hrm assignment

Assignment on Human Resource Management

Ans1. The success of HR plans depends on the accuracy of the HR Forecast that are needed to implement the organisational strategies .These forecasting involve estimating the future requirements of the organisation in terms of the nature and the number of people. An organisation may use one or more of the forecasting techniques available to access the future HR requirements. In fact the accuracy of HR Forecasting largely depends on the ability of the forecasting techniques in rightly projecting the future.

Following are few HR Forecasting techniques:

a) Index/Trend Analysisb) Expert Forecasting/Delphi techniquec) Nominal Group techniqued) HR Budgets:

Staffing/Manning tablese) Envelope and Scenario Forecastingf) Regression Analysisg) Productivity Ratioh) Personal Ratioi) Time Series

Briefly Index/Trend Analysis and Expert Forecasting/Delphi technique are given below:

1. Index/Trend Analysis : Index/Trend Analysis forecasts the Requirement for additional manpower by projecting trends of the past, present and the future. It makes use of operational indices for this:

Historical relationship between the operational index and the demand for labour

Operational indices used are: Sales Number of units produced Number of clients serviced Production/Direct labour hours

Trend Analysis can be used for Forecasting overall Organisation, Aub-Units or Indirect (Staff) and Direct (Line) Manpower requirements. The Index/Trend Analysis involves the following steps:

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a) Select the appropriate business/operational index-Select a readily business index, sales level that is known to have direct influence on the Organisational demand for labour.

b) Track the index overtime-Once the index has been selected, it is necessary to go back in time for at least 4 or 5 most recent years.

c) Track the workforce size overtime-Record the Historical figures of the total number of employees.

d) Calculate the average (or most recent) ratio of the business index to the workforce size (Employee Requirement ratio)-In this step, the ratio of number of employees required for each thousand rupees of sales is obtained by dividing each year’s number of employees by the level of sales.

e) Calculate the forecasted HR demand-Multiply the annual forecasting for the business index times the average employee requirement ratio for each future year to arrive at forecasted annual demand for labour.

2. Expert Forecasting/Delphi technique : This method is essentially a group process to achieve a consensus forecast. This method calls for selection of a panel of experts either from within or outside of the organisation. A series of questions is prepared from the responses received from a prior set of questions in sequencing manner.

The procedure of Delphi technique involves the following steps:1. To start with it requires selection of a coordinator and a panel of

experts from both with and outside of an organisation2. The coordinator then circulates questions in writing to each expert3. The experts then write their observations4. The coordinator then edits those observations and summaries

without however disclosing the majority opinion in his summary5. On the basis of his summary the coordinator develops a new set of

questionnaires and circulates them among the experts6. Experts then answer those set of questions7. The coordinators repeats the process till such time he is able to

synthesise from the opinion of the experts

Ans2. The various types of selection tests are as follows:

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a) Intelligence test: This is a standardized and most widely used test developed by psychologists. It measures the mental ability of an individual.

b) Aptitude test: It measures an individual’s ability to learn a given job when give enough or adequate training.

c) Achievement test: It measures an individual’s knowledge related to job proficiency.

d) Situational test: In this test the candidates have to go through simulated business situations and their response are recorded and evaluated.

e) Personality test: This test helps to evaluate an individual’s value system, emotion, maturity and other personal characteristics.

f) Polygraph Test: This test method is used to check the validity and truthfulness of an individual by monitoring the physical changes in the body as he answers a series of questions. This test is done normally for screening of applicants for defence and higher profile security jobs.

g) Graphology: Examines an individual’s handwriting to evaluate his or her personality.

Interview Most organisations use interview as an essential step in the selection

process.an interview helps in evaluating the applicants profile and comparing it with the job profile for suitability.Some applicants may provide some false information in their applications just to gain employment.Interview process: The interview process involves preparation, conducting and closing the interview.Preparation: Interviewer should follow these steps when preparing for an interview.

Determine the objectives Read the application Determine the mode of evaluation Time Without any prejudice and bias

Setting: Interviewers should make the candidates fell comfortable and relaxed.Conduct interview: While co ducting the interview the interviewer should:

Demonstrate a basic liking and respect for people Preferably ask open ended questions

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Not invalid the privacy of the candidate Be an attentive listener Note or mark the relevant points

Closing an interview: It is an important part of an interview. It should be carries out in a smooth way. Interviewer should make an overt sign to indicate the end of an interview.Types of interview:

Preliminary interview: Preliminary interview are brief, first round interviews that aim to eliminate the applicants who are unqualified for the Job. These interviews are generally informal and unstructured and conducted even before the candidates fill in the application blanks.Selection interview: a selection or core interview is normally the interaction between the job applicants and the line manager or expert, where the applicant’s knowledge, skills, talent, etc. are evaluated and ascertained. The selection interview can be of the following types:-Formal and structured -A structured interview is very rigid in its structure and contents.it is based on a thorough job analysis. The interviewer selects the questions to be asked and plans the interview in advance.Unstructured interview: An unstructured interview has no pre-determined framework and questions and takes its own course depending on the responses of the candidates and the interest of the interviewer.an unstructured interview contains more open ended questions.Stress interview: The objective of a stress interview is to test the applicant’s ability to perform and deliver under stress. Interviewers put the interviewee under stress by repeatedly interrupting him, criticising his answers, as him u relates questions or keeping quiet for long periods after the interviewee has finishes speaking.Group interview: In the group interview all candidates or a group of candidates are interview by a panel of interviewers or a single interviewer.This method I restored to when the number of applicants is high and time available for interviewing is short.Panel interview method: In today’s organisations where all functions are interdependent and every job involves cross-functional interactions it is imperative that people from different functions interview a candidate.In-depth interview: In-depth interviews are more suitable for selection of candidates for high end technology and high skills job. Experts in the relevant

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area test the candidate’s knowledge and understanding of the subject and evaluate his expertise.Decision making interview: after the applicants knowledge in the core area of the Job is evaluated by the experts including line manager in the organisation, the applicants are finally interviewed by the departmental heads and the HR function.These interviewed are generally informal decisions.Ans3.Management Development is related to the development and growth of the employees in an organisation through a systematic process. This development is future-oriented and prepares managers for a carrier of valuable contribution to the organisation. It is concerned with the learning and development of the employees. It helps in the development of the intellectual, managerial and people management skills of managers. It trains managers to understand and analyse different situations and to arrive at and implement the correct solutions.

Objectives of Management Development Are:The main objectives of Management Development are:

To improve the performance of the managers To enable the senior manager to have an overall perspective about the

organisation and also equipping them with the necessary skills to handle various situations.

Following are the management development methods:1. On-the-job development method2. Off-the-job development method

A. On-the-job development method: The different On-the-job methods are as follows:

i. Coaching: It involves one manager playing an active role in guiding another manager. The coach or trainer teaches the trainee what to do, how to do it and rectifies any mistake committed by the trainee

ii. Job rotation: It plays an important role in developing the skills set of a manager

iii. Understudy assignments: In this method of development ,a senior manager selects and trains a trainee manager from among his/her Subordinates, who at a future time will be capable of handling the senior managers responsibilities

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iv. Multiple management : This technique enables junior managers to participate in board and committee meetings which are normally attended only by senior and top level managers.

B. Off-the-job development method: The different types of Off-the-job development methods are as follows:

i. Simulation exercise: The popularly used Simulation exercises are-a) Case study: Case studies are prepared based on actual experiences of the

organisation. Trainees study, analyse and discus the case, identify the hidden problems and try to get an appropriate solution.

b) Business games: In this method the trainee are divided into different groups and teams. They play the role of competing firms in a simulated market.

c) Role Play: In this method the participants enact role to solve problems that are common in real life. They react to situation and to one another, in the same way as they would do in their managerial jobs.

d) Incidental methods: This method aims to develop the intellectual ability, practical judgement and social awareness of the employees. Each employee is given a written incident which he analysis, identifies the problem and the probable causes and suggests a solution

e) In basket method: This is a method of development that simulates the aspects of a manager’s job. The trainee receives documents similar to the items normally found in managers in basket, such as memos, letters, reports etc.

ii. Sensitivity training: Sensitivity training or Laboratory training is a method which helps to change the behaviour through unstructured group interaction.

Training groups that seek to change behaviour through unstructured group actions

Provides increased awareness of others and self Increases empathy with others, listening skills, openness and tolerance for

othersiii. Transactional analysis: This is a theory of personality development which

provides an approach for defining and analysing the interaction between people. The basic theory behind transactional analysis is that an individual’s personality comprises three ego stages namely, the parent, the child and the Adult ego stage.

The parent ego stage: is characterised by a feeling of superiority and authority. A person in the parent ego stage is dominating and authoritative.

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The Child ego stage: includes all those impulses that are common in an infant. A person in the child ego stage is either obedient or manipulative, charming at one point of time and repulsive at another

The adult ego stage: is objective and rational. In the adult ego stage actions such as processing’s of data, estimation of probabilities or alternatives and making decisions are done systematically and logically.

iv. Conferences: A meeting of people to discuss a topic of common interest is referred to as a conference.

v. Lecture: A lecture is the simplest technique of presenting and explaining a series of facts, principles and concepts.

Ans4. The Various carrier programs are as follows:

Work-Family programmes: Focus on supporting employee manages their personal as well as work related challenges in a balanced manner. Increasing use of flexible work schedules, work from home option, opening of more on-site or company sponsored child care centres, and greater use of paid leave for fathers and adoptive parents are some common practices in this area.

Relocation assistance and hiring practices: These practices redress the challenges associated with employee relocation on account of a career move. The support provided by firms in assisting spouse of employees with opportunities within the company, linking them with job placement consultants as well as sponsoring the cost of re-training or picking up a new skill.

Work life balance seminars and flexible HR practices: Through these practises organisations design programs to help employees manage their work family conflicts and coping strategies. Especially prevalent in the business process outsourcing organisations were the work life balance is a concern.

Flexible work schedules: Are being increasingly instituted at the workplace. These include flexitime, job sharing, part time work, working from home etc. Such programs enable employees to address their work and family concerns and reduce their potential stress or conflicts between their various life roles.

Outplacement programmes: During retrenchment and downsizing is a professionally managed process in most organisations. The objective over

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here id to assist the affected employees in making the transition to new employment. It could involve re-skilling for new, more relevant skills per training institutes and provide the skill training.

Special programmes for women, minorities and employees with disabilities: With organisations increasingly tapping into this critical talent pool, more employees in this special category are entering the workforce. This calls for special focuses on the importance of assisting these employees with their carrier needs.

Fast track employees: Are now being increasingly identified as stars with high potential for bright future in the organisation. The identification and development of these employees requires organisations to exert efforts to build and monitor special programmes that cater to this initiative helps on retaining the critical talent.

Ans5. Performance review is a systematic activity through which an organisation determines the extent to which the employee is delivering as per agreed objectives that is aligned to business results. Generally speaking the HR specialists design and implement the performance management system (PMS). They work with the line managers to review the employee’s performance and maintain their records. Apart from focusing on performance, todays organisation are emphasising the need for employee development focus in implementing an effective PMS. The line manger uses the system to review employee performance and the normal steps include:

Defining performance goals/objectives Measuring performance Feedback and coaching

Every individual in an organisation need to be appraised. The appraisal system should be able to take care of this and it should also meet the needs and objectives of an organisation. This type of appraisal helps to evaluate the performance of an individual in achieving the organisations objectives. Following are the types of appraisal methods:

1. Trait based appraisal: This method is used to assess personality or personal characteristics such as loyalty, communication skills, level of initiative, decision making etc. This is common in companies that are in the business of services and customer satisfaction. This evaluates what the person is than what the person does on the job.

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2. Behaviour based appraisal: This method focuses on the appraisal of what an employee does on the job. It evaluates the behaviour and measures what an employee should do differently. This is common in NGO’s and hospitality.

3. Results based appraisal: This method measures the work results objectively. The focus is on the outcome from the job that alone serves as the measure for success. It is not possible to use this method in jobs depending on team work or where the job is service or support based.

Individual evaluation methods:There are five ways to evaluate employee individuals. Here the employee is evaluated one at a time without directly comparing him/her with other employees.

a) Graphic Rating Scale: the most widely used performance rating technique is graphic rating scale.in this technique the evaluated is present with a list of assessment characteristics and asked to assign a number rating to the employee on each of the characteristics listed. The number of characteristics might vary from a few to several dozen.it aims to measure the quality of performance and ability to do the present Job.

The ratings are in a continuous scale. Typically these ratings are then assigned points. For e.g. excellent may be rated 5 and unsatisfactory may be 0.the total scores are then computed.

b) Forced Choice: in this method the evaluator must choose from a set of descriptive statement of the employee. The two or three statements items are grouped in a way that the evaluator cannot easily judge which statement apply to the most effective employee.

Mostly HR specialists /consultants prepare the items for the form and managers or other HR specialists rate the items for applicability, which is what they determine which statement describe effective and ineffective behaviour. The manager then evaluated the employee. The HR department then adds the number of statements in each category and they are summed into an effectiveness index.

c) Essay evaluation: in this technique the evaluator is ask to describe the strong and weak aspects of the employees behaviour in the form of an

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essay.in a very few organisations the essay technique is the only one used, in other organisations the other techniques is combined with another form such as graph is rating scale. The essay elaborates on some or all of the ratings or discusses added dimensions which are not captured by the scale. Whenever it is used the essay is open ended or as in most case there are guidelines on the topics to be covered, the purpose of the essay.

d) Management by objectives (MBO): this method is one of the most popular methods of performance appraisal for individuals.in this system the manager and the employee to be evaluated jointly set objectives/targets in advance for the employee to achieve during a specific period and usually the objectives framed are of quantitative nature. These objectives are popularly called:

1. KRA key result areas

2. KPA key performance areas

3. Targets

4. Commitments.

MBO is the most effective method for performance review because it is identified at the beginning of the review period and is regularly reviewed for achievements and modified again in consensus between the employee and the manager.

e) Critical incident technique: in this technique the performance is assessed on critical incidence, the performance incidence that is particularly effective or ineffective. The HR specialists combine these statements into category's which vary with the job once the category is developed the statement of effective and ineffective behaviour are provided to the managers. The manager maintains log for each of the employee right through the evaluation period. This log is used to evaluate the employee at the end of the period .this technique is generally used by superiors than in peer or subordinate evaluations.

f) Checklists and weighted checklists: this is another type of individual evaluation method. Checklist is a set of objectives or statements of job deleted characteristics or behaviour. If the manager believes that the employee possesses the traits listed, the manager checks the items, if not

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it is left blank. The number of items selected from the list of the statements about effective and ineffective behaviour on job, similarly to critical incident process. Ratters rate the selected items on the scale from excellent to poor (0-9).the managers or ratters receive the checklist without the scores and they check the items that apply and assign their score on the item. The employee’s evaluation is the average of sum of the score on the item checked by all the ratters.

g) Behaviourally anchored rating scale (BARS): is the most prevalent technique which is a variation of the critical incident approach. This technique is also called behaviourally expectation scale (BES).

The development of BARS is more costly and time consuming process. A group of knowledgeable employees identify and detail the important dimensions that make up for effective performance. A second group illustrates the list of critical incidents to illustrate the differences in the dimension

Ans6. Disciplinary actions-penalties: There are various penalties for first, second and third offences of the same rule. Following are the commonly practised actions in business organisations:

1. Oral reprimand2. Written warning3. Denial of increments, promotions and pay hikes4. Pay reductions and disciplinary demotions5. Suspension6. Discharge or dismissal

I. Oral reprimand: The penalties are listed in the general order of severity, from mile to severe. For most cases an oral reprimand is sufficient to achieve the desired result. The supervisor should know his or her personnel in determining how to give a reprimand. For one person a session may be necessary in order to get attention and corporation, another person may require only a casual mention of a deficiency. If the offence is more serious the reprimand may be put in written form.

II. Written warning: When an oral warning or counselling to the employee does not produce the desire result, the manager may issue a written warning to the employee. The employee is normally asked to acknowledge the

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receipt of written reprimand irrespective of whatever he agrees with the content of the letter or not.

Since a written reprimand is more permanent than an oral one, it is considered a more severe offence and the penalty levied accordingly.

III. Denial of increment, promotion and pay hikes: On some incidents the management may refuse promotions, increments or pay hikes by blacklisting the employee for a specific period of time. This is usually treated as a punishment for a certain period of time.

IV. Pay reduction and disciplinary demotion: This is usually more severe than the denial of pay hikes and promotion because the employee loses part of existing benefits and privileges received by him from the organisation.

In the case of demotion the employee loses social status.V. Suspension: A few offences normally require the direct suspension of the

employee without any prior warning, depending upon the nature of the misconduct committed by the employee. The decision regarding the suspension is generally made by the higher authority.

VI. Discharge or dismissal: This is the severest punishment of all. Both discharge and dismissal culminates in the termination of the employee.When the conduct of the employee is deemed to be mismatched with the faithful discharge of his duties and undesirable or against the interest of the employer to continue him in employment, dismissal will be justified.In case of discharge, an employer terminates the employment of an aberrant employee either by giving agree advance notice or by paying money in lieu of such notice.

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