Talent management in ibm

2,685 views
2,511 views

Published on

College project, where research had been done in IBM kolkata.

1 Comment
4 Likes
Statistics
Notes
No Downloads
Views
Total views
2,685
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
1
Likes
4
Embeds 0
No embeds

No notes for slide

Talent management in ibm

  1. 1. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 1 Indian Institute of Planning & Management (IIPM Tower, AQ-6, Sector-V, Salt Lake City, Near Techno Polis. Kolkata-700091) A PROJECT REPORT ON IN SUBMITTED TO PROF. ANIRUDDHA BANNERJEE SUBMITTED BY Name : SUKALPA DAS ARNAB KONAR MANAS JYOTI DAS JOYSHREE SARKAR Batch : SPRING-SUMMER/2012-2014 Section : SH-T4
  2. 2. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 2 ABSTRACT With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. . These people build and drive the knowledge assets of a corporation, the value of which has been established to be many times more than the tangibles. The capacity of an organization to hire, develop and retain talent is therefore the most crucial business process and priority on the CEO’s agenda. Finding and managing talent has become more complex and turbulent than ever before. Today, talent is harder to find and nurture easier to waste and lose. The organization’s ability to consistently seek, attract and keep talent provides a source of competitive advantage to the organization. Talent contributes greatly to the performance of the organization and its management has a great impact on the overall business performance. The purpose of this study was to assess the impact of talent management on organizational productivity in IBM. The objectives of this study are to assess the impact of talent management on organizational productivity, to appraise the practice of talent management in IBM and to determine the extent to which the talent management contributes to the employee performance in IBM. A questionnaire has been made and filled up by the top HR managers/executives on a face to face interview with them and data’s are collected. Study findings showed that talent management increased productivity in organizations through job alignments, and talent identification and development. Further rewards, training and development and performance appraisal is found to be the most effective talent management practices which ensured IBM has skilled, motivated and competent workforce. From the findings, the challenges faced in implementing talent management are related to job alignment, rewards, working environment and performance appraisal system. ACKNOWLEDGEMENT
  3. 3. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 3 Words put on paper are mere ink marks, but when they have a purpose there exist a thought behind them. We too have a purpose to express our gratitude towards those individuals without whose guidance the project would not have been possible. We would like to express my thanks to Mr. Sujay Mallick (Head Personnel Division), IBM who has kindly permitted us to undertake the project in the organization. We are also thankful to other members of the organization for their support and providing the required information. It was a pleasure to be associated with IBM. The experience that we have garnered has had a profound impact on our career choices and has helped us to realize what the requisite for success in the corporate world is. We carry high regards for the complete team of IBM. We also take this opportunity to express a great sense of gratitude towards our internal project guide Mr. Anirudh Bannerjee for providing us the vital inputs to correlate the present project work and hence provide a sound base to the report structure. A special word of thanks also goes to all the teaching and non-teaching staff of my institute and my Friends. CONTENTs
  4. 4. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 4 EXECUTIVE SUMMARY:......................................................................................................................... 5 INTRODUCTION:.................................................................................................................................... 6 COMPANY PROFILE:.............................................................................................................................. 7 RESEARCH OBJECTIVE: .......................................................................................................................... 8 DATA SOURCES: .................................................................................................................................... 8 RESEARCH METHODOLOGY: ................................................................................................................. 9 LITERATURE REVIEW........................................................................................................................... 10 QUESTIONNAIRE EXPLANATION:........................................................................................................ 12 FINDINGS(PRIMARY) & ANALYSIS ........................................................................................................ 16 CONCLUSION......................................................................................................................................... 18 RECOMMENDATION.............................................................................................................................. 19 BIBLIOGRAPHY ..................................................................................................................................... 19 APPENDIX ............................................................................................................................................ 19 EXECUTIVE SUMMARY
  5. 5. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 5 Talent Management describes the process through which employers of all kinds – Firms, Govt., and Non-profit organizations – anticipate their human capital needs & set about meeting them. This talent management framework encompasses an end-to-end (holistic) approach. It is comprised of seven components with numerous initiatives (where the rubber hits the road) under each component. The Talent Management Cycle outlined in this framework includes: finding talent, on-boarding, developing employees, managing performance, planning for succession, retaining employees and de-boarding. Talent management has become a top priority for organizations and will continue to increase in significance over the next three years. In today’s volatile business market, effectively managing human capital can play a crucial role in business success. Decisions about Talent Management shape the competencies that organizations have & their ultimate success; & from the perspectives of individuals, these decisions determine the path & pace of careers. We may thus understand that this term is usually associated with competency based HRM practices. Talent Management decisions are often driven by a set of organizational core competencies as well as position – specific competencies. The competency set may include knowledge, skills, experience & personal traits. There is more to diversity than gender. Diversity helps achieve business goals by fostering innovation and by increasing and retaining available talent. Hence it is important to find the optimal degree of diversity and the optimal mix of people in an enterprise, and to evaluate its contribution to creating business value and high performance. This goes far beyond compliance and analyzing the business implications of basic demographics. Collaboration can significantly increase innovation, efficiency & effectiveness, and reduce costs and time to market. However, collaboration projects often start on a small local scale and are focused on enabling technology. Behavioral and cultural obstacles to high performance collaboration must be overcome by an overarching approach, aligning every-day collaboration practice with business goals. This in turn requires common processes that are understood by everyone, governance structures, incentives – and an appropriate change management approach. Introduction
  6. 6. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 6 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. 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. Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of ambition and competitiveness, the ability to focus on ‘big picture’ issues, and an awareness of their own strengths, limitations and impact on others. Several talent management processes need to be in place on a strategic level in order ensure its success. Such processes/strategies include talent identification, recruitment & assessment, competency management, performance management, career development, learning management, compensation, succession planning etc. Talent management has a number of benefits to offer such as employee engagement, retention, aligning to strategic goals in order to identify the future leadership of the organization, increased productivity, culture of excellence and much more. COMPANY PROFILE
  7. 7. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 7 The International Business Machines Corporation (IBM) is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, United States. IBM manufactures and markets computer hardware and software, and offers infrastructure, hosting and consulting services in areas ranging from mainframe computers to nanotechnology. The company was founded in 1911 as the Computing Tabulating Recording Company (CTR) through a merger of three companies: the Tabulating Machine Company, the International Time Recording Company, and the Computing Scale Company. CTR adopted the name International Business Machines in 1924, using a name previously designated to CTR's subsidiary in Canada and later South America. Securities analysts nicknamed IBM Big Blue in recognition of IBM's common use of blue in products, packaging, and logo. In 2012, Fortune ranked IBM the No. 2 largest U.S. firm in terms of number of employees (435,000 worldwide, approximately 100,000 in the US), the No. 4 largest in terms of market capitalization, the No. 9 most profitable, and the No. 19 largest firm in terms of revenue. Globally, the company was ranked the No. 31 largest in terms of revenue by Forbes for 2011. Other rankings for 2011/2012 include No. 1 company for leaders (Fortune), No. 1 green company worldwide (Newsweek), No. 2 best global brand (Interbrand), No. 2 most respected company (Barron's), No. 5 most admired company (Fortune), and No. 18 most innovative company (Fast Company). IBM has 12 research laboratories worldwide and, as of 2013, has held the record for most patents generated by a company for 20 consecutive years. Its employees have garnered five Nobel Prizes, six Turing Awards, ten National Medals of Technology, and five National Medals of Science.] Notable inventions by IBM include the automated teller machine (ATM), the floppy disk, the hard disk drive, the magnetic stripe card, the relational database, the Universal Product Code (UPC), the financial swap, the RDBMS and SQL, SABRE airline reservation system, DRAM, and Watson artificial intelligence. The company has undergone several organizational changes since its inception, acquiring companies such as Kenexa (2012) and SPSS (2009) and organizations such as PwC's consulting business (2002), spinning off companies like Lexmark (1991), and selling off product lines like ThinkPad to Lenovo(2005)
  8. 8. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 8 Research Objectives In the current scenario of cutthroat competition, every company has to survive to satisfy its customers by providing them quality products and services. The survey at IBM was undertaken with a view to study certain fundamental as well as the commercial and operational aspects of the company. The training involved the study of the following:  To understand the entire procedure of Talent management  To understand the need of Talent Management  To study the accuracy and quality of work of employees by talent management procedure  To suggest possible improvement in Talent Management process. Data Sources The source of project depends on accurate data. That’s why collecting the appropriate data, which differ considerable in context money, cost, time and other resources at the disposal researcher. There are two types of data collection methods available:- 1) Primary Data Collection Method. 2) Secondary Data Collection Method. PRIMARY DATA Primary data are those that are obtain by the user for fulfillment their purpose. I have taken Primary data through personal visit of HR head, and HR executive, of IBM. This data helped us to justify the statements that have made in this project. SECONDARY DATA
  9. 9. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 9 The Secondary Data is that which is already collected and stored or we can say already saved or ready data by others. We got secondary data from their journals, records, specimen of appraisal form etc. and from newspapers magazines, articles, internet etc. to get basic information of Talent Management. We collect secondary data by referring some specimen of company and by referring some books and web sites of company from internet. Research Methodology Research Methodology is a way to systematically solve the research problems. It may be understand as a science of studying how research is done scientifically. It is a descriptive type of research. Descriptive Research survey and fact finding inquiries are of different kind. The major purpose of descriptive research is descriptive the state of affairs, as it exist at present. SAMPLE DESIGN Data for the study has been collected from primary sources. QUESTIONNAIRE DESIGN The data collected for the study is through questionnaires. The questionnaire is comprises of 18 questions is prepared keeping in the mind the objective of the research. It consists of both open and closed ended questions with the organization’s pattern of managing talent in their organization and the information revealed from the company is analyzed and interpreted in the study. Questionnaire is there in the appendix:- LITERATURE REVIEW
  10. 10. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 10 Talent management v/s traditional HR approach Traditional HR systems approach people development from the perspective of developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNA of an organization and also of individual potential. In fact, the following appropriately describes the role of talent management: Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals aligning individual values and vision with organizational values and vision. Clearly understanding of the varied roles within the organization and appreciation of the value addition from self and others leading to building a culture of trust, sharing and team orientation. Assessment of talent to profile the level of capacities and set of competencies possessed within the organization. Enhancing capacities to learn, think relate and act through development initiatives. Individual growth to meet and accept varied incremental and transformational roles in an overall scenario of acknowledged need for change. Gap analysis and identification of development path helping individuals realize their full potential through learning & development. Developed individuals enabling breakthrough performance D Point of Departure N Navigation A Point of Arrival
  11. 11. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 11 Understanding Talent The idea of developing talent is not a new concept in any business. In fact every successful company that has 'stood the test of time' has done so, Because of their ability to attract, retain and get the best out of their talent. Today we read of a 'war for talent’. This has emerged not because the companies have forgotten about talent or allowed it drop off the radar but because in some fundamental ways, the talent has changed. We have a new kind of young person entering the business world, with a very different world view, set of values, priorities and goals. Focus 1: Attracting and recruiting Talent: In order to effectively attract and recruit talented employees you need to understand what talent is looking for in a career and how they will view your business in terms of fitting in with their needs. Your approach to each one of your potential recruits needs to be altered to suit that they are. By examining this through the perspectives of the different generations, we are able to look at their attitudes to work what kind of career, organization and benefits they are looking for and know what kind of techniques will ensure that your recruitment process is successful in each generational context. This focus unit looks at the following:  attitudes to work  career goals  views on organizations and how they are currently run  what benefits each generation is looking for  Techniques to attract the different generations: what will make your organization stand out?  Techniques to recruit the different generations: how should the job offer be presented? Focus 2: Retaining and developing Talent In order to effectively retain and develop Talent you need to understand what the generations are looking in a future career and in an organization. Your approach to each one of your employees needs to be altered to fit individual goals and personal needs. This focus unit looks at the following:  work ethics and values  career planning  work environments and culture  benefits and reward systems
  12. 12. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 12  ways of motivating Focus 3: Managing Talent An in depth look at how the generations internalize authority will enable you to adjust your management style to fit in with who they are. We are able to look at the attitudes of the different generations to leadership and management; what kind of management approaches will ensure that you gain maximum loyalty, productivity and job satisfaction from each of your employees. This focus unit looks at the following:  attitudes to authority  management styles for the different generations including conflict management  leadership styles used by the different generations  specific techniques to help you manage different generations including communication and feedback preferences  coaching and mentoring preferences including  The role of coach  The coaching process Questionnaire explanation In this context, we are trying to give a simple understanding of each question and the reasons behind choosing them on the questionnaire. Here we give each of the reasons followed by the questions. 1. How does your organization identify talent pool? We have put this question in order to know how organizations differentiate the talented employee from any other employees 2. Is the concept equally shared by practitioners? We have put this question to know if the concept of differentiating the talented employees from any other employees is shared by practitioner 3. Recessionary/tough times: How do you develop your talent with little or no budget ?
  13. 13. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 13 We have put this question in order to know how the organization manages their talent in tough times with low or no budget 4. Does your organization meet the expectations of the workforce? We have put this question to know if the organization enables to fulfill the expectation of the workforce or not? 5. What are your talent management challenges? We have put this question to know what are the talent management problems are faced by the organization 6. Are the good performers leaving? We have kept this question to know if the organization’s good performers are leaving or not? 7. Are the poor performers staying? We have kept this question to know if the organizations poor performing employees are staying in the organization or not? 8. Is your business evolving with the changing demographics? The meaning of this question seeks to know whether your business changing with the changing behavior, culture, life style, income level of the employees. We have put this question in order to know if the business is changing with the changing behavior, culture, life style, income level of their employees. 9. Which of your talent management initiatives have most impact?
  14. 14. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 14 The meaning of this question seeks to know which of your talent management technique have the most impact in your organization. We have kept this question to know which one of the talent management technique has the most impact in their organization. 10. What are the talent metrics that your organization actually finds useful? The meaning and purpose of this question seeks to identify the vision and the values of the organization. 11. ROI (Return on investment) in Talent Management – can it be measured? We have put this question to know if the Return on Investment on talent management program is measured. 12. ROE (Return on expectation) in Talent Management – Do you meet short term and long term expectations of the leadership team/stakeholders? Are they realistic? The meaning of this question is to know whether your company’s short term and long term expectation of the leadership team/stakeholders achieved or not. We have put this question to know whether the company’s short term and long term expectation of the leadership team/stakeholders are achieved. 13. Are your career development process getting the financial and leadership support that they need? We have kept this question to know if company’s career development process of employees gets the financial and leadership support from their company that the employees need. 14. Are you strategically aligned to focus on capabilities that create value?
  15. 15. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 15 The meaning of this question is to know whether your company identifies capabilities of the employee and whether the company is creating value for them or not. We have put this question in order to know if the company identifies capabilities of the employee and create value for them. 15. Does your talent management program deliver high impact & deep strategic value for your employee? We have set this question to know if the organization’s talent management program creates any highly impact on their employees. 16. Does your talent management function contribute to the success of HR in your organization as a whole? We have placed this question to know if the organization enables to contribute the success of HR by their talent management program. FINDINGS (PRIMARY) & ANALYSIS
  16. 16. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 16 Data whatever collected from the primary sources throughout the project duration are analyzed and interpreted systematically in statements. 17. How does your organization identify talent pool? Ans. Checking certain job criteria and matching them with their employees. The criterias are like  Training modules  Overall performance and feedback  Analyzing and researching of peoples 18. Is the concept equally shared by practitioners? Ans. Yes, the concept equally shared by practitioners and equal opportunities is provided to each employee. 19. Recessionary/tough times: How do you develop your talent with little or no budget? Ans. Taking example of 2008 recession, IBM had undertaken several steps like  Cost cutting- IBM Concentrix had stopped home pickup & drop and started point pickup (before 7am) and point drop (8 pm) and no transportation is provided between 7am-8pm.  Time management- within their normal time session (8 hrs- 9 hrs) they are forced to do training with their normal hours of work. 20. Does your organization meet the expectations of the workforce? Ans. Yes. 21. What are your talent management challenges? Ans. Challenges are like  Demotivation of not getting selected  Better salary and better designation 22. Are the good performers leaving? Yes  No  23. Are the poor performers staying?
  17. 17. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 17 Yes  No  Reason: Consistently tracking a particular person and feedback to that and if that person is consistently poor performer then he or she should be resigned. 24. Is your business evolving with the changing demographics? Ans. Yes, mainly according to different culture. For example, process Maruti Insurance Pan India required different languages since different centers are there in different regions due to which different religious persons are required. 25. Which of your talent management initiatives have most impact? Ans. One of the most impactful is ACE and IJP which is a training program to groom the employees to move them into the next level. 26. What are the talent metrics that your organization actually finds useful? Ans. Key metrics are-  Velocity- as in a particular employee capable to go with the flow or not i.e. moving with the wave.  Values- dedication towards all the relationships not only in the office but also outside the office. 27. ROI (Return on investment) in Talent Management – can it be measured? Ans. Yes, it can be measured but the reason is disclosed by the recruiter. 28. ROE (Return on expectation) in Talent Management – can you meet short term and long term expectations of the leadership team/stakeholders? Are they realistic? Ans. The long term goal is to reduce the cost of the recruitment through vendors and referrals. Short term goals are transportation. Yes, they are realistic. 29. Are your career development process getting the financial and leadership support that they need? Ans. Absolutely yes. Leadership team designs it. 30. Are you strategically aligned to focus on capabilities that create value? Ans. Yes.
  18. 18. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 18 31. Does your talent management program deliver high impact & deep strategic value? Ans. Yes, talent management program deliver high impact. Taking an example, after training program, an accreditation or test has been undertaken and if the particular person clears the test then that person moves to the next level like for voice process, mock calls are taken and for non-voice process, sending mails, checking their language skills tests are undertaken. 32. Does your talent function contribute to the success of HR as a whole? Ans. Yes, encourage people to work in the company. Conclusion Talent Management for the HR Community is an opportunity for HR professionals to develop in their areas of expertise and in their careers. A strong HR Community helps create a strong public service. The goal of talent management is to better understand their people in the HR Community so they can support professional and career development and align individual needs and goals with the business focus of HR. They also want to ensure that they as a Community have the ability to develop people so that they are meeting the future needs of the community and government and their clients. This first broad sweep of the Community provides a foundation on which to ensure leadership continuity, knowledge transfer and service continuity. The initial implementation resulted in a number of important human resource priorities and strategies, such as performance management, leadership and management development, attraction and retention, employee learning and development and culture, all of which are supported by the HR Strategy for the HR Community. The critical next step in the process is the implementation of the Talent Management Plan for the HR Community. Individually, members of the community and their managers should work together to move forward individual career development plans. The HR Community must work together to promote a talent management mindset, commit to supporting development as a professional group, and integrate talent management into the daily fabric of doing business. Suggestions and Recommendation
  19. 19. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 19 1) Organization should make research to avoid talent drain. 2) HR Department should interact and expose inbound employee 3) Perform various task to motivate employee for work, because various employee cannot work with motivation they just do it, because organization pay for them. BIBLIOGRAPHY http://en.wikipedia.org/wiki/IBM http://www.ibm.com/in/en/ http://en.wikipedia.org/wiki/Talent_management APPENDIX QUESTIONERE Dear sir/ Madam I am a student of Indian Institute of Planning and Management, Department of Management studies, Kolkata and presently doing a project on “Talent Management in IBM”. I request you to kindly fill the questionnaire below and assure you that the data generated shall be kept confidential. 1. How does your organization identify talent pool? 2. Is the concept equally shared by practitioners? 3. Recessionary/tough times: How do you develop your talent with little or no budget? 4. Does your organization meet the expectations of the workforce? 5. What are your talent management challenges?
  20. 20. TALENT MANAGEMENT 2014 INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Page 20 6. Are the good performers leaving? Yes  No  Reason: 7. Are the poor performers staying? Yes  No  Reason: 8. Is your business evolving with the changing demographics? 9. Which of your talent management initiatives have most impact? 10. What are the talent metrics that your organization actually finds useful? 11. ROI (Return on investment) in Talent Management – can it be measured? 12. ROE (Return on expectation) in Talent Management – can you meet short term and long term expectations of the leadership team/stakeholders? Are they realistic? 13. Are your career development process getting the financial and leadership support that they need? 14. Are you strategically aligned to focus on capabilities that create value? 15. Does your talent management program deliver high impact & deep strategic value? 16. Does your talent function contribute to the success of HR as a whole?

×