A STUDY ON IMPACT OF TALENT MANAGEMENT PRACTICES ON EMPLOYEE ENGAGEMENT

People are what keep organizations running. That sounds obvious, but it is easy to forget when the focus shifts entirely to numbers, targets, and quarterly reviews. This paper looks at something more fundamental — whether the way organizations manage talent actually changes how employees feel about their work. Specifically, it examines the impact of talent management practices on employee engagement, drawing on survey data collected from 150 respondents across multiple departments and experience levels. The study uses percentage analysis, Chi-square tests, and ANOVA to explore whether demographic factors such as age, gender, educational qualification, department, and years of experience influence how employees perceive talent management and engagement. Results show that while age, gender, department, and experience level do not significantly affect engagement perceptions, educational qualification does. Training and development emerged as the most valued practice among respondents, and a large majority expressed satisfaction with existing talent management systems.