Topic: BusinessBranding

Last updated: March 15, 2019

Introduction Moorphy (2003) have defined workforce planning as a process of ensuring that an organization has right number of employee with desired knowledge and skills in the right place at right time. It should be fully systematic and fully integrated process which involves planning to avoid talent shortages. Workforce planning is based on the fact that organization is staffed efficiently so that need for panic hiring can be avoided.

Workforce planning is also known as talent planning as this stage includes all forecasting element related to recruiting, retention, and leadership and employee development ADDIN EN.CITE <EndNote><Cite><Author>McCauley</Author><Year>2006</Year><RecNum>48</RecNum><DisplayText>(McCauley and Wakefield 2006)</DisplayText><record><rec-number>48</rec-number><foreign-keys><key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535888274″>48</key></foreign-keys><ref-type name=”Journal Article”>17</ref-type><contributors><authors><author>McCauley, Cindy</author><author>Wakefield, Michael</author></authors></contributors><titles><title>Talent management in the 21st century: Help your company find, develop, and keep its strongest workers</title><secondary-title>The Journal for Quality and Participation</secondary-title></titles><periodical><full-title>The Journal for Quality and Participation</full-title></periodical><pages>4</pages><volume>29</volume><number>4</number><dates><year>2006</year></dates><isbn>1040-9602</isbn><urls></urls></record></Cite></EndNote>(McCauley and Wakefield 2006).Good workforce planning has significant advantages such as Vacant position due to sudden turnover figure out rapidlyWill ensure that organization meet it production goal as right number of people are employedProduct development increases because organization has people with right skillsNew projects can be done more efficiently as organization has already prepared and trained its employees/internal talent.Talent management is defined as “Talent management includes sourcing, screening, selection, retention, development, and renewal of the workforces with analysis and planning” ADDIN EN.CITE <EndNote><Cite><Author>Schweyer</Author><Year>2010</Year><RecNum>36</RecNum><DisplayText>(Schweyer 2010)</DisplayText><record><rec-number>36</rec-number><foreign-keys><key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535886496″>36</key></foreign-keys><ref-type name=”Book”>6</ref-type><contributors><authors><author>Schweyer, Allan</author></authors></contributors><titles><title>Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning</title></titles><dates><year>2010</year></dates><publisher>John Wiley &amp; Sons</publisher><isbn>0470675446</isbn><urls></urls></record></Cite></EndNote>(Schweyer 2010). For the success of an organization it is very important that talented individual are hired and hiring the most talented individual is the most challenging task.

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Therefore managers should take following steps in order to carry out effective talent management.Managers should concentrate on honest and analytical reviews to know about the individual talent in the company by level and function and with the goals to identify individuals with high Performa.Team evaluation (strength and weakness of entire team) should be evaluated by using performance review and assessmentInternal talent pool should be listed against the critical management and value competencies standard of firmMapping of competencies skills and function should be done against success factors and strategic factors of high Performa talent. Secondly gap between high Performa and broader team should be identify and analyzed.Strategies should be developed to close the talent gap.

it includes employees training and development of recruiting policies in order to identify newly identify success fact ADDIN EN.CITE <EndNote><Cite><Author>Baumruk</Author><Year>2006</Year><RecNum>49</RecNum><DisplayText>(Baumruk 2006)</DisplayText><record><rec-number>49</rec-number><foreign-keys><key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535888414″>49</key></foreign-keys><ref-type name=”Journal Article”>17</ref-type><contributors><authors><author>Baumruk, Ray</author></authors></contributors><titles><title>Why managers are crucial to increasing engagement: Identifying steps managers can take to engage their workforce</title><secondary-title>Strategic HR Review</secondary-title></titles><periodical><full-title>Strategic HR Review</full-title></periodical><pages>24-27</pages><volume>5</volume><number>2</number><dates><year>2006</year></dates><isbn>1475-4398</isbn><urls></urls></record></Cite></EndNote>(Baumruk 2006).Fig. SEQ Figure * ARABIC 1. Steps of effective talent management process ADDIN EN.

CITE <EndNote><Cite><Author>Haworth</Author><Year>2003</Year><RecNum>51</RecNum><DisplayText>(Haworth and Whitman 2003)</DisplayText><record><rec-number>51</rec-number><foreign-keys><key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535908229″>51</key></foreign-keys><ref-type name=”Journal Article”>17</ref-type><contributors><authors><author>Haworth, John</author><author>Whitman, Austin</author></authors></contributors><titles><title>Talent Management Process</title><secondary-title>The Talent Management Handbook</secondary-title></titles><periodical><full-title>The Talent Management Handbook</full-title></periodical><pages>415</pages><dates><year>2003</year></dates><isbn>0071414347</isbn><urls></urls></record></Cite></EndNote>(Haworth and Whitman 2003).Pretoria university policy statementThe university should recognize the importance of performance achievement, institutional culture which will promote the employee productivity by aligning the team performance and individual with the goal and objective of the university.The Pretoria University will be committed to create supportive, stimulating and equitable working environment which will empower the employee at all level. University GoalTo recruit and develop the world’s most experienced and highly skilled and outstanding staff and be a truly global University which benefit society as a whole and the creation and the dissemination of knowledge. Value, support and challenge the staff of the university to their level best. Comprehensive talent management approach will be used by the university. Should also define the criteria for theTalent identificationPerformance management systemLevel of workTalent review processTalent development process in order to nurture talent in the universityIntegrated talent management process will be developed which will be in line with the following principlesAlignmentProcess of talent management process will ensure that all are linked with the goals and objectives of the universityIntegrationTalent management process should be integrated approach which will integrate other people process i.e recruitment and selection, training learning and development, employee equity, remuneration and benefits ADDIN EN.

CITE ;EndNote;;Cite;;Author;Stahl;/Author;;Year;2012;/Year;;RecNum;52;/RecNum;;DisplayText;(Stahl, Björkman et al. 2012);/DisplayText;;record;;rec-number;52;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535908368″;52;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Stahl, Günter;/author;;author;Björkman, Ingmar;/author;;author;Farndale, Elaine;/author;;author;Morris, Shad S;/author;;author;Paauwe, Jaap;/author;;author;Stiles, Philip;/author;;author;Trevor, Jonathan;/author;;author;Wright, Patrick;/author;;/authors;;/contributors;;titles;;title;Six principles of effective global talent management;/title;;secondary-title;Sloan Management Review;/secondary-title;;/titles;;periodical;;full-title;Sloan Management Review;/full-title;;/periodical;;pages;25-42;/pages;;volume;53;/volume;;number;2;/number;;dates;;year;2012;/year;;/dates;;isbn;1532-9194;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Stahl, Björkman et al. 2012).

Roles and responsibilitiesManagers should design the talent management process such that it enable the leadership to manage the talent in the university and individual in the university should be responsible for managing their own development, career and performance.TransparencyTalent management process should be transparent all the time. Feedback process should be there.Purpose of talent management in Pretoria UniversityThe main purpose of talent management integrated approach is to enhance the achievement of objective of university through a process of identification, attraction, nurturing and retention of talent across the whole university.Main objective of Pretoria University is to ensure that university will attract and retain high performing talented employees which will help to achieve the objectives by Ensuring a continuous supply of highly competent talentEnabling the talent in university to perform at appropriate levelEnsuring competencies (knowledge, skills, values) at different levelsManagers should clarify the requirement of individual as well as team performance, success indicators, expectations that will lead to effective, efficient and improved quality of university.Manager should enable job fulfillment in a motivating environment by providing challenging assignment to all the employees of the universityFair and transparent ways should be provide by managers to recognize and reward talent in the universityEncourage the employees to gain competencies which will help them to perform their duties in effective and efficient ways. Talent management processTalent identification criteria of Pretoria UniversityTalent in the university will be identified by assessing the following criteriaPerformanceLevel of workPotentialPerformanceFor the purpose of talent management university process management system will be used to assess the performance of an individual. All the employees have to complete the performance agreement and potential device plan which should reflect target, success measure and output in line with the performance expectation.

Other than this line manager will be responsible to provide the continuous feedback on performance progress and should inform the HR manager in case of identification of poor performance. In order to promote the continuous improvement and learning performance review as well as assessment should be done by line managers. Outcome of the review should be the primary input to the talent management process of the university.Managers will assess the potential of staff on the basis of their ability to carry out future assignment and to work efficiently at next level. For valid talent identification learning agility and competencies should be the core consideration of the university. Level of work /LeadershipIn the university level specific pathways will be formed for which talent mapping will be done.

in the leadership path way manager will identify 4 leadership level(managing other , leading a group, leading a university, leading leader)those who exceed performance criteria will this pathway.5 specialization levels should be present in the universityWithin the universityWithin the disciplineWithin the sectorNationallyInternationallyIntegrated talent capability framework ADDIN EN.CITE ;EndNote;;Cite;;Author;Whelan;/Author;;Year;2011;/Year;;RecNum;46;/RecNum;;DisplayText;(Whelan and Carcary 2011);/DisplayText;;record;;rec-number;46;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535888055″;46;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Whelan, Eoin;/author;;author;Carcary, Marian;/author;;/authors;;/contributors;;titles;;title;Integrating talent and knowledge management: where are the benefits?;/title;;secondary-title;Journal of Knowledge Management;/secondary-title;;/titles;;periodical;;full-title;Journal of Knowledge Management;/full-title;;/periodical;;pages;675-687;/pages;;volume;15;/volume;;number;4;/number;;dates;;year;2011;/year;;/dates;;isbn;1367-3270;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Whelan and Carcary 2011)Capability framework which describes broad competencies required by the Pretoria University will be mapped by the mangers which will help them to understand the required qualities, attributes and skills needed at each level at present or in using this framework at all level acquired competencies will be indicated prior to the promotion to next levelTalent review process ADDIN EN.CITE ;EndNote;;Cite;;Author;Lewis;/Author;;Year;2006;/Year;;RecNum;47;/RecNum;;DisplayText;(Lewis and Heckman 2006);/DisplayText;;record;;rec-number;47;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535888136″;47;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Lewis, Robert E;/author;;author;Heckman, Robert J;/author;;/authors;;/contributors;;titles;;title;Talent management: A critical review;/title;;secondary-title;Human resource management review;/secondary-title;;/titles;;periodical;;full-title;Human Resource Management Review;/full-title;;/periodical;;pages;139-154;/pages;;volume;16;/volume;;number;2;/number;;dates;;year;2006;/year;;/dates;;isbn;1053-4822;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Lewis and Heckman 2006)The main purpose of talent review process is to identify the strength of talent in the institution and plans are proposed to ensure that talent competitiveness is retained.Talent identification ADDIN EN.CITE ;EndNote;;Cite;;Author;Abbott;/Author;;Year;2002;/Year;;RecNum;43;/RecNum;;DisplayText;(Abbott, Collins et al.

2002);/DisplayText;;record;;rec-number;43;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887877″;43;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Abbott, Angela;/author;;author;Collins, Dave;/author;;author;Martindale, R;/author;;author;Sowerby, Katie;/author;;/authors;;/contributors;;titles;;title;Talent identification and development: An academic review;/title;;secondary-title;Edinburgh: sportscotland;/secondary-title;;/titles;;periodical;;full-title;Edinburgh: sportscotland;/full-title;;/periodical;;dates;;year;2002;/year;;/dates;;urls;;/urls;;/record;;/Cite;;/EndNote;(Abbott, Collins et al. 2002)Talent identification process should be guided by successful leadership such as personality, conceptual, intelligent, performance, leadership and potential. Talent identification should be supported by 360º leadership assessment result, rating of performance management, work assessment level and performance profile result ADDIN EN.CITE ;EndNote;;Cite;;Author;Davis;/Author;;Year;2016;/Year;;RecNum;50;/RecNum;;DisplayText;(Davis, Cutt et al.

2016);/DisplayText;;record;;rec-number;50;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535908131″;50;/key;;/foreign-keys;;ref-type name=”Book”;6;/ref-type;;contributors;;authors;;author;Davis, Tony;/author;;author;Cutt, Maggie;/author;;author;Flynn, Neil;/author;;author;Mowl, Peter;/author;;/authors;;/contributors;;titles;;title;Talent assessment: A new strategy for talent management;/title;;/titles;;dates;;year;2016;/year;;/dates;;publisher;Routledge;/publisher;;isbn;1317046900;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Davis, Cutt et al. 2016). In order to evaluate the suitability of various roles and potential assessment process should be used.Talent mapping ADDIN EN.CITE ;EndNote;;Cite;;Author;Garavan;/Author;;Year;2012;/Year;;RecNum;44;/RecNum;;DisplayText;(Naqvi 2009, Garavan, Carbery et al.

2012);/DisplayText;;record;;rec-number;44;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887931″;44;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Garavan, Thomas N;/author;;author;Carbery, Ronan;/author;;author;Rock, Andrew;/author;;/authors;;/contributors;;titles;;title;Mapping talent development: definition, scope and architecture;/title;;secondary-title;European journal of training and development;/secondary-title;;/titles;;periodical;;full-title;European journal of training and development;/full-title;;/periodical;;pages;5-24;/pages;;volume;36;/volume;;number;1;/number;;dates;;year;2012;/year;;/dates;;isbn;2046-9012;/isbn;;urls;;/urls;;/record;;/Cite;;Cite;;Author;Naqvi;/Author;;Year;2009;/Year;;RecNum;45;/RecNum;;record;;rec-number;45;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887982″;45;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Naqvi, Farah;/author;;/authors;;/contributors;;titles;;title;Competency mapping and managing talent;/title;;secondary-title;IUP Journal of Management Research;/secondary-title;;/titles;;periodical;;full-title;IUP Journal of Management Research;/full-title;;/periodical;;pages;85;/pages;;volume;8;/volume;;number;1;/number;;dates;;year;2009;/year;;/dates;;isbn;0972-5342;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Naqvi 2009, Garavan, Carbery et al. 2012)Talent mapping is guided by the talent identification process outcomes. In this university talent should be profile according to the performance potential matrix with relative to leadership specialization level. This involves a graphical representation of strength and weakness of each leadership level.

Talent forumTalent forum should be setup to identify and manage talent and it consist of management team at different levelTalent forum will review as well as monitor of all employees’ performance according to the outcome of talent mappingIt will confirm talent strength for university and also proposed action plan.Will form wide university proposal and communicate to the university talent forum chaired by the VC.Talent plan Talent plan will include high level proposal for attraction, retention and engagement of talentAttraction: proposal of what the university will do to attract talentRetention: proposal to what university will do to retain talentEngagement: proposal to what university will do to engage talentTalent developmentUniversity must provide equal opportunity for development. Type of development undertaken by the individual should match with their potential in order to ensure maximum benefit. Line manager should be responsible to provide support and guidance in order to ensure that development is taking place.

Employee’s engagement orientation programAll the new employees will require attending the university work orientation program so that they get to know about policies of university, procedures, guidelines and regulation according to the specific job descriptionAll new employees will also require attending the research induction programs so that they know about the research procedure and guidelines.For staff development in university different committee will be formed to ensure the quality of activities such as: teaching and learning; research; management and administration. Budget will be formulated by the mangers for in-house training and development programs.Example of talent management in Pretoria UniversityRecruitment on the staffRequirement of university:Need to hire 3 assistant professor ( pharmacology, pharmaceutics, biochemistry) and 3 lectures ( pharmacology, pharmaceutics, biochemistry) . The University is committed to provide equality of opportunity to all the talented people.Development of job description / Level of knowledge and skills required for the desired positionPretoria University requires the services of highly qualified and competent candidates for the posts of Assistant Professors, Associate Professors and lecturer. In table 1 knowledge and required skills required for the job is mentioned.Table SEQ Table * ARABIC 1: Job description for the available post.

Position Qualification Experience Required skills Date by which these position are to filledProfessor BS mechanical engineeringMS mechanical engineeringPhD mechanical engineeringMinimum 15 research publication Minimum 15 year experience required Self-motivatedCareer orientedExcellent presentation skillsExcellent time management skillsExcellent communication skills1st October 2018Assistant professor BS mechanical engineeringMS mechanical engineeringPhD mechanical engineeringMinimum 10 research publication Minimum 10 years of experience is required Lecturer BS Mechanical EngineeringMPhil Mechanical engineering Minimum 1- 2 year experience is required Required skills for professor and assistant professorShould demonstrate current position as international standing scholarsHave outstanding research output in last 10 or 15 yearsIf necessary have ability to generate external funding for different research projectsMust be a supervisor. External examiner of different postgraduate thesis in the last 10 yearsHigh consistent throughput in the different program taughtInnovative teaching method and development of curriculumRecognized as excellent teacher by peer, students and external stakeholderProfessional integrityBuilding of the employers brand ADDIN EN.CITE ;EndNote;;Cite;;Author;Umarani;/Author;;Year;2013;/Year;;RecNum;37;/RecNum;;DisplayText;(Umarani 2013);/DisplayText;;record;;rec-number;37;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535886679″;37;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Umarani, MB;/author;;/authors;;/contributors;;titles;;title;Employer Branding: A strategic tool to attract, recruit and retain talented staff;/title;;secondary-title;International Journal of Innovative Research and Development;/secondary-title;;/titles;;periodical;;full-title;International Journal of Innovative Research and Development;/full-title;;/periodical;;pages;17-32;/pages;;volume;2;/volume;;number;1;/number;;dates;;year;2013;/year;;/dates;;isbn;2278-0211;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Umarani 2013)In order to secure the best talent in a university employers brand will be build as a global employer of choiceStrategically best staff will be targetedEncourage the development of professional and academic service community that will be beneficial for allIn order to deliver the workforce plan work should be done in partnership with academic leaders and senior managersInduction approach will be develop in order to accelerate the hiring of new staff in the universityAdvertising ADDIN EN.CITE ;EndNote;;Cite;;Author;Lockwood;/Author;;Year;1999;/Year;;RecNum;38;/RecNum;;DisplayText;(Lockwood and Ansari 1999);/DisplayText;;record;;rec-number;38;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887159″;38;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Lockwood, Diane;/author;;author;Ansari, A;/author;;/authors;;/contributors;;titles;;title;Recruiting and retaining scarce information technology talent: a focus group study;/title;;secondary-title;Industrial Management ;amp; Data Systems;/secondary-title;;/titles;;periodical;;full-title;Industrial Management ;amp; Data Systems;/full-title;;/periodical;;pages;251-256;/pages;;volume;99;/volume;;number;6;/number;;dates;;year;1999;/year;;/dates;;isbn;0263-5577;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Lockwood and Ansari 1999)All these vacancies will be advertised on the dedicated jobs website and on the Pretoria university website. Job vacancy will also be advertised on any other relevant media which will enables the applicant to collect information regarding the vacancy such as job description/ specification and will also enables them to apply online. Traditional paper applications will also be accepted.Selection/ shortlisting of candidatesAfter the job vacancy has been advertised and then closed, candidates will be short-listed according to the job and person specification. After the final decision short-listed applicants will be contacted and given the interview date.

This procedure will take 2 weeks i.e. all the shortlisted candidate will be called for an interview within the 2 weeks. InterviewsInterviews will be conducted by a panel which will include the line manager and senior members of a Pretoria university department of engineering.  Interviews can be conducted by video call.  Candidates will also asked to give a presentation on a topic chosen by panel as part of the interview.

Some candidates can also be called for a second interview.Job offersAfter the completion of interviews preferred candidate will be selected and issued a conditional offer of employment which include satisfactory references, medical, etc. After the completion of all the necessary employment checks on a selected candidate, unconditional offer will be confirmed. Successful candidate will be asked to accept the offer by signing and then returning back to the Contract of Employment.Strategies managers will take to attract talent in the university ADDIN EN.

CITE ;EndNote;;Cite;;Author;Tyagi;/Author;;RecNum;39;/RecNum;;DisplayText;(Tyagi, Singh et al. , Rudhumbu and Maphosa 2015);/DisplayText;;record;;rec-number;39;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887439″;39;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Tyagi, Ms Shweta;/author;;author;Singh, Gurinder;/author;;author;Aggarwal, Ms Tripti;/author;;/authors;;/contributors;;titles;;title;Talent managemnt in education sector;/title;;/titles;;dates;;/dates;;urls;;/urls;;/record;;/Cite;;Cite;;Author;Rudhumbu;/Author;;Year;2015;/Year;;RecNum;40;/RecNum;;record;;rec-number;40;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887522″;40;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Rudhumbu, Norman;/author;;author;Maphosa, Cosmas;/author;;/authors;;/contributors;;titles;;title;Implementation of talent management strategies in higher education: Evidence from Botswana;/title;;secondary-title;Journal of Human Ecology;/secondary-title;;/titles;;periodical;;full-title;Journal of Human Ecology;/full-title;;/periodical;;pages;21-32;/pages;;volume;49;/volume;;number;1-2;/number;;dates;;year;2015;/year;;/dates;;isbn;0970-9274;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Tyagi, Singh et al. , Rudhumbu and Maphosa 2015)Managers will try to promote the attractiveness of the Pretoria university as a global and significant institution by adopting smart recruitment strategies that market the reputation and distinctiveness of the universityManager will identify strategies to appoint best candidate , implement an e recruitment system in order to deliver positive recruiter experienceStrategies will be develop to facilitate the international staffStrategies will be develop to support the newly hired staff through smart induction processes and to enable them to become effective in their new role quickly.Strategies will be develop for the recruitment and retention of the international staff.Strategies will be develop to use the social media in order to attract highly talented professional staff.Strategies to reward: ADDIN EN.CITE ;EndNote;;Cite;;Author;Ratna;/Author;;Year;2012;/Year;;RecNum;41;/RecNum;;DisplayText;(Ratna and Chawla 2012);/DisplayText;;record;;rec-number;41;/rec-number;;foreign-keys;;key app=”EN” db-id=”9swx9dzflr2vpnepfx7xtzfeprwasfwv2sxw” timestamp=”1535887647″;41;/key;;/foreign-keys;;ref-type name=”Journal Article”;17;/ref-type;;contributors;;authors;;author;Ratna, Rajnish;/author;;author;Chawla, Saniya;/author;;/authors;;/contributors;;titles;;title;Key factors of retention and retention strategies in telecom sector;/title;;secondary-title;Global Management Review;/secondary-title;;/titles;;periodical;;full-title;Global Management Review;/full-title;;/periodical;;volume;6;/volume;;number;3;/number;;dates;;year;2012;/year;;/dates;;isbn;0973-9947;/isbn;;urls;;/urls;;/record;;/Cite;;/EndNote;(Ratna and Chawla 2012)Through different ways managers should develop strategies to reward success and excellence that are aligned with the goal of the universityEnvironment should be provided where all activities should be highly valuedBest practice guidance regarding the recognition of excellence in education, innovation and research should be providedInorder to facilitate greater flexibility contribution reward should be reviewedEnsure the equity in the salary policies through review process and equal pay audit.

EMPLOYEE RETENTION STRATEGIES • Communication:- In university communication should be done properly and nobody should be ignored. All the university policies and programs should be communicated properly thirdly feedback should also be taken. • Right selection: University should hire right employee ( according to job specification mentioned above) so that employees work with whole heartedly and give their best with high motivation which will ultimately leads to the increase productivity and success of the university as they will remain in company for long.Opportunities development and growth provision Learning programs should be arranged in a university so that employers can develop new skills and knowledge in themselves. Because if they feels boredom they will lose interest to work. • Performance-based bonus: Bonus should be given to those employers who are more productive which in turn make them work more and their performance get recognized • Fair treatment for every employee: Inorder to build resentment and animosity in university it is necessary to not allowed preferential treatment and favoritism of individual team members. • Juniors should be included in decision-making: Juniors should be included in the process of decision making which will help in creating a sense of involvement and in turn leads to the generation of the new ideas.

• Accountability: Transparency and accountability will helps in equality feeling with their superiors and also builds emotional bonding among employees.References ADDIN EN.REFLIST Abbott, A.

, D. Collins, R. Martindale and K.

Sowerby (2002). “Talent identification and development: An academic review.” Edinburgh: sportscotland.Baumruk, R. (2006). “Why managers are crucial to increasing engagement: Identifying steps managers can take to engage their workforce.” Strategic HR Review 5(2): 24-27.

Davis, T., M. Cutt, N. Flynn and P. Mowl (2016).

Talent assessment: A new strategy for talent management, Routledge.Garavan, T. N.

, R. Carbery and A. Rock (2012). “Mapping talent development: definition, scope and architecture.” European journal of training and development 36(1): 5-24.Haworth, J.

and A. Whitman (2003). “Talent Management Process.” The Talent Management Handbook: 415.Lewis, R. E. and R. J.

Heckman (2006). “Talent management: A critical review.” Human resource management review 16(2): 139-154.

Lockwood, D. and A. Ansari (1999). “Recruiting and retaining scarce information technology talent: a focus group study.” Industrial Management ; Data Systems 99(6): 251-256.

McCauley, C. and M. Wakefield (2006). “Talent management in the 21st century: Help your company find, develop, and keep its strongest workers.” The Journal for Quality and Participation 29(4): 4.

Naqvi, F. (2009). “Competency mapping and managing talent.” IUP Journal of Management Research 8(1): 85.Ratna, R. and S.

Chawla (2012). “Key factors of retention and retention strategies in telecom sector.” Global Management Review 6(3).Rudhumbu, N.

and C. Maphosa (2015). “Implementation of talent management strategies in higher education: Evidence from Botswana.” Journal of Human Ecology 49(1-2): 21-32.

Schweyer, A. (2010). Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning, John Wiley ; Sons.Stahl, G., I.

Björkman, E. Farndale, S. S.

Morris, J. Paauwe, P. Stiles, J. Trevor and P. Wright (2012).

“Six principles of effective global talent management.” Sloan Management Review 53(2): 25-42.Tyagi, M. S., G. Singh and M.

T. Aggarwal “Talent managemnt in education sector.”Umarani, M. (2013). “Employer Branding: A strategic tool to attract, recruit and retain talented staff.” International Journal of Innovative Research and Development 2(1): 17-32.Whelan, E.

and M. Carcary (2011). “Integrating talent and knowledge management: where are the benefits?” Journal of Knowledge Management 15(4): 675-687.


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