talent management

A
PROJECT REPORT ON

“TO STUDY TALENT MANAGEMENT”

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR AWARD OF
DEGREE OF MASTERS OF MANAGEMENT STUDIES (MMS) UNDER UNIVERSITY OF
MUMBAI

SUBMITTED BY
MR. SAGAR S. MANE
Roll No. 15414
BATCH 2014-2016

UNDER THE GUIDANCE OF
PROF. NILIMA ASHTANKAR

ANNASAHEB CHUDAMAN PATIL COLLEGE OF ENGG.
MANAGEMENT STUDIES & RESEARCH,
PLOT NO 17, SECTOR 4, KHARGHAR, NAVI MUMBAI, 410210
PHONE NO +91 22 2774 5722/ 27863644, FAX: 91-22-2774 5732
E-mail: [email protected]

COLLEGE CERTIFICATE

This is to certify that Mr. Sagar S. Mane, student of Master of Management Studies
has undergone and completed his Project having topic “To study Talent Management
of a c patil college of engineering and management studies and research” as a partial
fulfilment of requirement of award of degree of Master of Management Studies
(MMS) from University of Mumbai, academic year 2014-2016.

Dr. N. Mahesh

Dr. D.G Borse

Guide and Head

Director

GUIDE CERTIFICATE
This is to certify that Mr. Sagar S. Mane, student of Master of Management Studies
has undergone and completed his Project under my guidance and prepared a project
report titled “To study Talent Management of a c patil college of engineering and
management studies and research” as a partial fulfilment of requirement of award
of degree of Master of Management Studies (MMS) from University of Mumbai,
academic year 2014-2016.

Place:
Date:

Prof. Nilima Ashtankar

DECLARATION
I hereby declare that this project report entitled “To study Talent Management of a c
patil college of engineering and management studies and research” is a record of
work carried by me under the guidance of Prof. NILIMA ASHTANKAR as a partial
fulfilment of requirement of award of degree of Master of Management Studies
(MMS).

I also hereby declare that the project report is a result of my own efforts and not been
submitted at any time or any University for award of my Degree or Diploma.

SAGAR S. MANE

ACKNOWLEDGEMENT

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

EXECUTIVE SUMMERY

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

Table of Contents

Pg. no

Chapter 1
General Introduction

08

Introduction

13

Introduction to study

19

Objective of the study

21

Scope of the study

22

Limitation of study

23

Hypothesis

24

Chapter 2
About Talent Management

29

Chapter 3
Review of literature

30

Chapter 4
Research Methodology

Chapter 5

33

Analysis of data interpretation

35

Chapter 6
Finding

40

Chapter 7
Conclusion

42

Chapter 8
Annexure

43

Chapter 9
Bibliography

nh

CHAPTER:1

1.1 GENERAL INTRODUCTION

A C PATIL COLLEGE starting a sins 1992. Our college providing courses
of ENGINEERING
This college starting management courses sins 2007. Start MASTER OF
MANAGEMENT STUDIES [MMS] AND MASTER OF Computer
application [MCA].

Education in India
Education in India is provided by the public sector as well as the private sector, with
control and funding coming from three levels: central, state, and local. Education
in India falls under the control of both the Union Government and the State
Governments, with some responsibilities lying with the Union and the states having
autonomy for others.
India’s education system is divided into different levels such as pre-primary level,
primary level, elementary education, secondary education, undergraduate level and
postgraduate level
India has made progress in terms of increasing the primary education attendance rate
and expanding literacy to approximately three quarters of the population. India's
improved education system is often cited as one of the main contributors to the
economic rise of India. Much of the progress, especially in higher education and
scientific research, has been credited to various public institutions. The private

education market in India was 5% and in terms of value was estimated to be worth
US$40 billion in 2008 but had increased to US$68–70 billion by 2012.

As per the latest (2013) report issued by the All India Council of Technical Education
(AICTE), there are more than 3524 diploma and post-diploma offering institutions in
the country with an annual intake capacity of over 1.2 million. As per the latest (2013)
report issued by the All India Council of Technical Education (AICTE), there are
more than 3524 diploma and post-diploma offering institutions in the country with an
annual intake capacity of over 1.2 million.
Capacity for Management Education crossed 385000, and post graduate degree slots
in Computer Science crossed 100,000. Pharmacy slots reached over 121,000.
Total annual intake capacity for technical diplomas and degrees exceeded 3.4 million
in 2012.
According to the University Grants Commission (UGC) total enrollment in Science,
Medicine, Agriculture and Engineering crossed 6.5 million in 2010.
India's higher education system is the third largest in the world, next to the United
States and China. The main governing body at the tertiary level is the University
Grants Commission, which enforces its standards, advises the government, and helps
coordinate between the centre and the state. Indian higher education system has
expanded at a fast pace by adding nearly 20,000 colleges and more than 8 million
students in a decade from 2000-01 to 2010-11. As of 30th November 2011, India has
42 central universities, 285 state universities, 130 deemed universities, 112 private
universities, 5 institutions established and functioning under the State Act, and
33 Institutes of National Importance. Other institutions include 33,000 colleges
as Government Degree Colleges and Private Degree Colleges, including 1800

exclusive women's colleges, functioning under these universities and institutions as
reported by the UGC in 2012.

MBA Course
The Master

of

Business

Administration (MBA or M.B.A.)

is

a master's

degree in business administration, which attracts people from a wide range of
academic disciplines. The MBA designation originated in the United States, emerging
from the late 19th century as the country industrialized and companies sought
out scientific approaches to management. The core courses in the MBA program are
designed to introduce students to the various areas of business such as accounting,
finance, marketing, human resources, operation management.

MBA in India
There are many business schools in India offering two-year MBA programs accredited
by AICTE or UGC. The students are a mix of fresh graduates as well as with
experience and get either at public or private schools depending on entrance
examinations. Typically programs offer full-time, part-time and executive education
programs.

Basic types of MBA program
Two-year (Full Time) MBA programs normally take place over two academic years
(i.e. approximately 18 months of term time). For example, in the Northern
Hemisphere, they often begin in late August/September of year one and continue until
May of year two, with a three- to four-month summer break in between years one and
two. Students enter with a reasonable amount of prior real-world work experience and
take classes during weekdays like other university students. A typical Full-time,
accelerated, part-time or modular MBA requires 60 credit hours of graduate work.

Accelerated MBA programs are a variation of the two-year programs. They involve a
higher course load with more intense class and examination schedules. They usually
have less "down time" during the program and between semesters. Part-time
MBA programs normally hold classes on weekday evenings, after normal working
hours, or on weekends. Part-time programs normally last for three years or more. The
students in these programs typically consist of working professionals, who take a light
course load for a longer period of time until the graduation requirements are met.
Modular MBA programs are similar to part-time programs, although typically
employing a lock-step curriculum with classes packaged together in blocks lasting
from one to three weeks.
Executive MBA (EMBA) programs developed to meet the educational needs of
managers and executives, allowing students to earn an MBA or another businessrelated graduate degree in two years or less while working full-time. Participants
come from every type and size of organization – profit, nonprofit, government –
representing a variety of industries. EMBA students typically have a higher level of
work experience, often 10 years or more, compared to other MBA students. In
response to the increasing number of EMBA programs offered, The Executive MBA
Council was formed in 1981 to advance executive education.

Distance learning MBA programs hold class off-campus. These programs can be
offered in a number of different formats: correspondence courses by postal mail or
email,

non-interactive broadcast

video,

pre-recorded

video,

live

teleconference or videoconference, offline or online computer courses. Many schools
offer these programs.

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

1.3 INTRODUCTION TO STUDY
Talent management implies recognizing a person's inherent skills, traits, personality and
offering him a matching job. Every person has a unique talent that suits a particular job profile and
any other position will cause discomfort. It is the job of the Management, particularly the HR
Department, to place candidates with prudence and caution. A wrong fit will result in further hiring,
re-training and other wasteful activities. Talent Management is beneficial to both the organization
and the employees. The organization benefits from: Increased productivity and capability; a better
linkage between individuals' efforts and business goals; commitment of valued employees; reduced
turnover; increased bench strength and a better fit between people's jobs and skills. Employees
benefit from: Higher motivation and commitment; career development; increased knowledge about
and contribution to institution goals; sustained motivation and job satisfaction.
In these days of highly competitive world, where change is the only constant factor, it is
important for an organization to develop the most important resource of all - the Human Resource.
In this globalize world, it is only the Human Resource that can provide an organization the
competitive edge because under the new trade agreements, technology can be easily transferred
from one country to another and there is no dearth for sources of cheap finance. But it is the talented
workforce that is very hard to find.
Talent signals an ability to learn and develop in the face of new challenges. Talent is about
future potential rather than past track record. So talent tends to be measured in terms of having
certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not
too high) level of ambition and competitiveness, the ability to focus on ‘big picture’ issues, and an
awareness of their own strengths, limitations and impact on others.
Several talent management processes need to be in place on a strategic level in order
ensure its success. Such processes/strategies include talent identification, recruitment &
assessment, competency management, performance management, career development,
teaching management, compensation, succession planning etc.
Talent management has a number of benefits to offer such as employee engagement,
retention, aligning to strategic goals in order to identify the future leadership of the
organization, increased productivity, culture of excellence and much more.

1.4 OBJECTIVES OF STUDY

In the current scenario of cutthroat competition, every organisation has to survive to satisfy its
customers by providing them quality products and services. The summer training was undertaken
with a view to study certain fundamental as well as the commercial and operational aspects of the
organization. The training involved the study of the following:




To understand the entire procedure of Talent management
To understand the need of Talent Management
To study the accuracy and quality of work of employees by talent management procedure.



To suggest possible improvement in Talent Management process.



To know how Talent Management is important for an organization.



To know how Talent Management is important for a employee.



To know about the challenges faced by the Talent Management in organization.

1.5 SCOPE OF STUDY

 This study will help to know Talent Management.
 This study will help you to know the process for Talent Management.

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

1.6 LIMITATION OF STUDY





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

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

CHAPTER 2
ABOUT TALENT MANGEMENT

2.1. MEANING DEFINITION
With businesses going global and competition becoming intense, there is mounting pressure on
organizations to deliver more and better than before. Organizations therefore need to be able to
develop and deploy people who can articulate the passion and vision of the organization and make
teams with the energy to perform at much higher levels.
These people build and drive the knowledge assets of a corporation, the value of which has
been established to be many times more than the tangibles. The capacity of an organization to hire,
develop and retain talent is therefore the most crucial business process and priority on the CEO’s
agenda.
The 1990’s ended with a call-to-arms to fight “the war for talent”. While the war for talent
clearly has cooled in the early stages of the 21st century, dampened by economic doldrums &

concerns with global security; the rear battle to attract, motivate, development & retain talent is
going to heat up considerably. A looming demographic time-bomb will make Talent Management a
priority for organizations.
A host of issues like: loss of human capital, talent shortages, ageism, and cultural clash has
made acquiring & managing talent difficult.
Talent Management describes the process through which employers of all kinds – Firms,
Govt., and Non-profit organizations – anticipate their human capital needs & set about meeting
them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS
into the RIGHT JOBS. It is a professional term, also known as “Human Capital Management” that
refers to the process of developing & fostering new employees through on boarding, developing &
keeping current employees & attracting highly skilled employee to work for your organisation.
Companies that are engaged in Talent Management are strategic & deliberate in how they recruit,
manage asses, develop & maintain an organization’s most important resource – its PEOPLE. This
term also incorporates how companies drive performance at the individual level.
Decisions about Talent Management shape the competencies that organizations have & their
ultimate success; & from the perspectives of individuals, these decisions determine the path & pace
of careers. We may thus understand that this term is usually associated with competency based
HRM practices. Talent Management decisions are often driven by a set of organizational core
competencies as well as position – specific competencies. The competency set may include
knowledge, skills, experience & personal traits.

2.2. HUMAN CAPITAL MANAGEMENT
Companies that engage in talent management (Human Capital Management) are strategic
and deliberate in how they source, attract, select, train, develop, retain, promote, and move
employees through the organization. Research done on the value of such systems implemented
within companies consistently uncovers benefits in these critical economic areas: revenue, customer
satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this
more personal human resources approach seeks not only to hire the most qualified and valuable
employees but also to put a strong emphasis on retention. Since the initial hiring process is so
expensive to organization it is important to place the individual in a position where his skills are
being extensively utilized.
The term talent management means different things to different organizations. To some it is
about the management of high-worth individuals or "the talented" whilst to others it is about how
talent is managed generally - i.e. on the assumption that all people have talent which should be

identified and liberated. From a talent management standpoint, employee evaluations concern two
major areas of measurement: performance and potential. Current employee performance within a
specific job has always been a standard evaluation measurement tool of the profitability of an
employee. However, talent management also seeks to focus on an employee’s potential, meaning an
employee’s future performance, if given the proper development of skills.
The major aspects of talent management practiced within an organization must consistently
include.
 performance management
 leadership development
 workforce planning/identifying talent gaps
 recruiting
This term of talent management is usually associated with competency-based human resource
management practices. Talent management decisions are often driven by a set of organizational core
competencies as well as position-specific competencies. The competency set may include
knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older
competency models might also contain attributes that rarely predict success (e.g. education, tenure,
and diversity factors that are illegal to consider in relation to job performance in many countries,
and unethical within organizations).

2.3. IMPORTANCE

First, let us look at some of the reasons for the importance of talent management.



Globalization:
Now for any jobseeker the whole world is the potential place to find employment. One can

know the opportunities available in any part of the world easily and the number of talent seekers has
also increased.



Increased Competition:

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

Increasing Knowledge:
The knowledge era has necessitated the retaining of those talents which have the ability to

assimilate new technologies and knowledge, which are growing at a pace never seen before.

 How Talent Management important for an Organization:


Cost cutting:
One experienced & skilled employee can replace instead of two or more employees.

Organization can save hundreds of thousands of dollars.


Maximum Output

Organization can make maximum output in minimum resources.


Time Saving technique
It is a time saving technique. Because for every job a skilled person can place. It’s

helpful to complete job in minimum time



Perfection increase

Due to skilled employee Perfection in work is increase. There is low probability of mistakes.

 How Talent Management important for an Employee:


Recruitment
It’s ensuring that right people are attracted to the organization, due to providing exposure for

their skills.



Retention
Developing and implementing practices that reward and support employees.



Employee development
Ensuring continuous informal and formal learning and development.



Leadership and "high potential employee" development
Specific development programs for existing and future leaders.



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



Workforce planning
Planning for business and general changes, including the older workforce and current/future
skills shortages.

2.4. THE CHALLENGE
The challenge of talent management has two faces. First is how to find new people and
second is how to retain the present workforce. Each of the challenges has to be tackled in the most
efficient way possible so that the organization can achieve its objectives.

 The First Challenge - Where to find new talent?
All the organizations are finding loads of business opportunities and consequently, their
revenues are growing at a rapid pace. The increasing business opportunities has necessitated that
these organizations go in for massive recruitment. But, the question is where to find the best talent
which is able to fit the job description and also adjust to the organization’s values and norms. If we
scan the environment, we find there is a shortage of skilled workforce that can be employed.

Some of the possible reasons that have led to the shortage are: 

Demographic Constraints:
This is a common problem faced by many of the developed countries, where a large chunk

of its population is nearing the age of retirement or is over 50 years. USA, Germany and Japan are
facing the same problem. All these countries will see a decline in their workforce and talent. In the
coming years, they will see a great shortage in their skilled professionals.


Existing Educational System:
The graduates and the postgraduates that are being churned out of the universities are found

to be ill-equipped to handle the challenges of the workplace. They are mostly equipped with only
the theoretical aspects of the issues and lack the application part. The educational system is faulty
and does not take industry needs into consideration, resulting in a mismatch between industry
requirements and educational preparation.



Cost Factor:
Recruiting new employees is becoming tougher and tougher in the developing countries,

where the HR department has to sort out thousands of applications for a handful of jobs. Finding
right person for the right job becomes a very difficult process. It also involves very high cost to
conduct the recruitment and selection process for such a large population of applicants.


Attracting the Best Talent:
This is another challenge. As was the case in the past, the best available talent is not just

motivated by the name and fame of the organization. Not any more. They have a new set of
motivators like - challenging work, conducive work environment and freedom from bureaucratic
structure.

 The Second Challenge - How to retain the existing employees?
Gone are the days when a person would join an organization in his mid-20s and would work till his
retirement in the late-50s. Today the young professionals hop jobs, especially during the first 4-5
years of their work life. Though the Indian service industry is basking in the light of outsourced jobs
from the developed countries, they also cannot ignore the fact that the BPO industry is also facing
one of the highest attrition rates, in fact never heard before in India, of around 35%.
It is a fact that it’s the people that add value to organizations. It is also a fact that humans are a
restless species who, unlike the immovable Banyan Tree, cannot stay rooted in one place. People
need to move on for one reason or another, and the organization stands to lose.

Let us look at some of the reasons behind the massive attrition rates: 1. Gap between organizational values and goals and the personal values and goals is one of the major
reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and
inevitably, the organization would lose out on a talented employee.

2. Working environment is another major factor. Employees in the knowledge era demand creative and
a democratic work environment. Failure on the part of the management to provide such an
environment will result in a talented employee leaving the organization.

3. The competitive world has made sure that there is high work pressure on the employees of any
organization. This has led to psychological problems like stress, and in extreme situations, total
burnouts. It also leads to other health related problems.

4. Movement for higher salary is also common among the younger professionals. There is no shortage
for organizations who are looking for talented employees and who are ready to shell out a hefty
salary for a talented person. Other lures like better job opportunities, higher posts and overseas
assignments are also major factors in the attrition rates.

5. Not taking proper care during the recruitment and selection process and not taking proper care to fit
the right person to the right job also breeds dissatisfaction among the employees.

6. Bad or opaque policies from management on issues of succession planning and promotion,
appointments for senior positions also is a major factor which makes the organization lose out on
the talented employees.

7. The professionals have different aspirations at different times of their career. During the initial years,
they have good salary and foreign assignments. Next on the list is working on cutting edge
technology. More seasoned professionals look for learning opportunities. So employees tend to
move to those organizations which provide them with means to fulfil their aspirations.

Retaining the present employees is of the foremost importance to the organizations because; the
organisation would have already incurred heavy costs in the form of training and development. Now
if the organization has to look for a replacement for the employee who has left, it involves a lot of
costs like - hiring costs, training costs and the induction costs.
Also it takes some time for the new employee to adjust to the new work environment. During
this time the productivity of the employee will be low. The HR department will have to fit the new
employee into a proper role in the organization. Apart from causing the organisation a monetary loss
and breaks in their day-to-day operations, attrition contributes to knowledge transfer, which is a
great loss and adversely affects organization.

2.5. HOW TO MANAGE THE TALENT?
It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the
driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time that

business leaders elevate management of talent to a burning corporate priority. It is not a walk in the
park for the talent market. Quality people are no longer available in plenty, easily replaceable and
relatively inexpensive.
These are some of the measures that should be taken into account to hire and retain talent in
the organization, to be efficient and competitive in this highly competitive world: 

Hire the Right People:

Proper care must be taken while hiring the people itself. It would be beneficial for an
organization to recruit young people and nurture them, than to substitute by hiring from other
organizations. Questions to be asked at this stage are: Whether the person has the requisite skills
needed for the job? Whether the person's values and goals match with those of organizations? In
short, care must be taken to fit the right person to the right job.


Keep the Promises:
Good talent cannot be motivated by fake platitudes, half-truths and broken promises.

Unfulfilled expectations can breed dissatisfaction among the employees and make them either leave
the organization or work below their productive level. Promises made during the hiring stage must
be kept to build loyalty among the employees, so that they are satisfied and work to their fullest
capability.


Good Working Environment:

It has to be accepted by the organizations that highly talented persons make their own rules.
They have to be provided with a democratic and a stimulating work environment. The
organizational rules must be flexible enough to provide them with freedom to carry out their part of
task to their liking, as long as the task is achieved. Opportunities should also be provided to the
employees to achieve their personal goals.



Recognition of Merit:
It is highly motivating for any person if his talent is recognized and is suitably rewarded. One

way is providing them with salary commensurate with their performance. Promotions and incentives
based on performance are another way of doing it. Another way is by providing them with

challenging projects. This will achieve two objectives - it makes employee feel that he is considered
important (a highly motivating factor) and gets the work done in an efficient manner and brings out
the best in the employee.


Providing Learning Opportunities:

Employees must be provided with continuous learning opportunities on and off work field
through management development programs and distance learning programs. This will also benefit
the organization in the form of highly talented workforce.


Shielding from High Work Pressure:
If an organization has to make the most of the available talent, they should be provided with

adequate time to relax, so that they can did-stress themselves. It is very important to provide them
with holidays and all-expenses-paid trips, so that they can come back refreshed to work and with
increased energy. They must also be encouraged to pursue their interests which are also a good way
of reducing work environment stress. Recreation clubs, entertain programs, fun activities with in the
work area will also reduce the work life stress of the employees and develop camaraderie among the
employees and result in a good working environment.

2.6. TALENT & PERFORMANCE
Organizations provide individuals the opportunity and space for physically manifesting their
talent into performance for achieving individual and organizational vision. Talent manifests into
performance as follows:

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

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

With this view, talent management may be defined as the implementation of integrated
strategies or systems designed to improve processes for recruiting, developing and retaining
people with the required skills and aptitude to meet current and future organizational needs.
Anecdotally, talent management is often defined as performance management, incentive
compensation, or talent acquisition. Talent management is also often confused with leadership
development. Although leadership development is a crucial function of your organization,
focusing on it exclusively is a legacy of last century. Our modern service and knowledge
economies in the talent age require a broad and holistic view. A high performance business
depends on a wide range of talent.

2.7. WHY TALENT MANAGEMENT?
Workforce cost is the largest category of spend for most organizations. Automation and
analysis of your recruiting and hiring processes provides the immediate workforce visibility and
insights you need to significantly improve your bottom line. Performance management provides
the ongoing processes and practices to maintain a stellar workforce.
Today, many organizations are struggling with silos of HR processes and technologies. The
future of talent management is embodied in solutions designed from the ground up to provide
business-centric functionality on a unified talent management platform.
Since nearly all competitive business factors have become commoditized, talent is what
ultimately drives business success and creates value. Leading organizations rely on Taleo
solutions and services to assess, acquire, develop, and align talent with business objectives while
significantly reducing process costs, improving quality of hire, reducing risk, and achieving higher
levels of performance.
Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of
successful talent management practices:
 The key enabler of any organization is talent.
 The quality of your people is your last true competitive differentiator.
 Talent drives performance.

Talent management requires strong executive support, along with systems and processes all
directed towards having the right talent doing the right work at the right time. That’s when talent
truly drives higher business performance.

2.8. TALENT MANAGEMENT V/S TRADITIONAL HR APPROACH

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

D

Point of
Departure

N

Navigation

A

Point

of

Arrival

In fact, the following appropriately describes the role of talent management:

Translating organizational vision into goals and mapping the required level of

capacities and competencies to achieve goals aligning individual values and vision with
organizational values and vision.
Clear understanding of the varied roles within the organization and appreciation of the
value-addition from self and others leading to building a culture of trust, sharing and
team orientation.
Assessment of talent to profile the level of capacities and set of competencies
possessed within the organization.

Enhancing capacities to learn, think relate and act through development initiatives.
Individual growth to meet and accept varied incremental and transformational roles in
an overall scenario of acknowledged need for change.

Gap analysis and identification of development path helping individuals realize their
full potential through learning & dev.
Developed individuals enabling breakthrough performance

Understanding Talent

The idea of developing talent is not a new concept in any organization. In fact
every successful organization that has 'stood the test of time' has done so, Because of
their ability to attract, retain and get the best out of their talent.
Today we read of a 'war for talent’. This has emerged, not because organization
have forgotten about talent, or allowed it drop off of the radar but, because in some
fundamental ways, the talent has changed. We have a new kind of young person
entering the organization world, with a very different world view, set of values,
priorities and goals.

Focus 1: Attracting and recruiting Talent:

In order to effectively attract and recruit talented employees you need to
understand what talent is looking for in a career and how they will view your business
in terms of fitting in with their needs. Your approach to each one of your potential
recruits needs to be altered to suit that they are.
By examining this through the perspectives of the different generations, we are able to
look at their attitudes to work what kind of career, organization and benefits they are
looking for and know what kind of techniques will ensure that your recruitment process
is successful in each generational context.

This focus unit looks at the following:

o

attitudes to work

o

career goals

o

views on organizations and how they are currently run

o

what benefits each generation is looking for

o

Techniques to attract the different generations: what will make your organization stand
out?

o

Techniques to recruit the different generations: how should the job offer be presented?

Focus 2: Retaining and developing Talent

In order to effectively retain and develop Talent you need to understand what the
generations are looking in a future career and in an organization. Your approach to
each one of your employees needs to be altered to fit individual goals and personal
needs.

This focus unit looks at the following:

o w
 ork ethics and values
o c
 areer planning
o w
 ork environments and culture
o b
 enefits and reward systems
o w
 ays of motivating

Focus 3: Managing Talent

An in depth look at how the generations internalize authority will enable you to
adjust your management style to fit in with who they are.
We are able to look at the attitudes of the different generations to leadership and
management; what kind of management approaches will ensure that you gain
maximum loyalty, productivity and job satisfaction from each of your employees.

This focus unit looks at the following:

o attitudes to authority
o management styles for the different generations including conflict management
o leadership styles used by the different generations
o specific techniques to help you manage different generations
communication and feedback preferences
o coaching and mentoring preferences including
 T
 he role of coach
 T
 he coaching process

including

o

How to plan for and create conversations

CHAPTER 3. REVIEW OF LITERATURE
Talent = Capacity to learn + capacity to think +
capacity to relate + capacity to act accordingly and
the values of the organization
(Roer Martin and Mihnea Moldoveanu, 2003)
The factors driving the popularity of talent
management today are - Scarcity of talent,
Increasing complexity of the role of leadership and
Increased demands in technology (Mark Busine,
2006)
are after the top percentage of the talent pool. While
there was no deterioration in the quality of education
in leading universities and colleges, only the newly
sprung self-financed engineering colleges
contributed to non-employability or under–
employability
(Bhaskar Das)

Talent–dependent companies should be able to
nurture enough high–flying managers internally to
meet ambitious growth targets
(Andrew Doman, Mourice A Glucksman, Nhuoc-Lan,
Tu and Kim Warren, 2000)
Treating talents as Internal customer Compensating
talents as preferred suppliers Offering the right
compensation, including proper reward and recognition;
Conducting meaningful performance appraisal; Designing
jobs to appeal to the talented people
(Cappelli, 2000)
The talent management system can be an effective tool
for creating symbiotic relationship between talent and
the organization to dramatically accelerate performance
improvements. It is explained as to how to attract, retain,
manage and identify talents in the Organization
(Subir Chowdhury, 2004)

Success in the modern economy requires the talent
mind-set. The organizations that are most successful in
their goals are the ones where the system is also
equivalent to talent. These star organizations don‘t just
create - they execute, compete and co-ordinate the
efforts of many different people

(Malcolm Gladwell, 2002)

CHAPTER 4. RESEARCH
4.1. INTRODUCTION
Research Methodology is a way to systematically solve the research problems. It
may be understand as a science of studying how research is done scientifically. In it we
are studying his research problems along with the logic behind them. It is necessary
the researcher to know not only the research method techniques but also the
methodology.

4.2. DATA COLLECTION
The source of project depends on accurate data. That’s why data collecting the
appropriate data, which differ considerable in context money, cost, time and other
resources at the disposal researcher.
There are two types of data collection methods available:1) Primary Data Collection Method.
2) Secondary Data Collection Method.

1)

Primary Data Collection Method.
Primary data are those that are obtain by the user for fulfilment their purpose. I have
taken Primary Data through personal visit of HR head, and HR executive, of
Organisation Ltd. At all levels and observation methods to get more reliable
information.

Secondary Data Collection Method.

The Secondary Data is that which is already collected and stored or we can say
already saved or ready data by others. I got secondary data from their journals,
records, specimen of appraisal form etc. And from newspapers magazines, articles,
internet etc I got basic information of Talent Management. I collect secondary data by
referring some specimen of company and by referring some books and web sites of
company from internet.

4.3. RESEARCH INSTRUMENT:It is descriptive type of research. Descriptive Research survey and fact finding inquiries
of different kind. The major purpose of descriptive research is descriptive the state of
affairs, as it exist at present. The main control over the variable; he can only report
what has to discover the even when there he cannot the variable. The methods has to
researcher utilized in descriptive research are survey methods of all kind.
The other research instrument was interview type the faculties who teaches
engineering subject in various departments of different organization.

4.4. RESEARCH PLAN
The research plan was to go to various educational organization around Mumbai.
The faculties were asked certain questions related to talent management and its
process in the organization.

4.5. SAMPLE SIZE
For the research purpose the different organizations were visited and 10 faculties each
from 5 department’s responses were taken into consideration for research purpose. Total the sample
size is 50.

4.6. ANALYSIS
The data collected was analyzed and interpreted using the MS-EXCEL.

CHAPTER 5. ANALYSIS OF DATA
INTERPRETATION.
INTRODUCTION OF DATA ANALYSIS.
The word Analysis means the process of breaking down a Complex set of
facts into simple element while Interpretation

stands for the explanations which

analyzed the statements and also make out or bring out the meaning of creative work.

Analysis and Interpretation are done according to department wise. This
analysis and Interpretation will definitely help to the organization for the future
strategies. Following are the analysis and Interpretation of the results.
These all analysis is imagine for Institutes. It is very necessary to understand the
psychological tendency of employee. Because it is a quietly subjective so it will slightly
deviate the opinion of the employee.
There are 10 faculties in each department. Total employees are 50.
1. Electrical
2. Information Technology
3. Computer Science
4. Mechanical
5. Instrumentation

1.1. Research in Electrical Department:

Percentag

Option

Responses

Yes

7

70

No

3

30

e

FIG.1.1. Survey in Electrical
Department

Yes

No
30%

70%

INTERPRETATION: 1.

The above pie-diagram shows that 70% of faculties of Electrical

department are highly satisfied with the Talent Management process. Hence, we can
say in Electrical department talent management is effective process for employee as
well as organization.

1.2. Research in Information Technology Department:
Option

Responses

Percentage

Yes

8

80

No

2

20

FIG.1.2. Survey in Information Technology Department

28%
Yes

No

72%

INTERPRETATION: The above pie-diagram shows that 80% of employee of information technology
department are highly satisfied with the Talent Management process, 20% are
dissatisfied. Hence, we can say I.T department, talent management is effective process
for employee as well as organization.

1.3. Research in Computer Science Department:

Option

No

Responses

Percentag
e

6

60

4

40

FIG.1.3.Survey in Computer Science Department

Highlly Satisfied

35%

65%Satisfied

INTERPRETATION: In Computer Science department we can observe that 60% faculties
are answering ‘Yes’, they getting exposure to show their talent in organization. And
40% Faculties are answering ‘No’. means here, more than 60% employee answering
‘Yes’ means process of talent management is effective in this department.

1.4. Research in Mechanical Department:
Option

Responses

Percentage

Yes

9

90

No

1

10

FIG.1.4. Survey in Mechanical Department

Yes

86%
14%

INTERPRETATION: -

No

In Mechanical department we can observe that 90% employee are
answering ‘Yes’, they getting exposure to show their talent in organization. And 10%
employees are answering ‘No’. means here, more than 60% employee answering ‘Yes’
means process of talent management is effective in this department.

1.5. Research in Instrumentation Department:
Option

Responses

Percentage

Yes

7

70

No

3

30

FIG.1.5. Survey in Instrumentation Department

72%
Yes

No

28%

INTERPRETATION: In Instrumentation department we can observe that 70% employee
are answering ‘Yes’, they getting exposure to show their talent in organization. And

30% employees are answering ‘No’. means here, more than 60% employee answering
‘Yes’ means process of talent management is effective in this department.

Q.2. What was the Employee’s performance before
implementing Talent Management concept?
Employee’s

performance

Management concept:
G

B

Depart

o

a

ment

o

d

d
Elect

6

4

7

3

6

4

rical
Infor
mati
on
Tech
nolo
gy
Com

before

implementing

Talent

pute
r
Scie
nce
Mechanica

4

5

7

3

l
Instr
ume
ntati
on

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

Q.3.

What

is

the

Employee’s

performance

implementing Talent Management concept?

after

Employee’s

performance

Management concept:
G

B

Depar

o

a

tment

o

d

d
Electrica

8

2

I.T

9

1

Comput

8

2

7

3

9

1

l

er
science
Mechani
cal
Instrum
entation

after

implementing

Talent

Figure No. 1.7. (Source: secondary data from average
performance appraisal report of employee.)
INTERPRETATION: In above both diagram we can compare performance of all department, before
implementing concept of talent management and after implementing concept of talent
management. We can observe that, performance of all departments is increase after
implementing talent management concept.

CHAPTER 6. FINDINGS



It was found that the performance of the employees will improve if the proper talent in the
employee is identified and the training is given to them so that the employees can enhance



their skills, knowledge and ability of doing the job.
These are some of the measures that should be taken into account to hire and retain talent in
the organization, to be efficient and competitive in this highly competitive world: Hire the Right People, Keep the Promises, Good Working Environment, Recognition of





Merit, Providing Learning Opportunities, Shielding from High Work Pressure.
Some of the reasons for the importance of talent management are Globalization, Increased
Competition, and Increasing Knowledge.
It was also found that how Talent Management important for an Organization:
Cost cutting, Maximum Output, Time Saving technique and Perfection increase.
It was found that how Talent Management important for an Employee: Recruitment,
Retention, Employee development, Leadership and "high potential employee" development ,
Performance management , Workforce planning

CHAPTER 7.
CONCLUSION

After the research done in the topic “Talent Management “ in “A.C. patil college of
engg. And management “, I came to the conclusion that the Talent Management plays
a vital role in the every organization. Talent Management will help the organization to
improve the quality of work done by the employees. Talent Management also help the
employee to develop their skills, knowledge and abilities.

The Talent Management will also help the individual employee developing their career
in the organization
They work together to promote a talent management mindset, commit to supporting
development as a professional group, and integrate talent management into the daily
fabric of doing business.

CHAPTER 7. ANNEXURE

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

Q.3. What was the Employee’s performance after
implementing Talent Management concept?
o Good
o Bad

CHAPTER 8.
BIBLIOGRAPHY
Bibliography

Books:
1) Human Capital Management ----- Garry Desslar (P 542)
2) Human Resource Management ---- Himalaya Publications (P 386)

3) Human Resource Management --- Oxford Higher education ( p74)
4) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)

Web Sources:
1) Oneclickhr.com
2) Weckipedia.com
3) Google.com
4) Reddiff.com