Talent Identification and Management

A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD
A PROJECT REPORT Submitted by
E.J. AARTHY
(Reg No. 21610631002) in partial fulfilment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SAVEETHA ENGINEERING COLLEGE THANDALAM, CHENNAI ANNA UNIVERSITY: CHENNAI-600 025 May: 2012
SAVEETHA ENGINEERING COLLEGE

Saveetha Nagar, Thandalam, Chennai -602105
BONAFIDE CERTIFICATE
Certified that this project report A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD is the bonafide work of E.J. AARTHY Reg. No: 21610631002 who carried out the project work under my supervision.
SIGNATURE Prof. A. GANDHI., MBA, M.Phil.(Ph.d.,) HEAD OF THE DEPARTMENT SAVEETHA MANAGEMENT SCHOOL SAVEETHA ENGINEERING COLLEGE THANDALAM.
SIGNATURE MR. R. MURALI., MBA ASSISTANT PROFESSOR (OG) SAVEETHA MANAGEMENT SCHOOL SAVEETHA ENGINEERING COLLEGE THANDALAM
II
III
DECLARATION
I, E.J. AARTHY, (Reg. No.21610631002) a bonafide student of Saveetha Management School, Saveetha Engineering College, Chennai would like to declare that the project entitled, A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD in partial fulfilment of Master of Business Administration course of the Anna University is my original project work.
Place: Chennai Date: E.J. AARTHY
IV
ACKNOWLEDGEMENT
It is an immense source to pleasure to place on record my deep sense of gratitude and special thanks to all of them for their encouragement, support and helpful guidance and wishes. First of all, I would like to express deep felt gratitude to Dr. N.M. VEERAIYAN, President and DR. S.RAJESH, Director of Saveetha Engineering College. I would like to express deep felt gratitude to Dr. R. VENKATASAMY, Principal and Prof. R. DHEENADAYALU, Dean of Saveetha Engineering College for providing the required arrangements to carry out this project work. My deepest gratitude to my department HOD Prof. A. GANDHI, MBA, M. Phil,(Ph.D.,) My sincere thanks to Mrs. Muthumala and Mr. C. SreeGanesan, HR Team of Congruent Solutions, who helped me to identify the project and provided me with all the support and direction to collect the data and complete my project. My deepest gratitude to my project guide MR. R. MURALI., ASSISTANT PROFESSOR, (OG) MBA for constant encouragement to go one step further. I wish to express my sincere thanks and gratitude to my entire department Faculty Members, especially overall project guide Mr. S. CHANDRAMOULI, MBA (Ph.D) Asst. Professor. I wish to express my sincere thanks and gratitude to The respondents and higher authorities from Congruent Solutions who participated in this research. This research report would not have been possible without your generosity and willingness to participate. Finally, I thank my parents, sister and friends who showed their blessings and supports to complete this project. (E.J. AARTHY) V
ABSTRACT
The project is on the basis of work conducted on A Study Talent Identification and Management with reference to Congruent Solutions Pvt Ltd. Talent Identification and Management practice within an organization is a human resource strategy that seeks to identify, develop, deploy and retain talented and high potential employees. Although Talent Identification and Management practices may be applied in company, they can only contribute optimally to business performance if both higher authorities and employees are aligned on its objectives and implementation in the organization. The study examined the perception of employees in Talent Identification and Management practices in the company. The study then compares the perceptions of employees higher authorities themes of Talent identification and management practices. The empirical results revealed that the perception of the employees particularly on the themes of implementation and the instruments used to identify high potential employees. The objectives were achieved through a descriptive study. The researcher used a structured questionnaire, which was circulated among the employees of the company. The sample size was 65. The data collected through this method was analyzed using statistical techniques such as Pearsons Chi Square, Chi Square, and Correlation
VI
TABLE OF CONTENTS
Chapter No.
Description Title Page Bonafide certificate Organization certificate Declaration Acknowledgement Abstract Table of Contents List of Tables List of Charts Introduction 1.1 Introduction 1.2 Objectives of the study 1.3 Need for the study 1.4 Scope of the study 1.5 Limitations of the study 1.6 Organization profile
Page No. I II III IV V VI VII VIII IX 1

5 6 6 6 8
II 3.1 Sources of data III 3.2.Sampling design
Review of Literature Research Methodology
14 18
18 20
3.3.Questionnaire design IV V Data Analysis and Interpretation Findings, Suggestions and Conclusion Annexure Bibliography VII
23 75 80 85
LIST OF TABLES
TABLE NO
1 2 3 4 5 6 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 8 9 10 10.1 10.2 10.3 10.4 10.5 11 12 13 14 1 2 3
TITLE
GENDER OF EMPLOYEES AGE OF EMPLOYEES EDUCATIONAL QUALIFICATION OF EMPLOYEES WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES TALENT MANAGEMENT NECESSARY TALENT MANAGEMENT NECESSARY FOR COMPANY TALENT MANAGEMENT NECESSARY FOR YOU TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN ORGANIZATION (CO.RELATION) ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES TALENT MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE FEEDBACK COMPLETE WORK WITHIN A GIVEN TIME PERFORM WORK WITH INTEREST ANY TIME FEEL THAT YOU ARE WATING YOUR TIME SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES PEARSON-CHISQUARE SATISFACTION WHILE COMPLETE YOURE WORK LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE COMPANY SAVINGS PLAN RETIREMENT PLAN HOLIDAY ENTITLEMENT COMPETITIVE OF SALARY REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT TALENT RETENTION INITIATIVES SATISFED WITH EXISTING PERSONNEL POLICIES OF COMPANY SUBORDINATES GENDER OF SUBORDINATES AGE OF SUBORDNINATES EDUCATIONAL QUALIFICATION
PAGE NO
23 24 25 26 27 28 29 30 31 32 34 35 36 37 38 39 40 42
42 43 44 45 46 48 49 50 51 52 53 54
4 5 6 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7
WORK EXPERIENCE IN CONGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR ORGANIZATION ACCESSING CANDIDATES SKILLS EARLIER IN HIRING PROCESS CREATING A CULTURE THAT MAKES EMPLOYEES WANT TO STAY WITH THE ORGANIZATION CREATING A CULTURE THAT MAKES INDIVIDUALS WANT TO JOIN THE ORGANIZATION CREATING A CULTURE THAT VALUES EMPLOYEES WORK CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE EXCITED TO EXCELLENT AT WORK CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS ARE ENCOURAGED DEVELOP REQUIRED TALENTS CREATING POLICIES THAT ENCOURAGE CAREER GROWTH AND DEVELOPMENT OPPORTUNITIES BASED ON TALENT IDENTIFICATION GIVING PRODUCTIVE FEEDBACK IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR EXISTING TALENTS REWARDING TOP PERFORMING EMPLOYEES JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION
55 56 57
58 59 60 61 62 63 64
7.8 7.9 7.10 7.11 8 9 10
65 66 67 68 69 72 73
VIII
LIST OF CHARTS CHART NO

1 2 3 4 5 6 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9
TITLE
GENDER OF EMPLOYEES AGE OF EMPLOYEES EDUCATIONAL QUALIFICATION OF EMPLOYEES WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES TALENT MANAGEMENT NECESSARY TALENT MANAGEMENT NECESSARY FOR COMPANY TALENT MANAGEMENT NECESSARY FOR YOU TALENT MANAGEMENT INITITATIVE TOP PRIORITY IN ORGANIZATION (CO.RELATION) ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES TALENT MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE FEEDBACK COMPLETE WORK WITHIN A GIVEN TIME PERFORM WORK WITH INTEREST
PAGE NO
23 24 25 26 27 28 29 30 31 32 34 35 36 37 38
7.10 8 9 10 10.1 10.2 10.3 10.4 10.5 11 12 13 14 1 2 3 4 5 6 7 7.1 7.2 7.3 7.4 7.5 7.6
ANY TIME FEEL THAT YOU ARE WATING YOUR TIME SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES PEARSON-CHISQUARE SATISFACTION WHILE COMPLETE YOURE WORK LEVEL OF SATISFACTION WITH THE SALARY & BENEFIT PACKAGE RECIEVE MEDICAL INSURANCE PACKAGE COMPANY SAVINGS PLAN RETIREMENT PLAN HOLIDAY ENTITLEMENT COMPETITIVE OF SALARY REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT TALENT RETENTION INITIATIVES SATISFED WITH EXISTING PERSONNEL POLICIES OF COMPANY SUBORDINATES GENDER OF SUBORDINATES AGE OF SUBORDINATES EDUCATIONAL QUALIFICATION WORK EXPERIENCE IN CORNGRUENT CURRENT POSITION IN CONGRUENT ORGANIZATION IDETIFY TALENT OF EMPLOYEES OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT ALIGNING EMPLOYEES WITH THE CORE VALUES OF YOUR ORGANIZATION ACCESSING CANDIDATES SKILLS EARLIER IN HIRING PROCESS CREATING A CULTURE THAT MAKES EMPLOYEES WANT TO STAY WITH THE ORGANIZATION CREATING A CULTURE THAT MAKES INDIVIDUALS WANT TO JOIN THE ORGANIZATION CREATING A CULTURE THAT VALUES EMPLOYEES WORK CREATING AN ENVIRONEMNT WHERE EMPLOYEES ARE EXCITED TO EXCELLENT AT WORK CREATING AN ENVIRONMENT WHERE EMPLOYEES IDEAS ARE ENCOURAGED DEVELOP REQUIRED TALENTS
39 41 42 43 43 44 45 46 48 49 50 51
52 53 54 55 56 57
58 59 60 61 62 63
7.7
64
7.8 7.8 7.9 7.10 7.11 8 9 10
CREATING POLICIES THAT ENCOURAGE CAREER GROWTH AND DEVELOPMENT OPPORTUNITIES BASED ON TALENT IDENTIFICATION GIVING PRODUCTIVE FEEDBACK IDENTIFYING VACANCIES THAT WILL FIT WITH YOUR EXISTING TALENTS REWARDING TOP PERFORMING EMPLOYEES JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION FEEL EFFECTIVIENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION 65 66 67 68 69 72 73
IX
CHAPTER-1
INTRODUCTION
INTRODUCTION
TALENT IDENTIFICATION AND MANAGEMENT Talent identification and management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives. Talent management in this context does not refer to the management of entertainers. Companies engaging in a talent management strategy shift the responsibility of employees from the human resources department to all managers throughout the organization. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as "the war for talent." Talent management is also known as HCM (Human Capital Management). The term "talent management" means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of ambition and competitiveness, the ability to focus on big picture issues, and an awareness of their own strengths, limitations and impact on others Definition Talent Management: Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs. Its important to note that organization associate the term talent or talent management only to key performing individuals. However, it is essential to remember that each one of us has some talent potential and hence it should not be restricted to the very few. Nevertheless, it is highly likely that more attention is going to be paid to employees with high potential or exceptional skills. Several talent management processes need to be in place on a strategic level in order ensure its success. Such processes/strategies include talent identification, recruitment & assessment,
competency
management,
performance
management,
career
development,
learning
management, compensation, succession planning etc. Talent management has a number of benefits to offer such as employee engagement, retention, aligning to strategic goals in order to indentify the future leadership of the organization, increased productivity, culture of excellence and much more. Meaning of Talent 1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack. 2. Unusual natural ability to do something well that can be developed by training. 3. Person or people with an exceptional ability. Talent or Human Capital of an Organization The pool of people with talent as described under the title "meaning of talent" is the talent or human capital of any organization. Why Talent/Human Capital management? Organizations all over the world have realized that the success of their businesses largely depend upon the talents of people. These are those talents or talented people who possesses the talents as required by a particular organization or those people who have shown promise to acquire the talents needed by an organization and sharpen them further. Therefore, the organizations should manage these talents well. They must devise effective plans and processes to identify their talent needs, locate the talents, attract the talents to work for their organizations, help the selected people to enhance/upgrade their talents and to obtain their association to work for the organizations for longer terms.
How Talent Management Can Help Your Organization
Talent management solutions are becoming more and more vital to the growth and profitability of todays organization. Why? Because companies invest a tremendous amount of money in their employees. The expenses associated with soliciting, acquiring, training, promoting, and retaining staff members can take up a huge portion of any corporate budget. But, as the workforce continues to be viewed as an increasingly strategic asset, these costs are all considered to be money well-spent. Thats where talent management comes in. Talent management software helps to ensure that companies achieve maximum return on their employee investment. Whether or not an employee or the workforce as a whole is productive and successful depends upon many factors. Skills, work histories, formal training, and educational backgrounds all play a major role. But, so do personalities, work ethics, and other traits that determine whether or not a staff member will fit well into a corporate culture. Talent management solutions can make it easier for a business to understand what makes each employee unique, including their specific strengths and weaknesses. This allows them to fully leverage the potential of each individual worker, applying their talents and characteristics in the most effective way towards the achievement of corporate goals. Some of the other key benefits that can be realized through the deployment and use of a talent management software package include:
Improved Employee Morale and Retention Workers in all types of businesses are feeling frustrated and unmotivated, which explains the high levels of attrition companies across all industries are currently challenged with. With a talent management solution in place, an organization can create a more worker-friendly environment that is both nurturing and supportive. Companies can capitalize on key competencies to reach strategic objectives, while ensuring that employees are happy and satisfied in their roles. This, in turn, will minimize stress and boost morale, by building stronger relationships between company and employee, while facilitating greater workforce efficiency and loyalty.
Enhanced Efficiency In order to ensure that all employees are performing at optimum levels, companies must understand what tasks and activities each individual employee is good or not good - at. With talent management software, companies can identify strengths and weaknesses, as well as significant gaps in skills and knowledge. This intelligence will allow them to more accurately assign roles and responsibilities to employees based on their unique abilities, while helping them to structure training and enhancement programs for maximum effectiveness. Lower Expenses External job searches whether conducted in-house or through a third-party personnel search firm require a tremendous amount of time and money. Advertising, interviewing, and other activities can drain both human and financial resources. But, with talent management software, companies can develop internal leadership programs that prepare employees for possible advancement. By promoting from within more often, organizations that use talent management solutions can eliminate the expenses associated with finding, hiring, and training outside candidates.
OBJECTIVES OF THE STUDY
1.2 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE: To study the TALENT IDENTIFICATION AND MANAGMENT in Congruent Solutions Pvt Ltd., Guindy, at Chennai to suggest improvements, if any, or confirm the appropriateness of the present system. SECONDARY OBJECTIVE: 1. To understand the necessity of talent management among employees 2. To study the level of employee satisfaction and problem associated with Talent Management System. 3. To study employee perception about the Talent Management System and various challenges of Talent Identification and management 4. To give suitable Suggestions for improvement of Talent management System.
NEED FOR THE STUDY
LIMITATIONS OF THE STUDY
1.3 NEED FOR THE STUDY:
1. The company gives lot of weight ages and importance to identify, recognize and reward, and develop talent of the employees, so that the companies preeminent position among the clients is to retain and also make to grow. Therefore Talent Identification and Management is an important function in the Company. 2. It is also needed for the both to improve company performance and also to boost employees well-being. 1.4 SCOPE OF THE STUDY: The scope of the study helps to understand the necessary of Talent Identification and Management. It also helps to study the perseverance of employees in the Talent Management System in the Company. The study helps whether talent appeals its in terms of employee satisfaction and also suggesting the possible improvement in Talent Management. PROBLEM DEFINITION It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros. Talent is doing easily what other find difficult. In an organization, there is nothing more crucial than fitting the right employees in the right position. Or else you would be trying to fit a square peg in a round hold. When people do jobs that just dont suit their liking, inclination and temperament, the results or rather the lack of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another negative behaviour will become typical in the employees is shown the door. Or perhaps, there is another option Talent management. 1.5 LIMITATIONS OF THE STUDY: 1. Some information required for the study may be confidential and therefore company is not disclosing the same. 2. Time factor can be major limitation of this survey. Because it has to be completed within the time limit without disturbing the production process or the work of the concern employees. 3. The study was confined to the employees of Guindy branch of CONGRUENT Solutions Private Limited. CHAPTER SCHEME
1. The first chapter is introduction, which gives the outline of the project. The topics included in this chapter are objectives, scope and limitations of the study 2. The second chapter includes the review of literature. 3. The third chapter includes the Research Methodology, data analysis and interpretation. 4. The fourth chapter includes findings from interpretation. From that suggestion were given with an implication. This chapter ends with conclusion.
COMPANY PROFILE
1.6 COMPANY PROFILE CONGRUENT SOLUTIONS PVT LTD WHO ARE WE Congruent Solutions is an SEI CMMi Level 5 Compliant and ISO 9001:2008 certified Software & KPO Services Company with presence in United States (California, New Jersey) Asia Pacific (Singapore) Europe (London, Luxembourg) To support mission critical business processes and applications, we have put in place worldclass infrastructure in our delivery center based in Chennai, India. OUR STRENGTHS Skilled team Large company maturity with the soul of a small company Robust Infrastructure Domain knowledge with industries certifications Congruent Solutions provides Technology Services and Pension Plan Administration Services. We have an excellent track record in successfully incubating offshore delivery centers for organizations looking to outsource technology and business processes for the first time in a cost-effective manner. WHAT DO WE DO Congruent is a mature IT services company with an excellent track record in developing solutions using Microsoft, Java & Open source technologies. Our BPO division provides comprehensive back office services to the Pension Plan Administration industry. Congruent focuses on providing solutions in two major domains namely Retirement/Pensions Administration and Education. The focus gives us the ability to speak the same language as our customers and function as an extended delivery arm for clients worldwide.
BENEFIT BEYOND BOUNDARIES Congruent compelling value proposition is its ability to rapidly configure project management practices to meet the requirements of small as well as large projects. Our robust process models enable us to: cut costs provide efficiency and ensure prompt deliverables at proper deadlines We constantly strive to exceed customer expectations, by providing excellence in quality, performance, value, delivery and support of our services. CORE VALUES We put our customers first, as without them we have no reason to be in business. We encourage high levels of cooperation and communication among our customers, our suppliers and ourselves. We value openness and transparency in all our communication and believe in not committing what we cannot deliver We deploy our resources to create value for our customers, our stockholders, our communities and ourselves. We are passionate about excellence at an individual and organizational level in everything we do. We treat each other with the utmost respect. We provide a safe and rewarding place to work, a place where we are proud of our company and our work, and have fun doing what we do. We believe that we all are caring, loyal, honest individuals; doing our best to further interests of our company and our colleagues. ADVANTAGE We at Congruent Solutions have some key compelling factors for you to choose us as your partner.
SEI CMMi Level 5 Congruent is part of an elite club of CMMi Level 5 assessed companies. The assessment indicates that the company has achieved the highest level of maturity for its processes. For the clients, this assessment means low project risk, conformance to planned deliveries, minimal defect rate, high process visibility and enhanced satisfaction. Our team underwent a Class A SCAMPI (Standard CMMI Appraisal Method for Process Improvement) appraisal and satisfied all 22 processes applicable. ISO for PENSION PLAN PROCESS ISO 9001:2000 certification has institutionalized our domain expertise. This assures clients of: Superior productivity Few or no defects Shorter development cycle Infallible schedule compliance Savings in development and maintenance cost Minimum TCO Maximum ROI We are probably the first and the only company in India to be certified ISO 9001:2000 for our Pension Plan Administration services. INFORMATION SECURITY Congruent has implemented a comprehensive security policy that safeguards the: organizational information assets processes systems networks critical to internal and external customers.
For this purpose, systems and controls complying with the ISO27001 standards are being implemented through our ISMS. This process-based model is employed in defining, implementing and maintaining ISMS. PENSION PLAN ADMINISTRATION By the nature of its business, the pension plan administration is time and people intensive. The seasonality of certain critical processes, such as Form 5500 and Compliance Testing, poses immense challenge to TPAs and Plan Providers. Congruent Solutions helps TPAs and Plan Providers not only manage the resources for seasonal work but also provide cost savings of upto 30-50%. Congruent Solutions is ISO 9001:2008 certified for Pension Plan Administration (401k) services. Its delivery centre based in Chennai, India, offers a secure and robust infrastructure. Congruent has experience in handling processes in both Defined Contribution and Defined Benefits space. APPLICATION DEVELOPMENT Congruents application development services help organization automate business process using technology in a very cost effective manner. We have unmatched experience in developing web applications using Microsoft, Java and Open Source technologies. We have a mature software development methodology providing an excellent framework for migration of client requirements to our development centre, development, testing and finally transitioning of the developed application to the clients place. SPLM, a tool built 'in-house' provides 24/7 window on the work-in-progress.
OUR SERVICES Customized application development Enhancements Migration Re-engineering MAINTENAENCE Maintenance of applications is as critical to businesses as developing. Changes in business processes and user patterns call for constant enhancements and maintenance. Our Fix It methodology highlights our expertise in handling such client needs. PRODUCT DEVELOPMENT Product development services demands a process framework that allows quick turn-around times, delivering multiple builds, ability to replicate product technology platform as well as test environments and transparency in efforts spent by the offshore team. Congruents processes are geared to address these requirements and over the years, we have mastered the art of managing product development services for organizations. Our services include Product Development Maintenance Product Enhancements Product Testing Integration INFORMATION SECURITY Congruent values the importance and necessity of protecting data from unauthorized access, use, destruction and modification. An important aspect of information security is recognizing the value of information and defining appropriate procedures and protection requirements for the information. We protect information throughout the life cycle of the information and put back the modified data.
Companies make investments in sophisticated data protection software and tools without paying attention to certain soft issues, which go a long way in ensuring data protection. Congruent's common sense approach to data security covers all dimensions of data security. Here are some of the best practices we adopt to guarantee data protection for our customers: Congruent has a security program defined and established for the organization. The security policies have been defined to meet ISO 9001:2008 requirements and are in line with the ISO 27001 standards. Congruent has ensured physical security and network security in all possible ways for the ease of our clients. Customer data or configuration information would not be stored on Congruents network. A Sterile environment is created at Congruent to lay the foundation of entire data security. A plan is also documented to monitor and respond to security incidents. Our network infrastructure (firewall, switches), applications, and operating systems are configured securely by utilizing Microsoft recommended security practices. Security related events are logged and reviewed by respective functional heads. IT systems are audited once in a quarter by internal auditor and audit results are reviewed by the senior management. Congruent has implemented simple yet effective security policies and tools that ensure complete data protection and privacy for its customers. Our solution approach to ensure data security has a balanced emphasis on an optimum combination of technologies, tools and organization policies.
CHAPTER-II
REVIEW OF LITERATURE
2. REVIEW OF LITERATURE
1. David G. Collings, Kamel Mellahi, School of Business and Economics, National University of Ireland, Galway, University Road, Galway, Ireland University of Sheffield Management School, 9 Mappin Street, Sheffield, S1 4DT, UK, Available online 2 May 2009. Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management. 2. T. Morris, Volume 18, Issue 9, 2000, Psychological characteristics and talent identification in soccer- Journal of Sports Sciences, Available online: 09 Dec 2011. I review research on psychological characteristics and sports performance and examine the literature on talent identification with particular reference to soccer to derive implications for the use of psychological variables in the talent identification and development process. Although the many cross-sectional studies of psychological characteristics and performance in all football codes conducted over the last 30 years have revealed no clear patterns, studies of both general inventories and specific variables are still being conducted. Reports on talent identification in all codes have increased in recent years, but most are descriptive in nature. In this review, I suggest that research on systematic expert observation has potential as a practical approach, but more studies of this type are needed. Considering the examination of specific psychological variables, only a solitary investigation of creativity in adolescents has shown promise. Further research on creativity and talent identification is required to replicate the positive results found in that study. In summarizing the research on psychological characteristics and talent identification, I conclude that cross-sectional research on adults
cannot be extrapolated for use in talent identification with adolescents. I propose that resources would be more effectively used in the provision of psychological skills training for adolescent soccer players, pending more sophisticated research on a wider range of psychological variables. It is recommended that longitudinal or quasi-longitudinal research is essential to determine whether the same psychological variables are important for outstanding performance throughout the process of development and whether psychological variables measured during adolescence can predict outstanding performance in adulthood. 3. Abbott, A ,Collins, Dave, Martindale, Russell and Sowerby, K, (2002), Talent identification and development: an academic review. Sport Scotland, Edinburgh. ISBN 185060 418 5. The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent Identification and Development Programme which operated from early 2000 to the end of 2001. The Review highlights that the actual resources required for talent identification in the UK are concentrated on anthropometrical measures whereas the required resources should concentrate primarily on the psychological dimensions supported by the development of fundamental motor skills. 4. KARTHIKEYAN J, (May 2007), Talent management strategies, NHRD journal, Hyderabad, p23-26. Organization needs 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. 5. PANDIT Y V L, (May 2007), Talent retention strategies in a competitive environment , NHRD journal, Hyderabad, p27-29 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.
6. Lance A. Berger-The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. This is an outstanding reference work that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating business environment. The book plainly gives advice on how to avoid high staff turnover, poor morale, and poor performance. 7. Sridhar S Preetham, (July 2007), Managing talent, HRD Newsletter, vol23 issue -4, Newsletter. 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. 8. William J. Rothwell-The Strategic Development of Talent "Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any organisation can use to effectively develop, retain and utilise talent for the benefit of an organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity Rothwell suggests." 9. Christopher Rhodes - University of Birmingham, C.P.Rhodes@bham.ac.uk, Mark Brundrett & Liverpool John Moores University Alan Nevill University of Leadership Talent Identification and Development Wolverhampton
Different Primary and Secondary Schools in England . Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This
article reports on outcomes from a study funded by the National College for School Leadership (NCSL) designed to explore leadership talent identification, development, succession and retention in contextually different primary and secondary schools in England. Focus groups and a questionnaire were used to secure perceptions of heads, middle leaders and classroom teachers about leadership talent identification and development. Twenty characteristics indicative of leadership talent were identified. Agreement and disjuncture were recorded
concerning the importance of characteristics among respondent groups. The implications of these findings for leadership development and succession, in the face of a potential leadership crisis in the UK and internationally, are discussed. The longer-term career planning of staff, the place of needs analysis, self-disclosure and senior leadership decision-making are examined with respect to leadership talent identification and development. The article offers a basis upon which schools can reflect on their role in providing a good training ground for future leaders. School-based changes are recommended so that individual school's longer-term leadership requirements may be better addressed.
CHAPTER-III
RESEARCH METHODOLOGY
OVERVIEW OF RESEARCH METHODOLOGY

RESEARCH DESIGN
Type of Research Population Size Sample Size Types of Data Data Collection Instrument Data Collection Method Sampling Technique Statistical Tool for Analysis
: : : : : : : :
Descriptive Research 100 65 Primary Data Secondary Data Questionnaire Survey Random Sampling a. Percentage Method b. Chi-Square Method c. Pearson Chi-Square d. Correlation Co-efficient
3.RESEARCH METHODOLOGY
3.1. Sources of data Research can be defined as A Scientific and systematic search for pertinent information on a specific topic. Research is an organized activity with specific focus (objective) on a problem or issue supported by compilation of related data and facts, involving application of relevant tools of analysis and deriving logically sound inferences based on originality. RESEARCH DESIGN: The researcher has used descriptive research design. In descriptive research design, the
researcher is supposed to describe the problem using a questionnaire or a schedule. This method helps the researcher to explore new areas of investigation. A researcher develops his/ her hypothesis based on his knowledge about the subject matter of the study. Descriptive Research includes fact-finding enquires. Descriptive Research studies are those studies, which are concerned with describing characteristics of a particular individual, or of a group. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening. 3.2 SAMPLE DESIGN: Sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Deciding the way of selecting a sample is popularly known as sample design. The researcher used an unrestricted sampling design. The sampling design consists of two steps: Sampling unit and Sampling size.
SAMPLE UNIT: The area selected for the study is Guindy, Chennai. SAMPLE SIZE: Hr professional: The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards, practices leadership and management effectiveness, communication culture and attributes relegated to these tangible and intangible aspects. Employees: The prime focus of this questionnaire was to compare with the responses obtained by the above questionnaire. The talent identification and management initiative is taken by the hr professionals but the implication of this initiative is on the employees. By this questionnaire, the researcher tried to find out the effectiveness, necessary of such talent management initiative as well as the satisfaction level of the employees.
To analyze the effectiveness of talent identification and management at altech star BPO, the researcher selected 50 persons as sample size. The respondents were selected on the basis of Random Sampling Technique; SAMPLE METHOD: The study involved probability random sample for selecting the respondents. It is one of the types in probability sampling. When population elements are selected randomly on uniform size then if they are selected randomly and if every element get a chance equally, it can be called as random or unrestricted sampling.
3.3 FORMULATION OF QUESTIONNAIRE: The required information for the study is collected through a structured questionnaire. The questionnaire consists of closed-ended questions and open ended questions. In this type of questionnaire, both the questions and the answers are well structured. The questionnaire has two types of questions: Dichotomous Question: In this type, the questions have only 2 answers (i.e.) Yes and No. Multiple Choice Questions: These are questions, which has a number of options to select. It allows the respondent to select the appropriate one of their own. METHODS OF DATA COLLECTION: There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources. With regard to this study questionnaire method of data collection is followed. Since the study is to know the effectiveness of talent identification and management at CONGRUENT Solutions Private Solutions. Primary data is collected from Employees of CONGRUENT Solutions Private Limited. A well-structured non-disguised questionnaire was made use to collect the relevant data for the study. The questionnaire was framed such a way so as to elicit the required information. From a list of employees at CONGRUENT Solutions Private Limited at random 100 employees were considered for the study. Out of the 100 employees, only 65 employees responded. Hence out of a total population of 100, 65 employees was the research sample size. The secondary data was collected through company profile, books, and internets. Through secondary data basic information about the organization was known.
STATISTICAL DESIGN: To draw inferences and conclusions from the data collected appropriate conventional and nonconventional techniques were adopted in the study. The conventional techniques used here is percentage analysis, pie chart, the non-conventional technique used in this study is Pearson Chi Square, Chi Square and Correlation.
STATISTICAL TOOL:
The collected data were classified tabulated, and analyzed with some of the statistical tools like. 1. Percentage method 2. Chi-square method a) Pearson Chi Square 3. Correlation co-efficient
PERCENTAGE METHOD:
Percentage method is an analysis which is derived from the statistical technique for finding the average of collected data/information. This techniques is used to draw the bar diagram, histogram, pie-chart etc. This helps to pin point the percentage of collected datas. Number of respondents Percentage= -------------------------------- *100 Total number of respondents
CHI-SQUARE TEST:
Chi-square test is a non parametric test used most frequently by researchers to test hypothesis. This test is employed for testing hypothesis when distributed of population is not known and when nominal data is to be analyzed. The following formula for calculating the value of chi-square, x2 = (O-E) 2/E
Where, O = Observed frequency E = Expected frequency
CORRELATION CO-EFFICIENT:
Correlation is used in measuring the closeness of the relationship between the two variables. It mainly determines the existence of the relationship and tests significantly. It establishes a cause and effect relationship. The Pearson co-efficient of correlation is denoted by the symbols that are used universally for describing the degree of correlation between two series. The formula for computing Karl Pearson r is Nxy - xy r = -----------------------------------(Nx^2-(x)^2 - Ny^2 (y)^2)
CHAPTER-IV
DATA ANALYSIS & INTERPRETATION
TABLE - 1 GENDER OF EMPLOYEES

FACTORS MALE FEMALE TOTAL NO. OF REPONDENTS 27 23 50 PERCENTAGE 54 46 100
CHART 1 GENDER OF EMPLOYEES GENDER

56 54 52 50 48 46 44 42 54
46
Male
Female
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 54% of the employees are Male and 46% of them are Female. It is concluded that majority of the respondents are Male.
TABLE -2
AGE OF EMPLOYEES
FACTORS 18 - 25 26 - 35 36 45 Above 45 Total NO. OF RESPONDENTS 14 17 10 9 50 PERCENTAGE 28 34 20 18 100
CHART 2 AGE OF EMPLOYEES
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 28% of employees fall under the age group 18 25 years, 34% of employees falls under the age of 26 35 years, 20% of employees fall under the age group of 36 45 years and 18% of employees are above the age group of 45. It is concluded that majority of respondents fall under the age group of 26 35 years.
TABLE 3 EDUCATIONAL QUALIFICATION

FACTORS NO. OF RESPONDENTS PERCENTAGE
UG PG TOTAL
29 21 50
58 42 100
CHART 3 EDUCATIONAL QUALIFICATION
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 58% of employees has UG qualification and 42% of employees has PG qualification. It is concluded that majority of the respondents are UG qualification.
TABLE 4 WORK EXPERIENCE IN CONGRUENT

FACTORS < 1 Year 2 3 Years NO. OF RESPONDENTS 5 12 PERCENTAGE 10 24
4 5 Years 5 Years and above Total
18 15 50
36 30 100
CHART 4 WORK EXPERIENCE
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees have less than 1 year work experience, 24% of employees have 2 -3 years work experience, 36% of employees have 4 -5 years work experience, 30% of employees have 6 years and above experience. It is concluded that majority of employees work experience are 4 -5 years.
TABLE 5 CURRENT POSITION IN CONGRUENT

FACTORS Trainee Process Associate Senior Process Associate System Analyst Total NO. OF RESPONDENTS 6 24 15 5 50 PERCENTAGE 12 48 30 10 100
CHART 5 CURRENT POSITION IN CONGRUENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 12 % of employees position are Trainees, 48% of employees are Process Associates, 30% of employees are Senior process Associate, 10% of employees are System Analyst. It is concluded that majority of employees are Process Associates.
TABLE 6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES

FACTORS By competencies By Potential By Results All the Above Total NO. OF RESPONDENTS 6 9 34 1 50 PERCENTAGE 12 68 18 2 100
CHART 6 ORGANIZATION IDENTIFY TALENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 12% of employees respondent that organization identify talent by Competencies, 18% of employees answered by Results, 68% of employees answered by Potential, 2% of employees respondent answered all the above. It is concluded that majority of employees respondent that organization identify talent by potential.
PART B TABLE 7.1 TALENT MANAGEMENT NECESSARY

FACTORS YES NO TOTAL NO. OF RESPONDENTS 46 4 50 PERCENTAGE 92 8 100
CHART 7.1 TALENT MANAGEMENT NECESSARY
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 92% of employees respondent that talent management is necessary, and 8% of employees respondent that talent management is not necessary. It is concluded that the majority of employees respondent that talent management is necessary.
TABLE 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY

CHART 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 96% of employees respondent that talent management is necessary for Company, and 4% of employees respondent that talent management is not necessary for Company. It is concluded that the majority of employees respondent that talent management is important for Company.
TABLE 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU

CHART 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employees responds that talent management is important for them, and 2% of employees responds that talent management is not necessary for them. It is concluded that the majority of employees respondent that talent management is necessary for them.
TABLE 7.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION NULL HYPOTHESIS : There is no significant association between the male and female talent management initiative a top priority in organization. ALTERNATIVE HYPOTHESIS : There is a significant association between the male and female that the talent management initiative a top priority in organization.
GENDER MALE FEMALE TOTAL X 26 34 X=60 Y 28 12 Y=40
YES 26 34 60 X^2 676 1156 X^2= 1832
NO 28 12 40 Y^2 784 144 Y^2=928
TOTAL 54 46 100 XY 728 408 XY= 1136
Correlation Coefficient: (xy / n (x /n) (y /n)) r = ( ((x2/n) (x/ n) 2) ((y2/n) (y/ n) 2) (1136/100) - (60/100) (40/100) r = --------------------------------------------------------------------------------((1832/100) - (60/100)^2 * ((928/100) -(1832/100) - (60/100)^2 r r = (11.36) (0.6)*(0.4) /17.96 * 9.12 ~ 1
= 11.12/12.73 = 0.873
CHART 7.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION
INFERENCE: From the above analysis, we found that both the gender specifies that talent management initiative a top priority in the organization especially when compared to male, female respondents respond that talent management initiative a top priority in the organization.
TABLE 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

FACTORS YES NO. OF RESPONDENTS 35 PERCENTAGE 70
NO TOTAL
15 50
30 100
CHART 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employees respond that talent management initiatives a top priority in the organization, 40% of employees respond that talent management are not given top priority in the organization. It is concluded that the majority of employees respondent that organization have specific talent management initiative.
TABLE 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU
FACTORS NO. OF RESPONDENTS PERCENTAGE
YES NO TOTAL
27 23 50
54 46 100
CHART 7.6 TALENT `MANAGEMENT IMPLEMENTED REGULARLY AND FEEDBACK GIVEN TO YOU
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 54% of employees respond that talent management implemented regularly and feedback given to them, 46% of employees respond that talent management are not implemented regularly and feedback given to them. It is concluded that the majority of employees respondent that talent management implemented regularly and feedback given to them.
TABLE 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
FACTORS YES NO NO. OF RESPONDENTS 30 20 PERCENTAGE 60 40
TOTAL
50
100
CHART 7.7 FOLLOWING ACTION TAKENY BY THE COMPANY AFTER THE FEEDBACK
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 60% of employees respond that following action taken by the company after the feedback , 40% of employees respond that following action are not taken by the company after the feedback. It is concluded that the majority of employees responds that following action taken by the company after the feedback.
TABLE 7.8 COMPLETE WORK WITHIN A GIVEN TIME

CHART 7.8 COMPLETE WORK WITHIN A GIVEN TIME
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 98% of employees respond that they complete the work within a given time, 2% of employees respond that they are not complete the work within a given time. It is concluded that the majority of employees responds that they complete the work within a given time.
TABLE 7.9 PERFORM WORK WITH INTEREST

CHART 7.9 PERFORM WORK WITH INTEREST
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 70% of employees respond that they perform the work with interest, 30% of employees respond that they are not perform the work with interest. It is concluded that the majority of employees responds that the employees perform work with interest.
TABLE 7.10 ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
CHART 7.10
ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees respond that they feel they are wasting the time, 80% of employees respond that they are not wasting their time. It is concluded that the majority of employees are not wasting the time.
TABLE 8 SATISFACTION OF TALENT MANAGMENT AMONG EMPLOYEES PEARSONS CHI SQUARE TEST Null Hypothesis : There is no significant association between the gender and the satisfaction of talent management. Alternative Hypothesis: There is significant association between the gender and the satisfaction of talent management.
GENDER MALE FEMALE COLUMN TOTAL OBSERVED FREQUENCY 30 24 27 19 100 Chi square (2) Expected frequency Degrees of freedom
YES(%) 30 27 57 EXPECTED FREQUENCY 30.78 23.22 26.22 19.78 100
NO(%) 24 19 43 (Oi-Ei) -1 1 1 -1 0
ROW TOTAL 54 46 100 (Oi-Ei)^2/Ei 0.019766 0.026202 0.610221 0.808898 1.465087
= ((O-E) 2/E) = 1.465 = (Row Total * Column Total) / Grand Total = 1.465 =1 = 3.84 = (r-1) (n-1) = (2-1) (2-1) = 2 1, 5 %
Therefore, the calculated value of Chi Square (2) Table value of chi square (2) = 2 (r-1) (c-1), 5% INFERENCE:
Since the calculated value of chi square (2) is less than table value of chi square (2), we accept Ho at 5% level of significance. Hence we conclude that there is no significant association between the gender i.e. both the genders are satisfied with talent management.
TABLE 9 SATISFACTION WHILE COMPLETE YOURE WORK

FACTORS Highly dissatisfied Dissatisfied Neither Satisfied Highly Satisfied Total NO. OF RESPONDENTS 0 1 7 40 2 50 PERCENTAGE 0 2 14 80 4 100
CHART - 9
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of employees respond that they are highly dissatisfied while complete the work, 2% of employees respond that they are dissatisfied, 14% of employees respond neither, 80% of employees respond that they are satisfied and 4 % of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with that they feel satisfaction while complete your work.
TABLE 10.1 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE MEDICAL INSURANCE PACKAGE
CHART 10.1
LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 2% of employees respond that they are highly dissatisfied with medical insurance package, 4% of employees respond are dissatisfied, 10% of employees respond neither, 64% of employees respond that they are satisfied and 20% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with the medical insurance package.
TABLE 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE COMPANY SAVINGS PLAN
CHART 10.2 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 4% of employees respond that they are highly dissatisfied with company savings plan, 6% of employees respond are dissatisfied, 20% of employees respond neither, 60% of employees respond that they are satisfied and 10% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with the company savings plan.
TABLE 10.3 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE RETIREMENT PLAN
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees respond that they are highly dissatisfied with retirement plan, 6% of employees respond are dissatisfied, 32% of employees respond neither, 40% of employees respond that they are satisfied and 12% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with the retirement plan.
TABLE 10.4 LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE HOLIDAY ENTITLEMENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of employees respond that they are highly dissatisfied with holiday entitlement, 14% of employees respond are dissatisfied, 10% of employees respond neither, 50% of employees respond that they are satisfied and 20% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied with the holiday entitlement.
TABLE 10.5 COMPETITIVE OF MY SALARY TOOL APPLIED: CHI SQUARE TEST AGE Highly Dissatisfied 18-25 26-35 36-45 above 45 Total 0 1 1 3 5 1 6 7 1 15 0 3 2 3 8 6 5 0 1 12 7 2 0 1 10 14 17 10 9 50 Dissatisfied Neutral Satisfied Highly Satisfied Total
Null hypothesis:
Ho:
The opinion about the level of salary that you receive is satisfied according to the age-wise
Alternative Hypothesis: H1: The opinion about the level of salary that you receive is not satisfied according to the age - wise.
Observed Frequency 0 1 0 6 7 1 6 3 5 2 1 7 2
Expected Frequency 1 4 2 3 3 2 5 3 4 3 1 3 2
(Oi-Ei) -1 -3 -2 3 4 -1 1 0 1 -1 0 4 0
(Oi-Ei)^2 1 9 2 9 16 1 1 0 1 1 0 16 0
(Oi-Ei)^2 Ei 0.71 2.14 0.89 2.68 5.71 0.59 0.20 0.00 0.25 0.29 0.00 5.33 0.00
0 0 3 1 3 1 1 Chi square (2) Calculated value of Chi-square (2) Degrees of freedom Table value of chi square (2) Tabulated Value INFERENCE:
2 2 1 3 1 2 2 = ((O-E) 2/E) = 32.19 = (n-1) = (5-1) = 4 = 2 (n-1), 5% = 2 4, 5 % = 9.488
-2 -2 2 -2 2 -1 -1
4 4 4 4 4 1 1
1.67 2.00 4.44 1.48 2.78 0.46 0.56
= 9.488
Since the calculated value of chi square (2) is greater than table value of chi square (2), we reject Ho at 5% level of significance. Hence we conclude that the opinion level of salary that you receive is not satisfied according to the age - wise. TABLE 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION
FACTORS External Talent Sessions Appreciation for Initiation Creativity Knowledge Recreational Activities Total NO. OF RESPONDENT 10 20 5 15 50 PERCENTAGE 20 40 10 30 100
CHART 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of employees respond external talent sessions, 40% of employees respond appreciation for innovation, 10% of employees respond creativity knowledge, 30% of employees respond recreational activities. It is concluded that the majority of employees respond that appreciation for initiation rewarding, motivating and retaining talent in the organization.
TABLE 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT

FACTORS Fully To a great extent To a reasonable extent To a limited extent Not at all Total NO. OF RESPONDENT 4 8 23 10 5 50 PERCENTAGE 9 16 47 19 9 100
CHART 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 9% of employees respond fully, 16% of employees respond to a great extent, 47% of employees respond to a reasonable extent, 19% of employees respond to a limited extent, 9% of employees respond not at all. It is concluded that the majority of employees feel that it is a reasonable extent that transparency system adopted in talent management system.
TABLE 13 TALENT RETENTION INITITATIVES

FACTORS Accruing new talent Leveraging existing talent Retaining the current Potential for future Total NO. OF RESPONDENT 13 12 15 10 50 PERCENTAGE 26 24 30 20 100
CHART 13 TALENT RETENTION INITIATIVES
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 26% of employees respond accruing new talent, 24% of employees respond leveraging existing talent, 30% of employees respond retaining the current, 20% of employees respond potential for future. It is concluded that the majority of employees retaining the current talent retention initiatives. .
TABLE 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY

CHART 14 SATISFIED WITH EXISTING PERSONNEL POLICIES OF COMPANY
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 10% of employees respond that they are highly dissatisfied ,4% of employees respond are dissatisfied, 30% of employees respond neither, 32% of employees respond that they are satisfied and 24% of employees respond that they are highly satisfied. It is concluded that the majority of employees respond that they are satisfied existing personnel policies of the company.
TABLE-1 GENDER OF SUBORDINATES
OPTIONS Male Female Total
NO. OF RESPONDENTS 10 5 15 CHART -1 GENDER
PERCENTAGE 67 33 100
INFERENCE:
From the above table and chart, it is inferred that out of 100% respondents, 67% of the higher authorities are Male and 33% of them are Female. It is concluded that majority of the respondents are Male.
TABLE - 2 AGE
AGE 18-25 years 26-35 Years 36-45 Years Above 45 Years Total NO OF RESPONDENTS 1 2 7 5 15 PERCENTAGE 6 13 46 33 100
CHART 2 AGE
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities fall under the age group 18 25 years, 14% of higher authorities falls under the age of 26 35 years, 47% of higher authorities fall under the age group of 36 45 years and 33% of higher authorities are above the age group of 45. It is concluded that majority of respondents fall under the age group of 36-45 years.
TABLE -3 EDUCATIONAL QUALIFICATION OF SUBORDINATES

OPTIONS UG PG TOTAL NO. OF RESPONDENTS 0 15 15 PERCENTAGE 0 100 100
CHART 3 EDUCATIONAL QUALIFICATION
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of higher authorities has UG qualification and 100% of higher authorities has PG qualification. It is concluded that majority of the respondents are PG qualification.
TABLE 4 WORK EXPERIENCE IN CONGRUENT

OPTIONS < 1 year 2-3 years 4-5 years 5 years and above Total NO. OF RESPONDENTS 2 3 4 7 15 PERCENTAGE 13 18 25 44 100
CHART 4 WORK EXPERIENCE
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 13% of higher authorities have less than 1 year work experience, 18% of higher authorities have 2 -3 years work experience, 25% of higher authorities have 4 -5 years work experience, 44% of higher authorities have 6 years and above experience. It is concluded that majority of higher authorities work experience are 6 and above.
TABLE 5 CURRENT POSITION IN CONGRUENT

FACTORS HR Team Leaders Manager Total NO. OF RESPONDENTS 3 5 7 15 PERCENTAGE 20 33 47 100
CHART 5 CURRENT POSITION IN CONGRUENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20 % of respondents are HR professionals, 33% of respondents are Team Leader, and 47% of respondents are Managers. It is concluded that majority of authorities are Manager.
TABLE 6 ORGANIZATION IDENTIFY TALENT OF HIGHER AUTHORITIES

FACTORS By competencies By Potential By Results All the Above Total NO. OF RESPONDENTS 1 12 1 1 15 PERCENTAGE 7 81 7 7 100
CHART 6
ORGANIZATION IDENTIFY TALENT
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent that organization identify talent by Competencies, 7% of higher authorities answered by Results, 81% of higher authorities answered by Potential, 7% of higher authorities respondent answered all the above. It is concluded that majority of higher authorities respondent that organization identify talent by potential.
TABLE 7 OPINION ABOUT TALENT IDENTIFICATION AND MANAGEMENT 7.1 Aligning employees with the core values of your organization
FACTORS Strongly Disagree Disagree Neutral Agree Strongly Agree Total NO. OF RESPONDENTS 1 1 4 7 2 15 PERCENTAGE 7 7 26 47 13 100
CHART -7.1 Aligning employees with the core values of your organization
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,26% of them respond Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that aligning employees with the core values of the Organization.
TABLE 7.2 Assessing Candidates skills earlier in hiring process

CHART -7.2
Assessing candidates skills earlier in hiring process
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,13% of them respond Disagree,27% of them respond Neutral, 48 of them respond Agree, 6% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that assessing candidates skills earlier in hiring process
TABLE 7.3 Creating a culture that makes employees want to stay with the Organization
CHART -7.3 Creating a culture that makes employees want to stay with the Organization
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,6% of them respond Disagree,13% of them respond Neutral, 54% of them respond Agree, 21% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that makes employees want to stay with the organization.
TABLE 7.4 Creating a culture that makes individuals want to join the Organization
CHART -7.4 Creating a culture that makes individuals want to join the Organization
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent Strongly disagree,6% of them respond Disagree,6% of them respond Neutral, 55 of them respond Agree, 27% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that makes individuals want to join the Organization
TABLE 7.5 Creating a culture that values employees work

CHART -7.5 Creating a culture that values employees work
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond Neutral, 60% of them respond Agree, 20% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating a culture that values employees work.
TABLE 7.6 Creating an environment where employees are excited to excellent at Work
CHART -7.6 Creating an environment where employees are excited to excellent at Work
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 0% of higher authorities respondent Strongly disagree, 6% of them respond Disagree, 26% of them respond Neutral, 54 of them respond Agree, and 27% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating an environment where employees are excited to excellent at Work.
TABLE 7.7 Creating an environment where employees ideas are encouraged develop required talents
CHART -7.7 Creating an environment where employees ideas are encouraged develop required talents
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,6% of them respond Neutral, 60 of them respond Agree, 20% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that creating an environment where employees ideas are encouraged develop required talents
TABLE 7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification
CHART -7.8 Creating policies that encourage career growth and development opportunities based on Talent Identification
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond Neutral, 66 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that Creating policies that encourage career growth and development opportunities based on Talent Identification
TABLE 7.9 Giving Productive Feedback

CHART -7.9 Giving Productive Feedback
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,7% of them respond Neutral, 72 of them respond Agree, 7% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that Giving Productive Feedback.
TABLE 7.10 IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS
CHART -7.10
IDENTIFYING VACANCIES THAT WILL FIT IN WITH YOUR EXISITNG TALENTS
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree,7% of them respond Disagree,13% of them respond Neutral, 53 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that identifying vacancies that will fit in with your existing talents.
TABLE 7.11 Rewarding Top Performing Employees

CHART -7.11 Rewarding top performing employees
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 7% of higher authorities respondent Strongly disagree, 7% of them respond Disagree,26% of them respond Neutral, 47 of them respond Agree, 13% of them respond Strongly Agree. It is concluded that majority of respondents respond Agree that rewarding top performing employees.
TABLE 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES
(In percentages) Job Description Very Critical (1) Trainee Process Associate Senior- Process Associate System Analyst Team leader Asst. Manager 6 10 70 60 70 80 7 60 10 30 10 20 70 15 20 10 10 0 9 10 0 0 10 0 (2) (3) (4) Not Critical (5) 9 5 0 0 0 0
Senior Manager
100
CHART 8 JOB DESCRIPTION MOST CRITICAL FOR ATTRACTING AND RETAINING TALENT OF THE EMPLOYEES
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 6% of higher authorities respondent respond very critical, 7% of them respond critical ,70% of them respond Neutral, 9 of them respond somewhat not critical , 9% of them respond not critical. It is concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the trainees. From the above table and chart, it is inferred that out of 100% respondents, 10% of higher authorities respondent respond very critical, 60% of them respond critical ,15% of them respond Neutral, 10 of them respond somewhat not critical , 5% of them respond not critical. It is concluded that majority of respondents respond job description is critical for attracting and retaining talent of the process associate.
From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond very critical, 10% of them respond critical ,20% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is neutral for attracting and retaining talent of the senior process associate. From the above table and chart, it is inferred that out of 100% respondents, 60% of higher authorities respondent respond very critical, 30% of them respond critical ,10% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of the system analyst. From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond very critical, 10% of them respond critical ,10% of them respond Neutral, 10% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of team leader. From the above table and chart, it is inferred that out of 100% respondents, 80% of higher authorities respondent respond very critical, 20% of them respond critical ,0% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Assistant Manager. From the above table and chart, it is inferred that out of 100% respondents, 100% of higher authorities respondent respond very critical, 0% of them respond critical ,0% of them respond Neutral, 0% of them respond somewhat not critical , 0% of them respond not critical. It is concluded that majority of respondents respond job description is very critical for attracting and retaining talent of Senior Manager.
TABLE -9 TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION

FACTORS Virtual Team Training Cross Team Training Knowledge Transfer Training Soft Skill Training External Training Total NO. OF RESPONDENT 3 3 3 3 3 15 PERCENTAGES 20 20 20 20 20 100
CHART -9 TALENT MANAGEMENT ACTIVITIES INVOLVED IN ORGANIZATION
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent Virtual Team Training, 20% of them respond Cross Team Training, 20% of them respond KT session, 20 of them respond Soft skill Training, 20% of the respond External Training. It is concluded that all of respondents respond all the talent management activities are involved in the organization.
TABLE -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION

Most effective Compensation criteria Base Pay Health care Benefits Training Benefits Retirement Benefits Job security (1) 20 20 12 70 89 (2) 60 50 60 10 0 (3)
(In Percentages)
(4) 10 20 8 0 5
Least effective (5)

0 0 6 6 0
10 10 14 14 6
CHART -10 FEEL EFFECTIVENESS OF TALENTED EMPLOYEES IN TERMS OF COMPENSATION
INFERENCE: From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent respond Most effective, 60% of them respond effective ,10% of them respond Neutral, 10% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of base pay is effective From the above table and chart, it is inferred that out of 100% respondents, 20% of higher authorities respondent respond Most effective, 50% of them respond effective ,10% of them respond Neutral, 20% of them respond somewhat not much effective , 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of Health care benefits is effective From the above table and chart, it is inferred that out of 100% respondents, 12% of higher authorities respondent respond Most effective, 60% of them respond effective, 14% of them respond Neutral, 8% of them respond somewhat not much effective, 6% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of training is effective
From the above table and chart, it is inferred that out of 100% respondents, 70% of higher authorities respondent respond Most effective, 10% of them respond effective, 14% of them respond Neutral, 0% of them respond somewhat not much effective, 6% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of retirement is most effective but no one is use this retirement benefit. From the above table and chart, it is inferred that out of 100% respondents, 89% of higher authoritys respondent respond Most effective, 0% of them respond effective, 6% of them respond Neutral, 5% of them respond somewhat not much effective, 0% of them respond least effective. It is concluded that majority of respondents feel the effectiveness of talented employees in terms of compensation of job security is most effective.
FINDINGS, SUGGESTIONS & CONCLUSION
FINDINGS
Findings from employees 1. 2. 3. Half of the respondents are Male. Most of the respondents (34%) belong to the age group of 26 35 years. Half of the employees are UG degree holders.
4. 5. 6. 7.
Most of the respondents(36%) work experience are 4 5 years Most of the employees(46%) are Process Associate. Half of the employees respond that the organization identifies talent by potential. (i) 92% of the employees respond that talent management is necessary. (ii) 96% of the employees respond that talent management is important for company. (iii) 98% of the employees respond that talent management is necessary for them. (iv) More than half of the employees(60%) respond that talent management initiatives a top priority in the organization. (v)Three-fourth of the employees responds that organization has specific Talent Management Initiative. (vi) Half of the employees respond that talent management implemented regularly and feedback given to them. (vii) More than half of the employees respond that following action taken by the company after the feedback. (viii) 98% of the employees respond that they complete the work within a given time. (ix) Three-fourth of the employees responds that they perform work with interest. (x) 80% of the employees respond that they are not wasting any time.
8.
Half of the employees respond that they are satisfied by the talent management in the company.
9. 10.
80% of the employees respond that they feel satisfied while completing the work. Level of satisfaction of employees with the following of salary and benefit package. (i) More than half of the employees respond that they are satisfied with medical insurance package. (ii) More than half of the respondents are satisfied with Company savings plan. (iii) Most of the respondents (40%) are satisfied with retirement plan.
(iv) Half of the respondents are satisfied with Holiday entitlement. (v) Most of the respondents are dissatisfied with the competitive of my salary. 11. Most of the employees (40%) respond that appreciation for initiation rewarding, motivating and retaining talent in the organization. 12. 13. Most of the employees (47%) feel that it is a reasonable extent transparency adopted in the talent management system. Most of the employees(30%) respond that retaining the current is the talent retention initiative. Most of the respondents are satisfied with personnel policies of the company. Findings from Subordinates: 14. 15. 67% of the respondents are Male. Most of the respondents belong to the age group of 36 45 years.
16. All the respondents are PG holders. 17. Most of the respondents (44%) work experience 6 years and above. 18. Most of the respondents i took are Managers. 19. More than three fourth of the respondent respond that organization identify talents by potential and the professionals view to increase career growth opportunity. 20. (i) Half of the respondent agrees that aligning employees with the core values of organization. (ii) Half of the respondent agrees that assessing candidates skills earlier in hiring process. (iii)Half of the respondent agrees that they are creating a culture that makes employees want to stay with the organization. (iv) Half of the respondent agrees that they are creating a culture a culture that makes individuals want to join the organization. (v) More than half of the respondent (60%) agrees that they are a creating a culture that values employees work (vi) Half of the respondent agrees that creating an environment where employees are excited to excellent at work. (vii) More than half of the respondent that creating an environment where employees ideas are encouraged develops required talents. (viii) Three-fourth of the respondent agrees that they creating the policies that encourage career growth and development opportunities based on Talent Identification. (ix) Three fourth of the respondent agrees that they giving productive feedback. your
(x) Half of the respondent agrees that they identifying vacancies that will fit in with your existing talents. (xi) Half of the respondent agrees that they are rewarding top performing employees. 21. (i) Three fourth of the respondents respond says that attracting and retaining talent of the trainee employees is neutral. (ii) More than half of the respondents say that attracting and retaining talent of the Process associate employees is critical. (iii) Three-fourth of the respondent says that attracting and retaining talent of the Senior process associate employees is very critical. (iv) More than half of the respondent says that attracting and retaining talent of the System analyst is very critical. (v) Three - fourth of the respondent says that attracting and retaining talent of the Team leader is very critical. (vi) 80% of the respondent responds that attracting and retaining talent of the Assistant manager is very critical. (vii) All of the respondents respond that attracting and retaining talent of the Senior Manager is very critical. 22. Virtual team training, Cross team training, KT session training, Soft Skill training, External training are usually used by the organization to carry out talent development activities. 23. (i) More than half of the respondent feel base pay is effective for talented employees in terms of compensation. (ii) Half of the respondent feels that Health care benefits are effective for talented employees in terms of compensation. (iii) Half of the respondent feels that training benefits are effective for talented employees in terms of compensation. (iv) Three fourth of the respondent feels that retirement benefits are most effective for talented employees in terms of compensation. (v) 89% of the respondent feels that job security benefits are most effective for talented employees in terms of compensation.
SUGGESTIONS
1. Organization must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. 2. Organization must be able to relate those skills and capabilities to a role or a centre of demand, such as job position, project or leadership role. 3. Talent Identification and Management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people employees. 4. The working culture of the organization can be improved and maintained to retain talent in long run. 5. More certified training can be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation. 6. The organization can identify the crucial talent initiative to attract and retain the employees, they should know while talent management elements can have the greatest impact on the business and therefore provide a better basic for prioritization and implementation. 7. To create a sophisticated talent management environment, Organization must Define a clear vision for Talent Management. Develop a roadmap for the process integration. Integrate and optimize process. Prepare the work for changed association with the new environment.
8. The organization can develop rewards and compensation structures which will be geared towards incentivizing on spot and develop talented employees. 9. The organization must provide skills, training, and knowledge and encourage them to engage and conduct regular conversation with employees especially around their career aspirations and developmental needs as to ensure right allocation of work assignment are assigned to high potential employees to increase the retention within the organization.
CONCLUSION
As organization continue to pursue high performance and improved results through Talent Management practices, they are taking a holistic approach to talent management from attracting and selecting wisely, to retaining and developing leaders, to placing employees in position of greatest impact. The mandate is clear; for organization to succeed in todays rapidly changing and increasingly competitive workplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting and retaining talented people and continues by sustaining the knowledge and competencies across the entire work force. With rapidly changing skill sets and join requirements, this becomes an increasingly difficult challenge for organization. By implementing an effective Talent Identification and Management strategy, including integrated data, process and analytics, organization can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future.
ANNEXURE
QUESTIONNAIRE ( FOR EMPLOYEES ) I am AARTHY E.J. doing project study titled A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD. Your response will be kept confidential. questionnaire. PART-A (1) (2) (3) Name: (Optional) _________________________________________________ Gender: Age: a) Male a) 18 25 a) UG b) 26 -35 b) PG b) Female c) 36-45 d) above 45 Kindly spare few minutes to fill this
(4) Qualification: (5) Experience: (6) Current position: (a) Trainee
a) < 1year b) 2-3years c) 4-5 years d) 5 years and above (b) Process Associate (e) Others (c) By potential (d) others................. (c) Senior Process Associate
(d) System Analyst (a) By competencies
(7) How does your organization identify talent of the employees? (b) By Results PART - B 8 ) Kindly put tick mark at appropriate column
S. No Description Employee Response Yes No
1 2 3 4 5 6 7 8 9 10
Do you believe Talent Management System is necessary? Do you think a Talent Management System is important for Company? Do you think a Talent Management System is important for you? Are Talent Management initiatives a top priority in your Organization? Does your Organization have any specific Talent Management Initiative? Is Talent Management System implemented regularly and feedback Given to you? Is any following action taken by the Company after the feedback? Can you complete your work within a given time? Can you perform work with interest? At any time do you feel that you are wasting your time? b) No
9. Are you satisfied with Talent Management System in your Company? a) Yes
10. Do you feel satisfaction while complete your work? (a) Highly dissatisfied (b) Dissatisfied (c) Neutral (d) Satisfied (e) Highly Satisfied
11. Please rate your Level of Satisfaction with the salary and benefit package you receive. Description Medical Insurance Package Company Savings Plan Retirement Plan Holiday Entitlement Competitive of my salary 12. Could you specify any other rewarding, motivating and retaining talent in your Organization? (a) External Talent sessions (b) Appreciation for initiation (c) Innovation (d) Recreational Activities (a) Fully (d) To a limited extent (a) Accruing new talent (b) To a great extent (c) To a reasonable extent (e) Not at all (b) Leveraging existing talent (c) Neutral Highly Dissatisfied Dissatisfied Neither Satisfied Highly Satisfied
13. How do you feel the transparency system adopted in talent management system?
14. What are your talent retention initiatives? (c) Retaining the current (d) Potential for future (a) Highly Dissatisfied (d) Satisfied organization. ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ I am very thankful to all the participants for this cooperation. QUESTIONNAIRE (b) Dissatisfied (e) Highly satisfied
15. Are you satisfied with existing personnel policies of the company?
16. Please give your valuable suggestions for the improvement and talent management of the
(HR PROFESSIONALS & TEAM LEADERS) I am AARTHY E.J. doing project study titled A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT CONGRUENT SOLUTIONS PRIVATE LTD, CHENNAI. Your responses will be kept confidential. Kindly spare few minutes to fill it up this questionnaire. (1) (2) (3) Name: (Optional) _________________________________________________ Gender: Age: a) Male a) 18- 25 yrs a) UG a) < 1year b) PG b) 2-3years c) 4-5 years d) 5 yrs and above b) Team Leaders c) Manager (b) By Results (c) By potential b) Female b) 26-35 yrs c) 36-45 yrs d) Above 45
(4) Qualification: (5) Experience:
(6) Current position: a) HR (a) By competencies (d) others.................
(7) How does your organization identify talent of the employees?
8) Kindly give your opinion for the following statements of Talent Identification and Management. Put tic mark in the appropriate Column. Description Aligning employees with the core values of your organization. Assessing candidates skills earlier in hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to excellent at Work Creating an environment where employees ideas are encouraged develop required talents. Creating policies that encourage career growth and development opportunities based on Talent Identification Giving Productive Feedback Strongly Disagree Disagree Neutral Agree Strongly Agree
Identifying vacancies that will fit in with your existing talents Rewarding top performing employees 9) How do you feel the job description is most critical for attracting and retaining talent of
Job descriptions Trainee Process Associate Senior Process Associate System Analyst Team Leader Assistant Manager Senior Manager Very Critical (1) Not Critical (5)
the employees?
(2) (3) (4)
10. Kindly specify the different talent management activities are involved in your organization? (a) Virtual Team Training (c) KT Session Training (e) External Training
Most Compensation criteria Base Pay Health care Benefits Training Benefits Retirement Benefits Job security effective (1) (2) (3) (4)
(b) Cross Team Training (d) Soft Skill Training
11. How do you feel the effectiveness of talented employees in terms of compensation ?
Least effective (5)
12. Please give your valuable suggestions for the improvement talent identification management of the organization.
and
___________________________________________________________________________
Thank you for your kind information
BIBLIOGRAPHY
1) Human Resource Management ---- Himalaya Publications (P 386) 2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243) 3) Ravilochanan P, Research Methodology with business correspondence and report writing. Chennai; Margham Publications, 2003
4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi agency, 1998 5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002
WEBLIOGRAPHY: 1) 2) 3) 4) 5) www.congruentsolutions.com www.findarticles.com www.google.com www.humanresourcemanagement search.com www.humanResourcemanagement.info
6) 7) 8) 9)
www.hindustantimes.com www.hrmagazines.com www.wikipedia.com www.yahoo.com

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A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT WITH REFERENCE TO CONGRUENT SOLUTIONS PVT LTD

A PROJECT REPORT Submitted by

MASTER OF BUSINESS ADMINISTRATION

SAVEETHA ENGINEERING COLLEGE

Place: Chennai Date: E.J. AARTHY

Page No. I II III IV V VI VII VIII IX 1

II 3.1 Sources of data III 3.2.Sampling design

Review of Literature Research Methodology

4 5 6 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7

7.8 7.9 7.10 7.11 8 9 10

LIST OF CHARTS CHART NO

7.8 7.8 7.9 7.10 7.11 8 9 10

How Talent Management Can Help Your Organization

OBJECTIVES OF THE STUDY

1.2 OBJECTIVES OF THE STUDY:

NEED FOR THE STUDY

LIMITATIONS OF THE STUDY

1.3 NEED FOR THE STUDY:

OVERVIEW OF RESEARCH METHODOLOGY

Where, O = Observed frequency E = Expected frequency

DATA ANALYSIS & INTERPRETATION

TABLE - 1 GENDER OF EMPLOYEES

CHART 1 GENDER OF EMPLOYEES GENDER

CHART 2 AGE OF EMPLOYEES

TABLE 3 EDUCATIONAL QUALIFICATION

CHART 3 EDUCATIONAL QUALIFICATION

TABLE 4 WORK EXPERIENCE IN CONGRUENT

4 5 Years 5 Years and above Total

CHART 4 WORK EXPERIENCE

TABLE 5 CURRENT POSITION IN CONGRUENT

CHART 5 CURRENT POSITION IN CONGRUENT

TABLE 6 ORGANIZATION IDENTIFY TALENT OF EMPLOYEES

CHART 6 ORGANIZATION IDENTIFY TALENT

PART B TABLE 7.1 TALENT MANAGEMENT NECESSARY

CHART 7.1 TALENT MANAGEMENT NECESSARY

TABLE 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY

CHART 7.2 TALENT MANAGEMENT IMPORTANT FOR COMPANY

TABLE 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU

CHART 7.3 TALENT MANAGEMENT IMPORTANT FOR YOU

GENDER MALE FEMALE TOTAL X 26 34 X=60 Y 28 12 Y=40

YES 26 34 60 X^2 676 1156 X^2= 1832

NO 28 12 40 Y^2 784 144 Y^2=928

TOTAL 54 46 100 XY 728 408 XY= 1136

CHART 7.4 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

TABLE 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

CHART 7.5 ORGANIZATION HAVE SPECIFIC TALENT MANAGEMENT INITIATIVES

TABLE 7.8 COMPLETE WORK WITHIN A GIVEN TIME

CHART 7.8 COMPLETE WORK WITHIN A GIVEN TIME

TABLE 7.9 PERFORM WORK WITH INTEREST

CHART 7.9 PERFORM WORK WITH INTEREST

ANY TIME FEEL THAT YOU ARE WASTING YOUR TIME

YES(%) 30 27 57 EXPECTED FREQUENCY 30.78 23.22 26.22 19.78 100

ROW TOTAL 54 46 100 (Oi-Ei)^2/Ei 0.019766 0.026202 0.610221 0.808898 1.465087

TABLE 9 SATISFACTION WHILE COMPLETE YOURE WORK

LEVEL OF SATISFACTION WITH THE SALARY AND BENEFIT PACKAGE RECEIVE

2 2 1 3 1 2 2 = ((O-E) 2/E) = 32.19 = (n-1) = (5-1) = 4 = 2 (n-1), 5% = 2 4, 5 % = 9.488

1.67 2.00 4.44 1.48 2.78 0.46 0.56

CHART 11 REWARDING, MOTIVATING AND RETAINING TALENT IN YOUR ORGANIZATION

TABLE 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT

CHART 12 TRANSPARENCY SYSTEM ADOPTED IN TALENT MANAGEMENT

TABLE 13 TALENT RETENTION INITITATIVES

CHART 13 TALENT RETENTION INITIATIVES