1) How to Design a Competency HR Mapping?

Definition
Competency mapping is the process of identifying the specific skills, knowledge, abilities, and behaviors
required to operate effectively in a specific job or organization. Competency maps are often also referred to as
competency profiles or skills profiles.

Competency mapping is a process through which one assesses and determines one‘s strengths as an individual
worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or
emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-
making. Large organizations frequently employ some form of competency mapping to understand how to most
effectively employ the competencies of strengths of workers. They may also use competency mapping to
analyze the combination of strengths in different workers to produce the most effective teams and the highest
quality work.

A competency map is an assessment tool that outlines the skills and behaviors required to succeed as a manager
and/or leader. Most importantly, it is a vehicle by which sponsors and team members are able to help focus and
support a participant's learning process. It identifies key competencies for an organization and/or a job and
incorporates those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of
the organization. It is the process by which the required competency levels for any specific role or position in
the business are defined.

Steps in Designing Competency Mapping:

1. Decide the roles for which the competencies need to be mapped.

2. Identify the location of the roles in the organizational structure. This needs the clarity of organizational
structure, defining the role relationships (reporting authority, subordinates, peers etc.).
3. Identify the role set members of the role holder. The role set members of the role consists of all those who
have expectations from the role holder, all those to whom the role holder has obligations to fulfill. For example
the role set members of the General Manager in a company may consist of his boss the Vice President
Commercial and Marketing who is his boss, Four Regional Managers of Sales and Marketing who report to
him, seven Managers in his office who are looking after various products and are reporting to him (Product
Manager x, y, z etc.), some major Dealers with whom the GM services, the General manager production, GM
Quality, the GM Personnel, the GM finance, the MD who often asks for information directly from the GM, the
advertising agency MD who deals with him etc.
4. Identify the objectives of the function or the department or the unit or section where the role is located.
5. Identify the objectives of the role. Why does the role exist? What are the main purposes of the role etc.
details.
6. Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the role holder for the last two to three years
from the performance appraisal records. If they are not available get them written by the role holder or a sample
of the role holders if there is more than one role holder of the same role. Alternately collect the job descriptions
if any of the role to make a list of all tasks and activities to be performed by that role holder.
7. Interview the role holder to list the Tasks and activities expected to be performed by the Individual. Or get
the role holder to list all the activities he is expected to perform in his role. Group them into a set of tasks. An
activity is the description of a specific action to be undertaken by the individual role holder as part of the tasks
he is expected to carry out by virtue of holding the role. Thus contacting a Dealer to collect outstanding or get
his new requirements or get to know his level of satisfaction with a particular product given to him etc. are all
specific activities. They may all fall under the broad task of ―Customer contacts‖ for a Manager Sales.
The tasks list may be as many as 15 to 20 for some roles and as Competency mapping few as five to six for
other roles. There is no rigid rule about the number of tasks. It depends on how complex the role is. It is useful
to start with as many tasks as possible.
 8. Interview the role holder to list the actual knowledge, attitude, skills, and other competencies required for
performing the task effectively. The role holder should be asked questions like: ―If you are to recruit someone
to perform this task what qualities or competencies would you look for in him/her? What competencies do you
think are required to perform this well? Whenever you had done a good job what qualities in you have helped
you to do it well? Whenever you were not able to do a good job what are the competencies or qualities you
lacked that you felt were preventing you from doing good job? Etc. It may be a good idea to prepare the role
holder to understand the difference between knowledge attitudes and skills. These need to be listed for each
task. The list of activities should be used in listing the competencies. The critical activities determine the
competencies needed to perform the task well.
9. Repeat the process with the entire role set members. If the role set members are too many take those who are
very critical. The boss subordinates and internal customers should be represented.
10. Consolidate the list of competencies from all the role holders‘ by each task.
11. Edit and finalize. Present it to the supervisors of the role holder and the role holder for approval and
finalization.

2) How to Design assessment maps samples /templates for Financial Stock Trading?
3) Design assessment maps samples /templates for Information Technology Consulting Company?

A risk assessment can be quantitative or qualitative. For quantitative analysis, explicit values are assigned to the
probability of a risk occurring, and impact is often measured in financial terms. Qualitative risk assessments do
not use numbers, and their main aim is to identify those risks are perceived to pose the most danger.

Why do a risk assessment?

Risks assessments provide an opportunity to identify and understand hazards, vulnerabilities, and threats that
could impact negatively on the business. Using this information, an organization can then prioritize expenditure
and effort on risk mitigation and control strategies. Risk assessments are an opportunity for your whole team to
participate in identifying key risks and obtain a mutual understanding of critical issues that might impact on
your success.

How to run a risk assessment activity

The best process for evaluating risks to an organization will vary depending on the type of industry and the
rules and regulations it is subject to. For many businesses, however, a risk assessment can be carried out by a
group of people with expert knowledge in the product, services, or process under assessment.

 Scope: Give context and identify the scope of the risk assessment
 Brainstorm: Gather input and ideas on the risks to the business
 Position: Position risks according to their perceived likelihood and impact
 Prioritize: Vote to identify which ones people think are the most urgent priorities for action
 Mitigation Plan :Develop risk mitigation strategies and assign responsibilities and timeframes
 Share: Report on the outcomes and monitor as part of your risk management strategy

Give context and define the scope of the risk assessment. The goals of a risk assessment will depend on the
industry, organization, and business processes under examination. Participants in the session should have expert
knowledge of the area under examination or be provided with enough information to allow them to contribute
effectively.
Present any data and information that will help give context for the session. Examples of information might
include:
 Results from a business impact assessment, Business Model Canvas, SWOT analysis, PESTLE analysis
 Data from the organization’s quality management and other information systems
 Industry trends and news
 Relevant rules and regulations
 Define whether the session is addressing strategic, project, process, systems, product or service risks. By
making the scope of the meeting clear, participants can focus their efforts, eg:
 Organizational risks over the next five years
 Risks associated with the development of a new product or service.
 Health & Safety risks for employees involved in a particular manufacturing process.
 Risks to confidential data and information systems.

Information Systems

 IT Strategy/Planning
 Systems Implementation &
Integration
1. Project Management
2. Software Selection
3. Software Development
 IT Systems Maintenance
1. Financial (JDE, ADP, CID,
RMS)
2. HR (JDE HR)
3. CRM
4. Business (Paskey, IMS, Web,
Paspro)
 Network Administration
1. Security/Privacy
 Business Continuity Planning
1. Disaster Recovery Planning
 Information/Records
Management
 Help Desk

4) What is Conceptual Framework of Performance Management System with Objectives of Performance?

Performance Management System

Performance management system is the systematic approach to measure the performance of employees. It is a
process through which the organization aligns their mission, goals and objectives with available resources (e.g.
Manpower, material etc), systems and set the priorities.

Objectives of Performance Management System

 Align the objectives of the individual with those of the business

 Improve Organizational Performance through assessment of the current performance and creating plans
for improvement
 Provide adequate resources and basis for personal development
 Develop a performance culture, where people are focused on objectives, improvement, development,
where performance is properly measured and feedback is timely and adequate, positive characteristics
and behaviors are reinforced and dialogue is a constant activity focused on development.
 Inform contribution/performance pay decisions
 Performance management is about getting a true balance in what is to be delivered and how it should be
delivered, where the how questions must deal with the efficiency and effectiveness of both the business
 and individual. Performance management is not a just top - down process. It is not something done to
people but it is for the people.

5) How Performance Management systems connect with Performance Appraisal?

Performance Appraisal Performance Management

Focus is on top down assessment Stresses on mutual objective setting through a process of
joint dialogue
Performed annually Continuous reviews are performed
Usage of ratings is very common Usage of ratings is less common
Focus is on traits Focus is on quantifiable objectives, values and behaviors
Monolithic system Flexible system
Are very much linked with pay Is not directly linked with pay

6) Importance of Training planning & Types of Training programs based on Performance Review

Importance of Training planning

1. It provides a clear guideline for your session

As a trainer, you know what you are supposed to impart to your trainees but it is by having a session plan that
you get a clear vision of how YOU want your session to go. It serves as your guideline of which topics you will
and can discuss and what activities are needed.

2. It helps you organize your session

Because you have a plan, you will be able to organize your topics and present the information in a logical order.
You can decide on which topics to discuss first and which to discuss last. You can also plot the intervals of
activities you need in training. You wouldn’t give the punch line to the joke before you went through the build
up!

3. It gives you foresight

Since you have already outlined your topics and order of presentation, you can analyze the possible questions or
arguments that may arise from discussion. This will enable you to prepare the answers and avoid being caught
off guard when thrown unexpected questions.

4. It helps keep you in the right direction

Having a clearly planned session plan helps you avoid detours and keep your session on the right track.
Sometimes, a trainee may bring up related topics that branch out into unrelated topics that could waste precious
training time, or you may get questions that your planned session will answer a little later in the program… so
don’t self-destruct yourself by not knowing that your plan will accommodate the answer all in good time!

5. It helps you manage your time

Knowing the coverage of your training session will help you determine how much time it will take for you to
finish. You can also plan your training session according to how much time you have with the trainees. If your
program allows for discussion or practical activities, you need to know how long you can afford for these to
play-out for… otherwise you can rob yourself of your own time.

6. It will prove useful to substitute trainers or instructors

 There is no guarantee that you will be present in all of your training sessions. Should you need a substitute
trainer to conduct your session for you, your session plan will prove useful to the other trainer. It will become
the substitute’s reference when determining the schedule and flow of training.

7) How to define Performances & its Management with purpose & targets?

Definition of Performance

The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost,
and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases
the performer from all liabilities under the contract.

Managing Employee Performance – The Cycle

Overseeing performance and providing feedback is not an isolated event, focused in an annual performance
review. It is an ongoing process that takes place throughout the year. The Performance Management process is a
cycle, with discussions varying year-to-year based on changing objectives.

The cycle includes Planning, Checking-In, and Review.

 To begin the planning process, you and your employee review overall expectations, which include
collaborating on the development of performance objectives. Individual development goals are also
updated. You then develop a performance plan that directs the employee's efforts toward achieving
specific results to support organizational excellence and employee success.
 Goals and objectives are discussed throughout the year, during check-in meetings. This provides a
framework to ensure employees achieve results through coaching and mutual feedback.
 At the end of the performance period, you review the employee's performance against expected
objectives, as well as the means used and behaviors demonstrated in achieving those objectives.
Together, you establish new objectives for the next performance period.

Purpose & Targets of Performance Management

1. To Pro-vide Mean-ing-ful, Ongo-ing Feedback

Feed-back is far more effec-tive when deliv-ered prompt-ly. One of the most impor-tant pur-pos-es of
per-for-mance man-age-ment today is to give and request feed-back reg-u-lar-ly, regard-less of whether it is
pos-i-tive or con-struc-tive in nature. All feed-back is pro-gres-sive and should be deliv-ered as soon as
pos­si­ble — this is increas­ing­ly impor­tant to employ­ees.

2. To Encour-age Team-work, Col-lab-o-ra-tion and Communication

HR lead-ers often look for ways to cre-ate a sense of com-mu-ni-ty and team-work with-in their
organ-i-sa-tions. This leads to improved com-mu-ni-ca-tion and col-lab-o-ra-tion, which is good for busi-ness
per-for-mance. Com-pa-nies can go about this in dif-fer-ent ways, but many utilise a mix-ture of social
activ-i-ties and access to the right tech-nol-o-gy. Col-lab-o-ra-tion tools such as Slack pro-vide the capac-i-ty
for real-time com-mu-ni-ca-tion, while team-build-ing exer-cis-es and after-work social activ-i-ties help to
devel-op a sense of togeth-er-ness and team spirit.

3. To Ensure Every-one Is Achiev-ing Their SMART Goals

Goal-set-ting has always been an impor-tant focus for per-for-mance man­age­ment. It’s essen­tial that
employ-ees under-stand what is required of them. Goal com-ple-tion is the respon-si-bil-i-ty of the employ-ee,
the man-ag-er and the human resources depart-ment. Goals should be set reg-u-lar-ly and should be short-
term — it’s been shown that short-term goals are incred-i-bly effec-tive, even more so than long-term goals. HR
should ensure these goals are set and that man-ag-er and employ-ee meet fre-quent-ly to dis-cuss their progress.

4. While Mak-ing Sure Goals Are Rel-e-vant and Fur-ther-ing Organ-i-sa-tion-al Objectives
Employ­ees shouldn’t sim­ply under­stand their own goals — they need con­text on how those goals feed into
over-all com-pa-ny strat-e-gy. Not only will this help with their dai-ly deci-sion-mak-ing, but an
under-stand-ing of com-pa-ny objec-tives and how their roles feed into the direc-tion of the com-pa-ny will give
employ­ees a sense of mean­ing and pur­pose — some­thing they are des­per­ate­ly seek­ing in their careers.

5. To Pro-vide Con-tin-u-ous Support

Organ-i-sa-tions need to be social enter-pris-es, rather than pure-ly busi-ness enter-pris-es. They need to care
about employ-ee well-being and employ-ee men-tal health. This can involve putting well-ness pro-grammes in
place, but it also means demon-strat-ing to your employ-ees that they can come to you to dis-cuss any issues
that are affect-ing their performance.

Men-tal health con-di-tions, includ-ing stress, anx-i-ety and depres-sion, are increas-ing-ly com-mon and they
have a direct impact on per-for-mance. Com-pa-nies who are proac-tive and put mea-sures in place through
their per­for­mance man­age­ment sys­tems — ensur­ing check-ins are reg-u-lar and incor-po-rate
con­ver­sa­tions about health and well­ness, for exam­ple — are more pro­duc­tive and they ben-e-fit from
sat-is-fied employ-ees who know they mat-ter to their company.

6. To Iden-ti-fy Devel-op-ment Areas

One key pur-pose of per-for-mance man-age-ment is tal-ent man-age-ment. It is vital to cre-ate devel-op-ment
plans with employ-ees. Focus-ing on devel-op-ment needs means man-agers and employ-ees can put effec-tive
plans in place, lead-ing to indi-vid-ual per-for-mance improve-ment and, ulti-mate-ly, improved
organ-i-sa-tion-al per-for-mance. Fur-ther-more, once you make it clear that your com-pa-ny is invest-ed in
their per-son-al devel-op-ment and career aspi-ra-tions, employ-ees will feel like val-ued and respect-ed
mem-bers of the team rather than a replace-able cog in the machine.

7. To Offer Recog-ni-tion and Reward

As point-ed out by Har-vard Busi-ness Review, “recog­nis­ing employ­ees is the sim­plest way to improve
morale and employ­ee engage­ment”. Recog­ni­tion is also pos­i­tive­ly linked to pro­duc­tiv­i­ty and high
per­for­mance. Recog­ni­tion doesn’t have to come at a high price. There are many cost-effec-tive means of
acknowl­edg­ing great effort and accom­plish­ments, and it’s been shown that the great­est way of
incen-tivis-ing employ-ees is with intrin-sic moti-va-tors.

8. To Make Sure Employ-ees Are Engaged and Happy

Per-for-mance man-age-ment sys-tems are as much about the employ-ee as they are the employ-er. The term
“employ­ee engage­ment” has become an recur­rent phrase in HR over recent years, with good rea­son.
Com-pa-nies are now well aware of the many busi-ness advan-tages of engaged employ-ees. They also know
how detri-men-tal it can be to have an active-ly dis-en-gaged employ-ee on staff. One pur-pose of
per-for-mance man-age-ment is to keep up-to-date with engage-ment trends, to con-duct employ-ee
engage-ment sur-veys and to ensure all is being done to keep employ-ees engaged, moti-vat-ed and happy.

9. To Pro-vide Employ-ees with a Clear Career Path

A good per-for-mance man-age-ment sys-tem encour-ages man-agers to dis-cuss a career plan with their
employ-ees while cov-er-ing what the employ-ee needs to do to get there. Remem-ber, if your com-pa-ny is
unable to pro-vide top per-form-ers with clear routes of pro-gres-sion, they are more like-ly to jump ship.

10. To Take Cor-rec-tive Actions

 Per-for-mance man-age-ment allows man-agers and HR to step in at an ear-ly stage to address per-for-mance
issues. Poor per-form-ing employ-ees can have a seri-ous impact on the entire organ-i-sa-tion and if
per-for-mance issues are left unad-dressed, they can get out of control.

11. To Deter-mine How Lead-er-ship Can Moti-vate and Coach

Real-is-ti-cal-ly, not every-one who has been pro-mot-ed to the posi-tion of man-ag-er will know how to
moti-vate and encour-age employ-ees. This is why your per-for-mance man-age-ment sys-tem should offer
advice on how to give use-ful feed-back, lis-ten active-ly and moti-vate dif-fer-ent per-son-al-i-ty types.

12. To Improve Your Bot-tom Line

Mod-ern busi-ness-es need to care about employ-ees, but unless your com-pa-ny pro-duces great results it’s not
going to thrive and com-pete long-term. This is why, when done effec-tive-ly, per-for-mance man-age-ment
helps to improve busi-ness per-for-mance and busi-ness results. It should also help to reduce turnover, which
ulti-mate-ly improves your bot-tom line so your com-pa-ny will stick around for years to come.

8) 360 deg review?

360 degree performance appraisal system

The 360 degree performance appraisal system is a way to make sure the appraisal is done in a full-fledged
way considering all the elements surrounded to the employee. The 360 degree performance appraisal policy
is very complicated and difficult to implement. One may ask why organization should invest in 360 degree
performance appraisal system? Here the answer, is for long term development of employee and to create a
strong leadership front. The 360 degree performance appraisal method provides a holistic approach towards
the performance of employee. It includes very important factors such as collaboration, teamwork and
leadership. Development plan based on the 360 degree performance appraisal system, effectively improve
the overall performance of employee and productivity of organization. There are different steps which we
follow in order to implement the 360 degree assessment. Clarity and effectiveness of the system is very
important for an organization.

The 360 degree performance appraisal system is advanced kind of appraisal which is used by many
organizations where performance of employee is judged using the review of around 7 to 12 people. These
people are working with the employee and they share some of their work environment. The feedback is
gathered in the form of reviews in terms of competencies of the employee. The employee himself or herself also
takes part in this appraisal with the help of self assessment. The 360 degree performance appraisal system is a
way to improve the understanding of strength and weaknesses of employee with the help of creative feedback
forms.

There exist 3 prime reasons due to which organization prefer to go for a 360 degree performance appraisal.

1. In order to get a enhance review about performance and prospective of the future leader.
2. To broaden the insight of manpower development and its needs.
3. In order to collect feedback from all the employees and to ensure the organizational justice.

Usually under 360 degree appraisal system the feedback is collected from peers subordinates customers
managers and the team members of the employee. The feedback is collected using on job survey based on the
performance of employees there exist four stages of a 360 degree appraisal. The first stages self appraisal
followed by superior’s appraisal then subordinates appraisal and lastly the peer appraisal.

360 Degree Performance Appraisal Process

The steps of 360 degree feedback process may slightly vary from organization to organization. However the
schedule of the 360 degree feedback process remains quite same. A timeline has been identified for 360 degree
performance review which includes different steps which organization has to follow. The step starts with the
communication about 360 degree performance appraisal method and it ends at the re-evaluation of participants.

1. Communicating the 360 degree performance review- It is very crucial to communicate the entire process
to the stakeholders of the organization. The purpose and objective of 360 degree performance appraisal process
should be clearly mentioned and explained to each and every participant. Also the process through which the
feedback will be gathered and how the feedback will be utilized should be clearly conveyed to the stakeholders.
Time required- This process could take 2-3 weeks to communicate about the appraisal system. This can be done
through in personal meeting with supervisors, managers, leaders and employees. Also it can be communicated
through emails and employees should be encouraged to come forward if they have any queries related to 360
degree performance appraisal process.

2. Selection of raters- The selection of rater is one of the most important steps in 360 degree performance
appraisal system. We have to choose enough number of participants in order to receive data which is relevant
and comprehensive. The number of raters will depend on the employee’s job profile and working relationship.
Time required- This process generally takes one to two weeks. The rater will include supervisors, direct reports,
peers and perhaps some customers or clients.

3. Distribution of survey- Organizations can use online 360 degree feedback system which will allow a
quicker distribution of questionnaire among the employees. The participants will receive an email with the link
of questionnaire and notification. They can click on the link, start and complete the 360 degree review.
Time required- This may take one week in order to distribute survey among all the employees.

4. Submission of questionnaire- Once the survey is distributed, the participant will complete the survey online.
The completed review will be provided to the evaluator. This process can take the longest time. The time
required to submit a questionnaire depends on the number of raters which are involved, the job profile of
employee and organization. It is highly recommended that a particular deadline should be assigned to the
participant in order to quickly finish the process.
Time required- This process should take to 2-4 weeks in order to get completed feedback from the participant.

5. Completion of report- Once the review is been collected through the questionnaire method a confidential
report is being produced. It depends on the delivery plan of organization sometimes once the report is ready it is
directly sent to the participants or the result is been given through one-one feedback session.
Time required- if you are using an online system this very quick to produce the report, sometimes it takes 1 to 2
days.

6. Facilitation of feedback- It is recommended that the feedback should be given in a confidential manner by
arranging the meeting with employee’s manager or coach. This meeting will allow a great understanding about
the feedback report and also provides an opportunity to discuss the strength of the employee and areas which
need to be improved.
Time required- It depends on the in depth of the feedback session generally a meeting can last for 1 to 2 hours
for each employee.

7. Completion of development plan- Once review is done the development plan should be created for each of
the participant based on the feedback reviews received through 360 degree evaluation. It is important to develop
an actionable plan which will help to improve the employee. The areas where the improvement is required
should be identified as key areas based on which a training programs, workshop, coaching, conferences or
mentoring should be arranged for the employee. The development of such plan helps employees to improve
quickly.
Time required- Generally completion of development program could take one to two weeks

8. Re- evaluating- 360 degree feedback system is not one of event; once you start the process it is important to
see the consequences of the process. Specific goals and opportunities are outlined in the development program;
it does make sense to check the progress. The re-evaluation of participant will enable the organization to see the
changes and the area in which the employees are actually improved.
Time required- This process should be carried out after 8 to 12 months of 360 degree performance appraisal.

360 degree feedback questionnaire

The questionnaire for 360 degree feedback depends on the job profile of employee. However there are some
topics such as leadership, interpersonal skills, problem solving attitude, motivation and efficiency of employees
which can be judged by the colleagues, peers, supervisor as well as client. For such points there are few
questionnaires which can be used. Check out the sample 360 degree feedback questionnaire-

Leadership
• Do you think this employee exhibit the quality of leadership in the role which he or her play for the
organization?
• How positively this employee contributes through his leadership skills?
• Do you think the employee should improve his leadership quality?

Interpersonal skills
• When you interact with this employee do you think the interpersonal skills which were demonstrated were
satisfactory?
• Do you experience any sort of problem while interacting with this employee?
• Do you recommend any improvement in the interpersonal skills and relationship development skill of the
employee?

Problem solving attitude

• Do you observe that this employee effectively solved problem?
• What are the skills which this employee has demonstrated in order to solve the problem?
• Do you think this employee has less problem solving skills and the employee need to work to improve the
skills?

Motivation
 • Do you observe that this employee appeared motivated towards his work-related task, job or relationships?
• How committed and motivated do you think this employee is with regards to success of the organization?
• Have you ever experienced any issues related to the motivation level of the employees?

Efficiency
• Do you think the work method and approach used by the employee are effective, efficient and improving?
• Do you suggest any areas of improvement for this employee?
These are some areas in which the questions can be raised in order to improve the effectiveness of 360 degree
feedback system. These questions will help the employees to respond about their issues and things which they
appreciate about their colleagues and peers. These questions will promote ease of sharing of information among
the employees.

9) Performance Management & Rewards systems How to Career Planning for Star Performer

An effective reward system should be linked with the performance development system, which focuses on
performance based pay and offers ample learning opportunities along with a healthy work environment.
Variable pay can play a crucial role in boosting the performance of the employees especially the star performers
instead of the fixed pay packages. Few such reward practices may take the forms of gain sharing, bonuses,
team based incentives, profit sharing, ESOP’s and equity based incentive awards.

An efficient management of reward system may have a beneficial effect upon the performance in several ways -
instilling a sense of ownership amongst the employees, may facilitate long term focus with continuous
improvement, reduces service operating costs, promotes team work, and minimizes employee dissatisfaction
and enhanced employee interest in the financial performance of the company. Few organizations like General
Mills, reward their employees for attaining new skills which may add value to the organizational performance
and thereby facilitate job rotation, cross training and self managed work teams. Few organizations also
recognize exceptional performance by providing recognition awards and lump-sum merit awards for winning
employee commitment and attaining long term beneficial results. Example, TISCO, offers instant or on the spot
rewards, monthly rewards and annual rewards to its employees under its ‘Shabashi scheme’.
Career Planning for Star Performer

1. Discuss the employee’s career goals. Understanding your employees’ career goals is the first integral
step to helping them plan a career path. It will also enable you to align their goals with that of the
company have and explore opportunities to develop these goals within the organization.
2. Put the plan in writing. Career planning can mean a lot of moving parts, so putting everything down in
writing will not only help you and your employees keep track of what needs to be accomplished, it will
also help keep you both accountable to sticking to that path. Once you have something in writing, revisit
this document once a quarter to check-in, gauge progress, address any concerns or obstacles and make
any adjustments needed.
3. Provide the resources necessary to succeed. Help your employees pursue their career paths with the
tools they need to move onward and upward. This might mean setting them up with a mentor, letting
them shadow other employees or cross-train. Also, be transparent: Make sure they know about other
opportunities within the company and feel free to pursue those. Make room in the budget for employees
to take classes, get certifications, attend conferences or join professional associations. Consider creating
an internal learning and development program. Do what it takes to help your employees thrive – your
business will benefit as a result.
4. Acknowledge great work: It’s important to remember that you can acknowledge more than quality
work. Since there is a lot that goes into being a top performer, there is a lot that can be recognized. For
example, you can give a pat on the back to an employee who took on a problem outside of their job
responsibilities or properly dealt with a difficult situation.
5. Pay appropriate compensation: Even if a top-performer enjoys their job, they’ll be inclined to accept a
position with another company if it comes with higher compensation. Start by ensuring your company
 pays market rate (or above) whenever it hires a new employee. Then discuss compensation with each
team member during employee reviews. If someone is exceeding expectations, they should be rewarded
with a raise. But if there is more they can do, make note of the improvements they should make and
revisit compensation during the next review cycle. And naturally, career advancement should come with
increased pay. Your company should make it known that employees can earn more if they take
advantage of the training resources made available to them. Motivated employees will realize it makes
more sense to take the path that leads to a promotion internally, rather than start fresh with a new
company.

Other ways to help employees reach their career goals

1. Connect them to potential mentors: Once you have a clear understanding of the career path they
aspire to, you can help them learn by example – by introducing them to someone who has already
walked the path. A mentor doesn’t necessarily need to work for your organization. External mentors can
be just as inspiring.

2. Encourage them to take on new projects: Is there a project coming up that would help them grow?
Sometimes these projects are cross-functional or in different department all together. Thinking out of the
box can help your employee gain valuable exposure and encourage them to think innovatively (Internal
gig boards are great for promoting this type of experience!).

3. Create a culture of continuous learning: Every career planning meeting should include plans for
learning. This could include asking the employee to put together a proposal for formal training,
accreditation or conference attendance. If budget is a problem, ask them to think about other avenues for
learning, for example through online courses (Micro learning is increasingly being used by organizations
to upskill their people), job shadowing, or reading. You might be able to help by giving them a relevant
book to read and discuss with you each quarter.

10) Leadership qualities desired for HR Function?

Leadership qualities for HR Function

1. Caring. Remarkable HR leaders have integrity and instinctively care about people. They always put the
needs and interests of their employees first. Their caring nature and emotional intelligence guide smart
but compassionate policy making, and establish positive and healthy employee relations.
2. Forward-thinking. They plan for the future of their workplaces, identifying potential threats and
opportunities for attracting and retaining their top talent, as well as ways to make positive changes to
their organization's culture. They ensure that they are prepared for challenges to protect their
organizations and stay ahead of the curve.
3. Passionate. Great HR leaders love and are passionate about what they do, where they work, their
industry and most importantly about talent - finding it, empowering it, engaging it, and developing it.
They truly enjoy what they do, whether it's specializing in a certain area of HR, being a generalist, or
managing the function.
4. Innovative. Remarkable HR leaders design creative approaches to attracting, managing, and developing
talent with the understanding that to be competitive, they have to stand out from other employers and
use different approaches. They are supporters, promoters, and designers of unique world-class talent
initiatives.
5. Strategic. They don't operate in a vacuum. Instead, outstanding HR leaders understand their
organization's strategy, take an interest in its vision, and align their work, projects, and goals with the
needs of their business. They know what high performance means and how to elicit it through talent
management.
 6. Problem-solver. Remarkable HR leaders are problem solvers and impeccable crisis managers. HR lends
itself to a number of unforeseen and complex legal, employee, and management problems. Great HR
leaders help prevent those, deal with them, and significantly mitigate adverse effects on the
organization.
7. Communicator. Highly effective HR leaders are strong communicators and influencers. They are able
to provide guidance on a range of HR issues and influence new ways of doing things to improve the
organization's operations. They communicate with ease to employees and managers, and are also able to
effectively facilitate change. They listen to their employees and build relationships with them over time.
8. Ethical. Because they handle a great deal of confidential information and sensitive issues ranging from
employee medical conditions and performance problems to legal matters, great HR leaders are trusted,
ethical compasses of their organizations. They don't just do what's standard or required by law - they do
what's right for their people - even if a higher cost or greater time investment is attached.
9. Technology-minded. Great HR leaders vet, leverage, and use new technology to make their
departments more efficient and accurate in their day-to-day operations. They aren't afraid to embark on
new technology to improve their systems and processes.
10. Life-long learner. Last, but certainly not least, extraordinary HR leaders never stop learning and
networking to build their skill-sets and leadership as well as to gain new ideas. They are always trying to
find ways to improve their own effectiveness, and thereby, their organization's success.

11) Note on Ethics its Issues in Performance Management?

Ethics

At its simplest, ethics is a system of moral principles. They affect how people make decisions and lead their
lives. Ethics is concerned with what is good for individuals and society and is also described as moral
philosophy. The term is derived from the Greek word ethos which can mean custom, habit, character or
disposition. Ethics covers the following dilemmas: how to live a good life, our rights and responsibilities, the
language of right and wrong, moral decisions - what is good and bad?
Ethics involves systematizing, defending, and recommending concepts of right and wrong conduct. Ethics seeks
to resolve questions of human morality by defining concepts such as good and evil, right and wrong, virtue and
vice, justice and crime. As a field of intellectual inquiry, moral philosophy also is related to the fields of moral
psychology, descriptive ethics, and value theory. Ethics is the codes of conducts that exist in a given society.
These aim at defending, systematizing and recommending what amounts to a wrong or a right in any field of
profession.

Ethical Issues

a. Discrimination

The laws and regulations of performance appraisals prohibit any employing authority from discriminating on
any employees irrespective of physical, religious, gender or genetic attributes of the employees. For example,
managers may refrain from performing performance appraisals on the argument that they would not like their
employees to judge their careers. Some argue that they would not want to award negative feedback to their
employees, arguing that it might be demeaning.

However, failure to be honest on the performance of the employees deceives employees and in the long run, it
amounts to harm to not only the employee, but also the manager and also the firm at large.

b. Evaluation errors

These are errors that are occurring when a manager conducts the process of management appraisal in a flawed
manner. These can be done in several ways as shown below:
 i. Establishment of an arbitrary and unilateral performance standards or goals. This is because the application
of false values means that the manager does not effectively communicate with his or her employers.
ii. Lack of future orientation and lack of knowledge on how to measure success.
iii. Lack of interactive spirit, meaning that such managers do not consider the ideas of others in the
organization.
iv. Lack of the required management attributes required. This results to a lot of conflicts in the organization.

C. Fairness Issues

For a management appraisal to reflect the true values and output of the employees and the organization in
general there must exist several fairness issues that should be unbiased in the form of application. These are:

a. Rating Bias.

n performing a management appraisal, each employee’s contribution to the organizational success counts as of
equal importance (Grote, 196, p. 331). Hence, a manager should practice true integral values, and practice no
bias in terms of the amount of credit that he or she awards to all the individuals who are employees, irrespective
of physical attributes or hierarchical position I the organization. This acts as a motivational tool to the
employees since they acquire a feeling of affiliation to their organization. This form of organizational justice
offers a multi-dimensional construct that promotes fairness in an organization. In the long run, the output levels
of the employees are optimal, and hence, the company brags of growth.

b. Hypocrisy.

Management authorities ought to avoid hypocrisy in conducting the management evaluation task. Moreover,
this applies to all employees in general. They are all expected to reflect their true characteristics and attributes
under the performance evaluation’s presence as they always do in other instances (Furnham, 2004, p. 67). This
is crucial as it aids the management of the organization to have a clear picture of the type of employees it has,
their strengths and weaknesses, if any, and to determine the areas on which improvement is required. Hypocrisy
ought to be avoided as it reflects a false perception of the image of the organization, both from an internal or
external view.

c. Poor communication.

Communication is a key element for the success of any organization. To promote the efficiency of
communication, bureaucracy ought to be implemented in the organization (Maddux, 2010). If a performance is
on the basis of bureaucracy, the communication conveyed at all levels is of a true and open perception of the
organization. Moreover, the attitude that employees hold towards a management appraisal is changed for the
better by the presence of good and effective communication.

12) Sample feedback report on Low Performing Sales Employee with Training recommendations?
Sales Performance Review Examples
Performance reviews are personal experiences and the feedback you give should accurately reflect the
performance of each rep you're reviewing. If you have a large team, it can be easy to slip into providing similar
feedback to each person
Here are a few phrases you can use as a starting point when forming your feedback. And they're broken down
by the following performance review ratings:

1 = Does not meet expectations

2 = Needs improvement
3 = Meets expectations
 4 = Exceeds expectations

Performance Review Phrases

These phrases help managers support a numerical score with explanations of what the rep is doing well, and
what they can improve.

1 Does Not Meet Expectations

Does the rep struggle to fill their pipeline and make sales? Do they make excuses for their poor performance?
If the rep isn't meeting the expectations of their role, use these phrases to communicate why they're receiving a
rating of "Does not meet expectations".
 Doesn't understand the core product offerings of [X company]
 Conducts little to no research on a prospect before a call
 Provides limited data/information in the CRM
 Unwilling to improve their presentation skills

2 Needs improvement
A rep might be close to meeting expectations but still has some aspects of their job that they need to work on.
Maybe they're a new rep who's close to hitting their quota but is just shy each month. Or they're a more tenured
rep who's struggling to apply a new sales approach to their workflow.
Clearly identifying these areas for improvement in the performance review will provide points to work on
during any coaching or training after the performance review.

 Struggles to overcome objections

 Lacks confidence when negotiating
 Relies too heavily on discounts, resulting in lower margins
 Prospecting and presentation skills are improving, but they rarely hit their monthly quota

13) Write Notes Challenges in Performance Management

Performance management is often seen as a bureaucratic process forced by HR, which adds little or no value to
the business. If you don’t have performance management in place yet, or if you are looking to improve your
current process, here are 7 challenges you want to address during your planning stage to ensure you get the
highest return on your investment.

Challenge #1: Lack of strategic focus

The company’s overall strategy and goals must be integrated into your performance management process to
deliver real business value. A well-designed process begins with focus. Having too many company goals and
relying on a “cascade” process will likely leave your employees feeling confused, unaligned, and inefficient.
Simplify and prioritize your company goals, and focus your performance management on a few critical goals
that are key to your business growth.

Challenge #2: Lack of timely, meaningful feedback

Don’t wait until the formal performance review to provide feedback. Employees may feel blindsided, and this
can lead to disappointment, confusion, frustration, and disengagement. Disengaged employees are less
productive and less motivated to improve their performance.

Challenge #3: Lack of leadership support

Management and leadership team must support and help drive performance management. Your leaders have to
be committed and actively engage their teams in performance management activates, and provide support and
recognition to managers and employees who exhibit the expected behaviors and actions. Without leadership
support, performance management will not be successful no matter how well-designed the process is.
 Challenge #4: Lack of stakeholder review
When designing your performance management process, you should involve your major stakeholders early on
in the planning phase since they are the future users of the system. Without proper consultation with your key
stakeholders, your performance management process may not address all the needs of the business, and you risk
losing time, resources, and buy-in implementing a system that no one wants or knows how to use.

Challenge #5: Lack of proper training and communication

Without proper training and development, leaders and managers may not fully understand what performance
management is and what’s in it for them. In the implementation phase, it is crucial to have good, relevant
communications to explain the benefits of performance management, and provide ongoing training to help
leaders and managers obtain the appropriate knowledge, behaviors, and skills to properly engage their teams in
performance management activities.

Challenge #6: Lack of appropriate recognition and rewards

Rewards are extremely important in recognizing and promoting top performance, and to keep your employees
engaged, motivated, and inspired about their future with the company. An effective rewards and recognition
program should have clear expectations and criteria around what types of behaviors and actions are rewarded
that drive your company forward.

Challenge #7: Lack of simplicity

Whether you currently have performance management in place or not, the process you ultimately implement
should be simple, easy to understand and use. Your managers and employees should not have to spend hours to
learn your new processes and tools, or to look for the performance-related information and forms they need.

14) Root Cause for Poor Performances in Drug sales

Sales in your department are low. Overall revenue is down. And the big boss wants to why. As the sales
manager, it’s up to you to get to the bottom of the issue, to make changes, and to fix the problem so that your
sales team doesn’t fall short of its goals.
Unfortunately, diagnosing falling sales is easier said done. There are many possible reasons for a drop in sales.
Below, we’ve detailed several of the many reasons for a drop in sales. Maybe one reason will jump out at you
as the obvious culprit, or maybe you’ll need to go down the list, reason by reason, until you eliminate all of the
possible problems in order to ultimately find the one that is causing the plummet.

1. Changes in Senior Management

If you’ve recently been appointed as sales manager and sales are now down, you might think you’re the
problem. Don’t take it personally. Any big change in senior management can impact sales results, even months
later. Be clear and honest about the changes that you’re making and about your new expectations to ensure
smooth sailing.

2. Poor Compensation Plan

Is your old compensation plan no longer effective? Is your new compensation plan too confusing? Make sure
your compensation plan works to motivate your sales people while helping your company achieve its overall
business goals. An effective compensation plan is simple, easy to understand, and structured to motivate.

3. Poor Marketing and Sales Alignment

If your sales people and the marketing team aren’t getting along, sharing information, or collaborating, it can
affect sales. Have there been recent changes in the marketing team or marketing strategy that might be affecting
the numbers? Your sales people depend on the marketers to give them qualified leads, so this might be a
problem.

4. Old-School Selling Techniques

 There are some old-school selling techniques that still work today. However, there are some that need to be
ditched immediately. If you’re still making your sales people cold call leads or go door to door for sales, this is
no doubt one of the top potential reasons for a drop in sales at your company. These types of selling techniques
just don’t work anymore. Following the principles of inbound selling is a better way to go.

5. No Follow Up
Your reps need to follow up on their qualified leads. If you’ve noticed that they keep forgetting to follow up or
are too busy and end up ignoring leads, it’s no wonder that fewer deals are being closed. If they need help with
reminders to follow up, there are many sales enablement tools on the market that can help.

6. Poor Hiring
It can be tough to hire top sales talent. You need sale reps who are smart, dedicated, hardworking, passionate,
and coachable. You need reps who can qualify, build relationships, negotiate, and close. If you’ve recently hired
new sales professionals, you might see a drop in sales because they’re underperforming.

7. Poor Training
Is your training program as intensive and effective as it could be? Many sales managers just throw new hires to
the wolves and essentially set them up to fail. If you don’t spend adequate time, effort, and resources on
training, it’s definitely one of the possible reasons for a drop in sales.

8. Ignoring Your Competitors

Your competitor might have just come out with an innovative new marketing campaign or a top-of-the-line
product that’s unmatched, and this could be why your sales are currently suffering. You need to have your
competition on your radar at all times, so you can react effectively and quickly.

9. Lack of Motivation
Your sales people could be in a slump, and it’s up to you to get them motivated. Unmotivated sales people
results in reduced productivity, which in turn results in a drop in sales. Consider fun and creative sales contests
to get them motivated to succeed.

15) Ethical Issues in Positional abuse case

16) Create Competency Based Management culture, Context in & its advantages HRM? What generic & specific
competencies with 2 examples with linkages to Organizational Strategy with template for CBM?
17) How to identify Competencies in process? Benefits of Competency Based HRM?
18) List sample 5-7 Competencies for any Industry of Finance & HR?
19) What are Goals of Ethical Performance Management?
20) Unethical Business Practices 2 examples & Note on Company Code of Ethics?

21) What are the challenges of HR Reward systems?

Having studied companies closely and analyzed their Employee Reward Systems over a significant period of
time, what comes out consistently is that while Rewards continue to remain the core of all Talent Management
activities, managing successfully the Employee Reward Programs still remains the biggest challenge with most
of those companies.
Some of the key reasons that come out as to why Employee Reward Programs either struggle or fail to live up
to the desired expectations in such companies are as follows –

Rewards not understood by people

The employees in general are not aware of the process that goes behind the plan, design and delivery of the
Reward Programs. The same are also not communicated adequately/effectively to the people, and the
engagement/involvement of the line managers are also not sought in the process either. As a result, HR is not
able to either articulate or maximize the value of such Rewards to its internal customers.
 Rewards not linked to company’s business
While planning and designing the Employee Reward Programs, it is often found that HR actually works in
isolation or at best with a only few chosen stake holders who they are ‘comfortable’ with, and not in overall
alignment with the company’s goals (vision/mission) or its business strategies. The same results in a lack of
broad alignment between the employee needs and the employer’s top objectives.

Rewards not linked to employee performance

More often than not, it is the ‘perception’ around the intent and efforts of employees, rather than the actual
results or outcome delivered that drive performance measures and the rewards associated with the same.
Developing clear expectations, creating a clear line of sight, setting achievable goals and establishing a credible
measurement system are some of the areas that such companies should focus on. Leading industry research
reveals that more than 80% of highly successful companies consistently display certain common attributes like
clear/common employee goals and performance based rewards.

Rewards not linked to the job to be performed

The absence of a proper Job Evaluation System or well designed Job Descriptions often fail to differentiate
between the real job at hand and its worth, as against loosely crafted designations/positions. The pitfall of the
same is an incorrect/inappropriate job mapping exercise with the equivalent market jobs, resulting in ‘orange to
apple’ and not ‘orange to orange’ kind of job matches, and hence incorrect/inappropriate worth/price linked to
such jobs during the hiring of employees and their annual salary reviews.

Rewards not linked to the labor market

Those companies which do not track their competition or compare their salary levels with the industry are
always at a disadvantage of not paying their employees Market level salaries, and hence losing out in talent
attraction/talent retention. It is always wise to get Market Salary Data periodically, and fresh custom surveys
providing real time data are the best options, as database study reports have their own limitations.

Rewards not linked to individual employee needs

Most of the time, the Employee Reward Programs end up being flat and linear, in the name of standardization
and equality. The spectrum of rewards must be flexible/adaptable, as the motivational factors are different for
different groups of employees and their respective needs/purposes must be met. While ensuring overall fairness
and equity in the system, the way to go is ‘different strokes for different folks’.

22) Why succession plan in Organization what are the benefits/challenges of Succession planning? What are
succession planning linked to HR processes?
Corporate succession planning is the process of identifying and internally developing talent with the specific
objective of replacing key business leadership positions in the company.
However, to fully implement succession planning, we must first understand the following:

Reduce organizational risks by realizing the benefits of succession planning

Benefits of Succession PlanningThe benefits of succession planning are numerous, but not always well
recognized. Most corporate entities today, regardless of size and location, cannot do without a carefully crafted
management succession plan. In order to minimize risks associated with the loss of valuable personnel,
companies must engage in talent pool management by first realizing the benefits of succession planning.

Even though the concept of corporate succession planning is not new, it has received increased attention due to
numerous advantages of succession management. These benefits are particularly important in a global business
environment.

4 Benefits of Succession Planning

1st Benefit: Availability of capable individuals for management positions is increased.
Effective corporate succession planning increases the availability of capable individuals who are prepared to
assume such roles as they become readily available. Leadership roles can easily be filled as senior executives
retire or if the senior management positions are vacated due to resignation of key officers.

2nd Benefit: The risk of losing experienced corporate leaders is minimized.

The most prominent potential benefit of workforce planning is associated with decreased risk of the loss of
experienced corporate leaders. The existence of effective corporate succession planning diminishes the need for
an external search of qualified candidates for a particular position.

3rd Benefit: Fewer financial resources will be spent in the external search and development of candidates.
It also minimizes use of time and financial resources looking for new people capable to run senior management
positions in the company. In situations of abrupt personnel changes, the benefits of succession planning become
very apparent. There will be less time and reduced financial expenditure on recruitment and leadership
development as qualified internal candidates have been already identified and trained.

4th Benefit: HR departments can establish formal procedures to support the process of selecting top and middle
management.
One of the advantages of succession planning concerns the ability of the HR department to engage and establish
formal procedures to support the process of selecting top and middle management. Such actions minimize
random or rushed selections, and re-establish the much-needed degree of commitment to corporate succession
planning from everyone in the firm.

PROBLEMS WITH SUCCESSION PLANNING

Succession planning is typically useful to the organization in its human resource planning, and when done
properly, can be beneficial to organizational performance. However, there are potential problems associated
with the use of succession planning: the crowned prince syndrome, the talent drain, and difficulties associated
with managing large amounts of human resources information.

CROWNED PRINCE SYNDROME.

The first potential problem in succession planning is the crowned prince syndrome, which occurs when upper
management only considers for advancement, those employees who have become visible to them. In other
words, rather than looking at a wider array of individual employees and their capabilities, upper management
focuses only on one person—the "crowned prince." This person is often one who has been involved in high-
profile projects, has a powerful and prominent mentor, or has networked well with organizational leaders.

TALENT DRAIN.
The talent drain is the second potential problem that may occur in succession planning. Because upper
management must identify only a small group of managers to receive training and development for promotion,
those managers who are not assigned to development activities may feel overlooked and therefore leave the
organization. This turnover may reduce the number of talented managers that the organization has at the lower
and middle levels of the hierarchy. Exacerbating this problem is that these talented managers may work for a
competing firm or start their own business, thus creating increased competition for their former company.

MANAGING HUMAN RESOURCE INFORMATION.

The final problem that can occur in succession planning is the concern with managing large amounts of human
resources information. Because succession planning requires retention of a great deal of information, it is
typically best to store and manage it on a computer. Attempting to maintain such records by hand may prove
daunting.

STEP 1. Identify Key Areas and Positions

 Key areas and positions are those that are critical to the organization's operational activities and strategic
objectives.
 Identify which positions, if left vacant, would make it very difficult to achieve current and future
business goals
 Identify which positions, if left vacant, would be detrimental to the health, safety, or security of the
Canadian public

STEP 2. Identify Capabilities for Key Areas and Positions

To establish selection criteria, focus employee development efforts, and set performance expectations, you need
to determine the capabilities required for the key areas and positions identified in Step 1.
 Identify the relevant knowledge, skills (including language), abilities, and competencies needed to
achievebusiness goals
 Use the Key Leadership Competencies profile
 Inform employees about key areas and positions and required capabilities

STEP 3. Identify Interested Employees and Assess Them Against Capabilities

Determine who is interested in and has the potential to fill key areas and positions.
 Discuss career plans and interests with employees
 Identify the key areas and positions that are vulnerable and the candidates who are ready to advance or
whose skills and competencies could be developed within the required time frame
 Ensure that a sufficient number of bilingual candidates and members of designated groups are in feeder
groups for key areas and positions

STEP 4. Develop and Implement Succession and Knowledge Transfer Plans

Incorporate strategies for learning, training, development, and the transfer of corporate knowledge into your
succession planning and management.
 Define the learning, training, and development experiences that your organization requires for leadership
positions and other key areas and positions
 Link employees' learning plans to the knowledge, skills (including language), and abilities required for
current and future roles
 Discuss with employees how they can pass on their corporate knowledge

STEP 5. Evaluate Effectiveness

Evaluate and monitor your succession planning and management efforts to ensure the following:
 Succession plans for all key areas and positions are developed;
 Key positions are filled quickly;
 New employees in key positions perform effectively; and
 Members of designated groups are adequately represented in feeder groups for key areas and positions

23) What are the methods of data collection in Production process?

24) How will technology support data collection & monitoring?

25) Note Behavioral Event Interview?

Employers use this type of interview to get insight into how you handle specific situations in the workplace.
The interviewer will want examples of what happened in a particularly challenging circumstance, what you did,
and how you achieved a positive outcome.
The best techniques for handling a behavioral interview include preparing for the interview questions you may
be asked, discovering as much as you can about the company and the job, so you have an idea of what skills the
employer is seeking, and being ready to include specific points in the responses you give to the interviewer.

One particularly useful and popular approach to developing behavioral interview questions is the STAR
 (Situation, Task, Action, Results) model. The STAR model helps candidates frame their responses to
behavioral questions by encouraging them to respond with a story about a past behavior.
An example framework for developing a structured, behavioral interview question using the STAR model
is presented below.
Situation: What was the situation the candidate was in?
oe.g., “Tell me about a time...”
Task: What was the task the candidate needed to accomplish?
oe.g., “where you were faced with multiple competing deadlines.”
Action: What were the actions the candidate took to accomplish this task?
e.g., “What did you do and…”
Results: What were the results of these actions?
e.g., “how did it turn out?”

Thus, the complete behavioral interview question presented to the candidate would read, “Tell me
about a time where you were faced with multiple competing deadlines. What did you do and how did it
turn out?”
Once preliminary lead questions are developed in association with your competencies, it is
recommended that you test their performance by interviewing position incumbents or employees who
apply similar competencies in their daily work. This will help to evaluate the appropriateness of
questions and will also help to develop potential probing questions to gain more insight about the
candidate’s behaviors

26) How do we manage Poor Performance in Sales Function?

27) How do we manage bad Performance with recommendations?
28) What is the role of Job appraiser their needs for Staff Appraisals?

29) Note on HR Appraisals

Performance Appraisal is the systematic evaluation of the performance of employees and to understand the
abilities of a person for further growth and development. Performance appraisal is generally done in systematic
ways which are as follows:
 The supervisors measure the pay of employees and compare it with targets and plans.
 The supervisor analyses the factors behind work performances of employees.
 The employers are in position to guide the employees for a better performance.

Objectives of Performance Appraisal

1. To maintain records in order to determine compensation packages, wage structure, salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right job.
3. To maintain and assess the potential present in a person for further growth and development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to employees regarding their performance and related status.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.

Advantages of Performance Appraisal

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes for
efficient employees. In this regards, inefficient workers can be dismissed or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for employees.
Merit rating is possible through performance appraisal. Performance Appraisal tries to give worth to a
performance. Compensation packages which includes bonus, high salary rates, extra benefits,
allowances and pre-requisites are dependent on performance appraisal. The criteria should be merit
rather than seniority.
 3. Employees Development: The systematic procedure of performance appraisal helps the supervisors to
frame training policies and programmes. It helps to analyse strengths and weaknesses of employees so
that new jobs can be designed for efficient employees. It also helps in framing future development
programmes.
4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and
importance of the selection procedure. The supervisors come to know the validity and thereby the
strengths and weaknesses of selection procedure. Future changes in selection methods can be made in
this regard.
5. Communication: For an organization, effective communication between employees and employers is
very important. Through performance appraisal, communication can be sought for in the following
ways:
 Through performance appraisal, the employers can understand and accept skills of subordinates.
 The subordinates can also understand and create a trust and confidence in superiors.
 It also helps in maintaining cordial and congenial labour management relationship.
 It develops the spirit of work and boosts the morale of employees.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of

employees, a person’s efficiency can be determined if the targets are achieved. This very well motivates
a person for better job and helps him to improve his performance in the future.

30) How would you consult on Performance Management as External Expert?