A

PROJECT REPORT
ON
“STUDY OF TALENT MANAGEMENT PROCESS AND ITS
EFFECTS ON EMPLOYEES”

STAREX UNIVERSITY, GURUGRAM

In partial fulfillment of the requirement for the award of the degree of

Master of Business Administration

Submitted to: Submitted by:

Dr Bijendra Singh Yadav Balram Yadav
Assistant Professor MBA 4th Sem
Starex University 220584
 DECLARATION

I BALRAM YADAV hereby confirm that the research project report on A study on Talent
management Process and its effects on Employees. I have provided is solely my own effort. I
did not copy my report partially or completely from any other student or from any other source
either against payment or free and I did not provide any plagiarized material in any section of my
report.
I further confirm that the documents (internship completion certificate) that i have provided are
genuine (i.e., not forge/fake) and have been issued by the authorized person in the organization. If
I am found guilty of misstating, misleading or concealing the facts about my activities (either
academic or non-academic but relevant to this course) at any stage, the university is authorized to
take disciplinary action against me according to university policies and regulations.

Name:- Balram Yadav

Date:- 30 May 2024
 ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who supported me throughout the
course of this MBA project. I am thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during the project work. I am sincerely grateful to them for sharing
their truthful and illuminating views on a number of issues related to the project.
With sincere thoughts and deep sense of gratitude I would like to acknowledge the development
of my research project report and successful completion of the project in the partial fulfillment of
the requirement of Starex University.
I would like to say thanks to Bijendra sir who supports me to complete my report and taught me
all techniques of managing and handling situation.
 EXECUTIVE SUMMARY
Human resources (HR) and talent management are essential components of any organization,
shaping the workplace environment and directly impacting employees' experiences. This process
involves various stages, including recruitment, onboarding, performance management, training
and development, and retention strategies. Let's delve deeper into each stage and explore its effects
on employees.
1. Recruitment: This initial stage involves identifying, attracting, and hiring qualified candidates.
A well-executed recruitment process ensures that the organization acquires the right talent to meet
its needs. Effective recruitment practices, such as clear job descriptions, transparent
communication, and fair selection criteria, can enhance employees' confidence in the organization
and their sense of belonging. Conversely, a poorly managed recruitment process may lead to
disengagement and frustration among employees, especially if they perceive biases or unfair
practices.
2. Onboarding: The onboarding process sets the tone for employees' integration into the
organization. It includes orientation, training, and socialization activities aimed at helping new
hires adapt to their roles and the company culture. A structured onboarding program fosters a sense
of belonging and reduces the time it takes for employees to become productive. Moreover, it
communicates the organization's commitment to employee development and sets expectations for
performance. On the other hand, inadequate onboarding can leave employees feeling lost and
disconnected, potentially leading to higher turnover rates.
3. Performance Management: Performance management involves setting goals, providing
feedback, and evaluating employees' contributions. When conducted effectively, performance
management promotes clarity, accountability, and continuous improvement. Constructive
feedback and recognition of achievements motivate employees to excel and contribute to the
organization's success. Conversely, a flawed performance management system, characterized by
unclear expectations or biased evaluations, can demotivate employees and undermine their
confidence in the organization's fairness.
4. Training and Development: Investing in employees' skills and professional growth is essential
for both individual and organizational success. Training and development programs enable
employees to acquire new competencies, adapt to evolving job requirements, and advance their
careers. Moreover, offering learning opportunities demonstrates the organization's commitment to
employees' long-term development, fostering loyalty and engagement. However, neglecting
training and development can hinder employees' ability to perform effectively, limiting their
potential and creating a sense of stagnation.
5. Retention Strategies: Employee retention is a critical aspect of talent management, as losing
skilled workers can be costly and disruptive. Retention strategies may include competitive
compensation, benefits, opportunities for advancement, and a supportive work environment.
 INDEX

S.No PARTICULARS Page No.

1. Introduction 1
2. Industry Profile 13
3. Literature review 25
4. Aims & Objective 34
5. Research Methodology 36
6. Need Of Study 38
7. Scope Of Study 38
8. Limitations of Study 38
9. Data Analysis & Interpretation 47
10. Findings 57
11. Conclusions 58
12. Suggestions 59
13. Bibliography 60
14. Annexure 61
CHAPTER - 1
1. INTRODUCTION

Human resource management (HRM or HR) is the strategic approach to the

effective and efficient management of people in a company or organization such
that they help their business gain a competitive advantage. It is designed to
maximize employee performance in service of an employer's strategic
objectives. Human resource management is primarily concerned with the
management of people within organizations, focusing on policies and systems. [
HR departments are responsible for overseeing employee-benefits design,
employee recruitment, training and development, performance appraisal, and
reward management, such as managing pay and Employee benefits benefit
systems.
HR also concerns itself with organizational change and industrial relations, or
the balancing of organizational practices with requirements arising from
collective bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the organization
is able to achieve success through people. HR professionals manage the human
capital of an organization and focus on implementing policies and processes.
They can specialize in finding, recruiting, training, and developing employees,
as well as maintaining employee relations or benefits. Training and development
professionals ensure that employees are trained and have continuous
development.
This is done through training programs, performance evaluations, and reward
programs. Employee relations deals with the concerns of employees when
policies are broken, such as cases involving harassment or discrimination.
Managing employee benefits includes developing compensation structures,
parental leave programs, discounts, and other benefits for employees. On the
other side of the field are HR generalists or business partners. These HR
professionals could work in all areas or be labour relations representatives
working with unionized employees.
HR is a product of the human relations movement of the early 20th Century,
when researchers began documenting ways of creating business value through
the strategic management of the workforce. It was initially dominated by
transactional work, such as payroll and benefits administration, but due to
globalization, company consolidation, technological advances, and further
research, HR as of 2015 focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.
In the current global work environment, most companies focus on lowering
employee turnover and on retaining the talent and knowledge held by their
workforce. New hiring not only entails a high cost but also increases the risk of
a new employee not being able to adequately replace the position of the previous
employee.
HR departments strive to offer benefits that will appeal to workers, thus reducing
the risk of losing employee commitment and psychological ownership. Human
resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as
human resources (HR). A company or organization's HR department is usually
responsible for creating, putting into effect and overseeing policies governing
workers and the relationship of the organization with its employees.
The term human resources was first used in the early 1900s, and then more
widely in the 1960s, to describe the people who work for the organization, in
aggregate.
HRM is employee management with an emphasis on those employees as assets
of the business. In this context, employees are sometimes referred to as human
capital. As with other business assets, the goal is to make effective use of
employees, reducing risk and maximizing return on investment (ROI).
The modern HR technology term human capital management (HCM) has been
used more frequently compared to the term HRM. The term HCM has had
widespread adoption by large and midsize companies and other organizations of
software to manage many HR function.

Human resources (HR) and talent management are essential components of any
organization, shaping the workplace environment and directly impacting
employees' experiences. This process involves various stages, including
recruitment, onboarding, performance management, training and development,
and retention strategies. Let's delve deeper into each stage and explore its effects
on employees.
WHAT IS TALENT MANAGEMENT

Talent management is defined as the methodically organized, strategic process

of getting the right talent on board and helping them grow to their optimal
capabilities keeping organizational objectives in mind.
The process thus involves identifying talent gaps and vacant positions, sourcing
for and on boarding the suitable candidates, growing them within the system and
developing needed skills, training for expertise with a future-focus and
effectively engaging, retaining and motivating them to achieve long-term
business goals.
The definition brings to light the overarching nature of talent management – how
it permeates all aspects pertaining to the human resources at work while ensuring
that the organization attains its objectives. It is thus the process of getting the
right people onboard and enabling them to enable the business at large.
“Under the umbrella of talent management, there are a string of elements and
sub-processes that need to work in unison to ensure the success of the
organization.”
For example, analyzing the right talent gaps for the present and the future,
identifying the right talent pools and best-fit candidates, getting them to join and
then optimizing their existing skills and strengths while helping them grow are
touch-points that are all equally important. They support each other and the
whole structure would crumble even if one sub-process fell out of sync.
Talent management is an organization's ability to recruit, retain, and produce the
most talented employees available in the job market. Talent consistently
uncovers benefits in these critical economic areas: revenue, customer
satisfaction, quality, productivity, cost, cycle time, and market capitalization.
Having good talent management is when one has good skills, knowledge,
cognitive abilities, and the potential to do well. Talent management is also an
important and necessary skill for people in the workforce to acquire.

Finding good and talented people is not a hard thing to do, but making sure that
they want to stay working for the same business is the challenge. If someone has
so much talent and they are good at what they do, businesses will want them to
stay and work there forever. However, most of those people are either satisfied
with the job they have, or they go out and look for better opportunities.

Talent management starts at the top, with leadership from CEOs and other
executives who set the tone for how employees are recruited, developed, and
retained. Human resources (HR) departments are then responsible for talent
management processes and procedures, such as coordinating hiring practices and
overseeing the training of new hires, ongoing performance reviews, and ad hoc
feedback. There is no one set of best practices because each organization needs
to develop the culture that is right for it.

An organization’s leaders not only help develop talent management strategies

but also communicate the importance of talent management to managers and
employees, ensuring that strategies are carried out and updated as necessary to
keep pace with growth and cultural changes.

Within each division or business group, managers spearhead many specific talent
management responsibilities, such as evaluating employee performance and
identifying succession strategies to ensure that every position is filled by the best
possible internal or external candidate.

HR also concerns itself with organizational change and industrial relations, or

the balancing of organizational practices with requirements arising from
collective bargaining and governmental laws.
Talent management processes are critical in today's competitive business
environment for attracting, retaining, and developing skilled employees. This
research report explores the various components of talent management and their
effects on employee engagement and performance. By reviewing existing literature
and conducting interviews with HR professionals and employees, this report aims to
provide insights into the effectiveness of talent management strategies in enhancing
employee satisfaction, motivation, and productivity.

Recruitment and selection processes serve as the gateway to talent acquisition,

determining the caliber of individuals who join the organization. Effective
recruitment strategies not only attract top talent but also ensure cultural fit and
alignment with organizational values, laying the foundation for long-term
engagement and commitment.

Once onboard, employees embark on a journey of growth and development

facilitated by training and development programs. These initiatives not only enhance
employees' skills and competencies but also signal investment in their professional
advancement, fostering a sense of loyalty and belonging.

Performance management systems provide a framework for setting expectations,

providing feedback, and recognizing achievements. When executed effectively,
performance management fosters a culture of accountability, continuous
improvement, and meritocracy, driving individual and organizational success.

Succession planning ensures the continuity of talent pipelines, identifying and

grooming future leaders to navigate the complexities of tomorrow's business
landscape. By proactively addressing leadership gaps and developing internal talent,
organizations safeguard their competitiveness and sustainability

Therefore, when we speak about the IT industry, we include all organizations or

departments within organizations which develop, maintain or operate the
Information Technology systems.
Talent management is a strategic approach that organizations employ to attract,
develop, engage, and retain skilled individuals who contribute to the achievement of
business objectives. It encompasses a range of interconnected processes and
practices aimed at maximizing the potential of human capital, thereby enhancing
organizational performance and competitiveness.

At its essence, talent management recognizes that people are the most valuable asset
of any organization and seeks to leverage their skills, knowledge, and abilities to
drive sustainable growth and innovation. Unlike traditional human resource
management, which often focuses on administrative tasks and compliance, talent
management takes a more proactive and holistic approach to managing talent
throughout the employee lifecycle.

One of the key components of talent management is recruitment and selection. This
involves identifying and attracting top talent that aligns with the organization's
culture, values, and strategic goals. Effective recruitment strategies leverage various
channels, such as job boards, social media, and employee referrals, to reach a diverse
pool of candidates and ensure a robust talent pipeline.

Once talent is onboarded, the focus shifts to training and development. Organizations
invest in programs and initiatives designed to enhance employees' skills,
competencies, and capabilities. This may include technical training, leadership
development, soft skills workshops, and mentoring programs. By providing
opportunities for growth and learning, organizations not only increase employee
engagement and satisfaction but also cultivate a culture of continuous improvement
and innovation.

Performance management is another critical aspect of talent management. It

involves setting clear performance expectations, providing regular feedback, and
evaluating employee contributions against predefined goals and objectives.
Performance management systems may incorporate tools such as performance
appraisals, 360-degree feedback, and key performance indicators (KPIs) to track
progress and identify areas for development. Effective performance management
fosters accountability, transparency, and a meritocratic culture where high
performers are recognized and rewarded.

Succession planning is essential for ensuring the long-term sustainability of an

organization. It involves identifying and developing internal talent to fill key
leadership positions as they become vacant. Succession planning strategies may
include talent assessments, leadership development programs, and career pathing
initiatives to groom high-potential employees for future roles. By cultivating a
pipeline of future leaders, organizations mitigate the risks associated with leadership
turnover and ensure continuity in their strategic direction.

Employee engagement is a central focus of talent management, as engaged

employees are more motivated, productive, and committed to their organization.
Employee engagement initiatives may include regular communication, opportunities
for feedback and input, recognition programs, and initiatives to promote work-life
balance and well-being. By fostering a positive work environment where employees
feel valued and supported, organizations can enhance employee satisfaction,
retention, and performance.

In summary, talent management is a comprehensive and strategic approach to

managing human capital that encompasses recruitment, development, performance
management, succession planning, and employee engagement. By investing in their
people and creating a culture of excellence, organizations can unlock the full
potential of their talent and gain a competitive edge in today's dynamic business
environment.
There is little doubt that the attraction, development and retention of talent has
emerged as one of the most critical issues faced by companies worldwide. Talent
management (TM) can be described as the activities and processes that involve the
systematic attraction, identification, development, engagement, retention, and
deployment of those talents which are of particular value to an organization to create
strategic sustainable success (e.g. Boudreau & Ramstad, Citation2005;
Collings & Mellahi, Citation2009; Scullion, Collings, & Caligiuri, Citation2010).
The unprecedented complexity of today’s business context – marked by
globalization, technology, and broader socio-economic, geopolitical and
demographic changes – even increases the necessity to focus on identifying,
attracting, recruiting, developing and retaining talent to navigate the challenges of it
(Claus, Citation2019; Reiche, Lee, & Allen, Citation2019; WEF, Citation2016).
Talents are seen as unique strategic resources, central to achieving sustained
competitive advantage (Dries, Citation2013a), and organizations use TM to capture,
leverage and protect these resources (Sparrow & Makram, Citation2015).
Talent-related issues are a major concern of many CEOs (Bhalla, Caye, Lovich, &
Tollman, Citation2018; Groysberg & Connolly, Citation2015), and more than 75%
of CEOs highlighted the scarcity of essential skills and capabilities as a key threat to
the growth prospects of their organizations (PWC, Citation2017). In fact, sourcing
and retaining the quality and quantity of talent has been a continual challenge for
organizations (Vaiman, Collings, & Scullion, Citation2017). Thus, there is a need
for answers for practitioners’ practical TM questions.

A critique of TM research has been the suggestion that is has lagged behind in
offering organizations vision and direction in this area. (Al Ariss, Cascio, & Paauwe,
Citation2014; Cappelli & Keller, Citation2014; Cascio & Boudreau, Citation2016),
more than a decade after it emerged as a ‘hot topic’ in practice, (Gallardo-Gallardo,
Nijs, Dries, & Gallo, Citation2015; McDonnell, Collings,
Mellahi, & Schuler, Citation2017). Yet, over the last decade TM is has emerged as
one of the fastest growing disciplines in the management field (Collings, Scullion,
& Vaiman, Citation2015). However, many questions remain, particularly those
related to what happens in practice, and, above all, why (Thunnissen & Gallardo-
Gallardo, Citation2017). Surprisingly, there is little knowledge about how TM is
conceived, implemented and developed within organizations, not to mention about
its outcomes and effectiveness.
It has been suggested that this can be explained by the fact that TM is usually
designed and implemented as a rational and instrumental process disconnected from
its organizational context and the interrelated actors (Thunnissen et al.,
Citation2013). In a recent review of the empirical literature on TM (Thunnissen &
Gallardo-Gallardo, Citation2019), the authors found that although research has been
conducted in a broad variety of contexts (i.e. countries and organizations), the impact
of contextual factors as well as the role of actors in a specific context on the
conceptualization and implementation of TM has been largely neglected.
The evidence suggests that despite the growing consensus on a ‘best fit’ approach to
TM (e.g. Garrow & Hirsh, Citation2008; Stahl et al., Citation2012) and the
consensus on the contextual relevance of TM (e.g. Gallardo-Gallardo et al.,
Citation2015; Khilji, Tarique, & Schuler, Citation2015; Thunnissen, Citation2016),
there has been disappointing progress in capturing contextual issues in empirical TM
research.
TM research has been limited by a predominantly narrow, universalist, profit-driven
perspective on studying TM, largely driven by Anglo-Saxon institutions as the
leaders of this research stream (Collings, Scullion, & Vaiman, Citation2011). The
strong focus on TM in large MNC organizations (see Collings, Mellahi, & Cascio,
Citation2019; Thunnissen & Gallardo-Gallardo, Citation2017) raises questions
about whether current assumptions in the TM literature related to this specific
context help us to understand and explain the TM issues in other contexts such as
public sector organizations, SMEs, and organizations based in emerging market
context.
TM research is still focused at the meso (organizational) level of analysis, with
limited attention being paid to individual-level research or more macro-level factors
(Sparrow, Citation2019). The need to address these critiques will be central to the
future development of the field.

TM has been previously characterized as a phenomenon that is trying to shift from

a ‘growing’ to a ‘mature’ stage (Dries, Citation2013b; Gallardo-Gallardo et al.,
Citation2015). Cappelli and Sherer (Citation1991) describe context as ‘the
surroundings associated with phenomena which help to illuminate that phenomena,
typically factors associated with units of analysis above those expressly under
investigation’ (p. 56). Thus, studying the impact of contextual dynamics in TM will
shed light on its conceptualization, implementation and effectiveness.
In short, it will help us to identify and explain how and why TM works in practice,
which is in line with ‘the fundamental mission of the academic discipline of HRM’
(Boxall, Purcell, & Wright, Citation2007. Additionally, having better-contextualized
TM research will help to better understand its applications, since contextualization
identifies boundary conditions or limitations surrounding the generalizability of the
research findings (Teagarden, Von Glinow, & Mellahi, Citation2018).
In summary, we argue that contextualizing TM research will help researchers to
build the bridge between academia and practice by both enhancing research rigor
and practical relevance (Thunnissen & Gallardo-Gallardo, Citation2019). This is
increasingly important and timely due to the relative neglect of context in TM
research. Through the contributions to this SI, we aspire to expand the boundaries of
rigor and relevance in TM research through our focus on contextualization.
In this introduction to the SI, we seek to offer an overview of how context is
integrated in current empirical TM research and provide suggestions on how
research can be better contextualized.
In the section we critically examine the role of context in TM research. We then
introduce the four articles in this special issue, highlighting their main contributions.
Finally, we briefly discuss some key research gaps, and make some suggestions on
how to better contextualize TM research.
CHAPTER - 2
2. INDUSTRY PROFILE

The information industry comprises a group of enterprises and organizations

whose purpose is to produce and process information and to develop the
infrastructure and delivery mechanisms to distribute information.

For the individuals and companies that implement these functions, it is important
to understand the nature of the industry and the issues that affect its activities.
For the people and organizations that use information, it is helpful to develop an
understanding of the larger picture of the industry as a whole so they know where
to find the information they need and how it is being made available.

The functions of the information industry can be separated broadly into four
categories: production, processing, distribution, and the building of
infrastructure.
Many of the producers of information fall outside the bounds of the information
industry proper; these include authors, illustrators, inventors, and so on.
However, information is also produced within the industry itself; for example,
companies specializing in data mining use large collections of data to create
usable information products such as customer profiles or product purchasing
trends. Also, some of the products generated in the processing of information are
sufficiently novel that processing becomes a form of production.

Information processing comprises a large portion of the activities within the

information industry; processing transforms information into products that can
be packaged and sold as usable goods. For example, publishing a journal involves
processing a number of articles into an edited and integrated package. Creating
an electronic database of journal articles involves assembling citations and
abstracts for articles from a carefully selected group of journals and integrating
them into a large, usable database system.

Distribution of information also comprises a large part of industry activity;

distribution includes marketing the information products that were processed and
delivering the products to the customers who purchase them. For example, once
an electronic database of journal articles has been assembled, proper distribution
ensures that potential customers know it exists and that they can access it after
purchase. When the product is delivered to the customer, that individual might be
a librarian or other information professional. This person, who then distributes
information to specific information users, is often called an "intermediary." For
non-profit segments of the information industry, such as libraries, this may be
referred to as "access"; rather than delivering information products to customers,
they are making them available to people for their use.

The allocation of financial capital has long been recognized as a critical driver of
an organization’s performance. The value of managing and allocating human
capital, however, is less widely known. But the results from a new McKinsey
Global Survey confirm the positive effects of talent management on business
outcomes. According to respondents, organizations with effective talent-
management programs have a better chance than other companies of
outperforming competitors and, among publicly owned companies, are likelier to
outpace their peers’ returns to shareholders.

The survey also sought to uncover the specific practices that are most predictive
of successful talent-management strategy. While there is no one-size-fits-all
approach to the effective management of human capital, the survey results reveal
three common practices that have an outsize impact on the overall effectiveness
of talent management as well as organizational performance: rapid allocation of
talent, the HR function’s involvement in fostering a positive employee
experience, and a strategically minded HR team. The survey results also point to
underlying actions that organizations of all stripes can take to cultivate these
practices and thereby improve their talent-management strategy and
organizational performance.

Finally, information industry organizations must build a robust infrastructure in

order to support their activities. Such an infrastructure may include, for example,
computer hardware and software, database systems, telecommunications
systems, marketing channels, and other technological and social structures.

An important piece of infrastructure that has had a great effect on the information
industry is the Internet this widely available and standardized means of
transferring electronic information (including text and graphics) has allowed
organizations to move away from proprietary, dedicated delivery systems and
toward integrated, multiproduct, multivendor access to electronic information
products.
The IT industry is a broad, sweeping term that covers many information
technology-oriented organizations. If you think about it, no organization (whether
corporate or government or non-profit) can survive without IT.

Therefore, when we speak about the IT industry, we include all organizations or

departments within organizations which develop, maintain or operate the
Information Technology systems.

According to the survey responses, there is a significant relationship between

talent management—when done well—and organizational performance. Only 5
percent of respondents say their organizations’ talent management has been very
effective at improving company performance. But those that do are much more
likely to say they outperform their competitors: 99 percent of respondents
reporting very effective talent management say so, compared with 56 percent of
all other respondents.

What is more, the effects of successful talent management seem to be cumulative.

Like an overall effective talent-management program, the abilities to attract and
retain talent appear to support outperformance. Among public companies, we see
a similar effect on total returns to shareholders (TRS). At companies with very
effective talent management, respondents are six times more likely than those
with very ineffective talent management to report higher TRS than competitors.

Broadly, we can come up with the following segments for IT organizations. Many
organizations will have a presence in multiple segments.

1.1 Product Companies: These are companies that work on products meant to
serve a specific use for a customer. There could be pure software product
companies (e.g. Adobe Systems or Computer Associates) or hybrid product
companies which have both software and hardware – often bundled together
but sometimes sold independently too (e.g. Google, Microsoft, Apple, etc.).
Also included in this classification are the hundreds of thousands of small
start-up companies looking to make their idea the next big idea.
1.2 Services Organizations: These organizations provide IT services to their
customers. They are some which specialize in providing services only to the
product companies whereas others provide a wide range of services ranging
from network maintenance, business process outsourcing, system support,
and bespoke application development.

1.3 In-house IT Departments: The IT function of some of the largest

organizations may be bigger than many standalone IT companies. This
function typically functions like a cost centre that provides IT services for
the core business. For example, the IRCTC which serves the Indian railways
builds and supports some of the most complex systems in the world.
This definition is so pervasive, that it is hard to put a size estimate to it. Also, the
size of the organizations may range from the Goliaths like IBM having hundreds of
thousands of companies to garage based startup companies with barely 1 or 2 people.
However, the goals of these organizations and the challenges they face are similar.
They aim to make the core business more efficient, or spur new business models.

An organization’s leaders not only help develop talent management strategies but
also communicate the importance of talent management to managers and employees,
ensuring that strategies are carried out and updated as necessary to keep pace with
growth and cultural changes.

Within each division or business group, managers spearhead many specific talent
management responsibilities, such as evaluating employee performance and
identifying succession strategies to ensure that every position is filled by the best
possible internal or external candidate.
Information Technology in India is an industry consisting of two major components:
IT services and business process outsourcing (BPO). The sector has increased its
contribution to India's GDP from 1.2% in 1998 to 7.7% in 2017.

According to NASSCOM, the sector aggregated revenues of US$180 billion in

2019, with export revenue standing at US$99 billion and domestic revenue at US$48
billion, growing by over 13%. As of 2020, India's IT workforce accounts for 4.36
million employees. The United States accounts for twothirds of India's IT services
exports.

India's IT Services industry was born in Mumbai in 1967 with the creation of Tata
Consultancy Services who in 1977 partnered with Burroughs which began India's
export of IT services. The first software export zone, SEEPZ – the precursor to the
modern-day IT park – was established in Mumbai in 1973.

More than 80 percent of the country's software exports were from SEEPZ in the
1980s. Within 90 days of its establishment, the Task Force produced an extensive
background report on the state of technology in India and an IT Action Plan with
108 recommendations. The Task Force could act quickly because it built upon the
experience and frustrations of state governments, central government agencies,
universities, and the software industry.

Much of what it proposed was also consistent with the thinking and
recommendations of international bodies like the World Trade Organization (WTO),
International Telecommunications Union (ITU), and World Bank. In addition, the
Task Force incorporated the experiences of Singapore and other nations, which
implemented similar programs.

It was less a task of invention than of sparking action on a consensus that had already
evolved within the networking community and government.

An organization’s leaders not only help develop talent management strategies but
also communicate the importance of talent management to managers and employees,
ensuring that strategies are carried out and updated as necessary to keep pace with
growth and cultural changes.

Within each division or business group, managers spearhead many specific talent
management responsibilities, such as evaluating employee performance and
identifying succession strategies to ensure that every position is filled by the best
possible internal or external candidate.

Information processing comprises a large portion of the activities within the

information industry; processing transforms information into products that can be
packaged and sold as usable goods. For example, publishing a journal involves
processing a number of articles into an edited and integrated package. Creating an
electronic database of journal articles involves assembling citations and abstracts for
articles from a carefully selected group of journals and integrating them into a large,
usable database system.

Talent management is defined as the methodically organized, strategic process of

getting the right talent on board and helping them grow to their optimal capabilities
keeping organizational objectives in mind. It includes orientation, training, and
socialization activities aimed at helping new hires adapt to their roles and the
company culture. A structured onboarding program fosters a sense of belonging and
reduces the time it takes for employees to become productive.

In the dynamic landscape of modern organizations, the quest for talent has evolved
into a strategic imperative. Talent management, once a peripheral concern, has
emerged as a cornerstone of organizational success. It encompasses a myriad of
processes and practices designed to attract, develop, engage, and retain skilled
individuals who drive performance and innovation.

Talent management is more than just a series of HR activities; it's a holistic approach
to nurturing human capital, aligning individual aspirations with organizational goals,
and fostering a culture of excellence. At its core, talent management recognizes that
people are not only a company's most valuable asset but also its competitive
advantage in a rapidly changing world.
The effects of talent management processes ripple throughout an organization,
influencing every facet of employee experience and performance. From recruitment
and selection to training and development, from performance management to
succession planning, each stage of the talent management lifecycle shapes the
trajectory of employees' careers and the trajectory of the organization as a whole.

Recruitment and selection processes serve as the gateway to talent acquisition,

determining the caliber of individuals who join the organization. Effective
recruitment strategies not only attract top talent but also ensure cultural fit and
alignment with organizational values, laying the foundation for long-term
engagement and commitment.

Once onboard, employees embark on a journey of growth and development

facilitated by training and development programs. These initiatives not only enhance
employees' skills and competencies but also signal investment in their professional
advancement, fostering a sense of loyalty and belonging.

Performance management systems provide a framework for setting expectations,

providing feedback, and recognizing achievements. When executed effectively,
performance management fosters a culture of accountability, continuous
improvement, and meritocracy, driving individual and organizational success.
Succession planning ensures the continuity of talent pipelines, identifying and
grooming future leaders to navigate the complexities of tomorrow's business
landscape. By proactively addressing leadership gaps and developing internal talent,
organizations safeguard their competitiveness and sustainability.

Moreover, talent management processes are instrumental in fostering employee

engagement, which is increasingly recognized as a key driver of organizational
performance. Engaged employees are not only more productive and innovative but
also more likely to stay with the organization, reducing turnover costs and preserving
institutional knowledge.

In this context, understanding the intricate interplay between talent management

processes and employee outcomes is paramount. By unraveling the mechanisms
through which talent management influences engagement, satisfaction, and
performance, organizations can unlock the full potential of their human capital and
gain a competitive edge in today's talent-centric environment.

This research endeavors to delve deeper into the multifaceted nature of talent
management processes and their effects on employees. Through a comprehensive
exploration of existing literature and empirical evidence, we aim to shed light on the
mechanisms underlying talent management effectiveness and provide actionable
insights for organizations striving to optimize their approach to talent management.
Performance management is a tool that helps managers monitor and evaluate
employees' work. The goal of performance management is to create an environment
where people can perform to the best of their abilities and in alignment with the
organization's overall goals. Performance management is widely used in both the
private and public sectors.

A formal performance-management program helps managers and employees see

eye-to-eye about expectations, goals, and career progress, including how an
individual's work aligns with the company's overall vision. It helps direct the funds
allocated as a part of the company's performance budget. Generally speaking,
performance management views individuals in the context of the broader workplace
system. In theory, companies seek the absolute performance standard, even though
that is considered to be unattainable.

Performance-management programs use traditional tools such as setting and

measuring goals, objectives, and milestones. They also aim to define what effective
individual performance looks like and develop processes to measure it. However,
instead of using the traditional paradigm of year-end reviews, performance
management turns every interaction with an employee into an occasion to learn
Managers can use performance management tools to adjust workflow, recommend
new courses of action, and make other decisions that will help employees achieve
their objectives. In turn, this helps the company reach its goals and perform
optimally. For example, the manager of a sales department can give staff members
target revenue volumes that they must reach within a set time period. In a
performance management system, along with the numbers, the manager would offer
guidance gauged to help the salespeople succeed.
CHAPTER - 3
3. LITERATURE REVIEW

(JOSE, 2019) The study mainly highlighted to analyze the role of innovation in
recruiting and talent acquisition. The study also focused on the various
Technologies and strategies adopted for talent management inthe IT sector. Apart
from this, the study also examined the use of the latest technology by the HR
department in IT Company for recruiting the right person in the right place. The
objectives of the study involve to evaluate the use of the latest technologies by
the HR department in IT companies for recruiting. Another objective of the study
is to assess the HR strategies deployed by the IT companies for talent
management. Then the study focused to estimate the effectiveness of innovation,
technologies and HR strategies in recruiting suitable talent for the IT companies.
The study observed that the innovation plays an important role in acquiring the
talent and adopts the various Technologies and Strategies such as big data
analysis, artificial intelligence, chatbot, social media, video interview,
teleconferencing that highly affect growth and development of the organization
by acquiring the skilled workforce in the workplace. Moreover, the study also
accessed the HR strategies is deployed by IT companies for talent management
and also stimulate the effectiveness of innovation Technologies and HR strategies
in recruiting suitable talent for the IT companies effectively.

(Harshita & Bhanupriya, 2018) The authors of the study mainly focused the areas
of challenges faced by IT firms to retain talent. In the study highlighted that IT
sector is faced great challenges in retaining talent. The study showed that
commitment of top management helps in retaining talent in the organization’s
study remarked that the main causes of leaving job by talented employees are
unattainable high talent, lack of good salary/monetary benefits, lack of
promotional opportunities, off hours shift, health issues, high stress level etc. The
study concluded that the success of companies depends on managing the talent
of people.

(Vishnoi & Rajan, 2020) The study stated more emphasized on employee
engagement has been considered as the important criteria in human resources in
all the organizations. Their findings suggested that both men and women
employees in (IT and Education Sector) have a significant gender difference
while selecting work profession. The study pointed out that work had an adverse
effect on both men and women, as it affects their health and even work discussion.
The spill over of work into family life showed that both men and women did not
have enough time to spend with their families and moreover work pressures
affected quality of family life. In this context of IT sector there is significant
gender difference impact on work if the male and female employees work more
than agreed number of hours which helps them in growth in the organization (IT
Sector). But in education Sector there is no significant gender difference in
impact of work more than agreed number of hours help in growth in the
organization.

A literature review on talent management encompasses a broad range of research,

theories, and perspectives aimed at understanding the various components,
strategies, and outcomes associated with talent management practices in
organizations. In a concise summary, I'll cover key themes, findings, and debates
in talent management research.

1.1 Definition and Conceptualization of Talent Management:

Talent management is defined as a strategic approach to attracting,
developing, engaging, and retaining talented individuals to achieve
organizational goals. Scholars have proposed various conceptual
frameworks to delineate the key elements of talent management, including
recruitment, selection, training and development, performance
management, succession planning, and employee engagement.

1.2 Talent Acquisition and Recruitment:

Research in talent acquisition focuses on the effectiveness of recruitment
strategies, the role of employer branding in attracting top talent, and the
impact of social media and technology on the recruitment process. Studies
have also examined the importance of cultural fit and organizational
reputation in attracting and retaining talent.

1.3 Employee Development and Training:

The literature on employee development and training explores the design
and delivery of training programs, the transfer of learning to the workplace,
and the role of coaching and mentoring in developing talent. Researchers
have also investigated the impact of career development opportunities on
employee engagement and retention.
1.4 Performance Management and Feedback:
Performance management research examines the design and
implementation of performance appraisal systems, the effectiveness of
feedback mechanisms, and the link between performance management and
organizational performance. Studies have also explored the role of goal
setting, feedback frequency, and performance ratings in driving employee
motivation and performance.

1.5 Succession Planning and Leadership Development:

Scholars have studied succession planning practices, leadership
development initiatives, and talent identification processes in
organizations. Research has highlighted the importance of identifying and
developing high-potential employees, as well as the challenges associated
with succession planning in rapidly changing business environments.

1.6 Employee Engagement and Retention:

Employee engagement literature focuses on understanding the factors that
influence employee engagement, the impact of engagement on
organizational outcomes, and the role of leadership in fostering
engagement. Studies have also examined the relationship between
employee engagement, job satisfaction, and turnover intentions.

1.7 Challenges and Criticisms:

Despite its widespread adoption, talent management is not without its
challenges and criticisms. Scholars have raised concerns about issues such
as talent scarcity, talent hoarding, and the potential for bias and
discrimination in talent management practices. Additionally, there is
debate about the effectiveness of talent management strategies in achieving
desired organizational outcomes.

1.8 Future Directions and Implications:

The literature on talent management suggests several avenues for future
research, including the need for longitudinal studies to assess the long-term
impact of talent management practices, the exploration of cross-cultural
differences in talent management approaches, and the integration of
emerging technologies into talent management processes.
The literature on talent management offers valuable insights into the strategies,
practices, and outcomes associated with managing talent in organizations. By
synthesizing existing research and identifying gaps in the literature, scholars can
contribute to the development of evidence-based talent management practices that
enhance organizational performance and competitiveness.

Ever since 1998, when a group of McKinsey consultants coined the expression ‘war
for talent’ and posited that a fundamental belief in the importance of talent is
needed to achieve organizational excellence, talent management has been an
increasingly popular topic (Chuai et al., 2008). It is difficult to identify the precise
meaning of talent managementbecause of the confusion regarding the definitions,
terms and many assumptions made by authors who write about talent
management.

The terms “talent management”, “talent strategy”, “succession management”,

and “human resource planning” are often use interchangeably (Lewis &
Heckman, 2006). Talent management is one of the most important and the most
urgent element of human resource management in the world and it is still one of the
most critical issues in many large organizations (Shafieian, 2014). To understand
talent management, talented individual must be first identified.

A consensus has yet to be reached on the definition of talent (Gallardo-Gallardo et

al., 2013). According to Collings & Mellahi (2009) talent refers to individuals
with high potential, who have the ability and inclination to systematically develop
the necessary skills and expertise to fill key roles within an organization. Talent
managers are responsible for developing the talent that is required to meet the
current and future needs of their organizations. Furthermore, Son et al.

(2020) defined talent management as activities and process that involve systematic
identification of key positions which differentially contribute to the organization’s
sustainable competitive advantage, the development of a talent pool of high
potential and high performing incumbents to fill these roles, and the development of
a differentiated human resource architecture to facilitate filling these positions with
competent incumbents and to ensure their continued commitment to the
organization.

Moreover, Vaiman et al. (2015) described talent management as a process that is

designed to attract, develop, mobilize and retain key people. Poorhosseinzadeh &
Subramaniam (2011) refers talent as the best people for the job in an organization
and who would contribute most to the achievement of its strategic goals.

According to Vaiman et al. (2012) global talent management includes all

organizational activities for the purpose of attracting, selecting, developing, and
retaining the best employees in the most strategic roles. Hughes & Rog (2008)
conclude that talent management is a multi-faceted concept that has been
championed by HR practitioners, fueled by the war for talent and build on the
foundations of strategic HRM. Talent management is also defined as a unique
function that integrates all of the activities and responsibilities associated with
the management of the talent lifecycle regardless of geography, from attracting
and acquiring talent to developing and retaining it (Schiemann, 2014).

According to Baqutayan (2014), talent management is management of the people or

employees themselves by retaining the right individuals, for the right positions, at
the right time. Wellins et al. (2008) defined talent management as a mission
critical process that ensures organizations have the quantity and quality of people
in place to meet their current and future business priorities. The process covers
all key aspects of an employee’s “life cycle” which covered selection,
development, succession, and performance management. Narayanan et al. (2019)
stated talent management is a strategic initiative of organizations to attract, develop,
and retain its talented employees so as to achieve a competitive advantage.

Talents are seen as unique strategic resources, central to achieved sustained

competitive advantage (Dries, 2013), and organizations use talent management to
capture, leverage and protect these resources (Sparrow & Makram, 2015). Talent
seems to be associated with employability competence, such as generic
behavioral meta-competence and personal characteristics that are more difficult to
identify than hard technical qualifications (Nilsson & Ellström, 2012.

In the dynamic landscape of modern organizations, the quest for talent has evolved
into a strategic imperative. Talent management, once a peripheral concern, has
emerged as a cornerstone of organizational success. It encompasses a myriad of
processes and practices designed to attract, develop, engage, and retain skilled
individuals who drive performance and innovation.

Talent management is more than just a series of HR activities; it's a holistic

approach to nurturing human capital, aligning individual aspirations with
organizational goals, and fostering a culture of excellence. At its core, talent
management recognizes that people are not only a company's most valuable asset
but also its competitive advantage in a rapidly changing world.
Why Talent management is important?

Organizations know that they must have the best talent in order to succeed in
the hypercompetitive and increasingly complex global economy. Talent
management is important for at least two primary reasons. The first is that
effective talent management ensures that organizations can successfully acquire
and retain essential talent. The second has to do with the extent to which these
employees are engaged.
According to Morton (2005) “talent management is integral to engaging
employees in the organization”. The ability to effectively address both of these
issues has become primary determinant of organizational success and in some
cases, even survival.
Hughes & Rog (2008) stated the benefits of an effectively implemented
talent management strategy include improved employee recruitment and
retention rates, and enhanced employee engagement. These outcomes in turn
have been associated with improved operational and financial performance.

According to Schiemann (2014) people equity can impact a variety of

important organizational outcomes, including higher financial performance,
greater quality, and lower employee turnover. Baqutayan (2014) concluded that
talent management is of importance to employees, and should be of
importance to the organization as well because it can lead to a competitive
advantage to all employees.

Wellins et al. (2008) stated there is a demonstrated relationship between better

talent and better business performance. Increasingly, organizations seek to
quantify the return on their investment in talent. According to Kamel (2019)
there is a positive relation between talent management and employee
engagement, retention, value addition, and improved organizational
performance.

The performance of every organization depends on the performance of their

employees. Collings & Mellahi (2009) concluded that organizations which
apply strategic talent management systems will achieve improved
performance. Hughes & Rog (2008) stated the benefits of an effectively
implemented talent management strategy include improved employee
recruitment and retention rates, and enhanced employee engagement. These
outcomes in turn have been associated with improved operational and financial
performance.

Narayanan et al. (2019) described the relationship between talent management

and employee retention, illustrating the role of talent perception congruence and
organizational justice.

Aina & Atan (2020) concluded both learning and development and career
management practices had significant and positive impacts on the sustainable
organizational performance of real estate companies.

Furthermore, the significance of the learning and development practices are

not limited to the size of the organization, where managers should concentrate on
coaching and training programs, as well as job rotation experience, in order to
leverage the performance of the organization regardless of the company size

Factors influencing the growth of talent management

Talent management has emerged in recent years as key strategic issues for
MNCs. The growth of talent management is attributed to a number of factors,
like talent shortages, demographics and societal trends, corporate social
responsibility (CSR), diversity, the increasing mobility, permanent shift to a
knowledge based economy, and growing importance of emerging markets
(Vaiman et al., 2012). Furthermore, Ott et al. (2018) identified four means by
which talent can be effectively improved, first, develop a solid organizational
culture, second, provide applicable and dynamic training opportunities, third,
foster an engaging work environment, and the last is offer clear and suitable
opportunities for career advancement.

Employee retention is a key element of a talent management, as selecting

and developing high quality employees are of limited value if the organization
then loses their skills and expertise. A number of initiatives have been introduced
to aid retention, and the most popular are increased learning and development
opportunities as well as improved line management people skills (Beardwell &
Thompson, 2017).
According Baqutayan (2014) talent management is not only requiring keeping
the right people in the right positions, but also requires some process as
psychological contracts, career paths, and talent culture. Collings & Mellahi
(2009) emphasized for HR practices should be on building the motivation,
commitment and development of those in the talent pool, and a shift from short
term transactional psychological contract towards a more long term relational
psychological contract.

Furthermore Hughes & Rog (2008) stated the benefits of an effectively

implemented talent management strategy include improve employee
recruitment and retention rates, and enhanced employee engagement. Narayanan
et al. (2019) stated the fairness regarding outcomes, procedures, and interactions
in the talent management process along with conceptual congruity regarding
talent status is influential in determining the effectiveness of talent management
as a retention strategy.

According to Beechler & Woodward (2009), four major factors that contributed
to this war of talent are worldwide global demographic and economic trends,
increasing mobility, transformational changes to business environments, skills
and cultures, and diversity. Taken together, all of the four factors form a rapidly
changing, incredibly complex and diverse global environment for companies to
attempt, to attract, develop, motivate and retain talent.

Most organizations recognize the importance of implementing talent

management strategies and practices, in order to improve their performance and
to create a sustainable competitive advantage that will permit them to stand out
in the market. Attracting, selecting, acquiring, retaining, and developing talented
workers has become crucial This article focused on definition of talent, why talent
management is important, and what factors influencing the growth of talent
management.

From the discussion, it can be concluded that talent management is of

paramount to achieving the mission and goals of the organization. There was
relationship between better talent and better business performance. It also
described benefits of managing talent effectively include improved employee
recruitment and retention rates, and enhanced employee engagement in the
organization.
AIM AND OBJECTIVE

AIM
The aim of this project is to understand the importance, scope, objective of talent
management and its impact on the employees of an organization.

OBJECTIVE
• Getting familiar with the techniques and importance of talent management
adopted by google for its employees.
• The impact of employee management techniques on employees of google.
CHAPTER – 4
4. RESEARCH METHODOLODY

Research is defined as careful consideration of study regarding a particular

concern or problem using scientific methods. According to the American
sociologist Earl Robert Babbie, “research is a systematic inquiry to describe,
explain, predict, and control the observed phenomenon. It involves inductive and
deductive methods.”

Inductive research methods analyse an observed event, while deductive methods

verify the observed event. Inductive approaches are associated with qualitative
research, and deductive methods are more commonly associated with
quantitative analysis.

Research is conducted with a purpose to:

• Identify potential and new customers
• Understand existing customers
• Set pragmatic goals
• Develop productive market strategies
• Address business challenges
• Put together a business expansion plan
• Identify new business opportunities

CHARACTERSTICS OF RESEARCH

1. Good research follows a systematic approach to capture accurate data.

Researchers need to practice ethics and a code of conduct while making
observations or drawing conclusions.
2. The analysis is based on logical reasoning and involves both inductive and
deductive methods.
3. Real-time data and knowledge is derived from actual observations in natural
settings.
4. There is an in-depth analysis of all data collected so that there are no
anomalies associated with it.
 5. It creates a path for generating new questions. Existing data helps create more
research opportunities.
6. It is analytical and uses all the available data so that there is no ambiguity in
inference.
7. Accuracy is one of the most critical aspects of research. The information must
be accurate and correct. For example, laboratories provide a controlled
environment to collect data. Accuracy is measured in the instruments used,
the calibrations of instruments or tools, and the experiment’s final result.

TYPES OF DATA
PRIMARY DATA
Primary data is a type of data that is collected by researchers directly from main sources through
interviews, surveys, experiments, etc. Primary data are usually collected from the source—where
the data originally originates from and are regarded as the best kind of data in research.
The sources of primary data are usually chosen and tailored specifically to meet the demands or
requirements of a particular research. Also, before choosing a data collection source, things like
the aim of the research and target population need to be identified.
For example, when doing a market survey, the goal of the survey and the sample population need
to be identified first. This is what will determine what data collection source will be most
suitable—an offline survey will be more suitable for a population living in remote areas without
internet connection compared to online surveys.

SECONDARY DATA
Secondary data is the data that has already been collected through primary sources
and made readily available for researchers to use for their own research. It is a type
of data that has already been collected in the past.
A researcher may have collected the data for a particular project, then made it
available to be used by another researcher. The data may also have been collected
for general use with no specific research purpose like in the case of the national
census.
A data classified as secondary for particular research may be said to be primary for
another research. This is the case when a data is being reused, making it primary
data for the first research and secondary data for the second research it is being used
for.
NOTE:-
In this project we are using secondary data for analysis.

NEED OF STUDY
• To align the work force with the business needs
• To engage the workforce for establishing and sustaining highest level of
productivity
• Effective talent management helps in increasing the employee satisfaction
• To effectively develop leaders in the organization who can use their expertise
to help in the growth of the company

SCOPE OF STUDY
• Identifying and acquiring talented workforce
• Talent Development primarily aims to develop the dynamic competencies of
individuals
• Having engage employees is truly an asset to the company and success story
towards talent management
• Hiring the right talent, investing in further developing and engaging is a futile
effort if it does not lead to talent retention.

LIMITATION OF STUDY
• This study is conducted on the basis of secondary data
• Time constraints
• Money constraints
Research methodology in talent management typically involves a systematic process
to investigate various aspects related to attracting, retaining, and developing talented
individuals within organizations. Here's a brief explanation:

1. Literature Review: Begin by reviewing existing literature on talent management

theories, models, and best practices to establish a foundation for your research.

2. Research Design: Determine the research approach (qualitative, quantitative, or

mixed methods) based on the research questions and objectives.

3. Sampling: Identify the target population (e.g., employees, HR managers) and

select a representative sample through methods like random sampling or purposive
sampling.

4. Data Collection: Gather data using methods such as surveys, interviews, focus
groups, or observation techniques. This can involve designing questionnaires,
conducting interviews, or observing talent management practices in real-world
settings.

5. Data Analysis: Analyze the collected data using appropriate statistical or

qualitative analysis techniques. This may involve coding qualitative data,
conducting statistical tests, or employing thematic analysis.

6. Findings Interpretation: Interpret the results of the analysis in relation to the

research questions and objectives. Identify patterns, trends, and relationships in the
data.

7. Conclusion and Recommendations: Summarize the findings and draw

conclusions based on the analysis. Provide recommendations for practitioners and
future research directions based on the implications of the findings.
8. Report Writing: Document the research process, findings, and conclusions in a
comprehensive research report or paper, following academic or organizational
standards.
By following these steps, researchers can gain insights into the effectiveness of talent
management strategies and contribute to the advancement of knowledge in the field.
Research methodology in talent management involves a systematic approach to
investigating various facets of attracting, retaining, and developing talented
individuals within organizations. The process typically begins with a thorough
literature review to establish foundational knowledge and identify gaps in existing
research. Researchers then design their study, selecting appropriate methods
(qualitative, quantitative, or mixed) based on their research questions and objectives.
Sampling techniques are employed to ensure the representation of the target
population, followed by data collection through methods such as surveys,
interviews, or observations. The collected data is then analyzed using statistical or
qualitative techniques to derive meaningful insights. These findings are interpreted
in relation to the research objectives, leading to conclusions and recommendations.
The entire research process is documented in a comprehensive report or paper,
contributing to the advancement of knowledge in talent management.

Research in talent management, like any field, comes with its set of limitations. Here
are a few common ones:

1. Generalizability: Many talent management studies are conducted within specific

organizations or industries, making it challenging to generalize findings to broader
contexts. The uniqueness of organizational cultures, structures, and practices can
limit the applicability of research findings to other settings.

2. Cross-sectional Nature: Much talent management research relies on cross-

sectional data, capturing a snapshot of talent management practices at a particular
point in time. This limits the ability to assess changes over time and establish causal
relationships between variables.
3. Self-reporting Bias: Research often relies on self-reported data from employees
or HR professionals, which can be subject to bias. Individuals may provide socially
desirable responses or inaccurately recall their experiences, leading to potential
distortions in the data.

4. Complexity of Constructs: Talent management encompasses multifaceted

constructs such as employee engagement, performance, and retention, which are
challenging to measure accurately. Researchers may struggle to develop reliable and
valid measures for these complex constructs.

5. Ethical Considerations: Conducting talent management research raises ethical

concerns, particularly regarding the privacy and confidentiality of participants.
Researchers must navigate ethical guidelines to ensure the protection of participants'
rights while collecting and analyzing data.

6. Resource Constraints: Talent management research often requires significant

resources in terms of time, funding, and access to participants. Limited resources
may constrain the scope or scale of research projects, affecting their ability to
produce robust findings.

7. Dynamic Nature of Talent Management: Talent management practices and

challenges evolve rapidly in response to changes in technology, demographics, and
the business environment. Research findings may quickly become outdated as new
trends emerge, necessitating ongoing research to stay relevant.

Addressing these limitations requires careful consideration of research design,

methodologies, and ethical standards to produce meaningful and actionable insights
in talent management.
Great managers are typically experts in their fields with a strong performance history
and an interest in being in charge. But to lead effectively they need to develop
another skill, one that is often overlooked: talent management.

The ability to see talent before others see it (internally and externally), unlock human
potential, and find not just the best employee for each role, but also the best role for
each employee, is crucial to running a topnotch team. In short, great managers are
also great talent agents.

But becoming a great talent agent is not always easy. It requires us as leaders to be
more open minded and to throw away outdated, albeit popular, hiring tactics. Too
many of us look for talent in the same old (wrong) places, or follow the popular trend
of thinking the “best hire” is the “best culture fit.” These approaches undermine
efforts to boost diversity (demographically and cognitively) and ultimately hinder
creativity and innovation.

While there is no one “best” way to hire talent, there certainly are better approaches
than those we have relied on in the past. After carefully scrutinizing the performance
of what makes a competent and incompetent boss, my colleagues and I have outlined
seven science-based recommendations to help you update your hiring tactics, and
develop your talent management skills along the way.

1) Think ahead.
Oddly, prospective employees are often asked during job interviews what their five-
year career aspirations are or where they see themselves in five years; yet few
managers ask themselves what their five-year talent strategy is. Most leaders know
what kind of talent they are looking for in the moment, but far fewer think ahead to
figure out whether or not their new hire has skills that align with their long-term
strategy. If you know where you want to go, focus your efforts on hiring someone
with the skills, abilities, and expertise you will need to move forward. Don’t assume
everyone you have today will stay. You must simultaneously play the long game
while executing your shorter term goals.
2) Focus on the right traits.
The two biggest mistakes managers make when they evaluate other people’s talents
are: focusing too much on their past performance (even when they lack reliable
metrics) and overrating the importance of their resume, hard skills, and technical
expertise. The World Economic Forum predicts that 65% of today’s jobs will no
longer be around in 15 years. This means that leaders cannot place too much
emphasis on the current educational curriculum, which is primarily designed to
prepare people for present, rather than future, jobs. While we may not be able to
guess what those jobs will be, it is clear that people will be more equipped to do
them if they have certain soft skills, such as emotional intelligence, drive, and
learnability. They are the foundational traits that determine new skill and knowledge
acquisition. Moreover, these foundational aspects of talent are likely to become even
more important with the rise of AI.

3) Don’t go outside when you can stay inside.

Firms often hire externally when they could source better talent from within.
Scientific reviews show that external hires will take longer to adapt and have higher
rates of voluntary and involuntary exits — yet, they are generally paid more than
internal candidates. That’s why it’s valuable to look for talent internally before you
search outside your organization. Internal hires tend to have higher levels of
adaptation and success rates than external hires, not least because they are better able
to understand the culture and navigate the politics of the organization. They are also
more likely to be loyal and committed to their company. Further, promoting internal
candidates boosts other employees’ engagement.

4) Think inclusively.
Most managers have a tendency to hire people who remind them of themselves. This
tendency harms diversity and inhibits team performance. When we hire people just
like us, we reduce the probability of creating teams with complementary skillsets,
those with different and even opposite profiles. The only way to think about talent
inclusively is to embrace people who are different from you and others already on
your team. But we suggest you take it a step further and celebrate people who
challenge traditional norms. The engine of progress is change, and change is unlikely
to happen if you only hire people who perpetuate the status quo. We all know that
companies with a diverse talent pipeline tend to have better financial results.

5) Be data-driven.
Every human — managers are no exception — makes bad decisions from time to
time. But very few are interested in acknowledging this, which is why hiring biases
are often so pervasive. In fact, research shows that hiring managers would rather
inflate performance ratings than admit they hired the wrong person. Those of us in
positions of power, therefore, need to be extra self-critical and test the outcomes of
our decisions. For instance, when you hire someone, outline clear performance goals
that can be easily evaluated by others, and see whether your view of their
performance aligns with what others think and see. Likewise, before you nominate
someone as a high-potential employee, arm yourself with solid data and evidence to
ensure that your decision is fair and sensible, even if the future proves you wrong.
Talent identification is an ongoing process of trial and error, and the point is not to
get it right, but to find better ways of being wrong.

6) Think plural rather than singular.

We live in a world that often glorifies individualism and bemoans collectivity.
However, almost everything of value that has ever been produced is the result of a
collective human effort — people with different backgrounds coming together to
turn their unique talents into a high performing synergy. Thus when you think about
your talent pipeline, focus less on individuals and more on the configuration of your
team: will people work together well, are they likely to complement each other, and
do their functional and psychological roles align with what the team needs? On great
teams, each individual is like an indispensable organ in charge of executing a specific
function, making each part different from others, and the system greater than the
sum of its units. Talent agents know that for teams to be successful, the individuals
on them must embrace a “we before I” attitude.
7) Make people better.
Great managers recognize potential where others don’t — and so do great talent
agents. No matter how skilled your employees may be, you still need to help them
grow in new ways. No matter how much an employee is struggling, you are
responsible for attempting to help them find their footing. As professors Herminia
Ibarra and Anne Scoular recently noted, “The role of the manager, in short, is
becoming that of a coach.” This means mastering the art of giving critical feedback,
including the ability to have difficult conversations and address poor performance.
It also means predicting your future talent needs so that you can stay ahead of the
demand and have people on your team remain relevant, valuable assets for years to
come. As our ManpowerGroup research surveying nearly 40,000 organizations
across 43 countries shows, almost one in two employers report that they just cannot
find the skills they need, which suggests that their talent planning strategies are not
effective enough.

In sum, being a great manager is, in large part, about being an expert in talent matters.
Fortunately, there is a well-established science of talent management, grounded on
decades of industrial-organizational and management research. But unless you know
how to apply it, this science is useless. And the most important part of this process
is to never stop thinking about your employees’ potential and talent. No other factor
is likely to make such a big difference when it comes to building a high performing
team.
CHAPTER - 5
DATA ANALYSIS AND INTERPRETATION
OUESTIONARE

NOTE –

THE CANDIDATES WERE ASKED TO ANSWER THE QUESTIONS ON THE SCALE OF –

1. AGREE
2. STRONGLY AGREE
3. DISAGREE
4. STRONGLY DISAGREE

*50 EMPLOYEES WERE ASKED TO ANSWER FOR COLLECTING THE SAMPLE

Q1- Do you agree that the company hinders your work ?

OPTIONS RESULT

STRONGLY AGREE 30%

AGREE 65%
STRONGLY DISAGREE 0.5%
DISAGREE 4.5%

RESULT

5%
-1%
30%
STRONGLY AGREE
AGREE

65% STRONGLY DISAGREE

DISAGREE

Interpretation - 30% employee say they strongly agree,65% say they agree, 4.5% say they disagree
while 0.5% say they strongly disagree that the company hinders their work.

Q2- Do you feel there is enough transparency in company while decision making ?

OPTIONS RESULT

STRONGLY AGREE 20%

AGREE 75%
STRONGLY DISAGREE 2%
DISAGREE 3%

RESULT

2%3%
20%

STRONGLY AGREE
AGREE
STRONGLY DISAGREE
75%
DISAGREE

Interpretation - 20% employee say they strongly agree, 75% agree, 3% disagree and 2%
strongly disagree to the fact that there is enough transparency in the decision making process.
Q3- Do you feel salary and benefits are fairly distributed ?

OPTIONS RESULT

STRONGLY AGREE 20%

AGREE 65%
STRONGLY DISAGREE 4%
DISAGREE 11%

RESULT

11%
4% 20%

STRONGLY AGREE
AGREE
STRONGLY DISAGREE
65% DISAGREE

Interpretation - 20% employees strongly agree, 65% agree, 11% disagree and 4% employees
strongly disagree to the fact that salary and benefits are fairly distributed.
Q4- Do you feel your current talent management system is effective ?

OPTIONS RESULT

STRONGLY AGREE 30%

AGREE 65%
STRONGLY DISAGREE 0.5%
DISAGREE 4.5%

RESULT

5%
-1%
30%
STRONGLY AGREE
AGREE

65% STRONGLY DISAGREE

DISAGREE

Interpretation – 30% employees strongly agree, 65% agree, 4.5% disagree and 0.5% employees
strongly disagree to the fact that their current talent management system is effective.
Q5- Do you feel you can develop you career at Google?

OPTIONS RESULT

STRONGLY AGREE 55%

AGREE 42%
STRONGLY DISAGREE 0.2%
DISAGREE 2.8%

RESULT

0%
3%

42% STRONGLY AGREE

55% AGREE
STRONGLY DISAGREE
DISAGREE

Interpretation :- 55% employees strongly agree, 42% agree and 3% employees disagree with the fact
that they can develop there career at google.
Q6- Do you know what is expected from you at work?

OPTIONS RESULT

STRONGLY AGREE 30%

AGREE 55%
STRONGLY DISAGREE 5%
DISAGREE 10%

RESULT

10%
5% 30%
STRONGLY AGREE
AGREE
STRONGLY DISAGREE
55%
DISAGREE

Interpretation - 30% employee strongly agree ,55% agree, 10% disagree and 5% employees
strongly disagree to the fact that they know what is expected from them at work.
Q7- Do you feel comfortable while sharing feedback with your subordinates and seniors?

OPTIONS RESULT

STRONGLY AGREE 20%

AGREE 70%
STRONGLY DISAGREE 4%
DISAGREE 6%

RESULT

4% 6% 20%

STRONGLY AGREE
AGREE
STRONGLY DISAGREE
70% DISAGREE

Interpretation :- 20% employees strongly agree, 70% agree, 6% disagree and 4% employees
strongly disagree to the fact that they feel comfortable while sharing their feedback with subordinates
and seniors.
Q8- Do you feel your voice is heard and respected?

OPTIONS RESULT

STRONGLY AGREE 25%

AGREE 60%
STRONGLY DISAGREE 4%
DISAGREE 11%

RESULT

11%
4% 25%

STRONGLY AGREE
AGREE
STRONGLY DISAGREE
60% DISAGREE

Interpretation :- 25% employees strongly agree , 60% agree, 11% disagree and 4% employees
strongly disagree to the fact that there voice is heard and respected.
 Q9- DO you receive sufficient praise and recognition for your achievements?

OPTIONS RESULT

STRONGLY AGREE 20%

AGREE 75%

STRONGLY DISAGREE 0.5%

DISAGREE 4.5%

RESULT

5%
-1%
20%

STRONGLY AGREE
AGREE
STRONGLY DISAGREE
75%
DISAGREE

Interpretation :- 20% employees strongly agree, 75% agree and 5% employees disagree with the fact
that they receive enough praise and recognition for their achievements.
 Q10- Do you feel you can share your ideas or new ways of working?

OPTIONS RESULT

STRONGLY AGREE 20%

AGREE 55%
STRONGLY DISAGREE 8%
DISAGREE 17%

RESULT

17% 20%

8% STRONGLY AGREE
AGREE
STRONGHLY DISAGREE
55% DISAGREE

Interpretation :- 20 % employees strongly agree , 55% agree , 17% disagree and 8% employees
strongly disagree to the fact that they can share their ideas and new ways of working.
5.1 FINDINGS: -

Major Findings

 30% employee say they strongly agree,65% say they agree, 4.5% say they disagree while
0.5% say they strongly disagree that the company hinders their work.

 20% employee say they strongly agree, 75% agree, 3% disagree and 2% strongly disagree to
the fact that there is enough transparency in the decision making process
 20% employees strongly agree, 65% agree, 11% disagree and 4% employees strongly disagree
to the fact that salary and benefits are fairly distributed.
 30% employees strongly agree, 65% agree, 4.5% disagree and 0.5% employees strongly
disagree to the fact that their current talent management system is effective.
 55% employees strongly agree, 42% agree and 3% employees disagree with the fact that they
can develop there career at google.

Minor Findings

 30% employee strongly agree ,55% agree, 10% disagree and 5% employees strongly disagree
to the fact that they know what is expected from them at work.
 20% employees strongly agree, 70% agree, 6% disagree and 4% employees strongly disagree
to the fact that they feel comfortable while sharing their feedback with subordinates and
seniors.
 25% employees strongly agree , 60% agree, 11% disagree and 4% employees strongly disagree
to the fact that there voice is heard and respected.

 20% employees strongly agree, 75% agree and 5% employees disagree with the fact that they
receive enough praise and recognition for their achievements.
 20 % employees strongly agree , 55% agree , 17% disagree and 8% employees strongly disagree
to the fact that they can share their ideas and new ways of working.
5.2 CONCLUSION: -

Google uses a large variety of recruitment strategies to find and obtain talent. Many of this tools include,
employee referral college recruitment professional networking recruiter trainers.

Talent management in an organization aims at ensuring employee recruitment, training and

development, performance reviews and their compensation. Working towards enhancing a good talent
management system in the organization ensures these components of human resource contribute to the
success of the organization.

The advantages that the components bring to the organization also outweigh the disadvantages
considering organizations benefit from these approaches. These ensure the organization attracts highly
qualified employees and finds it easy to retain them and hence improving their human resource
element.

Talent management enhances reviews that prove vital in developing employees. They reveal
employee weaknesses and result in the development of training needs and programs that will improve
the skills of the employees hence maintaining their talents. Employee talents also develop and change
with changes in the organization needs hence increasing and improving their ability to execute their
roles.

Therefore, the application of talent management proves an ideal approach in employee development
and improving the performance of each personnel.

From this project I conclude that in today’s competitive environment organizations are putting a lot of
emphasis on human resource, especially “TALENT MANAGEMENT”.

In recent times talent management has been one of the most important features of human resource
management. Companies have very well understood that if they want to grow in their respective fields,
they had to have competent, dedicated and innovative employees and talent management is that
process which makes sure that companies have good employees with them and at the same time they
are able to retain them.
5.3 SUGGESTION: -

 Remember that development is a process.

 Need based training for employees.
 Motivate the employees for effectively do their work.
5.4 BIBLIOGRAPHY
BOOKS:
1. Global talent management.
2. The talent manifestoes.
3. Bet on talent.

SOURCES

 www.google.com

 www.balancecarrer.com

 www.street.com

 www.vault.com
5.5 ANNEXURE: -

QUESTIONNAIRE: -

Study of talent management system and its impact on employees of google

This questionnaire survey is purely for academic purpose. Any information collected through this
survey is confidential and would not be shared with anyone.

Q1- Do you agree that the company hinders your work?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q2- Do you feel there is enough transparency in company while decision making ?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q3- Do you feel salary and benefits are fairly distributed?

 Strongly agree
 Agree
 Strongly disagree
 Disagree
Q4- Do you feel your current talent management system is effective ?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q5- Do you feel you can develop you career at Google?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q6- Do you know what is expected from you at work?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q7- Do you feel comfortable while sharing feedback with your subordinates and seniors?

 Strongly agree
 Agree
 Strongly disagree
 Disagree
 Q8- Do you feel your voice is heard and respected?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q9- DO you receive sufficient praise and recognition for your achievements?

 Strongly agree
 Agree
 Strongly disagree
 Disagree

Q10- Do you feel you can share your ideas or new ways of working

 Strongly agree
 Agree
 Strongly disagree
 Disagree