(MB0043-HUMAN RESOURCES MANAGEMENT) Q. 1 The success of HR p !"s #epe"#s o" $he !ccu%!c& of HR fo%ec!s$s. 'h!$ (s $he )e!

"("* of $h(s HR fo%ec!s$("* + ,esc%(-e $he fo o.("* HR fo%ec!s$("* $ech"(/ues0 (!) 1"#e23 T%e"# !"! &s(s !"# (-) E2pe%$ fo%ec!s$("* HR Forecasting: HR Forecasting is the estimation of future requirements of the organization in terms of nature and number of work force required. Success of HR planning depends on the accuracy of these forecasts. There are different kinds of HR forecasting techniques and the organization may utilize more than one type of technique. The accuracy of forecasting mostly depends on the ability of the forecasting technique in aptly pro ecting the future.
Few of the HR Forecasting Techniques are: !. !nde"#Trend analysis -. $"pert Forecasts # %elphi Technique c. &ominal 'roup Technique #. HR (udgets: )Staffing # *anning Tables+ e. $n,elope and Scenario Forecasting f. Regression -nalysis. etc

A"s.

*. /roducti,ity Ratio h. /ersonal Ratio (. Time Series

!. 1"#e23T%e"# !"! &s(s0 0perational indices are utilized for this purpose: Historical relationship between operational inde" and %emand for 1abour 2ommonly used operational indices include: sales. number of units produced. number of clients ser,iced. and production#direct labour hours

Following are the steps in,ol,ed in !nde"#Trend analysis: 1. Selection of right business#operational inde": 0ne has to select readily a,ailable business inde". sales le,el. which is known to ha,e direct influence on organizational demand for labour. 4. Tracking inde" o,er time: -fter the selection of inde". it is necessary to go back in time for minimum of 3 to 4 most recent years.

3. Tracking workforce size o,er time: Historical figures of the total number of employees ha,e to be recorded. 4. 2alculating a,erage ratio of business inde" to the workforce size: Ratio of number of employees essential for thousand rupees of sales is obtained by di,ing each year5s number of employees by le,el of sales. 5. 2alculating forecasted HR demand: (y multiplying the annual forecasting for business inde" times the a,erage employee requirement ratio for future year to arri,e.

-. E2pe%$ 6o%ec!s$("*0 !t is a group process for achie,ing consensus forecast. !t calls for selection of panel of e"perts either from within or outside of organization. 6. 2oordinator should circulate the questions in writing to each such e"pert. 7. $"perts should then write their obser,ations. 8. 2oordinator will edit those obser,ations and will summarize the same. without disclosing the opinion of ma ority in the summary. 3. (ased on this summary. new set of questions will be prepared and it will be circulated among the e"perts. 4. $"perts should answer these questions. 9. 2oordinator repeats this process until he can prepare from the opinion of e"perts.

Q. 4

'%($e ! -%(ef "o$e o"0 (() Se ec$(o" $es$ !"# ((() 1"$e%7(e.s Here are some few of the selection tests conducted by

A"s. (() Se ec$(o" Tes$0 organizations:

1"$e (*e"ce $es$ *easures the general mental ability of indi,iduals. This is the first standardized and most widely used test de,eloped by psychologists. Ap$($u#e $es$ training. Ach(e7e)e"$ $es$ applicants. *easures the ability to learn a gi,en ob. when gi,en adequate *easurement the ob related proficiency and knowledge of the

S($u!$(o"! $es$ The candidates are e"posed to simulated business situations and their responses are recorded and e,aluated. 1"$e%es$ $es$!f an indi,idual has a genuine interest in a ob. he is likely to perform well in the gi,en task. 8e%so"! ($& $es$ Helps in assessing an indi,idual5s ,alue system. emotions. maturity and other personal characteristics. 8o &*%!ph $es$ :sed to check the ,alidity and truthfulness of an applicant by monitoring the physical changes in his body as he answers a series of questions. &ormally used for screening applicants for defence and high;profile security obs where it is essential that the candidate is completely trustworthy. G%!pho o*& personality. $"amines an indi,idual5s handwriting to assess his or her

((() 1"$e%7(e.s0 *ost organizations use inter,iews as an essential step in the selection process. -n inter,iew helps in assessing the applicant5s profile nad comparing it with the ob profile for suitability. 1"$e%7(e.s p%ocess 0 The inter,iew process in,ol,es preparation. conducting and closing the inter,iew. 8%ep!%!$(o" !nter,iewer should follow these steps when preparing for an inter,iew: %etermine the ob ecti,es Read the application %etermine the mode of e,aluation Time

<ithout any pre uidice and bias

Se$$("*0 !nter,iewers should make the candidate feel comfortable and rela"ed. Co"#uc$ 1"$e%7(e.0 <hile conducting the inter,iew the inter,iewer should: %emonstrate a basic liking and respect for people. /referably ask open ended questions. &ot in,ade the pri,acy of the candidate. (e an attenti,e listener. &ote or mark the rele,ant points. C os("* !" ("$e%7(e.0 2losing an inter,iew is an important part of the inter,iew. !t should be carried out in a smooth manner. !nter,iewer should make an o,ert sign to indicate the end of the inter,iew. There are se,eral types of inter,iews which are as follows: 6. /reliminary inter,iew 7. Selection inter,iew 8. Formal and structured inter,iew 3. :nstructured inter,iew 4. Stress inter,iew 9. 'roup inter,iew =. /annel inter,iew method >. !n;depth inter,iew ?. %ecision @ making inter,iew

Q. 3 A"s.

'h!$ #o &ou )e!" -& )!"!*e)e"$ #e7e op)e"$+ 'h!$ !%e ($s o-9ec$(7e !"# )e$ho#s+ *anagement de,elopment is related to the de,elopment and growth of the employees in an organization through a systematic process. This de,elopment is future;oriented and prepares managers for a career of ,aluable contribution to the organization. !t is concerned with the learning and de,elopment of the employees. !t helps in the de,elopment of the intellectual. managerial and people management skills of managers. !t trains managers to understand and analyse different situations. and to arri,e at and implement the correct solutions.

O-9ec$(7es of )!"!*e)e"$ #e7e op)e"$ The main ob ecti,es of management de,elopment programmes are: !mpro,ing the performance of the managers. $nabling the senior managers to ha,e an o,erall perspecti,e about the organization and also equipping them with the necessary skills to handle ,arious situations.
*anagement %e,elopment *ethods: There are two ma or types of management de,elopment methods and they are: a. 0n;the;Aob %e,elopment *ethods: !. 2oaching: !t in,ol,es one manager playing acti,e role in guiding another manager. The trainer will teach the trainee how to do the tasks. rectifies any mistakes committed by the trainer. Aob Rotating: !t plays an important role in de,eloping the skill set of managers. :nderstudy -ssignments: Senior manager selects and trains trainee managers in this type so that the trainee should be able to take up the senior5s responsibilities in future. *ultiple *anagement: !n this method. unior manager will be pro,ided with opportunity to participate in the board and committee meetings. which are generally attended by top le,el managers.

!!. !!!.

!B.

b. 0ff;the;Aob %e,elopment *ethods: !. Simulation $"ercises: *ost commonly used ones among simulation e"ercises are: a. 2ase Study: These studies are prepared based on the actual e"perience of the organization. Trainees will ha,e to study. analyze and discuss the case to identify the hidden problem and to get suitable solution.

b. (usiness games: Trainees will be di,ided in to different groups and teams. for playing roles of competing firms in simulated markets. c. Role /lay: Trainees will enact roles for sol,ing problems which are commonly seen in real life. d. !ncidental method: This method is aimed for de,eloping intellectual ability. social awareness and practical udgment of the employees. e. !n basket method: !n this method. there will be simulation of the managers5 ob. Trainee will be pro,ided with documents similar to items normally found in managers5 basket. like letters. memos. reports. etc. !!. !!!. Sensiti,ity Training: !t is a method helping to change the beha,ior through unstructured group interaction. Transactional -nalysis: This theory of personality de,elopment pro,ides an approach for defining and analyzing interaction between people.

Q.4

Suppose &ou h!7e 9o("e# !s HR e2ecu$(7e (" ! sof$.!%e co)p!"&. The f(%s$ $!s: &ou h!7e -ee" !ss(*"ee# (s $o .o%: o" C!%%e% p !""("*. 'h!$ !%e $he 7!%(ous c!%ee% p%o*%!)s .( &ou co"s(#e%+

A"s.

Barious 2areer /rograms: %ifferent kinds of career programs include: a. <ork;family programmes b. Relocation assistance and hiring practices c. <ork;life balance seminars and fle"ible HR practices d. Fle"ible work schedules e. 0utplacement programme f. Special programmes for women. minorities and employees with disabilities

g. Fast track employees a. 'o%:-f!)( & p%o*%!))es0 These programmes are intended for supporting the employee to manage their personal as well as work related challenges in balanced way. %ifferent options like fle"ible work schedules. work from home options. greater use of paid lea,e for fathers. more on;site or company sponsored child care centers. adopti,e parents. etc are employed. b. Re oc!$(o" !ss(s$!"ce !"# h(%("* p%!c$(ces0 These are the practices which can redress the challenges associated with employee relocation because of a career mo,e. 2ompanies also try to help the spouse of the employee to find a ob within their company. linking them to ob placement companies in the new location. They can also sponsor cost of re training or picking up new skill. &ature and amount of the support could differ greatly from case to case. c. 'o%:- (fe -! !"ce se)("!%s !"# f e2(- e HR p%!c$(ces0 These practices will be helpful for the organizations to design programmes for aiding the employees manage their work family conflicts C coping strategies. These practices are generally seen in business process outsourcing organizations where work;life balance is a challenge. %ifferent stress management workshops and stretch e"ercise schedules are employed for helping the employees cope up with the stress. d. 6 e2(- e 'o%: Sche#u es0 These schedules are getting increased at the work place. They include ob sharing. fle"itime. part time work. working from home. compressed work weeks. temporary workweeks. etc. These programmes enable the employees to sol,e their work and family concerns C reduce their potential stress or conflicts between different life roles. e. Ou$p !ce)e"$ 8%o*%!))es0 -t the time of retrenchment and downsizing. most organizations follow professionally managed processes. *ain ob ecti,e will be to help the affected employees in making transition to new employment. !t can also in,ol,e re; skilling for better and more rele,ant obs as per the market demand. so that the candidate will find it easier to find a ob.

f.

Spec(! 8%o*%!))es fo% 'o)e"; M("o%($(es !"# E)p o&ees .($h ,(s!-( ($(es0 Since many organizations are increasingly tapping in to critical talent pool. more number of employees with these categories are entering the pool. Hence. special focus will be needed to assist workforce from these categories.

g. 6!s$ T%!c: E)p o&ees0 Those employees which are touted to ha,e high potential for bright future of the organization are considered as Dstars5. Special programmes will be designed to cater these candidates.

Q. 5

,ef("e pe%fo%)!"ce %e7(e.. 'h!$ !%e $he $&pes of !pp%!(s! )e$ho#s+ ,esc%(-e $he .!&s $o e7! u!$e !" e)p o&ee ("#(7(#u! &.

A"s. /erformance Re,iew: !t is a systemic acti,ity that helps the organization to determine the e"tent to which the employee is deli,ering as per agreed ob ecti,es aligned to the business results. 'enerally. HR specialists will design and implement /erformance *anagement System )/*S+ and work with line managers for re,iewing employees5 performance and maintains records. T&pes of App%!(s! Me$ho#s0 !t is ,ery much necessary to appraise e,ery indi,idual in any organization. The appraisal system should take care of this aspect and it should meet the ob ecti,es and needs of the organization. Following are the types of appraisal methods: !. T%!($ -!se# !pp%!(s! 0 This is the method helpful for assessing the personality or personal characteristics such as communication skills. loyalty. le,el of initiati,e. decision making. etc. This kind of assessment will be more focused on Dwhat a person is5 rather than what the person does on the ob. !t is ,ery much important in the companies which are in,ol,ed in customer satisfaction and ser,ices. -. Beh!7(ou% -!se# !pp%!(s! 0 !t focuses on the appraisal of what an employee Ddoes5 on the ob. !t in,ol,es e,aluation of the beha,ior and measures what an employee should do differently. This kind of appraisal is followed more in organizations which ha,e high customer interface like hospitality # &'0. c. Resu $s -!se# !pp%!(s! 0 -s the name suggests. this method will measure the work results ob ecti,ely. !t focuses more on outcome#deli,erables from the ob that alone ser,es as measure for success. !f the ob is dependent on team work. this kind of appraisal might not be the best option.

1"#(7(#u! E7! u!$(o" Me$ho#s0 Fi,e ways are generally followed for e,aluating an employee indi,idually. $mployees will be e,aluates one at a time without directly comparing them with other employees.
!. G%!ph(c R!$("* Sc! e0 !t is the most commonly used performance rating technique. !n this method. e,aluator is presented with a list of assessment characteristics and will be asked to assign a number rating to the employee on each of the characteristics listed. -. 6o%ce# Cho(ce0 !n this method. e,aluator should choose from set of descripti,e statements about the employee. There may be two or three or four statement items which are grouped in a way that e,aluator cannot easily udge which statement will be applicable to the most effecti,e employee. c. Ess!& E7! u!$(o"0 $,aluator will be asked to describe the strong and weak aspects of the employee5s beha,ior in the form of essay. !n certain organizations. essay technique is alone utilized while other organizations will utilize it along with other methods like graphics rating scale. #. M!"!*e)e"$ -& O-9ec$(7es (MBO)0 !n this method. manager and employee to be e,aluated will sit together to set ob ecti,es in ad,ance for the employee to achie,e during

particular period. *ost common ob ecti,es include Targets. E/- key performance areas. ER- key result areas. and commitments. e. C%($(c! 1"c(#e"$ Tech"(/ue0 !n this method. the performance of the indi,idual is e,aluated on critical incidents;the performance incidents which are particularly ineffecti,e or effecti,e. f. Chec: (s$s !"# 'e(*h$e# Chec: (s$s0 !t is a set of ob ecti,es or descripti,e statements of ob related characteristics or beha,ior. *anager can check the item or can lea,e the field blank.

*. Beh!7(ou%! & !"cho%e# %!$("* s$!%s (BARS)0 !t is one of the most common method and it is a de,iation from critical incident approach. !t is also termed as (eha,ioural $"pectation Scale )($S+. !n this method. anchor points that are defined in detail using e"amples of beha,iour which represent specific le,els of performance. are employed.

Q. <

M!"& o%*!"(s!$(o"s )!("$!(" ! #(sc ("!%& po (c& o% s&s$e) $o %e*u !$e $he -eh!7(ou% of $he e)p o&ees !"# #e! .($h !c$s of ("#(sc(p ("e. ,esc%(-e such 7!%(ous #(sc(p ("!%& !c$(o"-pe"! $(es (" -us("ess o%*!"(s!$(o"s.

A"s.

%ifferent disciplinary actions # penalties will be laid when the same rule is offended first. second and third time. Following are the few of the most commonly practiced actions in organizations: 1. 0ral reprimand 4. <ritten warning 3. %enial of increments. promotions and pay hikes 4. /ay reductions and disciplinary demotions 5. Suspension <. %ischarge or dismissal

6. O%! Rep%()!"#0 /enalties will be listed in the general order of se,erity. from mild to se,ere. !n general cases. oral reprimand is enough for getting desired results. Super,isor should know their personnel in determining how to gi,e reprimand. 7. '%($$e" .!%"("*0 !f the oral warning or counseling is not sufficient to produce desired results. manager may issue written warning to the employee. $mployee will be asked to acknowledge the receipt of written reprimand. regardless of whether he or she agrees with the content of the letter or not. 8. ,e"(! of 1"c%e)e"$s; 8%o)o$(o"s !"# 8!& H(:es0 *anagement might refuse to pro,ide promotions. increments or pay hikes by blacklisting the employee for certain period of time. !t is generally treated as punishment. 3. 8!& %e#uc$(o"s !"# #(sc(p ("!%& #e)o$(o"s0 !t is generally considered as ser,er punishment than denial of increments or promotions. !n such cases. employee losses part of the e"isting benefits and pri,ileges recei,ed by him or her from the organization. $mployee will lose social status in case of demotion. 4. Suspe"s(o"0 !n case of few offences. employee will be directly suspended without prior warning. but it depends on the nature of the misconduct committed by the employee. 9. ,(sch!%*e o% ,(s)(ss! 0 !t is the most se,ere punishment of all the a,ailable ones. %ischarge and dismissal culminate in the termination of the

employment. !f the employee is found to be committing to unfaithful discharge of his or her duties. !f the employee is discharge. employer or the organization will terminate the employment of the aberrant employee through agreed ad,ance notice or by paying money in lieu of the notice.