talent mgmt fff,,.docx

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A Project Report

On

“TALENT MANAGEMENT”

Submitted to Rajasthan university partial fulfillment requirement of Bachelor of Business

Administration (BBA) in lieu of paper 406

(2015-2016)

Su!"tte# $% Su!"tte# to%

imanshi !upta "rs# Shi$ha du%%ar

BBA&'sem

&ro!

'AN GRLS *OLLEGE

+N,ERST O& RAAST.AN AP+R/ (RAAST.AN)

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E*LARATON ' ST+ENT

' hereby declare that this report is my ori%inal or$ and ' have not copied it fromanyhere or earlier such report prepared by anyone# ' further declare that ' have not

submitted this report anyhere else#

imanshi !upta

(BBA 4th Sem#)

E*LARATON ' G+E

't is to certify "s# imanshi !upta of BBA 4th sem# B!* has completed this report on

+,alent "ana%ement- under my %uidance# ' ish her all success in academic career as

ell as her life#

"rs# Shi$ha .u%%ar

(Asst# /rofessor f *ommerce And "%mt)

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A*NOLEGEMENT

' e1press my sincere than$s to my project %uide2 "rs# Shi$ha .u%%ar2 for %uidin% meri%ht till the successful completion of the project# ' sincerely ac$noled%e her for

e1tendin% their valuable %uidance2 support for literature2 critical revies of project and the

report and above all the moral support she had provided to me ith all sta%es of this

project#

' ould li$e to than$ the supportin% staff of BBA department of Biyani 'nstitute for their

help and cooperation throu%hout our project#

imanshi !upta

(BBA 4thsem)

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TA'LE O& *ONTENT

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TALENT MANAGEMENT

NTRO+*TON

TALENT

,alent in %eneral terms refers to the capabilities2 s$ills or the art2 a person possess in a

particular field# 't also refers to those people ho have hi%h potential2 scarce $noled%e

and s$ill or ho can successfully brin% about transformation and chan%e in the

or%ani3ation# Such individuals are usually sou%ht after in the mar$et and their

contributions to the business add direct value to its strate%ic or competitive positionin% 3

'n short2 ,alent is&

• Ability2 aptitude2 bent2 capacity2 endoment2 faculty2 flair2 forte2 %enius2 %ift2 $nac$#

• nusual natural ability to do somethin% ell that can be developed by trainin%#

• /erson or people ith an e1ceptional ability#

e8"n"t"on

,alent has been defined as 5those individuals ho can ma$e a difference to

or%anisational performance either throu%h their immediate contribution or2 in the lon%er&

term2 by demonstratin% the hi%hest levels of potential#

TALENT MANAGEMENT

Me4n"n7%-

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,alent mana%ement implies reco%ni3in% a person7s inherent s$ills2 traits2 personality

and offerin% him a matchin% job# 8very person has a unique talent that suits a particular

job profile and any other position ill cause discomfort# 't is the job of the "ana%ement2

particularly the R .epartment2 to place candidates ith prudence and caution# A

ron% fit ill result in further hirin%2 re&trainin% and other asteful activities#

,alent mana%ement is the pool of activities hich are concernin% to attractin%2 selectin%2

developin% and retainin% the best employees in the strate%ic roles# ,hey further point

out that talent mana%ement reco%ni3es people ho e1cel at particular activities and

performance upon hom support is offered to enable them to 7push the envelope7 hile

capturin% and sharin% hat they do differently so as collea%ues can emulate them# #

r%ani3ation should have ability and capacity to reco%ni3e the people and the capability

that may create value and deliver the competitive advanta%e for the or%ani3ation9 in

addition talent mana%ement also aims at developin% and deployin% the ri%ht people at

the ri%ht job on the ri%ht time and providin% them the ri%ht environment to sho off their

abilities in a best possible ay for the or%ani3ations#

,alent "ana%ement is beneficial to both the or%ani3ation and the employees# ,he

or%ani3ation benefits from: 'ncreased productivity and capability9 a better lin$a%e

beteen individuals effort and business %oals9 commitment of valued employees9

reduce turnover9 increased bench stren%th and a better fit beteen peoples job and

s$ills# 8mployee benefit from: i%her motivation and commitment9 career development9

increased $noled%e about the contribution to company %oals9 sustained motivation

and job satisfaction#

,alent "ana%ement has become a challen%e to all the or%ani3ation in a %lobal conte1t

irrespective of the country# ;urthermore the an1iety for the scarcity of the ,alent is a

universal issue# All or%ani3ation around the %lobe is competin% for the same talent# 'nthese days of hi%hly competitive orld2 here chan%e is the only constant factor2 it is

important for an or%ani3ation to develop most important resources of all < the uman

Resource# 'n this %lobali3e orld2 it is only the uman Resource that can provide an

or%ani3ation the competitive ed%e because under the ne trade a%reements2

technolo%y can be easily transferred from one country to another and there is no

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shorta%e for sources of cheap finance# But it is the talented or$force that is very hard

to find#

,herefore2 or%ani3ations are adoptin% best %lobal and local talent mana%ement

practices# ,here are several benefits of talent mana%ement such as employee

en%a%ement2 retention of employee2 increased productivity2 culture of e1cellence and

much more# r%ani3ation success ith the help of talent mana%ement is anchored in

three factors9 these factors are development and reard plan2 creation of set of career

paths for the talented employee2 hich ill help in ensurin% the hi%h quality or$ in the

or%ani3ation hich ill ultimately result in superior performance# 'n this dynamic and

competitive business era or%ani3ations are facin% challen%es in talent mana%ement#

,alent mana%ement of talented or$er is becomin% of %reat importance for theor%ani3ations hich are or$in% on %lobal level# ,he demand for $ey position talented

employees is hi%h because those are the persons ho ill steer the or%ani3ation and

ill be responsible to ta$e the or%ani3ation toards the pea$ of success2 this is the

reason or%ani3ations are in a state of fi%ht for the best people# ,alent si%nals an ability

to learn and develop in the face of ne challen%es# ,alent is about future potential

rather than past trac$ record# So talent tends to be measured in terms of havin% certain

attributes2 such as a illin%ness to ta$e ris$s and learn from mista$es2 a reasonable (but

not too hi%h) level of ambition and competitiveness2 the ability to focus on 5bi% picture

issues2 and an aareness of their on stren%ths2 limitations and impact on others#

Several ,alent "ana%ement processes need to be in place on a strate%ic level in order

ensures its success# Such processes= strate%ies include talent identification2 recruitment

and assessment2 competency mana%ement2 performance mana%ement2 career

development2 teachin% mana%ement2 compensation2 succession plannin% etc# ,alent

"ana%ement has a number of benefits to offer such as employee en%a%ement2

retention2 ali%nin% to strate%ic %oals in order to identify the future leadership of the

or%anisation2 increased productivity2 culture of e1cellence and much more#

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,his term +,alent "ana%ement- is usually associated ith competency based

mana%ement# ,alent mana%ement decisions are often driven by a set of or%ani3ational

core competencies as ell as position&specific competencies# ,he competency set may

include $noled%e2 s$ills2 e1perience2 and personal traits#

e8"n"t"on%-

,alent mana%ement refers to the process of developin% and inte%ratin% ne or$ers2

developin% and retainin% current or$ers2 and attractin% hi%hly s$illed or$ers to or$

for a company# ,he process of attractin% and retainin% profitable employees2 as it is

increasin%ly more competitive beteen firms and of strate%ic importance2 has come to

be $non as >the ar for talent#>

By *'/. <

5,he systematic attraction2 identification2 development2 en%a%ement2 retention and

deployment of those individuals ho are of particular value to an or%anisation2 either in

vie of their 5hi%h potential for the future or because they are fulfillin%

business=operation&critical roles#

+uman Resource e1perts in the industry believe matchin% the ri%ht blend of talent iththe ri%ht job profile can lead to superior performance#-

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'4" o8 T4ent M4n47e!ent

,he 5talent in an or%anisation refers to the current employees and their valuable

?noled%e2 s$ills and competencies# ,alent mana%ement (or succession mana%ement)

is the on%oin% process of analy3in%2 developin% and effectively utili3in% talent to meet

Business needs# 't involves a specific process that compares current talent in a

department to the strate%ic business needs of that department# Results lead to the

development and implementation of correspondin% strate%ies to address any talent

%aps or surpluses#

,alent mana%ement for the R *ommunity is a priority of the R Strate%y for the R

*ommunity# @ot only does the R Strate%y support the R *ommunity as its on

professional %roup2 but it also reco%ni3es and ill support the role human resource

professionals have to help their clients become s$illed2 committed and accountable

public servants# ,he implementation of a talent mana%ement process that is transparent

and equitable is e1pected to create an environment for people to develop their s$ills in

preparation for a ran%e of future possibilities thereby preparin% the or$place for

chan%in% roles# ,he %oal of this process is to map the business needs of the R

*ommunity ith the potential and career development needs of our people in order to

develop a comprehensive ,alent "ana%ement /lan#

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.STOR

,he ori%in of ,alent "ana%ement can be traced to the 0s ith the reali3ation of the

immense value of the uman assets for or%anisational success surpassin% every other

resource# ,he profession that supports ,alent mana%ement became increasin%ly

formali3ed in the early C000s# *ompanies that have put into practice talent mana%ement

have done so to solve an employee retention problem# ,he issue ith many companies

today is that their or%anisations put tremendous effort into attractin% employees to their

company2 but spend little time into retainin% and developin% talent# A talent mana%ement

system must be or$ed into the business strate%y and implemented in daily processes

throu%hout the company as a hole# 't cannot be left e1clusively to the human

resources department to attract and retain employees2 but rather must be practiced at

all levels of the or%anisation#

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"any companies commit the mista$e of puttin% a e1ceptional effort in attractin% the best

employees but spend aay this valuable resources by not ma$in% any effort to develop

or retain them# *ompanies have initially thou%ht of talent mana%ement as a means to

solve hi%h employee turnover#

'n course of time2 it has become part and parcel of the corporate strate%y itself ith a

$ey responsibility placed on the line mana%er# ne cannot ish aay the fact that these

have to play a essential role in fosterin% the talent and s$ills of those reportin% to them#

'n other ords2 it is a case of joint trusteeship beteen the line and the staff function#

oever2 in 'ndian companies2 talent mana%ement is of fairly recent ori%in#

,he survey that ta$es place in C00&C0 in corporate ,alent mana%ement department

indicates that activities ithin ,alent mana%ement include succession plannin%2

assessment development and hi%h potential mana%ement# Activities such as

performance mana%ement and talent recruitment ere less frequently included in the

dispatch of corporate talent mana%ement practitioners# *ompensation as not a

function associated ith talent mana%ement#

E9out"on o8 .R &unct"on

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;rom /ersonal to Strate%ic R to ,alent "ana%ement

,o understand hy ,alent "ana%ement has become so important2 e must first loo$ at

the evolution of corporate R:

Sta%e % Peronne ep4rt!ent:&

'n the D0s andE0s the business function hich as responsible for people as

called +,he /ersonnel .epartment-# ,he role of this %roup as to hire people2 pay them2and ma$e sure they had the necessary benefits# System hich %re up to support this

function as batch payroll systems# 'n this roll the personnel department as a ell

understood business function

Sta%e C% Str4te7"c .R%-

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'n the E0s or%anisations reali3ed that the R function as in fact more important and

the concept of +Strate%ic R- emer%ed# .urin% this period or%anisation reali3ed that the

/ of R had a much lar%er role: ri%ht people2 trainin% them2 helpin% the business

desi%n job roles and or%anisation structure (or%ani3ation desi%n)2 develop +total

compensation- pac$a%es hich include benefits2 benefits options and bonuses2 and

servin% as a central point of communication for employee health and happiness# ,he

+ead of /ersonnel- became the +/ of R- and had a much more important role in

business strate%y and e1ecution# ,he systems hich ere built up to support this ne

role include recruitin% and applicant trac$in% (A,S)2 portals2 total compensation system2

and learnin% umane Resource "ana%ement# 'n this role2 the R department no

became more than a business function: it is a business partner support lines of

business#

Sta%e F% T4ent M4n47e!ent%-

Ge are enterin% a ne era: the emer%ence of +,alent "ana%ement- hile Strate%ic R

continuous to be a major focus2 R and HI. or%ani3ations are no focused on a ne

set of strate%ic issues:

• o can e ma$e our recruitin% process more efficient and effective by us

+competency < based- recruitin% instead of sortin% throu%h resume2 one at a

timeJ

• o can e better develop mana%ers and leaders to reinforce culture2 instill

values2 and create a sustainable +leadership pipeline-J• o do e quic$ly identify competency %aps so e can deliver trainin%2 e&

learnin%2 or development pro%rams2 to fill these %apsJ o can e use these

%aps to hire just the ri%ht peopleJ

•

o do e mana%e people in a consistent and measurable ay so that everyoneis ali%ned2 held accountable2 and paid fairlyJ

• i%h do e identify hi%h performers and successors to $ey positions throu%hout

the or%ani3ation to ma$e sure e have a hi%hly fle1ible2 responsive or%anisationJ

• o do e provide learnin% that is relevant2 fle1ible2 convenient2 and timelyJ

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,hese ne2 more challen%in% problems require ne processes and systems# ,hey

require ti%hter inte%ration beteen the different R silos < and direct inte%ration

beteen line if business mana%ement processes# ,oday are startin% to buy2 build2 and

stitch to%ether performance mana%ement system2 succession plannin% systems2 and

competency mana%ement systems# ,he R function is becomin% inte%rated ith the

business in a real& time fashion#

T4ent M4n47e!ent "n Preent Scen4r"o

T4ent M4n47e!ent n"t"4t"9e

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,alent "ana%ement(,") brin%s to%ether a number of important human resources (R)

and mana%ement initiatives# Kuite often2 or%ani3ation adoptin% a ," approach ill

focus on coordinatin% and inte%ratin%:

• Recru"t!ent < ensurin% the ri%ht people are attracted to the or%anisation#• Retent"on < .evelopin% and implementin% practices that reard and support

employees#

• E!po$ee e9eop!ent < 8nsurin% continuous formal and informal learnin%

and development#• Le4#er="p 4n# “."7= Potent"4 E!po$ee” e9eop!ent < Specific

development pro%rams for e1istin% and future leaders#• Per8or!4nce M4n47e!ent < Specific processes that nurture and support

performance2 includin% feedbac$=measurement#

• orB8orce P4nn"n7 < /lannin% for business and %eneral chan%es2 includin%

the older or$force and current=future s$ills shorta%es• *uture < .evelopment of a positive2 pro%ressive and hi%h performance +ay of

operatin%-#

An important step is to identify the staff or employees (people and positions) that

are critical to the or%anisation9 they do not necessarily to be senior staff

members# "any or%ani3ations lost a lot of +or%anisational $noled%e- in the

donsi3in% e1ercises of a fe years a%o# ,he impact of loss as not

immediately apparent# oever2 it did not ta$e lon% for many companies to

reali3e their mista$es hen they did not have people ith the $noled%e and

s$ills to either anticipate or solve problems that arose#

*OMPONENTS O& TALENT MANAGEMENT

,here are three main component of talent mana%ement

• ,alent attraction and selection

• ,alent Retention

• ,alent development

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T4ent 4ttr4ct"on 4n# eect"on

Accordin% to Armstron% (C006) or%ani3ation should use various techniques and

methods for recruitin% and selectin% the ri%ht talent# ,he recruitment of talent pool is the

first and important tas$ of the talent mana%ement process the talent pool is a %roup of candidates that are the potentials e1ecutive of the or%ani3ation ho ill steer the

or%ani3ation toards the competitive performance# So to %ain and maintain the

performance of the or%ani3ation the recruitment and selection the talented individuals is

very crucial# ,he creation of talent pool can be done in to forms2 one is internal and

second one is e1ternal# ,he internal recruitment of talent pool ill be from the already

e1itin% employees of the or%ani3ation# ,he internal recruitment may can %ive advanta%e

as the employees already $no the culture and ay of doin% or$ in the or%ani3ation

and it also mi%ht uplift the morale of the employees if their position is uplifted (.avis et

al#2 C00D)# oever2 the e1ternal sources ill be the best ay of %atherin% a talent hen

or%ani3ation ants to brin% the cultural chan%e and ants innovation (Ballesteros I

'nmaculada2 C00)# 8mployer brandin% includes development of an or%ani3ations

ima%e2 %ood enou%h to attract employees# Githout the %ood brand ima%e2 it is difficult to

attract the ri%ht talents (Ana2 C00)#

T4ent retent"on

,alent retention is a process of retainin% the talented employees ith the or%ani3ation

for a lon%er time period of time# ,he turn of talent from any or%ani3ations very harmful

as is cause a reduction in the productivity of the or%ani3ation as ell as more cost to

attract the ne pool of talent (8chols2 C00D)#

,here to classification of retention the talented employees ith or%ani3ation# 'ntrinsic

and e1trinsic# 'ntrinsic incentive includes some non monetary reards that can satisfy

employees psycholo%ical needs hile the e1trinsic reards are the monetary reards

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hich may help to fulfill employees physiolo%ical needs# ,he monetary reard is

admitted as an essential tool to retainin% talent (aiman I ance2 C00E)# ;urthermore2

or%ani3ation needs to invest more for the purpose of retainin% the employees ith

or%ani3ation2 a %ood reards system important to attract2 and retain the talent ith

or%ani3ation# ,his can motivate the employees2 resultin% in hi%h performance of the

or%ani3ation ("ende3 I Stander2 C0)

T4ent #e9eop!ent

'n this competitive and dynamic business era2 learnin% and development has become a

bac$bone of success2 ithout continuous learnin%2 %ainin% and maintain performance

may become impossible# Strate%y ma$ers and R practitioners are movin% their focus

toards learnin% and development of the talented employees to enhance or%ani3ational

performance# ,alent development is process of up%radin% the s$ills and attitude of the

employees# As the business continuously $eep on chan%in% the technolo%ies business

models and ne strate%ies to cope up ith these chan%es or%ani3ation needs to

enhance and up%rade the $noled%e of the employees# Ghile ma$in% strate%ies for

development practitioners must $eep in mind the inte%ration and strate%ic fit beteen

the current talent and the s$ills of the employees#

MPORTAN*E

ncre4"n7 noCe#7e

,his 8ra of $noled%e has necessitate the retainin% of those ,alent hich have

the ability to understand ne ,echnolo%y and $noled%e2 hich are %roin% at a

speed never seen before#

Go4"D4t"on

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,his hole orld is the potential place for the ne jobsee$er to find employment#

ne can $no the opportunities available in any part of the orld easily and the

number of talent see$er has also increased

ncre4e# *o!pet"t"on'ncreased competition in the mar$et place has necessitated the need for

consistently %ood performance on the side of or%anisation# ,hese have made the

companies to put in all efforts to heir and retain best talent in the respect field of

operation#

&OR ORGANSATON

1) *ot cutt"n7%ne e1perienced and s$illed employees can replace instead of to or more

employees# r%anisation can save hundreds of thousands#

2) M4"!u! Output%r%anisation can ma$e ma1imum output in minimum resources#

;) ncre4e "n per8ect"on%

.ue to s$illed employee perfection in or$ is increase# ,here is less probability

of mista$e#

:) T"!e 49"n7 tec=n"Fue%

't is time savin% technique# 'ts helpful to complete job in minimum time#

&OR EMPLOEE

1) Recru"t!ent%'ts ensurin% that ri%ht people are attracted to the or%ani3ation#

2) E!po$ee #e9eop!ent%'t ensures continuous informal and formal learnin% and development#

F) Retent"on:

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.evelopin% and implementin% practices that reard and support employees

&+N*TONS O& TALENT MANAGEMENT

,hese are the various functions that an or%anisation should institute (throu%h R" and

other department) are %iven belo:

• ,alent needs analysis#

• Hocatin% the talent =resources sources#

• Attractin% talents toards the or%anisation#

• Recruitin%= appointin% the talent (in house or outsource)

• "ana%in% competitive salaries= professional fees#

• ,rainin% and development of talent pool#

• /erformance evaluation of talent#

• *areer and %roth plannin%#

• Retention mana%ement

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&4ctor A88ect"n7 T4ent M4n47e!ent%

13 Econo!"c &4ctor%& Althou%h there are an innumerable economic factors that impact talent

mana%ement practices2 the three most relevant lon%&term areL ,he $noled%e economyL !lobali3ationL S$ill %aps and structural unemployment

T=e noCe#7e Econo!$,he 'nformation A%e moved the basis of economic value from %oods to

intellectual assets2 information2 and the talent that develops them# 't is no

idely ac$noled%ed that intan%ible assets2 hich lar%ely consist of $no&ho2

unique intellectual property2 and patent ri%hts2 drive more than E0 percent of the

valuations of publicly traded companies#

'n todays economy2 talent is the most strate%ic asset2 and people are the

%reatest creator of value# ,his trend ill continue into the future2 but there is a

$ey corollary to it that ill dramatically impact talent mana%ement and future

company valuations: the blurrin% of e1ternal and internal talent# ,his blurrin%

started as soon as people could participate in chat rooms and e1ternal e&mail

e1chan%es hile at or$# ;or many years2 these activities ere lar%ely ad hoc

and employee driven2 but this is chan%in%#

Headin%&ed%e or%anisations have codified efforts to tap into the talent and

intellectual capital of not only employees2 but also customers2 partners2 and the

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public at lar%e in an effort to create an e1tended electronic community# ,here are

numerous e1amples of this sort of activity2 such asL *ustomer support portals here customers can anser each others questions2

hich reduces costs by eliminatin% e1pensive customer support calls#

L 81ternal ideation platformsMsuch as the .ell 'dea Storm or the Starbuc$s "yStarbuc$s Mare sites that solicit ideas for ne services2 ne products2 and even

ne social pro%rams to enable %reater customer loyalty and en%a%ement#

L /artner and customer innovation effortsMsuch as /I!s ability to source more

than N0 percent of its ne product ideas to e1ternal innovation2 drivin% industry&

leadin% standards for ne productHaunch rates#

L .edicated solutions that connect internal needs to e1ternal talent2 includin%such ell&$non efforts as 'nnocentive2 eHance2 ,op*oder2 and "echanical,ur$

pro%rams desi%ned to reduce costs2 solve otherise intractable issues2 and

increase or%anisational a%ility in lean times#

,here is also a dramatic increase in the traditional uses of outside talent# ,he use of

contin%ent or$ers is ay up and ill increase even more in the future# 'n fact2 FN

percent of employers plan to increase their use of contin%ent or$ers by N0 percent or

more# Habor la firm Hittler "endelson believes that contin%ency employment could

eventually represent N0 percent of our or$force# 'n C00F2 contin%ent or$ers

represented just F percent of the or$force#

'ts clear that or%anisations are increasin%ly derivin% value from talent that is outside the

company# 'ts equally trueM%iven the success of these or%ani3ationsMthat this trend ill

continue and accelerate in the future#

23 Tec=noo7"c4 &4ctor

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,he future or$force ill require technical s$ills for many job levels and cate%ories of

or$# 8ven traditional blue color jobs have been affected by technolo%ical chan%es# ;or

e1ample

L Automotive manufacturers have automated production throu%h the use of computer&aided manufacturin%# ,his automation has not only displaced or$ers2

but also requires a different set of s$ills to operate these machines#

L 'n lar%er retail stores2 associates are no usin% hand&held devices to %et

information about ne promotional items2 receive trainin%2 and even punch in for

or$# ,echnolo%y is chan%in% the ay people or$ even in the hi%hly

personali3ed healthcare professions# ,hese impacts ran%e from subtle chan%es

such as automated patient record&$eepin% to more dramatic chan%es such as

robotic sur%ery# ,he technolo%y trends that are havin% the %reatest impact on

talent mana%ement are

L 'ncreased e1pectations

L .i%iti3ation

L ,elecommunications

ncre4e# Epect4t"on

'ts lon% been reco%ni3ed that human $noled%e isnt just %roin%9 it is %roin% at an

ever&acceleratin% pace# 'ts also an accepted truism that much of hat colle%e students

learn is outdated by the time they %raduate due to this rate of increase# *urrent

estimates are that human $noled%e doubles every to years on avera%e# Accordin% to

celebrated futurist Ray ?ur3eil2 an analysis of the history of technolo%y shos that the

technolo%ical %roth rate is e1ponential2 contrary to the common&sense intuitive linear

vie# So e ont e1perience 00 years of pro%ress in the tenty&first centuryMit may

be more li$e C02000 years of pro%ress (at todays rate)# ,he +returns2- such as chip

speed and cost&effectiveness2 also increase e1ponentially# ,heres even e1ponential

%roth in the rate of e1ponential %roth# A corollary to this is that the rate of technolo%y

adoption is also acceleratin%# 't too$ FE years for radio to be adopted by N0 million

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consumers# ,elevision too$ F# ,he internet2 i/ods2 and ;aceboo$ too$ four2 three2 and

to years respectively# And the i/ad did it in a year and a halfMat the rate of one sold

per second# ,he $ey ta$eaay from these adoption rates is that $noled%e2 technolo%y

innovation2 and technolo%y adoption are all e1periencin% e1ponential %roth# So

althou%h R professionals and mana%ers ill have an ever more poerful set of tools

and technolo%ies to discover and mana%e talent2 employees and candidates ill also

have %reater e1pectations about the tools they use to perform their jobs2 create and

maintain professional connections2 and rapidly find the relevant information or e1pertise

they need to do their jobs#

"7"t"D4t"on

Ghen as$ed hat technolo%y had the bi%%est impact on their company and their talent

mana%ement strate%y2 N percent of those intervieed said it as the internet# ,he

internet has not only alloed people to connect2 communicate2 and create communities2

it has also chan%ed corporate business plans and the competitive landscape# 'n fact it

created a ne business model2 partly predicated on the di%iti3ation of content2 and

partly predicated on the di%iti3ation of commerce itself2 a process that led to the

holesale disintermediation of entire industries2 such as print journalism2 ban$in%2

travel2 retail2 music2 and video rentin%2 amon% many others# "edia has also become

di%iti3ed# Gith the advent of the ?indle and the e&boo$ paradi%m2 boo$s and ma%a3ines

have become primarily di%ital assets2 a transformation that echoes and e1tends the

evolution of nespapers from physical artifacts to di%ital pa%es# Apple led a music

transformation effort ith the advent of i,unes and the populari3ation of the "/F format#

@etfli1 and various cable companies are no doin% the same thin% ith movies and

television# Accordin% to ?arl 8derle2 / of /roduct Strate%y for racle ,aleo talentmana%ement products2 +nothin% has chan%ed the competitive landscape more than

di%iti3ation#- Oust as di%iti3ation has transformed the consumption of media and the

practices of commerce2 so too has it transformed talent mana%ement practices# ,he

di%iti3ation of talent profiles and required talent attributes are $ey elements of this

transformation# ,he racle ,aleo product family has been incorporatin% and drivin%

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24/90

innovations around di%iti3ed candidate profiles2 assessments2 and job matchin%

technolo%ies for many years#

Gith the advent of social media2 Hin$ed'n and similar services have enabled candidates

to maintain a resume and related body of or$ in the cloud# And this is just thebe%innin%# ,he di%iti3ation of $ey talent data and talent transactions ill transform ho

companies %enerate or$force plans2 recruit and hire2 share and utili3e talent2 and

create %oal&ali%ned development plans#

Teeco!!un"c4t"on

,elecommunication technolo%y is e1periencin% the same e1ponential %roth as

hardare2 stora%e2 and processin% technolo%ies# !iven the rise of $noled%e or$ and

the incredible %roth of virtual teams in the last fe years2 this technolo%y deserves a

bit more scrutiny# ,here are three aspects of telecommunications that are havin% and

ill continue to have si%nificant impacts on talent mana%ement and R practices#

L Speed increasesL Bandidth increasesL 8normous %roth in mobile internet access,elecommunication technolo%y has alays been unbelievably fast2 ri%ht from its

modern ori%ins ith the tele%raph# Recent advances are even more impressive#L Ge can no stream movies from other continents on demand2 not just to ired

devices2 but also to ireless onesL Ge can listen to music in the cloud ith hi%h enou%h quality and reliability that

companies such as Spotify2 a music&in&the&cloud offerin%2 mi%ht provide the first

credible threat to Apples i,unes he%emonyL Ge edit %raphics over the Geb ith online versions of photo editin% technolo%y

that are responsive enou%h to satisfy the needs of serious di%ital desi%nersL Ge play video %ames onlineMnot just those %ames that are desi%ned for play

over the Geb2 but full hostin% and controller virtuali3ation throu%h emulationtechnolo%ies that respond in the millisecond ran%e#

'n fact2 ireless transfer speeds such as 4! no rival landline speeds2 and almost one

in five %lobal mobile subscribers have access to fast mobile internet (F! or better)#

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25/90

'n terms of bandidth2 an on%oin% stream of advances has led to data plans for cellular

technolo%ies that are no offered in the %i%abyte ran%e and sho no si%ns of sloin%

don# A recent brea$throu%h in cellular technolo%ies is projected to double the carryin%

capacity of cellular netor$s usin% the e1istin% netor$ of cell toers#

Gith the advances in cellular technolo%y2 plus the adoption of more&recent standards in

developin% economies2 mobile is already the dominant method of connectin% to the

internet in many areas of the orld# 'n fact2 on a %lobal basis2 mobile internet access is

%roin% at far faster rates than des$top access2 fueled in part by the %reater variety and

loer price points of mobile internet access technolo%ies# 8ven in the #S#2 CN percent

of Geb users use mobile access e1clusively# At current %roth rates2 mobile internet

access is projected to surpass des$top internet access in C0F# A similar pattern is

startin% to emer%e re%ardin% landlines and cell phones2 ith a si%nificant portion of the

orld no standardi3ed on cell phones#

,he incredible advances in telecommunications over the past fe years and the comin%

innovation in the ne1t fe years ill lead to profound chan%es in ho e utili3e talent

ithin %iven %eo%raphies and across them# r%ani3ations ill be able to tap into pools

of talent all over the %lobe2 not just throu%h full&time employees but also throu%h

contractors2 consultants2 and freelance e1perts ho bid on specific projects#

8fforts to tap into %lobal talent pools are already underay2 as seen in some of the

recent practices of innovative or%ani3ations# Solutions such as 'nnocentive2 "echanical

,ur$2 and ,op*oderMan e1ample of a ne hyper speciali3ation trend noted in a recent

arvard Business Mare already bein% levera%ed by leadin% or%anisations that see$

competitive advanta%e throu%h talent#

Some or%anisations2 particularly those in the hospitality industry2 are investin% heavily in

core R concepts such as talent mobility and or$force rebalancin% efforts# Still other

companies are pursuin% strate%ies such as /I!s open innovation model2 and *isco

and @etfli1s use of talent&driven competitions to tap into the collective e1pertise of the

public at lar%e to solve $ey business challen%es# Althou%h these innovations ill

certainly become more main stream in comin% years2 its li$ely that even more

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26/90

innovations ill emer%e2 particularly as social netor$s and telecommunications

continue to remove barriers to %lobal collaboration2 virtual or$2 and communication 3

e!o7r4p="c &4ctor

,he demo%raphics of the %lobal or$force are under%oin% a si%nificant chan%e# ,he

three bi%%est talent&related demo%raphic shifts include

L !enerational %eo%raphiesL Hon%er lifespanL Gor$place diversity

Gener4t"on4 Geo7r4p="e

,he issue of the a%in% population in developed economies is nothin% ne# ,his subject

has been covered at some depth for many years no# But less attention has been paid

to the differences beteen established economies and neer ones hen it comes to

demo%raphics# ,he real issue isnt that the entire orld is s$ein% toard an older

population9 its that established economies are s$ein% si%nificantly older hile

emer%in% economies remain relatively youn%#

,his creates challen%es for companies that operate e1clusively in developed countries2

and it presents opportunities for lar%er multinationals that operate in both developed and

developin% countries# ,he abilities of multinationals to successfully develop and transfer

talent from areas of abundance to areas of scarcity in the short term2 and to

permanently relocate operations to areas of talent abundance in the lon% term2 ill be

important drivers of talent differentiation in the comin% years# Smaller companies or

those that require a local presence in a particular developed %eo%raphy need to

consider ho to levera%e talent in the developin% orld via technolo%y2 virtual presence2

and the thou%htful re&e1amination of $noled%e or$ processes# Althou%h there have

been numerous articles ritten in the #S# about the comin% baby boomer retirement

and the $ey challen%es it raises re%ardin% leadership and succession plannin%2 quite a

bit less has been ritten about population %roth over the ne1t decade# 'n this area2 the

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27/90

#S# actually fares quite ell as compared to many other developed countries# 'n fact2

the overall #S# population %roth is much closer to that of emer%in% economies2 partly

due to birth rates and partly due to immi%ration# ,his in no ay diminishes the impact of

the comin% chan%es for #S# firms2 but it does hi%hli%ht the depth of these challen%es in

other established economies and for multinationals that operate primarily in developed

economies#

Lon7er L"8ep4n

Althou%h the potential or$force impact of retirin% seniors has %rabbed the majority of

headlines in recent years2 a related issue has received relatively little attention# As

medical advances enable people to survive life&threatenin% childhood diseases2 the

perils of early adulthood such as car accidents and violence2 and the most common

health issues of their middle years such as cancers2 heart attac$s2 and chronic disease2

life e1pectancy continues to increase# ,his positive revisionism of life e1pectancy is a

subject that has been deeply researched and trac$ed by #S# insurance companies for

many years# Actuary tables have lon% forecast the statistical impacts that lon%er lifespan

is e1pected to have on life e1pectancy amon% seniors#

Gith healthcare advances across developed and developin% countries and a %reater

aareness of personal decisions that impact ones health2 the implications of livin%

lon%er ill be even %reater# 8ach year that an individual lives brin%s another year of

advancin% medical technolo%y2 process2 pharmaceutical options2 and e1pandin%

medical availability in developin% countries# 'n the #S#2 the combination of these factors

means that the avera%e life e1pectancy for baby boomers is no EF2 ith one in four 6N

year olds e1pected to live to C (#S# .epartment of Habor)#

orBp4ce "9er"t$

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Gith older or$ers stayin% in their jobs lon%er2 the or$force is no an amal%am of four

%enerations (veterans2 baby boomers2 !eneration P2 and millennial)# 8ach %eneration

has a different or$ ethic2 different levels of comfort ith technolo%y2 and unique

preferences in ho they create2 consume2 and share information# 8ach %eneration also

has been enculturated quite differently ith re%ard to learnin% style and adaptation to

chan%e# 'n addition to the diversity created throu%h %enerational differences2 omen

and multicultural or$ers represent an increasin% percenta%e of the %lobal or$force#

,his presents opportunities2 particularly in countries and cultures here some %roups

have been previously underrepresented in the or$in% population# Ample evidence

su%%ests that %reater diversity in innovation and process decisions can lead to better

outcomes over time# 't is equally true2 hoever2 that %reater diversity can also present

challen%es related to team cohesion2 short&term performance2 communication2 and

or%anisation culture# As ith the challen%e of delayed senior retirements2 or%anisations

ill need to thou%htfully consider R and talent mana%ement practices on macro and

micro levels to address these issues#

T.E *.ALLENGES

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,he challen%e of ,alent mana%ement has to faces# ;irst is ho to find ne people and

second is ho to retain the present or$force# 8ach of the challen%es has to be tac$led

in the most effective ay possible so that the or%anisation can achieve its objectives#

&"rt *=4en7e - =ere to &"n# NeC T4ent

All the or%ani3ation is %ettin% lots of business opportunities and consequently2 their

revenues are %roin% at a rapid pace# ,he increasin% business opportunities has

necessitated that these or%anisation %o in for massive search# But2 the question arises

is here to find the best talent hich is able to fit the job description but also adjust to

the or%anisations values and norms# 'f e scan the environment2 e find there is

shorta%e of s$illed or$force that can be employed#

Some of the possible reasons that have lead to the shorta%e are:

e!o7r4p="c *ontr4"n%

,his is common problem faced by many of the developed companies2 here a lar%e

portion of its population is near to the a%e of retirement or is over N0 years# SA2

!ermany and Oapan are facin% the same problem# All these countries ill see a decline

in their or$force and talent# 'n the comin% years2 they ill see a %reat shorta%e in their

s$illed professionals#

*ot &4ctor%

Recruitin% ne employees is becomin% tou%her and tou%her in the developin%

countries2 here the R department has to sort out thousands of applications for a

handful of jobs3 ;indin% ri%ht person for the ri%ht job becomes a very difficult process# 't

also involves very hi%h cost to conduct the recruitment and selection process for such a

lar%e population of applicants#

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E"t"n7 E#uc4t"on4 $te!%

,he %raduates and post%raduates that are bein% churned out of the universities are

found to be ill prepared to handle the challen%es of the or$place# ,hey are mostly

prepared ith only the theoretical aspects of the issues and lac$ the application part#,he educational system is faulty and does not ta$e industry needs into consideration2

resultin% in a mismatch beteen industry requirement and educational preparation#

Attr4ct"n7 t=e 'et T4ent%

,his is another challen%e# As as the case in past2 the best available talent is not just

motivated by the name and fame of the or%anisation not anymore# ,hey have a ne set

of motivators li$e < challen%in% or$2 conduct or$ environment and freedom from

bureaucratic structure#

Secon# *=4en7e .oC to Ret4"n t=e 'et E!po$ee

,he days are %one hen a person ould join an or%anisation in his mid C0s and ould

or$ till his retirement in the late N0s# ,oday the youn% professionals %et job2 especially

durin% the first 4&N years of their or$ life# ,hou%h the 'ndian service industry is bas$in%

in the li%ht of outsourced jobs from the developed countries2 they also cannot i%nore the

fact that the B/ industry is also facin% one of the hi%hest ear and tear rates2 in fact

never heard before in 'ndia2 of around FNQ#

't is a fact that its the people that add value to or%anisation# 't is also a fact that humans

are a restless species ho2 unli$e the 'mmovable Banyan ,ree2 cannot stay rooted in

one place# /eople need to move on for one reason or another2 and the or%anisation

stands to lose#

So!e re4on e="n# t=e !4"9e 4ttr"t"on r4te%-

# !ap beteen or%anisational values and %oal and the personal values and %oal is

one of the major reasons of the attrition rates# 'f they %o parallel2 there is no ay

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both ould be satisfied and inevitably2 the or%ani3ation ould lose out on a talented

employee#

C# Gor$in% environment is another major factor# 8mployee s in the $noled%e era

demand creative and democratic or$ environment# ;ailure on the part of themana%ement to provide such an environment ill result in a talented employee

leavin% the or%anisation#

F# ,he competitive orld has made sure that there is hi%h or$ pressure on the

employees of any or%anisation# ,his has led to psycholo%ical problems li$e stress2

and in e1treme situations2 total burnouts# 't also leads to other related problems#

4# "ovement for hi%her salary is also common amon% youn%er professionals# ,here is

no shorta%e for or%anisation ho are loo$in% for talented employees and ho are

ready to shell out a heavy salary for a talented person# ther lures li$e better job

opportunities2 hi%her post and better overseas assi%nments are also major factors in

slo destruction rates#

N# @ot ta$in% proper care durin% the recruitment and selection process and not ta$in%

proper care to fit the ri%ht person to the ri%ht job also breeds dissatisfaction amon%

the employees#6# Bad or unclear policies from mana%ement on issue of succession plannin% and

promotion2 appointment for senior position also is a major factor hich ma$es the

or%ani3ation loses out the talented employees#

D# ,he professionals have different aspirations at different times of their career# .urin%

the initial years2 they have %ood salary and forei%n assi%nments# @e1t on the list of

or$in% on cuttin% ed%es technolo%y# "ore seasoned professionals loo$ for learnin%#

So employees tend to move to those or%anisations hich provide them ith means

to fulfill their or%anisation#

Retainin% the present employees is of the foremost importance to the or%anisation

because9 the company ould have already incurred heavy cost in the form of trainin%

and development# @o if the or%anisation have to loo$ for a replacement for the

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employees ho has left2 it involves a lot of cost li$e < hirin% cost2 trainin% cost and the

initiation cost#

Also it ta$es some of the ne employees to adjust to the ne or$ environment# .urin%

this time the productivity of the employee ill be lo# ,he R department ill have to fitthe ne employee into a proper role in the or%ani3ation#

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T=e Eent"4 Too o8 T4ent M4n47e!ent

,he ability to attract2 motivate2 develop and retain en%a%ed employees ho ill be

productive in or$in% to assist an or%ani3ation in reachin% its strate%ic objectives andoperational %oals is $non as talent mana%ement# An understandin% of talent

mana%ement processes and the essential tools available to create a hi%hly successful

team of individuals should be included in your business or or%anisational procedures#

,he tools required for successful talent mana%ement include or$force plannin%2

recruitin%2 strate%ic plan and %oal ali%nment2 e1ecutive coachin%2 leadership

development2 reco%nition pro%rams2 diversity and inclusion2 and en%a%ement2 as ell

as retention# Het7s loo$ closer at ho an effective talent mana%ement plan ill ma$e it

easier to identify2 recruit2 en%a%e and retain talented individuals to be a part of your

or%anisation#

T4ent M4n47e!ent e7"n C"t= orB8orce P4nn"n7

8ffective or$force plannin% involves an intentional strate%ic %oal to access talented

individuals from both inside and outside your or%anisation that have the $noled%e2

s$ills2 and behaviors needed to achieve the demands and objectives set for your

or%anisation# Gor$force plannin% should ta$e into account both strate%ic and

operational or$force plannin%# Strate%ic or$force plannin% ta$es into consideration

the strate%ic needs of an or%anisation and its associated or$force# ,his includes the

projected loss due to employee e1its as ell as the projected qualification requirements

necessary to sustain and pro%ress or%anisational %oals# perational or$force plannin%

is process based# perational or$force plannin% builds on the use of simple tools2 and

techniques leadin% to templates and procedures that can then be inte%rated into your

e1istin% or$force base#

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Recru"t"n7 E88ect"9e$

Recruitin% involves the ability to successfully identify2 attract and hire talentedindividuals ith the potential to move your or%ani3ation toards accomplishin% your

objectives# ,his is accomplished throu%h tar%eted advertisin% and focused interviein%

of perspective candidates# *onsider includin% a clear mission statement as part of your

recruitment advertisin%# ,his is li$ely to attract those ith the talent and desire to

become a part of your mission to move your or%anisation forard# *lear job descriptions

and s$ills lists further help narro the field of applicants#

Str4te7"c P4n H Go4 A"7n!ent

avin% a strate%ic plan that includes %oal ali%nment may be one of the most important

thin%s you can do to ma1imi3e the profitability of your or%anisation# A strate%ic plan and

%oal ali%nment ensures everyone is movin% forard toards the same %oals to optimi3e

resources and achieve the vision for your or%anisation# Gith a clear strate%ic plan in

place2 mana%ement can clearly see the stren%ths and ea$nesses at any time and has

the fle1ibility to ma$e chan%es and adjustments more readily#

Eecut"9e *o4c="n7

81ecutive coachin% is a relationship that provides motivation and inspiration to ma$e

chan%es that transform employees and those around them to obtain optimal results

personally and professionally# 'n supportin% %roth and chan%e both the individual and

or%anisation benefits# 'deally2 e1ecutive coachin% helps leaders and those ith

leadership potential to e1amine possibilities and transfer their discoveries to move

themselves and the or%anisation forard#

Le4#er="p e9eop!ent

Headership development involves a plan of %oal&driven strate%ies desi%ned to enhance

the leadership attitudes and abilities ithin an or%anisation or individual# ,he %oal is to

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develop a team of hi%h quality leaders ith the ability to effectively share the vision of

the or%anisation as ell as inspire and motivate those around them to achieve their best

both individually and ithin the or$place# Headership development enables top

personnel to quic$ly access potential problems and implement strate%ies to avoid undue

dama%e or delay to overall %oals# An effective leadership pro%ram fosters open

communication and encoura%es %roups to or$ cooperatively to achieve personal and

or%anisational e1cellence#

Reco7n"t"on Pro7r4!

Reco%nition pro%rams ithin an or%anisation ac$noled%e the individuals and teams

that consistently contribute to your or%anisation7s success# Settin% up an on%oin%

reco%nition pro%ram that honors2 and than$s loyal staff and team members increases

overall job satisfaction# 8ncoura%e team leaders to ac$noled%e contributions from

individual team members on a re%ular basis ith a ord of than$s2 or repeatin% an

encoura%in% comment made by a satisfied customer# 'ncludin% an une1pected than$

you to those or$in% behind the scenes should also be a part of any on%oin%

reco%nition pro%rams you develop#

"9er"t$I ncu"on

An aareness of diversity and inclusion e1tends far beyond the internal or$# .iversity

and inclusion also encompasses customers2 suppliers2 and other outside resources# 'n

addition to ethnic and cultural differences2 there are also %enerational differences and

%ender to consider# ,rue diversity must include those both inside and outside your

business structure# .iversity and inclusion in a or$place or or%anisation brin%s many

advanta%es includin% increased creativity2 productivity and problem solvin%# 8nhanced

communication and an e1panded mar$et share are also real benefits# 'nclusion adds

value to employees that leads to retention and increases the ability to attract top talent

from many resources#

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En747e!ent

8n%a%ement involves encoura%in% employees to be fully involved and enthusiasticabout their or$place ith the desire to help move the business ahead# 8mployee

en%a%ement is encoura%ed in an environment that supports open communication here

everyone feels their voice and ideas ill be heard# Sho your employees they are a

valuable part of the team and they are less li$ely to see$ employment elsehere# A

successful plan that encoura%es employee en%a%ement is seen hen employees are

motivated to enhance your or%ani3ation7s success hile feelin% their on ell&bein% is

of importance#

Retent"on

All or%anisations $no the frustration of investin% in the recruitin% and trainin% of

talented individuals only to have valuable employees move to a potentially better

prospect# 8mployee retention depends on understandin% hy valuable employees are

movin% on and ho you can prevent them from leavin%# Salary2 or$ schedules2

comfortable surroundin%s or the prospect for better advancement are only a fe

possible reasons to consider# 't cost money to recruit2 hire and train employees# 't is

better to $eep s$illed employees than lose them to a possible competitor# /er$s2

competitive benefit pac$a%es2 promotin% from ithin and offerin% incentives are a fe

ays to increase employee retainment#

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PRO*ESS O& TALENT MANAGEMENT

13 orB8orce p4nn"n7% 'nte%rated ith the business plan2 this process

establishes or$force plan2 hirin% plans2 compensation bud%ets2 and

hirin% tar%ets for the year#

23 Recru"t"n7% ,hrou%h an inte%rated process of recruitin%2 assessment2

evaluation2 and hirin% the business brin% people into the or%anisation#

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;3 On o4r#"n7% ,he or%ani3ation must train and enable employees to

become productive and inte%rated into the company more quic$ly#

:3 Per8or!4nce M4n47e!ent% By usin% the business plan2 the or%anisation

establishes processes to measure and mana%e employees# ,his is acomple1 process in itself#

53 Tr4"n"n7 4n# Per8or!4nce upport% ,his is a critically important

function# ere provide learnin% and development pro%rams to all levels of

the or%anisation# ,his function is developin% into a continuous support

function#

63 Succe"on P4nn"n7% As the or%anisations develops and chan%es2 there

is a continuous need to move people into ne position# 't is a very

important function enables mana%ers and individuals to identify the ri%ht

candidate for a position# ,his is a process reserved for mana%ers and

e1ecutives9 it is more commonly applied across the or%anisation#

>3 *o!pen4t"on 4n# 'ene8"t% ,his is an inte%ral part of people

mana%ement# ere or%anisation tries to tie the compensation plan directly

to performance mana%ement so that compensation2 incentives2 and

benefits line up ith business %oal and business e1ecutives?3 *r"t"c4 SB" G4p An4$"% ,his process is identified as an important2

often overloo$ed function in many industries and or%anisations# As it is

done on project basis2 it can be +business&critical-# +for e1ample2 today

industries li$e the federal %overnment2 utilities2 telecommunication and

ener%y are facin% lar%e population hich are retirin%# o can e identify

the roles and competencies hich are leavin%J

AREAS O& TALENT MANAGEMENT

,alent Appreciation

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/otential 8nhancement

Acquisition of ,alent

?noled%e "ana%ement

# T4ent Apprec"4t"on:&

,alent Appreciation services from GroC T4ent are focused on assessin% the ayindividuals learn2 thin$s to others2 and acts# ,A used to evaluate the capacities2

competencies and values of individuals for assessment of potential for career

development and succession plannin%#,his is intricately lin$ed to helpin% or%anisations map their capacity and

competency requirements and then assessin% talent to dra up individual

development plans# ,he talent profilin% thus done for an or%anisation helps them

identify critical competencies to be developed and capacities to be enhanced in

order to meet future business requirements and achieve plans#23 Potent"4 en=4nce!ent %-

,he focus of /8/ is to create learnin% e1periences and solutions for individuals

that ill help convert their talent into competence# 't also involves desi%nin%

learnin% events and processes that enhance the potential of individuals#,o intrinsic components of !ro ,alent /8/ are:

L *4p4c"t$ u"#"n7 !o#ue & hich focus on enhancin% the four capacities

of individuals

J *o!petence u"#"n7 !o#ue & hich focus on specific areas li$econsultin% s$ills2 problem solvin%2 and service quality2 strate%ic sellin%2

process desi%nin%2 interviein% s$ills2 etc#

;3 AcFu""t"on o8 t4ent%-!ro ,alents approach to helpin% or%anisations acquire talent is based on the

folloin%:

L elpin% or%anisations define roles for specific leadership positions based on

7preferred futures7 and strate%y

L 'dentifyin% the competencies required for each of these jobs

L .eterminin% the levels of fundamental capacities of learnin%2 thin$in%2

relatin% and actin% needed to acquire these competencies

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L .efinin% the values hich are needed to display the desired behaviors

L 'dentifyin% individuals ho ould fit into these positions

L 8nable or%anisations and individuals to establish mutually acceptable

contracts for 8mployment and lay the foundation of in&in relationships#

:3 noCe#7e M4n47e!ent?noled%e mana%ement services from !ro ,alent are aimed at levera%in%

$noled%e for performance by creatin% an environment for sharin% by buildin%

trust# ,he focus of $noled%e mana%ement is to connect people and technolo%y

to capture and harness the tacit $noled%e of the or%anisation# By ma$in% trust

the bandidth of communication2 $noled%e mana%ement enhances sharin% and

thereby creates an appropriate environment for talent to translate into

performance#

Gith its comprehensive spectrum of services for talent mana%ement and unique

methodolo%y2 !ro ,alent is stron%ly positioned to help or%anisations %ain a competitive

and sustained talent advanta%e#

n 4n or74n"4t"on/ t=ere " not="n7 !ore cruc"4 t=4n 8"tt"n7 t=e r"7=t e!po$ee "n

t=e r"7=t po"t"on3 Or ee $ou Cou# e tr$"n7 to 8"t 4 Fu4re pe7 "n 4 roun# =oe #

Ghen people do jobs that just don7t suit their li$in%2 inclination or temperament2 the

results2 or rather the lac$ of them ill be disastrously obvious# Ho productivity2

dissatisfaction2 lo morale2 absenteeism and other ne%ative behavior ill become

typical till the employee is shon the door# r perhaps2 there is another option ,alent

"ana%ement:

+A conscious2 deliberate approach underta$en to attract2 develop and retain people ith

the aptitude and abilities to meet current and future or%anisational need- r%anisation

need to have a vision and a ell defined strate%y on hirin% for the future# 'ndia has

become the outsourcin% capital of the orld and this has created its on set of R

challen%es# 'ndias bi%%est problem is that qualified %raduates are becomin% scarce#

.espite the lar%e population2 the supply of en%ineers cannot $eep up ith the sharply

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increased demand3 So/ #o Ce =49e t=e r"7=t t4ent C"t="n to 4ttr4ct 4n# ret4"n t=e

et 494"4e t4entK

A,ANTAGES O& TALENT MENEGEMENT

• avin% the s$ills and $noled%e available for emer%ency situations9

• Stren%thenin% the or%anisations capabilities by developin% the s$ills and

$noled%e the or%anisation needs (no and in the future)9

• avin% bac$&up staff ith the $noled%e and s$ills that ill enable or%anisation

to meet its objectives#

T4ent M4n47e!ent .ep "n

ncre4"n7

L *ompetitive advanta%e

41


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L 8mployee satisfaction

L Gor$er productivity

L Hearnin% effectiveness

L Service levels

Re#uc"n7

L 8mployee turnover

Proe!Iue "n T4ent M4n47e!ent

L "otivatin% the talent < .emotivatin% for others#

L .ifficulties in selectin% the ri%ht people to develop and ma$in% an accurate

assessment of their development needs#

L *osts of trainin%2 mentorin% etc# that are inbuilt in ,alent "ana%ement Strate%ies#

L Hac$ of follo throu%h and follo up of development initiatives#

L /otential for %roomin% people for positions that may not e1ist in the future#

L /ossibility of staff bein% headhunted by other or%anisations for their ne s$ills and

$noled%e#

L /otential for people to lose motivation or resi%n if they do not %et the job they anted

or feel 7passed over7 by the or%anisation#

42


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O'E*T,ES

13 ,o $no the function in order to provide a %ood understandin% of its basic tas$#23 ,o understand the need of ,alent "ana%ement#;3 ,o su%%est possible improvement in ,alent "ana%ement procedure#:3 ,o $no all the concepts2 principles and rules of the ,alent "ana%ement#53 ,o study the accuracy and quality of or$ of employees by ,alent "ana%ement#

43


44/90

*OMPAN PRO&LE

44


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T$pe /ublic

Tr4#e# 4

@AS.AK: "S;,

.o Oones 'ndustrial Avera%e

*omponent

@AS.AK&00 *omponent

SI/ N00 *omponent

n#utr$

*omputer softare

*onsumer electronics

*omputer hardare

&oun#e#

April 42 DN9 40 years a%o

Albuquerque2 @e "e1ico2 #S#

&oun#erBill !ates2 /aul Allen

.e4#Fu4rter "icrosoft Redmond *ampus2

Redmond2 Gashin%ton2 #S#

45

https://en.wikipedia.org/wiki/Types_of_business_entityhttps://en.wikipedia.org/wiki/Public_companyhttps://en.wikipedia.org/wiki/Ticker_symbolhttps://en.wikipedia.org/wiki/NASDAQhttp://www.nasdaq.com/symbol/msfthttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/NASDAQ-100https://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Softwarehttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Computer_hardwarehttps://en.wikipedia.org/wiki/Albuquerque,_New_Mexicohttps://en.wikipedia.org/wiki/New_Mexicohttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Microsoft_Redmond_Campushttps://en.wikipedia.org/wiki/Microsoft_Redmond_Campushttps://en.wikipedia.org/wiki/Redmond,_Washingtonhttps://en.wikipedia.org/wiki/Public_companyhttps://en.wikipedia.org/wiki/Ticker_symbolhttps://en.wikipedia.org/wiki/NASDAQhttp://www.nasdaq.com/symbol/msfthttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/NASDAQ-100https://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Softwarehttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Computer_hardwarehttps://en.wikipedia.org/wiki/Albuquerque,_New_Mexicohttps://en.wikipedia.org/wiki/New_Mexicohttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Microsoft_Redmond_Campushttps://en.wikipedia.org/wiki/Redmond,_Washingtonhttps://en.wikipedia.org/wiki/Types_of_business_entity


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Are4 er9e# Gorldide

e$ peope

Oohn G# ,hompson (*hairman)

Satya @adella (*8)

Bill !ates (founder2

technolo%yAdvisor)

Brad Smith (/resident)

Pro#uct

Gindos

ffice

Servers

S$ype

isual Studio

.ynamics

A3ure

Pbo1 Surface

"obile

Ser9"ce"S@

Bin%

ne .rive

"S.@

utloo$#com

,ech@et

Pbo1 Hive

46

https://en.wikipedia.org/wiki/John_W._Thompsonhttps://en.wikipedia.org/wiki/Satya_Nadellahttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/MSNhttps://en.wikipedia.org/wiki/Binghttps://en.wikipedia.org/wiki/OneDrivehttps://en.wikipedia.org/wiki/Microsoft_Developer_Networkhttps://en.wikipedia.org/wiki/Outlook.comhttps://en.wikipedia.org/wiki/Microsoft_TechNethttps://en.wikipedia.org/wiki/Xbox_Livehttps://en.wikipedia.org/wiki/John_W._Thompsonhttps://en.wikipedia.org/wiki/Satya_Nadellahttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/MSNhttps://en.wikipedia.org/wiki/Binghttps://en.wikipedia.org/wiki/OneDrivehttps://en.wikipedia.org/wiki/Microsoft_Developer_Networkhttps://en.wikipedia.org/wiki/Outlook.comhttps://en.wikipedia.org/wiki/Microsoft_TechNethttps://en.wikipedia.org/wiki/Xbox_Livehttps://en.wikipedia.org/wiki/Xbox_Live


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Re9enue S F#NE billion (C0N)

Oper4t"n7

"nco!e

• S E#6 billion (C0N)

Net "nco!eS C# billion (C0N)

Tot4 4et • S D6#CC billion (C0N)

Tot4 eFu"t$ • S E0#0E billion (C0N)

Nu!er o8

e!po$ee

E2NE4 ("arch C0N)

Su"#"4r"eHist of "icrosoft subsidiaries

e"te #microsoft#com

NTRO+*TON O& T.E *OMPAN

M"croo8t *orpor4t"on(commonly referred to as M"croo8t) is an American

multinational technolo%y company headquartered in Redmond2 Gashin%ton2 that

develops2 manufactures2 licenses2 supports and sells computer softare2 consumer

electronics and personal computers and services# 'ts best $non softare products are

the "icrosoft Gindos line of operatin% systems2 "icrosoft ffice suite2 and 'nternet

81plorer and 8d%e eb brosers# 'ts fla%ship hardare products are the Pbo1 %ame

consoles and the "icrosoft Surface tablet lineup# 't is the orld7s lar%est softare ma$er

by revenue2 and one of the orld7s most valuable companies#

"icrosoft as founded by /aul Allen and Bill !ates on April 42 DN2 to develop and sell

BAS'* interpreters for Altair EE00# 't rose to dominate the personal computer operatin%

system mar$et ith "S&.S in the mid&E0s2 folloed by "icrosoft Gindos# ,he

47

https://en.wikipedia.org/wiki/United_States_dollarhttps://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttps://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttps://en.wikipedia.org/wiki/Net_incomehttps://en.wikipedia.org/wiki/Assethttps://en.wikipedia.org/wiki/Equity_(finance)https://en.wikipedia.org/wiki/Subsidiaryhttps://en.wikipedia.org/wiki/List_of_mergers_and_acquisitions_by_Microsofthttps://www.microsoft.com/https://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Technology_companyhttps://en.wikipedia.org/wiki/Redmond,_Washingtonhttps://en.wikipedia.org/wiki/Washington_(state)https://en.wikipedia.org/wiki/Computer_softwarehttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Personal_computershttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/Operating_systemshttps://en.wikipedia.org/wiki/Microsoft_Officehttps://en.wikipedia.org/wiki/Office_suitehttps://en.wikipedia.org/wiki/Internet_Explorerhttps://en.wikipedia.org/wiki/Internet_Explorerhttps://en.wikipedia.org/wiki/Microsoft_Edgehttps://en.wikipedia.org/wiki/Web_browserhttps://en.wikipedia.org/wiki/Xboxhttps://en.wikipedia.org/wiki/Microsoft_Surfacehttps://en.wikipedia.org/wiki/List_of_the_largest_software_companieshttps://en.wikipedia.org/wiki/List_of_corporations_by_market_capitalizationhttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/BASIChttps://en.wikipedia.org/wiki/Interpreter_(computer_software)https://en.wikipedia.org/wiki/Altair_8800https://en.wikipedia.org/wiki/Personal_computerhttps://en.wikipedia.org/wiki/Operating_systemhttps://en.wikipedia.org/wiki/Operating_systemhttps://en.wikipedia.org/wiki/MS-DOShttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/United_States_dollarhttps://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttps://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttps://en.wikipedia.org/wiki/Net_incomehttps://en.wikipedia.org/wiki/Assethttps://en.wikipedia.org/wiki/Equity_(finance)https://en.wikipedia.org/wiki/Subsidiaryhttps://en.wikipedia.org/wiki/List_of_mergers_and_acquisitions_by_Microsofthttps://www.microsoft.com/https://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Technology_companyhttps://en.wikipedia.org/wiki/Redmond,_Washingtonhttps://en.wikipedia.org/wiki/Washington_(state)https://en.wikipedia.org/wiki/Computer_softwarehttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Consumer_electronicshttps://en.wikipedia.org/wiki/Personal_computershttps://en.wikipedia.org/wiki/Microsoft_Windowshttps://en.wikipedia.org/wiki/Operating_systemshttps://en.wikipedia.org/wiki/Microsoft_Officehttps://en.wikipedia.org/wiki/Office_suitehttps://en.wikipedia.org/wiki/Internet_Explorerhttps://en.wikipedia.org/wiki/Internet_Explorerhttps://en.wikipedia.org/wiki/Microsoft_Edgehttps://en.wikipedia.org/wiki/Web_browserhttps://en.wikipedia.org/wiki/Xboxhttps://en.wikipedia.org/wiki/Microsoft_Surfacehttps://en.wikipedia.org/wiki/List_of_the_largest_software_companieshttps://en.wikipedia.org/wiki/List_of_corporations_by_market_capitalizationhttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/BASIChttps://en.wikipedia.org/wiki/Interpreter_(computer_software)https://en.wikipedia.org/wiki/Altair_8800https://en.wikipedia.org/wiki/Personal_computerhttps://en.wikipedia.org/wiki/Operating_systemhttps://en.wikipedia.org/wiki/Operating_systemhttps://en.wikipedia.org/wiki/MS-DOShttps://en.wikipedia.org/wiki/Microsoft_Windows


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company7s E6 initial public offerin%2 and subsequent rise in its share price2 created

three billionaires and an estimated C2000 millionaires amon% "icrosoft employees#

Since the 0s2 it has increasin%ly diversified from the operatin% system mar$et and

has made a number of corporate acquisitions# 'n "ay C02 "icrosoft acquired S$ype

,echnolo%ies for E#N billion in its lar%est acquisition to date#

As of C0N2 "icrosoft is mar$et dominant in both the 'B" /*&compatible operatin%

system (hile it lost the majority of the overall operatin% system mar$et to Android) and

office softare suite mar$ets (the latter ith "icrosoft ffice)# ,he company also

produces a ide ran%e of other softare for des$tops and servers2 and is active in

areas includin% 'nternet search (ith Bin%)2 the video %ame industry (ith the Pbo12

Pbo1 F60 and Pbo1 ne consoles)2 the di%ital services mar$et (throu%h "S@)2 andmobile phones (via the operatin% systems of @o$ia7s former phones and Gindos

/hone S)# 'n Oune C0C2 "icrosoft entered the personal computer production mar$et

for the first time2 ith the launch of the "icrosoft Surface2 a line of tablet computers#

Gith the acquisition of @o$ia7s devices and services division to form "icrosoft "obile

y2 the company re&entered the Smartphone hardare mar$et2 after its previous

attempt2 "icrosoft ?in2 hich resulted from their acquisition of .an%er 'nc#

48

https://en.wikipedia.org/wiki/Initial_public_offeringhttps://en.wikipedia.org/wiki/List_of_mergers_and_acquisitions_by_Microsofthttps://en.wikipedia.org/wiki/Skype_Technologieshttps://en.wikipedia.org/wiki/Skype_Technologieshttps://en.wikipedia.org/wiki/IBM_PC-compatiblehttps://en.wikipedia.org/wiki/Android_(operating_system)https://en.wikipedia.org/wiki/Office_software_suitehttps://en.wikipedia.org/wiki/Microsoft_Officehttps://en.wikipedia.org/wiki/Web_search_enginehttps://en.wikipedia.org/wiki/Binghttps://en.wikipedia.org/wiki/Video_game_industryhttps://en.wikipedia.org/wiki/Xbox_(console)https://en.wikipedia.org/wiki/Xbox_360https://en.wikipedia.org/wiki/Xbox_Onehttps://en.wikipedia.org/wiki/Xbox_Onehttps://en.wikipedia.org/wiki/MSNhttps://en.wikipedia.org/wiki/Windows_Phonehttps://en.wikipedia.org/wiki/Windows_Phonehttps://en.wikipedia.org/wiki/Microsoft_Surfacehttps://en.wikipedia.org/wiki/Tablet_computerhttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/Microsoft_Kinhttps://en.wikipedia.org/wiki/Danger_(company)https://en.wikipedia.org/wiki/Initial_public_offeringhttps://en.wikipedia.org/wiki/List_of_mergers_and_acquisitions_by_Microsofthttps://en.wikipedia.org/wiki/Skype_Technologieshttps://en.wikipedia.org/wiki/Skype_Technologieshttps://en.wikipedia.org/wiki/IBM_PC-compatiblehttps://en.wikipedia.org/wiki/Android_(operating_system)https://en.wikipedia.org/wiki/Office_software_suitehttps://en.wikipedia.org/wiki/Microsoft_Officehttps://en.wikipedia.org/wiki/Web_search_enginehttps://en.wikipedia.org/wiki/Binghttps://en.wikipedia.org/wiki/Video_game_industryhttps://en.wikipedia.org/wiki/Xbox_(console)https://en.wikipedia.org/wiki/Xbox_360https://en.wikipedia.org/wiki/Xbox_Onehttps://en.wikipedia.org/wiki/MSNhttps://en.wikipedia.org/wiki/Windows_Phonehttps://en.wikipedia.org/wiki/Windows_Phonehttps://en.wikipedia.org/wiki/Microsoft_Surfacehttps://en.wikipedia.org/wiki/Tablet_computerhttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/Microsoft_Mobilehttps://en.wikipedia.org/wiki/Microsoft_Kinhttps://en.wikipedia.org/wiki/Danger_(company)


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."tor$

1@>2?:% &oun#"n7 4n# co!p4n$ e7"nn"n7

/aul Allen and Bill !ates on ctober 2 E2 in a sea of /*s after si%nin% a essential

contract# 'B" called "icrosoft in Ouly E0 inquirin% about pro%rammin% lan%ua%es for

its upcomin% /* line after failed ne%otiations ith another company9 'B" %ave "icrosoft

a contract to develop the S for the ne line of /*s#

49

https://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Programming_languagehttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Programming_language


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/aul Allen and Bill !ates2 childhood friends ith a passion for computer pro%rammin%2

sou%ht to ma$e a successful business utili3in% their shared s$ills# 'n DC they founded

their first company2 named ,raf&&.ata2 hich offered a rudimentary computer that

trac$ed and analy3ed automobile traffic data# Allen ent on to pursue a de%ree in

computer science at Gashin%ton State niversity2 later droppin% out of school to or$ at

oneyell# !ates be%an studies at arvard# ,he Oanuary DN issue of popular

electronics2 hich Allen bou%ht at ut of ,on @es2 featured "icro 'nstrumentation

and ,elemetry Systems7s ("',S) Altair EE00 microcomputer # Allen su%%ested that they

could pro%ram a BAS'* interpreter for the device9 after a call from !ates claimin% to

have a or$in% interpreter2 "',S requested a demonstration# Since they didn7t actually

have one2 Allen or$ed on a simulator for the Altair hile !ates developed the

interpreter# Althou%h they developed the interpreter on a simulator and not the actual

device2 the interpreter or$ed flalessly hen they demonstrated the interpreter to

"',S in Albuquerque2 @e "e1ico in "arch DN9 "',S a%reed to distribute it2

mar$etin% it as Altair BAS'* ,hey officially established "icrosoft on April 42 DN2 ith

!ates as the *8# Allen came up ith the ori%inal name of >"icro&Soft2> as recounted

in a N ;ortune ma%a3ine article# 'n Au%ust DD the company formed an a%reement

ith AS*'' "a%a3ine in Oapan2 resultin% in its first international office2 > AS*'' "icrosoft>#

,he company moved to a ne home in Bellevue2 Gashin%ton in Oanuary D#

"icrosoft entered the S business in E0 ith its on version of ni12 called Peni1#

oever2 it as "S&.S that solidified the company7s dominance# After ne%otiations

ith .i%ital Research failed2 'B" aarded a contract to "icrosoft in @ovember E0 to

provide a version of the */=" S2 hich as set to be used in the upcomin% 'B"

/ersonal *omputer ('B" /*)# ;or this deal2 "icrosoft purchased a */=" clone called

E6&.S from Seattle *omputer /roducts2 brandin% it as "S&.S2 hich 'B"

rebranded to /* .S# ;olloin% the release of the 'B" /* in Au%ust E2 "icrosoft

retained onership of "S&.S# Since 'B" copyri%hted the 'B" /* B'S2 other

companies had to reverse en%ineer it in order for non&'B" hardare to run as 'B" /*

compatibles2 but no such restriction applied to the operatin% systems# .ue to various

factors2 such as "S&.S7s available softare selection2 "icrosoft eventually became

50

https://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Computer_programminghttps://en.wikipedia.org/wiki/Businesshttps://en.wikipedia.org/wiki/Traf-O-Datahttps://en.wikipedia.org/wiki/Honeywellhttps://en.wikipedia.org/wiki/Out_of_Town_Newshttps://en.wikipedia.org/wiki/Micro_Instrumentation_and_Telemetry_Systemshttps://en.wikipedia.org/wiki/Micro_Instrumentation_and_Telemetry_Systemshttps://en.wikipedia.org/wiki/Micro_Instrumentation_and_Telemetry_Systemshttps://en.wikipedia.org/wiki/Altair_8800https://en.wikipedia.org/wiki/Microcomputerhttps://en.wikipedia.org/wiki/BASIChttps://en.wikipedia.org/wiki/Interpreter_(computing)https://en.wikipedia.org/wiki/Simulationhttps://en.wikipedia.org/wiki/Albuquerquehttps://en.wikipedia.org/wiki/Altair_BASIChttps://en.wikipedia.org/wiki/Altair_BASIChttps://en.wikipedia.org/wiki/Chief_executive_officerhttps://en.wikipedia.org/wiki/ASCII_(company)https://en.wikipedia.org/wiki/Bellevue,_Washingtonhttps://en.wikipedia.org/wiki/Unixhttps://en.wikipedia.org/wiki/Xenixhttps://en.wikipedia.org/wiki/MS-DOShttps://en.wikipedia.org/wiki/Digital_Researchhttps://en.wikipedia.org/wiki/Digital_Researchhttps://en.wikipedia.org/wiki/International_Business_Machineshttps://en.wikipedia.org/wiki/CP/Mhttps://en.wikipedia.org/wiki/IBM_Personal_Computerhttps://en.wikipedia.org/wiki/IBM_Personal_Computerhttps://en.wikipedia.org/wiki/86-DOShttps://en.wikipedia.org/wiki/Seattle_Computer_Productshttps://en.wikipedia.org/wiki/PC_DOShttps://en.wikipedia.org/wiki/Copyrighthttps://en.wikipedia.org/wiki/BIOShttps://en.wikipedia.org/wiki/Reverse_engineeringhttps://en.wikipedia.org/wiki/IBM_PC_compatiblehttps://en.wikipedia.org/wiki/IBM_PC_compatiblehttps://en.wikipedia.org/wiki/Paul_Allenhttps://en.wikipedia.org/wiki/Bill_Gateshttps://en.wikipedia.org/wiki/Computer_programminghttps://en.wikipedia.org/wiki/Businesshttps://en.wikipedia.org/wiki/Traf-O-Datahttps://en.wikipedia.org/wiki/Honeywellhttps://en.wikipedia.org/wiki/Out_of_Town_Newshttps://en.wikipedia.org/wiki/Micro_Instrumentation_and_Telemetry_Systemshttps://en.wikipedia.org/wiki/Micro_Instrumentation_and_Telemetry_Systemshttps://en.wikipedia.org/wiki/Altair_8800https://en.wikipedia.org/wiki/Microcomputerhttps://en.wikipedia.org/wiki/BASIChttps://en.wikipedia.org/wiki/Interpreter_(computing)https://en.wikipedia.org/wiki/Simulationhttps://en.wikipedia.org/wiki/Albuquerquehttps://en.wikipedia.org/wiki/Altair_BASIChttps://en.wikipedia.org/wiki/Chief_executive_officerhttps://en.wikipedia.org/wiki/ASCII_(company)https://en.wikipedia.org/wiki/Bellevue,_Washingtonhttps://en.wikipedia.org/wiki/Unixhttps://en.wikipedia.org/wiki/Xenixhttps://en.wikipedia.org/wiki/MS-DOShttps://en.wikipedia.org/wiki/Digital_Researchhttps://en.wikipedia.org/wiki/International_Business_Machineshttps://en.wikipedia.org/wiki/CP/Mhttps://en.wikipedia.org/wiki/IBM_Personal_Computerhttps://en.wikipedia.org/wiki/IBM_Personal_Computerhttps://en.wikipedia.org/wiki/86-DOShttps://en.wikipedia.org/wiki/Seattle_Computer_Productshttps://en.wikipedia.org/wiki/PC_DOShttps://en.wikipedia.org/wiki/Copyrighthttps://en.wikipedia.org/wiki/BIOShttps://en.wikipedia.org/wiki/Reverse_engineeringhttps://en.wikipedia.org/wiki/IBM_PC_compatiblehttps://en.wikipedia.org/wiki/IBM_PC_compatible


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the leadin% /* operatin% systems vendor ,he company e1panded into ne mar$ets

ith the release of the Microsoft Mouse in EF2 as ell as ith a publishin% division

named "icrosoft /ress# /aul Allen resi%ned from "icrosoft in EF after developin%

od%$in7s disease#

1@?:@:% "n#oC 4n# O88"ce

Ghile jointly developin% a ne S ith 'B" in E42 S=C2 "icrosoft released "icrosoft

Gindos2 a %raphical e1tension for "S&.S2 on @ovember C02 EN# "icrosoft moved

its headquarters to Redmond on ;ebruary C62 E62 and on "arch F the company

ent public the ensuin% rise in the stoc$ ould ma$e an estimated four billionaires and

C2000 millionaires from "icrosoft employees# .ue to the partnership ith 'B"2 in 0

the ;ederal ,rade *ommission set its eye on "icrosoft for possible collusion9 it mar$ed

the be%innin% of over a decade of le%al clashes ith the #S# !overnment# "icrosoft

released its version of S=C to ori%inal equipment manufacturers (8"s) on April C2

ED9 meanhile2 the company as at or$ on a FC&bit S2 "icrosoft Gindos @,2

usin% ideas from S=C9 it shipped on Ouly C2 F2 ith a ne modular $ernel and the

GinFC application pro%rammin% interface (A/')2 ma$in% portin% from 6&bit ("S&.S&

based) Gindos easier# nce "icrosoft informed 'B" of @,2 the S=C partnership

deteriorated#

'n 02 "icrosoft introduced its office suite2 "icrosoft ffice# ,he softare bundled

separate office productivity applications2 such as "icrosoft Gord and "icrosoft 81cel#

n "ay CC "icrosoft launched Gindos F#0 ith a streamlined user interface %raphics

and improved protected mode capability for the 'ntel FE6 processor# Both ffice and

Gindos became dominant in their respective areas# @ovell2 a Gord competitor from

E4


52/90

licenses# nder a per processor license2 an 8" pays "icrosoft a royalty for each

computer it sells containin% a particular microprocessor2 hether the 8" sells the

computer ith a "icrosoft operatin% system or a non&"icrosoft operatin% system# 'n

effect2 the royalty payment to "icrosoft hen no "icrosoft product is bein% used acts as

a penalty2 or ta12 on the 8"7s use of a competin% /* operatin% system# Since EE2

"icrosoft7s use of per processor licenses has increased#>

1@@5200>% nternet 4n# t=e ;2-"t er4

;olloin% Bill !ates7s internal >'nternet ,idal Gave memo> on "ay C62 N2 "icrosoft

be%an to redefine its offerin%s and e1pand its product line into computer netor$in% and

the Gorld Gide Geb# ,he company released Gindos N on Au%ust C42 N2 featurin%

pre&emptive multitas$in%2 a completely ne user interface ith a novel start button2 and

FC&bit compatibility9 similar to @,2 it provided the GinFC A/'# Gindos N came bundled

ith the online service "S@ (hich as at first intended to be a competitor to the

'nternet)2 and for 8"s 'nternet 81plorer 2 a eb broser # 'nternet 81plorer as not

bundled ith the retail Gindos N bo1es because the bo1es ere printed before the

team finished the eb broser2 and instead as included in the Gindos N /lus

/ac$# Branchin% out into ne mar$ets in 62 "icrosoft and @B* niversal created a

ne C4=D cable nes station2 "S@B*# "icrosoft created Gindos *8 #02 a ne S

desi%ned for devices ith lo memory and other constraints2 such as personal di%ital

assistants#T 'n ctober D2 the Oustice .epartment filed a motion in the ;ederal

.istrict *ourt2 statin% that "icrosoft violated an a%reement si%ned in 4 and as$ed

the court to stop the bundlin% of 'nternet 81plorer ith Gindos#

'n 62 "icrosoft released Gindos *82 a version of the operatin% system meant for

personal di%ital assistants and other tiny computers#

Bill !ates handed over the *8 position on Oanuary F2 C0002 to Steve Ballmer 2 an old

colle%e friend of !ates and employee of the company since E02 creatin% a ne

position for himself as *hief Sof

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