+ All Categories
Home > Documents > DEEPIKA PROECT

DEEPIKA PROECT

Date post: 11-Mar-2015
Category:
Upload: shashank-bhatnagar
View: 146 times
Download: 9 times
Share this document with a friend
66
A PROJECT REPORT ON TALENT MANAGEMENT AT BY DEEPIKA SANGHI MBA 3 rd SEM
Transcript
Page 1: DEEPIKA PROECT

A

PROJECT REPORT

ON

TALENT MANAGEMENT

AT

BY

DEEPIKA SANGHI

MBA 3rd SEM

CONTENT

Page 2: DEEPIKA PROECT

ACKNOLEDGEMENT ………………………………. 03

CERTIFICATE ……………………………………….. 04

PREFACE………………………………………………. 05

COMPANY PROFILE………………………………… 06

INTRODUCTION………………………………………. 24

LITERATURE REVIEW………………………………. 32

RESEARCH METHEDOLOGY………………………. 35

ANALYSIS AND INTERPRETATION……………… 38

CONCLUSION………………………………………… 41

SUGGESTION……………………………………………42

APPENDIX-I…………………………………………… 45.

APPENDIX-II…………………………………………..... 47

2

Page 3: DEEPIKA PROECT

ACKNOLEDGEMENTIt is privilege to express my gratitude & sincere thanks to BVM College of Management Education Gwalior has given me the opportunity for summer training report on the topic “TALENT MANAGEMENT” I am thankful to Mrs Savita Singh (chair person),Mr. Manoj S. kushwah (Director), Prof. A K saxena (Director Academic) Dr. V K GUPTA (Principal), Dr. Ajay

Phaltankar (HOD),Mr. Vikas Gupta (Head Training & Placement) and faculty guide Mrs. Richa Benarjee for her valuable guidance and support throughout report preparation.

It was a great privilege for me to get an opportunity to complete my summer training at J.K. TYRES on the subject of “TALANENT MANAGEMENT” This project work is not only a proof of my sincere effort but also an outcome of inspiration and moral support given by the employees as well as the management of J.K. TYYRES .

First and foremost I take this opportunity to express my sincere gratitude to Mr Omkar Singh for providing me an oppourtunity to complete summer training project entitled “TALANT MANAGEMENT” in their organisation for period of forty five days . I am indebted to Mr. Vishnu Bandil for his continuous support and guidance , which sharpened by vision on this project.

My sincere thanks and respect to all the senior officer and participants who formed the basis of this study and who were extremely cooperative during data collection deserve my hart felt thanks.

.

3

DATE :-

PLACE :-

DEEPIKA SANGHI

MBA II sem

Page 4: DEEPIKA PROECT

CERTIFICATE

This is to certify that Deepika Sanghi is a student of MBA II SEM BVM college of MANAGEMENT Education Gwalior MP.

We have no objection for him to carry out a project work titled “TALENT MANAGEMEN”

in our Organisation and for submmiting the same to the Jiwaji University as a part of fulfilment of the MBA Program.

During the training he has shown intrest in learning various things and given good Suggesssion , She has done his proect on “TALENT MANAGEMENT”

WE wish her successful carrier

For. J.K. INDUSTRIAL LIMITED

B .D. ROY

(CHIEF H.R & Admin)

4

Page 5: DEEPIKA PROECT

PREFACE

A project is a scientific and systematic study of real issues on a problem with the

application of management concept and skills. The study can deal with small or big issues in

any division of an organization. It can be case study where a problem has been dealt with,

through the process of management. The essential equipment of a project this that, it should

contain scientific collection of data, analysis and interpretation of data leading to valid

conclusion

Summer Training is an essential part in M.B.A curriculum. It enables the student to share the

real experience in industry. My summer training has placed in J.K TYRES for the period of

Eight weeks in GWALIOR.

The topic of my project was Talent management

This project report tends to give a sharp picture of sense of INDUSTRIAL RELATOION among employees of JK TYRE.

5

Page 6: DEEPIKA PROECT

INDUSTRIAL PROFILE

6

Page 7: DEEPIKA PROECT

INDUSTRIAL PROFILE

J.K. Tyre – About the Company

J.K. Organization’s flagship company, J.K. Tyre, is the country’s leading four-wheeler tyre

manufacturer, and the 18th largest tyre manufacturer in the world. Set up in 1977, foreseeing

the advent of an automotive revolution in the country,J.K. Tyre was set up in technical

collaboration with General Tyre international co, USA. There has been no looking back since

then, with J.K. Tyre racing ahead year after year, registering growth rates of over double that

of the industry average.

Ever since its inception it has been J.K. Tyre's belief in the value of technological superiority

that has made it grow by leaps and bounds. This division produces and sells tyres and tubes

under the brand name "J.K. Tyre" for Truck, Buses, Passenger Cars, Jeeps, Light Commercial

Vehicles, Multi Utility Vehicles and Tractors.

The company pioneered Steel Radial Technology in India in 1977 and continues to be the

industry leader in the Radial segment in India. J.K. Tyre is the only Tyre Manufacturer in the

country to produce high performance 'T' & 'H' -rated steel radial tyres. J.K. Tyre has

consciously followed a policy of continuously modernizing and expanding its tyre

manufacturing facilities to retain its edge in the market place.

Our customer base covers virtually the entire Original Equipment Manufacturers (OEMs) in

India together with Replacement Market for four wheeler vehicles, Defense and State

Transport Units. Besides India, we have a worldwide customer base in over 45 countries

across all 6 continents. To keep pace with the market demand as well as technological

leadership in Indian market, J.K. Industries acquired Vikrant Tyres Limited, Mysore in 1997.

7

Page 8: DEEPIKA PROECT

J.K. Industries and Vikrant Tyres Limited are the only tyre companies in India to have

received all three ISO 9001, QS 9000 and ISO 14001 certificates. This indeed is a true

reflection of our commitment to system oriented approach. The company has a technical

collaboration with M/s Continental AG, Germany, which is among the top five tyre

manufacturers in the world to keep pace with latest technological developments. To stay at

the forefront of technological advancements a state of art Research & Development Centre,

HASETRI, was set up, which remains the nerve centre for providing cutting edge technology.

In a short span of time it has emerged as the 17th largest tyre manufacturer in the world an

achievement in itself.

With three plants located in Rajasthan, Madhya Pradesh and Karnataka, J.K. Tyre is the

largest manufacturer of truck and bus tyres in India. The truck and bus tyres produced

account for nearly 74% of the total tyre business in India, thus giving J.K. Tyre an undisputed

position. Additionally, J.K. Tyre is the only manufacturer of truck/ bus steel radial tyres, and

the second largest manufacturer of 4-wheeler tyres in the country.

Location

In 1991 J.K. Industries setup a plant at Banmore, since it has been a symbol of quality for

millions of people. Today it is very well known for its punch line “J.K. TYRE - TOTAL

CONTROL”. Banmore plant is located 25 Kms. short of Gwalior on AB road. Banmore

Tyre Plant manufactures and markets under the supervision of highly qualified technicians.

The quality control standards are adhering to, at this modern manufacturing unit equipped

with advanced machinery and technology. Research is ongoing process at JK Tyre’s well

equipped laboratory. So, its development keeps pace in changing needs and trends.

8

Page 9: DEEPIKA PROECT

Organizational Structure

Business Unit 1

Business Unit 2

Business Unit 3

Business Unit 4

BU # 1 - Mixing & Dipping

BU# 2 - Bias Tyre Processing

BU# 3 - Radial Tyre Processing

BU # 4 - Legal, Excise & Dispatch (Logistics)

SSU # 1 - Technical Services

SSU # 2 - Engineering Services

SSU # 3 - Commercial & Accounting Services Including Finance & Administration

SSU # 4 - Personnel & HR & Security

SSU # 5 – MIS & Industrial Engineering.

9

Support Service Unit 1

Support Service Unit 2

Support Service Unit 3

Support Service Unit 4

Support Service Unit 5

Vice President

Unit Head

Page 10: DEEPIKA PROECT

Company History

1951

The company was incorporated as a private limited company in West Bengal in 14th February, 1951. Until 31st March 1970, the company was engaged in the managing agency business. Thereafter the company decided to undertake manufacturing activities and obtained a letter of intent in February 1972 for the manufacture of automobile tyres and tubes.

The letter of intent was converted into an industrial licence in February 1974 for the manufacture of 4 lakh nos. each automobile tyre and tubes per annum.

The company was converted into a public limited company on 1st April 1974. The manufacturing project was promoted by Straw Products Ltd and J.K. Synthetics Ltd. The company entered into technical collaboration with General Tire International Co., U.S.A., (a subsidiary of General Tire & Rubber Co., U.S.A.) for technical services for a period of 5 years and sales agreement for the supply of technical know-how, engineering and documentation for operational facilities (for a period of 8 years from 23.8.73).

Under the collaboration agreement, the company has the right to use on its products the wording Made in collaboration with General Tire International Co., USA.

1982 The company's technical collaboration agreement with General Tire International Co.,

was renewed for a further period of 5 years.1987

The overall working resulted in substantial profits despite a51-days strike as well as go-slow from 14th October. The strike had since then been resolved and amicable settlement was reached. Efforts were on to launch a new pattern in steel belted radial tyres.

1988 New steel radial tyres for Maruti Gypsy and Tata mobile were introduced The

Company proposed to incur an expenditure of Rs300 lakhs for installation of latest and sophisticated R&D equipment.

1989 Several new patterns and sizes of tyres were introduced including a semi-lug Nylon

Truck tyre, all of which were well received in the market.1991

Investment, Ltd., Hidrive Finance Ltd., Panchanan Investment Ltd., and Radial Finance Ltd., J. K. International Ltd., Shivdham Properties Ltd., and J.K. Asia Pacific, Ltd., are subsidiaries of the company

10

Page 11: DEEPIKA PROECT

1992 The J.K. International division expanded its activities by opening its office in

Moscow besides starting Company's subsidiaries in U.K. & Honkong. The radial tyres for tractors and business launched in the previous year were well received.

1993 New radial tyres `Brute' and `Ultima' were introduced. The Company was in the

process of developing steel belted radial tyres for the prestigious cars in the Mercedes Benz, Peugeot Daewoo race and Opel Astra. A new pattern developed for bus and trucks `PE-T8' was well received in the market.

1994 The company maintained its pace of growth, despite steep rise in raw material and

input costs and competition. The Company effected an all round cost reduction and attained higher capacity utilization at both the tyre plants at Jaykaygram and Banmore.

The T-rated Ultima tyres launched for new generation cars Found its acceptance in DCM Daewoo's `Ceilo'. Also J.K. Steel radial was chosen for

Mercedes Benz India. The Company undertook to develop steel radials for GM' `Astra'. PAL's `Peugekot' FIAT's, `UNO' and M & M's `Ford'.

The Company launched a premium truck tyre `Jet Trak' – 39 which was introduced to meet the need of the heavy load market. The new tractor rear tyre `SONA' was well received in the market.

1996 During this period, a new Car tyre Jet Drive XS, the widest nylon car tyre for Maruti 800

was launched. Along with new semi-lug and heavy duty lug tyre for trucks, a new lug tyre for super heavy load applications Jet Trak 39 was also introduced. In the Radial category, Ultima XR Radial, a terrain tyre was introduced. All these products were well received in the market.

Both the tyre plants operated to full capacity. In line with JK tyre, the radials unit introduced the dual contact high traction and high performance Aquasonic steel radial car tyre. The unit also developed India's first and only H-rated ultima Xs' specially for Mercedes - Benz Cars.

2000 The Company proposes to reduce its debt by Rs 125 crore in the current fiscal from the

current level of Rs 635 crore by way of loan repayment. The Company and Indian Oil Corporation have entered into a marketing alliance for

installing digital air pressure gauges and setting up sales and services outlets at IOC petrol stations throughout the country.

2001 Raghupati Singhania managing director of J K Industries has been appointed the 19th

Chairman of Automotive Tyre Manufacturers Association, the representative body of tyre industry in India.

2002

11

Page 12: DEEPIKA PROECT

J.K.Industries Ltd has informed BSE that CRISIL has assigned a P1+ rating to the commercial Paper programme of the company.

2003 J. K. Industries Ltd (JKI) has a new Marketing Director in Mr Ajay Kapila. Before

joining JKI, Mr Kapila was Senior Vice-President (Sales and Marketing) at Kinetic Engineering Ltd. He was also Director on board and operational head of Kinetic's direct selling arm - Kinetic Marketing Services Ltd.

Completes its comprehensive restructuring exercise of businesses that leads to its emergence as a pure automotive tyre company. Along with the de-merger of its non-tyre business, Sugar and Agri Seeds, into separate companies namely JK Sugar Ltd and JK Agri-Genetics Ltd, JKI also completes the merger of Vikrant Tyres Ltd with itself

J. K. Industries delists from Jaipur Stock Exchange divested its wholly-owned subsidiary called J.K. Drugs and Pharmaceuticals Ltd to TEVA Pharmaceuticals of Israel.

2004 J K Industries Ltd has informed that its securities are delisted from Delhi Stock

Exchange Association Ltd (DSE) w.e.f. January 29, 2004.2007

JK Industries Ltd has informed that the name of the company has been changed from J K industries Ltd to JK tyre &Industries Ltd w.e.f. April 02, 2007.

Core Values

12

Page 13: DEEPIKA PROECT

JK Organization has been a forerunner in the economic and social advancement of India. It always aimed at creating job opportunities for a multitude of countrymen and to provide high quality products. It has striven to make India self reliant by pioneering the production of a number of industrial and consumer products, by adopting the latest technology as well as developing its own know-how. It has also undertaken industrial ventures in several other countries.

JK Organization is an association of industrial and commercial companies and charitable trusts. Its member companies, employing nearly 50,000 persons are engaged in the manufacture of a variety of products and in diverse fields of commerce.0Trusts are devoted to promoting industrial, technical and medical research, education, religious values and providing better living and recreational facilities. With the spirit of social consciousness uppermost in mind, J.K. Organization is committed to the cause of human advancement.

In short company’s core values are 1. Caring for people.2. Integrity including intellectual honesty, openness, fairness and trust.3. Commitment to Excellence.

Mission & Vision

Vision

To be amongst the most admire companies in India committed to be excellence.

Mission

1. Be a customer obsessed company.2. No.1 Tyre brand in India.3. Deliver enhanced value at all stakeholders.4. Most profitable Tyre Company in India.5. Enhance global presence through acquisition.6. Motivated and committed team development for high performance organization.

13

Page 14: DEEPIKA PROECT

Functional Departments of JK Industries

There are the functional departments at JK Industries [JK] they are follows.

1) Production

2) Engineering

3) Technical

4) Quality Assurance

5) Materials

6) Human Resource Management

7) Production Planning

8) Personal & Administration Secretarial

9) Internal audit

10) Electronic Data Processing (EDP)

11) Industrial Engineering

12) Finance

13) Marketing

14) Technical services.

1. Production Department

The production department has 1532 workers who are looking after production of tyres,

tubes & Flaps at VTP. VTP presently has a production capacity of 10.30 lakhs tyres per

annum and 8.10 lakhs tubes per annum. It has entered into a collaboration agreement with

M/S continental tyres, Germany in 1998 for technology up gradation.

2. Marketing Department:

Products of J.K. Tyre have good acceptance both in domestic and international markets.

Broadly, the customers are categorized into & segments like:

Original Equipment manufactures (Domestic & Exports)

Overseas Markets

Institutional sales &

Replacement Markets.

14

Page 15: DEEPIKA PROECT

It has been the supplies for tyres for VOLVO, ASHOK Leyland and Tata Motors. It is the

largest exporter from India accounting 30% of the total quantity exported.

Exports

JK industries are exported to over 68 countries. Major countries include United States of

America, Australia, United Kingdom New Zealand, Hong Kong Netherlands and most of

Middle East, Africa and Asian countries.

Marketing Strategy

J. K. Tyres has adopted Total control campaign beginning with print campaign, which will

focus on the company’s research and development. The Company has targeted 17 top cities

which accounts for more than 60 percent of radial tyre sales for its outdoor media involving

billboards and double Decker buses in Mumbai. For joint promotions, JK Tyre will partner

with Maruti Udyog Ltd Brands, Tata India & Fiat Uno for cars & Ashok Leyland & Tata for

trucks, among others. Moreover, it will intensely pursue customer contact program and

organize go-Karting events in 13 cities like Delhi, Indore, and Ahmadabad & Hyderabad.

3. Human Resource Management:

The main functions of HR Dept- of JKI at VTP is

Recruitment and Selection

Training & Development

Performance Appraisal

Implementing Incentive Schemes

Coordinating among different departments.

Maintenance of Industrial Relationship.

4. Finance Department Finance and Accounts

Preparation of MIS & BRR (Business Review Report)

Finalization of monthly, quarterly, half-yearly and annual reports of the company.

Co-ordination with statutory auditors & tax auditors

Finalization of cost accounts.

15

Page 16: DEEPIKA PROECT

Cost reduction and cost of quality report.

Review of books of accounts

Preparation of trial balance

Overhead position of BRR.

5. Quality Assurance Department:

The people of JK Tyre will have an organization committed to quality in everything they do.

They continuously anticipate and understand customer’s requirements, convert these into

performance standards for products and services and meet these standards every time. Full

customer satisfaction is the motto.

Management Style

Open & Free Communication

Man Power Development

Training Needs & Fulfillment

CSR – Active Participation

Quality Excellence concept & Customer Care

Integration to OE Supplies

Each Business and Support Service Unit work keeping in view the statutory requirements and

company’s profitability. Company has been awarded with number of Quality Awards.

16

Page 17: DEEPIKA PROECT

Financial performance

Particulars ------------------- in Rs. Cr. -------------------

Sep '03 Sep '04 Sep '05 Sep '06 Sep '07

Liabilities

Equity Share Capital

37.46 37.46 37.46 30.79 30.79

Reserves 856.53 818.76 745.14 560.93 503.13

Secured Loans

738.19 656.51 671.28 724.77 686.82

Unsecured Loans

99.87 94.16 159.22 219.10 228.13

Current Liabilities

577.64 641.54 686.44 784.08 927.78

Provisions 20.96 21.42 25.90 27.59 35.90

Total Liabilities

2330.65 2269.85 2325.44 2347.26 2412.55

Assets

Gross Block1,855.63

1,884.26

1,938.72

2,084.22

2,156.07

Less: Accum. Depreciation

590.80 677.15 764.74 860.03 957.27

Net Block1,264.83

1,207.11

1,173.98

1,224.19

1,198.80

Capital Work in Progress

7.02 16.43 61.63 22.51 20.34

Investments 252.02 252.26 250.04 61.46 62.60

Inventories 211.31 178.17 244.03 368.59 502.85

17

Page 18: DEEPIKA PROECT

Sundry Debtors

412.59 449.52 411.79 477.89 435.52

Cash and Bank Balance

14.39 26.83 30.22 33.03 23.87

Total Current Assets

638.29 654.52 686.04 879.51 962.24

Loans and Advances

143.15 112.71 134.92 144.14 155.00

Fixed Deposits

10.93 11.40 5.89 6.29 5.35

Total CA, Loans & Advances

792.37 778.63 826.851,029.94

1,122.59

Miscellaneous Expenses

14.41 15.42 12.94 9.16 8.22

Total Assets 2330.65 2269.85 2325.44 2347.26 2412.55

18

Page 19: DEEPIKA PROECT

Product & Market

Product

JK Tyre manufactures tyres, tubes and flaps of various ranges.

Market

Their customer base covers virtually the entire original equipment manufacturers (OEM’S) in

India together with replacement market for four wheeler vehicles, defence and state transport

undertakings. Besides India they have world wide customer base.

KEY CUSTOMERSCOMPANIES/ INSTITUTIONS BASE

BUSINESS (%)

Replacement Market (Dealers/ Distributors)

3500 – Spread all across the country

53

OEM’S MUL, M&M, Telco, HM, Bajaj Tempo, Ashok Leyland

32

Export 50 countries across the six continents

11

Institutions Defence, STU, Fleets 4

19

Page 20: DEEPIKA PROECT

Competitors

Since 1991 with the opening of Indian economy, the business is facing fierce competition

from MNC’s.

Product Competitors FactorsPassenger Car Tyre Bridgestone International Brand Image

Bus and Truck Tyre MRF, Apollo Marketing and Product mix

Agriculture Tyre MRF, Ceat Product Range

Others (Tube & Flap) MRF Brand Loyalty

Various Product Range

J.K. Tyre is the leader in the Truck/Bus segment. With its customer oriented state-of-the-art

product offerings, it has outpaced the industry growth rate and surged ahead of its

competitors.

Our tyres are specifically designed in accordance to the different loading and application

requirements of our valued customers. The "Unique SEV System" in its Truck/Bus and

LCV range of tyres ensures a highly efficient and uniform tyre curve - the best option for a

wide variation of road and load conditions under which trucks operate in our country. The

SEV System offers the outstanding advantages of Super Mileage, Greater Strength and

Higher Retreadability - They Run More to Earn More.

International Domestic

20

Page 21: DEEPIKA PROECT

SWOT Analysis

Strength:

Over six decades of experience in tyre manufacturing

Self sufficient in tyre production

Successful & fast absorption of international technology to suit Indian condition &

needs.

Well knit distribution network.

Tyre is easily available & serviced even in remotest parts of the country.

Weakness:

In comparison with the global standards, smaller size of plant & hence less economic

units.

Lower productivity of labor in comparison to world standards.

Out dated labor laws

Proliferation of units

High cost of raw materials.

Opportunities:

Robust economic growth, particularly vehicle production growth resulting in health

demand growth for tyre in the feature.

Export culture inculcated enabling participation in world tyre market.

Excellent brand equity of Indian cross ply/bias truck Tyres in the world market can

open market opportunities for radial tyre.

Emergence of Indian as a hub for production of small car is expected to give a thrust to

auto component & tyre segment.

Improved road infrastructure especially on the golden quadrilateral & north-south, cast-

west national highway project will result in significant increase in movement of goods

& passenger traffic through roads with resultant growth in demand for tyres.

21

Page 22: DEEPIKA PROECT

Threats:

Faster pace of opening up of the economy will increase import of tyre.

Reduction in important duties will lead to high volume of type imports.

Multinationals with financial muscle setting do manufacturing facilities in the country.

Confessionals import tariffs for countries like china & South Korea under regional trade

agreements will lead to additional imports.

22

Page 23: DEEPIKA PROECT

JK Industries (VTP) Board of Directors:

Chairman Hari Shankar Singhania

Vice Chairman & Managing Director Raghupathi Singhania

LIC Nominees Arvind Morotoom Lalbhai

Arvind Singh Mewar

Bakul Jain

B.G.Jose

IDBI Nominees Om Prakash Khaitan

Dr. Vinashil Gautam

Managing Director Bharath Hari singhania

Deputy Managing Director Vikrampati singhania

Whole-time Director Swaroop chand Sethi

Auditors Lodha & Co chartered Accountants.

23

Page 24: DEEPIKA PROECT

INTRODUCTION

24

Page 25: DEEPIKA PROECT

INTRODUCTION

This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilisation, development and retention, has placed a heavy demand on today’s HR professionals. Today HR is expected to identify potential talent and also comprehend, conceptualise and implement relevant strategies to contribute effectively to achieve organisational objectives. Hence a serious concern of every HR manager in order to survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organisation. To analyse the reasons, we first need to understand what “TALENT” means. People have different views and definitions. According to Leigh Branham, vice president, consulting service at Right Management Consultants and author of the book, “Keeping People Who Keep You in Business”, a talent is not rare and precious. Everyone has talent – too many to possibly name all. Talent is behavior; things we do more easily than the next person. We speak of “natural born talent” but those with a gift, knack, ability or flair for something can refine and develop that talent through experience. Talent, however, cannot be taught. As someone once said, “you can teach a turkey to climb a tree, but it is easier to hire a squirrel”. Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a combination of abilities and attitudes. The real trick is to match the right motivated talents to the right role, individually and collectively, harnessing and harmonizing this crucial attribute to achieve the objectives of your company. Today,

companies have become fiercely competitive when it comes to attracting and retaining talent. According to Branham, 75 per cent of the senior executives admit that employee retention is a major concern today, the obvious reason being the ‘increasing rate of turnover’. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms pertaining to attracting and retaining talent. It is an accepted truth that turnover will happen and companies need to device a strategy to curb unprecedented turnover from affecting organisational success. As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares, achieving zero percent turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—more money, better benefits, the appearance of a greener pasture- and this has been a practice from the very beginning. Then, what is it that has really changed? Despite intense competition being the key to market development and success, organisations have failed to identify some of the major reasons which highlight why ‘good performers’ leave. In his study, Branham clearly states that one major reason why people leave their organisation is because of the organisation’s failure to bring about a correlation between pay and performance. Human Resource experts in the industry believe matching the right blend of talent with the right job profile can lead to superior performance .The present scenario with abundant opportunities has triggered a wave of employees, perpetually “on the move”, forever seeking better opportunities whenever, wherever and however they

25

Page 26: DEEPIKA PROECT

can. What is behind the restlessness of these hard to keep employees? By focusing on productivity, organisations are realising that it is imperative to hire employees who can do the job and be successful at it. The organisation no longer wants to just hire to hire, in fact they are striving to find the right people, bring them into the organisation and retain their services. One of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter formulate strategies for acquiring them. As the leading HR heads of the country point out, the solution is not just about finding the correct retention mechanisms , but it starts from the very beginning by devising ways to acquire the right people for the right jobs.

Talent Management v/s Traditional HR Approach

Traditional HR systems approach people development from the perspective of developing

competencies in the organization. This can actually be a risk-prone approach, especially for

companies operating in fast evolving industries, since competencies become redundant with

time and new competencies need to be developed. Thus, over time, the entire approach to

development of people might be rendered obsolete calling for rethinking the entire

development initiative.

Talent management on the other hand focuses on enhancing the potential of people by

developing capacities. Capacities are the basic DNAof an organization and also of individual

potential. In fact, the following appropriately describes the role of talent management:

Point of Departure Navigation Point of Arrival

Translating organizational vision

into goals and mapping the

required level of capacities and

competencies to achieve goals

Aligning individual

values and vision with

organizational values

and vision

Clear understanding of the

varied roles within the

organization and

appreciationof the value-

addition from self and others

leading to building a culture

of trust, sharing and

team orientation

Assesment of talent to profile the

level of capacities and set of

competencies possessed within

the organization

Enhancing capacities to

learn, think relate and act

through development

Initiative

Individual growth to meet

and accept varied,

incremental and

transformational roles in

an overall scenario of

acknowledged need for

changeGap analysis and identification of development path

Helping individuals

realize their full

Developed individuals

enabling breakthrough

26

Page 27: DEEPIKA PROECT

potential through

learning and

development

performance

The focus of talent management

At the heart of talent management is developing the following intrinsic human capacities:

1. Capacity to learn (measured as learning quotient LQ)

Enhancing an individual’s capacity to learn improves the person’s awareness. It adds to the

person’s quest to know more and delve into newer areas. This capacity is developed by

holistic education that teaches how to learn, an enabling environment and good mentoring.

Capacity to learn comprises of the following:

Introspection is the individual’s willingness to look back and learn ability to learn from mistakes and identifying areas of improvement. Reflection and contemplation is the individual’s ability to observe his own thoughts,

actions and emotions/feelings and using the awareness to improve further and perform better.

Getting into the flow is the individual’s ability to get into a new experience and flow with the experience. It is the person’s child-like ability to derive joy out of learning.

2. Capacity to think (measured as conceptual quotient CQ)

An individual’s quest to know more leads his mind to create images. Enhancing an

individual’s capacity to think helps the person not only take learning to a higher level

of intellect but also improves creativity. Capacity to think comprises of the following: Analysis is about asking the right questions and breaking complex things into simpler elements. Creativity is about generating new thoughts and breaking the existing patterns of thought. Judgment requires both. This is what helps an individual take quality decisions.

3. Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and thoughts. This leads

the person to be able to relate to other individuals and the environment around him. The

27

Page 28: DEEPIKA PROECT

outcome is indeed a sense of belongingness and an environment of trust at the organizational

level and team spirit at the individual level. Capacity to relate

comprises of the following: • Listening is the individual’s ability to listen with warmth and respect. Active listening is free of biases, evaluation and pre-conceived notions. • Empathizing is the ability to put self in someone else’s shoes and getting out of one’s own shoes. • Trust requires a combination of both empathizing and listening. It is about authenticity, openness and genuineness. 4. Capacity to act (measured as action quotient AQ)

Action is how the above three capacities of an individual are manifested. It is the individual’s

ability to enact his intentions. Following are components of capacity to act:• Organizing refers to the individual’s ability to organize his time and resources so as to enable him to convert intentions into reality. • Implementing means delegating, attention to detail, and focus on the right process. • Perform under pressure means the ability to work under pressure and time constraints and handle multiple tasks without negative stress.

The individual’s values help in discriminating amongst alternatives and act as the bedrock for

decisions. They act as multipliers in enhancing the individual’s capacities, a sigma of which

reflects the individual’s true talent. Thus: (LQ + CQ + RQ + AQ) X Values = Talent

Organizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving individual and organizational vision. Talent manifests into performance as follows :

Talent

+

Vision/Mission/Strategy

+

Skills & Competencies

+

Role & structure

28

Page 29: DEEPIKA PROECT

+

Opportunity

+

Encouragement & Recognition

+

Training & Development

+

Coaching

+

Action Plan & Goals

+

Resources

Performance Management System

Performance

Thus the domain of talent management focuses not only on development of individual’s

intrinsic capacities, but also on culture building and change management to provide the other

elements listed above for manifestation of talent into performance. The service and consulting areas of talent management that thus emerge are: • Talent appreciation • Potential enhancement •

Acquisition of talent • Knowledge management Grow Talent offers services in all the above areas. Grow Talent’s offerings are based on the models discussed above and follow a unique methodology. Talent appreciation (TAPTM)

TAPTMservices from Grow Talent are focused on assessing the way individuals learn, think,

relate to others, and act. Tap is used to evaluate the capacities, competencies and values of

individuals for assessment of potential for career development and succession planning.

29

Page 30: DEEPIKA PROECT

This is intricately linked to helping organizations map their capacity and competency

requirements and then assessing talent to draw up individual development plans. The talent

profiling thus done for organizations helps them identify critical competencies to be

developed and capacities to be enhanced in order to meet future business requirements and

achieve plans. Potential enhancement (PEPTM)

The focus of PEPTMis to create learning experiences and solutions for individuals that will

help convert their talent into competence. It also involves designing learning events and

processes that enhance the potential of individuals. Two intrinsic components of Grow Talent PEPTM are: • Capacity building modules - which focus on enhancing the four capacities of individuals • Competence building modules – which focus on specific areas like consulting skills, problem solving, service quality, strategic selling, process designing, interviewing skills, etc. Acquisition of talent (ACTTM) Grow Talent’s approach to helping organizations acquire talent is based on the following: • Helping organizations define roles for specific leadership positions based on 'preferred futures' and strategy • Identifying the competencies required for each of these jobs

Determining the levels of fundamental capacities of learning, thinking, relating and acting needed to acquire these competencies • Defining the values which are needed to display the desired behaviors • Identifying individuals who would fit into these positions • Enable organizations and individuals to establish mutually acceptable contracts for employment and lay the foundation of win-win relationships

Knowledge Management As said earlier, the domain of talent management includes culture-building and change

management. Knowledge management services from Grow Talent are aimed at leveraging

knowledge for performance by creating an environment for sharing by building trust. The

focus of knowledge management is to connect people and technology to capture and harness

the tacit knowledge of the organization. By making trust the bandwidth of communication,

knowledge management enhances sharing and thereby creates an appropriate environment for

talent to translate into performance.

30

Page 31: DEEPIKA PROECT

With its comprehensive spectrum of services for talent management and unique

methodology, Grow Talent is strongly positioned to help organizations gain a competitive

and sustained talent advantage.

31

Page 32: DEEPIKA PROECT

LITRATURE REVIEW

32

Page 33: DEEPIKA PROECT

LITERATURE REVIEW:

A detailed survey of the concerned literature has been carried out based on various journals, reviews concerned magazines and internet and presented below:

Any Organization needs to have a vision and a well defined strategy on hiring for the future.

We should have the right talent to attract and retain the best available talent for which a

number of measures for talent management are required. [KARTHIKEYAN,2007]. Emphasis

has been paid on initiatives that can be put in place to help organization to retain and nurture

the talent [PANDIT, 2007]. The fundamental aspects about the definitions of human

recourses have been discussed and planning of new models has been discussed. The need to

disband the conventional school of thoughts about organizational behavior has been

advocated and a new approach has been suggested for HR [ANANDARAM, 2007.] The Strategic Development of Talent by William J. Rothwell

"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies

any organisation can use to effectively develop, retain and utilise talent for the benefit of an

organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity

Rothwell suggests." The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by Lance A. Berger

"This is an outstanding reference work that succinctly explains a simple and practical

approach to the identification, assessment and management of talent in the current, dynamic

operating business environment. The book plainly gives advice on how to avoid high staff

turnover, poor morale, and poor performance."

NEWSLETTER

Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4

Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the

article outlines initiative that can be put in place to help organization retain nurture and retain

the talent…………

33

Page 34: DEEPIKA PROECT

PROBLEM IDENTIFICATION

IT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those who can recognize the worth of a diamond can value it, for others it's just a stone! Talent is doing easily what others find difficult.

In an organization, there is nothing more crucial than fitting the right employee in the right position. Or else you would be trying to fit a square peg in a round hole. When people do jobs that just don't suit their liking, inclination or temperament, the results, or rather the lack of them will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and other negative behavior will become typical till the employee is shown the door. Or perhaps, there is another option - Talent Management “A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational need”

Organization need to have a vision and a well defined strategy on hiring for the future. India has become the outsourcing capital of the world and this has created its own set of HR challenges India’s biggest problem is that qualified graduates are becoming scarce. Despite the large population, the supply of engineers cannot keep up with the sharply increased demand. So, do we have the right talent within to attract and retain the best available talent

34

Page 35: DEEPIKA PROECT

RESEARCH METHODOLOGY

35

Page 36: DEEPIKA PROECT

RESEARCH METHODOLOGY

OBJECTIVES

To identify various upcoming challenges of talent management

To establish upcoming trends in talent management.

To identify the ways to retain the best talent.

NEED OF THE STUDY

The supply side discussed puts pressure on companies to attract the best talent and ensure that employees join the company and choose to stay in the organization rather than look for opportunities elsewhere. Present study is supposed to find out the existing Indian talent scenario so as to analyze its emerging challenges and trends.

PRIMARY DATA

For the purpose of collection of primary data two web administered questionnaire were prepared. One questionnaire was made for HR professionals or the people involve with the talent management in the organization and other one was for the employees of the organizations.

QUESTIONNAIRE: HR Professional The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards practices, leadership and management effectiveness, communication, culture and attributes related to these tangible and intangible aspects. Respondents came from a range of industries, including telecommunications and technology, financial services, education, health care, energy, retail, transportation, consumer products and manufacturing. Sample Size: 25

36

Page 37: DEEPIKA PROECT

QUESTIONNAIRE: EMPLOYEES The prime focus of this questionnaire was to compare with the responses obtained by above questionnaire. The talent management initiative is taken by the HR professionals but the implication of this initiative is on the employees. By this questionnaire, the researcher tried to find out the effectiveness of such talent management initiative as well as the satisfaction level of the employees. Sample Size: 30

SECONDARY DATA Journals and Research Paper Newsletters HR websites

STATISTICAL TOOL: Bar graphs Averages

SAMPLING TECHNIQUES: Judgmental Sampling

37

Page 38: DEEPIKA PROECT

ANALYSIS AND INTERPRETATION

38

Page 39: DEEPIKA PROECT

ANALYSIS

RP TS FEFinance Deptt 6.2 6 7Marketing Deptt 6 5 6.2Production Deptt 7 5.3 5.6Quality Assured Deptt 5 6 4H.R. Deptt 7.4 6.4 7.2

Finan

ce Dep

tt

Marketi

ng Dep

tt

Producti

on Deptt

Quality

Assured

Deptt

H.R. Dptt

0

1

2

3

4

5

6

7

8

RPTSFE

As I have prepared my questionnaire on the basis of three parameter namely

a) Relation with peopleb) Thinking stylec) Feeling and Emotion

And on the basis of that I have taken a survey on employees of different department namely

a) Finance departmentb) Marketing departmentc) Production departmentd) Quality assured departmente) Human Resources department

39

Page 40: DEEPIKA PROECT

INTERPRETATION

Now I have plot the graph on the basis of means of parameter score for each Department as it can be seen in the above table. Any score above 3 can be considered “Good” while a score

below 3 can be considered “Poor”. I found that the employees talent managed well in all departments in JK TYRE.

40

Page 41: DEEPIKA PROECT

CONCLUTION

41

Page 42: DEEPIKA PROECT

CONCLUTION

As organizations continue to pursue high performance and improved results through TM practices, they are taking a holistic approach to talent management—from attracting and selecting wisely, to retaining and developing leaders, to placing employees in positions of greatest impact. The mandate is clear: for organizations to succeed in today’s rapidly changing and increasingly competitive marketplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting and retaining talented people and continues by sustaining the knowledge and competencies across the entire workforce. With rapidly changing skill sets and job requirements, this becomes an increasingly difficult challenge for organizations. Meeting this organizational supply and demand requires the right “Talent DNA” and supporting technology solutions. By implementing an effective talent management strategy, including integrated data, processes, and analytics, organizations can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future.

42

Page 43: DEEPIKA PROECT

SUGGESTION

43

Page 44: DEEPIKA PROECT

SUGGESTION

Organizations must have meaningful descriptions of the capabilities (skills, behaviours, abilities and knowledge) required throughout the organization.

Organizations must be able to relate those skills and capabilities to a role or a centre of demand, such as a job position, project or leadership role.

Talent management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people - employees, contractors, or candidates.

The working culture of the organization should be improved and maintained to retain talent in long run. More certified training should be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation.

The organization should identify the crucial talent initiative to attractant retain the employee. They should know which talent management elements can have the greatest impact on the business and therefore provide a better basis for prioritization and implementation.

To create a sophisticated talent management environment, organizations must:• Define a clear vision for talent management• Develop a roadmap for technology and process integration• Integrate and optimize processes• Apply robust technology to enable processes• Prepare the workforce for changes associated with the new environment

44

Page 45: DEEPIKA PROECT

Appendix -1

45

Page 46: DEEPIKA PROECT

Bibliography

Books

1. Talent Management: Overview: Talent Management Series Part I," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

2. Talent Management: Employee Engagement: Talent Management Series Part III," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

3. Talent Management: Leadership Development: Talent Management Series Part II," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

4. "Strategies for Recruiting Workers Over Age 50," Society for Human Resource Management, Cathy Fyock, December 2005. Taking Action against the Quiet Crisis in Recruitment and Retention," AFT. Public Employees, AFL-CIO. 2005

Search Engine

Google

Websites

http://books.google.co.in/books?id=SBNbFCBtcFsC&pg=PA168&dq=Talent management=#PPA167,M1

http://books.google.co.in/books?id=J2eRTQXWQlQC&pg=PA1&dq=talent management=#PPA13,M1

http://books.google.co.in/books?id=6OCD-tSU1nwC&pg=PA1&dq=talent management=#PPA11,M1

http://books.google.co.in/books?id=keiVwGxm3i0C&pg=PA363&dq=talent management=#PPA371,M1

http://books.google.co.in/books?id=qUbqdAIOA9YC&printsec=frontcover&dq=talent management #ppr9,m1

http://www.google.co.in/search?q=talent management+filetype:pdf&hl=en&lr=&start=10&sa=N

http://www.answers.com/topic/employee-Talent management-systems http://www.google.co.in/search?q=talent management

filetype:pdf&hl=en&lr=&start=20&sa=N http://wilderdom.com/OEcourses/PROFLIT/Class6Qualitative1.htm http://www.socialresearchmethods.net/kb/qualmeth.php http://en.wikipedia.org/wiki/Quantitative_research

46

Page 47: DEEPIKA PROECT

APPENDIX-II

47

Page 48: DEEPIKA PROECT

OPQ32 Normative – Indian Managerial & Professional Norm Group ProfileRP [a] RELATIONSHIP WITH PEOPLE

RP1

Rarely pressures others to change their

views ,dislikes ,selling, less comfortable using

negotiation

Persuasive Enjoys selling, comfortable using

negotiation, likes to change other peoples

views

1 2 3 4 5 6 7 8 9 10

RP2

Happy to let others take charge, dislikes telling

people what to do, unlikely to want to take

the lead

Controlling Likes to be in charge, takes the lead, tells others what to do, takes control of

situations

1 2 3 4 5 6 7 8 9 10

RP3

Holds back form criticising others may

not express own views, unprepared to put

forward own opinions

Outspoken Freely expresses opinions, makes

disagreement clear, prepared to criticise

others

1 2 3 4 5 6 7 8 9 10

RP4Accepts majority

decisions, prepared to follow the consensus

Independent minded Prefers to follow own approach, prepared to

disregard majority decisions

1 2 3 4 5 6 7 8 9 10

RP5Quiet and reserved in groups, dislikes being the centre of attention

Outgoing Lively and animated in groups, talkative,

enjoys being the focus of other’s attention

1 2 3 4 5 6 7 8 9 10

RP6

Comfortable spending time away from people, values time spent alone,

seldom misses the company of others

Affiliative Enjoys other’s company , likes to be around people, likely to miss the company

of others

1 2 3 4 5 6 7 8 9 10

RP7

Makes strengths and achievements known,

talks about own personal success

Socially confident Feels comfortable when meeting people for the first time, at ease in formal social

situations

1 2 3 4 5 6 7 8 9 10

RP8

Makes strengths and achievements known,

talks about own personal success

Modest Dislike discussing own achievements, keeps

quiet about own personal success

1 2 3 4 5 6 7 8 9 10

RP9

Prepared to make decisions without

consultation, prefers to make decisions alone

Democratic Consults widely if possible, involves others in decision

making, less likely to make decisions in

isolation

1 2 3 4 5 6 7 8 9 10

RP10

Selective with sympathy and support, remains detached from others

personal problems

Caring Sympathetic and considerable towards others, helpful and

supportive, gets involved in others

problems

1 2 3 4 5 6 7 8 9 10

OPQ32 Normative – Indian Managerial & Professional Norm Group Profile

TS [b] THINKING STYLES

48

Page 49: DEEPIKA PROECT

TS1

Prefers dealing with opinions and feelings rather than facts and figures, unlikely to advocate use of statistics

Data RationalInfluenced by facts and figures and hard data, tends to disregard feelings and intuition

1 2 3 4 5 6 7 8 9 10

TS2

Does not focus on potential limitations dislikes critically analysing information, rarely looks for errors or mistakes

EvaluativeCritically evaluates information, looks for potential limitations and flaws, focuses upon errors

1 2 3 4 5 6 7 8 9 10

TS3Does not question the reasons for people’s behaviour, tends, not to analyse people

Behavioural

Tries to understand other’s motives and behaviour, enjoys observing and analysing people

1 2 3 4 5 6 7 8 9 10

TS4

Favours changes to work methods, prefers new approaches and solutions, less conventional

Conventional Prefers well established methods and solutions, favours a more conventional approach

1 2 3 4 5 6 7 8 9 10

TS5

Prefers to deal with practical rather than theoretical issues, dislikes dealing with abstract concept

Conceptual Thinks of issues in terms of theories, models and trends, enjoys discussing abstract concepts

1 2 3 4 5 6 7 8 9 10

TS6More likely to build on than generate ideas, less inclined to be creative and inventive

Innovative

Generates many new ideas, enjoys the creative process, comes up with original solutions

1 2 3 4 5 6 7 8 9 10

TS7Prefers routine, is prepared to do repetitive work, does not seek variety

Variety Seeking Seeks novelty and variety, tries out new things, can be easily bored by routine and repetitive work

1 2 3 4 5 6 7 8 9 10

TS8

Behaves consistently across situations, unlikely to behave differently with different people

Adapted Changes behaviour to suit the situation, adapts approach to suit different people

1 2 3 4 5 6 7 8 9 10

TS9

More likely to focus upon immediate than long-term issues, less likely to create a strategic perspective

Forward Thinking

Takes a long term view, sets goals for the future, more likely to take a strategic perspective

1 2 3 4 5 6 7 8 9 10

TS10

Unlikely to become preoccupied with detail, less organised and systematic, dislikes tasks involving detail

Detail Conscious Focuses on detail, tends to be methodical, organised and systematic, may become preoccupied with detail

1 2 3 4 5 6 7 8 9 10

TS11Sees deadline as flexible, prepared to leave some tasks unfinished

Focuses on getting things done, persists until the job is done, takes deadlines very seriously

1 2 3 4 5 6 7 8 9 10

TS12

Not restricted by rules and procedures prepared to break rules, tends to dislike bureaucracy

Follows rules and regulations, prefers to have clear guidelines, reluctant to deviate from protocol

1 2 3 4 5 6 7 8 9 10

OPQ32 Normative – Indian Managerial & Professional Norm Group Profile

[c] FEELINGS AND EMOTIONS

FE1 Tends to feel tense, finds it Relaxed Finds it easy to relax and

49

Page 50: DEEPIKA PROECT

difficult to relax, can find it hard to unwind after work

switch off, rarely feels tense, generally calm and untroubled

1 2 3 4 5 6 7 8 9 10

FE2 Feels calm before important occasions, less affected by key events, free from worry

Worrying Feels nervous before important, occasions, worries that things will fail or go wrong

1 2 3 4 5 6 7 8 9 10

FE3 Sensitive, easily hurt by criticism, upset by unfair comments or insults

Tough Minded Not easily offended, can ignore insults, may be insensitive to personal criticism

1 2 3 4 5 6 7 8 9 10

FE4 Concerned about the future, expects things to go wrong, focuses on negative aspects of a situation

Optimistic Expects things to turn out well, focuses on the positive aspects of a situation, optimistic in outlook

1 2 3 4 5 6 7 8 9 10

FE5 Wary of other’s intentions, finds it difficult to trust others, unlikely to be fooled by people

Trusting Trusts people, sees others as reliable and honest, believes what others say

1 2 3 4 5 6 7 8 9 10

FE6 Openly expresses feelings, finds it difficult to conceal feelings, displays emotions clearly

Emotionally Controlled Conceals feelings from others, rarely displays emotion, difficult for others to read

1 2 3 4 5 6 7 8 9 10

FE7 Likes to take things at a steady pace, dislikes excessive work demands

Vigorous Thrives on activity, likes to be busy, enjoys having a lot to do

1 2 3 4 5 6 7 8 9 10

FE8 Dislikes competing with others, feels that taking part is more important that winning

Competitive Has a need to win, evaluates own performance in terms of being better than others, dislikes losing

1 2 3 4 5 6 7 8 9 10

FE9 Sees career progression as less important, looks for achievable rather than higher ambitious targets

Achieving Ambitious and career- centred, sets and strives towards demanding goals and targets for self

1 2 3 4 5 6 7 8 9 10

FE10 Tends to be cautious when making decisions, likes to take time to reach conclusions

Decisive Makes fast decisions, reaches conclusions quickly, less cautious in decision-making

1 2 3 4 5 6 7 8 9 10

SDE Has been more self-critical in responses, is less concerned to make good impression

Has been less self-critical in responses, may be unrealistic or concerned to make a good impression

50

Page 51: DEEPIKA PROECT

51


Recommended