Q 1) Do you have awareness about the significance of talent management concept for an organisation? a) Yes b) No Q 2) As per your opinion, how effective is the concept of talent management for a business entity? a) Highly effective b) Effective c) Neither effective nor ineffective d) Ineffective e) Highly ineffective Q 3) What can be the key benefit thatMarks & Spencer get by talent management within the organisation? a) Retention of top talent b) Improved employee experience c) Strategic hiring process d) Employee development e) All of the above Q 4) What is the impact of talent management on growth and success ofMarks & Spencer? a) Positive impact b) Negative impact c) No impact Q 5) According to your perception, which talent management strategy can be the most appropriate one forMarks & Spencer in managing talent within organisation? a) Continuous training and development b) Rewards and recognition c) Healthy workplace environment d) Treating all individuals equally 2
e) All of the above Q 6) Is providing adequate rewards and recognition to employees for their performance within workplace effective forMarks & Spencer in terms of managing talent? a) Yes b) No c) Neutral Q 7) Which is the key challenge that organisation is facing while managing talent within the workplace? a) Lack of leadership b) Tightening talent market c) Unappealing organisation’s culture d) Increased turnover of employees e) All of the above Q 8) What is the impact of lack of leadership on managing talent within Marks & Spencer? a) Low motivation among employees b) Ineffective organisational culture c) Low productivity d) Less satisfaction level Q 9) Which strategy can be adopt by Marks & Spencer to develop effective organisational culture that will help in retaining talent for longer term? a) Regular meetings b) Ensuring effective communication c) Equal treatment to all employees d) Encourage continuous learning e) All of the above Q 10) Suggest any other appropriate way that will help Marks & Spencer in retaining talent within organisation 3