A Project report on“Creating a Competitive Advantage through

TalentManagement”

In

Beekaylon Synthetics Pvt. Ltd.

A Project Report submitted in partial fulfillment of the requirements for the degree of

Business of Business Administration

By

Krunal DesaiT.Y.BBA,SEM-VI

SSRCollege of Acs,

Sayli road, Silvassa,Silvassa-396230.

Project Guide: Ms. Aadity Sharma

ToPune University-Pune-411007

Year-2011-12

ACKNOWLEDGEMENT

Words put on paper are mere ink marks, but when they have a

purpose there exist a thought behind them. I too have a purpose to

express my gratitude towards those individuals without whose

guidance the project would not have been possible.

I would like to express my thanks to Mr. Mahesh Lakhwani

(DIRECTOR), Beekaylon Synthetics Pvt. Ltd. Who has kindly

permitted me to undertake the project in the organization.

It was a pleasure to be associated with Beekaylon Synthetics

Pvt. Ltd The experience that I have garnered has had a profound

impact on my career choices and has helped me realize what is

requisite for success in the corporate world. I carry high regards for

the complete team of Beekaylon Synthetics Pvt. Ltd

I also take this opportunity to express a great sense of

gratitude towards our Director, Dr. Vijay Raibagkar and internal

project guide Mrs. Aadity Sharma for providing me vital inputs to co-

relate the present project work and hence provide a sound base to the

report structure. A special word of thanks also goes to all the teaching

and non teaching staff of my institute and my Friends.

Date: Krunal Desai

DECLARATION

I hereby declare that this Project Report titled creating a Competitive

Advantage through Talent Management submitted by me is based on

actual work carried out by me under the guidance and supervision of

Ms. Aadity Sharma. Any reference to work done by any other

person or institution or any material obtained from other sources

have been duly cited and referenced. It is further to state that this

work is not submitted any where else for any examination.

SSR college of Signature of Student Acs. Sayli Road,Silvassa.Silvassa-396230. Krunal Desai

Date:

Index

S r. no Chapter name 1 Introduction

1.1 introduction of study1.2 objectives of the study1.3 scope of the study1.4limiations of the the study 1.5research methodology1.6 data collection

2 Profile of the organization2.1 background and history of the organization2.2products offered by the organization2.3 interdepartmental relationships

3 Conceptual background3.1creating a competitive advantage through talent management3.2 Company retention policy

4 Data analysis & interpretation

5 Findings5.1 findings & conclusions

6 Recommendations

7 Annexure

8 bibliography

1.1 Introduction of the study

Talent Management

Chapter 1: Introduction

Talent management implies recognizing a person's inherent

skills, traits, personality and offering him a matching job. Every

person has a unique talent that suits a particular job profile and any

other position will cause discomfort. It is the job of the Management,

particularly the HR Department, to place candidates with prudence

and caution. A wrong fit will result in further hiring, re-training and

other wasteful activities. Talent Management is beneficial to both the

organization and the employees. The organization benefits from:

Increased productivity and capability; a better linkage between

individuals' efforts and business goals; commitment of valued

employees; reduced turnover; increased bench strength and a better fit

between people's jobs and skills. Employees benefit from: Higher

motivation and commitment; career development; increased

knowledge about and contribution to company goals; sustained

motivation and job satisfaction.

In these days of highly competitive world, where change is the

only constant factor, it is important for an organization to develop the

most important resource of all - the Human Resource. In this globalize

world, it is only the Human Resource that can provide an organization

the competitive edge because under the new trade agreements,

technology can be easily transferred from one country to another and

there is no dearth for sources of cheap finance. But it is the talented

workforce that is very hard to find.

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.

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

identify the future leadership of the organization, increased

productivity, culture of excellence and much more.

1.2 Objectives of Study:-

In the current scenario of cutthroat competition, every company

has to survive to satisfy its customers by providing them quality

products and services. The Project at Company was undertaken with

a view to study certain fundamental as well as the commercial and

operational aspects of the company. The training involved the study

of the following:

To understand the entire procedure of Talent management

To understand the need of Talent Management

To study the accuracy and quality of work of employees by

Talent management procedure.

To suggest possible improvement in Talent Management

process.

.

1.3 Scope of Study:-

In the recent days, the HR Department of any organization is

vested with the responsibility of managing the Talent in addition to its

conventional function of providing good human capital to an organization. In

order to perform this function, they use the following methods viz.

Identifying the talent which is required

Right selection of the talent

Implementing competitive compensation plan

Training and Continual Development of competencies

Aligning the acquired talent

Retaining the talent

The scope of Talent Management is quite wide and adopts an

integrative approach to the functions mentioned above. The

purpose is to have a synergistic effect between the various

activities so as to ensure a maxi-maxi effect.

1.4 Limitations of Study:-

1) All the functions are only related with the personnel department.

2) Limitation about the working hour of the worker in the factory.

3) Limitation about the time and absenteeism.

4) Company not allowing disclosing confidential information

Time factor was the major limitation of this survey. Because

during survey any activity of organization which is directly or

indirectly related to the production process should not disturb due to

survey

1.5 Research Methodology:-

Methodology means a particular set of methods used for

collecting the information pertaining to the objectives of the project.

Research methodology is a way to systematically solve research

problem. It may be understood as a science of studying how research

problem. The study of research methodology gives us the necessary

training in gathering materials, arranging them, participating in field

when required and training in technique for the collection of data

appropriate for a particular problem. The research methodology is the

most practical way of obtaining and analyzing data and it plays an

important role in project work

RESEARCH TYPE: This project is based on a descriptive type of research, which

includes structured interviews, and fact finding inquiries of different

kinds. The major purpose of descriptive research is description of the

state of affairs, as it exists at present.

RESEARCH DESIGN- DESCRIPTIVE RESEARCH DESIGN: A research design is a specification of methods and procedure

for acquiring the information. A research design is a master plan or

model for the conduct of formal investigation. Research design is

purely and simply the frame work or place for a study that guides

data. It is a blue print that is followed in completing a study.

1.6 Data collection:-

1) Primary Data Collection Method.

Primary data are those that are obtain by the user for

fulfillment their purpose. I have taken Primary Data through

personal visit of HR head, and HR executive, of Company

Ltd. At all levels and observation methods to get more reliable

information. I also collected primary data by filled, ‘Yes’ or

‘No’ format questionnaire by the employee of Company, The

prime focus of this questionnaire was to compare with

the responses obtained from HR professionals. The talent

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

of such talent management initiative as well as the satisfaction

level of the employees.

2) Secondary Data Collection Method.

The Secondary Data is that which is already collected and

stored or we can say already saved or ready data by others. I

got secondary data from their journals, records, specimen of

appraisal form etc. And from newspapers magazines, articles,

internet etc I got basic information of Talent Management

2.1 Background and History of the Organization

Company Profile: Beekaylon Synthetics Pvt. Ltd. is a well reputed company

engaged in the manufacturing, importing and supplying of Polyester

Chapter 2: Profile of the Organization.

Yarns like Dyed Polyester Yarn, Textured Polyester Yarn and Dope

Dyed Black Polyester Yarn. The company has been successfully

catering to the needs of the clients since past 3 decades. Moreover, its

ethical business practice and transparent dealings have helped the

company marks its name in the international market.

The company has a vast experience in this field and that has helped it

in having better understanding of the client’s requirements. Thus, the

company makes sure that the products are in match with the client’s

requirements and needs. With such dedicated efforts, the company has

secured cordial relations with all its valuable clients.

History:

Incepted in 1981, Beekaylon Synthetics Pvt. Ltd. is amongst the

well reputed Manufacturers, Importers and Suppliers of Dyed

Polyester Yarn, Textured Polyester Yarn and Dope Dyed Black

Polyester Yarn. The company has been working successfully under

the leadership of its C.E.O, Mr. Rahul Khemani. With his valuable

guidance, the company has grown manifolds. It is situated in Mumbai,

Maharashtra.

Vision and Mission

Vision:

following ethical and fair business practices

Maintaining respect of all human beings.

Mission:

Achieve growth at higher rate

Aim at zero defect products

Expand distribution network in neighboring

Countries

Impart training, motivation and respect to all employees

Infrastructure:

We have a highly sophisticated manufacturing unit. Our infrastructure

is well to equipped with technologically advanced machinery and

equipment, owing which we are able to do smooth and flawless

production of the Polyester Yarn.

Team:

A competent team is an indispensable part of any organization. We

are backed by such a team that consists of well qualified, experienced

and dedicated professionals who are experts in their respective fields.

The team works in full coordination to assure timely delivery of the

products.

2.2 Products offered by Organization:

Dyed Polyester Yarn

We are engaged in the manufacturing, importing and

supplying of Dyed Polyester Yarn. The Dyed Polyester Yarn is of

optimum quality and therefore helps in the fabrication of high quality

fabric. Available in different colors, the Dyed Polyester Yarn can be

availed at competitive prices from us

Specifications 110 BRT catonic 30 NIM dyed 30 txt/1000 TPM 80 warp 80 NIM 80 ROTO 80 ROTO/twist 150 NIM

150 ROTO 150 warp 155 txt/350 TPM 155 txt/500 TPM  155 brt/350 TPM 320 NIM 320 ROTO 320 txt/125 TPM

Textured Polyester yarn

We bring forth optimum Textured Polyester Yarn for our clients.

The Textured Polyester Yarn is very soft and manufactured while

maintaining high quality standards. Our Textured Polyester Yarn has

been highly appreciated by the clients and there has been a consistent

demand for them in the market. 

Specifications

75 NIM 75 ROTO 80/72 cotluk 80/2/72 cotluk roto 80/2/72 cotluk lim 80/108 micro ROTO 145 NIM

155 ROTO 155/108 Lim 155/2/108 Lim 155/2/48 Lim S&Z 320 NIM 310 Micro Lim

Dope dyed black Polyester Yarn

Catering to the needs of the clients, we bring forth Dope Dyed Black

Polyester Yarn. Our Dope Dyed Black Polyester Yarn has a soft

texture and it will lead to the fabrication of optimum quality fabric.

We provide the Dope Dyed Black Polyester Yarn at market leading

prices for our clients. 

Specifications

2.3 Interdepartmental Relationship:-

30 NIM 30 txt/1000 TPM 80 NIM 80 Roto 155 NIM

155 Roto 155 txt/300 TPM 155 txt/350 TPM 155 txt/500 TPM 320 txt/200 TPM

There are many departments in Beekaylon synthetics pvt. Ltd. and all

these are departments work in coordination with each other, working

together to achieve the end objective of the organization. In

Beekaylon synthetics Pvt. Ltd., Purchase department’s function is to

arrange the supply of materials by the organization froe right source,

at right price, in right quantity, with desired quality and at right time.

Then the purchased materials stored at store department in systematic

way using codification and classification techniques. Then the

materials requisitions are arranged in store department which in turns

send to production department on regular basis.

The Quality control department measures and controls the quality of

the product. Account and costing department arranges for funds and

make the payment to the suppliers of the materials, wages, salaries

and other expenses. The costing department arrives at the unit cost of

the production and takes step in reducing the cost in all areas of the

production. Human Resource department also plays an important

role in maintaining the good employee relation. There are many sub-

department which plays important role in achieving organization’s

objectives

3.1 Creating a Competitive Advantage Through Talent Management:-

Chapter 3: Conceptual Background

The employee base can provide a substantial and renewable

resource for corporate success and a competitive advantage when

well-managed. Leaders spend a great deal of time considering how to

improve organizational output by leveraging the assets they manage.

An underappreciated variable lies in a company’s human assets,

which have been empirically linked with improved financial,

customer and operational outcomes. The clear message is the

employee base can provide a substantial and renewable resource for

corporate success and a competitive advantage when well-managed.

Leadership and organization development processes often focus on

one aspect of highly performing companies, such as quality

leadership, talent management or an engaged workforce. However,

excellence in any one or two of these components is not sufficient to

ensure long-term success. Added value is gained by integrating all

three components together in a synergistic effort. The integration of

efforts has received attention from leading management thinkers. For

example, David Ulrich, Jack Zenger and Norman Smallwood� assert

that successful leaders focus simultaneously on strategic direction,

leadership, garnering employee commitment, creating organizational

capability and balancing the outcomes of each competency. Similarly,

maximizing work force impact on organizational outcomes over time

lies in understanding and proactively managing three elements of an

organization’s talent: leadership, staff capabilities and employee

engagement. Quality stewardship of these creates a powerful and

measurable drive for organizational performance.

Workforce Capability: The Foundation of Success

Workforce capability refers to an organization’s ability to accomplish

objectives through its employees. Comprised of the aggregated talent

base, the capacity necessary to carry out the mission and achieve the

vision, and the appropriate deployment of staff, this capability is

defined as:

Employee knowledge, skills and abilities as evidenced by education,

years of relevant experience, certifications, specialized skills,

functions performed and tenure in current position. It also can include

measures of “ability to contribute,” such as performance evaluations

and competency model assessments.

The number and levels of people with various skill sets in the

workforce and their projected turnover, recruitment and retention.

“Restocking” consideration also is given here, including recruitment

goals, development needs and plans, and retirement projections that

typically fall into talent management planning.

Immediate and projected availability of given talent pools at stated

capacity levels in a time frame required to achieve business goals and

strategies.

This is the “right number, right skills, right time” conversation that

line managers concern themselves with when new or evolving staffing

needs emerge Effective measurement requires a focus on

understanding, predicting and tracking organizational readiness to

accomplish critical strategic objectives. It starts with understanding

organizational strategy related to product mix and timing decisions,

and then assessing the attendant talent demographics and needs.

Measurement includes an assessment of critical skill turnover and net

hiring, education and experience blend by job family, product line or

facility. Further, an assessment of the relationship between critical

employee performance and unit outcomes — employee success ratio

— helps identify who to place on given efforts or product lines.

Engagement: Making Employees Owners 

The element in the model refers to the extent to which employees are

fully occupied and focused on their work and the company’s mission.

There is compelling evidence — including a 2006 global employee

engagement study by ISR — that employee engagement is linked to

organizational outcomes, including productivity, profitability,

retention, customer satisfaction, operating margin, net profit margin,

operating income, net income and earnings per share. Organizations

with employees who understand and believe in the company’s

mission, customer proposition, values and standards enjoy greater

success on a range of business outcomes. Various models and

formulations exist, with survey questions asking whether an employee

would refer a friend to the company, if one is considering leaving the

company, etc. Models also have been developed to measure

employees’ engagement in the company’s business and outcomes.

Three aspects of employee engagement emerge from these models:

Personal connection, enthusiasm and pride with the mission and

values of the organization.

The opportunity to use one’s skills, learn and develop professionally.

Commitment to excellence in work effort and product.

In the form of an employee survey, data is collected and analyzed to

identify both strengths and opportunities for improvement. Whether

one chooses to use an existing in-house survey or one specially

tailored for this purpose, a key element of engagement measurement

is recurring administration, both as a pre- and post-test of an

intervention and as an ongoing scorecard for management tracking

and attention.

It is best to survey a random sampling of employees across the

enterprise on a regular basis so that every employee is polled once per

year. These will keep the dashboard data fresh in leaders’ and

managers’ minds

Performance 

The objective of the model is improved organizational

performance. It is important to note that meta-measures such

as stock price, profitability and other primarily financial

measures are indictors of overall outcomes, and the

influences driving them encompass much more than just the

workforce. To establish workforce impact, one must measure

the extent to which organizational performance is specifically driven

by employees.

For this reason, using performance measures directly linked to each of

the three model components is crucial to demonstrate the impacts of

any interventions on them. This is most easily achieved at the

business-unit level, where the cause and effect and/or correlation

relationships with specified efforts happen. The direct influence of the

workforce on performance outcomes is more clearly articulated in

strategy-targeted metrics, rather than global performance metrics that

are impacted by other factors such as stock-market trends.

Measurement: Linking the Pieces

linking leadership performance to workforce capability and employee

ownership via clearly communicated measurement connects the

workforce factors that affect the bottom line. This improves

performance by not only ensuring the proper mix of necessary

workforce requirements, but by improving accountability. Efficiency

is gained by directing the focus of efforts to aspects of the model that

contribute to enhanced organizational success. Results, reported via an

integrated dashboard, provide a basis to focus on activities that

indicate a need to either change course or rebalance priorities.

The Power of Three 

Each of the three aforementioned components of the model is

linked to quality of organizational outcomes. The competitive

advantage is gained by integrating the management of all

three together. Putting this into practice requires not only the

multidimensional focus on leaders, capabilities and

engagement, but also an attention to the specific impact of the

combination of the three, measured and evaluated through clearly

reported analysis to identify organizational strengths,

weaknesses and resulting action plans. While companies seek

improvement and market leadership through a variety of

avenues, only a handful have achieved greatness by

leveraging human assets. However, by integrating, measuring

and focusing efforts on leadership, workforce capability and

employee engagement simultaneously, the employee base

can be turned into a competitive advantage. Disciplined

approaches to understanding and managing these, with a

course of action designed to improve the company position,

will lead to a workforce that is prepared, deployed and

motivated to make an impact on organizational strategies.

3.2 Company Retention policy:-

Some of the measures undertaken by Beekaylon Synthetics Pvt.

Ltd. to hire and retain talent in the organization, to be efficient and

competitive in this highly competitive world are

Hire the Right People:

Proper care must be taken while hiring the people itself. It would

be beneficial for an organization to recruit young people and nurture

them, than to substitute by hiring from other organizations. Questions to

be asked at this stage are: Whether the person has the requisite skills

needed for the job? Whether the person's values and goals match with

those of organizations? In short, care must be taken to fit the right person

to the right job.

Keep the Promises:

Good talent cannot be motivated by fake platitudes, half-truths

and broken promises. Unfulfilled expectations can breed

dissatisfaction among the employees and make them either leave the

organization or work below their productive level. Promises made

during the hiring stage must be kept to build loyalty among the

employees, so that they are satisfied and work to their fullest

capability.

Good Working Environment:

It has to be accepted by the organizations that highly talented

persons make their own rules. They have to be provided with a

democratic and a stimulating work environment. The organizational

rules must be flexible enough to provide them with freedom to carry

out their part of task to their liking, as long as the task is achieved.

Opportunities should also be provided to the employees to achieve

their personal goals.

Recognition of Merit:

It is highly motivating for any person if his talent is recognized and is

suitably rewarded. One way is providing them with salary

commensurate with their performance. Promotions and incentives

based on performance are another way of doing it. Another way is by

providing them with challenging projects. This will achieve two

objectives - it makes employee feel that he is considered important (a

highly motivating factor) and gets the work done in an efficient

manner and brings out the best in the employee.

Providing Learning Opportunities:

Employees must be provided with continuous learning

opportunities on and off work field through management development

programs and distance learning programs. This will also benefit the

organization in the form of highly talented workforce.

Shielding from High Work Pressure:

If an organization has to make the most of the available talent,

they should be provided with adequate time to relax, so that they can

did-stress themselves. It is very important to provide them with

holidays and all-expenses-paid trips, so that they can come back

refreshed to work and with increased energy. They must also be

encouraged to pursue their interests which are also a good way of

reducing work environment stress. Recreation clubs, entertain

programs, fun activities with in the work area will also reduce the

work life stress of the employees and develop camaraderie among the

workers and result in a good working environment

TALENT & PERFORMANCE

Organizations provide individuals the opportunity and space for

physically manifesting their talent into performance for achieving

individual and organizational vision. Talent manifests into

performance as follows:

Talent+

Vision/Mission/Strategy+

Skills & Competencies+

Role & structure+

:

Thus Company 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.

Talent+

Vision/Mission/Strategy+

Skills & Competencies+

Role & structure+

Introduction of Data Analysis.

The word Analysis means the process of breaking down

a Complex set of facts into simple element while Interpretation stands

for the explanations which analyzed the statements and also make out

or bring out the meaning of creative work.

Chapter 4: Analysis &Interpretation of Data

Analysis and Interpretation are done according to department wise

and according to questionnaire. This analysis and Interpretation will

definitely help to the company for the future strategies. Following are

the analysis and Interpretation of the results.

It is very necessary to understand the psychological tendency of

employee. Because it is a quietly subjective so it will slightly deviate

the opinion of the employee.

The Department of the company where I conducted survey. There

were total 100 employees in Department.

Analysis

1. Does your organization have any specific talent management

initiatives in place?

ANSWERS yes NO CAN’T

SAY

NO. OF

EMPLOYEES

48 13 5

YES NO CAN'T SAY0

10

20

30

40

50

60Series 1

Series 1

2. Are talent management initiatives a top priority in your

organization?

answers yes No Can’t say

No. of 20 13 0

employees

yes no can't say0

5

10

15

20

25Series 1

Series 1

3. what are the areas where talent management needs to be

improved?

Areas vision Employes

work

Growth &

development

Ranking 45% 30% 80%

%

Sales

visionemployees workresearch & development

4. How does your organization identify talent?

methods Retainin

g the

current

potential

Leveragin

g existing

talent

Acquirin

g new

talent

Rankin

g %

40% 30% 20%

retaining current potential leveraging existing talent acquiring new talent0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Series 1

Series 1

5. What kinds of activities are carried out to improve the talent of

the employees?

Activities coaching short term

assignments

workshops Personality

development

Ranking % 30% 10% 15% 8%

sales

coachingshort term assignmentsworkshoppersonality development

6.How does your organization identify talent?

activities By

potential

By

results

By

competencies

Ranking

%

60% 40% 50%

by potential by results by competencies0

10

20

30

40

50

60

70

Series 1

Series 1

7. Does your organization have a staff member whose position is

exclusively responsible for overseeing talent management

initiatives?

ANSWER YES NO

NO OF

EMPLOYEES

43 37

YES NO34

36

38

40

42

44

Series 1

Series 1

8. Do you know how you can help the organization to achieve its

aims through your talent?

Answer yes no I think so

No of

employees

60 40 20

YES NO I THINK SO0

10

20

30

40

50

60

70

Series 1

Series 1

Chapter 5: Findings

5.1 Findings

Company has talent specific initiative in place (48%) 

Company gives them top priority in their organization (20%)

45% Respondent said that for improving talent management

Initiatives organization vision align with the employee’s career

Goal

80% Respondent said that organization made such policies that

Encourage growth and development opportunities for improving

Talent management initiatives

Retaining the current potential (40%) as comparing to leveraging

Existing talent (30%) is top priority for the organization

Class room workshop, short term assignments and coaching are

Usually used by the organization to carry out talent development

Activities

Companies give the more Weight age to identify the talent by

Potential (60%) as compare to result (40%)

Organization has a staff member responsible for overseeing

Talent management initiatives (43%)

Conclusion

Talent Management for the HR Community is an opportunity for HR

professionals to develop in their areas of expertise and in their careers.

A strong HR Community helps create a strong public service. The

goal of talent management is to better understand our people in the

HR Community so we can support professional and career

development and align individual needs and goals with the business

focus of HR. We also want to ensure that we as a Community have

the agility to develop people so that we are meeting the future needs

of the community and government and our clients. This first broad

sweep of the Community provides a foundation on which to ensure

leadership continuity, knowledge transfer and service continuity. The

initial implementation resulted in a number of important human

resource priorities and strategies, such as performance management,

leadership and management development, attraction and retention,

employee learning and development and culture, all of which are

supported by the HR Strategy for the HR Community. The critical

next step in the process is the implementation of the Talent

Management Plan for the HR Community. Individually, members of

the community and their managers should work together to move

forward individual career development plans. The HR Community

must work together to promote a talent management mindset, commit

to supporting development as a professional group, and integrate

talent management into the daily fabric of doing business.

Recommendations

Organization must have meaningful description of the

capabilities required throughout the organization

Organizations must be able to relate those skills and

capabilities to a role or a center of demand, such as a job position,

project or leadership role.

The working culture of the organization should be improved and

maintained to retain talent in long run.

Chapter 6: Recommendation

More certified training should be given to the employee

to boost their effectiveness and efficiency. It should be used as a

tool of motivation.

The organization should identify the crucial talent initiative to

attract and retain the employee. They should know which talent

management elements can have the greatest impact on the business

and therefore provide a better basis for prioritization and

implementation.

To create a sophisticated talent management environment,

organizations must:

•  Def ine  a c lear  v i s ion for   ta lent  management

• Develop a roadmap for technology and process integration

•   I n t e g r a t e a n d o p t i m i z e p r o c e s s e s

•Apply robust technology to  enable  processes

Questionnaire

Q1. Does your organization have any specific Talent Management initiatives

in place?

A.YES ( ) B.NO ( ) C.CANT SAY ( )

Q2. Are Talent Management initiatives a top priority in your organization?

A.YES ( ) B.NO ( ) C.CANT SAY ( )

Q3.what Are the areas where talent management needs to be improved?

A. Vision ( ) B. Employees work ( ) c. growth & development ( )

Q4. How does your organization identify talent?

Chapter 7: Annexure

A. Retaining the current potential ( ) B. Leveraging existing talent.( )

C. Acquiring new talent( )

Q5. What kinds of activities are carried out to improve the talent of the

employees?

A. Coaching ( ) B. Short term assignments.( )

C. Workshops ( ) D. Others ( )

Q6. How does your organization identify talent?

A. by Potential ( ) B. By Results.( ) C. By competencies ( )

Q7. Does your organization have a staff member whose position is

exclusively responsible for overseeing talent management initiatives?

A. Yes. ( ) B.NO.( )

Q8.Do you know how you can help the organization to achieve its aims

through your talent?

A.YES ( ) B.NO ( ) C.I THINK SO ( )

I am overwhelmed in presenting my project report in Beekaylon synthetics

Pvt. Ltd., Silvassa works for this I wish to express my deep sense of

gratitude for following web sources and authors to take there references for

these project.

Web Sources:

1) Citehr.com

2) Weckipedia.com

3) Google.com

4) Managementparadise.com

Chapter 8: Bibliography

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