Talent Management-

Comparative Analysis between

two sectors
GROUP: 3 PRESENTED TO:

PRESENTED BY: Dr. Richa N Agarwal

Abhinav Srivastava BM-018008

Abhishek Jha BM-018010
Apoorva Chaudhary BM-018051
Shree Deeksha BM-018061
Vidushi Gupta BM-018062
 What is TALENT MANAGEMENT???

 Talent management is an organization's commitment to

recruit, hire, retain, and develop the most talented and
superior employees available in the job market.

 Talent management is a useful term when it describes an

organization's commitment to hire, manage, develop, and
retain talented employees.
 The Four Pillars of Talent Management
Talent management systems are generally considered to be comprised of
four modules, also called "pillars:"

1. Talent management suites- Support employees from hire to retire.

2. Performance management- Bring out best in people.

3. Corporate learning- Develop employees to their fullest learning.

4. Compensation management- Reward appropriately and quickly.

 Talent Focus in Indian Public Sector
Organizations
In Indian public sector we have opt for BHEL (BHARAT HEAVY
ELECTRICALS (INDIA) LTD).

It was set up in Bhopal in August 1956 with the aim of helping the
country reach self-sufficiency in industrial products and power
equipment to boost industrialization.
 Contd..
The company’s inherent potential with its strong performance over the
years, has resulted in it being chosen as one of the “Navratna” PSEs.

The status of “Navratna” applies to public sector companies that have

comparative advantages, giving them greater authority to compete in
the global market.
 Contd…
As we all know that PSUs compete largely on the basis of their people
skills and their ability to provide excellent client service.

And following the above statement BHEL in 2003 declared its

mission statement as “Enhancing value to employees and society,
resulting in committed and highly motivated human resources for
effective achievement of business objectives.
TALENT MANAGEMENT AT BHEL
• Asian countries like India and China are redefining the landscape.
Many MNCs prefer to set up a base in these countries because they
provide HR benefits, be it manpower, skill, knowledge or better pay
packages.

• With the rapidly developing economic conditions and exponentially

increasing number of job opportunities across the globe, personnel
retention is already a challenge.

• According to the BHEL annual report the organization’s investment

in training and development is much higher than any other company
in India.

• It aims to develop not only each person’s competencies, but also

their performance and potential in alignment with their ongoing
business challenges.

• At BHEL recruitment is planned and carried out through a defined

process, to maintain a balance of youth and experience and meet the
future challenges.
Following are the elements of the company’s talent management process, which combine recruitment and
retention.

1. Balanced scorecard and e-maps

• A systematic method of aligning individual and team objectives with company targets has been ensured
through the implementation of balanced scorecard and the e-map performance cycle.

• The balanced scorecard includes financial measures and those measures that drive financial performance,
namely customer, business process (internal), and learning and growth (skills and advantage). Balanced
scorecard helps in evaluation and monitoring of performance on the above four parameters.

• It is a powerful framework to help organizations rapidly implement strategy by translating the vision and
strategy into a set of operational objectives that can drive behavior, and therefore performance.
2. Online performance planning

• Online performance planning is an essential foundation of the overall program. The performance plan sets
the stage for individual career success as well as organizational success.

• Each departmental head sets performance expectations and goals for individuals. Employees need periodic
feedback to check their performance.

• Hence, employees at all levels are responsible for actively communicating with their supervisors about
their performance, while supervisors ensure that employees have the tools, resources and training and
development needed to carry out their responsibilities successfully.
3. Performance counseling and final review

• The ultimate objective of the organization is to achieve success. It is the supervisor’s role to continuously
track and improve performance through feedback to help individuals reach their targets.

• Having an effective performance counseling program is a vital part of the overall talent management
system. When poor performance is identified, counselor and supervisor make a plan with the identified
employee and provide the support and training needed.

• Counseling has been made compulsory for every engineer trainee/executive trainee since the year 2008-
2009. Counseling is provided by the direct supervisor.
4. Reward

• A proper balance between evaluation of present performance and the reward system within the
organization helps the employee remain motivated towards attaining personal and organizational goals.

• Departmental heads and direct supervisors are responsible for deciding appropriate rewards for their
employees. The organization aims to reinforce effective work behavior by determining and allocating
equitable and appropriate rewards. In this sense, retention becomes the strategy rather than the outcome.
HR strategies in e-commerce industry
The role of HR in the e-commerce sector is best described in terms of agility,
quirkiness and thinking out of the box when it comes to hiring, retention and
rewards and recognition policies.
• E-commerce business is on the rise, as online shopping is predicted to
increase by 45% .To stay ahead of the game or to grow an online business,
one needs to benchmark against the latest growth rates, both for overall
business in a category for specific devices and then implement marketing
strategies and tactics that work to achieve business goals.
• E-commerce technologies are changing the way work tasks are conducted
and thus have significant implications for the way organizations manage their
human resource functions.
Strategies :
• When a business first chooses to actualize e-business methodologies and
operations, it regularly utilizes the personnel it has for doing so. However, as
the strategy increases in magnitude, the organization will need to change in
order to create a more efficient and productive organizational restructuring
for maximum desired results. In doing as such, the human resource for the
organization can turn out to be critically imperative to achievement.
• Using the learning of SMEs (Subject Matter Experts) to help train other
representatives is an incredible approach to augment assets and expand
aptitudes limit through broadly educating endeavors. For eg., the Snapdeal
Academy has trained 2,400 employees over the last few months in
behavioral and functional skills crafted for each level.
• Staff pros with e-business learning and experience can be popular with the
huge number of transitioning organizations, it turns into a test for
organizations to retain skilled people. It can likewise turn out to be extremely
costly as experts usually demand hefty salaries.
• Human resource departments need to establish a sense of collaboration and
commonality among whatever system or combination of systems is
chosen. This can be done by not only making roles challenging and
stimulating, but also by sharing skills and cross training employees.
• HR in the e-commerce sector has to be always on their toes. The e-commerce
industry works 24x7, 365 days, which means that the workforce is on the job
round the clock. In such a scenario, HR in this sector is no longer defined by
pre-determined office hours. Since the employees in e-commerce work round
the clock, it is the duty of HR to support them with everything that keeps them
motivated.
TALENT MANAGEMENT IN
IT SECTORS
• Globalization of world economies has greatly enhanced the values of
information to business organizations and has offered new business
opportunities. As workforce demographics shift and average employee
tenure shrinks, the competition for hiring the best job candidates is fierce
and getting more so every day. Information technology in India is an
industry consisting of two major components: IT Services and Business
process outsourcing (BPO). The sector has increased its contribution to
India's GDP from 1.2% in 1998 to 7.5% in 2012.
• The growth and prosperity of India's IT industry depends on some crucial
factors. These factors are as follows:
• India is having large number of qualified people
• The cost of skilled Indian workforce is reasonably low compared to the
developed nations.
• India has a huge pool of English-speaking IT professionals.
• This tremendous growth has also put on lot of pressure on HR
dept., biggest being attracting and retaining talent with lot of
job opportunities available to people, job hopping has become
a common phenomenon. Various companies have conducted
researches to manage talent. Few of them are IBM, Deloitte,
TCS, and Infosys etc. have also conducted an in depth study to
find out key elements of talent management.
 TALENT MANAGEMENT IN INFOSYS
• Infosys Technologies is an Indian has been providing business consulting, technology,
engineering and outsourcing services to help clients in over 30 countries. A study conducted by
Elisa Tucker and Rachel Williams , they wrote an article the May 2011 issue of work span . It
states that the high performing companies like Infosys pay lot of attention on talent
management. One such practice is Employee Engagement which is a part of the talent
management process. The process includes following
• Create a formal employment brand and communicate it to employees.
• Create a good brand image for company in external environment. (e.g., awards as best place to
work or best place for leaders)
• Tap good talent locally.
• Employee Selection: Leverage high potential or high value talent to recruit and select new hire
candidates.
• Training and Development: train managers and leaders on principles of employee engagement.
• Teach new managers and supervisors the fundamental concepts of talent management.
• Provide meaningful and customizable career paths for employees that allow for a sense of
purpose and direction in the organization and provide an element of challenge to employees’
 Analysis
• If we compare both the sectors we will find that PSEs face strong competition from private sectors
as they operate in highly regulated environment.
• In many PSE including Navratna and Maharatna companies the promotion policy has not been
revised from last 12 years.
• One can also get promoted upto ED level without interview.
• Talent management has become one of the most important buzzwords in corporate HR and
training today . Organizations know that they must have the best talent in order to succeed in the
hyper competitive and complex global economy. They must manage talent as a critical resource to
achieve the best possible result in the long run.
IMPORTANCE OF TALENT MANAGEMENT

• 1. EMPLOYEES MOTIVATION
• 2.ATTRACT TOP TALENT
• 3. IMPROVES BUSINESS PERFORMANCE.
• 4. RETAIN TOP TALENT
DIS ADVANTAGES / LIMITATION OF TALENT MANAGEMENT
• 1. EXPENSIVE
• 2.WORKER CONFLICTS
• 3. HR AND MANAGEMENT CONFLICTS..
• IN ORDER TO MEET THE CHALLENGES CONTINUOUS TRAINING AND DEVELOPMENT WILL ADD
ENERGY TO THE TALENT MANAGEMENT