Sexual Identity And Adolescent Development Essay - 1464 Words

Acquiring a sexual identity is very important and critical to the development of adolescents. While neither sexual or gender identity has anything to do with an individuals’ physical anatomy itself, both have separate, individual meanings. According to genderspectrum.org, gender identity is a reflection and realization of â€Å"one’s internal sense of self as male, female, both or neither†. On the other hand, in regards to sexual identity and adolescents, this involves figuring out whom they find themselves sexually or romantically attracted to. In his article on www.kinseyconfidential.org, titled â€Å"What Is ‘Sexual Identity’? Is It The Same As Sexual Orientation?†, Dr. Eric Grollman defines sexual identity as â€Å"the label that people adopt to signify to others who they are as a sexual being, particularly regarding sexual orientation† (2010). This paper will discuss the topic of sexual identity in adolescent development, along wit h how that aspect of development extends and pertains to non-majority adolescents in the United States as well. Aerika Brittian uses the developmental systems perspective to study and further learn more the identity of African American adolescents. The developmental systems theoretical (DTS) model states that an individual is a part of a ‘multilevel ecology of human development’. The individual and their environment have a complex relationship that is linked to elements of biological, psychological, cultural, historical, and social components (Brittian,Show MoreRelatedThe Role Of Self Identity For Adolescents939 Words   |  4 Pagesclassified as one of the most challenging and significant stage during life transition. In this phrase, the individuals not only developing physical and sexual maturation but also experiencing the development of identity and transitions into social and economic independence (WHO, 2014). This essay will discuss the different concept of self- identity for adolescents, the important predictable and unpredictable elements during the transition, as well as the nurses’ role in relation to adolescence care. AccordingRead MoreIntroduction And Statement Of The Problem1161 Words   |  5 PagesIntroduction and Statement of the Problem Rejection. Death. Hatred. These are the consequences lesbian, gay, bisexual and transgender adolescent individuals face as members who are a part of parentally unaccepted families. In America, approximately 3.4% of adolescent individuals identify as homosexual. The breakdown of this population included 1.6% who identify as gay or straight, 0.7% who identify as bisexual, and 1.1% who don’t identify within those standards (Ward, Dahlhamer, Galinsky JostliRead MoreSexuality and the development of a sexual selfhood is a development that can occur during900 Words   |  4 Pagesand the development of a sexual selfhood is a development that can occur during adolescence. While this categorical event may be universal, how it is experienced is unique based on personal, social, and contextual reasons. This development arises from an intertwining of physiological and psychological processes and is tightly related to identity. Historically, research on sexuality has been driven by a public health agenda, which is overshadowed by moral panic and bad outcomes of adolescent sexualityRead MoreAdolescence Development : The Growth Of A Child Occurs After Childhood995 Words   |  4 PagesAdolescence Development Adolescence development is the period where the growth of a child occurs after childhood and before adulthood. The ages are from 12 to 18 years. This period is one of the most crucial times in an adolescent life. They experience serious changes such as physical, sexual maturation, social and economic independence, development of identity and the skills needed to have adult relationships and roles during this time. While this period is a time of tremendous growth and developmentRead MoreAdolescence, in modern society is the transition from childhood to adulthood. Known as a time of600 Words   |  3 Pagesand socio emotionally changed young adult. The physical development in adolescence In trying to discuss adolescence, most adult tend to confuse the terms adolescence and puberty, and use them synonymously. However, puberty refers to the physiological changes involved in the sexual maturation of a child. Puberty is triggered by hormonal changes, which may affect moods and behavior. During this process, both boys and girls undergo an adolescent growth spurt that typically begins about two years earlierRead MoreAge Groups And The Lifecycle1432 Words   |  6 Pagesearly years of development. For example, the newborn is either a boy or a girl and this predisposes children to gender specific ideologies. Gender revealing parties and baby showers are notorious for continuing traditional societal viewpoints of binary assumptions – girl or boy. Gender roles are established at an early age and children learn from their parents and caretakers of what is â€Å"right and wrong† in behaviors and preferences for specific genders. However, for children who are sexual minoritiesRead MoreCommunication Between African American Mothers and Their Daughters1740 Words   |  7 PagesAfrican American Mothers and Their Daughters Introduction A girls communication and relationship with her mother are influential to her development and well-being. Communication between mother and daughter entails sending, receiving and comprehending each other intended message. According to Belgrave (2009), majority of girls report positive relationships with their mothers. Most girls learn from their mothers. This is because mothers teach and socialize with their daughters regarding any facetRead MoreUnderstanding Human Behavior Is Filled With Information Based On Social Development776 Words   |  4 PagesChapter Eight of our textbook, Understanding Human Behavior was filled with information based on â€Å"Social Development in Adolescence†. In this chapter I found it entirely fascinating, in addition to being full of multiple fragments of the social transformations and obstacles that an adolescent faces. Adolescences go through a lot of changes, not only physically, but also psychologically, and socially. These changes are nev er experienced the same from one person to another, but there can be commonRead MoreComparing Adolescents And Early Adulthood1432 Words   |  6 Pages Adolescents and Early Adulthood: Comparing Adolescents from Early Adulthood During the stages of adolescents and early adulthood there are very many various models we can look at to give us the answers of how our mind works during those stages. One of the models we can look at is the Cognitive Development model. For adolescents, they gain different many new mental tools because of a very dramatic shift from concrete to abstract thinking. Adolescents now can now analyze very different situationsRead MoreAdolescent And Their Concept Of Self1584 Words   |  7 Pagesadulthood. It is during this time, between 12 and 18 years of age, when dynamic changes occur. Adolescents not only experience profound physical change during this period – they also undergo a revolution in the way they think. This essay focuses on the adolescent and their concept of self, with a discussion of the predictable and unpredictable events that they are known to face. Although each adolescent will mature according to their own unique timetable. The following sections will more th oroughly

Pros And Cons Of War On Drugs - 889 Words

War on Drugs Introduction In 1971, President Nixon created the Comprehensive Drug Abuse Prevention and Control Act of 1970 commonly known as the War on Drugs. The war on drugs was implemented to combat production, distribution, and consumption of illegal drugs (Olaya Angel, 2017). In 2007, law enforcement officers made approximately two million drug arrests in the United States (Potter, 2014). Supporters state that the war on drugs was successful because it lowered some drug users in the United States, created a deterrence in crime, as well as it provided stability in areas that were volatile and impoverished. On the other hand, critics of the war on drugs argue that the war on drugs did not diminish crime instead it created an†¦show more content†¦Lastly, the war on drugs has implemented stability in various communities which contributes to the betterment of society overall. A drug-free area or population is possible due to the lack of drugs and the increased difficulty in obtaining illegal drugs ( 9 Important Pros and Cons of the War on Drugs, 2017). The war on drugs spawned programs such as D.A.R.E that helped thousands of schools in America and 52 other countries by addressing drugs, violence, bullying, Internet safety, and different high-risk circumstances (D.A.R.E. America, n.d.). The war on drugs became a joint project between various communities and the government to combat drugs and its consequences. Disadvantages of the War on Drugs On the other hand, critics of the war on drugs argue that the war on drugs did not diminish crime instead it created an international drug enterprise. In addition, critics would debate the misallocation of resources and funds, and it leads to an increase of crime and overcrowded prisons. The war on drugs was instituted to decrease the use of illegal drugs and stop them from circulating throughout the United States. Critics would argue that the opposite occurred since drugs became more available thus transcending into an international enterprise (Addiction.com Staff, 2014). The U.S. federal government spent over $7 billion spent annually towards arresting and prosecuting people for marijuana offenses in 2005. Regulating drugs of regulating drugs, byShow MoreRelatedThe Prison System And The Jail System1352 Words   |  6 Pagespolitical action memo that I will be discussing is about the jail system. First, I will define the jail system, and what this system can do for the citizens. Second address the cons and pros about the jail system by illustrating the topic into main bullet points. Third, voice my thoughts about the jail system with adding pros and cons to a political action I should address, and concluding which action I am going to take to further y concern abou t the jail system. When hearing about the jail system, thisRead MoreProp 19 Pros and Cons Essay594 Words   |  3 PagesTheir are many pros to prop 19 as well as cons. I believe the pros out weight the cons. Some of the pros would be a common sense control of marijuana, it will help stop wasting taxpayer dollars on failed marijuana prohibition. Controls and taxes marijuana like alcohol, and will only be available to adults. Adds criminal penalties for giving i to anyone under 21 years of age. weakens drug cartel and enforces road and workplace safety. It will generate billions in revenue, and save tax payers moneyRead MoreMilitary Involvement Of The United States And Mexican Border1579 Words   |  7 Pagesinvolvement and many are in its favor. This paper will discuss reasons why military involvement is vital in the protection of the United States-Mexican border. The border between The United States and Mexico has been the routes used for trafficking drugs, illegal immigrants and the entry points for terrorists In our past history, The United States Customs and border officials have been focused on relatively common matters of enforcing laws regarding trade and immigration, watching over agricultureRead MoreIs There A War On Drugs?949 Words   |  4 PagesSom Altena Ms. Van dyke Sun Nov, 30 Persuasive essay Is this really a war on drugs? Is this really a war on drugs? Many people believe that cannabis became illegal because of scientific and medical and governmental examinations that prove that this substance is dangerous. Cannabis became illegal because of racism in the 1900s. People tied this drug to African Americans and Hispanics. They said that this substance made people have violent attributes. There also was a man named Harry J. Anslinger;Read MoreRadio Frequency Identification For The Cosmetics Industry1463 Words   |  6 Pagestransponder) during World War II to tell their planes from those of the Luftwaffe. (RFID 2005). This paper is a very brief review of literature about RFID and its pros and cons with respect to the cosmetics industry. Methodology I input the search term RFID into a journal database and got thousands of hits—that s too many to be useful, so I added a limiter: RFID cosmetics. This came back with only a handful, which I m using in this paper. I also input RFID pros cons and got a few moreRead MoreAnalysis Of Tim O Brien s The Things They Carried Essay1574 Words   |  7 Pages Tj Perry Damian Anderson Josh Bohn English Period 7 12/4/14 Mr. Baxtor (Tj Perry): Host Sergeant Wilson (Damian Anderson): Con John Bender History Teacher (Joshua Bohn):Pro To Ban or not to Ban : The Things They Carried Host: Hello and welcome to ban or not to ban, where the nations most exciting topics are discussed between opposing parties. Today we re debating whether or not to ban â€Å"Tim O Brien s novel The Things They Carried. In this book author Tim O’BrienRead MorePros And Cons Of Gambling1282 Words   |  6 PagesPros/Cons of Gambling Gambling definition- â€Å"The betting or staking of something of value, with consciousness of risk and hope of gain, on the outcome of a game, a contest, or an uncertain event whose result may be determined by chance or accident or have an unexpected result by reason of the bettor’s miscalculation.† Some gambling games are craps, roulette, baccarat, blackjack, and trente et quarante. Some of the things people bet on are horse racing, dog racing, and dog and rat fights. CasinosRead MoreLegalization of Drugs and Crime Reduction. Essay836 Words   |  4 Pages Drugs are a very strong controversy and people have such strong opinions about whether or not they should be legal or not. I don’t have a strong opinion on this topic, I am easily swayed to either side. For the most part though, I think that they should be legalized because people already do them anyways and will continue to do them. If they were legal then the government could regulate their usage and sal e then the government was receiving the profits rather that the drug dealers. The top 5 drugsRead MoreMarijuana: Drug or Cure? Essay1191 Words   |  5 PagesSubstances Act the Federal Government officially classified marijuana as a schedule 1 drug with no real accepted medicinal use at the time (History of Marijuana). As the capabilities of science have progressed over time more and more scientific challenges have bombarded this decision so that more tangible research can be garnered from this plant. The earliest known mention of marijuana as a recreational drug came from the writings of the Chinese Emperor Shen Nung in 2737 B.C. (History of Marijuana)Read MoreCapitalism : The Great Depression848 Words   |  4 Pageswhere the mass crowd complain about how the big business are buying the smaller ones but just doesn’t grasp the idea that all this is happening because of the consumers themselves. Within a system just as there is pros there are also cons, cons that are costly in the end. One of the biggest cons that capitalism promote is wealth inequ ality. Wealth can be inherited, so some people can be rich just due to luck of their ancestors. The others that are not so lucky has to work hard for their earnings. So this

Talent Management Free Essays

The purpose of any successful talent agency is to find employment for actors, authors, film directors, musicians, models, producers, professional athletes, and the like. As such, it is essential for every successful talent agency to employ a staff that is both proficient enough and large enough to handle a steady influx of clients in many different areas of the entertainment business. At hand is the fictional talent company, Talent Company Y, which employs a workforce of 200 individuals, with 20 of these individuals identified as leaders who are capable of heading divisions of the company and/or projects and initiatives. We will write a custom essay sample on Talent Management or any similar topic only for you Order Now In understanding the size of the company at hand as well as the many different areas of talent with which these individuals will deal, it is essential that Talent Company Y derives a management strategy that is able to encompass the entire talent requirements of the organization. Research has found that over the past generation, talent management practices, especially in the United States, have been by far large and dysfunctional (Capelli, 2008). As such, it is essential that the goal of Talent Company Y is to streamline the admission process as well as the maintenance of clients one processed into the company. Despite all that is known about the importance of developing talent, and despite the great sums of money dedicated to supporting the management of talent in such companies, a significant oversight occurs in the overall management of individual clients (Scott-Jackson, 2008). As such, it is essential that once a client is accepted into the agency, having been passed by one of the 20 recognized leaders within the company, he or she remains under the watchful eye of this respective leader, despite the interactions he or she will have with the remaining members of the company. In instilling this oversight by upper-level management, one can better control the standards of excellence set in place within the company. Criteria#2 A successful management company cannot be run without certain key components of talent management, including identifying, assessing and developing talent within the agency. Certainly, many individuals who have been linked to talent agencies throughout the world had simply â€Å"that certain something† which was needed to get a foot in the door within the industry. However, in order to prove a viable investment, an individual must prove that they willing to follow the direction of the agency in order to further his or her career in the manner that he or she and the talent agency see fit. As no individual’s career is made overnight, talent within the company must be consistently monitored and reviewed in order to interpret whether or not the individual under contract will continue to be a viable asset to the company. While the initial â€Å"something† that allows a talent agent to identify and assess the talent at hand, in terms long-term retaining by the company, money becomes a large factor. Talent Company Y, as with any successful company, must be able to turn a profit on the talent the recruit. The right talent must be placed in the right roles in order for success (Cohn, 2005). As such, while the company may pay out of pocket to develop its talent and hone their skills, in the end, overall profit must overtake costs in order for the retaining of a client to be considered reasonable. Criteria #3 Talent management is the key to developing competitive management for an organization. All organizations, whether in the public or private sector, aim to achieve strategic objectives which require a clear understanding and linkage between these strategic goals and the key capabilities required for this achievement (Scott-Jackson, 2008). Such is true significantly in the field of talent management. All talent managers view a client as a means to eventual success in a certain field of entertainment. However, it is in how these clients are managed and which projects these clients are allowed to take which bring success and an ultimate competitive advantage for the talent company at hand. Such a competitive advantage is found through management’s ability to gauge the success and profitability of a project before committing a member of the talent to it. Additionally, an organization and its management must always keep a watchful eye of the status of its rival competition. Should a company find that a rival has achieved great status and wealth from its dealings in a certain area and with a certain type of talent, that company can take a cue from these dealings and set itself in motion to mirror what the successful rival has done without encroaching on the rival’s area of success. Overall, talent management needs to be the focus of a company’s mission, projected as a differentiating strategy capability that can offer real and substantial competitive advantage to the company which utilizes it correctly (Pfeffer, 2006). As such, talent must be viewed as profitable over the long haul rather than marketable in only a limited capacity. Management must be able to gauge which business venture is more profitable: backing talent for a small independent film that will lead to critical acclaim or backing talent in a small role in a large blockbuster film. The longevity of success of each must be weighed in order to determine the most fruitful path of action. Criteria #4 In viewing the inevitable growth of a company, one must understand that the amount of resources that are needed at a smaller level will need to be increased in order to keep profits and standards the same within the company at a later date. For instance, the current workforce of 200 individuals, with 20 representing the roles of leaders, may be able to suitably manage talent and clients at a proficient level. However, should the workforce increase significantly, more individuals would need to step into the realm of leadership in order to keep a successful balance within the company in erms of efficiency and standards of excellence. In this case, focus on long-term profitability is also the key to management success, in that a larger workforce brings with it the need for additional company funds in terms of salary, benefits, company facilities, etc. Should a company’s workforce significantly increase, so too should the company’s facilities and resources, which exist to a llow new workers the ability to handle business in the same manner as workers were able to within a smaller facility. Conclusion As seen, the most effective strategy for a talent agency looking to increase significantly in the future is an overall focus on long-term profitability in terms of clients, talent and projects. Only with significant and sustained success can a company focusing on talent management hope to carve a niche for itself in the field as well as overtake competitors in a manner that leaves the company with sustained status, profits and overall capacity to achieve at a sustainable level. How to cite Talent Management, Papers Talent Management Free Essays string(768) " in an overall scenario of acknowledged need for change Developed individuals enabling breakthrough performance Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals Aligning individual values and vision with organizational values and vision Assessment of talent to profile the level of capacities and set of competencies possessed within the organization Enhancing capacities to learn, think relate and act through development initiatives Helping individuals realize their full potential through learning and development Gap analysis and identification of development path The focus of talent management At the heart of talent management is developing the following intrinsic human capacities: 1\." Table of Contents INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Key Business Processes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. We will write a custom essay sample on Talent Management or any similar topic only for you Order Now . 2 The process of talent management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Talent Management v/s Traditional HR Approach†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 The focus of talent management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Knowledge Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 LITERATURE REVIEW:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 PROBLEM IDENTIFICATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 OBJECTIVES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 NEED OF THE STUDY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. RESEARCH METHODOLOGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 PRIMARY DATA†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 SECONDARY DATA†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 STATISTICAL TOOLS:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 SAMPLING TECHNIQUES:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ANALYSIS:†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. 2 HR PROFESSIONAL†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 EMPLOYEE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 FINDINGS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 HR MAN AGERS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ EMPLOYEES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 RECOMMENDATIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. 2 LIMITATIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Error! Bookmark not defined. ANNEXURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. BIBLIOGRAPHY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 2 INTRODUCTION This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilisation, development and retention, has placed a heavy demand on today’s HR professionals. Today HR is expected to identify potential talent and also comprehend, conceptualise and implement relevant str ategies to contribute effectively to achieve organisational objectives. Hence a serious concern of every HR manager in order to survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organisation. To analyse the reasons, we first need to understand what â€Å"TALENT† means. People have different views and definitions. According to Leigh Branham, vice resident, consulting service at Right Management Consultants and author of the book, â€Å"Keeping People Who Keep You in Business†, a talent is not rare and precious. Everyone has talent – too many to possibly name all. Talent is behavior; things we do more easily than the next person. We speak of â€Å"natural born talent† but those with a gift, knack, ability or flair for something can refine and develop that talent through experience. Talent, however, cannot be taught. As someone once said, â€Å"you can teach a turkey to climb a tree, but it is easier to hire a squirrel†. Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a combination of abilities and attitudes. The real trick is to match the right motivated talents to the right role, individually and collectively, harnessing and harmonizing this crucial attribute to achieve the objectives of your company. Today, companies have become fiercely competitive when it comes to attracting and retaining talent. According to Branham, 75 per cent of the senior executives admit that employee retention is a major concern today, the obvious reason being the ‘increasing rate of turnover’. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms pertaining to attracting and retaining talent. It is an accepted truth that turnover will happen and companies need to device a strategy to curb unprecedented turnover from affecting organisational success. As the Director, HR (Asia) of Bausch Lomb, Mr. P. G. George declares, achieving zero percent turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—more money, better benefits, the appearance of a greener pasture- and this has been a practice from the very beginning. Then, what is it that has really changed? Despite intense competition being the key to market development and success, organisations have failed to identify some of the major reasons which highlight why ‘good performers’ leave. In his study, Branham clearly states that one major reason why people leave their organisation is because of the organisation’s failure to bring about a correlation between pay and erformance. Human Resource experts in the industry believe matching the right blend of talent with the right job profile can lead to superior performance. The present scenario with abundant opportunities has triggered a wave of employees, perpetually â€Å"on the move†, forever seeking better opportunities whenever, wherever and however they can. What is behind the restlessness of these hard to keep employees? By focusing on productivity, organisations are realising that it is imperative to hire employees who can do the job and be successful at it. The organisation no longer wants to just hire to hire, in fact they are striving to find the right people, bring them into the organisation and retain their services. One of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter formulate strategies for acquiring them. As the leading HR heads of the country point out, the solution is not just about finding the correct retention mechanisms , but it starts from the very beginning by devising ways to acquire the right people for the right jobs. Key Business Processes The following matrix appropriately defines key business processes for an organization: Impact Processes Low Business High on customers ImpaLeveraging Support Processes Service Key ct on Processes shar ehol ders T ale nt management is a key business process and like any business process takes inputs and generates output. The process of talent management INPUT OUTPUT Mission Breakthrough Performance Roles Knowledge Strategy Competencies required (Selecting and developing) Structure Vision Tapping the full potential Talent Management v/s Traditional HR Approach Traditional HR systems approach people development from the perspective of developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNAof an organization and also of individual potential. In fact, the following appropriately describes the role of talent management: D Point of Departure N Navigation A Point of Arrival Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation Individual growth to meet and accept varied, incremental and transformational roles in an overall scenario of acknowledged need for change Developed individuals enabling breakthrough performance Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals Aligning individual values and vision with organizational values and vision Assessment of talent to profile the level of capacities and set of competencies possessed within the organization Enhancing capacities to learn, think relate and act through development initiatives Helping individuals realize their full potential through learning and development Gap analysis and identification of development path The focus of talent management At the heart of talent management is developing the following intrinsic human capacities: 1. Capacity to learn (measured as learning quotient LQ) Enhancing an individual’s capacity to learn improves the person’s awareness. It adds to the person’s quest to know more and delve into newer areas. This capacity is developed by holistic education that teaches how to learn, an enabling environment and good mentoring. Capacity to learn comprises of the following: F R I l e n o f t w l r e o c s t p i e †¢ Introspection is the individual’s willingness to look back and learn ability to o c learn from mistakes and identifying areas of improvement. n t †¢ Reflection and contemplation is the individual’s ability to observe his own thoughts, actions and emotions/feelings and using the awareness to improve i further and perform better. o n †¢ Getting into the flow is the individual’s ability to get into a new experience and flow with the experience. It is the person’s child-like ability to derive joy out c of learning. o n 2. Capacity to think (measured as conceptual quotient CQ) t e individual’s quest to know more leads his mind to create images. Enhancing an An m individual’s capacity to think helps the person not only take learning to a higher level p intellect but also improves creativity. Capacity to think comprises of the following: of l J C A a u r n t d e a i g a l o m t y n e i s n v i t i s †¢ Analysis is about asking the right questions and breaking complex things into t simpler elements. †¢ Creativity is about generating new thoughts and breaking the existing patterns of thought. †¢ Judgment requires both. This is what helps an individual take quality decisions. 3. Capacity to relate (measured as relationship quotient RQ) It is important for an individual to be able to relate to his learning and thoughts. This leads the person to be able to relate to other individuals and the envir onment around him. The outcome is indeed a sense of belongingness and an environment of trust at the organizational level and team spirit at the individual level. Capacity to relate comprises of the following: T L E r i m u s p s t a e t n h †¢ Listening is the individual’s ability to listen with warmth and respect. Active i listening is free of biases, evaluation and pre-conceived notions. n z †¢ Empathizing is the ability to put self in someone else’s shoes and getting out of g i one’s own shoes. n †¢ Trust requires a combination of both empathizing and listening. It is about g authenticity, openness and genuineness. 4. Capacity to act (measured as action quotient AQ) Action is how the above three capacities of an individual are manifested. It is the individual’s ability to enact his intentions. Following are components of capacity to act: W I O o m r r p g k l a e n u m i n e z d n i †¢ Organizing refers to the individual’s ability to organize his time and resources e t n so as to enable him to convert intentions into reality. r i g †¢ Implementing means delegating, attention to detail, and focus on the right n process. p g †¢ Perform under pressure means the ability to work under pressure and time r constraints and handle multiple tasks without negative stress. The individual’s values help in discriminating amongst alternatives and act as the s bedrock for decisions. They act as multipliers in enhancing the individual’s capacities, s a u sigma of which reflects the individual’s true talent. r Thus: e (LQ + CQ + RQ + AQ) X Values = Talent Organizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving in dividual and organizational vision. Talent manifests into performance as follows: Talent + Vision/Mission/Strategy + Skills Competencies + Role structure + Opportunity + Encouragement Recognition + Training Development + Coaching + Action Plan Goals + Resources Performance Management System Performance Thus the domain of talent management focuses not only on development of individual’s intrinsic capacities, but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance. The service and consulting areas of talent management that thus emerge are: †¢ †¢ Talent appreciation Potential enhancement †¢ †¢ Acquisition of talent Knowledge management Grow Talent offers services in all the above areas. Grow Talent’s offerings are based on the models discussed above and follow a unique methodology. Talent appreciation (TAPTM) TAPTMservices from Grow Talent are focused on assessing the way individuals learn, think, relate to others, and act. Tap is used to evaluate the capacities, competencies and values of individuals for assessment of potential for career development and succession planning. This is intricately linked to helping organizations map their capacity and competency requirements and then assessing talent to draw up individual development plans. The talent profiling thus done for organizations helps them identify critical competencies to be developed and capacities to be enhanced in order to meet future business requirements and achieve plans. Potential enhancement (PEPTM) The focus of PEPTMis to create learning experiences and solutions for individuals that will help convert their talent into competence. It also involves designing learning events and processes that enhance the potential of individuals. Two intrinsic components of Grow Talent PEPTM are: †¢ Capacity building modules – which focus on enhancing the four capacities of individuals Competence building modules – which focus on specific areas like consulting skills, problem solving, service quality, strategic selling, process designing, interviewing skills, etc. †¢ Acquisition of talent (ACTTM) Grow Talent’s approach to helping organizations acquire talent is based on the following: †¢ †¢ Helping organizations define roles for specific leadership positions based on ‘preferred futures’ and strategy Identifying the competencies required for each of these jobs †¢ †¢ †¢ Determining the levels of fundamental capacities of learning, thinking, relating and acting needed to acquire these competencies Defining the values which are needed to display the desired behaviors Identifying individuals who would fit into these positions Enable organizations and individuals to establish mutually acceptable contracts for employment a nd lay the foundation of win-win relationships Knowledge Management As said earlier, the domain of talent management includes culture-building and change management. Knowledge management services from Grow Talent are aimed at leveraging knowledge for performance by creating an environment for sharing by building trust. The focus of knowledge management is to connect people and technology to capture and harness the tacit knowledge of the organization. By making trust the bandwidth of communication, knowledge management enhances sharing and thereby creates an appropriate environment for talent to translate into performance. With its comprehensive spectrum of services for talent management and unique methodology, Grow Talent is strongly positioned to help organizations gain a competitive and sustained talent advantage. LITERATURE REVIEW: A detailed survey of the concerned literature has been carried out based on various journals, reviews concerned magazines and internet and presented below: Any Organization needs to have a vision and a well defined strategy on hiring for the future. We should have the right talent to attract and retain the best available talent for which a number of measures for talent management are required. KARTHIKEYAN,2007]. Emphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent [PANDIT, 2007]. The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed. The need to disband the conventional school of thoughts about organizational behavior has been advoc ated and a new approach has been suggested for HR [ANANDARAM, 2007. ] The Strategic Development of Talent by William J. Rothwell â€Å"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any organisation an use to effectively develop, retain and utilise talent for the benefit of an organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity Rothwell suggests. † The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by Lance A. Berger â€Å"This is an outstanding reference work that succinctly explains a simple and practical approach to the identification, assessment and management of talent in the current, dynamic operating business environment. The book plainly gives advice on how to avoid high staff turnover, poor morale, and poor performance. † NEWSLETTER Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4 Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ JOURNALS KARTHIKEYAN J (May 2007), Talent management strategies, NHRD journal, Hyderabad, p23-26 Organization need to have a vision and a well defined strategy on hiring for the future. Do we have the right talent within to attract and retain the best available talent? A number of measures for talent management are Suggested†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. PANDIT Y V L (May 2007), Talent retention strategies in a competitive environment, NHRD journal, Hyderabad, p27-29 Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the article outlines initiative that can be put in place to help organization retain nurture and retain the talent†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ PROBLEM IDENTIFICATION IT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those who can recognize the worth of a diamond can value it, for others it’s just a stone! Talent is doing easily what others find difficult. In an organization, there is nothing more crucial than fitting the right employee in the right position. Or else you would be trying to fit a square peg in a round hole. When people do jobs that just don’t suit their liking, inclination or temperament, the results, r rather the lack of them will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and other negative behavior will become typical till the employee is shown the door. Or perhaps, there is another option – Talent Management â€Å"A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational n eed† Organization need to have a vision and a well defined strategy on hiring for the future. India has become the outsourcing capital of the world and this has created its own set of HR challenges. India’s biggest problem is that qualified graduates are becoming scarce. Despite the large population, the supply of engineers cannot keep up with the sharply increased demand. So, do we have the right talent within to attract and retain the best available talent? OBJECTIVES †¢ †¢ †¢ To identify various upcoming challenges of talent management To establish upcoming trends in talent management. To identify the ways to retain the best talent. NEED OF THE STUDY The supply side discussed puts pressure on companies to attract the best talent and ensure that employees join the company and choose to stay in the organization rather than look for opportunities elsewhere. Present study is supposed to find out the existing Indian talent scenario so as to analyze its emerging challenges and trends. RESEARCH METHODOLOGY PRIMARY DATA For the purpose of collection of primary data two web administered questionnaire were prepared. One questionnaire was made for HR professionals or the people involve with the talent management in the organization and other one was for the employees of the organizations. QUESTIONNAIRE: HR Professional LINK: http://www. eSurveysPro. com/Survey. aspx? id=49e4bb13-faf3-424cbdb8-b0c9d885ef60 The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards practices, leadership and management effectiveness, communication, culture and attributes related to these tangible and intangible aspects. Respondents came from a range of industries, including telecommunications and technology, financial services, education, health care, energy, retail, transportation, consumer products and manufacturing. Sample Size: 25 QUESTIONNAIRE: EMPLOYEES LINK: http://www. eSurveysPro. com/Survey. aspx? id=3859dd23-64e9-471fb0b8-4acdd4d66b22 The prime focus of this questionnaire was to compare with the responses obtained by above questionnaire. The talent management initiative is taken by the HR professionals but the implication of this initiative is on the employees. By this questionnaire, the researcher tried to find out the effectiveness of such talent management initiative as well as the satisfaction level of the employees. Sample Size: 30 These questionnaire links were mailed to the respective respondent and data was collected through the website. The researcher created an account with the hosting website www. surveyspro. com for uploading as well as assessing the response database. SECONDARY DATA ? ? ? Journals and Research Paper Newsletters HR websites STATISTICAL TOOLS: †¢ †¢ †¢ †¢ Pie charts Bar graphs Averages Correlation SAMPLING TECHNIQUES: Judgmental Sampling ANALYSIS: HR PROFESSIONAL What are the areas your organization needs to improve in terms of talent management initiatives? Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels What are the areas your organization needs to improve in terms of talent management initiatives? 40. 91% 50. 00% 40. 1% 40. 91% 40. 91% 50. 00% 50. 00% 63. 64% 59. 09% 40. 91% In your organization who is primarily responsible for †¦Ã¢â‚¬ ¦ (tick one per statement) No one Department head(excludes employee supervisor) 63% (14) 54% (12) Hr staff Internal coach(exclude s employe e supervisor) 4% (1) 13% (3) Mentor (excludes employee supervisor ) 4% (1) 18% (4) Outside consultant others Recruiting individuals Further developing 0% (0) 4% (1) 63% (14) 31% (7) 4% (1) 4% (1) 4% (1) 13% (3) employees Retaining employees 4% (1) 63% (14) 50% (11) 9% (2) 4% (1) 9% (2) 9% (2) Which broadly defined job description are the most critical in terms of attracting and retaining employees? (very 2 3 4 5 (not critical) critical) 0%(0) 0%(0) 0%(0) 0%(0) 0%(0) sales 55% (10) 33% (6) 5% (1) 5% (1) 0% (0) marketing 27% (5) 44% (8) 22% (4) 5% (1) 0% (0) Business development 50% (10) 35% (7) 20% (4) 0% (0) 0% (0) finance 15% (3) 25% (5) 45% (9) 15% (3) 0% (0) Field operations 5% (1) 21% (4) 36% (7) 26% (5) 10% (2) Research and 23% (5) 38% (8) 28% (6) 4% (1) 4% (1) development innovation 25% (5) 40% (8) 25% (5) 10% (2) 0% (0) Business unit leadership 25% (5) 35% (7) 30% (6) 10% (2) 0% (0) Senior management 38% (8) 38% (8) 19% (4) 4% (1) 0% (0) Programme management 19% (4) 23% (5) 4 7% (10) 9% (2) 0% (0) With y rorg n a in ou a iz tionw a k d of ta t d elop en h t in s len ev m t a tiv c itiesa c rriedou re a t? Building class roomworkshops 11% 11% 10% 9% 14% C oaching 18% Mentoring 9% Education D evelopmental ex perience 18% Short terms assignments Action learning Others To what extent do you agree or disagree with the following statements? (Tick one per statement) Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels Identifying vacancies that will be created as the company advances and expands Rewarding top performing employees Strongly disagree 4% (1) 9% (2) 5% (1) 9% (2) 4% (1) 4% (1) 9% (2) 5% (1) 4% (1) 9% (2) 9% (2) disagree 9% (2) 0% (0) 0% (0) 9% (2) 0% (0) 9% (2) 4% (1) 5% (1) 19% (4) 14% (3) 0% (0) agree 38% (8) 76% (16) 35% (7) 28% (6) 33% (7) 33% (7) 42% (9) 47% (9) 28% (6) 57% (1 2) 42% (9) Strongly agree 47% (10) 14% (3) 60% (12) 52% (11) 61% (13) 52% (11) 42% (9) 42% (8) 47% (10) 19% (4) 47% (10) In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? (most effective) 2 3 4 5(least effective) Base pay 57% 33% 0% 9% 0% Health care benefits 19% 42% 23% 14% 0% Retirement/education benefits 33% 33% 19% 14% 0% Share options/equity 33% 14% 28% 14% 9% participation Child care costs/arrangement 25% 10% 35% 30% 0% Job security 52% 19% 23% 0% 4% Excluding financial compensation which of the following do you believe are effective means of rewarding motivating and retaining talent? Providinginterna tiona †¦ l Ma inta ining the reputa tion of†¦ E ncoura ing risk ta g king a †¦ nd Fundingeduca tiona needs l Providingthe opportunity to†¦ Providinga colla bora tive†¦ Providingm entoring a nd fa †¦ st Workingwith em ployees to†¦ Providingtra ining 0. 00% 20. 00% 40. 00% 60. 00% 80. 00% S eries1 How accurately do the following statements describe actions taken, or soon to be taken by your organization? We have m oved processes/ operations offshore to reduce costs. We use certification to enhance the value of our training and†¦ We partner with universities/consultancies to execute†¦ We partner with universities/consultancies to†¦ We increasingly require non com plete agreem ents from staff( in addition to †¦ We m ove processes/ operations offshore to access talent. We acquire com panies to obtain talent. 0% 20% 40% 60% 80% 100% Series1 Excluding financial compensation which of the following do you believe are your organization’s most effective means of rewarding motivating and retaining talent? Fundingeducational needs Providingthe opportunity to†¦ Providinga collaborative †¦ Providingm entoring and fast†¦ Workingwith em ployees to†¦ Providingtraining 0% 20% 40% 60% 80% Series1 In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? (most effective) 2 27% (5) 33% (6) 38% (7) 16% (3) 29% (5) 16% (3) 3 5% (1) 27% (5) 38 % (7) 38% (7) 35% (6) 27% (5) 4 0% (0) 0% (0) 0% (0) 5% (1) 17% (3) 0% (0) 5(least effective) 0% (0) 5% (1) 5% (1) 16% (3) 5% (1) 0% (0) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 66% (12) 33% (6) 22% (4) 27% (5) 11% (2) 55% (10) Which broadly defined job description are the most critical in terms of attracting and retaining employees? 12 10 8 6 4 2 0 1 (very critical) 2 3 4 5 (not critical) sales m arketing Business developm ent EMPLOYEE How long have you been working for the company? Lessthan a year 1-2 years 2-5 years 5-10 years More than 10 years Have you been made aware of the policies and procedures? Do you know and understand them? Not at all aware of this 3% (1) 3% (1) 0% (0) 3% (1) 7% (2) 19% (5) 16% (4) 4% (1) 4% (1) 4% (1) 8% (2) 12% (3) Aware of this but need more information 7% (2) 7% (2) 15% (4) 26% (7) 15% (4) 23% (6) 44% (11) 40% (10) 24% (6) 28% (7) 4% (1) 16% (4) Know and understand this 88% (23) 88% (23) 84% (22) 69% (18) 76% (20) 57% (15) 40% (10) 56% (14) 72% (18) 68% (17) 88% (22) 72% (18) The organisation mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy? Professional association membership? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Policy on absense? Policy on maternity/ paternity leave? Do you know how you can help the organisation to achieve its aims? Yes, I feel quite clear about this I think so, but would like to discuss it further No, I am not at all clear about this What do you know about your job, and what would you like to know more about? I know enough about this 84% (22) 87% (21) 83% (20) 64% (16) 88% (22) 84% (21) 76% (19) 76% (19) 76% (19) 76% (19) 66% (16) 50% (12) 50% (12) I know a ittle, but need to know more 3% (1) 0% (0) 12% (3) 20% (5) 4% (1) 12% (3) 8% (2) 12% (3) 8% (2) 12% (3) 29% (7) 20% (5) 41% (10) I need to know a lot more about this 11% (3) 12% (3) 4% (1) 16% (4) 8% (2) 4% (1) 16% (4) 12% (3) 16% (4) 12% (3) 4% (1) 29% (7) 8% (2) Your position in the organisation Management  œ to whom you are responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organisation computer systems The staff canteen The managing director or CEO The shop floor sales staff The organisation directors The team you work within The machinery you will operate 88% (22) 83% (20) 0% (0) 8% (2) 12% (3) 8% (2) Please rate your satisfaction with the employee benefits and policies. Extremely dissatisfied 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) Dissatisfied Neither satisfied nor 0% (0) 8% (2) 9% (2) 4% (1) 4% (1) 8% (2) 20% (5) dissatisfied 4% (1) 20% (5) 14% (3) 16% (4) 12% (3) 0% (0) 8% (2) Satisfied 72% (18) 60% (15) 66% (14) 60% (15) 58% (14) 68% (17) 52% (13) Extremely satisfied 24% (6) 12% (3) 9% (2) 20% (5) 25% (6) 24% (6) 20% (5) Accuracy of job description Salary review Adequate information provided about any job changes / promotion Leave of absence Health care benefits Retirement benefits In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 1(most effective) 0% (15) 24% (6) 25% (6) 36% (9) 20% (5) 44% (11) 2 24% (6) 44% (11) 25% (6) 32% (8) 28% (7) 36% (9) 3 12% (3) 24% (6) 25% (6) 16% (4) 32% (8) 8% (2) 4 4% (1) 8% (2) 25% ( 6) 12% (3) 16% (4) 4% (1) 5(least effective) 0% (0) 0% (0) 0% (0) 4% (1) 4% (1) 8% (2) Excluding financial compensation which of the following do you believe are your organization’s most effective means of rewarding motivating and retaining talent? Providinginternational†¦ Maintaining the reputation of†¦ Encouraging risk taking and†¦ Fundingeducational needs Providingthe opportunity to†¦ Providinga collaborative†¦ Providingm entoring and fast †¦ Workingwith em ployees to†¦ Providingtraining 0. 0% 20. 0% 40. 0% 60. 0% 80. 0% Series1 Would you benefit from further tra ining in a of theitems ny s ified in your job des ription? ec c No 8% Yes 92% Please rate your satisfaction with the salary and benefits package you receive. Extremely dissatisfied 0% (0) 8% (2) 4% (1) 4% (1) 8% (2) 4% (1) Dissatisfied 4% (1) 12% (3) 8% (2) 12% (3) 12% (3) 21% (5) Neither satisfied nor dissatisfied 16% (4) 33% (8) 50% (12) 25% (6) 20% (5) 39% (9) Satisfied 56% (1 4) 37% (9) 33% (8) 41% (10) 48% (12) 26% (6) Extremely satisfied 24% (6) 8% (2) 4% (1) 16% (4) 12% (3) 8% (2) Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market competitiveness of my salary Share option plan Overa how s tis ll, a fied a you with your c re ompa ny’s pers onnel polic ? es Extrem Dissatisfied ely 36% VeryDissatisfied Neither Satisfied nor Dissatisfied VerySatisfied Extrem Satisfied ely 64% Overa how s tis ll, a fied a you with thisc pa a apla e to work re om ny s c c ompa to other pla es you ha work red c ve ed? Extrem dissatisfied ely 32% 8% 4% 4% Dissatisfied Neither satisfied nor dissatisfied Satisfied 52% Extrem satisfied ely FINDINGS HR MANAGERS ? Most of the covered companies have talent specific initiative in place (81%) and they give them top priority in their organization (86%). They also have exclusive staff member for managing talent initiatives (68%) ? In most of the companies the talent is identified by com petencies (42%) and the HR professional view to increase career growth opportunity. HR staffs as well as the department heads are responsible for recruiting individuals (64%) ? Retaining the current talent is top priority for the organization(38%) ? Sales and business development are the two areas where retaining talent is most difficult ? Class room workshop, mentoring and coaching are usually used by the organization to carry out talent development activities. ? More than 60% of the respondent view organizational culture as a main driving force for the new talent and for the existing talent. Even rewarding plays a important role (48%) ? Base pay (57%) and Job security (52%) are the two main areas for retaining talent in coming years. Other than this, training plays an important role in motivating the employee. Organizations are using certification for improving the training programs. ? In more than 90% of the organizations budget for recruiting developing and retaining employees i s going to increase over the next three years EMPLOYEES ? Most the employees have a clear knowledge about the company’s vision, mission and objectives. And they know how to achieve these objectives (76%) ? They are clear about their role and responsibility (85%) and they know about other staff members also. ? Most of the respondent are satisfied by job description, salary review, health care benefits etc. ? Base pay (60%) and Job security (44%) are in top priority for the employees in coming years. Apart from financial benefits, employee emphasis more on career growth, work culture and international opportunities. ? 91% of the employees want more training in their specified job. ? The employees have a mix response on benefits like Medical insurance package, Company savings plan, Retirement plan, Holiday Entitlement, Job market etc. ? 64% of the employees are satisfied with the company’s personnel policies where as 36% are neither satisfied nor dissatisfied ? Overall 32 % employee are extremely satisfied where as 52% are just satisfied with their organization. RECOMMENDATIONS ? Organizations must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. Organizations must be able to relate those skills and capabilities to a role or a center of demand, such as a job position, project or leadership role. ? Talent management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people – employees, contractors, or candidates. ? The working culture of the organization should be improved and maintained to retain talent in long run. ? More certified training should be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation. ? The organization should identify the crucial talent initiative to attract and retain the employee. They should know which talent management elements can have the greatest impact on the business and therefore provide a better basis for prioritization and implementation. ? To create a sophisticated talent management environment, organizations must: †¢ Define a clear vision for talent management †¢ Develop a roadmap for technology and process integration †¢ Integrate and optimize processes †¢ Apply robust technology to enable processes †¢ Prepare the workforce for changes associated with the new environment CONCLUSION As organizations continue to pursue high performance and improved results through TM practices, they are taking a holistic approach to talent How to cite Talent Management, Essays

The Cushing’s syndrome with Type Diabetes & Rheumatoid Arthritis

Question: Discuss about the Cushings Syndrome with Type Diabetes Rheumatoid Arthritis. Answer: Incidence Causes of the Cushings Syndrome Statistics indicate that out of every 1 million people, 13 of them are affected by the Cushings syndrome. It is however more common among women as compared to men. The condition mostly presents when a person is between 25 to 40 years of age (Wilson et al, 2014). The Cushings syndrome is caused by elevated levels of the cortisol hormone in the body. This hormone is produced by the adrenal glands in order to carry out various roles in the body. The functions of cortisol for instance includes; regulating blood pressure, ensuring the normal functioning of the cardiovascular system and further, it helps the body to respond to stress (Ding et al, 2013). Cortisol therefore controls protein and fat metabolism into energy but one develops the Cushings syndrome when the hormone levels go high. Another cause of the Cushings syndrome includes the excessive use of corticosteroids. Oral corticosteroids taken by individuals as medication in high doses particularly over a long period of time causes this condition (Graversen et al, 2012). Corticosteroids include prednisone which is used to treat rheumatoid arthritis, asthma among other inflammatory conditions; has similar effects as those of the cortisol hormone. Since these doses are higher than the amount of cortisol produced within the body, the Cushing syndrome occurs due to the side effects of excessive cortisol. Risk Factors The risk factors for the development of the Cushings Syndrome include exogenous use of corticosteroids as in the treatment of rheumatoid arthritis for Maureen Smith in the case study. As described above, prednisone is one of the major corticosteroids contributing to the Cushings syndrome, as a medication for rheumatoid arthritis (Ding et al, 2013). Another risk factor includes the presence of pituitary adenoma where the pituitary gland secretes excessive ACTH that consequently stimulates the secretion of excess cortisol by the adrenal glands (Wilson et al, 2014). This is common in women and is referred to as endogenous Cushings syndrome. Thirdly, the presence of a tumor that secretes ectopic ACTH in any organ that does not normally secrete ACTH will contribute to its excessive presence in the body and thus more cortisol production to lead to the Cushings Syndrome. Such organs could be the lungs, the thymus gland, thyroid and even the pancreas (Graversen et al, 2012). Adrenal adenoma which is a tumor that affects the adrenal cortex but not cancerous also contributes to the Cushings syndrome. This is because adrenal adenoma contributes to the production of cortisol without the control by the ACTH. However, adrenocortical carcinomas such as benign and/or nodular adrenal gland enlargement also result to the Cushing syndrome. Impact on Patient and Family Among the impacts the Cushings Syndrome on an individual and their families include the high treatment and management costs of the condition especially when it is associated with other complication like rheumatoid arthritis and diabetes. A better amount of finances which could be put to other individual and family use is diverted to settling bills for healthcare (Torio, 2013). Another impact is that the victim might likely not be able to report to their workplaces just like Maurine Smith might not feel adequate to work at the pizza restaurant. The families members including their children take up the role of caregiving in order ensure their family member is happy (Graversen et al, 2012). Patients who suffer from the Cushings syndrome can suffer depression and even anxiety. The families will also have difficulty taking care of the emotionally affected relative. Common Signs and Symptoms for the Cushings Syndrome Sign/Symptom Pathophysiology 1. Development of a buffalo hump. It is one of the commonest sign and symptom especially among women with the Cushings syndrome. A buffalo hump occurs at the upper back and it is caused by an accumulation of fats at this particular part of the body (Ding et al, 2013). The fats accumulate to form a fat pad at the upper back. 2. Reduced general body immunity where individuals are very susceptible to infections. The Cushings syndrome results in a decrease in the production of lymphocytes by the immune system. The body also has a suppressed formation of antibodies to fight off harmful microorganisms and/or organisms (Wilson et al, 2014). As a result, the patients are prone to a variety of diseases especially after a longer stay with the condition. 3. Round moon face Round moon face is caused by the deposition of fats within the mid-section, shoulders and upper back (March et al, 2014). The moon face is particularly caused by the deposition of excessive fast over an individual patients face. 4. Obesity around the trunk Truncal obesity occurs among Cushings syndrome patients as a result of the development of fat pads around the trunk (Gadelha et al, 2014). When the condition presents occurs along with diabetes, obesity increases because there is reduced break down of fats to glucose, leaving them to accumulate within the subcutaneous tissue as fat pads. 5. High blood Pressure This is occurs as the general response to the increased amount of cortisol levels in the body. However, the main factor that contributes to the high blood pressure among the Cushings syndromes patient is fluid retention (Ding et al, 2013). The patients suffer from water and sodium retention which bring about this particular hypertension. The narrowing of the arteries due to low density lipoproteins and plaques both of which result from poor diet also increase the blood pressure as their lumen narrow up. Common Classes of Drugs for the Cushings Syndrome Their Physiological Effect Cortisol-secretion inhibiting drugs This is a class of drugs used in treating the Cushings Syndrome, which mainly inhibit the secretion of the cortisol hormone by the adrenal glands. In particular, this class of drugs inhibits steroidogenesis in the body and thus lower the levels of cortisol present in blood. These drugs include Metyrapone, mitotane, ketoconazole and aminoglutethimide (Wilson et al, 2014). Ketoconazole is currently the most popular drug in the treatment of the Cushings disease. Even so, the other cortisol inhibiting drugs can also be administered alone and/or as combinations. Another significant cortisol suppressing drug used in the treatment of the Cushings syndrome is Mifepristone. This particular drug is the most appropriate for the treatment of people with Cushing disease who also have type 2 diabetes (Gonzalez et al, 2016). From the case study, it is clear that Maureen Smith has type 2 diabetes that resulted from the use of corticosteroids as medication from rheumatoid arthritis and her Cushings s yndrome. Mifepristone is also approved for use by individual patients suffering from glucose intolerance. The drug hinders the effect of the cortisol hormone on the tissues of a patient. It however has several side effects just like the rest of the above discussed cortisol inhibiting medications. These include vomiting, fatigue, headaches, nausea, edema, muscle aches, and low potassium levels in blood and high blood pressure (Gadelha et al, 2014). More serious side effects may also present and these include hepatic toxicity and/or neurological side effects. Adrenocorticotropic Hormone (ACTH) Suppressing drugs This class of drugs is the alternative medication to the cortisol inhibiting drugs described above, for the treatment of the Cushings syndrome. They are however not popular choices as standard medications for the treatment of this particular condition. These drugs specifically suppress the effect of the Adrenocorticotropic hormone on the adrenal gland to secrete cortisol according to Laws et al (2013). They therefore target to inhibit the ACTH effect on the adrenal glands rather than targeting the cortisol hormone (Gadelha et al, 2014). These drugs include for instance, cyproheptadine, cabergolin, vasopressin antagonists, valproic acid, and PPAR-gamma agonists among others. The latest medications under this class include pasireotide which also decreases the production of the Adrenocorticotropic hormone by a pituitary tumor. Pasireotide is usually administered in two injections two times a day. In cases where pituitary gland surgery is rendered unsuccessful, Pasireotide is the most re commended drug under this particular class. Even so, it has several side effects among them being nausea, headaches, diarrhea, high blood sugar, fatigue in the muscles and joints, and pain in the abdomen. Nursing Strategies The nursing care strategies for the Cushings syndrome with both rheumatoid arthritis and type 2 diabetes for Maurine Smith in the first 24 hours after admission mainly include: lowering the corticosteroid medication dosage and/or reducing cortisol levels in blood, managing the high blood sugar, decreasing risk to injuries and infections, increasing self-care ability, improving the integrity of the skin, improving ones body image and mental functioning. According to Wilson et al (2014), emergency nursing strategies and medication for patients suffering from Cushing syndrome must be based on the cause of this particular condition. In this particular case, it is clear that the main cause of the condition for Maureen Smith is the use of the corticosteroids doses in the treatment of rheumatoid arthritis which she acquired at the age of 14 years. The effect of her corticosteroid use also contributed to the development of type 2 diabetes. The nursing strategies therefore for her current lif e threatening acute Cushings syndrome will include stabilizing the sugar levels but majorly reduce the use of corticosteroid use within the first 24 hours of post-admission (Gadelha et al, 2014). Therefore, the nurse should start decreasing the dose of prednisone being given to Maureen as treatment for rheumatoid arthritis. Even so, the signs and symptoms of both diabetes type 2 and the long term rheumatoid arthritis should remain under close monitoring. On the other hand the medical team including the nurse should use non-corticosteroid drugs for the management of the rheumatoid arthritis. There is need to slowly taper off the corticosteroid drugs in order to allow the patients body to return to its normal cortisol production mechanism (March et al, 2014). It is clear that the patient is severely hyperglycemic due to her diabetes type 2 condition. The first nursing strategy in this case should include rehydration by the use of intravenous saline. The patient can then be put on insu lin doses in measures of 0.3-0.4 units/kilogram of her body weight every day (Siu, 2015). The insulin doses can be given as bolus or basal. For instance, insulin glargine and insulin determir combination are the best options for both basal and/or bolus therapy. This intervention will help in lowering blood sugar levels from the current 14.0 mmol/L to the required levels, especially below 7.2 mmol/L (Emdin et al, 2015). Other urgent nursing strategies within the first 24 hours include administering adequate diet with lesser carbohydrates particularly for diabetic patients. Edema can be reduced by providing a diet with low levels of carbohydrate and Sodium. However, the diet should include higher amounts of vitamins and proteins in order to reduce some serious symptoms (Siu, 2015). The nurse should monitor the glucose and cortisol levels from the samples taken at intervals in order to administer the right medication. The patient should be encouraged to rest and relax within a quiet en vironment provided by the facility if she stabilizes within the first 24 hours of post admission. The nurse should ensure that they help the patient in changing position in order to prevent injury and promote the integrity of the skin. Acute conditions of both type 2 diabetes and the Cushings syndrome affect patients emotionally and therefore a need for nurses to improve the patients thought process (Emdin et al, 2015). The nurse should encourage both family and the patient to express their feelings and/or concerns openly. 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