CONTENTS CHAPTER NO

ABSTRACT LIST OF TABLE LIST OF CHARTS I INTRODUCTION 1.1 Introduction About The Study 1.2 Industry Profile 1.3 Company Profile 1.4 Organizational Chart II DEPARTMENT STUDY 2.1 Purchase department 2.2 Production department 2.3 Human resource department 2.4 Finance department 2.5 scope of the study 2.6 Limitation of the study III MAIN THEME OF PROJECT 3.1 objective of the study 3.2 Need of the study 3.3 Research methodology 3.4 Review of literature IV V DATA ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS AND CONCLUSION 5.1 Findings 5.2 Suggestion 5.3 Conclusion APPENDIX BIBLIOGRAPHY 53 55 56 57 59 31 32 33 36 39 15 22 25 26 29 30 1 6 10 13

TITLE

PAGE NO

LIST OF TABLE TABLE NO.

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10

NAME OF THE TABLE

Gender of the respondents Age of the respondents Qualification of the respondents Experience of the respondents Current position of the respondents Organization identify talent Believe of the respondents Talent management important for company Talent management important for employees Talent management initiatives a top priority in organization

PAGE NO.
39 40 41 42 43 44 45 46 47 48

4.11 4.12 4.13 4.14

Organization specific talent management initiatives Talent management implement regular and feedback Following action taken by the company after the feedback

49 50 51 52

Complete work within a given time

LIST OF CHARTS TABLE NO.

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14

NAME OF THE TABLE

Gender of the respondents Age of the respondents Qualification of the respondents Experience of the respondents Current position of the respondents Organization identify talent Believe of the respondents Talent management important for company Talent management important for employees Talent management initiatives a top priority in organization Organization specific talent management initiatives Talent management implement regular and feedback Following action taken by the company after the feedback Complete work within a given time

PAGE NO.
39 40 41 42 43 44 45 46 47 48 49 50 51 52

ABSTRACT
The project is on the basis of work conducted on A Study Talent Identification and Management with reference to NAVEENA PRINTING MILL.

Talent Identification and Management practice within an organization is a human resource strategy that seeks to identify, develop, deploy and retain talented and high potential employees. Although Talent Identification and Management practices may be applied in company, they can only contribute optimally to business performance if both higher authorities and employees are aligned on its objectives and implementation in the organization.

The study examined the perception of employees in Talent Identification and Management practices in the company. The study then compares the perceptions of employees higher authorities themes of Talent identification and management practices. The empirical results revealed that the perception of the employees particularly on the themes of implementation and the instruments used to identify high potential employees.

The objectives were achieved through a descriptive study. The researcher used a structured questionnaire, which was circulated among the employees of the company. The sample size was 50. The data collected through this method was analyzed using statistical techniques such as simple percentage.

CHAPTER I INTRODUCTION OF THE STUDY

1.1 TALENT IDENTIFICATION AND MANAGEMENT

Talent identification and management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives. Talent management in this context does not refer to the management of entertainers. Companies engaging in a talent management strategy shift the responsibility of employees from the human resources department to all managers throughout the organization. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as "the war for talent." Talent management is also known as HCM (Human Capital Management).

The term "talent management" means different things to different organizations. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. Talent signals an ability to learn and develop in the face of new challenges. Talent is about future potential rather than past track record. So talent tends to be measured in terms of having certain attributes, such as a willingness to take risks and learn from mistakes, a reasonable (but not too high) level of ambition and competitiveness, the ability to focus on big picture issues, and an awareness of their own strengths, limitations and impact on others Definition Talent Management: Talent management is the process of ensuring that

the organization attracts, retains, motivates and develops the talented people it needs. Its important to note that organization associate the term talent or talent management only to key performing individuals. However, it is essential to remember that each one of us has some talent potential and hence it should not be restricted to the very few. Nevertheless, it is highly likely that more attention is going to be paid to employees with high potential or exceptional skills.

Several talent management processes need to be in place on a strategic level in order ensure its success. Such processes/strategies include talent identification, recruitment & assessment, competency management, performance management, career development, learning management, compensation, succession planning etc.

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

Meaning of Talent
1. Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack. 2. Unusual natural ability to do something well that can be developed by training. 3. Person or people with an exceptional ability.

Talent or Human Capital of an Organization

The pool of people with talent as described under the title "meaning of talent" is the talent or human capital of any organization.

Why Talent/Human Capital management?

Organizations all over the world have realized that the success of their businesses largely depend upon the talents of people.

These are those talents or talented people who possesses the talents as required by a particular organization or those people who have shown promise to acquire the talents needed by an organization and sharpen them further.

Therefore, the organizations should manage these talents well.

They must devise effective plans and processes to identify their talent needs, locate the talents, attract the talents to work for their organizations, help the selected people to enhance/upgrade their talents and to obtain their association to work for the organizations for longer terms.

How Talent Management Can Help Your Organization

Talent management solutions are becoming more and more vital to the growth and profitability of todays organization. Why? Because companies invest a tremendous amount of money in their employees . The expenses associated with soliciting, acquiring, training, promoting, and retaining staff members can take up a huge portion of any corporate budget. But, as the workforce continues to be viewed as an increasingly strategic asset, these costs are all considered to be money well-spent. Thats where talent management comes in. Talent management software helps to ensure that companies achieve maximum return on their employee investment. Whether or not an employee or the workforce as a whole is productive and successful depends upon many factors. Skills, work histories, formal training, and educational backgrounds all play a major role. But, so do personalities, work ethics, and other traits that determine whether or not a staff member will fit well into a corporate culture. Talent management solutions can make it easier for a business to understand

what makes each employee unique, including their specific strengths and weaknesses. This allows them to fully leverage the potential of each individual worker, applying their talents and characteristics in the most effective way towards the achievement of corporate goals. Some of the other key benefits that can be realized through the deployment and use of a talent management software package include:

Improved Employee Morale and Retention

Workers in all types of businesses are feeling frustrated and unmotivated, which explains the high levels of attrition companies across all industries are currently challenged with.

With a talent management solution in place, an organization can create a more workerfriendly environment that is both nurturing and supportive. Companies can capitalize on key competencies to reach strategic objectives, while ensuring that employees are happy and satisfied in their roles. This, in turn, will minimize stress and boost morale, by building stronger relationships between company and employee, while facilitating greater workforce efficiency and loyalty.

Enhanced Efficiency
In order to ensure that all employees are performing at optimum levels, companies must understand what tasks and activities each individual employee is good or not good - at. With talent management software, companies can identify strengths and weaknesses, as well as significant gaps in skills and knowledge. This intelligence will allow them to more accurately assign roles and responsibilities to employees based on their unique abilities, while helping them to structure training and enhancement programs for maximum effectiveness.

Lower Expenses
External job searches whether conducted in-house or through a third-party personnel search firm require a tremendous amount of time and money. Advertising, interviewing, and other activities can drain both human and financial resources. But, with talent management software, companies can develop internal leadership programs that prepare employees for possible advancement. By promoting from within more often, organizations that use talent management solutions can eliminate the expenses associated with finding, hiring, and training outside candidates.

1.2 INDUSTRY PROFILE Printing Industry

The Indian printing textile industry is one the largest and oldest sectors in the country and among the most important in the economy in terms of output, investment and employment.

India vis--vis Global Textile Printing

The global textile and clothing industry is estimated to be worth about US$ 4,395 bn and currently global trade in textiles and clothing stands at around US$ 360 bn. The US market is the largest, estimated to be growing at 5% per year, and in combination with the EU nations, accounts for 64% of clothing consumption. The Indian textile industry is valued at US$ 36 bn with exports totaling US$ 17 bn in 20052006. At the global level, Indias textile exports account for just 4.72% of global textile and clothing exports. The export basket includes a wide range of items including cotton yarn and fabrics, manmade yarn and fabrics, wool and silk fabrics, madeups and a variety of garments. Quota constraints and shortcomings in producing valueadded fabrics and garments and the absence of contemporary design facilities are some of the challenges that has impacted textile exports from India.

The industry structure is fully vertically integrated across the value chain, extending from fibre to fabric to garments. Knitting and hosiery units account for around 17% of fabric production in the country. According to data available for the year 2000, India had about 6,000 knitting units registered as producers or exporters and most of these units were registered as small-scale units.

Trends in Production
Yarn and fabric production has been growing annually at 1.9% and 2.7% respectively, since 2000. Yarn production has increased from 3,940 mn kg in 1999 00 to 4,326 mn kg in 200405. Man made yarn has driven much of this, showing a robust growth of 4.3% in the last five years. Spun yarn production and the cotton yarn sector have also grown, albeit less impressively, recording growths of 2.4% and 0.6% respectively.

Fabric production has been growing at 2.7% annually between 2000 and 2005, driven primarily by the small-scale, independent power loom sector. Growth in the 100% noncotton segment touched 5%, followed by cotton fabric at 1.5% and blended fabric at 0.3%. Fabric production touched a peak 45,378 million sq mtrs in 200405, and in Nov 06, production recorded a robust 9% growth compared to the corresponding period in the previous year.

Screen Printing
This process has many advantages such as it can offer many formats, can print intense colors and most substrates. It can print novel ink formulation and coatings. The print quality will improve further with time

Since it is has high unit cost and problem with half tone printing, it can be used with other printing processes. This combination technology is however in demand in India. It is used for point-of-sale displays, packaging, containers, nameplates, signage, plastic cards, folders, CDs and DVDs, promotional items and other textile and industrial manufacturing markets

High end screen printing machines are imported. There is an increasing demand for rotary screen machines in an integrated system. Imports are predicted to increase

Digital
The process is economical and there occurs no paper wastage with just-in time production. The print quality is very high and is expected to improve with time the digital market growth rate in India was 100%

On-demand printing, variable data printing and messaging (telephone bills, tax statements and receipts) use the digital printing technology. Personalization and customization are two trends now

The machines using this technology are largely imported

Wide Format
It is used for signage and poster market

Inkjet machines are used as they are fast and good weather resistant for external use

They are used for offset and digital printing

Large printers purchase expensive machines but the small printers import low cost machines from China.

There is rise id demand for these kind of machines using wide format technology, specially in the end use markets

maintenaence
Maintenance of applications is as critical to businesses as developing. Changes in business processes and user patterns call for constant enhancements and maintenance. Our Fix It methodology highlights our expertise in handling such client needs

Strengths of Indian Printing Industry:

India has rich resources of raw materials of textile industry. It is one of the largest producers of cotton in the world and is also rich in resources of fibers like polyesters, silk, viscose and cotton printing.

India is highly competitive in printing sector and has presence in almost all processes of the value chain.

1.3 COMPANY PROFILE

NAVEENA PRINTING MILL PVT LTD About us:Established in India (2010), Naveena printing mill have worked to be a force in the global apparel industry. Situated in the heart of the textile printing cluster of south India, Erode, we are proud to have the best infrastructure and state-of-the-art technology. We believe in achieving excellence by providing superior quality products and finest customer care. 110 Employee and we are the service provider of Fabric printing, Bleaching printing, Printing, Curing printing, Fabric finishing.

Certifications
The focus is global, bring our motto, we make sure we meet international standards in all the disciplines. Our company has a certification of A level compliance WRAP.

Products & Services

Our vast infrastructure allows manufacturing almost every product in printing wear. We are capable of Bleaching printing services, Fabric printing services, Fabric finishing services, Curing printing services, printing services.

Fact Sheet: Year of Establishment: 2010 India mart Member Since: 2011 Nature of Business: Service Provider No of Employees: 101 to 500 Major Markets: Indian sub continents

WHAT DO WE DO:
The Naveena printing mill company is feeding to the exports of tirupur & karur. The company has a good reputation in printing of woven and knitted fabrics. To make the company become a vertical integrated unit from grey to finish and it has been declared as a green house project by the leading buying houses.

OUR STRENGTHS:

Skilled team Large company maturity with the soul of a small company Robust Infrastructure Domain knowledge with industries certifications

OUR SERVICES:
Customized application development Enhancements Migration Re-engineering

PRINTING
The dyed and dried the fabric is printed according to customers requirements in our printing division. It features a 12 color rotary printing, chest printing, sticker printing, and roll printing. Our printing division is equipped to print pigment and discharge prints up to 12 colors on any fabric. Printing division is fully complemented by the computer graphics studio with plotter, exposing unit and screen cutting unit. Silt open gumming machine Rotary printing Loop steamer

 Screen printing

Quality control & packing

Our quality control department is manned by highly trained QC inspectors. All the products are subject to through checking by skilled supervisors. In order to satisfy our customers and meet internal quality standards, we have our own laboratory; we also have needle detectors to thoroughly scan packed products for any broken needles

Our products after passing the QC for construction, is ironed, folded and packed. We use packing supplies sourced from all around the world to meet our customer needs. The packed products are then packed on to QC for packing.

1.4 ORGANIZATION CHART

NAVEENA PRINTING MILL P.LTD

BOARD OF DIRECTOR

MANAGING DIRCTOR

MANAGER

ASSITENT MANAGER

SUPERVISIOR

DEPARTMENT OF SUPERVISIOR

MACHINE OPERATOR

LABOUR

CHAPTER II DEPARTMENT PROFILE

2.1PURCHASE DEPARTMENT 2.2PRODUCTION DEPARTMENT 2.3HUMAN RESOURCE DEPARTMENT 2.4FINANCE DEPARTMENT

2.1 PURCHASE DEPARTMENT

Every aspect of organization for the manufacturing of the product like sundries, stationary, parts of machineries that can be available locally, chemicals and dyes etc. have to be purchase locally from the local markets. These are usually the general items, involve local purchase for the purchase of machines machinery that is not available in the local market, import department involves in such purchases. This whole import department is concerned with the high involvement machinery. They whole purchase department is do not work the work order or purchase order. Things are purchased according the buyer demand. No buying is done without the order. As such no inventory level is maintained for such goods as these goods are utilized immediately and plan is made for the minimum for the week. Three most important documents are used in the purchase department. Store Plan Store plan comes from the Store and purchase Requisition; It comes from the warehouse. Buyer provides purchase Order and according to this the store department make plan. It is made for one supplier only at one time only. Demand of the supplier is mentioned in the purchase order. These documents are used all over department. MPR: Material Procurement Recognition Every department issues this then the purchase department is responsible for procurement. MRP: Material Requirement and Planning This document is used within factory for issuing the material.

EXPORT DEPARTMENT Purchase order is received from buyer through the merchandizing department. A fax message is send to buying house/buyer for opening L/C. Expected Audit date/time received and go-head is taken from concerned unit (manager) to carry shipment. Arrangements are made for the transportation to move the consignment by the road/train/air as per plan. Funds arrangement for the transportation and custom clearance charges. Shipment moves for the Karachi through the following ways. Eg. Truck, Train, and Air. Rates are as per shipment volume. Cargo lifting advice is fixed to custom clearing agent/ Forwarder/ Transportation. Forwarder / clearing agent make arrangements for the custom clearance and booking of the space at earliest vessel. Following documents are required for the custom clearance. Detail is given following; Export-FORM E-FORM is issued and attested by the concerned bank. VALUATION FORM It is for the custom purpose to inform the value of the consignment to the State Bank of Pakistan. BILL OF ENTRY Applicable only in case of the imported material used in the manufacturing of the garments for the export purposes.

SHIPPING BILL The forwarder prepares shipping bill. After the sub Management Information Systems ion of the custom docs, by the forwarder, custom authorities check the docs. And examine the shipment accordingly. They write the report on the backside of the shipping bill and allow the shipment for the export from the Pakistan. All these docs are then returned to the export department. QUOTA PROCEDURE Arrangement of the quota for the exporting the above goods or the garments as per category. Quota purchase from the open market/ EPB (export promotion bureau) VISA PROCESS After receiving the Docs from the forwarder, Export Department prepares the Visa docs, which are required for the export of garment to the following countries; USA, CANADA, EUROPEAN countries. The set of Visa with required docs is presented to P.H.M.A. for the issuing/ entering of the Passbook and the given serial numbers. After this P.H.M.A. pass the Visa to the E.B.P. for the Visa issuance. Then after the checking of the docs Visa is signed and stamped by the Director of the E.P.B (textile section). All original docs are returned to the export department. NEGOTIATION / COLLECTION After the completion of the Visa process, we submit the docs in the Bank for the negotiation/ collection. The docs are prepared according to the L/C. or the buyer requirement.

DOCUMENTS FOR THE BUYER Export department also prepare documents for the buyer for the custom clearance of the shipment at the destination. PAYMENT PROCEDURE After the negotiation/ collection procedure of the docs, bank dispatches the same to L/C opening bank, to realize the payment. Foreign bank is bound to realize the same within the 10 to 15 days. After realization of the payment, our bank is bound to issue the PRC within the working days. REBATE CLAIM After receiving the PRC, export department claims the duty draw back (rebate) from the customhouse in Karachi or Lahore. COMMERCIAL INVOIVCE In the commercial invoice all the details are mentioned required under conditions of L/C for the custom clearance and other necessary purposes. PACKING LIST It consists of color, weight, product code/other, coding numbers, no. of cartons, carton dimension, and carton packing. BILL OF LADING/ AIRWAY This is according to the L/C terms and conditions. SHIPPING CERTIFICATE In this certificate the shipping line intimates that the vessel /flight is not affected buy on Indian or the Israeli Flag vessel.

BENEFICIARYS CERTIFICATE It is according to per buyer requirement.

Business Operation Management:

The management team of NAVEENA comprises of dedicated and highly motivated individuals, laying much emphasis on teamwork and interdependency, which brings synergetic results. They bring with them, experience in the knitwear industry and diverse educational backgrounds, both local and international. NAVEENA has tried to develop a company culture where quality is given the top priority, innovation is encouraged, system are followed and fool proof inspection procedures at every stage of production and carried out.

Quality Standers:
Continuity in quality is an integral part of this organization. there is team of professionals who head this department .their work starts from yarn till the end product .strict quality control measures are implemented from the beginning and at all subsequent levels to maintain standards .

Quality Emphasis:
The organization has already achieved ISO 9002 certification and has acquired various quality certificates and awards.

Laboratory Testing:
The organization have a comprehensive lab to check dye lots .its the organizational routine to check fabric for shrinkage, lot to lot shade continuity, color fastness to corking etc. Among other equipment the most noted are the data colors, spectra flash, tumbler and washing.

Major Clients:
The organization is working with leading multinational companies and believes in developing long term, sustainable relationships rather then one time commercial contract. Organizational buyers are recognized and respected names in the international apparel industry, including the followings

Factory Facility
Factory area KHI 12000sq.yards covered area 175000sq .FT Factory area LHR 5375sq. yards covered area 150000sq FT No. Of employees-KHI 2500 No. Of employees LHR 1500 Govt departments involve with organization: There are many departments, which are involved in term of Govt intervention in the textile industry, which are followings, CBR Ministry of labor and manpower Ministry of excise and taxation

Custom department Quality standards assurance organization State bank of Pakistan

Structure and design of organization: Structure of the organization is flat and functional. And it is to some extend is a mechanistic organization. But it is due to its mass production .The organization along with its functional structures has horizontal linkage which is most necessary thing in garment industry because of high quality consciousness. Plant and Equipment: The organizations most of the plant and equipment is procured internationally, configured to generate optimal production at all stages and to ensure high quality.

2.2 Production Department

1. Yarn store 2. Knitting 3. Dyeing 4. Cutting 5. Stitching 6. Packing & Finishing 7. Purchases

PRODUCTION PLANNING AND CONTROL Production Planning and Control (PPC) is the nervous system of the organization and its basic task is to receive information from the merchandiser and link it to the production. It involves the Pre-Production Analysis to ensure quality and reproducibility. PPC has two further branches A) Material Resource Planning B) Production Planning and Monitoring MATERIAL RESOURCE PLANNING Material Resource Planning is done for the material procurement, like sundries, yarn and fabric. It is basically done to analyze that how much is needed, what is needed, when is needed, what is the cost of the material and how to acquire the resources.

PRODUCTION PLANNING It includes the planning like the Sewing Plan (we can also call it as the Master Plan). Back Ward Production Planning is done and this Production Time Line involves whens and whats of the production. Date Wise Plans are made from work order to delivery. MONITORING It is the different entity. Monitoring is done for the whole production process and in this we check out the planning implementation. If the planning is failed, re-planning is done for that. Off- the- track and On-the- track planning is also done by the PPC. DOCUMENTS RECEPTION IN PPC Two types of the documents are received by the in the PPC from RESEARCH AND DEVELOPMENT and Cutting. RESEARCH AND DEVELOPMENT PPC receive Quality Plan from the RESEARCH AND DEVELOPMENT. In this Quality Plan specification, quality, width, weight, dyes, gauges and counts are mentioned. Cutting PPC receive Fabric Consumption Patterns from the Cutting department and plans that how much fabric must be used. DOCUMENTS GENERATION IN PPC Store Plan Store Plan can also be called as Accessories Plan. It involves all the documentation about the sundries being used in the production of the order. It also involves the information about Threads, Buttons, Sewing and Labels. Store Plan is basically a Quantity Plan.

Dyeing Plan It is related with the Dyeing of the fabric that how much fabric is required for an order, and then it is converted in to the Acro fabric. It plans for how much dyes and chemicals are required. For the procurement of the materials, PPC goes for the purchase department. EXTRA PLANNING 3-5% extra planning is done for the losses. There are some visible losses and some invisible losses. Visible losses occur from cutting to shipment. Invisible losses are being made in Dyeing process and Finishing Process. Any extra planning requires extra cost. So for the additional planning and additional cost, PPC managers have to go for the Chief Executive. The Production Planning and Control is the nervous system of our organization and undoubtedly it is our key success factor. The nucleus of NAVEENA and Sarahs remarkable success has been its impeccable system. PPC conducts detailed pre-production analysis to ensure quality and reproducibility.

2.3 HUMAN RESOURCE DEPARTMENT

Human resource department is responsible for

Recruiting
In NAVEENA for management hiring three interviews are conducted if they are experienced. If they fresh graduate then first written test is done after this initial interview, and then final interview is conducted. This process is done for management trainees. For workers and officer level the head of department hire. His criteria will accord job requirements.

Training
On the job training is mostly provided. But sometimes for management we conduct seminars; in LUMS some lectures are scheduled. Some mangers they visit to foreign countries for getting training.

Compensation
For management trainees they provide Rs.12000 and other according to job requirement and skills of the employee. They also compensate according market going situation. For workers they are providing minimum Rs. 3000 according to government rolls. For officers the G.M decide how much salary will be provided. This depends on the nature of the job and skills, experience of the employees.

2.4 FINANCE DEAPRTMENT

The office manager is the head of this department under this department There are account officer, assistant, casher, clerks, steno and office boys. This Department records are maintained by the use of computer. The books are maintained by computer are: a) cash book b) Bank book c) Purchase journal d) Sales journal e) Purchase ledger f) General ledger In this department casher plays a may by roll in doing all the activity to Be recorded day to day. TRANSACTIONS VOUCHER: Every company deal fully with voucher they are. Cash voucher Journal voucher Bank voucher

These voucher deal with the company internal and external dealing.

CASH VOUCHER: This voucher with the cash expenses done by the company. It includes all Expenses like machinery repairs, diesel for car and auto mobile. The cash payment Can be given up to Rs.10000/- all transaction are fonded under different head and Codes. There are two types of voucher. a) Receipt voucher b) Payment voucher

BANK VOUCHER: The mill mainly has its transaction with state bank of india. The bank voucher Contain, date, particular of the transaction. Cheque member, bank name etc., its is Paid, if its a receipt from whom it was received should be noted in that the company Maintained a fixed amount of balance in the bank, every month the bank company Compared with the cashbook company and bank reconciliation statement is Prepared JOURNAL LEDGER: Journal means double entry book keeping this voucher deals with the Company in internal dealing of the company. That means the companys expenses and others with inside the accounting system, by the following of double entry book Keeping, every debit has a corresponding credit.

COMPANY LEDGERS: The company maintains mainly three types of ledger. There are 1. debtor ledger 2. creditor ledger 3. general ledger DEBTORS LEDGER: All the parties who are in dealing with this company in connection with the Purchase of earn are on this debtors ledger. This contain the code name numbers And companys party name. CREDITOR LEDGER: This ledger lives details pertaining to credit purchase of cotton, polyester, And storage processing and also through the commission to selling agents. The Creditors ledger should be compulsorily are maintained. GENTRAL LEDGER: The ledger deals with all nominal expenses and incomes about the liability Of concern. It is a basis for the preparation of profit and loss account and balance sheet

2.5 SCOPE OF THE STUDY:

The scope of the study helps to understand the necessary of Talent Identification and Management. It also helps to study the perseverance of employees in the Talent Management System in the Company. The study helps whether talent appeals its in terms of employee satisfaction and also suggesting the possible improvement in Talent Management.

PROBLEM DEFINITION

It takes talent to spot talent! A tone deaf will never be able to appreciate the music of maestros. Talent is doing easily what other find difficult. In an organization, there is nothing more crucial than fitting the right employees in the right position. Or else you would be trying to fit a square peg in a round hold. When people do jobs that just dont suit their liking, inclination and temperament, the results or rather the lack of them will be oblivious. Low productivity, dissatisfaction, low morale absenteeism another negative behavior will become typical in the employees is shown the door. Or perhaps, there is another option Talent management.

2.6 LIMITATIONS OF THE STUDY

1. Some information required for the study may be confidential and therefore company is not disclosing the same. 2. Time factor can be major limitation of this survey. Because it has to be completed within the time limit without disturbing the production process or the work of the concern employees 3. The study was confined to the employees of erode branch NAVEENA printing mill Private Limited.

CHAPTER III 3.1 OBJECTIVES OF THE STUDY

o To understand the necessity of talent management among employees. o To study the level of employee satisfaction and problem associated with Talent Management System. o To study employee perception about the Talent Management System and various challenges of talent identification and management. o To give suitable Suggestions for improvement of Talent management System. o To recruit from the market and development of valuable and talented candidates.

3.2 NEED FOR THE STUDY:

1. The company gives lot of weight ages and importance to identify, recognize and reward, and develop talent of the employees, so that the companies preeminent position among the clients is to retain and also make to grow. Therefore Talent Identification and Management is an important function in the Company. 2. It is also needed for the both to improve company performance and also to boost employees well-being.

3.3 RESEARCH METHODOLOGY

Sources of data
Research can be defined as A Scientific and systematic search for pertinent information on a specific topic. Research is an organized activity with specific focus (objective) on a problem or issue supported by compilation of related data and facts, involving application of relevant tools of analysis and deriving logically sound inferences based on originality.

RESEARCH DESIGN:

The researcher has used descriptive research design. In descriptive research design, the researcher is supposed to describe the problem using a questionnaire or a schedule. This method helps the researcher to explore new areas of investigation. A researcher develops his/her hypothesis based on his knowledge about the subject matter of the study.

Descriptive Research includes fact-finding enquires. Descriptive Research studies are those studies, which are concerned with describing characteristics of a particular individual, or of a group. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening.

SAMPLE DESIGN:

Sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Deciding the way of selecting a sample is popularly known as sample design. The researcher used an unrestricted sampling design.

The sampling design consists of two steps:

Sampling unit and Sampling size.

SAMPLE UNIT:

The area selected for the study is Chittode, Erode.

SAMPLE SIZE:

The prime focus of this questionnaire was to compare with the responses obtained by the above questionnaire. The talent identification and 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, necessary of such talent management initiative as well as the satisfaction level of the employees. To analyze the effectiveness of talent identification and management at naveena printing mill, the researcher selected 50 persons as sample size. The respondents were selected on the basis of Random Sampling Technique;

METHODS OF DATA COLLECTION:

There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources. With regard to this study questionnaire method of data collection is followed. Since the study is to know the effectiveness of talent identification and management at NAVEENA PRINTING MILL.

Primary data is collected from Employees of the NAVEENA PRINTING MILL. A well-structured non-disguised questionnaire was made use to collect the relevant data for the study. The questionnaire was framed such a way so as to elicit the required information. From a list of employees at NAVEENA PRINTING MILL Private Limited at random 100 employees were considered for the study. Out of the 100 employees, only 65 employees responded. Hence out of a total population of 300, 50 employees was the research sample size. The secondary data was collected through company profile, books, and internets. Through secondary data basic information about the organization was known.

STATISTICAL DESIGN:

To draw inferences and conclusions from the data collected appropriate conventional and nonconventional techniques were adopted in the study. The conventional techniques used here is percentage analysis, pie chart, the non-conventional technique used in this study is Chi Square.

STATISTICAL TOOL:

The collected data were classified tabulated, and analyzed with some of the statistical tools like.

1. Percentage analysis

3.4 REVIEW OF LITERATURE

1. School of Business and Economics. Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management. 2. Psychological characteristics and talent identification in soccer-Journal of Sports Sciences. I review research on psychological characteristics and sports performance and examine the literature on talent identification with particular reference to soccer to derive implications for the use of psychological variables in the talent identification and development process. Although the many cross-sectional studies of psychological characteristics and performance in all football codes conducted over the last 30 years have revealed no clear patterns, studies of both general inventories and specific variables are still being conducted. Reports on talent identification in all codes have increased in recent years, but most are descriptive in nature. In this review, I suggest that research on systematic expert observation has potential as a practical approach, but more studies of this type are needed. Considering the examination of specific psychological variables, only a solitary investigation of creativity in adolescents has shown promise. Further research on creativity and talent identification is required to replicate the positive results found in that study. In summarizing the research on psychological characteristics and talent identification, I conclude that cross-sectional research on adults cannot be extrapolated for use in talent identification with adolescents. I propose that resources would be more effectively used in the provision of psychological skills training for adolescent soccer players, pending more sophisticated research

on a wider range of psychological variables. It is recommended that longitudinal or quasilongitudinal research is essential to determine whether the same psychological variables are important for outstanding performance throughout the process of development and whether psychological variables measured during adolescence can predict outstanding performance in adulthood. 3. Talent identification and development: an academic review. The Academic Review was commissioned to help evaluate Sport Scotland's pilot Talent Identification and Development Programmed which operated from early 2000 to the end of 2001. The Review highlights that the actual resources required for talent identification in the UK are concentrated on anthropometrical measures whereas the required resources should concentrate primarily on the psychological dimensions supported by the development of fundamental motor skills. 4. Talent management strategies, NHRD. Organization needs 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. 5. Talent retention strategies in a competitive environment 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. 6. The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People. 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.

7. Managing talent, HRD Newsletter 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. 8. The Strategic Development of Talent "Roth well ignites the imagination, expands the possibilities, and offers practical strategies any organization can use to effectively develop, retain and utilize talent for the benefit of an organization and enter the fluid, flexible future. Managers at all levels will cheer the sanity Roth well suggests." 9. Leadership Talent Identification and Development Perceptions of Heads, Middle Leaders and Classroom Teachers in 70 Contextually. This article reports on outcomes from a study funded by the National College for School Leadership (NCSL) designed to explore leadership talent identification, development, succession and retention in contextually different primary and secondary schools in England. Focus groups and a questionnaire were used to secure perceptions of heads, middle leaders and classroom teachers about leadership talent identification and development. Twenty characteristics indicative of leadership talent were identified. Agreement and disjuncture were recorded concerning the importance of characteristics among respondent groups. The implications of these findings for leadership development and succession, in the face of a potential leadership crisis in the UK and internationally, are discussed. The longer-term career planning of staff, the place of needs analysis, self-disclosure and senior leadership decisionmaking are examined with respect to leadership talent identification and development. The article offers a basis upon which schools can reflect on their role in providing a good training ground for future leaders.

CHAPTER- IV DATA ANALYSIS AND INTERPRETATION TABLE 4.1 GENDER OF THE RESPONDENTS
S. NO 1 2 GENDER Male Female Total NO. OF RESPONDENTS 30 20 50 PERCENTAGE 60 40 100

INTERPRETATION:
From the above table it is inferred that 60% are male workers and 40% are female workers. More than half of the respondents are male.

CHART- 4.1 GENDER OF THE RESPONDENTS GENDER

70 60 NO EMPLOYEES 50 40 30 20 10 0 Series1 Male 60 Female 40

TABLE 4.2 AGE OF THE RESPONDENTS

S. NO 1 2 3 4 AGE 18- 25 years 26-35 years 36-45 years Above 45 years Total NO. OF RESPONDENTS 10 20 11 9 50 PERCENTAGE 20 40 22 18 100

INTERPRETATION:
From the above table it is inferred that 20% respondents are between the age group 18-25, 40% of the respondents fall between the age group 26-35, 22% respondents fall between the age group 36-45, 18% of the respondents fall between the age group above 45

CHART- 4.2 AGE OF THE RESPONDENTS

45 40 35 30 25 20 15 10 5 0 18- 25 years Series1 20 26-35 years 40 36-45 years 22 NO OF EMPLOYEES

Above 45 years 18

TABLE 4.3 QUALIFICATION OF THE RESPONDENTS

S. NO 1 2 3 4 EDUCATIONAL QUALIFICATION SSLC HSC DIPLOMA DEGREE TOTAL NO. OF RESPONDENTS 9 15 14 12 50 PERCENTAGE 18 30 28 24 100

INTERPRETATION: From the above table it is inferred that 18% respondents are between the qualification of SSLC, 30% of the respondents fall between the qualification of HSC, 28% respondents fall between the qualification of DIPLOMA, 24% of the respondents fall between the qualifications of DEGREE.

CHART- 4.3 QUALIFICATION OF THE RESPONDENTS

35 30 25 NO OF EMPLOYEES 20 15 10 5 0 Series1 SSLC 18 HSC 30 DIPLOMA 28 DEGREE 24

TABLE 4.4 EXPERIENCE OF THE RESPONDENTS

S. NO 1 2 3 4 EXPERIENCE OF EMPLOYEE Below -2 3-6 7-10 Above-10 TOTAL NO. OF RESPONDENTS 7 8 19 16 50 PERCENTAGE 14 16 38 32 100

INTERPRETATION:
From the above table it is inferred that 14% respondents are between the experience less than 2years, 16% of the respondents fall between the experience less than 3-6years, 38% respondents fall between the experiences less than 7-10years, 32% of the respondents fall between the experience of less than 2years more than 10years.

CHART 4.4 EXPERIENCE OF THE RESPONDENTS

40 35 NO OF EMPLOYEES 30 25 20 15 10 5 0 Below -2 3 TO 6 7 TO 10 Above-10

TABLE 4.5 CURRENT POSITION OF THE RESPODENTS

S. NO 1 2 3 4 5

CURRENT POSITION Trainee Process associate Senior associate process

NO. OF RESPONDENTS 9 13 17 6 5 50

PERCENTAGE 18 26 34 12 10 100

System analyst Others TOTAL

INTERPRETATION:
From the above table it is inferred that 18% respondents are between the position of trainee, 26% of the respondents fall between position of process associate, 34% respondents fall between the position of senior process associate, 32% of the respondents fall between the position of system analyst, 10% of the respondents fall between the positions of system

CHART- 4.5 CURRENT POSITION OF THE RESPODENTS

NO OF RMPLOYEES

40 30 20 10 0 Trainee Series1 18 Process associate 26 Senior process associate 34 System analyst 12

Others 10

TABLE 4.6 ORGANIZATION IDENTIFY TALENT

IDENTIFY TALENT OF THE EMPLOYEES By competencies By result By potentials Others TOTAL NO. OF RESPONDENTS 3 19 14 14 50

S. NO

PERCENTAGE

1 2 3 4

6 38 28 28 100

INTERPRETATION:
From the above table it is inferred that 6% respondents are the identify talents by competencies, 38% of the respondents are identify talents by results, 28% respondents are identify talents by potentials, 28% of the respondents are identify talents by others.

CHART- 4.6 ORGANIZATION IDENTIFY TALENT

40 35 30 25 20 15 10 5 0

NO OF EMPLOYEES

By competencies 6

By result 38

By potentials 28

Others 28

Series1

TABLE 4.7 BELIEVE OF THE RESPODENTS

S. NO 1 2 BELIEVE OF THE EMPLOYEE Yes No Total NO. OF RESPONDENTS 31 19 50 PERCENTAGE 62 38 100

INTERPRETATION: From the above table it is inferred that 62% respondents are YES and 38% of the respondents are NO for believe for talent identification and management.

CHART- 4.7 BELIEVE OF THE RESPODENTS

70 60 NO OF EMPLOYEES 50 40 30 20 10 0 Series1 Yes 62 No 38

TABLE 4.8 TALENT MANAGEMENT IMPORTANT FOR COMPANY

S. NO 1 2 IMPORTANT FOR COMPANY Yes No Total NO. OF RESPONDENTS 39 11 50 PERCENTAGE 78 22 100

INTERPRETATION:
From the above table it is inferred that 78% respondents are YES and 22% of the respondents are NO for believe for talent identification and Management

CHART- 4.8 TALENT MANAGEMENT IMPORTANT FOR COMPANY

90 80 70 60 50 40 30 20 10 0 Series1

NO OF EMPLOYEES

Yes 78

No 22

TABLE 4.9 TALENT MANAGEMENT IMPORTANT FOR EMPLOYEES

S. NO 1 2 IMPORTANT FOR EMPLOYEES Yes No Total NO. OF RESPONDENTS 20 30 50 PERCENTAGE 40 60 100

INTERPRETATION:
From the above table it is inferred that 40% respondents are YES and 60% of the respondents are NO talent identification and management important for employees.

CHART-4.9 TALENT MANAGEMENT IMPORTANT FOR EMPLOYEES

70 60 50 Axis Title 40 30 20 10 0 Series1 Yes 40 No 60

TABLE 4.10 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

S. NO 1 2 TOP PRIORITY IN ORGANIZATION Yes No Total NO. OF RESPONDENTS 45 5 50 PERCENTAGE 90 10 100

INTERPRETATION:
From the above table it is inferred that 90% respondents are YES and 10% of the respondents are NO talent identification and management initiatives top priority in organization.

CHART- 4.10 TALENT MANAGEMENT INITIATIVES A TOP PRIORITY IN ORGANIZATION

100 NO OF EMPLOYEES 80 60 40 20 0 Series1 Yes 90 No 10

TABLE 4.11 ORGANIZATION SPECIFIC TALENT MANAGEMENT INITIATIVES

ORGANIZATION SPECIFIC TALENT MANAGEMENT INITIATIVES Yes Total

S. NO

NO. OF RESPONDENTS

PERCENTAGE

50 50

100 100

INTERPRETATION: From the above table it is inferred that 100% respondents are YES and 0% of the respondents are NO specific talent identification and management initiatives in organization.

CHART- 4.11 ORGANIZATION SPECIFIC TALENT MANAGEMENT INITIATIVES

120 100 80 NO OF EMPLOYEES 60 40 20 0 Yes

1 100

TABLE 4.12 TALENT MANAGEMENT IMPLEMENT REGULAR AND FEEDBACK IMPLEMENT NO. OF OF TALENT RESPONDENTS MANAGEMENT Yes No Total 30 20 50

S. NO 1 2

PERCENTAGE 60 40 100

INTERPRETATION:
From the above table it is inferred that 60% respondents are YES and 40% of the respondents are NO talent identification and management regular feedback given.

CHART- 4.12 TALENT MANAGEMENT IMPLEMENT REGULAR AND FEEDBACK

56 54 NO OF EMPLOYEES 52 50 48 46 44 42 Series1 Yes 54 No 46

TABLE 4.13 FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE FEEDBACK
FEEDBACK ABOUT COMPANY Yes No Total NO. OF RESPONDENTS 27 23 50

S. NO

PERCENTAGE

1 2

54 46 100

INTERPRETATION: From the above table it is inferred that 54% respondents are YES and 46% of the respondents are NO talent identification and management regular feedback action.

CHART- 4.13 FOLLOWING ACTION TAKEN BY THE COMPANY AFTER THE FEEDBACK

56 NO OF EMPLOYEES 54 52 50 48 46 44 42 Series1 Yes 54 No 46

TABLE 4.14 COMPLETE WORK WITHIN A GIVEN TIME

COMPLETE WORK WITHIN A TIME Yes No Total NO. OF RESPONDENTS 27 23 50

S. NO

PERCENTAGE

1 2

54 46 100

INTERPRETATION: From the above table it is inferred that 54% respondents are YES and 46% of the respondents are NO talent identification and management regular work completion in organization

CHART- 4.14 COMPLETE WORK WITHIN A GIVEN TIME

56 54 52 NO OF EMPLOYEES 50 48 46 44 42 Series1 Yes 54 No 46

CHAPTER-V

FINDINGS, SUGGESTIONS AND CONCLUSION 5.1 FINDINGS

Majority (60%) of the respondents belongs to the category of male people. Majority (34%) of the respondents belong to the age group of 26 35 years 30% of the respondents completed their HSC and lowly 18% of the respondents completed their SSLC. Majority (38%) of the respondents are work experience is 7-10years. Majority (34%) of the employees are senior process associate. 38% employees respondents that the organization identifies talent by results. 62% half of the respondents believe the talent management system. 78% of the

employees respond that talent management is important for company. 60% of the respondents employees respond that talent management is not necessary for them. 90% of the employees respond that talent management initiatives a top priority in the organization. Three-fourth of the employees responds that organization has specific Talent Management Initiative.

Majority of the respondents i.e. 60% of them workers interest.

 Level of satisfaction of employees with the following of salary and benefit package.

(i) Most of the respondents (30%) are neutral with medical insurance package.

(ii) Most of the respondents (40%) are neutral with Company savings plan.

(iii) Most of the respondents (35%) are satisfied with retirement plan.

(iv) Most of the respondents (10%) are neutral with Holiday entitlement.

(v) Most of the respondents (15%) are neutral with the competitive of my salary. 30% of the employees are respondents that retaining the current is the talent retention initiative. Majority of the respondents are satisfied with personnel policies of the company.

5.2 SUGGESTIONS

Organization is meaningful descriptions of the capabilities (skills, behaviors, knowledge) required throughout the organization.

abilities and

Organization is able to relate those skills and capabilities to a role or a centre of demand, such as job position, project or leadership role. More certified training can be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation.

The organization can identify the crucial talent initiative to attract and retain the employees,
they should know while talent management elements can have the greatest impact on the business and therefore provide a better basic for prioritization and implementation The organization can develop rewards and compensation structures which will be geared towards incentivizing on spot and develop talented employees. The organization provide skills, training, and knowledge and encourage them to engage and conduct regular conversation with employees especially around their career aspirations and developmental needs as to ensure right allocation of work assignment are assigned to high potential employees to increase the retention within the organization.

5.3CONCLUSION
As organization continue to pursue high performance and improved results through Talent Management practices, they are taking a holistic approach to talent management from attracting and selecting wisely, to retaining and developing leaders, to placing employees in position of greatest impact. The mandate is clear for organization to succeed in todays rapidly changing and increasingly competitive workplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. It starts with recruiting and retaining talented people and continues by sustaining the knowledge and competencies across the entire work force. With rapidly changing skill sets and join requirements, this becomes an increasingly difficult challenge for organization. By implementing an effective Talent Identification and Management strategy, including integrated data, process and analytics, organization can help ensure that the right people are in the right place at the right time, as well as organizational readiness for the future

APPENDIX QUESTIONNAIRE A STUDY ON TALENT IDENTIFICATION AND MANAGEMENT AT NAVEENA PRINTING MILL PRIVATE LTD.

1) Name: (Optional) ______________________________________________ 2) Gender: a) Male b) Female 3) Age: a) 18 25 b) 26 -35 c) 36-45 d) above 45 4) Qualification: a) UG b) PG 5) Experience: a) < 1year b) 2-3years c) 4-5 years d) 5 years and above

6) Current position: (a) Trainee (b) Process Associate (c) Senior Process Associate (d) System Analyst (e) Others

7) How does your organization identify talent of the employees? (a) By competencies (b) By Results (c) By potential (d) others.................

8) Do you believe Talent Management System is necessary? (a) Yes (b) No

9) Do you think a Talent Management System is important for Company? (a) Yes (b) No

10) Do you think a Talent Management System is important for you? (a) Yes (b) No

11) Are Talent Management initiatives a top priority in your Organization? (a) Yes (b) No

12) Does your Organization have any specific Talent Management Initiative? (a) Yes (b) No

13) Is Talent Management System implemented regularly and feedback Given to you? (a) Yes (b) No

14) Is any following action taken by the Company after the feedback? (a) Yes (b) No

15) Can you complete your work within a given time? (a) Yes (b) No

BIBLIOGRAPHY
1) Human Resource Management ---- Himalaya Publications (P 386)

2) Human Resource Management System ----- Prof. Mr. Subbarao (P, 243)

3) Ravilochanan P, Research Methodology with business correspondence and report writing. Chennai; Margham Publications, 2003

4) Singaravelu, Senapathy, Quantitative techniques in business. Chennai; Meenakshi agency, 1998

5) Udai Pareek, Aahad M.Osman-Gani,.Ramnarayan S, Rao T.V, Human Resource Development. Asia India; Oxford and IBH publishing co.pvt. ltd , 2002

WEBLIOGRAPHY:
1) www.naveenaprintinggroups.com 2) www.google.com 3) www.humanresourcemanagement search.com 4) www.hrmagazines.com 5) www.wikipedia.com 6) www.yahoo.com