Basics of
Talent
Management
NISHANT CHATURVEDI, DipTD
MBA, UGC-NET (Management), FDP (IIM-
Indore)
Accredited Management Teacher-HR
(AIMA)
Image source: https://www.thehrobserver.com/making-the-
case-for-talent-management/

Introduction to Talent Management
Talent management is the full scope of HR processes to attract,
onboard, develop, motivate, and retain high-performing
employees. Talent management is aimed at improving business
performance through practices that make employees more
productive.
The key components of talent management are attracting,
developing, and retaining high-performing employees. The
process starts with selecting the right people, giving them all-
the-tools, they need to be successful, and retaining them for the
long term.

Recruitment v/s Talent Acquisition
Recruitment and talent acquisition are comparable to short-term and long-term—
quick fixes versus long-term planning. Both approaches may be used depending
on the circumstances, but one tends to be tactical in nature and the other,
strategic.
Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy to
find specialists, leaders, or future executives for your company. Talent acquisition
tends to focus on long-term human resources planning and finding appropriate
candidates for positions that require a very specific skillset.
Sharon Koifman, Founder and CEO of DistantJob, a recruiting firm specializing
in placing virtual employees, and an expert in global recruitment, agrees.
“With the rapid advancement of technology and the rise of highly specialized
technology-related jobs, it’s safe to say that the IT and tech fields are in much
greater need of a strong talent acquisition strategy than other fields.”

About Digital Talent
As per a survey done by Capgemini, in association with LinkedIn, all
organisations most organisations agreed to the fact that the digital
divide was increasing. Going by geography, the US had the highest gap
(70 per cent), followed by India (64 per cent) and the UK (57 per cent).
In industry terms, banking had the highest talent gap, 62 per cent;
consumer products and retail 60 per cent each; and insurance, 58 per
cent.
The Capgemini survey says the five top digital roles would be
information security/privacy consultant, chief digital officer, data
architect, digital project manager, and data engineer.
The survey found 42 per cent of employees felt their organizations'
training as ‘useless and boring’ and 52 per cent of employees were
looking at massive open online courses, commonly known as MOOC, to
upskill.
https://thefederal.com/news/can-india-become-a-hub-for-digital-talent/

Benefits of Talent Management
1. 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 is increased. Also since there is a better alignment
between an individual’s interests and his job profile the job satisfaction is
increased.
2. 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. Organisations 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.

Benefits continued
3. 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.
4. 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.
5. 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.

Pillars of Talent Management
1. Talent Acquisition:
All organizations today want the sun and the moon and the stars but often land up
only reaching the tree tops. Business firms are looking for employees who have
excellent functional skills, social skills and strategic skills but, it is almost
impossible to find one candidate who has best of all skills. Hence organizations
make do with what they get. Identifying and acquiring talented workforce is one of
the most important stages of talent management as they say, “Well begun is half
well completed.”
A recruitment strategy focuses on recruitment channels, recruitment content such
as the brand promise, employee value proposition and brand image while the
selection decisions harbour around which selection techniques should be used in
which order and what weightages should be given to which methods.
Jim Collins, in his book, Good to Great talks about the importance of getting the
right people on the bus. Identifying the right talent depends on employer
branding activities, employer value proposition, the sourcing mix used by the
company and acquiring the right talent depends on the selection criteria and
selection process deployed.

Pillars of Talent Management
2. Talent Development:
Once you have hired the right set of employees into the organization, it is
imperative to develop them in the areas that are important to the organization.
Some competencies are stable whereas some are dynamic competencies. The
stable competencies include the enduring characteristics of individuals which
remain more, or less the same over time and the dynamic competencies include
knowledge and skills that are continuously changing.
Talent development primarily aims to develop the dynamic competencies of
individuals through interventions such as formal training programmes, coaching
and mentoring by senior leaders of the organization, job rotations, on the job
learning, special assignments, action learning, committee work, stretch
assignments, developmental assignments, job shadowing, etc.
There is a myth that training programmes are the most popularly used methods
for developing skills of employees. On the contrary, only about 10-15% of learning
happens through formal training programmes and the rest happens through
methods such as those mentioned above.

Pillars of Talent Management
3. Talent Engagement:
Hiring and developing talent does not ensure that we have engaged employees. Having
employees who go out of their way to help others, having employees who do not restrict
their work tasks to their job descriptions and having employees who are more willing to
work on holidays or extra time is a blessing in today’s competitive environment. These
things will happen only and only if the employees are truly engaged with the organization.
Having engaged employees is truly an asset to the company and a success story towards
talent management. With organizational citizenship, behaviour is often used as a
parameter to gauge employee engagement, what is often overlooked as a factor has
increased engagement in mentoring the employees. Mentoring is when senior and more
experienced individuals in the organization take keen interest in the personal and
professional development of junior and less experienced individuals in the same
organization.
These senior leaders act as a friend, philosopher and guide to fresh recruits who get roped
into the organization culture and systems very strongly through these informal channels.
Apart from mentoring relationships, what all helps organizations to engage talent is
managing and measuring performance and potential of employees. Managing
performance is way beyond just performance reviews or performance appraisals.

Pillars of Talent Management
4. Talent Retention:
Hiring the right talent, investing in further developing them and engaging them is a
futile effort if it does not lead to talent retention. All the hard work and efforts of the
HR team go in vain when employees want to exit early from the organization. Not all
exits are bad but when employees want a separation without having contributed
enough, is where the problem lies. Some companies especially in the Information
Technology sector are trying to remedy this situation by asking employees to sign a
bond. A bond that is a contract between the employer and the employee that makes
them agree to terms and conditions stating that they will not leave the organization
for a minimum period of xyz years as decided by the company. In case they violate
this clause of the Memorandum of Understanding, there is a huge monetary fine
associated with the same.
IT companies try to justify this by saying that they spend a lot on the college pass outs
and they have every right to recover that cost. This is a never ending debate. Let us go
back to the original discussion on talent retention. Organizations can maximize the
possibility of low employee attrition by optimal reward management and by ensuring
they provide a work environment which is enabling, open, collaborative, trusting,
proactive and encouraging.

Principles of Talent Management
Principle 1 - Avoid Mismatch Costs
In planning for future manpower requirements, most of the HR professionals
candidates or manpower inventory. Many of the people who remain in this
other options and move when they are not raised to a certain position and
better to keep the bench strength low and hire from outside from time to
means only to hire from outside, which leads to a skill deficit and affects the
Such decisions can be taken by thinking about the ‘Make or Buy’ decision.
accurate is the demand forecast? How long is the talent required? Can we
to these questions can better help the talent management to decide on

Principles continued
Principle 2 - Reduce the Risk of Being Wrong
In manpower anticipations for future an organization can ill afford to be
demands for future business needs because of the uncertainty involved. It is
attune the career plans with the business plans. A 5-year career plan looks
year business plan.
Further, long term development and succession plans may end up as a futile
lacks a firm retention strategy.
Principle 3 - Balancing Employee Interests
How much authority should the employees’ haves over their own
models that have been adopted by various corporations globally. There is
the flipside in this is that talented employees search for options.
internal mobility programs which are a regular feature of almost all the top

Principles continued
Principle 4 - Recoup Talent Investments
Developing talent internally pays in the longer run. The best way to recover
talent management is to reduce upfront costs by finding alternative and
options. Organizations also require a rethink on their talent retention
retention.
Another way that has emerged of late in many organizations is sharing
employees. Many of TATA companies for example sponsor their employees’
Similarly, lots of organizations use ‘promote then develop’ programs for
cost of training and development is shared between the two. One important
investments is spotting the talent early, this reduces the risk. More
people needs to be given opportunities before they get it elsewhere.

Talent Acquisition Operational Workflow
Requisition Process
Sourcing
Application Process
Screening and Interviewing
Notification of Non-selection
Employment Offers

Major reference: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter author: Amitabh Deo Kodwani)
THANK YOU !!!

The People Value Chain
https://www.hrexchangenetwork.com/hr-talent-management/articles/talent-
management-the-people-value-chain
The concept of the "value chain," introduced by Michael Porter in 1985, can
be applied to talent in the form of the following "people value chain": talent
attraction, targeted recruiting, high-accuracy hiring, proactive "on-boarding,"
talent identification, performance enhancement, career acceleration and
succession management. Leadership that really "gets it" takes a strategic,
long-term, patient and disciplined approach to creating and maximizing the
people value chain.
People are a fundamental resource for any enterprise. Unless top leadership
can harness this asset, an organization risks being eclipsed in the so-called
war for talent. Executive leadership must be strategic about talent because
the most important levers for extending competitive advantage are all related
to people.

Attracting and Hiringthe Right Talent
There are only two tactics that will deliver on that score: one, having a strategically grounded "culture brand" for attracting
andrecruitingthebest fits; andtwo, being ableto carryout high-accuracyhiring.
The foundation of a strategically grounded culture brand requires crystal clarity about the organization’s reason for being
(mission), itsidealized futurestate(vision) and itsfundamentalculturalprinciples (core values).
High-accuracyhiringinvolves knowing how toprecisely screenin andscreen out,
1. analyzeyour major job categoriesand identify theircrucialcompetencies.
2. build asetof tools thatcanmeasure thedesired traitsandcapabilities for a given candidate.
3. methodically prepare hiringteams to gaugetheanswersto threequestions aboutevery candidate:
•Canhe/shedo thisjob? (Education, experience andacquired skill sets)
•Will he/shedo thisjob? (Vocationalinterests,motivation, work ethicand drive)
•Will he/shefit here? (Values,sociability, independence, team orientationandleadership/followership styles)

Proactive Onboarding
It is a leap of logic to assume that high-accuracy hiring will protect against misalignment between the new hire and
the organization’s culture, its people and all their customs. Failing to consider all the possible hazards that can
threaten even the most able new executive’s tenure is a glaring oversight that leads to the shortening of tenures as
executives fail to sustain.
Key objectives of onboarding coaching include aligning the executive with the corporate culture, developing the
areas that bear closely on job success, facilitating positive communication and ensuring positive relationships with
his orherteamandotherstakeholders.
The new hire and coach are partners in developing strategies to integrate the executive into his or her new role,
culture and company. Together, they create an early warning system for identifying emerging problems and initiate
thestepsnecessarytotaketheexecutive’sskill setstothenextlevel.

Identify and Develop Your ExistingTalent
Your mission, vision, core values and "strategy execution blueprint" will guide your talent identification and
development system. Once you understand how they translate into cultural, leadership and talent management
requirements, you can make the case for talent management throughout the organization, align all levels of
management with the requirements and hold them accountable for delivery. That delivery depends on the accurate
use of a powerful weapon: a leadership competency model that captures the essence of your mission, strategic
imperativesandtalentrequirements.
Keep Them in the Pipeline
Any talent management approach must synchronize with the organization’s strategy. Reverse-engineer your succession
management to the organization’s human resources strategy, which, in turn, is reverse-engineered to the overall
business strategy. Then, turn the organizational culture into a meritocracy where managers are held accountable,
recognizedandpromotedforbeing successful talentscoutsanddevelopers.

SIX KEY ELEMENTS OF TALENT MANAGEMENT VALUE CHAIN
https://www.pesync.com/six-key-elements-in-the-talent-management-value-chain.html
•1. Define principles & strategic objectives: What are the overall principles
and strategic objectives for HR management?
•What mix of staff should be employed?
•How should the skill base be developed?
•2. Plan: What talent segments will be needed and by when?
•To what extent will the talent needs be met internally and to what extent will
they need to be met through external recruitment?
•What is the expected rate of talent attrition?
•3. Attract: What is the value proposition as an employer?
•What external recruiting pools should the company target?
•What recruiting processes should be in place to attract, filter and screen the
best available talent?
•How should offers be converted into acceptances?

SIX KEY ELEMENTS continued…
•4. Train & Develop: What training programs should be in place at the different
levels?
•How should the success of these training programs be measured?
•5. Assess & Promote: How should internal talent be evaluated?
•Who should do the evaluations?
•What career paths should be defined within the company?
•How can departing staff be assisted in external job placements?
•
6. Engage & Affiliate: How can the company drive engagement and
commitment to the organization?
•How can the company maintain affiliation with alumni?

The Process of TalentManagement
*TalentManagement–AContemporary Perspective byMohapatraandDhir, SageTexts,Edition-2021

The Process contd…*

Steps in the SelectionProcess*

Sources of Recruitment

Major reference: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter author: Amitabh Deo Kodwani)
THANK YOU !!!

ONBOARDING
1) The final stage of talent acquisition is termed as
Onboarding.
2) Organisations tend to remain stuck at the orientation
level.
3) After orientation, the employees may be heralded to meet
their new team.
4) However, a transition into a new job may need
handholding and support. This makes the difference
between ‘making’ or ‘breaking’ the performance.
5) Informally, sink-or-swim approach may be adopted; while
some organisation go for formal approach by structuring
the onboarding in a 30-60-90-day action plan.

ONBOARDING (Obg.) V/S ORIENTATION (Otn.)
A. Purpose: Obg. involves integrating a new hire into the
organisation and make them a fully productive individual;
while Otn. aims to introduce the person to the culture, values of
the organisation and some tolls and techniques that may
needed for working.
B. Length of time: Obg. may take up to 1 year with 30-60-90-day
check in; while Otn. is of short duration from 1 day to 2 weeks.
C. Nature: Obg. is strategic; while Otn. is tactical.
D. Style of communication: Obg. is selling; while Otn. is telling.

ONBOARDING (Obg.) V/S ORIENTATION (Otn.)
A. Purpose: Obg. involves integrating a new hire into the
organisation and make them a fully productive individual;
while Otn. aims to introduce the person to the culture, values of
the organisation and some tolls and techniques that may
needed for working.
B. Length of time: Obg. may take up to 1 year with30-60-90-day
check in; while Otn. is of short duration from 1 day to 2 weeks.
C. Nature: Obg. is strategic; while Otn. is tactical.
D. Style of communication: Obg. is selling; while Otn. is telling.

Ink Blot Test

Thematic Apperception Test

MBTI Test
1. Are you outwardly or inwardly
focussed? (E/I)
2. How do you prefer to take an
information? (S/N)
3. How do you prefer to make
decisions? (T/F)
4. How do you prefer to live your
outer life? (J/P)

DISC Test
https://www.123test.com/jung-personality-test/

Interpretations (example)

Interpretations (example)

Interpretations (example)

Challenges in Talent Management
1. Recruiting Talent
The recent economic downturn saw job cuts globally. Those who were most
important to organizations in their understanding were retained, other were
sacked. Similarly huge shuffles happened at the top leadership positions. They
were seen as crisis managers unlike those who were deemed responsible for
throwing organizations into troubled waters. It is the jurisdiction of talent
management to get such people on onboard, who are enterprising but ensure that
an organization does not suffer for the same.
2. Training and Developing Talent
The downturn also opened the eyes of organizations to newer models of
employment - part time or temporary workers. This is a new challenge to talent
management, training and developing people who work on a contractual or
project basis. What’s more big a challenge is increasing the stake of these people in
their work.

Challenges contd…
3. Retaining Talent
While organizations focus on reducing employee overheads and sacking those
who are unessential in the shorter run, it also spreads a wave of de motivation
among those who are retained. An uncertainty about the firing axe looms in their
mind. It is essential to maintain a psychological contract with employees those
who have been fired as well as those who have been retained. Investing on people
development in crisis is the best thing an organization can do to retain its top
talent.
4. Developing Leadership Talent
Leadership in action means an ability to take out of crisis situation, extract
certainty out of uncertainty, set goals and driving change to ensure that the
momentum is not lost. Identifying people from within the organization who
should be invested upon is a critical talent management challenge.
5. Creating Talented Ethical Culture
Setting standards for ethical behavior, increasing transparency, reducing
complexities and developing a culture of reward and appreciation are still more
challenges and opportunities for talent management.

Current Trends in Talent Management
1. Talent War: Finding and retaining the best talent is the most difficult aspect
of HR management. HR survey consultancies are one in their view that
organizations globally are facing a dearth of talented employees and it’s often
more difficult to retain them. Further research has also shown that there is clear
link between talent issues and overall productivity.
2. Technology and Talent Management: Technology is increasingly getting
introduced into people development. Online employee portals have become
common place in organizations to offer easy access to employees to various
benefits and schemes. In addition, employees can also manage their careers
through these portals, and it also helps organizations understand their employees
better.
3. Promoting Talent Internally: An individual is hired, when there is a fit between
his abilities or skills and the requirements of the organization. The next step is
enabling learning and development of the same so that he/she stays with the
organization. This is employee retention. An enabled or empowered means an
empowered organization.
It is also of interest to organizations to know their skills inventories and then
develop the right individual for succession planning internally.

Trends contd…
4. Population Worries Globally and Inclusion: World populations are either
young or aging. For example, stats have it that by 2050 60% of Europe’s working
population will be over 60! On the other hand, a country like India can boast of a
young population in the coming and present times. Population demographics are
thus a disturbing factor for people managers. Moreover, the organisations are
more open to hire irrespective of the cultural backgrounds
5. Talent Management to rescue HR: HR has been compelled to focus on
qualitative aspects equally and even more than quantitative aspects like the head
count etc. Through talent management more effort is now being laid on designing
and maintaining employee scorecards and employee surveys for ensuring that
talent is nurtured and grown perpetually.
6. Increase in Employer of Choice Initiatives: An organization’s perceived value
as an employer as helps improve its brand value in the eyes of its consumer. Most
importantly it helps it attract the right talent.

Contemporary
Practices in Talent
Management

Major references: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir ; Sage Texts; edition 2021
https://www.verywellmind.com/what-is-the-rorschach-inkblot-test-2795806
THANK YOU !!!

ONBOARDING
1) The final stage of talent acquisition is termed as
Onboarding.
2) Organisations tend to remain stuck at the orientation
level.
3) After orientation, the employees may be heralded to meet
their new team.
4) However, a transition into a new job may need
handholding and support. This makes the difference
between ‘making’ or ‘breaking’ the performance.
5) Informally, sink-or-swim approach may be adopted; while
some organisation go for formal approach by structuring
the onboarding in a 30-60-90-day action plan.

ONBOARDING (Obg.) V/S ORIENTATION (Otn.)
A. Purpose: Obg. involves integrating a new hire into the
organisation and make them a fully productive individual;
while Otn. aims to introduce the person to the culture, values of
the organisation and some tolls and techniques that may
needed for working.
B. Length of time: Obg. may take up to 1 year with 30-60-90-day
check in; while Otn. is of short duration from 1 day to 2 weeks.
C. Nature: Obg. is strategic; while Otn. is tactical.
D. Style of communication: Obg. is selling; while Otn. is telling.

Importance of Onboarding
I. Reducing attrition: In the crucial
days, it is not only the employee
being watched but the first
impression that the employee
creates about the company. In a
survey of software professionals
done by Jobvite (a recruitment
firm), 30% of job seekers have left
the job within 90 days of starting as
their day-to-day role was not what
they had expected, while others
reported having a bad experience.
II. Reducing time to productivity:
Watkins points out in The First 90
Days, represented metaphorically
below.
Referring to point II, the figure illustrates how
organisation invests in the employee, this is followed by
the beginning of employee-efforts that start generating
results, and finally, the employee is skilled enough to
start generating high-level outcomes that may add to
his value and beneficial to the organisation concerned.

Importance contd…
C. Increasing employee engagement: Effectively onboarding
employees during their first year of service increases employee
engagement. It is in this context that creating energy during the
first day and maintaining it through the first week become
important. E.g.: Some team building games; sharing stories of
what makes your products different, how the organisation’s
products and services have changed the lives of their
appreciative clients.
In some organisations, pre-onboarding may prelude to their
orientation and onboarding programmes.

Twitter’s Onboarding
https://www.saplinghr.com/top-employee-onboarding-programs

4 C’s of Effective Onboarding
1. Compliance: Most organisations inform the new hires of the
rules, regulations and procedures to be followed. Filling up of
forms and providing information are part of eliciting
compliance.
2. Clarification: It refers to the information that a new hire needs
about their role in the organisation, expectations from their job,
information about their team and so on.
3. Culture: Information about the cultural norms, values and
enabling integration into the culture of the organisation is
facilitated here.
4. Connections: Integration is complete only when an employee is
able to form connections in the organisation with peers,
subordinates, customers, vendors and so on.

Another Onboarding Example
Integration is faster in relational approach relative to informational approach
as they fasten and foster the spirit of organisational socialisation.
https://buffer.com/about

The Role of Workforce Segmentation on Onboarding
 Segmenting workforce on the basis of demographics and generational cohorts
can help increase the effectiveness of an onboarding programme.
 A one-size-fits-all strategy may not work for all joiners.
 For a baby boomer, this may not be the first job and they may have fair idea of
compliance and rules. They may also not be comfortable with technology. The
traditional face-to-face interaction may work better for them. Their preferred
style of working may be asked for.
 Gen Xers are individualistic, technologically adept, flexible and value work-
life balance. Mentorships and peer groups can work very well for them by
taking care of their need for independence and at the same time providing
encouragement and support wherever necessary.
 In case of millennials, who are digital natives and have been born into a world
of cellphones and laptops, traditional orientations and onboarding
programmes may not be exciting. Gamification, use of sociable experiences
and allocation of a buddy can work well with this generation.

Successful or Unsuccessful Onboarding

Major references: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir ; Sage Texts; edition 2021
(Chapter author: Mousumi Padhi)
THANK YOU !!!

Developing Competencies
Competencies are the core of all talent and leadership development
initiatives. The following can be identified:
1) What is it that employees in an organisation would need to succeed?
2) What is it that employees in a given role/level in that organisation
need to succeed?
3) How are employees assessed for the potential to succeed in future
roles?
4) How are employees developed/prepared for their next possible role?
5) How does one assess whether the employees fit in given roles?
6) How could an organisation identify possible successors to future roles?
The answer to all the above questions lies in a single word, i.e.,
COMPETENCIES.

Components of Competencies
KNOWLEDGE: It refers to the information and facts acquired by a person
through experience or education. Hence, knowledge regarding an
identified focus area can be gained by learning from books, classroom,
listening and so on.
SKILLS: This is the ability to use the knowledge gained by applying it
practically in a given situation or context and doing it well to reach a level
of expertise.
BEHAVIOURS: It is an individual’s physical reaction or verbal statement in
response to a stimulus. Hence, behaviours are:
 Observable through actions or heard through statements or reactions
 Always seen in the context of situations and not in isolation
 Repeatable and, hence, observed over a period of time

Venn Diagram
Ability stock illustration. Illustration of competence - 47893627 (dreamstime.com)

Assessing Competencies
Critical Incidents
 They provide rich inputs to carry out a fair assessment of an
individual’s performance as well as potential. These incidents should
not be dated.
 A recommended timeline for a fair assessment is critical incidents
captured within the last 18 months. This is because people change with
time; hence, it would not be fair to assess an individual today on the
basis of the potential he/she had shown two years ago.
 Critical incidents are preferably written in a standard format. Some of
these are as follows:
 STAR: Situation, task, action, result
 CAR: Challenge, action, result
 SAO: Situation, action, outcome

Sample-Critical Incident Diary (CID)

Critical Incident Sample (by SHRM)
Setting – A bank teller was processing a cash deposit for a customer. When
settling her drawer for the day, she was $2k short. After investigating, it
appears as if a customer wrote $4k on his deposit slip, but only $2k made
it into the teller drawer.
Behavior – The teller said she did not notice that the amount on deposit
slip was $2k more than what the member actually gave her. She posted
the deposit for $2k too much and balanced short for the day. When
questioned, the customer stated that what the teller posted is what he
gave her.
Result – The teller lost her job due to the outage. It was never determined
if she took the money or made a math/reading error.
Manager is Identifying KSAOs as Positive or Negative Critical incident:
Negative

Critical Incident Sample (by SHRM)…contd.
Job-related Details KSAOs
Teller didn’t read the deposit slip
well enough
Knowledge: How to use the deposit
slip/follow instructions
Teller missed a math processing error Skills: Math, reading, cash handling
Teller may have acted unethically Abilities: Attention to detail,
integrity
Teller mishandled the cash

My Development Programme (MDP)
An employee is the CEO of their own career!
MDP brings a sense of ownership in an employee.
MDP should ideally be a single integrated document with inputs from
various sources focused on enabling the individual not only to succeed in
their current role but also to develop them for the next possible role.
Hence, every MDP should have a clear purpose defined. This purpose could
be to:
 Develop the individual to excel in their current role
 Develop an individual for the next possible role
 Develop an individual for a functional shift on the basis of their
career aspiration and need of the organisation

MDP Format:
Date
Basic demographic data
Career aspirations
Succession plan
Potential data
Performance data
Competencies required to succeed at
next possible role
Proficiency level as assessed by manager
for each competency (strength:
S/development: D)
Areas of development
Areas of strength
Identified focus areas (recommend not
more than 2-3 areas at one time
including one strength area)
Actionable/Timelines/Milestones/Impact
(Tangible/Intangible)
Review of progress
Assessment of movement of proficiency
in identified areas
Sign off by stakeholders (Manager |
Employee | HR)

Philosophy of 70-20-10
70%
20%
10%
Andragogy Philosophy
Experience Exposure Education

Elucidation on the previous slide
1. Experiences (70%)
a) Live projects: Individually or more preferably in teams or cross-functional
teams. The project team is mentored by leader or expert, and it should have
a project plan with accountabilities and timelines clearly defined; This
involves learning through each other.
b) Assignments: They can be focused on learning through research and
recommendations. They may not always have business impact. However,
they may prove to be useful when either the focus is on individual
development, or it involves research and recommendations.
c) Secondments: These are opportunities when an individual is temporarily,
but for a fixed duration, moved to another role with the focus on giving the
individual experiences that they not had in the past or are essential for
them to develop for their next possible role. After completion of the
secondment, the individual moves back to their original role.
d) Standing-in: It is a technique used wherein an individual is given an
opportunity to perform the role of manager, i.e., stand-in. this can be done
when the manager is on long leave and can designate the individual
concerned. This way, the individual concerned is tested by the manager
and the organisation for his/her opportunity in the next possible role, and
accordingly manager can make the individual’s succession decision.

Elucidation continued
2. Exposure (20%)
a) Coaching: It is a process wherein an individual is supported by a certified
and trained coach to enable their development. The coach asks the right
questions and allows the individual to explore the answers on their own.
However, the coach is not expected answer his own questions.
b) Mentoring: It is a process wherein a mentor who has ‘been there and done
that’ guides an individual by sharing their own experiences, thereby
enabling the individual’s development. The mentor may be expected to
give answers to the individual’s challenges and help them learn.
c) Study missions: It is learning from peer organisations or cross-industry
organisations. In this process, the individuals identify the target
organisation where there are some best practices already implemented.
Based on these, the individuals evaluate what works in their organisation’s
context and accordingly make recommendations.
d) Shadowing: Here, an individual shadows another individual who has the
identified development area as a strength or has developed a high level of
competence through experience and exposures. The former observes the
latter for a specified period that should be complemented with discussions
for the former’s holistic understanding of the focus-area.

Elucidation continued
3. Education (10%)
a) Classroom training programmes: These are the traditional mode of
delivering learning where a trainer designs and delivers a learning
intervention for identified individuals in a classroom. These
programmes have also evolved to involve more of experiences
(learning through activities) compared to education (lecturing).
b) E-learning: Learning modules through online mode (asynchronous) as
in the case of MOOCs (SWAYAM, Coursera, Udemy and so on) and/or
synchronous, i.e., learning through videoconferencing facilitated by the
teacher/trailer.
c) Self-study: Individual learns through his own interest and efforts.
Reading a book, a journal or a magazine relevant to the area of
development. Updating oneself on research in the identified area
through secondary research.

The 5-Level Competency Model
Competencies | careerframework-new (ubc.ca)
For each of the competencies, a level of proficiency is defined based on the position
within a specific Career Ladder. There are five levels of proficiencies:
•Being Developed: The individual demonstrates a minimal use of the competency
and is currently developing it
•Basic: The individual demonstrates limited use of a competency and requires
additional training to apply without assistance or frequent supervision
•Intermediate: The individual demonstrates a working or functional proficiency
level which enables the competency to be exercised effectively (has working or
functional command of the competency)
•Advanced: The individual demonstrates in depth proficiency level; is able to assist,
consult or lead others in the application of a competency
•Expert: The individual demonstrates broad, in-depth proficiency; is recognized as
an authority or master performer in exercising the competency

Major references: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter author: Premjeet Furtado)
THANK YOU !!!

Opening Vignette

What is Career?
Many people consider career to be an important aspect of a
successful life.
A career can be defined as a sequence of various paid and
unpaid occupations undertaken in a person’s lifetime (Patton,
2008).
Moreover, the term, ‘career’ means the unfolding sequence of
a person’s work experiences over time.
When we talk about career, it can not only encompass
professional roles buy may also include other things such as
lifestyle, volunteer work and activities with friends.

Job v/s Career
What Is the Difference Between a Job and a Career? | Indeed.com
A job is work you perform to earn money to support your basic
needs. It can be full-time or part-time and may be short-term.
You might earn an hourly wage or a set paycheck rather than a
salary with benefits. You might need to learn certain skills
connected with that role, but not all jobs require a specialized
degree or advanced training.
A career is a long-term professional journey you may determine
based on your passions. It is the path you embark upon to fulfill
your professional goals and ambitions. You may require a
certain level of education or training to achieve these goals.
Individuals pursuing careers often have set salaries with benefits
such as stock options, retirement plans, pensions and bonuses.
They also gain benefits beyond money, such as personal pride,
work satisfaction and self-worth.

Career and Success
Many individuals have an objective to excel in a career and achieve
success. Career success is one of the most desirable and positive life
outcomes for an employed individual, which may involve real or
perceived achievements that accumulate as a result of work
experience (Singh et al., 2019).
There are two types of career success (Spurk et al., 2019):
 Objective – This includes promotion, income level, salary increase
and designation.
 Subjective – This includes job satisfaction, new skill acquisition,
work-life balance, healthy relationships with peers and pride in
work.
The attributes of objective career success may change across
industries, but subjective career success is largely affected by the
emotional aspects of an employee in some organisation.

Career Management (CM)
CM is a lifelong process of investing resources to accomplish future
career goals and adapt to the changing demands of dynamic
economies.
The CM process embraces various concepts including self-awareness,
career development/career exploration, networking and lifelong
learning.
From the employer’s perspective, CM refers to the activities that
companies carry out to sustain their employees career development
(Baruch & Peiperl, 2000), helping them obtain promotions ad pay
rises, and assisting their transition into leadership position
(Vinkenburg & Weber, 2012).
It is a process through which one becomes aware of one’s interests,
strengths, weaknesses, desires from which to obtain information;
formulates career goals; designs action plans needed to achieve
those goals.

Career Planning (CP)
In today’s dynamic world, nothing is certain , and things are
constantly being changed due to technological advancement and the
rise of new demands. It has become very difficult to choose the right
path, stick to it and succeed in professional life.
The only thing which can help people in this is proper CP and
execution (Jiang et al., 2019).
CP is a continuous process of discovery in which an individual
gradually develops his occupational concept as a result of skills or
abilities, needs, motivations and aspirations of his value system
(Bharti & Rangnekar, 2019).
Therefore, career management (CM) helps people to understand
what they want, what they are capable of and how they can achieve
the desired goal in the selected career.

Importance of CP
 To set a goal: The articulation of goals should be logical and based on the interests
and abilities that one possesses.
 To choose the right career path: It is important to compare different CP paths and
select one suitable for one’s personality.
 To align the goal: It is crucial to audit each step one has taken towards achieving
the goal and not deviate from the right path.
 To be prepared for uncertainties: One’s career does not depend only on his/her
capabilities and willingness to do things but also on market conditions which are
affected by external factors like economic cycle, political scenario, pandemic
effect and so on.
 To identify useful training programmes: Understanding working towards equipping
oneself with the new techniques through training to withstand the competitive
scenario in dynamic environment.
 To achieve sustainable growth and a secure future: CP is vital in equipping
individuals with all necessary skills and competencies to perform, sustain and have
a secure future (Donald et al., 2019).

Challenges in CP from an Employer’s Perspective
1. Ineffective HR Practices: Many organisations do not have fair
recruitment and performance appraisal systems and are also deficient
in providing sufficient opportunities to employees.
2. Funding issues for training: This is also a problem for many
organisations operating at low level due to scarcity of funds, and this
impeaches on providing adequate training to their employees.
3. Lack of mentors: This is difficult because experts in their respective
domains often may not want to devote their time mentoring as it may
not be recognized during their performance appraisal.
4. High attrition rates: People are difficult to retail as they may leave
their organisation for perceived better opportunity. Therefore,
investments made on them gets sunk.
5. Informal system: This type of system may deprive an employee from
getting clear about his/her key performance indicators (KPIs).

Challenges in CP from an Employee’s Perspective
1. Lack of knowledge: Sometimes, it’s the paucity, and sometimes,
people’s unawareness about the different options available in
professional life which causes a big problem in making decisions on
goals.
2. Not being proactive: Usually, people who are not proactive and rather,
reactive ones may be too relaxed to not take goals seriously. This type
of behaviour does not allow them to be an effective planner.
3. Absence of work-life balance: An interface of balance between
personal and professional life is weak, it may be very difficult to plan
an appropriate career and execute it.
4. Lack of patience: Instead of being patient by delivering efforts for
timely rewards, people end up taking hasty decisions to achieve early
success and may opt for shortcuts in life (Tsien, 2017). Millennials
frequently change their career plans and will not necessarily wait for
the ‘right time’ (Papadatou, 2019).

Major Steps in
Effective CP Planning

Elucidation on previous slide
1. Identify interest and ability: One should develop a clear understanding
of what he/she is passionate about in life, which motivates them work
hard in that direction only.
2. Choose a suitable career: Identifying the related career fields. For
instance, one with strong analytical ability may go for areas like HR
analytics or a similar profile.
3. Set goals and objectives: Going step-by-step to fulfill the goal, i.e., to
progressively work up to make a competent profile.
4. Focus on utilizing strengths and overcoming weaknesses: Firstly,
accepting the areas of improvement to work on them and at the same
time, capitalizing on the areas of competence.
5. Be Aware of the latest trends and market updates: Latest
technological updates and styles of working.

Elucidation contd…
6. Gap analysis between current and expected positions: If the gap is
narrow, then CP is effective, and a minor adjustment is required. In case of
broader gap, ineffective are needed to be identified and fixed.
7. Acquire knowledge and skills (through training programmes): Identifying
areas of learning and choosing suitable sources to gain knowledge and
develop skills.
8. Multitasking behaviour: It may not be a sign of productivity but reflects
one’s ability to manage different people and assignments together.
9. Readiness to take opportunities: One’s career growth resides in getting
the number of opportunities and approaching them with grace and
boldness.
10. Review and assessment on completion of objectives: The assessment
helps to understand how much ‘journey’ has been covered as per the
career plan and how much remains.
11. Goal achievement: Last but not the least, the desired goal in a
professional career and recognising and understanding when one has
‘arrived’. It combines all the above steps and gives a sense of achievement
when a set goal is achieved by a person.

Industry Insight
About us (https://www.linkedin.com/company/mckinsey)
McKinsey & Company is a global management consulting firm. We are the
trusted advisor to the world's leading businesses, governments, and institutions.
We work with leading organizations across the private, public and social sectors.
Our scale, scope, and knowledge allow us to address problems that no one else
can. We have deep functional and industry expertise as well as breadth of
geographical reach. We are passionate about taking on immense challenges that
matter to our clients and, often, to the world.
McKinsey invests heavily in training of all its employees, for
example, the EMBARK introductory training and learning;
workshops on business essentials, team management and
client relationship; and experienced-hire workshops. These
training programmes are designed to provide employees at
McKinsey with the right tools and opportunities to succeed
and grow.

Succession Planning
Nowadays, many organisations have become more flexible in
their approaches towards employees and started considering
human resources as human capital (Boon et al., 2018)
Succession Planning refers to the employer’s view of career
planning for employees and reflects a proactive approach for
HR planning as per the requirement. Organisations look for
hiring the best candidates, coach them through appropriate
training and try to retain them by focusing on their well-being.
Succession planning is one of the best ways to maintain
employee turnover through proper planning and leadership
development (Carter et al., 2019).

Industry Insight

Barriers in Succession Planning
1. Selecting the wrong candidate: Inability of many companies to pick good
candidates due to poor selection processes leads to their experiencing of
low-commitment and poor productivity issues. Hence, appropriate tests
are procedures are required.
2. Unfair promotion policies: These are demotivating for employees as it
leads to creation of distrust in the system, which may prevent employees
from performing well. Organisational justice is inevitably important.
3. Weakness in forecasting: It is required to predict future uncertainties and
planning well in advance. Attrition, employee turnover, technological
change, etc. disrupt employee demand and supply and undermine overall
HR planning. Some calculations may be required at times.
4. Poor strategy (sluggish approach): Some organisations conduct a delayed
approach of not making proper planning and strategy. These types of
organisations are not proactive and are more likely to respond to occurred
events. If an organisation is planning to diversify, effective manpower is
crucial (proactively).

Major references: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter authors: Nishant Singh, Umesh Bamel and Peter Stokes)
THANK YOU !!!

Organisational Justice
https://www.hrzone.com/hr-glossary/what-is-organizational-justice
Organisational justice, first postulated by Greenberg in 1987, refers to an
employee’s perception of their organisation’s behaviours, decisions and
actions and how these influence the employee’s own attitudes and
behaviours at work.
The term is closely connected to the concept of fairness; employees are
sensitive to decisions made on a day-to-day basis by their employers,
both on the small and large scale, and will judge these decisions as
unfair or fair. These judgements influence an individual’s behaviour
and can, in cases where the actions have a personal effect on the
employee and are judged as unfair, lead to workplace deviance.
Organisational justice is concerned with all matters of workplace
behaviour, from treatment by superiors to pay, access to training and
gender equality. It is originally derived from equity theory, which
suggests individuals make judgements on fairness based on the amount
they give (input) compared to the amount they get back (output).

Organisational Justice
https://www.emerald.com/insight/content/doi/10.1108/OMJ-06-2019-0742/full/html

Ethical Perspective to Talent Management
Talent Management is viewed as a neutral and normative activity free of
biases, where those with the most promises will get the best chances to
rise to the top.
Prior research on appraisals has shown that any assessment of
performance has biasing effects. Biasing effects in appraisal include the
rater’s involvement in previous appointment decisions, impression
management, interpersonal regard or liking for the employee and
inflating ratings in the best interest of individual and unit performance
to avoid confrontation (Swailes, 2013).
The promotion system that is an essential component of TM suffers
from fairness and exclusion problems. Further, individuals who have
received past promotions or perceive that they have opportunities for
advancement are more likely to consider the promotion system fair than
those whose past and anticipated options are minimal (Slan-Jerusalim
& Hausdorf, 2007).

Types of Organisational Justice
https://www.ckju.net/en/dossier/benefits-organizational-justice-and-practical-ways-how-improve-it/35572
 Distributive justice occurs when employees believe that outcomes are
equitable (Colquitt et al., 2013). These outcomes are either tangible,
such as pay, or intangible, such as positive feedback. When
employees believe that they are being paid or treated equally, then
this results in distributive justice (Adams, 1965).
 Distributive justice focuses on outcomes, procedural justice focuses
on the fairness of the decision-making or process that leads to these
outcomes. Employees perceive procedural justice when they feel they
can voice their opinion regarding the process. Employees also believe
procedures are fair when they are consistent, accurate, ethical, and
lack bias (Colquitt et al., 2013).
 Interactional justice focuses on the way in which an individual is
treated when decisions are made; individuals feel they are being
treated fairly when employers provide explanations for decisions and
treat employees with dignity, respect, and sensitivity (Colquitt et al.,
2013). Interactional justice can also be broken down into two types –
interpersonal and informational justice.

Benefits of Organisational Justice
https://www.ckju.net/en/dossier/benefits-organizational-justice-and-practical-ways-how-improve-it/35572
Organizational justice is an important construct because it affects
outcomes at the individual, team and organizational level. Research has
shown that organizational justice is linked to positive outcomes such as
•trust,
•job performance and satisfaction,
•organizational commitment, and
•organizational citizenship behaviors (Colquitt et al., 2013).
Organizational justice is also linked to negative outcomes such as
counterproductive work behaviors, turnover and burnout, such that
employees who perceive fairness in outcomes and processes tend to
engage less in these negative behaviors (Colquitt et al., 2013).
It is important for organizations to ensure that they treat their
employees fairly through ensuring that both outcomes and processes
are equitable and just. Organizations can ensure that organizational
practices are transparent and equitable so that employees remain
committed to the goals of the organization.

Responsible Talent Management
Swailes has recently released a set of guiding principles for responsible TM
with the implications for practice (Swailes, 2020). These are:
1. There is no reasonable ground to believe that some employees are
substantially more talented than others and, therefore, can be deployed
in key positions. Senior leaders need to explicitly articulate why and
how they have arrived at this judgement based on their prior
experience. Multiple criteria will enhance the talent pool’s quantity and
quality and allow the organisation to create a diverse talent pool. It will
increase developmental opportunities for employees who qualify under
the multiple criteria outlined, rather than a single measure like
appraisal ratings. This will eliminate the disproportionate impacts and
lead to distributive justice.
2. Organisations should produce descriptions of Talent that are realistic,
aspirational, and non-discriminatory that match the various roles and
responsibilities that they are likely to take on within the organisation.
Explicit role descriptions will enhance procedural justice perceptions.

Responsible TM contd…
3. Talent identification processes should be inclusive to the extent that all
those assessed to be at or above an agreed talent threshold and who
want to be included in development programmes are included. This
inclusive approach to TM ensures outcome justice and provides access
and opportunity to all the employees who aspire for positions/roles
within the organisation.
4. The last principle stems from an implementation perspective. Line
managers and the HR department must ‘assess the nature, the sources
and the scale of adverse impacts that their assessment is likely to have
on participants who are not considered as talent.’ Keeping in
consideration, the progress and wellbeing of the talent pool participants
periodically, immediate feedback must be provided by the leaders to
those employees who have not been identified as talents. Leaders
should create an open and safe space for dialogues so that both
procedural and informational justice perceptions of the employees can
be strengthened.

Case of Mahindra
Group

Emerging Ethical Challenges in TM
1. Gig economy worker, the one who demonstrates high potential and is
valuable for organisation, should be considered in the TM process by
an organisation with an inclusive TM strategy? Suppose the
organisation has an exclusive and elite TM process; what is likely to be
the justice perceptions of workers who are not a part of the Tm process
who see the gig economy worker being provided opportunities?
2. The use of artificial intelligence (AI) in TM decisions has received a
great deal of attention in recent times. Using data captured through
digital technologies, AI identifies patterns unseen by the human eye.
Problematically, women and minority groups are under-represented in
the TM process, the training data set of high performers has members
mostly from majority groups. Recent experiences of using AI for hiring
decisions reveal that the algorithms reinforce gender biases (Dastin,
2018). If the training set, the data or both are biased, and algorithms are
not sufficiently audited, AI can exacerbate bias in hiring and reinforce
homogeneity in organisations (Chamorro-Premuzic et al., 2019).

Major reference: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter author: Vasanthi Srinivasan)
THANK YOU !!!

Employee Engagement (EE)
EE is an important aspect of any organisation. It facilitates maximum
productivity and competitive advantages through discretionary efforts
made by the employees. EE is used when an employee feels an
emotional connection between them and the organisation, thus
influencing their behaviours and level of effort they put in work.
It is a methodology of creating an environment in the organisation
where employees care for what they do and are cared for what they do.
In short, employees feel engaged.
Organisation need to consider the fact that EE is a process variable
rather than an outcome variable. Hence, employers need to make sure
that employees enjoy their work so that they are not only physically
present in the workplace but also contribute to the growth of their
organisations through their engaged efforts at the workplace. Therefore,
EE is one of the means to encourage better performance in various roles
of employees in the organisation (Dhir and Shukla, 2019).

Categories of (EE)
https://www.tutorialspoint.com/talent_management/talent_management_employee_engagement.htm
Every business or organization inextricably wants to have higher retention rate, productivity, and
reduced absenteeism. Hence, it seeks continuous employee engagement. Employee engagement
can be broadly divided into three categories (as per Gallup) −
•Actively Engaged − Employees belonging to this category are highly motivated and work with
great passion and feel a profound connection to their organization. They are used to work
towards the vision of the organization and contribute their ideas towards innovation and
creativity for the success of the organization. They are passionate, innovative, and constructive in
their work to the organization. They perform consistently at high level.
•Actively Disengaged − Employees belonging to this category aren’t just unhappy at work; they
are also busy exhibiting their unhappiness. They disperse negative energy into the organization,
causing severe damage to the organization. However, they are likely to serve the organization for
a longer time but will always try to undermine what their engaged coworkers accomplish.
•Not Engaged − A considerable percentage of employees in an organization belong to this
category. They lack passion and drive and are seldom concerned for the betterment of the
organization. They are used to focus on the task rather than goal or vision of the company. They
do the work what is told or according to the instruction. They won’t contribute ideas, creativity,
or innovation. They might be positive or negative. They are not proactive.

Gallup’s Measure of EE
Gallup’s Q12 can be used to understand the level of engagement (Harter et al., 2002)
1.I know what is expected of me at work.
2.I have the materials and equipment I need to do my work right.
3.At work, I have the opportunity to do what I do best every day.
4.In the last seven days, I have received recognition or praise for doing good work.
5.My supervisor, or someone at work, seems to care about me as a person.
6.There is someone at work who encourages my development.
7.At work, my opinions seem to count.
8.The mission or purpose of my company makes me feel my job is important.
9.My associates or fellow employees are committed to doing quality work.
10.I have a best friend at work.
11.In the last six months, someone at work has talked to me about my progress.
12.This last year, I have had opportunities at work to learn and grow.

EE during Employee Life Cycle

Talent Management (TM) through EE
Talent management means selecting the right people, developing their
potential and fueling their enthusiasm, building their commitment, and
supporting them through periods of change.
Employee Engagement: the individual’s investment of her/his time,
energy, skills, knowledge, and creativity in the efforts and directions set
by the organization.
Simply stated: Talent management acquires and supports higher levels
skills and knowledge; employee engagement increases the value
application of the skills and knowledge. Talent generates revenue and
reduces expenses; engagement lets them do that more, do that better.
Businesses now aim to give more attention and action to both talent
management and employee engagement. That attention needs to be
well-directed; those actions need to be well-developed.

Linkage between TM and EE
https://talentculture.com/5-links-between-talent-management-and-employee-engagement/
1. Better Onboarding Link
A powerful onboarding program introduces talented candidates to the business’
engagement culture immediately. The individual can actually engage in
onboarding activities — rather than sitting at a desk and thumbing through a
binder. A strong program demonstrates employee engagement as the business
lifestyle. Engagement is proven to attract active talent. Opportunities to engage
from the start heighten talent’s appreciation…and engagement.
2. Competitive Advantage Link
Competition for talent is fierce because talent is a leading factor in a
company’s competitive advantage. Recruiting, developing and retaining talent are
are the tools that build competitive advantage. Talent management starts with
recruiting. Stronger recruiting efforts contribute to greater talent acquisition.
Employee engagement adds to developing and retaining talent. It demonstrates
the company’s appreciation of their value to the company — as it builds their
value to the company.

Linkage between TM and EE
https://talentculture.com/5-links-between-talent-management-and-employee-engagement/
3. Performance Improvement Link
Talent joins a company appreciating the company and its product. As talent
engages more fully in company operations, assignments, projects, that
appreciation grows. The greater the appreciation, the greater one’s commitment
to performing with quality. An employee — especially a “talent employee” — who
who has the opportunity to perform in ways which she/he sees as valuable
consistently seeks to improve that performance.
4. Customer Satisfaction Link
Customers naturally prefer to experience quality product and quality service.
Research says it is the people with whom customers interact that determine the
customer’s opinion of that quality. Talent management looks for quality
candidates. Employee engagement turns up that quality. Successful attraction
and recruitment combine for the first step. Once talent is hired, employee
engagement strategies increase communication and commitment. These are
critical characteristics that satisfy customers.

Linkage between TM and EE
https://talentculture.com/5-links-between-talent-management-and-employee-engagement/
5. Reduced Turnover, Increased Retention Link
If intense effort is made to hire talent, equally intense effort should be
expended to retain talent. Employee engagement is a specific element of
talent management insofar as it boosts a company’s ability to hold on to
talented employees. People stay with companies they value. The more an
employee is allowed and encouraged to engage in job, team, and company
company efforts, the more she sees the value. People stay with managers
they trust. The more managers and employees engage in continuous
communication about expectation, the more trust develops in their
relationship. People stay with companies that offer opportunities for
personal, even professional growth. The more your company provides such
such opportunities — training, mentoring/coaching, community
involvement — the more growth the employee witnesses.

Possible Ways (considerable ideas) of EE
https://www.quantumworkplace.com/future-of-work/employee-engagement-ideas
1. Create an engaging onboarding experience.
2. Spice up the work environment.
3. Celebrate people (not just their work).
4. Do a strengths assessment.
5. Be a motivating coach, not a managing boss.
6. Create feedback traditions.
7. Ask employees for advice.
8. Encourage individuality.
9. Make sure they're not overworking.
10. Get out of the office and have fun!

Crowdsourcing for EE
Crowdsourcing is the practice of engaging ‘crowd’ or group for a common goal
– often innovation, problem-solving or efficiency. In easier words, this model
takes the ideas, suggestions, votes and so on from a large crowd of employees,
taking into consideration their contribution towards a common goal to bring
about increased efficiency in results.
To cultivate a healthy crowdsourcing environment for our employees, a company
must consider a few points:
1. Crowdsourcing programmes should be more interactive than holding a mere
competition to see who comes up with better idea. It should be a dialogue
between the employee and employer, leading to productive outcomes.
2. There should be space for the ideas to evolve. The initial ideas cannot be
presented in a boardroom, but letting that evolve through critical feedback,
getting more insight from a few other opinions and iterating from version to
version will bring a valuable plan to the table.
3. To be effective, a crowdsourcing programme requires proper communication to
the parties involved, not just the employees. There should be multiple sources to
every individual involved regarding the role they are supposed to play.

inFeedo’s Amber
(HR Analytics and
AI-powered
Chatbot)

Major reference: Talent Management: A Contemporary Perspective
by Mamta Mohapatra and Swati Dhir; Sage Texts; edition 2021
(Chapter authors: Swati Dhir and Archana Shukla)
THANK YOU !!!

Talent Retention
Talent retention refers to the various policies and practices which let
the employees stick to an organization for a longer period of time.
Every organization invests time and money to groom a new joinee,
make him a corporate ready material and bring him at par with the
existing employees. The organization is completely at loss when the
employees leave their job once they are fully trained. Employee
retention takes into account the various measures taken so that an
individual stays in an organization for the maximum period of time.
Why do Employees Leave ?
Research says that most of the employees leave an organization out of
frustration and constant friction with their superiors or other team
members. In some cases low salary, lack of growth prospects and
motivation compel an employee to look for a change. The management
must try its level best to retain those employees who are really
important for the system and are known to be effective contributors.

Illustration
Misha was a talented employee who delivered her best and completed
all her work within the desired time frame. Her work lacked errors and
was always found to be innovative and thought provoking. She never
interfered in anybody else’s work and stayed away from unnecessary
gossips and rumours. She avoided loitering around at the workplace,
was serious about her work and no doubts her performance was always
appreciable. Greg, her immediate boss never really liked Misha and
considered her as his biggest threat at the workplace. He left no stone
unturned to insult and demotivate Misha. Soon, Misha got fed up with
Greg and decided to move on.
Situation 1 - The HR did not make any efforts to retain Misha and
accepted her resignation.
Situation 2 - The HR immediately intervened and discussed the several
issues which prompted Misha to think for a change. They tried their
level best to convince Misha and even appointed a new boss to make the
things better for her.

Importance of Talent Retention
§Hiring is not an easy process: The HR Professional shortlists few individuals from
a large pool of talent, conducts preliminary interviews and eventually forwards it
to the respective line managers who further grill them to judge whether they are fit
for the organization or not. Recruiting the right candidate is a time-consuming
process.
§An organization invests time and money in grooming an individual and make
him ready to work and understand the corporate culture: A new joinee is
completely raw, and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an
individual leaves an organization all of a sudden. The HR has to start the
recruitment process all over again for the same vacancy; a mere duplication of
work. Finding a right employee for an organization is a tedious job and all efforts
simply go waste when the employee leaves.
§When an individual resigns from his present organization, it is more likely that
he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take
all the important data, information and statistics to their new organization and in
some cases even leak the secrets of the previous organization. To avoid such cases,
it is essential that the new joinee is made to sign a document which stops him from
passing on any information even if he leaves the organization. Strict policy should
be made which prevents the employees to join the competitors. This is an effective
way to retain the employees.

Importance contd…
§The employees working for a longer period of time are more familiar with the company’s
policies, guidelines and thus they adjust better: They perform better than individuals who
change jobs frequently. Employees who spend a considerable time in an organization know
the organization in and out and thus are in a position to contribute effectively.
§Every individual needs time to adjust with others: One needs time to know his team
members well, be friendly with them and eventually trust them. Organizations are always
benefited when the employees are compatible with each other and discuss things among
themselves to come out with something beneficial for all. When a new individual replaces an
existing employee, adjustment problems crop up. Individuals find it really difficult to
establish a comfort level with the other person. After striking a rapport with an existing
employee, it is a challenge for the employees to adjust with someone new and most
importantly trust him. It is a human tendency to compare a new joinee with the previous
employees and always find faults in him.
§It is essential for the organization to retain the valuable employees showing
potential: Every organization needs hardworking and talented employees who can really
come out with something creative and different. No organization can survive if all the top
performers quit. It is essential for the organization to retain those employees who really work
hard and are indispensable for the system.

Talent Retention in 2022
Enhance your onboarding process
Your onboarding process should:
•Set employees up for success
•Clarify expectations
•Outline company culture and norms
•Explain policies and procedures.
Employees should be introduced to others outside of their team and be given an outlet to ask questions
when they arise. This process can take up to a year to ensure your employees are fully immersed and
comfortable with the organization. But a strong onboarding plan can help employees feel connected
faster—which decreases their likelihood to second guess their decision to join your organization.
Prioritize DE&I
Diversity, equity, and inclusion has become an expectation in the workplace. Leaders should always be
thinking of ways to make the workplace more inclusive by eliminating bias and barriers to diversity.
Leaders need to view employees on an individual level and create a work environment that supports
everyone’s unique needs.
Constant communication around DE&I, with each employee, will help you understand where your efforts
are lacking. And when you take action to promote inclusion, employee well-being improves and
innovative business results come to the surface. As employees feel seen and included, they’ll have more
initiative to stay.

Talent Retention in 2022
Invest in your employees and their growth. It’s no secret that keeping your skills sharp and
continuing education in your field is crucial in any industry — especially with the ever-changing
advances in technology. If your employees know that you’re investing in them and their climb
up the corporate ladder (i.e., course offerings, financial support surrounding education,
mentorship programs, etc.), their satisfaction is likely to increase.
Encourage heart-led management tactics. Poor relationships between employees and the
managers they’re reporting to never lead to success. Your company’s performance reviews
should always include a review of management skills and feedback from the team that directly
reports to them. A heart-led leader shows vulnerability, humility, transparency and empathy —
qualities that make an exceptional leader.
Offer fair and competitive compensation. This one seems like a no-brainer, but it’s important to
reassess your employee wages based on industry standards to prevent them from looking for a
better option. Be clear and transparent about your pay structure, and don’t shy away from
bonuses and wage increases if your employee has demonstrated that their value is deserving of
it.
Prioritize employee wellness and a healthy work-life balance. This is more than just offering a
hybrid remote work environment and unlimited PTO. You should be regularly checking in with
your team to gauge their workload and overall happiness at the company. Scheduling team
meetings that are just check-ins that have nothing to do with work is another tactic I’ve found
successful in creating a great company culture.

References:
https://www.managementstudyguide.com/employee-retention-
strategies.htm
https://www.quantumworkplace.com/future-of-work/employee-
retention
https://www.forbes.com/sites/forbesagencycouncil/2022/02/22/emp
loyee-retention-strategies-to-implement-in-2022/?sh=4a0776f94421
THANK YOU !!!