SMU MBA ASSIGNMENTS

a)Employee Engagement

Employee engagement is the level of commitment and involvement an employee has towards their organisation and its values. An engaged employee is aware of business circumstances and works with his/her organisation to improve the performance within the job for the benefit of the organisation and to make an effective organisation.

The main idea of employee engagement is to offer a positive environment to employees so that they are free to add and desire to contribute more of their energy, efforts and thought processes in more ways than one, and significantly and favourably impact the goals of the organisation. It’s about having employees feel fully connected to their company and keen about their job. It is empowering employees to imagine and to start change from their viewpoint. Employee engagement activates increased job satisfaction and employee retention. It maximises workforce productivity. Employee engagement is essential for meeting corporate sales and effective objectives.

Six factors that define employee engagement within an organisation are:

• Challenging work for employees
• Employees get appropriate decision-making authority
• Company gives importance to customer satisfaction
• Employees have excellent career opportunities
• Company has a reputation as a good employer
• Individual work is better than team work

Employee engagement can change any company’s right over best practices to NEXT PRACTICES. How well an organisation manages talent acquisition and develops human capital; the capital that delivers world class customer service that truly differentiates that company from the rest.

The Hewitt model has gained a lot of importance in employee engagement and it seems to fit into the Indian scenario very well. The Hewitt Model is based on the following parameters:

• People
• Work motivation
• Opportunities
• Quality of life/values
• Procedures
• Total rewards

b)Talent Management

The term talent management is usually associated with competency-based HRM practices. Talent management decisions are often driven by a set of organisational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience and personal traits. Talent management is the recruitment, development, promotion and retention of people, planned and executed in line with the organisation’s current and future business goals. Because it is aimed at building leadership strength in depth, it creates flexibility to meet rapidly changing market conditions. A structured talent management process will systematically close the gap between the human capital an organisation currently has and the leadership talent it will eventually need to respond to future business challenges.

Talent management, with a focus on soft skills, leadership development and succession planning, is the defining trend in HR.

Matching the right person to the right job is an acknowledged need in organisations. But one of the toughest challenges in selection that is often overlooked is matching the right candidate to his/her immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him/her.. Employers also need to identify critical competencies that people will need to develop for their success.

Many organisations consider their employees or human resources as the most valuable element in their asset portfolio. People are not organisational assets; they cannot be owned or controlled. However, people are the owners of human capital-talent, skills, knowledge and enthusiasm, some of which are invested in their work.

In India, technically qualified people are easier to find. But what companies require is a domain expert with managerial skills to leverage that expertise in the interest of the company. Selections are increasingly based on soft skills such as attitude, ethics or people skills.

Today, one’s educational qualification is just not enough to get a job. This becomes even more important as we go up the pyramid to middle, senior and top level managers. One of the scarce capabilities is leadership.

As organisations, their customers, employees and their environment become more global and competitive; the competency requirements for successful leadership are increasing exponentially. Leadership comes with empowerment and changing work-cultures across the levels through continuous learning, skill development and change management