21436594 Talent Management Project Report

8/13/2019 21436594 Talent Management Project Report

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Table of ContentsINTRODUCTION.....................................................................................................2

Key Business Processes.........................................................................................2

The process of talent management..............................................................................2

Talent Management vs Tra!itional "R #pproach..............................................................2

The focus of talent management.................................................................................2

Kno$le!ge Management.........................................................................................2

%IT&R#TUR& R&'I&().............................................................................................2

PROB%&M ID&NTI*IC#TION.......................................................................................2

OB+&CTI'&,.........................................................................................................2

N&&D O* T"& ,TUD-..............................................................................................2

R&,RC" M&T"ODO%O.-......................................................................................2

PRIM#R- D#T#..................................................................................................2

,&COND#R- D#T#..............................................................................................2

,T#TI,TIC#% TOO%,)...........................................................................................2

,#MP%IN. T&C"NI/U&,)......................................................................................2

#N#%-,I,)............................................................................................................2

"R PRO*&,,ION#%.............................................................................................2

&MP%O-&&........................................................................................................2

*INDIN.,.............................................................................................................2

"R M#N#.&R,...................................................................................................2

&MP%O-&&,......................................................................................................2

R&COMM&ND#TION,..............................................................................................2CONC%U,ION........................................................................................................2

%IMIT#TION,.......................................................Error! Bookmark not defined.

#NN&0UR&...........................................................................................................2

BIB%IO.R#P"-......................................................................................................2

BIBLIOR!P"#


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INTRODUCTION

$his ne% age econom&, %ith its atten'ant para'igm shifts in relation to the

h(man capital, in terms of its ac)(isition, (tilisation, 'evelopment an'

retention, has place' a heav& 'eman' on to'a&*s "R professionals. $o'a& "R

is e+pecte' to i'entif& potential talent an' also comprehen', concept(alise

an' implement relevant strategies to contrib(te effectivel& to achieve

organisational objectives. "ence a serio(s concern of ever& "R manager in

or'er to s(rvive this -ar for $alent*, is to fight against a limite' an'

'iminishing pool of )(alifie' available can'i'ates to replace val(able

emplo&ees %hen the& leave, 'ramaticall& (n'erscoring the 'iffic(lt& to

attract, motivate an' retain the best emplo&ees in an organisation. $o

anal&se the reasons, %e first nee' to (n'erstan' %hat $!L/N$0 means.

People have 'ifferent vie%s an' 'efinitions. !ccor'ing to Leigh Branham, vice

presi'ent, cons(lting service at Right 1anagement ons(ltants an' a(thor of

the boo3, 4eeping People -ho 4eep #o( in B(siness0, a talent is not rarean' precio(s. /ver&one has talent 5 too man& to possibl& name all. $alent is

behavior6 things %e 'o more easil& than the ne+t person. -e spea3 of

nat(ral born talent0 b(t those %ith a gift, 3nac3, abilit& or flair for something

can refine an' 'evelop that talent thro(gh e+perience. $alent, ho%ever,

cannot be ta(ght. !s someone once sai', &o( can teach a t(r3e& to climb a

tree, b(t it is easier to hire a s)(irrel0.

7ice Presi'ent, "R of 8eagram, 1r. opi Nambiar, sa&s talent can be best

'escribe' as a combination of abilities an' attit('es. $he real tric3 is to

match the right motivate' talents to the right role, in'ivi'(all& an'

collectivel&, harnessing an' harmonizing this cr(cial attrib(te to achieve theobjectives of &o(r compan&.

$o'a&, companies have become fiercel& competitive %hen it comes to

attracting an' retaining talent. !ccor'ing to Branham, 9: per cent of the

senior e+ec(tives a'mit that emplo&ee retention is a major concern to'a&,

the obvio(s reason being the increasing rate of t(rnover*. $his '&namicall&

changing an' volatile 'eman';s(ppl& e)(ation %ith s(ch erratic attrition

tren's an' c(t throat competition has le' organisations to foc(s on

mechanisms pertaining to attracting an' retaining talent. It is an accepte'

tr(th that t(rnover %ill happen an' companies nee' to 'evice a strateg& to

c(rb (nprece'ente' t(rnover from affecting organisational s(ccess.

!s the


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Talent management is a key business process and like any business process takes

inputs and generates output!


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The process of talent management


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TALENT

MANAGEMENT

Visionission!trategy

Strtre

"oles

Com#etenies re$ired

%Seleting and de&elo#ing'

INPUT

Kno"ledge

Tapping the full potential

Brea#through Performance()T*)T


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competencies become redundant with time and new competencies need to be

developed! Thus% over time% the entire approach to development of people might be

rendered obsolete calling for rethinking the entire development initiative!

Talent management on the other hand focuses on enhancing the potential of people by

developing capacities! &apacities are the basic '() of an organization and also of

individual potential! *n fact% the following appropriately describes the role of talent

management:

D N '

Point of Departure Na$igation Point of 'rri$al

Translating organizational vision

into goals and mapping the

re+uired level of capacities and

competencies to achieve goals

)ligning individual values

and vision with

organizational values and

vision

&lear understanding of the

varied roles within theorganization and appreciation

of the value$addition from self

and others leading to building

a culture of trust% sharing and

team orientation

)ssessment of talent to profile the

level of capacities and set of

competencies possessed within

the organization

,nhancing capacities to

learn% think relate and

act through development

initiatives

*ndividual growth to meet and

accept varied% incremental

and transformational roles in

an overall scenario of

acknowledged need for

change

-ap analysis and identification of

development path

"elping individuals

realize their full

potential through

learning and

development

'eveloped individuals

enabling breakthrough

performance

The focus of talent management

)t the heart of talent management is developing the following intrinsic human

capacities:

() Capacity to learn *measured as learning +uotient ,-.


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To

NT to attrat and retain the em#lo-ee.ti&eness and

ien-. ,t an also be long rn.earn

To

Thin

k

,nhancing an individual.s capacity to learn improves the person.s awareness! *t adds

to the person.s +uest to know more and delve into newer areas! This capacity is

developed by holistic education that teaches how to learn% an enabling environment

and good mentoring! &apacity to learn comprises of the following:

*ntrospection is the individual.s willingness to look back and learn ability tolearn from mistakes and identifying areas of improvement!

#eflection and contemplation is the individual.s ability to observe his own

thoughts% actions and emotions/feelings and using the awareness to improvefurther and perform better!

-etting into the flow is the individual.s ability to get into a new experienceand flow with the experience! *t is the person.s child$like ability to derive 0oyout of learning!

/) Capacity to thin# *measured as conceptual +uotient C-.

)n individual.s +uest to know more leads his mind to create images! ,nhancing an

individual.s capacity to think helps the person not only take learning to a higher level

of intellect but also improves creativity! &apacity to think comprises of the following:

)nalysis is about asking the right +uestions and breaking complex things intosimpler elements!

&reativity is about generating new thoughts and breaking the existing patternsof thought!

1udgment re+uires both! This is what helps an individual take +ualitydecisions!

*ntrospection#eflection 2

contemplation

3low

)nalysis&reativity1udgment


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To

#ela

te

To

)

ct

0) Capacity to relate *measured as relationship +uotient R-.

*t is important for an individual to be able to relate to his learning and thoughts! This

leads the person to be able to relate to other individuals and the environment around

him! The outcome is indeed a sense of belongingness and an environment of trust at

the organizational level and team spirit at the individual level! &apacity to relate

comprises of the following:

istening is the individual.s ability to listen with warmth and respect! )ctivelistening is free of biases% evaluation and pre$conceived notions!

,mpathizing is the ability to put self in someone else.s shoes and getting out ofone.s own shoes!

Trust re+uires a combination of both empathizing and listening! *t is aboutauthenticity% openness and genuineness!

1) Capacity to act *measured as action +uotient '-.

)ction is how the above three capacities of an individual are manifested! *t is the

individual.s ability to enact his intentions! 3ollowing are components of capacity to

act:

4rganizing refers to the individual.s ability to organize his time and resourcesso as to enable him to convert intentions into reality!

*mplementing means delegating% attention to detail% and focus on the rightprocess!

Perform under pressure means the ability to work under pressure and timeconstraints and handle multiple tasks without negative stress!

,mpathizingisteningTrust

4rganizing*mplementing5orkunder

pressure


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Thus the domain of talent management focuses not only on development of

individual.s intrinsic capacities% but also on culture building and change management

to provide the other elements listed above for manifestation of talent into

performance!

The service and consulting areas of talent management that thus emerge are:

Talent appreciation

Potential enhancement

)c+uisition of talent

Knowledge management

-row Talent offers services in all the above areas! -row Talent.s offerings are based

on the models discussed above and follow a uni+ue methodology!

Talent appreciation *T'PT.

T)PT6 services from -row Talent are focused on assessing the way individuals learn%

think% relate to others% and act! Tap is used to evaluate the capacities% competencies

and values of individuals for assessment of potential for career development and

succession planning!

This is intricately linked to helping organizations map their capacity and competency

re+uirements and then assessing talent to draw up individual development plans! The

talent profiling thus done for organizations helps them identify critical competencies

to be developed and capacities to be enhanced in order to meet future business

re+uirements and achieve plans!

Potential enhancement *P6PT.

The focus of P,PT6is to create learning experiences and solutions for individuals that

will help convert their talent into competence! *t also involves designing learning

events and processes that enhance the potential of individuals!

Two intrinsic components of -row Talent P,PT6

are:

&apacity building modules $ which focus on enhancing the four capacities ofindividuals


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&ompetence building modules 7 which focus on specific areas like consultingskills% problem solving% service +uality% strategic selling% process designing%interviewing skills% etc!

'c+uisition of talent *'CTT.

-row Talent.s approach to helping organizations ac+uire talent is based on the

following:

"elping organizations define roles for specific leadership positions based on8preferred futures8 and strategy

*dentifying the competencies re+uired for each of these 0obs

'etermining the levels of fundamental capacities of learning% thinking% relatingand acting needed to ac+uire these competencies

'efining the values which are needed to display the desired behaviors

*dentifying individuals who would fit into these positions

,nable organizations and individuals to establish mutually acceptable contracts

for employment and lay the foundation of win$win relationships

Kno"ledge anagement

)s said earlier% the domain of talent management includes culture$building and change

management! Knowledge management services from -row Talent are aimed at

leveraging knowledge for performance by creating an environment for sharing by

building trust! The focus of knowledge management is to connect people and

technology to capture and harness the tacit knowledge of the organization! By making

trust the bandwidth of communication% knowledge management enhances sharing and

thereby creates an appropriate environment for talent to translate into performance!

5ith its comprehensive spectrum of services for talent management and uni+ue

methodology% -row Talent is strongly positioned to help organizations gain a

competitive and sustained talent advantage!


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,IT6R'TUR6 R6VI689

) detailed survey of the concerned literature has been carried out based on various

0ournals% reviews concerned magazines and internet and presented below:

)ny 4rganization needs to have a vision and a well defined strategy on hiring for thefuture! 5e should have the right talent to attract and retain the best available talent

for which a number of measures for talent management are re+uired!

9K)#T"*K,)(%; $ol/0 issue 1

3ocusing on the challenge of attracting and retaining talent faced by *ndian "#

mangers% the article outlines initiative that can be put in place to help organization

retain nurture and retain the talent@@@@


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;OURN',!

K'RT&IK6?'N ; *ay /@@A.> Talent management strategies> N&RD ournal>

&ydera:ad> p/0/

4rganization need to have a vision and a well defined strategy on hiring for the future!

'o we have the right talent within to attract and retain the best available talentA )

number of measures for talent management are Suggested@@@!!

P'NDIT ? V , *ay /@@A.> Talent retention strategies in a competiti$e

en$ironment> N&RD ournal> &ydera:ad> p/A/E

3ocusing on the challenge of attracting and retaining talent faced by *ndian "#

mangers% the article outlines initiative that can be put in place to help organization

retain nurture and retain the talent@@@@


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PROB,6 ID6NTIFIC'TIONI$ $!4/8 $alent to spot $alent ! tone 'eaf %ill never be able to appreciate

the m(sic of maestros. Onl& a seasone' je%eler %o(l' 3no% that all that

glitters is not real !n', onl& those %ho can recognize the %orth of a 'iamon'

can val(e it, for others itCs j(st a stone $alent is 'oing easil& %hat others fin'

'iffic(lt.

In an organization, there is nothing more cr(cial than fitting the right

emplo&ee in the right position. Or else &o( %o(l' be tr&ing to fit a s)(are peg

in a ro(n' hole. -hen people 'o jobs that j(st 'onCt s(it their li3ing,

inclination or temperament, the res(lts, or rather the lac3 of them %ill be

'isastro(sl& obvio(s. Lo% pro'(ctivit&, 'issatisfaction, lo% morale,

absenteeism an' other negative behavior %ill become t&pical till the

emplo&ee is sho%n the 'oor. Or perhaps, there is another option ; $alent

1anagement

A

conscious, deliberate approach undertaken to attract,develop and retain people with the aptitude and abilities

to meet current and future organizational need

Organization nee' to have a vision an' a %ell 'efine' strateg& on hiring for

the f(t(re.

In'ia has become the o(tso(rcing capital of the %orl' an' this has create' its

o%n set of "R challenges. In'ia*s biggest problem is that )(alifie' gra'(ates

are becoming scarce.


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R6!6'RC& 6T&ODO,O7?PRI'R? D'T'For the p(rpose of collection of primar& 'ata t%o %eb a'ministere'

)(estionnaire %ere prepare'. One )(estionnaire %as ma'e for "R

professionals or the people involve %ith the talent management in the

organization an' other one %as for the emplo&ees of the organizations.

QUESTIONNAIRE: HR Professional

L,N/0

http://www.eSurveysPro.com/Survey.asp!id"#$e#bb%&'faf&'#(#c'bdb)'b*c$d))+ef*

$he researcher foc(se' on a comprehensive set of %or3place practices that

infl(ence emplo&ee motivation, commitment an' %illingness an' 'esire to

achieve at %or3. $he researcher i'entifie' these practices an' a 'eep

(n'erstan'ing of t&pical organizational programs to ens(re that the)(estionnaire covere' the broa'est spectr(m of tangible an' intangible

aspects of the %or3 environment. !s a res(lt, the )(estionnaire incl('e'

items abo(t the f(ll range of re%ar's practices, lea'ership an' management

effectiveness, comm(nication, c(lt(re an' attrib(tes relate' to these

tangible an' intangible aspects. Respon'ents came from a range of

in'(stries, incl('ing telecomm(nications an' technolog&, financial services,

e'(cation, health care, energ&, retail, transportation, cons(mer pro'(cts an'

man(fact(ring.

Sam#le Si1e0 23

QUESTIONNAIRE: EMPLOYEES

L,N/0

http://www.eSurveysPro.com/Survey.asp!id"&)+$dd(&'#e$'#-%f'

b*b)'#acdd#db((

$he prime foc(s of this )(estionnaire %as to compare %ith the responses

obtaine' b& above )(estionnaire. $he talent management initiative is ta3en

b& the "R professionals b(t the implication of this initiative is on the

emplo&ees. B& this )(estionnaire, the researcher trie' to fin' o(t the

effectiveness of s(ch talent management initiative as %ell as the satisfactionlevel of the emplo&ees.

Sam#le Si1e0 45

$hese )(estionnaire lin3s %ere maile' to the respective respon'ent an' 'ata

%as collecte' thro(gh the %ebsite. $he researcher create' an acco(nt %ith


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the hosting %ebsite www.surveyspro.comfor (ploa'ing as %ell as assessing the

response 'atabase.
http://www.surveyspro.com/http://www.surveyspro.com/


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!6COND'R? D'T' Do(rnals an' Research Paper Ne%sletters "R %ebsites

!T'TI!TIC', TOO,!9 Pie charts Bar graphs !verages orrelation

!'P,IN7 T6C&NI-U6!9D('gmental 8ampling


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'N',?!I!9

&R PROF6!!ION',

-hat are the areas &o(r organization nee's to improve in terms of talent

management initiativesA

!ligning emplo&ees %ith the mission an' vision of &o(r

organization

65.789

!ssessing can'i'ates s3ills earlier in the hiring process 35.559

reating a c(lt(re that ma3es emplo&ees %ant to sta& %ith the

organization

65.789

reating a c(lt(re that ma3es in'ivi'(als %ant to join the

organization

65.789

reating a c(lt(re that val(es emplo&ees %or3 65.789

reating an environment %here emplo&ees are e+cite' to come to

%or3 each 'a&

35.559

reating an environment %here emplo&ees i'eas are listene' to

an' val(e'

35.559

reating policies that enco(rage career gro%th an' 'evelopment

opport(nities

:4.:69

I'entif&ing gaps in c(rrent emplo&ees an' can'i'ate competenc&

levels

37.579


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-hat are the areas &o(r organization nee's to improve in terms of

talent management initiativesA

65.789

In your organi1ation $ho is primarily responsi2le for 33 4tic5 one per statement6

No one Department

head(excludes

employee

supervisor)

Hr staff Internal

coach(exclude

s employee

supervisor)

Mentor

(excludes

employee

supervisor

)

Outside

consultant

others

Recruiting in!ivi!uals 0% (0) 6% (!") 6% (!") "% (!) "% (!) "% (!) "% (!)

*urther !eveloping

employees

"% (!) #"% (!$) !% () !% () !&% (") "% (!) !% ()

Retaining employees"% (!) 6% (!") #0% (!!) '% ($) "% (!) '% ($) '% ($)

hich roadly defined *o description are the most critical in terms of attractin+

and retainin+ employees,

! (very

critical)

$ " # (not critical)

0%(0) 0%(0) 0%(0) 0%(0) 0%(0)

sales ##% (!0) % (6) #% (!) #% (!) 0% (0)

mar5eting $% (#) ""% (&) $$% (") #% (!) 0% (0)

Business !evelopment #0% (!0) #% () $0% (") 0% (0) 0% (0)

finance !#% () $#% (#) "#% (') !#% () 0% (0)

*iel! operations #% (!) $!% (") 6% () $6% (#) !0% ($)

Research an!!evelopment $% (#) &% (&) $&% (6) "% (!) "% (!)

innovation $#% (#) "0% (&) $#% (#) !0% ($) 0% (0)

Business unit lea!ership $#% (#) #% () 0% (6) !0% ($) 0% (0)

,enior management &% (&) &% (&) !'% (") "% (!) 0% (0)

Programme management !'% (") $% (#) "% (!0) '% ($) 0% (0)


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e8cite! to come to $or5 each !ay ()

Creating an environment $here employees i!eas

are listene! to an! value!

'% ($) "% (!) "$%

(')

"$% (')

Creating policies that encourage career gro$th an!

!evelopment opportunities

#% (!) #% (!) "%

(')

"$% (&)

I!entifying gaps in current employees an! can!i!ate

competency levels

"% (!) !'% (") $&%

(6)

"% (!0)

I!entifying vacancies that $ill 2e create! as the

company a!vances an! e8pan!s

'% ($) !"% () #%

(!$)

!'% (")

Re$ar!ing top performing employees '% ($) 0% (0) "$%(')

"% (!0)

In the next three years ho. effective .ill the follo.in+ elements of compensation e in

terms of attractin+ and retainin+ top performers,

!(most effective) $ " #(least effective)

Base pay #% % 0% '% 0%

"ealth care 2enefits !'% "$% $% !"% 0%

Retiremente!ucation 2enefits % % !'% !"% 0%

,hare optionse9uityparticipation

% !"% $&% !"% '%

Chil! care costsarrangement $#% !0% #% 0% 0%

+o2 security #$% !'% $% 0% "%

E=lding finanial om#ensation whih of the following do -o belie&e

are effeti&e means of rewarding moti&ating and retaining talent


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J.JJG 2J.JJG IJ.JJG KJ.JJG J.JJG

Provi'ingtraining

-or3ing%ithemplo&ees to

Provi'ingmentoringan' fast

Provi'ingacollaborative

Provi'ingthe opport(nit&to

F(n'inge'(cational nee's

/nco(ragingris3 ta3ingan'

1aintainingthe rep(tationof

Provi'inginternational

8eriesE

How aratel- do the following statements desribe ations taken> or

soon to be taken b- -or organi1ation

sales

mar3eting

B(siness 'evelopment


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6P,O?66How long ha&e -o been working for the om#an- and what wold -o like to know more

abot an' the& give them top priorit& in their organization =KG>.$he&

also have e+cl(sive staff member for managing talent initiatives =KG>

In most of the companies the talent is i'entifie' b& competencies

=2G> an' the "R professional vie% to increase career gro%th

opport(nit&.

"R staffs as %ell as the 'epartment hea's are responsible for

recr(iting in'ivi'(als =KG>

Retaining the c(rrent talent is top priorit& for the organization=G>

8ales an' b(siness 'evelopment are the t%o areas %here retaining

talent is most 'iffic(lt

lass room %or3shop, mentoring an' coaching are (s(all& (se' b& the

organization to carr& o(t talent 'evelopment activities.

1ore than KJG of the respon'ent vie% organizational c(lt(re as a main

'riving force for the ne% talent an' for the e+isting talent. /ven

re%ar'ing pla&s a important role =G>

Base pa& =:9G> an' Dob sec(rit& =:2G> are the t%o main areas for

retaining talent in coming &ears. Other than this, training pla&s an

important role in motivating the emplo&ee.

Organizations are (sing certification for improving the training

programs.

In more than HJG of the organizations b('get for recr(iting 'eveloping

an' retaining emplo&ees is going to increase over the ne+t three

&ears


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6P,O?66!

1ost the emplo&ees have a clear 3no%le'ge abo(t the compan&*s

vision, mission an' objectives. !n' the& 3no% ho% to achieve these

objectives =9KG>

$he& are clear abo(t their role an' responsibilit& =:G> an' the& 3no%

abo(t other staff members also.

1ost of the respon'ent are satisfie' b& job 'escription, salar& revie%,

health care benefits etc.

Base pa& =KJG> an' Dob sec(rit& =G> are in top priorit& for the

emplo&ees in coming &ears.

!part from financial benefits, emplo&ee emphasis more on career

gro%th, %or3 c(lt(re an' international opport(nities.

HEG of the emplo&ees %ant more training in their specifie' job.

$he emplo&ees have a mi+ response on benefits li3e 1e'ical ins(rance

pac3age, ompan& savings plan, Retirement plan, "oli'a& /ntitlement,

Dob mar3et etc.

KG of the emplo&ees are satisfie' %ith the companys personnel policies $here

as ? are neither satisfie! nor !issatisfie!

Overall ?> employee are e8tremely satisfie! $here as A> are 7ust satisfie! $ith their

organi1ationE


36/40

R6CO6ND'TION!

Organizations m(st have meaningf(l 'escriptions of the capabilities

=s3ills, behaviors, abilities an' 3no%le'ge> re)(ire' thro(gho(t the

organization.

Organizations m(st be able to relate those s3ills an' capabilities to a

role or a center of 'eman', s(ch as a job position, project or lea'ership

role. $alent management processes m(st create a comprehensive profile of

their talent. $he& m(st be able to trac3 meaningf(l talent relate'

information abo(t all of their people ; emplo&ees, contractors, or

can'i'ates.

$he %or3ing c(lt(re of the organization sho(l' be improve' an'

maintaine' to retain talent in long r(n.

1ore certifie' training sho(l' be given to the emplo&ee to boost their

effectiveness an' efficienc&. It sho(l' be (se' as a tool of motivation.

$he organization sho(l' i'entif& the cr(cial talent initiative to attract

an' retain the emplo&ee. $he& sho(l' 3no% %hich talent management

elements can have the greatest impact on the b(siness an' therefore

provi'e a better basis for prioritization an' implementation.

$o create a sophisticate' talent management environment,

organizations m(st


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Prepare the %or3force for changes associate' %ith the ne%

environment

CONC,U!ION

!s organizations contin(e to p(rs(e high performance an' improve' res(lts

thro(gh $1 practices, the& are ta3ing a holistic approach to talent

management@from attracting an' selecting %isel&, to retaining an'

'eveloping lea'ers, to placing emplo&ees in positions of greatest impact. $he

man'ate is clear for organizations to s(ccee' in to'a&*s rapi'l& changing

an' increasingl& competitive mar3etplace, intense foc(s m(st be applie' to

aligning h(man capital %ith corporate strateg& an' objectives. It starts %ith

recr(iting an' retaining talente' people an' contin(es b& s(staining the

3no%le'ge an' competencies across the entire %or3force. -ith rapi'l&

changing s3ill sets an' job re)(irements, this becomes an increasingl&'iffic(lt challenge for organizations. 1eeting this organizational s(ppl& an'

'eman' re)(ires the right $alent


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'NN63UR6

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E. 8i+ -a&s to 1ine $een $alent,Q !n'rea . Poe, 8ociet& for "(man Reso(rce

1anagement, 1arch 2JJE

2. -inning the Best an' Brightest Increasing the !ttraction of P(blic 8ervice,Q

arol het3ovich, $he Price%aterho(seoopers /n'o%ment for $he B(siness

of overnment, D(l& 2JJE.

. !ttracting an' 4eeping $he Best an' the Brightest 8(rve& Res(lts From

o(ncil for /+cellence in overnment Principals on "o% to et,


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21436594 Talent Management Project Report