Talent management strategies employed in organizations in India to attract and retain employees

PROJECT LOGBOOK OF 2nd WEEK Name: Razi Project Title: Talent management strategies employed in organizations in India to attract and retain employees Date: 10/04/2021 Update on Weekly Research/Tasks Achieved By reading journals and by referring HBR. PROJECT LOGBOOK OF 3rd WEEK Name: Razi Project Title: Talent management strategies employed in organizations in India to attract and retain employees Date: 17/04/2021 Update on Weekly Research/Tasks Achieved In the third week there

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TALENT MANAGEMENT STRATEGIES
EMPLOYED IN ORGANIZATIONS IN
INDIA TO ATTRACT AND RETAIN
EMPLOYEES

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PROJECT LOGBOOK OF 1st WEEK
Name: Razi
Project Title: Talent management strategies employed in organizations in India to attract
and retain employees
Date: 03/04/2021
Update on Weekly Research/Tasks Achieved
By reading journals and by referring HBR.
Any Risks and/or Issues Identified
I put my time and effort into this task that I was given for me to understand.
Problems Encountered
I had to search papers and use my own phrases for the articles I read, which was a huge
challenge, but with time and dedication, I was able to finish my assignment.
New Ideas and Change of Project Direction
There was no major improvement at the time. Referring journals and books helped to get
more information.
What have I learnt about Myself this Week?
Helped me learn new ideas about the topic I chose.
Tasks Planned for Next Week
Literature review.
Project Plan Status to Date (On, Ahead, Behind)
I was on time as I was able to complete the task that was assigned for me this week.
Supervisor Comments to Address
Need to research more.

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PROJECT LOGBOOK OF 2nd WEEK
Name: Razi
Project Title: Talent management strategies employed in organizations in India to attract
and retain employees
Date: 10/04/2021
Update on Weekly Research/Tasks Achieved
Completed literature review.
Any Risks and/or Issues Identified
The most difficult task was completing the literature review.
Problems Encountered
No problems
New Ideas and Change of Project Direction
There was no significant change currently. Completing the literature review enhanced my
thinking ability about the tasks I was given.
What have I learnt about Myself this Week?
To take the initiative of completing the literature review. Helped me learn new ideas about
the topic I chose.
Tasks Planned for Next Week
To conduct survey on employees.
Project Plan Status to Date (On, Ahead, Behind)
On time.
Supervisor Comments to Address
You have to find more about talent management practices.
PROJECT LOGBOOK OF 3rd WEEK

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Name: Razi
Project Title: Talent management strategies employed in organizations in India to attract
and retain employees
Date: 17/04/2021
Update on Weekly Research/Tasks Achieved
In the third week there were many more tasks like creating questionnaire, planning
research methodology, analysis and interpretation. Setting objectives were completed as
well. I was able to do these tasks because I was guided by my tutor.
Any Risks and/or Issues Identified
Finding the right questions for the questionnaire was difficult.
Problems Encountered
Preparation of the questionnaire was difficult as I needed to find the right questions and to
make it compact as possible so would be easy for the people to answer it.
New Ideas and Change of Project Direction
Doing these tasks increased my knowledge and also I started interacting with many
employees that were involved in doing my questionnaire
What have I learnt about Myself this Week?
I was able to improve my knowledge through interacting with the employees and also I
learned to create a survey on my own.
Tasks Planned for Next Week
Data analysis and interpretation of results were the task planned for the next week.
Project Plan Status to Date (On, Ahead, Behind)
On the time.
Supervisor Comments to Address
Accurate data.

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PROJECT LOGBOOK 4th WEEK
Name: Jabir Ali
Project Title: Talent management strategies employed in organizations in India to attract
and retain employees
Date: 24/04/2021
Update on Weekly Research/Tasks Achieved
Analysis and interpretation of results and writing were the tasks assigned this week. The
project was completed
Any Risks and/or Issues Identified
To explain the results of my questionnaire.
Problems Encountered
No problems
New Ideas and Change of Project Direction
Learned to compared the results and to provide a good suggestion for the organization.
What have I learnt about Myself this Week?
Time and effort are main key factors for conducting an effective study.
Tasks Planned for Next Week
All tasks all completed.
Project Plan Status to Date (On, Ahead, Behind)
On the time.
Supervisor Comments to Address
You want to study more about different subjects.

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WORK BREAKING DOWN STRUCTURE

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GANTT CHART
PROJECT TITLE
Enter the name of the Project Lead in cell B3. Enter the Project Start date in cell E3. Pooject Start: label is in cell C3.
1
29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
TASK ASSIGNED
TO PROGRESS START END M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
Introduction 4-3-21 4-9-21
Literature Review 4-10-21 4-16-21
Research Methodology 4-17-21 4-23-21
Data Analysis 4-24-21 4-28-21
Conclusion 29-04-2021 29-04-2021
Apr 26, 2021 May 3, 2021 May 10, 2021 May 17, 2021Apr 19, 2021
Display Week: Mar 29, 2021 Apr 5, 2021 Apr 12, 2021
Project Start: Sat, 4-3-2021
TASK DATE DURATION
(DAYS)
INTRODUCTION 03-APRIL 7
LITERATURE REVIEW 10-APRIL 7
RESEARCH METHODOLOGY 17-APRIL 6
DATA ANALYSIS 24-APRIL 4
CONCLUSION 29-APRIL 1

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TABLE OF CONTENTS
CHAPTERS TITLE PAGE
NO
1
INTRODUCTION 10
INTRODUCTION 10
RATIONALE 11
AIM AND OBJECTIVES 11
SIGNIFICANCE OF STUDY 11
PROJECT STRUCTURE 12
2
LITERATURE REVIEW 14
LITERATURE REVIEW 14
3
RESEARCH METHODOLOGY 19
RESEARCH 20
RESEARCH DESIGNS 20
DATA COLLECTIONS AND ANALYSIS 20
RESEARCH LIMITATIONS 22
4
ANALYSIS AND INTERPRETATION 23
ANALYSIS AND INTERPRETATION 23
5
FINDINGS, CONCLUSION AND RECOMMENDATIONS 33
FINDINGS 34
CONCLUSION 35
SUGGESTIONS 35

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LIST OF TABLES
SL
NO
NAME OF THE TABLES PAGE NO
1 TABLE NO 1 24
2 TABLE NO 2 25
3 TABLE NO 3 26
4 TABLE NO 4 27
5 TABLE NO 5 28
6 TABLE NO 6 29
7 TABLE NO 7 30
8 TABLE NO 8 31

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CHAPTER-1: INTRODUCTION

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1.1 Introduction
The dynamic growth of today’s business world has made the organization more competitive.
To survive in the cut-throat competition of the globalization, an organization has to attain its
competitive advantage. In this scenario, the drivers of the growth of the organization are its
employees. Organizational success does not only depend on the organizational policy, but
also on the quality of work that can be achieved by the employees. The human resource
drives the company by their abilities, aptitude, and attitude by choosing, implementing, and
overseeing the operations. This is the moment for the company to make a move in order to
perform better than their competitors. In this case, talent management has emerged as a
critical method for organizational and individual development. Efficient human resources can
be developed & maintained by the contribution of the talents in the organization. According
to Michaels, Handfield-Jones, and Axelrod (2001, p. XII) talent is seen as “the sum of an
individual’s abilities, which includes ‘his or her intrinsic gifts, skills, knowledge, experience,
intelligence, judgment, attitude, character, and drive’”. It’s the responsibility of the
organization to develop &retain such talent because it will be an unbearable cost to the
organization by losing them. On the other hand, it will be a huge loss to the organization to
bear the cost of the maintaining employee who is not adding any value to the growth. And in
the scenario of survival, it will be impossible for an organization to bear such a cost. So it is
vital for the organization to find the hidden talent, nourish & develop them, & retain them for
long-term success. This concept leads to the term “Talent management”.

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1.2 Rationale
The paper aims at understanding the Talent Management Practices followed in an
organization and how it influences retaining of Employees. The retaining of talented
employees has become a critical issue for all organizations as it is knowledge-based. Human
capital plays a very important role and hence the present study aims at practices to retain
employees. The study also attempts to analyse various factors contributing to Talent
management. This research is conducted on organizations with questioners on employees
across all functions of the organization such as marketing, finance, production, and HR. A
well–structured questionnaire measures the responses and the majority of the respondents are
star performers. The Questionnaire has been validated to examine the relationship between
employees and departments. This research concludes by providing a solution for retaining
employees in an organization and the new steps taken by the organization.
1.3 Aims & Objectives
This project aims to understand the value of talent management and how to retain employees
in organization by providing them a well-structured working atmosphere. The following
factors should be prepared for a company to meet the objectives:
 Define attractive talent management systems
 Defining training and development for employees in an organization
 Defining employee retention solution.
1.4 Significance & Study
This study is about the talent management is of importance to employees, and should be of
importance to the organization as well because it can lead to a competitive advantage to all
employees. But what is more important at this particular moment is to give a clear
explanation of what talent is and how it can be managed, as readers are not clear of the exact
meaning of talent and talent management, this research will make it clear to everybody. So,
talent management is management of the people or employees themselves by retaining the
right individuals, for the right positions, at the right time. A company that conducts this type

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of effective succession planning ensures that the best talent is trained and ready to move on to
the next position in their career path. Having a strategic talent management gives
organizations the opportunity to attract the most talented and skilled employees available. It
creates an employer brand that could attract potential talents, and in turn, contributes to the
improvement of the organizations’ business performance and results. A systematic approach
to talent management means that there is an organizational integration and a consistent
approach to management. When systems are more integrated, client satisfaction rates are
usually higher, since they are dealing with fewer people and their needs are met more rapidly.
Talent management is playing very important role and it’s enhance the knowledge of
employees in the organizations. Hence, talent management is playing vital role for the
employee engagement, lower recruitment costs and long-term competitiveness of the
organizations.
1.5 Project structure
Introduction Literature
review
Research
metholdolgy
Data
analysis Conclusion

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CHAPTER 2: LITERATURE REVIEW

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2.1 Talent Management
The planning of required human resources for a company and the strategy to meet those
requirements are referred to as talent management. Attracting and retaining high-quality
employees, improving their talents, and consistently encouraging them to improve their
performance are all part of talent management. The key aim of talent management is to build
productive employees that will remain with your organization for a long period. Talent
management is about delivering the right experience at the right time for every employee.
Employees are the back bone of a company. Without the right talent employees, companies
risk poor culture, low customer satisfaction, and most importantly, a lack of innovation.
Talent management helps an organization better understand, align, and develop its workforce.
By understanding employees’ skills and capabilities, Leaders of companies can help
understand global business strategy and achieve strategic goals. Having an effective strategic
talent management helps organizations keep their employees motivated which creates more
reasons for them to stay in the company and do their tasks. It also makes it easier for
businesses to determine which workers are better suited for the job, results in less
performance management problems and complaints. It would also ensure that the company's
best employees remain for longer. By hiring and developing talented employees, organization
becomes stronger and better prepared to face changes and risks. It drives innovation new
technologies are always hitting. Talented employees are able to find ways to harness the
capabilities of new tools and solve problems or come up with original ideas. It helps form
productive teams the appropriate talent management strategy will allow company to form a
more productive team. This is far more useful than just having a bunch of creative and
talented people in an organization. It decreases turnover When employees feel valued at a
company, when they know they will have plenty of opportunities to grow in the business,
they are less likely to seek work elsewhere. It leads to strong employer branding Talent
management Brands Company as an employer. This helps organization to attract the best
candidates for future hires. It motivates others to grow having inspiring talent on organization
team will motivate other employees and help them grow. Talent management sustains
organizational performance by providing essential knowledge and strategies for improvement
and change; it helps organizations to recognize the most talented employees to become the
potential future leaders, whenever there is a vacant position. The objective of talent
management is not only to recognize and focus on talented employees, but also guarantees
that the developmental and growth strategies are associated with the organizational mission

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and vision, resulting in the prosperity and sustainability of the organization. Most researchers
who have investigated the effect of talent management have confirmed that talent
management has a significant impact on the sustainability of organizational performance
2.2 Talent management in micro organization
Small and medium enterprises (SMEs) have emerged from a rather peripheral role in earlier
business literature to the more central focus that the sector enjoys today in both government
policy and academic research (Lind, 2012). They are increasingly viewed as important
contributors to the global economy and are big employment generators. Amongst developing
nations, SMEs represent over 90% of businesses, and account for 50–60% of national
employment on an average. The definition varies from country to country and can be defined
by qualitative or quantitative criteria which create problems when making comparisons
between countries as to the number of SMEs and the number of employees within these
firms. The employee size limits for an organization to be considered an SME does vary with
some countries having a limit of as few as 200 employees (Australia), while in Europe the
limit is commonly 250 employees. In Canada and in the US the employee size limit for SMEs
could be as high as 500 or more employees. In the case of India, a SME is measured by
mainly by looking their revenue. However, researchers have generally used a size limit of
250 or 500 employees to define this type of organization. Given the importance of
informality and personalized management style to the organizational culture in SMEs,
Company argue that SMEs prefer to adopt an informal approach to Talent Management and
generally do not adopt approaches that require formal identification of talent (Valverde et al.,
2013). Formal and exclusive approaches to Talent Management in SMEs which limit the
talent pool to the high potentials would not fit with the more egalitarian culture of teamwork
in SMEs and would undermine the morale of the majority of employees. These two
conceptual ideas contrast with the notions of strategic positions and exclusive ‘high potential’
talent identification which are dominant in large MNEs (Collings & Mellahi, 2009; Cappelli
& Keller, 2014). Learning more about the staffing pattern in SMEs can enhance an
organization for understanding of how talent identification and selection practices evolve in
SME firms and why they evolve as they do. It could also provide guidance to business
owners as they seek to develop their human capital to support the growth of the firm.
Previous research has argued that talent attraction, identification, and retention issues are
likely to vary at different stages during the growth of SMEs as HR issues shift depending on

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the life stage of the SME (Rutherford et al., 2003). Therefore the company can argue that
important insights into the patterns of hiring, talent identification, and development could be
gained by a fuller understanding of organizational life stages. SMEs face a legitimacy
disadvantage in the labour market because of limited organizational information available to
job seekers. SMEs are less familiar to job seekers since they make a lesser investment in
making themselves visible in the labour market in comparison with large organizations are
less likely to be part of potential employees everyday experiences and job seekers have
difficulty locating reliable information sources on SMEs (Williamson et al., 2002). In
contrast, the pressures of maintaining organizational legitimacy in the labour market by
adopting global best practices are felt to a higher extent by MNEs than SMEs as the former
compete for a similar talent pool, increasingly at the regional and at global levels This is
supported by the findings of Barber et al. (1999) who suggest that large and small firms could
be tapping separate labour markets for their talent needs. In addition, there have not been best
practice leaders in TM or even best HR practices in the SME sector. In contrast, the literature
on large enterprises has long highlighted best practices in talent management in global MNEs
such as GE, P&G, Unilever, etc. High-profile consulting firms such as McKinsey, BCG, etc.
which have a role in disseminating the ideas of best practices, typically do not have SMEs as
their primary target audience. This has resulted in less proliferation of the TM practices from
large firms to SMEs while at the same time TM practices amongst large MNEs are
converging. Cappelli (2010) highlights the remarkable degree of similarity across large US
organizations in the management development programs during the last century. A
convergence of TM practices such as recruitment, development, measurement, and
management of high potential employees in large MNEs reflects the similarity of challenges
that confront today's global corporations. (Conaty & Charan, 2010; Stahl et al., 2012;
Farndale et al., 2014)

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2.3 Employee retention and importance.
Employee retention refers to an organization's desire to keep its workforce. A structured
employee retention policy will help to recruit and retain key employees, as well as reduce
turnover and the extra expenses. Many of these factors contribute to an organization's total
performance and economic efficiency. Employee retention refers to an organization's desire
to keep its workforce. A structured employee retention policy will help to recruit and retain
key employees, as well as reduce turnover and the extra expenses. Many of these factors
contribute to an organization's total performance and economic efficiency. Employee
retention is a huge challenge for HR professionals and business heads. Retaining a quality
employee is more effective than recruiting, training, and orienting a replacement employee of
the same value. Honesty and consistency are simple but powerful ideas that can create an
unmistakable effect on an employee. It is just as important to understand why valued
employees remain with an organization as it is to understand why valuable employees leave.
Employees, according to studies, become involved in their jobs and families, and as they
engage in their individual and professional life, they build a network of connections and
relationships, both on and off the job. Exiting a job will require the weakening or
restructuring of these social and value networks. As a result, the more deeply embedded
workers are in an enterprise, the more likely they are to remain. Employee participation will
be increased by offering mentors, developing team-based events, promoting employee
transfers, and providing consistent socialization and communication about the company's
principles and community, in addition to including financial rewards focused on performance
or provide special incentives that cannot be seen elsewhere. Effective practices in a number
of areas can be especially powerful in enabling an organization to achieve its retention goals.
Socialization is one of the practices which shared and individualized learning experiences,
formal and informal activities that help people get to know one another, and the assignment
of more-seasoned employees as role models for new hires. This helps employee is to stay in
the organization. If employees are not given opportunities to continually update their skills,
they are more inclined to leave. Organizations need to continuously give training to
employees and help to develop their skills. Several studies have suggested that fair treatment
by a supervisor is the most important determinant of retention. This would lead a company to
focus on supervisory and management development and communication skill-building.
Engaged employees are satisfied with their jobs, enjoy their work and the organization,
believe that their job is important, take pride in their company, and believe that their

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employer values their contributions. One study found that highly engaged employees were
five times less likely to quit than employees who were not engaged.

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CHAPTER 3: RESEARCH
METHODOLOGY

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RESEARCH
The method of exploring new information is known as research. This insight may be the
emergence of new ideas or the refinement of current knowledge and hypotheses, resulting in
a previously unknown comprehension. A logical and systematic search for new and valuable
knowledge on a specific subject is referred to as research. Research is essential in both
scientific and non-scientific fields. Every day, new challenges, events, phenomena, and
mechanisms emerge in our lives. In general, practical solutions and advice are needed for
dealing with new issues that occur. Researchers must conduct experiments to determine their
origins, remedies, theories, and implementations.
RESEARCH DESIGN
The research design refers to the overall strategy utilized to carry out research that defines a
succinct and logical plan to tackle established research questions through the collection,
interpretation, analysis, and discussion of data. The design allows researchers to focus on
testing techniques that are appropriate for the subject matter and set up their experiments for
success. An effective research design reduces data distortion and increases confidence in the
quality of collected data. In experimental research, the optimal result is usually assumed to be
a configuration that generates the smallest margin of error.
DATA COLLECTION AND ANALYSIS
Data collection is defined as the procedure of collecting, measuring, and analysing accurate
insights for research using standard validated techniques. A researcher can evaluate their
hypothesis on the basis of collected data. In most cases, data collection is the primary and
most important step for research, irrespective of the field of research. The approach of data
collection is different for different fields of study, depending on the required information.
The most critical objective of data collection is ensuring that information-rich and reliable
data is collected for statistical analysis so that data-driven decisions can be made for research.
Data may be grouped into four main types based on methods for collection: observational,
experimental, simulation, and derived. The type of research data you collect may affect the
way you manage that data.

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Observational Data- Observational data are captured through observation of a behaviour or
activity. It is collected using methods such as human observation, open-ended surveys, or the
use of an instrument or sensor to monitor and record information -- such as the use of sensors
to observe noise levels at the airport.
Experimental Data- Experimental data are collected through active intervention by the
researcher to produce and measure change or to create difference when a variable is altered.
Experimental data typically allows the researcher to determine a causal relationship and is
typically projectable to a larger population.
Simulation Data- Simulation data are generated by imitating the operation of a real-world
process or system over time using computer test models. For example, to predict weather
conditions, economic models, chemical reactions, or seismic activity. This method is used to
try to determine what would, or could, happen under certain conditions.
Derived/Compiled Data- Derived data involves using existing data points, often from
different data sources, to create new data through some sort of transformation, such as an
arithmetic formula or aggregation.
According to LeCompte and Schensul, research data analysis is a process used by
researchers for reducing data to a story and interpreting it to derive insights. The data analysis
process helps in reducing a large chunk of data into smaller fragments, which makes sense.
Three essential things take place during the data analysis process — the first data
organization. Summarization and categorization together contribute to becoming the second
known method used for data reduction. It helps in finding patterns and themes in the data for
easy identification and linking. Third and the last way is data analysis – researchers do it in
both top-down or bottom-up fashion. Marshall and Rossman, on the other hand, describe data
analysis as a messy, ambiguous, and time-consuming, but creative and fascinating process
through which a mass of collected data is being brought to order, structure, and meaning. We
can say that “the data analysis and interpretation is a process representing the application of
deductive and inductive logic to the research and data analysis.”

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RESEARCH LIMITATIONS
Research limitations in a typical dissertation may relate to the following points:
1. Formulation of research aims and objectives. You might have formulated research aims
and objectives too broadly. You can specify in which ways the formulation of research aims
and objectives could be narrowed so that the level of focus of the study could be increased.
2. Implementation of the data collection method. Because you do not have extensive
experience in primary data collection there is a great chance that the nature of the
implementation of the data collection method is flawed.
3. Sample size. Sample size depends on the nature of the research problem. If the sample size
is too small, statistical tests would not be able to identify significant relationships within the
data set. You can state that basing your study on a larger sample size could have generated
more accurate results. The importance of sample size is greater in quantitative studies
compared to qualitative studies.
4. Lack of previous studies in the research area. A literature review is an important part of
any research because it helps to identify the scope of works that have been done so far in the
research area. Literature review findings are used as the foundation for the researcher to be
built upon to achieve her research objectives.
5. Scope of discussions. You can include this point as a limitation of your research regardless
of the choice of the research area. Because you don’t have many years of experience in
conducting researches and producing academic papers of such a large size individually, the
scope and depth of discussions in your paper are compromised on many levels compared to
the works of experienced scholars.

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Chapter 4:
Analysis And Interpretation

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Question NO.1- Does your organization have any specific talent management initiatives
in place?
TABLE NO. 1
Option Respondent percentage
Yes 70 70
No 30 30
TOTAL 100 100
Yes No
0
10
20
30
40
50
60
70
80
Options
INTERPRETATION
The above tables show the employee’s point of view about talent management practices is
there in their organization or not. For 70% of the employees, talent management is
implemented and 30% of employee’s talent management is not implemented.

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Question NO.2- Are talent management initiatives a top priority for your organization?
TABLE NO. 2
Option Respondent percentage
Yes 70 70
No 30 30
TOTAL 100 100
Yes No
0
10
20
30
40
50
60
70
80
Options
INTERPRETATION
The result is same as table NO 1

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Question NO.3 - What are the top three areas your organization needs to improve in
terms of talent management initiatives?
TABLE NO. 3
Option Respondent percentage
Aligning employees with the
mission and vision of your
organization
40 40
Creating a culture that makes
employees want to stay with
the organization
20 20
Creating an environment
where employees’ ideas are
listened to and valued.
20 20
Rewarding top-performing
employees
20 20
Total 100 100
Option A option B Option C option D
0
5
10
15
20
25
30
35
40
45
Option

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INTERPRETATION
This study indicates 40% of employees are interested in Aligning employees with the mission
and vision of your organization, 20% of employees are interested in creating a culture that
makes employees want to stay with the organization, 20% of employees are interested in
creating an environment where employees’ ideas are listened to and valued, 20% employees
are interested in rewarding top-performing employees.
Question NO.4- Are you satisfied by your organizations talent management?
TABLE NO. 4
Option Respondent percentage
Highly satisfied 50 50
Neutral 30 30
Ineffective 10 10
Very infective 10 10
Total 100 100

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highly satisfied neutral ineffective very ineffective
0
10
20
30
40
50
60
Option
INTERPRETATION
This study indicates 50% were very satisfied with talent management in their organizations,
30% of employees are neutral with talent management in their organization, 10% of
employees are telling it is ineffective in organization and 10% are telling it is very ineffective
in their organization.
Question NO.5- how does your organization identify talent?
TABLE NO. 5
Option Respondent percentage
By competencies 20 20
By results 30 30
By potential 40 40
By other 10 10
Total 100 100

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by competencies by results by potential by other
0
5
10
15
20
25
30
35
40
45
Option
INTERPRETATION
This study tells us that how an organization identify their talent. 40% is by potential, 30% is
by results, 20% by competencies and 10% by other practices.
Question NO.6- Does your team/department support and encourage your best work?
TABLE NO. 6
Option Respondent percentage
Yes 65 65
No 35 35
TOTAL 100 100

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Yes No
0
10
20
30
40
50
60
70
Options
INTERPRETATION
This study indicates 65% of employees tell that everyone support and encourage their best
work and 35% of employees tell that they don’t get enough support.
Question NO.7 - Does the quality of talent give your organization a competitive edge?
TABLE NO. 7
Option Respondent percentage
Yes 55 55
No 45 45
TOTAL 100 100

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Yes No
0
10
20
30
40
50
60
Options
INTERPRETATION
This study tells us that 55% is given the competitive edge on talent and 45% of employees
are not given competitive edge on talent.
Question NO.8- Do you seek feedback from your employees in order to implement
talent management practices?
TABLE NO. 8
Option Respondent percentage
Yes 64 64
No 36 36
TOTAL 100 100

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Yes No
0
10
20
30
40
50
60
70
Options
INTERPRETATION
This tells us that 64% were taking feedback from their employees to implement talent
management in organization and 36% were not taking feedback from employees to
implement talent management in organization.

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CHAPTER 5
FINDINGS AND CONCLUSION

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FINDINGS
In this study I have gathered many important information about the talent management and
practices. I had done a small survey on employees of organization by asking them 8
questions. The questions are mainly to know about the talent management occurring on their
organization. The employee’s point of view about talent management practices is there in
their organization or not. For 70% of the employees, talent management is implemented and
30% of employee’s talent management is not implemented. The another study indicates 40%
of employees are interested in Aligning employees with the mission and vision of your
organization, 20% of employees are interested in creating a culture that makes employees
want to stay with the organization, 20% of employees are interested in creating an
environment where employees’ ideas are listened to and valued, 20% employees are
interested in rewarding top-performing employees. Next study indicates 50% were very
satisfied with talent management in their organizations, 30% of employees are neutral with
talent management in their organization, 10% of employees are telling it is ineffective in
organization and 10% are telling it is very ineffective in their organization. Next study tells us
that how an organization identify their talent. 40% is by potential, 30% is by results, 20% by
competencies and 10% by other practices. Another study indicates 65% of employees tell that
everyone support and encourage their best work and 35% of employees tell that they don’t
get enough support. Next study tells us that 55% is given the competitive edge on talent and
45% of employees are not given competitive edge on talent. The final study tells us that 64%
were taking feedback from their employees to implement talent management in organization
and 36% were not taking feedback from employees to implement talent management in
organization.

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CONCLUSIONS
In a complex and dynamic business environment effective talent management is the key to
organizations' success and sustainable growth as it allows organizations to retain top talent
while increasing productivity. The right talent is the greatest asset for any enterprise. In fact,
one of the most important roles of HR is to make sure employees with the right skills stick
with the organizations for a long time. It is important that the talent management system is
integrated across all aspects of human resource management; this will help in recruiting and
retaining essential talent that will work towards achieving organizational success and
sustainable growth. There are clear inter-dependencies between talent management and
recruitment, development, diversity, retention, and succession planning practices. Effective
talent management ensures that organizations can successfully acquire and retain essential
talent.
RECOMMENDATIONS
From above analysis I recommend to the organization for best talent management practices
are to identify organizational goals/priorities, identify organizational drivers and challenges,
conduct a gap analysis, define your HR priorities and goals, measure the results and
communicate successes.

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BOOK REFERENCE
 Kehinde, J. (2012) Talent Management: Effect on Organization Performance.
 Nafei, W.A.(2015) Talent Management and Health Service Quality from the
Employee Perspective:
 Agarwal, P. (2016) Fitting Talent Management Strategy into National Culture.
 D.G. Collings, K. Mellahi Strategic talent management: a review and research
agenda Hum. Resour. Manage. Rev., 19 (4) (2009), pp. 304-313
 Close G.K. Stahl, I. Björkman, E. Farndale, S.S. Morris, J. Paauwe, P. Stiles Six
principles of effective global talent management MIT Sloan Manage. Rev., 53 (2)
(2012)
 Michael F. Corbett and Associates (www.iaop.org/Content/35/ 194/998).
 Rupashree Baral and S. Bhargava, (2009), “Work Life Balance Practices in Indian
Organizations: Challenges and Prospects”. 2(3), pp. 53-58.
 Festing, M.; Schäfer, L.; Scullion, H. Talent management in medium-sized German
companies an explorative study and agenda for future research. Int. J. Hum. Resour.
Manag. 2013, 24, 1872–1893. [CrossRef]

38
QUESTIONS
1. Does your organization have any specific talent management initiatives in place?
 Yes
 No
2. Are talent management initiatives a top priority for your organization?
 Yes
 No
3. What are the top three areas your organization needs to improve in terms of talent
management initiatives?
 Aligning employees with the mission and vision of your organization
 Creating a culture that makes employees want to stay with the organization
 Creating an environment where employees’ ideas are listened to and valued
 Rewarding top-performing employees
4. Are you satisfied by your organizations talent management?
 Highly satisfied
 Neutral
 Ineffective
 Very ineffective
5. How does your organization identify talent?
 By competencies
 By Results
 By potential
 By other

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6. Does your team/department support and encourage your best work?
 Yes
 No
7. Does the quality of talent give your organization a competitive edge?
 Yes
 No
8. Do you seek feedback from your employees in order to implement talent management
practices?
 Yes
 No