A STUDY ON TALENT MANAGEMENT WITH SPECIAL REFERENCE TO JKM

TILES & CERAMICS,SALEM

 CHAPTER-I

1.1 ABOUT THE STUDY

“Talent acquisition, transformation and management are the critical anchors for the
growth of the industry”

-Nandan Nilekani

Talent 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. Companies engaging in a talent management strategy shift the
responsibility of employees from the human resources department to all managers throughout
the organization. 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

The major aspects of talent management:

 performance management

 leadership development

 workforce planning/identifying talent gaps

 recruiting

Companies that focus on developing their talent integrate plans and processes to track
and manage their employee talent, including the following:

 Sourcing, attracting, recruiting and on boarding qualified candidates with competitive

backgrounds

 Managing and defining competitive salaries

 Training and development opportunities

  Performance management processes

 Retention programs

 Promotion and transitioning

Meaning of Talent

 Ability, aptitude, bent, capacity, endowment, faculty, flair, forte, genius, gift, knack.

 Unusual natural ability to do something well that can be developed by training.

 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.

Need for 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.

Functions of Talent Management

In order to achieve the above mentioned objectives, various functions that an

organization should institute (through HRM and other departments) are given below:

 Talent need analysis

 Locating the talent resources/sources

 Attracting talents towards the organization

  Recruiting/appointing the talents (in house or outsourced)

 Managing competitive salaries/professional fees

 Training and development of talent pool

 Performance evaluation of talent

 Career and growth planning

 Retention management

Classification of People on the Basis of Proficiency and Use/Appropriateness of Talents

 Fast trackers

 Averages

 Misfits

Definition of Talent Management

Talent management or human capital management is a set of business practices that

manage the planning, acquisition, development, retention and growth of talent in order to
achieve business goals with optimized overall performance.

HRM's Role in Talent Management

 Execution of strategy for talent management.

 Acting as talent management process owner.

 Giving creative suggestions to the organization for continual improvement of talent

management function.

Advantages of Effective Talent Management

 Competency gap between required competencies by the organization and available

competencies reduces significantly.

 Organization's effectiveness and efficiency can improve continuously.

 Helps in achieving the business goals with superior performance.

  Improves organization's overall culture and work climate.

 People are more satisfied.

 Retention of talent improves. People turnover goes down.

 Better overall growth of people associated with the organization.

Talent Motivation and Retention

 Create a professional merit based environment.

 Provide challenging projects.

 Environment of excellence.

 Optimize use of talent.

 Freedom to work.

 Dignity and respect in relationships.

 Effective motivational packages.

 Open communication and transparency.

 Learning and growth opportunities.

1.2 INDUSTRY PROFILE
Ceramic Tiles Industry in India 
Highlights
Ceramic Tiles today have become an integral part of home improvement. It can
make a huge difference to the way your interiors and outdoors look and express. The
Indian tile industry, despite an overall slowdown of the economy continues to grow at a
healthy 15% per annum. Investments in the last 5 years have aggregated over Rs. 5000
crores. The overall size of the Indian ceramic tile industry is approximately Rs 18,000
crore (FY12). The production during 2011-12 stood at approx. 600 million square meters.
The Indian tile industry is divided into organized and unorganized sector. The
organized sector comprises of approximately 14 players. The current size of the organized
sector is about Rs 7,200 Crores. The unorganized sector accounts for nearly 60% of the
total industry bearing testimony of the growth potential of this sector.
India ranks in the top 3 list of countries in terms of tile production in the world.
With proper planning and better quality control our exports (presently insignificant)
contribution can significantly increase.
 Background
Apart from their decorative looks, Ceramic Tiles are primarily hygiene products
and that is how our broad spectrum of consumers view the product. This is fairly evident
from its varied usage from bathrooms and kitchens in average Indian households to
medical centers, labs, milk booths, schools, public conveniences, shopping malls and
numerous other centers; which dot our day to day life. A ceramic tile is basically a "utility
product" and that remains our promotional slogan. Popular housing projects are
increasingly switching over to Ceramic Tiles moving away from the traditional use
mosaic and even granite or marble, owing to several factors viz. ease in laying ability,
versatility, low price and hygiene.
Nevertheless, this decorative aspect of a Ceramic Tiles has forever been in the
forefront. Heavy churning out of bolder and colourful designs by the industry are
testament to the fact that most households regard a ceramic tile as an "adornment" for an
otherwise "drab look" of their age-old floorings or an unfurnished wall.
 Overall picture of the Industry
Ceramic tiles as a product segment has grown to a sizeable chunk today at
approximately 680 Millions Square meters production per annum. However, the potential
seems to be great, particularly as the housing sector, retail, IT & BPO sectors have been
witnessing an unprecedented boom in recent times.
The key drivers for the ceramic tiles in India are the boom in housing sector
coupled by government policies fuelling strong growth in housing sector. The retail boom
in the Indian economy has also influenced the demand for higher end products. Overall
the bullish growth estimates in the Indian economy has significantly influenced the
growth of the Indian Ceramic tile industry.
The main product segments are the Wall tile, Floor tile, Vitrified tile and Industrial
tile segments. The market shares (in value terms) are 20%, 23% 50%, and 7%
respectively for Wall, Floor, Vitrified, and Industrial tiles. The tiles are available in a
wide variety of designs, textures and surface effects. They cater to tastes as varied from
rustics to contemporary marble designs in super glossy mirror finishes.Both, traditional
methods of manufacturing (tunnel ) and the latest single fast firing methods are deployed
in manufacturing. Some of the latest trends in manufacturing methods can be seen in
India.
The industry also enjoys the unique distinction of being highly indigenous with an
abundance of raw materials, technical skills, infrastructural facilities despite being fairly
capital intensive. A total of over 5,50,000 people are employed in the sector. Out of this,
50,000 people are directly employed and 5,00,000 are indirectly associated. The potential
is huge considering the per capita consumption of ceramic tiles in India. Currently it is at
0.50 square meters per person in comparison to over 2 square meters per person for like
countries like China, Brazil and Malaysia
 About Tiles
A tile is a manufactured piece of hard-wearing material such as ceramic, stone,
metal, or even glass, generally used for covering roofs, floors, walls, showers, or other
objects such as tabletops. Alternatively, tile can sometimes refer to similar units made
from lightweight materials such as perlite, wood, and mineral wool, typically used for
wall and ceiling applications. In another sense, a tile is a construction tile or similar
object, such as rectangular counters used in playing games (see tile-based game). The
word is derived from the French word tuile, which is, in turn, from the Latin word tegula,
meaning a roof tile composed of fired clay.
Tiles are often used to form wall and floor coverings, and can range from simple square
tiles to complex or mosaics. Tiles are most often made of ceramic, typically glazed for
internal uses and unglazed for roofing, but other materials are also commonly used, such
as glass, cork, concrete and other composite materials, and stone. Tiling stone is typically
marble, onyx, granite or slate. Thinner tiles can be used on walls than on floors, which
require more durable surfaces that will resist impacts.
Where we stand and what we must do?
As a foreign exchange earner or a global player, Indian Tile industry has captured
the attention of the world in the ceramic tiles segment. To compete internationally, our
plants must be geared up to large units currently operating in China and Turkey are driven
by economies of scale. These will also help us in lowering our cost of production
significantly. Also, infrastructural support is a key factor that determines the speed of
growth. Better infrastructure will bring in better growth in terms of consistency and
sustenance. Freight, supply of power and gas remains the key cost-related issues
impacting the industry. Availability, consistent supply and reasonable rates are extremely
important for the growth of the ceramic tile industry.
Also, the prevailing anomalies pertaining to Basic Customs Duty on import of
ceramic tiles from China and raw materials imported from abroad need to be corrected to
prevent dumping of tiles from China. Rural thrust should be enhanced by favorable excise
duty and MRP structure
Current status of the Industry
The ceramic tiles industry in India has followed similar trends internationally which have
been characterized by excess capacities and falling margins. Countries like Malaysia,
Thailand, Indonesia, Sri Lanka and Vietnam are setting up their own plants. China has
emerged as a major competitor. Producers from Spain and Italy have the advantage of
lower transportation costs while exporting to USA and Germany. In India, the per capita
consumption is as low as 0.50 square meters per person compared to China (2.6 square
meters per person), Europe (5 to 6 square meters per person) or Brazil (3.4 square meters
per person). Rising disposable incomes of the growing middle class and 40 million units
of housing shortage hold out a great potential.
 A major change that took over the ceramic tiles industry, was the introduction of
vitrified and porcelain tiles. These new entrant product types are said to be the tiles of the
future. Internationally these tiles are already the major sellers. These category of products
account for almost 50% of total tile sales by value in this industry.These new products
and the conventional wall & floor tiles have together made the organized industry grow to
a formidable Rs. 7,200 crores industry. This coupled with a spate of expansions by many
players make the industry look very promising in the future.
The Indian Industry has developed an export market although at the lower end. In
volume it constitutes less than half a percent of the global market. (Presently India does
not figure in the list of major exporting countries). But this reality could change as Indian
exports are rising at an accelerating growth annually. The top-end of the global export
market is presently dominated by China (36.8%) and Italy (15.1%)
Ceramic Tile Industry Statistics
1. World production: 11913 Million sq.m
2. India's Share: 750 Million sq.m
3. World ranking (in production): 3
4. Per capita consumption: 0.50 sq.m
5. Global Industry Growth Rate: 11%
6. Growth Rate (India Domestic 15%
Market):
7. National Player's Turnover Rs. 8600 crores
(India):

  a). Glazed Wall Tile share: 45%

  b). Glazed Floor Tile share: 8%

  c). Polished Vitrified Tile share: 40%

  d). Glazed Vitrified Tiles: 7%

8. Regional Player's Turnover: Rs 12900 crores

9. National Sector:    
  a). Share of Production:  40%

  b). No. of units: 14

10. Regional Sector:    

  a). Share of Production: 60%

  b). No. of units: 200 (approx) (70% based in Gujarat )

11. Job Potential:  50,000 direct & 500,000 indirect

12. Export 40 million sq. m

13. Imports 45 million sq. m

14. Investments in last 6 years:  Rs. 6000 crores

 
1.3 COMPANY PROFILE
JKM TILES & CERAMICS was founded on 2007. It is located in Valapady main Road,
Belur, Salem.
The company’s status is listed as "ACTIVE".
Vision:
 Quality products & services to our customers.
 A satisfying work environment to our staff.
 Fair respectful & consistent working relations to ancillary industries.
 Profitable & responsible growth to our stakeholders.
Mission
To deliver quality products unfailingly to our customers with great designs and
value for money, resulting in creation of value system in Ceramic industry.
Values
JKM Tiles & Ceramics is passionate about its business and customers that are
driven by core values that are mentioned below:
1) Integrity
2) Team Work
3) Commitment
4) Speed
5) Innovation

Tile Dealers for JKM tiles & ceramics

 Tile Dealers-Johnson
 Tile Dealers-Somany
 Ceramic Tile Dealers-RAK
 Tile Dealers-Alient
Tile Dealers-Somany
Somany Ceramics is your ideal destination for an extensive range of products including
ceramic tile, floor tiles, polished vitrified tiles, digital tiles, wall tiles, wall claddings,
sanitary ware, bathroom fittings, and state-of-the-art tile laying solutions. We are a
complete décor solutions provider and understand the evolving needs of customers and
the dynamic trends in the market. Our high quality craftsmanship, ground-breaking style
and focus on innovation remains unparalleled in the industry. This is testified by our
expertise in everything encompassing the domain of floor tiles design, bathroom tiles
design, wall tiles design, kitchen tiles design, marble tiles, wooden floor tiles design, and
bathroom fittings. 
Tile Dealers-Anuj
Anuj Tiles is the only brand in South India to market 100% of its production entirely to
the existing Market and has become a brand synonymous to the Vitrified Tile Industry.
Apart from the initial installed capacity of 6000 square meters, plans are on to augment
the production capacity to 25,000 square meters, in the coming years. At Aravind
Ceramic Industries Ltd quality comes first, the stand vindicated by the numerous repeat
purchases from reputed clients across all the sectors.
Modes of Payment
 Cash
Working hours
Time : 9.00 a.m – 7.00 p.m
Different category of Tiles
 Wall tiles
 Floor tiles
Floor tiles
Wall tiles

Ceramics
Sizes of different tiles

Centimeter Inch
20 X 30 8 X 12
20 X 60 8 X 24
25 X 25 10 X 10
25 X 33 10 X 13
25 X 37.5 10 X 15
25 X 50 10 X 18
25 X 75 10 X 30
30 X 30 12 X 12
30 X 45 12 X 18
1.4 OBJECTIVE OF THE STUDY

 To identify the talent among the employee in the organisation and finding the way to
develop and retain those talents.

 To develop a clear talent management strategy and to increase awareness of available

talents.

 To know the employees satisfaction level on their work

 To identify the factors affecting the talent of an employees

1.5 SCOPE OF THE STUDY

o The study aims at finding out the talent management of employees at JKM.
o The study is based on the major factors that effects the talent management
namely nature of the job, creativity in job, promotion, team they work with,
talent review meeting, encouragement and overall integration of talent.
o Talent mainly scenario of the employers and employees are giving more
important for easy to achieve.
o The study express the opinion of workers on their satisfaction , motivational
factors and commitment and involvement levels in managing talent at retail
field. The responds of employees could be biased. The study can be carried
out for other industries and services with few modifications.
1.6 LIMITATIONS OF THE STUDY

The results of the study are bound to be effected by a certain extend by the following
limitations. However these are managerial and do not substantially effect the analysis and
suggestions.

The limitations are:

 Some of the employees were reluctant to discuss their problem, freely & frankly.

 It was very difficult for the researcher to meet the respondents at the working

 Though the results are unbiased, there may exist some biased responds during
filling the questionnaire.
 CHAPTER-II

REVIEW OF LITERATURE

How to Develop Your Management Talent Internally

Eugene E Jennings (1981), How to Develop Your Management Talent Internally

Management Science / Operations Research Miscellaneous Papers
Personnel Administrator Volume: 26, Issue: 7, Pages: 20-23:
Some corporations, called "academies," have the ability to develop a group of above-average
and desirable vice presidents and then to lose these individuals to other corporations with no
loss in earnings. Much can be learned from these companies' methods to improve
management development programs

Talent management: A strategy for improving employee recruitment, retention and

engagement within hospitality organizations

Julia Christensen Hughes,(1989) (Department of Business, University of Guelph, Guelph,

Canada), Evelina Rog, (Department of Business, University of Guelph, Guelph, Canada),
(2008),Talent management: A strategy for improving employee recruitment, retention and
engagement within hospitality organizations,

URL: 10.1108/09596110810899086 (Permanent URL):

Talent management is an espoused and enacted commitment to implementing an

integrated, strategic and technology enabled approach to human resource management
(HRM). This commitment stems in part from the widely shared belief that human resources
are the organization's primary source of competitive advantage; an essential asset that is
becoming in increasingly short supply. The benefits of an effectively implemented talent
management strategy include improved employee recruitment and retention rates, and
enhanced employee engagement. These outcomes in turn have been associated with
improved operational and financial performance. The external and internal drivers and
restraints for talent management are many. Of particular importance is senior management
understanding and commitment.
Practical implications – Hospitality organizations interested in implementing a talent
management strategy would be well advised to: define what is meant by talent management;
ensure CEO commitment; align talent management with the strategic goals of the
organization; establish talent assessment, data management and analysis systems; ensure
clear line management accountability; and conduct an audit of all HRM practices in relation
to evidence-based best practices.

Talent Management in the 21st Century: Help Your Company Find, Develop, and Keep
its Strongest Workers
Cindy McCauley, Michael Wakefield (2006) Talent Management in the 21st Century: Help
Your Company Find, Develop, and Keep its Strongest Workers.
Journal for Quality Participation (2006) ,Volume: 29, Issue: 4, Publisher: Association for
Quality & Participation, Pages: 4-7:

Key Points/Concepts Addressed: 1. Businesses are constantly challenged with

attracting, developing, and then retaining skilled employees, which points to the need for
talent-management processes. 2. These processes may include workforce planning, talent gap
analysis, recruiting, staffing, education and development, retention, succession planning, etc.
3. A successful talent-management program requires the cooperation of all departments and
managers. This article details several ways to become more involved in the process such as:
realizing your management potential and adopting a talent mindset. 4. The author notes that
leadership development processes contribute to successful talent management in many ways,
including:, developing individual leaders, assessing leadership needs, and coaching and
providing feedback.

Talent management: a review and framework for the future

Lewis and Heckman,(2006), Talent management: a review and framework for the
future,www.entrepreneurship.ethz.ch/…./HRM_ABB_Article_Collings_2006…

Lewis and Heckman note that “A review of the literature focused on talent
management reveals a disturbing lack of clarity regarding the definition, scope and overall
goals of talent management.It is difficult to identify the precise meaning of ‘talent
management’ because of the confusion regarding definitions and terms and the many
assumptions made by authors who write about TM. The terms ‘talent management’, ‘talent
strategy’, ‘succession management’ and ‘human resource planning’ are often used
interchangeably.”

Talent management: a strategic imperative

Guy Lubitsh and Ina Smith ,2007, Talent management: a strategic imperative
http://www.ashridge.org.uk/360:

One of the key findings from our TM research report is that leading organisations view TM
as a strategic priority and an important long term investment that needs reviewing, refining
and reinvention (in some cases) as needs and priorities change. All the case studies
demonstrated that there are no simple ‘Ten steps to success’ in TM. In reality it is a complex
set of activities which touch upon virtually every aspect of organisational life. Devising a TM
strategy means making choices and recognising that there must be trade-offs.
Nor is TM a one-off, quick-fix intervention. While individual processes can be improved,
effective TM requires a systems-wide approach, requiring a breadth and depth of
conversation rarely seen in other forms of organisational change and development. In a
peculiar sense, TM is very much a ‘live’ system operating through relationships across the
organisation and which can therefore be strongly moulded and influenced, even sabotaged, by
those who champion, implement and go through the TM system.
The case study organisations also accept that TM requires a long term investment. Whatever
their approaches, they shared the view that TM is a strategic priority which will help them to
survive in increasingly competitive, global marketplaces.
Our research has confirmed our strong belief that a TM system is unique to each organisation
and must be designed to take account of a unique blend of strategy, people, culture and
systems. TM systems inextricably link talent with the organisation.

Strategic Talent Management: a review and research agenda

Collings, D.G. and Mellahi, K. (2009) “Strategic Talent Management: A review and research
agenda”, Human Resource Management Review, 19: 4, 304–313

Given the high level of interest in the concept of talent management over the past
decade, it is somewhat paradoxical that it remains relatively poorly defined and lacking in
theoretical underpinning. This review of the current body of literature suggests that from a
theoretical point of view, the area of talent management is in its infancy and a significant
degree of theoretical advancement is required. The contribution of this paper is two fold; to
develop a clear and concise definition of strategic talent management, and .propose a
theoretical model of strategic talent management. In doing so we draw insights from a
number of discreet literature bases. The paper aims to aid future research in the area of talent
management though (1) helping to clarify the conceptual boundaries of talent management
and (2) providing a theoretical framework which can help in framing their research efforts in
the area. Additionally, it should aid managers in engaging with some of the issues they face
with regard to talent management.

Global talentmanagement: Literature review, integrative framework, and suggestions

for further research, Journal of World Business

Ibraiz Tarique ,Randall S. Schuler,2010, Global talentmanagement: Literature review,

integrative framework, and suggestions for further research, Journal of World Business,
Volume 45, Issue 2, April 2010, Pages 122–133

Global Talent Management: Extremely volatile, and is likely to remain so for years to
come. In addition to these external conditions, most organizations are also facing several
global challenges including those related to: talent flow; the managing of two generations of
employees, viz., older or mature workers and younger workers; and a shortage of needed
competencies. One major result of these challenges for organizations is that they have to be
global and that they have to be systematic in managing their human capital if they wish to
have any hope of gaining and sustaining a competitive advantage in the years ahead. Many
human resource practitioners and consultants (HR professionals) are now recognizing this,
especially those that operate globally, the multinational enterprises. Academics are also
showing a strong interest as evidenced by their work in the new area referred to as “global
talent management”. In this article we review that academic work and attempt to organize
that literature by creating an integrative framework for understanding and advancing further
research in global talent management. To guide this research our framework highlights
several selected challenges in global talent management, and several drivers of those
challenges. It also highlights the potential role of IHRM activities in addressing those
selected challenges. A discussion of possible criteria of global talent management
effectiveness completes the framework. Hopefully this integrative framework may guide
further academic research on global talent management and might also inform the work of
HR professionals.
 CHAPTER-III

RESEARCH METHODOLOGY
MEANING:
Research methodology is the way to solve the research problems. It may be
understood as a science of studying how research is done scientifically primary and
secondary data were made use of along with data collection are alone through questionnaire
and internet.
RESEARCH DESIGN
Research is the systematic and logical study of an issue or a problem to arrive at
accurate results. Research the job of collecting, recording and analyzing relevant data to
arrive at decisions. The present study is a systematic, objective and exclusive search for
studies of the facts relevant to a problem in the field of marketing. The search for the fact
may be through either(1)Unscientific method (2)scientific method
DESCRIPTIVE RESEARCH:
The study comes under the Descriptive research includes survey and fact finding
enquired of different kinds the major purpose of descriptive research is the descriptive of the
state of affairs as it exists at present.
DATA COLLECTION
Data constitute the foundation of the research. Hence the first step was to gather the
required data. The study was conduct at JKM tiles and ceramics ,the data or information
collected from the various sources were divided in to two parts.
 Primary Sources
 Secondary Sources
The primary data was collected through direct personnel investigation and by questionnaire.
PRIMARY DATA
The primary data means directly collected by the researcher himself or by investigator
appointed by him from the original sources.
QUESTIONNAIRE
A questionnaire is a printed list of question related to particular enquiry.
SECONDARY DATA
The secondary data is information which already exists. The secondary data was
collected from journals, magazines, books. The research specific information was less
available more emphasis was given on primary data.
SAMPLING UNIT
One of the unit in to which an aggregate is divided or regulated as divided for the
purpose of sampling.
SAMPLE SIZE
The population of the study was 200 respondents in the area from different sections.
The Sample of 150 respondents was selected using simple random sampling method.
SAMPLE DESIGN
Sample design depends on the researches objective and the nature of problem
samples are selected by using simple random sampling method.
TOOLS TO BE USED
 Percentage Analysis
 Chi-Square Analysis
 Correlation Method
PERCENTAGE ANALYSIS
Percentage refers to the special kind of ratio. Percentage is used in making
comparison between two or more series of data percentage can also be used for compare the
relative teas, the distribution of two or more series of data.
The easy and simplicity of calculating the general understanding of its purpose and
the universal applicability of the percent static have made it most widely and standardized
tool researches everything to a common based and thereby allow meaningful comparison to
be made with data.
PERCENTAGE METHOD IS USED FOR DATA ANALYSIS:
No of respondent
Percentage = *100
Total No of Population

CHI- SQUARE ANALYSIS

This is one of the most widely used statistical tool used for the purpose of analyzing
the data. This is one of the simple methods of calculating and comparing the data.
IN THAT WE SHOULD UNDERSTAND THE FOLLOWING
E- Expected Value
O- Observed Value
H0- Null Hypothesis
H1- Alternative Hypothesis
2- Calculated Value
DOF- Degrees Of Freedom
Level Of Significance- 5
The formula for computing chi-square is:
(O - E) 2

X2 = ∑ ----------
E
CORRELATION
A general term used to describe the fact that two (or more) variables are related.
Galton, in 1869, was probably the first to use the term in this way (as 'co-relation'). Usually
the relation is not precise. For example, we would expect a tall person to weigh more than a
short person of the same build, but there will be exceptions.
Although the word 'correlation' is used loosely to describe the existence of some
general relationship, it has a more specific meaning in the context of linear relations between
variable.
If an increase in independent variable leads to an increase in dependent variable, it is a
case of positive correlation. On the other hand if an increase in independent variable leads to
a reduction in dependent variable, it is a case of negative correlation. An example for
negative correlation could be the relationship between the age advancement and resistance to
diseases. As age advances, resistance to disease reduces
Karl Pearson’s coefficient of correlation is the most widely used method of measuring
the degree of relationship between two variables. Karl Pearson’s coefficient of correlation
formula comes below
∑XY
Formula for Correlation=
∑(X) 2 ∑ (Y) 2
 APPENDIX
QUESTIONNAIRE
A STUDY OF TALENT MANAGEMNT WITH SPECIAL REFERENCE TO JKM
TILES AND CERAMICS, SALEM

1. Name:

2. Gender:
a) Male b) female

3. Age:
a) 1-2 years b) 2-3 years

c) 3-5 years d) above 5 years

4. Marital status:

a) Married b) unmarried

5. Educational Qualification:

a) SSLC b) HSC

c) UG d) PG

e) Diploma & others

6. Monthly income:

a) Below 5000 b) 5000 to 10000

c) 10000 to 15000 d) above 15000

7. Working experience:

a) Below 5 years b) 6 to 10 years

c) 11 to 15 years d) above 16 years

8. How many years having experience in this organization?

a) Below 2 years b) 2 to 4 years

c) 4 to 6 years d) above 6 years

9. What is the level of satisfaction regarding talent you possess?

a) Highly satisfied b) Satisfied

c) Neutral d) Dissatisfied

e) Highly dissatisfied

10. Give the opinion about the policies and procedures of the company?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

11. Stretch your view about the knowledge of the vision and mission of the company?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

12. Do you know what the company is expecting from you?

a) yes b) no
13) Are you satisfied with the materials and equipments that are available at your work site??

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

14) How do you feel about the job?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied
15) How do you feel about the creativity in your job?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied
16) How do you feel about applying your talent to the job?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

17. What is the level of recognition given by organization for your Talent?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied
18. Opinion about, supportive from the “Top management” for talent management?

a) Always

b) Partially

c) Neutral

19. Stretch your opinion about the training program

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

20. How do you feel about the identification of talent gaps?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

21) Give your opinion about the talent review meetings?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

22) What is the level of satisfaction you have regarding monetary and non monetary benefits!

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied
23) Opinion about the team you work with?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied
24) Stretch your opinion about the promotion?

a) Highly satisfied b) satisfied

c) Neutral d) Dissatisfied

e) Highly satisfied

25. Please give your own suggestion……………………