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Talent Management: A Conceptual Framework

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Dr.A.Savarimuthu and A. Dayana Amala Jothi, International Journal of Research in Engineering, IT and Social
Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

Talent Management: A Conceptual

Framework
Dr.A.Savarimuthu1 and A. Dayana Amala Jothi2
1
(Professor, St.Joseph’s Institute of Management, St.Joseph’s College, Tiruchirappalli, India)
2
(Ph.D Scholar, St.Joseph’s Institute of Management, St.Joseph’s College, Tiruchirappalli, India)
Abstract: People management has become an herculean task of HR department of any organization.
Recruitment to retirement is the common parlance of HR functions. Identifying the ideal talent to fit in the right
place is the solution to the challenge of sustenance and retention. In the era of leapfrogging the question of
talent fit has become secondary to retain the talent and managing challenges of these kinds is envisaged in this
article by sourcing different data sources. Talent management is processing, acquiring, maintaining,
developing, retaining and utilizing the human resources to have a competitive advantage in the market place.
The article tries to bring in the wide concept of talent management in a comprehensive way. The review of
literature done through secondary data on the subject had helped to coordinate, consolidate and synthesize the
concepts into a nutshell. The article enables the reader to get a conceptual clarity and thus shed down the
misconceptions of the concept talent management.
Keywords: Talent, Talent Management (T.M), T M Practices, Myths in T M and T M Model.

I. INTRODUCTION
Talent may be defined as the inherent ability of an individual to do a particular task in a particular way.
Talent has a connotation of distinction. Talent management incorporates attracting, retaining and developing the
talent pool available to an organization in association with the other functions of management, so that the
organization is never rendered bereft of expertise.
Talent management is a systematic process of identifying, assessing, developing and retaining people
with critical knowledge, skills and competencies. Competence, capability and talents are human assets of
organizations. At the workplace, capability could mean member’s readiness to seek, undertake and carry out
challenging work assignments. It is grounded in self-efficacy and other self-related phenomena. Talent
management systems provide an organization with the vehicle of attracting and retaining the right skills at the
right time in the right jobs. The term ‘talent management’ means different things to different people. The
purpose of talent management is to ensure that a firm has the right talent with the right skills at the right time.
Matching between tasks and talents is a challenging problem and it is essential for allocation efficiency that
people get allocated to right occupations. (Skikha 2012).
Talent
The 'talent' concept incorporates various meanings; that is, having an ability, intelligence, and
capability in some profession that permit performing specific acts. In broad terms, 'talent' mainly refers an
individual's level of intelligence or capability that enables effortlessly and skillfully conduct an activity (Butter,
Valenzuela & Quintana, 2015). Although talent is commonly linked with an ability, it can also be developed
through exercise, practice and training. While talented employees have similar strategic effects on the
performance and competitiveness of companies in various sectors, the identification of strategic competencies
that characterize 'who the talented employees are' in each industry seems to be quite different.
Four key components for identifying talent in work place:
1. Performance – indicates the level in which employees are performing in their current role along with
the results that have been achieved within that position.
2. Potential – determines if employees have the capacity to perform at a level(s) higher than their current
position (e.g., decision making, emotional intelligence).
3. Readiness – measures employee’s ability to take on new roles.
4. Fit – assess if employees‘ strengths are appropriate for the institutional challenges that lie ahead and
whether or not their leadership traits are aligned to the organization‘s culture.
Talent Management
The talent management concept initiated by the work of a group of McKinsey consultants who had
highlighted the idea of “war of talent” during 1990s. This original study showed the significant role of
employees for companies' outstanding performance that can strengthen their competitive advantages (Khilji,
Tarique & Schuler, 2015). Since then, not only the reality itself, but also the realization of such a reality of talent
wars have intensified due to the lack of skilled employees (Latukha, 2014). No matter how the general condition
of the economy; i.e. good or bad, talent management stays as a critical concern for all companies in all times.
Talent management process is related with identification, attracting, developing, rewarding and retaining
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Dr.A.Savarimuthu and A. Dayana Amala Jothi, International Journal of Research in Engineering, IT and Social
Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

employees with critical attributes by which they can support sustainability of organizational success as well as
organizational development (Collings & Mellahi, 2009). According to Vaiman, Haslberger and Vance (2015)
talent management process includes the following set of activities:
 Classifying, identifying, choosing and recruiting talent from outside of company within employment
marketplace
 Classifying and identifying internal talent
 Training talented employees
 Retaining talented employees
Talent management is basically a process that involves utilizing, developing and managing employees
who have strategic capabilities that are important for the success of business. Talent management methods help
to stimulate newly joined employees to be energetic, motivated, long-term staff, and make this process to be the
duty of all managers from top to bottom rather than keeping it only as a duty of human resources departments.
As a philosophical approach, talent management involves focusing on all talented employees and trying to
develop all of them. During talent management practices, information management becomes crucial.
Information technology contribute to talent management by supporting sustainability of operations, and so
increase organizational performance (Benitez- Amado, Llorens-Montes & Fernandez-Perez, 2015).

II. CONCEPTUAL FRAMEWORK

The HR factors are comprised of compensation package, person organization fit, challenging
opportunity and training and development. The organizational factors included in the framework are working
environment, company culture and policy, leadership behavior and teamwork relationship Chew (2005).
Compensation package is the most important motivational, factors for the core employees in the context of
private institutes. Thus, it can be said that the compensation package has a strong influence on employee
retention. Person organization fit means whose values, norms and ethics are congruent with those of an
organization is necessary to keep him or her for a long time in the organization. Evidence say that a high level of
P-0 fit is related to a number of positive outcomes. So, it can be said that person organization fit is a better
predictor of talented employee retention. Challenging opportunity is considered to be one of the important
reasons employees would choose to leave or stay in the organization. Challenging projects and their results are
important for a high performance job market milieu in which talented employees can achieve their personal
goals and career objectives. The fact that organisations don't own their employees, as they do their capital assets,
is why methods for valuing "human capital" on balance sheets are so tortuous (Barber and Strack, 2005).
Training and development is another dimension that the employees care for considering to be dynamic and to be
competent in the job market. Hence, more training and developmental tasks motivate the employees to stay for
longer in the company. (Skikha 2012).
Importance of Talent Management
Talent management brings together a number of important Human Resources (HR) and management
initiatives. (Kumar & Rajasekar 2013). The TM approach focus as on co-ordinating and integrating:
Recruitment - ensuring that the right people are attracted to the organization. Retention - developing and
implementing practices that reward and support employees. Employee development - ensuring continuous
informal and formal learningand development. Leadership and "high potential employee" development –
specific development programs for existing and future leaders. Performance management - specific processes
that nurture and support performance, including feedback/measurement. Workforce planning - planning for
business and general changes, including the older workforce and current/future skills shortages. Culture -
development of a positive, progressive and high performance "way of operating".
Benefits of Talent Management
Talent management can be a discipline as big as the HR function itself or a small bunch of initiatives aimed at
people and organization development. Different organizations utilize talent management for their benefits. This
is as per the size of the organization and their belief in the practice. (Kumar & Rajasekar 2013).
A) Right person in the Right job: Through a proper ascertainment of people skills and strengths, people
decisions gain a strategic agenda. The skill or competency mapping allows you to take stock of skill inventories
lying with the organization. This is especially important both from the perspective of the organization as well as
the employee because the right person is deployed in the right position and employee productivity are increased.
In addition, since there is a better alignment between an individual’s interests and his job profile, the job
satisfaction is increased.
B) Retaining the top talent: Despite changes in the global economy, attrition remains a major concern of
organizations. Retaining top talent is important to leadership and growth in the marketplace. Organizations that
fail to retain their top talent are at the risk of losing out to competitors. The focus is now on charting employee
retention programs and strategies to recruit, develop, retain and engage quality people. Employee growth in a

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Dr.A.Savarimuthu and A. Dayana Amala Jothi, International Journal of Research in Engineering, IT and Social
Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

career has to be taken care of, while succession planning is being performed those who are on the radar need to
be kept in loop so that they know their performance is being rewarded.
C) Better Hiring: The quality of an organization is the quality of workforce it possesses. The best way to have
talent at the top is have talent at the bottom. No wonder then talent management programs and trainings, hiring
assessments have become an integral aspect of HR processes nowadays. Understanding Employees Better:
Employee assessments give deep insights to the management about their employees. Their development needs,
career aspirations, strengths and weaknesses, abilities, likes and dislikes. It is easier therefore to determine what
motivates whom and this helps a lot in the job enrichment process.
D) Better professional development decisions: When an organization gets to know who its high potential is, it
becomes easier to invest in their professional development. Since development calls for investment decisions
towards learning, training and development of the individual either for growth, succession planning,
performance management etc, an organization remains bothered where to make this investment and talent
management just make this easier for them. if employees are positive about the talent management practices of
the organization, they are more likely to have confidence in the future of their organization.
The Emergence of Talent Management in India
The U.S consultancy McKinsey exposed the ‘war for talent’ in 1997. (Kumar & Rajasekar 2013). This
was a critical driver of corporate performance. Talent management has become an increasingly popular phrase.
From the onset of the reforms, dramatic changes have taken place in India enterprise structure and management,
including the decentralization of planning and decision-making processes, the introduction of responsibility
systems enhancing individual accountability for performance, and the encouragement of private and foreign
invested enterprises. Allied with these changes, the Indian labour management system is currently also in a state
of transition. At the same time, the HR function has also evolved, along with organizations in general. The
changing political environment, reformed legal frameworks and economic pressure have continuously added
new dimensions to HRM. Most recently, with the widely recognized importance of intangible resources in
today’s knowledge economy, attention has focused upon a new concept, Talent management, also with respect
to the HR function. In India, the exacerbating shortage of managerial talent and aggravating pressure of fierce
competition has helped fuel an interest in Talent management.
Talent management, at least as a newly emerging terminology, has become the latest trend within the
field of people management in India as well as in the Western world, particularly in MNCs, which are well
exposed to Western management ideology. Money attracts but it does not retain. The job-hopping frenzy in the
Indian workforce, particularly among ambitious, talented millennial is enough to prove that point. Perhaps it is
not surprising then that career progression and training opportunities rank with pay as the top three factors
motivating Indian employees to stay. And that means investments in talent management become a critical and
strategic success factor in ensuring that Indian businesses can deliver. Salary increases are low-hanging fruit.
Every employer can do that and there is no differentiation. However, well designed and implemented talent
management strategies, including performance recognition, learning and development, career and succession
management and appealing work environments, are stronger and enduring approaches. Talent management in
India should be seen for what it is a risk management strategy against the business impact of having inadequate
or insufficient human resources to fulfils organizational objectives.
Talent Management for the New Generation
Talent management is not only important for hiring people as per the need, it is also important for
determining when to hire. (Kumar & Rajasekar 2013). In the traditional model of hiring supply meant
developing people internally for future. There was an upfront investment in candidates recovered through an
enhanced performance over time. This was a good perspective; there were equal chances of making and losing
money by investing the people. Hiring from outside or temporary employment on the other hand was seen as
something that cannot fetch you substantial returns and or act as potential source of knowledge and competitive
advantage. The traditional and lifetime model has been breaking up and giving way to a new model. Outside
hiring increased along with the increased employee turnover. The change was brought over by organizations
failing to plan. Increased pressures from market for speed of delivery and variety of goods, the third wave of
corporate restructuring and failure to keep up with new management practices brought chaos to planning.
A new trend had taken shape, shortage - go outside and hire! On the employee side, the trend of
lifetime employment has diminished now. The new generation employees apparently do not believe in the old
philosophy of ‘we will stick around till you need us’. They are more enterprising and will take risks in their
career; they accept failures easily and are prepared for them. People now prefer flat hierarchies, build careers
around jobs and want a clear performance management system. There are work-life balance concerns, issues of
job flexibility all of which calls for renewing the social contract with the employees.
Talent Management Practices
There can be various talent management practices with different perspectives. Generally, the most
common talent management practice is developing talent pools by making succession plans for each defined job
and position by selecting employees according to their performance levels. Another perspective depends on
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Dr.A.Savarimuthu and A. Dayana Amala Jothi, International Journal of Research in Engineering, IT and Social
Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

humanistic and demographic viewpoints (Lewis & Heckman, 2006). Since all talented employees have some
kind of a specialty that important for the success of the company, it is hard to classify and assign them into strict
positions. Moreover, after defining or creating the talented employees, it is much easier to make some
development plans for those talented staff. Promotions based on employee effort and performance become
highly beneficial for talent management programs.
Every staff in an organization conduct important operations that deserve payment; but in different
amounts which is related with complexity of the job and talent of employee. The best example for such an
application cited by Bill Gates, “A great lathe operator commands several times the wage of an average lathe
operator, but a great writer of software code is worth 10,000 times the price of an average software writer”
(Aguinis & O'boyle, 2013). Some job positions require more specific talents which are hard to find and develop.
Talent management practices methodically selected and applied by multinational firms mainly involve position
planning and reposition management, HR planning and forecasting, staffing, training and development,
performance calculation, and rewarding elements; however these practices may not be directly applicable for
SME's (Schuler, Jackson & Tarique, 2011). Talent management need to be seen as a long term investment
changing with the specific conditions of the sector, region, and company.
Talent Management Professional
Talent management jobs, nowadays, are not restricted to just recruitment and selection. (Kumar &
Rajasekar 2013). It means much more than that. However, it may be the beginning of one’s career. To get going
and winning the battle of competition, talent management professionals can be of great help to any organization.
The core responsibilities of a talent management professional include sourcing, attracting, recruiting, selecting,
and training, developing, deploying, evaluating, appraising and retaining the best talent. Individuals who want to
build their careers in this particular line of Human Resource Management must learn how to tap the diverse
talent to meet the organization’s requirements. Their aim should not be limited to poach the high-worth
individuals of their competitors but they should be able to deploy them properly and meet the challenges in
today’s highly competitive marketplace. Simply hiring them does not solve the purpose. Individuals may start
their careers as a recruitment consultant.
The profession may seem unattractive to them because of the current image of a recruitment
professional in the industry. It is one of the most important stages in one’s career as the individual himself
discovers and develops his own natural talent. This is the best time when he or she understands what it takes to
source and attract the high-profile individuals. Blended learning and the knowledge of internet-based tools help
them understand the tricks of the trade. By now they know how to leverage their own strengths and accordingly,
they manage their professional development. Next stage is to be a talent smart manager. This is when one
increases one’s basic skills and builds a powerful social network aligns efforts to ensure a career fit.
Understanding the industry trends, practicing mastery and mentoring juniors are the main responsibilities of a
talent management professional at this stage. By this time, there are several career options available to the
professionals.
The individual can accelerate his or her learning by supporting talent mentors and developing plans and
practices according to ever-changing industry trends. Understanding organizational trends, industry trends and
the job trends and aligning them smartly to achieve the pre-decided goals. The talent management consultants
help organizations create a high-performing work culture through their specialized services. The next stage is to
work as a trainer in organizations and provide coaching to the employees in order to help them understand their
strengths and weaknesses and unleash their hidden potential. Breaking the ice and making employees think
beyond their imagination is a challenging task. The main aim of the talent management professional is to
successfully align the organizational goals and individual aspirations. Another lucrative field for individuals
interested in this particular profession is to work as independent Talent Management Consultant. The
professional helps the organization throughout the entire cycle of unleashing the natural gifts and talents of their
people.
Myths about Talent Management
(Kumar & Rajasekar 2013) exclaimed that Without doubt, talent management is a very useful concept
for organizations but unfortunately, many of them look upon the concept as an overhead rather than a value
creating process. This can be attributed to some flaws in the implementation and some myths among HR
practitioners regarding the same.
Myth 1 - Paying higher compared to rival firms will stop the employee from leaving: Offering more
compensations than rivals or above industry standard will prevent employees from leaving and will also attract
the best talent.
Reality: Paying higher than rival firms may help to a certain extent in retaining your employees. It may also
help you poach certain employees from your rivals but in the long run, money fails to motivate people. Money is
a hygiene factor; its absence may be a de-motivating factor but presence surely cannot be motivating for long.

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Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

Myth 2 - Rewards and Incentives only motivate people: The second myth that we discuss here is that its rewards
and incentives only that motivates people to give their hundred percent and work more productively.
Consequently, the rewards and incentives are at the focus of HR people.
Reality: It is the attributes and the culture of the organization that is most likely to motivate people to work
better and be happy with their jobs. Leadership and job empowerment are other factors that contribute to that
happiness of employees.
Myth 3 - Employee engagement is useless: In industries where the attrition rate is low there is a common
feeling prevalent that employee engagement programs are of no benefit. Further, there is also a feeling that
employee engagement helps only the employees and not the organization.
Reality: There is no direct connection between levels of attrition and employee engagement. Infact, employees
who are engaged well are more productive and take ownership of their work. Since organizations about people,
well engagement not only improves employee performance but also organizational or corporate performance.
According to one recent research engaged employees perform 22 percent better, have lesser rates of
absenteeism, and produce greater customer satisfactions.
Myth 4 - Low Growth Periods do not require Employee Engagement: Organizations typically believe that low
growth is an industry wise phenomenon and does not demand employee engagement. Employees are naturally
left with lesser options to switch jobs.
Reality: In absence of employee engagement the organizations stand at the risk of losing projects in hand.
Continued absence of employee engagement may in fact demotivate an employee to contribute his best.
Current Trends in Talent Management
Talent management is now looked upon as a critical HR activity; the discipline is evolving every day.
Let’s analyze some trends in the same. (Kumar & Rajasekar 2013).
1. Talent War
Finding and retaining the best talent is the most difficult aspect of HR management. HR survey
consultancies are one in their view that organizations globally are facing a dearth of talented employees
and it is often more difficult to retain them. Further, research has also shown that there is clear link
between talent issues and overall productivity.
2. Technology and Talent Management
Technology is increasingly getting introduced into people development. Online employee portals have
become common place in organizations to offer easy access to employees to various benefits and
schemes. In addition, employees can also manage their careers through these portals and it also helps
organizations understand their employees
3. Promoting Talent Internally
An individual is hired, when there is a fit between his abilities or skills and the requirements of the
organization. The next step is enabling learning and development of the same so that he/she stays with
the organization. This is employee retention. An enabled or empowered means an empowered
organization. It is also of interest to organizations to know their skills inventories and then develop the
right individual for succession planning internally.
4. Population Worries Globally
World populations are either young or aging. A country like India can boast of a young population in
the coming and present times. Population demographics are thus a disturbing factor for people
managers. Still more researches have predicted that demographic changes in United States will lead to
shortage of 10 million workers in the near future!
5. Talent Management to rescue HR
HR has been compelled to focus on qualitative aspects equally and even more than quantitative aspects
like the head count etc. Through talent management, more effort is now being laid on designing and
maintaining employee scorecards and employee surveys for ensuring that talent is nurtured and grown
perpetually.
6. Increase in Employer of Choice Initiatives
An organization perceived value as an employer as helps improve its brand value in the eyes of its
consumer. Most importantly, it helps in attracting the right talent.
Opportunities and Challenges - Talent Management
There is no dearth of professionals but there is an acute shortage of talented professionals globally.
(Kumar & Rajasekar 2013). Countries like the U.S and many European countries have their own set of
problems. The problem is of aging populations resulting in talent gaps at the top. The developing countries of
South East Asia are a young population but quality of education system as a whole breeds a lot of talent
problems. They possess plenty of laborers - skilled and unskilled and a huge man force of educated
unemployable professionals. These are the opportunities and challenges that the talent management in
organizations has to face today - dealing with demographic talent problems.

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1. Recruiting Talent
The recent economic downturn saw cuts job globally. Those who were most important to organizations
in their understanding were retained, other were sacked. Similarly, huge shuffles happened at the top leadership
positions. They were seen as crisis managers unlike those who were deemed responsible for throwing
organizations into troubled waters. It is the jurisdiction of talent management to get such people on onboard,
who are enterprising but ensure that an organization does not suffer for the same.
2. Training and Developing Talent
The downturn also opened the eyes of organizations to newer models of employment - part time or
temporary workers. This is a new challenge to talent management, training and developing people who work on
a contractual or project basis. What’s more big a challenge is increasing the stake of these people in their work.
3. Retaining Talent
While organizations focus on reducing employee overheads and sacking those who are unessential in
the shorter run, it also spreads a wave of de motivation among those who are retained. An uncertainty about the
firing axe looms in their mind. It is essential to maintain a psychological contract with employees those who
have been fired as well as those who have been retained. Investing on people development in crisis is the best
thing an organization can do to retain its top talent.
4. Developing Leadership Talent
Leadership in action means an ability to take out of crisis situation, extract certainty out of uncertainty,
set goals and driving change to ensure that the momentum is not lost. Identifying people from within the
organization who should be invested upon is a critical talent management challenge.
5. Creating Talented Ethical Culture
Setting standards for ethical behavior, increasing transparency, reducing complexities and developing a
culture of reward and appreciation are still more challenges and opportunities for talent management.

III. TALENT MANAGEMENT MODEL

The following talent management model can adapt to the automobile industries and the model created
by the researcher based on the talent management dimensions and selected variables. (Kumar & Rajasekar
2013).
1. Recruitment and Selection
Recruitment is a positive process of finding and employing the human resource that can aid in
achievement of business objective whereas selection is a part of the recruitment process deals with
decision making on the applicants that shall join the organization. The first step in attracting candidates
is to analyze recruitment strengths and weaknesses of the organization, is the business a winning
employer, this analysis can be utilized in developing an employee value proposition and employer
brand.
2. Induction
An induction programme is the process used within many businesses to welcome new employees to the
company and prepare them for their new role. Induction first step towards gaining an employees'
commitment, it is aimed at introducing the job and organization to the recruit and him to the
organization. It involves orientation and training of the employee in the organizational culture, and
showing how the employee is interconnected to everyone else in the organization. An induction
programme is an important process for bringing staff into an organization. It provides an introduction
to the working environment and the set-up of the employee within the organization. The process will
cover the employer and employee rights and the terms and conditions of employment. As a priority the
induction programme must cover any legal and compliance requirements for working at the company
and pay attention to the health and safety of the new employee.
3. Culture
Organizational culture is the workplace environment formulated from the interaction of the employees
in the workplace. All of the life experiences, strengths, weaknesses, education, upbringing, and so forth
of the employees define organizational culture. While executive leaders play a large role in defining
organizational culture by their actions and leadership, all employees contribute to the organizational
culture. Culture is the environment that surrounds you at work all of the time. Culture is a powerful
element that shapes your work enjoyment, your work relationships, and your work processes. But,
culture is something that you cannot actually see, except through its physical manifestations in your
work place. In many ways, culture is like personality. In a person, the personality is made up of the
values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a
person’s behavior.
4. Leadership
The way you treat people is one of the most important factors in all the companies. The ability to keep
the talent, organizations want and need to make your business successful. As a manager, as a leader,
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may be one of the most important talent retention tools that the company has. In addition, remember
the key to retention success: People don’t leave corporations; they leave bosses. Some leaders are
content to glance over an internal exit interview and conclude that the valued talent is walking out the
door because other companies are offering better salaries or benefits packages or because someone else
offered them a chance to advance or do something different.
5. Work Environment & Exit Interview
Many people leave jobs because of the way they perceive the working environment and their
opportunities to do what they love to do in a way that allows them to be effective, efficient and
successful. In fact, in many cases when people leave a job because of a mismatch with the job, the
mismatch is perceived rather than actual. This perception points to either a poor hiring decision or a
failure of management to provide people with the tools and the opportunities they need to do the job.
Often people point to the immediate supervisor (boss) as the reason for leaving a job. This might be
because the supervisor is not able to adequately communicate expectations or goals. It might be due to
the supervisor’s management style. It is often because the individual believes the manager is not
providing the equipment, materials, resources or opportunity to perform the job adequately.
6. Team Management
This Involves working with others in a group towards a common goal. This requires cooperating with
others, being responsive to others' ideas, taking a collaborative approach to learning, and taking a
responsibility for developing and achieving group goals. Teamwork uses the background skills of
collaboration, mentoring, decision making and delegation. Team management refers to techniques,
processes and tools for organizing and coordinating a group of individuals working towards a common
goal in a team.
7. Interpersonal Skills & Personal motivation
Interpersonal skills include not only how we communicate with others, but also our confidence and our
ability to listen and understand. Problem solving, decision making and personal stress management are
also considered interpersonal skills. People with strong interpersonal skills are usually more successful
in both their professional and personal lives. They are perceived as more calm, confident and
charismatic - qualities that are often endearing or appealing to others. Being more aware of your
interpersonal skills can help you improve and develop them. Interpersonal skills are sometimes also
referred to as people skills or communication skills. Interpersonal skills are the skills a person uses to
communicate and interact with others. They include persuasion, active listening, delegation, and
leadership. The term "interpersonal skills" is used often in business contexts to refer to the measure of a
person's ability to operate within business organizations through social communication and
interactions. Interpersonal skills are how people relate to one another.
8. Training and Development
Training and development is the field, which is concerned with organizational activity aimed at
bettering the performance of individuals and groups in organizational settings. It has been known by
several names, including human resource development, and learning and development. Training and
development encompasses three main activities: training, education, and development. While talent
development is reserved for the top management it is becoming increasingly clear that career
development is necessary for the retention of any employee, no matter what their level in the company.
Research has shown that some type of career path is necessary for job satisfaction and hence job
retention. Perhaps organizations need to include this area in their overview of employee satisfaction.
9. Career Management
Career Management is the combination of structured planning and the active management choice of
one's own professional career. The outcome of successful career management should include personal
fulfillment, work/life balance, goal achievement and financial security. Career management is the
lifelong process of investing resources to achieve your career goals. Career management is not a
singular event but a continuing process that is a necessity for adapting to the changing demands of the
21st century economy.
10. Performance Appraisal
A performance appraisal is a method by which the job performance of an employee is evaluated.
Performance appraisals are a part of career development and consist of regular reviews of employee
performance within organizations. Performance Appraisal is the systematic evaluation of the
performance of employees and to understand the abilities of a person for further growth and
development. Performance appraisal is generally done in systematic ways which are as follows: The
supervisors measure the pay of employees and compare it with targets and plans, the supervisor
analyses the factors behind work performances of employees. The employers are in position to guide
the employees for a better performance.

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 Dr.A.Savarimuthu and A. Dayana Amala Jothi, International Journal of Research in Engineering, IT and Social
Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 08 Issue 11, November 2018, Page 71-78

11. Reward
In a competitive business climate, more business owners are looking at improvements in quality while
reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small
businesses need to get more from their employees, their employees are looking for more out of them.
Employee reward and recognition programs are one method of motivating employees to change work
habits and key behaviors to benefit a small business.
12. Focus on Policies and Procedures
Succession planning is being able to effectively and promptly re-fill a role, not replacing a certain
person. Be sure all key positions are defined well, and then look to find the best person to fill the
position. Do not look for someone who is just like, or a lot different than, the previous employee.
Hiring of new employees must be in accordance with up-to-date personnel policies to ensure fair,
equitable and legally compliant employment practices. The best succession planning results from a
working partnership between management and employees to accurately define the employee’s role and
current priorities, and the employee ensuring that management has the information and resources to
refill the role.
13. Critical Role Identification
Organizations differ in size, scope and type, so it is difficult to stipulate what level of the organization
critical roles should be identified. The aim of succession management in its basic form is to minimize
the disruption and possible risks to organizational objectives caused by personal changes and periods of
time a post may be left vacant during the post filling process.

IV. CONCLUSION
Talent management is a new to the organizations. Most of the organization’s talent management
practices are in very primary stages. Hence, rewards are not directly linked to the performance management
system and talent management system. With the economic downturn, there are many challenges to be faced
Failures in talent management are mainly due to the mismatch between the supplies and demand; not due to the
failure in the concept. We need a new way of thinking about the talent management challenge. A new
framework for talent management has to begin by being clear about the objectives. Talent management is not an
end in itself. It is not about developing employees or creating succession plans. Nor is it about achieving
specific benchmarks like a two percent turnover rate or five percent absenteeism, having the most educated
workforce, or any other tactical outcome. The goal of talent management is the much more general, but the most
important task of Talent Management is to help the organization to achieve its overall organizational goals and
objectives at a minimum cost using the highest talented people.

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