.
The seasonality of certain critical processes, such as Form 5500 and Compliance Testing,
poses immense challenge to TPAs and Plan Providers.
Congruent Solutions helps TPAs and Plan Providers not only manage the resources for
seasonal work but also provide cost savings of upto 30-50%.
Congruent Solutions is ISO 9001:2008 certified for Pension Plan Administration (401k)
services. Its delivery centre based in Chennai, India, offers a secure and robust infrastructure.
Congruent has experience in handling processes in both Defined Contribution and Defined
Benefits space.
APPLICATION DEVELOPMENT
Congruent’s application development services help organization automate business process

using technology in a very cost effective manner. We have unmatched experience in
developing web applications using Microsoft, Java and Open Source technologies.
We have a mature software development methodology providing an excellent framework for

migration of client requirements to our development centre, development, testing and finally
transitioning of the developed application to the clients place. SPLM™, a tool built 'in-house'
provides 24/7 window on the work-in-progress.
OUR SERVICES
 Customized application development
 Enhancements
 Migration
 Re-engineering
MAINTENAENCE
Maintenance of applications is as critical to businesses as developing. Changes in business

processes and user patterns call for constant enhancements and maintenance. Our Fix
It methodology highlights our expertise in handling such client needs.
PRODUCT DEVELOPMENT
Product development services demands a process framework that allows quick turn-around
times, delivering multiple builds, ability to replicate product technology platform as well as
test environments and transparency in efforts spent by the offshore team. Congruent’s
processes are geared to address these requirements and over the years, we have mastered the
art of managing product development services for organizations.
Our services include
 Product Development
 Maintenance
 Product Enhancements
 Product Testing
 Integration
INFORMATION SECURITY
Congruent values the importance and necessity of protecting data from unauthorized access,
use, destruction and modification. An important aspect of information security is recognizing
the value of information and defining appropriate procedures and protection requirements for
the information. We protect information throughout the life cycle of the information and put
back the modified data.
Companies make investments in sophisticated data protection software and tools without
paying attention to certain “soft” issues, which go a long way in ensuring data protection.
Congruent's common sense approach to data security covers all dimensions of data security.
Here are some of the best practices we adopt to guarantee data protection for our customers:
 Congruent has a security program defined and established for the organization. The
security policies have been defined to meet ISO 9001:2008 requirements and are in line
with the ISO 27001 standards.
 Congruent has ensured physical security and network security in all possible ways for the
ease of our clients.
 Customer data or configuration information would not be stored on Congruent’s network.
A Sterile environment is created at Congruent to lay the foundation of entire data security.
 A plan is also documented to monitor and respond to security incidents.
 Our network infrastructure (firewall, switches), applications, and operating systems are
configured securely by utilizing Microsoft recommended security practices.
 Security related events are logged and reviewed by respective functional heads. IT systems
are audited once in a quarter by internal auditor and audit results are reviewed by the
senior management.
Congruent has implemented simple yet effective security policies and tools that ensure
complete data protection and privacy for its customers. Our solution approach to ensure data
security has a balanced emphasis on an optimum combination of technologies, tools and
organization policies.
CHAPTER-II
REVIEW
OF
LITERATURE
2. REVIEW OF LITERATURE
1. “David G. Collings, Kamel Mellahi”, “School of Business and Economics, National
University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield
Management School”, “9 Mappin Street, Sheffield, S1 4DT, UK”, “Available online 2
May 2009”.
“Despite a significant degree of academic and practitioner interest the topic of talent
management remains underdeveloped. A key limitation is the fact that talent management
lacks a consistent definition and clear conceptual boundaries. The specific contribution of the
current paper is in developing a clear and concise definition of strategic talent management.
We also develop a theoretical model of strategic talent management. In so doing we draw
insights from a number of discreet literature bases. Thus, the paper should aid future research
in the area of talent management through (1) helping researchers to clarify the conceptual
boundaries of talent management and (2) providing a theoretical framework that could help
researchers in framing their research efforts in the area. Additionally, it aids managers in
engaging with some of the issues they face with regard to talent management”.
2. “T. Morris”, “Volume 18, Issue 9, 2000”, “Psychological characteristics and talent
identification in soccer- Journal of Sports Sciences”, “Available online: 09 Dec 2011”.
“I review research on psychological characteristics and sports performance and examine the
literature on talent identification with particular reference to soccer to derive implications for
the use of psychological variables in the talent identification and development process.
Although the many cross-sectional studies of psychological characteristics and performance
in all football codes conducted over the last 30 years have revealed no clear patterns, studies
of both general inventories and specific variables are still being conducted. Reports on talent
identification in all codes have increased in recent years, but most are descriptive in nature. In
this review, I suggest that research on systematic expert observation has potential as a
practical approach, but more studies of this type are needed. Considering the examination of
specific psychological variables, only a solitary investigation of creativity in adolescents has
shown promise. Further research on creativity and talent identification is required to replicate
the positive results found in that study. In summarizing the research on psychological
characteristics and talent identification, I conclude that cross-sectional research on adults
cannot be extrapolated for use in talent identification with adolescents. I propose that
resources would be more effectively used in the provision of psychological skills training for
adolescent soccer players, pending more sophisticated research on a wider range of
psychological variables. It is recommended that longitudinal or quasi-longitudinal research is
essential to determine whether the same psychological variables are important for outstanding
performance throughout the process of development and whether psychological variables
measured during adolescence can predict outstanding performance in adulthood”.
3. “Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K”, “(2002)”, “Talent
identification and development”:” an academic review”.” Sport Scotland, Edinburgh.
ISBN 185060 418 5”.
“The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent
Identification and Development Programme which operated from early 2000 to the end of
2001. The Review highlights that the actual resources required for talent identification in the
UK are concentrated on anthropometrical measures whereas the required resources should
concentrate primarily on the psychological dimensions supported by the development of
fundamental motor skills”.
4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD

journal, Hyderabad, p23-26”.
“Organization needs to have a vision and a well defined strategy on hiring for the future. Do
we have the right talent within to attract and retain the best available talent? A number of
measures for talent management are suggested.”
5. “PANDIT Y V L”, “(May 2007)”, “Talent retention strategies in a competitive
environment” , ”NHRD journal”, “Hyderabad, p27-29”
“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain
the talent.”
6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational

Excellence by Identifying, Developing, and Promoting Your Best People”.
“This is an outstanding reference work that succinctly explains a simple and practical
approach to the identification, assessment and management of talent in the current, dynamic
operating business environment. The book plainly gives advice on how to avoid high staff
turnover, poor morale, and poor performance”.
7. “Sridhar S Preetham”,” (July 2007)”, “Managing talent, HRD Newsletter, vol23 issue
-4”, “Newsletter”.
“Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the
article outlines initiative that can be put in place to help organization retain nurture and retain
the talent”.
8. “William J. Rothwell”-“The Strategic Development of Talent”
"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies
any organisation can use to effectively develop, retain and utilise talent for the benefit of an
organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity
Rothwell suggests."
9. “Christopher Rhodes - University of Birmingham, “C.P.Rhodes@bham.ac.uk”, “Mark

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

Population Size : 100
Sample Size : 65
Types of Data : Primary Data
Secondary Data
Data Collection Instrument : Questionnaire
Data Collection Method : Survey
Sampling Technique : Random Sampling
Statistical Tool for Analysis : a. Percentage Method
b. Chi-Square Method
c. Pearson Chi-Square
d. Correlation Co-efficient
3.RESEARCH METHODOLOGY
3.1. Sources of data
Research can be defined as “A Scientific and systematic search for pertinent information on a
specific topic.
Research is an organized activity with specific focus (objective) on a problem or issue

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

 Sampling size.
SAMPLE UNIT:
The area selected for the study is Guindy, Chennai.
SAMPLE SIZE:
Hr professional:
The researcher focused on a comprehensive set of workplace practices that influence
employee motivation, commitment and willingness and desire to achieve at work. The
researcher identified these practices and a deep understanding of typical organizational
programs to ensure that the questionnaire covered the broadest spectrum of tangible and
intangible aspects of the work environment. As a result, the questionnaire included items
about the full range of rewards, practices leadership and management effectiveness,
communication culture and attributes relegated to these tangible and intangible aspects.
Employees:
The prime focus of this questionnaire was to compare with the responses obtained by the
above questionnaire. The talent identification and management initiative is taken by the hr
professionals but the implication of this initiative is on the employees. By this questionnaire,
the researcher tried to find out the effectiveness, necessary of such talent management
initiative as well as the satisfaction level of the employees.
To analyze the effectiveness of talent identification and management at altech star BPO, the
researcher selected 50 persons as sample size. The respondents were selected on the basis of
Random Sampling Technique;
SAMPLE METHOD:
The study involved probability random sample for selecting the respondents. It is one of the
types in probability sampling. When population elements are selected randomly on uniform
size then if they are selected randomly and if every element get a chance equally, it can be
called as random or unrestricted sampling.
3.3 FORMULATION OF QUESTIONNAIRE:
The required information for the study is collected through a structured questionnaire. The
questionnaire consists of closed-ended questions and open ended questions. In this type of
questionnaire, both the questions and the answers are well structured. The questionnaire has
two types of questions:
 Dichotomous Question:
In this type, the questions have only 2 answers (i.e.) Yes and No.
 Multiple Choice Questions:
These are questions, which has a number of options to select. It allows the respondent
to select the appropriate one of their own.
METHODS OF DATA COLLECTION:
There are several ways of collecting the appropriate data, which differ considerably in
context of money costs, time and other resources. With regard to this study questionnaire
method of data collection is followed. Since the study is to know the effectiveness of talent
identification and management at CONGRUENT Solutions Private Solutions.
Primary data is collected from Employees of CONGRUENT Solutions Private Limited. A
well-structured non-disguised questionnaire was made use to collect the relevant data for the
study. The questionnaire was framed such a way so as to elicit the required information.
From a list of employees at CONGRUENT Solutions Private Limited at random 100
employees were considered for the study. Out of the 100 employees, only 65 employees
responded. Hence out of a total population of 100, 65 employees was the research sample
size.
The secondary data was collected through company profile, books, and internets. Through
secondary data basic information about the organization was known.
STATISTICAL DESIGN:
To draw inferences and conclusions from the data collected appropriate conventional and
non-conventional techniques were adopted in the study. The conventional techniques used
here is percentage analysis, pie chart, the non-conventional technique used in this study is
Pearson Chi Square, Chi Square and Correlation.
STATISTICAL TOOL:
The collected data were classified tabulated, and analyzed with some of the statistical tools
like.
1. Percentage method
2. Chi-square method
a) Pearson Chi Square
3. Correlation co-efficient
PERCENTAGE METHOD:
Percentage method is an analysis which is derived from the statistical technique for finding
the average of collected data/information. This techniques is used to draw the bar diagram,
histogram, pie-chart etc.
This helps to pin point the percentage of collected data’s.
Number of respondents
Percentage= -------------------------------- *100
Total number of respondents
CHI-SQUARE TEST:
Chi-square test is a non parametric test used most frequently by researchers to test
hypothesis. This test is employed for testing hypothesis when distributed of population is not
known and when nominal data is to be analyzed.
The following formula for calculating the value of chi-square,

x2 =∑ (O-E) 2/E
Where, O = Observed frequency

E = Expected frequency
CORRELATION CO-EFFICIENT:
Correlation is used in measuring the closeness of the relationship between the two variables.
It mainly determines the existence of the relationship and tests significantly. It establishes a
cause and effect relationship. The Pearson co-efficient of correlation is denoted by the
symbols that are used universally for describing the degree of correlation between two series.
The formula for computing Karl Pearson ‘r’ is
N∑xy - ∑x∑y
r = ------------------------------------
(√N∑x^2-(x)^2 - √N∑y^2 –(y)^2)
CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION
TABLE - 1
GENDER OF EMPLOYEES
FACTORS NO. OF REPONDENTS PERCENTAGE
MALE 27 54
FEMALE 23 46
TOTAL 50 100
CHART – 1
GENDER OF EMPLOYEES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 54% of the
employees are Male and 46% of them are Female. It is concluded that majority of the
respondents are Male.
TABLE -2
AGE OF EMPLOYEES
FACTORS NO. OF RESPONDENTS PERCENTAGE
18 - 25 14 28
26 - 35 17 34
36 – 45 10 20
Above 45 9 18
Total 50 100
CHART – 2
AGE OF EMPLOYEES
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 28% of
employees fall under the age group 18 – 25 years, 34% of employees falls under the age of
26 – 35 years, 20% of employees fall under the age group of 36 – 45 years and 18% of
employees are above the age group of 45. It is concluded that majority of respondents fall
under the age group of 26 – 35 years.
TABLE – 3
EDUCATIONAL QUALIFICATION
UG 29 58
PG 21 42
TOTAL 50 100
CHART – 3
INFERENCE:
employees has UG qualification and 42% of employees has PG qualification. It is concluded
that majority of the respondents are UG qualification.
TABLE – 4
WORK EXPERIENCE IN CONGRUENT
< 1 Year 5 10
2 – 3 Years 12 24
4 – 5 Years 18 36
5 Years and above 15 30
Total 50 100
CHART – 4
WORK EXPERIENCE
INFERENCE:
employees have less than 1 year work experience, 24% of employees have 2 -3 years work
experience, 36% of employees have 4 -5 years work experience, 30% of employees have 6
years and above experience. It is concluded that majority of employees work experience are 4
-5 years.
TABLE – 5
CURRENT POSITION IN CONGRUENT
Trainee 6 12
Process Associate 24 48
Senior – Process Associate 15 30
System Analyst 5 10
Total 50 100
CHART – 5
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 12 % of
employees position are Trainees, 48% of employees are Process Associates, 30% of
employees are Senior – process Associate, 10% of employees are System Analyst. It is
concluded that majority of employees are Process Associates.
TABLE – 6
ORGANIZATION IDENTIFY TALENT OF EMPLOYEES

By competencies 6 12
By Potential 9 68
By Results 34 18
All the Above 1 2
Total 50 100
CHART – 6
ORGANIZATION IDENTIFY TALENT
INFERENCE:
employees respondent that organization identify talent by Competencies, 18% of employees
answered by Results, 68% of employees answered by Potential, 2% of employees respondent
answered all the above. It is concluded that majority of employee’s respondent that
organization identify talent by potential.
PART – B
TABLE – 7.1
TALENT MANAGEMENT NECESSARY
YES 46 92
NO 4 8
TOTAL 50 100
CHART – 7.1
TALENT MANAGEMENT NECESSARY
INFERENCE:
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 – 7.2
TALENT MANAGEMENT IMPORTANT FOR COMPANY
YES 48 96
NO 2 4
TOTAL 50 100
CHART – 7.2
TALENT MANAGEMENT IMPORTANT FOR COMPANY
INFERENCE:
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 – 7.3
TALENT MANAGEMENT IMPORTANT FOR YOU
YES 49 98
NO 1 2
TOTAL 50 100
CHART – 7.3
TALENT MANAGEMENT IMPORTANT FOR YOU
INFERENCE:
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 – 7.4
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION
NULL HYPOTHESIS : There is no significant association between the male
and female talent management initiative a top
priority in organization.
ALTERNATIVE HYPOTHESIS : There is a significant association between the male
and female that the talent management initiative a
top priority in organization.
GENDER YES NO TOTAL
MALE 26 28 54
FEMALE 34 12 46
TOTAL 60 40 100
X Y X^2 Y^2 XY
26 28 676 784 728
34 12 1156 144 408
∑X=60 ∑Y=40 ∑X^2= 1832 ∑Y^2=928 ∑XY= 1136
Correlation Coefficient:
(∑xy / n – (∑x /n) (∑y /n))
r = −−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−
(√ ((∑x2/n) – (∑x/ n) 2) √ ((∑y2/n) – (∑y/ n) 2)
(1136/100) - (60/100) (40/100)
r = ---------------------------------------------------------------------------------
(√(1832/100) - √(60/100)^2 * (√(928/100) -√(1832/100) - √(60/100)^2
r = (11.36) - (0.6)*(0.4) /√17.96 * √9.12
r = 11.12/12.73 = 0.873 ~ 1
CHART – 7.4
TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION
INFERENCE:
From the above analysis, we found that both the gender specifies that talent management
initiative a top priority in the organization especially when compared to male, female
respondents respond that talent management initiative a top priority in the organization.
TABLE – 7.5
ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES
YES 35 70
NO 15 30
TOTAL 50 100
CHART – 7.5
ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES
INFERENCE:
employee’s respond that talent management initiatives a top priority in the organization, 40%
of employees respond that talent management are not given top priority in the organization. It
is concluded that the majority of employees’ respondent that organization have specific talent
management initiative.
TABLE – 7.6
TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN
TO YOU
YES 27 54
NO 23 46
TOTAL 50 100
CHART – 7.6
TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK
GIVEN TO YOU
INFERENCE:
employee’s 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 – 7.7
FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
YES 30 60
NO 20 40
TOTAL 50 100
CHART – 7.7
FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
INFERENCE:
employee’s 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 – 7.8
COMPLETE WORK WITHIN A GIVEN TIME
YES 49 98
NO 1 2
TOTAL 50 100
CHART – 7.8
COMPLETE WORK WITHIN A GIVEN TIME
INFERENCE:
employee’s 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 – 7.9
PERFORM WORK WITH INTEREST
YES 35 70
NO 15 30
TOTAL 50 100
CHART – 7.9
PERFORM WORK WITH INTEREST
INFERENCE:
employee’s 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 – 7.10
ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
YES 10 20
NO 40 80
TOTAL 50 100
CHART – 7.10
ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
INFERENCE:
employee’s 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 – 8
SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES
PEARSONS CHI SQUARE TEST
Null Hypothesis : There is no significant association between the gender and the
satisfaction of talent management.
Alternative Hypothesis: There is significant association between the gender and the
satisfaction of talent management.
ROW
GENDER YES(%) NO(%)
TOTAL
MALE 30 24 54
FEMALE 27 19 46
COLUMN
57 43 100
TOTAL
OBSERVED EXPECTED (Oi-Ei) (Oi-Ei)^2/Ei

FREQUENCY FREQUENCY
30 30.78 -1 0.019766
24 23.22 1 0.026202
27 26.22 1 0.610221
19 19.78 -1 0.808898
100 100 0 1.465087
Chi square (χ2) = ∑ ((O-E) 2/E) = 1.465

Expected frequency = (Row Total * Column Total) / Grand Total
Therefore, the calculated value of Chi Square (χ2) = 1.465
Degrees of freedom = (r-1) (n-1) = (2-1) (2-1) =1
Table value of chi square (χ2) = χ2 (r-1) (c-1), 5% = χ2 1, 5 % = 3.84
INFERENCE:
Since the calculated value of chi square (χ 2) is less than table value of chi square (χ 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 – 9
SATISFACTION WHILE COMPLETE YOU’RE WORK
Highly dissatisfied 0 0
Dissatisfied 1 2
Neither 7 14
Satisfied 40 80
Highly Satisfied 2 4
Total 50 100
CHART - 9
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 0% of employee’s
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 – 10.1
LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE
RECEIVE
MEDICAL INSURANCE PACKAGE
Dissatisfied 2 4
Neither 5 10
Satisfied 32 64
Total 50 100
CHART – 10.1
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with medical insurance package, 4% of employees’
respond are dissatisfied, 10% of employees respond neither, 64% of employees’ respond that
they are satisfied and 20% of employees’ respond that they are highly satisfied. It is
concluded that the majority of employees’ respond that they are satisfied with the medical
insurance package.
TABLE – 10.2
RECEIVE
COMPANY SAVINGS PLAN
Dissatisfied 3 6
Neither 10 20
Satisfied 30 60
Total 50 100
CHART – 10.2
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with company savings plan, 6% of employees’
concluded that the majority of employees’ respond that they are satisfied with the company
savings plan.
TABLE – 10.3
RECEIVE
RETIREMENT PLAN
Dissatisfied 3 6
Neither 16 32
Satisfied 20 40
Total 50 100
CHART – 10.3
RECEIVE
INFERENCE:
employee’s respond that they are highly dissatisfied with retirement plan, 6% of employees’
concluded that the majority of employees’ respond that they are satisfied with the retirement
plan.
TABLE – 10.4
RECEIVE
HOLIDAY ENTITLEMENT
Dissatisfied 7 14
Neither 5 10
Satisfied 25 50
Total 50 100
CHART – 10.4
RECEIVE
INFERENCE:
respond that they are highly dissatisfied with holiday entitlement, 14% of employees’ respond
are dissatisfied, 10% of employees respond neither, 50% of employees’ respond that they are
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 – 10.5
COMPETITIVE OF MY SALARY
TOOL APPLIED: CHI – SQUARE TEST
Highly
AGE Highly Dissatisfied Neutral Satisfied Total
Satisfied
Dissatisfied
18-25 0 1 0 6 7 14
26-35 1 6 3 5 2 17
36-45 1 7 2 0 0 10
above 45 3 1 3 1 1 9
Total 5 15 8 12 10 50
Null hypothesis: Ho: The opinion about the level of salary that you receive is
satisfied according to the age-wise
Alternative Hypothesis: H1: The opinion about the level of salary that you receive is not
satisfied according to the age - wise.
Observed Frequency (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2

Expected Frequency
Ei
0 1 -1 1 0.71
1 4 -3 9 2.14
0 2 -2 2 0.89
6 3 3 9 2.68
7 3 4 16 5.71
1 2 -1 1 0.59
6 5 1 1 0.20
3 3 0 0 0.00
5 4 1 1 0.25
2 3 -1 1 0.29
1 1 0 0 0.00
7 3 4 16 5.33
2 2 0 0 0.00
0 2 -2 4 1.67
0 2 -2 4 2.00
3 1 2 4 4.44
1 3 -2 4 1.48
3 1 2 4 2.78
1 2 -1 1 0.46
1 2 -1 1 0.56
Chi square (χ2) = ∑ ((O-E) 2/E)

Calculated value of Chi-square (χ2) = 32.19
Degrees of freedom = (n-1) = (5-1) = 4
Table value of chi square (χ2) = χ2 (n-1), 5%
= χ2 4, 5 % = 9.488
Tabulated Value = 9.488
INFERENCE:
Since the calculated value of chi square (χ2) is greater than table value of chi square (χ 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 NO. OF RESPONDENT PERCENTAGE
External Talent Sessions 10 20
Appreciation for Initiation 20 40
Creativity Knowledge 5 10
Recreational Activities 15 30
Total 50 100
CHART – 11
REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR
ORGANIZATION
INFERENCE:
employee’s 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.
TABLE – 12
TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
Fully 4 9
To a great extent 8 16
To a reasonable extent 23 47
To a limited extent 10 19
Not at all 5 9
Total 50 100
CHART – 12
TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
INFERENCE:
respond fully, 16% of employees’ respond to a great extent, 47% of employees respond to a
reasonable extent, 19% of employees’ respond to a limited extent, 9% of employees respond
not at all. It is concluded that the majority of employees’ feel that it is a reasonable extent that
transparency system adopted in talent management system.
TABLE – 13
TALENT RETENTION INITITATIVES
Accruing new talent 13 26
Leveraging existing talent 12 24
Retaining the current 15 30
Potential for future 10 20
Total 50 100
CHART – 13
TALENT RETENTION INITIATIVES
INFERENCE:
employee’s 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
Dissatisfied 2 4
Neither 15 30
Satisfied 16 32
Total 50 100
CHART – 14
SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY
INFERENCE:
employee’s 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.
TABLE-1
GENDER OF SUBORDINATES
OPTIONS NO. OF RESPONDENTS PERCENTAGE
Male 10 67
Female 5 33
Total 15 100
CHART -1
GENDER
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher
authorities are Male and 33% of them are Female. It is concluded that majority of the
respondents are Male.
TABLE - 2
AGE
AGE NO OF RESPONDENTS PERCENTAGE
18-25 years 1 6
26-35 Years 2 13
36-45 Years 7 46
Above 45 Years 5 33
Total 15 100
CHART – 2
AGE
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 6% of higher
authorities fall under the age group 18 – 25 years, 14% of higher authorities falls under the
age of 26 – 35 years, 47% of higher authorities fall under the age group of 36 – 45 years and
33% of higher authorities are above the age group of 45. It is concluded that majority of
respondents fall under the age group of 36-45 years.
TABLE -3
EDUCATIONAL QUALIFICATION OF SUBORDINATES
UG 0 0
PG 15 100
TOTAL 15 100
CHART – 3
INFERENCE:
authorities has UG qualification and 100% of higher authorities has PG qualification. It is
concluded that majority of the respondents are PG qualification.
TABLE – 4
WORK EXPERIENCE IN CONGRUENT
< 1 year 2 13
2-3 years 3 18
4-5 years 4 25
5 years and above 7 44
Total 15 100
CHART – 4
WORK EXPERIENCE
INFERENCE:
authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years
work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher
authorities have 6 years and above experience. It is concluded that majority of higher
authorities work experience are 6 and above.
TABLE – 5
HR 3 20
Team Leaders 5 33
Manager 7 47
Total 15 100
CHART – 5
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 20 % of
respondents are HR professionals, 33% of respondents are Team Leader, and 47% of
respondents are Managers. It is concluded that majority of authorities are Manager.
TABLE – 6
ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES

By competencies 1 7
By Potential 12 81
By Results 1 7
All the Above 1 7
Total 15 100
CHART – 6
ORGANIZATION IDENTIFY TALENT
INFERENCE:
authorities respondent that organization identify talent by Competencies, 7% of higher
authorities answered by Results, 81% of higher authorities answered by Potential, 7% of
higher authorities respondent answered all the above. It is concluded that majority of higher
authorities’ respondent that organization identify talent by potential.
TABLE – 7
OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT
7.1 Aligning employees with the core values of your organization

Strongly Disagree 1 7
Disagree 1 7
Neutral 4 26
Agree 7 47
Strongly Agree 2 13
Total 15 100
CHART -7.1
Aligning employees with the core values of your organization
INFERENCE:
authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond
Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that
majority of respondents respond Agree that aligning employees with the core values of the
Organization.
TABLE – 7.2
Assessing Candidates skills earlier in hiring process

Disagree 2 13
Neutral 4 27
Agree 7 48
Strongly Agree 1 6
Total 15 100
CHART -7.2
Assessing candidates skills earlier in hiring process
INFERENCE:
majority of respondents respond Agree that assessing candidate’s skills earlier in hiring
process
TABLE – 7.3
Creating a culture that makes employees want to stay with the Organization

Disagree 1 6
Neutral 2 13
Agree 8 54
Strongly Agree 3 21
Total 15 100
CHART -7.3
Creating a culture that makes employees want to stay with the Organization
INFERENCE:
Neutral, 54% of them respond Agree, 21% of them respond Strongly Agree. It is concluded
that majority of respondents respond Agree that creating a culture that makes employees want
to stay with the organization.
TABLE – 7.4
Creating a culture that makes individuals want to join the Organization

Disagree 1 6
Neutral 1 6
Agree 8 55
Strongly Agree 4 27
Total 15 100
CHART -7.4
Creating a culture that makes individuals want to join the Organization
INFERENCE:
majority of respondents respond Agree that creating a culture that makes individuals want to
join the Organization
TABLE – 7.5
Creating a culture that values employees work

Disagree 1 7
Neutral 1 6
Agree 9 60
Strongly Agree 3 20
Total 15 100
CHART -7.5
Creating a culture that values employees work
INFERENCE:
Neutral, 60% of them respond Agree, 20% of them respond Strongly Agree. It is concluded
that majority of respondents respond Agree that creating a culture that values employees
work.
TABLE – 7.6
Creating an environment where employees are excited to excellent at Work

Disagree 1 6
Neutral 2 13
Agree 8 54
Strongly Agree 4 27
Total 15 100
CHART -7.6
Creating an environment where employees are excited to excellent at Work
INFERENCE:
authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond
Neutral, 54 of them respond Agree, and 27% of them respond Strongly Agree. It is concluded
that majority of respondents respond Agree that creating an environment where employees
are excited to excellent at Work.
TABLE – 7.7
Creating an environment where employees ideas are encouraged develop required talents

Disagree 1 7
Neutral 1 6
Agree 9 60
Strongly Agree 3 20
Total 15 100
CHART -7.7
Creating an environment where employees ideas are encouraged develop required
talents
INFERENCE:
majority of respondents respond Agree that creating an environment where employee’s ideas
are encouraged develop required talents
TABLE – 7.8
Creating policies that encourage career growth and development opportunities based on
Talent Identification

Disagree 1 7
Neutral 1 7
Agree 10 66
Strongly Agree 2 13
Total 15 100
CHART -7.8
Creating policies that encourage career growth and development opportunities based on
Talent Identification
INFERENCE:
majority of respondents respond Agree that Creating policies that encourage career growth
and development opportunities based on Talent Identification
TABLE – 7.9
Giving Productive Feedback

Disagree 1 7
Neutral 1 7
Agree 11 72
Strongly Agree 1 7
Total 15 100
CHART -7.9
INFERENCE:
majority of respondents respond Agree that Giving Productive Feedback.
TABLE – 7.10
IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS

Disagree 1 7
Neutral 2 13
Agree 8 53
Strongly Agree 3 20
Total 15 100
CHART -7.10
IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG
TALENTS
INFERENCE:
majority of respondents respond Agree that identifying vacancies that will fit in with your
existing talents.
TABLE – 7.11
Rewarding Top Performing Employees

Disagree 0 0
Neutral 1 7
Agree 10 67
Strongly Agree 3 20
Total 15 100
CHART -7.11
Rewarding top performing employees
INFERENCE:
authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond
majority of respondents respond Agree that rewarding top performing employees.
TABLE – 8
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT
OF THE EMPLOYEES
(In percentages)
Very
Job Description Not Critical
Critical (2) (3) (4)
(5)
(1)
Trainee 6 7 70 9 9
Process Associate 10 60 15 10 5
Senior- Process Associate 70 10 20 0 0
System Analyst 60 30 10 0 0
Team leader 70 10 10 10 0
Asst. Manager 80 20 0 0 0
Senior Manager 100 0 0 0 0
CHART – 8
JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING
TALENT OF THE EMPLOYEES
INFERENCE:
authorities respondent respond very critical, 7% of them respond critical ,70% of them
respond Neutral, 9 of them respond somewhat not critical , 9% of them respond not critical. It
is concluded that majority of respondents respond job description is neutral for attracting and
retaining talent of the trainees.
respond Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical.
It is concluded that majority of respondents respond job description is critical for attracting
and retaining talent of the process associate.
respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical.
It is concluded that majority of respondents respond job description is neutral for attracting
and retaining talent of the senior process associate.
It is concluded that majority of respondents respond job description is very critical for
attracting and retaining talent of the system analyst.
respond Neutral, 10% of them respond somewhat not critical , 0% of them respond not
critical. It is concluded that majority of respondents respond job description is very critical
for attracting and retaining talent of team leader.
It is concluded that majority of respondents respond job description is very critical for
attracting and retaining talent of Assistant Manager.
authorities respondent respond very critical, 0% of them respond critical ,0% of them respond
Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is
concluded that majority of respondents respond job description is very critical for attracting
and retaining talent of Senior Manager.
TABLE -9
TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION
FACTORS NO. OF RESPONDENT PERCENTAGES
Virtual Team Training 3 20
Cross Team Training 3 20
Knowledge Transfer Training 3 20
Soft Skill Training 3 20
External Training 3 20
Total 15 100
CHART -9
TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION
INFERENCE:
authorities respondent Virtual Team Training, 20% of them respond Cross Team Training,
20% of them respond KT session, 20 of them respond Soft skill Training, 20% of the
respond External Training. It is concluded that all of respondents respond all the talent
management activities are involved in the organization.
TABLE -10
FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF
COMPENSATION
Most effective Least effective

Compensation criteria (2) (3) (4)
(1) (5)
(In Percentages)
Base Pay 20 60 10 10 0
Health care Benefits 20 50 10 20 0
Training Benefits 12 60 14 8 6
Retirement Benefits 70 10 14 0 6
Job security 89 0 6 5 0
CHART -10
FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF
COMPENSATION
INFERENCE:
authorities respondent respond Most effective, 60% of them respond effective ,10% of them
respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond
least effective. It is concluded that majority of respondents feel the effectiveness of talented
employees in terms of compensation of base pay is effective
authorities respondent respond Most effective, 50% of them respond effective ,10% of them
respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond
employees in terms of compensation of Health care benefits is effective
authorities respondent respond Most effective, 60% of them respond effective, 14% of them
respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond
employees in terms of compensation of training is effective
authorities respondent respond Most effective, 10% of them respond effective, 14% of them
employees in terms of compensation of retirement is most effective but no one is use this
retirement benefit.
authority’s respondent respond Most effective, 0% of them respond effective, 6% of them
employees in terms of compensation of job security is most effective.
FINDINGS,
SUGGESTIONS &
CONCLUSION
FINDINGS
Findings from employees
1. Half of the respondents are Male.
2. Most of the respondents (34%) belong to the age group of 26 – 35 years.
3. Half of the employees are UG degree holders.
4. Most of the respondents(36%) work experience are 4 – 5 years
5. Most of the employees(46%) are Process Associate.
6. Half of the employees respond that the organization identifies talent by potential.
7. (i) 92% of the employees respond that talent management is necessary.
(ii) 96% of the employees respond that talent management is important for company.
(iii) 98% of the employees respond that talent management is necessary for them.
(iv) More than half of the employees(60%) respond that talent management initiatives
a top priority in the organization.
(v)Three-fourth of the employees responds that organization has specific Talent
Management Initiative.
(vi) Half of the employees respond that talent management implemented regularly and
feedback given to them.
(vii) More than half of the employees respond that following action taken by the
company after the feedback.
(viii) 98% of the employees respond that they complete the work within a given time.
(ix) Three-fourth of the employees responds that they perform work with interest.
(x) 80% of the employees respond that they are not wasting any time.
8. Half of the employees respond that they are satisfied by the talent management in the
company.
9. 80% of the employees respond that they feel satisfied while completing the work.
10. Level of satisfaction of employees with the following of salary and benefit package.
(i) More than half of the employees respond that they are satisfied with medical
insurance package.
(ii) More than half of the respondents are satisfied with Company savings plan.
(iii) Most of the respondents (40%) are satisfied with retirement plan.
(iv) Half of the respondents are satisfied with Holiday entitlement.
(v) Most of the respondents are dissatisfied with the competitive of my salary.
11. Most of the employees (40%) respond that appreciation for initiation rewarding,
motivating and retaining talent in the organization.
12. Most of the employees (47%) feel that it is a reasonable extent transparency adopted in
the talent management system.
13. Most of the employees(30%) respond that retaining the current is the talent retention
initiative. Most of the respondents are satisfied with personnel policies of the company.
Findings from Subordinates:
14. 67% of the respondents are Male.
15. Most of the respondents belong to the age group of 36 – 45 years.
16. All the respondents are PG holders.
17. Most of the respondents (44%) work experience 6 years and above.
18. Most of the respondents i took are Managers.
19. More than three fourth of the respondent respond that organization identify talents by
potential and the professionals view to increase career growth opportunity.
20. (i) Half of the respondent agrees that aligning employees with the core values of
your organization.
(ii) Half of the respondent agrees that assessing candidates skills earlier in hiring
process.
(iii)Half of the respondent agrees that they are creating a culture that makes
employees want to stay with the organization.
(iv) Half of the respondent agrees that they are creating a culture a culture that makes
individuals want to join the organization.
(v) More than half of the respondent (60%) agrees that they are a creating a culture
that values employees work
(vi) Half of the respondent agrees that creating an environment where employees are
excited to excellent at work.
(vii) More than half of the respondent that creating an environment where employee’s
ideas are encouraged develops required talents.
(viii) Three-fourth of the respondent agrees that they creating the policies that encourage
career growth and development opportunities based on Talent Identification.
(ix) Three – fourth of the respondent agrees that they giving productive feedback.
(x) Half of the respondent agrees that they identifying vacancies that will fit in with
your existing talents.
(xi) Half of the respondent agrees that they are rewarding top performing employees.
21. (i) Three – fourth of the respondents respond says that attracting and retaining talent of
the trainee employees is neutral.
(ii) More than half of the respondents say that attracting and retaining talent of the
Process associate employees is critical.
(iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior
- process associate employees is very critical.
(iv) More than half of the respondent says that attracting and retaining talent of the
System analyst is very critical.
(v) Three - fourth of the respondent says that attracting and retaining talent of the Team
leader is very critical.
(vi) 80% of the respondent responds that attracting and retaining talent of the Assistant
manager is very critical.
(vii) All of the respondents respond that attracting and retaining talent of the Senior
Manager is very critical.
22. Virtual team training, Cross team training, KT session training, Soft Skill training,
External training are usually used by the organization to carry out talent development
activities.
23. (i) More than half of the respondent feel base pay is effective for talented employees in
terms of compensation.
(ii) Half of the respondent feels that Health care benefits are effective for talented
employees in terms of compensation.
(iii) Half of the respondent feels that training benefits are effective for talented
(iv) Three – fourth of the respondent feels that retirement benefits are most effective for
talented employees in terms of compensation.
(v) 89% of the respondent feels that job security benefits are most effective for talented
SUGGESTIONS
1. Organization must have meaningful descriptions of the capabilities (skills, behaviors,
abilities and knowledge) required throughout the organization.
2. Organization must be able to relate those skills and capabilities to a role or a centre of
demand, such as job position, project or leadership role.
3. Talent Identification and Management processes must create a comprehensive profile
of their talent. They must be able to track meaningful talent related information about
all of their people – employees.
4. The working culture of the organization can be improved and maintained to retain
talent in long run.
5. More certified training can be given to the employee to boost their effectiveness and
efficiency. It should be used as a tool of motivation.
6. The organization can identify the crucial talent initiative to attract and retain the
employees, they should know while talent management elements can have the greatest
impact on the business and therefore provide a better basic for prioritization and
implementation.
7. To create a sophisticated talent management environment, Organization must
 Define a clear vision for Talent Management.
 Develop a roadmap for the process integration.
 Integrate and optimize process.
 Prepare the work for changed association with the new environment.
8. The organization can develop rewards and compensation structures which will be
geared towards incentivizing on spot and develop talented employees.
9. The organization must provide skills, training, and knowledge and encourage them to
engage and conduct regular conversation with employees especially around their
career aspirations and developmental needs as to ensure right allocation of work
assignment are assigned to high potential employees to increase the retention within
the organization.
CONCLUSION
As organization continue to pursue high performance and improved results through Talent
Management practices, they are taking a holistic approach to talent management from
attracting and selecting wisely, to retaining and developing leaders, to placing employees in
position of greatest impact. The mandate is clear; for organization to succeed in today’s
rapidly changing and increasingly competitive workplace, intense focus must be applied to
aligning human capital with corporate strategy and objectives. It starts with recruiting and
retaining talented people and continues by sustaining the knowledge and competencies across
the entire work force. With rapidly changing skill sets and join requirements, this becomes
an increasingly difficult challenge for organization. By implementing an effective Talent
Identification and Management strategy, including integrated data, process and analytics,
organization can help ensure that the right people are in the right place at the right time, as
well as organizational readiness for the future.
ANNEXURE
QUESTIONNAIRE ( FOR EMPLOYEES )

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

3 Do you think a Talent Management System is important for you?
4 Are Talent Management initiatives a top priority in your Organization?
5 Does your Organization have any specific Talent Management
Initiative?
6 Is Talent Management System implemented regularly and feedback
Given to you?
7 Is any following action taken by the Company after the feedback?
8 Can you complete your work within a given time?
9 Can you perform work with interest?
10 At any time do you feel that you are wasting your time?
9. Are you satisfied with Talent Management System in your Company? a) Yes b) No
10. Do you feel satisfaction while complete your work?
(a) Highly dissatisfied (b) Dissatisfied (c) Neutral (d) Satisfied (e) Highly Satisfied
11. Please rate your Level of Satisfaction with the salary and benefit package you receive.
Description Highly Dissatisfied Neither Satisfied Highly
Dissatisfied Satisfied
Medical Insurance Package
Company Savings Plan
Retirement Plan
Holiday Entitlement
Competitive of my salary
12. Could you specify any other rewarding, motivating and retaining talent in your
Organization?
(a) External Talent sessions □
(b) Appreciation for initiation □
(c) Innovation □
(d) Recreational Activities □
13. How do you feel the transparency system adopted in talent management system?
(a) Fully □ (b) To a great extent □ (c) To a reasonable extent □
(d) To a limited extent □ (e) Not at all □
14. What are your talent retention initiatives?
(a) Accruing new talent □ (b) Leveraging existing talent □
(c) Retaining the current □ (d) Potential for future □
15. Are you satisfied with existing personnel policies of the company?
(a) Highly Dissatisfied □ (b) Dissatisfied □ (c) Neutral □
(d) Satisfied□ (e) Highly satisfied □
16. Please give your valuable suggestions for the improvement and talent management of the
organization.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
I am very thankful to all the participants for this cooperation.
QUESTIONNAIRE
(HR PROFESSIONALS & TEAM LEADERS)
I am AARTHY E.J. doing project study titled “A STUDY ON TALENT
IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE
LTD, CHENNAI”. Your responses will be kept confidential. Kindly spare few minutes to
fill it up this questionnaire.
(1) Name: (Optional) _________________________________________________

(2) Gender: a) Male □ b) Female □
(3) Age: a) 18- 25 yrs□ b) 26-35 yrs c) 36-45 yrs d) Above 45□
(4) Qualification: a) UG □ b) PG □
(5) Experience: a) < 1year □ b) 2-3years□ c) 4-5 years□ d) 5 yrs and above□
(6) Current position: a) HR b) Team Leaders c) Manager
(7) How does your organization identify talent of the employees?
(a) By competencies □ (b) By Results □ (c) By potential□
(d) others.................
8) Kindly give your opinion for the following statements of Talent Identification and
Management. Put tic mark in the appropriate Column.
Description Strongly Disagree Neutral Agree Strongly
Disagree Agree
Aligning employees with the core values
of your organization.
Assessing candidates skills earlier in
hiring process
Creating a culture that makes employees
want to stay with the organization
Creating a culture that makes individuals
want to join the organization
Creating a culture that values employees
work
Creating an environment where
employees are excited to excellent at
Work
Creating an environment where
employees ideas are encouraged develop
required talents.
Creating policies that encourage career
growth and development opportunities
based on Talent Identification
Identifying vacancies that will fit in with
your existing talents
Rewarding top performing employees
9) How do you feel the job description is most critical for attracting and retaining talent
of the employees?
Job descriptions Very Critical Not Critical
(1) (2) (3) (4) (5)
Trainee
Process Associate
Senior – Process Associate
System Analyst
Team Leader
Assistant Manager
Senior Manager
10. Kindly specify the different talent management activities are involved in your
organization?
(a) Virtual Team Training □ (b) Cross Team Training □
(c) KT Session Training □ (d) Soft Skill Training □
(e) External Training □
11. How do you feel the effectiveness of talented employees in terms of compensation ?
Most Least
Compensation criteria effective effective
(2) (3) (4)
(1) (5)
Base Pay
Health care Benefits
Training Benefits
Retirement Benefits
Job security
12. Please give your valuable suggestions for the improvement talent identification and
management of the organization.
___________________________________________________________________________
Thank you for your kind information

BIBLIOGRAPHY
1) Human Resource Management ---- Himalaya Publications (P 386)

2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)
3) Ravilochanan P, Research Methodology with business correspondence and report
writing. Chennai; Margham Publications, 2003
4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi
agency, 1998
5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource
Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002
WEBLIOGRAPHY:
1) www.congruentsolutions.com
2) www.findarticles.com
3) www.google.com
4) www.humanresourcemanagement search.com
5) www.humanResourcemanagement.info
6) www.hindustantimes.com
7) www.hrmagazines.com
8) www.wikipedia.com
9) www.yahoo.com

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A STUDY ON TALENT IDENTIFICATION AND

MANAGEMENT WITH REFERENCE TO

in partial fulfilment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

SAVEETHA ENGINEERING COLLEGE

ANNA UNIVERSITY: CHENNAI-600 025

My deepest gratitude to my department HOD Prof. A. GANDHI, MBA, M. Phil,(Ph.D.,)

My sincere thanks to Mrs. Muthumala and Mr. C. SreeGanesan, HR Team of Congruent

My deepest gratitude to my project guide MR. R. MURALI., ASSISTANT PROFESSOR,

Talent Identification and Management practice within an organization is a human resource

Chapter No. Description Page No.

1.6 Organization profile 8

IV Data Analysis and Interpretation 23

TALENT IDENTIFICATION AND MANAGEMENT

Talent management has a number of benefits to offer such as employee engagement,

Talent or Human Capital of an Organization

Why Talent/Human Capital management?

Therefore, the organizations should manage these talents well.

Whether or not an employee – or the workforce as a whole – is productive and successful

To study the “TALENT IDENTIFICATION AND MANAGMENT” in Congruent Solutions

1. To understand the necessity of talent management among employees

1.3 NEED FOR THE STUDY:

1.5 LIMITATIONS OF THE STUDY:

1.6 COMPANY PROFILE

Congruent Solutions provides Technology Services and Pension Plan Administration

Congruent is a mature IT services company with an excellent track record in developing

Congruent focuses on providing solutions in two major domains namely Retirement/Pensions

BENEFIT BEYOND BOUNDARIES

Our robust process models enable us to:

We constantly strive to exceed customer expectations, by providing excellence in quality,

ISO for PENSION PLAN PROCESS

Congruent has implemented a comprehensive security policy that safeguards the:

critical to internal and external customers.

This process-based model is employed in defining, implementing and maintaining ISMS.

PENSION PLAN ADMINISTRATION

Congruent’s application development services help organization automate business process

We have a mature software development methodology providing an excellent framework for

Maintenance of applications is as critical to businesses as developing. Changes in business

4. “KARTHIKEYAN J”, “(May 2007)”, “Talent management strategies, NHRD

6. “Lance A. Berger”-“The Talent Management Handbook”: “Creating Organizational

8. “William J. Rothwell”-“The Strategic Development of Talent”

9. “Christopher Rhodes - University of Birmingham, “C.P.Rhodes@bham.ac.uk”, “Mark

Type of Research : Descriptive Research

Research is an organized activity with specific focus (objective) on a problem or issue

 Descriptive Research includes fact-finding enquires.

 Sampling unit and

The area selected for the study is Guindy, Chennai.

3.3 FORMULATION OF QUESTIONNAIRE:

 Multiple Choice Questions:

METHODS OF DATA COLLECTION:

The following formula for calculating the value of chi-square,

Where, O = Observed frequency

The formula for computing Karl Pearson ‘r’ is

FACTORS NO. OF RESPONDENTS PERCENTAGE

r = (11.36) - (0.6)*(0.4) /√17.96 * √9.12

OBSERVED EXPECTED (Oi-Ei) (Oi-Ei)^2/Ei

Chi square (χ2) = ∑ ((O-E) 2/E) = 1.465

Observed Frequency (Oi-Ei) (Oi-Ei)^2 (Oi-Ei)^2

Chi square (χ2) = ∑ ((O-E) 2/E)

AGE NO OF RESPONDENTS PERCENTAGE

FACTORS NO. OF RESPONDENTS PERCENTAGE

FACTORS NO. OF RESPONDENTS PERCENTAGE

FACTORS NO. OF RESPONDENTS PERCENTAGE

r = (11.36) - (0.6)(0.4) /√17.96 √9.12