Introduction Moorphy

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 rapidly
Will ensure that organization meet it production goal as right number of people are employed
Product development increases because organization has people with right skills
New 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. 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 assessment
Internal talent pool should be listed against the critical management and value competencies standard of firm
Mapping 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 statement
The 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 Goal
To 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 the
Talent identification
Performance management system
Level of work
Talent review process
Talent development process in order to nurture talent in the university
Integrated talent management process will be developed which will be in line with the following principles
Alignment
Process of talent management process will ensure that all are linked with the goals and objectives of the university
Integration
Talent 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 responsibilities
Managers 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.

Transparency
Talent management process should be transparent all the time. Feedback process should be there.

Purpose of talent management in Pretoria University
The 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 talent
Enabling the talent in university to perform at appropriate level
Ensuring competencies (knowledge, skills, values) at different levels
Managers 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 university
Fair and transparent ways should be provide by managers to recognize and reward talent in the university
Encourage the employees to gain competencies which will help them to perform their duties in effective and efficient ways.
Talent management process
Talent identification criteria of Pretoria University
Talent in the university will be identified by assessing the following criteria
Performance
Level of work
Potential
Performance
For 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 /Leadership
In 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 university
Within the university
Within the discipline
Within the sector
Nationally
Internationally
Integrated 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 future.by using this framework at all level acquired competencies will be indicated prior to the promotion to next level
Talent 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 forum
Talent forum should be setup to identify and manage talent and it consist of management team at different level
Talent forum will review as well as monitor of all employees’ performance according to the outcome of talent mapping
It 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 talent
Attraction: proposal of what the university will do to attract talent
Retention: proposal to what university will do to retain talent
Engagement: proposal to what university will do to engage talent
Talent development
University 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 program
All 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 description
All 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 University
Recruitment on the staff
Requirement 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 position
Pretoria 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 filled
Professor BS mechanical engineering
MS mechanical engineering
PhD mechanical engineering
Minimum 15 research publication Minimum 15 year experience required Self-motivated
Career oriented
Excellent presentation skills
Excellent time management skills
Excellent communication skills
1st October 2018
Assistant professor BS mechanical engineering
MS mechanical engineering
PhD mechanical engineering
Minimum 10 research publication Minimum 10 years of experience is required Lecturer BS Mechanical Engineering
MPhil Mechanical engineering Minimum 1- 2 year experience is required Required skills for professor and assistant professor
Should demonstrate current position as international standing scholars
Have outstanding research output in last 10 or 15 years
If necessary have ability to generate external funding for different research projects
Must be a supervisor. External examiner of different postgraduate thesis in the last 10 years
High consistent throughput in the different program taught
Innovative teaching method and development of curriculum
Recognized as excellent teacher by peer, students and external stakeholder
Professional integrity
Building 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 choice
Strategically best staff will be targeted
Encourage the development of professional and academic service community that will be beneficial for all
In order to deliver the workforce plan work should be done in partnership with academic leaders and senior managers
Induction approach will be develop in order to accelerate the hiring of new staff in the university
Advertising 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 candidates
After 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.
Interviews
Interviews 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 offers
After 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 university
Manager will identify strategies to appoint best candidate , implement an e recruitment system in order to deliver positive recruiter experience
Strategies will be develop to facilitate the international staff
Strategies 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 university
Environment should be provided where all activities should be highly valued
Best practice guidance regarding the recognition of excellence in education, innovation and research should be provided
Inorder to facilitate greater flexibility contribution reward should be reviewed
Ensure 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).

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