talent mangement

Talent Management at Global Edge

CHAPTER 1INTRODUCTION Talent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training and other wasteful activities. Talent Management is beneficial to both the organization and the employees. The organization benefits from: Increased productivity and capability; a better linkage between individuals' efforts and business goals; commitment of valued employees; reduced turnover; increased bench strength and a better fit between people's jobs and skills. Employees benefit from: Higher motivation and commitment; career development; increased knowledge about and contribution to company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it is important for an organization to develop the most important resource of all - the Human Resource. In this globalize world, it is only the Human Resource that can provide an organization the competitive edge because under the new trade agreements, technology can be easily transferred from one country to another and there is no dearth for sources of cheap finance. But it is the talented workforce that is very hard to find.

Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of ambition and competitiveness, the ability to focus on big picture issues, and an awareness of their own strengths, limitations and impact on others. Several talent management processes need to be in place on a strategic level in order ensure its success. Such processes/strategies include talent identification, recruitment & assessment, competency management, performance management, career development, learning management, compensation, succession planning etc.

Talent management has a number of benefits to offer such as employee engagement, retention, aligning to strategic goals in order to identify the future leadership of the organization, increased productivity, culture of excellence and much more.

1.1. INTRODUCTION TO THE INDUSTRYThe term IT refers to the special keyword 'Information Technology'. IT can be classified into two similar categories namely, IT (Information Technology) and ITES (Information Technology Enabled Services). The first category, Information Technology mainly deals with the Computer hardware and software. The second category comprises the IT services that includes design, development and deployment of other services.This IT sector is the most significant sectors of the at present day which carries out businesses and services in the world market. The upgrades done in the field of signaling and communications made it possible for the IT field to be in contact with their business and in employment oppurtunities. Indian economy had a growth in high rates because of the arrival of the IT sectors in the past decades. It played a major role in taking up our country's image infront of the worlds global market.

The growth and prosperity of India's IT industry depends on some crucial factors. These factors are as follows: India is home to a large number of IT professionals, who have the necessary skill and expertise to meet the demands and expectations of the global IT industry. The cost of skilled Indian workforce is reasonably low compared to the developed nations. This makes the Indian IT services highly cost efficient and this is also the reason as to why the IT enabled services like business process outsourcing and knowledge process outsourcing have expanded significantly in the Indian job market. India has a huge pool of English-speaking IT professionals. This is why the English-speaking countries like the US and the UK depend on the Indian IT industry for outsourcing their business processes. The emergence of Indian information technology sector has brought about sea changes in the Indian job market. The IT sector of India offers a host of opportunities of employment. With IT biggies like Infosys, Cognizant, Wipro, Tata Consultancy Services, Accenture and several other IT firms operating in some of the major Indian cities, there is no dearth of job opportunities for the Indian software professionals. The IT enabled sector of India absorbs a large number of graduates from general stream in the BPO and KPO firms. All these have solved the unemployment problem of India to a great extent. The average purchasing power of the common people of India has improved substantially. The consumption spending has recorded an all-time high. The aggregate demand has increased as a result. All these have improved the gross production of goods and services in the Indian economy. So in conclusion it can be said that the growth of India's IT industry has been instrumental in facilitating the economic progress of India.

IT SECTOR'S IN INDIA:IT sectors impact over India started because of the Y2Y problem that occurred before 2 decades, which in follow wanted a large number of skilled and efficient human resources to satisfy the database correction needs owing to the cope up with the later new adventures. In the past decade, India has became the significant destination among the Asian countries.IT growth in India is mainly because of the prominent role played by the following software services system namely:1. Custom Application Development and Maintenance (CADM),1. System Integration1. IT Consulting, Application Management1. Infrastructure Management Services1. Software testing1. Service-oriented architecture1. Web servicesThe Indian BPO's are doing their part in the welfare for the country by managing the operations of Airline Information, insurance and banking sectors, mortgage industries, enterprise data sketching and many more sectors.To point out the impacts of this sector over India, we can blindly tell that have improved the economy and social status of our country. Most of the people prefer to have their carrier in this IT path mainly because of the reason of pool of oppurtunities presence and also several attractive salary packages. There are other reasons behind the attention of youngsters and everyone towards the IT sector such as, opportunities to go foreign countries, can study higher studies in the company expenses, can have a luxurious life, can attain a good status in the society and many more.RevenueIndian IT-ITES industry revenue is estimated at USD 105 billion in FY2013-14 as compare to USD 95.2 billion in FY2012-13, registering an increase of around 10.3%. The overall industrys growth of this sector over the last five years is given in the table below.IT ITES Industry Revenue Trends (in USD billion) IT ITES Industry Revenue Trends (in USD billion)

Year/ Description2009- 102010- 112011- 122012- 132013- 14(E)CAGR %(2009-14)

Exports49.759.068.876.186.012.80

Domestic14.317.319.019.219.08.22

Total64.076.387.895.2105.011.88

Source: Nasscom, E: Estimated

ExportsIT-ITES exports is estimated to gross USD 86 billion in FY2013-14, growing by 13.1% over FY 2012-13 and contributing nearly 82% of the total IT-ITES revenues (excluding hardware). A combination of solutions around disruptive technologies such as SMAC (Social media, mobility, analytics and cloud)), artificial intelligence, embedded systems etc. have become the life-force of the industry.IT services exports (excludes BPO, Engineering, R&D and Software products) is expected to be the fastest growing segment in FY 2013-14, with an y-o-y growth over 14%, generating exports of USD 52 billion, driven by collaboration, communication, business intelligence projects, and integration of SMAC services with traditional offerings. During FY 2013-14, ITES/BPO exports is likely to be USD 20 billion, with a growth rate of ~11.4% over FY2012-13. Customer Interaction Services (CIS) continues to have the largest share of 41%, followed by Finance & Accounting (F&A) 23% and Knowledge Services (KS) 19%. Within BPO segment, Knowledge services is the fastest growing segment and is expected to generate export of USD 3.7 billion, as compared to USD 3.2 billion, a y-o-y growth of over 15%. Software products and ER&D segment achieved a double-digit growth rate of ~11% over FY 2012-13 and is estimated to generate exports of US$ 14.2 billion in FY 2013-14. The domain specific solutions focusing on convergence, customization, efficiencies and localization, M2M technology and newer technologies around SMAC are playing a significant role in driving the growth of ER&D and software products. With over 3,000 firms, India is emerging as a hotbed for software products with SMAC and a supportive ecosystem creating successful stories.Segment wise export Revenue Trends in IT ITES Industry (in USD billion)Segment wise export Revenue Trends in IT ITES Industry (in USD billion)

Year/ Segment2009- 102010- 112011- 122012- 132013- 14(E)CAGR %(2009-14)

IT Service27.333.539.945.451.915.0

ITeS-BPO12.414.215.917.919.911.21

Software Products, Engineering Services, R&D10.011.413.012.814.28.14

Total IT-ITeS49.759.068.876.186.012.8

Source: Nasscom, E: Estimated

The IT Services exports accounts for the largest share of 60.3 %; BPO exports contribute 23.2 % followed by ER&D and software products that together accounts for 16.5 %.IT-BPO Revenue Share (Year 2013-14)

INDUSTRY TRENDThe year 2013 was a booming one for technology and the Internet in India with the rise of many e-commerce companies. People turned to the Internet to buy everything, from diapers to books, houses and even groceries. This year, 2014, is going to looks likely to be the year for new technical trends and some amazing gizmos that will easily surpass the previous ones in terms of quality and user-friend ling As per National Association of Software and Services Companies (NASSCOM) estimates, IT and IT sector (excluding hardware) revenues were estimated at US$ 87.6 billion in FY 201112. The market size of the industry is expected to rise to US$ 225 billion by 2020 considering India's competitive position, growing demand for exports, government policy support, and increasing global footprint.LATEST TRENDS IN IT SECTOR IN INDIAOnline retailing, cloud computing and e-commerce are leading to rapid growth in the IT industry. Online shopping is fast gaining popularity with the emergence of internet retailing. According to the Internet and Mobile Association of India (IAMAI), the number of internet users in the country is more than 121 million, out of which over 17 million are online shoppers. Increasing internet penetration and affordability for personal computers has led to these numbers, which are further expected to triple by 2015.For FY 2014, the IT-BPO exports are expected to grow by 1214 per cent to touch US$ 8487 billion, according to NASSCOM. Newer phenomenon like analytical services advanced mobile applications, healthy environment for start-ups and Sass will further drive the growth of IT exports.Government policy to promote IT in IndiaIndian government has played very vital role roles to promote IT sector. Indian government gives service tax incentive to information technology companies. Indian government has placed the IT sector in the special economic zone (SEZ). It means if any IT companies will come under the SEZ that companies will get the rebate on tax for 10 years. There are twenty-three software technology parks spread across India. The parks were initially set up by the department of communication & Information technology of India. To promote the IT sector India government withdraw the complicate license policy. Government is providing required infrastructure for the IT Companies for their setup. SEZ is attracting the huge foreign direct investment in India due to tax rebate for 10 years.

1.2. INTRODUCTION OF THE STUDY1.2.1 INTRODUCTION TO HRMEvolution of HRM Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian philosophy in particular. Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of management called Personnel management. In fact, this job was assigned as part of the factory manager. Adam Smiths concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to procure, Process and peddle labour as one of the resources. The first time when such a specialist person was used; it was to maintain a buffer between employer and employee to meet the legitimate need of employees. However, it is the employer who decided what is legitimate need of employees. In fact, the specialist person was more needed to prevent unionization of employees. This was the case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain developments took place, which greatly contributed, to the evolution and growth of Human Resources Management (HRM). These developments are given below:

1. Scientific Management1. Labour Movements1. Government Regulations.

Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of specialized areas like :

1. Staffing1. Welfare and Safety1. Wages and Salary Administration1. Training and Development1. Labour Relations

1.2.2.MEANING AND DEFINITION OF TALENT MANAGEMENTTalent management implies recognizing a person's inherent skills, traits, personality and offering him a matching job. Every person has a unique talent that suits a particular job profile and any other position will cause discomfort. It is the job of the Management, particularly the HR Department, to place candidates with prudence and caution. A wrong fit will result in further hiring, re-training and other wasteful activities. Talent Management is beneficial to both the organization and the employees. The organization benefits from: Increased productivity and capability; a better linkage between individuals' efforts and business goals; commitment of valued employees; reduced turnover; increased bench strength and a better fit between people's jobs and skills. Employees benefit from: Higher motivation and commitment; career development; increased knowledge about and contribution to company goals; sustained motivation and job satisfaction.

In these days of highly competitive world, where change is the only constant factor, it is important for an organization to develop the most important resource of all - the Human Resource. In this globalize world, it is only the Human Resource that can provide an organization the competitive edge because under the new trade agreements, technology can be easily transferred from one country to another and there is no dearth for sources of cheap finance. But it is the talented workforce that is very hard to find. The biggest problem is how to retain the present workforce and stop them from quittingImportanceFirst, let us look at some of the reasons for the importance of talent management. Globalization: Now for any jobseeker the whole world is the potential place to find employment. One can know the opportunities available in any part of the world easily and the number of talent seekers has also increased. Increased Competition: Increased competition in the market place has necessitated the need for consistently good performance on the side of organizations. These have made the companies to put in all efforts to hire and retain the best talent in the respective field of operation. Increasing Knowledge: The knowledge era has necessitated the retaining of those talents which have the ability to assimilate new technologies and knowledge, which are growing at a pace never seen before.How Talent Management important for an Organization:1) Cost cutting:One experienced & skilled employee can replace instead of two or more employees. Organization can save hundreds of thousands of dollars.

2) Maximum OutputOrganization can make maximum out put in minimum resources.3) Time Saving technique It is a time saving technique. Because for every job a skilled person can place. Its helpful to complete job in minimum time4) Perfection increase Due to skilled employee Perfection in work is increase. There is low probability of mistakes.How Talent Management important for an Employee: Recruitment Its ensuring that right people are attracted to the organization, due to providing exposure for there skills. Retention Developing and implementing practices that reward and support employees. Employee development Ensuring continuous informal and formal learning and development. Leadership and "high potential employee" development Specific development programs for existing and future leaders. Performance management Specific processes that nurture and support performance, including feedback/measurement. Workforce planning Planning for business and general changes, including the older workforce and current/future skills shortages. Culture Development of a positive, progressive and high performance "way of operating".1.2.2. The Challenge The challenge of talent management has two faces. First is how to find new people and second is how to retain the present workforce. Each of the challenges has to be tackled in the most efficient way possible so that the organization can achieve its objectives.The First Challenge - Where to find new talent? All the organizations are finding loads of business opportunities and consequently, their revenues are growing at a rapid pace. The increasing business opportunities has necessitated that these organizations go in for massive recruitment. But, the question is where to find the best talent which is able to fit the job description and also adjust to the organizations values and norms. If we scan the environment, we find there is a shortage of skilled workforce that can be employed.Some of the possible reasons that have led to the shortage are: - Demographic Constraints: This is a common problem faced by many of the developed countries, where a large chunk of its population is nearing the age of retirement or is over 50 years. USA, Germany and Japan are facing the same problem. All these countries will see a decline in their workforce and talent. In the coming years, they will see a great shortage in their skilled professionals.Existing Educational System: The graduates and the postgraduates that are being churned out of the universities are found to be ill-equipped to handle the challenges of the workplace. They are mostly equipped with only the theoretical aspects of the issues and lack the application part. The educational system is faulty and does not take industry needs into consideration, resulting in a mismatch between industry requirements and educational preparation.Cost Factor: Recruiting new employees is becoming tougher and tougher in the developing countries, where the HR department has to sort out thousands of applications for a handful of jobs. Finding right person for the right job becomes a very difficult process. It also involves very high cost to conduct the recruitment and selection process for such a large population of applicants.Attracting the Best Talent: This is another challenge. As was the case in the past, the best available talent is not just motivated by the name and fame of the organization. Not any more. They have a new set of motivators like - challenging work, conducive work environment and freedom from bureaucratic structure.

The Second Challenge - How to retain the existing employees?Gone are the days when a person would join an organization in his mid-20s and would work till his retirement in the late-50s. Today the young professionals hop jobs, especially during the first 4-5 years of their work life. Though the Indian service industry is basking in the light of outsourced jobs from the developed countries, they also cannot ignore the fact that the BPO industry is also facing one of the highest attrition rates, in fact never heard before in India, of around 35%. It is a fact that its the people that add value to organizations. It is also a fact that humans are a restless species who, unlike the immovable Banyan Tree, cannot stay rooted in one place. People need to move on for one reason or another, and the organization stands to lose. Let us look at some of the reasons behind the massive attrition rates: -1. Gap between organizational values and goals and the personal values and goals is one of the major reasons of the attrition rates. If they go parallel, there is no way both would be satisfied and inevitably, the organization would lose out on a talented employee.2. Working environment is another major factor. Employees in the knowledge era demand creative and a democratic work environment. Failure on the part of the management to provide such an environment will result in a talented employee leaving the organization.3. The competitive world has made sure that there is high work pressure on the employees of any organization. This has led to psychological problems like stress, and in extreme situations, total burnouts. It also leads to other health related problems.4. Movement for higher salary is also common among the younger professionals. There is no shortage for organizations who are looking for talented employees and who are ready to shell out a hefty salary for a talented person. Other lures like better job opportunities, higher posts and overseas assignments are also major factors in the attrition rates.5. Not taking proper care during the recruitment and selection process and not taking proper care to fit the right person to the right job also breeds dissatisfaction among the employees.6. Bad or opaque policies from management on issues of succession planning and promotion, appointments for senior positions also is a major factor which makes the organization lose out on the talented employees.7. The professionals have different aspirations at different times of their career. During the initial years, they have good salary and foreign assignments. Next on the list is working on cutting edge technology. More seasoned professionals look for learning opportunities. So employees tend to move to those organizations which provide them with means to fulfill their aspirations.Retaining the present employees is of the foremost importance to the organizations because; the company would have already incurred heavy costs in the form of training and development. Now if the organization has to look for a replacement for the employee who has left, it involves a lot of costs like - hiring costs, training costs and the induction costs. Also it takes some time for the new employee to adjust to the new work environment.

During this time the productivity of the employee will be low. The HR department will have to fit the new employee into a proper role in the organization. Apart from causing the company a monetary loss and breaks in their day-to-day operations, attrition contributes to knowledge transfer, which is a great loss and adversely affects business. 1.2.3 How to Manage the TALENT?It is now proved beyond doubt that, in the era of technology and knowledge, talent is in the driving seat. One who possesses it dictates. Not he who pays for it. It is the demand of the time that business leaders elevate management of talent to a burning corporate priority. It is not a walk in the park for the talent market. Quality people are no longer available in plenty, easily replaceable and relatively inexpensive. These are some of the measures that should be taken into account to hire and retain talent in the organization, to be efficient and competitive in this highly competitive world: -Hire the Right People: Proper care must be taken while hiring the people itself. It would be beneficial for an organization to recruit young people and nurture them, than to substitute by hiring from other organizations. Questions to be asked at this stage are: Whether the person has the requisite skills needed for the job? Whether the person's values and goals match with those of organizations? In short, care must be taken to fit the right person to the right job.

Keep the Promises: Good talent cannot be motivated by fake platitudes, half-truths and broken promises. Unfulfilled expectations can breed dissatisfaction among the employees and make them either leave the organization or work below their productive level. Promises made during the hiring stage must be kept to build. loyalty among the employees, so that they are satisfied and work to their fullest capability.Good Working Environment: It has to be accepted by the organizations that highly talented persons make their own rules. They have to be provided with a democratic and a stimulating work environment. The organizational rules must be flexible enough to provide them with freedom to carry out their part of task to their liking, as long as the task is achieved. Opportunities should also be provided to the employees to achieve their personal goals.Recognition of Merit: It is highly motivating for any person if his talent is recognized and is suitably rewarded. One way is providing them with salary commensurate with their performance. Promotions and incentives based on performance are another way of doing it. Another way is by providing them with challenging projects. This will achieve two objectives - it makes employee feel that he is considered important (a highly motivating factor) and gets the work done in an efficient manner and brings out the best in the employee.

Providing Learning Opportunities: Employees must be provided with continuous learning opportunities on and off work field through management development programs and distance learning programs. This will also benefit the organization in the form of highly talented workforce.Shielding from High Work Pressure: If an organization has to make the most of the available talent, they should be provided with adequate time to relax, so that they can did-stress themselves. It is very important to provide them with holidays and all-expenses-paid trips, so that they can come back refreshed to work and with increased energy. They must also be encouraged to pursue their interests which are also a good way of reducing work environment stress. Recreation clubs, entertain programs, fun activities with in the work area will also reduce the work life stress of the employees and develop camaraderie among the workers and result in a good working environment.

TALENT & PERFORMANCE 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+Opportunity+Encouragement & Recognition+Training & Development+Coaching+Action Plan & Goals+ResourcesPerformanceManagementSystemPerformance

Thus the domain of talent management focuses not only on development of individuals intrinsic capacities, but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance.The New HR Mission and Talent Management ProcessesMany challenging workforce issues confront HR, including: Heightened competition for skilled workers. Impending retirement of the baby boomers. Low levels of employee engagement. Acknowledgement of the high cost of turnover. Arduous demands of managing global workforces. Importance of succession planning. Off shoring and outsourcing trends. This requires new thinking and a new mission to achieve business success. These factorscoupled with the need to align people directly with corporate goalsare forcing HR to evolve from policy creation, cost reduction, process efficiency, and risk management to driving a new talent mindset in the organization.One important distinction is the evolution of the difference between tactical HR and strategic talent management. Transactional HR activities are administrative overhead. Talent management is a continuous process that delivers the optimal workforce for your business.In this new modelinstead of being the owners of processes, forms, and complianceHR becomes the strategic enabler of talent management processes that empower managers and employees while creating business value.With this view, talent management may be defined as the implementation of integrated strategies or systems designed to improve processes for recruiting, developing and retaining people with the required skills and aptitude to meet current and future organizational needs.Anecdotally, talent management is often defined as performance management, incentive compensation, or talent acquisition. Talent management is also often confused with leadership development. Although leadership development is a crucial function of your organization, focusing on it exclusively is a legacy of last century. Our modern service and knowledge economies in the talent age require a broad and holistic view. A high performance business depends on a wide range of talent.Taleos graphical representation emphasizes the mandate of talent management to respond to business goals and consequently be the driver of business performance. Talent management is depicted as a circularnot a linearset of activities. 1.2.4 Why Talent Management? Workforce cost is the largest category of spend for most organizations. Automation and analysis of your recruiting and hiring processes provides the immediate workforce visibility and insights you need to significantly improve your bottom line. Performance management provides the ongoing processes and practices to maintain a stellar workforce.Today, many organizations are struggling with silos of HR processes and technologies. The future of talent management is embodied in solutions designed from the ground up to provide business-centric functionality on a unified talent management platform. Since nearly all competitive business factors have become commoditized, talent is what ultimately drives business success and creates value. Leading organizations rely on Global Edge Software to assess, acquire, develop, and align talent with business objectives while significantly reducing process costs, improving quality of hire, reducing risk, and achieving higher levels of performance. Though it may seem intuitive, it is worthwhile to articulate the fundamental significance of successful talent management practices: The key enabler of any organization is talent. The quality of your people is your last true competitive differentiator. Talent drives performance. Talent management requires strong executive support, along with systems and processes all directed towards having the right talent doing the right work at the right time. Thats when talent truly drives higher business performance.

Indirect implementation of Talent Management in Global Edge Software Ltd., By following Steps:Performance appraisal Career Planning

Succession Planning

Training and Development

Chapter IIRESEARCH DESIGN2.1. TITLE CHOOSEN FOR THE STUDYA study on talent management at Global Edge software Ltd., Bangalore.

2.1. STATEMENT OF PROBLEM

Talent management for the HR Community is a priority of the HR Strategy for the HR Community. Not only does the HR Strategy support the HR Community as its own professional group, but it also recognizes and will support the role human resource professionals have to help their clients become skilled, committed and accountable public servants.

The implementation of a talent management process that is transparent and equitable is expected to create an environment for people to develop their skills in preparation for a range of future possibilities thereby preparing the workplace for changing roles. The goal of this process is to map the business needs of the HR Community with the potential and career development needs of our people in order to develop a comprehensive Talent Management Plan.

2.3. OBJECTIVES OF THE STUDY To understand the entire procedure of Talent management To understand the need of Talent Management in Global Edge Software Ltd., To analyze the effectiveness of the existing training programmes in the company. To study the accuracy and quality of work of employees by talent management procedure. To suggest possible improvement in Talent Management process.

2.4 SCOPE OF THE STUDY The talent in an organization refers to the current employees and their valuable Knowledge, skills and competencies. Talent management (or succession management) is the ongoing process of analyzing, developing and effectively utilizing talent to meet Business needs.

The present study involves a specific process that compares current talent in a department to the strategic business needs of that department. Results lead to the development and implementation of corresponding strategies to address any talent gaps or surpluses of Global Edge Software Ltd.,

2.5 LIMITATIONS OF THE STUDY All the functions are only related with the personnel department. Limitation about the working hour of the worker in the factory. Limitation about the time and absenteeism. Company not allowing to disclose confidential information. Time factor was the major limitation of this survey. Because during survey any activity of organization which is directly or indirectly related to the production process should not disturb due to survey. 2.6.RESEARCH METHODOLOGY TYPES OF RESEARCH:-It is descriptive type of research. Descriptive Research survey and fact finding inquiries of different kind. The major purpose of descriptive research is descriptive the state of affairs, as it exist at present. The main control over the variable; he can only report what has to discover the even when there he cannot the variable. The methods has to researcher utilized in descriptive research are survey methods of all kind.DATA SOURCE:-The source of project depends on accurate data. Thats why data collecting the appropriate data, which differ considerable in context money, cost, time and other resources at the disposal researcher. There are two types of data collection methods available:-1) Primary Data Collection Method.2) Secondary Data Collection Method.1) Primary Data Collection Method. Primary data are those that are obtain by the user for fulfillment their purpose. I have taken Primary Data through personal visit of Employees, HR head and HR executive of Global Edge Software Ltd. At all levels and observation methods to get more reliable information. I also collected primary data by filled, 5 scale level and Yes or No format questionnaire by the employee of Company, this data helped me to justify the statements that have made in this project.2) Secondary Data Collection Method. The Secondary Data is that which is already collected and stored or it can say already saved or ready data by others. I got secondary data from their journals, records, specimen of appraisal form etc. And from newspapers magazines, articles, internet etc I got basic information of Talent Management. I collect secondary data by referring some specimen of company and by referring some books and web sites of company from internet.SAMPLE SELECTION:In this study a sample size of 100 was selected based on the previous studies and other past records. Here, in this context a sample refers to the employees of the related departments covered by the study.After the selection of sample, the sampling was done based on convenient sampling method.ANALYSIS: The collected data has been coded and represented diagrammatically in the form of bar diagrams by calculating the frequency and average. Basedon this suitable interpretations were made. Based on the responses obtained and the gathered data suitable recommendations were given which can help the organization in retaining their employees

CHAPTER IIIINTRODUCTION OF THE COMPANY

3.1. INCEPTION:

GlobalEdge is an embedded software solutions and services company focused on Wireless, Telecom and IP Networking Technologies. Since inception in 1992, GlobalEdge has been a leader in delivering solutions and services in set top boxes, residential gateways, wireless and multimedia devices to customers world-wide. GlobalEdges customers list includes leading Semiconductor vendors, CPE device makers, Consumer Electronics Companies, Communications OEMs.

GlobalEdges portfolio includes embedded services, multiple standalone IP components, various protocol implementations as well as production-ready solutions for OEMs. GlobalEdge is formed to complement customers capabilities and accelerate time to market, leveraging, field-validated standard software components and custom development services.

GlobalEdge, coupled with its IPs, provides WiFi, Bluetooth and ZigBee solutions / services in Wireless communications domain; offers PacketCable 1.x/2.0, VoIP(SIP/IMS/ NCS/MGCP) in IP Networking division and Handset Application Development and various testing services in the Telecommunication offerings.

The domain knowledge is complemented by wide ranging experience with several embedded processors, Platforms and Real Time Operating Systems.GlobalEdges uncompromised perseverance and authority in these domains enable highly optimized solutions that dramatically reduce time-to-market for customers.

A credo that emphasizes Customer Delight, a top notch team of skilled professionals, deep domain knowledge and an offshore delivery model combine to create an organization that delivers rapid results with cost effectiveness. The service encompass project management, requirement analysis, system analysis, software development, testing, integration and maintenance.

GlobalEdges software processes have been certified at SEI CMM Level 5, ISO 9001:2000 and Re-certified for ISO 9001-2008. GlobalEdge is ISO 27001:2005 certified as well, reflecting the commitment to protect customer IPs under a secure organization environment.

They are a highly customer centric organization, in terms of agility, flexibility, responsiveness and believe in being successful only by making our esteemed customers successful.

3.2. ORGANIZATION CHART

3.3. BOARD OF DIRECTORSThe Board includes Executive officers of GlobalEdge along with external members, who are high achievers in business and society.

M P Kumar Founder, Chairman & CEO - Global Edge Software Ltd. Phaneesh Murthy CEO, Managing Director & Member of the Board -- iGATE Global Solutions.

Harish Bijoor Management Consultant and Branding Specialist.

Shankar Venkataraman Partner - Global Technology Ventures

3.4. FOCUSING INDUSTRIES, TECHNOLOGY & PLATFORM

GlobalEdge, as an embedded company, has a history of focusing on a small of number of indusries that typically require embedded software development and testing. This has primarily been with Semiconductor and Operating System vendors who target the Consumer Electronics space. Over the years our systems and capabilities have increased to the point that they can now take advantage of their deep systems knowledge and apply them to allied industries. In addition to this, with the aquisition of Dearborn Electronics (India) Pvt. Ltd., we now have capabilities to deliver Automotive and Industrial Automation projects from their delivery center in Bangalore.

TECHNOLOGIES GlobalEdge over the years has focused on a carefully selected set of embedded technologies and work with customers who require skills in these niche technologies.

PLATFORMBeing focused on embedded platforms and system software one of the first technology areas where we have excelled has been in providing platform services to customers. Services provided by the Platform Group include development of Board Support Packages (BSP), Device Driver development, Operating System porting and other related services that are core to bringing up and validating a new plaform. The main operating systems that we work on are Linux, Android, Windows and a number of RTOSs like ThreadX, Nucleus and QNX.

3.5. OPERATIONSWi-Fi and Bluetooth

GlobalEdge has been working in Wi-Fi and Bluetooth technologies for over a decade providing services in all areas of Wi-Fi and Bluetooth software development. We have experiece working with firmware, interface Device Drivers, Lower MAC and Upper MAC stack development, feature enhancement and Testing.

MultimediaAt GlobalEdge we have a long history of working with VoIP and Video Streaming. To support these efforts as well as our customers we provide services in codec integration, media framework integration, multimedia protocol development either based on standards (RTSP, RTP/RTCP, etc.) or proprietary protocols.

LTE & VoLTE

At GlobalEdge, we offer comprehensive set of offerings in the LTE & VoLTE domain which are well aligned to address the engineering requirements of LTE,silicon vendors & equipment manufacturers.

Networking

GlobalEdge has built a comprehensive suite of solutions in Internet Protocol (IP) Networking across multiple technologies and helped companies with strategic cost reduction by licensing the components for product development and Testing and Maintainance.

Automotive Electronics

The automotive industry has had a long run of success. This success can be traced back to its ability to adapt technology and design to changing customer tastes, expectations and safety requirements.

In line with the constant change that the automotive industry experiences, GlobalEdge tracks, analyzes, develops and implements industry solutions that cover every aspect of the business.Industrial Automation

In line with the constant change that the automotive industry experiences, GlobalEdge-Dearborn Electronics tracks, analyzes, develops and implements industry solutions that cover every aspect of the business.

3.6. SERVICES PROFILE

GlobalEdge specializes in real-time embedded systems in Wireless, Telecom and IP Networking segments across various industry verticals. GlobalEdge service offerings are built around the core competencies gained by the embedded systems development focus for over Eighteen years.

The engineers have deep hands-on product development expertise across a wide range of open source, Linux, and proprietary technologies. GlobalEdge offers a gamut of design and development services covering the complete product life cycle. Customers leverage our extensive technology expertise, comprehensive range of services, reusable building blocks and IP components for speedy development of their products and gain the critical Time-To-Market edge.

Some of our Design and Development Services include: LTE / 4G PacketCable 2.0 solution development ; PacketCable 1.5 solution customization Residential Gateway Integration of DECT with VoIP/PacketCable solutions VoIP/Video telephony solutions Integration of Wi-Fi, Bluetooth and ZigBee protocol stack into Customer products Wireless Applications Security Components Custom Profile Development on Wi-Fi, Bluetooth and ZigBee Prototypes products such as Wi-Fi Speakers, Wi-Fi Headset, Wi-Fi Webcam etc Development of VoIP Protocol stack such as MGCP, SIP, RTP/RTCP Development of 3GPP IMS Extensions Various Networking Protocol Stack Development such as DHCP, DNS, TFTP, SNMP and others Provisioning and Remote Management applications using SNMP and/or TR069 Development of Multimedia Applications Design, Development and Testing of Board Support Packages Device Drivers Embedded Applications such as Embedded TCP / IP Stack Porting, Integration and Testing Mobile Handset Applications

GlobalEdge offers high quality embedded software components and production ready solutions for OEMs along with sustenance and enhancement friendly design and source code, detailed documentation and dedicated customer support. Our IP components and Solutions are time tested and consistently shorten the time to market. GlobalEdge IP components library includes a wide range of VoIP stacks, Wireless protocols and other innovative ideas implementations. The large library of components enables our customers to differentiate their product from that of competition.GlobalEdge IP components are available as proven source code or binary modules that are portable / customizable. GlobalEdge solution building capabilities support customers in conceptualizing and building complete applications, integrating IP Components with other components, solution porting, testing, certification, production support, sustenance, etc.

GlobalEdge solutions are feature-rich, cost-effective and complete with hardware reference designs, enabling OEMs to gain an accelerated path to take their products quickly to their marketplace. The modular architecture of the software provides a great degree of flexibility to realize solutions for multiple applications.

3.7. ACHIEVEMENTS AND CERTIFICATIONSAccording to our customers, the biggest value that we provide are the "Depth and Breadth on Demand and "No surprise" project management. Whatever be the nature and size of the project / program, GlobalEdge offers a complete integrated suite of services from the following: Design and Development Verification and Validation Support and MaintenanceFlawless software emerges from flawless processes. Quality is assured throughout the life cycle of the project by various checkpoints and milestones. The processes ensure no schedule overruns. GlobalEdge has strong emphasis on Quality processes, which is reiterated by CMM Level 5, ISO 9001-2008 and ISO 27001-2005 certifications.

The lowest BoM, least power consumption and smallest form factor are critical for an embedded product to be successful in the market place. We believe, by virtue of having delivered multiple programs over several years, the software is a critical component that helps to achieve the above parameters through its smartness to fit into a lower-end processor.

At GlobalEdge, with a rich experience in a wide variety of hardware and software, we design, develop and transform a marketable idea of our customers into a saleable product. Our Embedded Product Development services range from idea generation, product conceptualization, design, development, testing, certification, manufacturing and subsequent product support. GlobalEdge provides for the competitive edge and time to market advantage through our proven software engineering methodologies.

With dedicated teams for the technology domains of focus, GlobalEdge has the technical capability and domain knowledge to quickly turn-around a product from requirements to proof of concept or prototypes. 3.8. RESEARCH AND DEVELOPMENTGlobalEdges research and development initiatives enable our customers remain ahead of emerging technology and market trends. GlobalEdge solutions have clear and well-defined roadmaps that enable our customers to always stay ahead of their competition.

They offer following solutions

Wireless1. Embedded Access Point2. USB-Over-WiFi Bridge3. Serial2WiFi4. VoWLAN5. UPnp/DLNA Stack6. WAFT EYE7. WLAN Security Stack8. TI WL1271 Adapter9. WLAN Introp Test Tool (IOT)IP Networking1. PacketCable 2.02. Residential Gateway3. VoIP4. Set Top Box5. TCP/IP6. Video SurveillancePlatform1. USB MTP 2.002. USB PTP 2.003. Pictbridge Product 2.00 Hardware 1. TI WL1271 Adapter

IESA Global Vision Summit 2014 The delegate team from GlobalEdge found part of the vision summit conducted by IESA along with the Global majors from the Semi-conductor industry also was featured news addressed at the summit by the CEO featured across the print media.

PARTNERS GlobalEdge has strategic relationships with its partners to ensure that we leverage leading edge technology and industry solutions to deliver integrated solutions and services on real hardware. Based on this relationship with their partners, Customers can leverage the combined strengths to bring quality products to the market faster. Their proficiency and commitment, combined with their partners strengths and knowledge, makes us a trusted organization providing embedded solutions and services to customers across the globe.

GlobalEdge strongly believes in the power of relationships and partners with world's leading organizations and has entered into multiple technology partnerships and has its own business associates / channel partners that complement and expand their own capabilities.3.9. CUSTOMERS PROFILEAs part of the UNIFORCE partnership program, we continue to enter into strategic alliances with some of the best players in the industry - whose IPs, services, technologies, market presence and customer reach can make a significant impact in bringing products to market more effectively and quickly. GlobalEdge provides breakthrough thinking, innovative solutions and solid results for some of the world's leading organizations in the embedded industry. GlobalEdges customer base spans across Semiconductor vendors, CPE device makers, Consumer Electronics Companies, Communications OEMs and etc.

Here is a partial list of our esteemed customers. Analog Device Inc Broadcom Corp DSP Group HP Infineon Technologies Logitech Inc LSI Logic Mentor Graphics NetApp Novatel Wireless Inc Philips Samsung Sony etc.,

CHAPTER IVDATA ANALYSIS AND INTERPRETATIONTABLE 4.1AGE GROUP OF THE RESPONDENTSAge GroupNo. of Respondents% of Respondents

< 20 yrs2020

21-30 yrs2828

31-40 yrs3636

41-50 yrs1212

> 50 yrs44

Total100100

ANALYSIS:

The above table shows out of 100 respondents, 36% of respondents fall under the age group of 31-40 years, 28% of respondents fall under the age group of 21-30 years, 20% of the respondents are in the age group of less than 20 years,12% of the respondents are belonging the age group of 41-50 year and 4% of the respondents are in the age group of less than 50 years.

CHART 4.1AGE GROUP OF THE RESPONDENTS

INFERENCE:Majority 36% of respondents fall under the age group of 31-40 years.TABLE 4.2GENDER OF THE RESPONDENTSGenderNo. of Respondents% of Respondents

Male5656

Female4444

Total100100

ANALYSIS:The above table analysis shows that 56% of respondents are male and 44% of them are female.

CHART 4.2

GENDER OF THE RESPONDENTS

INFERENCE:It can be concluded from the above table that majority, i.e. 56% of respondents are male and 44% of the respondents are female.

TABLE 4.3MARITAL STATUS OF THE RESPONDENTSMarital statusNo. of Respondents% of Respondents

Married3636

Unmarried6464

Total100100

ANALYSIS:From the above table it reveals that, 64% of respondents are unmarried and 36% of respondents are married.

CHART 4.3

MARITAL STATUS OF THE RESPONDENTS

INFERENCE:From the above graph shows that, 64% of respondents are unmarried and 36% of them are married.

TABLE 4.4EDUCATION QUALIFICATION OF THE RESPONDENTSQualificationNo. of Respondents% of Respondents

Diploma22

Engineering 3232

Graduate1515

Post Graduate5151

Total100100

ANALYSIS:From the above table it shows that 51% of the respondents are post graduates, 32% of the respondents are engineering and 15% of the respondents are graduates and 2% of the respondent are diploma.

CHART 4.4EDUCATION QUALIFICATION OF THE RESPONDENTS

INFERENCE:Majority 51% of the respondents are post graduates.

TABLE 4.5INCOME OF THE RESPONDENTS

IncomeNo. of Respondents% of Respondents

75,0002424

Total100100

ANALYSIS:The above table shows that, 36% of respondents fall under the income group of 50,001-75,000, 32% of the respondents are having 25,001-50,000 per month, 24% of the respondents are having more than 75,000 per month and 8% of respondents fall under the income group of below 25,000.

CHART 4.5

INCOME OF THE RESPONDENTS

INFERENCE:Most of (36%) respondents fall under the income group of 50,001-75,000.

TABLE 4.6SERVICE OF THE RESPONDENTS

ServiceNo. of Respondents% of Respondents

< 5 yrs5656

5-10 yrs2828

10-15 yrs1212

>15 yrs44

Total100100

ANALYSIS:The above table clearly indicates that, 58% of respondents fall under the experience of below 5yrs, 28% of the respondents having 5-10 yrs experience, 12% of the respondents having 10-15 yrs experience and 4% of respondents fall under the experience of above 20 yrs.

CHART 4.6

SERVICE OF THE RESPONDENTS

INFERENCE:Majority 58% of respondents fall under the experience of below 5yrs.

TABLE 4.7WHETHER THE RESPONDENTS ARE SATISFIED WITH TALENT MANAGEMENT PROCESS

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes6868

No3232

Total100100

ANALYSIS:From the above table reveals that 68% of respondents are satisfied with the talent management process of Global Edge and 32% of respondents are not satisfied with this.

CHART 4.7WHETHER THE RESPONDENTS ARE SATISFIED WITH TALENT MANAGEMENT PROCESS

INFERENCE:From above table we can observe that majority 68% of respondents are satisfied with the talent management process of Global Edge.

TABLE-4.8LEVEL OF SATISFACTION ON TALENT MANAGEMENT PROCESSPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Satisfied1116.18

Highly Satisfied710.29

Neutral4566.18

Dissatisfied57.35

Highly Dissatisfied00

Total68100

ANALYSIS:From the above table analysis shows that 66.18% of respondents are neutral level satisfied with talent management process of Global Edge, 16.18% of respondents are satisfied, 10.29% of respondents are highly satisfied,7.35% of respondents are dissatisfied and none of the respondents are highly dissatisfied with the talent management process of Global Edge.

CHART-4.8LEVEL OF SATISFACTION ON TALENT MANAGEMENT PROCESS

INFERENCE:Most of (66.18%) of respondents are neutral level satisfied with talent management process of Global Edge.

TABLE 4.9JOB IN RESPONDENTS VIEW

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Challenging 2020

Responsible4040

Motivating 2424

Secured 1616

Total100100

ANALYSIS:

Out of 100 respondents, 40% of the respondents viewed that the job is responsible to them, 20% of the respondents view challenging, 24% of the respondents viewed as motivating to them and 16% of the respondents viewed that the job is responsible to them.

CHART 4.9JOB IN RESPONDENTS VIEW

INTERPRETATION:

From the above graph it can be observed that majority of respondents i.e. 72% have the opinion that the job is responsible to them.

TABLE-4.10RESPONDENTS SATISFACTION WHILE COMPLETING THE WORKPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes 7979

No2121

Total100100

ANALYSIS:The above table explicit that 79% of respondents are satisfied while completing their work and 21% of respondents are not satisfied while completing their work in Global edge.

CHART-4.10RESPONDENTS SATISFACTION WHILE COMPLETING THE WORK

INFERENCE:From the above graph shows that most of (79%) of respondents are satisfied while completing their work and 11% of respondents are not satisfied with this statement.

Table no 4.11WHETHER THE RESPONDENTS PLAN THEIR WORK BEFORE DOING

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes8888

No1212

Total100100

ANALYSIS:

The above table analysis shows whether the respondents are planning their work before doing or not as yes by 88%, no by 12% of respondents.

CHART no 4.11WHETHER THE RESPONDENTS PLAN THEIR WORK BEFORE DOING

INTERPRETATION:

It is a good habit to plan the work you do. 88% of the respondents plan their work before doing while 12% of the respondents don't plan their work.

TABLE-4.12RESPONDENTS PERFORM WORK WITH INTEREST

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes9696

No0404

Total100100

ANALYSIS:From the above table shows that 96% of respondents are performing their work with interest and 4% of respondents are performing their work without interest.

CHART-4.12RESPONDENTS PERFORM WORK WITH INTEREST

INFERENCE:From the above graph it clearly indicates that most of (96%) respondents are performing their work with interest and only few of (4%) them are performing their work without interest.

Table no 4.13

OPINION ABOUT GIVING EXTRA TIME IN COMPANY DUE TO EXCESSIVE WORK LOAD

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes5656

No2828

Cant say1616

Total100100

ANALYSIS:

The table shows the employees are able to do their work in the given time without any disturbance. From the data collected it can be analyzed that 56% say yes, 28% say no and 16% can't say.

CHART no 4.13

OPINION ABOUT GIVING EXTRA TIME IN COMPANY DUE TO EXCESSIVE WORK LOAD

Interpretation

The graph shows the employees are able to do their work in the given time without any disturbance. From the data collected it can be analyzed that 56% of respondents agree about the time to work without any disturbance in global edge, 28% of them disagree and 16% can't say respectively about the time to work without any disturbance in the company.

TABLE-4.14 RESPONDENTS HELP THE ORGANIZATION TO ACHIEVE ITS AIMSPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes, I feel quite clear7676

I think so, but would like to discuss it further1313

No, I am not at all clear about this1111

Total100100

ANALYSIS:The above table it clearly shows that 76% of respondents feel they helped the organization to achieve its aims, 13% of respondents said think so, but would like to discuss it further and 11% of respondents feel no they are not clear about this statement.

CHART-4.14RESPONDENTS HELP THE ORGANIZATION TO ACHIEVE ITS AIMS

INFERENCE:From the above graph we can observe that majority 76% of respondents feel they helped the organization to achieve its aims.

TABLE-4.15RESPONDENTS BENEFIT FROM FURTHER TRAININGPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes6666

No3434

Total100100

ANALYSIS:From the above table reveals that 66% of respondent are benefit from further training in any of the items specified in their job description and 34% of respondents are disagree with this statement.

CHART-4.15RESPONDENTS BENEFIT FROM FURTHER TRAINING

iNFERENCE:From the above graph it indicates that majority 66% of respondent are benefit from further training in any of the items specified in their job description

TABLE: 4.16ADEQUATE TRAINING OF THE RESPONDENTSAdequate Training No. of RespondentsPercentage

Good2424

Average6262

Bad1414

Total100100

ANALYSIS:

From the above table it has been found that 62% of the employees feels that adequate training method used is average, 24% of them feels that it is good and 14% of respondents feel that it is poor.

CHART: 4.16ADEQUATE TRAINING OF THE RESPONDENTS

INTERPRETATION:

From the above table it has been found that majority (62%) of the employees feels that adequate training method used is average, few of them feels that it is good and less feel that it is poor. So, proper training makes employee to work better.

TABLE-4.17OPNION ABOUT THE PERFORMANCE APPRAISAL Performance AppraisalNo. of RespondentsPercentage

Highly Satisfied66

Satisfied6262

Neutral2424

Dissatisfied88

Highly Dissatisfied--

Total100100

ANALYSIS:

From the above table, it is observed that 62% of the respondents are satisfied, 24% of the respondents are neutral, 8% of the respondents are dissatisfied, and 6% of the respondents are highly satisfied and none of the respondents are highly dissatisfied about their performance of appraisal of the company.

CHART: 4.17OPNION ABOUT THE PERFORMANCE APPRAISAL

INTERPRETATION:

From the above graph it shows that majority 62% of the respondents are satisfied and 6% of the respondents are highly satisfied and none of the respondents are highly dissatisfied about their performance of appraisal of the company.

TABLE 4.18JOB MAKES THE SKILLS AND ABILITIESOF THE RESPONDENTSPARTICULARNO:OF RESPONDENTSPERCENTAGE

Yes7676

NO2424

Total100100

ANALYSIS From the analysis it shows whether the job make respondents to use best of skills and abilities or not, i.e., 76% of respondents agreed and 24% of respondents disagreed with this statement.

CHART 4.18JOB MAKES THE SKILLS AND ABILITIES OF THE RESPONDENTS

INTERPRETATION:

From the above graph, 76% of the respondents feels that the job makes us to use best of their skills and abilities and 24% of the respondents disagree with this statement.

TABLE-4.19RESPONDENTS FEEL THAT JOB WASTING THEIR TIME

PARTICULARNO:OF RESPONDENTSPERCENTAGE

Yes4787

NO5353

Total100100

ANALYSIS From the above table it reveals that 53% of respondents felt that job is doesnt wasting their time and 47% of respondents felt that job is wasting their time.

CHART-4.19RESPONDENTS FEEL THAT JOB WASTING THEIR TIME

INFERENCE:From the above graph it clearly shows that 53% of respondents felt that job is doesnt wasting their time.

Table no 4.20wherther respondents FEELS bulk workPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes7676

No2424

Total100100

ANALYSIS:

This table shows whether the employees feel they are doing the bulk work at global edge software. From the data collected it can be analyzed that 68% of respondent agree and 24% of respondents doesnt agree this statement.

CHART no 4.20wherther respondents FEELS bulk work

INTERPRETATION:

From the above graph shows that 68% of respondents agree they are doing the bulk work at global edge, 24% of them disagree with this.

TABLE-4.21RESPONDENTS SELECT WRONG FIELD TO WORK

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Yes00

No100100

Total100100

ANALYSIS:From the above table analysis shows that 100% of respondents feel they select a correct field and none of respondents feel select a wrong field to their work.

CHART-4.21RESPONDENTS SELECT WRONG FIELD TO WORK

INFERENCE:From the above graph we can see total 100% of respondents are happy with this field to work.

TABLE-4.22OVERALL SATISFACTION ON THE GOBLE EDGE

PARTICULARSNO:OF RESPONDENTSPERCENTAGE

Extremely Satisfied1313

Very Satisfied 5656

Neither satisfied nor Dissatisfied2121

Very Dissatisfied77

Extremely Dissatisfied

33

Total100100

ANALYSIS:From the above table it explicit that 56% of respondents very satisfied with this company as a place to work as compared to other places they have worked, 21% of respondents feel neither satisfied nor dissatisfied, 13% of them extremely satisfied, 7% of them are very dissatisfied and 3% of respondents extremely dissatisfied.

CHART-4.22OVERALL SATISFACTION ON THE GOBLE EDGE

INFERENCE:Majority 56% of respondents very satisfied with this company as a place to work as compared to other places they have worked and 3% of respondents extremely dissatisfied with this company.

TABLE-4.23OVERALL SATISFACTION ON PERSONNEL POLICIESPARTICULARSNO:OF RESPONDENTSPERCENTAGE

Extremely Satisfied1717

Very Satisfied 2424

Neither satisfied nor Dissatisfied4646

Very Dissatisfied88

Extremely Dissatisfied

55

Total100100

ANALYSIS:From the above table reveals that 46% of respondents have neutral opinion on personnel policies , 24% of respondents very satisfied, 17% of them extremely satisfied, 8% of respondents are very dissatisfied and 5% of them are extremely dissatisfied with personnel policies of Global Edge.

CHART-4.23OVERALL SATISFACTION ON PERSONNEL POLICIES

INFERENCE:Majority 46% of respondents have neutral opinion on personnel policies and only 5% of them are extremely dissatisfied with personnel policies of Global Edge.

CHAPTER VSUMMARY OF FINDINGS5.1. FINDINGS Majority 36% of respondents fall under the age group of 31-40 years. 56% of respondents are male and 64% of respondents are unmarried. Majority 51% of the respondents are post graduates. Most of (36%) respondents fall under the income group of 50,001-75,000. Majority 58% of respondents fall under the experience of below 5yrs. From this study we can observe that majority 68% of respondents are satisfied with the talent management process of Global Edge. Most of (66.18%) of respondents are neutral level satisfied with talent management process of Global Edge. Majority of respondents i.e. 72% have the opinion that the job is responsible to them. Most of (79%) of respondents are satisfied while completing their work and 11% of respondents are not satisfied with this statement. 88% of the respondents plan their work before doing while 12% of the respondents don't plan their work. Most of (96%) respondents are performing their work with interest From the data collected it can be analyzed that 56% of respondents agree about the time to work without any disturbance in global edge. Majority 76% of respondents feel they helped the organization to achieve its aims. 66% of respondent are benefit from further training in any of the items specified in their job description Majority (62%) of the employees feels that adequate training method used is average. Out of 100 respondents, 76% of the respondents feels that the job makes us to use best of their skills and abilities. Majority 53% of respondents felt that job is doesnt wasting their time. 68% of respondents agree they are doing the bulk work at global edge. It can be concluded from the study100% of respondents feel they select a correct field. Majority 56% of respondents very satisfied with this company as a place to work as compared to other places they have worked 46% of respondents have neutral opinion on personnel policies

CHAPTER VISUGGESTIONS AND RECOMMENDATIONS Organization must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. Organization must be able to relate those skills and capabilities to role or a center 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. Organization should make research to avoid talent drain. HR Department should interact and expose inbound employee. Perform various task to motivate employee for work, because various employee cannot work motivation they just do it, because organization pay for them.

CONCLUSIONThe project is the out come on the topic A STUDY ON TALENT MANGEMENT AT GLOBAL EDGE SOFTWARE LTD, BANGALORE. This study is carried out for six weeks. As organizations continue to pursue high performance and improved results through TM practices, they are taking a holistic approach to talent managementfrom 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 todays 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.

APPENDIX

I. Personal Information1. Name: 2. Age: a) < 20 yrs b) 21-30 yrs c) 31-40 yrs d) 41-50 yrs e) > 50 years

3. Gender: a) Male b) Female 4. Marital Status: a) Married b) Unmarried

5.Educational Qualification:a) Diploma b) Engineering c) Graduate d) Post Graduate 6. Income : a) < 5000 b) 5000 10,000 c) 10,00120,000 d) > 20,000 7. Service: a) < 5 years b) 5 10 years c) 10 15 years d) > 15 years II. Study Area8. Are you satisfied with talent management process of your company?

a) Yesb) No

a. If yes means, level of satisfaction

a) Highly satisfied b) Satisfied c) Neutral d)Dissatisfied e) Highly dissatisfied

9. How do you view this job?a) Challenging b) Responsiblec) Motivating d) Secured

10. Do you feel satisfaction while you complete your work?a) Yes b) No

11.Do you plan your work before doing?a) Yesb) No12. Can you perform work with interest?a) Yes b) No

13. Do you have enough time to perform your without any disturbance?a. Yesb. Noc. Can't Say 14. Do you know how you can help the organization to achieve its aims?

a) Yes, I feel quite clearb) I think so, but would like to discuss it furtherc) No, I am not at all clear about this

15.Would you benefit from further training in any of the items specified in your job description?

a) Yesb) No16 Adequate training is given to employees?a) Goodb) Average c) Bad

17.What is your opinion about the performance appraisal in company?a) Highly satisfied b) Satisfied c) Neutral d)Dissatisfied e) Highly dissatisfied

18.Will your job make you to use best of your skills and abilities? a) Yes b) No

19.At any time do you feel that you wasting your time?a) Yes b) No20.Any where do you feel that, you doing a bullock work?a) Yes b) No21.Do you feel that you select wrong field to work?a) Yes b) No

22. Overall how satisfied are you with this company as a place to work as compared to other places you have worked?a) Extremely Satisfiedb) Very Satisfied c) Neither satisfied nor Dissatisfiedc) Very Dissatisfiedd) Extremely Dissatisfied

23. Overall, how satisfied are you with your company's personnel policies?

a) Extremely Satisfiedb) Very Satisfied c) Neither satisfied nor Dissatisfiedc) Very Dissatisfiedd) Extremely Dissatisfied

24. Any suggestions to improve talent management process in Global Edge

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BIBLIOGRAPHY

Aswathappa k., Second edition (1999), Human Resource and personnel Management, Tata McGraw Hill publiship company Limited, New Delhi, pp.215. David A. Decenzo and Stephen P. Robbins., Seventh Edition (2003), Human Resource Management, John wiley & Sons, New Delhi, pp.215-219. Kothari C.R., Second Edition (2003), Research Methodology, Wishwa Prakashan (New age International (p) Limited, Publishers), pp.74-78, 104-107. Talent Management: Overview: Talent Management Series Part I," Nancy R.Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.10. Talent Management: Employee Engagement: Talent Management Series PartIII," Nancy R. Lockwood, SPHR, GPHR, Society for Human Resource Management, July 2005.

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