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«Published Annually Vol. 6, No. 1 ISBN 978-0-979-7593-3-8 CONFERENCE PROCEEDINGS Sawyer School of Business, Suffolk University, Boston, Massachusetts ...»

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E. Customer service and quality emphasis Customers are the king. Due to increased availability of knowledge and competition, consumers are very knowledgeable and expect excellent service. This presents a challenge for employees who deal with the customers. Employees need product knowledge and service skills, and they need to be clear about the types of decisions they can make when they deal with the customers. This whole process is channelized due to capacity development by talent management.

F. High-performance models of work systems New technology causes changes in skill requirements and work roles and often it results in redesigned work.

The employee should be adaptable and flexible. The flexible force is created by the capacity development programmes.

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The various organizations should have the talented employees forming bond beyond the traditional relationship of an employer - employee and work place relationship. Furthermore the available talent in the organisation should be harnessed with training & development and motivation the basis for corporate strategies related to Talent Management and retention of human resource. Following are the Capacity Development by Talent

Management strategies:

A. Employee - Employer Relationship Management

The talented employees always have the vision beyond which pays in long term however for operational planning at times it sounds impossible but then with continuous monitoring and strategic planning it is always beneficial and gives the competitive advantage in the market. Thus, the relationship between the talented employees and the organisation should be amicable and friendly so that the expression of the talented employees should not be suppressed due to traditional pattern of relationship between the employer and the employees.

Conference papers © Knowledge Globalization Institute, Pune, India, 2012 B. Training and Development The key players should always be encouraged to learn new skills and techniques to be equipped to face the competition at the international level. They should be guided and provided excellent training programmes to groom their technical and presentation skills. They should also be encouraged to train the team members and also to impart their skills amongst their team member as the talented employees will gain the ability of a leader as well.

C. Motivation Motivation will only create a willing technically sound team for better performance. This is a very important step for the capacity development by talent management.

D. Power The talented workers should be allowed to be a part of board meetings and also be allowed to express their opinion related to any kind of matter in their area of expertise. The solution provided talented employees should be considered as a firm opinion and the top level managers must implement it after a discussion.

The talented employees should be given freedom with respect to their working hours, rules, regulations, work place, working methods and the nature of work as well [4]. They can do wonders with their creativity and this will ultimately boost the sales and build goodwill in the market.

E. Company Representative The organization should encourage the efficient employees to represent the company in various committees, celebrations, negotiations, and argument.

F. Succession Planning The companies should plan for career of talented employees as on fast track basis and their job should be

challenging and competitive. The succession planning should focus on the following points:

(i) Focus on the skilled employees.

(i) To give them responsibilities related to future requirement of the organization so that they should be prepared for that responsibility.

(ii) The top level managers should focus in the overall development of these kinds of potential leaders.

(iii) Building a database that can keep a record of the efficient employees.

G. Recognition The employees should not be only given monetary rewards but also they should be recognized and they should be provided with the fast track promotions.

H. Creative Environment at Work Place The organization should plan the job of the talented employees so that they should be given challenging, innovative and creative work in order to utilize their skills and potentialities to the fullest.

Conference papers © Knowledge Globalization Institute, Pune, India, 2012 Talented employees always prefer change as they should be always kept away from monotony. There grasping power is immense and hence this boon at times tend to become a curse and at that time the organization should initiate, encourage and introduce change and also give certain challenging projects based on flexibility.

This will not only enhance their performance but also enhance organisational efficiency.

I. Employee Branding

The key players should be given the job title as “Business Partner” [5] so that they can have the sense of belonging towards the organization. This acts as catalyst because they can easily realise that they are not servants but actually they are the decision makers and partners in sharing the profit.

–  –  –

“I-Tech Solution’s capacity development by talent management strategy” To attract, develop and retain very bright, talented people, I-Tech Solution was trying to ‘create an environment where great people can do their best work and be on a path to realize their potential’.

I-Tech Solution is the IT employer of choice, where people have the opportunity to do what they do best every day. When a head-hunter calls, our people answer: ‘Why would I want to work anywhere else?” and even if they tried to leave their families would stop them.

–  –  –

Great Hires and Re-hires: I-Tech Solution wanted to recruit people who were the ‘brightest and the best’:

people with a passion for technology, a passion for helping customers achieve great things with software and who were adaptable enough to meet the changing demands of the business andindustry. The acquisition and retention of talent was such an important part of I-Tech Solution’s strategy that recruitment, engagement and development were seen as key business processes. Globally, I-Tech Solution employed a couple of hundred people to keep an eye on the world’s most talented young software engineers. These people’s jobs were not to recruit this talent, but to attract them to join when the time was right. I-Tech Solution also used current employees to recruit new ones, with a high proportion of hires coming through referrals.

I-Tech Solution kept staffing levels at an absolute minimum by using industry partners to take up slack created by changes in demand. However, even by controlling headcount and with this sophistication of recruitment, I-Tech Solution could not recruit all the high quality people it required- HR Department commented that they had taken on only 14 people from out of 1300 applications received in the previous year.

The company reinforced the importance of recruiting talent by organizing a party to celebrate the arrival of each new recruit (surely a more value adding activity than splashing out when eventually leave).

I-Tech Solution offered a broad range of development, although most of this was provided by frequent increases in responsibility rather than through long lists of training courses. Most development was targeted on I-Tech Solution’s star performers - people rated ‘A+’ and their future talent pools. This focus on top performers was balanced by a robust focus on poor performers who would be given clear objectives with regular reviews to put things right. All this was supported by I-Tech Solution’s ‘great managers’ who were trained to do the right things in developing weaker performers of helping them to move elsewhere.

Great Job: Ensuring I-Tech Solution had the best talent was not just about recruitment and development.

The company also focused on engaging and retaining people or as long as they could. This was about really looking after their people, and not just in financial terms, as the company paid less than some competitors in the sector. For HR department, it was about ‘allowing people to do what they do best every day’ [6] on the basis that ‘when people really enjoy what they do, the ideas begin to flow’.

HR best practice says that you find people to fit the role, and design roles around people. I-Tech Solution would do the opposite- they recruited great people and would then find them roles where they could play to Conference papers © Knowledge Globalization Institute, Pune, India, 2012 their strengths. This required a thorough, in-depth knowledge of the talent they employed. I-Tech Solution discovered that only a low proportion of staff believed they were doing what they were best at every day, while in the HR department the figure was even lower. Harvey thought that a very high result was probably unrealistic, but wanted to move towards a much higher level.

I-Tech Solution then tried to match people with the most suitable jobs where their skills could be put to best use. This helped the company help its people to meet their full potential and ensured that staff remained engaged in the business. For example, having analyzed the profiles from the HR team and implemented some simple changes, the proportion of the HR percent response rate, kept high by the company’s proven team who believed they were using their key strengths track record in acting on employee’s responses improved substantially, along with their morale.

The strength-finder process was supported by effective performance management with clear objective-setting and differentiation of people based on both performance and potential. Promotions could take place at any time of year as determined by an employee’s performance rather than their job grade. This supported I-Tech Solution’s philosophy of encouraging everyone to play to their strengths and moving for promotion’s sake.

Ensuring the right fit also involved empowering and educating employees to take control of their working lives through inputs on personal development, For example Covey’s seven habits (Covey, 1999) [7]. I-Tech Solution’s Personal Excellence programme explained more about the ‘deal’ and made the point that if people wanted to spend time with their family or take up golf they needed to be honest with themselves and the company about what sort of job they could do in the organization.

Great Managers and Great Leaders: In I-Tech Solution terms, great managers would create great people.

They were coaches who were committed to bringing out the best in people by developing their natural talents. Great leaders were people who could break through barriers to create the sort of business I-Tech Solution needed in the future. What great managers and leaders were not were just great technicians who had been promoted into line management roles on the basis of their technical rather than their managerial capabilities.

The company did find it difficult to recruit and develop the quality of managers and leaders that it needed. It tried to recruit people who had the potential to develop into these roles and conducted leadership interviews to gauge skills and potential. When suitable people were identified, they were provided with structured courses, coaching and mentoring to support their development.

Great Company. I-Tech Solution believed that to engage employees they needed to provide an appropriate physical environment and to support people’s intellectual and emotional well-being. At I-Tech Solution office, the physical environment included ‘great workspaces’ supported by I-Tech Solution’s latest technology and state of the art office accommodation with plenty of facilities, situated in landscaped grounds. Emotional wellbeing was supported by a well-being centre, an employee assistance programme, fit for life training, health screening, alternative medicines, a motivation and morale budget, and a lifestyle management programme to help its senior managers. Intellectual well-being was supported by an open, trusting environment ‘where ideas can flourish, supported by training in personal excellence and the use of technology to take people out of routine work.

Output: I-Tech Solution’s annual employee turnover was well below the national industry average and only a small part of this was unmanaged. Table 1 presents some of the results from I-Tech Solution’s employee survey which had a 90 Conference papers © Knowledge Globalization Institute, Pune, India, 2012 Table.1 Impact on I-Tech Solution’s employee due to Capacity Development by Talent Management Fig.2 Impact on I-Tech Solution’s employee due to Capacity Development by Talent Management The combined effects of changing demographics and increasing globalisation are causing organisations to widen their talent pools. After period of economic downturn, businesses should not impose rigorous retrenchment of layoffs or introduce cutbacks for training and development. The War for talent will not stop and the effect will hit employers who have been cautious once the downturn is over. Forward thinking employers will use the momentum of the downturn to ensure that they understand what makes a talent to stay and it is a herculean task to attract talented worker in a blossom in their organisation. They should make specific plans to identify and to develop these individuals.

Business must ensure that they are able to quickly produce, on an annual basis, a comprehensive and validated overview of the current and future talents (and gaps) in their organisation. They require a capacity development by talent management tool that measures both behaviours and personality and must ensure that the tool is fair, which means culturally validated, using multi-rate input and with clear norms/benchmarks (at individual and organisational level). As Human capital Management i.e. Talent Management can be ensured only because of proper auditing of available talent and work force of an organisation [8]. The organisations are paying the price for a lack of focused TM activities during the downturn.

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