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1. A DESCRIPTIVE RESEARCH ON TALENT MANAGEMENT IN
EDUCATION SECTOR
Pawan Sharma, Bhanu Prakash.R2
Research Scholar, Management Science, Jain University, Bangalore.
2
Research Scholar, MBA, Jain University, Bangalore
Abstract
Human Resource Management is a purposeful system with several subsystems where individuals
and activities are organized to achieve certain predetermined goals through division of labor and
coordination of activities. People are one of the most important elements of organization. People
make up the internal social system of the organization. They consist of individuals and groups,
and large groups as well as small ones. People are the living, thinking, feelings beings who
created the organizations. It exists to achieve their objectives. Organizations exist to serve
people. People do not exist to serve organizations.
Unlike any other sector Education sector also have the same problems in managing the
workforce. With globalization, growing needs, and information technology, there is a change in
what students and parents expect from the institute. With more students enrolling for education
in past few decades, more and more educational institution coming up and it is becoming very
challenging and competitive for educational institutes to provide quality education.
The present paper aims to explain the requirement of managing and retaining talent in education
sector.
Key words: Higher education, Talent management, Leadership, Succession planning, Training.

2. Introduction
Education in the 21st
century has experienced tremendous growth and development. There are
noticeable changes in the Indian educational system right from the phase of independence to
sprouting policies on improvement in the education sector. Many positive and promising
attributes such as increased admissions of students, increased appointment of teachers, reduced
dropout rates and also most importantly, gender equality.
The concept of education has always been a very integral part of Indian culture. From ancient
gurukul system (a student stays at guru‟s home to finish his education) to modern education
system, education sector in India has grown very rapidly. From Nalanda University to world
renowned Indian Institute of Management (IIM‟s) the number of institutes and enrollments of
students in various facets of education has increased year by year1
. To keep the pace of growth in
education sector, public and private sectors have invested huge chunk of resources.
Education is a basic human right and a significant factor in the development of children,
communities and for the country by and large. Education is necessity not luxury, it is an
important aspect of a civilized life. Seeing future without education is like preparing for a battle
without a weapon. Education helps an individual to have long-term economic prospects and help
to obtain, keep and maintain health and wealth. A strong education system is the deciding factor
among fighting knowledge economies of various country.
Since post independence government of India has continuously given a lot of effort to strengthen
Indian education sector. In 1950 Universalization of Elementary Education was implemented
with a goal to provide free and compulsory education for all children upto age fourteen2
. As the
resources available was not enough at that time to fulfill this goal institutes such as the National
Council of Educational Research and Training (NCERT), the National Institute of Educational
Planning & Administration (NIEPA), National Policy on Education (NPE) and many other
institutes were set up.
1
Higher Education in India: Twelfth Five Year Plan (2012-2017) and beyond FICCI Higher Education Summit 2012
2
www.mhrd.com

3. Today‟s education system environment in India is global and competitive, universities and
institutes have mounting pressure to perform better than before. Over the years, creation and
preservation of knowledge has become a key tool in accelerating competitiveness and enhancing
capabilities to respond to market changes (Bryan, 2004), wherein employee‟s skills and
personalities are appropriately deployed to optimize performance, is a critical and difficult task.
Furthermore, identifying and developing teachers who have leadership potential, like every other
vital strategic function, is a demanding process that is equal parts of Arts and Science (Judy
Klein and Stephen A. Miles, 2003). To carry out this mission, institutes should develop and
deploy talented people who can articulate the passion and vision of their organizations.
Though academic excellence, subject knowledge, research savvy, energy and drive are always
important, talent-intensive institutes also require soft skills that facilitate execution across
departments. Not only Software and BPO Companies, no organization can rest in peace under
the assumption that once they have recruited the employee in place, their job is done. The real
challenge that is faced by these industries is not hiring the right person for the right job, neither
their Performance Management System, nor their Work Climate nor Culture, but in retaining the
employee. It is proven beyond argument that it is the people who make or break the organization.
Managing the talent of key employees is critical to achieve the success in long-term by any
organization. Talent management involves individual and organizational development in
response to a changing and complex operating environment. It includes the creation and
maintenance of a supportive, people oriented organization culture.
Talent Management
Talent management is about channelizing effective and efficient band of employees to drive the
organization into the future. Talent Management refers to identifying the employee talent and
utilizing it effectively and retaining the same talent to compete with similar organizations. Talent
is a competitive advantage. According to (Christonel, 2002), „New Value Systems will converge
and reinforce each other, creating a company capable of winning big‟. Organizations fail to

4. identify the suitable candidates at the first place, and even though they do identify, they fail to
retain them.
Furthermore, talent management occurs at multiple levels of the organization and does not limit
its scope to senior management positions, a common misperception made by many. In short,
talent management looks to establish continuous leadership development which can position an
organization to attract highly qualified, external resources while retaining current personnel with
significant potential (Christie, 2005).
Why Talent Management is Essential in Education Sector
Teachers and mentors in the education segment can truly benefit from achievements that talent
management has had on organizations within other industries. Despite the notion of wanting to
be different from ―the business world, Educational institutions must comprehend that emergent
talent from within can be of significant benefit, especially given the current economic climate,
increasingly competitive environment for human capital, and the ongoing need of being
accountable to its constituents. Clunies(2007).
Consider an institution„s strategic plan or the mission statement of any human resource
department in education sector. Most likely, employees will be projected as vital assets in order
for the college or university to achieve lasting success. Regardless of this, why is the practice of
talent management implemented so infrequently for teachers? Clearly it is not due to a lack of
planning skills.
Every institution operates based on a strategic plan, its financial future is based on a
comprehensive fundraising plan, and facilities are not created or renovated without the presence
of a campus master plan (Christie, 2005). Therefore, might there be value to having a plan for
selecting and preparing high potential talent?
Many institutions in the present economy cannot afford to lose a senior or a high potential
faculty without a suitable replacement given the tremendous costs related to hiring a candidate

5. from outside the institution (Clunies, 2007). Colleges and universities, now more than ever, need
to ensure the right person is serving in the appropriate position (Heuer, 2003). Collins (2001)
stated, ―first get the right people on the bus, the wrong people off the bus, and the right people
in the right seats – then figure out where to drive it (p. 41). Demonstrating this type of stability in
talent provides confidence to both internal and external stakeholders (Marsh, 2008). Colleges and
universities that accept the challenge to build talent from within to meet impending leadership
requirements will certainly gain an advantage on peer institutions in this competitive climate
(Mackey, 2008).

6. Review of Literature
Bhavna R Shetty1, Dr. Rajashree Gujarathi (2012): A Study of Faculty Job Satisfaction and
Its Impact on Student Satisfaction In Management Institutes of Nashik District, identify factors
of faculty job satisfaction and student‟s overall satisfaction in this knowledge economy, and
secondly to examine the role of faculty job satisfaction in generating student satisfaction. It was
concluded that salary is not primary but the secondary determinant of job satisfaction; for faculty
in today‟s knowledge economy faculty members today thrive for professional growth and
development to secure better positions in future.
Bushe Bernard (2012): Factors that Determine Academic Staff Retention and Commitment in
Private Tertiary Institutions in Botswan, study reviews content and process theories of
motivation alongside job satisfaction, organizational commitment and employee engagement
theories as possible avenues towards a framework for understanding what motivates academic
staff let alone how to actually motivate them in practice. A conclusion was drawn that a
combination of both intrinsic and extrinsic factors was critical to staff motivation.
Dolly Lavania, Himanshu Sharma, Nidhi Gupta (2011): Faculty Recruitment and Retention:
A Key For Managing Talent In Higher Education. The study states that the excellence of
educational sector depends on the kind of people able to enlist and retain of its faculties. Cost of
losing best employees to be enormous beyond monetary quantification. Difficulty in motivating
the young faculty and Inability to attract a good response, limited interaction with industry and
external research teams, leading to inadequate exposure and visibility are some of the problems
faced by the education system. Further, retain the faculty members are also some of the
challenges faced by the educational institutions. Therefore, institutions must realize growing
talent from within can be of considerable benefit in the current competitive environment for
human capital, and the ongoing need of being accountable to its constituent.
Jane Muceke Ng’ethe,Dr. Mike E. Iravo,Prof. G.S. Namusonge(2012): Determinants of
Academic Staff Retention in Public Universities in Kenya: Empirical Review provides an insight
to the various factors that determine the retention of staff‟s in academics and establish gaps for

7. further research through theoretical review as various theories as bases . Through an empirical
review the author found that leadership, salary, work environment, promotional activity helps in
retention the employees.
Mohan Parthasarathy and Sameer Pingle (2013): Embryonic Need for Talent Management
System in Technical Educational Institutions in India discusses the arising need and scope of
Talent Management System in Technical Educational Institutions in India. Paper would provide
guideline to the academicians and to the Management of these educational institutions for setting
up an exclusive Talent Management System, leading to the strategy of “sticking to core
competency”. Despite having a significant bearing on both academicians and practitioners alike,
the content and practices of talent management have largely remained obscure. This research has
tried its best to implicate that Technical Educational Institutions in India has embryonic need to
give priority in setting up an exclusive Talent Management System headed by a Talent
Management Expert which would definitely contribute towards the organizational excellence
especially in today‟s competitive scenario.
Pantri Heriyati and Ahmad Seiichi Ramadhan (2012): The Influence of Employee
Satisfaction in Supporting Employee Work Performance and Retention Moderated by The
Employee Engagement Factor of an Institution (An Empirical Study of Binus Business School)
analyzed the influence of employee satisfaction is moderated by employee engagement towards
employee work performance and retention. It was found that firm need to focus on developing
employees‟ satisfaction as a significant influence on, employee‟s performance and retention.
Preeti Jayachandran Nair (2012): Is Talent Management Accentuated By Competency
Mapping ? With Special Reference To Educational Sector, paper identify whether competency
mapping can be beneficial for talent acquisition, talent development and retention of faculties in
higher education sector and also examines the factors affecting the recruitment and selection
process in the educational sector. The study revealed that competency mapping can be a talent
management strategy for effective recruitment and selection, training, career development and
succession planning and organizational development. The respondents also agreed that alignment

8. of employee competencies with job description can be effective for better retention of
employees.
Sandeep Saxena (2012): Talent Retention of Female Faculties in India, paper aims at female
talent management and development of the proper talent pool and seeks to understand and
analyze the causes of the high attrition rate of female employees in the technical institutes. The
findings suggests there is a need for change both in organizational and work policies for female
job retention.
Steven Riccio (2010): Talent Management in Higher Education: Developing Emerging Leaders
within the Administration at Private Colleges and Universities, focused on identifying a series of
successful practices relating to administrative talent management within the higher education
setting. The nine successful practices that were identified in the literature were implemented
among the group of institutions. Inconsistencies related to leadership commitment and
institutional transparency coupled by the limited examples of competency development and
program evaluation suggested that schools of this size have opportunities to achieve greater
success in this area.
Surbhi Jain (2013): The Causes of Turnover Intention in The Employees of Educational
Institutes: An Observation, states the dissatisfaction with changes in the universities and
financial inducement are the major cause for high turn over and other factors like insufficient
funding and resources, work overload, poor management practice, job insecurity, Insufficient
recognition and reward. The role erosion, role overload, resource inadequacy, and role ambiguity
are the various reasons for high turnover.
Val McDonough (2012): Talent Management Crisis In Higher Education, the focuses on talent
management strategy and its impact for employee and faculty populations in colleges and
universities. Like any other sector, educational institutions struggle with how to evaluate and
develop employee behaviors that support the goals and missions of the organization, there is
increasing focus on measuring talent. Leaders are finding it challenging to put together

9. performance management strategies that fit within their higher education communities and
philosophies.
VR Yeravdekar(2012): The Higher Education System In India and Its Impact on The Economy,
surveys the extent to which the higher education system in India has a bearing on the economy.
The author argue that in order for higher education to contribute constructively to the economy,
the systemic lacunae must be isolated and rectified. A conclusion is drawn that The higher
education system contributes enormously to nation building given India‟s demographic make-up,
the lacunae that we have inherited from the British Raj as well as the plain fact of being a
developing economy.
Based on various observations from the studies undertaken, a conclusion can be drawn that the
talent management in education is not given importance to a larger extent, adding on to this there
is no participation from higher authority, lack of resource, the job satisfaction among the
faculties are low due to lack of growth and low salary package.

10. Research Methodology
Objective of the study:
 To analyze the need of talent management in education system in India;
 To identify the problem faced in talent management by Indian Education system; and
 To suggest measures to manage talent in education sector.
Methodology
The study uses descriptive design to collect the detailed and factual information that describe the
existing phenomenon which is talent management in education with respect to this paper. In this
study we focus on the secondary data relating to the topic. The framework of the research is
based on literature which focuses on the developments in education, the problems faced in the
education sector, the reasons, need and problem stated in the education sector in India.
Scope of the Study
The study can be a tool in the hands of educational institution to understand the importance of
talent management and to formulate policies relating to retention of talent of their employees and
identifying the right kind of training which help the employees to develop their talent.
Limitation
 The study focuses only on teaching staff‟s
 The findings are based from the secondary data
 The study focuses on only talent management from the intuitional point of view.

11. Data Analysis
We are in an era were a nation is known for its knowledge capital. Competing with the spirit to
be a knowledge driven economy India has also invested huge amount of resources to be a
knowledge economy.
Chart No 1: Number of Universities
Indian higher education system is largest in the world in terms of number of institutes as it can be
seen in chart 1 3
(659 universities and 33,023 colleges) and 3rd
largest in terms of enrolment (17
million).
3
Higher Education in India: Twelfth five Year Plan (2012-2017) and beyond
0
100
200
300
400
500
600
700
1990-91 2000-01 2006-07 2011-12
190
256
387
659
Number of universities
number of universities

12. Chart No.2 Number of Colleges
Source: Higher Education in India: Twelfth five Year Plan (2012-2017) and beyond
From the above chart we can find that the education segment has witnessed a tremendous growth
in terms of universities and colleges. With this enrollment of student has also increased.
Chart No. 3 Student Enrollment in Higher Education
Source: Higher Education in India: Twelfth five Year Plan (2012-2017) and beyond
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
1990-91 2000-01 2006-07 2011-12
7,346
12,806
21,170
33,023
Number of Colleges
Number of Colleges
0
5
10
15
20
25
30
1990-91 2000-01 2006-07 2011-12
4.9
8.4
16.6
25.9
Student enrollment in higher education
(million)
Student enrollment in higher
education ()

13. But with the increase in student enrollment teacher‟s strength have not increased.
Source: Higher Education in India: Twelfth five Year Plan (2012-2017) and beyond
Chart No 4: Ration of Students And Teachers
Source: Higher Education in India: Twelfth five Year Plan (2012-2017) and beyond
During the academic year 2011-12, there had been 203.27 Lakh (provisional) students enrolled
in various courses at all levels in universities/colleges and other institutions of higher education
as compared to the revised figure 186.70 Lakh in the previous year, registering an increase of
8.87 per cent. In the academic year 2011-2012, the total number of teachers in universities and
colleges had been 9.34 Lakh as compared to 8.17 Lakh teachers in the previous year.
186.7
203.27
8.7 9.34
0
50
100
150
200
250
2010-11 2011-12
student enrollment
Teachers strength

14. Findings
Hence we find that the ratio of teachers and student is not satisfactory. The young graduates are
not attracted to join the education sector because of less salary and flat hierarchy. According to
UGC report 2011-12 not much initiative is taken by the UGC for existing staffs with regards
talent management program. Within the context of globalization and development in technology,
education is undergoing unprecedented changes. In addition to questions of access and equity,
institutions of education are called upon to cut costs, improve quality and compete in an
environment of cross-border educational provision. Academic administrators have to respond to
these challenges and steer the course of their institutions to provide world class education and
training to their students. The UGC proposes to address this issue by creation of a structured
system to impart training and development opportunities to the staff, administrators and senior
functionaries in the various universities and colleges with the broad goal of attaining excellence
in academic governance. For this, guidelines have been prepared. During 2011-12, no training
programmes for academicians of universities and colleges and UGC officers had been conducted
and hence no expenditure had been incurred.4
Suggestions
The eleventh five year plan (2007-2012) saw an increase in the public spending in education
which helped developing the education sector. Under this plan the government of India
embarked the historical decision of „Right To Education‟ and also increased the branches of
IIM‟s and IIT‟s, the elite institutes in world. But to sustain the development of eleventh five year
plan and to gain success in twelfth five year plan the policy makers have to focus on quality of
manpower in education sector.
Enhancing the quality of teaching staff has to be focused across all the education institutes.
Investment in attracting talented people and managing their talent should be high on priority list
for all the colleges. If the faculty talent can be managed well, quality of education will improve.
Unfortunately, till now none of the five year plan has invested in teaching training programmes
4
http://www.ugc.ac.in/pdfnews/Annual_Report_2011-2012_English_Final.pdf

15. adequately. The scope of hiring talented faculties from abroad seems like a dream for Indian
institutes public or private. So focus should be given to harness local and national talent and
retired personnel‟s.
Talent management is about developing future leaders in organization and the hierarchy in
education sector is very flat because of which aspiration in faculties is very low. Introduction of
vocational courses and value added programme can help an organization to give most of its
talented faculty a chance to be at higher position in various courses.
Summary
Human resource is an integral part of any organization. If educational institutes want to achieve
its goal effectively it must have a powerful and talented pool of human resource but creating and
managing such talent is one of the critical issues faced by education sector. With increase in need
of education, growing needs, information technology, there is a change in what students and
parents expect from the institute. With more students enrolling in education from past few
decades, more and more educational institution coming up and it is becoming very challenging
and competitive for educational institutes to provide quality education. Therefore, it is necessary
for education sector maintain and manage their talented employees.

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