The importance of talent management and its effects on the industry

INTRODUCTION:

Traditionally, organizational growth has been enabled by hiring more people. However, today’s economic environment requires that the productivity of existing workers increase before new headcount is considered. Organizational growth has transformed from “quantity of talent” to “quality of talent.”

As organizations seek new ways of improving workforce

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productivity, “talent management” has become a vital

element in establishing a human capital management

(HCM) environment.

A term that has suffered from significant abuse and misuse

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over the past few years, talent management is more

adequately defined as:

A continuous, integrated process that helps employers to:

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• Effectively plan talent needs

• Attract the very best talent

• Speed time to productivity

• Motivate the right behavior

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• Develop targeted capabilities and knowledge

• Retain the highest performers

• Enable talent mobility across the organization

Talent management refers to the process of developing and

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integrating new workers, developing and retaining current

workers, and attracting highly skilled workers to work for a

company.

OBJECTIVE OF THE STUDY:

Main objectives of the study of talent management are as

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follow:

􀁸 To know the importance of talent management and its

effects on the industry.

􀁸 To know that how to improve the efficiency of a

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particular employee and so as of industry.

􀁸 To know the importance of engagement of an employee

on individual basis.

􀁸 To know that how to recruit, attract , train and manage

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the different employees from the industry.

􀁸 To know the different challenges faced by the theory

during the construction of management.

EMERGENCE OF TOPIC:

Talent management a process that emerged in the 1990s

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and continues to be adopted, as more companies come to

realize that their employees’ talents and skills drive their

business success. Companies that have put into practice

talent management have done so to solve an employee

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retention problem. The issue with many companies today is

that their organizations put tremendous effort into attracting

employees to their company, but spend little time into

retaining and developing talent. A talent management

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system must be worked into the business strategy and

implemented in daily processes throughout the company as

a whole. It cannot be left solely to the human resources

department to attract and retain employees, but rather must

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be practiced at all levels of the organization. The business

strategy must include responsibilities for line managers to

develop the skills of their immediate subordinates. Divisions

within the company should be openly sharing information

with other departments in order for employees to gain

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knowledge of the overall organizational

objectives.Companies that focus on developing their talent

integrate plans and processes to track and manage their

employee talent, including the following:

􀁸 sourcing attracting, recruiting and onboarding qualified

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candidates with competitive backgrounds

􀁸 Managing and defining competitive salaries

􀁸 Training and development opportunities

􀁸 Performance managementprocesses

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􀁸 Retention programs

􀁸 Promotion and transitioning

Talent management is also known as HCM (Human Capital

Management), HRIS (HR Information Systems) or

HRMS(HR Management Systems), and HR Modules.

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Talent Management Myths and

Truths:

Myth 1: We should invest most of our talent acquisition

budget into external recruiting functions. Most mid- to largesized

organizations spend large sums of money to have fulltime

recruiters on staff to fill positions, have a staffing

management system, a Web site to attract external

candidates, and pay recruiting fees to external firms.

Myth 2: There is only one best practice talent management

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methodology. As organizations plan a talent and succession

management program for the first time, they often search for

one perfect way to implement their plans.

Myth 3: All talent management information and processes

must be held in confidence to avoid employee morale

issues. One of the decisions a company must make as it

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implements or updates a talent strategy is what level of

confidentiality or transparency will surround communication

materials and talent data. Many companies have concerns

about what and how much to communicate about their talent

management strategy.

Myth 4: High-potential employees are defined as those who

have the ability to advance two levels above their current

position. This definition can be limiting and does not clearly

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define that talent leaders are looking for individuals with the

desire and ability to build a breadth of skills and experiences

by working in multiple positions across the organization.

Myth 5: Only large organizations need a talent management

strategy. Many small organizations wonder if they need a

succession plan because talent leaders likely know everyone

in the organization, thus a talent review process seems

unnecessary.

Myth 6: If we develop our high-potential employees, they will

leave for another company. This is a common business

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leader concern, and it is a question all of us must be

prepared to answer.

Myth 7: Identifying high potentials and successors is a

subjective process. How can you measure potential when it

has not yet occurred? In talent management, we gather

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talent data, analyze information and make predictions. It is

not a perfect process.

Myth 8: Succession planning is unnecessary in an economic

downturn or if there is a low number of retiring employees.

This question goes to the heart of what talent and

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succession management is about – is it something we

should do on an ongoing basis, or is it something that needs

to be done only to plan for retirement or when the company

is growing rapidly?

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Myth 9: Notifying high potentials will give them a big head

and cause morale problems among other employees.

Companies are concerned that notifying high-potential

employees will be seen as a promise of promotion. Talent

leaders also worry about how a high-potential program will

be viewed by employees who are not selected and how they

will respond to employees who ask them why they were not

selected.

Myth 10: Developing high potentials is too costly. Many

executive development resources can be expensive, even

though they are also effective and important to identify

competency strengths and gaps and to develop future

leaders.

REVIEW OF LITERATURE:

Sriiddar S Preetham (July 2007)

Focusing on the challenge of attracting and retaining talent

faced by Indian HR mangers, the article outlines initiative

that can be put in place to help organization retain nurture

and retain the talent

KARTHIKEYAN J (May 2007)

Organization need to have a vision and a well defined

strategy on hiring for the future. Do we have the right talent

within to attract and retain the best available talent? A

number of measures for talent management are suggested.

PANDIT Y V L (May 2007),

Focusing on the challenge of attracting and retaining talent

faced by Indian HR mangers, the article outlines initiative

that can be put in place to help organization retain nurture

and retain the talent

Heneman and Milanowski (2004),

Developed a human resource alignment model that

demonstrates how district teacher policies may be

horizontally aligned with one another and vertically aligned

with a teacher competency model.

Behrstock, Meyer, Wraight, & Bhatt (2009).

Offered a variety of strategies to assist states and districts in

taking a more comprehensive and deliberate approach to

securing excellent educator talent and identifies the following

eight key areas for effectively managing this talent which are

preparation, recruitment, hiring, induction, professional

development, compensation and incentives, working

conditions and performance management.

Smylie and Wenzel (2006)

Found that effective human resource management systems

are indeed associated with outcomes such as reduced

employee turnover and heightened productivity and in the

education sector that human resource management

functions often are detached from strategic planning

functions in organizations.

Lawler (2008)

Identified the two most common types of talent

management approaches in the corporate sector today. First

the high involvement approach devolves important decision

making to lower levels within an organization and requires

shared leadership or strong leaders who can facilitate

participative decision making and an egalitarian atmosphere

, second the global competitor approach emphasizes shortterm,

flexible employee-employer relationships. This

approach involves the acquisition and reacquisition of top

talent through multiple contracts based upon performance.

Shaffer (2008),

According to Shaffer a webcast poll conducted by the

Human Capital Institute “found that 21 percent of

respondents have already implemented strategies and plans

to attract and retain the emerging Gen Y workforce, 25

percent are considering it in future planning, and 36 percent

say their companies are currently researching options”

Salt (2007),

Identified the strategies by those surveyed by KPMG as

most effective for Gen Y includes,

Compensation based on merit, Voluntary professional

learning opportunities ,Job rotation into other departments

,Career advancement opportunities.Other Gen Y strategies

that respondents employed included flexible work schedules,

a high- quality work environment, career development

programs for new young employees, and professional

events for those under age 35 .

Pitt-Catsouphes et al. (2009)

Considered the extent to which some of these conditions

exist in workplaces. In their study, just more than half (50 to

59 percent) of respondents found their work to be full of

meaning and purpose, felt that either to a moderate extent or

a great extent they had the flexible work arrangements they

needed to meet their personal and work needs, were

satisfied with the access they had to opportunities for

learning and development, believed they worked in inclusive

work environments, and experienced at least moderate work

overload. Sixty-two percent viewed their supervisors as

highly supportive, with 59 percent rating their supervisors or

team leaders as excellent or very good. More workers (74

percent) felt they had adequate job security.

Van Mannen & Schein (1979)

According to them socialization is a term that has been

used to describe the process in which an individual acquires

the attitudes, behaviors, and knowledge needed to

successful participate as a new organizational member •

Anderson, Cunningham-Snell, & Haigh, (1996 )

It has been estimated that 93% of all organizations use

some form of new employee orientation training to help new

employees become comfortable with their new surroundings

Bauer & Green, 1994; Wanous, (1976)

Research has shown that attitudes and beliefs that

newcomers develop toward their organization generally form

very early and can remain relatively stable, highlighting the

importance of instilling positive attitudes early in an

employee’s relation with a company.

Hewitt, (2003).

Companies who invested the most time and resources in

onboarding enjoyed the highest levels of employee

engagement

Wells, (2005).

According to wells of more than 100 executives -from senior

managers to CEOs – interviewed over a two-year period,

only 39% were satisfied with their organization’s efforts to

integrate them.

Concelman & Burns, (2006).

Failure to establish key connections and build strong

interpersonal relationships. Many new leaders are selected

for their technical expertise rather than their motivation or

propensity to lead. They fail to understand the primary

distinction between an individual contributor and a leader.

This requires leaders to maintain effective working

relationships with a wide variety of people in the

organization.

Ciampa & Watkins, (1999)

Attempting to do too much. In the first six months, the new

leaders must energize people and focus them on solving the

most important problems of the business. It’s crucial that

employees achieve momentum building during the transition.

Seeing tangible improvements in how work is performed

boosts motivation and encourages further experimentation.

Taleo, (2006).

Integrated onboarding within the overall hiring management

process. Onboarding is just one piece of the cyclical

continuum in the management of talent; it’s not merely a

standalone or liner activity. Done well, and integrated into an

organization’s talent management system, onboarding

presents an easy business process improvement that can

yield great returns .

Friedman, (2006).

Research suggests that one of the keys to early orientation

is creating a clear line of sight that shows how the new

employee’s work contributes to the overall success of the

company. Talk about the company’s vision and mission.

Show newcomers that they’re part of something great. And,

let them know that they help make that greatness happen.

Bossert, (2004).

Always design onboarding activities from the new manager’s

perspective. When making decisions about how to structure

the onboarding process, how to welcome your new hires,

how to introduce them to their team members and the

company as a whole, consider each choice through the lens

of “what kind of experience does this choice create?”

METHODOLOGY:

y g o l o d o h t e m h c r a e s e R n g i s e d h c r a e s e r e h t s s u c s i Da

research problems import nt of study scope and significance

of the study sources of data questionnaire sample design

stastically techniques used and the objective of the study

and limitations of the study

Research design

Research design can be thought of as the structure of

research — it is the “glue” that holds all of the elements

in a research project together. We often describe a

design using a concise notation that enables us to

summarize a complex design structure efficient purpose

with economy is procedure .it is the conceptual

structure within which research is conducted and it

constitutes the blue print for the collection

measurement and analysis of data .it includes an

outline of what the researchers will do from within the

hypothesis and its operational implications to the final

analysis of data

There are three types of research design

techniques

descriptive

exploratory

causal

The research design used is exploratory,as in exploratory we

have to explore the information regarding particular research

,since we know bit about learning and perception in

organization, but we need more knowledge about it.

Exploratory research is a type of research conducted for a

problem that has not been clearly defined. Exploratory

research helps determine the best research design, data

collection method and selection of subjects. It should draw

definitive conclusions only with extreme caution. Given its

fundamental nature, exploratory research often concludes

that a perceived problem does not actually exist.

Exploratory research often relies on secondary research

such as reviewing available literature and/or data, or

qualitative approaches such as informal discussions with

consumers, employees, management or competitors, and

more formal approaches through in-depth interviews, focus

groups, projective methods, case studies or pilot studies.

The Internet allows for research methods that are more

interactive in nature. For example, RSS feeds efficiently

supply researchers with up-to-date information; major search

engine search results may be sent by email to researchers

by services such as Google Alerts; comprehensive search

results are tracked over lengthy periods of time by services

such as Google Trends; and websites may be created to

attract worldwide feedback on any subject.

The results of exploratory research are not usually useful for

decision-making by themselves, but they can provide

significant insight into a given situation. Although the results

of qualitative research can give some indication as to the

“why”, “how” and “when” something occurs, it cannot tell us

“how often” or “how many”.

Exploratory research is not typically generalizable to the

population at large.

The aim of this paper is to know what is the perception and

learning in management and what are its importance in the

organization..

Sources of data

Primary source

The data is collected by survey method. This is a process by

which first hand information is collected. This method is

needed for meeting the specific objective of research study.

The questionnaire and interview technique is used to collect

the data and information from current and non existing user.

Questionnaire is a set of questions, which an interviewer

asks the interviewee. The purpose of interview is to answer

question honestly. On the basis of answer the conclusion is

drawn.

Secondary source

The secondary data is collected in form of information which

has already been collected by some one. Along with this

some information on Crisis Management , their features are

collected from internet.

For more information regarding research methodology and

marketing, books from library have been referred.

For this Research we have used the secondary data.

RESULTS: ( SUMMARY OF

FINDINGS)

Literature on talent management within and outside of the

education sector suggests that taking a coordinated

approach to developing aligned policies across the career

continuum is beneficial. The literature does not indicate that

certain types of policies are more effective than others are

(e.g., salaries versus professional development) but rather

that multiple policy components need to work in conjunction

to retain effective employees.

In the private sector, these talent management policies and

practices are being actively adapted to meet the needs of

Gen Y workers. Specifically, companies are finding out what

Gen Y wants and changing their human resource policies to

make sure that they get it. The education sector, however,

has lagged behind in taking strategic talent management

approaches and addressing the needs of Gen Y teachers.

In addition to the topics presented, this literature review

attempted to include studies of the impact of talent

management systems on the retention of high-performing

workers; however, no such studies were located in the

education or private sector literature. Although the

groundwork has been laid for understanding the policies and

practices that are likely to attract and retain the best

teachers, the education sector will benefit from not only

further investment in but also further investigation into

effective talent management, particularly for Gen Y.

CONCLUSION:

Talent management has been called a fad or a

fashion but talent management is an idea that has been

around for a long time. It’s been re-labelled, and that enables

wise organisations to review what they are doing. It

integrates some old ideas and gives them a freshness and

that is good).Some argue that the term ‘talent management’

is a misnomer because talent can’t necessarily be managed.

Others argue for a different term, such as ‘talent

enablement’. In this research, we’re not urging here that the

field should converge and that a unitary theoretical approach

should be taken. Rather, we’re attempting to identify how

different definitions of talent management are operational in

practice in particular contexts.

Providing the resources like HCM (Human Capital

Management), HRIS (HR Information Systems) or

HRMS(HR Management Systems), and HR Modules helps

the employees to achieve their best individual potential, and

it helps business respond to challenges, enter new markets

and move ahead of the competition.

A company with a talented and successful work force can

develop a public reputation for being a great place to

work.Talented candidates will also be more interested in

working for a company that values its employees and gives

them opportunities for continued success.

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www.siliconfareast.com

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