Project Dissertation

TALENT MANAGEMENT AT HCL

Submitted By:
Aditya Dayal
Roll no:2K14/MBA/04

Under the Guidance of:

Dr. Shikha N Khera
Assistant Professor, DSM DTU

DELHI SCHOOL OF MANAGEMENT

Delhi Technological University
Bawana Road Delhi 110042
Jan -May 2016
 CERTIFICATE FROM INSTITUTE

This is to certify that the Project Report titled Talent Management at HCL
is a bonafide work carried out by Mr. Aditya Dayal of MBA 2014-16 and
submitted to Delhi School of Management, Delhi Technological University,
Bawana Road, Delhi-42 in partial fulfilment of the requirement for the award
of the Degree of Masters of Business Administration.

Signature of Guide Signature of Head (DSM)

(Dr. Shikha N Khera) ( Prof. P.K Suri)

Place: Delhi

Date:

I
 DECLARATION

I, Aditya Dayal, student of MBA 2014-16 of Delhi School of Management,

Delhi Technological University, Bawana Road, Delhi-42 declares that
dissertation Report on Talent Management at HCL submitted in partial
fulfilment of Degree of Masters of Business Administration is the original work
conducted by me.

The information and data given in the report is authentic to the best of my
knowledge.

This Report is not being submitted to any other University for award of any
other Degree, Diploma and Fellowship

Name of the student

( AdityaDayal)
Place: Delhi

Date:

II
 ACKNOWLEDGEMENT

The Satisfaction and euphoria that accompany the successful completion of

any task would be incompletes without the mention of people who made it
possible, those consistent guidance and encouragement crowned my efforts
with success. In the completion of my dissertation first of all I am thankful to
my mentor Dr. Shikha N Khera, Assistant Professor, DSM DTU

I would also thank to Mr. Sahil Malik, PH.D Scholar, DSM DTU, all HCL
Employees who helped me for collecting the data regarding the questioner
about talent management at HCL and my friends for developing the concept
related to my project and further helped me for my dissertation project.

I would also like to mention my thanks to Delhi School of Management for

giving me the opportunity of this project.

I am very thankful to Prof. P.K Suri, HOD department of Delhi School of

Management, Delhi Technological University for his keen interest in Project
Dissertation

Aditya Dayal
Master in Business Administration
Delhi School of Management
Delhi Technological University
Mob. - +91 997191 5211

III
 EXECUTIVE SUMMARY

This project titled “TALENT MANAGEMENT AT HCL”. Whether the HCL

organization manufactures products, provides call center services, drives
R&D and harvests produce, the key competitive differentiator remains the
selection, development and deployment of human capital. In this project the
study in on the challenges of talent management faced by the organization
and the ways to retain the best talent in the organization. The primary data
collection through questionnaires covering the sample of fifty employees
within the organization. In that the data collected by their views about how
they feel about their job, their satisfaction, the organizations method to satisfy
their employee needs.

In this report, study on the base of that whether the employees were getting
the opportunities for their growth, they were having enough knowledge
regarding the roles and responsibilities they have to play. Most the
employees had a clear knowledge about the company’s vision, mission and
objectives and they know how to achieve these objectives.
From this study the finding is some of the important factors which help in
retaining the talent and factors those act as challenges for the talent
management. Factors like financial incentives and non-financial inventive,
performance appraisal system, good relationship with co-workers,
promotional opportunities in the present job, employee participation in
decision making are very much effect the talent management.
The human resources should be managed with utmost care to inspire,
encourage and impel them to contribute their maximum for the achievement
of the business objectives.

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 TABLE OF CONTENTS

S.No. Title Page No.

1. Introduction 1
1.1 Introduction of the Project 1
1.2 Objectives of the Study 6

2. Literature Review 7

3. Methodology 21
3.1 Data Collection Source /Techniques 21

4. Data analysis 23
4.1 Analysis of questioner 23
4.2 Findings and Recommendation 45
4.3 Limitations of the study 47

5. Bibliography 48

6. Adherence Sheet 49

7. Annexure 50

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1. INTRODUCTION

1.1 Introduction of the Project

Talent management refers to the skills of attracting highly skilled

workers, of integrating new workers, and developing and retaining current
workers to meet current and future business objectives. Talent management
in this context does not refer to the management of entertainers. Companies
engaging in a talent management strategy shift the responsibility of
employees from the human resources department to all managers
throughout the organization. The process of attracting and retaining profitable
employees, as it is increasingly more competitive between firms and of
strategic importance, has come to be known as "the war for talent." Talent
management is also known as HCM (Human Capital Management).

The term "talent management" means different things to different

organizations. To some it is about the management of high-worth individuals
or "the talented" whilst to others it is about how talent is managed generally
i.e. on the assumption that all people have talent which should be identified
and liberated.

Talent Management seeks to address how organisations can make best use of
the talents of the people they employ. It is commonly accepted that the skills,
knowledge and attributes that employees demonstrate can be a significant asset
to organisations. Research demonstrates that there is a direct relationship
between the employment of high contributing individuals and the long term
performance of the organisation, most usually measured in terms of shareholder
return and sustainable profitability.

Talent Management can be broken down into four important constituent parts:
 Recruitment - how organisations identify and recruit
talented individuals in to their organisation
 Development - how organisations develop the individuals
to unleash the talent they posses
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  Deployment - how organisations match the talent of the
individuals to the critical roles
 Retention - how organisations keep hold of their best performers

1.1.1 TALENT DEVELOPMENT

Talent refers to the ability of learning and its expansion to face and
cope with the new challenges of the dynamic environment. Talent deals with
the forthcoming potential instead of past tracks.

Talent Development, part of HR development, is the process of

changing an organization, its employee, its stakeholder and group of people
within it, using planned and unplanned learning, in order to achieve and
maintain a competitive advantage for the organization.
 It is a selective attention paid to the top 10% of employee either by
potential or performance.
 It encompasses a variety of component such as training, carrier
development, carrier management and organizational development
and training and development.

Poor Average Outstanding

(Fig 1.1: Talent Development)

 Research shows that outstanding performers typically deliver four to

six times more performance than average.

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  Selecting or developing just one outstanding performer has a huge
impact on overall performance.

Identify what differentiate outstanding performer from average can be

used to: -

 Coach and develop less effective performer.

 Inform the succession planning process.

 Produce a template to inform selection of outstanding performer.

 Whatever the economic backdrop, organization will continue scare

talent and identifying, developing and managing talent throughout the
business.

1.1.2 DESIGN PREPARATION

 Create a Talent Management panel from “engaged” senior

management and ensure one senior manager with sufficient authority
has overall responsibility.

 Develop a terms and definition use in relation to talent management.

 Classify and agree how you will evaluate success, monitor and
improve the process.

 Classify how the process will be linked to current and future strategy
direction.

 Agree how it will be embedded into corporate culture-driven and

support from the top.

 Use transparent method of assessment evaluation to identify talent.

 Make sure any process does not breach employment law.

 Specific Software package for talent management

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1.1.3 TALENTED PEOPLE AND THEIR CHARATERSTICS

Talent management is a complex collection of connected HR

processes that delivers a simple fundamental benefit for any organization. It
is the systematic attraction, identification, development, engagement/
retention and deployment of those individuals who are of particular value to
an organization, either in view of their ‘high potential’ for the future or
because they are fulfilling business/operation-critical roles.

It is also important to focus attention on the four areas of the talent

management loop.

(Fig 1.2: The Talent Management Loop)

1.1.4 Attracting Talent

The ability to attract external talent depends upon how potential

applicants view the organization, the industry or sector it operates in and
whether they share the values of that organization. The creation of an
attractive employer brand is an important factor in attracting external talent.
Where needed, lower financial rewards can be countered with alternative
benefits and employer values such as social responsibility.

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1.1.5 Developing Talent

Talent development should be linked to other learning and

development initiatives. Appropriate learning and development interventions
are required at relevant stages in a career path for talented individuals to
achieve their maximum potential. Developing talent needs informal as well as
formal learning interventions. These interventions will include conventional
development activities but there is also the opportunity to use creative
alternatives such as talent coaching and mobility.

1.1.6 Managing Talent

Active steps, plans and activities are needed to retain and engage
talent required for the future health of the organization. Investment in
management, leadership and other development activities will positively
impact on talent retention. Organizations should develop a performance
culture where individuals take responsibility for the continuous improvement
of business processes and their own skill development.

1.1.7 Tracking and Evaluating Talent Management

Evaluation of talent management is difficult but necessary to ensure

that the investment is meeting organizational needs. Evaluation requires both
quantitative and qualitative data which is valid, reliable and robust.

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1.2 Objectives of the Study

Primary objectives

1. To identify the challenges of talent management through literature

review.
2. To identify the ways to retain the best talent through Literature review.

Secondary Objectives

1. To measure the satisfaction level on monetary benefits provided by

the organization to the employees.
2. To measure satisfaction level on non-monetary benefits provided by
the organization to the employees.
3. To measure the employee’s satisfaction on the interpersonal
relationship exists in the organization.
4. To provide the practical suggestion for the improvement of
organization’s performance.

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2. LITERATURE REVIEW

Today's business environment wedges the role human resource plays

with the organizations. Human resource is playing its role as a strategic
partner instead of supporting administrative tasks in the organizations
because greatest assets of the organization are its people. People though
belong to diverse backgrounds therefore possess diverse talents. So, this is
an organization’s responsibility to effectively manage the talent of its
workforce to achieve business objectives. Industry is seeing many
organizations are implementing integrated Talent management processes.

Talent management is of core to the vitality of the business to meet

and exceed current as well as future business strategies and goals.
Framework of talent management proactively anticipates and meets business
talent demand which is necessary to successfully execute the business
strategy. It insights into the business strategy, then accordingly develops as
well as retains prior talent and attracting new talent to cope with the strategic
needs in order to get best utilization out of tools and processes to deliver
talent management solutions.

The concept of talent management was derived from World War II,
however its strategic importance has been realized when McKinsey
consultants group claimed the human resource as “War for Talent” in late
1990’s. This war for talent was prompted by the realization that talent
shortages were increasingly becoming one of the biggest human resource
concerns for multinational corporations. Thus, the organizations interested in
maximizing productivity and effectiveness adopted systematic and rigorous
approaches for attracting, selection, development and retention of talented
key employees.

Broadly defined, talent management encompasses the

instrumentation of unifying strategies or processes in order to enhance the
output of a wok place by deploying ameliorate systems and processes for
attracting, development, retention and utilization of required skills and

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abilities of work force and their aptitude matched with the current and
upcoming business needs. Talent management strategies centralize around
five basic areas such as attracting, selecting, engaging, developing and
retaining employees. It is generally concerned with practices associated with
developing strategy, identifying talent gaps, succession planning, and
recruiting, selecting, educating, motivating and retaining talented employees
human resource though a variety of initiatives. Many authors regard talent
management as a managerial strategic priority of the 21st century.
Employees’ knowledge, skills and competencies are an important competitive
weapon, hence talent needs to be maximized and recognized as one of the
discrete source of organizational competitive advantage.

Talent management is striking for numerous reasons. Executives

considers the value of talent and its implication in organization and in this
context they focused on organizational core need such as workforce
development for the upcoming challenges and talent management makes it
more enhanced while the left over individuals have liberty to choose their
careers.

Talent management is an approach and a process to view the things

those entrust the talent management. Talent management system not only
works strategically as a part of overall business strategy but also implements
in the organizational routine processes throughout the organization. It cannot
be left exclusively on human resource department to attract and retains of
workforce instead it shall be proficient at all levels of hierarchy along the
organization. Aggressive recruit talent management of valuable employees
still occurs, and the retention of high performers remains critical.

Under the talent management category, the two most imperative

business strategies that are used to build up and maintain talent are
leadership development and succession planning. Succession planning
involves preparing for the organization’s next senior team, developing a
talent pool for internal recruitment of talent management by cross skilling
employees, and/or ensuring the organization is future proofed with respect to

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availability of skills. In the talent management context, succession planning
focuses on how the organization plans to replace key knowledge holders and
how to ensure that high potential successors have been prepared to fill these
key roles. Succession planning that involves continually recruiting, training
and promoting employees is not only necessary to prevent a brain drain of
corporate knowledge, but is also important in identifying required
competencies and communicating needed skills (Jones, 2008).

Talent management needs to continue to train and develop high

performers for potential new roles, identify their knowledge gaps, and
implement initiatives to enhance their competencies and ensure their
retention. Hills suggest five strategies for effective succession planning; 1)
aligning succession planning with business strategy; 2) assessing leadership
potential based on the 3Cs of fit – competence, connection and culture; 3)
involving talent in the succession planning process; 4) using a mix of
experience, outside or executive coaching and formal learning experiences in
talent development and; 5) drawing from a wider net of potential successors.

Managing talent cannot be completed within a quarter or a year,

because it involves integrated planning and is not merely the responsibility of
the Human Resources Department, but other factors are included in
managing talent. Even though talent management is difficult and time
consuming, it is very rewarding.

Talent = Capacity to learn + capacity to think + capacity to relate +

capacity to act accordingly and the values of the organization.

2.1 Studies on Impact of culture and work-life balance on Talent

Management

Organizational culture will have a substantial effect on whether talent

management activities will succeed and contribute to improving results.
Organizations will be more effective in their talent management if they
encourage active leadership by managers and the coaching of their people.

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An organization has to establish the value of ongoing learning in its culture.
This means developing the role of managers in enabling learning among their
people. To stimulate innovation and creativity, the development of talent is
essential, and managers must take the lead with the support of their HR
colleagues in Learning and Development.

New age HR managers must be able to find out different ways of

retaining talent, assess effectiveness of training imparted, quickly find out
gaps between the available knowledge and the requisite talent for roles. On
the whole, modern HR managers are required to be facilitators of
organizational transformation.

An effective work-life balance strategy is not simply about complying

with the law. It is finding out about employee’s needs and priorities and
considering how they can be met in ways that are consistent with the needs
of the business. Employers are increasingly concerned to protect their
reputation and ‘employer brand’. Work-life balance policies are an important
way for employers to identify their commitment to quality of life and social
responsibility. Quality of Work Life (QWL) may be defined as subjective well-
being. It is the quality of relationship between employees and their total
working environment. It seeks to create those conditions in the organization
which promote individual learning and development. The feeling of a worker
about his or her job tends to be stable over a period of time and might be a
product of specific personality trait. Extrovert people have more positive
affect in their daily life than introvert people. Neurotic people have more
negative daily affects.

2.2 Relationship of Talent Management with Employee Work

Engagement

Although, this is commonly understandable that employees remain

engaged with their work in favourable work settings because they are paid for
it, however, literature also hints that work engagement comes from jobs
satisfaction which in most cases is derived from effective talent management

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practices. Effective talent management procedures and systems demonstrate
the commitment of talent management to human resources resulting in lower
rate of employee turnover with higher volume of employee commitment and
engagement. Consequently, employee engagement has significant effect on
productivity or output of employees and in retention of talent. Despite many
citations of an organizational lack of proficiency in talent management.

Much has been written in the talent management literature on factors

contributing to talent engagement and retention. Research in India found that
the key predictors of employee’s intention to leave are satisfaction with and
pride in the organization and perception of the employer as being socially
responsible. The previous studies reveal that corporate social responsibility,
which fosters employee engagement in social activities, is also associated
with work engagement. Other key factors include building trust and open
communication channels into the employer-employee relationship and
fostering employee engagement.

Employee performance and talent retention can be enhanced by

cogitation through incentives, monetary benefits and rewards. Research
studies related to employee engagement and organizations success stories
throws light upon the fact that employees who are entirely contented/satisfied
at their workplace was four times such like unsatisfied employees who are
having routine recognition as the workplace have formal employee appraisal
processes. Furthermore, 82% claims that recognition made them motivated
to enhance their job performance. According to the Corporate Leadership
Council, “when done well, practices that support talent management also
support employee engagement”.

2.3 Relationship of Talent Management with Employee Turnover

Avoidance

Despite the wide spread studies on employee turnover, there are

numerous resources which effectively and expansively bridges over the
scholar confirmations that concerns with the employee retention and

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practices and efforts. There is wide range of reasons of employee turnover
which includes better salary, leaving an obnoxious supervisor, getting fired
etc. All these factors may take place when talent in not managed properly.
Although there may be shared characteristics and outcomes associated with
each incidence of turnover, there are different types of turnover, each with its
own implications.

In the present competitive business environment, aggressive

recruitment of talent management of valuable employees occurs, and the
retention of high performers remains critical. This is because they contribute
valuable addition to the organizational productivity. Therefore, they are
regarded as key asset. The turnover reduction of these positions or
individuals may be particularly important for organizational success; however,
improving retention beyond a certain point may present diminishing marginal
returns. The research highlights that dissatisfaction in job may not be the
major cause of individual’s turnover decision. For example, research could
uncover that the turnover decisions of a particular subgroup of employees
are more strongly influenced by certain issues or interventions (e.g.,
changing work-life balance policies and resources).

Finally, even if a firm endows considerably to retain its key employees,

several employees would leave even. Although some turnovers are
avoidable, some turnovers will always be unavoidable. Avoidable turnover
appears for reasons that the firm may be able to influence such as low job
satisfaction, poor supervision, or higher pay in other firms. For instance,
analysis of research portrays that decreasing turnover rates is connected to
sales growth and improved employee morale. Furthermore, research also
unfolds that high standard human resources practice contribute to the firm's
profitability and market value in part by decreasing the organization's
turnover rates.

Research shows that organizational performance has significantly

negative impact on employee turnover with higher social capital. In
specificity, it is discovered that what leads these employees to these other

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opportunities is that the pay level and pay satisfaction are comparably
delicate predictors of individual turnovers. To effectively develop and
implement evidence-based guidelines for managing turnover requires
knowledge of underlying talent management principles and cause-effect
relationships.

2.4 Relationship of Talent Management with Employee Value Addition

Employee skills and capabilities that adds varying degrees of value to

the organization, hence the “everybody counts mantra” is an overly simplified
view of organizational talent. Ultimately, this is where talent management
differs from other human resource approaches. Talent management is
concerned with identifying the core designation arrangements which have the
prospective to differentially effects on the organizational competitive
advantage and consecutively, fill these with “A performers”.

Effective talent management practices for identifying key knowledge

workers involve initially considering how individuals can help the organization
to achieve its vision, mission and strategic goals, and highlighting what skills
and talents are required. Hence, the organization’s strategic direction
determines which jobs and which employees are most important to achieving
success. To help ensure that the most appropriate talent is effectively
deployed the human resource throughout the organization, some researchers
focus on those pivotal talent positions that may impact on organizational
competitive advantage. Talented employees are subsequently identified to fill
those positions human resource tough recruiting ahead of the curve. This is
similar to the Exclusive Positions perspective of talent management which
seeks to fill “A positions” with “A players”, fill support positions with “B
players”, and outsource “C players”.

At the same time talent management endeavours to be an effective

and organizational need based on formal processes those involved several
people who argued a strengthen linkage between leadership and talent that
interpret it into a specific organizational competitive advantage. It is claimed

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that every employee on organizational hierarchy at any position adds value to
the organization in multiple ways, the assertion of talent management
eventually has only a small number have the prospective which provides an
above-average effect on performance. Certainly, it is claimed that the
combination of talent management along with knowledge management holds
significant competitive edge and implications for modern organizations.

2.5 PRINCIPLES OF TALENT MANAGEMENT

There are some guiding principles that organisations must adhere to

when developing effective talent management strategies and programmes for
their finance professionals.

 Understand the objectives of the talent management programme

It is important to understand what you want the outcome of the talent
management programme to be. For example, the purpose of the programme
may be to develop specific technical skills in specialised financial areas, or to
develop leadership capabilities cross functionally.

 Agree the company definition of “talent”

Different organisations will define talent differently depending on
individual business needs and organisational culture. For example, a public
practice firm of accountants may decide the critical talent its partners must
demonstrate is the ability to win new clients from competitors.

 Plan the activities required to recruit, develop, deploy and retain

the talent
A whole range of activities are available to successfully recruit, develop,
deploy and retain the talent. For example, organisations may benchmark
their employee value proposition to ensure it reflects leading market
standards. This will assist with retention.

 Obtain “buy-in” to the talent management programme

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 There are two fundamental requirements in obtaining buy-in to the
programme, firstly; the programme must be managed by someone with
operational responsibility for delivery of the programme. Secondly, it is vital to
obtain sponsorship at senior levels within the organisation, and to
communicate the benefits.

 Align the talent management programme to the organisation

strategy
Successful talent management strategies are driven by overall
organisational strategy. The organisation strategy should be supported by the
finance strategy. The finance strategy should identify critical finance roles
within the organisation which support delivery of strategic aims

 Establishing timescales and who the programme applies to

It is important to establish timescales so that individuals understand the
development period and the expectations of the organisation. Establishing
timescales enables greater measurability of performance - is the individual
operating at the level we expected them to after this development time.
There should be absolute clarity on who the programme applies to and
why this is the case. This will help in driving transparency of the programme
and help ensure other staff excluded from the programme does not feel
demotivated.

 Establish critical success factors

The talent management programme will cost the organisation money. It is
therefore important that organisations develop key performance indicators to
measure whether or not the programme is working and achieving the stated
objectives. This will be particularly important in establishing the initial
business case.

2.6 THE FOCUS OF THE TALENT MANAGEMENT

At the heart of talent management is developing the following intrinsic
human capacities:

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2.7 Capacity to learn (measured as learning quotient LQ)
Enhancing an individual’s capacity to learn improves the person’s
awareness. It adds to the person’s quest to know more and delve into newer
areas. This capacity is developed by holistic education that teaches how to
learn, an enabling environment and good mentoring. Capacity to learn
comprises of the following:
 Introspection is the individual’s willingness to look back and learn
ability to learn from mistakes and identifying areas of improvement.

 Reflection and contemplation is the individual’s ability to observe his

own thoughts, actions and emotions/feelings and using the awareness
to improve further and perform better.

 Getting into the flow is the individual’s ability to get into a new
experience and flow with the experience. It is the person’s child-like
ability to derive joy out of learning.

2.8 Capacity to think (measured as conceptual quotient CQ)

An individual’s quest to know more leads his mind to create images.
Enhancing an individual’s capacity to think helps the people not only take
learning to a higher level of intellect but also improves creativity. Capacity to
think comprises of the following:
 Analysis is about asking the right questions and breaking complex
things into simpler elements.
 Creativity is about generating new thoughts and breaking the existing
patterns of thought.
 Judgment requires both. This is what helps individual take quality
decisions.

2.9 Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and
thoughts. This leads the person to be able to relate to other individuals and
the environment around him. The outcome is indeed a sense of

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belongingness and an environment of trust at the organizational level and
team spirit at the individual level. Capacity to relate comprises of the
following:
 Listening is the individual’s ability to listen with warmth and respect.
Active listening is free of biases, evaluation and pre-conceived
notions.
 Empathizing is the ability to put self in someone else’s shoes and
getting out of one’s own shoes.
 Trust requires a combination of both empathizing and listening. It is
about authenticity, openness and genuineness.

2.10 Capacity to act (measured as action quotient AQ)

Action is how the above three capacities of an individual are
manifested. It is the individual’s ability to enact his intentions. Following are
components of capacity to act:
 Organizing refers to the individual’s ability to organize his time and
resources so as to enable him to convert intentions into reality.
 Implementing means delegating, attention to detail, and focus on the
right process.
 Perform under pressure means the ability to work under pressure and
time constraints and handle multiple tasks without negative stress.
The individual’s values help in discriminating amongst alternatives and
act as the bedrock for decisions. They act as multipliers in enhancing the
individual’s capacities, a sigma of which reflects the individual’s true talent.

Thus: (LQ + CQ + RQ + AQ) X Values = Talent

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 Organizations provide individuals the opportunity and space for
physically manifesting their talent into performance for achieving individual
and organizational vision. Talent manifests into performance as follows:

Talent
+
Vision/Mission/Strategy
+
Skills & Competencies
+
Role & structure
+
Opportunity
+
Encouragement & Recognition
+
Training & Development
+
Coaching
+
Action Plan & Goals
+
Resources

Performance
Management System

Performance
(Fig 2.1: Talent manifests into performance flow chart)

Thus the domain of talent management focuses not only on

development of individual’s intrinsic capacities, but also on culture building
and change management to provide the other elements listed above for
manifestation of talent into performance.
The service and consulting areas of talent management that thus
emerge are:

 Talent appreciation
 Potential enhancement
 Acquisition of talent
 Knowledge management
Grow Talent offers services in all the above areas. Grow Talent’s

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offerings are based on the models discussed above and follow a unique
methodology.

2.11 Talent appreciation (TAP)

TAP services from Grow Talent are focused on assessing the way
individuals learn, think, relate to others, and act. Tap is used to evaluate the
capacities, competencies and values of individuals for assessment of
potential for career development and succession planning.

This is intricately linked to helping organizations map their capacity

and competency requirements and then assessing talent to draw up
individual development plans. The talent profiling thus done for organizations
helps them identify critical competencies to be developed and capacities to
be enhanced in order to meet future business requirements and achieve
plans.

2.12 Potential enhancement (PEP)

The focus of PEP is to create learning experiences and solutions for
individuals that will help convert their talent into competence. It also involves
designing learning events and processes that enhance the potential of
individuals.
Two intrinsic components of Grow Talent PEP are:

 Capacity building modules - which focus on enhancing the four

capacities of individuals.
 Competence building modules – which focus on specific areas like
consulting skills, problem solving, service quality, strategic selling,
process designing, interviewing skills, etc.

2.13 Acquisition of talent (ACT)

Grow Talent’s approach to helping organizations acquire talent is
based on the following:
 Helping organizations define roles for specific leadership positions

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 based on 'preferred futures' and strategy
 Identifying the competencies required for each of these jobs
 Determining the levels of fundamental capacities of learning, thinking,
relating and acting needed to acquire these competencies
 Defining the values which are needed to display the desired
behaviours
 Identifying individuals who would fit into these positions
 Enable organizations and individuals to establish mutually acceptable
contracts for employment and lay the foundation of win-win
relationships

2.14 TALENT MANAGEMENT WITH RETENTION MANAGEMENT

The Development Dimensions International (DDI) identified a number

of best practices in which we believe should serve as the foundation
for a talent management system:

 Best Practice 1: Start with the end in mind-talent strategy must be

tightly aligned with business strategy.
 Best Practice 2: Talent management professionals need to move from
a seat at the table to setting the table.
 Best Practice 3: You must know what you’re looking for—the role of
Success Profiles.
 Best Practice 4: The talent pipeline is only as strong as its weakest
link.
 Best Practice 5: Talent Management is not a democracy.
 Best Practice 6: Potential, performance and readiness are not the
same thing.
 Best Practice 7: Talent management is all about putting the right
people in the right jobs.
 Best Practice 8: Talent management is more about the “hows” than
the “whats.”
 Best Practice 9: Software does not equal talent management

20
3 METHODOLOGY

3.1 Data collection sources/techniques

3.1.1. Research Design

The present study is Descriptive in nature. i.e. to describe the talent

management strategies and challenges in IT sectors. Respondents
considered for the study were employees from the HR and executive cadres
of the organization.

3.1.2 Data Collection Techniques

Primary data was collected through questionnaire as shown in

annexure, which was distributed to the present employees of HCL.

Secondary data was collected through journals and research papers,

newsletters, HR websites and website of HCL Infosystem, citehr, etc.

3.1.3 Sample design

Sampling Design consists of sampling universe, sampling frame and

sampling method. The sampling universe tells about the sample population.
Sampling frame which tells about type of the company (IT) taken for sample
to study.

3.1.4 Population

The population consists of the total respondent. The research

population consists of all the employees at HCL Infosystem, Noida.

3.1.5 Sample size

For exploring the contribution of Talent management and challenges

of present study, 50 executive-level employees of the HCL were selected and
questionnaire was circulated among the employees.

21
3.1.6 Sampling method

For present employees who have worked in HCLI for more than a year.

Sample technique – Random Sampling as a tool for selection of

sample group was used in the talent management. In this technique
population elements are select randomly and select the sample population.

3.1.7 Instrument for data collection

The instrument for data collection for this study is the questionnaire as
shown in annexure which was distributed to the employees of this
organization.

Monetary Benefits Salary, incentives , Medical Benefits

Non- Monetary Benefits Leaves, supervisor appreciation , flexible timing
Personnel Benefits Good Physical working Condition, Social Security
(Table 3.1: Categories of benefits to the employees)

22
4 DATA ANALYSIS

4.1 Analysis of Questionnaire:

1. I am satisfied with the salary I draw at present.

Table 4.01: I am satisfied with the salary I draw at present

Options No. of responses % of response

Strongly agree 4 8
Strongly disagree 14 28
Agree 12 24
Disagree 10 22
Neither agree nor 9 18
disagree

8%
18%

Strongly agree
28% Strongly disagree
Agree
22% Disagree
Neither agree nor disagree

24%

(Fig 4.01: I am satisfied with the salary I draw at present)

Interpretation: The employees were asked whether they are satisfied with
the salary. It was observed that 28% were strongly disagreed and 24%
agreed that they are satisfied with their current salary.

23
 2. I am satisfied with the leaves provided by the company.

Table 4.02: I am satisfied with the leaves provided by the company

Options No. of responses % of response
Strongly agree 6 12
Strongly disagree 10 20
Agree 18 36
Neither agree nor 16 32
disagree

12%

32%
Strongly agree
20%
Strongly disagree
Agree
Neither agree nor disagree

36%

(Fig 4.02: I am satisfied with the leaves provided by the company)

Interpretation: This showed that 36% of the employees responded that they
were satisfied with the leaves provided to them by the organization.

24
 3. Financial incentives motivates me more than non financial
incentives.

Table 4.03: Financial incentives motivates me more than non financial

incentives
Options No. of responses % of response
Strongly agree 9 18
Strongly disagree 7 14
Agree 15 30
Disagree 5 10
Neither agree nor 14 28
disagree

18%

28%

Strongly agree
Strongly disagree
14% Agree
Disagree
10% Neither agree nor disagree

30%

(Fig 4.03: A financial incentive motivates me more than non financial

incentives)

Interpretation: It was observed from the responses available that 30% of

employees agreed and 28% of employees neither agreed nor disagreed that
they get easily motivated by the financial incentives.

25
4. Good physical working conditions are provided in the organization.

Table 4.04: Good physical working conditions are provided in the

organization
Options No. of responses % of response
Strongly agree 7 14
Strongly disagree 4 8
Agree 18 36
Disagree 3 6
Neither agree nor 18 36
disagree

14%

36% 8%
Strongly agree
Strongly disagree
Agree
Disagree
Neither agree nor disagree

36%
6%

(Fig 4.04: Good physical working conditions are provided in the

organization)

Interpretation: Most of the employees were satisfied with the working

conditions provided by the HCL InfoSystems. Only 6% of employees
disagreed and 8% totally disagreed that they were not comfortable about
the working conditions as they may be new employees recruited to the
company who will take more time to adapt.

26
 5. I feel secured on the job.

Table 4.05: I feel secured on the job

Options No. of responses % of response
Strongly agree 7 14
Strongly disagree 2 4
Agree 25 50
Disagree 5 10
Neither agree nor 11 22
disagree

14%

22%
4%

Strongly agree
Strongly disagree
10% Agree
Disagree
Neither agree nor disagree

50%

(Fig 4.05: I feel secured on the job)

Interpretation: It was observed that half of the population of employees

in the organisation feel secured on the job and 27% were the ones who
neither agreed nor disagreed.

27
 6. The medical benefits provided by the organization are
satisfactory.

Table 4.06: The medical benefits provided by the organization are

satisfactory
Options No. of responses % of response
Strongly agree 2 4
Strongly disagree 4 8
Agree 16 32
Disagree 10 20
Neither agree nor 18 36
disagree

4%
8%

36%
Strongly agree
Strongly disagree
Agree
32%
Disagree
Neither agree nor disagree

20%

(Fig 4.06: The medical benefits provided by the organization are

satisfactory)

Interpretation: The organization provided medical benefits to their

employees and it was found that 32% response was of total agreement
and 36% responses were of neither agreeing nor disagreeing. Only 4%
responded that they were not satisfied with the medical benefits being
provided to them.

28
 7. I feel that the job I do gives me a good status.

Table 4.07: I feel that the job I do gives me a good status

Options No. of responses % of response
Strongly disagree 2 4
Agree 19 38
Disagree 2 4
Neither agree nor 27 54
disagree

4%

Strongly disagree

38% Agree
54%
Disagree
Neither agree nor disagree

4%

(Fig 4.07: I feel that the job I do

gives me a good status)

Interpretation: It showed that 54% neither agreed nor disagreed and 38%
employees agreed that the organization provide the job which gives good
status.

29
 8. I feel that my supervisor always appreciate the work done by me

Table 4.08: I feel that my supervisors always appreciate the work done by me
Options No. of responses % of response
Agree 24 48
Disagree 8 16
Neither agree nor 18 36
disagree

36%
Agree
48% Disagree
Neither agree nor disagree

16%

(Fig 4.08: I feel that my supervisor always appreciates the work done by
me)

Interpretation: It was observed that the 48% employees felt that their
supervisor appreciates their work.

30
 9. Top management recognizes my work.

Table 4.09: Top management recognizes my work

Options No. of responses % of response
Strongly agree 2 4
Strongly disagree 4 8
Agree 16 32
Disagree 10 20
Neither agree nor 18 36
disagree

4%
8%

36%
Strongly agree
Strongly disagree
Agree
32%
Disagree
Neither agree nor disagree

20%

(Fig 4.09: Top management recognizes my work)

Interpretation: It has been observed that most of the employees agreed

that the management recognizes their work and only 8% strongly
disagreed.

31
 10. I enjoy doing my work.

Table 4.10: I enjoy doing my work

Options No. of responses % of response
Strongly agree 6 12
Strongly disagree 3 6
Agree 25 50
Disagree 4 8
Neither agree nor 12 24
disagree

12%

24%
6%

Strongly agree
Strongly disagree
Agree
8% Disagree
Neither agree nor disagree

50%

(Fig 4.10: I enjoy doing my work)

Interpretation: The data showed that 50% employees enjoy doing their
work and 24% neither agrees nor disagrees about the enjoying the work
which is given to them by the management.

32
 11. I find my job challenging.

Table 4.11: I find my job challenging

Options No. of responses % of response
Strongly agree 5 10
Agree 18 36
Disagree 9 18
Neither agree nor 18 36
disagree

10%

36%
Strongly agree
Agree
Disagree
36%
Neither agree nor disagree

18%

(Fig 4.11: I find my job challenging)

Interpretation: It was seen that 36% of responses were there for both
agreement and neither agreement nor disagreement equally that employees
find their job challenging leading to motivation.

33
 12. I find my opportunities for advancement in this organization.

Table 4.12: I find my opportunities for advancement in this organization

Options No. of responses % of response
Strongly agree 3 6
Strongly disagree 2 4
Agree 15 30
Disagree 9 18
Neither agree nor 21 42
disagree

6% 4%

Strongly agree
42%
Strongly disagree
30% Agree
Disagree
Neither agree nor disagree

18%

(Fig 4.12: I find my opportunities for advancement in this organization)

Interpretation: The organization helps in advancement of their

employees as it was easily been showed from the data that 30%
employees agreed to it.

34
 13. I would like to work in flexible time shifts.

Table 4.13: I would like to work in flexible time shifts

Options No. of responses % of response
Yes 33 66
No 17 34

34%
Yes No

66%

(Fig 4.13: I would like to work in flexible time shifts)

Interpretation: The data showed that 66% of employees were ready to

work in flexible time in the organization.

35
 14. I will not do my work properly if someone is not monitoring/
watching me.

Table 4.14: I will not do my work properly if someone is not monitoring/

watching me
Options No. of responses % of response
Yes 11 22
No 39 78

22%

Yes No

78%

(Fig 4.14: I will not do my work properly if someone is not monitoring/

watching me)

Interpretation: It has been observed that 22% employees feel cautious

when someone is watching them.

36
 15. I feel comfortable working under targets.

Table 4.15: I feel comfortable working under targets

Options No. of responses % of response
Yes 26 52
No 24 48

Yes No

48%
52%

(Fig 4.15: I feel comfortable working under targets)

Interpretation: It has been observed that 52% employees responded that

they comfortable working under targets.

37
 16. I use office resources for personal use.

Table 4.16: I use office resources for personal use

Options No. of responses % of response
Yes 10 20
No 40 80

20%

Yes No

80%

(Fig 4.16: I use office resources for personal use)

Interpretation: Most of the employees (80%) denied that they don’t use
office resources for their personal use.

38
 17. I feel there is power politics prevailing in the organization which
is hampering my growth.

Table 4.17: I feel there is power politics prevailing in the organization

which is hampering my growth
Options No. of responses % of response
Yes 17 34
No 33 66

34%
Yes No

66%

(Fig 4.17: I feel there is power politics prevailing in the organization which is
hampering my growth)

Interpretation: Most of the time, the efficiency of the employees gets

effected by the politics prevailing in the organization but it was observed that
no such conditions prevails in HCL as 66% response was of disagreement.

39
 18. How long have you been working for the company?

Table 4.18: How long have you been working for the company?
Options No. of responses % of response
Less than a year 8 16
1-2 year 11 22
2-5 year 8 16
5-10 year 11 22
More than 10 years 12 24

16%
24%

Less than a year

1-2 year
2-5 year
22% 5-10 year
More than 10 years
22%

16%

(Fig 4.18: How long have you been working for the company?)

Interpretation: It was found out that employees prefer to stay long in the
organization.24% employees were those who were working for past 10 years
and more and 22% employees had 5-10 years working experience of the
same organization.

40
 19. I would like to stay in the organization for long.

Table 4.19: I would like to stay in the organization for long

Options No. of responses % of response
Yes 24 48
No 19 38
Not known 7 14

14%

Yes
No
48% Not known

38%

(Fig 4.19: I would like to stay in the organization for long)

Interpretation: Data showed that 48% employees would like to stay in

the organization for longer period this may be due to the benefits being
provided to them etc.

41
 20. Do you know how you can help the organization to achieve its
aims?

Table 4.20: Do you know how you can help the organization to achieve its
aims?
Options No. of % of response
responses
Yes, I feel quite clear about this 23 46
I think so, but would like to discuss it 16 32
further
No, I am not at all clear about this 11 22

22%

Yes, I feel quite clear

about this
46%
I think so, but would like
to discuss it further

No, I am not at all clear

about this
32%

(Fig 4.20: Do you know how you can help the organization to achieve
its aims?)

Interpretation: 46% of the employees were clear about how they can
help organization to achieve organizational aims.

42
 21. What do you know about your job, and what would you like to
know more about?

Table 4.21: What do you know about your job, and what would you like to
know more about?
Options No. of responses % of response

I know enough about this 20 40

I know a little but need to know 17 34
more
I need to know a lot more about this 13 26

26%
I know enough about this
40%

I know a little but need to

know more

I need to know a lot more

about this

34%

(Fig 4.21: What do you know about your job, and what would you like to
know more about?)

Interpretation: It was observed that 40% employees had enough

knowledge about their job.

43
 22. How satisfied are you with your company’s personnel policies?

Table 4.22: How satisfied are you with your company’s personnel policies?
Options No. of responses % of response
Extremely dissatisfied 7 14
Very dissatisfied 5 10
Neither dissatisfied nor 6 12
satisfied
Very satisfied 19 38
Extremely satisfied 13 26

14%

26%

10% Extremely dissatisfied

Very dissatisfied
Neither dissatisfied nor satisfied
Very satisfied
12%
Extremely satisfied

38%

(Fig 4.22: How satisfied are you with your company’s personnel policies?)

Interpretation: The data showed that 38% were very satisfied with the
company’s personnel policies.

44
4.2 Findings and Recommendations

The findings of the study are as follows:

 HCL provides a good environment at workplace. Most of the

people feel secured on the job.
 Most of the people are dissatisfied with their salary.
 Most of the people are satisfied with the leaves provided by the
company.
 People agree that financial incentives motivate them more than
non financial incentives.
 Most of them feel that they are always appreciated by their
supervisor for their work.
 But most of them also agree with the fact that that top
management do recognize their work.
 Here employees are happy to walk with team so that they find
good team spirit in the organization.
 They find their job challenging and find opportunities for
promotions in the organization.
 Analysis says that employees are clear about the task and
responsibilities which are assigned to them. Because when
they would like to know more about their job they made it clear
that organization has made understand them what is being
required so they know enough about the job.
 At here employees also see their good future in this
organization as they agreed to stay in the organization for long.
 Most the employees have a clear knowledge about the
company’s vision, mission and objectives. And they know how
to achieve these objectives.

45
Recommendations

1. Communicate is the key to proving solving.

2. The perception of fairness and equitable treatment is important in

employee retention.

3. Your best employees, those employees you want to retain, seek

frequent opportunities to learn and grow in their careers, knowledge
and skill.
4. Organizations must have meaningful descriptions of the capabilities
(skills, behaviours, abilities and knowledge) required throughout the
organization.
5. Organizations must be able to relate those skills and capabilities to a
role or a center of demand, such as a job position, project or
leadership role.
6. Talent management processes must create a comprehensive profile of
their talent. They must be able to track meaningful talent related
information about all of their people - employees, contractors, or
candidates.
7. The working culture of the organization should be improved and
maintained to retain talent in long run.
8. More certified training should be given to the employee to boost their
effectiveness and efficiency. It should be used as a tool of motivation.
9. The organization should identify the crucial talent initiative to attract
and retain the employee. They should know which talent management
elements can have the greatest impact on the business and therefore
provide a better basis for prioritization and implementation.
10. To create a sophisticated talent management environment,
organizations must:
 Define a clear vision for talent management
 Develop a roadmap for technology and process integration
 Integrate and optimize processes
 Apply robust technology to enable processes

46
  Prepare the workforce for changes associated with the new
environment

4.3 Limitations of the Study

 It is find difficult while distributing questionnaire to HCLI employees

regarding project “Talent Management”. Many employees refused to
fill the questionnaire. Some of them fill the questionnaire without
reading questions which makes difficult to analysis and to interpret
them correctly.

 It was impossible to gather the current branding strategy applied by

the company because as a part of secret information of the company
they have not disclosed it.

47
5. BIBLIOGRAPHY

 Aswathappa, K. (2010). Human resource management: Text and

cases. New Delhi: Tata McGraw-Hill.
 Blass, E. (2009). Talent management: Cases and commentary.
Basingstoke: Palgrave Macmillan.
 Editorial December 2010. (2010). Business Information Review,
27(4), 210-215. doi:10.1177/0266382110392451
 Lockwood, N., & Society for Human Resource Management (U.S.).
(2014). Finding and keeping the right talent: A strategic view.
Alexandria, VA: Society for Human Resource Management
 Pat Galagan, Talent Management, T+D | may 2008 p. 42
 R., K. C. (2006). Research methodology Methods 7 techniques. New
Delhi: New age international.
 Rana, G., Goel, A. K., & Rastogi, R. (2013). Talent management: A
paradigm shift in Indian public sector. Strategic HR Review, 12(4),
197-202. doi:10.1108/shr-02-2013-0012
 Ready, Douglas A. “How to Build a Talent Factory” Computerworld,
6/11/2007, Vol. 41, Issue 24, p30-30, 1p
 www.citehr.com
 www.hcl.in
 www.researchandmarkets.com
 www.shrm.org

48
 6. ADHERENCE SHEET

Particulars Last Date Signature of Mentors

Title of the Project/Area of Topic Finalization 21-Jan-16

Literature Review/Objectives of the study 02-Feb-16

Methodology 18-Feb-16

Questionnaire/Data Collection tools 03-Mar-16

Data Collection 17-Mar-16

Analysis 24-Mar-16

Conclusion and Recommendations 01-Apr-16

First Draft 15-Apr-16

Final Report/Binding and Submission 03-May-16

49
7. ANNEXURE

Questionnaire:

The following questionnaire is the work of Aditya Dayal, student of MBA,

DSM, DTU. This questionnaire is designed solely to carry out a study on
talent management at HCL. In this regard you are requested to kindly fill in
the questionnaire to the best of your knowledge to help me achieve the
purpose of study. Your kind support will not only help me in preparing in
qualitative project report but also help me in giving suggestions to the
organization for the betterment of its employees.

PERSONAL DETAILS:

Age:

Sex:

Designation:

No. Of years in the organisation:

1. I am satisfied with the salary I draw at present?

a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
2. I am satisfied with the leaves provided by the company?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
3. Financial incentives motivates me more than non financial incentives?
a) Strongly Agree [ ]

50
 b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
4. Good physical working conditions are provided in the organization?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
5. I feel secured on the job?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
6. The medical benefits provided by the organization are satisfactory?
a) Agree [ ]
b) Neither Agree nor Disagree [ ]
c) Disagree [ ]
d) Strongly Disagree [ ]
7. I feel that the job I do gives me a good status?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) d. Disagree [ ]
e) Strongly Disagree [ ]
8. I feel that my supervisor always appreciate the work done by me?
a) Disagree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
9. Top management recognizes my work?
a) Strongly Agree [ ]
b) Agree [ ]

51
 c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
10. I enjoy doing my work?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
11. I find my job challenging?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
12. I find my opportunities for advancement in this organization?
a) Strongly Agree [ ]
b) Agree [ ]
c) Neither Agree nor Disagree [ ]
d) Disagree [ ]
e) Strongly Disagree [ ]
13. I would like to work in flexible time shifts?
a) Yes [ ]
b) No [ ]
14. I will not do my work properly if someone is not monitoring/watching
me?
a) Yes [ ]
b) No [ ]
15. I feel comfortable working under targets?
a) Yes [ ]
b) No [ ]
16. I use office resources for personal use?
a) Yes [ ]
b) No [ ]

52
17. I feel there is power politices prevailing in the organization which is
hampering my growth?
a) Yes [ ]
b) No [ ]
18. I would like to stay in the organization for long?
a) Yes [ ]
b) No [ ]
c) Not known [ ]
19. How long have you been working for the company?
a) Less than a year [ ]
b) 1-2 years [ ]
c) 2-5 year [ ]
c) 5-10 years [ ]
d) More than 10 years [ ]
20. Do you know how you can help the organization to achieve its aims?
a) Yes, I feel quite clear about this [ ]
b) No, I am not at all clear about this [ ]
c) I think so, but would like to discuss it further [ ]
21. What do you know about your job, and what would you like to know
more about?
a) I know enough about this [ ]
b) I know a little but need to know more [ ]
c) Need to know a lot more about this [ ]
22. How satisfied are you with your company’s personnel policies?
a) Extremely dissatisfied [ ]
b) Very dissatisfied [ ]
c) Neither dissatisfied nor satisfied [ ]
d) Very satisfied [ ]
e) Extremely satisfied [ ]

53