This document provides a summary of a research paper that analyzes the talent management process adopted by Tata Consultancy Services (TCS). The paper explores TCS's talent acquisition and development practices through a comprehensive study using secondary sources like annual reports and websites. The study finds that TCS has a robust talent management process to acquire and nurture talent, helping with maximum employee retention. It also performs a SWOC analysis of TCS's talent management system and provides recommendations.
Project report on evaluation of recruitment and selection processElina Pari
This document is a project report submitted by a student to fulfill requirements for a Master of Business Administration degree. It evaluates the recruitment and selection process of Bharti Airtel Limited. The report includes an introduction, literature review on recruitment and selection, company profile of Bharti Airtel, research objectives and methodology, data analysis and findings, and recommendations. Key points covered include the sources of recruitment used by Bharti Airtel, both internal and external, as well as the factors considered in their recruitment and selection process.
Summer Internship Project on current trends in Talent Acquisitions and Recrui...Krunal Khatri
Hiringlink Solutions is a privately held organization specializing in talent acquisition and HR business partnering services for IT/ITES, pharmaceuticals/healthcare, telecom, and engineering companies. They help clients identify and retain top talent through strategic solutions. Their goals are to become the most preferred business partner for high-tech organizations and lead the market in providing quality talent services across industries. Services include talent acquisition, employee verification, training solutions, and HR business partnering.
Recruitment and selection process synopsisNesar Ahmad
This document provides an overview of a research synopsis on the recruitment and selection process of ICICI Life Insurance. It includes an introduction discussing the importance of recruitment and selection for organizations. It also outlines the objectives of the study, which are to understand ICICI Life Insurance's internal recruitment process and identify areas for improvement. The methodology discusses conducting surveys with 100 employees using a structured questionnaire. The literature review examines previous research on how technology has improved recruitment and the link between timely HR responses and applicant attraction.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
A research on effectiveness of training & development programme at t. t. min...Projects Kart
The document discusses the effectiveness of training and development programs at T.T. Minerals Pvt. Ltd. It begins with an introduction to human resource management and the importance of training employees. It then states the problem as evaluating the effectiveness of T.T. Minerals' training programs. The objectives are to understand the skills needed by employees, evaluate current training programs, understand their impact, and analyze employee satisfaction levels. The scope is the employees of T.T. Minerals and how the study can help the organization. It describes the research design, data sources, sampling methodology, and tools for data collection. Finally, it notes limitations of the study such as constraints of time, cost and sample size.
SIP report on Recruitment and SelectionAnant Vijay
Hello everyone, my self Anant Vijay and I am from Kota(RAJ), and i am a student of MBA 2nd year with specialization in HR, and i am sharing my SIP report on Recruitment and Selection of Datt Engineering and Fabrication, I hope you like it and it may use full to you, Thank You.
MBA project report -Techniques of sourcing candidate at augusta hi tech soft...Praveen Kumar Prabakaran
This document is a project report submitted by Praveen Kumar J.P. to Anna University, Chennai in partial fulfillment of the requirements for a Master of Business Administration degree. The project report explores the current techniques used for sourcing candidates at Augusta Hi-Tech Soft Solutions in Coimbatore, India. It uses qualitative research methods like open-ended questionnaires and grounded theory methodology to collect and analyze data on the company's recruitment and selection strategies. The conclusions from the study may help to improve recruitment processes and educational understanding of sourcing concepts.
Project report on evaluation of recruitment and selection processElina Pari
This document is a project report submitted by a student to fulfill requirements for a Master of Business Administration degree. It evaluates the recruitment and selection process of Bharti Airtel Limited. The report includes an introduction, literature review on recruitment and selection, company profile of Bharti Airtel, research objectives and methodology, data analysis and findings, and recommendations. Key points covered include the sources of recruitment used by Bharti Airtel, both internal and external, as well as the factors considered in their recruitment and selection process.
Summer Internship Project on current trends in Talent Acquisitions and Recrui...Krunal Khatri
Hiringlink Solutions is a privately held organization specializing in talent acquisition and HR business partnering services for IT/ITES, pharmaceuticals/healthcare, telecom, and engineering companies. They help clients identify and retain top talent through strategic solutions. Their goals are to become the most preferred business partner for high-tech organizations and lead the market in providing quality talent services across industries. Services include talent acquisition, employee verification, training solutions, and HR business partnering.
Recruitment and selection process synopsisNesar Ahmad
This document provides an overview of a research synopsis on the recruitment and selection process of ICICI Life Insurance. It includes an introduction discussing the importance of recruitment and selection for organizations. It also outlines the objectives of the study, which are to understand ICICI Life Insurance's internal recruitment process and identify areas for improvement. The methodology discusses conducting surveys with 100 employees using a structured questionnaire. The literature review examines previous research on how technology has improved recruitment and the link between timely HR responses and applicant attraction.
Unilever is an Anglo-Dutch multinational consumer goods company formed in 1930. It owns many of the world's top brands in foods, beverages, cleaning agents, and personal care products. Unilever began operations in Bangladesh in 1964 and now has over 10,000 employees in the country. It manufactures products in Chittagong and its brands are used in over 90% of Bangladeshi households. The company offers competitive salaries and benefits for employees and seeks fresh graduates, experienced specialists, and skilled workers.
A research on effectiveness of training & development programme at t. t. min...Projects Kart
The document discusses the effectiveness of training and development programs at T.T. Minerals Pvt. Ltd. It begins with an introduction to human resource management and the importance of training employees. It then states the problem as evaluating the effectiveness of T.T. Minerals' training programs. The objectives are to understand the skills needed by employees, evaluate current training programs, understand their impact, and analyze employee satisfaction levels. The scope is the employees of T.T. Minerals and how the study can help the organization. It describes the research design, data sources, sampling methodology, and tools for data collection. Finally, it notes limitations of the study such as constraints of time, cost and sample size.
SIP report on Recruitment and SelectionAnant Vijay
Hello everyone, my self Anant Vijay and I am from Kota(RAJ), and i am a student of MBA 2nd year with specialization in HR, and i am sharing my SIP report on Recruitment and Selection of Datt Engineering and Fabrication, I hope you like it and it may use full to you, Thank You.
MBA project report -Techniques of sourcing candidate at augusta hi tech soft...Praveen Kumar Prabakaran
This document is a project report submitted by Praveen Kumar J.P. to Anna University, Chennai in partial fulfillment of the requirements for a Master of Business Administration degree. The project report explores the current techniques used for sourcing candidates at Augusta Hi-Tech Soft Solutions in Coimbatore, India. It uses qualitative research methods like open-ended questionnaires and grounded theory methodology to collect and analyze data on the company's recruitment and selection strategies. The conclusions from the study may help to improve recruitment processes and educational understanding of sourcing concepts.
Recruitment and Selection Process in AircelJunaid Rafiqi
The recruitment and selection process at Aircel begins when a new vacancy arises. The function head raises a vacancy request which is reviewed by HR and approved. For recruitment, Aircel first considers internal candidates through inter-departmental transfers or intra-circle transfers. If no suitable candidate is found, external recruitment methods like campus hiring, job portals or consultants are used. Shortlisted candidates then go through screening tests, interviews and reference checks before final selection.
Training and development at Accenture focuses on continuous learning through various programs. New hires undergo induction training and on-the-job training. Employees must complete 80 hours of training annually through online courses, classroom sessions, or external programs. Accenture invests heavily in learning and development, with regional hubs and online portals, to build a future-ready workforce skilled in new technologies.
This document summarizes a project submitted by LLLL MMMMM for the partial fulfillment of a Master's degree in Management Studies from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management in KKKKKK, India. It includes sections on the organization profile, introduction and objectives of the study, research methodology, data analysis, theoretical framework, findings, limitations, conclusions, suggestions, bibliography, and questionnaire.
A project report on training and development with special reference to sahara...Projects Kart
This document discusses training and development. It defines training and development as improving existing employee skills and exploring potential skills to improve organizational effectiveness. The goals of training and development are to improve individual, organizational, functional, and societal outcomes. Training provides skills, education, development, ethics training, and teaches decision making. Models discussed include the systems model, which involves analyzing needs, designing training, developing materials, implementing, and evaluating training. The importance of training is also highlighted, such as increasing productivity, building team spirit, and improving organizational culture, climate, quality, and profitability.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
MBA Report on Recruitment and Selection procedure samra khan
The document provides details about the recruitment and selection process at Decoria Walls and Floor Solution. It includes definitions of recruitment and selection. The recruitment process involves identifying potential candidates through various sources like advertising, employee referrals, etc. The selection process has several steps - screening of applications, tests, interviews, medical examination and reference checks to evaluate candidates and select the most suitable one. The document also discusses objectives of recruitment, barriers to effective selection, and advantages and disadvantages of external recruitment sources.
Relince life insurance project recruitment and selectionBhupesh sahu
The document provides details about a summer training report submitted for a Master's degree. It discusses the recruitment and selection process at Reliance Life Insurance. The report includes an introduction outlining the importance of effective recruitment and selection. It then describes Reliance Life Insurance's recruitment sources, criteria for advisors, training process, and career paths. The report finds that Reliance recruits 40-50 candidates per month as advisors and focuses on professionalism, pragmatism, and integrity in its process.
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
RECRUITMENT PROCESS AT PHOTOGRAPHY COMPANYYogesh Ram
The document provides a summer internship project report submitted by Yogeshnath S to fulfill the requirements of a Bachelor of Business Administration degree. The report details a study conducted at Zero Gravity Photography on their recruitment process and major HR roles. It includes an acknowledgement, declaration, bonafide certificate, organization profile, and analyses of Zero Gravity Photography's recruitment methodology, quality processes, specializations, and the job profile of a recruiter.
TCS employs 387,223 people globally as of March 31, 2017 who have an average age of 29.7 years. TCS provides training and development programs to help employees grow their careers, including an Initial Learning Program for new hires, CareerHub for mentoring, and Inspire for high-potential employees. TCS also partners with academic institutions for talent acquisition and has initiatives like an accessibility program to promote workforce inclusion.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Recruitment and Selection Process in AircelJunaid Rafiqi
The recruitment and selection process at Aircel begins when a new vacancy arises. The function head raises a vacancy request which is reviewed by HR and approved. For recruitment, Aircel first considers internal candidates through inter-departmental transfers or intra-circle transfers. If no suitable candidate is found, external recruitment methods like campus hiring, job portals or consultants are used. Shortlisted candidates then go through screening tests, interviews and reference checks before final selection.
Training and development at Accenture focuses on continuous learning through various programs. New hires undergo induction training and on-the-job training. Employees must complete 80 hours of training annually through online courses, classroom sessions, or external programs. Accenture invests heavily in learning and development, with regional hubs and online portals, to build a future-ready workforce skilled in new technologies.
This document summarizes a project submitted by LLLL MMMMM for the partial fulfillment of a Master's degree in Management Studies from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management in KKKKKK, India. It includes sections on the organization profile, introduction and objectives of the study, research methodology, data analysis, theoretical framework, findings, limitations, conclusions, suggestions, bibliography, and questionnaire.
A project report on training and development with special reference to sahara...Projects Kart
This document discusses training and development. It defines training and development as improving existing employee skills and exploring potential skills to improve organizational effectiveness. The goals of training and development are to improve individual, organizational, functional, and societal outcomes. Training provides skills, education, development, ethics training, and teaches decision making. Models discussed include the systems model, which involves analyzing needs, designing training, developing materials, implementing, and evaluating training. The importance of training is also highlighted, such as increasing productivity, building team spirit, and improving organizational culture, climate, quality, and profitability.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
The document provides an overview of Deloitte's approach to talent strategies. It discusses key workforce trends, Deloitte's point of view on talent management, and a framework for developing talent strategies. The framework focuses on identifying business priorities, critical workforce segments, and implementing strategies around developing, deploying, and connecting talent. The document also provides examples of diagnostic tools and a sample prioritization roadmap that can be used to assess an organization's talent programs and identify improvement opportunities.
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
This document is a project report on talent management survey conducted at Company Ltd. It includes an introduction outlining the objectives of studying Company's talent management process. The document also includes chapters on research methodology, Company's profile, introduction to talent management concepts, performance appraisal process, career planning, training and development practices at Company Ltd. It aims to understand Company's talent management procedures and suggest improvements.
MBA Report on Recruitment and Selection procedure samra khan
The document provides details about the recruitment and selection process at Decoria Walls and Floor Solution. It includes definitions of recruitment and selection. The recruitment process involves identifying potential candidates through various sources like advertising, employee referrals, etc. The selection process has several steps - screening of applications, tests, interviews, medical examination and reference checks to evaluate candidates and select the most suitable one. The document also discusses objectives of recruitment, barriers to effective selection, and advantages and disadvantages of external recruitment sources.
Relince life insurance project recruitment and selectionBhupesh sahu
The document provides details about a summer training report submitted for a Master's degree. It discusses the recruitment and selection process at Reliance Life Insurance. The report includes an introduction outlining the importance of effective recruitment and selection. It then describes Reliance Life Insurance's recruitment sources, criteria for advisors, training process, and career paths. The report finds that Reliance recruits 40-50 candidates per month as advisors and focuses on professionalism, pragmatism, and integrity in its process.
The document discusses talent acquisition and management processes at Trianz. It provides an overview of Trianz, including what they do, their clients and culture. It then describes the talent acquisition process in detail, from generating hiring requests to onboarding new candidates. Key steps include sourcing profiles, screening, interviewing, selection, negotiations and making offers. The document also includes sections on the organizational profile of Trianz, literature review on talent acquisition strategies, and tables and figures to support the recruitment process description.
This document discusses talent management and its importance for organizations. It notes that senior leadership often overlooks talent management in favor of short-term cost savings. Talent management is defined as using strategic human resource planning to improve business value and help organizations reach their goals. The document then lists some negative impacts of bad hiring decisions and lack of talent management, such as lost time, lower morale, and poorer client solutions. It identifies the six key elements of talent management as workforce planning, talent acquisition, performance management, learning and development, succession management, and retention and engagement. Benefits of talent management include higher productivity, profits, retaining top talent, and helping organizations achieve long-term goals.
RECRUITMENT PROCESS AT PHOTOGRAPHY COMPANYYogesh Ram
The document provides a summer internship project report submitted by Yogeshnath S to fulfill the requirements of a Bachelor of Business Administration degree. The report details a study conducted at Zero Gravity Photography on their recruitment process and major HR roles. It includes an acknowledgement, declaration, bonafide certificate, organization profile, and analyses of Zero Gravity Photography's recruitment methodology, quality processes, specializations, and the job profile of a recruiter.
TCS employs 387,223 people globally as of March 31, 2017 who have an average age of 29.7 years. TCS provides training and development programs to help employees grow their careers, including an Initial Learning Program for new hires, CareerHub for mentoring, and Inspire for high-potential employees. TCS also partners with academic institutions for talent acquisition and has initiatives like an accessibility program to promote workforce inclusion.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
11.a study of talent management as a strategic tool for the organization in s...Alexander Decker
This document discusses talent management as a strategic tool for organizations in selected Indian IT companies. It provides background on talent management, noting that effective talent management has been identified as a top priority for global CEOs. The document then reviews relevant literature on talent management strategies. It outlines the objectives, scope, hypotheses and research methodology of the study, which involved analyzing talent management processes at two Indian IT companies (Infosys and Tech Mahindra) through surveys. The findings suggest that the companies have talent-specific initiatives and view organizational culture and rewards as important for attracting and retaining talent. The conclusion is that by implementing an effective talent management strategy using integrated data and processes, organizations can help ensure they have the right people in the right roles
A LITERATURE REVIEW ON MEASUREMENT OF TALENT MANAGEMENT PRACTICES (TMP) ACROS...Heather Strinden
This document provides a literature review on measurement of talent management practices across different sectors globally. It discusses several factors that are commonly used to measure talent management practices, including recruitment, training and development programs, rewards, appraisal, and retention. The summary analyzes talent management practices in the education sector specifically, noting that components like employee turnover, performance, recognition, and relationships/work environment are priorities. It also reviews several models and frameworks that have been developed and tested to assess talent management practices in academic institutions.
A Study On Talent Management Strategies In IT IndustryDustin Pytko
This document discusses talent management strategies in the IT industry. It begins with defining talent management and outlining the benefits, which include retaining top talent and developing employees. It then describes the key steps in the talent management process, including workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and skills gap analysis. The objectives of the study are to understand the concept of talent management and strategies used in the IT sector in India. Secondary data is collected from journals, websites and books. Several studies on talent management strategies in the IT industry are reviewed.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
HR Strategies to Retain Employees and Building Their Competencyijtsrd
The search for best ways to attract, develop and utilize organizational people the deliverable from the management of strategic human resources is strategy execution. HR practices help accomplish business objectives among the wide range of organizational processes relating to developing, retaining and utilizing high performing employees is employee operational and functional competencies. HR strategies modified hiring practices and career paths to ensure multi competence. The deliverables from management of contribution are increased employee commitment and competence, but also its influence to change, meet employee expectations, and increase financial performance. The principal thrust of this study therefore is to review prior literature with the aim of unraveling such employee competencies that significantly impact the management of talent in the workplace. Using a non empirical approach, the review of extant studies reveals that the skills, knowledge and abilities of employees influence on individual and organizational objective. In this study reveals recruitment and selection, training and development, workforce planning and career paths, compensation and succession planning for employee sustainable. The paper concludes that tying core competencies with concept of HR strategies and retention means of upgrading and retaining their valuable workforce. To achieve this, the paper recommends the building of competency, the identification and possession of high performing behaviors the development of competency related researches. Rajendra Prasad G R | Dr. Manjunath, K. R "HR Strategies to Retain Employees and Building Their Competency" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35899.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/35899/hr-strategies-to-retain-employees-and-building-their-competency/rajendra-prasad-g-r
Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is important for the success of the institutions which is known as talent management. The main issues facing by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions focusing on how to retain the talent and how to develop them. Where institutions are running at risk of talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.The important factors which contributes to faculty retention and recruitment are benefits, supportive environments, spouse employment opportunities, start-up and resources and salaries. This research paper provides few strategies which institutions can adopt for attracting and retaining talent which is best available for them.
This document is a student assignment on the topic of talent management. It includes an introduction to talent management, the need for talent management, challenges in talent management, the role of HR, and examples of talent management practices at Accenture and Infosys. The conclusion discusses future trends in integrated talent management.
A Case Study On Talent Acquisition At OrganisationsSara Alvarez
This case study examines the key dilemmas in talent acquisition at organizations. It discusses perspectives from HR specialists and industry leaders on issues such as whether talent acquisition or retention is more important, developing accurate job descriptions, attracting talent without an established brand, and unrealistic candidate expectations. A primary dilemma highlighted is finding the right balance between talent acquisition and retention. The case also explores how industry differences impact talent acquisition approaches and how evolving education models pose challenges for organizations in acquiring talent. The goal of the case study is to analyze talent acquisition strategies and consider potential solutions to common dilemmas faced by companies.
In a Dynamic environment, human resources are
one of the important sources of the organizational
Enlargement which also helps to take fighting edge. Human
resource system contributes towards the empirical
enlargement through facilitating the change & by
developing the competencies of the employees. Talent
Management is the key for improved business performance
& for the empirical enlargement of an organization. The
linkage between talent management and Empirical
Enlargement will help to attain higher organizational
performance. Many studies have been conducted regarding
how companies can gain a empirical fierce edge through
their human resources & proper knack management.
Having talented employees helps the firms drive and boost
for organizational success. knack management is of strategic
importance & by developing the talent, organizations may
develop strong leadership teams which will help to take
fierce edge and that will enable the organization to achieve
its goals & organizationalsuccess.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
Talented employee attraction in hyderabad electronic retail marketingprjpublications
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The document discusses talent management practices in the electronic retail industry in Hyderabad, India. It administered a questionnaire to sales managers, promoters, and team leaders working in electronic retail. Key findings include that over 90% of respondents were aware of company policies and procedures, around 64% felt their organization had employee-centered HR policies, and 73% were satisfied with their working hours. The conclusion is that electronic retail in Hyderabad is attracting and retaining talented employees through satisfactory policies, hours, and workloads. This allows the sector to maximize profits from experienced staff. The literature review discusses how talent management is critical for competitive advantage and retaining top performers.
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2. International Journal of Case Studies in Business, IT, and Education
(IJCSBE), ISSN: 2581-6942, Vol. 5, No. 1, June 2021
SRINIVAS
PUBLICATION
Laveena C. Crasta, et al, (2021); www.srinivaspublication.com PAGE 268
A Comprehensive Study of Talent Management Process
adopted by Tata Consultancy Services (TCS)
Laveena C. Crasta1, & Shailashri V. T.2
1
Research Scholar, College of Management and Commerce, Srinivas University, Mangalore,
India
OrcidID: 0000-0003-0481-2156 ; E-mail: lavishalet@gmail.com
2
Research Professor, College of Management and Commerce, Srinivas University,
Mangalore, India
OrcidID: 0000-0002-1684-238X ; E-mail: shailashrivt@gmail.com
ABSTRACT
Background /Purpose: Talent management is the kernel of human resource management, the
process of procurement of the right people to be absorbed by a company based on its business
requirements. The surge to absorb the right competency in the global market has forced every
corporation to build a vibrant process to acquire the best, develop and engage the acquired
effectively to achieve optimal results. This paper is a comprehensive study on acquiring
information on the Talent Management process adopted by Tata Consultancy Services (TCS).
Design/Methodology/Approach: This study is based on the data collected from secondary
sources of information. The main sources of information are annual reports of the company
and websites. It is an explorative research case study that aims at identifying the best
practices in terms of the Talent Management process and to perform SWOC analysis.
Findings/Result: Based on the study, TCS has a robust process in place not only to acquire
the best talent but also to nurture the existing talent within the company. This well-established
process has helped the company to have maximum employee retention, which is a great asset
while considering the impact of human resourcefulness in the growth of the company.
Originality/Value: This paper analyses and interprets the Talent Management model of TCS
based on its past 5 financial years of data. Based on the findings and their interpretation,
new knowledge in the form of recommendations/suggestions are presented.
Paper Type: Company Analysis as a Research Case Study.
Keywords: Tata Consultancy Services, Company analysis, SWOC analysis, Talent acquisition,
Talent management, Talent engagement.
1. INTRODUCTION :
Talent management is a vital process in every organization. It plays a quintessential role in the progress
of the organization. The right person at the right job is an asset to the company which when nurtured
can turn into a game-changer. Talent management has become a challenge not just to HR but to the
company as a whole. Considering the competitive nature of the market that is growing at great speed,
acquiring the right person at the right time for the right job is the need of the hour that cannot be
neglected. Talent acquisition is a key area in talent management that has to do with acquiring highly
talented and resourceful people. Having the right mindset and focusing on the key areas of business,
will have a greater impact in adding value to the same. Talent management focuses on finding,
attracting, hiring, growing, developing and retaining the top talent who are the greatest asset of the
company. The company should hire both fresh and experienced candidates considering not just the
current requirement but also having a futuristic perspective [1]. Companies today hire candidates who
possess the skills of adaptability, problem-solving, creativity/ innovation and leadership to foster
continuous growth. HR today has moved from the traditional method of hiring to digital hiring that
provides equal opportunity to all probable candidates without any distinction. Businesses have moved
into human resource information systems to help in the various functions of the HR domain [2]. Tata
Consultancy Services (TCS) is one of the best Indian multinational companies known to attract the best
talent. It is known as a good employer and has an established Talent Management process.
3. International Journal of Case Studies in Business, IT, and Education
(IJCSBE), ISSN: 2581-6942, Vol. 5, No. 1, June 2021
SRINIVAS
PUBLICATION
Laveena C. Crasta, et al, (2021); www.srinivaspublication.com PAGE 269
2. RELATED WORKS :
Talent Management is a continuous process, an organisation should strive at. Many successful
companies invest in Talent Management so that they can attract top talent, keep employees highly
motivated, retain employees and outperform in business productivity. Several authors have contributed
to this field of Talent Management.
Table 1: Review of Talent Management Process and Practices
S. No Area Issue Reference
1
Talent Acquisition
Practices at DXchange
The complex and lengthy
process of talent acquisition
Likhitha & Pasha, (2019).
[1]
2 Talent management
Nurturing talent and retention
at TCS
Rath, N., Rath, M. S., &
GIFT, B, (2014). [2]
3 Talent management
Talent development & talent
acquisition process at TCS
(Kang, L. S., & Sidhu, H.
(2011). [3]
4
Talent Acquisition in
Multinational company
Talent acquisition, best
practices and areas of
improvement in ABSTOM
company.
John Attupuram, P.,
Sequeira, A. H., &
Gopalakrishnan, S,
(2015). [4]
5
Talent Management
Strategy
Analysis, Evolution &
prominent features of talent
management.
(Rana, N, (2017). [5]
6 Employee Retention
Retention strategies adopted by
TCS and their impact on
attrition rate.
(Kumar, M. M., & Mohd.,
D. K, (2017). [6]
7
Innovation a Key Towards
Employee Engagement.
Relationship between Human
resource practices and
Innovativeness among
employees.
Shailashri, V. T., &
Shenoy, S, (2016). [7]
8
Automated talent
acquisition system
Process of transition and
challenges faced.
Sengupta, D., Titus, R., &
Sengupta, S, (2015). [8]
9
Recruitment and Selection
in MNC
Recruitment and selection
process in TCS
Gedela Rakesh Varma, P.
R. (2017). [9]
10 Employee Engagement
Comprehensive literature
review on employee
engagement.
Nalini, G., & Mohd, K.
(2019). [10]
11
Employee retention
strategies
Impact of retention strategies in
employee turnover.
James, L., & Mathew, L,
(2012). [11]
12 Talent retention
Study of Talent retention
strategies in the IT industry.
Behera, R., & Mohapatra,
A. D. (2020). [12]
13 Employee engagement
Role of Employee Engagement
in the growth of the company.
Garg, P. (2014). [13]
14
Recruitment, Selection
towards employee
engagement
Role of recruitment and
selection towards effectively
engaging employees in an
organization.
Shailashree, V., &
Shenoy, S. (2016). [14]
Table 1 depicts the summary of the research papers in the fields of talent management, talent acquisition
and automation, employee engagement and talent retention. Many authors have worked in the areas of
talent management and have stressed the need for building a robust process to sustain business growth.
It has been observed that talent acquisition and development go hand in hand in building a vibrant talent
force for the future.
4. International Journal of Case Studies in Business, IT, and Education
(IJCSBE), ISSN: 2581-6942, Vol. 5, No. 1, June 2021
SRINIVAS
PUBLICATION
Laveena C. Crasta, et al, (2021); www.srinivaspublication.com PAGE 270
3. OBJECTIVES :
This study has been taken up to gain insight into the Talent Management Process implemented or
adopted by TCS. The primary objectives of this study are as follows:
(1) To understand the process of talent acquisition at TCS
(2) To explore the best practices adopted or implemented by the company towards talent development.
(3) To determine if talent management has an impact on attrition and women employment rate in the
company.
(4) To perform SWOC analysis of the Tata Consultancy Services.
4. METHODOLOGY :
This case study has been carried out by making use of secondary sources such as Journals and
Conference Proceedings, Annual Reports, Company Websites, articles published on the internet,
reviews of employees given through social media and SWOC Analysis.
5. OVERVIEW OF TCS :
TCS is a global leader in IT services, consulting, and business solutions. For more than half a century
it has been associated with the world’s largest corporations to bring about transformation through
business solutions. TCS provides an integrated range of business, technology and engineering services
and solutions [24]. This is achieved through its unique Location TM Independent Agile delivery model,
recognized as a benchmark of excellence in software development. TCS is a part of the Tata group and
is India’s largest multinational business group. It is ranked one among the best three most valuable
global IT service brands. TCS is the preferred employer to a large sector of engineering students from
all over India and abroad. The company uses various modes of bringing the best talent in through social
networking sites, technology, gaming platforms to attract talent.
6. THE PATH OF SUCCESS :
Table 2: Path of success [15] [17]
Year Milestones
1968 The inception of the company.
1970 Acquired ICL.
1973 Partnered with Burroughs.
1976 Crossed the $1 million mark in export revenues.
1979 First sales office in New York.
1981 Opened its research wing TRDDC.
1982
Built the Advanced Data Dictionary (ADDICT), a global repository of project
information.
1984 Launched the Falcon (Fast Access Local Computer Network).
1987 Set up the IBM mainframe Centre of Excellence in Madras.
1988 Launched the Integrated Standard Banking System which
1991 Launched a user-friendly accounting software package called E.X. in India.
1992
Set up the core trading platform for the newly created National Stock Exchange, which
changed the way capital markets worked in India.
1995
Launched the Network Custody System (NCS), a new product to meet regional clearing
and custody functions, in partnership with Standard Chartered Bank in Singapore.
2000 Unveiled a new $2 Million global e-business development facility in Mumbai.
2001 Won the largest banking software project in India
2003 Crossed the $1 Billion mark in annual revenue
5. International Journal of Case Studies in Business, IT, and Education
(IJCSBE), ISSN: 2581-6942, Vol. 5, No. 1, June 2021
SRINIVAS
PUBLICATION
Laveena C. Crasta, et al, (2021); www.srinivaspublication.com PAGE 271
2005 Launched the ‘Experience Certainty’ tagline.
2008 Acquired Citigroup Global Services Ltd
2011
Launched iON, a fully integrated cloud-based, pay-per-use platform for Small and
Medium Businesses in India.
2013 Acquired French IT services firm ALTI SA
2014
Launched a cognitive automation product, ignio™ and Acquired Mitsubishi Corporation’s
IT arm in Japan.
2016
Opened Executive Briefing Center in Mumbai, India, and the Digital Reimagination
Studio in Santa Clara, CA.
2017 Unveiled the Business 4.0 thought leadership framework.
2018 Signed three large, industry-defining digital transformation deals.
7. TALENT ACQUISITION PROCESS :
The talent acquisition process can be carried out by considering various aspects, some of which could
be the following.
1. Developing employees
2. Screening people for their abilities
3. Screening More Rigorously
4. Bringing Brand Management to Campus
5. Using Digital Hiring and Screening technology
6. Marketing the Brand Broadly as a Great Place Work
Recruiting the talent, selecting the talent, training and development, retention, promotion, competency
mapping, performance appraisal, career planning are the important aspects of talent acquisition [5].
Every organization has its process towards acquiring the right talent, the researcher discusses here the
process adopted by TCS. TCS has a valuable acquisition strategy to hire candidates with the right
competencies required by the business at the right time, which has to do with a blend of lateral hires
and trainees. TCS has also been a key player to promote research through its research scholarship
programme. Fig 1 shows the comprehensive process of talent acquisition at TCS which has the
academic interface, national qualifier test, campus commune and gamified hiring. All the components
play a vital role in acquiring the best talent by giving equal opportunity to all the candidates seeking to
be associated with TCS.
Fig. 1: Overview of different approaches to the talent acquisition process
Source: Annual reports of TCS [16]
7.1 TCS National qualifier test: This is a nationwide online test conducted via TCS’ digital platform,
TCS iON™. With the exponential demand for expertise in technology, TCS has deployed this method
to identify and retrain candidates who are a good fit for the company [18]. This process helps
prospective candidates from nationwide to the talent ecosystem by going beyond the college campus.
Successful completion of the test would lead to a TCS incorporated video interview which has proved
to be very cost-effective to the company. This platform has bought in the participation of over 3,36,000
students from 2500 colleges. This programme was launched in 2019.
7.2 Academic Interface program: According to TCS, academic institutes are the main stakeholders
in the overall process of acquiring talent. They are crucial to build the quality talent pool through
continuous interaction with various educational institutions [25]. TCS has partnered with several
academic institutions to boost the quality of its curriculum and pedagogy. TCS conducts various
programmes that enhance the skills of the student community to upgrade their knowledge and skills
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that help in being industry-ready. The recent annual report of the company highlights its academic
interface with institutes to have not just the students, but the faculty also developed to have the best
result in terms of talent pursuit. Table 3 and fig 2 shown below gives a descriptive and pictorial
representation of the number of institutes that have been a part of the TCS- Academic interface.
Many institutes have been a part of the TCS academic interface programme as it brings along with
it rich expertise of company or industry perspective.
Table 3: Count of institutes in the Academic Interface program
FY2016 FY 2017 FY2018 FY 2019 FY 2020
Number of institutes 900 1232 706 806 711
Source: Annual reports of TCS [26]
Fig. 2: Year-wise data on the number of institutes associated with TCS
7.3 Campus commune:
TCS has a “Campus commune” portal that helps the students to prepare to join the company. It’s a
unique student engagement portal for collaboration and peer networking, featuring webinars,
educational videos, and expert blogs. An approximate of nearly 2.3 million students are a part of this
portal, which creates quite an impact on building talent. CodeVita is a global programming competition
that attracts thousands of students all over the globe. Among the several other contests, TESTimony,
EngiNx, GameOn, are used to spot and hire top talent [19]. Table 4 and Fig 3 show the tabular and
diagrammatic view of the students who have been a part of the campus commune over the years. The
growth in terms of the number of students being a part of this talent hunt has been enormous. It shows
that there has been a steady increase in the number of students who have been a part of the campus
commune program of TCS. It also indicates the amount of influence that it has on the student
community.
Table 4: Count of Students in campus commune
FY2016 FY 2017 FY2018 FY 2019 FY 2020
Number of students 891429 10,00,000 15,00,000 12,00,000 23,00,000
Source: Annual reports of TCS [25]
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Fig. 3: Year-wise students associated with TCS
7.4 Gamified hiring: TCS has gamified its hiring through contests on its student portal — Campus
Commune. The portal has contests like CodeVita (on global programming), EngiNX (on engineering,
design and innovation, themed around IoT), HackQuest (on ethical hacking), EnQuode (on quality
engineering), and InfraMind (on IT infrastructure with a focus on cloud computing and automation).
The contests allow students to not only explore their skills in specific areas of technology but also to
identify the various other skill sets that need to be acquired. This has led to sharpening talent search and
creating an effective employee value proposition among employees and potential recruits. Table 5
shows that spotting top talent through gamification has increased the hiring count. Over the years the
number of students participating in gamification has increased indicating a positive impact of
gamification. This approach is a very well-accepted one among students as it triggers the creativeness
in them to bring out the best possible talent. Over the years, this could be a major hiring technique that
can boost in finding competitive recruits given a specific scenario.
Table 5: Hiring count through Gamification
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Participation 197639 260000 2,00,000 2,30,000
Hiring count 1100 >2000 > 3000
Source: Annual reports of TCS
8. BEST PRACTICES ADOPTED TOWARDS TALENT MANAGEMENT BY TCS :
TCS has assimilated a very good approach towards talent management within the company to build a
strong talent-driven workforce that is always prepared to take up the challenges emerging at various
time points. Some of the practices are as follows:
• Talent Development
• Career Management
• Talent Diversity
• Talent Engagement
8.1 Talent Development:
Developing employee competency and improving organisational competency is the main focus of talent
development. TCS has advanced into setting up platforms through various programmes to re-skill and
equip its employees with various skills that will help them to stay up to date in the digital era. They
have emphasised experiential learning by providing the necessary infrastructure which is available “any
place, any time and on any device”. The learning methods are also assisted by mentors who provide
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constant coaching and help with proper career advancement. This has turned the employees to build a
constant learning process that will prepare them to face the challenges of the digital world. The company
has moved towards an employee-centric ‘pull’ model from the ‘push’ model of training keeping in mind
the continuous changes taking place in digital technology. This has created a positive impact on the
employees with better skill sets.
Talent development at TCS has various tracks such as [28] –
• Initial Learning Programme (ILP)
• Continuous Learning Programme (CLP)
• Leadership Development Programme (LDP)
• Cultural and language Initiatives (CLI)
ILP was developed to have a smooth transition from the campus to the corporate world by transforming
graduates into IT consultants with a global mindset [28]. The company uses a blend of a learning
platform (iON), digital interactive classrooms (iQlass), virtual labs and a competency tracking platform
(iEvolve) to facilitate learning opportunities for employees worldwide. The state-of-the-art
infrastructure enables learning to be carried out very smoothly. A continuous learning programme
(CLP) is a platform that empowers employees to be on par with the technological developments and
strategies adopted by its clients to understand the business prospect in a better way. This highly depends
on the clients and their business strategies, project needs, technology and business direction along with
individual aspirations [29]. ‘Aspire’, is the company’s digital ILP that surpasses the topographical
boundaries and facilitates the new talent to be a valuable asset of the company at a faster rate.
The much-needed talent is to build the next level leaders who will strive in keeping up to the pace at
which the company is growing by equipping themselves with the recent advancements. LDP plays a
vital role in this direction and has tailored programmes at each level and career path. The training
process is customized based on the reviews and redesigned taking into consideration the changing
nature of business and the global diverse workforce. TCS has collaborations with globally recognised
coaching agencies to provide coaching intervention to its leaders [2]. The company has also launched
programmes to develop women employees for leadership roles as a part of women empowerment. The
company has several initiatives towards developing talent by helping employees to climb the ladder of
success.
CLI main focuses on three C’s – Culture, Communication and Collaboration. The main initiatives
through this platform are country-specific ‘culture shots’ by offering guidance for the first-time visitor
to a new country, training in English for non-English speaking employees and training in 11 foreign
languages. As per the recent annual report, the talent development can be summarised as follows:
Fig.4: Talent Management at TCS
Source: TCS Annual Report [18]
8.2 Career Management:
TCS has multiple initiatives to promote career growth amongst its employees. Some of them are
discussed here. ‘CareerHub’: It is a platform that provides mentoring services to employees. It captures
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employees’ career aspirations and provides mentoring services. This helps employees to choose their
mentor, based on a match, with their aspirational skill sets. ‘Inspire’, a specialized program that provides
fast-track career progression to high-potential employees. TCS has many structured programs at senior
leadership levels so that the employees realize their full potential. There is a system of review of
leadership and assessment profile of all leaders to have a healthy succession pipeline.
8.3 Talent Diversity:
TCS believes in including people of various backgrounds in the company without creating distinctions
based on gender, disability, culture to provide equal opportunity to job seekers to work at TCS. It also
creates an environment of inclusiveness by enhancing workplace diversity. Through ‘Talent Diversity’,
the company aims to invest and optimize its global presence to pursue opportunities in the global market
as an ongoing process [3]. ‘Diversity’ and ‘Inclusion’ are the two sides of a coin that are highly
interdependent in understanding the unique skills and perspectives of an individual that enable in
creating an environment that encourages and respects these to build a better organisation. An effective
diversified approach amalgamates this viewpoint into all the processes of the organisation to have a
better work environment [21]. TCS has been an Equal Opportunity Employer by understanding that
diversity which is in many forms such as gender, caste, religion, culture, age, academic discipline, etc.
benefits the organisation. It has a well-defined Diversity and Inclusion policy. TCS is one of the world’s
largest employers of women, it has to its credit an all women centre for business processes and IT
services in Riyadh, Saudi Arabia with 1000 women employees of which 85% are local hires. This
milestone is a major step in the process of empowering women. The organization is sensitive towards
parenthood and has policies such as extended leave, special focus on the security of women employees,
re-orientation programmes after long leave, focused mentoring, special leadership programmes to help
its women employees to meet their aspirations. Compensation levels are purely based on merit and do
not have gender or any other diversity parameters associated with it. TCS’ diversity-focused talent
acquisition strategy has a wide diversity of talent in the company which has enhanced its employee
performance to a large extent. TCS not only has a diversified workforce but also promotes this diversity
with the client organisations who are associated with it. It has various initiatives like Be-Inspired, nWin,
Workplace Parents Group, etc to help its employee attain their maximum potential through proper
intervention and create a work-life balance.
8.4 Talent Engagement:
Cara: This is an HR bot that was introduced by TCS to answer the routine queries instantly, which was
not possible manually. "Cara can answer HR policy and process queries anytime, anywhere, thereby
saving valuable productive time and effort of our people"[22].
Milo: A chatbot that helps with the mentoring process.
Knome, KnowMax, GEMS: These platforms help the employees for better social collaboration within
the organisation, to learn, share and to be a part of the reward and recognition [22].
Safety First: This is an initiative that emphasises employee safety and security [18].
Fit4life: This helps in ensuring fitness culture among the workforce to build their health and fitness.
This Corporate Challenge intends to promote fitness amongst employees and also creates social
awareness [23].
'Purpose4life' creates corporate social responsibility by helping society at large through some projects
as an act of giving back to society, which in turn increases employee bonding. This also helps in
promoting the work-life balance of the company, which in turn helps in employee retention [24].
Maitree: A community of TCS employees and their families which helps in improving employee
bonding and builds a better work-life balance through various activities. Through this initiative, TCS
aims at cultivating and propagating volunteer-driven, meaningful activities for its employees and their
families [6].
PULSE TCS annual employee engagement and satisfaction Survey, which is the formal listening forum
of the organization. This is a measure that helps the employees to have a sense of ownership towards
the Company and their support to "One TCS" belief. This helps in getting to know the employees, their
work satisfaction or any other grievances which in turn will help in studying the tendency of turn-over
as well [25].
TCS Cares aims to build a workforce that is emotionally strong and mentally resilient [26].
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Through talent management and talent engagement process, the organization has created a
performance-driven environment where innovation is appreciated, performance is acknowledged and
employees are motivated to optimize their potential. With all the initiatives taken by the company
towards talent acquisition, development and retention, the following table show the impact on the
employees. The attrition rates are smaller compared to that of the retention rate. The company is
progressing at great speed concerning the number of personnel being attracted and hired by the
company. This indicates that the acquisition process of the company is up to date and is undergoing
continuous change as per the market demand.
Table 6: Total Headcount over the years at TCS
Year 2015-16 2016-17 2017-18 2018-19 2019-20
Total Headcount 353843 387223 394998 424285 448464
Fig. 5: Year wise data on total headcount at TCS
Fig 5 and Table 6 gives a clear impact of the talent acquisition process taking place in the company in
terms of employee strength that is growing linearly over the years. TCS has been the major recruiter in
the country for years and the most sought-after firm by the student community for its well-established
approach to talent management.
Table 7: Attrition rates in % at TCS
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Attrition % 15.5 10.5 11 11.3 12.1
Fig. 6: Year-wise data on attrition rate at TCS
Table 7 and Fig 6 shows the percentage attrition rate of the company for 5 years, which though shows
an upward trend, is under control. The company is working towards decreasing its attenuation rate
through various measures through a proper talent engagement process. It has various programmes like
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Cara, Milo, Safety first, Fit4life, TCS cares, Awards and Recognitions to have a better bonding with
the employees, which in turn will improve their retention rates.
Table 8: Women employee rates in % at TCS
Year 2015-16 2016-17 2017-18 2018-19 2019-20
Women % 33.8 34.7 35.3 35.9 36.2
Fig. 7: Year-wise data on % of women employees at TCS
Table 8 and Fig. 7 gives an overview of the percentage of women in the company. There is a uniform
growth of women employees in the company. The company has various programmes initiated to
improve women empowerment and safety measures. The company provides special and extended leave
towards motherhood and then helps them reconnect through re-orientation. TCS employs more women
compared to its competitors.
9. SWOC ANALYSIS OF TCS :
SWOC is used to analyse a company's performance according to its strengths, weaknesses,
opportunities, and challenges. It opens up a platform where you can dig deeper into your company's
stronghold, identify weaknesses to overcome them, know its future opportunities to make the best of
them, and face challenges to succeed. This is an effective tool for a better understanding of the business
and enables the corporations to prioritize in the right direction [31].
Table 9: SWOC Analysis of TCS
Strengths Weakness
• Job security
• Employee strength with diversity
• Healthy work environment
• Health benefits
• Elaborate training
• Next-gen learning and development
• Industry academia collaboration
• Influence on higher education
• Compensation is not competitive
• Promotions/ growth is very slow
• Salary is lesser
• Business Travel
• The recruitment process is slow
• Approvals take a long time
• Beauracratic in nature
Opportunities Challenges
• Increased digital trend
• More bots can be deployed for
queries
• Intensifying the digital mode of
hiring
• Large organization with multiple
levels of authority
• The long decision-making process
and people dependent
• Grooming non-technical candidates
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• New selects get lost in this big ocean
• Global competition / Intense
competition
• Immigration restrictions
• Attrition rate
9.1 Strengths:
TCS, one of the leading IT services of the world, has a brand image that is very strong in the IT sector.
Its unique strength lies in its employee strength of over 400000. The company encourages and builds
on the aspect of talent diversity that has helped it to grow in providing a healthy work environment to
its employees. It has a well-defined Diversity and Inclusion policy. The company offers intensive and
elaborate training to its employees at various stages viz., absorbing, parental leave which helps the
employees to connect/reconnect to the working environment. A tremendous amount of constant
learning and development taking place through various platforms that help to keep the employees up to
date with the current development in the IT service sector. It provides the importance of employee
safety and health benefits to its employees and has created a great impact of belongingness among them.
The company has a strong industry-academic relationship with the top institutes within India and
worldwide which plays a vital role in acquiring the right talent. The various programmes hosted by TCS
through the academic interface have influenced higher education to a large extent. It has also helped in
bridging the gap between industry and academia by giving the necessary training to the faculties to
deliver on par with industry requirements.
9.2 Weakness:
Although the company follows a very systematic process towards compensation, it's not on par with its
competitors. The process of promotion is very slow leading to attrition among employees. Considering
the magnitude of the company across the world and with over 400,000 employees, it follows a very
lengthy process towards approval of any kind. This in turn delays certain processes which need
immediate action. The redundant queries that need to be addressed move through a lot of human
interventions that could lead to delay in getting the necessary answers, which in turn slows down the
process. There is a lot of travel involved among employees due to the magnitude and spread of the
company, which could be a difficult phase for the family members of the employees to cope with. The
recruitment process is slow, and it takes a lot of time to induce new recruits into the company when
compared to other competitors. This in turn leads to a sense of fear amongst the new recruits, which
could lead to loss of good talent.
93 Opportunities:
As the world today is moving at an exponential speed towards digitization, the demand for IT services
is soaring very high. This will help the company to grow and expand into new horizons. The pandemic
that we are facing today has forced almost every sector to move online and digitize every field. This
has also created an opportunity towards identifying talent from all over the world through the digital
process of hiring to acquire the best in the market. The company has already moved towards digital
hiring through NQT (National qualifier test) and the current opportunity will add more advantages in
this direction. The company has an added advantage to explore more of its digital technologies in
enhancing the scale, quality and experience of talent acquisition, talent development and talent
engagement [27].
9.4 Challenges:
The magnitude of the company, which on one hand is its strength, is also a concern when it comes to
decision making as it is time-consuming due to the multiple levels of hierarchy that exist in the
company. The new recruits take a lot of time to adjust and gain acquaintance within the company. The
competition in the global market is a massive challenge towards acquiring the right talent and delivering
the best to the clients. Another major challenge is the immigration restrictions that are enforced by
various countries that need to be considered when the employees take business travel or relocate to
another country. Though the attrition rate of the company, when compared to its competitors, is quite
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small, yet the company needs to strategize on retaining its talent as the IT field flourishes and the
demand to absorb the right talent is at its peak.
10. RECOMMENDATIONS :
Based on the study done through various secondary sources, the company is performing extremely well
in almost all aspects. The time consumed in addressing the redundant queries can be assisted by a
chatBot instead of human intervention. The company can move towards familiarizing itself with new
recruits through some innovative activities which could boost the employees to have better acquaintance
and perform accordingly. Short-term business travel could be considered instead of long-term ones. It
would be better to assign employees who are willing to relocate to assignments abroad. The company
can also think of training its personnel in its branch countries so that they are well prepared for any
challenges ahead.
11. CONCLUSION :
A comprehensive study of the Talent Management Process of TCS was undertaken in this paper. Based
on the analysis of the company, this study has gained insights into the talent acquisition process at TCS.
The company plans to hire the best talent to improve its competitiveness in the global market. It follows
a robust process for the same by being well-connected with the premier educational institutes in India
and abroad to have the upper hand to choose the creamy layer of talent. The academic interface can be
made more viable if both the industry and academia understand the needs and constraints of each other
and work towards it. The company has the best practices of acquiring talent through the academic
interface, Campus commune, Gamified hiring, and its recent addition of the National qualifier test.
These have enhanced the talent acquisition process of the company. According to this study, the
company invests a large amount of time and resources into talent management by developing talent
within the company. TCS believes in constant learning and providing a platform to learn for all its
employees. This is an impressive move towards keeping the employees on par with the continuous
development taking place in the IT sector. The company has a remarkable talent management process
that helps in developing the acquired talent, engaging them fruitfully towards delivering their best by
providing optimal results that help to achieve the business objectives. Overall, the company has an
unparalleled retention rate due to some of its best practices like talent diversity, career management,
and the process of promotion which is unbiased. Based on the SWOC analysis, the company is
performing exceptionally well in terms of talent engagement and talent development. A healthy work
environment and health benefits are an added advantage towards the same. Considering the enormous
growth in the digital sector, TCS will emerge as a great giant in the IT field by expanding into new
horizons.
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