Kaivalya Education Foundation KEF
The case provides participants the opportunity to study a unique program (Kaivalya Education Foundation KEF) of
talent development. Though the organisation works in the social sector, the learning and generalisations about talent
management are equally applicable across all sectors. The design and implementation of the Gandhi Foundation (GF)
program is highly innovative and it is possible to draw generalisations about talent management practices from
analysing the working of the program.
The case will help achieve following outcomes related to talent management:
• Building robust and innovative talent management systems
• Creating learning processes that are transformational in nature
• Integrating hands on learning with continuous reflection
• Challenges that arise in managing a highly talented group
Case Questions:
1. Why you think Talent Management is important for an organisation?
2. What strikes you about the Talent Management practices of KEF?
3. As learnt about Talent Management in this unit, how you would have designed and implemented the GF program
differently?
4. What are the challenges in managing talent for non-profits and social enterprises?
Develop a professional case report based on the case questions provided (follow format of a standard Academic
Report). Do not just answer the questions directly, rather build your report in a cohesive style embedding answers to
these question
Sample Solution
Section I: INTRODUCTION TO THE STUDY Introduction The country is encountering a basic deficiency of medical care suppliers, a lack that is supposed to increment in the following five years, similarly as the biggest populace in our country's set of experiences arrives at the age when expanded clinical consideration is vital (Pike, 2002). Staffing of emergency clinics, facilities, and nursing homes is more basic than any time in recent memory as the huge quantities of 'gen X-ers' start to understand the requirement for more continuous clinical mediation and long haul care. Interest in turning into a medical caretaker has disappeared lately, likely because of the historical backdrop of the extraordinary and requesting instructive cycle, low compensation, firm and extended periods of time, and fast 'wear out' of those rehearsing in the calling (Wharrad, 2003). A complex oversaw care climate in this country is restricting the dollars accessible to be spent on nursing care. Numerous wellbeing callings, particularly