CHAPTER 1

“INTRODUCTION TO TALENT MANAGEMENT AND

SUCCESSION PLANNING”
 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

Introduction to talent management and succession planning

This project aims to explore the crucial aspects of talent management and succession
planning in organization. In today`s competitive business world, it is essential for the
companies to attract, develop, and retain top talent. This project examines the various
strategies and best practices for effective talent management and highlights the value of
succession planning.

The project will cover the following key aspects:

 Introduction to talent management and succession planning.

 Importance of talent management and succession planning.
 Talent management strategies and best practices.
 Succession planning approaches and best practices.
 Integration talent management and succession planning for organizational success.
 Real –world examples of talent management and succession planning success.

The study also highlight the challenges and obstacles that organizations face in implementing
effective talent management and succession planning programs and will present case studies
of companies that have succeeded in this area.

The project’s main objective is to help organizations understand the importance of talent
management and succession planning and provide guidelines for building a strong talent
pipeline for long-term organizational success and sustainability.

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Main objectives of talent management and succession planning are:

1. Attract and retain top talent :The main objective is to identify ,acquire and
retain top talent to ensure a Strong talent pipeline.
2. Develop employees skills and capabilities: The objective is to provide
employees With opportunities to enhance their skills and capabilities through
training and development.
3. Identify and groom futures leaders: The main objective is to identify
individuals who have high potential to become future leaders within the
organization; and provide them with appropriate development opportunities.
4. Migrates risk and ensures business continuity: The main objective is to ensure
business continuity by identifying key positions in the organization and preparing
qualified individuals to fill these position in the event of senior executives leaving
or retiring.
5. Foster a culture of engagement and growth: The objective is to foster a culture
where employees feels valued and motivated, where they can grow and develop
their career.
6. Ensures diversity in the leadership: The objective is to create diverse
leadership
team and ensure equal opportunities for individual from different backgrounds.

Overall, talent management and succession planning aims to ensure that the organization has
the right people in the right position ,with the capabilities, to achieve business goals and
objectives.

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The scope of talent management and succession planning :

1.Succession Planning:
Succession planning is the process of identifying and developing potential successors for key
positions within an organization. This involves assessing the current and future needs of the
organization, and identifying individuals who have the potential to fill key roles in the future.

2. Talent Acquisition:
Talent acquisition involves the process of attracting and hiring top talent for an organization.
This includes identifying job requirements, developing job descriptions, sourcing candidates,
and conducting interviews.

3. Performance Management:
Performance management involves setting performance goals, providing feedback, and
evaluating employee performance. This process can help identify top performers and
individuals who may need additional support to develop their skills and abilities.

4. Learning and Development:

Learning and development involves providing employees with the tools and resources they
need to develop their skills and abilities. This can include training programs, coaching,
mentoring, and job rotations.

5. Career Development:
Career development involves helping employees identify and achieve their career goals. This
can include providing opportunities for career advancement, job rotations, and stretch
assignments.

Overall, talent management and succession planning help organizations build a strong
pipeline of talent, improve employee engagement and retention, and ensure that key positions
are filled with qualified individuals who can drive the organization's success.

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

CHAPTER 2
“PROFILE OF THE ORGANISATION AND
THEROTICAL BACKGROUND”

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2. Profile of the organization

2.1 . About the company

About Terralogics Software Solutions

 Founded on 2008 (15 yrs old)

 Ownership: Private
 India Employee count: 201-500
 Global Employee count:1K-5k
 Headquarters: San Jose, United States
 Office Location: Chennai, Bangalore, Mumbai
 CEO:
 Founders:
 Type of Company: Corporate
 Nature of Business: Service, B2C, B2B.
 Company Email ID
 Company Contact no:
 Social Media Presence:
 Website: ;

Terralogic is a USA based well-known software and IT services company, an expert in IoT,
Cloud, DevOps, App development, Cybersecurity and many others.
Terralogic is all about futuristic technology services for the connected world. We hold
personalized business care for each of our customers, fixing a keen eye on the real-time
problem, exactly the way our customers view them. Our structure ensures engineering
expertise in accordance with business needs, fulfilling customer expectations and at the same
time. We have collaboration with the industry’s most trusted strategic alliance partners so that
we can provide you access to the latest technologies and innovations solving multi-
dimensional technology problems.

Primary Industry
IT Services & Consulting

Other Industries
 Design
 Gaming (Sports & Recreation | Internet)
 Emerging Technologies
 Software Product (Internet)

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

Figure 1 Organization

Vision mission statements

Vision: Design, Driven, Technology, Innovation!

Mission: Being in the industry for 12 years with 1000+ strength, we are a 360-degree
technology solution provider, right from product conceptualization to product maturity. Our
development roadmap tracks progress and execution, with intuitive design practices to
achieve our clients' organizational goals and create products and services that users love.

Core value of company

The strength of the ongoing rally in the market is clear from the fact that market
breadth in all the segments of the market is largely positive, that is more number
of stocks are rising then falling. The nifty mid-cap index makes an attempt to
move into green territory even when nifty is trading in red and a number of
times it is successful also. ET screener powered by Refinitiv’s Stock Report
Plus lists down quality stocks with high upside potential over the next 12
months, having an average recommendation rating of “buy” or "strong buy".
This predefined screener is only available to ET Prime users.

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Details of the product

Products
Keep your business ahead of the business curve with the most innovative leaders in the
industry to help teams achieve a better way to work .

Our Security Products

o Fortinet

Get the best of Fortinet with new-age Security and Networking Devices

o SonicWALL

Secure your Firewall with SonicWALL for better security

o Solarwinds MSP

Improved Network monitoring with enhanced security with Solarwinds MSP

o Citrix

Get new-age platinum standard Visualization Products by Citrix

o Dell EMC

Premier DELL EMC products to provide Dell Hardware and Virtualization.

o Nutanix

We are also a Scaler partner with Nutanix for Hyperconverged infrastructure.

o Microsoft

Get the benefits of Microsoft software products with us.

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Our Virtualization Products

Our Hosting Products

o Microsoft Office 365

Our partnership with Microsoft Office 365 brings in superior email hosting
products

o G-Suite

You can opt for the complete G-Suite for your email hosting products

Our Backup Products

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o StorageCraft

To provide a niche backup solution, we are partnered with Storage Craft

o Nutanix with HYCU

We provide Nutanix Backup products with HYCU.

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Founder, Chief executive officer and other key persons

Organisational structure

Rama Kini Jim Davidson

Rama Kini (Management
( (CEO)
Chief executive officer) Committee,Bridger
).

Duncan Sandeep Manoj

Matt Venkatesh Reddy
Robertson Metta
Ramsey J
(Independ
(Digital (App
ent (Microsoft (IT
Solutions) developm
Director) Services) services) ent)

Sand
Kevin Wheat David Clark
Sandeep V Anil
(CTO, (cyber
Reddy
(Sales, Microsoft) Microsoft security) (design
Services) head)

CTO, Design

Financial statement
Terralogic's annual revenue is $15.0M. Zippia's data science team found the following key
financial metrics about Terralogic after extensive research and analysis. Terralogic has 3,000

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employees, and the revenue per employee ratio is $5,000. Terralogic peak revenue was
$15.0M in 2022. Terralogics has 1,000 employees. Competitors and similar companies

 CARVE-A-NICHE TECH. Technology - Private.

 Globant. Technology - Public.
 Mobizent. Technology - Private.
 Acumento. Technology - Private.

the typical Terralogic Software Engineer salary is ₹5,12,621 per year. Software Engineer salaries at
Terralogic can range from ₹1,27,792 - ₹29,17,193 per year. This estimate is based upon 49
Terralogic Software Engineer salary report(s) provided by employees or estimated based upon
statistical methods

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FINANCIAL REPORT - TERRALOGIC SOFTWARE SOLUTIONS

PRIVATE LIMITED
Here is a summary of financial information of TERRALOGIC SOFTWARE SOLUTIONS
PRIVATE LIMITED for the financial year ending on 31 March, 2022.

 Revenue / turnover of TERRALOGIC SOFTWARE SOLUTIONS PRIVATE LIMITED is

INR 1 cr - 100 cr

EBITD 61.18 %

NET WORTH 47%.05

Debt/Equity Ratio 0.19

Return on equity ratio 31.65%

Fixed Total Assets 39.37 %

Fixed Assets 16.26%

Current Assets 45.65 %

Current liabilities 29.00%

Trade Receivables 76.04 %

Trade payables -10.88%

Current ratio 2.63

Net worth of the company has increased by 47.05 %


 EBITDA of the company has increased by 61.18 %
 Total assets of the company has increased by 39.37 %
 Liabilities of the company has increased by 29.00 %

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SWOT ANALYSIS :

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THEORETICAL BACKGROUND

Being a technology services company for 15 years with 1000+ strengths, we are a 360-degree
technology solution provider, right from product conceptualization to product maturity.

Our development roadmap tracks progress and execution, with intuitive design practices to
achieve our client’s organizational goals and create products and services that users love.

We Terralogic came into being in 2008 and since then we do everything possible to solve
human problems with solutions that make practical sense and not just in theory. We are a
global family, kindred to think about innovations, by making our products and solutions more
sustainable. Today in 2023, we are a diverse global team who are continuously making a
positive impact in the digital transformation space. Bringing innovation in little things,
inspiring solutions and products that users actually need.

Talent management and succession planning are both important aspects of human resource
management in organizations. They aim to ensure that the organization has a pipeline of
talented individuals who can take on critical roles and contribute to the organization's success
in the long term.

Theoretical background for talent management:

1. Talent management theory: This theory emphasizes the identification, development, and
retention of top talent in an organization. It focuses on creating a culture that attracts and
retains high-performing individuals and aligns their skills and abilities with the organization's
strategic goals.

2. Human capital theory: This theory views individuals as valuable assets or resources for
organizations. It recognizes that talent is a critical factor in determining an organization's
competitive advantage and long-term success. It emphasizes investing in employees'
development and creating opportunities for them to maximize their potential and contribute to
organizational goals.

Theoretical background for succession planning:

1. Succession planning theory: This theory focuses on the identification and development of
potential successors for key leadership positions within an organization. It emphasizes the
need to plan for the continuity of critical roles to ensure a smooth transition and minimize
disruptions when key individuals leave the organization.

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2. Leadership pipeline theory: This theory suggests that organizations should have a
systematic process for identifying and developing future leaders at all levels. It emphasizes
the need to have a pipeline of talented individuals who can take on increasing levels of
responsibility and contribute to the organization's success.

Overall, the theoretical background for talent management and succession planning
emphasizes the importance of identifying and developing talent, creating a culture that
attracts and retains high-performing individuals, and ensuring a smooth transition of key roles
in the organization. These theories provide guidance and frameworks for designing effective
talent management and succession planning strategies.

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CHAPTER 3
RESEACH DESIGN AND METHODOLOGY

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TYPES OF RESEARCH :

Exploratory research
Exploratory research is designed to examine what is already known about a topic and what
additional information may be relevant. It rarely answers a specific question, but rather
presents the foundational knowledge of a subject as a precursor to additional research. Often,
exploratory research applies to lesser known issues and phenomena.

For instance, you may consider what is currently known about the success of year-long
maternity and paternity leave programs. This research can include gathering all relevant
information and compiling it together in an accessible format that has not been available
previously.

Nothing new is found out in this research this just giving detail information of every product
available in the TERRALOGIC, that’s why my project is exploratory research

TYPES OF DATA :
Primary Data Primary data are those, which were collected afresh & for the first time and
thus happen to be original in character. However, there are many methods of collecting the
primary data. All have not been used for the purpose of this project. The ones that have been
used are:

 Face to face communication (Interviewing)

 Observation

Secondary Data :

Secondary data means data collected by someone else earlier . Surveys , observation ,
experiments , personal interview , etc.

 Government publications
 websites
 books
 journal articles
 internal records etc.

Sources of Data Collected :

Primary Source : primary data collected through the interview method with the HR manager
of TERRALOGIC company .

Secondary Source :

internet

https://terralogic.com/about-us/

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https://www.ambitionbox.com/overview/terralogic-software-solutions-overview

Primary data was collected through questionnaires

• Sample size : 20 employees

• Sample area : TERRALOGIC PVT LTD

• Sample method : Random sampling method

Sampling:
Sampling procedure:

The sample was selected of employees working at this branch. It was also collected through
formal and informal talks and through filling up the questionnaire prepared. The data has
been analysed by using mathematical/Statistical tool.

Sample size: The sample size of my project is limited to 20 employees only.

Sample design: Data has been presented with the help of pie charts. The following are the
questionnaires that was been carried out at the time of survey. The questionnaires also show
the value of perception of employees towards TERRALOGIC .

Research Methodology:

1. Research Objective: The research objective should be clearly defined and focused,
such as identifying best practices in talent management and succession planning, exploring
the impact of talent management on organizational performance, or examining the challenges
faced by organizations in implementing effective talent management and succession planning
strategies.

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2. Literature Review: Conduct a comprehensive review of existing literature and

academic research on talent management and succession planning. This will provide a
foundation for understanding the current state of research, identifying any gaps or
unanswered questions, and gaining insights into relevant theories, frameworks, and models.

3. Research Design: Determine the most suitable research design based on the research
objective and available resources. Possible research designs can include case studies, surveys,
interviews, focus groups, or a combination of methods.

4. Sampling: Determine the target population, sampling frame, and sampling technique. In
talent management and succession planning research, the target population can be HR
managers, senior executives, employees, or a specific industry or sector. Choose a sampling
technique such as random sampling, systematic sampling, or stratified sampling, and collect
data from an appropriate sample size.

5. Data Collection: Choose the methods for data collection based on the research design.
This can include conducting surveys using structured questionnaires, conducting interviews
with key stakeholders, collecting secondary data from organizational records and reports, or
analzing case studies. Ensure the instruments used for data collection are valid and reliable.

6. Data Analysis: Analyse the collected data using appropriate statistical techniques or
qualitative analysis methods, depending on the nature of the data. Analyse the data to answer
the research questions or address the research objective. This can involve coding qualitative
data, conducting statistical tests, or generating descriptive statistics.

Period of the Study

The period of the study is made in one and half month i.e in 45 days ,with the time period of
10th June 2023 to 10th august 2023 .

Chapter scheme

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Chapter 1: This chapter consists of Introduction of the Talent management and

succession planning ,Statement of the problem, Objectives of study and scope of study.

Chapter 2: This chapter consists of profile of the organization, About company Vision
and mission statement, Core values of the company, Key peoples who are all involved in the
company swot analysis of the of the company and theoretical background of the company.

Chapter 3: This chapter deals with Research design and methodology Title of the project,
Type of research which is done in this project ,Type of data collected for the project from
which sources the data is collected Period of the study i.e.in how many days the project is
completed sample size selected which means the company which i have selected for the
project.

Chapter 4: This chapter deals with Data presentation Analysis And interpretation.

Chapter 5: This chapter deals with Findings, Suggestions and Conclusion

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CHAPTER 4
DATA PRESENTATION,ANALYSIS AND
INTERPRETATION

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4.1 Is the age limit plays vital rule in organization?

Age respondents Percentage

%
<17 0 0
18 to 25 19 95
>35 1 5
Table 4.1

AGE :

35 above

18-25 age
95%

Chart 4.1

Analysis
It has been observed that 35% of the respondents are males and 95% of the respondents are female.

Interpretation
From the above, it is to show that the maximum number of persons attended survey are of age
between 18 – 25 years of age and minimum number of persons attended are of age 35 above

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4.2 Is the gender survey is really needed to proceed an successive organization?

Gender No of respondents Percentage

%
Male 16 80
Female 4 20
Total 20

Table 4.2

Analysis
It has been observed that 20% of the respondents are male and 80% of the respondents are female.

From the above, there were 80% of females and 20% of males who have taken part in survey.

Interpretation
From the above, there were 80% of females and 20% of males who have taken part in the talent
management and succession planning survey .

4.3 How an organization holds an employee job span?

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No.of Years No of respondents Percentage

Below 1 18 90
2-3 0 0
Above 3 2 10
Total 20
Table 4.3

WORK EXPERIENCE :

below 1 yr 2-3 yrs above 3 yrs above 3 yrs

Chart 4.3

ANALYSIS

It has been observed that most of the people attained the survey are work experienced below 1 year
and minimum of 3 years .

Interpretation
From the above, the people who attended the talent management and succession planning survey have
the work experience of below one year and above 3 year

4.4 How an Employees are familiar with talent Management and Succession
Planning ?
Rating No.of appellants Percentage

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%
0 0 0
1 0 0
2 0 0
3 4.3 21.4
4 5.7 28.6
5 0 0
6 0 0
7 10 50
8 0 0
9 0 0
10 0 0

Table 4.4 1

Chart 4.4

Analysis
It has been observed that 28.6% of the respondents are rated 4, 21..4% are rated 3, 50% of the
respondents are rated with 7.

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Interpretation
From the above, 50% of the people at the scale 7 , 21.4% of the people at the scale 3 and 28.6% of
the people at the scale 4 , are familiar with the concept of talent management and succession planning.

4.5 Is Organization achieved success in talent management and succession

planning efforts?

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Opinion No.of appellants Percentage

%
Excellent 6.6 33.3
Good 10.5 52.4
Average 1.9 9.5
Needs Improvement 1 4.7
Table 4.5

Chart 4.5

Analysis

It has been observed that 33.3% of the respondents are excellent ,9.5%respndents are average ,52.4%
respondents are good and remaining respondents are needs imorovement

Interpretation
With the 21 responses, people have rated their organization’s talent management and succession
planning efforts with maximum of 52.4% as good, 9.5% as average and 33.3% as excellent and
remaining as needs improvement.

4.6 How an employees in organization giving an importance to talent

management for an organization ?

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Rating No .of appellants Percentage

%
0 -4 4.3 21.3
5-9 0 0
10-15 15.6 78.6
Table 4.6

Chart 4.6

Analysis
It has been obeserved that 7.1% of the respondents are rated 1 and 78.6% of the respondents are rated
with 11.

Interpretation
From the above, with 14 people responses, maximum of 78.6% at the scale 11, people have agreed
that talent management is important for an organization.

4.7 Does your organisation have a formal talent management and succession
planning strategy in place?
Opinion No of appleants Percentage

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%
Yes 14.3 71
No 1 5
Not Sure 4.8 24
Table 4.7

Does your organisation have a formal talent man-

agement and succession planning strategy in place?
NOT SURE
24%

NO
5%

YES
71%

Chart 4.7

Analysis
Ita haas been observed that 24% of the respondents are rated not sure, 5% of the respondents are rated
no and 71% of the respondents are yes.

Interpretation
From the above, maximum of the people have agreed with yes consisting of 71% out of 100%, that
the organization have a formal talent management and succession planning strategy in their work
place.

4.8 How an succession planning in an organization ?

Rating No.of appellants Percentage

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%
0 0 0
1 1.4 7.1
2 0 0
3 0 0
4 0 0
5 7.1 35.7
6 0 0
7 0 0
8 11.4 57.1
9 0 0
10 0 0
Table 4.8

Analysis
Ita haas been observed that 24% of the respondents are rated not sure, 5% of the respondents are rated
no and 71% of the respondents are yes.

Interpretation
From the above Graph, with the highest number of 57.1% of people have agreed that succession
planning is Important in an organisation out of 100%

4.9Does your organization have a formal process for identifying critical roles
and developing succession plans those positions?
Opinion No of appleants Percentage

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%
Yes 12.2 61.9
No 1.8 9.5
Not sure 5.6 28.6
Total 20 100
Table 4.9

Analysis
It has been observed that 61.9% of people, 28.6% of people and 9.5% of people have agreed that their
organisation have a formal process of identifying the critical roles and developing succession plans.

Interpretation
From the above pie chat, 61.9% out of 100% of people have agreed that the organisation they are
working in have a formal process for identifying critical roles and developing succession plans .

4.10 How well does your organization currently approach talent and succession
planning ?
Rating No.of appellants Percentage
%

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0 0 0
1 1.4 7.1
2 0 0
3 0 0
4 0 0
5 0 0
6 0 0
7 0 0
8 11.4 57.1
9 0 0
10 0 0
Table 4.10

Chart 4.10

Analysis
It has been observed that 7.1% of the respondents are 2 24.3% of the respondents are rated 3, and
57.1% of the respondents are rated with 8

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Interpretation
From the above graph, number of people who have attended the survey have said that 57.1% of the
organisations are currently approaching talent management and succession planning .

4.11 Is your organization identifies the new talent and new leaders for the future
development for organization.
Opinion No of appleants Percentage
%

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Very Effective 17 43%

Somewhat Effective 3 57%
Not Very Effective 0 0
Not at all Effective 0 0

How eff ecti ve is your organizati on's talent man-

agement and succession planning in identi fying and
developing future leaders ?
very effective somewhat effective not very effective not at all effective

43%

57%

Interpretation
From the above pie chart, we can interpretate that the organisations are somewhat effective in talent
management and succession planning in identifying and developing future leaders.

4.12 How Frequently does your organization review and update its talent
management and succession planning strategy ?
Time Period No of appleants Percentage
%
Annually 1 10%
Every 2-3 Years 17 83%
As needed 2 7%
We don’t have strategy in 0 0
place
Table 4.12

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How frequently does your organizati on review and

update its talent management and succession
planning strategy?
annually every 2-3 years
as needed we don't have strategy in place

7% 10%

83%

Chart 4.12
Analysis
It is been observed that every 2-3 years, minimum of annually and as needed organisation review and
update its strategy.

Interpretation
It is interpretated by the people who have taken the survey that their organisation review and update
its talent management and succession planning strategy every 2-3 year.

4.13 How Satisfied are you with your organizations talent management and
succession planning efforts?
Opinion No of appleants Percentage
%
Very Satisfied 7.5 38%
Somewhat Satisfied 4.7 24
Neutral 6.5 33
Dissatisfied 2.2 5
Table 4.13

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How sati sfi ed are you with your organisati on's

talent management and succession planning ef -
forts?
very satisfied somewhat satisfied neutral dissatisfied

5%

38%
33%

24%

Chart 4.13

Analysis
It has been observed that 38% of the respondents are rated very satisfied 24% of the
respondents are rated with some what satisfied 5% of the respondents are rated dissatisfied
33% of the respondents rated with neutral.

Interpretation
From the above pie chart, people are either very satisfied or neutrally satisfied with their
organisation’s talent management and succession planning efforts.

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CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION

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FINDINGS:
1. How does Terralogic approach talent management within the company?

2. What strategies and initiatives does Terralogic have in place for talent acquisition and
retention?

3. How does Terralogic identify high-potential employees for succession planning?

4. Can you provide examples of how Terralogic has successfully implemented succession
planning in the past?

5. How does Terralogic ensure diversity and inclusivity in its talent management and
succession planning efforts?

6. Does Terralogic provide training and development opportunities for its employees as part
of talent management and succession planning?

7. How does Terralogic measure the effectiveness of its talent management and succession
planning programs?

8. What role does leadership play in Terralogic's talent management and succession planning
efforts?

9. How does Terralogic support employees in their career development and advancement
within the company?

10. How does Terralogic stay updated with the latest trends and best practices in talent
management and succession planning?

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SUGGESTIONS:
1. To approach talent management within the company, Terralogic focuses on identifying and
nurturing individuals with strong potential, providing them with opportunities for growth and
development, and retaining top talent through competitive compensation and comprehensive
benefits.

2. Terralogic has a comprehensive talent acquisition and retention strategy in place, which
includes sourcing talent through various channels, conducting rigorous interviews and
assessments, offering competitive compensation packages, providing ongoing professional
development opportunities, and creating a positive work culture that fosters employee
engagement and loyalty.

3. Terralogic identifies high-potential employees for succession planning through a

combination of performance evaluations, leadership assessments, and feedback from
managers and peers. They also consider employees' aspirations and career goals to ensure the
right fit for future leadership roles.

4. While specific examples would need to be provided directly from Terralogic, successful
implementation of succession planning typically involves identifying key positions critical to
the company's growth, developing a pool of potential successors, providing training and
development opportunities, and regularly reviewing and adjusting succession plans as
needed.

5. Terralogic is committed to diversity and inclusivity in its talent management and

succession planning efforts. They ensure equal opportunity and fair treatment for all
individuals throughout the talent pipeline, actively seek diverse candidates, implement
policies and initiatives to promote diversity and inclusion, and regularly review and assess
their progress.

6. Yes, Terralogic provides training and development opportunities as part of its talent
management and succession planning efforts. They offer various programs such as
mentoring, leadership development, technical training, and skill-building workshops to help
employees grow and advance in their careers.

7. Terralogic measures the effectiveness of its talent management and succession planning
programs through various metrics, including employee engagement surveys, retention rates,
promotion rates, performance reviews, and feedback from employees and stakeholders. They
regularly analyze these metrics to identify areas for improvement and make necessary
adjustments to their programs.

8. Leadership plays a critical role in Terralogic's talent management and succession planning
efforts. They are responsible for identifying high-potential employees, providing mentorship
and guidance, creating a culture that encourages employee growth and development, and
ensuring a smooth transition of leadership roles when needed.

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CONCLUSION:
The conclusion for talent management and succession planning is that they are crucial
strategic practices for organizations to ensure long-term success and sustainability. By
identifying, attracting, developing, and retaining talent, organizations can build a strong
workforce capable of driving innovation, achieving goals, and adapting to changing
environments. Succession planning, in particular, helps organizations mitigate the risks
associated with key personnel transitions and ensures a smooth transition of leadership. Both
practices require a proactive approach, ongoing evaluation, and effective communication to
be successful. Overall, talent management and succession planning enable organizations to
optimize their human capital and maintain a competitive advantage in the increasingly
complex and competitive business landscape.

Based on general knowledge about software solutions companies, the conclusion for
Terealogics would depend on various factors such as their reputation, customer reviews,
financial performance, and industry position.

The conclusion of a study on talent management and succession planning would depend on
the specific research findings and objectives of the study. However, some potential
conclusions that can be drawn from such a study may include:

1. Talent management and succession planning are crucial for organizations to effectively
identify, develop, and retain their future leaders and key employees.

2. A proactive and well-structured talent management and succession planning program can
significantly contribute to the long-term success and sustainability of an organization.

3. The identification and development of high-potential employees should be a priority for

organizations, as they can fill critical roles and ensure smooth transitions during leadership
changes.

4. Succession planning should be an ongoing process that includes regular assessments,

feedback, and training opportunities to groom potential successors.

5. Collaboration and communication between various stakeholders, such as HR professionals,

senior leaders, and employees, are essential for the successful implementation of talent
management and succession planning strategies.

6. It is important for organizations to consider diversity and inclusion in their talent

management and succession planning efforts to ensure a pipeline of capable leaders from a
variety of backgrounds.

7. Technology and data-driven approaches can enhance talent management and succession
planning practices by providing valuable insights and facilitating effective decision-making.

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

These conclusions are based on general considerations, but the actual conclusions of a
specific study would depend on the research question, methodology, and findings of that
particular study.

BIBILOGRAPHY:
BOOKS REFERENCES :

 Succession – Noel M Tichy

 Ensuring Leadership Continuity and Building Talent from Within – William
Rothwell

WEBSITE:

 https://terralogic.com/about-us//
 https://www.ambitionbox.com/overview/terralogic-software-solutions-overview.

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

ANNEXURE:
1)Name

Your answer

2)Age:

a. 18-25
b. 26-30
c. 31-35
d. 35 above

3)Gender

A .female
b. male

4)work experience

a. below 1 year
b. 2-3 years
c. above 3 years

5)How would you rate your organization's talent management and succession planning
efforts?

a. Excellent
b. good
c. average
d. needs improvement

6)Does your organization have a formal talent management and succession planning strategy
in place?

a. yes
b. no
c. not sure

7)Does your organization have a formal process for identifying critical roles and developing
succession plans for those positions?

a. yes
b. no

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

c. not sure

8)How effective is your organization's talent management and succession planning in

identifying and developing future leaders?

a. very effective
b. somewhat effective
c. not very effective
d. not at all effective

9)How satisfied are you with your organization's talent management and succession planning
efforts?

a. very satisfied
b. somewhat satisfied
c. neutral
d. dissatisfied

10)How frequently does your organization review and update its talent management and
succession planning strategy?

A .annually
B .every 2-3 years
C .as needed
d. we don't have strategy in place

11)How familiar are you with the concept of talent management and succession planning?

a. 1
b. 2
c. 3
d. 4
e. 5

12)In your opinion , how important is talent management for an organization ?

a. 1
b. 2
c. 3
d. 4
e. 5

13)In your opinion , how important is succession planning in an organization?

a. 1

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 A STUDY ON TALENT MANAGEMENT AND SUCCESSION PLANNING

b. 2
c. 3
d. 4
e. 5

14)How well does your organization currently approach talent management and succession
planning ?

a. 1
b. 2
c. 3
d. 4
e. 5

15)Have you observed any positive outcomes from implementing talent management and
succession planning ?

a. yes
b. no

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