NAME: ROLL NUMBER: LEARNING CENTER: SEMESTER: SUBJECT NAME: MODULE NO.

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Talent Management
SET-2

10 Dec 2012
th

FACULTY SIGNATURE:

Master of Business Administration- MBA Semester 4 MU0017 Talent Management

(Book ID: B1338)

Assignment Set- 2

Q1. Explain the methods adopted to control recruitment and hiring process.
Ans.
Most of the organisations irrespective of fact whether they are small, medium, or big scale companies have their own methods of hiring the candidates for the required positions. Sometimes, this process is dealt within the company itself or it is handled by some subcontractors or recruiting agencies. Following are some of the aspects of the recruiting process:

Get the candidates resume/CV from different job portals. Classify the candidates based on different criteria like
experience, technology, so on. o Send automated mails to sorted candidates for the interview.

Schedule/reschedule the interviews. Manage many rounds of

interviews for the candidate. o Manage interviewers for different rounds of interview. Send automated mails and SMS alerts to keep the interviewers informed about the interview schedule.

Handle interviewers remark and rating for the interviews. Send alerts for the scheduled interviews, hold candidates, joining candidates, so
on. Get the soft copy of documents like experience letter, relieving letter, resignation letter, so on from previous company once the selection process ends.

Manage background check result for the candidates.

Get feedback report for ex-employees, ex-employee documents like

experience letters, pay slips etc.

Support different reports like hold candidates, selected

candidates, candidate feedback report so on.

Candidate information management

Personal information of a candidate is collected from various sources like job portals, employee referrals so on. Personal information include full name, contact number, address, email ID, designation, so on. The resume or CV (curriculum vitae) of candidate is also managed, and the soft copies of these resumes are uploaded in different formats.

Q.2
Ans.

India as nation stands out for it entrepreneurial and well educated talent base. Justify.

India has a large pool of scientists, engineers and technicians. Currently a lot of importance is given to the development of intellectual and managerial talent in order to surge ahead internationally. India boasts of centuries old history of entrepreneurship across every industry sector. The foundation of Indian entrepreneurs is based on their social business ethics and their passionate commitment to success. The growth and development entrepreneurship in India over the ages can be traced under : Mental handicrafts have existed in society even since pre-Christian Era obviously being traded for profit. In the post-Christian era, caste based business men created kharkhanas while craftsmen formed associations called guilds to produce and sell handicrafts and other goods. Since ages, Indian handicrafts have enjoyed worldwide reputation such as Corah from Bengal, dupattas and dhotis from Ahmedabad, Chintez from Lucknow, shawls from Kashmir, metalware from Varanasi and so on. In the modern era, the first place of entrepreneurship was seen during the domination of British East India Company. A few Parsi entrepreneurs like Lowjee Nushirwan and Manjee Dhanjee built ships and produce gun powder for the company. Ranchod Lal Chotlal, a Nagar Brahmin, was the first Indian to think of setting up a textile manufacturing unit, in 1847, but failed in his attempt. He however succeeded in his second attempt in 1981. But before this credit for successfully starting a textile mill goes to another Parsi Cowasjee Nanabhoy Davar in Bombay in 1854. This was followed by Nawrosjee Wadia, who opened his textile mill in Bombay in 1880. Jamshedjee Tata established the first steel industry in Jamshedpur in 1911. This was followed by the entry of Birla family which set up a jute mill in 1919.

The Swadeshi Campaign, called Mahatma Gandhi, calling for use of only Indian goods, gave the first wave for entrepreneurial activity in India. During this period, the traditional business communities like the Jains and the Vashiyas, gave up their conservative attitude and joined Paris to become industrial entrepreneurs. Post-independence, the socialist practices of the Nehru government actually helped Indian entrepreneurs by giving them protection from multinational companies. But this also prevented the Indian goods from being sold abroad. Licenses, quotas, red tapes, high taxes, low productivity, black market, monopolies and so on, marked the first 40 years of Indian Independence. Despite all these, India saw the emergence of two well-known entrepreneurs of those times, Dirubhai Ambani and Kaesanbhai Patel who overcame many obstacles to sow the needs of their empires. When the companys economy finally opened up in 1991, entrepreneurs of the likes of Azim Premji, N.R. Narayan Murthy and Subhash Chandra came up on the scene. And as we move on to the 21st century, there is no stopping of the Indian entrepreneurs from taking the world.

Q3. What are the steps to be followed while doing an assessment of an organisation?
Ans.
An organisational assessment is the evaluation of organisational factors in the internal environment which affects the competitive situation. An organisational assessment is a process of taking steps to reflect and analyse the various functions within the organisation. It categorises the initial steps of a talent management process into:

Identifying organisational and Reviewing strategy, challenges, and Prioritising goals, work, and projects. Determining the factors affecting
workforce planning. Organisational effectiveness and employee development occurs when there is a firm alignment between individual interests and organisational needs. To set the environment for talent reviews, it is essential to first identify the organisational requirements. The goal is to show any changing requirements, skills, and knowledge needed by the organisation. An assessment of an organisation includes the following steps: 1. Review of strategy and key challenges: Here, the constructive analysis about organisational strengths, opportunities, and challenges is done. This discussion sets the organisational framework for considering the workforce development. 2. Environmental scan: In addition to the review of strategy and challenges, organisational departments can perform a more detailed strategy review. An opportunities. departmental trends.

environmental inspection reviews the current and changing client requirements and requests for services. Workforce analysis: It is a systematic process in which an organisation identifies the critical jobs and competencies, needed for the current and future employees, and develops strategies to overcome any gaps. Its main priority is using information to obtain an overview of the workforce and targeting talent management initiatives which are given as: a) Identifying critical job roles for analysis and planning. b) Reviewing knowledge/skills/attributes needed. c) Determining employee population for review. d) Gathering demographic information. After recognising organisational priorities, the next step focuses on the roles and skills needed for the department to be successful. Identification of critical roles: The management team determines the key job functions and roles that will be the primary focus of the talent review discussions. Based on the requirement, a talent review committee focuses on any of these groups: a) All staff in a particular function or organisation unit. b) A specific group or job category of the employee population. c) A specific level of leaders, managers, or supervisors. 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. Talent review: 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: a) Identify readiness and potential for future assignments or positions. b) Review possible succession plans. c) Determine strengths and development needs of employees. Having set the organisational goals, management teams can start with the process of reviewing talent in the organisation. The type and significance of a talent review can vary based on the department's need.

Talent review examples include: Talent Inventory which in turn involves the current performance and future capability of a selected employee group. The objective is to get a combined perspective of strengths, requirements and development opportunities for specific employees, and to identify the organisation's "talent pool." Readiness for major assignments or future jobs is considered. Succession planning which recognises the potential successors for key roles. In association with a general talent inventory, management teams can also focus on vital job roles to assess current and future bench strength. Capability planning which focuses on the competence and availability of staff to provide key services. As a substitute to evaluating prospective successors for particular job roles, the management team uses a similar method to review key jobs, efficiency, or competencies that need to be implemented in the organisation. Knowledge Transfer focuses on the supporting, developing, or transferring of skills and knowledge in the organisation. Knowledge transfer begins with an account of proficiency in the department, and continues with a discussion about workforce learning. Knowledge transfer programs facilitate managers to recognise internal "leaders" who can motivate and increase knowledge of other team members through informal mentoring or peer teaching relationships. Development planning Development planning refers to the strategic quantifiable goals that a person, organisation or agency plans to achieve within a certain amount of time. It deals with the implementing development activity in the organisation after the talent review. Given below are some of the developments of planning activities: a) Review development assignments for on-the-job learning. b) Identify appropriate training and education programs. c) Explore formal and informal mentoring initiatives. d) Plan and conduct development discussions. e) Hold follow-up sessions to review outcomes of development discussions, assignments, and learning plans. Talent Review discussions help managers to identify the development priorities for the department. Consequently, managers or senior leaders are better prepared to have followup development discussions. These discussions have the advantage of helping managers to include job experiences, development assignments, or training in the short-term that can help organise employees for future responsibilities.

Q.4 Ans.

What is the role of an HR in talent management?

Roles of a HR in talent management

Getting the best employees

Paying employees and providing benefits

Training employees

Ensuring compliance to regulations

Ensuring safe work environments

Sustaining highperforming employees

Talent management involves identifying the right talents and developing those talents into personnel competencies, which is required by the organization to have highly efficient and high performance human capital.

In recent years, as the demographics of workforces have changed, organizations of all size consider talent management as a crucial activity. The importance laid on talent management has increased the pressure on HR department in an organization. The HR acts as a backbone for Talent Management. The HR is responsible for the training and

development activities of an employee in an organization. When it comes to talent management the HRs role is concerned with enhancing the development, attraction and retention of their employees. The HR is responsible to establish talent management initiatives. In an organization, apart from transactions and administrations, the HR is burdened to take more responsibility to become a talent expert. The important areas of talent management that forms a part of HR planning are : Providing value for individuals by creating and maintaining an organizational culture. Identify the needs of an organization. Training and developing employees to meet the organizational needs. Recruiting talented people, who are capable of providing further job needs. Conducting and managing HR activities to support to support talent the development of talent in an organization. It is the responsibility of the HR to view talent assets of an employee at an individual level. This helps the HR to know what skills, experience and training each employee brings to the table or needs to acquire. For HR to evaluate the existing skill sets in the industry, they first need to understand how to go about filling current and future skill gaps. This is possible if talent is viewed enterprise-wide at an aggregate level. The crucial role of an HR is to attract talented personnel. These days the improvement in the economy and retirement of Baby Boomer creates competition for newer talented personnel. As majority of the employees in an organization look out for new and better employment opportunities, the HR is responsible for retaining the employees. This can be done by following successful employee retention strategies. The HR are responsible for providing opportunities for employees who prefer to develop their skills and talent and accept challenging work along with compensation. The employees prefer to grow in their career. This can be done by the HR by organizing programs for professional and entry-to-mid-level managers.

Q.5

Describe the five competency model.

stage

approach

for

building

Ans. The five stage approach for building a competency model is as follows: (I) Assemble the focus team and create a list of processes : The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders and senior leaders. Big organizations might want to build different competency models for the upper and lower line of leadership. These individuals are Expert Practitioners who are the best people in their fields. With the help of interviews, surveys, observations and other activities, a list is created of the major processes and the requirements needed by leaders to carry them out in an correct fashion. It needs to be ensured that any observations or interviews are performed on Expert Practitioners. Competencies depend on what an expert does to get his or her job done but not on what others think. (II) Build behavioral indicators for each process : This is the second stage where in the major behavioral indicators for each competency are identified by the members of the HR team that needs to be performed to produce the desired outputs. The behavioral indicators needed for greater performance must be listed after going through each competency. These behavioral indicators must be : Future-oriented rather than problem-oriented as they are creating a powerful tool to guide the organization. A component of a strategic planning or organizational planning process model. The best results are often achieved when built in along with other processes. (III) Categorized the data : In this stage, categorization of data takes place. The competency of leadership is divided into three classes which are Core, Leadership and Professional. The core competencies are essential of all people within the organization. The leadership competencies are meant for managers and supervisors. And the professional competencies are position specific. Be careful when building professional competencies for leaders. Leaders from different field often bring new perspective and originality to the organizations. It has to be ensured that the selected behavioral indicators are really the required skills, knowledge or attitudes. For example, the late Seattle School Superintendent, John Stanford, was one of the best things that happened to the district; yet he was a former Army General and City Manager without experience or education in educational institutions. It would have been a great loss for the district if the professional competency list for his job had been so stringent, that he would never have got the job.

(IV) Order each category : This stage is used to order each category. The team gives numbers to each competency in its order of magnitude for each category. One process for doing this is to categorize each competency on a Post-it note and then observing each category at a time. After which the competencies are arranged from the most significant competency to the least significant. Finally, it is required to find out if any of the competencies at the bottom of each category can be discarded. The cause behind all this is that the team might have listed too many competencies to be easily measured. Later, this will help them determine a convenient number for a cut-off point. At this point, it is fine for having too many competencies listed. The correct number will be determined during the field testing of the performance appraisal. (V) Validate the competency model : This stage validates the competency model by order of importance. There are a number of ways of performing this : Duplication : reproduce the original research results. This is done by getting another sample of higher performers, conducting interviews, and deriving a competency model. This new model is then compared to the original one. Jury : independent jury members, having expert knowledge, deliver their best professional judgment on the model. They must include both internal and external experts. This group presents their opinion of the model as part of a professional report. Survey : a survey is conducted for a selected number of individuals throughout the company and they are asked to number each competency by its order to importance. They are also required to add their own competencies. The competencies should not be listed by the order ranked by the Competency Team as too many respondents might go with the team instead of thinking for themselves. Departmental focus group : a collective ranking is done as by each department or a representative of departments. The advantage is that more people are involved simultaneously and giving less information to collect. This means that each member of the department contributes and each department submits in one survey of their collected results. The disadvantages are the assistance given to each department and the time involved in bringing each department together as a group. Structured interviews/observation : interviews and observations are performed randomly with a number of leaders throughout the organization. This is used to determine their competencies and to get their opinions of which ones to select for the execution of their job. Benchmarking : comparing the results of the organization with another best-of-class organization. Balanced scorecard : the competencies required to accomplish the desired organizational goals throughout the organization are identified by the Expert Practitioners. For example, the scorecard might measure organizational performance across a number of perspectives, such as financial, customers, internal business processes and learning and growth. This process works best for the higher ranks of leaders. Its objective is to rank performance on several indicators that measure the ability for long term growth rather than short term financial success. Customer service standards : the only competencies measured here are those that help meet required customer service standards. It is used in organizations where performance-oriented budgets are adjusted for service standards, not line items.

Q6. What are the four major keys involved in promotion of ethical behavior in the workplace?
Ans. The four major keys involved in promotion of ethical behaviour in the workplace include: 1) Confess: When employees commit a mistake and fail to raise the issue to management so that the issue can be resolved then the situation becomes worse. Most of the times, problems increase rapidly and get larger. The situation becomes even worse when employees start blaming each other as to who was the culprit. When the employees commit mistake, the best way to resolve it is to inform their manager and take the blame. This blame game may result in complete disaster and hurt workplace morale. In most of the cases, blaming each other results in workplace enmity and work in an organisation comes to a halt. Employees who confess their mistakes are more consistent and trustworthy, and they also have the ability to perform damage control. Managers know that if the employees willingly come forward to confess their own mistake they will be less likely to cover something up. It also proves that they have better things in their mind for the organisation to develop. The warning to this point would be to not to allow the employee repeat the same mistake. 2) Follow the book: Another common mistake that employees do is attempting to resolve a problem by bending the rules. This results in creation of a new list of problems. Performing some acts such as backdating the documents or signing the documents for their managers might resolve the issue at that point. But, later those fraud activities will result in some serious problems once the culprit has been found out. Hence, it is better to confess to a problem and possibly be seen as not competent enough for committing such a mistake which is a worse case situation, than covering up a problem with no ethical values, without considering the outcome. Employees even though have good intentions sometimes become too absorbed in the thought of getting something done. 3) Good communication and information: In todays business scenario, it is evident that success of a business depends on good communication. Communication plays a crucial role in an ethical workplace because the way an employee communicates can either create or destroy the positive framework of a workplace. Some acts such as gossiping, which seem undamaging, may result in distrust and unfaithfulness through rivalry in the workplace. Open and consistent communication helps to keep employees and managers informed about the recent events. It also prevents problems and also helps in decision making in the company that are above board. Lack of communication or hiding motivations results in dilemmas around workplace ethics. 4) Consider the Problem Trio Greed, lust, or anger can be considered as the three major problems that are the root cause for failure in workplace ethics. The best example for greed is an employee who steals or performs illegal business dealings. Greedy decisions are the outcome of a wish to get more than they deserve from their position in the company. Lust is generally seen in improper relationships that are not accepted by any organisation. For example, a

manager/assistant relationship can create a direct and negative impact on working environment and also serve to erode the organisations chain of command depending on wrong fraternisation. Anger is mostly seen in employees who have the feeling that the organisation owes them something because of poor working environment, bad salary, or other disturbances. In this case, employees more often become greedy or choose a self-destructive form of action against the organisation. Workplace behavioural ethics are applicable to any job, any industry, or any organisational environment. Employees who have high morale, strong character, and solid communication are the signs of an ethical workplace. It is very important to present yourself in an ethical manner to ensure a moral workplace.