TALENT MANAGEMENT AT BHARTI AIRTEL
The Global Scenario:
The globalization has completely transformed the type of today’s workforce. They have become complex, competent, dynamic and ambitious. In such an environment managing the right talent in a right way becomes one of the most critical areas of strategic HRM for both the present and future business needs. The practice of strategically managing talent is yet to gain pace for Indian organizations.
Present Challenges in Talent Management:
Although a lot of global companies have started following strategic methods for managing their talent, the process does bring with itself certain challenges like:
1. Spotting a right and a fitting talent
2. Ensuring a high employment engagement for the current
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The employees were divided into three segments – 1. Young Leaders (Fresh Business Recruits), 2. Emerging leaders (Middle management), 3. Business Leaders (Top Management)
This is just one type of segmentation based on the talent management perspective. Succession Planning is one of the focal aspect of talent management at Bharti Airtel. The performance of best and productive employees are constantly mapped and tracked and the high performers are retained in the company.
Engaged and a happy employee:
A right implementation of strategic talent management has resulted in halving the attrition rate to merely 13.3 %. Employees remain more engaged and happier. They get a great learning environment with high growth potential. An effective succession planning has also come in place due to talent management. This has installed a sense of positive culture.
The positive changes have further encouraged the management to keep improving the talent management system so that maximum benefits could be reaped out of it.
The various parameters on which talent management was viewed were as follows:
1. Integrating talent management in the form of a process
2. Growth of employees and providing opportunities
3. Improving retention in the
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A standardization across the globe, in talent evaluation is essential because the line managers need to be confident of the fact that the employees who have been transferred to their unit from other units are of the same standard as theirs’.
Aligning the people goal to organization’s goal and promoting people from within the company to senior leadership company instead of external hiring also helped in the success of talent management.
However, one of the important challenge that most Indian companies are still facing is isolating the talent management from the everyday transactional work that HR does. Talent assessment still remains a part of talent management process that is in nascent stage until an organization adapts to the best practices in the industry.
Discussion Questions:
1. Do you think that the model adopted by Bharti Airtel for managing its talent is sustainable in long run? What problems, if any, could occur in a long run implementation of such a model of talent management?
2. The case presents different challenges that a global firm faces when managing talent. How do you think Airtel has successfully overcome these challenges?
3. How does strategic talent management differ from talent
Contents Terms of Reference 2 Procedure 2 Findings 3 Current Structure 3 New Structure 4 Employee Relationships 4 Instructing Staff 5 Contingency Variables 5 Conclusion 6 Recommendations 6 References 7 Appendix A 8 Terms of Reference I am a HNC business student. I am writing this report as part of my course. This assessment covers outcome 4 of the Managing People and Organizations' class.
Healthcare organizations (HCOs) face a number of difficulties within its organization each day, including patient acquisition and patient retention. It is commonly believed that getting individuals to their healthcare facility is the most challenging aspect that HCOs face. Of course, new patient acquisition could be a challenge without an efficient marketing strategy, but the challenge does not stop there. One of the biggest challenges for many practices today is maintaining a high patient retention rate. Pushing a patient from a one-time-visitor to becoming a frequent visitor of a specific healthcare organization involves much more effort than expected.
(2013) also explains that staff retention is associated with communication and
Highly qualified employees + + + + Sustainable competitive
The organizational structure can be seen as an outline of what branch of a company is to carry out
Lululemon fully depended and worked on retail model, as well as management team relied on customer feedback to make changes. Employees would also give instructions how they were supposed to rearrange the product each week. Moreover, employees were instructed to wear athletic outfits.
Furthermore Reward loyalty and mentoring program by offer monetary incentives for longevity, as well as for experienced nurses who provide mentoring program to new hires. Focus on orientation also important for staff retention by consider extending the length of orientation and personalizing it to meet the individual needs of new
To assist with the consultation process, we will develop a formal talent philosophy, Human Resources strategy, and a specific staffing strategy. Chern’s talent philosophy describes how employees should be treated and the expectations employees will be held to. Your talent philosophy is that employees are expected to provide top level knowledge and customer service, while attaining sales quotas. Failure to meet quota for four consecutive months will lead to a warning and an additional month of not meeting quota will result in termination. To encourage leadership behavior, employees are encouraged to meet quotas independently as a reflection of employee and departmental freedom.
However, both of these conditions are quite difficult to achieve in the workplace. The implications of this research in the real world are evident and plenty. This research provides a general framework for how businesses and groups should operate. Instituting a hierarchy is an essential step to an organized and efficient firm. Based on the results and conclusion of this article, the researchers took the initiative of supplying more advice on effective business managing that had been extrapolated from their data.
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The Position Analysis Questionnaire (PAQ) is a technique that is essential for analyzing various jobs. It is helpful with assisting future employees by providing the responsibilities of a given job, as well as the qualities required to do the job (Baker, 2018). The PAQ is broken down into six main categories that sum up a total of 187 job elements. Although each job may require different tasks, the PAQ is structured in a way that it’s able to identify the characteristics that each job typically holds. Due to the PAQ being one of the most widely used job analysis instruments, it has been successful with evaluating the skills of an applicant.
Reasons for choose this manager – ZARA HRM’s importance has grown dramatically in the last two decades. This new importance stems from increased legal complexities and the recognition that human resources are a valuable means for improving productivity, the awareness today of the costs associated with poor human resource management. The report will discuss the ZARA company about the human resource. ZARA is a subsidiary of the Spanish Inditex group, which is not only the clothing brand, but also the franchise ZARA brand clothing retail chain brand. Inditex is ranked first in Spain, the world's third largest clothing retailer, in 2005 its global sales of EUR 6 billion 741 million, sales of up to 429 million, net profit of $803 million.
Create a comfortable and healthful environment. Employee retention is significant for the lengthy-time period, development and success of the corporations. So, eventually if we truly respect, appreciate, and treat the staff proper we can never lose them. Employee retention could be very beneficiary for the organization as well as the worker. It is the sole responsibility of the management to keep the best expertise.
What would you recommend the company do to maintain its competitive advantage over the next five
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