Transcendentalism, By Ralph Waldo Emerson - 2157 Words

Re-striking the Balance In a constantly updating world, eventually cultural diffusion causes changes to a society s views and practices over a period of time. With many religious pressures in Europe and the constant switch between Catholicism and Protestantism, a group called the Puritans moved to America to start life anew. The Puritan lifestyle took hold of America’s New England colonies and became a theocracy of how people lived their lives. People lived by the Puritan interpretation of the New Testament with harsh forms of punishment for the violation of even the most simple sins. Because of this restricting lifestyle and new ideas like the Enlightenment which caused intellectual reforms, people started to break away from the extreme Puritan philosophy. Another movement occurring in America called Transcendentalism, on the other side of the spectrum of Puritanism, started with writer Ralph Waldo Emerson, specifically with his essay â€Å"Nature†. Emerson depicts the prime example of the br eaking away from strict religion to Transcendentalism. In America, Emerson was a priest who had been ridiculed and had traveled to Europe to find himself. After meeting up with writers of the Romanticism movement, he fell in love with it and brought it back to America under the name of Transcendentalism. Puritanism and Transcendentalism have opposing philosophies which include their view on people, philosophy and God , and on nature through essays and texts by: William Bradford, AnneShow MoreRelatedRalph Waldo Emerson And Transcendentalism1649 Words   |  7 PagesRalph Waldo Emerson is a transcendentalist in my eyes because of his consistent promotion of free thought, personal insight, and individuality. Transcendentalism is the combination of the beliefs of nonconformity, self-reliance, free thought, confidence, and importance of nature. When I looked further into its meaning I came to realize it encompasses the growth and renewal of the individual, revolt against conformity, an d basically promotes all sorts of reformation. Transcendentalism is really justRead More Transcendentalism and Ralph Waldo Emerson Essay examples2334 Words   |  10 PagesTranscendentalism and Ralph Waldo Emerson  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚  Ã‚  Ã‚  Transcendentalism was a literary movement that began in the beginning of the 1800’s and lasted up until the Civil War. Ralph Waldo Emerson was a man whose views on life and the universe were intriguing and influential. Emerson, along with other great men, helped to mold what Transcendentalism was and what it was to become. Without these men, Transcendentalism would not have been anything. Nor would these men have been anything without thisRead MoreRalph Waldo Emerson And Emersons Theory Of Transcendentalism865 Words   |  4 Pagesefforts and abilities. Self-reliance is part of a movement called transcendentalism led by Ralph Waldo Emerson, and other famous figures in history such as Henry David Thoreau, Walt Whitman, and Emily Dickinson. Emerson discusses society, and individuals, and how they relate to the idea of self-reliance. He also recounts the business, religious, government, and family implications of this concept. Through his use of vivid languag e, Emerson develops his unique world view and explains the theory of self-relianceRead MoreTranscendentalism : Henry David Thoreau And Ralph Waldo Emerson847 Words   |  4 PagesTranscendentalism relates to freedom in several ways. Freedom is the power or right to act, speak, or think as one wants without hindrance or restraint. Ralph Waldo Emerson and Henry David Thoreau are two transcendentalists that have different views on freedom. Our project, representing freedom, shows a person how to live his or her life in a way of freedom shown by Emerson and Thoreau. Together, we did research on the transcendentalists: Henry David Thoreau and Ralph Waldo Emerson. We studiedRead MoreTranscendentalism And Ralph Waldo Emerson And Henry David Thoreau807 Words   |  4 Pagesthroughout history, but none quite like that of Transcendentalism. This movement embodies the idea that spiritual growth can be achieved through personal journey instead of conflicting with organized religion. By the time of the movement’s onset, newly gained religious freedom in the United States allowed for new ideas and beliefs to prosper freely. At the heart of this movement was Transcendentalism philosophy famous ambassadors, Ralph Waldo Emerson and apprentice Henry David Thoreau. These men believedRead MoreTranscendentalism : Ralph Waldo Emerson And Henry David Thoreau967 Words   |  4 PagesRalph Waldo Emerson and Henry David Thoreau are two of the most inspiring and accomplished writers to ever walk upon this Earth. They dared to question how people lived and ho w people should live. They were light years ahead of their time with their transcendentalist ideas. Transcendentalism can be defined by this quote, â€Å"People... have knowledge about themselves and the world around them that transcends... what they can see, hear, taste, touch or feel†(History). This is a perfect explanation forRead More Ralph Waldo Emerson and Henry David Thoreau as Fathers of Transcendentalism730 Words   |  3 PagesRalph Waldo Emerson and Henry David Thoreau as Fathers of Transcendentalism Transcendentalism was a movement in writing that took place in the mid-nineteenth century. It formed in the early to mid nineteenth century and reached it climax around 1850 during an era commonly referred to as the American Renaissance, America’s Golden Day, or the Flowering of New England. The basic tenets of Transcendentalism involve the relationships between one’s self and the world at large. First, the searchRead MoreRalph Waldo Emersons Connection To Transcendentalism1223 Words   |  5 PagesI have chosen to write about a Massachusetts-born American poet and essayist Ralph Waldo Emerson who was part of the Transcendentalist movement which geared philosophical thinking that involved viewing women as equal. Philip F. Gura, Transcendentalism and Social Reform, History Now, assessed May 14, 2017, https://www.gilderlehrman.org/history-by-era/first-age-reform/essays/transcendentalism-and-social-reform. Emerson s support for women s suffrage prompted him to write A Reasonable Reform toRead More`` Fate `` By Ralph Waldo Emerson1441 Words   |  6 PagesIn 1806 Ralph Waldo Emerson wrote in his book titled Nature a series of ideas that reflected the unconventional theories of a Transcendentalist. American Transcendentalism Web, Ralph Waldo Emerson 1803-1882, Virginia Commonwealth University, accessed June 9, 2017, http://archive.vcu.edu/english/engweb/transcendentalism/authors/emerson/. Transcendentalists connected philosophy, literacy, and nature to promote a conscience or intuition that made it possible for each person to connect to the spiritualRead MoreRalph Waldo Emersons Concord Hymn819 Words   |  3 PagesIn Concord Hymn, Ralph Waldo Emerson says, â€Å"Spirit, that made those heroes dare To die, and leave their children free, Bid Time and Nature gently spare The shaft we raise to them and thee.† (Emerson n.p.) This quote perfectly explains Emerson because he loved to refer to nature and spirit in many of his famous writings. Emerson is part of the well-known literacy movement known as transcendentalism. This is when authors often referenced nature and focused on intuition and imagination. This movement

Talent Management Free Essays

The purpose of any successful talent agency is to find employment for actors, authors, film directors, musicians, models, producers, professional athletes, and the like. As such, it is essential for every successful talent agency to employ a staff that is both proficient enough and large enough to handle a steady influx of clients in many different areas of the entertainment business. At hand is the fictional talent company, Talent Company Y, which employs a workforce of 200 individuals, with 20 of these individuals identified as leaders who are capable of heading divisions of the company and/or projects and initiatives. We will write a custom essay sample on Talent Management or any similar topic only for you Order Now In understanding the size of the company at hand as well as the many different areas of talent with which these individuals will deal, it is essential that Talent Company Y derives a management strategy that is able to encompass the entire talent requirements of the organization. Research has found that over the past generation, talent management practices, especially in the United States, have been by far large and dysfunctional (Capelli, 2008). As such, it is essential that the goal of Talent Company Y is to streamline the admission process as well as the maintenance of clients one processed into the company. Despite all that is known about the importance of developing talent, and despite the great sums of money dedicated to supporting the management of talent in such companies, a significant oversight occurs in the overall management of individual clients (Scott-Jackson, 2008). As such, it is essential that once a client is accepted into the agency, having been passed by one of the 20 recognized leaders within the company, he or she remains under the watchful eye of this respective leader, despite the interactions he or she will have with the remaining members of the company. In instilling this oversight by upper-level management, one can better control the standards of excellence set in place within the company. Criteria#2 A successful management company cannot be run without certain key components of talent management, including identifying, assessing and developing talent within the agency. Certainly, many individuals who have been linked to talent agencies throughout the world had simply â€Å"that certain something† which was needed to get a foot in the door within the industry. However, in order to prove a viable investment, an individual must prove that they willing to follow the direction of the agency in order to further his or her career in the manner that he or she and the talent agency see fit. As no individual’s career is made overnight, talent within the company must be consistently monitored and reviewed in order to interpret whether or not the individual under contract will continue to be a viable asset to the company. While the initial â€Å"something† that allows a talent agent to identify and assess the talent at hand, in terms long-term retaining by the company, money becomes a large factor. Talent Company Y, as with any successful company, must be able to turn a profit on the talent the recruit. The right talent must be placed in the right roles in order for success (Cohn, 2005). As such, while the company may pay out of pocket to develop its talent and hone their skills, in the end, overall profit must overtake costs in order for the retaining of a client to be considered reasonable. Criteria #3 Talent management is the key to developing competitive management for an organization. All organizations, whether in the public or private sector, aim to achieve strategic objectives which require a clear understanding and linkage between these strategic goals and the key capabilities required for this achievement (Scott-Jackson, 2008). Such is true significantly in the field of talent management. All talent managers view a client as a means to eventual success in a certain field of entertainment. However, it is in how these clients are managed and which projects these clients are allowed to take which bring success and an ultimate competitive advantage for the talent company at hand. Such a competitive advantage is found through management’s ability to gauge the success and profitability of a project before committing a member of the talent to it. Additionally, an organization and its management must always keep a watchful eye of the status of its rival competition. Should a company find that a rival has achieved great status and wealth from its dealings in a certain area and with a certain type of talent, that company can take a cue from these dealings and set itself in motion to mirror what the successful rival has done without encroaching on the rival’s area of success. Overall, talent management needs to be the focus of a company’s mission, projected as a differentiating strategy capability that can offer real and substantial competitive advantage to the company which utilizes it correctly (Pfeffer, 2006). As such, talent must be viewed as profitable over the long haul rather than marketable in only a limited capacity. Management must be able to gauge which business venture is more profitable: backing talent for a small independent film that will lead to critical acclaim or backing talent in a small role in a large blockbuster film. The longevity of success of each must be weighed in order to determine the most fruitful path of action. Criteria #4 In viewing the inevitable growth of a company, one must understand that the amount of resources that are needed at a smaller level will need to be increased in order to keep profits and standards the same within the company at a later date. For instance, the current workforce of 200 individuals, with 20 representing the roles of leaders, may be able to suitably manage talent and clients at a proficient level. However, should the workforce increase significantly, more individuals would need to step into the realm of leadership in order to keep a successful balance within the company in erms of efficiency and standards of excellence. In this case, focus on long-term profitability is also the key to management success, in that a larger workforce brings with it the need for additional company funds in terms of salary, benefits, company facilities, etc. Should a company’s workforce significantly increase, so too should the company’s facilities and resources, which exist to a llow new workers the ability to handle business in the same manner as workers were able to within a smaller facility. Conclusion As seen, the most effective strategy for a talent agency looking to increase significantly in the future is an overall focus on long-term profitability in terms of clients, talent and projects. Only with significant and sustained success can a company focusing on talent management hope to carve a niche for itself in the field as well as overtake competitors in a manner that leaves the company with sustained status, profits and overall capacity to achieve at a sustainable level. How to cite Talent Management, Papers Talent Management Free Essays string(768) " in an overall scenario of acknowledged need for change Developed individuals enabling breakthrough performance Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals Aligning individual values and vision with organizational values and vision Assessment of talent to profile the level of capacities and set of competencies possessed within the organization Enhancing capacities to learn, think relate and act through development initiatives Helping individuals realize their full potential through learning and development Gap analysis and identification of development path The focus of talent management At the heart of talent management is developing the following intrinsic human capacities: 1\." Table of Contents INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Key Business Processes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. We will write a custom essay sample on Talent Management or any similar topic only for you Order Now . 2 The process of talent management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Talent Management v/s Traditional HR Approach†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 The focus of talent management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Knowledge Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 LITERATURE REVIEW:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 PROBLEM IDENTIFICATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 OBJECTIVES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 NEED OF THE STUDY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. RESEARCH METHODOLOGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 PRIMARY DATA†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 SECONDARY DATA†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 STATISTICAL TOOLS:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 SAMPLING TECHNIQUES:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. ANALYSIS:†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. 2 HR PROFESSIONAL†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 EMPLOYEE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 FINDINGS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 HR MAN AGERS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ EMPLOYEES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 RECOMMENDATIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. 2 LIMITATIONS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Error! Bookmark not defined. ANNEXURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. BIBLIOGRAPHY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 2 INTRODUCTION This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilisation, development and retention, has placed a heavy demand on today’s HR professionals. Today HR is expected to identify potential talent and also comprehend, conceptualise and implement relevant str ategies to contribute effectively to achieve organisational objectives. Hence a serious concern of every HR manager in order to survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organisation. To analyse the reasons, we first need to understand what â€Å"TALENT† means. People have different views and definitions. According to Leigh Branham, vice resident, consulting service at Right Management Consultants and author of the book, â€Å"Keeping People Who Keep You in Business†, a 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 â€Å"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, â€Å"you can teach a turkey to climb a tree, but it is easier to hire a squirrel†. Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a combination of abilities and attitudes. The real trick is to match the right motivated talents to the right role, individually and collectively, harnessing and harmonizing this crucial attribute to achieve the objectives of your company. Today, companies have become fiercely competitive when it comes to attracting and retaining talent. According to Branham, 75 per cent of the senior executives admit that employee retention is a major concern today, the obvious reason being the ‘increasing rate of turnover’. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms pertaining to attracting and retaining talent. It is an accepted truth that turnover will happen and companies need to device a strategy to curb unprecedented turnover from affecting organisational success. As the Director, HR (Asia) of Bausch Lomb, Mr. P. G. George declares, achieving zero percent turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—more money, better benefits, the appearance of a greener pasture- and this has been a practice from the very beginning. Then, what is it that has really changed? Despite intense competition being the key to market development and success, organisations have failed to identify some of the major reasons which highlight why ‘good performers’ leave. In his study, Branham clearly states that one major reason why people leave their organisation is because of the organisation’s failure to bring about a correlation between pay and erformance. Human Resource experts in the industry believe matching the right blend of talent with the right job profile can lead to superior performance. The present scenario with abundant opportunities has triggered a wave of employees, perpetually â€Å"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, organisations are realising that it is imperative to hire employees who can do the job and be successful at it. The organisation no longer wants to just hire to hire, in fact they are striving to find the right people, bring them into the organisation and retain their services. One of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter 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. Key Business Processes The following matrix appropriately defines key business processes for an organization: Impact Processes Low Business High on customers ImpaLeveraging Support Processes Service Key ct on Processes shar ehol ders T ale nt management is a key business process and like any business process takes inputs and generates output. The process of talent management INPUT OUTPUT Mission Breakthrough Performance Roles Knowledge Strategy Competencies required (Selecting and developing) Structure Vision Tapping the full potential Talent Management v/s Traditional HR Approach Traditional HR systems approach people development from the perspective of developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNAof an organization and also of individual potential. In fact, the following appropriately describes the role of talent management: D Point of Departure N Navigation A Point of Arrival Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation Individual growth to meet and accept varied, incremental and transformational roles in an overall scenario of acknowledged need for change Developed individuals enabling breakthrough performance Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals Aligning individual values and vision with organizational values and vision Assessment of talent to profile the level of capacities and set of competencies possessed within the organization Enhancing capacities to learn, think relate and act through development initiatives Helping individuals realize their full potential through learning and development Gap analysis and identification of development path The focus of talent management At the heart of talent management is developing the following intrinsic human capacities: 1. Capacity to learn (measured as learning quotient LQ) Enhancing an individual’s capacity to learn improves the person’s awareness. It adds to the person’s quest to know more and delve into newer areas. This capacity is developed by holistic education that teaches how to learn, an enabling environment and good mentoring. Capacity to learn comprises of the following: F R I l e n o f t w l r e o c s t p i e †¢ Introspection is the individual’s willingness to look back and learn ability to o c learn from mistakes and identifying areas of improvement. n t †¢ Reflection and contemplation is the individual’s ability to observe his own thoughts, actions and emotions/feelings and using the awareness to improve i further and perform better. o n †¢ Getting into the flow is the individual’s ability to get into a new experience and flow with the experience. It is the person’s child-like ability to derive joy out c of learning. o n 2. Capacity to think (measured as conceptual quotient CQ) t e individual’s quest to know more leads his mind to create images. Enhancing an An m individual’s capacity to think helps the person not only take learning to a higher level p intellect but also improves creativity. Capacity to think comprises of the following: of l J C A a u r n t d e a i g a l o m t y n e i s n v i t i s †¢ Analysis is about asking the right questions and breaking complex things into t simpler elements. †¢ Creativity is about generating new thoughts and breaking the existing patterns of thought. †¢ Judgment requires both. This is what helps an individual take quality decisions. 3. Capacity to relate (measured as relationship quotient RQ) It is important for an individual to be able to relate to his learning and thoughts. This leads the person to be able to relate to other individuals and the envir onment around him. The outcome is indeed a sense of belongingness and an environment of trust at the organizational level and team spirit at the individual level. Capacity to relate comprises of the following: T L E r i m u s p s t a e t n h †¢ Listening is the individual’s ability to listen with warmth and respect. Active i listening is free of biases, evaluation and pre-conceived notions. n z †¢ Empathizing is the ability to put self in someone else’s shoes and getting out of g i one’s own shoes. n †¢ Trust requires a combination of both empathizing and listening. It is about g authenticity, openness and genuineness. 4. Capacity to act (measured as action quotient AQ) Action is how the above three capacities of an individual are manifested. It is the individual’s ability to enact his intentions. Following are components of capacity to act: W I O o m r r p g k l a e n u m i n e z d n i †¢ Organizing refers to the individual’s ability to organize his time and resources e t n so as to enable him to convert intentions into reality. r i g †¢ Implementing means delegating, attention to detail, and focus on the right n process. p g †¢ Perform under pressure means the ability to work under pressure and time r constraints and handle multiple tasks without negative stress. The individual’s values help in discriminating amongst alternatives and act as the s bedrock for decisions. They act as multipliers in enhancing the individual’s capacities, s a u sigma of which reflects the individual’s true talent. r Thus: e (LQ + CQ + RQ + AQ) X Values = Talent Organizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving in dividual and organizational vision. Talent manifests into performance as follows: Talent + Vision/Mission/Strategy + Skills Competencies + Role structure + Opportunity + Encouragement Recognition + Training Development + Coaching + Action Plan Goals + Resources Performance Management System Performance Thus the domain of talent management focuses not only on development of individual’s intrinsic capacities, but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance. The service and consulting areas of talent management that thus emerge are: †¢ †¢ Talent appreciation Potential enhancement †¢ †¢ Acquisition of talent Knowledge management Grow Talent offers services in all the above areas. Grow Talent’s offerings are based on the models discussed above and follow a unique methodology. Talent appreciation (TAPTM) TAPTMservices from Grow Talent are focused on assessing the way individuals learn, think, relate to others, and act. Tap is used to evaluate the capacities, competencies and values of individuals for assessment of potential for career development and succession planning. This is intricately linked to helping organizations map their capacity and competency requirements and then assessing talent to draw up individual development plans. The talent profiling thus done for organizations helps them identify critical competencies to be developed and capacities to be enhanced in order to meet future business requirements and achieve plans. Potential enhancement (PEPTM) The focus of PEPTMis to create learning experiences and solutions for individuals that will help convert their talent into competence. It also involves designing learning events and processes that enhance the potential of individuals. Two intrinsic components of Grow Talent PEPTM are: †¢ Capacity building modules – which focus on enhancing the four capacities of individuals Competence building modules – which focus on specific areas like consulting skills, problem solving, service quality, strategic selling, process designing, interviewing skills, etc. †¢ Acquisition of talent (ACTTM) Grow Talent’s approach to helping organizations acquire talent is based on the following: †¢ †¢ Helping organizations define roles for specific leadership positions based on ‘preferred futures’ and strategy Identifying the competencies required for each of these jobs †¢ †¢ †¢ Determining the levels of fundamental capacities of learning, thinking, relating and acting needed to acquire these competencies Defining the values which are needed to display the desired behaviors Identifying individuals who would fit into these positions Enable organizations and individuals to establish mutually acceptable contracts for employment a nd lay the foundation of win-win relationships Knowledge Management As said earlier, the domain of talent management includes culture-building and change management. Knowledge management services from Grow Talent are aimed at leveraging knowledge for performance by creating an environment for sharing by building trust. The focus of knowledge management is to connect people and technology to capture and harness the tacit knowledge of the organization. By making trust the bandwidth of communication, knowledge management enhances sharing and thereby creates an appropriate environment for talent to translate into performance. With its comprehensive spectrum of services for talent management and unique methodology, Grow Talent is strongly positioned to help organizations gain a competitive and sustained talent advantage. LITERATURE REVIEW: A detailed survey of the concerned literature has been carried out based on various journals, reviews concerned magazines and internet and presented below: Any Organization needs to have a vision and a well defined strategy on hiring for the future. We should have the right talent to attract and retain the best available talent for which a number of measures for talent management are required. KARTHIKEYAN,2007]. Emphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent [PANDIT, 2007]. The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed. The need to disband the conventional school of thoughts about organizational behavior has been advoc ated and a new approach has been suggested for HR [ANANDARAM, 2007. ] The Strategic Development of Talent by William J. Rothwell â€Å"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any organisation an use to effectively develop, retain and utilise talent for the benefit of an organisation and enter the fluid, flexible future. Managers at all levels will cheer the sanity Rothwell suggests. † The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People by Lance A. Berger â€Å"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. † NEWSLETTER Sriiddar S Preetham (July 2007), Managing talent, HRD Newsletter, vol23 issue -4 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†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ JOURNALS KARTHIKEYAN J (May 2007), Talent management strategies, NHRD journal, Hyderabad, p23-26 Organization need 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†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. PANDIT Y V L (May 2007), Talent retention strategies in a competitive environment, NHRD journal, Hyderabad, p27-29 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†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ PROBLEM IDENTIFICATION IT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those who can recognize the worth of a diamond can value it, for others it’s just a stone! Talent is doing easily what others find difficult. In an organization, there is nothing more crucial than fitting the right employee in the right position. Or else you would be trying to fit a square peg in a round hole. When people do jobs that just don’t suit their liking, inclination or temperament, the results, r rather the lack of them will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and other negative behavior will become typical till the employee is shown the door. Or perhaps, there is another option – Talent Management â€Å"A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational n eed† Organization need to have a vision and a well defined strategy on hiring for the future. India has become the outsourcing capital of the world and this has created its own set of HR challenges. India’s biggest problem is that qualified graduates are becoming scarce. Despite the large population, the supply of engineers cannot keep up with the sharply increased demand. So, do we have the right talent within to attract and retain the best available talent? OBJECTIVES †¢ †¢ †¢ To identify various upcoming challenges of talent management To establish upcoming trends in talent management. To identify the ways to retain the best talent. NEED OF THE STUDY The supply side discussed puts pressure on companies to attract the best talent and ensure that employees join the company and choose to stay in the organization rather than look for opportunities elsewhere. Present study is supposed to find out the existing Indian talent scenario so as to analyze its emerging challenges and trends. RESEARCH METHODOLOGY PRIMARY DATA For the purpose of collection of primary data two web administered questionnaire were prepared. One questionnaire was made for HR professionals or the people involve with the talent management in the organization and other one was for the employees of the organizations. QUESTIONNAIRE: HR Professional LINK: http://www. eSurveysPro. com/Survey. aspx? id=49e4bb13-faf3-424cbdb8-b0c9d885ef60 The researcher focused on a comprehensive set of workplace practices that influence employee motivation, commitment and willingness and desire to achieve at work. The researcher identified these practices and a deep understanding of typical organizational programs to ensure that the questionnaire covered the broadest spectrum of tangible and intangible aspects of the work environment. As a result, the questionnaire included items about the full range of rewards practices, leadership and management effectiveness, communication, culture and attributes related to these tangible and intangible aspects. Respondents came from a range of industries, including telecommunications and technology, financial services, education, health care, energy, retail, transportation, consumer products and manufacturing. Sample Size: 25 QUESTIONNAIRE: EMPLOYEES LINK: http://www. eSurveysPro. com/Survey. aspx? id=3859dd23-64e9-471fb0b8-4acdd4d66b22 The prime focus of this questionnaire was to compare with the responses obtained by above questionnaire. The talent 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 of such talent management initiative as well as the satisfaction level of the employees. Sample Size: 30 These questionnaire links were mailed to the respective respondent and data was collected through the website. The researcher created an account with the hosting website www. surveyspro. com for uploading as well as assessing the response database. SECONDARY DATA ? ? ? Journals and Research Paper Newsletters HR websites STATISTICAL TOOLS: †¢ †¢ †¢ †¢ Pie charts Bar graphs Averages Correlation SAMPLING TECHNIQUES: Judgmental Sampling ANALYSIS: HR PROFESSIONAL What are the areas your organization needs to improve in terms of talent management initiatives? Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels What are the areas your organization needs to improve in terms of talent management initiatives? 40. 91% 50. 00% 40. 1% 40. 91% 40. 91% 50. 00% 50. 00% 63. 64% 59. 09% 40. 91% In your organization who is primarily responsible for †¦Ã¢â‚¬ ¦ (tick one per statement) No one Department head(excludes employee supervisor) 63% (14) 54% (12) Hr staff Internal coach(exclude s employe e supervisor) 4% (1) 13% (3) Mentor (excludes employee supervisor ) 4% (1) 18% (4) Outside consultant others Recruiting individuals Further developing 0% (0) 4% (1) 63% (14) 31% (7) 4% (1) 4% (1) 4% (1) 13% (3) employees Retaining employees 4% (1) 63% (14) 50% (11) 9% (2) 4% (1) 9% (2) 9% (2) Which broadly defined job description are the most critical in terms of attracting and retaining employees? (very 2 3 4 5 (not critical) critical) 0%(0) 0%(0) 0%(0) 0%(0) 0%(0) sales 55% (10) 33% (6) 5% (1) 5% (1) 0% (0) marketing 27% (5) 44% (8) 22% (4) 5% (1) 0% (0) Business development 50% (10) 35% (7) 20% (4) 0% (0) 0% (0) finance 15% (3) 25% (5) 45% (9) 15% (3) 0% (0) Field operations 5% (1) 21% (4) 36% (7) 26% (5) 10% (2) Research and 23% (5) 38% (8) 28% (6) 4% (1) 4% (1) development innovation 25% (5) 40% (8) 25% (5) 10% (2) 0% (0) Business unit leadership 25% (5) 35% (7) 30% (6) 10% (2) 0% (0) Senior management 38% (8) 38% (8) 19% (4) 4% (1) 0% (0) Programme management 19% (4) 23% (5) 4 7% (10) 9% (2) 0% (0) With y rorg n a in ou a iz tionw a k d of ta t d elop en h t in s len ev m t a tiv c itiesa c rriedou re a t? Building class roomworkshops 11% 11% 10% 9% 14% C oaching 18% Mentoring 9% Education D evelopmental ex perience 18% Short terms assignments Action learning Others To what extent do you agree or disagree with the following statements? (Tick one per statement) Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels Identifying vacancies that will be created as the company advances and expands Rewarding top performing employees Strongly disagree 4% (1) 9% (2) 5% (1) 9% (2) 4% (1) 4% (1) 9% (2) 5% (1) 4% (1) 9% (2) 9% (2) disagree 9% (2) 0% (0) 0% (0) 9% (2) 0% (0) 9% (2) 4% (1) 5% (1) 19% (4) 14% (3) 0% (0) agree 38% (8) 76% (16) 35% (7) 28% (6) 33% (7) 33% (7) 42% (9) 47% (9) 28% (6) 57% (1 2) 42% (9) Strongly agree 47% (10) 14% (3) 60% (12) 52% (11) 61% (13) 52% (11) 42% (9) 42% (8) 47% (10) 19% (4) 47% (10) In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? (most effective) 2 3 4 5(least effective) Base pay 57% 33% 0% 9% 0% Health care benefits 19% 42% 23% 14% 0% Retirement/education benefits 33% 33% 19% 14% 0% Share options/equity 33% 14% 28% 14% 9% participation Child care costs/arrangement 25% 10% 35% 30% 0% Job security 52% 19% 23% 0% 4% Excluding financial compensation which of the following do you believe are effective means of rewarding motivating and retaining talent? Providinginterna tiona †¦ l Ma inta ining the reputa tion of†¦ E ncoura ing risk ta g king a †¦ nd Fundingeduca tiona needs l Providingthe opportunity to†¦ Providinga colla bora tive†¦ Providingm entoring a nd fa †¦ st Workingwith em ployees to†¦ Providingtra ining 0. 00% 20. 00% 40. 00% 60. 00% 80. 00% S eries1 How accurately do the following statements describe actions taken, or soon to be taken by your organization? We have m oved processes/ operations offshore to reduce costs. We use certification to enhance the value of our training and†¦ We partner with universities/consultancies to execute†¦ We partner with universities/consultancies to†¦ We increasingly require non com plete agreem ents from staff( in addition to †¦ We m ove processes/ operations offshore to access talent. We acquire com panies to obtain talent. 0% 20% 40% 60% 80% 100% Series1 Excluding financial compensation which of the following do you believe are your organization’s most effective means of rewarding motivating and retaining talent? Fundingeducational needs Providingthe opportunity to†¦ Providinga collaborative †¦ Providingm entoring and fast†¦ Workingwith em ployees to†¦ Providingtraining 0% 20% 40% 60% 80% Series1 In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? (most effective) 2 27% (5) 33% (6) 38% (7) 16% (3) 29% (5) 16% (3) 3 5% (1) 27% (5) 38 % (7) 38% (7) 35% (6) 27% (5) 4 0% (0) 0% (0) 0% (0) 5% (1) 17% (3) 0% (0) 5(least effective) 0% (0) 5% (1) 5% (1) 16% (3) 5% (1) 0% (0) Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 66% (12) 33% (6) 22% (4) 27% (5) 11% (2) 55% (10) Which broadly defined job description are the most critical in terms of attracting and retaining employees? 12 10 8 6 4 2 0 1 (very critical) 2 3 4 5 (not critical) sales m arketing Business developm ent EMPLOYEE How long have you been working for the company? Lessthan a year 1-2 years 2-5 years 5-10 years More than 10 years Have you been made aware of the policies and procedures? Do you know and understand them? Not at all aware of this 3% (1) 3% (1) 0% (0) 3% (1) 7% (2) 19% (5) 16% (4) 4% (1) 4% (1) 4% (1) 8% (2) 12% (3) Aware of this but need more information 7% (2) 7% (2) 15% (4) 26% (7) 15% (4) 23% (6) 44% (11) 40% (10) 24% (6) 28% (7) 4% (1) 16% (4) Know and understand this 88% (23) 88% (23) 84% (22) 69% (18) 76% (20) 57% (15) 40% (10) 56% (14) 72% (18) 68% (17) 88% (22) 72% (18) The organisation mission statement? The structure of the company? The aims of the company? Our health and safety procedures? Our equal opportunities policy? Professional association membership? Policy on handling any legal problems? Policy on handling customer problems? Staff disciplinary procedures? Policy on holiday entitlement? Policy on absense? Policy on maternity/ paternity leave? Do you know how you can help the organisation to achieve its aims? Yes, I feel quite clear about this I think so, but would like to discuss it further No, I am not at all clear about this What do you know about your job, and what would you like to know more about? I know enough about this 84% (22) 87% (21) 83% (20) 64% (16) 88% (22) 84% (21) 76% (19) 76% (19) 76% (19) 76% (19) 66% (16) 50% (12) 50% (12) I know a ittle, but need to know more 3% (1) 0% (0) 12% (3) 20% (5) 4% (1) 12% (3) 8% (2) 12% (3) 8% (2) 12% (3) 29% (7) 20% (5) 41% (10) I need to know a lot more about this 11% (3) 12% (3) 4% (1) 16% (4) 8% (2) 4% (1) 16% (4) 12% (3) 16% (4) 12% (3) 4% (1) 29% (7) 8% (2) Your position in the organisation Management  œ to whom you are responsible The people you are directly responsible for The people you are indirectly responsible for Your hours of work Your pay Other benefits you are entitled to The telephone system The organisation computer systems The staff canteen The managing director or CEO The shop floor sales staff The organisation directors The team you work within The machinery you will operate 88% (22) 83% (20) 0% (0) 8% (2) 12% (3) 8% (2) Please rate your satisfaction with the employee benefits and policies. Extremely dissatisfied 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) 0% (0) Dissatisfied Neither satisfied nor 0% (0) 8% (2) 9% (2) 4% (1) 4% (1) 8% (2) 20% (5) dissatisfied 4% (1) 20% (5) 14% (3) 16% (4) 12% (3) 0% (0) 8% (2) Satisfied 72% (18) 60% (15) 66% (14) 60% (15) 58% (14) 68% (17) 52% (13) Extremely satisfied 24% (6) 12% (3) 9% (2) 20% (5) 25% (6) 24% (6) 20% (5) Accuracy of job description Salary review Adequate information provided about any job changes / promotion Leave of absence Health care benefits Retirement benefits In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? Base pay Health care benefits Retirement/education benefits Share options/equity participation Child care costs/arrangement Job security 1(most effective) 0% (15) 24% (6) 25% (6) 36% (9) 20% (5) 44% (11) 2 24% (6) 44% (11) 25% (6) 32% (8) 28% (7) 36% (9) 3 12% (3) 24% (6) 25% (6) 16% (4) 32% (8) 8% (2) 4 4% (1) 8% (2) 25% ( 6) 12% (3) 16% (4) 4% (1) 5(least effective) 0% (0) 0% (0) 0% (0) 4% (1) 4% (1) 8% (2) Excluding financial compensation which of the following do you believe are your organization’s most effective means of rewarding motivating and retaining talent? Providinginternational†¦ Maintaining the reputation of†¦ Encouraging risk taking and†¦ Fundingeducational needs Providingthe opportunity to†¦ Providinga collaborative†¦ Providingm entoring and fast †¦ Workingwith em ployees to†¦ Providingtraining 0. 0% 20. 0% 40. 0% 60. 0% 80. 0% Series1 Would you benefit from further tra ining in a of theitems ny s ified in your job des ription? ec c No 8% Yes 92% Please rate your satisfaction with the salary and benefits package you receive. Extremely dissatisfied 0% (0) 8% (2) 4% (1) 4% (1) 8% (2) 4% (1) Dissatisfied 4% (1) 12% (3) 8% (2) 12% (3) 12% (3) 21% (5) Neither satisfied nor dissatisfied 16% (4) 33% (8) 50% (12) 25% (6) 20% (5) 39% (9) Satisfied 56% (1 4) 37% (9) 33% (8) 41% (10) 48% (12) 26% (6) Extremely satisfied 24% (6) 8% (2) 4% (1) 16% (4) 12% (3) 8% (2) Medical insurance package Company savings plan Retirement plan Holiday Entitlement Job market competitiveness of my salary Share option plan Overa how s tis ll, a fied a you with your c re ompa ny’s pers onnel polic ? es Extrem Dissatisfied ely 36% VeryDissatisfied Neither Satisfied nor Dissatisfied VerySatisfied Extrem Satisfied ely 64% Overa how s tis ll, a fied a you with thisc pa a apla e to work re om ny s c c ompa to other pla es you ha work red c ve ed? Extrem dissatisfied ely 32% 8% 4% 4% Dissatisfied Neither satisfied nor dissatisfied Satisfied 52% Extrem satisfied ely FINDINGS HR MANAGERS ? Most of the covered companies have talent specific initiative in place (81%) and they give them top priority in their organization (86%). They also have exclusive staff member for managing talent initiatives (68%) ? In most of the companies the talent is identified by com petencies (42%) and the HR professional view to increase career growth opportunity. HR staffs as well as the department heads are responsible for recruiting individuals (64%) ? Retaining the current talent is top priority for the organization(38%) ? Sales and business development are the two areas where retaining talent is most difficult ? Class room workshop, mentoring and coaching are usually used by the organization to carry out talent development activities. ? More than 60% of the respondent view organizational culture as a main driving force for the new talent and for the existing talent. Even rewarding plays a important role (48%) ? Base pay (57%) and Job security (52%) are the two main areas for retaining talent in coming years. Other than this, training plays an important role in motivating the employee. Organizations are using certification for improving the training programs. ? In more than 90% of the organizations budget for recruiting developing and retaining employees i s going to increase over the next three years EMPLOYEES ? Most the employees have a clear knowledge about the company’s vision, mission and objectives. And they know how to achieve these objectives (76%) ? They are clear about their role and responsibility (85%) and they know about other staff members also. ? Most of the respondent are satisfied by job description, salary review, health care benefits etc. ? Base pay (60%) and Job security (44%) are in top priority for the employees in coming years. Apart from financial benefits, employee emphasis more on career growth, work culture and international opportunities. ? 91% of the employees want more training in their specified job. ? The employees have a mix response on benefits like Medical insurance package, Company savings plan, Retirement plan, Holiday Entitlement, Job market etc. ? 64% of the employees are satisfied with the company’s personnel policies where as 36% are neither satisfied nor dissatisfied ? Overall 32 % employee are extremely satisfied where as 52% are just satisfied with their organization. RECOMMENDATIONS ? Organizations must have meaningful descriptions of the capabilities (skills, behaviors, abilities and knowledge) required throughout the organization. Organizations must be able to relate those skills and capabilities to a role or a center of demand, such as a job position, project or leadership role. ? Talent management processes must create a comprehensive profile of their talent. They must be able to track meaningful talent related information about all of their people – employees, contractors, or candidates. ? The working culture of the organization should be improved and maintained to retain talent in long run. ? More certified training should be given to the employee to boost their effectiveness and efficiency. It should be used as a tool of motivation. ? The organization should identify the crucial talent initiative to attract and retain the employee. They should know which talent management elements can have the greatest impact on the business and therefore provide a better basis for prioritization and implementation. ? To create a sophisticated talent management environment, organizations must: †¢ Define a clear vision for talent management †¢ Develop a roadmap for technology and process integration †¢ Integrate and optimize processes †¢ Apply robust technology to enable processes †¢ Prepare the workforce for changes associated with the new environment CONCLUSION As organizations continue to pursue high performance and improved results through TM practices, they are taking a holistic approach to talent How to cite Talent Management, Essays

Decision Support Tools Tasmania

Question: Discuss about theDecision Support Toolsfor Tasmania. Answer: Introduction The Tasmania state of Australia is the 26th largest island in the world with 334 islands surrounding it. Tasmania is naturally very beautiful and attractive due to its worldwide famous mountains and waterfall with islands and snow all around the region. Coaching colleges in this region will be a great move it has a population nearly around 519100 and tourists visit Tasmania all over the year (The Voice of Local Government in Tasmania, 2017). Tasmania doesn't have very good schools and universities as it's not very famous as other states of Australia so children here cannot receive excellent education and guidance so if we set up coaching college or centre in Tasmania a large number of students will enroll themselves but in order to do so we need to keep the fee structure low and target as many parents and schools goers as possible. Parents here have low financial income but people with businesses like clothes and tourism earns good money so we have to target mainly to these people as people here mostly do the business of tourism and shops. As tourists visit Tasmania majorly we can introduce student's exchange program where international students can come and experience the educational system for a month. These strategies will really help in building the coaching college centre for a long run up to 10 or more years as competition in Tasmania is less and and demand for coaching college is high, therefore, the people of Tasmania earn a good living and education is highly appreciated so parents would pay for coaching centres which will be good for guiding and education their children and shaping their career (History of Local government in Tasmania, 2017). Statistical Data of Tasmania Tasmania is a beautiful natural region of Australia it has a wide range of forests. It has a rich agricultural commodity covering stocks and trades of 20 commodities like oilseeds, livestock, food, wool, forestry, horticulture, fisheries products etc. Tasmania apart from being very beautiful it has good cultural activities and participation of people. The business sectors here employs a large number of household and other economic activities enhance the city of Tasmania. Tasmania is 895992 km in area with a population of about 520178 until 2016. It is surrounded by 65134 km island and also covered by several other islands. Australian constitution of commonwealth prescribes power of each level of governmental enjoys. Tasmania is gifted with both mountains and beach which attracts a large number of tourists places like Dove Lake, Cradle Mountains, wineglass bay, a lavender farm in Nabowla, etc. are major tourists destinations in Tasmania Australia. Tasmania is very homogeneous with 68% residents of estimated 11000 families from the mid-19th century. Tasmania has all sorts of demographic aspects where all age groups of people reside but youths being large in number. Therefore, if coaching college and centers set up in Tasmania it will be a good strategy and move which will be for a long run in educating students. Tasmania has potential students and parents who are passionate towards educating their children but guidance at the same time is prominent but in states like Tasmania where big universities are not found it is necessary to have good coaching colleges to develop the students professionally. Population Data S.N Local Government Area Total Population Number of adults between 25-35 Number of Childrens between 7-12 1 Hobart, TAS 126,046 75694 50352 2 Launceston, TAS 68,442 41907 26535 3 Devonport, TAS 21,576 11341 10235 4 Burnie, TAS 18,092 9092 9000 5 Somerset, TAS 18,093 9083 9010 6 Blackmans Bay, TAS 14,826 8284 6542 7 Kingston, TAS 14,828 8303 6525 8 Ulverstone, TAS 9,513 4951 4562 9 Gagebrook, TAS 6,692 3430 3262 10 Bridgewater, TAS 6,694 3542 3152 11 New Norfolk, TAS 5,015 2550 2465 12 Wynyard, TAS 4,637 2685 1952 13 George Town, TAS 4,125 2169 1956 14 Sorell - Midway Point, TAS 3,604 2279 1325 15 Smithton, TAS 3,146 1668 1478 16 Penguin, TAS 2915 2263 652 3,28,244 189241 139003 S.N Local Government Area Number of adults between 25-35 Minimum children Requirement (X) Probability (P) Expected value 1 Hobart, TAS 75694 100 0.230 23 2 Launceston, TAS 41907 100 0.217 21.7 3 Devonport, TAS 11341 100 0.034 3.4 4 Burnie, TAS 9092 100 0.027 2.7 5 Somerset, TAS 9083 100 0.027 2.7 6 Blackmans Bay, TAS 8284 100 0.025 2.5 7 Kingston, TAS 8303 100 0.025 2.5 8 Ulverstone, TAS 4951 100 0.015 1.5 9 Gagebrook, TAS 3430 100 0.010 1 10 Bridgewater, TAS 3542 100 0.010 1 11 New Norfolk, TAS 2550 100 0.007 0.7 12 Wynyard, TAS 2685 100 0.008 0.8 13 George Town, TAS 2169 100 0.006 0.6 14 Sorell - Midway Point, TAS 2279 100 0.006 0.6 15 Smithton, TAS 1668 100 0.005 0.5 16 Penguin, TAS 2263 100 0.006 0.6 189241 0.658 65.8 Local Government Areas average income of adult ( A$ per person per week) Population of Adults(Xi) Probability P(Xi) Total Income of Adults ($) EMV ($) Hobart, TAS 1280 75694 0.230 96888320 294.4 Launceston, TAS 1265 41907 0.217 53012355 274.505 Devonport, TAS 1125 11341 0.034 12758625 38.25 Burnie, TAS 1325 9092 0.027 12046900 35.775 Somerset, TAS 1452 9083 0.027 13188516 39.204 Blackmans Bay, TAS 1232 8284 0.025 10205888 30.8 Kingston, TAS 1150 8303 0.025 9548450 28.75 Ulverstone, TAS 1002 4951 0.015 4960902 15.03 Gagebrook, TAS 1321 3430 0.010 4531030 13.21 Bridgewater, TAS 1251 3542 0.010 4431042 12.51 New Norfolk, TAS 996 2550 0.007 2539800 6.972 Wynyard, TAS 1234 2685 0.008 3313290 9.872 George Town, TAS 889 2169 0.006 1928241 5.334 Sorell - Midway Point, TAS 1252 2279 0.006 2853308 7.512 Smithton, TAS 956 1668 0.005 1594608 4.78 Penguin, TAS 1785 2263 0.006 4039455 10.71 189241 0.658 237840730 827.614 References History of Local government in Tasmania. Tasmanian Government. Retrieved from https://www.dpac.tas.gov.au/divisions/local_government/what_is_local_government/local_government_in_tasmania The Voice of Local Government in Tasmania. Local Government Association Tasmania. Retrieved from https://www.lgat.tas.gov.au/page.aspx?u=221