Talent MANAGEMENT

1. Talent MANAGEMENT It refers to the anticipation of required human capital for an organization and planning to meet those needs. It is the science of using strategic human resource planning to improve business value and to make it possible for companies and organization to reach their goals. Talent vs knowledge Knowledge is the knowing of how to accomplish certain things. But talent is ability to accomplish those things. For ex. Coaches have the knowledge, players have the talent to win the match.

2. Functions of talent management: • Talent needs analysis • Locating the talent resources • Attracting talent towards the organization • Recruitment / Appointing the talent • Managing competitive Salaries • Training and Development • Performance Evaluation • Career Growth and planning • Retention management.

3. Objectives • To improve organization's overall effectiveness and efficiency continuously. • To help achieving the business goals with Superior performance • To improve overall culture and work climate • TM Ensures retention of people. • Is to achieve maximum overall growth of people associated with the organization.

4. Talent Management Opportunities and Challenges. • Recruitment Talent • Training and Developing talent • Retaining Talent • Developing leadership talent • Creating talent ethical culture.

5. Current trend of TM • Developing employees • Redeploying Employees • Retaining the best Talent. • Some other trends • Talent war • Technology and talent management • Promoting talent internally • Increase in employer of choice initiatives.

6. Basic Principles of Talent management • 1. Avoid Mismatch costs • 2. Reduce the risk of being wrong • 3. Recoup Talent Management • 4. Balancing Employees Interest.

7. JOB ANALYSIS MEANING AND DEFINITION Job analysis is a detailed and systematic study of jobs to know the nature and characteristics of the people to be employed on various jobs. It involves collection of necessary facts regarding jobs and their analysis. “Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of specific job.” - Edwin B. Flippo

8. NATURE OF JOB ANALYSIS • Job Analysis involves collecting information on the characteristics of a job that differentiate it from other jobs. • The information generated by job analysis may be useful in redesigning jobs, but its primary purpose is to capture a clear understanding of what is done on a job and what capabilities are needed to do it as designed. • Job analysis is a systematic way of gathering and analyzing information about the content, context, and human requirements of jobs. • The real value of job analysis begins as the information is compiled into job descriptions and job specifications for use in all HR activities.

9. PURPOSE OF JOB ANALYSIS • Human Resource Planning • Recruitment • Selection • Placement and Orientation • Training • Counseling • Performance Appraisal • Job Design and Redesign

10. PURPOSE OF JOB ANALYSIS • Job Evaluation • Discipline • Labor Relations • Compensations and Benefits • Legal Consideration • Job Analysis for Teams • Employee Safety

11. APPROACHES TO JOB ANALYSIS There are two approaches to job analysis, one focuses on tasks performed in the job, the other on competencies needed for job performance. • Task-Based Job Analysis : It is the most common form and focuses on the tasks, duties, and responsibilities performed in a job. • Competency-Based Job Analysis : Unlike the traditional approach to analyzing jobs, which identifies the tasks, duties, knowledge, and skills associated with a job, the competency approach considers how the knowledge and skills are used.

12. TECHNIQUES OF JOB ANALYSIS There are several techniques that can be used for the purpose of collection of data. The important among them are : • INDIVIDUAL PSYCHOGRAPHIC METHOD • JOB ANALYSIS BY TEST • MOTION STUDY METHOD • TASK INVENTORY ANALYSIS • OCCUPATIONAL ABILITY PATTERN (OAP) • POSITION ANALYSIS QUESTIONNAIRE (PAQ) • FUNCTIONAL JOB ANALYSIS (FJA) • WORK PROFILLING SYSTEM

13. PROCESS OF JOB ANALYSIS Organizing and planning for Programme Obtaining current Job Design Conducting Need Research Establishing the priorities in the job to be analyzed Collecting the job data Redesign the Job The job Description and job classification Develop Job Specification

14. Job Description It is an organized ,written and factual statement of job contents in the form of duties and responsibilities of specific job.

15. Job Description Contains • Job title • Location • Job summary • Duties • Supervision. • Working condition. • Hazards.

16. What is Job Specification ? • Job Analysis = Job Description + Job specification • Also known as “Job Requirement” • Covers all the human qualities to be considered such as physical, personal, psychological responsibilities to be acquired, academic qualifications, experience, etc. • Converts the job description into human qualifications so that the job can be done in a more efficient way. • Helps in hiring the right person at the right position.

17. Definition • According to Edwin B. Flippo, “A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly.” • According to Dale Yoder, “Job specification as a summary is a specialised job description, emphasising personnel requirements and designed specially to facilitate selection and placements.”

18. Objectives Of Job Specification

19. Basis • Job Specification • Job Description • Meaning • It is a written summary of minimum qualification, appropriate skills, knowledge and set of characteristics that are required by an individual to fit in a job. • It is well written statement which defines roles, tasks, duties and responsibilities expected to be performed in a particular job. It is a primary tool to collect job- related data. • Objective • It helps the candidates to find out whether they are eligible to apply for a particular job position or not. • It helps the organisation to gather data related to a particular job so that it can be advertised. • Importance • It facilitates employee development. • It helps in better job performance in an organisation. • Orientation • Towards specific human qualities which are required for a job. • Towards task and responsibilities to be performed on the job.

20. Human Resources Planning • Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives • In light of the organization’s objectives, corporate and business level strategies, HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs

21. Human resources Planning • Setting human resource objectives and deciding how to meet them • Ensuring HR resource supply meets human resource demands

22. HRP Process • Interfacing with strategic planning and scanning the environment • Taking an inventory of the company’s current human resources • Forecasting demand for human resources • Forecasting the supply of HR from within the organization and in the external labor market

23. Comparing forecasts of demand and supply • Planning the actions needed to deal with anticipated shortage or overages • Feeding back such information into the strategic planning process.

24. Example of the Basic Human Resources Planning Model 1 2 3 Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 4 5

25. HRP Model Cont. • Operational Human Resource Planning • Steps 2,3, & 4 • Ensure HRP programs are coordinated and allows the organization to meet its human resource requirements.

26. Example of the Basic Human Resource Planning Model Open new product line Open new factory and distribution system • Develop staffing for new installation • Production workers • Supervisors • Technical staff • Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical training programs Transfer managers from other facilities 2 3 1 4 Develop new objectives and plans 5 Recruit managers from outside Too costly to hire from outside 6

27. Link 1: Determine Demand (labor requirements) • How many people need to be working and in what jobs to implement organizational strategies and attain organizational objectives. • Involves forecasting HR needs based on organizational objectives • Involves consideration of alternative ways of organizing jobs (job design, organizational design or staffing jobs) • Example - Peak production could be handled by temporary workers or assigning overtime. Machine breakdowns assigned to maintenance department or handled by machine operators

28. Link 2:Determine HR Supply (availability) • Choose HRM programs (supply) • Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications. • First determine how well existing programs are doing then forecast what additional programs or combination of programs will do • Need to know capabilities of various programs and program combinations

29. Link 2:Determine HR Supply (availability) • Choose HRM programs (supply) • Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications. • First determine how well existing programs are doing then forecast what additional programs or combination of programs will do • Need to know capabilities of various programs and program combinations

30. Determine FeasibilityLinks 3 & 4 • Capable of being done • Requires knowledge of programs, how programs fit together and external environmental constraints (e.g., labor force, labor unions, technology created skill shortages) and internal environmental constraints (skill shortages within the organization, financial resources, managerial attitudes, culture) • Do the benefits outweigh the costs • Difficulty in quantifying costs and benefits

31. Shortcomings of the model - HRP in Practice • Oversimplification of planning process -Planning does not normally proceeds till find first acceptable plan • More than one set of HR goals to satisfy link 1 and more that one acceptable plan to satisfy link 2 so: • Typically choose the best HR goal for the strategic plan and the best program to satisfy that HR goal

32. HRP should be: • Done to guide and coordinate all HR activities so they work together to support the overall strategy • Responsive to internal and external environment • Planning - done in advance • Strategic - linked with higher level planning

33. Human Resource Forecasting • Process of projecting the organization’s future HR needs (demand) and how it will meet those needs (supply) under a given set of assumptions about the organization’s policies and the environmental conditions in which it operates. • Without forecasting cannot assess the disparity between supply and demand nor how effective an HR program is in reducing the disparity.

34. Forecasting as a Part of HRP SUPPLY FORECASTING Choose human resource programs DEMAND FORECASTING Determine organizational objectives • Internal programs • Promotion • Transfer • Career planning • Training • Turnover control • External programs • Recruiting • External selection • Executive exchange Demand forecast for each objective Aggregate demand forecast Internal supply forecast External supply forecast Does aggregate supply meet aggregate demand? Aggregate supply forecast No Yes Go to feasibility analysis steps

35. Internal Supply Forecasting Information • Organizational features (e.g., staffing capabilities) • Productivity - rates of productivity, productivity changes • Rates of promotion, demotion, transfer and turnover

36. External Supply ForecastingInformation • External labor market factors (retirements, mobility, education, unemployment) • Controllable company factors on external factors (entry-level openings, recruiting, compensation)

37. Demand ForecastingInformation • Organizational and unit strategic plans • Size of organization • Staff and Managerial Support • Organizational design

38. Considerations in Establishing a Forecasting System • How sophisticated • Appropriate time frame • Subjective versus objective forecasting methods

39. System Sophistication • Organizational size • large organizations require more complex forecasting systems and likely to have the required skilled staff • Organizational complexity • complex career paths and diverse skill requirements lead to more complex forecasting systems • Organizational objectives • the greater the gap between current HR situation and desired HR situation the more sophisticated the system • Organizational plans and strategies • the complex the plans are the more complex the forecasting system

40. RECRUITMENT • Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

41. CHARACTERISTICS OF RECRUITMENT ● It is a long-term proposition. ●It is all about knowing the competition and recruiting needs. ● It is a managerial process. ● It treats applicants as a precious resource.

42. PRINCIPLES OF RECRUITMENT ● Principle of fairness ● Principle of open public process ● Principle of wide announcement ● Principle of commitment ● Principle of open-mindedness

43. FACTORS AFFECTING RECRUITMENT ● EXTERNAL FACTORS ● INTERNAL FACTORS

44. EXTERNAL FACTORS ● Nature of competition for Human resources. ● Legal factors. ● Socio-cultural factors. ● External influences.

45. INTERNAL FACTORS ● Organizational image. ● Size of organization. ● Type of personnel to be recruited. ● Past practices.

46. Recruitment Procedure Recruitment procedure involves different activities through which competent potential candidates are searched as specified human resource planning, job description and job specification. It consists of following activities: • Recruitment planning. • Identifying Recruitment Sources. • Contacting Sources. • Application Pool. • Selection Process. • Evaluation and control.

47. Recruitment Policy A recruitment policy may involve a commitment to broad principles such as filling vacancies with the best qualified individuals. Features: • The policy of recruitment should be compatible with the rules and regulations specified by the government. • To increase the no of applicants and to meet the demand of the organization the recruitment policy needs to be very dynamic. • Recruitment policies should also facilitate employee development programmes. • A good employment policy should be unbiased and must offer equal opportunities to different segments of the community. • An effective policy of recruitment should be flexible.

48. Objectives • Make sure the entire process is fair,unbiased and uniform. • Attract the attention of maximum number of candidates so that the requirements of the job can be fulfilled easily. • Select the most appropriate candidate for the job. • The decisions made and the methods followed in recruitment policy should be in accordance with the job requirements. • Make sure that authorities carrying out the recruitment process should be well specialized and experienced in order to meet the objectives of the procedure. • All the legal formalities to conduct recruitment are met fully.

49. SELECTION MEANING Selection refers to a process in which individuals are picked –up from the pool of job applicants processing the required knowledge and skills for the job to be performed in an organization. It is a process which include various phases such as exploring the applicants in order to check whether they are suitable for the job or not.

50. DEFINITION OF SELECTION “Selection is the process by which candidates for employment are divided into two classes those who will be offered employment and those who will not” -Dale Yoder “Selection is a process of making a hire or non- hire decision regarding each applicant of a job” - TerrieNolinske