Final PROJECT Main Talent

8/6/2019 Final PROJECT Main Talent

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INSTITUTE OF MANAGEMENT AND RESEARCH GHAZIABAD

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INTRODUCTION




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INTRODUCTION

Today, most organizations are struggling to understand the characteristics,

enabling technologies and definition of talent management. While they know

how to administratively recruit, retain and replace, they struggle with the

strategic elements of managing talent. The process of managing the supply

and demand of talent to achieve business goals represents one of the greatest

opportunities for organizations. It also offers guidance for implementing an

effective talent management strategy, with enterprise resource planning

(ERP) technology as the core enabler.




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Executive Summary

People are the last weapon of competitive advantage in the global market

today. No matter your industry, company, or nationality, there is a battle-

ready competitor somewhere who is busy thinking how to beat you. Products

can be quickly duplicated and services cheaply emulated ± but innovation,

execution, and knowledge cannot. The collective talent of an organization is

its prime source of its ability to effectively compete and win. In the new

economy, competition is global, capital is abundant, products are developed

quickly and cheaply, and people are willing to change jobs often. And even as

the demand for this talent goes up, the supply of it will be going down.

Organizations are increasingly recognizing the need to radically change the

role of their Human Resource function.

Today, there is a progressive movement to transform the HR function and

establish a Human Capital Management (HCM) environment that truly

leverages the workforce as a competitive weapon. Organizations leading the

way in HR transformation are focusing less on administrative aspects and




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more on strategic issues. Talent management tops the list as a strategy for

radically improving workforce productivity to drive higher value for the

organization.

Talent management is an organizational function now. The ability to

effectively hire, retain, deploy, and engage talent²at all levels²is really the

only true competitive advantage an organization possesses on employee

wages and benefits. Organizational growth has transformed from´ quantity of

talent´ to ´quality of talent.´ As organizations seek new ways of improving

workforce productivity, ³talent management´ has become a vital element in

establishing a human capital management (HCM) environment.

A continuous, integrated process that helps employers to:

� Effectively plan talent needs

� Attract the very best talent

� Speed time to productivity

� Motivate the right behavior

� Develop targeted capabilities and knowledge

� Retain the highest performers

� Enable talent mobility across the organization




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The study aims to find out the impact of managing the workforce by

increasing productivity and motivating their behavior. This is done in order to

address new business opportunities and challenges, ultimately developing and

allocating the right people with the right skills and experience at the right

time.




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WHAT

IS

TALENT MANAGEMENT




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DEFINING TALENT MANANGEMENT

³A conscious, deliberate approach undertaken to attract, develop and

retain people with the aptitude and abilities to meet current and future

organizational needs.´

Talent Management is a process that emerged in the 1990s. The companies

develop plans and processes to track and manage their employee talent. It

includes the following:

y Attracting and recruiting qualified candidates with competitive backgrounds

y Managing and defining competitive salaries

y Training and development opportunities

y Performance management processes

y Retention programs

y

Promotion and transitioning

Talent management is also known as HCM (Human Capital Management), HRIS (HR

Information Systems) or HRMS (HR Management Systems), and HR Modules.

A company with talented and successful work force can develop a public reputation to

work, which fosters loyalty among current employees.




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Organizations today have an adequate supply of talent. Gaps exist at the top of the

organization, in the first- to midlevel leadership ranks, and at the front lines. Talent is

an increasingly scarce resource, so it must be managed to the fullest effect.

The purpose of talent management is to ensure that a firm has the right skills at

the right time.




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TALENT MANAGEMENT

GOALS




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GOALS OF TALENT MANAGEMENT

TM approach will focus on coordinating and integrating:

y Recruitment - ensuring the right people are attracted to the

organization.

y Retention - developing and implementing practices that reward and

support employees.

y Employee development - ensuring continuous informal and formal

learning and development.

y Leadership and "high potential employee" development - specific

development programs for existing and future leaders.

y

Performance management - specific processes that nurture and

support performance, including feedback/measurement.

y Workforce planning - planning for business and general changes,

including the older workforce and current/future skills shortages.

y Culture - development of a positive, progressive and high performance

"way of operating".




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IMPORTANCE

OF

TALENT MANAGEMENT




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IMPORTANCE

Like human capital, talent management is gaining increased attention.

Talent management (TM) brings together a number of important human resources

(HR) and management initiatives.

Organizations that formally decide to "manage their talent" undertake a strategic

analysis of their current HR processes. This is to ensure that a coordinated,

performance oriented approach is adopted.

The implementation of TM resulted in the discovery of managers qualified to fill the

higher-level management positions. The TM also allowed the senior leadership in

the company to begin succession planning as well as to consistently recognize and

develop existing talent.

Talent management has never been more of an immediate concern than it is right

now. Organizations that focus on maximizing their investment in people, rather than

administering it, understand they will gain a significant competitive advantage.




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Organizations that effectively optimize human capital focus their talent

management strategy around three key principals:

y Business focus- By increasing productivity and motivating workforce

behavior, talent management leads to higher levels of organizational

performance, including:

� Rapid product introductions

� Improved service delivery

� Increased innovation

� Lower production costs

� Increased on-time, on-budget projects

� Higher customer satisfaction

� Sustained organizational improvements

y Agility- Organizations expanding into new markets and developing new

products and services depend on their people to conceive, communicate, lead

and execute those initiatives. Being able to rapidly address new organizational

opportunities and challenges by developing and allocating the right people with

the right skills is the essence of workforce agility.




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y

Alignment- People must understand what they need to do, be able to do

it and be rewarded for doing it well. Pay-for-performance reward structures

serve to motivate behavior that supports the goals and strategy of the

organization. Effective alignment allows work to be measured through

Performance metrics and scorecards to create a shared vision.




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COMPONENTS

OF

TALENT MANAGEMENT




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Key components of a highly effective talent management are:

> A clear understanding of the organization¶s current and future business

strategies.

> Identification of the key gaps between the talent in place and the talent

required to drive business success.

> A sound talent management plan designed to close the talent gaps. It

should also be integrated with strategic and business plans.

> Accurate hiring and promotion decisions.

> Connection of individual and team goals to corporate goals, and providing

clear expectations and feedback to manage performance.

> Development of talent to enhance performance in current positions as well

as readiness for transition to the next level.

> A focus not just on the talent strategy itself, but the elements required for

successful execution.

> Business impact and workforce effectiveness measurement during and after

Implementation.




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NEED

TO DEVELOP

TALENT MANAGEMENT




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There are a number of reasons why the attraction, growth and retention of

talent is important to firms.

Costs: The costs of having to replace someone with scarce skills are

considerable. Firstly, the recruitment costs are substantial. Qualified staff, are

not freely available in the market place. Consultants are required to find such

talent and they are expensive. Further costs are incurred during the first 3 ±

6 months of employment during which new staff are seldom fully functional.

Risks: Despite every attempt to follow effective selection practices, there is

always a risk that new staff will not perform as expected. It is often said that

while organizations select people on their competence and experience, they

fire or lose them due to lack of cultural fit. A highly competent professional

who is unable to fit the organizational culture is unlikely to be effective or

remain for long.




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Client Service and Opportunity Costs: In a service

organisation service excellence relies largely on personal relationships. It

demands that clients feel confident in the people providing the service and

that service providers have a memory of client needs and issues.

If that relationship is broken as a result of key talent leaving the organisation,

the capacity of the firm to provide sustainable service is severely

compromised. This has the potential to compromise future business with the

associated opportunity costs.

Lack of Capacity: Lack of people with suitable skills and talent is a key

restraint in terms of service capacity. Firms soon reach a state of overload.

Deadlines are missed, standards and quality of work drop and a vicious cycle

emerges and feeds on itself. This is a very common phenomenon with small

and medium sized professional firms.

The firm is so consumed with meeting operational deadlines that it loses its

ability to keep up to date with latest best practice, legislation or other issues

demanding new skills.




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These are some of the more visible risks to firms who do not pay attention to

the attraction, growth and retention of key talent.

Staff morale declines because leadership talent is absent and this energy drop

is transferred to the client. Internal politics and protection of territory or

unwillingness to share information and surface problems affect the functioning

of the firm. All of these things affect the ability of the organization to offer

great service and take advantage of opportunities to grow.

The purpose of talent management is to ensure that a firm has the

right talent with the right skills at the right time. However, what may

have been the right skills in the past may not be all that is required in

the future. Many things change presenting new challenges and

requiring new skills.




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TALENT MANAGEMENT

PROCESS




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The Talent Management Process (TM) is an ongoing, dynamic process

assessing the current managerial talent present in an organization so that

action plans may be created to develop each manager to their full potential

The TM is a strategic 360-degree tool supporting an organization in the

constructive utilization of its human resources. The TM combines online

survey with action planning to assist an organization in integrating individual

career development with the organization¶s business needs.

Workitect designs and builds job competency models and

competency-based HR systems, with talent management applications

for:

y Assessment & selection,

y Performance management,

y Succession planning,

y Training and development,

y Leadership coaching.




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PROFILE

OF




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ALL ABOUT THE COMPANY

Vision, Mission and Objective of

³RELIANCE COMMUNICATIONS LTD´

The Vision, Mission and Objective of ³RELIANCE COMMUNICATIONS

LTD.´ are

Vision: We will leverage our strengths to execute complex global-scale

projects to facilitate leading-edge information and communication services

affordable to all individual consumers and businesses in India.

We will offer unparalleled value to create customer delight and enhance

business productivity.

We will also generate value for our capabilities beyond Indian borders and

enable millions of India's knowledge workers to deliver their services

globally.´

Mission: Reliance values being an international leader in the distribution of

wireless devices and communication in providing customized logistic

Objective:

y To achieve viewers delightfulness




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y To generate internal resources for profitable growth

y To create a facilitating environment for people to realize their full

potential through continuous learning and team work

y To give value for money to customers and create wealth for stake

holders

y To constantly bench-mark organization¶s performance with best-in-class

History

Reliance ± Anil Dhirubhai Ambani Group, an offshoot of theReliance Group founded by Shri Dhirubhai H Ambani (1932-2002),

ranks among India¶s top three private sector business houses in

terms of net worth. The group has business interests that range

from telecommunications (Reliance Communications Limited) to

financial services (Reliance Capital Ltd) and the generation and

distribution of power (Reliance Energy Ltd).

Reliance ± ADA Group¶s flagship company, Reliance

Communications, is India's largest private sector information and

Communications Company, with over 40 million subscribers. It has

established a pan-India, high-capacity, integrated (wireless and

wireline), convergent (voice, data and video) digital network, to

offer services spanning the entire infocomm value chain.

Other major group companies ² Reliance Capital and Reliance

Energy ² are widely acknowledged as the market leaders in their

respective areas of operation.




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RELIANCE CAPITAL-

Reliance Capital is one of India¶s leading and fastest growing

private sector financial services companies, and ranks among the

top 3 private sector financial services and banking companies, in

terms of net worth.

The company has interests in asset management and mutual funds,

life and general insurance, private equity and proprietary

investments, stock broking and other activities in financial

services.

RELIANCE ENERGY LIMITED -

Reliance Energy Limited, incorporated in 1929, is a fully integrated

utility engaged in the generation, transmission and distribution of

electricity. It ranks among India¶s top listed private companies on

all major financial parameters, including assets, sales, profits and

market capitalization.

It is India¶s foremost private sector utility with aggregate

estimated revenues of Rs 9,500 crore (US$ 2.1 billion) and total

assets of Rs 10,700 crore (US$ 2.4 billion).




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Reliance Energy Limited distributes more than 21 billion units of

electricity to over 25 million consumers in Mumbai, Delhi, Orissa

and Goa, across an area that spans 1,24,300 sq. kms. It generates

941 MW of electricity, through its power stations located in

Maharashtra, Andhra Pradesh, Kerala, Karnataka and Goa.

The company is currently pursuing several gas, coal, wind and

hydro-based power generation projects in Maharashtra, Uttar

Pradesh, Arunachal Pradesh and Uttaranchal with aggregate

capacity of over 12,500 MW. These projects are at various stages

of development.

Reliance Energy Limited is vigorously participating in emerging

opportunities in the areas of trading and transmission of power. It

is also engaged in a portfolio of services in the power sector in

Engineering, Procurement and Construction (EPC) through a

network of regional offices in India.

RELIANCE HEALTH-

In a country where healthcare is fast becoming a booming industry,

Reliance Health is a focused healthcare services company enabling

the provision of solution to Indians, at affordable prices. The

company aims at providing integrated health services that will

compete with the best in the world. It also plans to venture into

diversified fields like Insurance Administration, Health careDelivery and Integrated Health, Health Informatics and Information

Management and Consumer Health.

Reliance Health aims at revolutionizing healthcare in India by

enabling a healthcare environment that is both affordable and




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accessible through partnerships with government and private

businesses.

RELIANCE MEDIA AND ENTERTAINMENT-

As part of the Reliance - ADA Group, Reliance Entertainment is

spearheading the Group¶s foray into the media and entertainment

space. Reliance Entertainment¶s core focus is to build significant

presence for Reliance in the Entertainment eco-system: across

content and distribution platforms.

The key content initiative are across Movies, Music, Sports,

Gaming, Internet & mobile portals, leading to direct opportunities

in delivery across the emerging digital distribution platforms:

digital cinema, IPTV, DTH and Mobile TV.

Reliance ADA Group acquired Adlabs Films Limited in 2005, one of

the largest entertainment companies in India, which has interests

in film processing, production, exhibition & digital cinema.

Reliance Entertainment has made an entry into the FM Radio

business through Adlabs Radio www.big927fm.com Having won 45

stations in the recent bidding, BIG 92.7 FM is already India¶s

largest private FM radio network with 12 radio stations across the

country.




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RELIANCE COMMUNICATION LIMITED-

The flagship company of the Reliance ± ADA Group, Reliance

Communications Limited, is the realization of our founder¶s dream

of bringing about a digital revolution that will provide every Indian

with affordable means of communication and a ready access to

information.

The company began operations in 1999 and has over 706.37 million

telephone (landlines and mobile) subscribers and 670.60 Million mobile phone

connections as of Aug2010.It offers a complete range of integrated

telecom services. These include mobile and fixed line telephony;

broadband, national and international long distance services, data

services and a wide range of value added services and applications

aimed at enhancing the productivity of enterprises and individuals.

Apart from these some other businesses are:

Reliance Mutual Fund Reliance Life Insurance

Reliance Portfolio Management

ServiceReliance General Insurance




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IT´S STRUCTURE-




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COMPANY¶S VALUES-

y Shareholder Interest

They value the trust of shareholders, and keep their interests

paramount in every business decision we make, every choicethey exercise.

y People Care

They possess no greater asset than the quality of their human

capital and no greater priority than the retention, growth and

well being of their vast pool of human talent

y Consumer Focus

They rethink every business process, product and service from

the standpoint of the consumer ± so as to exceed expectations

at every touch point.

y Excellence in Execution

They believe in excellence of execution ± in large, complex

projects as much as small everyday tasks. If something is worth

doing, it is worth doing well.




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y Team Work

The whole is greater than the sum of its parts; in their rapidly-

changing knowledge economy, organizations can prosper only by

mobilizing diverse competencies, skill sets and expertise; by

imbibing the spirit of ³thinking together´ -- integration is the

rule, escalation is an exception.

y Proactive Innovation

They nurture innovation by breaking silos, encouraging cross-

fertilization of ideas & flexibility of roles and functions. They

create an environment of accountability, ownership and

problem-solving ±based on participative work ethic and leading-

edge research

y Leadership by Empowerment

They believe leadership in the new economy is about consensus

building, about giving up control; about enabling and

empowering people down the line to take decisions in their areas

of operation and competence.

y Social Responsibility

They believe that organizations, like individuals, depend on the

support of the community for their survival and sustenance, and

must repay this generosity in the best way they can.




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y Respect for Competition

They respect competition ± because there¶s more than one way

of doing things right. They can learn as much from the success

of others as from their own failures

CHAIRMAN¶S MESSAGE-

A New Reliance For A New World

If the last century was about meeting human needs, the new

millennium is about matching human aspirations.

We live in a world where the young are reaching higher, dreaming

bigger and demanding more; a world that is challenging the limits

of hope and possibility.

Nowhere is this more strikingly visible than in India ± a country

that wakes up every morning a little younger in age, but infinitely

more ambitious in spirit.

India¶s demographic transition is an extraordinary moment in world

history. Today, over 600 million young people, or more than 1 in 2

Indians, are below the age of 25. In 15 years, this number is set to




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touch 700 million, making India the largest community of youth

anywhere in the world.

New India shows the impatience of youth; the desire for real and

rapid change -- for a quality of life that is second to none.

Transportation, communications, energy, information,

entertainment, technology, education, healthcare and personal

finance, New India wants world-class products and services.

Reliance Anil Dhirubhai Ambani Group embodies the spirit of this

new resurgent India.

Our goal is not just to build a great enterprise for our

stakeholders, but, more importantly, to build a great future for our

country and the world at large; to give hundreds of millions of

people the power to fulfill their dreams, shape their own destiny,

and the means to realize their true and diverse potential.

Energy and communications, financial services and infrastructure,

new economy and old --- our businesses will span the entire varied

landscape of emerging human aspirations.

We will work with commitment and resolve to create pathways that

connect ambition to achievement, promise to performance,

potential to reality...

We will bridge the gap between quantity and quality; leveraging

our strength in managing large-scale operations even as we deliver

best-of-class products and services to our consumers. Focusing on




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the burgeoning aspirations of our young consumers will remain one

of our key driving values.

We will rethink every business process, product and service from

the standpoint of the consumer ± with a commitment to enhance

experience at every touch point.

Our founder, the legendary Dhirubhai Ambani, gave us a simple

mantra for entrepreneurship:

³Think big. Think fast. Think Ahead.´

We will think bigger. We will think faster. But, most important of

all, we will Think Better ± to stay ahead of competition and of our

times.

Welcome to the Reliance Anil Dhirubhai Ambani Group.

It is the New Reliance for the New World!

Anil Dhirubhai Ambani

Group Chairman & CEO




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AN OVERVIEW-

The Late Dhirubhai Ambani dreamt of a digital India ² an India

where the common man would have access to affordable means of

information and communication. Dhirubhai, who single-handedly

built India¶s largest private sector company virtually from scratch,

had stated as early as 1999: ³Make the tools of information and

communication available to people at an affordable cost. They will

overcome the handicaps of illiteracy and lack of mobility.´

It was with this belief in mind that Reliance Communications

(formerly Reliance Infocomm) started laying 60,000 route

kilometers of a pan-India fiber optic backbone. This backbone was

commissioned on 28 December 2002, the auspicious occasion of

Dhirubhai¶s 70th birthday, though sadly after his unexpected

demise on 6 July 2002.

Reliance Communications has a reliable, high-capacity, integrated

(both wireless and wire line) and convergent (voice, data and

video) digital network. It is capable of delivering a range of




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services spanning the entire infocomm (information and

communication) value chain, including infrastructure and services

² for enterprises as well as individuals, applications, and

consulting.

Today, Reliance Communications is revolutionizing the way India

communicates and networks, truly bringing about a new way of

life.

IT¶S BUSINESS-

Reliance Communications is the flagship company of the Anil

Dhirubhai Ambani Group (ADAG) of companies. Listed on the

National Stock Exchange and the Bombay Stock Exchange, it is

India¶s leading integrated telecommunication company with over 40

million customers.

Our business encompasses a complete range of telecom services

covering mobile and fixed line telephony. It includes broadband,

national and international long distance services and data services

along with an exhaustive range of value-added services and

applications. Our constant endeavor is to achieve customer delight

by enhancing the productivity of the enterprises and individuals we

serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28December 2002, coinciding with the joyous occasion of the late

Dhirubhai Ambani¶s 70th birthday, was among the initial initiatives

of Reliance Communications. It marked the auspicious beginning of

Dhirubhai¶s dream of ushering in a digital revolution in India.




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Today, we can proudly claim that we were instrumental in

harnessing the true power of information and communication, by

bestowing it in the hands of the common man at affordable rates.

We endeavor to further extend our efforts beyond the traditional

value chain by developing and deploying complete telecom

solutions for the entire spectrum of society.




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HR DEPARTMENT IN RELIANCE

COMMUNICATONS ³In my book, we have no greater asset than the quality of our

intellectual capital, and no greater priority than the growth and

retention of our vast pool of talent´ ± Anil Dhirubhai Ambani

At Reliance - Anil Dhirubhai Ambani Group, they recognize the

critical role that their people play in the success and growth of

each of their businesses. It is the skill and initiative of their

workforce that sets them apart from their peers in today¶s

knowledge-driven economy. It is their commitment and dedication

that lends them the competitive edge, and helps them stay ahead

of the curve.

Their strong team of professionals is among the youngest in the

country, and consists of some of the most dynamic, motivated andqualified individuals to be found anywhere in the world. First-rate

management graduates, highly trained engineers, top-notch

financial analysts and razor sharp accountants² they have on their

rolls some of the brightest minds in the business.

The Department¶s Mission

Their transparent HR policies and robust processes are driven by a

single overarching objective: To attract, nurture, grow and retain

the best leadership talent in every sector and industry is which

they operate.




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Their aim is to create a team of world beaters that is:

y Committed to excellence in quality,

y

Focused on creation and enhancement of stakeholder value

y Responsive to evolving business needs and challenges

y Dedicated to uphold the core values of the Group

The Department¶s Promise

In order to achieve their objective, they offer their people:

y Growth opportunities to expand leadership capabilities

y True meritocracy and freedom to choose career paths

y Opportunities to develop and hone leadership and functional

capabilities

y An entrepreneurial environment where people can pursue their

dreams

y Competitive compensation

In addition, they follow a well-defined Rewards & Recognitions

programmed that periodically identifies exceptional individual and

team achievers among the various business functions and verticals

in the Group.




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The Department¶s Expectations

Reliance ± ADAG encourages it¶s employees to take leadership, at

all levels of the organization, and participate in accelerating

growth of their businesses to build a formidable enterprise.

Leaders in Reliance - ADAG are expected to:

y Always keep the customers¶ needs in mind and constantly

innovate

y Execute flawlessly and with speed

y Sustain and strengthen the group¶s spirit of entrepreneurship²

taking ownership and accountability for their actions

y Leverage synergies to learn and build on the diverse experiences

and skill sets of their various businesses and teams

y Create a true meritocracy with a pervasive commitment to

transparent systems and processes

y Do all this with unquestionable Integrity to ensure total

compliance with the laws of the land.




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RELIANCE HR SERVICES PRIVATE

LIMITED

Anil Ambani wants to go one-up on the likes of HR consulting

giants like Manpower. The ADAG chairman wants to expand the

scope of recently formed group company Reliance HR Services-

whose present mandate is to handle in-house staffing

requirements-to one which is capable of meeting similar needs of

other companies so that it can emerge as a highly lucrative cash

cow.

The company which came into being on April 1, 2008 intends to

close 2008-09 with a turnover of Rs. 300-500 crore. Amitabh

Ghosh, CEO of Reliance HR Services Private Limited wants to move

out from merely meeting internal needs of group to cover third-

parties also from 2009-10. Thus, the company intends to handle

both domestic and global corporations.

The company recently employs 20,000, who are seconded to

various ADAG firms. In the next five years the company intends to

employ 5 lakh professionals for the group itself. Reliance HR

Services Private Limited currently operates out of office premises

of various ADAG companies. The offices of the company would be

spread all over the country in the manner shown below:




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Organization Structure ± Location

AREA MANAGER OR

STATE HEAD

OPERATIONS TALENT ACQUISITION

Sr. EXEXUTIVE OPERATIONS

EXECUTIVE OPERATIONS

OFFICER OPERATIONS

Sr. ASSOCIATE

OPERATIONS

ASSOCIATE OPERATIONS

Sr. EXICUTIVE TALENTACQUISITION

EXECUTIVE TALENT

ACQUISITION

OFFICER TALENT

ACQUISITION

Sr. ASSOCIATE TALENT

ACQUISITION

ASSOCIATE TALENT

ACQUISITION




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Human Resource

Human Resource is the most valuable asset of ³RELIANCE

COMMUNICATIONS LTD.´. It takes utmost care to keep its human

resources satisfied and motivated. Performance and resulting productivity is

an indicator of the satisfaction level of its employees.

HR policies at ³RELIANCE COMMUNICATIONS LTD.´ revolve around the basic

tenet of creating a highly motivated, vibrant and self driven team. The

organization cares for each and every employee and has inbuilt systems to

recognize and reward them. Motivation plays an important role in HR

development. In order to keep its employees motivated the organization has

incorporated schemes such as reward & recognition scheme, grievance

handling procedure and suggestion schemes.




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Human Resource Mission

"Human Resources fosters partnerships to attract, develop and retain a highly

qualified workforce leading to create a culture that promotes excellence

throughout the organization and aligning business priorities with aspiration of

employees leading to development of knowledge capital enriched, responsive

and competent human capital".

Human Resource Objective

y To develop and sustain core values of the organization

y Develop people to be their best in order to meet the needs of the

organization.

y To provide job gratification through empowerment, accountability

and responsibility

y To build and upgrade competencies through virtual learning,

opportunities for growth and providing challenges in the job

y To promote a climate of creativity, innovation and enthusiasm to

sustain the quality of the services




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Human Resource Strategies

y Provide organizational development services that will facilitate

change and continuous improvement in the organization

y Recognize and reward individual and team contribution

y Re-strengthening mutual faith, trust, respect and maintaining a

proactive employee relation process

y Inculcating a spirit of learning & enjoying challenge

y Value organizational diversity and patronizing the same to the

employees.

Role of Human Resource

y Alignment of HR vision with corporate vision

y Shift from support group to strategic partner in business operations

y HR as a change agent and perform as a catalyst for organizational

development

y

Enhance productivity and performance by developing employee

competency and Potential

y Developing professional attitude and approach




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RESEARCH

STUDY




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OBJECTIVE OF THE STUDY

y To know about the climate prevailing in the company.

y To know about the retention policies of the company.

y

To examine about the entire program of talent management.

y To know about the growth and development opportunities available to

employees.

SCOPE OF THE STUDY:

The scope of the study was to know about the procedure adopted for

acquiring right talent when required. It was related to acquisition of talent in

which the organization dealt with several activities in order to manage

potential and apt people like compensation benefits, performance appraisals,

succession planning, and career development plans.




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METHODOLOGY:

y PROBLEM DEFINITION ±

To know about the process of Talent Management of µRELIANCE

COMMUNICATIONS LTD.¶

RESEARCH DESIGN ±

Information needed is about the process of managing the talent of RELIANCE

COMMUNICATIONS LTD. Secondary data analysis as well as primary data

analysis was done. I found out that 20 item questionnaire was useful in

surveying and collecting responses regarding the organizational commitment

towards the organization which directly affects the retention of the employees

of that organization. It is an exploratory research.

FIELDWORK OR DATA COLLECTION ±

Questionnaire was distributed among the employees of reliance HRS and

Billing and collection department, COSD, e-governance department. They

were required to fill the questionnaire.

Primary Data ± Data collected through questionnaire. Answers of the

respondents or employees of RELIANCE COMMNICATIONS were taken as the




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primary data for analysis. Primary sources of data included interactions with

HOD¶s, talent acquisition officer, payroll executives, compliance officer and the

employees.

SECONDARY DATA ± Secondary sources of data were intranet facility of

reliance communications, internet and articles. Referred books on talent

management, various HR related sites for details of the project and deriving

an idea about the project related topics.

DATA ANALYSIS ±

Data was prepared by editing details of the questionnaire feedback sheets. I

counted the total number of ³YES´ and ³NO´ which were marked by the

employees. With the help of pie charts, the entire data is represented which

indicates that how many employees said yes and no to 20 questions.

Finally the result which came out or the analysis of the feedback is done.

Findings and recommendations were provided on the basis of the above found

data.




53

SAMPLING DESIGN ±

The sample is taken from a finite universe and stratified random sampling

technique was used.

Sampling Unit ± RELIANCE COMMUNICATIONS LTD.

Sample Size ± 8




54

PROCESS OF TALENT

MANAGEMENT IN RELIANCE

COMMUNICATIONS




55




56

Talent management is an ongoing process of analyzing, developing and

effectively utilizing talent to meet the business needs.

The implementation of a talent management process that is transparent and

equitable as it helps the people to develop their skills for the changing roles.

The goal of this process is to map the business needs with the potential and

career development needs of the employees so as to have a concrete talent

management plan.

There are 3 major stages related to talent management process used by the

company- preparation, identify talent, manage talent. Each stage has a

number of activities and involves all levels of work- leadership, manager,

consultant, development and support in order to ensure as open, transparent

and honest process.

STAGE 1- PREPARATION STAGE

The objectives of the preparation stage were to ensure that the company is

ready to undertake the process and have the required resources context and

materials to do so effectively.




57

STAGE 2- IDENTIFICATION STAGE

The objective of this stage is to capture a broad picture by knowing the key

positions within the company and identifying existing departmental talent. By

gathering relevant information, the company will be able to make strategies.

STAGE3- MANAGEMENT OF TALENT

The objective of this stage is to identify and address gaps between existing

talent and business needs. This stage covers the analysis and action stage

such as recruitment, retention, diversity and career development.

SEGMENTS OF

TALENT

MANAGEMENT

E-RECRUITING

SOFTWARE

EMPLOYEE

PERFORMANCEMANAGEMENT

COMPENSATION

MANAGEMENT




58

E-recruiting software

Recruitment management software has three major components:-

y Workforce planning- solutions help in planning organizational needs,

creating a staffing plan, acquiring budgets to fill positions, and

establishing job openings.

y Recruiting- software helps requisition, identity, interview, compare and

hire new candidates.

y On boarding- it helps to track new hire checklist that ensures

employees resources are procured timely and incorporate a training

schedule for new employees.

Employee performance management

The technology and service should offer a platform which supports multiple types of

performance appraisals (likert, short answer), 360 feedback, compensation

management, workforce and succession planning.

The notable benefits when this system is automated-

±

Performance appraisals and employee reviews will take less time.

± Performance appraisals will have consistency in the whole organization.

± Better data and reports help in taking a better decision

± Better quality feedback leads to better performance by the employees.




59

Compensation management

Compensation and benefits- The company links the performance

reviews to employee compensation. Pay-for-performance is the fair and unbiased

way to reward and retain the talent in the organization.

They identify the top performers and reward them appropriately. Rewarding top

performers is the better way to retain the crucial talent in any organization.

Skills gap analysis- identifying business-critical skills in the organization,

locating potential gaps (today or in the future) and making plans to fill or avoid

these gaps.

The company tries to address the issue today by developing the talent before

these gaps occur.

Succession planning- identifying the pool of candidates for new positions.

The HR people use succession planning for strategic HR engagement:-

1) Right person for the right position at the right time for the right pay.

2) Involve succession planning in the strategic planning process so that we have

talent to implement our strategy.

3) Engage key stakeholders in order to build consultative relationships.




60

SUCCESSION

PLANNING

TRAIN &

DEVELOP

ASSESS

RECOGNIZE &

REWARD

MOVE &

PROMOTE




61

Successful talent management makes use of an analytical and objective

method of recruitment of talents. The use of MBTI, etc into the selection

process helps in recruitment of the right person with the right capabilities

attitude to the right job. An effective recruitment can absorb people of high

technical, leadership and professional calibre. It also increases employee

satisfaction and helps to create a healthy environment which helps the

employees to perform better. Thus creation of employee loyalty improves the

retention within the company.

Sometimes the company goes for lateral recruitment. It helps the company in

the way that the employees start working with the immediate effect.

Once the manpower has been acquired, the next step is to ensure that the

people are put into the right job. If there is an immediate need for skill, the

concerned person checks out the intranet for the availability of employees

who can be appointed to the project as early as possible. The company keeps

a buffer to meet the contingencies that comes into existence when any key

employee resigns such as off rolls.




62

Similarly the company has to take pains to retain the key players within the

organization as the loss of them leads to unnecessary cost in the form of

recruitment and training of new recruits, loss of working hours, etc.

In order to identify top employees, the company evaluates them on the basis

of their performance.

The performance of the employees is done on a yearly basis on all India level.

The notification for the performance appraisal is intimidated to them one

month before. In Reliance communications, evaluation is done from Mumbai,

Headquarters. The appraisal of performance is done through a rating scale

ranging from 1 to 5 for all the positions in the company. They are judged by

keeping in mind their targets which they got, the work they did, in what

situations they were assigned the job and how well they came up with some

new ideas.

According to these ratings which every employee receives categorizes them

into key performers or non-key performers. This helps the company to

identify them and give them proper training and guidance to go extra mile

and boost up their potential to achieve their set targets and enhance their

capabilities.

When the performance appraisal is completed, the employees who excelled in

their respective fields are rewarded and recognized on all India level.




63

The rewards are in the form of ESOPs, salary hike, compensation benefits,

shopping coupons, certificates, medals, etc.

This helps the employees to foresee a direction in which their career will

travel. Now the management has to pave the way for employee development

by identifying their strengths and weaknesses. They should be assisted in

recognizing various opportunities that adds to their growth.




64

DATA ANALYSIS

&

INTER PRETATION






66

QUESTION 2

We have an employee centric culture that values both employees and

customers?

YES = 6

NO = 2




67

QUESTION 3

Our employees have many opportunities to understand the role their job plays

in the organization and how it contributes?

YES = 5NO = 3




68

QUESTION 4

We provide our employees with opportunities for growth and development?

YES = 7NO = 1




69

QUESTION 5

We provide a comfortable, safe work environment and have a good reputation

in the community?

YES = 3NO = 5




70

QUESTION 6

Leadership is accessible, shares the organizational vision and direction?

YES = 6NO = 2




71

QUESTION 7

We care for the well-being of our people by making their lives easier and less

stressed?

YES = 6

NO = 2




72

QUESTION 8

We know how much it costs too replace every employee who resigns or needs

to be replaced?

YES = 4NO =4




73

QUESTION 9

We know the reasons for these departures and the difference between an

avoidable and an unavoidable departure?

YES = 4

NO = 4




74

QUESTION 10

We understand why employees stay or leave our company and what keeps

them engaged?

YES = 5NO = 3




75

QUESTION 11

The rate of turnover in our company is lower than the industry average?

YES = 4NO = 4




76

QUESTION 12

We spend more time and money on our retention program than on

recruitment?

YES = 2NO = 6




77

QUESTION 13

Our salaries and bonuses are linked to performance or the development of

competencies?

YES = 5

NO = 3




78

QUESTION 14

Our managers are trained to select, identify, guide, coach, reward and retain

their people?

YES = 5NO = 3




79

QUESTION 15

Our managers know their job forecast and professional development plan for

the next two years?

YES = 4

NO = 4




80

QUESTION 16

Our employees are aware that they are an 'asset' in which we will invest and

not a 'cost' to be reduced?

YES = 2

NO = 6




81

QUESTION 17

We use a job satisfaction or engagement survey to understand the

requirements of our employees?

YES = 5

NO = 3




82

QUESTION 18

We know the talents of our employees and utilize them regularly?

YES = 5NO = 3




83

QUESTION 19

Our company does what is needed to retain our valuable employees?

YES = 4NO = 4




84

QUESTION 20

We regularly measure the effect of our retention strategy?

YES = 3

NO = 5




85

DATA INTER P

RETATION

1) The company is highly regarded by job seekers and employees are proudly

associated with the company.

2) The company¶s culture is employee oriented which gives priority to both

employees and customers.

3) There is appropriate understanding of their jobs and how they contribute to

their company.

4) There is very high degree of growth and development opportunities to

employees.

5)

The company is not able to provide healthy environment.

6) The company takes care of the people but reducing their stress and making

their stress and making their lives better.

7) They don¶t know how much its cost to the company when any employee

resigns or replaced.

8) It shows that the company is more spending and concentrating on

recruitment instead of retention program.

9) It provides salaries, bonuses which are linked to performance or competency

development.




86

10) The managers have neutral reply regarding their professional development

plan for the next 2 years.

11) No, the employees are not aware about the fact that they are an ³ASSET´

and not the ³LIABILITY´ to be reduced.

12) The company uses a job satisfaction pr engagement survey in order to know

about the requirements of our employees.

13)

It exactly knows about the talents of our employees and knows exactly how

to utilize them.

14) The company has a neutral approach as to what is needed to retain our

valuable employees




87

FINDINGS




88

1)

The company provides a healthy environment to their employees.

2) In relation to the retention policies that are adopted by the company,

continuous review meetings are held for freshers as well as for the

existing employees. They can freely communicate within the organization

which plays a major role in retaining them.

3)

The entire Talent Management process helped the company to retain and

attract new and valuable assets. In this, performance appraisal, fair and

equitable treatment, review meetings boosts up the process.

4) The employees have frequent opportunities to learn and grow in their

careers, knowledge and skills. The career workshops, training given to the

people helped them to move a step ahead.




89

RECOMMENDATIONS




90

1) The company should make the balanced allocation of funds on both

recruitment and retention program.

2) The employees should be treated as assets of the company.

3) The company must decide to identify competencies needed for a gamut of

roles, each carrying a rating from one for beginner and five for the master.

Using this, soon employees will come to a position to view not only a profile

their competencies but also what competencies are required for a more

challenging positions.

4) Communicate the talent management and review processes (preparation,

mini reviews, spreadsheets), meetings process (structure and agenda) and

logistics in as few email as possible-face-to face meetings for a greater

impact.

5) Focusing on career development workshops for providing better growth and

development opportunities.

6) More certified training should be given to the employee to boost their

effectiveness and efficiency. It should be used as a tool of motivation.




91

LIMITATIONS




92

LIMITATIONS

Limitations of this research are as follows:

1. Sampling Error: The error that results when the same sample is not

perfectly representative of the population.

(b) Administrative error: Problems in the execution of the sample.

(c) Random error: Due to chance and cannot be avoided

2. Error in Questionnaires :

(a) Memory: Respondents cannot remember correctly.

(b) Knowledge: Simply may not know Attitude measurements are

more prone to error.

3. Other type of limitations are that:

± Information only as good as the methodology used

± Results may not be what the business wants to hear

± May stifle initiative and µgut feeling¶

± Always a problem that we may never know enough to be sure.




93

CONCLUSION




94

CONCLUSION

A strong HR professional helps to create a strong team which thereby provides

strong public service. The goal of talent management is to better understand

our people. Thus by doing this, the company can support professional and

career development and align individual needs and goals.

Today HR is expected to identify potential talent and also comprehend,

conceptualize and implement relevant strategies to contribute effectively to

achieve organizational objectives. Hence a serious concern of every HR

manager in order to survive this µWar for Talent¶, is to fight against a limited

and diminishing pool of qualified available candidates to replace valuable

employees when they leave, the difficulty to attract, motivate and retain the

best employees in an organization.

The company must work together to promote a talent management mindset. Human Resource experts in the industry believe matching the right blend of

talent with the right job profile can lead to superior performance.

As someone once said, ³you can teach a turkey to climb a

tree, but it is easier to hire a squirrel´.




95

APPENDIX




96

BIBLIOGRAPHY

Books Referred :

y Prof. Masood Hasan, Anil k. Singh and Dhamjiya/Talent

Management in India-challenges andopportunities/Atlantic(2009)

y Neha Mohan/Talent Management in India/p1-2,13

y HRM Review magazine/February edition 2010

Web Sites Referred :

y www.citehr.com

y www.library.bub.ernet.in

y www.iceg.net

y www.books.google .co. in

y www.relianceada.com

y www.chrm.org

y www.successorg.com




97

Organization Retention QuestionnaireUse the following questionnaire to understand the capacity of your companyto keep its employees engaged. Engagement is directly related toperformance and retention. Place a check next to each correct statement

about your company.

1_____My company is highly regarded by job seekers and employees are

proudly associated with the company.

2._____We have an employee-centric culture that values both employees and

customers.

3_____Our employees have many opportunities to understand the role their

job plays in the organization and how it contributes

to the bottom line of the company.

4_____We provide our employees with opportunities for growth and

development.

5_____We provide a comfortable, safe work environment and have a good

reputation in the community.

6_____Leadership is accessible, shares the organizational vision and direction.

7_____We care for the well-being of our people by making their lives easier

and less stressed.

8_____We know how much it costs to replace every employee who resigns or

needs to be replaced.

9_____We know the reasons for these departures and the difference between

an avoidable and an unavoidable departure.

10_____We understand why employees stay or leave our company and what

keeps them engaged.

11_____The rate of turnover in our company is lower than the industry

average.

12_____We spend more time and money on our retention program than on

recruitment.



13_____Our salaries and bonuses are linked to performance or the

development of competences.

14_____Our managers are trained to select, identify, guide, coach, reward

and retain their people.

15_____Our managers know their job forecast and professional development

plan for the next two years.

16_____Our employees are aware that they are an µasset¶ in which we will

invest and not a µcost¶ to be reduced.

17_____We use a job satisfaction or engagement survey to understand the

requirements of our employees.

18_____We know the talents of our employees and utilize them regularly.

19_____Our company does what is needed to retain our valuable employees.

20_____We regularly measure the effect of our retention strategy.

How many did you check?

Under 5/20: Your organization is regularly in the job market and finding it

increasingly difficult to attract staff. This indicates you have not made

retention a priority. You may be under the mistaken impression that just a job

and pay are enough to retain talent. Obviously, that isn¶t the case. If it were,

you wouldn¶t be regularly replacing staff.

Between 5 and 10: The retention practices of your company are still focused

on financial rewards and group activities. Retention is about individual needs,

performance and relationship building It is not ³one size fits all´

Documents

Final PROJECT Main Talent