ROLE OF TALENT MANAGEMENT PRACTICES

ON ORGANIZATIONS PERFORMANCE:

A STUDY OF IT SECTOR

S. No. Content Page

No.
1 Introduction
2 History of Talent Management
3 Evaluations of Talent Management
4 Competencies and Talent Management
5 Literature Review
5.1 Review of Literature on Talent Management

5.2 Review of Literature on Talent Management

Practices on Organizations Performance

5.3 Review of Literature on Talent Management

Practices in I T Industry
6 Theoretical Orientation

6.1 Meaning and definition

6.2 Importance of Talent Management

6.3 Importance of Talent Management for an

Organization
6.4 Importance of Talent Management for an Employee

6.5 Benefits of Talent Management

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 6.6 The Challenge

7 Objective and Purpose of Study

8 Hypothesis
9 Research Methodology
9.1 Rationales of the Study
9.2 Significance of the Study
9.3 Statement of the Problem
9.4 Scope of Study
9.5 Data Collection (Primary and Secondary)
9.6 Variables ( Dependent and Independent )
9.7 Number of Items for Questionnaire
9.8 Sampling Process and Selection
9.9 Sampling Design
9.10 Sampling Methods
9.11 Sample Size
10 Possible Outcomes

11 Future Work to be carried out

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1. Introduction

Source:- mentormade.com

Talent Management, as the name itself suggests is managing the ability, competency and
organization.. The concept is not restricted to recruiting the right
power of employees within an organization
candidate at the right time but it extends to exploring the hidden and unusual qualities of your
employees
ees and developing and nurturing them to get the desired results. Hiring the best talent
from the industry may be a big concern for the organizations today but retaining them and most
importantly, transitioning them according to the culture of the organiza
organization
tion and getting the best
out of them is a much bigger concern (Management study guide, 2015).

Talent Management in organizations is not just limited to attracting the best people from the
industry but it is a continuous process that involves sourcing, hir
hiring,
ing, developing, retaining and
promoting them while meeting the organizations requirements simultaneously. For instance, if
an organization wants the best talent of its competitor to work with it, it needs to attract that
person and offer him something th
that
at is far beyond his imagination to come and join and then
stick to the organization. Only hiring him does not solve the purpose but getting the things done

3
from him is the main task. Therefore, it can be said that talent management is a full
full-fledged
process
ss that not only controls the entry of an employee but also his or her exit.

Talent Management is beneficial to both the organization and the employees. The organization
benefits from: Increased productivity and capability; a better linkage between individ
individuals' efforts
and business goals; commitment of valued employees; reduced turnover; increased bench
strength and a better fit between people's jobs and skills. Employees benefit from: Higher
motivation and commitment; career development; increased knowledg
knowledgee about and contribution to
company goals; sustained motivation and job satisfaction.

(Uma R, 2015) Says, some organizations may find the whole process very unethical especially
who are at the giving end (who loses their high
high-worth
worth employee). But in this cut-throat
c
competition where survival is a big question mark, the whole concept sounds fair. Every
organization requires the best talent to survive and remain ahead in competition. Talent is the
most important factor that drives an organization and takes it to a higher level, and therefore,
cannot be compromised at all. It wont be exaggerating saying talent management as a never-
never
ending war for talent!

Source:- www.ttisuccessinsights.com

4
Talented Employees erect an organization and are the gateways to victory- human resource
managers, the world over, have come to realize this fact and are burning the midnight oil in
working out line of attack towards this end. It is the employees talents and skills that define the
future of a business by giving it a competitive edge over others.

Talented workforce is the only scarce resource and corporate have come to realize this fact.
This is the very reason why retention occupies the topmost seat in the human resource managers
to do list.

Retaining talent is the necessitate of the hour, in todays dynamic and competitive era. This is
precisely what led human resource managers the world over to search for a newer way out of this
crisis because the traditional approaches were no longer able to sustain employees. This quest for
a better concept led to the birth of talent management a newer approach conceptualized to
move towards retention of talent ship.

Since then, there was no looking back and the field of literature on talent management started
growing leaps and bounds and within a short span of time Talent Management has become
the mantra for corporate success. Though the concept is not of recent origin its value
augmenting ability has been recognized only recently. Companies which initially thought of
talent management as a means to solve high employee turnover, have learnt to incorporate it in
their corporate strategy itself with a key responsibility placed on the line managers. However, in
the Indian context, talent management as a concept is quite young, leaving room for a lot of
ambiguity and lack of clarity to exist for practicing professionals (MSG, 2015).

Lalani (2014) Says, In todays challenging and competitive business environment, the edge that
organizations gets over their competitors in benefits and profitability highly depends on their
talent management strategies and policies. According to CIPDs definition talent management is
the systematic attraction, identification, development, engagement, retention and deployment of
those individuals who are of particular value to an organization.

5
Decisions about Talent Management shape the competencies that organizations have & their
decisive success; & from the perspectives of individuals, these decisions determine the path &
pace of careers.

Source:- www.mbaknol.com

2. History of Talent Management

Yadav & Aspal (2014) Talent management is a term that emerged in the 1990s to incorporate
developments in Human Resources Management which placed more of an emphasis on the
management of human resources or talent. The term was coined by David Watkins of
Softscape published in an article in 1998, and further defined iinn the book "Talent Management
Systems" in 2004 " however the connection between human resource development and
organizational effectiveness has been established since the 1970s. Talent management is part of
the Evolution of Talent Measurement Technologies
Technologies.

3. Evaluations of Talent Management

From a talent management standpoint, employee evaluations concern two major areas of
measurement: performance and potential
potential. Current employee performance within a specific job
has always been a standard evaluation dimension tool of the profitability of an employee.

6
However, talent management also seeks to focus on an employees potential, meaning an
employees future performance, if given the pproper
roper development of skills and increased
responsibility (Eiilm University, 2014)
2014).

4. Competencies and Talent Management

Source:- loxton.com.sg

Levensaler (2009) addressed, this term "talent management" is usually associated with
competency-based management.. Talent management decisions are often driven by a set of
organizational core competencies as well as position
position-specific
specific competencies. The competency set
may include knowledge, skills, experience, and personal traits (demonstrated through defined
behaviors). Older competency models might also contain attributes that rarely predict
pre success
(e.g. education, tenure, and diversity factors that are illegal to consider in relation to job
performance in many countries, and unethical within organizations). New techniques involve
creating competency architecture for the organization that includes a competency dictionary to
hold the competencies in order to build job descriptions.

Vasan, (2011) explored that talent management system must be worked into the business
strategy and implemented in daily processes throughout the company as a whole. It cannot be left
solely to the human resources department to aattract
ttract and retain employees, but rather must be
7
practiced at all levels of the organization. The business strategy must include responsibilities for
line managers to develop the skills of their immediate subordinates. Divisions within the
company should be openly sharing information with other departments in order for employees to
gain knowledge of the overall organizational objectives. Companies that focus on developing
their talent integrate plans and processes to track and manage their employee talent, iincluding the
following:

Sourcing,, attracting, recruiting and on boarding qualified candidates with

wi competitive
backgrounds

Managing and defining competitive salaries

Training and development opportunities

Performance management processes

Retention programs

Promotion and transitioning

The talent management strategy may be supported by technology such as HRIS (HR Information
Systems) or HRMS (HR Management Systems). Modern techniques also use Competency-based
Competency
management methodologies to capture and utilize competencies appropriate to strategically drive
an organization's long term plans.

5. Literature Review
5.1 Review of Literature on Talent Management

Source:- womenofhr.com

8
Cappelli (2008), suggest that talent management is one of the primary management apparatus in
21st century for human asset management because the significant resource for firms competing
in this century and there is no longer land, capital and other substantial assets but the human
capital necessary to adapt organizations to global competition and maximize the benefits
associated with the current technological boom.

Goffee & Jones (2007) put in plain words, talent is a handful for employees whose ideas,
knowledge and skills give them the potential to produce the disproportionate value from the
resource they have available from them.

Tansley et at, (2006) pointed out that talent can be considered as a complex amalgam of
employees' skills, knowledge, cognitive ability and potential. Employees values and work
preferences are also of major importance.

Ingham (2006) considered people who are in the key position, the leader team, the individual
who has the scarce capability or make particular contribution to the organization is talent. At the
same time, talent means the total of all the skills, knowledge, experience and behaviors that a
person has and brings to work.

Armstrong (2008) declared that talent management practices consists a wide range of activities
which have been adopting by different organizations. These includes the employee resource
strategy, attraction and retention policies and programmes, talent audit, role in development,
talent relationship management, performance management, total reward, learning and
development and career management. Talent management practices are beyond filling positions
and managing paper recruitment process.

Cheese et at., (2008) see the sights, Talent therefore, is used as an all encompassing term to
describe the human resources that organizations want to acquire and develop in order to meet
their business goals

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Blass (2008) said, that Talent management is the additional management processes and
opportunities that are made available to people in the organization that are well thought-out to be
talent.

Brown and Hesketh, 2004; Collings and Mellahi, 2009; Lewis and Heckman, 2006) clarify
that talent management is the implementation of integrated strategies or systems designed to
increase workplace productivity by developing enhanced process for attracting, developing,
retaining and utilizing people with the required skills and aptitude to meet current and future
business needs.

Mudoli (2008) says, talent management considered to be closely related to concepts that include
human resource planning, strategic human resource management, and employability

Benson (2006) clear that the concept of talent management is very important from last ten years.
The role of talent management is understood by management, that key to success is the
successful implementation of potential talent.

Abell (2005), defined that talent is as a person or people with a natural capability for being good
at a particular activity. Talent is the primary driver of any successful corporation and it has
become increasingly evident to most business owners and executive teams that, companies rather
than being controlled by capital, are typically most controlled by talent

Beheshtifar, Nasab & Moghadam (2012) explained the term Talent Management is being used
to depict sound and integrated human resource practices with the objectives of create a center of
attention and retaining the right individuals, for the right positions, at the right time Organization
run by people and the talent of these people will determine the success of organizations. So,
talent management is managements main priority.

Tajadin & Muali Taffti, (2009) Talent development: The final step in this process including
issues related to learning and development. In this phase, employees need a translucent and

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palpable career path. The organization need to more investment on employees, in order to meet
future expectations and needs

Moaeri, (2002), Role of organizations is inevitable to improve any country and victory of any
country depends on its organizational success. According to Wall, a successful organization is
one which could adapt itself to environmental changes during a long-term, generate a purposeful
management structure, and develop key competencies as studied by Eisakhani (2008).

Khan, Rehman & Humayoun (2011) studied about the Talent management with employee
attitudinal outcomes and organizational effectiveness. They shown that its playing a distinctive
role in conceptualizing talent management endeavors and their impacts on employee work
engagement, turnover avoidance, and value addition.

Talent management Practices involve wide collection of activities that different organizations
squeeze to ensure it gets and maintains a highly skilled and conversant workforce.

Swapna and Raja (2012) the role of talent management with special reference to service sectors
in India and have been found that the employees of education as well as healthcare segments felt
that talent management was very important in achieving financial benefits and improve the
bottom line of organizations.

Lawler (2008) deliberated strategic talent management and lessons from the corporate world and
found out that most of the talent management practices that are used by the best high-
involvement companies can be used in public education and if adopted, they will lead to improve
in classroom instruction and student achievement.

Khan et al. (2011), reveal that talent management has positive significant influence on employee
attitudinal outcomes and organizational efficiency e.g. employee work engagement, turnover
avoidance, and value addition.

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Khan, Rehman & Humayoun (2011) also conclude that organizations, which are enthusiastic
for gaining competitive advantage over their business rivals, need to manage their talent in
attentive and effective ways. Their editorial authenticate that the preceding research on talent
management imparts in understanding the concept and its enrichment. Furthermore it human
resource lighten upon its impacts with some addition in existing knowledge.

DAnnunzio- Green, (2008) talent management as a broader concept is known in order to

attract, keep hold of, and build up talents and it is important for two reasons: first, talent
management will ensure that organization can successfully attract and maintain necessary talent.
The second reason is talent management should be done in a ground that employees are working
within (Hughes & Rog, 2008). Furthermore, talent management development to some extent
specifies development paths for potential employees (Wilcox, 2005).

Human Capital Institute (2008) examined current talent management practices in five specific
areas. These are talent strategy, workforce planning and talent acquisition practices, capability
development and performance, leadership and high potential development, and talent analytics.
These practices may not unavoidably come with cost, for example, talent development may be
casual through providing employees with opportunities to experience new and diverse roles in
areas of work, coaching and mentoring over more appropriate development opportunities like
training sessions.

Nancy R. Lockwood, Sphr, Gphr, (2006) saying that, now days the global economy,
companies must continually invest in human capital. In the role of business partner, HR leaders
work intimately with senior management to attract, hire, develop and retain talent. Yet the skills
shortage presents both socio-economic and cultural challenges as talent crosses borders. Thus, in
view of workforce trends such as shifting demographics, global supply chains, the aging labor
force and increasing global mobility, forward-looking organizations must rethink their approach
to talent management to best attach talent. By doing so, they will be positively positioned to
succeed in a highly spirited marketplace. In addition, organizational culture, employee
engagement and leadership development have a significant impact on talent preservation. Taking

12
these factors into consideration, an integrated approach to talent management offers a pathway
toward sustaining outstanding business results.

Lewis and Heckman (2006) the text of talent management can be described in terms of three
research streams:
a) Talent management is conceptualized in terms of typical human resource
department practices and functions;
b) Talent management is defined in terms of HR planning and projecting
employee/staffing needs; and
c) Talent management is treated as a general being and either focuses on high
performing and high probable talent or on talent in general (Beheshtifar &
Ziaadini, 2012).

Byham et al., (2002), the concept of talent management appears to vary widely in the world of
work, but this concept is still not a well-defined area of practice that is constructed on the basis
of a set of core principles.

Moczydlowska (2012) Talent Management (TM) is treated in terms of modern and efficient way
of implementing personnel policies that enables organizations to achieve their strategic goals
through the proper use of the potential inherent in people. Although this process involves many
costs, enterprises and other organizations decide to use it on account of the future potential
benefits associated with the creation and development of intellectual capital, important from the
perspective of functioning of an organization and creating its value.
Collings & Mellahi, (2009) Effective talent management will have an indirect positive
relationship with organizational performance, mediated by work motivation, organizational
commitment, and extra role behavior acting separately or in combination with one another.

Lepak & Shaw (2008) Talent management systems are deployed to elicit desired role behaviors
among the organizations talent pool and assist in realizing the organizations.

13
Hamid, Z. A., n.d.) Talent management if given the proper development of skills and increased
responsibility seeks to focus on an employees potential, meaning an employees future
performance.
erformance. Talent Management strategies develop innovation capability and achieve a high
level of performance. Talent management exercise adds rigor and structure for a more
meaningful discussion with superiors.

5.2 Review of Literature on Talent Management

ent Practices on
Organizations Performance

Source:- learntech.in
Currently, talent management has become an essential priority for modern organizations, and
organizational accomplishment is directly related to talent that is uused.
sed. Talent management refers
to the process by which the organization identifies employees who are capable to engage in
recreation leadership role in future. For talent management initiatives to be effective,
organizations need formal processes, with many people involved and with strong links between
leadership and talent to translate into specific organizational value
value-based
based behaviors.

Organizations focus on talent management causes them to successfully attract, retain and
develop their essential talents.. Many research recommended for the managers briefly for
improve talent management in workforce by different ways for promote organizational success,
because they have the mission to contribute to the accomplishment of organizational goals.

14
Beheshtifar, Nasab & Moghadam, (2012) While Talent Management has been recognized to
be a critical success factor for organizations; there are not many scientific studies on the subject.
In spite of a superior need for scientific researchers, organizations must allocate sufficient
resources and specific attention to talent management for their survival.

Hay Group (2009) Talent management has been seen to generally rotate around putting the right
people with the right skills in the right position at the right time. Effective talent management
involves a perpetual journey toward time after time higher levels of performance efficiency, a
process that helps employers succeed by staying ahead of the curve of an ever-changing business
environment.

The need for talent management in organizations is driven by the global trends which include
business growth trends which often require different kinds of talent, workforce demographics
with reducing labor pools, complex economic conditions, and global focus on leadership.

Odonez de Pablos, (2004) Human capital concept with talent management is the latest concept
that emphasizes the human resources performance crucial to the organizational performance. The
concept emphasizes that firm's knowledge capital depends upon the human capital itself who are
the main instrument for achieving competitive advantage for the organizations.

Gardner, (2002), at the present time, land, capital and fixed assets are no longer key resources
for the organizations to be extremely competitive in the current economy. Human capital is a key
resource to adapt the organizations to the universal competition. Therefore, organizations are
competing against each other to obtain and retain talents in order to preserve their operations and
continue to grow.

Kehinde, (2012), In order to increase the effectiveness of a firm several resources can be used to
accomplish this, which includes money, men and machines; of these resources the most
important of them all is the people.

15
Tiwari & Shriwatva (2013), the talent management is one of the primary manage mental tool in
21st century human assets management. In their study they focused on strategies and practices of
talent management and their impact on employee retention and effectiveness of its execution at
AREVA T&D India Ltd.

The prime focus of their study was to analysis the talent management initiative taken by the HR
professional and find out the effectiveness of such initiatives as well as the satisfaction level of
the employees. They conclude that age of employees is independent from satisfaction but
experience of employees does affect the satisfaction with the practices of talent management.
Finding of ANOVA revealed that each of the parameter has a different impact on effectiveness
of talent management practices but a distinctive impact on employee's satisfaction.

Lewis and Heckmans (2006), Talent Management encompass of three different conceptions
which are as follows
 a collection of typical human resource department practices,
 the flow of human resources throughout the organization, and thirdly
 Sourcing, developing and rewarding employee talent.

There have been many practices adopted by different industries in order to manage the talent
available with them such as team building, training, recognize talent, talent development,
constant feedback etc. Talent management starts with recruitment process, alliance of the
workforce to the organization, develop the people and get constant feedback to help in
performance of an individual or an organization.

Dhanabhakyam & Kokilambal, (2014), The practices adopted generally differ from industry to
industry in many cases and certain practices are more appropriate for certain industries over
others. At the same time there are some practices which are common in most of the industries.
This editorial focused on how to bring out talent management practices which are adopted in
four major industries Banking, Healthcare, Manufacturing and IT industry. And also
practices which are more common among different industries. Aim of this study was to map the
existing talent management practices and its benefits to an individual or an organization.

16
lyria (2013) the talent management involves positioning the right people in the right jobs. This
ensures that the employees make the most of their talent for best possible success of the
organization. As talent management is a relatively new area for both public and private sector
organizations, most organizations have prioritized it to ensure they obtain, develop and retain the
right staff.

Hasan, Khalid, Cheema, Hassan and Afzal (2014), focused on study of employees
competencies and to develop the talent management tactics for private sector banks in Pakistan.
They also explore the consequence of talent management strategies for improving the
performance of employees in private sector banks. With the help this research they provides
benefits to the banking sector for attractive their innovation and creativity and finally
organization performance increases.

They also have been found that customer satisfaction increases through innovate and superiority
products. Talent management and HR practices affect the employees capabilities in the
organization. It is clear that nonstop supports from the talent management will be a key strategic
requirement for smooth the progress of the knowledge management activities in the firm.
Efficiency of the organization can increase when organization has proper make sure and balance
system. On the basis of their assessment, they receive reward, which enhances their loyalty and
effectiveness. This will at last give benefits to performance of the banks.

Hasan et al, (2014) Organizations such as government agencies, banks and other similar
institutions appear to be appreciably lacking in their use of talent management practices. The
new reality is that jobs are present even in downtimes but talent is always rare. Organizations
worldwide face formidable talent challenges. The ability to attract develop and retain a needed
supply of vital talent is a challenge facing all organizations. Despite millions of unemployed
workers there is a ruthless shortage of talent: bankers to teach the next generation of banking,
health care specialized of all strips and design engineers with deep technological and
interpersonal skills.

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Talent management practices in industry practices also have different dimensions such as
Workforce planning, employment, on boarding new hires, training and development, coaching,
employee engagement, high concert development, rewards and recognition, succession planning,
record keeping reporting and analysis, traditions and values etc.

Talent management practices are aimed for business results like business or financial
performance of an organization and work force consequences like skill development and
professional development.

Corsello, (2012) Businesses have adopted Software as a Service (SaaS) applications, particularly
in areas like accounting, collaboration, invoicing and, more and more, human-resource and
talent-management applications.

Mudoli, (2008)Talent management practices are aimed at improving employee benefits,

employee engagement, competence recompense, learning and development and Instrument for
measuring the outcome of talent management are absence turnover, and productivity

Collings & Mellahi, (2009) Effective talent management will have an indirect positive
elationship with organizational performance; arbitrate by work motivation, organizational
commitment, and extra role behaviour acting separately or in combination with other also.

Lepak & Shaw, (2008) Talent management systems are arranged to extract desired role
behaviors among the organizations talent pool and assist in realizing the organizations.

Hamid, Z. A., n.d. Talent management if given the proper development of skills and increased
responsibility seeks to focus on an employees potential, significance an employees future
performance Talent Management strategies develop innovation capability and accomplish a high
level of performance. Talent management exercise adds rigor and arrangement for a more
meaningful discussion with superiors.

18
Abbsi, Sohail, Cheema & Syed (2010), Talent Management Practices for the Pharmaceutical
Industry in Pakistan and to compel the organizations for the development and implementation of
TM mechanism in the industry that afford tools for achieving sustainable competitive advantages
in today's highly competitive environment.

In today's business environment characterized with competition, every organization has no

preference but to grow for thriving. The human resources are being increasingly seen as the
difference creators especially in the days to come. For instance, Coetzee (2004) says that the
highest importance to the success of an organization's objectives is to recruit and develop the
talented staff; talent is always creating value and success for an organization.

Hay Group (2009) Most Organizations today be familiar with in their policy statements that
people are the most important asset in their organizations. Whether these organizations perform
or act in a manner that puts their employees as their most significant asset and how they manage
their talent is the greatest concern. Studies have been found that most organizations often invest
very little in their employees.

Heinen et al, (2004) Determinants of talent management includes; talent magnetism, talent
retention, learning and development and career management, each of these processes must be
designed to fit the strategic requirements of the business as well as integrate with each other .To
be successful the talent plan must be aligned with the organizations business strategy .Aligning
talent strategy with business strategy is usually unmet need in many organizations.

Echols (2007), the talent retention aims to take measures to encourage employees to remain in
the organization for the utmost period of time. Talent turnover is harmful to a company's
productivity because costs of magnetism are high. Direct cost refers to turnover costs,
replacement costs and transition costs, and indirect costs relate to the loss of production, reduced
performance levels, unnecessary overtime and low morale.

Mendez et al, (2011) further emphasizes that a company needs to invest in employee retention in
order to be successful organization.

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Talent development is the process of changing an association, its employees, its stakeholders,
and groups of populace within it, using planned and unintentional learning, in order to achieve
and maintain a competitive improvement for the organization (Davis et al, 2007).

Sturges et al, (2002) that organizational career management enhances employee assurance and
hence organization performance. Career management help can be seen as one form of perceived
organizational support. Apparent organizational support has been positively related to job
performance and negatively linked to withdrawal behaviors such as absenteeism and turnover.

Now days Business environment becoming global and competitive intense, and organizations
have mounting pressure to perform better than before. Over the years, creation and safeguarding
of knowledge has become a key tool in accelerating competitiveness and attractive
organizational capabilities.

Munivenkatappa, Nagaraja & Bharathi. (2013) Talent Management is on HR professionals

minds these days, as HR works to find, retain and develop manpower. For talent management to
be effective, what is important is to hire employees who appear to be the best fit in the
organization. Organizations are taking steps to manage talent most effectively and also to enlarge
their own employer brand.

Lutbish, (2007) Talent management is an approach and a process to view the things those
delegate the talent management. Talent management system not only works deliberately as a part
of overall business strategy but also implements in the organizational routine processes
throughout the organization. It cannot be left completely on human resource department to attract
and retains of personnel instead it shall be Smith (2009) Skillful at all levels of hierarchy along
the organization. Aggressive recruit talent management of valuable employees still occurs, and
the retention of high performers remains critical.

Hanief & Yunief (2013) were conducted to highlight the role of talent management with HR
generic strategies to retain talent, to overcome employees turnover and to achieve apparent HR
outcomes of a firm by implementing succession planning, employers branding, motivation and

20
development policies successfully and efficiently. In addition, HR practices like training and
development, recruitment and selection, resources and skills building of employees also play
vital role for organizational success. Structured questionnaire is used as instrument to prove the
hypothesis, and for the results, appropriate statistical tools will be used for the analysis. Both
qualitative and quantitative techniques are adopted and for the purpose of primary data
collection, leading MNCs, well reputed public and private sector organizations will be visited.
Interviews and discussions will help to determine the results. The results of this work showed
that talent management techniques are integral part of HR generic strategies.

Topper (2008) considered succession planning as a source to prepare the future talent which can
help the organization to run its dealings easily. He suggests that combination of various
techniques can be helpful to get the right person for the right job which helps to manage the
talent of that particular organization.

Morton (2005) believed that talent management is vital and crucial to engage employees in
organizations. Effective talent management assuring that organizations can achieve the objective
retains through talent. The survey and questionnaire results of these study shows HR
practitioners shared their views that the qualities to retain and attract employees and to recruit
new talent are major issues in today major problems faced by HR.

Cohn et al., (2005), the attraction of qualified personnel could positively affect the talent
management in the private sector banks. It is clear that organizational success depends on the
extent of the efficiency of the strategy and operations. Rewards can be classified into intrinsic
and extrinsic reward. There is a clear dissimilarity between these two types. When employees are
given positively valued work outcomes in work scenery is called extrinsic reward whereas
intrinsic rewards are result that employees received for the performing of the task.

Morton (2005) Survey of this study also includes employees problems and why they are not
satisfied with their jobs and why they search their new jobs after a short time period? Low
salaries, bad environmental conditions, stress of work, health and safety conditions, harassment,
poor work-life balance, lack of facilities, low fringe benefits, working hours, workforce attitude

21
and management practice and behavior were major issues high-lighted by employers from
different management cadres serving in different public and private sector organizations
discussed in this survey.

Njoroge (2012), various talent management practices pursued by many Organizations. The
finding indicates that most of the CMCs lacked a well formalized and clearly communicated
talent strategy and policy. It has also found that Workforce planning and talent acquisition
policies and practices were seen to be embraced but only to a moderate extent. However, the
retention policies as a talent management practice in most of the organizations were unclear and
hence not embraced much. Other practices on capability development and performance
management, leadership and high potential development, total reward compensation practice
appeared to be lacking and therefore adapted to a very minimal extent.

5.3 Review of Literature on Talent Management Practices in I T Industry

Munivenkatappa, Nagaraja & Bharathi. (2013), brands simplify decision-making and

communicate the value they create for their customers. For this purpose the statistical reliability
and accuracy, Random samples of 150 respondents were selected from Government and private
under sector Production Company Viz. Infosys, Symphony, BHEL and IBM. The respondent
has selected from snowball techniques with informed consent. Interview was held in a two
successive interval. The talented employee should be transferred to such departments regularly
where his talent is required to enhance the workability of the organization. A fast track is
recommended for promotions at end of analysis it has found that the employee after total
involvement starts feeling the love for the organization.

Rani and Joshi (2012), the challenge of effective talent management to support business growth
has been consistently identified as a top priority among global CEOs. While the phrase "Talent
Management" is relatively new as a concept, however as a management focal point it has always
been at the central part of strategic HRM.

22
They also suggest about strategic HRM performs an enabling and investment management role
for organizations. The HR leader as supporter for organizational chuck an resource management
excellence is tasked with the primary responsibility of leading and strategizing comprehensive
efforts to attract, develop, engage and retain a workforce that is competent to support strategy
and strategic management efforts. Talent management systems and processes need to be
integrated into the total HRM system of the organization. Traditional roles of HRM such as
recruitment, training, performance management and compensation need to be associated to
support the achievement of talent management goals such as talent turnover, employee
engagement, succession pipeline ratios, etc.

Rani and Joshi (2012) addressed how recruitment and selection, a traditional function of HRM
needs to be managed in an organizational context that has a focus on talent management.
Expressed from a strategic business perspective, "Talent management may be defined as a core
sub-system of an organization's strategic management system, to develop a human resource
positive feature base that is capable to support current and future organizational growth
directions and objectives".

In this study Talent management has been comprised in three key components which are:-
Talent Identification
Talent Development -Internal and external talent development
Talent Engagement, motivation and retention

Oracle White Paper (2012) for the purpose of research data of 100 global enterprises to small
and medium businesses, leading companies invest in talent management to select and retain the
best person for each job because they know that business success is powered by the total talent
quality of their workforce. And has been found from recruiting to performance, talent
management applications can support specific retention strategies aimed at first identifying top
candidates and then nurturing and valuing top performers during their employment tenure.

Lewis and Heckmans (2006) Talent Management comprises three different conceptions which
are as follows a) a collection of typical human resource department practices, b) the flow of

23
human resources throughout the organization, and thirdly c) sourcing, developing and rewarding
employee talent. There have been many practices adopted by different industries in order to
manage the talent available with them such as team building, training, identifying talent, talent
development, constant feedback etc. Talent management starts with recruitment process,
alignment of the workforce to the organization, develop the people and get constant feedback to
help in performance of an individual or an organization. The practices adopted generally differ
from industry to industry in many cases and certain practices are more suitable for certain
industries over others. At the same time there are some practices which are prevalent in most of
the industries. This paper aims to bring out talent management practices which are adopted in
four major industries Banking, Healthcare, Manufacturing and IT industry. And also practices
which are more common among different industries. This research aims to map the existing
talent management practices and its benefits to an individual or an organization.

6. Theoretical Orientation

6.1 Meaning and definition

The term Talent Management is being used to describe sound and integrated human
resource practices with the objectives of attracting and retaining the right individuals, for the
right positions, at the right time. Organizations are run by people, and the talent of these people
will determine the success of organizations. So, talent management is managements main
priority (Michaels, Handfield-jones, H. & Axelrod, 2002).

Talent management implies recognizing a person's inherent skills, traits, personality and
offering him a matching job. Every person has a unique talent that suits a particular job profile
and any other position will cause discomfort. It is the job of the Management, particularly the
HR Department, to place candidates with prudence and caution. A wrong fit will result in further
hiring, re-training and other wasteful activities.

According to Philps,(UK) (1999),Talent is defined as ability or quality possessed by a

person in a particular field or activity.

24
 According to Philps,(UK) (1999), Talent Management is evolving to become a series of
complex HR processes combined to make sure you have the right staff, in the right role, doing
the right things .

According to SHRM (Society of Human Resource Management) (2008) glossary of

term as the implementation of integrated strategies or systems designed to increase workplace
productivity by developing an improved process for attracting, developing , retaining and
utilizing people with the required skills and aptitude to meet current and future business needs.

DDI (Development Dimensions International) defines Talent Management as the

system in which people are recruited, developed, promoted, and retained to optimize the
organizations ability to realize positive business outcomes in the face of shifting competitive
management is a business process that systematically closes the gap between the talent an
organization has and the talent it needs to successfully respond to current and emerging business
challenges.

Talent Management is beneficial to both the organization and the employees. The organization
benefits from: Increased productivity and capability; a better linkage between individuals' efforts
and business goals; commitment of valued employees; reduced turnover; increased bench
strength and a better fit between people's jobs and skills. Employees benefit from: Higher
motivation and commitment; career development; increased knowledge about and contribution to
company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it is
important for an organization to develop the most important resource of all - the Human
Resource. In this globalize world, it is only the Human Resource that can provide an
organization the competitive edge because under the new trade agreements, technology can be
easily transferred from one country to another and there is no dearth for sources of cheap
finance. But it is the talented workforce that is very hard to find. The biggest problem is how to
retain the present workforce and stop them from quitting.

Lewis and Heckman (2006) identified the following three key concepts of talent management
definitions:

25

Talent management as a set of typical personal processes, functions and activities. From
this perspective the talent management is considered more or less synonymous with
human resource management or is viewed as a specific area within HR. Talent is viewed
as a subs intuit for HR. Generally, this concept is closely related to the traditional
definition of HRM and hence the talent management is mostly associated with typical
human resource management practices and activities.

Talent management is a set of processes aimed at the creation of databases of talents
(talent pools). This perspective highlights the concept of talent pools and emphasizes
the development of talent pools focusing on projecting employee / staffing needs and
managing the progression of employees through positions (Lewis and Heckman, 2006).

Talent management is closely related to either high-performing or high-potential
employees or to talent in general. From this perspective which takes a more general view,
talent management has no concern for organizational boundaries or specific positions and
it is primarily focused on sourcing, developing and rewarding employees talent.

Collings and Mellahi (2009) add the fourth stream which emphasises the identification of the
key positions contributing to the competitive advantage of the organization in different ways.
The systematic identification of the key positions is at the core of this concept rather than
talented individuals per se.

Talent management is defined as a systematic and dynamic process of discovering, developing

and sustaining talent. What works, depends on the context and the way the organization
implements the practices. So talent management may be organizationally specific and dependent
on the context and could be defined as follows:

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

retention and deployment of those individuals with high potential who are of particular
value to an organization (CIPD, 2006);

Talent management means the implementation of integrated strategies or systems
designated to increase the workplace productivity by developing improved processes of
attracting, developing, retaining and utilizing people with the required skills and aptitude
so that they can meet the current and future business needs;

26

Talent management is defined as an integrated set of HR practices or functions, such as
recruitment, selection, development and performance appraisal aimed at increasing the
capacity of organization (Fegley 2006)

Talent management is a learnable skill. Every leader should learn how to manage talents.
It is the same problem as to learn how to manage strategic planning, innovation etc.
(Handfield, Michaels, & Axelrod 2001).

Talent management competencies is a set of behavioral patterns that the line managers
need to attract, select, engage, develop and retain talented employees in order to reach
specific desirable business objectives for the organization (Oehley and Theron, 2010).

Also define talent management as, a set of activities comprising identification, search for and
recruitment, effective exploitation, assessment, development and retention of high potential
workers which are undertaken and performed in the organization in order to implement its
strategy.

The term talent management is perceived and defined in various ways. For somebody it is the
management of important or talented individuals, while others understand it as managing people
in general i.e. on the assumption that everybody has talent that should be identified and
applied.

Armstrong (2006) defines talent as a set of linked organizational activities enabling organization
to attract, retain, motivate and develop talented people who it needs and who it will need in the
future in order to stay successful. Another specialist in the field of human resources management
is convinced that talent management serves the purpose of improving quality and flexible use of
exceptionally efficient workers (i.e. workers with high potential) who can significantly influence
the organization performance.

According to Armstrong (2006) talent management should not only focus on the high-flyers, but
it should concern all the assiduous and efficient workers.

Owing to the fact that talent management focuses on in-depth building and strengthening
leadership, it creates flexibility when adapting to the changing market conditions. The integrated

27
process of talent management will systematically overcome the gap between the human capital
which the organization currently has at its disposal and the need for leadership talents which the
organization will need in the future so that it might know how to respond to the future business
challenges.

Talent management is the ability to create and use talent to achieve organizational objectives.
The term covers a wide range of talents such as technological talents, managerial talents etc.
Talent management is the proven practice of using interconnected human resource processes to
provide a simple fundamental benefit to any organization. The term talent management means
different things to different organizations. To some it is about the management of high worth
individual or the talented, whilst to others it is about how talent is managed generally i.e. on the
assumption that all people have talents which should be identified and liberated.

Talent management is the last major business function to be automated with comprehensive data
capture and analytics. As a result, many companies know more about their laptops than their
people. This concept refers to the anticipation of required human capital the organization needs
at the time then setting a plan to meet those needs. Talent management in this context does not
refer to the management of entertainers.

Talent management is one of the biggest challenges facing organizations in todays rapidly
moving and highly competitive global environment. It is a multi-faceted concept that can be
considered as a philosophy of human resources management, as an organizational mind-set, as a
discipline with specific subjects and research methods or as a set of HR practices in a particular
organization. Talent management has been used either more narrowly focusing on a single
process or a selected group of employees - or more broadly including a variety of processes,
components and a large group of employees.

On todays competitive market talent management is the basic driving force for the company to
be successful. In broader context talent management is the implementation of integrated
strategies or systems created to increase productivity by introducing improved processes aimed
at attracting, developing, retaining and utilizing people with the required skills and abilities for
them to meet the existing and future-oriented business needs. Owing to the external factors, such

28
as economy, global expansion, mergers and acquisitions, the crucial factor of the success of
talent management is its linking with strategic objectives and active participation of the top
to
management and human resources management. An important role in the development of talents
is also played by line mangers (Lockwood, 2006).

Although the term talent management has become increasingly popular and is widely used, it
does not have one single,
le, authoritative definition and, therefore, various definitions are being
used.
6.2 Importance of Talent Management

Source:- www.lorschberke.com

It is common that its people who take the organization to the next level. To achieve success in
business, the most important thing is to recognize the talent that can accompany people in
achieving their goal. Attracting them to work for people and strategically fitting them at a right
place in their organization is the next step. It is to be reme
remembered
mbered that placing a candidate at a
wrong place can multiply problems regardless of the qualifications, skills, abilities and
competency of that person. How brilliant he or she may be, but placing them at a wrong place
defeats sole purpose. The process of talent management is incomplete if management unable to
fit the best talent of the industry at the place where he or she should be.

29
Some organizations may find the whole process very unethical especially who are at the giving
end (who loses their high-worth employee). But in this cut-throat competition where survival is a
big question mark, the whole concept sounds fair. Every organization requires the best talent to
survive and remain ahead in competition. Talent is the most important factor that drives an
organization and takes it to a higher level, and therefore, cannot be compromised at all. It wont
be exaggerating saying talent management as a never-ending war for talent!

Here given below some of the major factor which shows the importance of talent management.

Globalization: Now for any jobseeker the whole world is the potential place to find
employment. One can know the opportunities available in any part of the world easily
and the number of talent seekers has also increased.

Increased Competition: Increased competition in the market place has necessitated the
need for consistently good performance on the side of organizations. These have made
the companies to put in all efforts to hire and retain the best talent in the respective field
of operation.

Increasing Knowledge: The knowledge era has necessitated the retaining of those
talents which have the ability to assimilate new technologies and knowledge, which are
growing at a pace never seen before.

6.3 Importance of Talent Management for an Organization

Cost cutting: One experienced & skilled employee can replace instead of two or
more employees. Organization can save hundreds of thousands of dollars.

Maximum Output: Organization can make maximum output in minimum resources.

Time Saving technique It is a time saving technique. Because for every job a skilled
person can place. Its helpful to complete job in minimum time.

Perfection increase: Due to skilled employee Perfection in work is increase. There is
low probability of mistakes.

6.4 Importance of Talent Management for an Employee

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 Recruitment: Its ensuring that right people are attracted to the organization, due to
providing exposure for their skills.
Retention: Developing and implementing practices that reward and support employees.
Employee development: Ensuring continuous informal and formal learning and
development.
Leadership and "high potential employee" development: Specific development programs
for existing and future leaders.
Performance management: Specific processes that nurture and support performance,
including feedback/measurement.
Workforce planning: Planning for business and general changes, including the older
workforce and current/future skills shortages.
Culture: Development of a positive, progressive and high performance "way of operating".

6.5 Benefits of Talent Management

(Management study guide, 2015) Talent management can be a discipline as big as the HR
function itself or a small bunch of initiatives aimed at people and organization development.
Different organizations utilize talent management for their benefits. This is as per the size of the
organization and their belief in the practice.

It could just include a simple interview of all employees conducted yearly, discussing their
strengths and developmental needs. This could be utilized for mapping people against the future
initiatives of the company and for succession planning. There are more benefits that are wide
ranged than the ones discussed. The benefits are:

Right Person in the right Job: Through a proper ascertainment of people skills and
strengths, people decisions gain a strategic agenda. The skill or competency mapping
allows you to take stock of skill inventories lying with the organization. This is especially
important both from the perspective of the organization as well as the employee because
the right person is deployed in the right position and employee productivity will increase.

31
 Also since there is a better alignment between an individuals interests and his job profile
the job satisfaction is increased.

Retaining the top talent: Despite changes in the global economy, attrition remains a
major concern of organizations. Retaining top talent is important to leadership and
growth in the marketplace. Organizations that fail to retain their top talent are at the risk
of losing out to competitors. The focus is now on charting employee retention programs
and strategies to recruit, develop, retain and engage quality people. Employee growth in a
career has to be taken care of, while succession planning is being performed those who
are on the radar need to be kept in loop so that they know their performance is being
rewarded.

Better Hiring: The quality of an organization is the quality of workforce it possesses.
The best way to have talent at the top is have talent at the bottom. No wonder then talent
management programs and trainings, hiring assessments have become an integral aspect
of HR processes nowadays.

Understanding Employees Better: Employee assessments give deep insights to the
management about their employees. Their development needs, career aspirations,
strengths and weaknesses, abilities, likes and dislikes. It is easier therefore to determine
what motivates whom and this helps a lot Job enrichment process.

Better professional development decisions: When an organization gets to know who its
high potential is, it becomes easier to invest in their professional development. Since
development calls for investment decisions towards learning, training and development
of the individual either for growth, succession planning, performance management etc, an
organization remains bothered where to make this investment and talent management just
make this easier for them.

Apart from this having a strong talent management culture also determines how organization rate
their organizations as work places. In addition if employees are positive about the talent
management practices of the organization, they are more likely to have confidence in the future
of their organization. The resultant is a workforce that is more committed and engaged
determined to outperform their competitors and ensure a leadership position in the market for
their organization.

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6.6 The Challenge

The challenge of talent management has two faces. First is how to find new people and
second is how to retain the present workforce. Each of the challenges has to be tackled in the
most efficient way possible so that the organization can achieve its objectives.

7. Objective & Purpose of the Study

Objectives for the proposed study will be

1. To Develop the conceptual framework of Talent Management.

2. To Analyze the role of Talent Management practices on Organization performance.
3. To take overview of Indian IT Sector.
4. To take stock of the prevalent Talent Management practices in the respondent
organizations.
5. To comparatively analyze the importance given to Talent Management practices
among the respondent organizations.
6. To develop the normative framework of Talent Management practices & there
effective implication in the IT sector.

1) To develop the conceptual framework of Talent Management & its practices.

2) To take review of literature related to subject area.
3) To study different Role of TM Practices in IT industries
4) To evaluate the impact of TM Practices in Organizational Performance
5) To compare the importance given to TM Practices in different companies
6) Recommend the Model of TM Practices.

8 Hypothesis
The following hypothesis have been tentatively propose for carrying out the
research.

33
Major Research Hypothesis:-
The main hypothesis of proposed research is that is a highly competitive
industry like IT sector, the Talent Management practices significantly
contribute towards improving the organizational performance.

Minor Hypothesis (tentative).

H1: There exists a relation between talent management practices and talent retention.
H2: There is significant difference between the components of talent management and
employees of the organization
H3: There is significant difference in effectiveness of talent management practices used
by different I T industries to manage talent.
H4: There is significant difference in talent management practices of different verticals
in the I T industry.
H5: Employees of I T industry taking benefits from Talent Management System
H6: Employees can retain successfully for the benefit of organization
H7: Employees performance increased by talent management in I T industry.
H8: Employee turnover of organization affected by Talent Management Procedure.

9. Methodology Framework: -

The research design indicates the type of research methodology under taken to collect the
information for the study. Both descriptive and analytical type of research design will be used.
The main objective of using descriptive research is to describe the state of affairs as it exists at
present. It mainly involves surveys and fact finding enquiries of different kinds. Analytical
research is designed to analyze the existing facts from the data collected from the respondents.

34
9.1 Rationales of the Study

Talent management refers to the course of action of developing and incorporate new workers,
developing and retaining current workers, and attracting highly skilled workers to work for a
company. Companies that engage in talent management (Human Capital Management) are
strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and
move employees through the organization. Talent management decisions are often driven by a
set of organizational core competencies as well as position specific competencies.

So the talent management engage individual and organizational growth in response to a changing
and multifaceted operating environment. It includes the creation and maintenance of a
supportive, people oriented organization culture.

9.2 Significance of the Study

Talent management is a new concept but difficult phenomenon to measure. Today's markets
have become global and highly competitive. And, therefore, it has become essential for the
survival of the firms that they become adaptive and responsive to the changes around them. They
need to strategize in order to deliver excellence in their services and products that can attain a
competitive edge with their clientele. The need to enhance the effectiveness of the business
organization lies in the heart of the management of the firm, there are several resources to
achieve this but the most important resources are its employees. Over the years employees
working in the business organization have been accorded with various values, they were once
referred as the factor of production at another time they were called the human resources of the
firm. Today more values are accorded to them in the framework of the firm. They are regarded
as the talent working within the firm, this brought about the idea of talent management. In
essence, talented people are an asset for any organization and behind the success of the
organizations. To achieve this end, the organizations need to be rich in qualified human
resources. Thus, a term "Talent Management" has been introduced in the recent past in order to
offer one window solution for all problems attracting and retaining the competent human
resources and developing them for future. Professionally implemented talent management
program not only benefits the organizations, but also benefits the workforce. It paves way for
their growth and offers them avenues for forward movement along with their career ladder. It

35
leads to increased efficiency and enthusiasm among them while on job and promotes their
employability. The employees who are part of talent management practices are likely to be more
innovative and contribute effectively in the success of the organization. The concept of Talent
management is not new globally and it is apparent that the organizations have always relied upon
the human resources for attaining competent edge over the competitors. Talent is the primary
driver which determines the performance of a company. It has become increasingly obvious to
most business owners and executive teams that, rather than being constrained by capital,
companies are typically most constrained by talent. Corporations have learned that, depending
on what your business strategy is and what challenges you may face, at any given time you need
the right talent to execute that strategy or deal with that challenge, (Gebelein, 2006). Thus
talent management is an off -short of the human resources management scheme of the firm. In
1998, United States largest and most prestigious management consulting firm McKinsey &
Company originated the term "The War for Talent" as the name for their original research on
talent management practices, concepts and beliefs.

9.3 Statement of the Problem

It referred to an increasingly competitive landscape for recruiting and retaining talented

employees. Organizations realized that they had already been experiencing war for talent but that
had not really been making proper use of it. In the old way, organizations believed that having
good people is one of the many important tools for achieving better performance but after the
development of the concept of talent management, most of the organizations believed that having
the right talent throughout the organization is a critical source to gain competitive advantage as
well. The purpose of the study is to examine the ROLE OF TALENT MANAGEMENT
PRACTICES ON ORGANIZATIONS PERFORMANCE: A STUDY OF IT SECTOR.
The research would be done on the IT sector.

9.4 Scope of the Study

The scope of talent management extends to a wide range of activities, capable of delivering a
synergistic effect to ensure a maxi-maxi scenario (Thomas & Raghavan, 2000). Those activities
can be summarized as under:
1. Identifying the suitable Talent

36
 2. Right Selection of the Talent
3. Implementing competitive compensation plans
4. Training and continual development of Competencies
5. Practicing state-of-theart performance appraisal systems
6. Aligning the acquired Talent
7. Developing and nurturing the Talent, and
8. Retaining the Talent

9.5 Data Collection (Primary and Secondary)

In order to get a complete understanding of the concept of Talent management, its operation and
implications, secondary data from all possible sources is essential. Most of the literature has been
reviewed through books and journals. The secondary data has been helpful in understanding the
domain of Talent management and gave the most vital strategic direction to the present study.

For the purpose of the primary data questionnaire will be prepared.

9.6 Variables (Dependent & Independent)

Keeping the objective of the study in view, we consider organizations performance as

dependent variable and the practices of talent management as the independent variable.

The dependent variables i.e. organizational performance could be measured on the

basis of Non- Financial performance i. e. job satisfaction, absenteeism, turnover etc.
The variables of Talent Management practices i.e. Independent Variable could be
measured on the basis like Selective Hiring, Extensive training, competitive salary,
retention strategies, exit policy etc. will also be studied, so as to understand the relation
between dependent and independent variable.

9.7 Number of Items for Questionnaire

The structured instrument containing closed ended questions; mostly on Likert scale
along with few open ended questions, will be used as a tool to extract information from
the sample. The valuable data so collected will be captured in spreadsheet software and

37
 will be treated with several statistical techniques (backed up by latest statistical tools
such as SPSS) to find out the relationships between organizational performance and
practices of talent management. And rest other modification and changes could be done
during the course. The end-product of the study will be a well refined and researched
framework, which will act as a tool for upcoming/existing companies for inference.

9.8 Sampling process and Selection

The study will try and explore role of talent management practices on the organizations
performance. The sample size of 500 people(approx.) will be selected on random basis,
interviewed and examined, including the different levels, i.e. the middle and senior level
management. All the selected people will be administered through questionnaire along
with an introductory covering letter explaining the grounds behind the survey and
pledged to the respondents of maintaining confidentiality and privacy. Selected
individuals will be personally approached through face to face meetings to request their
earnestness in responding the questionnaire. A comprehensive questionnaire will be
developed for survey, based on the study contained in the research problems.

9.9 Sampling Design

Sampling design is definite plan for obtaining sample from a given population.

9.10 Sampling Methods

Stratified random sample will be used for the study, where A stratified sample is a
probability sampling technique in which the entire target population divides into different
subgroups, or strata, and then randomly selects the final subjects proportionally from the
different strata. This type of sampling is used to highlight specific subgroups within the
population.

9.11 Sample Size

For the purpose of the data collection 500 respondents will be chosen from selected I T
industries.

38
9.12 Tools and Techniques
Data has been analyzed using various statistical tools to study the relationship between the
two variables. Tools such as mean, median, correlation, Analysis of Variance (ANOVA) and
other appropriate tools have been used to analyze the data.

10. Possible Outcomes

The study is aimed at investigating the various dimensions relating to talent management
practices. For this purpose, IT sector will be selected. The study will help in evaluating each
of the factors and variables established towards talent management practices used by
organizations. Possible findings of the study could show that talent management practices are
being run in these organizations very successfully. The study could also relay a message to
different organizations that talent management practices is no more an alien practice in this
culture rather it can be used as an effective tool of employee attraction, retention,
development and increases the performance of organizations in a highly competitive
environment. Another related area in the study of talent management could anticipate human
resource activities such as recruitment planning, recruitment and selection, coaching,
mentoring, learning and development, performance management as well as compensation
and reward management. Through these activities, careful planning to the organization's
overall business strategies needs is required for talent management to become ingrained in an
organization's traditions and practices. The findings in this study could also reveal the fact
that if talent management is given appropriate attention through developing employees'
skills and enriching their jobs, does it enhances the employees' current and future
performance. Accordingly, given the research findings may prove that developing talent
management practices could be the key to an organization's success. Organizations depend
on a talented pool to accomplish the organizational sustainability and competitive advantage
for the future. Therefore, it is important for human resource practitioners in conjunction with
the top management to address the talent imperatives, aligning them with the business
strategy and taking a systematic approach to meeting these imperatives both on short as well
long term basis.

39
11. Future Work to be carried out

Self Administered questionnaire will be prepared for the respondent organizations. More
Review of literature will be collect for the detail research with conceptual frame work on
Talent Management with its practices in different organizations including IT sector. After
the collection of data, it will be further analyzed with proper statistical tool by the help of
SPSS. At last It would also list out suggestions for an overall improvement for
Organizational effective performance by offering Talent Management Practices that
would be beneficial to its employees & Organization itself. The proposed study would
make an attempt to find the impact of Talent Management Practices on effective
Organizational performance.

40
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