CU-MBA-SEM-III-Talent Acquisition and Management- Second Draft

a. reaction b. learning c. behavior d. return on investment 2. Court of Enquiry needs to submit its report after solving the dispute within________. a. months b. months c. months d. months 3. Temporary closure of a unit from the side of employer is known as__________. a. Strike b. Lockout c. Closure d. Shutdown 4. The roles played by HRM? (i) Advisory Role (ii) Functional Role (iii) Service Role (iv) Specialist Role a. i, ii, iii b. ii, ii, iv c. i, ii, iv d. All of these 5. Human capital can be said as the a. Knowledge & skill that individuals acquire through their life & use to produce goods, services or ideas for productive purposes 197 CU IDOL SELF LEARNING MATERIAL (SLM)

b. Sum of people skills, knowledge, attributes, motivation & efforts c. Both (a) and (b) d. All of these 6. Organization is called as a. The coming together of individuals in order to attain a common goal or purpose b. The rational coordination of the activities of a number of people for the achievement of some explicit purpose or goal, through di-vision of labour & function & through a hierarchy of authority & responsibility c. Both (a) and (b) d. None of these 7. The feature of a formal organization is a. Flexibility b. Room for discretion c. Method for recognition of individual talent & capacity d. All of these 8. A __________ can be defined as several individuals who come to-gether to accomplish a particular task or goal. a. matter b. group c. achievement d. None of these Answers 198 1) D 2) B 3) B 4) D 5) C 6) C 7) D 8) B 12.9REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson CU IDOL SELF LEARNING MATERIAL (SLM)

 Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication  Yu, K. Y. T., & Cable, D. M. (Eds.). (2013). The Oxford handbook of recruitment. New York, NY: Oxford University Press.  Bersin, J. (2012, June 22). Social recruiting goes wild. Forbes. Retrieved from http://www.forbes.com/sites/ joshbersin/2012/06/22/social-recruiting-goes-wild.  Strack, R., Caye, J., von der Linden, C., Quiros, H., & Haen, P. (2012, August 2). Realizing the value of people management. Bcg.perspectives. Retrieved from https://www.bcgperspectives. com/content/articles/people_management_human_resources_ leadership_from_capability_to_profitability  SmashFly. (2015, September). SmashFly recruitment marketing report card for the 2015 Fortune 500. SmashFly. Retrieved from http://www.slideshare.net/SmashFly/smashfly- recruitmentmarketing-report-card-for-the-2015-fortune-500  Gurchiek, K. (2014, September 3). Social and mobile recruiting delivers for UPS. SHRM Online. Retrieved from http://www.shrm. org/hrdisciplines/technology/articles/pages/ups-social-andmobile-recruiting.aspx0 199 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT – 13: CONTEMPORARY TALENT MANAGEMENT ISSUES Structure 13.0 Learning Objectives 13.1 Introduction 13.2 Talent Management Challenges 13.3 Best Practices of Talent Management 13.4 Talent Management in India 13.5 Summary 13.6 Keywords 13.7 Learning activity 13.8 Unit End Questions 13.9 References 13.0 LEARNING OBJECTIVES After studying this unit, you will be able to:  Describe challenges of Talent Management  Identify Organizational issues  Practices of Talent Management  Talent management in India 13.1 INTRODUCTION Human resource departments have a variety of responsibilities, but one of the most difficult is hiring and retaining staff. Indeed, according to a 2012 report by the Society for Human Resource Management, talent management will be HR's biggest challenge by 2022. This is why. 1. Higher total compensation demands Employees are under tremendous strain to provide sufficiently for themselves and their dependents. When they believe their pay is unfair, they would not hesitate to speak out. Employees claimed that compensation is the most significant contributing factor to their overall job satisfaction in a recent survey. This puts every human resources manager in a 200 CU IDOL SELF LEARNING MATERIAL (SLM)

tough role, as their job entails keeping workers happy while keeping costs down. It is up to HR to determine who is worth keeping and who isn't when it comes to employee retention. 2. Tightening talent market When the unemployment rate soared in the late 2000s, employers had no trouble finding qualified new hires because the candidate pool was so large. However, now that unemployment has dropped to less than 5% in some countries, recruiting new workers has become even more difficult. If your employer doesn't have the financial resources to offer the highest pay package, other enticing career benefits such as flexible hours or remote positions can be considered. 3. Unappealing company culture Younger workers (millennials in particular) have different aspirations than their forefathers. Most recent graduates hate sitting at a desk, doing their work duties, and then going home at the end of the day. They want jobs with perks like a relaxed, transparent communication policy, flexible scheduling, and meaningful work assignments with specific goals. Companies who do not meet at least some of these criteria would have a tough time attracting eligible workers. 4. Increased employee turnover Human resource managers are increasingly fighting a high employee turnover rate. According to the Center for American Progress, an organisation will spend about one-fifth of an employee's salary on recruiting costs in order to find a suitable replacement. For occupations that require a high level of education or advanced training, this number is usually much higher. Obviously, this suggests that employee retention is vital to a company's overall performance. A stable bottom line could be easily harmed by high employee turnover. 5. Lack of leadership Top executive positions, according to the Society for Human Resource Management, have the highest rate of turnover. This poses a particular challenge for HR: a lack of organisational leadership. To address this problem, HR managers should consult with current leaders to devise a strategy for training new executives as old ones retire. It's a difficult challenge, but these constructive steps may very well determine the company's future. Top executive positions, according to the Society for Human Resource Management, have the highest rate of turnover. This poses a particular challenge for HR: a lack of organisational leadership. To address this problem, HR managers should consult with current leaders to devise a strategy for training new executives as old ones retire. It's a difficult challenge, but these constructive steps may very well determine the company's future. 13.2 TALENT MANAGEMENT CHALLENGES 201 CU IDOL SELF LEARNING MATERIAL (SLM)

While there is no shortage of specialists, there is a severe shortage of skilled professionals worldwide. Every year, b-schools around the world produce a large number of management professionals, just how many of them are actually employable remains a mystery! This is also applicable in other professions. And in emerging economies in Southeast Asia, the situation is worse. Many European countries, like the United States, have their own collection of problems. The issue is that ageing demographics are creating talent shortages at the top. South East Asia's developing countries have a young population, but the standard of their education systems as a whole breeds many talent problems. They have a large workforce of skilled and unskilled labourers, as well as a large number of trained unemployed professionals. Dealing with demographic talent issues presents these opportunities and challenges for talent management in companies today. When we discuss the issue in a global context, it is the demographics that must be addressed first, while when we discuss it in a local context, the problem becomes a little simpler and easier to address. Regardless, whether at a global or local level, talent management must answer similar issues in some way.It faces the following opportunities and challenges:  Recruiting talent  Training and Developing talent  Retaining talent  Developing Leadership talent  Creating talented ethical culture 1. Recruiting Talent The recent economic downturn resulted in job losses all over the world. Others were shot, while those who were most valuable to organisations in their understanding were retained. Similarly, big reshuffles occurred at the top of the organisational ladder. They were seen as crisis managers, as opposed to those who were blamed for putting companies in perilous situations. It is the duty of talent management to get those individuals on board who are entrepreneurial while also ensuring that the company does not suffer as a result of their efforts 2. Training and Developing Talent Organizations have also been more accessible to newer forms of jobs, such as part-time or contract employees, as a result of the downturn. This presents a new challenge in terms of talent management, preparation, and development for contract or project staff. Furthermore, increasing these people's investment in their work is a significant challenge. 3. Retaining Talent 202 CU IDOL SELF LEARNING MATERIAL (SLM)

Although companies focus on reducing employee overheads and laying off those who are no longer needed in the short term, it also spreads a wave of demotivation among those who remain. In their hearts, anxiety about the firing axe looms. Maintaining a psychological contract with staff, including those who have been fired and those who have been retained, is critical. Investing in people growth during a downturn is the safest way for a company to keep its best employees. 4. Developing Leadership Talent Leadership in action requires the ability to emerge from a crisis, derive certainty from uncertainty, set targets, and push progress in order to sustain momentum. A critical talent acquisition challenge is identifying individuals inside the company who should be invested in. 5. Creating Talented Ethical Culture More challenges and opportunities for talent management include defining ethical standards, increasing openness, reducing uncertainties, and cultivating a culture of reward and appreciation. 13.3 BEST PRACTICES OF TALENT MANAGEMENT As the supply chain analysis approach identifies weak links in the talent acquisition process, these five essential skills will add substantial financial benefit by not only enhancing recruiting efficiency but also decreasing turnover and cost per recruit. Agility: Respond to Short-Term Changes in the Hiring Process The aim of agility is to rapidly respond to short-term shifts in demand or supply, and there are a few ways to do so in the recruiting industry. One method is to provide constantly updated recruiting demand data, as well as data on supply shifts, to workforce planners. In addition, a small, eligible applicant pool should be held on hand in case demand changes unexpectedly. Example: Schedule weekly meetings with hiring teams to review hiring needs. Establish an “always-on” hiring and recruiting approach to maintain an active hiring pool. The Zappos Insider Program is a great example of this. Adaptability: Adjust Seamlessly to Market Changes  Adaptability in the recruiting process helps companies to adapt the nature of the staffing process to meet business shifts.  Keep track of market conditions to achieve adaptability. If you're hiring for a call centre, for example, keep an eye on shifts like new call centre openings, other hourly 203 CU IDOL SELF LEARNING MATERIAL (SLM)

employers, and overall labour market conditions. Other steps the organisation should take to boost its adaptability include:  Using intermediaries to find reliable sourcing supplies by market  Creating flexibility in the staffing process to accommodate local market changes  Using different staffing procedures for different positions  Monitoring recruiting staff-to-hire ratio to enable teams – and the organization as a whole – to be responsive Example: Using call centres as an illustration, create a team whose core responsibility is to research community call centre happenings, and network with call centres in the area through professional organizations. Alignment: Get All Stakeholders Involved The recruiting process will not work optimally until all parties involved have bought-in. Alignment entails establishing rewards for the entire staffing chain in order to increase the staffing process' efficiency. Businesses may use a variety of methods to achieve alignment in the talent acquisition process. To avoid conflicting incentives, first explain each party's incentives in the process. Do human resource departments, operations, and training, for example, all have the same retention incentives? Furthermore, all groups should have fair access to demand and supply forecasts and data, and the coordination mechanism between all parties should be clearly defined. Example: Establish communication frequency and agendas with all groups (i.e., operations, HR, training). Put financial incentives in place to align across recruiting, training, and operations. Efficiency: Do Things Right Organizations may use efficiency to decide where the most time and resources can be spent during the recruitment process. Implementing recruiting evaluation tools like talent management software will help speed up the process by narrowing applicant pools down to individuals that hiring managers know have the right set of skills to succeed based on data. Using technology to automate processes also opens the door to using analytics software to monitor the recruiting process funnels. As a result, metrics can be used to track the performance of processes and the utilisation of workers. Example: Use an automated process with “high touch” customer service throughout the assessments. Review daily throughput statistics and compare those statistics against the company’s goals. By doing this, the company can then make the necessary adjustments. 204 CU IDOL SELF LEARNING MATERIAL (SLM)

Effectiveness: Do the Right Things The efficacy of staffing systems and processes is determined by examining how they affect each step of the staffing cycle. To put it another way, is the new talent selection process effective? There are a few different methods you can take to find this out: • Assess the efficacy of interactions in achieving the goal of alignment. • Assess the efficacy of staffing strategies in order to enhance overall length of service and retention. • Evaluate the efficacy of staffing systems in order to increase hiring efficiency. Example: Take the time to conduct a monthly formal review of hiring results. Additionally, perform a quarterly formal review of performance and retention results to determine if, in fact, staffing efforts are meeting desired goals and output. Want to know how to fully streamline your hiring efforts? Speak with one of our talent selection specialists to learn how to create a talent selection process that identifies, attracts, and hires better talent. 13.4 TALENT MANAGEMENT TRENDS FOR INDIA Many companies are looking for growth drivers now that the market climate has changed. Identifying top talent—critical workers with specialised talents and tomorrow's leaders—has necessitated a review of innovative strategies and offerings, as well as redefining competitive advantage, restructuring, and strategic talent management. The techniques and methods used to define and classify high potentials have progressed. Big data, technology, and psychology advances are influencing how we think about how to grow and develop talent for business success. This is resulting in a slew of exciting new inventions at all stages.Some trends to follow include: Simplification. Organizations are gradually recognising the value of reducing overhead and efficiency losses caused by inefficient policies and processes. Extensive strategies take time to create and maintain, which slows down decision-making. Although the aim of well- designed processes is predictability, performance, and accountability, these objectives come at a price. The price is lost agility, productivity, effectiveness, and market opportunities. The employee experience. Talent engagement is now entirely based on creating a positive experience that can lead to enhanced success, creativity, and results. Dealing with the company—being onboarded, educated, appraised, applying for vacation, being assessed, or promoted—can be more taxing than actually doing the job. Organizations are building winning opportunities for their workers and, as a result, their clients are benefiting from similar experiences. 205 CU IDOL SELF LEARNING MATERIAL (SLM)

Predictive analytics. Employee turnover is predicted and avoided using analytics and data processing. Historical evidence and sophisticated research methods are assisting companies in making better decisions and predicting outcomes. It is now possible to classify risk factors for disengagement based on demographics or events. Networking. The effect of talent management decisions is enhanced by social networking. Intra-company and broad social networks are amplifying the effect of these actions, whether it's learning, recruiting, or interacting with the workforce. There is an ability to exchange practises, learn, listen to viewpoints, and solicit responses at a rate that was previously unimaginable. The opportunity to reach out to multiple stakeholder constituencies— employees, clients, candidates, and former employees—provides unrivalled learning and value-creation opportunities. Mobile. Mobile-friendly talent management software is being developed. Complimentary software is being replaced by lightweight smartphone applications. Almost all business software has a smartphone edition with access from anywhere. Inside organisations, networking and culture-building tools have become more prominent. These are quickly displacing e-mail as the main mode of communication. 13.5 SUMMARY • Insufficient screening slows down the recruiting process, costing the company time, resources, and access to well-qualified applicants. A successful screening process requires accuracy, timeliness, and effectiveness. • Recruiting the best candidates for the right job is just part of a good talent management system. It's all about streamlining and simplifying the hiring process for your company. It's all about fixing the issues with attracting and retaining top talent. • Hiring managers have a lot on their plates. Here's another fun fact: Top candidates are also very busy. Having a lengthy recruiting process that takes time away from busy people can only yield applicants that lack the initiative to be busy. These candidates aren't necessarily the cream of the crop. • Using a talent management system, you can interact with candidates through a range of social media channels. It allows you to put your networking skills to good use by keeping applicants \"hot\" during the hiring process and beyond. • Insufficient screening slows down the recruiting process, costing the company time, resources, and access to well-qualified applicants. A successful screening process includes accuracy, timeliness, and effectiveness. • Recruiting the best candidates for the right work is just part of a good talent management system. It's all about streamlining and simplifying the recruiting process for your company. It's all about fixing the issues with attracting and retaining top talent. 206 CU IDOL SELF LEARNING MATERIAL (SLM)

• Hiring managers have a lot on their plates. Another reality to consider is that top candidates are also very busy. Having a lengthy recruiting process that takes time away from busy people can only yield applicants that lack the initiative to be busy. These candidates aren't necessarily the cream of the crop. • Using a talent management system, you can interact with candidates through a range of social media channels. It allows you to put your networking skills to good use by keeping applicants \"hot\" during the hiring process and beyond. 13.6 KEYWORDS  TM – Talent Management  TAM – Talent Acquisition management  HRM – Human Resource Management  Quality of hire  Talent Acquisition issues 13.7 LEARNING ACITIVITY Talent Management: A case study of IT Organization Visit the Manufacturing and create the data on various modes of Recruitment. ___________________________________________________________________________ ____________________________________________________________________ 13.8 UNIT END QUESTIONS 207 A.Descriptive Questions Short Questions 1. Challenges in Talent Management 2. Talent Management in India Long Questions 1. Explain the trends in Talent Management 2. Best Practices in Talent Management B. Multiple Choice Questions 1._______ is a task oriented activity that involves accomplishing the group’s goals. a. work CU IDOL SELF LEARNING MATERIAL (SLM)

b. maintenance c. blocking d. None of these 2.________ refers to the bonding of group members and their desire to remain part of the group. a. Cohesiveness b. Norms c. team d. Structure 3. “Managers are the basic resource of the business enterprise”. This was said by a. Henry Fayol b. Peter Ducker c. Dancil Goleman d. Hellriegel 4. ________ is a management process whichis deductive in nature and de-signed to produce orderly results, not change. a. Planning b. organising c. Directing d. Controlling 5. Performance benchmarking — a. allows the initiator firm to assess their Competitive position by comparing products and services with those of target firms. b. involves studying the leading competitor or the company that best carries out a specific function c. embraces everything from staffing and productivity to office flow and analysis of procedures performed. 208 CU IDOL SELF LEARNING MATERIAL (SLM)

d. All of these 6. __________ means that the same standard can be applied to any organization large or small, whatever its product or service, in any sec-tor of activity, and whether it is a business enterprise, a public administration, or a government department. a. Generic b. Genesis c. Quality d. Product 7. The key element of Responsibility Charting is – a. Decisions or tasks b. Stakeholders c. Level of participation of each stakeholders in each decision of task d. All of these 8._______ is important to the bank’s future business success and the bank’s performance is linked to people development amounting to investing in the future. a. Development b. Training c. Economic Welfare d. Compensation 9. What new roles are added to HRM? a. New functions are being added to HR like manpower planning, employee development & performance management b. Becomes integral part of management & equally accountable for business results c. HR must be actively involved in the process and preparation of business plans & strategies and fulfilment of such plans d. All of these 209 CU IDOL SELF LEARNING MATERIAL (SLM)

Answers 1) A 2) A 3) B 4) A 5) A 6) A 7) D 8) A 9) D 13.9 REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication  Yu, K. Y. T., & Cable, D. M. (Eds.). (2013). The Oxford handbook of recruitment. New York, NY: Oxford University Press.  Bersin, J. (2012, June 22). Social recruiting goes wild. Forbes. Retrieved from http://www.forbes.com/sites/ joshbersin/2012/06/22/social-recruiting-goes-wild.  Strack, R., Caye, J., von der Linden, C., Quiros, H., & Haen, P. (2012, August 2). Realizing the value of people management. Bcg.perspectives. Retrieved from https://www.bcgperspectives. com/content/articles/people_management_human_resources_ leadership_from_capability_to_profitability  SmashFly. (2015, September). SmashFly recruitment marketing report card for the 2015 Fortune 500. SmashFly. Retrieved from http://www.slideshare.net/SmashFly/smashfly-recruitmentmarketing-report-card-for- the-2015-fortune-500  Gurchiek, K. (2014, September 3). Social and mobile recruiting delivers for UPS. SHRM Online. Retrieved from http://www.shrm. org/hrdisciplines/technology/articles/pages/ups-social-andmobile-recruiting.aspx0 210 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT – 14: NEW TRENDS IN TALENT MANAGEMENT Structure 14.0 LearningObjectives 14.1 Introduction 14.2 Talent war 14.3 Technology and Talent Management 14.4 Goal Management and Talent Management 14.5 Summary 14.6 Keywords 14.7 Learning activity 14.8 Unit End Questions 14.9 References 14.0 LEARNING OBJECTIVES After studying this unit, you will be able to:  Describe nature of Talentmanagement  Identify scope of Talent Management  Benefits of Talent Management  Process of Talent Management 14.1 INTRODUCTION Small companies face a plethora of problems. Recruiting and maintaining talent has long been one of the most difficult tasks for businesses of all sizes, as work has progressed from \"somewhere you go\" to \"something you do.\" Furthermore, while compensation plays an important role, there are other factors at play to keep workers happy and engaged in their jobs. Furthermore, human resources should fix the company's talent management strategies with an agile approach. Employee experience is becoming more important to businesses. The business case for can employee satisfaction in order to reduce turnover and increase engagement is undeniable. In a field as dynamic as talent management, staying on top of some of the most recent trends is critical for increasing employee retention and engagement. 211 CU IDOL SELF LEARNING MATERIAL (SLM)

What Is Talent Management? It's the method by which the organisation recruits and keeps the best employees. Talent management policies assist you in identifying high-performing workers, assisting them in excelling, and locating a position in the organisation to meet current and potential needs. Employers are putting more effort into putting employees—or talent—at the centre of certain decisions. The focus is on recognising the best employees and assisting them in rising, mentoring others, achieving personal career goals, and assuming leadership roles. Why Track Talent Management Trends? Your company's bottom line is affected by employee turnover, retention, and recruiting costs. Your company's ability to recruit high-performing employees has an impact. And, with an increasingly mobile population, addressing these problems requires a concerted effort and strategy. Tracking talent management patterns aids the company's HR team in adapting to emerging challenges and improving key performance measures (KPIs) such as employee retention, engagement, and turnover. Recent Talent Management Trends Not only is efficient and comprehensive talent management advantageous to workers, but it also helps the company expand. In reality, businesses that handle their talent well consistently outperform their competitors. Talent management, on the other hand, necessitates a methodical and reflective approach. This year's big developments in hiring, human resources, management, and executive leadership should be considered. Talent analytics/workforce analytics Human resources programmes are constantly influenced by analytics, from candidate monitoring to onboarding, retention, and data-driven decision making. Human capital management (HCM) software can help small businesses record, compile, and report the data they need to increase productivity. HCM software that is cloud-based is accessible from anywhere and can connect with other important business systems including accounting software. HCM software also includes features that enable your team to concentrate on strategic initiatives.Some of the features to watch for include the following:  New hire requisition approvals  Time-off request automation  Budgeting and planning  Applicant tracking system connections  Global employee record tracking  Government IDs and certifications  On boarding workflows  Real-time data access  Built-in dashboard and reporting You will make it easier for workers to access crucial information by using HCM applications. Furthermore, by streamlining and speeding up time-consuming procedures including 212 CU IDOL SELF LEARNING MATERIAL (SLM)

recruiting, time-off requests, and even promotions and work changes, the organisation becomes more profitable, allowing workers to concentrate on other tasks. Advanced features also help you to define problem areas and develop action plans to resolve problems such as high employee turnover or long hiring times. 2. Employee education, training and reskilling Automation and artificial intelligence will transform a billion workers by 2030, accounting for roughly one-third of the global workforce. Training and reskilling are beneficial to both your employees and your business. According to a LinkedIn survey, businesses that have better training have a 53 percent lower turnover rate, which lowers hiring costs and boosts productivity. Employees must learn new skills, and companies must remain current with technology, which is why training and reskilling are critical. Many of the same tools that are changing the face of work can also be used for innovative training. Augmented reality, for example, may provide workers with a more realistic experience than a typical video or book. 3. Diversity, equity and inclusion (DEI) DEI's influence extends beyond good public relations. Your company will have a more holistic perspective and approach to everything from customer service to marketing and problem solving by reflecting on the characteristics and experiences that make people special, such as race, age, faith, disabilities, and ethnicity. That diversity becomes an advantage that you can use to help you achieve your business goals. DEI is a strategic and financial benefit for companies, and it's rapidly becoming a top priority for job seekers. For example, Glassdoor now has a rating for DEI employee satisfaction. According to a report by HR consulting firm Deloitte, nearly three-quarters of organisations that claim to have world-class talent management systems concentrate on gender and global diversity. Different points of view and life experiences can be beneficial to your business. Because of the diversity of your business, conversations become deeper, decision-making becomes more educated, and your company becomes stronger. In reality, diverse businesses were 33% more likely to outperform their competitors (opens in a new tab). Better communication should be the first step. Get a sense of where your business is, then use DEI steps in recruiting and retention to expand your applicant pool. Send out surveys to employees, form employee resource groups, and hold town hall meetings on the subject. 4. Empathy Baked into many of the other talent management trends, such as employee experience and celebrating strengths, empathy is an essential ingredient to thoughtful and well-rounded talent management. Align benefits with employees’ values. Embrace flexibility, offer generous leave policies, provide training and growth opportunities and recognize accomplishments. Workers consistently say in-person communication is the most impactful form of communication, so 213 CU IDOL SELF LEARNING MATERIAL (SLM)

talk to your employees and make connections. Get to know them and encourage their managers to get to know them personally and try to better understand their career goals. 5. Focus on employment strategies for non-traditional occupations Logistics and trucking firms were leaving out millions of potential drivers who would be drawn to the prospect of stable schedules and decent pay in an industry historically dominated by men—women. By shifting their emphasis in 2010, the number of women truckers increased by nearly 70% from 2010 to 2018, helping to alleviate the shortage. Non-traditional employment is a term used to describe jobs in which one gender makes up less than 25% of the workforce. Male dental hygienists, social workers, and early childhood teachers, for example. Or women who work as carpenters, pilots, or heavy equipment operators. People who chose professions based on their preferences and skills rather than gender roles are happier and more active at work. In other words, they are better workers who are more likely to remain with the company. Developing strategies to attract a more sexually balanced workforce expands the pool of candidates. 6. Employee experience The employee experience is made up of all of the experiences and insights that people have during their time at a company. It's basically how a worker feels about his or her boss. It begins with the first point of contact during the recruiting process, continues through onboarding, and finishes with offboarding and exit interviews. Personal experiences, physical environments, and corporate culture are all part of it. With initiatives like mapping out professional journeys, better onboarding, soliciting employee feedback, and monitoring surveys and reviews, HCM software will help you significantly enhance the employee experience. Employee engagement extends the experience by examining how you can collaborate with workers to match their priorities with desired business outcomes. 7. Employee health and well-being On-site gyms and membership subsidies, improved mental health coverage, and financial penalties on insurance premiums for unhealthy activities like smoking are all common workplace health and well-being benefits. Working from home and having a flexible schedule tend to be beneficial to one's mental health. Employees can be sceptical, so be genuine and make concerted efforts in whatever direction you want. And each company's specifications will be distinct. Inquire about the improvements that your staff would like to see. Furthermore, a healthy workforce may benefit your bottom line, as health insurance premiums remain one of the top financial concerns for small businesses. 8. On boarding The value of first impressions cannot be overstated. And it's never been more critical to set the tone and assist in improving the welcoming and training process. Onboarding entails far more than merely completing the requisite tax paperwork. It's a formalised method for assisting new hires with their preparation, having a support system and mentor, and customising their experience. Employees may be enthralled by receiving swag before they 214 CU IDOL SELF LEARNING MATERIAL (SLM)

even begin onboarding. With daily check-ins, it can last for months after they start working. You can set up formalised and flexible onboarding processes with HCM software to help speed up the process and get new hires up to speed faster. According to a Glassdoor survey, businesses with effective onboarding processes increased new employee retention by 82 percent and increased early productivity by more than 70 percent. 9. Adjust employee benefits with COVID-19 If the pandemic has taught us something, it is that we are more adaptable than we previously believed. Employers are seeking ways to be more flexible, and workers are learning to be more effective, from adjusting schedules to accommodate supporting children with online schooling to switching to remote work almost overnight. In fact, 94 percent of employers (opens in a new tab) said that productivity was the same or higher after introducing remote work, and 83 percent said they expect to keep providing flexible leave policies. Many companies may not be able to make compensation adjustments during periods of economic downturn. Instead, think about new and inventive ways to fix employee dissatisfaction. Recognize high performers.  Develop low cost or free employee wellness plans.  Focus on ways to improve employee autonomy and flexibility.  Create a culture of cross-training and professional growth.  Start an employee holiday or celebration for meeting key performance indicators. Along with optional measures, there are some state and federal policies in place that can affect your workforce, such as the Families First Coronavirus Response Act. Some restrictions and requirements vary by state or locality, so be sure to familiarize yourself with the rules of all the areas where you have employees. 10. Managing a remote workforce For millions of people, working from home is here to stay. Employees who work remotely face new problems in terms of retention and motivation. Some employers often say that establishing and maintaining a company culture is more difficult. File sharing, networking tools, and time management software are only a few of the latest collaboration tools and strategies that can help you navigate a workforce where some workers can work remotely and others can't. Both employers and workers may benefit from flexibility. Begin by rethinking talent acquisition techniques, from recruiting the best applicants to providing recruiters with the resources they need to screen them. Consider how you can improve your remote onboarding, preparation, and performance improvement strategies. HCM software is more important than ever because it deals with both of these activities and makes tracking and reporting simpler, as well as providing a user-friendly portal for employees and assisting them in being more successful remote staff. 11. Evidence-based talent management practices 215 CU IDOL SELF LEARNING MATERIAL (SLM)

Can your team imagine themselves in a space, circa \"Moneyball,\" putting together the best roster for your company based on data? Evidence-based talent management is exemplified by the methodology depicted in the recent film \"Moneyball.\" Decisions based on experience and what has served in the past aren't as good as evidence-based decisions. Scientific research as well as organisational data may be used to inform talent acquisition practises such as training, compensation, and promotions/raises. HCM software, particularly systems that integrate with other business solutions like accounting and payroll, can combine data to direct evidence-based decisions into a single cloud-based solution. It will help you make strategic choices by storing and tracking important financial ratios and storing and tracking yearly assessments. 12. Speedier talent management processes Bringing people into the right positions and rapidly deploying them is the first step in making the talent management process more agile. You'll need straightforward and succinct communication to do this well. Instead of doing quarterly or annual evaluations, consider taking an iterative approach to assessing talent requirements and collecting and evaluating input from and about workers on a regular basis. 13. Internal recruiting: Establish a structured internal recruiting policy and allow managers to alert staff about open roles that may be a good match for them. Managers are often hesitant to allow their workers to leave their teams, but it is easier to retain the talent in the company rather than make them look elsewhere, as organisations with high internal recruiting have a 41 percent longer employee tenure. Employees will benefit from promotions and transitions by preventing burnout and taking advantage of training opportunities. 14. Multigenerational workforce: You've already heard of internships, but what about \"returnships?\" They're similar to internships, but with a twist. People who have taken extended time off or who have previously retired are the most recent entrants to the workforce, rather than students or recent graduates. But, before you dismiss it as voluntary work, keep in mind that nearly nine out of ten talent professionals agree that having a multigenerational workforce(opens in a new tab) makes an organisation more effective. Hiring a diverse workforce with a wealth of expertise is a powerful business tool that can help teams work well together. 15. More integrated hiring practices to boost HR agility and adaptability Recruiting, human resources, hiring managers, training departments, and executive leadership are all common examples of siloed roles. To break down these barriers, shared goals are essential. Knowing what you want to do as a company will help you make data-driven decisions. HCM applications that can serve up real-time data and dashboards can help you assess performance and respond to changing conditions. Identify problems such as high employee turnover or a lag in new employee training and formulate plans to resolve them. NetSuite HCM apps, such as NetSuite Suite People, will help you improve your talent management strategy by streamlining interactions and priorities for teams and individuals. 216 CU IDOL SELF LEARNING MATERIAL (SLM)

Employees can build performance metrics using NetSuite operational data or manually set goals with NetSuite Suite People Performance Management. Contact is streamlined, and performance evaluations become fluid, rather than passing spreadsheets back and forth via email. They provide information for personal career and professional advancement, as well as developments in the business climate or the company's wider objectives. It is easier for committees to monitor individual success and how the employee compares to those in their organisation or the business as a whole when it comes time to review annual salaries and bonuses. Furthermore, HR leaders can easily monitor the performance evaluation process by running reports to see overdue evaluations, ranking distribution, and an employee's previous performance reviews. With shifts in the workforce, economic conditions, and technical advances, talent management is continually changing. And NetSuite SuitePeople adapts to those changes, allowing you to provide your customers with the most up-to-date and efficient performance improvement tools available. More than just paying workers well is needed for successful talent management. It's about taking into account their requirements and treating them with integrity, respect, and equity. Not only is it the right thing to do, but it also assists in employee retention, increases employee engagement, and has the ability to affect revenue and customer service. Employees and businesses benefit from cultivating a culture of respect through working hard and being creative. 14.2 TALENT WAR A comprehensive McKinsey study from 1997 identified the \"battle for talent\" as an imminent talent shortage that would become a crucial driver of corporate success and a strategic business challenge. Companies should emphasise talent management techniques that include recruiting, retention, and employee growth, according to the report. However, as the economy grew, many people believed that the battle for talent had ended. Looking at today's landscape, it's clear that it's not the case. The talent war is heating up. The economy is on the rebound, and control is moving from employers to workers. According to various figures, the richest countries will be short nearly 18 million college- educated jobs by 2020. Furthermore, as the baby boomers reach retirement, the situation will become even more dire. Companies need sophisticated talent with global acumen, multicultural fluency, technical literacy, entrepreneurial expertise, and the ability to manage increasingly delayered, disaggregated companies in order to succeed in this economy. However, the market is fierce, and attracting such individuals is difficult: 1. The emergence of small and medium-sized businesses has increased competition. These small businesses are vying for the same talent pool, and they offer opportunities for influence, versatility, and wealth that only a few large corporations can match. 217 CU IDOL SELF LEARNING MATERIAL (SLM)

2. Career mobility is on the increase, and workers aren't afraid to look at virtual or foreign job opportunities. Employees are now changing positions more often than in the past. 3. Typical jobs and occupations are less appealing to the younger generation of employees. Instead, they pursue roles that enable them to be flexible and independent. How would your business be able to deal with this? Dedicate more efforts to employee engagement Even if prospective applicants do not have the opportunity to become acquainted with the community before applying for a job, word of mouth would typically not go unnoticed if the workplace is engaging. Furthermore, since employee retention is a key factor in the battle for talent, good employee engagement will always be a valuable asset. Especially because 87 percent of companies consider culture and engagement to be their top challenge, and fewer than half of them believe they have sufficient programmes in place to engage and retain employees. Employee involvement is important. Various studies have shown that engaged workers are more efficient, have fewer absence days, and earn higher income, among other things. Setting up an engagement board around the company will help you concentrate your attention on employee engagement. The primary goal of such a management board would be to foster an interaction culture. Enable the team to gain a deeper understanding of employee engagement through annual employee engagement surveys and a thorough analysis of communication to establish strategies and tactics to increase engagement. Give employees flexibility In addition to employee engagement, the young generations expect companies and potential employers to encourage them to work from anywhere, at any time. As a result, businesses must be prepared to incorporate digitally linked staff and virtual jobs, as well as anticipate the possibility that their potential dream-talents will be located outside of city or country borders. Providing workers with the versatility to work from anywhere and at any time will offer new generations the sense of independence they need, as well as aid in the management of work- life balance for families with children. Focus on work-life balance and employee well-being There is no question that delivering the right blend of corporate wellness programmes is crucial for employers to recruit and maintain top talent while reducing employee disengagement. More and more workers, both young and old, agree that their employers should take a more active role in reducing their stress levels. Employees also agree that bosses are the best people to do so. Mediation services, flexible work arrangements, better work conditions, and the implementation of facilities such as exercise rooms, day care centres, and others have the potential to make the workplace more appealing to challenged parents, great talents, and new generations. 218 CU IDOL SELF LEARNING MATERIAL (SLM)

14.3 TECHNOLOGY AND TALENT MANAGEMENT Talent management is a challenge for the C-suite and board of directors because people and innovation are the most fundamental aspects of any organisation. Without people and creativity, there will be no business or ability to build value. In our technology-enabled world, where every organisation is a digital and data business, the rapid changes and maturation of emerging technologies are redefining talent management. As a result, every company must consider how emerging technologies are evolving and potentially impacting talent acquisition and, ultimately, long-term growth strategy. On new technologies and their effect on talent management, CIOs and CTOs are on the front lines as trusted advisors to the rest of the C-suite decision makers. It's no longer a discussion about technology or human resources. It's a business debate, and CIOs and CTOs must take the lead. Talent management is a multi-faceted subject that can be divided into four categories: 1. Human Resources procedures (e.g., recruiting, onboard, payroll, performance management, retention) 2. Growth and training in skills and leadership 3. Long-term talent acquisition approach 4. Effectiveness and architecture of the organisation In each of the talent management categories, new technologies have the ability to inspire and alter current HR practises, as well as disrupt how businesses think about talent management in the future. HR technology is having a major effect on HR operations, with a market expected to be worth $9 billion by 2022. Here are some HR tech and trend examples: • SaaS-based ERP systems that have HR administration capabilities such as onboarding, payroll, personnel management, and benefits management, moving HR technology from conventional Capex to Opex. • Software that helps recruiters find applicants by combining open data, proprietary data, and machine learning. • Software that enables companies to set and calculate targets in a more collaborative and productive manner. Trends in HR tech Many SaaS-based HR ERP software products are in urgent need of an upgrade. Many existing and on-premise software applications have been replaced by the latest generation of SaaS software. Organizations and consumers are also searching for quality products that can 219 CU IDOL SELF LEARNING MATERIAL (SLM)

offer a higher return on investment in terms of cost savings, enhanced HR administrative processes, and improved employee experience. RUCKUS Cloud & Analytics relieves the strain on your IT team by monitoring the health of your network. There are no frills, and there are no mistakes. Your IT department would appreciate it. When a company breaks down data silos that contain raw data about staff, results, and compensation across roles and geographies (to the degree permitted by local data privacy laws), advanced data analytics and machine learning can be used to help the organisation better understand itself and its talent. An organization's and HR team can better understand how workers and departments function together, what types of employees perform better and in what organisational context, and how the organization's image and culture relate to its rivals by combining proprietary and open data. HR will use these observations to build data-driven systems that shift the conversation about talent management in the enterprise away from metrics and evaluation (e.g., conventional people analytics) and toward behavioural insights that are crucial to understanding organisational design, talent retention, and, eventually, long-term strategic planning. Emerging technologies powering end-to-end talent management strategy When a company recognises the importance of emerging technology in supporting and inspiring workers, it may establish tactical HR strategies as well as a long-term strategic strategy for organisational design. The organisational design, if performed correctly, would inform the long-term talent strategy and plan. An organization's long-term talent strategy and plan determine what training and development it requires. Emerging technologies play a critical role in influencing business models, employee actions and expectations, as well as technology-enabled systems and resources that a company can and should implement to ensure that it is equipped to adapt its talent management to the constantly evolving environment and becomes more competitive every day, in addition to this virtual cycle that is both top-down and bottom-up. 14.4 GOAL MANAGEMENT AND TALENT MANAGEMENT HR experts and management teams have long assumed that putting talent management first leads to better business outcomes. Organizations express their confidence in their human resources by referring to it as \"talent,\" implying that it is their citizens who will assist them in achieving their objectives. Organizations put a high priority on their workers. 220 CU IDOL SELF LEARNING MATERIAL (SLM)

Organizations have stepped up their talent retention activities, ensuring that their workers' well-being and personal growth are prioritised when making business decisions. Talent management programmes like Google's 20% job programme don't just recruit better talent; they fully reinvent talent management—and what it means to work. Let's take a step back and describe talent management after looking at the current state of talent management in organisations. What is Talent Management? The systematic process of finding a vacant position, recruiting a suitable candidate, improving that candidate's skills and abilities to fit the position, and maintaining that candidate to achieve long-term business goals is known as talent management. Talent management, according to Johns Hopkins University Human Resources, refers to the integrated organisational HR processes that work together to recruit, involve, inspire, and retain a company's best employees. Talent management, according to Deloitte, is an organization's commitment to hire, retain, and grow the most skilled profiles available in the job market, while taking into account global demographic trends, widening skill gaps, and the entrance of a more agile and technology-driven generation into the workforce. In a nutshell, talent management entails selecting qualified applicants and developing them into long-term employees. The word \"talent\" is often used in talent management when referring to human resources or employees. Talent Management Strategy The key to successfully managing an organization's existing and potential resources is to develop a talent management strategy (TMS). A talent management strategy would give a corporation a competitive advantage. Talent management is a key business goal for any organisation. An organization's talent management strategy can go beyond the basics, such as talent creation and performance management, to include critical talent growth, managed talent relationships, and an inclusive talent system. A well-designed TMS helps HR and management to plan for recruiting and retaining top performers, as well as hiring them quicker than the competition to achieve realistic business goals. The most successful talent management plan integrates the organization's expectations and objectives with current and future employees' personal development goals. 221 CU IDOL SELF LEARNING MATERIAL (SLM)

Instead of adapting to obsolete templates, an organization's talent management approach starts by defining personal goals of its staff and aligning them with the overall company strategy. The most critical elements of a talent management approach are as follows: Companies often underestimate the cost of hiring the wrong people when recruiting and retaining talent. A business will lose a lot of money if they don't recruit the right person at the right time. Recruitment can be difficult, and niche profiles can be difficult to identify. As a result, when searching for unique profiles with particular skill sets, the HR department's recruitment function must focus on its attractiveness recruitment strategy. Innovative recruiting strategies may help companies get their work openings noticed by candidates looking for a new job. Innovative recruitment methods often make it easier to find great candidates faster, more effectively, and with less effort. According to the 12th ManpowerGroup Talent Shortage report, nearly three-quarters of employers (72.8%) are having difficulty finding eligible candidates, and 45 percent are concerned about finding employees with the necessary skills. Using a talent management approach, analytics can be used to forecast the number of individuals with unique skill sets that the company will need in the future. This eliminates the probability of having to manage competency gaps and increases the efficiency of the recruitment process. Building and employing talent: Addressing the unique needs and desires of talent while matching them with the organization's short- and long-term priorities is what building and hiring talent means. Deploying talent as a talent management strategy entails putting the right people in the right positions at the right time to fill crucial competency gaps and promote each employee's individual career development. Organizations benefit from talent management techniques such as recruit vs build in a number of ways. This technique not only saves the company money on hiring expenses, but it also instils trust in current workers. Furthermore, creating strategies that take into account the current talent's personal goals boosts satisfaction levels as a result of the talent's motivation. According to the McKinsey Global Survey, nearly two-thirds of respondents say their talent- management efforts have increased overall efficiency as a result of accelerated talent allocation, compared to just 29% of their slower-moving peers. Retention of talent According to a survey by Employee Benefits News, the total expense of losing talent for a corporation is a staggering 33 percent of annual sales. 222 CU IDOL SELF LEARNING MATERIAL (SLM)

In terms of creativity, distribution, and customer relations, talent is the most powerful revenue driver for any business. The cost of attrition is directly proportional to the organization's inability to recognise the talent's well-being and personal objectives. To be successful in their talent retention strategies, businesses must approach it from the viewpoint of the employees. Every employee is unique, and the same can be said for the talent's personal goals and objectives. This is resolved by a successful talent development plan, which is part of a broader talent management strategy. As a first move, businesses must accept that talent departures are inevitable. They can, however, be controlled to a degree by predicting and restricting them. The \"why\" behind talent departures must be taken seriously and made one of the strategic starting points for talent management. Exit interviews are a part of determining the \"why\" behind talent departures. Developing TMS For a successful talent management policy, companies must advance the philosophy of talent management, paving the way for the talent's personal growth and long-term partnership with the company. Making talent a cornerstone of business strategy, not an afterthought: Making talent a pillar of business strategy, not an afterthought: Organizations must concentrate on talent generating market value while deploying TMS. Organizations may acquire and grow TMS that represents their bottom line by aligning their talent strategy with their business strategy. With an appropriate infrastructure, concentrating on talent when creating a business plan can inspire and sustain talent. Developing a TMS that focuses on versatility allows for the consideration of talent desires when making business decisions. This is a strategic move, as 80 percent of millennials want to work abroad, according to a PWC survey. Converting company objectives into talent objectives: Management often thinks about success in terms of abstract goals. When it comes to business objectives, deploying TMS takes into account the human aspect. Goals must be seen as a talent dimension by organisations. Overall company priorities and individual ambitions must be laid out in such a way that talent hears them all at the same time. Anticipating and avoiding potential stumbling blocks: TMS development is not without its difficulties. It would be much easier to build a successful talent management plan if stumbling blocks are established in advance. This may mean, for example, that the organisation needs to change its compensation plan to cater to a particular age demographic, 223 CU IDOL SELF LEARNING MATERIAL (SLM)

or that it needs to look beyond its geographic region if the talent pool there is small. Alternatively, if the current preference is to hire fresh talent rather than promote from within, an organisation might expect and generate a cultural change. One of the better outcomes of deploying TMS is taking the bull by the horns rather than allowing the problem to impact the company. Culture driving talent management strategy: A talent management strategy must account for the fact that an organization's culture can shift as it undergoes change. The plan must understand the importance of corporate culture to an organization's long-term viability. Developing TMS to assist talent in understanding the organization's prospects as a result of change and to highlight the opportunities that could arise as a result of the change. Talent management initiatives: Developing TMS entails taking talent management initiatives to recognise vacant positions, hire qualified candidates, improve the talent's skills and experience to fit the role, and retain the talent to meet long-term business goals. Recognition, career rotation, on-the-job training, e-learning programmes, work-related tutorials, educational classes, internships, succession planning, and versatility are all part of the process of creating a good TMS. Using content marketing to strengthen an employer's brand: Sharing the organization's expertise to draw talent is one of the keys to improving TMS. Each of the company's employees has a distinct field of expertise. Whether it's writing a short article to share online, tweeting shareable knowledge, or answering questions on Quora, people are finding ways to share their expertise in a number of locations. According to SHRM report, 84 percent of businesses are currently using social media for recruiting and employer branding, with 9 percent expecting to do so in the near future. Using employee referrals as a resource: Most of the time, an organization's best source for discovering new talent is located within the organisation. When a company recruits top talent, it creates a network impact. When a great talent is satisfied with the organization's community, they are more likely to refer a member of their network to fill a vacancy. Referred talent is 55 percent quicker to recruit than talent sourced from job pages, according to HR Technologist. Future talent management strategy: According to the World Economic Forum's Future of Jobs survey, robots will perform half of all work tasks in the next six years. If we enter the ‘Fourth Industrial Revolution,' technological advances would not only obliterate millions of jobs, but also generate new ones that require more human skills such as innovation, imagination, and social intelligence. 224 CU IDOL SELF LEARNING MATERIAL (SLM)

14.5 SUMMARY  Employee experience is becoming more important to businesses. The business case for can employee satisfaction in order to reduce turnover and increase engagement is undeniable. In a field as dynamic as talent management, staying on top of some of the most recent trends is critical for increasing employee retention and engagement.  Your company's bottom line is affected by employee turnover, retention, and recruiting costs. Your company's ability to recruit high-performing employees has an impact. And, with an increasingly mobile population, addressing these problems requires a concerted effort and strategy. Tracking talent management patterns aids the company's HR team in adapting to emerging challenges and improving key performance measures (KPIs) such as employee retention, engagement, and turnover. 14.6 KEYWORDS  TAM – Talent Acquisition and Management  Talent acquisition–recruiting, negotiating, and onboarding new employees  Talent retention–maintaining staff once hired  Performance management–evaluating staff and subsequent changes in role or salary  Career development–providing opportunities for professional growth 14.7 LEARNING ACITIVITY 1. Visit the IT company and take the analysis on the recent trends in talent acquisition. __________________________________________________________________________ _____________________________________________________________________ 2. Visit the IT and Manufacturing company find out the difference in Recruitment Strategies. __________________________________________________________________________ _____________________________________________________________________ 14.8 UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Questions Short Answers 1. Describe New Trends in Talent Management 2. Explain Talent War Long Questions 225 CU IDOL SELF LEARNING MATERIAL (SLM)

3. Define Technology and Talent Management 4. Explain Goal Management and Talent Management B. Multiple Choice Questions 1. Discipline management can be said as - a. Creating an environment where employees voluntarily obey rules & regulation. b. Handling cases of misconduct & Indiscipline c. Make the employees aware the need to follow rules d. All of these 2. The main assumption of organizational communication is – a. Humans act rationally because they have access to all the information to express their opinion b. Communication is a mechanical process in which a message is constructed and encoded by a sender transmitted through some channel & then received & decoded by the receiver. c. Organizations are mechanical things in which the parts are inter-changeable d. All of these 3. CRM full form is a. Customer Relationship Management b. Career Relationship Management c. Capital Relationship Management d. Care Relationship Management 4. What are the merits of internal recruitment process? 226 (i) Less Cost (ii) Candidates already oriented towards organization (iii) Organizations have better knowledge about internal candidates (iv) Employee motivation & morale is enhanced (v) Traditional approach, play safe CU IDOL SELF LEARNING MATERIAL (SLM)

(vi) It abets raiding (vii) Candidates current work may be affected (viii) Politics plays greater roles a. i, ii, iii, iv b. iii, iv, v, vi c. v, vi, vii, viii d. All of these 5. The essentials of a good selection practice are – (i) Detailed job description & job specifications prepared in advance & endorsed by HR and Line Management (ii) Trained panel of interviewers, with special emphasis on behavioral event viewing (iii) Line Mangers involved at all possible stages (iv) All newly appointed candidates are put through a well-designed training program a. i, ii, iii b. ii, iii, iv c. i, ii, iii, iv d. Only i and ii 6._____ can be focus on the strategic dimension of their function. a. Human Resource outsourcing b. Human Resource Management c. Human Resource business Process Outsourcing d. Performance Management outsourcing 7. Counseling means a. An established process ensures better compliances to rules leading to more productive employees 227 CU IDOL SELF LEARNING MATERIAL (SLM)

b. Is an elaborate process which includes intent listening and adopting positive approach to guide the employee the right way c. Giving necessary advice and taking corrective steps in imple-mentation of the rules d. All of these 8. The advantage of the workers participation in decision making could be a. Reduction in confrontation helps workers in adapting to change Which helps in implementing new methods easily b. Management and workers have better communication which helps the implemented decision to be effective c. Reduction of conflicts & disputes due to joint decision, hence in-crease in productivity d. All of these Answers 1) D 2) D 3) A 4) D 5) C 6) B 7) D 8) D 14.9 REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication  Landis, R. S., Earnest, D. R., & Allen, D. (2013). Realistic job previews: Past, present, and future. In Y. T. Yu & D. M. Cable (Eds.), The Oxford handbook of recruitment (pp. 423- 436). New York, NY: Oxford University Press.  Carlson, K. D., & Connerly, M. L. (2003). The staffing cycles framework: Viewing staffing as a system of decision events. Journal of Management, 29, 51-78.  Breaugh, J. A. (2013). Employee recruitment. Annual Review of Psychology, 64, 10.1- 10.28. 228 CU IDOL SELF LEARNING MATERIAL (SLM)