SOLUTION TO ASSIGNMENT

Question 1. Explain the key elements of Talent Management System.

Answer.
1.

Key Elements of a Talent Management System. These are:(a)

Recruitment and Selection: Recruitment is the process of timely locating
and hiring the best-qualified and suitable candidate for a job opening, in a cost
effective manner. Recruitment and retention are a big challenge for organizations
due to the shortage of talent globally, the characteristics of new generation
employees, and the fact that incorrect recruitment decisions impact an organization
adversely.
(b)
Induction: An induction programme is a critical process for introducing staff
into an organization by providing them an introduction to the working environment,
job content and the set-up of the employee within the organisation. It also orients the
fresh employee to the employer and employee rights and the terms and conditions of
employment. A properly conducted induction program helps to reduce employee
discomfort, improve productivity and save money.
(c)
Training: Training of employees takes place after induction and it is the
process of enhancing the skills, capabilities and knowledge of employees for doing a
particular job. Training process moulds the thinking of employees and leads to
quality performance of employees. It is crucial for organizational development and
success and is fruitful to both employers and employees of an organization. An
employee will become more efficient and productive if he is trained well
(d)
Capability Development: Capability incorporates the skills, knowledge and
attitudes that a person brings to their work. It includes technical, business, personal
and professional expertise which can be developed by formal and informal learning,
observation, mentoring, guidance, feedback, lifelong experience and reflection.
Capability development is a critical component of the talent management process.
The Talent Development structure needs to support the talent capabilities required
for the future and needs to be able to blend with ongoing changes.
(e)
Performance: An effectively implemented performance management system
increases the productivity and confidence in an organisation. It should be focussed
towards training/development and recognition/compensation systems within the
organisation in order to increase productivity and retention. Organisations can also
defend themselves against legal action resulting from discrimination or unfair claims
through use of a legitimate and fair performance management system.
(f)
Retention and Succession. Retention is the measure taken to encourage
the employees to remain in the organisation for longer period of time. Succession
helps an organisation to ensure that employees are hired and trained to fill each key
position within the organisation. It is necessary to good quality, customer satisfaction
and operational efficiency.

2.
Other Key Elements of Talent Management. Besides the four above elements of
talent management, some other elements are also available that help to characterise the
relationship between talent management and conventional recruiting. They include:
(a)
Accountability. Talent management assigns accountability to the chief talent
executive for managing the talent pool, who is responsible for results or the outcome
and not just effort.

(b)
Rewards and Metrics. Talent management builds support and relationship
between earlier independent efforts through its common objectives, metrics and
rewards.
(c)
Balanced Metrics. Talent management attracts managers attention by
instituting a system of methods and rewards that ensures every executive is
acknowledged and rewarded for excellence in their area.
(d)
Recognition of the Business Cycle. The talent management strategy
involves identifying the different types of talent required with respect to changing
business situations.
(e)
Truly Global. Talent management encourages attracting, retaining, and
developing the best talent no matter where it is available.
(f)
Focus on Service. Ensuring flawless service is the expectation of talent
management system. Customer satisfaction, process speed, quality, and
commitment are continually measured.
(g)
Anticipation. While conventional recruiting and retention tend to be reactive,
talent management is forward looking.
Question 2. Define Talent Management. Discuss the Talent management Approaches.
Answer.
1.
Talent Management. Talent Management is a set of integrated organizational HR
processes designed to attract, develop, motivate, and retain productive, engaged
employees. The goal of talent management is to create a high-performance, sustainable
organization that meets its strategic and operational goals and objectives. Talent
Management is useful to both the organization and the employees. Its goal is to create a
high-performance, sustainable organisation that meets its strategic and operational goals
and objectives.
2.

Talent Management Approaches.

(i)
Talent Selection. Having the right person in the right job is the key to
the success of any business, while having the wrong person in a key position
adversely affects organisation. Every key job or position has a number of
complex requirements that might be difficult to identify. Talent Selection is an
enduring procedure that requires proper planning in order to achieve the
expected results. It consists of five selection processes. They are:
(i)

Job benchmark

(ii)

Assess candidates

(iii)

Compare job and talent

(iv)

Behavioural interviewing

(v)

Selection

(ii)
Talent Alignment. Though, hiring the right people, on boarding them
quickly, and ensuring theyre putting their considerable talents toward
achieving company goals are paramount. Maintaining alignment of the talent
with the organizational goals is more important and is the best way to ensure
company objectives are met and employee morale stays high. Talent
management will explore all the possible talent strategies in the talent model
and the organizational framework that will attract, retain and motivate talent. It
considers talent in terms of both competence required and a capacity for
attraction and alignment. The talent environment can range from foul and fatal
environment through to good, great or even inspiring environment. Knowing

the current and desired framework, one is far more able to explore
appropriate media.
(iii)
Talent Development. It is the basis of career affiliation with the
employees and it gives the organisation an opportunity to set objectives that
will ensure that the organisation realizes the absolute potential of each
employee. It analysis employees development at all levels. The primary
motive is to help employees set up realistic goals, assess their particular
strengths, and chart where they can best contribute and grow. It also
addresses the activities of self-development undertaken by the individual. To
become a platform for talent development, companies should think holistically
about the integration of physical and virtual environments as well as the
management systems that help to motivate, measure, and develop talent.
The methodology of development is:(i)
The most effective methods of developing employees are through the
experiences they get on the job.
(ii)
Along with the job movement, learning from others both within and
outside of the organisation is an essential development strategy.
(iii)
All high potential programs and most of the management development
programs are led by the leaders. This provides the organisation with a unique
opportunity to spread messages throughout the organisation in a systematic
and sustainable way.
(iv)
(iv)
Talent Retention. It is an organized endeavour to create and promote
an environment that encourages employees to remain with company by
having policies and practices in place that address their various needs. Talent
retention is critically important for all organizations for two main reasons one
that turnover is expensive and secondly top performers drive business
Performa. Even in recession, companies are evaluating and upgrading their
employee development programs. A number of surveys have indicated that
the reason behind people leaving their jobs is because of their relationship
with the boss, not because of displeasure with their job. A recession is ideal
time to review leadership approach and training to increase employee
agreement with management. Five elements that can be useful for firms to
meet industry needs in the post-recession era are:(i)

Clear goals, targets and expectations.

(ii)

Balanced work environment.

(iii)

Track performance goals and provide analysis.

(iv)

Fair evaluation of performance.

(v)

Compensation to maintain a decent lifestyle.

Question 3.
Planning?

Define talent planning. What are objectives and steps of Talent

Answer.
1.
Talent Planning. Target planning helps an organisation to predict its upcoming
workforce demand and then estimate the numbers, nature, and sources of potential
employees. It helps to answer three vital questions:
(a)

What is the organisations requirement with regard to workforce?

(b)

How many members are recruited?

(c)

What kinds of members are recruited?

2.
Objectives of Talent Planning. The main purpose of talent planning is to establish
defined competencies and list criteria to measure its talent and skills. Other goals include
attracting and recognising key people, providing the resourceful employees as per the
requirement and developing of best practices in recruiting and resourcing. Organisations
adopt long-term strategic talent planning to capitalise on their recruitment and retention
approaches. The major objectives of strategic talent planning include:

3.

(a)

Determining workforce gaps in order to meet business requirements

(b)

Recognising successful performers

(c)

Identifying new and emerging job roles

(d)

Planning alternative workforce tactics

(e)

Creating procedures for knowledge transfer

(f)

Developing faster career paths for very high potentials

(g)

Creating capacity to implement strategies

(h)

Knowing the needs of the organisation

(i)

Accomplishing organisation excellence

(j)

Developing keepers, super-keepers, and solid citizens

(k)

Distributing training and development resources

(l)

Optimising investment in employees

ensuring leadership.

Steps of Talent Planning.

(a)
Planning Workforce. It involves clear understanding of the organisations
business objectives and the competitive environment that particular organisation
works in. This step also involves listing the jobs expected in the annual budgeting
process and factoring in revenue. It is a combination of understanding and
predicating demand, while at the same time being educated and aware of the talent
supply situation from all the sources that are available.
(b)
Image and Brand. It is a very difficult task to make people aware of the
organisational image and brand. It involves constant interaction and also a plan to
create general awareness via advertisements to let people know that it is a best
place to work.
(c)
Sourcing Methods. This includes developing a versatile sourcing tactics. It
is essential to think about the candidates who are very active and responsive to the
organisations brand and image-building messages. At the same time, it is also
necessary to improve the skills to tap inactive candidates. Decisions are made based
on past experience of the candidates in order to locate the candidates and choose
the best among them. Referrals from current staff, network of professionals, web

based search, own web site also help in detecting suitable candidates. Organisations
can also decide based on past experience what works best for them in building those
sourcing channels to the maximum.
(d)
Screening and Assessing Candidates. It involves about investment on
educating managers in behavioural interviews and the recruiters who are considered
to be the main screeners. It also describes the role of internet and web-based tests
in recruitment and also tells about the role of recruiters in screening and assessing
the candidates. Automatic screening lessens the volume of candidates and
increases their satisfaction.
(e)
Market and Communication. The companys becomes a tool in helping
candidates to know about their status and also to get feedback and information as it
is important to create systems to constantly interact with candidates personally and
also send newsletters and emails. Candidate relationship management systems
provide information to candidates about the existing openings and also let them
know about their status. It is necessary to ensure the systems selected fit the
strategy and make economic sense.

Question 4. Explain the key Compensation principles. What do you mean by Total
rewards? Describe the elements of Total rewards.
Answer
1.
Principles of Compensation Plans. Compensation can be defined as a systematic
approach to provide monetary value to employees in exchange for work performed. It is
used as a tool by the management for a variety of purposes to further the existence of the
company. Compensation may be varied according to the business needs, goals, and
available resources. There are few key compensation principles. They are:(a)
Characteristics and Specific Needs of Organisation. These need to be
considered for the formulation of compensation plans, understanding of which
among competitors will create a competitive edge. The approach to the programs
and their implementation and alignment refers to the measures, performance
requirements, reward, and the cultural values of the organisation, which should be
developed in alignment with the strategic requirements of the company.
(b)
Integrated Total Rewards System. Compensation plans need to be
expanded and integrated along with the programs, tools and practices that impact
the action of people, so as to effectively manage and maximise talent and contribute
towards the success of the organization. An integrated total rewards system consists
of both what the organisation is willing to offer and what the individual perceives as
rewarding for his/her contribution to the organisation. This can be achieved by a fine
combination of cash compensation, employee benefits and services, recognition
responsibilities and development.
(c)
Aligning Rewards to Organisation Strategy. The rewards should be
aligned with the strategy and key drivers of the organisations success and relate to
the varying needs of the individuals in the organization. To make the rewards more
meaningful organisations should divide their internal environment at a macro as well
as micro level. Macro level will be based on the different talent populations and micro
level is based on the managers understanding of what motivates the individual.
There should be different programs for each segment of the talent cadre, with inbuilt
flexibility so cater for the needs and motivational profiles of individuals.
(d)
Creating Magnetic Culture through Rewards. Rewards must result in a
magnetic culture is defined as an environment that draws people, retains them and
gives them good reasons to contribute in an energised fashion. Employees who are
proud of their workplace, and work product, recommending its products and services
to others and considering their organisation as the best place to work are
characteristics of a magnetic culture.
2.
Total Rewards. All of the tools available to the employer that may be used to
attract, motivate and retain employees are termed as Total Rewards. They include
everything the employees perceive to be of value resulting from the employment
relationship. The general elements of total rewards include salary, bonuses, stock options
or participation in the equity of the organisation.
3.

Elements of Total Rewards. The Elements of total rewards include the following:(a)
Compensation. Providing monetary value in return for the work performed is
known as compensation. Job performance and job satisfaction can be improved by
providing compensation. The business needs, goals and available resources are
factors that govern compensation plans. Compensation may be used to:(i)

Recruit and retain qualified employees.

(ii)

Increase or maintain morale/satisfaction.

(iii)

Reward and encourage peak performance.

(iv)

Achieve internal and external equity.

(v)

Reduce turnover and encourage company loyalty.

(vi)

Modify (through negotiations) practices of unions

(b)
Benefits. Benefits provided by the organisation can be either due to legal
compliance or other benefits which the company is willing to provide to employees
though not mandated by law. Facilities such as minimum wage, overtime, leave
under Family Medical Act, unemployment and workers compensation and disability
are enjoyed by employee since they are made mandatory by law.
(c)
Work-life. Organisations need to be really flexible in order to retain and
develop the workforce and so as to enjoy their commitment and loyalty towards the
organisation. Organisations need to constantly work on improving the quality of work
life of the employees.
(d)
Performance and Recognition. Recognition for performance is an integral
and important component of the total rewards portfolio and provides a high return on
investment. It is a proven fact that there is a strong link between non cash incentives
and improved job performance.
(e)
Development and career Opportunities. Career opportunities can be
defined as 'providing employees an opportunity to grow', especially to those
employees who deliver performance. Development could be in terms of a promotion,
increase in pay, acquiring higher skills and opportunity to avail certain exclusive
perks. Career development cannot be viewed as a managerial responsibility but it is
a composite process.

Question 5. Explain the organizational issues pertaining to Talent Management.

Answer
1.
Organizational issues pertaining to Talent Management. Organizational issues
pertaining to talent management could arise because of focus and fit.
(a)

Focus. The different types of focus are:

(i)
Step by Step Focus. In this, managers look for employees with
potential to take one step ahead in their career. Talent management needs to
have a proactive approach to both skill enhancement and career progress
(ii)
Leadership Focus. It is to produce future leaders. Organisations need
to work on the required talent to equip employees to become future leaders.
(iii)
Functional Level or Workforce Level Focus: Talent management
can be associated with the recruiting and training of functional or professional
groups. This is what the functional or workforce level focus stresses on.
(iv)
Specific Critical Posts: It brings about the role of talent management
in filling individual posts that are difficult to be filled in and are a risk to
business.

(b)

Fit. There are several dimensions to getting the fit right.

(i)
Fit to Focus: Fit to focus is associated with both senior managers and
workforce for talent management program. It needs to be aligned with
organisations strategy in order to be efficient. Linking it with the strategy
ensures that program is never static and remains future oriented and helps to
measure employee development.
(ii)
Fit to Culture: The structure of the corporation is a major reason for
the cultural challenges facing the organisation. The structure can be
centralized or decentralized. Organizational culture is affected by the decision
making process or transparency of organization and so on. The talent
program can fit right by certain degree of openness in the organisation,
transparency, employee involvement and so on. Cultural fit is highly essential
for the success of the organisation.
(iii)
Fit to Workforce. Fit to workforce can be achieved by ensuring that
the talent management processes understands the psychological contracts
between organisation and employees. Talent management process must be in
alignment with the needs of the individual.
(iv)
Fit to other HR policies. The talent management processes needs to
fit with other HR policies and processes in order to be effective.
(v)
Fit to Management Capability. Talent management processes
require commitment and capability for the process to work. A talent mind-set
needs to be established throughout the organisation. Senior managers need
to support the talent management process while the line managers along with
HR need to spot, develop talent and manage performance and provide
feedback.

Question 6 Write short notes on:

a)

Workforce Analysis

b)

Talent Review

Answer
1.
Workforce Analysis. It is a systematic process in which an organization identifies
the critical jobs and competencies, needed for the current and future employees, and
develops strategies to overcome any gaps. The process involves:(a)
Using Information. Its main priority is using information to obtain an overview
of the workforce and targeting talent management initiatives which include:(i)

Identifying critical job roles for analysis and planning.

(ii)

Reviewing knowledge/skills/attributes needed.

(iii)

Determining employee population for review.

(iv)

Gathering demographic information.

(b)
Identification of Critical Roles: The management team determines key job
functions and roles that will be the primary focus of the talent review discussions.
(i)

All staff in a particular function or organisation unit.

(ii)

A specific group or job category of the employee population.

(iii)

A specific level of leaders, managers, or supervisors.

(c)
Inventory of Skills and Knowledge. Here, the leaders discuss on skills,
knowledge, and performance that adds to success for the identified job roles. This
information serves as a basis for evaluating the performance and potential of a
particular employee group. This process also includes an overall strength/gap
analysis of the department that encapsulates existing workforce capabilities and
identifies gaps that is required to be met by external hiring or internal development
initiatives.
2.

Talent Review.
(a)
A Talent Review is a process to involve more senior business executives in
sharing and analysing talent information, mostly part of an overall succession
management process. Compared to talent alignment sessions, talent reviews
present a chance to discuss talent at a higher level of depth and focus. It provides an
overview of how to encourage a discussion of key talent in the given ways to:(i)

Identify readiness and potential for future assignments or positions.

(ii)

Review possible succession plans.

(iii)

Determine strengths and development needs of employees.

(b)
Having set the organizational context, management teams can proceed with a
review of talent in the organization. The type and emphasis of a talent review can
vary depending on the departments need. Talent Review discussions surface the
development needs of the department. This information provides the context for
follow-up development discussions. In addition, talent review sessions help
managers identify on-the-job assignments and training that help prepare employees
for future responsibilities.