The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.

1. JAWAHARLALNEHRUTECHNOLOGICALUNIVERSITY
ANANTAPUR–515002
DEPARTMENTOFMANAGEMENT
A SEMINAR ON “TALENT MANAGEMENT”
Submitted By Under the Guidance of
T.Satya Deepthi Ms.K.Srilatha
140A1E0017 MBA

2. TALENT MANAGEMENT

3. Talent management is a process that emerged in the 1990s and
continues to be adopted, as more companies come to realize
that their employees’ talents and skills drive their business to
success.

4.  Attracting and recruiting qualified candidates with
competitive backgrounds
 Managing and defining competitive salaries.
`
 Training and development opportunities.
 Performance management processes.
 Retention programs.
 Promotion and transitioning.

5. Emergence of Talent Management
In Companies
• Nearly 80% of CEOs say HR issues are core to a company's
success. Around 73% of CEOs spend a fourth of their time in
talent development, with a similar percentage spending it on
retention of the best performers. Nearly 61% have employee
satisfaction as an integral part of their goals.
• "Over the past three to four years, addressing the needs of
employees and talent management has gained prime
importance for CEOs, specially since unemployability remains
an issue," says Modi.

6. Model of Talent Management

7. New Challenges and Trends in
Talent Management
• Building competitive advantage
upon employees’ knowledge and
talents; knowledge management,
talent management and managing
key employees
• Careful choice of employee/talent
recruitment model
• New approach to the selection of
employees/talents

8. • Building employment reserves and succession plans
• Change of the motivation patterns for
employees/talents]
• Combining formal and informal leadership
• Introduction of employees/talents’ participation in
management

9. Comparison of priorities of the environment in past at present
present

11. EMERGING OF TALENT
MANAGEMENT IN 2016
•A New approach to performance
reviews
•Culture
•Sourcing talent with Technology
•Getting on board with analytics

12. Infosys splits HR head role to
focus on top talent management
• India's second largest software services firm, Infosys, wants its
next human resources head to focus on leadership development
and succession planning, a strategy-led position removed from
routine operational hiring and employee management functions
as part of a larger organizational overhaul.
• The company undertook an organization reshuffle recently that
will result in current global HR head Srikantan Moorthy moving
to a new delivery function role effective April 1.Executive vice
president Binod Hampapur Rangadore leads overall "talent
fulfillment" function, which includes mass recruitment, training,
and personnel allocation

14. Attract & Retain Strategies at
INFOSYS
• Infosys, one of the first Indian
company to offer stocks to its
employees in the 1990’s to roll
out a new stock incentive plan
for top and mid level executive
as part of a strategy to attract
and retain top talent.
• Provides better work environ-
ment .
• Infosys has taken initiatives to
catch the available talent pool
by working with education
regulators in India and abroad.

15. Cont..
• One of them is the Company
Image. Company image of Infosys
is very high in the current market,
it stood 3rd among the top 10 IT
companies.
• Learning opportunities are also be
the reason for the retention of
employee, as Infosys has a good
training infrastructure.
• Working environment provided by
the Infosys is also pleasant, which
will motivate employee to retain in
company.
• A competitive salary package is
also offered by Infosys in order to
retain work knowledge.

16. INITIATION BY
• With changing employee demographics in the flat world,
the entire recruitment and deployment has changed. It
has become essential to source talent where it is more
cost effective. To achieve this objective, Infosys has
developed an innovative work force management
strategy –”THE GLOBAL TALENT PROGRAM”.
• This is the largest sustained effort by any company to
recruit from campuses outside of India and develop the
skills of a global work force through training assignments
in India. This helps in reduced costs, high retention rates,
improved customer service and increased productivity.
• This initiative led INFOSYS to INITIATIVE WINNING THE
OPTIMAS AWARD in the GLOBAL Outlook Category for
2007.

17. CONCLUSION:
• “Talent Management” has become one of the most
important buzzwords in corporate Hr and training today.
Organizations know that they must have the best talent in
order to succeed in hypercompetitive and increasingly
complex global economy. They must manage talent in a
critical resource to achieve the best possible results in long
run.
• The war for talents is becoming more and more widespread.
The organizations who want to acquire competitive
advantage should implement appropriate strategies which
bridges the gap that develops talent in organisations to
meet global challenges.

18. Conclusion ( just read :P )
Organizations that deploy effective strategic talent management
practices truly understand that talent is a key competitive
advantage. Building the business case will be the hardest part for
human resources professionals, however, they can help themselves
by genuinely understanding the business and seek and give guidance
to the executives who generally do not want to invest their time in
these processes. Building the business case and coupling it with a
strategy map will provide for a simple and powerful way for the
human resources professional to demonstrate value and
communicate visually how the strategy can be executed.
Additionally, it will be critical for the human resources professional
to decouple the strategy from being just a human resources
initiative but instead a whole organization or business initiative.
Doing this will allow for human resources to be viewed as a true
strategic business partner. When organizations leverage strategic
talent management practices they can project confidence to their
market and remain nimble and flexible regardless of the market
conditions.

19. ,.
“DigYourWell,
BeforeYou're
Thirsty”