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.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
The document provides information about ACC Limited, a leading cement and concrete manufacturer in India. It discusses the concrete industry in India and how it is growing. It then provides an overview of ACC, noting that it has 17 cement factories, over 40 ready mix concrete plants, and a large workforce and distribution network across India. The summary highlights ACC's experience in mining limestone and how it is a major customer for various industries in India. It also mentions some of the awards ACC has received for its social and environmental initiatives.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
The document summarizes a study on the recruitment and selection process at Coromandel International Limited, an India-based fertilizer company. It includes an introduction describing the importance of recruitment and selection for organizational success. It then outlines the objectives, methodology, data analysis, findings, and recommendations of the study focused on evaluating Coromandel's current processes and identifying areas for improvement.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
This document provides an overview of recruitment and selection trends in the food industry. It discusses challenges facing the industry such as rising costs, regulations, and changing consumer preferences. There is increased demand for organic and healthy products. The document also outlines key recruitment and selection trends, including an increased focus on organic foods driven by consumer demand. It notes the food processing industry is a major economic driver in many areas and faces both opportunities and challenges in attracting and retaining talent.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
The document provides information about ACC Limited, a leading cement and concrete manufacturer in India. It discusses the concrete industry in India and how it is growing. It then provides an overview of ACC, noting that it has 17 cement factories, over 40 ready mix concrete plants, and a large workforce and distribution network across India. The summary highlights ACC's experience in mining limestone and how it is a major customer for various industries in India. It also mentions some of the awards ACC has received for its social and environmental initiatives.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
HR Project Report on Recruitment & Selection Procedure
HR Project Report on Work Life Balance
HRM Project Report on HR Trends
HR Project Report on Training and Development of Employees.
HR Project Report on Total Quality Management
HR Project Report on Employee Performance Appraisal
HR Project Report on “Performance Appraisal”?
HR Project Report on Job Satisfaction of employees
HR Project Report on Quality Circle of Industries
Project report on Workers Participation in Management
The document summarizes a study on the recruitment and selection process at Coromandel International Limited, an India-based fertilizer company. It includes an introduction describing the importance of recruitment and selection for organizational success. It then outlines the objectives, methodology, data analysis, findings, and recommendations of the study focused on evaluating Coromandel's current processes and identifying areas for improvement.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
This document discusses talent management practices in the manufacturing industry. It begins with an introduction to talent management and its importance. It then discusses some key aspects of talent management in manufacturing such as identifying competency requirements, skills gaps, and development plans. It notes that talent management is crucial in manufacturing due to training investments. It also highlights challenges manufacturing faces in attracting and retaining talent due to perceptions of the industry and competition for skills. The document then analyzes factors like advancing technology and demographic changes that are exacerbating skills gaps in manufacturing and increasing needs for continuous learning. It concludes by emphasizing the importance of talent strategies for manufacturers to address these challenges and future talent needs.
This document provides an overview of recruitment and selection trends in the food industry. It discusses challenges facing the industry such as rising costs, regulations, and changing consumer preferences. There is increased demand for organic and healthy products. The document also outlines key recruitment and selection trends, including an increased focus on organic foods driven by consumer demand. It notes the food processing industry is a major economic driver in many areas and faces both opportunities and challenges in attracting and retaining talent.
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.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
This document is a summer project report submitted by Virang B. Darji to fulfill requirements for an MBA program. It discusses work completed at Punyam Management Services Pvt. Ltd., where the student studied human resource management practices. The report includes sections on the company profile, organization structure, human resource planning, job analysis, recruitment, selection, training and development, performance appraisal, employee welfare, motivation, industrial relations, grievance procedures, collective bargaining, and a case study.
The document discusses career and talent management at Unilever Bangladesh. It defines talent management as a process for identifying, developing, and retaining skilled employees. It outlines key aspects of an effective talent management system, including performance management, leadership development, and workforce planning. The document also discusses various tools for evaluating employee performance, such as management by objectives, graphic rating scales, and 360-degree appraisals. Finally, it describes the eight steps in Unilever's talent management process, from workforce planning to onboarding new employees.
A sample of an academic project on Human Resource management basically focusing on the vertical of Recruitment and Selection followed by Offer Letter samples.
The document discusses challenges in managing expatriates for multinational corporations. It notes that MNCs often experience premature return of expatriates due to failed assignments and loss of returned expatriates due to poor repatriation. This can threaten organizational performance. To reduce costs, MNCs aim to improve expatriate management before, during, and after international assignments. The document also outlines an assignment asking students to analyze and address issues relating to expatriate management.
Dissertation on supplly chain managementNishant Dutta
This document provides an overview of a dissertation on competencies required for management trainees in supply chain management. It begins with an executive summary describing the evolving role of supply chain management and competencies needed. The research objectives are identified as determining the competencies needed for management trainees, identifying competency gaps between MBA students and trainees, and comparing job descriptions across industries. A literature review covers previous research on competency mapping and factors that influence skills development. The methodology describes an exploratory study to identify core competencies through analysis of required workforce skills and mapping actual versus targeted competency values.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
The document discusses recruitment and selection processes. It begins by defining recruitment and discussing its importance. It then covers factors affecting recruitment, theories and policies of recruitment, sources of recruitment including internal and external sources, and methods of recruitment such as promotions, job posting, employee referrals, campus recruitment, and advertisements. The document also discusses selection processes and provides illustrations of recruitment and selection at specific companies.
Aihe internship project report on evaluation of recruitment and selection ...Dipesh Sharma
Le Matinal is the leading newspaper in Mauritius that publishes daily in both French and English. The internship report discusses the recruitment process at Le Matinal based on a 6-week internship. The objectives of the study were to understand and analyze the recruitment procedures and identify areas for improvement. The report provides an overview of the company profile, the importance of human resource management, and defines key terms like recruitment. It describes the various stages of the recruitment process from identifying vacancies to selecting candidates.
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.
Emerging Trends in Recruitment Process OutsourcingIJMTST Journal
With the changing times the roles of HR are also changing and became more diversified. The competitive pressures wrought by the new economy call for a change in the role of the “Human Resources” function. In today’s business environment HR must become a leader in identifying new business opportunities, defining business strategy and corporate priorities, and preparing the organization for continuous and often disruptive changes. Similar is the case with the profile of recruitment – having limited perspective changes and gets a new face having many changes and broader perspective. Hiring good people is one of the most significant contributions of the HR function. To find the right person who would fit the job specification is increasingly becoming difficult. Thus, many specialized firms that totally deal with the hiring process have come up as a boon for the organizations, giving birth to the “Recruitment Process Outsourcing” (RPO). The objective of the RPO’s is to provide effective recruitment, reducing the hiring costs significantly to generate greater results.
Hrm group assignment cedar park furniture sri lankaChamal Nandika
This document outlines the talent management policy for Cedar Park Furniture's operations in Sri Lanka. Some key points:
1) Cedar Park aims to implement comprehensive talent management strategies to attract, develop, retain and engage valuable employees.
2) The policy covers employer branding, building an internal talent pool, recruitment, performance management, rewarding, and retention.
3) Internal and external recruitment processes provide equal opportunities. Selection is based on qualifications and experience.
Performance is reviewed twice yearly and rewards include financial incentives for achieving targets as well as non-financial rewards. The goal is to retain top talent through development, recognition and a rewarding work environment.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
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.
Anempirical study on the performance of self financing engineering colleges (...prjpublications
This document discusses a study on the performance of self-financing engineering colleges in India that are autonomous versus non-autonomous. A questionnaire was administered to faculty members to collect data on 21 quality dimensions related to inputs and outcomes. Statistical analysis found significant differences between autonomous and non-autonomous colleges in 10 dimensions. Most input dimensions were significantly correlated with outcome dimensions, regardless of college category. Previous literature on defining and measuring quality in engineering education is reviewed, focusing on frameworks used for accreditation and rankings.
Review of three categories of fingerprint recognition 2prjpublications
This document reviews three categories of fingerprint recognition techniques: correlation-based, minutiae-based, and pattern-based. Minutiae-based matching is the most popular as minutiae points require less storage than images but it is more time-consuming than other methods. The correlation-based method matches entire fingerprint images and handles poor quality prints better but is computationally expensive. Pattern-based matching compares fingerprint swirl/loop patterns but requires consistent image alignment. Challenges include enhancing low-quality images and improving feature extraction, matching, and alignment algorithms.
Impact of emerging market characteristics on marketing programsprjpublications
This document discusses marketing challenges in emerging markets like India and China. It identifies three key characteristics of emerging markets: low incomes, variability in consumers and infrastructure, and relative cheapness of labor. These characteristics impact marketing programs in areas like segmentation, product, price, distribution, and communication. The document reviews literature on income inequality in India and China and discusses how differences in income levels, regional variation, and population trends present both opportunities and challenges for marketers in their strategies and programs in these emerging markets.
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.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
This document is a summer project report submitted by Virang B. Darji to fulfill requirements for an MBA program. It discusses work completed at Punyam Management Services Pvt. Ltd., where the student studied human resource management practices. The report includes sections on the company profile, organization structure, human resource planning, job analysis, recruitment, selection, training and development, performance appraisal, employee welfare, motivation, industrial relations, grievance procedures, collective bargaining, and a case study.
The document discusses career and talent management at Unilever Bangladesh. It defines talent management as a process for identifying, developing, and retaining skilled employees. It outlines key aspects of an effective talent management system, including performance management, leadership development, and workforce planning. The document also discusses various tools for evaluating employee performance, such as management by objectives, graphic rating scales, and 360-degree appraisals. Finally, it describes the eight steps in Unilever's talent management process, from workforce planning to onboarding new employees.
A sample of an academic project on Human Resource management basically focusing on the vertical of Recruitment and Selection followed by Offer Letter samples.
The document discusses challenges in managing expatriates for multinational corporations. It notes that MNCs often experience premature return of expatriates due to failed assignments and loss of returned expatriates due to poor repatriation. This can threaten organizational performance. To reduce costs, MNCs aim to improve expatriate management before, during, and after international assignments. The document also outlines an assignment asking students to analyze and address issues relating to expatriate management.
Dissertation on supplly chain managementNishant Dutta
This document provides an overview of a dissertation on competencies required for management trainees in supply chain management. It begins with an executive summary describing the evolving role of supply chain management and competencies needed. The research objectives are identified as determining the competencies needed for management trainees, identifying competency gaps between MBA students and trainees, and comparing job descriptions across industries. A literature review covers previous research on competency mapping and factors that influence skills development. The methodology describes an exploratory study to identify core competencies through analysis of required workforce skills and mapping actual versus targeted competency values.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
The document discusses recruitment and selection processes. It begins by defining recruitment and discussing its importance. It then covers factors affecting recruitment, theories and policies of recruitment, sources of recruitment including internal and external sources, and methods of recruitment such as promotions, job posting, employee referrals, campus recruitment, and advertisements. The document also discusses selection processes and provides illustrations of recruitment and selection at specific companies.
Aihe internship project report on evaluation of recruitment and selection ...Dipesh Sharma
Le Matinal is the leading newspaper in Mauritius that publishes daily in both French and English. The internship report discusses the recruitment process at Le Matinal based on a 6-week internship. The objectives of the study were to understand and analyze the recruitment procedures and identify areas for improvement. The report provides an overview of the company profile, the importance of human resource management, and defines key terms like recruitment. It describes the various stages of the recruitment process from identifying vacancies to selecting candidates.
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.
Emerging Trends in Recruitment Process OutsourcingIJMTST Journal
With the changing times the roles of HR are also changing and became more diversified. The competitive pressures wrought by the new economy call for a change in the role of the “Human Resources” function. In today’s business environment HR must become a leader in identifying new business opportunities, defining business strategy and corporate priorities, and preparing the organization for continuous and often disruptive changes. Similar is the case with the profile of recruitment – having limited perspective changes and gets a new face having many changes and broader perspective. Hiring good people is one of the most significant contributions of the HR function. To find the right person who would fit the job specification is increasingly becoming difficult. Thus, many specialized firms that totally deal with the hiring process have come up as a boon for the organizations, giving birth to the “Recruitment Process Outsourcing” (RPO). The objective of the RPO’s is to provide effective recruitment, reducing the hiring costs significantly to generate greater results.
Hrm group assignment cedar park furniture sri lankaChamal Nandika
This document outlines the talent management policy for Cedar Park Furniture's operations in Sri Lanka. Some key points:
1) Cedar Park aims to implement comprehensive talent management strategies to attract, develop, retain and engage valuable employees.
2) The policy covers employer branding, building an internal talent pool, recruitment, performance management, rewarding, and retention.
3) Internal and external recruitment processes provide equal opportunities. Selection is based on qualifications and experience.
Performance is reviewed twice yearly and rewards include financial incentives for achieving targets as well as non-financial rewards. The goal is to retain top talent through development, recognition and a rewarding work environment.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
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.
Anempirical study on the performance of self financing engineering colleges (...prjpublications
This document discusses a study on the performance of self-financing engineering colleges in India that are autonomous versus non-autonomous. A questionnaire was administered to faculty members to collect data on 21 quality dimensions related to inputs and outcomes. Statistical analysis found significant differences between autonomous and non-autonomous colleges in 10 dimensions. Most input dimensions were significantly correlated with outcome dimensions, regardless of college category. Previous literature on defining and measuring quality in engineering education is reviewed, focusing on frameworks used for accreditation and rankings.
Review of three categories of fingerprint recognition 2prjpublications
This document reviews three categories of fingerprint recognition techniques: correlation-based, minutiae-based, and pattern-based. Minutiae-based matching is the most popular as minutiae points require less storage than images but it is more time-consuming than other methods. The correlation-based method matches entire fingerprint images and handles poor quality prints better but is computationally expensive. Pattern-based matching compares fingerprint swirl/loop patterns but requires consistent image alignment. Challenges include enhancing low-quality images and improving feature extraction, matching, and alignment algorithms.
Impact of emerging market characteristics on marketing programsprjpublications
This document discusses marketing challenges in emerging markets like India and China. It identifies three key characteristics of emerging markets: low incomes, variability in consumers and infrastructure, and relative cheapness of labor. These characteristics impact marketing programs in areas like segmentation, product, price, distribution, and communication. The document reviews literature on income inequality in India and China and discusses how differences in income levels, regional variation, and population trends present both opportunities and challenges for marketers in their strategies and programs in these emerging markets.
The document summarizes three algorithms for multi-robot path planning: Bacteria Foraging Optimization (BFO), Ant Colony Optimization (ACO), and Particle Swarm Optimization (PSO). BFO is inspired by how bacteria like E. coli search for food by swimming and tumbling. ACO is based on how ants deposit and follow pheromone trails to find food sources. PSO mimics the movement of bird flocking and fish schooling. The document provides details on the mechanisms and equations used in each algorithm's approach to finding optimal paths for multiple robots.
This document discusses stress management in the IT industry. It begins with an introduction that defines stress and discusses short-term and long-term stress. It then outlines the objectives and methodology of the study, which examines stress factors for IT employees. The findings indicate that workload, vulnerability, and low physical condition are major stress contributors. The document concludes with recommendations for stress reduction programs and techniques.
It’s high time to come to terms with hcm – the superset of hrm!prjpublications
This document summarizes a research study on measuring human capital management (HCM) in the IT industry in India. The study aims to determine if IT companies have measurement systems in place to optimize HCM and organizational performance. It reviews literature on measuring HR and human capital. The study measures HCM using 5 parameters (leadership practices, employee engagement, knowledge accessibility, workforce optimization, organizational learning capacity) and 20 factors within those parameters. Data was collected via survey from IT employees. The objectives are to characterize respondents, assess measurement systems, measure HCM value, and analyze correlations between human capital drivers. Results may show the level of focus on HCM among Indian IT firms and their understanding of its importance for knowledge-based industries
Smes role in reduction of the unemployment problem in the area located in sa...prjpublications
This study examines the role of small and medium enterprises (SMEs) in reducing unemployment in northern Saudi Arabia. It analyzes survey responses from 1,370 SME workers. The study finds: 1) SMEs positively contribute to economic development and solving unemployment; 2) Low SME salaries discourage local workers; 3) Government support is needed to encourage SMEs and reduce unemployment. The study recommends that the government increase SME funding, wages, and support to provide jobs and reduce unemployment in northern Saudi Arabia.
Strategies of women entrepreneurs in economic developmentprjpublications
1. The document discusses strategies for strengthening women entrepreneurs in India. It focuses on the importance of small and medium enterprises (SMEs) and how they have empowered women.
2. It describes the current state of women entrepreneurs in India, including challenges they face in rural and urban areas. Problems include lack of access to financial resources, cultural barriers, and isolation from business networks.
3. The document proposes several strategies to support women entrepreneurs, such as providing entrepreneurship training, highlighting successful role models, and helping women gain access to markets through community participation and women's business groups. The goal is to encourage more women to start their own businesses.
4 effect of controlled temperature (27°c 42°c)prjpublications
This study investigated the effect of controlled temperatures between 27°C and 42°C on the strength properties of M20 grade concrete. Specimens of different sizes were cast and cured at various temperatures. Test results showed that compressive strength decreased with increasing temperature for shallow depths but was less affected for deeper depths. Flexural strength of beams and slabs was also found to vary slightly with temperature. Overall, temperatures from 27°C to 42°C did not significantly impact the compressive and flexural strengths of M20 concrete.
3 comparison of actual release schedule and optimalprjpublications
This document summarizes a study that developed a yield model using linear programming to optimize reservoir operations for the Isapur reservoir in India. The study aimed to calculate the optimal irrigation yield and compare it to actual irrigation releases. A linear programming model was formulated to maximize reservoir yield subject to water balance constraints. The model estimated over-year and within-year storage requirements separately. The results were analyzed to compare optimal yields from the model to actual historical irrigation releases and draw conclusions about reservoir performance.
This document discusses using smoothing filters based on rough set theory for medical image enhancement. It introduces common smoothing filters like mean, median, mode, and triangular filters. These filters can reduce noise and enhance edges in medical images. The document proposes a parallel rough set based model that implements multiple smoothing filters at once to obtain independent results and generate an enhanced mean image for improved medical image quality and complex image processing.
This document discusses the deployment of overlay nodes in selfish overlay networks using fuzzy logic. It begins with an overview of selfish overlay routing and issues with random deployment of overlay nodes. It then introduces using fuzzy logic to dynamically deploy nodes, with distance and link capacity as linguistic variables. A fuzzy rule base is presented using these variables to determine the number of overlay nodes deployed. Results from the fuzzy logic system show it can minimize unnecessary node deployment compared to random methods. The document concludes fuzzy logic is an effective approach for dynamic and optimal deployment of overlay nodes in selfish overlay networks.
Inquiry on womens entrepreneurship in arar city saudiprjpublications
This study investigated women's entrepreneurship intentions among female students at Northern Border University in Arar City, Saudi Arabia. A survey was administered to 400 students, 73% of whom were female. The study found that female students preferred being employees rather than starting their own businesses. Male students were more motivated towards entrepreneurship by "pull factors" like independence and wealth creation. The study concluded that gender, family work experience, field of study, and desire to start a future business were significantly related. It recommended policy changes to strengthen entrepreneurship motivation among female students in Arar City to address high female unemployment.
Comparative analysis of manet reactive protocolsprjpublications
This document summarizes and compares two reactive routing protocols for mobile ad hoc networks (MANETs): Ad Hoc On-Demand Distance Vector (AODV) routing and Dynamic Source Routing (DSR). It provides an overview of MANETs and discusses the characteristics of reactive routing protocols. It then describes the route discovery and maintenance processes of AODV and DSR. The document analyzes the advantages and disadvantages of each protocol and compares them based on factors like routing approach, performance at different mobility rates, and suitability for different network situations.
An appraisal on small firms corporate cultureprjpublications
This document discusses the relationship between corporate culture, innovation, and reward systems in small firms. It argues that developing a corporate culture that supports innovation must be accompanied by an appropriate reward system. A study of small firms in Chennai found a statistically significant relationship between corporate cultures that support innovation and reward system features. Most innovative companies have reward systems that encourage and reinforce innovative behaviors that are part of the corporate culture. Statistically significant relationships were also found among innovation rewards, corporate culture, and different features of variable pay systems.
Construction industry in kuwait – an analysis on e procurement-2prjpublications
This document summarizes a research paper on e-procurement adoption in the construction industry in Kuwait from the supplier's perspective. It provides background on e-commerce and e-procurement processes. It also reviews literature on e-procurement models in various industries and identifies benefits and barriers to e-procurement adoption according to previous studies. The literature review formed the basis to develop factors that could influence construction material suppliers' intention to adopt e-procurement in Kuwait and the perceived benefits and barriers of doing so, which are the focus of the research.
Customer preference and consumption of variousprjpublications
This document analyzes cement consumption in Chennai, India. It finds that:
1) Portland pozzolana cement (PPC) is consumed more than other types due to its lower price, wider availability, and ease of workability.
2) Ordinary Portland cement (OPC) is preferred for its fast setting time and early strength.
3) Sulphate resisting cement has high demand along the coast due to its resistance to sulphate attack in seaside environments.
4) Masons and civil engineers have high knowledge of cement types, while most consumers only know cement is needed but not its varieties. PPC is the most commonly used type.
An integrated approach for enhancing ready mixed concrete selection using tec...prjpublications
This document presents a study that evaluates criteria for selecting ready mixed concrete using the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) method. The study identifies important criteria for selection like quality control, cost, and delivery. A survey was conducted with responses from ready mixed concrete plant managers, consultants, and contractors to gather data on the criteria. TOPSIS was then used to analyze the data and provide a ranking of respondents based on their relative closeness to the ideal solution. The results showed Respondent R3 had the highest ranking, making it the best option according to the TOPSIS analysis.
Dualfrequency oshaped 3 way bagley power divider based on tltprjpublications
This document summarizes a research paper published in the International Journal of Electronics and Communication Engineering Research and Development. The paper describes the design of a dual-frequency O-shaped 3-way Bagley power divider. A transmission line transformer is used to achieve equal power splitting at 1 GHz and 2 GHz. The design is simulated and tested, with good agreement between simulation and measurement results. Measurements showed input port matching of -35dB and -30dB at 1GHz and 2GHz respectively, and transmission responses close to the theoretical -4.77dB value. The divider was fabricated on an FR-4 substrate using standard PCB fabrication techniques.
The document summarizes research analyzing the optimal cross-sectional shape for curved beams. It presents bending stress equations customized for different cross-sections of curved beams. A computer program was developed to calculate stresses in curved beams with various cross-sections, including circular, rectangular, triangular, trapezoidal, T-shaped, and I-beams. Results found that the trapezoidal cross-section produced the highest total stresses with the minimum eccentricity shift between the centroidal and neutral axes, indicating it is the most suitable shape among those analyzed.
This document discusses employee engagement and the factors that drive it. It states that employee engagement is key to competitive advantage as engaged employees outperform those who are not engaged. The three main drivers of engagement are identified as the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. Training managers play an important role by building strong relationships and leading in a person-centered way to create an engaging environment. Overall engagement is increased when employees have opportunities for personal development, effective talent management, clear company values, fair performance reviews, proper pay and benefits, and career growth opportunities.
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.
Competency Mapping: A Strategic Hr Tool towards Effective Skill Mapping In Gl...inventionjournals
This document discusses competency mapping as a strategic HR tool. It defines competency mapping as identifying the key competencies required for jobs and roles within an organization. This allows organizations to incorporate competencies into processes like recruitment, training, and performance evaluation. Competency mapping is important for determining training needs and improving employee performance. It helps employees understand their strengths and areas for development. The document also examines the importance of competency mapping in industries and its role in developing a skilled workforce to achieve organizational goals.
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.
The document is a summer training project report submitted by Anupam Raj Patwa to partial fulfillment of an MBA degree. The report focuses on human resources recruitment at Honeywell Automation India Ltd in Ambala, where Patwa completed their summer training. The report includes an introduction, organization introduction, organization profile, research methodology, data analysis, findings, and conclusions. It analyzes Honeywell's recruitment process and aims to identify areas for improvement.
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.
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.
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.
A STUDY OF TALENT ACQUSITION AND TALENT MANAGEMENT IN A COMPANY.pptxpkm16499
This report summarizes a study on talent acquisition and talent management in the insurance sector. It discusses how insurance companies seek talented individuals to further their goals and manage employee abilities. The report outlines the objectives, literature review, research methodology, findings, and recommendations of the study. Key findings include that insurance companies primarily use portals and employee references for hiring and consider performance evaluations important for identifying high-potential employees. Recommendations center around improving the work culture and providing skill development programs.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
1. The document discusses talent acquisition and management in social organizations. It focuses on how social organizations can effectively attract, recruit, and retain talent despite constraints like lower salary structures.
2. It outlines different approaches to talent acquisition, including building an agile function, strong employer branding, leveraging social media, and using metrics to improve performance. New technologies are also changing how organizations source candidates.
3. Managing the fundamentals of networking, technology, and marketing is key to the talent acquisition process. Onboarding is also important for integrating new employees. The conclusion emphasizes that an open talent management system allows organizations to access skills flexibly.
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
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.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
The document discusses talent acquisition and development processes. It defines talent acquisition as the practices and activities carried out by an organization to identify and attract potential employees. It also discusses recruitment as seeking and attracting applicants for jobs. Training and development aims to improve employee performance and involves organizational activities. The document also reviews literature related to talent management, which involves attracting, selecting, developing and retaining the right employees.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
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This summary provides the key details from the document in 3 sentences:
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2. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X
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clear that the electronic retail marketing sector is attracting the talented employees and is
helping in employee retention to gain maximum profits from its talented and experienced
employees.
Keywords: Talent Management, Employee Attraction, Electronic Retail Marketing.
1.0 INTRODUCTION
Now-a-days, markets have become global and highly competitive. Therefore, talent
management has become essential for the survival of the firms. The firms become adaptive
and responsive to change around them. Over the last forty years, research on talented
employee recruitment has increased dramatically.
• Talent management1
focuses on making the recruitment process effective and
efficient by using competency based recruiting.
• Developing managers and leaders to reinforce culture instill values and create a
sustainable leadership pipeline.
• Identifying competency gaps to deliver training, e-learning or development programs
• Hiring the right people for training.
• Managing people in a consistent and measurable way so that everyone is accountable
and paid fairly.
• Identifying high performers and successors to key positions throughout the
organization to have a highly flexible and responsive organization.
TALENT MANAGEMENT PROCESS
People are, undoubtedly the best resources of an organization. Sourcing the best
people from the industry has become the top most priority of the organizations today. In such
a competitive scenario, talent management has become the key strategy to identify and fill up
the skill gap in a company by recruiting the high worth individuals from the industry. It is a
never-ending process that starts from targeting people. The process regulates the entry and
exit of talented people in an organization. To sustain and stay ahead in business, talent
management cannot be ignored. In order to understand the concept better, let us discuss the
stages included in talent management process:
Understanding the Requirement: It is the preparatory stage and plays a crucial role in
success of the whole process. The main objective is to determine the requirement of talent.
The main activities of this stage are developing job description and job specifications.
Sourcing the Talent: This is the second stage of talent management process that involves
targeting the best talent of the industry. Searching for people according to the requirement is
the main activity.
Attracting the Talent: It is important to attract the talented people to work with you as the
whole process revolves around this only. After all the main aim of talent management process
is to hire the best people from the industry.
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Recruiting the Talent: The actual process of hiring starts from here. This is the stage when
people are invited to join the organization.
Selecting the Talent: This involves meeting with different people having same or different
qualifications and skill sets as mentioned in job description. Candidates who qualify this
round are invited to join the organization.
Training and Development: After recruiting the best people, they are trained and developed
to get the desired output.
Retention: Certainly, it is the sole purpose of talent management process. Hiring them does
not serve the purpose completely. Retention depends on various factors such as pay package,
job specification, challenges involved in a job, designation, personal development of an
employee, recognition, culture and the fit between job and talent.
Promotion: No one can work in an organization at the same designation with same job
responsibilities. Job enrichment plays an important role.
Competency Mapping: Assessing employees’ skills, development, ability and competency
is the next step. If required, also focus on behavior, attitude, knowledge and future
possibilities of improvement. It gives you a brief idea if the person is fit for promoting
further.
Performance Appraisal: Measuring the actual performance of an employee is necessary to
identify his or her true potential. It is to check whether the person can be loaded with extra
responsibilities or not.
Career Planning: If the individual can handle the work pressure and extra responsibilities
well, the management needs to plan his or her career so that he or she feels rewarded. It is
good to recognize their efforts to retain them for a longer period of time.
Objectives: The following objective of the present study depicts on the talent management
practices in Electronic Retail industry:
To identify the various challenges of talent management.
To identify the ways to retain the best talent.
To measure the effectiveness and execution of talent management.
To measure the level of employee satisfaction with that of the practices of talent
management.
To obtain the best possible suggestion in order to increase the effectiveness of talent
management practices.
2.0 REVIEW OF LITERATURE
Literature survey is the documentation of a comprehensive review of the published
and unpublished work from secondary data in the areas of specific interest to the researcher.
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The library is a rich storage base for secondary data and researchers used to spend
several weeks and sometimes months going through books, journals, newspapers, magazines,
conference proceedings, doctoral dissertations, master's theses, government publications and
financial reports to find information on their research topic.
Parul P Bhati, Dr. Ashok Kumar .M2
communicated a research paper which
illustrates the following: “Talent is generally perceived as an inborn capability of a person.
Talent is the capability of a person to do things in a different way. Talent is the reflection of
one’s personality. It’s a way a person does a thing that distinguishes him or her from others.
Talent is the sum of a person’s abilities. Talent is his or her intrinsic gifts, skills, knowledge,
experience, intelligence, judgment, attitude, characters and drive. It also includes his or her
ability to learn and grow. What distinguishes the high performing companies from the
average performing is not better HR processes, but the fundamental belief in the importance
of talent. Therefore, each company must understand the specific talent profile that is right for
it. Talent management is one of the significant aspects of human resource management
function. It is considered as the most challenging task for any organization to attract and
retain talent. Today talent management is conceived as the most critical aspect of HR
management as it has a direct impact on the organization’s functioning and its competitive
position. Therefore, it calls for strategic approach to the entire function of management of
talent in an organization. Talent is now a critical driver of corporate performance and that a
company’s ability to attract develop and retain talent will be a major competitive advantage
far into the future. The primary goal of the research work is to determine the key factors and
challenges for attraction and retention of employees in a private & public sector enterprise
with particular reference to the Company X & Company Y. Thus zest for the work is must.”
Thus the researchers have selected the following research topic “Key Factors and Challenges
for Attraction and Retention of Employees.”
Phillips and Connel (2003)3
suggested typical solution for employee retention high-
lighting the emerging need on one side and the alternative solution on two pertinent aspects
of HR practices, viz., recruiting new employees and establishing an appropriate environment.
Punia and Dhull (2004)4
the organizational climate shows a person’s perception of the
organization to which he or she belongs. It encompasses the set of characteristics and factors
influencing the behavior of employees. The authors submitted that the organizational climate
is a composite of many factors. The various factors influencing the organizational climate
mainly include those aspects like communication, performance standards, support system,
warmth, responsibility, reward system, identity, conflict resolution, and participation in
decision- making, structure and motivational level.
3.0 METHODOLOGY
The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statistical tools used
for analyzing the collected data.
With a view to analyze the strategies and practices of talent management and its
impact on employee attraction in Electronic Retail industries situated in twin cities of
Hyderabad and Secunderabad of Telangana, for the present research purpose the investigator
prepared a questionnaire with 15 questions. The survey questionnaire was framed in such a
way that the answers reflect the ideas and thoughts of the respondents on employees’
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retention. The respondent has to choose their answers on the basis of ‘Yes’ or ‘No’; Good,
Satisfactory or Unfavorable; strongly agree, agree or disagree.
The questionnaire was administered for three different types of populations. They are:
Promoters, Team Leaders and Sales Managers.
The prime focus of this exercise was to compare with the responses obtained by above
questionnaire. The talent management initiative was taken by the HR professionals, but the
implication of this initiative refers to the employees. These questionnaires, helped to find out
the effectiveness of such included management initiative as well as the satisfaction level of
the employees. Secondary data was collected through internet, journals, seminar papers and
books. Random sampling technique was used to collect the data. Tools of analysis included
simple percentage analysis. The chi square test is applied to test the goodness of fit, to verify
the distribution of observed data with the assumed theoretical distribution.
4.0 DATA ANALYSIS AND INTERPRETATION
4.1 AWARENESS OF ORGANIZATIONAL POLICIES AND PROCEDURES
4.1.1 Gender wise awareness of the organizational policies and procedures
Table 1: Gender wise Awareness of the organizational policies and procedures
Attributes
Male Female Total
Count % Count % Count %
Gender
Yes 103 92.0 7 100 110 92.4
No 9 8.0 0 0 9 7.6
Graph 1
Out of 119 respondents, 103 (92%) of male respondents opined that they are aware of
organization’s policies and procedures. Only 9 (8%) are not aware about their companies
policies. Whereas, all female employees are aware about their company policies and
procedures.
6. International Journal of Management
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4.1.2 Designation wise awareness of organizational policies and procedures
Table 2: Designation wise Awareness of the organization
Attributes
Promoter
Count
Designation
Yes 86
No 9
Among 119 respondents, 86(90.5
aware of organization’s policies and procedures.
about their companies Policies and P
4.1.3 Qualification wise Awareness of the organization policies and procedures
Table 3: Qualification wise
Attributes
Count
Qualification
Yes
No
90.5
100
9.5
0
20
40
60
80
100
120
Promoter TeamLeader
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on wise awareness of organizational policies and procedures
Awareness of the organizational policies and procedures
Promoter Team Leader Manager
% Count % Count % Count
90.5 8 100 16 100 110
9.5 0 0 0 0 9
Graph 2
Among 119 respondents, 86(90.5%) of promoter respondents opined that they are
cies and procedures. All Managers and Team leaders are
and Procedures.
Awareness of the organization policies and procedures
Qualification wise Awareness of the organization policies and procedures
Graduation
Post
Graduation
Total
Count % Count % Count
81 91.0 29 96.7 110
8 9.0 1 3.3 9
100 100
92.4
0 0
7.6
TeamLeader Manager Total
Research and Development (IJMRD) ISSN 2248-938X
policies and procedures
Total
Count %
110 92.4
7.6
of promoter respondents opined that they are
ll Managers and Team leaders are aware
Awareness of the organization policies and procedures
Awareness of the organization policies and procedures
Total
%
92.4
7.6
Yes
No
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Graph 3
81 (91%) graduates are aware of organization’s policies and procedures. Only 8
(9.0%) are not aware about their companies policies. Among 30 postgraduate employees all
are aware of organization’s policies and procedures.
4.1.4 Experience wise Awareness of the organization policies and procedures
Table 4: Experience wise Awareness of the organization policies and procedures
Attributes
0-5 Years 6-10 Years
Above 10
years
Total
Count % Count % Count % Count %
Experience
Yes 82 92.1 24 92.3 4 100 110 92.4
No 7 7.9 2 7.7 0 0 9 7.6
Graph 4
Out of 119 respondents, 82 (92.1%) 0-5 years experienced respondents opined that
they are aware of organization’s policies and procedures. Only 7 (7.9%) are not aware about
their companies policies. 24(92.3%) 6 -10 years experienced employees are aware of
8. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X
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organization’s policies and procedures. While, all above 10 years employees are aware about
their organization’s policies and procedures.
4.1.5 Nature of Employeement wise Awareness of the organization policies and
procedures
Table 5: Nature of Employeement wise Awareness of the organization policies and
procedures
Attributes
Permanent Contract Total
Count % Count % Count %
Nature of
Employeement
Yes 71 94.7 39 88.6 110 92.4
No 4 5.3 5 11.4 9 7.6
Graph 5
Based on Nature of Employeement, 71 (94.7%) of Permanent employees are aware of
organization’s policies and procedures. Only 4 (5.3%) are not aware about their companies
policies. Among 44 contract employees 39(88.6%) are aware of organization’s policies and
procedures 5(11.4%) are not.
4.2 Employee Centred HR Policies
4.2.1 Gender wise Employee Centred HR Policies
Table 1: Gender wise Employee Centred HR Policies
Attributes
Male Female Total
Count % Count % Count %
Gender
Yes 72 64.3 4 57 76 63.9
No 40 35.7 3 42.9 43 36.9
9. International Journal of Management
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Out of 119 respondents, 72 (64.3
with their Employee Centred HR Policies. Only 40 (35.7%) are not happy with
companies policies. In that female employees
policies and 3 (42.9%) are not happy with their employee centred HR policies
4.2.2 Designation wise Employee Centred HR Policies
Table 2: Designation wise
Attributes
Promoter
Count
Designation
Yes 59
No 36
Among 119 respondents, 59(62.1%) of promoter respondents opined that they are
happy with Employee Centred HR policies
companies employee centred policies.
their companies HR Employee Centred policies and only 3 (37.5
62.1 62.5
37.9
0
10
20
30
40
50
60
70
80
Promoter Team Leader
Management Research and Development (IJMRD) ISSN 2248
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9
Graph 1
Out of 119 respondents, 72 (64.3%) of male respondents opined that they are happy
with their Employee Centred HR Policies. Only 40 (35.7%) are not happy with
female employees 4 (57%) are happy with their companies
are not happy with their employee centred HR policies.
Designation wise Employee Centred HR Policies
Designation wise Awareness of the organization policies and procedures
Promoter Team Leader Manager
% Count % Count % Count
62.1 5 62.5 12 75.0 76
37.9 3 37.5 04 25.0 43
Graph 2
Among 119 respondents, 59(62.1%) of promoter respondents opined that they are
happy with Employee Centred HR policies. Only 36(37.9%) are not happy with
policies. Among 8 Team Leaders, 5 (62.5%) are
ir companies HR Employee Centred policies and only 3 (37.5%) are not. Whereas,
62.5
75
63.9
37.5
25
36.1
Team Leader Manager Total
Research and Development (IJMRD) ISSN 2248-938X
dents opined that they are happy
with their Employee Centred HR Policies. Only 40 (35.7%) are not happy with their
their companies
Awareness of the organization policies and procedures
Total
Count %
63.9
36.1
Among 119 respondents, 59(62.1%) of promoter respondents opined that they are
36(37.9%) are not happy with their
%) are happy with
%) are not. Whereas, 16
Yes
No
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Managers 12 (75%) are happy with their companies employee centred HR Policies and
4(25%) are not with their companies employee centred policies.
4.2.3 Qualification wise Employee Centred HR Policies
Table 3: Qualification wise Employee Centred HR Policies
Attributes
Graduation
Post
Graduation
Total
Count % Count % Count %
Qualification
Yes 55 61.8 21 70 76 63.9
No 34 38.2 9 30 43 36.1
Graph 3
The information on Employee centred Hr policies based on educational qualification
reveals that 55 (61.8%) of graduates are happy with their organization’s employee centred
HR policies. 34 (38.2%) are not happy with their companies policies. Among 30
postgraduate employees 21(70%) are happy with their organization’s policies and 9(30%) are
not happy with their employee centred HR policies.
4.2.4 Experience wise Employee Centred HR policies
Table 4: Experience wise Employee Centred HR policies
Attributes
0-5 Years 6-10 Years
Above 10
years
Total
Count % Count % Count % Count %
Experienc
e
Yes 54 60.7 18 69.2 4 100 76 63.9
No 35 39.3 8 30.8 0 0 43 36.1
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Graph 4
Out of 119 respondents, 50 (60.7%) 0-5 years experienced respondents opined that
they are happy with their organization’s policies and procedures. 35 (39.3%) are not happy
with their companies policies. 18(69.2%)6-10 years experienced employees are happy with
their organization’s employee centred policies. Whereas, all above 10 years employees are
happy with their companies employee centred HR policies.
4.2.5 Nature of Employeement wise Employee Centred HR policies
Table 5: Nature of Employeement wise Employee Centred HR policies
Attributes
Permanent Contract Total
Count % Count % Count %
Nature of
Employeement
Yes 53 70.7 23 52.3 76 63.9
No 22 29.3 21 47.7 43 36.1
Graph 5
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The information on Employee Centred HR policies based on Nature of
Employeement illustrates that 53 (70.7%) of Permanent employees are happy with
organization’s policies. Only 22(29.3%) are not happy with their companies employee
centred HR policies. Among 44 contract employees 23(52.3%) are happy with their
organization’s policies and 21(47.7%) are not.
4.3 Workload matchup with the working hours
4.3.1 Gender wise Workload matchup with the working hours
Table 1: Gender wise Workload matchup with the working hours
Attributes
Male Female Total
Count % Count % Count %
Gender
Yes 81 72.3 6 85.7 87 73.1
No 31 27.7 1 14.3 32 26.9
Graph 1
The opinions of the staff working in electronic retail marketing sector with regard to
gender wise workload matchup with the working hours under talent management explains
that out of 119 respondents, 81 (72.3%) of male respondents opined that they are happy with
working hours. 31(27.7%) are not happy with their companies working hours. On the
contrary, all female employees are happy with their working hours.
4.3.2 Designation wise Workload matchup with the working hours
Table 2: Designation wise Workload matchup with the working hours
Attributes
Promoter Team Leader Manager Total
Count % Count % Count % Count %
Designation
Yes 67 70.5 7 87.5 13 81.3 87 73.1
No 28 29.5 1 12.5 03 18.8 32 26.9
13. International Journal of Management
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Among 119 respondents, 67(70.5%) of promot
happy with their working hours. Only 28(29.5%) are not happy with their companies working
hours. Among 8 Team Leaders, 7(87.5%) are happy with their companies working hours and
only 1 (12.5%) is not. Whereas, 16 Managers
working hours and 3(18.8%) are not
workloads.
4.3.3 Qualification wise Workload matchup with the working hours
Table 3: Qualification wise
Attributes
Count
Qualification
Yes
No
70.5
29.5
0
20
40
60
80
100
Promoter
Management Research and Development (IJMRD) ISSN 2248
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13
Graph 2
Among 119 respondents, 67(70.5%) of promoter respondents opined that they are
happy with their working hours. Only 28(29.5%) are not happy with their companies working
hours. Among 8 Team Leaders, 7(87.5%) are happy with their companies working hours and
not. Whereas, 16 Managers, 13 (81.3%) are happy with their compan
%) are not happy with their companies working hours and
Qualification wise Workload matchup with the working hours
Qualification wise Workload matchup with the working hours
Graduation
Post
Graduation
Total
Count % Count % Count
65 73.0 22 73.3 87
24 27.0 8 26.7 32
Graph 3
87.5
81.3
63.9
12.5
18.8
36.1
Team Leader Manager Total
Research and Development (IJMRD) ISSN 2248-938X
er respondents opined that they are
happy with their working hours. Only 28(29.5%) are not happy with their companies working
hours. Among 8 Team Leaders, 7(87.5%) are happy with their companies working hours and
are happy with their companies
working hours and
working hours
Total
%
73.1
26.9
36.1
Total
Yes
No
14. International Journal of Management
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Out of the respondents, 65 (73.0%) of the
organization’s workload matchup with their working hours. 24 (27.0%) are not happy with
their companies workload matchup with working hours. Among 30 postgraduate employees
22(73.3%) are happy with their organization’s workload matchup with their w
and 8(26.7%) are not happy with th
hours.
4.3.4 Experience wise Workload matchup with the working hours
Table 4: Experience wise
Attributes
0-5 Years
Count
Experience
Yes 65
No 24
Out of 119 respondents, 65(73.0%) 0
they are happy with their organization’s work
(27.0%) are not happy with their organization’s workload matchup with their working hours.
19(73.1%) 6-10 years experienced employees are happy with their organization’s workload
matchup with their working hours. W
years are happy with their organization’s wor
4.3.5 Nature of Employeement wise Workload matchup with the working hours
Table 5: Nature of Employeement wise
Attributes
Count
Nature of
Employeement
Yes
No
60.7
39.3
0
20
40
60
80
100
120
0-5 Yrs
Management Research and Development (IJMRD) ISSN 2248
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Out of the respondents, 65 (73.0%) of the graduates are happy with
organization’s workload matchup with their working hours. 24 (27.0%) are not happy with
their companies workload matchup with working hours. Among 30 postgraduate employees
22(73.3%) are happy with their organization’s workload matchup with their w
and 8(26.7%) are not happy with their organization’s workload matchup with their working
Experience wise Workload matchup with the working hours
Experience wise Workload matchup with the working hours
5 Years 6-10 Years
Above 10
years
% Count % Count % Count
73.0 19 73.1 3 75.0 87
27.0 7 26.9 1 25.0 32
Graph 4
Out of 119 respondents, 65(73.0%) 0-5 years experienced respondents opined that
they are happy with their organization’s workload matchup with their working hours. 24
(27.0%) are not happy with their organization’s workload matchup with their working hours.
10 years experienced employees are happy with their organization’s workload
their working hours. Whereas, employees having an experience of above 10
are happy with their organization’s workload in compliance with their working hours.
Nature of Employeement wise Workload matchup with the working hours
Nature of Employeement wise Workload matchup with the working hours
Permanent Contract Total
Count % Count % Count
56 74.7 31 70.5 87
19 25.3 13 29.5 32
69.2
100
63.9
30.8
0
6-10 Yrs Above 10 Yrs Total
Research and Development (IJMRD) ISSN 2248-938X
graduates are happy with their
organization’s workload matchup with their working hours. 24 (27.0%) are not happy with
their companies workload matchup with working hours. Among 30 postgraduate employees,
22(73.3%) are happy with their organization’s workload matchup with their working hours
eir organization’s workload matchup with their working
Workload matchup with the working hours
Total
Count %
73.1
26.9
5 years experienced respondents opined that
load matchup with their working hours. 24
(27.0%) are not happy with their organization’s workload matchup with their working hours.
10 years experienced employees are happy with their organization’s workload
hereas, employees having an experience of above 10
with their working hours.
Nature of Employeement wise Workload matchup with the working hours
Workload matchup with the working hours
Total
%
73.1
26.9
36.1
Total
Yes
No
15. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X
(Print), ISSN 2248-9398 (Online) Volume 4, Number 1, January-March (2014)
15
Graph 5
Based on Nature of Employment, 56 (74.7%) of Permanent employees are happy with
workload matchup with their working hours. Only 19(25.3%) are not happy with workload
matchup with their working hours. Among 44 contract employees, 31(70.5%) are happy with
workload matchup with their working hours and 13(29.5%) are not.
5.0 FINDINGS
1. 110 (92.4%) respondents on the whole and 86 (90.5%) promoters, 16 (100%) SMs
and 8(100%) team leaders opined that they are aware of organization’s policies and
procedures.
2. 76 (63.9%) respondents on total and 12(75%) SMs, 5(62.5%) TLs and 59(62.1%)
Promoters expressed that their organization implements employee centred HR
policies.
3. 87 (73%) respondents on whole and 13(81%) SMs, 7(87.5%) TLs and 67(70.5%)
Promoters satisfied with regard to workload matchup with working hours.
6.0 CONCLUSIONS
From the present study, it is concluded that (i) The employees are well aware of their
organizational policies but however, a good number of employees have opined that their
organizations do not focus on employee centered HR policies. (ii) More than 50% of the
employees have opined that their organizational employee centered HR policies have
attracted them towards the organization. However a few of the employees are still not aware
of the organizational policies making them think about transition. (iii) The working hours of
the employees are in compliance with the workload assigned to the employees. This shows
that the employees in this sector are satisfied and contented with their organizational policies,
working hours and assigned workload which are the key factors involved in employee
attraction. Hence the above factors act as key factors in managing employee attraction in
electronic retail marketing.
16. International Journal of Management Research and Development (IJMRD) ISSN 2248-938X
(Print), ISSN 2248-9398 (Online) Volume 4, Number 1, January-March (2014)
16
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