HUMAN RESOURCE MANAGEMENT

ASSIGNMENT ON- TALENT MANAGEMENT

Submitted by:
Anurag Panigrahi (19PGDM072)
Arshit Jindal (19PGDM075)
Aman Khan (19PGDM188)
Ananya Mudgal (19PGDM068)
Ayushi K Sinha (19PGDM078)
Vyom Mandhanya (19PGDM123)
What is talent management?
Talent management is an organization's duty of recruitment, hiring, retaining, and developing
the most talented and deserving employees available in the job market. It consists of all the work
processes that are concerned with the retaining and development of a talented workforce. It is a
business strategy that organizations implement in order to retain their most skillful and highly
talented employees.
It is the skill of luring in the topmost skilled workers, of incorporating new employees, training,
developing and retaining current and future business objectives.
Talent Management Process Model

Planning: Planning is the initial step in the process of Talent Management. It involves the
following:
 Identifying the human capital requirement.
 Developing the job description and key roles.
 Proposing a workforce plan for recruitment.
Attracting: Deciding whether the source of recruitment should be internal or external and
seeking suitable individuals to fill in the vacant positions through:
 Job Portals such as Naukri.com, Timesjob.com, etc.
 Social Network such as LinkedIn and Twitter.
 Referrals.
Selecting: Recruiting and selecting the personnel. It involves the following steps:
 Scheduling written test and interviews.
 Scrutinizing the most suitable candidate for the profile
Developing: In this stage, the employee is prepared according to his task at job and for the
organisation and the profile. Following are the steps involved in the process:
 Carrying out an onboarding programme or an orientation programme.
 Enhancing the skills, aptitude and proficiency of the personnel to match the profile.
 Counselling, guiding, coaching, educating, mentoring employees and job rotation.
Retaining: Employee retention is essential for any organisational existence and survival.
Following are the ways of employee retention:
 Promotions and increments.
 Providing opportunities for growth by handing over special projects.
 Participative decision making.
 Teaching new job skills.
 Identifying the individual’s contribution and efforts.
Transitioning: Talent management aims at the overall transformation of the employees to
achieve the organizational vision. It can be done through:
 Retirement benefits to employees.
 Conducting Exit interviews.
 Succession Planning or Internal Promotions
Need of Talent management:
1. Attract Skilled Employees: Acquiring a talented workforce is the most simple and obvious
objectives of talent management. Though you may find a handful of talented prospects, it
requires strategic planning to consistently bring in good employees. That clearly indicates
showcasing your benefits, offering a handsome salary, and providing a better work life balance.
2. Improve Retention Rates: The scope of talent management goes beyond the hiring stage. After
hiring good workers you have to find factors that would encourage them to work for your
organization. When you improve the employee job experience, you will observe that your
employee retention rate starts to rise. This will save the time to look for and train their
replacements.
3. Boost performance: The well skilled employees who are comfortable in working as a team
perform really well and act as profit making factor for your company. When they understand
your organization’s goals, their contributions comes from increased sales, better products,
technical updates and innovative ideas. This boosts your company’s performance.
4.Increase Customer satisfaction: The skilled employees keep your customer groups satisfied and
also your shareholders by adding value to your business. Even if their foremost role may not be
customer service or generating sales, the talented employees’ benefits will pass down to the end
consumers of the products or services.
Examples of Talent Management
1.Oxford University Hospitals:Leadership and Development Framework:
This framework focuses on setting the direction and establishing the means for Oxford
University Hospitals to attract, recognize, grow and retain leadership competence of best quality
possible. They are taking bold steps of changing there command and control model of leadership
and progressing towards a model of leadership which focuses on authenticity and influence
rather than authority.
2. The University of California : HR Strategic Plan 2015-2018
A lot of tactical and strategic details from the outset which mainly aims on tactics for each and
every functional area from : Compensation Schemes,Employee connections and their benefit
programmes are included in their strategic plan . Their plan of action also comprises of
incorporating modern retirement programs and HR systems and data .
3. The University of Edinburgh:People Strategy 2012-2016
There are a lot of challenges which are faced by the higher education sector which are taken into
consideration while designing this plan. This aims to satisfy a forward looking and aspiring
people agenda., which is developed to increase the strength of the univeritiy’s global position.
4.Halogen Software : Strategy Document :Talent Management Strategy Template.
Halogen Software is a useful eleven page strategy document template, developed and provided
by a well known renowned HR software Facilitator that aids the process of developing the talent
management strategy.
5.Peterborough county:Talent Management Strategy 2015-2019
This strategy encourages long term County’s prime concerns and intentions by encouraging
employee growth and development, motivating continuing evaluation and feedback on the
workers’ performance and fostering leadership at all the levels.
Understanding of Talent management in current scenario
1. A focus on today, not on the future: Instead of focusing on the interventions which can
effect in future , you can focus on the interventions that are effecting at present . For
example :
 Remove the one who is hindering the performance of management team ,
and appoint a potential candidate instead.
 Appoint a talented personnel as Chief Digital Officer
  Give the responsibity of development of new markets to potential people of
the team.
 Don’t think twice in putting your best talents upfront on the most important
jobs.
2. From a standard to an individual approach
Now it is no longer required to make assumptions about the needs and wants of
individuals. Today it is no longer required to delegate the work in segments according to
their potentials and talents .In consumer marketing , the concept of individual approach
is becoming very ordinary thing.The way organisations treat employees, is missing
.Employees are hoping for same experience in workplace ,they have as a consumer .
In talent management a customized individual approach is very necessary.
If you know the requirements ,needs and wishes of individuals then you will be able to
design opportunities that best fits for the individual .

3. Blurring boundaries between internal and external

Talent is present everywhere but organisations restrict themselves unnecessarily by
focusing too much on developing and retainment of talent on payroll.
4. Performance Consulting
Providing your employees with regular and detailed feedback based on their real time
performance data helps your employees to become better and this practice is the
performance consulting. This process is only helpful when developing a low performance
employee to a better performing employee but in the case of making the top performer ,
perform even better is quite difficult .
5. More focus on teams .

Majority of the HR development processes including training management always

happen to be focusing on individual only , but most organisations recognize the
formation of teams as an essential building blocks of the company . The practice of
developing strength of talented teams in an organization is still very rare but it will gain
popularity in the coming years.

6. The talent experience is important .

There is a craze of socializing about the first day experience in office among youths . The
more positive experience they share ,the better it is for the employer branding.

7. A more organic approach to talent manegement

The talent management programs are expensive than their expected utility. HR and
management are used to make and implement programs and are are very important
.Talent in the organisations usually starts without the intervention of corporate
involvement. The main task of the corporate teams is to encourage such talents but not
force them to approach global worls immediately .This is an organic approach .
 8. Talent analytics as the foundation
The base of all talent management initiatives is talent analytics. The most essential talent
management models can be incorporated as they are backed by talent analytics. A lot of
companies are still trying to find ways to implement talent analytics, but we hope that in
the near future it will be used globally. The issue of matching the crucial oppurtunities
with the right available workforce or the evaluation of the most valuable employees’
involvement in real time can be resolved by the implementation of talent analytics.

HOW DOES SOCIAL CLASS AFFECT TALENT MANAGEMENT:

“Social Class” refers to a group of people within a society who possess the same socio-economic status ,
forming a hierarchical structure wherein there are three major divisions-namely Lower class,Middle
Class and the Upper Class, individuals falling in the same class regard each other as social equals.

In a research conducted by Stanford Graduate School of Buisness and University of Virginia Darden
School of Buisness it was found that class based inequality in the workplace persists because of factors
such as: (Internal organisational and Psychological factors).

Personal Bias-It is found that people belonging to a particular social class wish to form and rather do
form personal and professional relationships with their social equals .They facilitate the upliftment and
appraisal of similar sort of people and prefer working with them on team projects, this feeling is found
to be pertinent in people of all classes irrespective of their position in hierarchical structure , thus in
terms of Talent Management it makes it difficult to create an inclusive and fair atmosphere for all
deserving and able candidates at their workplace where they are unable to receive legit co-operation
from their peers and feel denied of legit growth based on their merit, sometimes leading to job
dissatisfaction and attrition.

Political Behavior- Office Politics arises when employees tend to misuse their power to gain undue
attention ,status, popularity and appraisal at workplace, it is found to be more dominant in members of
the Upper-classes and becomes one of the major reasons as to why individuals with relatively high social
class dominate the upper ranks of Management .In the research it was found that most employees
believed getting ahead at work was not singularly dependent on their performance- as being
hardworking, competent and exhibiting pro-social behaviors as being a team player rather a mixture of
the above and indulging in Political behaviors- as self promotion, flattering ,treating others as resources
and Inequality thrives when advancement dynamics require political maneuvering.

Results from the research construed that requiring to indulge in Political behavior for advancement
dissuades relatively low class individuals from seeking positions of Power because they see such
behavior as abrasive to their values and beliefs. People from lower social class are less focused on
themselves and give more weight to interdependence, social and community relationships than to
personal advancement and monetary gain at the expense of others.This makes it difficult for individuals
belonging from lower social classes to climb up the business ladder or to feel happy and secure at their
workplace, office politics is a major contributor towards attrition and thus creates a challenge at
retaining top talent especially from the lower classes and creating class-based diversity at senior level
management positions.
Glass Ceiling in case of Minority Social Classes-“Glass Ceiling” refers to an unseen barrier that prevents
women and other Minority classes from being promoted to Higher Management positions irrespective
of their abilities and talents ,here we considering only individuals belonging to Minority social classes
based on their national origin,ethnicity,religion etc,ex-African Americans in USA,Hindus and Muslims in
Ireland.Minorities are discriminated based on their religion,ethnicity,colour,race etc as in they may not
receive equal pay for their work as their counterparts or they are passed over for promotion in favour of
other candidates despite equal qualifications.

Now we look over some technical and extra-organisational indicators as analysed by a research by
CIPD(Chartered Institute of Personnel and Development) company by conducting a survey on how social
background affects entry into and progress within management proffesion on UK- based industry
proffesionals:

Education:

Personal Education-Three quarters(75%) of the respondents had a Post Graduate level Qualification, and
those who attended prestigious universities had better salary packages,which is a costly affair,Masters
education remained mostly restricted to middle class and upper classes ,clearly the hiring process
requires a Masters qualification where the lower classes fall short,thus talent management needs to
root for attracting representation of lower class too as much as they get to hire in.

Parental Education-Parental Education is also linked to a persons future career and professional growth.
65% of the respondents had graduate parents and around a quarter(32%) had parents who had Masters
Qualifications especially fathers ,here too the middle class and Upper class had higher representation.

Household Family Income during Childhood:

It was found to be strongly related to employment role of fathers and those whose fathers did well
proffesionaly lived in above average income households and received quality education and had long
term ambitious career aspirations,here too the lower classes fell short.

Thus from Talent Management point of view we need to ensure proper representation of lower classes
too in the organization and create an atmosphere conducive to their growth too.

How to level the playing field :

 Create a culture of merit based advancement . Make promotions and advancement processes
as transparent as possible with clear metrics of evaluation,based on competence ,good pro-
social behavior and technical skills.
 Provide a variety of routes into careers: Provide opportunities for internships ,apprenticeships,
scholarships and work experience,with less focus on formal qualifications and more on
developing skill requiremnets and potential and even providing financial support to the less
privileged.
 Develop qualifications , skills and knowledge on job : Provide a range of training programs for
people throughout the organization, focusing on talent and potential at all levels rather than
biasing training budgets towards graduates or those more in senior position.
 Mentoring, coaching, supporting Employees: Support people to gain formal qualifications on
the job through mentoring, career counseling, organizational funding etc.
  Highlight the benefits of a truly diverse workforce and confront discriminatory practices :
Increase awareness of the benefits of a diverse workforce among employees and engage
business leaders in promoting diversity and eliminating biases,also follow all minority
protection and representation laws.
 Ensuring recruitment ,selection and progression opportunities are fair and accessible to all:
Advertise appointments widely,including targeting less well represented groups ,liking with
employment centres ,regional radio and television services.

REFERENCES
https://www.td.org/insights/3-examples-of-excellent-talent-management-in-government
https://www.humanresourcesonline.net/the-importance-of-talent-management-and-why-
companies-should-invest-in-it/
https://www.hrzone.com/talent/development/getting-ahead-at-work-social-class-divide-power-
and-office-politics
https://businessjargons.com/talent-management.html