Professional Documents
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IJCRT2306544
IJCRT2306544
org © 2023 IJCRT | Volume 11, Issue 6 June 2023 | ISSN: 2320-2882
"The key to developing people and creating a great organization, is to catch people doing things right."- Ken Blanchard.
Abstract: Today, the dynamic growth of the competitive world has made organizations more competitive. To survive
globalization's cutthroat competition, It should proactively face the changes in the scenario. In this scenario, the organization's
growth drivers are its human resources. Organizational success depends not only on the organizational policy, but also on the
quality of work which can be achieved by the workforce in each sector, including healthcare. Today, the Indian healthcare sector
increasingly relies on the brain - not the brawn. Despite ample Human Resource talent, employers are experiencing talent
shortages and have difficulty finding and recruiting talented employees, especially for the Nurses positions. India currently has
over 3 million registered nurses and midwives, who are responsible for the India’s 1.3 billion population, significantly less than
the WHO norm of 3 nurses per 1000. India must add more than 4.3 million nurses by 2024 to meet the prescribed WHO norms.
The present study is an endeavor to discover the talent management practices in the Kurnool healthcare sector and determine
ongoing talent management practices and their impact on employee satisfaction in select Private Hospitals in Kurnool. Moreover,
it portrays the diversity in the employees' potential and perceptions in the higher education sector. However, in this study, the 4
most significant areas, Acquisition, Development, Utilization, and Retention, are chosen for analysis.
Index Terms - Talent, Talent Management, Strategy, Objectives, Acquire, Deploy, Retain.
I. INTRODUCTION
Today's organizations are expected to identify potential talent and comprehend, conceptualize and implement relevant
strategies to achieve organizational objectives effectively. Hence, a serious concern of every Management to survive this 'War for
Talent', is to fight against a limited and diminishing pool of available qualified candidates to replace valuable employees when
they leave, dramatically underscoring the difficulty of attracting, motivating, and retaining the best employees in an organization.
We must first understand what "TALENT" means to analyze the reasons. People have different views and definitions. According
to Leigh Branham, vice president of consulting service at Right Management Consultants and author of the book, "Keeping
People Who Keep You in Business", talent is not rare and precious. Everyone has talent – too many to possibly name all. Talent
is behavior; things we do more easily than the next person. We speak of "natural born talent," but those with a gift, knack, ability,
or flair for something can refine and develop that talent through experience. Talent, however, cannot be taught. As someone once
said, "you can teach a turkey to climb a tree, but it is easier to hire a squirrel".
The present scenario with abundant opportunities has triggered a wave of employees, perpetually "on the move",
forever seeking better opportunities whenever, wherever and however they can. What is behind the restlessness of these hard-to-
keep employees? By focusing on productivity, organizations realize that hiring employees who can do the job and succeed is
imperative. The organization no longer wants to hire; they strive to find the right people, bring them into the organization, and
retain their services. One of the critical functions of HR is sound Human Resource Planning through which they can project the
demand for human resources and formulate strategies for acquiring them. As the leading HR heads of the country point out, the
solution is not just about finding the correct retention mechanisms, but it starts from the very beginning by devising ways to
acquire the right people for the right jobs.
Talent management is a term that emerged in the 1990s to incorporate developments in Human Resources Management
which emphasized the Management of human resources or talent. The term was coined by David Watkins of Softscape published
in an article in 1998; however, the connection between human resource development and organizational effectiveness has been
established since the 1970s. Talent management is part of the Evolution of Talent Measurement Technologies.
Vision
Mission
Strategy
INPUT
Structure
Roles
Competencies required
(Selecting and developing)
TALENT
MANAGEMENT
Knowledge
Tapping the full potential
OUTPUT
Breakthrough Performance
Conclusion:
Due to dynamic working conditions and the increased significance of human resource talent, today, talent management
practices play a vital role in all service organizations, especially in the healthcare sector. Talent management significantly impacts
patient safety, timely access to care, and cost control, which are considered the most critical operational issues in healthcare
organizations.
The select Hospitals in the region are ahead in talent acquisition, development, utilization, and retention practices in the
region. But, still, they have to emphasize the acquisition of more trainers, the exercise of employee referrals, and the job rotation
technique to offer various skills to handle various works in different wards so that nursing staff can acquire the required
knowledge and skills to deal with critical conditions.