Dr.

Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
Unit 1

Talent management is the systematic process of identifying the vacant position, hiring the
suitable person, developing the skills and expertise of the person to match the position and
retaining him to achieve long-term business objectives.

Talent consists of those individuals who can make a difference to organizational performance
either through their immediate contribution or, in the longer-term, by demonstrating the
highest levels of potential.

Talent management is the systematic attraction, identification, development, engagement,

retention and deployment of those individuals who are of particular value to an organization,
either in view of their “high potential” for the future or because they are fulfilling
business/operation-critical roles.

Talent management is a constant process that involves attracting and retaining high-quality
employees, developing their skills, and continuously motivating them to improve their
performance.

TALENT MANAGEMENT: CONCEPT

Wide variations exist in how the term “talent” is defined across differing sectors, and
organizations may prefer to adopt their own interpretations rather than accepting universal or
prescribed definitions. That said, it is helpful to start with a broad definition and, from our
research, we have developed a working definition for both „talent‟ and „talent management‟:

Talent consists of those individuals who can make a difference to organizational performance
either through their immediate contribution or, in the longer-term, by demonstrating the
highest levels of potential.

Talent = Competence × Commitment × Contribution

C = Competence - Able To Do The Work Means The Knowledge, Skills, And Values That
Individuals Require For Today’s And Tomorrow’s Jobs.

C= Commitment- Means The Level Of Employee Engagement Is When Employees Work On

Time, Work hard And Do What Is Expected Of Them.

C = Contribution- Finding Meaning & Purpose In Work.

Talent is a composite state made up of various elements. An Individual is said to be

talented when he/she possesses or acquires the following elements.
Skills, knowledge, intelligence, and experience
Ability to learn and grow

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
Judgment, attitude, character
Perseverance and self-motivation

OBJECTIVES OF TALENT MANAGEMENT

The goals of Talent Management include strategic projects aimed at attracting, developing,
and retaining high-potential employees in an organization. The set of objectives aims at
creating congruence in the workforce concerning overall organizational goals and success.
Here are the key objectives of Talent Management:
1. Attracting Top Talent: Find prospective employees who meet the organizational value and
mission.
2. Development of Skills and Competencies: Developing the employee’s skills, knowledge,
and competencies to be able to execute their duties effectively.
3. Succession Planning: Pinpoint the potential leaders and make them ready for the positions
of responsibility in the company without disrupting any flow of leadership.
4. Employee Engagement: Establish a positive workplace culture that enhances the employee
engagement, fulfilment, and loyalty of employees leading to increased productivity and also
reduced attrition.
5. Retention of Key Employees: Establish programs to retain high-performing and also high
potential employees; limiting attrition while keeping the institutional knowledge intact.
6. Strategic Workforce Planning: Align talent management efforts with the organization’s
long-term strategic goals, creating an appropriate workforce for future challenges and also
opportunities.
7. Enhancing Organizational Agility: Develop an agile workforce that is responsive enough to
react quickly when the business conditions change.
8. Promoting Diversity and Inclusion: Promote an inclusive workforce that exploits different
views and experiences to foster innovation within the organizations.
9. Aligning Individual and Organizational Goals: Provide a direct link between the individual
career goals and organizational plans to create more meaning for the employees.
10. Creating a Talent Pipeline: Create a talent pool that can perform more demanding
functions and assume greater roles as the organization grows.

TALENT MANAGEMENT INITIATIVES

The managers and the higher authorities need to take the initiative to pave the way for the
personal development and long-term association with the organization. Some of the ways in
which a manager can motivate and retain employees are as follows:

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)

 Recognition: Recognising employees’ contribution and their work on individual grounds,

boost up self-confidence in them.
 Remuneration and Reward: Increasing pay and remuneration of the employees as a
reward for their better performance.
 Providing Opportunities: Giving the charge of challenging projects to the employees
along with the authority and responsibility of the same, makes them more confident.
 Role Design: The role of employees in the organisation must be designed to keep them
occupied and committed, it must be flexible enough to inculcate and adapt to the
employee’s talent and knowledge.
 Job Rotation: Employees lack enthusiasm if they perform the same kind of work daily.
Thus, job rotation or temporary shifting of employees from one job to another within the
organisation is essential to keep them engaged and motivated.
 Training and Development: On the job training, e-learning programmes, work-related
tutorials, educational courses, internship, etc. are essential to enhance the
competencies, skills and knowledge of the employees.
 Succession Planning: Internal promotions helps identify and develop an individual who
can be the successor to senior positions in the organisation.
 Flexibility: Providing a flexible work environment to the employees makes them more
adaptable to the organization and brings out their creativity.
 Relationship Management: Maintaining a positive workplace where employees are free
to express their ideas, take part in the decision-making process, encourage employees to
achieve goals and are rewarded for better performance leads to employee retention.
 Self-motivation: Nothing can be effective if the employee is not self-determined and
motivated to work.

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
BENEFITS OF TALENT MANAGEMENT
Talent Management is a focused process that involves the identification, grooming, and
maintenance of individuals deemed important within an organization. The advantages are
having a qualified and accessible workforce, employee engagement promotion, succession
planning for leadership consistency, effective team building inclusive culture development
with low churn rates that lead to long-term organizational achievements. Following
mentioned are advantages of Talent Management:
1. Resource Availability: Talent Management guarantees that organizations have the right
people with the necessary skills at appropriate times. It ensures a highly skilled employment
force that is readily available as well as cost efficiency in terms of the prepared availability
and utilization of such resources leading to enhanced organizational maneuverability.
2. Employee Engagement: Employees’ development, recognition, and promotion are key
goals of Talent Management. This emphasis on personal development encourages higher
involvement, interest, and dedication from staff members contributing to a healthy work
environment.
3. Succession Planning: Succession planning is one of the many concepts that form Talent
Management, which aims at establishing individuals who will help to fill critical positions
within an organization. This proactive measure ensures a seamless succession of leadership
positions avoiding turbulence and strengthening organizational security.
4. Builds Effective Teams and Culture: Talent Management contributes immensely to
gathering diverse talents that fit well with each other. It promotes teamwork and an
organizational culture that is congruent with the values of the company.
5. Improves Employee Retention: This means that some of the most important variables
affecting employee satisfaction, including career development opportunities and a desirable
working environment are addressed by Talent Management. This complete method reduces
employee turnover, saving institutional knowledge and making the workforce more solid yet
experienced.

CHALLENGES OF TALENT MANAGEMENT

 Poor hiring strategies
 Inexperience with technology
 Ineffective leadership
 Employee turnover
Poor hiring strategies
Talent management starts with filling an open position with a high performer. Without a
strong staffing management plan, a company might face difficulty with the rest of the talent
management process.

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)

Many times, businesses don’t know where to start with hiring. They don’t know where to
begin sourcing candidates or how to attract talent, and the business might have difficulty
getting a candidate to accept their job offer.
Inexperience with technology
For the hiring portion of talent management, a good technology to use is an applicant tracking
system. With ATS recruitment, hiring managers can post jobs, send emails to multiple people,
and organize candidate resumes. And, anapplicant tracking system (ATS) tracks candidates so
hiring authorities can hang onto candidate information even after one job is filled.
Ineffective leadership
Strong leadership throughout the company is the basis of talent management. Managers and
other top employees take on an important role in developing and retaining employees.
If there is ineffective leadership within the company, employees won’t have guidance in
developing their talent. The company as a whole needs to come together to train and keep
employees. Without strong leaders, there won’t be anyone to carry out talent management.
Employee turnover
Talent management focuses on developing an employee from start to finish. This can help
employees feel valued, challenged, and satisfied with their jobs.
Without successfully implementing talent management, a business could experience high
employee turnover rates. High employee turnover rates happen when an employee feels like
their job is stagnant and their pay won’t increase.

CAUSES FOR FAILURE IN TALENT MANAGEMENT

Talent management is one of the cursing factors threatening organization. The causes of poor
talent management are discussed as follows:
 Long working hours: long working hours and the intensity of work have consistently
emerged as two top most concerns of workers. Employees feel tired and bored because
of long working hours. The duration of work, number of working hours and timings play
a significant role in retaining of an employee.
 Unsupportive management: Work place support i.e., the support received from
supervisors and co-workers are the key elements in talent management. Organizations
have to understand the nature and problems of the employees and create congenial
work atmosphere, because support and co-ordination from top level management and
co-workers helps an employee to motivate and engage himself in work.
 Lack of co-ordination and communication: Co-ordination between different levels of
management is needed to set organizational objectives. Communication helps to share

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
the creative ideas and information among employees. But due to lack of proper co-
ordination and communication between employees quit the organization.
 Higher personal aspirations: In the modern world, the life style of an individual is one of
the main reasons for poor talent management. Ever-increasing ambitions, changing
fashions, etc., can cause envy and a feeling of discontentment. Most of the employees
have higher aspirations towards their career and personal development. An
environment with poor facilities for growth and development may not create an
opportunity for employees to achieve personal aspirations.
 Unsatisfactory monetary and non-monetary rewards: Monetary and non-monetary
benefits play an important in retaining of an employee. An employee whose monetary
benefits are less than the cost of living may undergo may leave the organization and try
for some other source of work. Hence organizations have to offer attractive benefits to
retain employees.

TALENT MANAGEMENT STRATEGIES FOR SUSTAINABLE DEVELOPMENT

These are some of the measures that should be taken into account to hire and retain talent in
the organization, to be efficient and competitive in this highly competitive world:
 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

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
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 within 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 MANAGEMENT PROCESS / STAGES

The various stages of Talent Management are as follows:
 Identifying the goals: This is the cardinal stage and pivotal to the success of the entire
talent management process. The first step is to identify what the organization aims to
achieve and what characteristic qualifications and skills the recruits should possess to
realize the goals.
 Attracting the talent: The main aim of talent management process is to hire the best
talent for an organization. Organizations at this stage make effort to attract the best
talented people from the job market.
 Sourcing the talent: In this stage, the talent management personnel look for
appropriate sources in the job market or industries where the targeted people can be
hired or recruited.
 Recruitment: This is the first stage of hiring the best talented people for the
organization. Skilled and qualified people are invited to join the organization.
 Selection: This is the stage where the objective of talent management becomes a
reality. It is when truly talented people are recruited or hired in various roles.
 Training and development: At this stage, the selected recruits are provided with
necessary training to make them productive and efficient to work towards the goals of
the organization.

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
 Retention: The notable objective of talent management is not only hiring talent but
also ensuring their retention in the organization. Factors upon which the retention rate
depends are attractive pay package, job specification, safety and security of the
employees, personal development of an employee, recognition and culture of the
organization, and the fit between the job and talent.
 Assessment: Periodical assessment of employees’ skills, abilities, improvements and
competencies enable the organization to know if they are fit for continuation and
promotion.
 Performance appraisal: It is a measurement of the actual performance of the
employees in the job. It enables the organization to ascertain if the person can be
loaded with extra responsibilities.
 Promotion: It refers to job enrichment. It keeps the energy level high of the employees
and they are inspired to continue to work for the organization.
 Career planning: If an employee is found befitting to handle work pressure and extra
responsibilities well, the management needs to plan his/her career so that he or she
feels elevated and rewarded. Such recognition and rewards inspire the employees to
remain with the organization for a long time.
 Succession planning: This deals with the replacement of people within the organization.
Employees who have given their best to the organization and have been serving for long
deserve to hold higher positions.
 Exit stage: This is the final stage of talent management process that ends in the
retirement of the employees and they are no more a part of the organization.

TALENT VS KNOWLEDGE

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)

DIFFERENCES BETWEEN TALENT MANAGEMENT AND KNOWLEDGE MANAGEMENT

The core difference between talent management and knowledge management is that the
former involves supervising people, while the latter involves directing the flow of information.
Some key ways the two concepts are different include:

 Focus. Knowledge management focuses on the spread of information, while the central
focus of talent management is people.

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
 Scope. Knowledge management aims to communicate information effectively
throughout an entire company, while talent management aims to find qualified
applicants for individual positions. Unlike talent management, knowledge management
planning considers the needs of stakeholders outside the company, like clients and
partners.
 Reactive vs. proactive. Talent management is proactive. You actively search for
employees to fill current and future roles. Knowledge management is reactive. While a
portion involves knowledge creation, the main focus is to look for ways to organize
existing information. ‍
 Life cycle. Generally, talent management aims to meet the long-term hiring needs of a
company. Knowledge management aims to satisfy a company’s urgent information
needs.‍
 Strategies. Talent management relies on methods like mentoring and personal training
to help individuals grow and improve. Knowledge management involves using things like
shared databases, intranets, and companywide communication strategies to help
businesses share information. ‍
 Evaluation methods. To gauge the success of talent management, companies measure
metrics like employee retention and satisfaction. Knowledge management is evaluated
using metrics like contributions to knowledge bases and customer satisfaction.

CONSEQUENCES OF FAILURE IN TALENT MANAGEMENT

The consequences of talent attrition affect the organization effectiveness. The following are
some of the consequences of talent attrition.
 Declined productivity: These days firms focus on getting more output from less input.
Productivity is very important for organizations from which they attain profits. But due to poor
working hours employees fail to produce maximum output leading to decreased productivity.
 Increased turnover: Turnover means employees leaving the organizations. Turnover of
employees is a big qualitative and quantitative damage for employers. Turnover affects
organizational culture and productivity. Turnover leads to windup of many entities. Work
intensification has led to health problems and attrition of professional and managerial
employees. Unsupportive management and co-workers lead to employee turnover.
 Poor industrial relations: Employees who fail to co-ordinate with one another may conflict
with each other. Organizational conflicts affect the reputation, productivity and industrial
relations. Hence healthy industrial relations enable talent management.
 Inability to accept change: People resist change and ignore to learn the updated things.
Employees with poor monetary and non-monetary benefits may not accept the changes in the
organization structure, policies, goals and objectives. Even employees may resist the projects

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
and plans. Hence change management helps employees to concentrate on their personal
career and profession.

IDENTIFYING AND ASSESSING HIGHPOTENTIAL(HiPO) TALENT: CURRENT ORGANIZATIONAL

PRACTICES
High potential employees are individuals who always exceed their peer groups in different
circumstances and settings. The work they do consistently mirrors your company’s culture and
values and the outputs they render are always of superior quality.

Characteristics of high potential employees

1. Conscientiousness - HiPo’s are self-motivated and driven to achieve. They are effective
strategic planners, demonstrating high conscientiousness through strong planning,
objective-directed behavior and discipline.
2. Adjustment - HiPo’s will demonstrate high tolerance and resilience in stressful
situations, as well as the ability to adapt quickly without difficulty.
3. Curiosity - HiPo’s are adaptable to change and willing to consider new and creative ideas
or working methods if there is a chance, they could add value to the business.
4. Risk approach - HiPo’s aren’t afraid to challenge, confront and solve difficult situations.
They are proactive when it comes to solving problems.
5. Ambiguity acceptance - HiPo’s thrive in complex working environments, always seeking
out further information. They are willing to listen to unpopular or differing opinions.
6. Competitiveness - HiPo’s display ‘useful competitiveness’ which is focused on the
success of the organization, competitive advantage of teams, departments and the
business overall.

7 Challenges in Identifying and Developing Emerging Leadership Potential

Here are seven challenges that can make identifying and developing emerging leadership
potential difficult and how you can avoid them:
1. There’s a huge volume of people.
It can be overwhelming to look at the entire population of individual contributors to spot
leadership potential. That’s why so many companies rely on managers to identify high-potential
leaders (see next point). But you can put a number of systems in place, such as scalable
assessments, that supplement manager ratings and help you look quickly and broadly across
your individual contributors.
2. Only managers can evaluate for potential.
As mentioned above, many companies rely on managers to identify leadership potential. After
all, managers are the only ones who have really seen these employees in action. But most

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Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
managers haven’t had any training on how to look for potential, avoid biases, and differentiate
against performance and readiness. Without the right training and accountability, managers
will fall back on the way they know best: looking at performance in the current role to
determine potential for growth.
3. No clear definition of leadership potential.
It’s common that managers aren’t using one clear, agreed-upon definition for what it means to
have leadership potential. So, they’re each left to come up with their own definition, which
introduces inconsistency and inefficiency. This also makes your identification process ripe for
bias as most managers will simply pick people who remind them of themselves or of other
current leaders.
4. Training isn’t focused on leadership.
Training and development for individual contributors is often focused on helping them get
better within their current role. For example, they might be attending conferences in their field
or getting additional certifications. While this isn’t a bad thing necessarily, it often comes at the
expense of developing the leadership skills high potentials need to be successful in a future
leadership position. We must democratize leadership development and starting with high
potentials is the next step.
5. Difficulty providing leadership exposure.
It’s great that you have identified leadership potential, but what are you doing to get these
people ready for their next role? Often, development may be happening in the form of
coursework, but this isn’t real exposure to leadership. What high potentials need is on-the-job
training or the opportunity to “try on” leadership in a role simulation.
6. Managers aren’t trained to accelerate high potentials.
Once a high-potential leader is identified, it’s often up to their manager to spearhead their
acceleration and development. But few leaders are trained to do this. This creates inconsistent
development across the organization, and it can also be very time consuming for managers. As
a result, it hurts the quality of the development and employee engagement.
7. Leadership assessments are rarely used.
Given the high volume of people and informal approach, many companies don’t
use assessments for leadership potential. But assessments are crucial. They help you to
incorporate objectivity and find potential in talented people you otherwise might have missed.
In addition, they can help give leaders specific direction about each potential leader’s strengths
and challenges so they can guide their development with more intention.

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 Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)

UNIT 2
JOB ANALYSIS

Job analysis refers to a systematic process of collecting all information about a specific job,
including skill requirements, roles, responsibilities and processes in order to create a valid job
description. Job analysis also gives an overview of the physical, emotional & related human
qualities required to execute the job successfully.

Job analysis is an important step in ensuring that the right candidate is selected. Job analysis helps
the employer in recruitment and selection, performance management, choosing compensation and
benefits, etc. It helps the employees to have a clear picture of what is actually required of them.

"Job analysis is the process of studying and collecting information relating to the operations and
responsibilities of a specific job."
- Edwin B, Flippo

Importance of Job Analysis

 Manpower Planning
Job analysis is a qualitative aspect of manpower needs, as it determines job requirements in
terms of skills, qualities and other human characteristics. This facilitates the division of labor
into different occupations.
 Recruitment, Selection and Placement
In order to hire a good person for the job, it is very important to know the requirements of
the job and the qualities of the person who will be doing the job. Information on these two
elements comes from the job description or job description and helps management to tailor
the job requirements as closely as possible to the attitudes, skills, interests of employees,
etc.
 Training and Development
Job analysis determines standard levels for job performance. Helps manage learning
development programs.
 Job Evaluation
Job analysis provides the basis for job evaluation. The purpose of a job appraisal is to
determine the relative value of the job which in turn helps determine job compensation.
 Performance Appraisal
Job analysis data provides a clear standard of performance for each job. Employee
performance can be objectively evaluated against the job performance standard.
 Job Designing

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 Dr. Ruchi Jain
Anand Engineering College, Agra
Talent Management(KMBN HR01)
Industrial engineers may use the job analysis information in designing the job by making the
comprehensive study of the job elements.
 Safety and Health
Management can take corrective actions to ensure the safety of workers and reduce the risk
of various hazards to eliminate harmful conditions.
 Promotions
The job analysis is mainly based on the effective policies. Effective policies may be
formulated in regard to promotions and transfers.
 Employment Guidance
Job description, which is basically carried out on the basis of Job analysis, helps the aspirates
in ascertaining the job, for which they have the necessary ability and skills.
 Labour Relations
Job analysis serves as the basis for resolving disputes that may arise due to quality of
performance expected of workers.

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