Talent Management Aspects Augmenting Bank Performances In Indian Banking Scenario (original) (raw)
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International Journal of Business Economics and Management Research: SKIREC – JBEMR (e-journal), 2011
The present paper provides a platform to understand the emerging challenges in talent management in State Bank of India (SBI), Shimoga District, focusing on the Talent Management challenges in the selected bank highlighting the areas of challenges. State Bank of India is a banking corporation offering retail and corporate banking services, including retail loans, corporate and business credit, forex and trade finance services, investment banking, depository services, and investment advisory services. Talent Management is the hot topic for HR managers in organizations, both in the private and public sectors. To develop an integrated, proactive Talent Management strategy is required from the view point employer of choice status as an outcome of coherent corporate culture rather than ad-hoc programs. In a service-oriented industry such as banking, people are among the most important assets. To stay competitive, a bank must efficiently manage its employees during every phase of employment. But, banks of all sizes face challenges that make enterprise. Talent Management very difficult to achieve. The analysis is made with the help of a structured schedule for the banks and personal interviews with the bank employees. The analysis and interpretation will be made by using suitable statistical tools and techniques in order to arrive a authenticate information about the best banking practices in the present scenario. It concentrates on the new emerging challenges in banking practices, opportunities, issues and policies in Banking Sector with special reference to State Bank of India in Shimoga District. Finally, it makes an attempt to offer suggestions to enhance its talent management strategies and to cope up with the existing challenges in the wake of severe competition in the area of Talent Management.
Talent Management Strategies in Banking Sector of India
2018
Usually the bank job is considered safe and secure, but not very demanding in terms of work output. It is difficult to fire an employee for non-performance. Banking is like any other business and the staffs have to carry out multifarious activities. Some of these activities are specialist in nature. At the same time some of the activities are in no way related to banking competencies and could be outsourced. Banks need to make some institutional changes to adapt to the markets. In this study various programmes and strategies framed by the banks for attracting, hiring and retaining the employees have been discussed. Further, the role of government in this area has also been explored.
Talent Management Scenario in the Banking Industry
The research paper intents to explore the talent management scenario in the banking industry. With the banking sector becoming increasingly competitive and customer oriented, identification and management of talented personals becomes the biggest challenge. The study explores the thrust and initiative on talent management in selected private and public sector banks. Key findings suggest that talent management initiatives are well developed in private sector banks compared to public sector banks in terms of rewards, remuneration and selection procedures. Public sector banks compensates in terms of job stability due to life time employment with post employment pension.
Successful Talent Management in banking sector
Wide spectrum , 2023
The talent management includes the set of activities that are associated with the human resource development. These practices include recruitment, development and retention of talent in the organization. The activities pertaining to Human Resource Management in Banks involves recruitment, selection, training, performance appraisal and management, career planning and compensation. This study analyzed successful talent in banking sector for correct planning of acquisition, develop the talented employees, identify the talent engagement and retain the talented person. These create new environment of talented employees in banking sector, right candidate on right job selection of the Banking with the help of successful key elements in the banking sector.
Talent_Management_An_Escalating_Strategic_Focus_in_Bangladeshi_Banking_industry.pdf
The aim of this study is to justify the talent management (TM) system in a Bangladeshi Commercial Bank. Hence, previous research articles have been reviewed and primary data relating to selected bank have been collected from semi-structured interviews and some reliable and updated secondary sources for selected Bank's website and other sites of Bangladesh Central Bank to achieve the aim of the study. The study finds several key practices of TM that includes recruitment, talent development, knowledge management, social media, performance management, and rewards. The limitation of this study is that this study is not empirically tasted. The scope of the study focuses on banking sector in Bangladesh. The study recommends that HR managers should embrace TM practices of the case bank to effectively manage their workforce. This study is the first study to uphold TM in banking sector of Bangladesh.
Career Development and Talent Management in Banking Sector
Texila International Journal of Management, 2020
This paper empirically investigates how career development and talent management complement each other in shaping employees' career progress and productivity in the banking sector. This article describes career growth and development, the conceptual framework on career and talent management, talent management, and career management policy implementation. The management staff were interviewed through structured questions in Lagos from six commercial banks: First Bank, Wema Bank, GTB, FCMB, Stanbic Bank, and Access bank. The finding from the study indicates that talent philosophy is a prominent concept in bank management policies, and several organizations including commercial banks are already utilizing a particular form of talent management policies based on their perception of talent, but only a few policies impacted career development of staffs in commercial banks in Lagos. Although commercial banks give the opportunity for career development and program that encourages career progression, conversely, career management is the joint responsibility of organizations and individuals, but human resource management in organizations such as commercial banks duly triggered training and development of staff.
The Need of Talent Management as a Business Strategy for Malaysian Banking Institutions
Talent management generally deals with selection, recruitment, development and retention of talented people in an organization. It must be practiced at all levels of organization as it requires investment in intangible assets and is seen as a vehicle for future corporate growth in Malaysia. Malaysian banking institutions are now facing acute and shortage of banking talents. This need is justified as Malaysian banking institutions are in the phases of consolidations due to Asian currency crisis in 1997 and the era of globalization of Malaysian banks. The aim of the study is to examine talent management practices in the Malaysian banking institutions in an attempt to propose it as a business strategy for consistent growth and profit. To realize this purpose, three variables, namely Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) are examined against 12 indicators of Malaysian banking talents by testifying their direct and indirect relationships. This study also attempts to fulfil five research objectives and research questions by employing the Structural Equation Modelling (SEM). The five hypotheses of the study revealed that there are significant positive relationships between Talent Management Practices, Employee Value Proposition and Talent Brand Strategy in Malaysian banks. The study also found that Employee Value Proposition mediates the relationship between Talent Management Practices and Talent Brand Strategy in Malaysian banks. With these significant findings it is suggested that Malaysian local banks regard talent strategy as a business strategy; hence expected to innovate financial products and services. Moreover, due to the acute shortage of banking talents in Malaysia, there is a strong need to promote talent management practices at all levels of organization. This is further reinforced as talent management requires investment in intangible assets in order for Malaysian banks to sustain competitiveness in this era of global banking. For that purpose, talent management needs to become a business strategy for Malaysian banking institutions for their continuous growth and profits.
2018
Talent management is the core functional unit of an organization, and In order to enhance the productive performance of employees, talent management uses human resource planning to achieve this goal. To make them a part of talent management and strategic workforce planning, efforts have been made to retain, develop, attract, and reward employees. Talent management can lead to higher level performance and satisfaction of employees' instead of being a process of hiring; reinforcing and evaluating the aptitude. Keeping in mind the necessity of talent management, this paper analyzes probable scenarios of talent management practices in public sector banks and how these practices, in turn, improve bank employees' performance. Furthermore, it examined how talent management practices could influence the employees’ satisfaction in Indian public sector banks. This research paper puts forward a set of valid hypotheses that talent management practices affect employee performance and sat...
Talent Management in the Banking Sector: A Systematic Literature Review
Administrative Sciences
This paper conducts a systematic literature review and relates to how talent management (TM) and recruitment strategies are applied in the financial sector, and specifically in the banking sector. The goals of this paper are to provide a comprehensive analysis of TM research in the financial sector, identify and debate major research topics, and suggest future research possibilities. The study examines publications that were published between 2000 and 2021, which were obtained from the databases Web of Science and Scopus. According to the findings, academics are becoming more interested in TM in the banking sector, which appears to be linked to the severe scarcity of skilled people who possess required talents. The findings are relevant to both academia and the banking sector, as the paper provides data relating to what has already been researched in academia, while also highlighting the need for more research into how TM is understood, valued and implemented. Consequently, this pap...