1. Talent MANAGEMENT
It refers to the anticipation of required human capital for an organization and planning to meet those needs. It is the science of using strategic human resource planning to improve business value and to make it possible for companies and organization to reach their goals. Talent vs knowledge Knowledge is the knowing of how to accomplish certain things. But talent is ability to accomplish those things. For ex. Coaches have the knowledge, players have the talent to win the match.

2. Functions of talent management:
Talent needs analysis
Locating the talent resources
Attracting talent towards the organization
Recruitment / Appointing the talent
Managing competitive Salaries
Training and Development
Performance Evaluation
Career Growth and planning
Retention management.

3. Objectives
To improve organization's overall effectiveness and efficiency continuously.
To help achieving the business goals with Superior performance
To improve overall culture and work climate
TM Ensures retention of people.
Is to achieve maximum overall growth of people associated with the organization.

4. Talent Management Opportunities and Challenges.
Recruitment Talent
Training and Developing talent
Retaining Talent
Developing leadership talent
Creating talent ethical culture.

5. Current trend of TM Developing employees Redeploying Employees
Retaining the best Talent.
Some other trends
Talent war
Technology and talent management
Promoting talent internally
Increase in employer of choice initiatives.

6. Basic Principles of Talent management
1. Avoid Mismatch costs
2. Reduce the risk of being wrong
3. Recoup Talent Management
4. Balancing Employees Interest.

7. MEANING AND DEFINITION
JOB ANALYSIS
MEANING AND DEFINITION
Job analysis is a detailed and systematic study of jobs to know the nature and characteristics of the people to be employed on various jobs. It involves collection of necessary facts regarding jobs and their analysis.
“Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of specific job.”
- Edwin B. Flippo

8. NATURE OF JOB ANALYSIS
Job Analysis involves collecting information on the characteristics of a job that differentiate it from other jobs.
The information generated by job analysis may be useful in redesigning jobs, but its primary purpose is to capture a clear understanding of what is done on a job and what capabilities are needed to do it as designed.
Job analysis is a systematic way of gathering and analyzing information about the content, context, and human requirements of jobs.
The real value of job analysis begins as the information is compiled into job descriptions and job specifications for use in all HR activities.

9. PURPOSE OF JOB ANALYSIS
Human Resource Planning
Recruitment
Selection
Placement and Orientation
Training
Counseling
Performance Appraisal
Job Design and Redesign

10. PURPOSE OF JOB ANALYSIS
Job Evaluation
Discipline
Labor Relations
Compensations and Benefits
Legal Consideration
Job Analysis for Teams
Employee Safety

11. APPROACHES TO JOB ANALYSIS
There are two approaches to job analysis, one focuses on tasks performed in the job, the other on competencies needed for job performance.
Task-Based Job Analysis : It is the most common form and focuses on the tasks, duties, and responsibilities performed in a job.
Competency-Based Job Analysis : Unlike the traditional approach to analyzing jobs, which identifies the tasks, duties, knowledge, and skills associated with a job, the competency approach considers how the knowledge and skills are used.

12. TECHNIQUES OF JOB ANALYSIS
There are several techniques that can be used for the purpose of collection of data. The important among them are :
INDIVIDUAL PSYCHOGRAPHIC METHOD
JOB ANALYSIS BY TEST
MOTION STUDY METHOD
TASK INVENTORY ANALYSIS
OCCUPATIONAL ABILITY PATTERN (OAP)
POSITION ANALYSIS QUESTIONNAIRE (PAQ)
FUNCTIONAL JOB ANALYSIS (FJA)
WORK PROFILLING SYSTEM

13. PROCESS OF JOB ANALYSIS
Organizing and planning for Programme
Obtaining current Job Design
Conducting Need Research
Establishing the priorities in the job to be analyzed
Collecting the job data
Redesign the Job
The job Description and job classification
Develop Job Specification

14. Job Description
It is an organized ,written and factual statement of job contents in the form of duties and responsibilities of specific job.

15. Job Description Contains
Job title
Location
Job summary
Duties
Supervision.
Working condition.
Hazards.

16. What is Job Specification ?
Job Analysis = Job Description + Job specification
Also known as “Job Requirement”
Covers all the human qualities to be considered such as physical, personal, psychological responsibilities to be acquired, academic qualifications, experience, etc.
Converts the job description into human qualifications so that the job can be done in a more efficient way.
Helps in hiring the right person at the right position.

17. Definition
According to Edwin B. Flippo, “A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly.”
According to Dale Yoder, “Job specification as a summary is a specialised job description, emphasising personnel requirements and designed specially to facilitate selection and placements.”

18. Objectives Of Job Specification
To find out prospective candidate
To attract candidates
To set-up competency of organisation
To identify competencies
To eliminate discrimination

19. Basis
Job Specification
Job Description
Meaning
It is a written summary of minimum qualification, appropriate skills, knowledge and set of characteristics that are required by an individual to fit in a job.
It is well written statement which defines roles, tasks, duties and responsibilities expected to be performed in a particular job. It is a primary tool to collect job- related data.
Objective
It helps the candidates to find out whether they are eligible to apply for a particular job position or not.
It helps the organisation to gather data related to a particular job so that it can be advertised.
Importance
It facilitates employee development.
It helps in better job performance in an organisation.
Orientation
Towards specific human qualities which are required for a job.
Towards task and responsibilities to be performed on the job.

20. Human Resources Planning
Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives
In light of the organization’s objectives, corporate and business level strategies, HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs

21. Human resources Planning
Setting human resource objectives and deciding how to meet them
Ensuring HR resource supply meets human resource demands

22. HRP Process
Interfacing with strategic planning and scanning the environment
Taking an inventory of the company’s current human resources
Forecasting demand for human resources
Forecasting the supply of HR from within the organization and in the external labor market

23. Comparing forecasts of demand and supply
Planning the actions needed to deal with anticipated shortage or overages
Feeding back such information into the strategic planning process.

24. Example of the Basic Human Resources Planning Model1 2 3
Organizational Objectives
Human Resource Requirements
Human Resource Programs
Feasibility Analysis 4 5

25. Steps 2,3, & 4 HRP Model Cont. Operational Human Resource Planning
Ensure HRP programs are coordinated and allows the organization to meet its human resource requirements.

26. Example of the Basic Human Resource Planning Model
Open new product line
Open new factory and distribution system
Develop staffing for new installation
Production workers
Supervisors
Technical staff
Other managers
Recruiting and training programs feasible
Transfers infeasible because of lack of managers with right skills
Recruit skilled workers
Develop technical training programs
Transfer managers from other facilities 2 3 1 4
Develop new objectives and plans 5
Recruit managers from outside
Too costly to hire from outside 6

27. Link 1: Determine Demand (labor requirements)
How many people need to be working and in what jobs to implement organizational strategies and attain organizational objectives.
Involves forecasting HR needs based on organizational objectives
Involves consideration of alternative ways of organizing jobs (job design, organizational design or staffing jobs)
Example - Peak production could be handled by temporary workers or assigning overtime. Machine breakdowns assigned to maintenance department or handled by machine operators

28. Link 2: Determine HR Supply (availability)
Choose HRM programs (supply)
Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications.
First determine how well existing programs are doing then forecast what additional programs or combination of programs will do
Need to know capabilities of various programs and program combinations

29. Link 2: Determine HR Supply (availability)
Choose HRM programs (supply)
Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications.
First determine how well existing programs are doing then forecast what additional programs or combination of programs will do
Need to know capabilities of various programs and program combinations

30. Determine Feasibility Links 3 & 4
Capable of being done
Requires knowledge of programs, how programs fit together and external environmental constraints (e.g., labor force, labor unions, technology created skill shortages) and internal environmental constraints (skill shortages within the organization, financial resources, managerial attitudes, culture)
Do the benefits outweigh the costs
Difficulty in quantifying costs and benefits

31. Shortcomings of the model - HRP in Practice
Oversimplification of planning process -Planning does not normally proceeds till find first acceptable plan
More than one set of HR goals to satisfy link 1 and more that one acceptable plan to satisfy link 2 so:
Typically choose the best HR goal for the strategic plan and the best program to satisfy that HR goal

32. HRP should be :
Done to guide and coordinate all HR activities so they work together to support the overall strategy
Responsive to internal and external environment
Planning - done in advance
Strategic - linked with higher level planning

33. Human Resource Forecasting
Process of projecting the organization’s future HR needs (demand) and how it will meet those needs (supply) under a given set of assumptions about the organization’s policies and the environmental conditions in which it operates.
Without forecasting cannot assess the disparity between supply and demand nor how effective an HR program is in reducing the disparity.

34. Forecasting as a Part of HRP
SUPPLY FORECASTING
Choose human resource programs
DEMAND FORECASTING
Determine organizational objectives
Internal programs
Promotion
Transfer
Career planning
Training
Turnover control
External programs
Recruiting
External selection
Executive exchange
Demand forecast for each objective
Aggregate demand forecast
Internal supply forecast
External supply forecast
Does aggregate
supply meet
aggregate
demand?
Aggregate supply forecast No
Yes
Go to feasibility analysis steps

35. Internal Supply Forecasting Information
Organizational features (e.g., staffing capabilities)
Productivity - rates of productivity, productivity changes
Rates of promotion, demotion, transfer and turnover

36. External Supply Forecasting Information
External labor market factors (retirements, mobility, education, unemployment)
Controllable company factors on external factors (entry-level openings, recruiting, compensation)

37. Demand Forecasting Information
Organizational and unit strategic plans
Size of organization
Staff and Managerial Support
Organizational design

38. Considerations in Establishing a Forecasting System
How sophisticated
Appropriate time frame
Subjective versus objective forecasting methods

39. System Sophistication
Organizational size
large organizations require more complex forecasting systems and likely to have the required skilled staff
Organizational complexity
complex career paths and diverse skill requirements lead to more complex forecasting systems
Organizational objectives
the greater the gap between current HR situation and desired HR situation the more sophisticated the system
Organizational plans and strategies
the complex the plans are the more complex the forecasting system

40. RECRUITMENT
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

41. CHARACTERISTICS OF RECRUITMENT
● It is a long-term proposition. ● It is all about knowing the competition and recruiting needs. ● It is a managerial process. ● It treats applicants as a precious resource.

42. PRINCIPLES OF RECRUITMENT
● Principle of fairness ● Principle of open public process ● Principle of wide announcement ● Principle of commitment ● Principle of open-mindedness

43. FACTORS AFFECTING RECRUITMENT
● EXTERNAL FACTORS ● INTERNAL FACTORS

44. EXTERNAL FACTORS
● Nature of competition for Human resources. ● Legal factors. ● Socio-cultural factors. ● External influences.

45. INTERNAL FACTORS
● Organizational image. ● Size of organization. ● Type of personnel to be recruited. ● Past practices.

46. Recruitment Procedure
Recruitment procedure involves different activities through which competent potential candidates are searched as specified human resource planning, job description and job specification.
It consists of following activities:
Recruitment planning.
Identifying Recruitment Sources.
Contacting Sources.
Application Pool.
Selection Process.
Evaluation and control.

47. Recruitment Policy
A recruitment policy may involve a commitment to broad principles such as filling vacancies with the best qualified individuals.
Features:
The policy of recruitment should be compatible with the rules and regulations specified by the government.
To increase the no of applicants and to meet the demand of the organization the recruitment policy needs to be very dynamic.
Recruitment policies should also facilitate employee development programmes.
A good employment policy should be unbiased and must offer equal opportunities to different segments of the community.
An effective policy of recruitment should be flexible.

48. Objectives Make sure the entire process is fair,unbiased and uniform.
Attract the attention of maximum number of candidates so that the requirements of the job can be fulfilled easily.
Select the most appropriate candidate for the job.
The decisions made and the methods followed in recruitment policy should be in accordance with the job requirements.
Make sure that authorities carrying out the recruitment process should be well specialized and experienced in order to meet the objectives of the procedure.
All the legal formalities to conduct recruitment are met fully.

49. SELECTION
MEANING Selection refers to a process in which individuals are picked –up from the pool of job applicants processing the required knowledge and skills for the job to be performed in an organization. It is a process which include various phases such as exploring the applicants in order to check whether they are suitable for the job or not.

50. DEFINITION OF SELECTION
“Selection is the process by which candidates for employment are divided into two classes those who will be offered employment and those who will not” -Dale Yoder “Selection is a process of making a hire or non- hire decision regarding each applicant of a job” - TerrieNolinske

51. SELECTION PROCEDURE Screening of applicants Selection test
Selection interviews
Medical examination
Reference check and background verification
Hiring decision