Talent Management

LOVELY PROFESTIONAL

UNIVERSITY
Lovely school of management

TERM PAPER
MGT-512 Management Practices & Organization Behaviour

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

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 2. Introduction 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 : : : : : : : : : : 5 6

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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 nonprofits – 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 realtime 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 opportunities,” says Reid. Looking to the Future

promotions

and

other

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, exist for Global RPO. In fact, most industry advisors cannot even agree about the Global RPO, much less pointto a number doing the work.

few options analysts and definition of of providers

“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 inhouse 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
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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-toend 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.

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• 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
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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.

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• 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.

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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 organization 48 days across the entire

• 91% requisition fill rate for recruiters • Hiring manager satisfaction rates averaged 92% in 2008

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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 onethird 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
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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.

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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 development, 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.

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"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 ............................................................................ ...

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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.

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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 businessservices 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,
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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.

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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
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development plans, cross-functional training sessions, simulations and action learning, mentoring, coaching, and follow-up in a .........................................................

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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.

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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.
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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.
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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
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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.

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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

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that 80 percent of the land in Italy was owned by 20 .........................................................................

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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.

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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 overmanaging 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.) , .....................................................
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Abstract

HR is in danger of training staff not to think by overmanaging 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.

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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
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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

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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.

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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
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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
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executives emphasise, the goal has been to emerge as aUniversity of Life Insurance .

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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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3. http://newlearningplaybook.com/blog/wpcontent/uploads/2008/03/growing-global-executivetalent.jpg 4. http://www.nasscom.org/Nasscom/templates/NormalPa ge.aspx?id=51772 5. TALENT MANAGEMENT – SCOPE & PROCESS BY Dr. T.Thomas, Head (Academics) & Prof. Jyothi Raghavan, Regional Director, Rai Business School Balanagar, Hyderabad-500 037 6. http://proquest.umi.com/pqdweb? TS=1260201270&SST=4&sid=2&moreOptState=CLOS ED&SSM=C&SQ=LSU%28{TALENT+MANAGEMENT} %29&clientId=129893&SSI=4&RQT=305 7. http://proquest.umi.com/pqdweb? index=2&did=1905535501&SrchMode=1&sid=3&Fmt= 3&VInst=PROD&VType=PQD&RQT=309&VName=PQD &TS=1260201320&clientId=129893 8. www.arvsolutions.co.uk/newsletters/osc_magazine_artic le12_09.pdf – 9. www.arvsolutions.co.uk 10. www.oscmagazine.com
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11. http://proquest.umi.com/pqdweb? index=2&did=1821682261&SrchMode=1&sid=7&Fmt= 3&VInst=PROD&VType=PQD&RQT=309&VName=PQD &TS=1260210945&clientId=129893 12. http://proquest.umi.com/pqdweb? index=2&did=1821682261&SrchMode=1&sid=7&Fmt= 3&VInst=PROD&VType=PQD&RQT=309&VName=PQD &TS=1260210945&clientId=129893 13. http://www.taleo.com/customers/media/pdf/001_IBM.pd f 14. http://www.taleo.com/customers/media/pdf/3Mobile_CS _A4FINAL.pdf 16. http://www.taleo.com/customers/case-studies.php 17. http://en.wikipedia.org/wiki/Talent_management 18. http://www.scribd.com/document_downloads/21436594 ?extension=doc

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